Loading...
HomeMy WebLinkAboutTransdev Proposal - San Luis Obispo Transit Operations and Maintenance Services_ready to produce2026 PROPOSAL TO PROVIDE Transit Operation and Maintenance Services for the City of San Luis Obispo Table of Contents On behalf of the Tulare County Regional Transit Agency’s Board of Directors I would like to share our appreciation to you and the Transdev family. Our agency selected Transdev for not only its industry-leading service and experience, but more importantly the opportunity to build a partnership with Transdev to provide world- class and sustainable public transportation to the communities we are trusted to serve. Tulare County Regional Transit Agency Table of Contents Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 1 Table of Contents Table of Contents 1 Cover Letter 3 G. 1 – Submittal Forms 5 1. Proposal and Contract Certifications Forms 5 2. Cost Proposal Forms 5 3. References 5 4. Statement of Past Contract Disqualifications 6 G. 2 – Experience and Qualifications 8 5. Experience 8 6. Terminated Contracts 10 7. Financial Statements 10 8. Disadvantaged Business Enterprise (DBE) 10 9. Additional Resources 10 10. Contact Person 12 G. 3 – Operational Approach 13 11. Start-Up and Transition Plan 13 12. Management and Operations Plan 13 13. Proposed Scheduling, Dispatching, and Customer Service 15 14. Operator Scheduling 16 15. Quality Assurance 18 16. Additional Technology 19 G. 4 – Maintenance 25 17. Facility Maintenance Program 25 18. Preventive Maintenance and Inspection Program 28 19. Unsatisfactory Rating 34 20. Maintenance Compliance 34 21. Insurance Program 35 G. 5 – Safety and Training 37 22. Staff Training Program 37 Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 2 23. Safety Record 61 24. Safety Record for Similar Services 61 G. 6 – Personnel 62 25. Key Personnel Resumes 62 27. Wage Scales 70 28. Benefits 70 29. Personnel Plan 72 30. Unionized Workers 78 31. California Labor Code Sections 1070-1074 79 G. 7 – Reporting 80 32. Sample Reports 80 33. NTD Reporting 80 34. Accident/Incident Process 80 Appendix 83 Cover Letter We highly recommend Transdev as a strong, dependable, and competent partner for our public transportation program. Not only is their local staff responsive, innovative, and reliable, their corporate support is unmatched, providing consistent technical support, training and recruitment resources. Transdev’s quality of work and customer service consistently meets or exceeds our high standards and expectations of contractors. Tri-County Metropolitan Transportation District (TriMet)Cover Letter Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 3 Cover Letter February 19, 2026 Mr. Alex Fuchs Mobility Services Business Manager The City of San Luis Obispo Department of Finance 990 Palm Street San Luis Obispo, CA 93401 RE: Proposal for Transit Operation and Maintenance Services Dear Mr. Fuchs, Transdev Services, Inc. is excited about the opportunity this RFP presents and the possibility of continuing to partner with the City of San Luis Obispo for fixed route operations and maintenance services. We have been honored to serve as the City’s partner for nearly 25 years, providing us with a unique understanding of the City’s services and your expectations for safe, passenger-focused service delivery. Although you have known us as First Transit, we are now a wholly owned subsidiary of Transdev and are included in this family of companies. We will refer to ourselves as Transdev throughout this proposal. However, we plan to continue using First Transit, Inc. as the official bidding entity, and we have submitted our forms under this name. This ensures continuity of payroll systems, insurance programs, and tax filings. We may harmonize legal entities at a later stage, but in all other respects, we operate as one company. Transdev’s team continues to serve as a trusted operational partner to the City as you advance capital investments and service improvements outlined in the Short-Range Transit Plan. Our disciplined approach to operations and maintenance delivers safe, reliable, and passenger-focused service that supports ridership recovery, reinforces public confidence, and positions the system for sustainable long-term growth. As full ridership levels are restored, Transdev is positioned to work closely with the City to ensure a smooth, coordinated transition into the next phase of service delivery and system modernization. Looking ahead, Transdev and the City will continue a collaborative partnership focused on long-term system resilience, including planning for the continued transition to battery electric buses, installation of charging infrastructure, targeted refurbishment of diesel vehicles, and phased facility and transit center improvements to support expanded operations and improved passenger amenities. We bring experience in these areas from both Global and local experience, as well as lessons learned, to make sure the City’s transition is smooth. Transdev remains committed to investing in the local workforce and community by offering competitive wages, comprehensive benefits, and a supportive work environment. This commitment enables us to retain skilled employees who deliver safe, consistent, and high- quality service. We know that if we take care of our front lines, they stay focused on what matters the most: safety and excellent customer service at every turn. By choosing Transdev, the City benefits from full operational continuity with zero transition risk. General Manager Terry Gillespie’s established leadership and deep system knowledge ensure Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 4 uninterrupted service, ongoing performance improvements, and continued advancement of safety and passenger-focused initiatives aligned with the City’s long-term transit vision. We will continue to leverage our extensive experience, best practices, industry connections, and transit expertise to continually enhance service and improve passenger experience. We acknowledge receipt of Addenda 1 and 2 as required. Transdev is excited about the prospect of continuing our long-term partnership with the City for your fixed route services. Should we be fortunate enough to be selected as your ongoing provider, you have my commitment that Transdev will remain steadfast in our support of your goals and dedication to meeting the needs of our shared ridership. Please contact me at 707.803.2954 or wc.pihl@transdev.com or contact Director of Business Development Dave Smith at davidandrew.smith@transdev.com or 707.694.3932 with any questions about our proposal. Sincerely, W.C. Pihl Senior Vice President - Business Development Transdev Services, Inc. 720 E. Butterfield Road, Suite 300, Lombard, IL 60148 Tel. 630.571.7070 G.1 Submittal Forms As a result of the combined efforts of the Transdev and LYNX teams we have seen a marked improvement in on time performance, customer service, maintenance of the fleet and overall employee morale in a very short time. From before day one, Transdev has supported the success of this contract and is showing themselves to be strong and stable partners. They truly understood our vision and goals for our services…. Our community is pleased with our selection of Transdev for these critical services and I would recommend them to other public transit agencies considering hiring them for their mobility services. Central Florida Regional Transportation Authority (LYNX)G. 1 - Submittal Forms Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 5 G. 1 – Submittal Forms 1. Proposal and Contract Certifications Forms Transdev’s required Submittal Forms are included at the end of this section. 2. Cost Proposal Forms Transdev’s cost proposal forms have been uploaded separately in Excel format as required. 3. References 3. References from three firms for whom you currently perform similar services (form provided) Transdev’s References Form has been included at the end of this section. Napa Valley Transportation Agency (NVTA) – Napa, CA Transdev has operated fixed route (VINE), ADA paratransit services (VINE GO), and community shuttle services in Napa County communities for the NVTA since 1991. A commitment to appropriate technology and a strong safety record, combined with excellent customer service, is the foundation of our service in Napa. At NVTA, Transdev provides operations, maintenance, paratransit reservations, scheduling, and dispatch. Our paratransit OTP is 94.75% and in maintenance, we consistently exceed our client’s standards for miles between road calls. Our 105 NVTA employees, represented by the Teamsters, operate a fleet of 36 fixed route and 24 paratransit vehicles. Client Contact: Kate Miller; Executive Director; 625 Burnell Street; Napa, CA 94559; 707.259.8634; kmiller@nvta.ca.gov Butte County Association of Governments – Chico, CA For more than 30 years, Transdev has provided paratransit and fixed route services in Butte County, CA. Transdev provides general public Dial-A-Ride trips with a diverse fleet of vehicles and operates fixed route service with 113 Operators. The B-Line provides service to the City of Chico, CSU Chico, and the surrounding communities. “Transdev has provided excellent service over the years and has been responsive to NVTA’s changing demands. Transdev has also been honorable and responsible during contractual negotiations, and I’ve appreciated Transdev’s flexibility as demands change, especially during the emergency response operations and service changes associated with the fires.”– NVTA Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 6 We use Trapeze to reserve and schedule all trips, and we provide all vehicle maintenance. Strong safety performance is one of the hallmarks of our B-Line operations. This location achieved 348 Perfect Safety Days in 2025, meaning our team had zero preventable vehicle accidents, zero passenger/pedestrian injuries, and zero OSHA-recordable employee injuries for 348 out of 365 days. Client Contact: Andy Newsum, Executive Director; 326 Huss Drive, Suite 150, Chico, CA 28530; anewsum@bcag.org; 530.809.4616 City of Pasadena, CA Transdev has been providing both fixed route and demand response services for the City of Pasadena for more than 20 years. Our 90 employees operate and maintain 36 City-owned vehicles. We provide over one million trips per year for this vibrant community. Our successful, long- standing partnership is reflected in the most recent customer satisfaction survey, with this client’s “overall satisfaction rating” of 10 on a 1-10 scale. The client has recognized Transdev for our strong operating performance and commitment to cultivating an inclusive and diverse culture. We have also helped the City incorporate new technologies into its services, including scheduling software. Transdev was recognized by the City for our team’s extraordinary efforts during the January 2025 Eaton Fire affecting Pasadena and Altadena. Our General Manager, Assistant General Manager, and 14 Operators worked around the clock for three days to evacuate 500 residents from senior centers, driving through flames, flying embers, and overwhelming smoke. Contact: Valerie Gibson, Transit Manager; 303 North Allen Avenue, Pasadena, CA 91106; 626.744.6267; vgibson@cityofpasadena.net 4. Statement of Past Contract Disqualifications (form provided) Our Statement of Past Contract Disqualifications has been included with our forms. “For BCAG and BLine, Transdev has been a vital and reliable partner in delivery of services to the people of Butte County. There is no question they care about what they do and are ready and willing to provide service above and beyond as required.” – Butte County Association of Governments 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 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 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 violation 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 Page 133 of 155 Page 135 of 155 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:TelephoneNo.: Date: Federal Use Only: STANDARD FORM LLL (REV. 7/1997) Authorized for Local Reproduction Page 136 of 155 1. 2. 3. Page 144 of 155 Page 146 of 155 Page 147 of 155 G.2 Experience and Qualifications I am in awe of what would normally be a bunch of ‘talking heads’ (executives and co-founders) in most organizations actually rolling up their sleeves and working to do whatever it takes to get the job done. I mean, decision makers actually making decisions that have an immediate impact… If our customers could see what I saw behind the scenes they would have the utmost confidence in us! I look forward to a very long PARTNERSHIP with Transdev. Dallas Area Rapid Transit G. 2 - Experience and Qualifications Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 8 G. 2 – Experience and Qualifications 5. Experience 5. 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) With more than a century of transportation experience in the United States, Transdev Services, Inc. is the leading private-sector, multi- modal provider of public transportation in the country. Our U.S. corporate headquarters are located in Lombard, IL, and we have experts in all key transit-related disciplines. Our experience spans a broad range of contract structures, from traditional operations and maintenance contracts to management contracts that include functions traditionally performed by public transit agencies. We are an agile, flexible partner that can move quickly to assist the City with all your mobility needs. Transdev has evolved from our humble beginnings as an on-demand transportation company founded in Baltimore over 115 years ago. In 2023, we acquired First Transit, which was founded in 1955. As the largest transportation contractor in the U.S., Transdev now has approximately 32,000 employees operating over 17,000 vehicles for more than 400 contracts in 45 states. We deliver virtually every type of ground transportation service, including fixed route, dial-a-ride, BRT, paratransit, microtransit, commuter bus, university shuttle, student transportation, airport shuttle, commuter rail, light rail, and streetcar services. Further, we provide ADA paratransit eligibility determination services, travel training, non-emergency medical transportation (NEMT) brokerage services, mobility as a service (MaaS) solution, and in-plant bus inspection services. Transdev’s Vision and Mission Statement Transdev’s mission is to empower freedom to move every day with confidence, thanks to safe, reliable, and innovative solutions that serve the common good. This places us at the heart of everyday life and makes us a key player committed to serving community interests, developing local services, and protecting the environment. Because we are people serving people, we are committed to protecting human rights in our activities and in all stakeholder relations.  Everything starts with uncompromising safety.  Passenger experiences are adapted to the moment.  Our operating performance is exceptional. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 9  Our rigorous fleet maintenance program protects valuable assets.  We invest in our people and are committed to their success. Participation in Industry Organizations Transdev actively participates in national, state, and regional transportation associations, including APTA, CTAA, CTA, CalACT, COMTO, LIT, WTS, and other state organizations. Through these forums, we stay current on regulatory developments, collaborate with industry partners, and share best practices and resources with our clients. We also support and sponsor local chapters and team participation to strengthen industry engagement and knowledge sharing. Additionally, Transdev is a founding member of the North American Transit Alliance (NATA). Transdev’s Operating and Management Philosophy Transdev empowers local management teams to meet and exceed performance standards, supported by a comprehensive network of corporate resources across operations, maintenance, safety, HR, IT, and planning. Our Quality Control Program emphasizes effective workforce management through continuous feedback and formal performance evaluations, ensuring accountability, communication, and consistent service quality. Fixed Route Experience Transdev operates several of the largest contracted fixed route bus operations in the United States, including contracts in Arcadia (CA), Denver (CO), Fairfax County (VA), Houston (TX), Las Vegas (NV), Los Angeles (CA), Nassau County (NY), Orange County (CA), Phoenix (AZ), San Diego (CA), the Twin Cities (MN), and Everett (WA). We also operate many medium-sized and smaller operations. California Experience Transdev operates over 55 contracts in California. Our deep experience in California gives us a thorough understanding of the current transit operating and regulatory environments. Experience Operating in Campus-Friendly Towns Transdev has more than 50 years of experience operating campus shuttle systems, partnering with nearly 30 universities and colleges nationwide. Our proven best practices address the unique operational, safety, and customer-service challenges of campus environments, consistently improving on-time performance and passenger satisfaction. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 10 Our locally based teams integrate into campus life, building strong relationships that support reliable, passenger-focused service tailored to each university’s culture and needs. 6. Terminated Contracts 6. 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) Transdev has never had a contract terminated prior to the contract’s original expiration date. 7. Financial Statements 7. 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. With annual revenue exceeding $10.5 billion, Transdev’s financial strength and stability are unparalleled. We have the financial wherewithal to fund all ongoing operations and maintenance throughout the term of this agreement. There are no known conditions (e.g., bankruptcy, pending litigation, or planned office closures) that would inhibit Transdev from doing so. Our financial statements have been uploaded separately 8. Disadvantaged Business Enterprise (DBE) 8. 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. While Transdev is not a Disadvantaged Business Enterprise (DBE), we endeavor to include DBEs and local small businesses in our contracts whenever feasible. Based on the US DOT Interim rule on the use of DBEs, we have not included the use of DBEs. 9. Additional Resources 9. 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) While the on-site General Manager is responsible for meeting contractual requirements, Transdev’s layered oversight structure ensures accountability and continuous improvement. Corporate and regional leaders conduct regular reviews with the local team to monitor performance, address challenges, and implement targeted service improvements. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 11 Transdev’s regional and corporate teams will remain the City’s partner in implementing the short-range transit plans and capital improvements, including the following plans indicated in the RFP:  Critical Upgrades that Support Ongoing Operations  Technologies that Improve Riders’ User Experience  Fare Program Updates to Increase Transit Accessibility  Enhanced Service and Alternative Transit Options  Bus Shelter and Street Improvements for Rider Safety and Comfort Senior Vice President Rich Rogers Rich ensures the local Transdev team has the resources and oversight needed to meet and exceed performance standards. He has more than 40 years of public transit experience across public agencies and private operators, with deep expertise in operations, performance management, and data-driven service improvement. Rich regularly engages with clients and stakeholders to ensure expectations are met and outcomes continually improve. National Director of Safety Jerome Rogers Jerome partners with local management to oversee safety performance, investigate incidents, implement corrective actions, and deliver targeted training. He has brought more than 25 years of transportation management experience, including 15 years in safety and risk management, and serves as the primary safety support resource for the operation. National Maintenance Manager Ed Remly Ed supports the local Maintenance Manager in ensuring preventive maintenance compliance, high-quality repairs, and minimizing road calls. With more than 30 years of maintenance leadership experience, he oversees fleet maintenance programs across multiple propulsion types and ensures compliance with all regulatory, contractual, and corporate standards. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 12 Regional Director of Human Resources Mickey Sidhu Donna supports the local operation with recruiting, retention, payroll, benefits, and performance management. With 18 years of human resources leadership experience, she ensures compliance with federal, state, and local labor regulations while advancing corporate workforce initiatives. Senior Labor Counsel Rebecca Weir Rebecca provides expert labor relations support, including union engagement and contract negotiations. She has over 20 years of experience in union negotiations, labor arbitration, and the management of unfair labor practice issues. Learning & Development Manager Nancy Portincaso Nancy leads Transdev’s Learning Management System and workforce development initiatives. With more than 25 years of experience, she designs and delivers training programs grounded in adult learning principles, including leadership development and diversity, equity, and inclusion education. Corporate Drug & Alcohol Program Manager Esther Avalos Esther supports local safety and training teams in maintaining a drug- and alcohol-free workplace. She has more than 20 years of experience administering DOT-compliant programs and serving as a certified trainer and liaison with regulatory agencies. 10. Contact Person 10. Provide the name of the firm’s contact person, address, telephone number, and email address for this Proposal. Transdev’s contact person is Senior Vice President W.C. Pihl; he can be reached at 720 E. Butterfield Road, Suite 300, Lombard, IL 60148; by phone at 707.803.2954; and by email at wc.pihl@transdev.com. G.3 Operational Approach Transdev consistently operates at or above our contractual performance standards. For any standards that are not being met, Transdev immediately addresses the issues and with both short and/or long-term solutions. Transdev has proven to be responsive to requests pertaining to changes in service and has assumed additional responsibilities and services when asked with very good performance. Based on this information, I would support recommending Transdev services to other agencies. Atlanta Region Transit Link Authority G. 3 - Operational Approach Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 13 G. 3 – Operational Approach 11. Start-Up and Transition Plan 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. As your current partner, Transdev eliminates the risks, challenges, and service disruptions associated with transitioning contractors. We will continue to deliver uninterrupted operations and service to passengers – without disruptions caused by the service transition. Our key personnel, processes, procedures, and relationships are in place today, and we will continue to drive improvements in customer service, safety, and maintenance. The table below shows key elements of our mobilization plan as the incumbent. Task Timeline Award – City Council 04/07/26 Notice to Proceed 04/08/26 Finalize and Sign Contract 04/14/26 Communications with City Ongoing Key Personnel and Local Team On-Site – In Place 04/14/26 Support Vehicles & Maintenance Equip – In Place 04/14/26 Engage & Contract – Path Point for Bus Stop Cleaning 04/14/26 – 05/12/26 Review Training, Operations, and Administrative Procedures 05/01/26 – 06/01/26 Confirm Permits and Licenses are renewed and in place 06/01/26 – 06/19/26 Update Reports and Invoice format – New Contract 06/01/26 – 06/19/26 Contract Start Date 07/01/26 12. Management and Operations Plan 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. San Luis Obispo’s fixed route transit system operates in a dynamic environment shaped by a major university, bustling tourism, and a diverse local economy. As a university town and regional employment center, travel demand varies significantly by time of day, week, and season, requiring a flexible operating approach. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 14 California Polytechnic State University (Cal Poly) is the primary driver of ridership, creating predictable surges tied to the academic calendar and concentrated weekday peak periods around class schedules. Service challenges include managing high student volumes and heavy pedestrian and micromobility activity while maintaining safety and reliability. In addition, healthcare, government, retail, hospitality, and special events generate steady all- day and variable demand, particularly downtown and on evenings and weekends. These conditions require proactive planning and real-time operational management to sustain consistent, responsive service. Transdev is proud to have partnered with San Luis Obispo since 2001 to deliver fixed route services to the City’s residents and visitors. Transdev’s local, region, and corporate teams are committed to supporting the City as you invest significant capital investments and implement the service improvements outlined in the Short-Range Transit Plan. Our performance-driven approach to operations and maintenance consistently results in safe, reliable, and passenger-focused service. Transdev will continue to support ridership recovery, reinforce public confidence in transit, and position the system for sustainable, long-term growth aligned with the City’s mobility and climate goals. Restoration of Full Service As full service levels are restored following the COVID-19 pandemic, Transdev is working closely with the City to ensure a smooth, well-coordinated transition into the next phase of service delivery and system modernization. Our team applies rigorous planning, staffing, and resource management to scale services responsibly, maintaining on-time performance and preserving service quality as ridership demand returns. This deliberate approach ensures the community experiences dependable transit service throughout the restoration process. Partnership Moving Forward Looking ahead, Transdev and the City will continue to build on a strong, collaborative partnership focused on long-term system resilience. This includes coordinated planning for the fleet’s transition to battery-electric buses, the installation of charging infrastructure, and phased facility improvements. During this transition, Transdev will also manage targeted refurbishment of diesel vehicles to maintain fleet reliability and service continuity. In parallel, rehabilitation of the Transit Center will support expanded operations, improved passenger amenities, and a more efficient operating environment. Investing in the Local Community Equally important, Transdev remains deeply committed to investing in the local workforce and the broader San Luis Obispo community. Our local team will participate in school field trips to show students the bus system and educate future passengers. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 15 By offering competitive living wages, comprehensive benefits, and a supportive work environment, Transdev attracts and retains skilled professionals who are essential to delivering consistent, high-quality service. Stable employment, workforce development, and strong labor relations directly translate into safer operations, better passenger experiences, and reliable service for passengers. Zero Risk Transition By selecting Transdev to continue as your operating partner, the City benefits from full continuity of operations with zero transition risk. General Manager Terry Gillespie’s established leadership, strong working relationships with City staff, and deep institutional knowledge ensure seamless day-to-day operations without disruption. Her direct oversight of operations, safety, maintenance, compliance, and reporting eliminates any learning curve or onboarding period. This continuity allows the system to maintain operational stability while advancing performance improvements, safety initiatives, and passenger-focused enhancements that support the City’s long-term transit vision. 13. Proposed Scheduling, Dispatching, and Customer Service 13. 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) Scheduling and Dispatching Transdev’s scheduling process is led by the local management team and is informed by the City’s approved timetables and service requirements. Our staff develops detailed run cuts for Operator shifts that translate published schedules into efficient, compliant work assignments, accounting for both school and non-school service periods and seasonal variations in demand. By performing this work locally, our team applies its direct knowledge of route conditions, ridership patterns, and operating constraints to optimize coverage, maintain on-time performance, and support Operator work-life balance. This approach ensures schedules remain responsive to community needs while aligning staffing resources with the City’s service plan. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 16 Our Dispatchers continuously monitor and react to service on the street to provide excellent customer service and maintain performance standards. They use our proprietary Command Console software to manage exceptions to fixed route schedules and quickly identify and resolve issues. Maintaining On-Time Performance The key to maintaining the highest possible on-time performance is continually monitoring service dynamics as they change. We operate efficient services using the following methods:  Keep routes on time – Dispatchers confirm that Operators depart from the yard on time because routes that start on time are much more likely to finish on time.  Conduct active dispatch – Transdev Dispatchers monitor current and future services, identify potential problems, and address them before they become unmanageable.  Trip recovery – Transdev operates the local Tripper routes to support school year student loads and uses Extraboard operators to assist with trips running late and to avoid bottlenecks. Proposed Technology Transdev will assist the City with its transition to your new CAD/AVL transit system, Connexionz. We use Connexionz in our TriDelta Transit and Napa Valley Transportation Authority operations and have demonstrative expertise in maximizing its use. The new system will support operational and system improvements, including enhanced KPI tracking and Power BI reporting. Customer Service Transdev’s customer service approach is built on accessibility, responsiveness, and professional frontline engagement. Passenger information calls and inquiries are handled promptly and accurately, supported by well-trained staff with clear service protocols. Operators receive ongoing training focused on professional conduct, effective communication, and positive passenger interactions, reinforcing consistent, courteous service at every passenger touchpoint. This integrated approach ensures passengers receive timely information, respectful treatment, and reliable support throughout their trip. 14. Operator Scheduling 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) Transdev proposes adding another Road Supervisor to provide coverage during all service hours, strengthening real-time communication, issue resolution, and on-street support. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 17 Transdev addresses Operator availability through a proactive, locally managed workforce strategy that emphasizes schedule integrity, staffing redundancy, and employee engagement. Operator run cuts are developed locally by an experienced management team using the City’s approved timetables, ensuring efficient work assignments that balance service coverage, labor rules, and Operator work-life balance. These run cuts include a scheduled Extraboard to absorb unplanned absences, vacations, and daily operational variability without service disruption. Daily attendance is actively monitored, with Dispatch and Road Supervisors empowered to respond immediately to no-shows through established call-out procedures, Extraboard utilization, and real-time adjustments. Supervisors provide direct on-street support and accountability, while consistent coaching and progressive discipline are applied when attendance issues arise. This structured approach minimizes missed pull-outs and maintains reliable service delivery. Recruitment and Retention Program Transdev maintains a robust, ongoing recruitment and retention program to ensure a stable, qualified Operator workforce. Recruitment efforts leverage multiple advertising platforms, including online job boards, social media, targeted digital advertising, community outreach, employee referral programs, and partnerships with local workforce organizations. Hiring processes are streamlined to reduce time-to-hire while maintaining rigorous safety, licensing, and training standards. Retention is supported through competitive compensation, comprehensive benefits, clear advancement pathways, and ongoing training that reinforces professionalism and employee engagement. Local management maintains regular communication with Operators, addresses concerns promptly, and fosters a respectful, inclusive workplace culture. These efforts collectively reduce turnover and build a committed, long-tenured workforce. Assurance of Operator Availability SLO Transit can be confident that Operators will be available as needed due to Transdev’s proven staffing model and recent labor improvements. The newly negotiated collective bargaining agreement includes enhanced wages and benefits that align with local market conditions and strengthen Transdev’s ability to recruit and retain qualified Operators. Combined with disciplined local scheduling, a dedicated Extraboard, and active daily oversight, this approach has resulted in consistently low missed runs, with no service losses attributable to Operator shortages. Through experienced local leadership, strong labor relations, and a data-driven staffing strategy, Transdev ensures dependable Operator availability and uninterrupted service throughout the contract term. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 18 15. Quality Assurance 15. Describe how your firm would monitor the quality of the service provided under this contract. Service Monitoring Transdev emphasizes comprehensive service monitoring and quality control to deliver exceptional passenger experience. Local Managers and Supervisors oversee daily performance, address trends, and take immediate corrective action as needed. Supervisors also support Operators during incidents and ensure passengers’ needs are prioritized. Quality Control Program Our Quality Control (QC) Program integrates safety, operations, maintenance, training, customer satisfaction, and productivity. The Transdev Performance Team focuses on key areas for improvement, supported by advanced tools such as Transdev Vision, Command Console, WebRisk, and Lytx DriveCam. Transdev’s QC Program identifies performance levels and trends, ensuring continuous improvement through actionable insights. Recognizing on-time performance as a top priority for passengers, Transdev addresses factors like traffic, vehicle breakdowns, and schedule accuracy. Supervisors and Dispatchers monitor adherence to schedules, provide training or support, and develop contingencies for delays. Managers identify and resolve performance challenges and implement solutions to improve reliability. Monthly reports are a cornerstone of monitoring service quality. We provide detailed data on metrics such as on-time performance, passenger complaints, and maintenance. Reports are generated from automated systems, supplemented with manual entries when necessary, and shared with clients in their preferred format. These reports, along with trend analyses, guide corrective actions and ensure alignment with client goals. Key Performance Indicators (KPIs) track performance trends and help Managers measure progress and implement improvements. Transdev’s Vision Dashboard aggregates data into actionable metrics, providing real-time transparency to both internal teams and clients. Monthly reviews ensure that issues are addressed promptly and that corrective actions are effective. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 19 Transdev's Vision Dashboard This proprietary Vision suite of software tools is designed to enhance service monitoring and performance management. It builds on the strengths of Automated Vehicle Location (AVL) systems by providing Dispatchers and Managers with comprehensive, real-time insights into operational metrics, including on-time performance, late pullouts, Operator breaks, and vehicle availability. The dashboard aggregates key data points into an intuitive interface, enabling efficient decision-making and immediate responses to service challenges. By tracking trends and performance indicators, the Vision Dashboard empowers Transdev’s teams to identify areas for improvement, implement corrective actions, and maintain high service standards. It also integrates seamlessly with other tools, such as the Command Console, to centralize data and optimize service delivery, ensuring transparency and accountability for both internal teams and client partners. With a focus on transparency and collaboration, clients can access real-time performance metrics in the Vision Dashboard through a web-based portal. Tailored reports and open communication ensure that all aspects of service quality align with client expectations and operational goals. Maintenance Reports Transdev uses the Hexagon EAM system to generate maintenance reports for the City. The system helps us improve the quality of maintenance services, enhance reliability, increase productivity, and minimize downtime. Hexagon allows us to be as efficient as possible while maintaining a high standard for fleet repairs. Quality Control for On-Street Operations Quality control of on-street operations is the responsibility of our Road Supervisors. Safe, reliable, and timely San Luis Obispo services are achieved by effectively managing supervisory resources, including deployment and performance management. 16. Additional Technology 16. List all additional technology your firm intends to use (not provided by the City for delivering services and managing operations. Transdev’s integrated technology solutions are designed to strengthen safety, improve operational efficiency, and standardize processes across all aspects of service delivery. By leveraging proven, enterprise-wide systems, Transdev equips local teams with real-time visibility, actionable data, and automated tools that support proactive decision-making and consistent execution. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 20 These solutions enhance situational awareness for Supervisors and Dispatchers, support safe Operator behaviors, and reduce manual processes that can introduce risk or delay. At the employee level, Transdev’s technology improves communication, schedule transparency, and access to information, creating a safer, more efficient, and more predictable work environment. For the service, these tools enable real-time monitoring of operations, faster response to service disruptions, and more reliable performance for passengers. Just as importantly, Transdev’s platforms capture, organize, and analyze operational data to generate meaningful reports and track key performance indicators (KPIs). This data-driven approach supports continuous improvement, transparent reporting, and ongoing collaboration with the City to ensure performance standards are consistently met or exceeded. Microsoft Power BI Transdev uses Power BI to analyze data captured through WebRisk. It creates actionable dashboards so each location can see its performance versus its peers. Power BI also provides a monthly report for managers to identify Operators with recurring accident issues, monitor claim status, and assess and evaluate risks. Risk management software is a powerful tool for understanding system safety trends and employee progress. Power BI creates visual analytics to share critical information about accidents and incidents, including location, time of day, day of week, employee identification, employee seniority, the root cause of the accident, the number of safety incidents the employee has been involved in, etc. Power BI dashboards help us identify trends and develop action plans to prevent future incidents. Through Power BI, we track our overall safety performance and drill down to capture detailed information regarding each accident or incident. Lytx DriveCam Transdev equips dedicated fleet vehicles and non-revenue vehicles at our operating locations with Lytx DriveCam onboard surveillance and eco-driving systems. These interior and exterior view dashboard cameras record continuously and store recordings in the cloud to eliminate the risk of lost footage. They also include artificial intelligence that analyzes data. The system supports accident investigations, detects road risks in real time, and improves fuel efficiency. This environmentally sound solution provides cost savings, creates a smoother ride, and improves the passenger experience. Lytx DriveCam data analysis scores events using a risk index to identify and prioritize unsafe driving behaviors most likely to result in serious crashes. It also identifies Operators in need of coaching and retraining. Lytx DriveCam Features  4G video event  100 hours of continuous recording, remote access to video, ability to view live feeds, and Multiple browsing speeds  Tracks Operator behavior Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 21 Lytx DriveCam Features  Provides a clearer view from the dashboard  Identifies over 60 root-cause behaviors  Triggers videos when Operators exceed posted speeds, perform rolling stops, and change lanes  Automatically batches coaching clips for individual Operators  Identifies top five Operators and behaviors and performance trends  Reports on individual behaviors  Creates audible alerts for speeding, lane departures, and to improve following distance Lytx DriveCam Data Transdev uses video clips and performance data to build comprehensive Operator profiles and reviews this information with Operators to improve their driving. We decrease the frequency and severity of collisions and related injuries by modifying inconsistent driving behavior and highlighting bad habits. Recordings provide unbiased evidence to determine fault and expose fraudulent insurance claims, reducing claims and litigation costs. Geotab Pro Plus Transdev is pleased to provide the highest level of Geotab technology available to the City fleet for advanced AVL and monitoring capabilities. Geotab is an industry leader in fleet telematics devices, with over 1.3 million devices in operation and three billion data points collected daily. This rugged device is exceptionally reliable, cost-effective, and highly versatile. Geotab is much more than Automatic Vehicle Location (AVL) technology. It offers advanced GPS technology, g-force monitoring, engine health, and battery charge levels. All Geotab reports offer real-time notifications, and Transdev uses the data to power our Lean initiatives and Qtime reporting capabilities. Key Benefits and Features Geotab’s GPS vehicle tracking and telematics start recording as soon as the vehicle is in motion, even when it is parked indoors or underground. Because of its speed, accuracy, and cost-effectiveness, we can use this device to do:  See real-time vehicle positions with a five-second refresh rate  Support dispatch systems  Drive mobile applications and websites for passengers  Provide alerts on electric bus battery charge levels  Communicate diagnostic information  Create custom reports Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 22 Geotab allows complete platform customization. It can impact service quality and increase efficiency and track the following:  Fuel  Vehicle inspections  Electronic logging/fault codes  Speed/accelerometer data  Operator behavior Integration and Customization Transdev is increasing our integrations between Geotab and Lytx DriveCam and has completed three successful integrations.  Single Sign On: Operators can access the Lytx website through Geotab – no need to switch systems or remember multiple passwords.  Lytx Video Browsing: In Geotab, screenshots or live video from the camera may be viewed at any point during an Operator’s day.  Automatic Drive Event Assignment: Lytx pulls the Operator to vehicle assignment from Geotab and automatically assigns the Operator to any events created by that vehicle. This can save hours per day as an employee would typically have to assign each event to an Operator manually. Hexagon Enterprise Asset Management Maintenance Software Hexagon System is our software platform for vehicle maintenance files, reporting, and task supervision. Transit-specific software designed for the unique requirements of a bus fleet; Hexagon captures and reports critical data to support day-to-day management decisions. This gives our maintenance team the information needed to keep each San Luis Obispo vehicle in like-new condition. Hexagon is a flexible system that simultaneously tracks and monitors the following maintenance activities: Hexagon Component Description Benefits Task Scheduling Schedules PM automatically, based on processes defined for vehicle classes or individual units. Separates tasks by priority, such as critical work orders and routine tasks. Reduces vehicle downtime by consistently scheduling PMs and making allowances for unplanned repairs. This provides the operations team with the fleet count that they need every day for an on time pull out. Fuel Management Integrates with fuel management systems to report onsite fuel inventory, support data for off-site fuel Effective fuel management ensures fleet availability and cost savings. It Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 23 San Luis Obispo Access to Hexagon Transdev provides the City with a Hexagon login to promote transparency in our operations. You have access to real-time information, including key performance indicators, standard and custom reports, and charts showing maintenance levels, times, and activities. MobiMe Employee App MobiMe helps our frontline employees manage their work using a mobile app. MobiMe also reduces the negative impact on service resulting from Operator shortages by facilitating instant communication between employees and Supervisors and sending automated system updates and informational alerts. MobiMe features include:  Push notifications – Dispatchers issue push notifications to alert employees of shift start times and shift changes the night before service.  My Messages – Allows multiple types of messages requiring confirmation. Messages remain on the page until the employee indicates they have read them. Messages are also displayed for the employee’s supervisor. Hexagon Component Description Benefits purchases, and manage the use of fuel on revenue versus non-revenue vehicles. also supports our green initiatives as a company. Warranty & Road call Management Tracks warranties, recall campaigns, and related data. Users can query the database by VIN for affected units and issue work orders to resolve issues. The system allows flexibility in management of warranty data and ensures timely repairs. Parts Inventory Supports purchasing, inventory tracking, parts transfer, location-level data, and similar inventory data information. Automated parts ordering and requisition saves money and ensures our Technicians are spending time on what they need to spend time on. Fleet Performance Reporting Generates real-time, on-screen reports in industry-standard categories. Reports track costs per vehicle, location, and equipment type. This is an essential tool for planning vehicle lifecycle optimization and replacement timelines. Benchmarking Facilitates quick, accurate reporting for more than 30 performance statistics. Monthly comparisons between locations identify maintenance trends to minimize vehicle downtime and unscheduled maintenance costs. Maintenance Team Scheduling Helps Supervisors create efficient schedules and monitor Technicians’ time Staff schedules are based on vehicles scheduled for maintenance and vehicles needing repairs. Schedules are altered by shift to account for the needs of the service provided. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 24  Schedules and Counters – Displays the employee’s balances for accrued sick and vacation time, along with a history of time used.  Absence Request – Allows employees to submit absence requests using sick or vacation time. MobiMe displays the employee's balance for review before submitting the request. Supervisors are immediately sent an email alert when an employee absence request has been submitted.  Extra Work Volunteering – Allows employees to select the days they are available to work additional shifts. Supervisors view Extra Work to assign shifts following CBA rules.  Swap Request – Processes and verifies requests to swap shifts.  Local Management – Allows local management to share information with their staff.  Document Library: Provides access to documents and training materials. G.4 Maintenance We are pleased with the level of commitment that Transdev has provided to the City and our passengers that rely on the system. We are happy to recommend Transdev based on their expertise, responsiveness, and dedication to providing safe and reliable public transportation. City of DeKalb, Illinois G. 4 - Maintenance Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 25 G. 4 – Maintenance 17. Facility Maintenance Program 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. Transdev is experienced in all facets of facility maintenance and the complex environmental management issues of transit operations. Transdev maintains, preserves, and protects facilities, equipment, tools, and materials in good order, in accordance with City and/or vendor specifications. Transdev understands that we are responsible for maintaining the facilities following the approved Facility Maintenance Plan and all local, state, and federal requirements for safety and security. Environmental Compliance – We will use products and supplies that meet Green Seal Standard GS-37 and EPA guidelines. Spill Containment and Cleanup – Transdev’s comprehensive training helps us mitigate and address spills. In the event of a spill/leak during a road call, we bring a spill containment kit. This kit contains pads or absorbents that are applied on and around the spill to keep the spill from spreading and soak up any leak(s) in the area. OSHA and Environmental Regulations – We comply with all OSHA, EPA, DHS, and state and federal water runoff acts, regulations, laws, and requirements in operating all City facilities governed by this contract. All required environmental notices and regulations are posted in employee break areas and within each facility. Preventive Facility Maintenance – Transdev’s Maintenance and EMS Manuals guide our local team on preventive maintenance schedules. We adhere to the scheduled maintenance as detailed in the EMS Manual. We use our experience to minimize costs, reduce waste, and extend the facility's life. Hazardous Materials Disposal – Transdev properly handles, uses, stores, and disposes of all waste, oil, and hazardous materials produced at the facility. We provide maintenance and safety training for staff and follow up with regular environmental audits conducted by our Environmental Compliance staff. Environmental Program – Transdev has developed plans for the containment and cleanup of spilled fuel, oil, and any hazardous materials, consistent with local, state, and federal law, and is responsible for carrying out all such containment and clean-up activities. Each location completes a rigorous compliance audit annually, which is scored by our corporate sustainability team to ensure each property is compliant with environmental regulations and requirements. City Notification and Resolution – In the unlikely event that a facility issue results in an accident, safety hazard, or emergency, the City is notified immediately. Transdev corporate staff members will also be informed and activate an emergency response plan if necessary. If any major repairs to the facility or associated equipment or systems are needed, or if there are any potential environmental or structural concerns with the facility or associated equipment or systems, the City is notified in writing of the corrective actions Transdev plans to take. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 26 Environmental Management System Manual (EMS) – Transdev’s EMS Manual establishes environmental compliance requirements, procedures, and best practices for each location. It provides guidance on handling and disposing of hazardous materials, managing air and water quality, managing storage tanks, and implementing other environmental controls, while supporting continuous improvement through site-specific action plans. Supervisors train employees in these procedures, and all maintenance personnel complete annual refresher training. The manual includes programs covering Community and Employee Right-to-Know, Hazardous Waste Management, Personal Protective Equipment, Clean Water Management, Storage Tanks, and environmental inspections, demonstrating Transdev’s commitment to environmental stewardship and risk prevention. Transdev’s Advantage Series – Transdev has created a series of well-researched manuals covering key sustainability topics. Their purpose is to educate our employees and our clients on the most important topics and developments in sustainability. Each manual is a collection of the most recent information on a featured topic and puts vital information at our managers' fingertips. Some of our manuals include:  Energy Management  Best Management Practices  Green Offices  Biodiesel  Green Garages  Idle Reduction  Green Buildings  Greenhouse Gas Reduction Preventive Facility Maintenance – Transdev views scheduled Preventive Maintenance (PM) as a vital component of facility maintenance. This creates a proactive, rather than a reactive, approach to facility maintenance and keeps the City’s facility in like-new condition. The Facility Maintenance Plan provides a PM Program with daily, weekly, monthly, quarter, bi-annually, and annual preventive maintenance tasks, inspections, and schedules. The program includes a notification process to inform the City of any deficiencies in the facility or any elements of the PM Program that are not being completed on schedule.  Preventive Maintenance Program: Transdev adheres to a comprehensive preventive maintenance program for all applicable assets at the site. Our program complies with Original Equipment Manufacturers’ (OEM) standards for routine, monthly, quarterly, semiannual, and annual maintenance of all installed equipment.  Best-in-Class: The energy asset preventive maintenance program is developed using best-in-class industry practices for each piece of equipment, along with the experience and past practices of Transdev staff who maintain similar assets at other sites. The PM program is integrated into the Hexagon maintenance software. Facility Warranty Enforcement – Transdev reviews equipment warranty documentation and tracks manufacturers' and installation contractors' warranty obligations in Hexagon maintenance software. Warranty requirements highlight the importance of timely, properly performed, and Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 27 fully documented maintenance to keep warranties in full effect by manufacturers and installers, but do not eliminate the need for proper equipment maintenance. Inspection Process – Scheduled inspections are generated through Hexagon, and maintenance personnel conduct daily, weekly, and monthly rounds based on seasonal and equipment requirements. Technicians perform physical walk-by inspections—using sight, sound, and smell—to identify early signs of abnormal operation. All inspections are documented on standardized forms, with records maintained and available for review. Facility Cleaning – This task is vital not only to equipment maintenance and operations but also for creating a safe working environment and discipline. These tasks are included in the Hexagon maintenance software system as scheduled tasks and augment the housekeeping requirements. Transdev performs the cleaning tasks identified in the RFP. They are performed every evening accordingly. Reporting Forms, Schedules, and Procedures – Transdev has a library of forms for facilities operations and maintenance. Forms include work orders generated programmatically in Hexagon software, as well as Standard Operating Procedures and Safety Procedures. Facility Maintenance Software – The Maintenance Manager uses Hexagon to track facility maintenance activities, monitor compliance with the facility maintenance program, and manage preventive maintenance, work order generation, and inventory. Workflow and Work Control – Workflow is generated from several different sources, including emergency calls, called-in work orders, automated work orders, and work orders initiated from site inspections.  Emergency Calls – Examples include calls regarding unplanned events or concerns. These calls are routed to our Maintenance Manager, who is responsible for taking appropriate action based on priority.  Called-In Work Orders – Orders initiated by observation of specific conditions or needs by any personnel at the facility.  Programmed Work Orders – These work orders are automatically generated by the Hexagon system to ensure timely maintenance. They are based on the type of equipment, specific needs, manufacturer’s recommendations, general condition, location, etc.  Site Inspections – Transdev’s management staff conducts periodic and unscheduled site inspections and initiates work orders based on any needs, conditions, or concerns observed during these inspections. Street Furnishings Transdev will continue to work with PathPoint to provide bus stop and shelter cleaning for the SLO service. They are excited for the opportunity to continue serving the community and providing their members with work experience. Transdev works with PathPoint to provide Special Needs transit training to help members learn how to use the system and become more independent. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 28 Transdev’s maintenance team will provide maintenance work as needed to replace bus stops, repair minor issues, and keep the facilities functional. For major repairs, shelter replacements, or other large projects, Transdev will work with the City to select a vendor to handle the work. 18. Preventive Maintenance and Inspection Program 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. Every Transdev-maintained vehicle undergoes thorough PM inspections to ensure it is in top condition. Routine inspections and necessary repairs follow all OEM specifications, and we conduct PMs as follows: The PM Process Transdev encourages all employees who have contact with vehicles to be a part of our preventive maintenance process. Utility Workers and other workers with daily contact with vehicles check for potential maintenance needs. By finding issues during service inspections, Transdev ends last-minute repairs that can delay service. PM Tasks Our Technicians ensure all systems are in safe operating condition before a vehicle enters service. The PM process includes inspecting any necessary repairs to the following systems:  Air Conditioning and Heating: The entire system undergoes detailed inspection and cleaning to ensure performance prior to peak air conditioning and heating seasons.  Brake Systems: Any defects or other safety-related system issues are corrected and tested prior to service. Engine services, including engine oil filter change, and comprehensive vehicle inspection A - 6,000 miles or 45 days A-inspection plus transmission fluid changes and other checks B - 24,000 miles A and B-inspections plus a comprehensive vehicle inspection of all systems, including wheelchair lifts, A/C system, and a fire risk assessment C - 48,000 miles Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 29  Tires: The PM process for tires includes tire mounting and dismounting, wheel inspection, wheel and tire installation, in-shop tire and wheel installation, and tire tread depth inspections.  Wheelchair Ramps and Lifts: Technicians lube the lifts and perform comprehensive inspections of the entire system, including the platform, sensors, barrier, securement devices, and controls. Technicians also pay attention to structural deficiencies and hydraulic leaks. Operators cycle all lifts and ramps daily before vehicles enter service.  Fluid Replacement and Lubrication: We perform all lubrication, oil, and filter change intervals per OEM and the City and Transdev specifications. Additionally, we regularly check engine oil, transmission fluid, coolant, and differential fluid levels.  Communication Systems: Any vehicle with an inoperable communication unit, including radios and MDTs, is removed from service immediately. We arrange for the repair of defective units under warranty by a manufacturer-approved shop to ensure compliance with warranty requirements. Qualified vendors or employees repair items no longer under the manufacturer’s warranty.  Camera System: We check each City-provided Seon camera system to ensure it is in good operational order. In the new term, Transdev will support any upgrades or changes to the camera system. After the PM inspection is complete, Technicians receive assignments for any necessary follow- up repairs. Vehicles return to revenue service after a Technician completes all follow-up repairs and they are approved by a Supervisor or Manager. Operator Vehicle Inspections and Reports Daily vehicle inspections conducted by our Operators are critical to achieving and maintaining Transdev and the City’s standards of excellence. We emphasize the Operator’s role in the maintenance process during training. After Operators check in, they perform a pre-trip inspection of their assigned vehicles using a Daily Vehicle Inspection Report (DVIR) form. The form consists of a checklist covering key areas and items for inspection of the vehicle’s interior and exterior. The DVIR also provides processes specific to each inspection point. The Operator completes the DVIR form, which includes their name, vehicle number, date, odometer reading, and other relevant information. The Operator then records any deficiencies discovered during the inspection, including notes regarding what was heard or seen. The inspection checkpoints follow the operator’s progression around the vehicle, reducing the potential for injury and increasing efficiency. If a vehicle fails its pre-trip inspection, Maintenance staff will quickly assess it before pulling out. Maintenance will notify Dispatch if the repair takes longer than a few minutes. If so, another pre- tripped bus will go into service. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 30 Fueling and Cleaning Fueling Transdev Utility Workers will continue to fuel vehicles off-site using the card lock system. We charge electric buses on the property. The Operations and Maintenance teams coordinate a vehicle parking plan, so the morning Dispatch team knows each vehicle's location. Transdev enforces an Anti-Idling Policy. Operators are trained not to idle vehicles for more than three minutes when not in transit unless certain exceptions apply. When Operators arrive at loading or unloading areas, we require them to turn off their vehicles as soon as possible to eliminate idling time and reduce emissions. Vehicles are not restarted until the Operator is ready to depart, and there is a clear path to exit. Cleaning San Luis Obispo takes pride in its professional image in the community, and we understand our role in protecting that image. Transdev will continue to represent the City’s brand in how our fleet appears both inside and out. We also realize that the passengers’ impressions of the bus can lead to other assumptions about safety and performance. Our team will ensure that those impressions are good ones. Transdev cleans out vehicles and disposes of any trash at the end of each shift. We will continue to meet or exceed all RFP requirements for daily, weekly, and monthly vehicle cleaning. The following cleaning and washing activities are conducted:  Wash and scrub exterior  Spot mop floor; dust interiors  Remove all trash from inside vehicle  Sweep floor to remove all dirt, paper, etc.  Wipe clean all stanchions and grab bars  Clean windows as necessary inside  Clean side panels as needed  Remove any graffiti and insect remains  Mop floor and step wells  Wipe dash clean The Fueler/Washer drives vehicles through the washer, and the Washer/Detailer performs interior cleaning and weekly detailing. The Maintenance Manager randomly spot-checks the vehicles daily, and all management team members also regularly spot-check the vehicles. Transdev inspects, monitors, and, as necessary, replaces original equipment supplied with the vehicles, including wheelchair securement items, fire extinguishers, reflectors, and first aid kits. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 31 During their pre-trip vehicle inspection, the Operator ensures all equipment is on board and in good working condition. Items such as fire extinguishers will be examined and serviced at the manufacturer's recommended intervals. Electric Vehicle Maintenance Transdev is ready to support the City as your fleet grows from two to eight electric vehicles and moves toward a zero-emission system. Transdev manages, operates, and maintains more than 20,000 vehicles across over 440 contracts in North America. Our automobiles, buses, and vans are powered by a variety of fuels, including gasoline, diesel, propane, CNG, biodiesel, hybrid electric, and electric- powered sources. We work with 18 manufacturers and partner with transit authorities worldwide, from South America to Scandinavia, France, and Australia. We have gained valuable expertise as we grow in the zero-emission transportation environment. We have found that:  Converting a fleet to zero-emission is more than just a technical matter; it involves transforming the culture and organization of our ecosystems.  We can use the new skills we have gained to tackle challenges in converting fleets, which are mainly operational.  Because there is no single solution, we create customized offerings for each local environment regarding system design, depot size, and guidance in choosing energy and recharging solutions.  Our role is also to support the transformation of operations and maintenance jobs with training and additional resources. Our EV Expertise Continues to Grow Transdev’s reputation as an industry leader in electric bus maintenance is so robust that our Technicians are certified to make warranty repairs for multiple manufacturers. We have the knowledge and experience to assist our clients with maintaining electric vehicles, including determining the right type of vehicles for the area, the best method of power (battery, inductive charging, or conductive opportunity charging), and strategic charging locations based on hours and miles of service, battery capacity, and route conditions. Our successful performance with electric fleets gives us a network of national and international experts who can assist our clients as needed. Due to the size of our company’s maintenance function, we have also developed a large vendor base. This provides savings on parts procurement and reduces downed vehicles because parts are readily available. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 32 The use of electric buses affects Operator run cuts and schedules. The vehicles are sensitive to road conditions, weather, and driving behaviors. Transdev has developed our software to optimize the use of electric vehicles and minimize service disruptions. This tool is particularly useful as vehicles age and their battery capacity decreases. Transdev’s Zero Emission Bus (ZEB) Team Transdev’s team of experts will support our local experts in implementing the electric fleet. This team is led by our Zero Emission expert, Chief Operating Officer Lauren Skiver. Lauren brings extensive knowledge of zero-emission buses and hydrogen fuel cell technology. Zero Emissions Maintenance Program Transdev’s zero-emissions maintenance program can be summarized as follows:  Utilizing existing and location-specific procedures, SOPs, and PMI patterns established for the fleet  Staying up to date with emerging vehicle technologies through OEM visits, site visits and hiring subject matter experts to support the operation  Develop new SOPs as required to support our operations, changing fleet composition  Develop new training programs in-house, through the EAMs, and through post- secondary partnerships within the community  Continue to deliver on the foundations of our preventive maintenance program  Continue to innovate Preventative Maintenance Tasks for Battery Electric The charts below show sample PM schedules for battery electric buses at other Transdev locations, along with the tasks required by our standard preventive maintenance program. Sample Battery Electric PMI Frequency Tasks Quarterly High Voltage Power Cable Inspection Low Voltage Electrical Wiring Inspection Rooftop Electronics Rack Inspection Traction Motor Inspection Traction Motor & Inverter Cooler Inspection High Voltage Charging Receptacle Inspection High Voltage Accessory Power Cable Inspection HVAC High Voltage Power Cable Inspection Semi-Annually Battery Compartment Access Door Inspection Traction Motor & Invertor Cooling System Inspection Battery Enclosures Inspection Annually Electric Coolant Heater Air Compressor Orbital Scroll Bearing Lubrication Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 33 Frequency Tasks Low Voltage Distribution Box (DICO) Inspection Traction Motor & Inventor Radiator Inspection Auxiliary Power Distribution Box Inspection High Voltage Distribution and Fuse Box Inspection Insulation Monitoring Device (IMD) Box Inspection High Voltage Cables / Harness / Connectors Low Voltage Connectors Component Ground Bonds Coolant Hose Inspection Every 2 Years Traction Motor Lubrication Traction Motor & Invertor Coolant Change Cabin Heating System Coolant Change Motor & Inverter Radiator Inspection & Cleaning Coolant Analysis 96,000 Miles Air Compressor Cleaning, Lubrication, & Parts Replacement Air Compressor Motor Lubrication 150,000 Miles Battery Compartment Access Door Inspection 250,000 Miles Support Frame Inspection 400,000 Miles Air Compressor Component Replacement Battery electric buses on the work schedule will be physically tagged by the Maintenance supervisor immediately upon entering the repair facility lot, using one of two types of tags. A red tag will denote a vehicle that needs a minor or major repair, only to be performed by the OEM or OEM dealer representative. A green tag indicates a vehicle scheduled for preventive maintenance. The vehicle tags are to be prominently displayed by hanging from the vehicle's interior rearview mirror. Battery Electric Vehicle Charging Procedures Transdev’s corporate and regional maintenance staff will support the local team with battery- electric charging procedures for the City’s infrastructure, leveraging our experience with electric fleets. Transdev has experience with most charging manufacturers. Electric Vehicle Charging Policy Transdev has an Electric Vehicle Charging Policy that outlines shop standards for charging electric vehicles. The policy includes:  Tasks to conduct before starting work on an electric vehicle, such as familiarization with bus manufacture and the charger, and conducting a personal risk assessment.  Shop safety requirements, such as PPE and procedures for lock-out/tag-out. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 34  How to charge – opening the charging port, removing inlet caps, inspecting for damage, dispensing wand instructions, understanding indicator lights, charging while the bus is asleep or awake, charger communication with the EV, shutting down charging, and releasing. Sample Maintenance inspection forms have been included in the Appendix. 19. Unsatisfactory Rating 19. 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) Transdev affirms that no public transportation system managed by Transdev principals has received an “unsatisfactory” rating from any law enforcement or regulatory agency within the past three years for maintenance practices, records management, facility conditions, or public fixed-route vehicle deficiencies. Transdev maintains comprehensive maintenance, inspection, and compliance programs supported by documented preventive maintenance schedules, internal audits, and continuous oversight. These controls are designed to ensure full regulatory compliance, accurate recordkeeping, and safe, well-maintained facilities and vehicles across all operations. 20. Maintenance Compliance 20. 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) Transdev affirms that neither the firm nor any public transit system managed by principals from Transdev has been cited, fined, or ordered to cease operations by any regulatory agency within the past five years for improper maintenance, CHP inspection failures, or accidents attributable to improper maintenance. Transdev maintains robust maintenance, inspection, and compliance programs designed to meet or exceed all applicable federal, state, and local regulatory requirements. These programs include preventive and corrective maintenance protocols, documented inspections, regulatory audits, and continuous oversight to ensure safe, reliable, and compliant operations at all times. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 35 21. Insurance Program 21. 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. We understand that the insurance costs submitted with the current proposal reflect a significant increase compared to the past. This increase is a reflection of the trends observed in the transit industry over the past few years. While our safety improvement and accident/injury mitigation strategies have been successful in reducing the number of accidents and injuries, there has unfortunately been a substantial increase in the cost associated with each accident or injury. This surge in costs has affected Transdev and its competitors, leading several companies to bolster their reserves to address this issue. Although work-related injuries have remained relatively stable, the cost per claim has risen beyond what was anticipated in previous cost submittals. A similar, albeit less extreme, increase has also been witnessed in the average cost of fleet claims and non-recoverable bus accident repairs. To determine our estimated insurance costs for the new contract term, Transdev has utilized historical claim costs from the period spanning 2017 to 2021. Previous years are not included until at least 18 months have passed, due to the volatility in predicting new claims with limited discovery. The cumulative cost per year is adjusted for future developments in ongoing cases, as well as expected inflation, both of which are provided by an actuary. These figures are divided between auto liability and workers' compensation, and a ratio is then established based on miles or payroll dollars, respectively. This ratio is applied to the bid parameter. Furthermore, judgmental improvements are made to the results to account for safety programs that have recently been implemented and are not fully reflected in the historical data. Adjustments may also be made for exceptionally large and anomalous claims. It is crucial to note that the insurance landscape has become more challenging since the last renewal. The concept of "social inflation" has become a prominent topic in the insurance industry, which encompasses shifting social and cultural attitudes regarding who bears the responsibility for absorbing risk—whether it is the insurer or the plaintiff. The demographic composition of jury pools, growing public distrust of large corporations, and the influence of social media and legal marketing have all had an impact on jury verdicts and awards. These developments have had a cascading effect as plaintiffs' attorneys have become more emboldened, organized, and opportunistic considering this shift. Third-party litigation funding from hedge funds has also made more funds available for plaintiff attorneys. The shift at the top level has subsequently impacted on all verdicts, leading to a sharp increase in settlement values and insurance costs. For transit operators, the concept of comparative negligence (where the jury determines the percentage of fault) has resulted in significant costs, even in cases where safety practices were followed, and liability is minimal. Consequently, despite maintaining consistent safety standards and severity, the cost of insurance has escalated dramatically. Transdev distributes the risk of high-cost claims (exceeding $1 million) across all locations, meaning a portion of the specific loss history is shared among all locations, most of which have a lower risk of high claim costs. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 36 A couple of points regarding our insurance levels:  We purchase separate $5M primary liability policies from AIG to cover General Liability and Automobile Liability  We purchase a Workers Compensation policy from AIG that includes $1M in limits for Employers Liability  We purchase a $5M Excess Liability policy from Lloyds that is only applicable to Auto Liability  We purchase a $10M Umbrella Liability policy from ACE/Chubb that is applicable to Auto Liability, General Liability, and Employers Liability  We carry $5M deductibles for General Liability, Auto Liability, Auto Physical Damage, Workers Compensation and Employers Liability. While we do not meet the $10k max deductible requirement for auto physical damage outlined in the RFP, the Q&A responses indicate openness to negotiate this in line with our current coverage supporting the system.  We are not currently self-insured at any level but reserve the right to do so in the future. Transdev has provided a certificate of insurance in the Appendix. G.5 Safety and Training For BCAG and BLine, Transdev has been a vital and reliable partner in delivery of services to the people of Butte County. There is no question they care about what they do and are ready and willing to provide service above and beyond as required. Butte Regional Transit (BRT- BLine)G. 5 - Safety and Training Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 37 G. 5 – Safety and Training 22. Staff Training Program 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. At Transdev, we focus on quality, thorough training to provide:  Safe driving and professional service performance  High passenger satisfaction  Happy, engaged employees – leading to higher rates of employee retention Through our proprietary Professional Operator Development Program (PODP), we instill a culture of safety, customer care, and operational performance; encourage employee development and professionalism; and ensure regulatory compliance. Operator Training Our training program includes one-on-one behind-the-wheel training and cadetting, and frequent Operator evaluations, including every 30, 60, and 90 days following hiring. The following table describes the training we provide. Training Program and Description Details Professional Operator Development Program (PODP) – teaches Operators the essential skills they need to do their jobs. Classroom, behind-the-wheel, and cadet training Defensive driving course Emergency procedures Customer care and sensitivity Customer Service Training – teaches frontline employees about perceived quality from the customers’ point of view. Addresses the importance of understanding and responding to passengers’ needs Standardized OSHA Training – for Operations and Maintenance Employees Classroom training, including bloodborne pathogens and GHS Training for Behind the Wheel Trainers – teaches Safety and Training Managers, BTW Trainers, and Road Supervisors how to teach safe driving behaviors on a skills course Classroom training Driving demonstrations Skills training Testing Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 38 Training Program and Description Details Training for Cadetting Trainers – trains veteran Operators to mentor trainees one-on-one while cadetting in revenue service. Classroom and BTW precision driving training course, including fare collection, communication equipment, map reading, and local policies. Additional training includes Route Training. Accident Responder Training – teaches Road Supervisors and Safety and Training Managers to appropriately respond to accidents, including accurate documentation. Classroom and field training Certification is obtained and tracked for renewal. We provide many types of training to Operators, including the following:  New Hire Training includes classroom, closed-course driving, and road training. All Operators spend 67 hours (minimum) training. Our Operator curriculum is provided in the Appendix.  Monthly Refresher Training – Each year, every Operator receives 12 hours of refresher training during monthly safety meetings. Meetings focus on behavior-related topics, preventing unsafe behaviors, customer service, and passenger awareness and sensitivity.  Remedial Training – Triggers for remedial training include, but are not limited to, accidents, excessive customer complaints, or being off work for extended periods.  Evaluations – Transdev evaluates every Operator and staff member who operates a revenue vehicle annually. During the ride-along, we monitor driving ability, passenger interactions, and mobility device securement. Our evaluations include a list of over 50 items to measure. New Operators receive evaluations every 30, 60, and 90 days, then annually or more often according to San Luis Obispo requirements.  Credential Reviews – We conduct license, background, and medical certification checks following the regulations of appropriate governing bodies and the requirements of the RFP. Professional Operator Development Program (PODP) PODP is a powerful curriculum and behavioral approach that equips Operators with the skills to perform their jobs at the highest level of safety and competence. This program is unique to Transdev and stands out in the industry for its comprehensive, learner-centric approach and its emphasis on appropriately responding to various scenarios. Our training focuses on building safe habits and improving decision making behind-the-wheel and during customer interactions. Every operating environment is unique, and we customize the PODP to meet our clients’ training requirements. We can add additional training modules, such as electric vehicles or child seat use. 1:1 All Operators participate in one-on-one behind-the- wheel training and cadetting with an instructor Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 39 Detailed Operator Classroom Training Operators begin their training in a classroom setting with our TSI-certified Transdev trainer. This interactive setting allows Trainees to learn about the company and the City’s expectations, interact with fellow Trainees and Trainers in small groups, and get hands-on experience with various equipment and tools used in daily operations. Each Trainee receives their own workbook and training manual, doubling as a reference guide. Our classroom training is based on adult learning principles and includes:  Introduction to the Vehicle – Trainees learn about the equipment they will be driving and receive an overview of the significant systems, including steering, electrical, air, brakes, power train, lift or ramp, mobility device securement equipment, and communication equipment.  Vehicle Dynamics – Trainees learn how kinetic energy, inertia, centrifugal force, gravity, and friction act on a vehicle in motion and how to control the vehicle in response, including braking distance and how driving impacts passenger comfort and fuel economy.  Communication Systems – Trainees learn how to use the onboard communication systems effectively. Our safe driving classes include:  Defensive Driving – Trainees receive the Smith System Defensive Driving Training, which focuses on the five keys to avoiding accidents.  Fatigue Management – Trainees learn the signs of road fatigue, how to minimize it, and what to do if they feel fatigued.  Following Distance and Changing Lanes – Whether merging or passing, changing lanes creates hazardous situations that can cause accidents. Trainees learn techniques to merge and pass safely.  Reference Points – Understanding reference points is critical to driving large vehicles. Trainees get tips on gauging their vehicle relative to intersections, curbs, and other objects that are difficult to see due to the size and length of the vehicle. We discuss the importance of proper mirror adjustment and how to use mirror check stations.  Intersections – Trainees learn how to approach and navigate through intersections safely, the common hazards present, and how to prevent intersection collisions.  Railroad Crossings – Every year in the United States, there are approximately 5,000 collisions between motorists and trains. We teach trainees a procedure for safely crossing railroad crossings and state-specific laws about railroad crossings.  Substance Abuse – Trainees learn about our drug and alcohol testing program, including the types of prohibited substances, the circumstances under which employees are subject to testing, and what happens if an employee tests positive or refuses to submit to a drug or alcohol test.  Emergency Procedures – Trainees learn the steps to take during an emergency. They learn to park and secure the vehicle safely, evacuate the vehicle, cooperate with Supervisors and law enforcement, respond to media inquiries, collect information from Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 40 passengers, and document the emergency. We also discuss how Operators can ensure their safety. Passenger Sensitivity Training and ADA Compliance Transdev meets all Americans with Disabilities Act (ADA) requirements. We train our Operators on the policies and procedures related to interacting with individuals with disabilities and accommodating service animals. We designed our Passenger Sensitivity Training to help Operators understand situations from the passenger’s point of view, determine how best to provide customer service to the passenger, and recognize how their behavior impacts customers. Tenets we teach include:  Passengers want to feel safe, valued, respected, and heard.  Operators and staff must make the travel experience safe, respectful of passengers’ time, and pleasant and comfortable.  Operators must understand that they are integral to customer satisfaction and how passengers perceive their trips.  Operators learn that passengers have diverse needs and concerns. The training teaches employees how their response can help or frustrate a passenger and improve or worsen a situation. We prepare our employees to assess the problem from a passenger’s viewpoint and then reassure or help them to make the experience positive, even if it did not begin that way. Our ultimate goal is to meet our passengers’ needs. Legal Compliance We teach Operators about Title VI anti-discrimination requirements and how to comply with them. Our Manager training also covers Title II and III requirements of the Americans with Disabilities Act (ADA), as required by the FTA. Detailed Road Training The classroom work gives trainees the knowledge to become good Operators. To put this knowledge into practice, we provide hands-on training, including closed courses and BTW training. Closed Course Training We combine pre-driving and closed-course training with classroom training so that Trainees test what they learned from classroom materials and improve their skills on each type of vehicle in the fleet. Operators work on skills including backing, turning, and judgment stops. Our skills course training meets all federal requirements. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 41 Behind-The-Wheel (BTW) Training After Trainees complete skill area maneuvers, we take them onto the streets to practice more complex maneuvers. This one-on-one instruction includes training on roadways throughout the service area. We include additional behind-the-wheel instruction for night operations, covering typical detours we use during significant events. This training stresses managing unexpected events, including accidents, sudden road closures, and re-routings. Cadetting In-Service Training During the latter portion of training, Trainees drive actual service routes under the immediate supervision of a Trainer. During this one-on-one training, Operators experience customers, maintain a schedule or follow a manifest, and collect fares with an experienced Operator on board to assist and evaluate. We evaluate Trainees’ knowledge of operational policies and procedures. To graduate from the program and be retained as a probationary employee, Trainees must:  Demonstrate mastery in all operational policies, procedures, safe and defensive driving, and technical driving skills  Demonstrate a positive attitude regarding courtesy, customer relations, and sensitivity awareness  Display professionalism through punctuality Additionally, we provide route training to ensure Cadets are thoroughly familiar with all routes. Ongoing Training and Evaluation Operator training does not stop after graduation. We create a culture of support and accountability through regular monitoring, evaluations, and refresher training to help employees succeed and keep passengers safe. The Safety Department monitors DriveCam daily for triggers, including hard braking, distracted driving, following too closely, and rolling through stop signs. We coach Operators on how to change unsafe behaviors. Training Documentation Our Safety and Training staff properly document each employee’s training and note when the employee completes each module. Transdev uses the training log to record Trainee attendance, hours of instruction, and coursework completion. We present a training certificate to each successful Trainee and place a copy of the certificate onto the employee’s record. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 42 All training documentation is compiled and maintained in Operator training files, which show the date completed, hours, and instructor initials on each page. The Trainee, Instructor, and Manager all sign off on the documentation to certify that each part of the training has been completed. Trainees must demonstrate proficiency with each module. They receive review questions summarizing the coursework and take a test covering their knowledge of system rules and procedures. They are tested on:  Transdev defensive driving techniques  Wheelchair boarding and securement  Paperwork and accident reporting  Pre- and post-trip inspections  Emergency procedures  General vehicle operations  Radio procedures  Fare structure and fare collection The Trainer rides with the Trainee and evaluates their performance in every aspect of operations. The Trainee follows an Operator’s route to demonstrate their ability to drive safely and follow instructions. We record the Trainee’s final evaluation in the employee’s file. Transdev retains training records and other pertinent information in the employees’ file. We maintain the file throughout the employee’s employment with Transdev. File contents include assessments and evaluations, accidents, annual and mandated training, supplemental training, and certifications. Ongoing Training and Evaluations First-Year and Annual On-Board Evaluations We perform an on-board evaluation during an Operator’s first 30, 60, and 90 days of employment to monitor Operator driving, customer service, and wheelchair securement. Transdev also conducts onboard evaluations following a passenger or motorist complaint. Based on our observations, we coach or retrain the Operator. Refresher Courses and Retraining Refresher courses help Operators recognize any bad habits they have developed and maintain their skills. We also provide retraining when an employee needs support around a specific skill deficiency. Refresher course topics may include:  Substance abuse awareness  Defensive driving  Bloodborne pathogens and safety  Intersections reference points  Backing basics  Passenger Interaction Additional Training In compliance with San Luis Obispo training requirements, Transdev also assigns time for specialized pedestrian and bicycle training. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 43 Retraining Retraining is provided to maintain employees’ skills or to address specific deficiencies in their work performance, including accidents and traffic violations. The chart below shows triggers associated with retraining. Retraining Triggers Training When Where Why A variety of topics ranging from evacuation drills, security training, customer service, and pre-trips Up to eight hours per year Facility Routine skills enhancement training Defensive Driving Refresher Training A minimum of 4 hours to understand the root cause of the accident and avoid the accident in the future. Classroom and road work Post-accident Customer Service Training Minimum of 2 hours Classroom Excessive customer complaints Update of revised policies, procedures, and detours. Defensive Driving review. Road Test Minimum of 4 hours Classroom and road work Off work for >30 days Update of revised policies, procedures, and detours. Defensive Driving review. Road Test Minimum of 16 hours Classroom and road work Off work >90 days Dispatcher Training In San Luis Obispo, our Dispatchers and Road Supervisors are cross trained in both roles to provide flexibility in their work shift and service support, providing a consistent passenger and operator support system. Dispatchers have a complex job and need to think on their feet, communicate effectively with Operators, and remain calm under stress. They must also have the skills to multitask, convey accurate information, and handle complaints professionally and calmly. Dispatchers receive the class portion of Operator training, which is 34 hours. They also receive additional training on the following topics, shadow experienced Dispatchers, and observe live calls. Development Program Training Topics and Skills Acquired Skills Training  Routing, scheduling, and dispatching software skills  Training in all other system software  Recognizing problem performance/steps for turning around a performance problem / diffusing conflict  Safety leadership / reasonable suspicion/emergency procedures  Sensitivity training and passenger assistance techniques Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 44 Development Program Training Topics and Skills Acquired Transdev Ethics – Making the Right Choices  Definition of ethics  Benefits of an ethical culture  Laws that enforce ethical conduct in organizations  Transdev resources  An ethical decision-making process Harassment Prevention Training  Definition of unlawful and prohibited harassment  Transdev’s Unlawful Harassment Policy  Manager/Supervisor’s role in responding to and preventing unlawful harassment and inappropriate behavior  Behaviors that violate Transdev’s policy  Workplace bullying Employee Accountability  Defining accountability and understanding its importance  The Manager’s role in holding employees accountable  The importance of clear communication and ongoing feedback  The Simple Model of Accountability Communication Skills Verbal and Nonverbal  Positive vs. negative words  Successful vs. unsuccessful communication  Elements of nonverbal communication  Learn to effectively deliver verbal messages to peers, employees, leaders, and passengers; understand that word choices matter; be aware of nonverbal behaviors that impact communication. Documentation  Purpose and examples of documentation  The Transdev Observation Form  How to prepare and preserve documentation  How to correctly fill out observation forms, drug and alcohol policy forms, and accident responder forms Managing Conflict  Definition of conflict and causes/reasons conflict occurs  Steps for managing conflict  Learn to assess beliefs about conflict and how to deal with it in the workplace.  Learn to work through conflict with more confidence and capability. Progressive Discipline  Purpose and steps of progressive discipline  Documentation categories  Participants will be able to: • Follow the proper steps of progressive discipline • Apply the seven tests of just cause • Document the situation correctly Road Supervisor Training Road Supervisors have many responsibilities, including ensuring all routes are completed in compliance with safety procedures and monitoring and coaching Operators. We hire individuals who make safety and customer service their top priorities. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 45 Transdev provides Road Supervisors with the full 67-hour PODP training that we provide new Operators, as well as the following training courses. Course Description Transdev Health and Safety General introduction about health and safety Unit One: Roles and Responsibilities What is expected of you, your daily responsibilities and authority, the challenges you will face, and how you can influence others Unit Two: Identifying and Removing Risk from the Environment  Unsafe vehicle conditions  Common vehicle safety checks  Unsafe conditions associated with buildings and grounds  The 12 OSHA standards that apply to Transdev facilities Unit Three: Identifying and Removing Risky Behaviors  Common risky behaviors that cause the most accidents  Behaviors that cause collisions  Observation techniques  Influencing techniques Unit Four: Accident Investigation - Part 1  Your responsibilities in accident investigations  The grounds rules of accident investigation  The four types of losses associated with accidents  How to prepare yourself for an accident call  What your goals should be at the scene of an accident Unit Four: Accident Investigation - Part 2  Recaps priorities at the scene of an accident  Overviews the process for investigating the accident  How to survey the scene  Who needs to be interviewed for each type of accident  The phases of a successful interview  How to record the physical evidence  What should and should not be photographed  How to determine if an Operator needs DOT testing Unit Five: Determining Preventability  The difference between determining preventability and accident investigation  Basic guidelines for determining preventability  How to coach Operators on preventability  How to conduct a preventability meeting Human Trafficking Awareness and Public Safety Campaign Training on the Department of Homeland Security’s Blue Campaign to End Human Trafficking LLLC Certification Workshop - Understanding Safety and Risk (1& 2) These modules answer the following questions:  What is safety?  What are accidents?  Why do people have accidents? LLLC Driver Certification Understanding Safety and Risk Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 46 Course Description Motivating Your Team A review of the types of motivation, the forces that motivate individuals, and how to use that knowledge to improve the team and operations OSHA - Emergency Response Plan This course focuses on OSHA and how to implement an Emergency Response Plan. Supervisor Communication Skills Teaches critical skills to use when communicating with and supporting your team. Supervisor Role in the Prevention of Workplace Violence Tips and suggestions to prevent workplace violence. Includes information on conflict resolution and identifying bullying and threatening behavior. Further, it teaches how to respond during a violent incident. Unit Five: Building and Sustaining a Safety- Centric Culture This course focuses on building and sustaining a safety-centric culture in the workplace. Topics covered include:  What does safety-centric mean?  What is a safety-centric culture, and how does it work?  What can you do to support this culture?  What are norms, precedents, and carry-over?  What are rituals, and how are they established? Unit Eight: Leadership Principles Part 1 This unit focuses on leadership principles and techniques. Topics covered include:  Differences between managing and leading  Key leadership principles that can be used to create a positive environment  The definition of manager  The definition of leader  What is Managing by Wandering Around (WBWA)?  10 great leadership principles Complete Guide for New Professionals The course provides tips to build a solid network to transform from a “newbie” to a “rising star” as you grow your skills and career. Understanding Safety & Risk This course focuses on the 300:29:1 theory. Conflict Management The course objectives are:  Learn what conflict is and the potential cost of conflict to an organization and you  Recognize the causes of conflict in your relationships  Implement the five steps to managing and resolving conflict  Assess your beliefs about conflict to address them better Delegating For Growth The course teaches  How to prepare yourself to delegate  How to match people and opportunities  How to manage the delegation process  The benefits of delegation and barriers to delegation Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 47 Course Description Unit Nine: Leadership Principles Part 2 Topics covered include:  How to create a more positive work environment  What is a positive work environment  How to be a leader  What effect does a leader have on a safe environment?  What are the four levels of situational leadership?  Recap of norms and precedents Reasonable Suspicion This course teaches about Drug and Alcohol addiction and how to approach problems in the workplace. It covers how to:  Sharpen your observational powers  Take a proactive role  Document your suspicion  Act on the Drug Testing Policy  Communicate your suspicion to the employee and refer to testing Maintenance Training The requirements for hiring maintenance staff include the following:  All Operator hiring requirements  ASE certifications or a diploma from accredited schools or institutions for repairs on major components and systems for revenue vehicles are preferred. (This requirement applies to level A Technicians.) Master Mechanic certification is highly desirable.  Knowledge of the service area preferred Transdev believes in the value of ASE certifications and includes this learning in the Technicians’ training program. We prefer that all A Technicians have at least two certifications. B and C Technicians are not required to have ASE certifications before hiring but are expected to work toward obtaining them after completing the probationary period. All Technicians and Utility Workers receive classroom, skills, and roadwork training. Separate maintenance training is performed by experienced maintenance specialists, equipment specialists, and subject-matter experts. It is conducted under the supervision of the Maintenance Manager. To the extent possible, Transdev participates in Train-the-Trainer Programs offered by our vendors, clients, and state or federal agencies to enhance maintenance training. Utility Workers receive yard permit training, including skills and road work training. They receive a total of 24 hours of classroom and 18 hours of BTW training for a total of 42 hours of training. Transdev provides unmatched Technician training that leads to higher-quality maintenance and repairs for City vehicles. A well-trained Technician performs quality repairs more efficiently, resulting in a consistent maintenance approach, a more reliable fleet, and reduced vehicle downtime. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 48 Selection Process Our Technicians must pass a thorough background screening. They are selected based on their background, skill set, and maintenance experience. Skills Assessment Our comprehensive online skills assessment allows Technicians and Managers to objectively evaluate baseline knowledge in specific areas. Each assessment measures technical competency to a detailed level of theory, application, and diagnostic ability in a number of technical areas. All Technicians undergo a basic skills assessment to determine their individual skills and suitability for the City contract. Technicians complete a comprehensive online skills assessment to establish an objective baseline of knowledge in specific areas. Each assessment measures technical competency to a detailed level of theory, application, and diagnostic ability across several technical areas. Once onboarded, we use this pre-hire assessment to determine which areas the new Technician should focus on. We have also found this assessment to be an integral step towards improving a Technician’s specific skill set and achieving personal training goals. Customized Training Based on the assessment described above, Transdev uses our in-house and vendor-provided training resources to prepare our Technicians to keep the City’s vehicles in top operating condition. Technician training combines hands-on and online training to strengthen our maintenance team’s skills. Hands-On Training After Technicians have completed their training, they will perform hands-on training on-site. The Maintenance Manager will observe new Technicians completing jobs, offering constructive feedback and instruction. Managers will demonstrate specific skills and procedures and then watch the Technician perform corresponding procedures. This hands-on training ensures that all Technicians demonstrate required skills in accordance with the City and with Transdev requirements and best practices. Manufacturer Training Our Technicians also receive classroom instruction and on-the-job training provided by manufacturers and parts suppliers. We leverage our relationships with these vendors, who send trainers to our locations to improve our team’s skill set and ensure Technicians have up-to-date skills and maintenance knowledge specific to the different vehicle types we maintain. Maintenance Personnel Training and Certification Transdev ensures that all locations comply with applicable regulatory requirements for Technician certifications. We record all training on the Transdev Maintenance Training Record Form. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 49 ASE Certification and Blue Seal Recognition ASE Certification is widely recognized as the gold standard in verifying the talents, qualifications, and education of automotive industry professionals. We offer access to all ASE testing at no cost to employees, and employees can earn per-hour bonuses for successful ASE Certification as follows:  While working to earn their first Master Technician Certification, the employee receives a $0.25 per hour bonus for each ASE test completed.  While working to earn their second Master Technician Certification, the employee receives an additional $0.10 per hour bonus for each ASE test completed.  Maintenance Managers earn a $2,000 bonus if their location receives the Blue Seal Certification.  All ASE-certified Technicians working at a location that receives the Blue Seal Certification receive an additional $0.25 per hour bonus.  When a Technician completes the required certifications and is recognized by ASE as having a World Class designation, we give them an annual bonus of $1,000.  When a Technician completes the required certifications and is recognized by ASE as having a President’s Club designation, we give them an annual bonus of $2,000. Electric Vehicle Training Transdev provides appropriate Electric Vehicle systems training for all positions based on their specific job requirements, including operations, maintenance, fueling, and infrastructure. We will ensure that our team knows how to properly operate and maintain these assets for the City. Our PODP program and initial maintenance training programs include thorough training on these systems. Standard Operating Procedures We established standard operating procedures (SOPs) to maintain a high level of professionalism and quality at our maintenance facilities and for our maintenance and operations staff. Any changes to our SOPs are reviewed with Supervisors, then documented in writing and communicated to maintenance Technicians, Operators, and other necessary personnel. SOPs are in place for nearly all vehicle and maintenance activities across our operations and are available to the City upon request. Battery Electric Bus (BEB) Training As a company that operates and maintains hundreds of electric vehicles, Transdev has established thorough electric vehicle training programs. Our BEB training is based on OEM- specific platforms and is tiered to ensure Technicians safely reach proficiency in all areas of operation, including vehicle operation, towing, and low-voltage/high-voltage component repair and replacement. In addition, all Technicians receive training on electric PPE, fueling systems, and basic EV infrastructure design. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 50 Transdev’s comprehensive approach to training is designed to continuously build Technicians’ skill sets and keep those skills up to date as zero-emission technology evolves. As San Luis Obispo’s fleet composition changes through the addition of electric vehicles throughout the contract, we will ensure the composition of our Technicians’ training and qualifications meets your needs. All Technicians also have the opportunity to participate in ASE expanded test offerings related to commercial vehicles and new vehicle technology and are encouraged to do so. Electric Vehicle Maintenance PPE Ensuring the safety of our Technicians is critical when maintaining electric vehicles. Transdev provides personal protective equipment and strict safety guidelines that our Technicians must adhere to in their job duties. Workers must wear the following when working on high-voltage equipment:  Arc flash suit  Safety footwear with Omega label or equivalent, and/or certified to ASTM F2413-05 for electrical hazard, and is in good condition, with no exposed cuts or steel  Safety eyeglasses with non-conductive frames  High-voltage rubber gloves, rated ASTM D120 standard, Class 0 Gloves must be kept clean and checked daily for leakage. HV gloves must be electrically tested every six months to meet the ASTM F496 and F1236 standards. The HV gloves must be stamped with a testing date. Electric Vehicle Maintenance, Safety Equipment, and Procedures Technicians must regularly inspect the PPE described above for holes, damage, wear, and deterioration. Transdev installs high-voltage signage in areas where maintenance and repairs are carried out on high-voltage equipment. We also typically use safety barricades at or near a vehicle to indicate that service is being performed on a high-voltage vehicle. Safety barricades are very visible, and maintenance and service staff must be aware of their usage. High voltage insulated tools must be used when working on high voltage systems. The repair facility must have a hot stick (an insulated pole that protects the worker from electric shock) certified to ASTM F-711 specifications. Hot sticks must be labeled with a test date and retested every two years. The hot stick must be in a location that is easily and quickly accessible. All personnel must be trained on the hot-stick locations and their use. The device is to be used only in an emergency, when one has to remotely touch or remove something/someone that has been touched by high voltage. Technicians must use a CAT III -1000VDC Digital Multi-Meter (DVOM) to test for voltage levels being at a safe level to perform maintenance. Self-testing voltage detectors are used to verify whether conductors are live or de-energized. These testers may be used with insulating rubber gloves or hot sticks using the splined universal end fitting. Testers indicate voltage with an extra bright LED light and a distinctive audible signal. Transdev also installs lockouts on the battery disconnect switch. When the lockout has been installed, no one can unintentionally turn the switch to the ON position. We also use Danger Covers, which are installed on the steering wheel of the vehicle. This is to prevent, warn and notify any person entering the vehicle of a concern with the vehicle. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 51 While these safety procedures and the PPE described above are designed to eliminate safety issues and incidents related to EV maintenance, the facility will have a defibrillator dedicated to the shop and personnel trained in its operation in the event of an emergency. Compliance Training for Specific Employees Transdev understands the importance of educating our employees in the laws and regulations that apply to their jobs and industry. Specific employees are required to take the following online compliance training, as described below. Course Position Timeframe ADA - this course is broken down into four lessons and a quiz. Human Resources staff and Managers and above Annually HIPAA – this course provides an overview of the Health Insurance Portability and Accountability Act of 1996 to employees who handle or have access to confidential health-related information. Human Resources staff and Managers and above Once Understanding the Family and Medical Leave Act of 1993 (FMLA) Human Resources staff and Managers and above Once Workplace Harassment Prevention Training – this course reviews federal and state anti-discrimination laws and company policies prohibiting sexual and other forms of unlawful harassment. Through hypothetical scenarios and real-life examples, the course instructs Managers to recognize and prevent harassment and retaliation. All Employees Annually Data Security – this course teaches employees how to protect information from corruption and unauthorized access. Data security aims to safeguard privacy while protecting personal and corporate data. This course provides guidelines to protect Transdev’s network from unauthorized access. All Employees with a Transdev Email address Annually Fight Against Corruption All Managers and above Annually Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 52 Emergency Response and Preparedness Training Transdev maintains a comprehensive System Security and Emergency Preparedness Program Plan (SSEPP) for the City. This information is considered highly safety-sensitive and will be provided at the City’s request. Immediate responsibility for managing response procedures lies with Dispatchers, who will contact the appropriate emergency response agencies and manage the incident. Our action plan defines three levels of incidents associated with the operation of the transit service and specifies the appropriate personnel to contact for each case. Incidents are rated on a scale of 1 to 3, with 1 being the least serious and 3 a major incident. New Hire Security Training All new hire employees receive the FTA/National Transit Institute (NTI) System Security Awareness for Transit Employees training and training on workplace violence prevention, readiness, and response protocols. Refresher Security Training Operations employees receive security training annually. The subject matter is based on security information collected throughout the year regarding equipment, procedures, and information from the FTA’s Office of Security and Emergency Management. Emergency Exercise Simulations Transdev participates in exercises or drills with local public safety organizations at many locations for continuous improvement in emergency and incident preparedness and response. These include reviewing current plans and policies, identifying security and emergency considerations, developing additional procedures, and maintaining ongoing inter-agency communications. Safety Program At Transdev, safety is at the heart of everything we do. Our safety program has the following four pillars. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 53 Our Safety Policies and Procedures Manual provides the foundation of our safety program. We work diligently to create a safety culture by investing significant resources in training, employee development, and incentive programs, adhering to annual safety audit schedules, and complying with requirements and updates regulated by the FTA and FMCSA. Transdev is committed to these three right steps to provide safe operations:  Right Focus – Safety requires daily attention and systematic processes, and we maintain a strong safety presence throughout our facilities.  Right Response – When incidents or accidents happen, we have detailed protocols for responding, investigating, reporting, and analyzing the incident.  Right Preparedness – We have plans to deal with emergencies and a training program that ensures all employees are prepared for emergencies. Maintaining a Safety Presence Fostering a safe environment requires vigilance and attention, 365 days a year, 24 hours a day. From the beginning, we have prioritized safety and adopted the mindset that it is a continual process of training, reminding, and following up multiple times a day in numerous ways. Our commitment to building a strong safety presence in every facility and across every Transdev employee group sets us apart in the industry. We emphasize safety for our employees in the following three ways: 1. Facility- and Policy-focused Safety – Safety begins on the first day of the job and is a constant thread running through training, communication, and employment policies. 2. Safety Incentive Programs – We have developed several programs that reward employees for safe behavior. 3. Safety Technology Solutions – Transdev’s safety technology solutions leverage onboard systems, real-time data integration and alerts, and user-friendly dashboards to protect passengers, Operators, your fleet and equipment, and other travelers with whom we share our streets. Facility and Policy Focused Safety Safety Reminders We keep visible safety reminders throughout all Transdev facilities, using every opportunity to underscore the importance of safety to our employees. Our initiatives include: Messaging We spread the message of safety verbally and in writing, across various mediums:  Dispatchers make safety announcements several times each day.  We print safety messages on floor mats, posters, flyers, and notices.  We post news articles on bulletin boards.  We maintain a safety communication board. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 54  We have a cloud-based digital messaging system at each location that can be updated hourly. This large LED display shows corporate safety messages and information on specific, location-based campaigns to improve safety. Visuals Our visual reminders of safety are easy to spot and include photographs, accident trend maps, safety slogans, and Perfect Safety Day counters. Physical Reminders and Policies We keep our spaces safe by:  Incorporating highly visible stripes and safety chains for potentially unsafe areas  Requiring PPE in designated safety areas or whenever performing safety-sensitive work  Using safety cones to mark off danger areas and/or using a spotter whenever backing or maneuvering in tight locations  Prohibiting the use of personal electronic devices. We require employees to store their personal phones in the off position in their lockers or grips. Transdev has a zero- tolerance policy for employees using cell phones while driving. Safety Meetings We hold regular safety meetings to discuss concerns and address specific issues. Our safety meetings are:  Mandatory for all employees, including Managers  Short, focused, and agenda-driven  Focused on sharpening two-way communication with employees  Helpful for explaining new safety initiatives and fostering safety discussions  Ideal for handing out safety awards that recognize employees who are exemplary in their safety practices Mirror Check Stations There are as many as 12 blind spots on a bus, and the best way to eliminate them is to adjust the vehicle’s mirrors correctly. We have mirror-check stations at every Transdev facility, making it easy for Operators to check their mirrors daily. They use set reference points to line up their mirrors correctly before pulling out. Identification of Hot Spots Operators must know the danger spots so they can slow down and react safely. We use Lytx DriveCam data to produce digital hotspot maps that identify the most dangerous road hazards, construction, low canopies, and intersections. We post photos of these areas to help Operators prepare for them and reduce accidents. Transdev also uses Lytx DriveCam data to show problem-driving trends and teach Operators to change their actions, such as following too closely or hitting construction barrels. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 55 Safety Incentive Programs Transdev takes a creative approach to improving safety and seeks inventive ways to keep employees engaged and focused on safety. We have created several safety incentive programs to increase awareness and decrease unsafe behaviors. The Perfect Safety Day Initiative Transdev’s Perfect Safety Day Initiative focuses on building upon daily achievements and increasing ownership of the safety program. The definition of a Perfect Safety Day and our daily goal is:  Zero preventable motor vehicle accidents  Zero passenger/pedestrian injuries requiring transport to a hospital  Zero OSHA-recordable employee injuries Focusing on successes, our local Safety and Training Manager encourages, equips, and empowers each employee to be an active part of achieving the Perfect Safety Day. We track Perfect Safety Days on a scorecard at each location operation to build on successes. This program instills a new way of thinking. Every day is a fresh start, and every action and communication is an opportunity to improve over the previous day. When we achieve these goals, we celebrate our successes. Years of Safe Driving Program Transdev created the Years of Safe Driving recognition program to honor Operators who have a full year without an accident or injury. For every year of driving without a preventable safety incident, Operators receive a pin and an accompanying certificate, and they are honored at quarterly safety meetings or semi-annual team meetings. The program shows appreciation for our Operators, celebrates their commitment to safety, and supports our Perfect Safety Day Initiative. Safety Blitz Program – 24 Hours Devoted to Safety Our regional and corporate safety managers developed the Safety Blitz program to address safety-related trends and challenges in underperforming locations. The Safety Blitz is a 24-hour, all-out safety onslaught. From the first trip out of the yard to the last, local, regional, and corporate safety team members coach, encourage, and motivate Operators to focus on safety. We theme our Safety Blitzes, such as “Stop in the Name of SAFETY.” This makes it fun for employees and reminds them of their role in keeping the roads safe. Locations serve food, play games, and offer prizes. Safety Blitzes are high-energy. They get employees talking to one another, foster a sense of competitiveness, and most importantly, they work. We track performance pre- and post-Blitz, and safety improves following Blitzes. Our San Luis Obispo operation reached 352 Perfect Safety Days in 2025. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 56 Safety Basics In addition to our monthly safety meetings and safety blitzes, we provide safety messaging and posters to all locations. Topics are specific and relevant to the current month. Examples include improving pedestrian safety during the holidays, keeping two hands on the wheel, and maintaining a safe following distance. 300:29:1 American engineer William Heinrich developed the 300:29:1 theory to explain the relationship between unsafe behavior patterns, such as backing without looking, and accidents. Developed in 1931, this principle focuses on eliminating minor unsafe acts to prevent minor accidents that could escalate into major ones. We educate employees to focus on every action, because even minor actions can accumulate and cause an accident. Transdev teaches our employees to identify the smallest unsafe acts, such as occasionally following too close, using signals a moment too late, and taking a turn too quickly. Our employees identify these acts and correct them to prevent accidents. Zero Tolerance Policy – Cell Phones and Other Electronic Devices Transdev prohibits cell phones and other communication devices, such as Nextel devices, iPads, electronic tablets, pagers, and text messaging devices, with or without hands-free capability when operating a company or client vehicle. Failure to comply with this policy is grounds for disciplinary action up to and including termination of employment. Safety Technology Solutions Lytx DriveCam As described in Tab G-3 – Operational Approach, section 16. Additional Technology, Transdev equips dedicated fleet vehicles and non-revenue vehicles with Lytx DriveCam onboard surveillance and eco-driving systems. These dashboard cameras record continuously and save recordings to the cloud. They also include artificial intelligence that analyzes data. The system supports accident investigations, detects road risks in real time, and improves fuel efficiency. This environmentally sound solution provides cost savings, creates a smoother ride, and improves the passenger experience. Lytx DriveCam data analysis scores events using a risk index to identify and prioritize unsafe driving behaviors most likely to result in serious crashes. It also identifies Operators in need of coaching and retraining. Lytx DriveCam Data Transdev uses video clips and performance data to build comprehensive Operator profiles and reviews this information with Operators to improve their driving. We decrease the frequency and severity of collisions and related injuries by modifying inconsistent driving behavior and highlighting bad habits. Recordings provide unbiased evidence to determine fault and expose fraudulent insurance claims, reducing claims and litigation costs. View our Safety Corner messaging for local teams at https://transdevna.com/safetycorner Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 57 Q-Time Report Transdev’s Q-Time Report was created to analyze the Operator vehicle inspection process. The report combines the ADP eTime system punch data with Geotab AVL data to provide insight into pre-trip and post-trip Operator processes. Data from Q-Time reports allows us to increase efficiency by streamlining steps within the process while ensuring consistency and quality. Transdev operations facilities are geofenced in the Geotab system to record when vehicles enter and leave. Operators also record the beginning and end of their pre-trip and post-trip inspections. When combined with punches from the timekeeping system, Transdev’s management teams can better understand what is happening before pullout and after Operators return to the yard. Managers can call up data points for an individual Operator on a specific day or observe averages across multiple months. We use the data to support our Lean processes and continuous improvements. Regional management analyzes operational and employee performance data to determine what projects and tasks should be addressed to eliminate waste and return value. Transdev is implementing the Q-Time Report across our nationwide locations, and our local management teams recognize its value to their operations. Geotab Pro Plus Outline earlier in Tab G-3 – Operational Approach, section 16. Additional Technology, Geotab is an industry leader in fleet telematics devices. This rugged device is exceptionally reliable, cost-effective, and highly versatile. In addition to AVL technology, Geotab offers advanced GPS, g-force monitoring, engine health, and battery charge levels. All Geotab reports offer real-time notifications, and Transdev uses the data to power our Lean initiatives and Qtime reporting capabilities. Key Benefits and Features Geotab’s GPS vehicle tracking and telematics start recording as soon as the vehicle is in motion, and we the device allows us to :  See real-time vehicle positions with a five-second refresh rate  Support dispatch systems  Drive mobile applications and websites for passengers  Provide alerts on electric bus battery charge levels Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 58  Communicate diagnostic information  Create custom reports Geotab allows complete platform customization. It can impact service quality, increase efficiency, and track the following: fuel, vehicle inspections, electronic logging/fault codes, speed/accelerometer data, and Operator behavior. Integration and Customization Transdev is increasing our integrations between Geotab and Lytx DriveCam and has completed three successful integrations.  Single Sign On: Operators can access the Lytx website through Geotab – no need to switch systems or remember multiple passwords.  Lytx Video Browsing: In Geotab, screenshots or live video from the camera may be viewed at any point during an Operator’s day.  Automatic Drive Event Assignment: Lytx pulls the Operator to vehicle assignment from Geotab and automatically assigns the Operator to any events created by that vehicle. This can save hours per day as an employee would typically have to assign each event to an Operator manually. WebRisk Safety Technology and Trend Analysis Transdev uses a nationwide shared database called WebRisk, which includes all safety- sensitive employees nationwide, along with every type of license and permit with an expiration date, including commercial Operator’s license dates, DOT physical dates, dates for the Operator’s annual road evaluation, annual motor vehicle records checks, and more. WebRisk also allows all our locations to record all accident and injury data in accordance with prescribed procedures. Embark Safety – Pull Notice Enrollment Transdev uses Embark Safety to pull MVRs annually and monitor our Operators’ driving records. We also use Embark Safety’s continuous Operator monitoring software to provide automated alerts on violations, including speeding, suspensions, and DUIs. This ensures we always provide safe, qualified Operators. Power BI Transdev uses Microsoft’s Power BI to analyze data captured through WebRisk. It creates actionable dashboards so each location can see its performance versus its peers. Power BI also provides a monthly report for managers to identify Operators with recurring accident issues, monitor claim status, and assess and evaluate risks. Risk management software is a powerful tool for understanding system safety trends and employee progress. Power BI creates visual data analytics to share critical information about accidents and incidents, including location, time of day, day of week, employee identification, seniority of the employee, the root cause of the accident, the number of safety incidents the employee has been involved in, etc. Power BI dashboards help us identify trends and develop action plans to prevent future incidents. Through Power BI, we track our overall safety performance and drill down to capture detailed information regarding each accident or incident. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 59 Managing Accidents and Incidents Transdev is committed to safety practices. In the event of an accident or incident, we adhere to our established protocols, as described under Tab G. 7 – Reporting, subsection 34. Accident/Incident Process. Managing Emergencies Our goal is to deal with any emergency promptly, professionally, and competently. Transdev has several plans in place to help us manage emergencies. Security and Emergency Response Plans Security Plan Transdev strives for continuous improvement in emergency and incident preparedness and response. This only works if each transit employee has the right security awareness, behavioral awareness, surveillance, response procedures, and self-protection training. We will be responsible for verifying that employees have received training, including National Transit Institute Transit Workplace Safety and Security and Terrorist Activity Recognition and Reaction training programs. We will also coordinate with the City to participate in scheduled exercises and drills with local public safety organizations. Emergency Response Plans Transdev will maintain a comprehensive System Security and Emergency Preparedness Program Plan for our San Luis Obispo operation. In accordance with the FTA’s guidelines, this information is considered highly safety-sensitive and can be provided to the City upon request. The Dispatcher is immediately responsible for managing emergency responses. They will contact the appropriate emergency response agency and manage the incident via landline or the radio. If the situation is a serious on-street incident, the radio will be closed to all other traffic. We will establish an internal notification tree for our Dispatchers to notify the appropriate parties based on the severity of the emergency. Our Emergency Preparedness Program Plan classifies incidents that impact the operation of transit service as Level One, Two, or Three, the higher the level, the more serious the situation. The incident level determines which person to contact. We will initiate notifications by radio dispatch as soon as the Dispatcher gives the green light. Emergency Preparedness Training We take emergency preparedness training seriously – how we deliver and document it and who is qualified to teach it. We provide several levels of training around emergencies:  New Hire Training – All new hire employees receive the FTA/NTI System Security Awareness for Transit Employees. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 60  Refresher Training – The subject matter for this annual security training for operations and maintenance employees is based on security information we gather throughout the year related to equipment, procedures, and information received from the FTA’s Office of Security and Emergency Management.  Security Training – The Safety and Training Manager ensures that all transit employees and supervisors perform their jobs safely and securely following policies and procedures. o We document security training in employment files for review by Supervisors or Managers. o Directors, Managers, Road Supervisors, and employees attend safety training and other required training to ensure safe work performance. System Security Awareness We coach employees to observe the first step in an incident or breach. Transdev transportation employees receive training in System Security Awareness for Transit Employees, as developed by the National Transit Institute (NTI). Emergency Exercise Simulations As part of our commitment to continuous improvement in emergency and incident preparedness, at the City’s request, we can participate in exercises or drills with local public safety organizations. These drills help us:  Reviewing current plans and policies  Identifying current security and emergency considerations  Developing additional procedures (if necessary)  Establishing and maintaining ongoing inter-agency communications Cybersecurity In today’s interconnected and digitalized world, safeguarding client and operational data is more critical than ever. Cybersecurity and data privacy are paramount to the Transdev Cybersecurity program. Cybersecurity threats are evolving in complexity, posing significant risks to businesses and government entities. Recognizing these challenges, Transdev has established a comprehensive cybersecurity program to protect client information and ensure the resilience of our operational systems. Our strategic investments in innovative technologies underscore this commitment, adherence to globally recognized standards, working with transportation industry departments at various levels, including regulatory, federal, state, and contractual compliance, collaborating with experts, and a proactive approach to threat mitigation. Our cybersecurity framework prioritizes data confidentiality, integrity, and availability, aligning with industry best practices such as the NIST Cybersecurity Framework (CSF) and SOC 2, HIPAA compliance standards. By implementing robust policies, advanced technologies, and continuous monitoring, Transdev delivers a secure foundation that enables uninterrupted service while protecting against potential vulnerabilities and cyber threats. Furthermore, our dedicated Cybersecurity Team collaborates with the Corporate Group headquartered in France, complying with GDPR and NIS2 standards and trusted advisory partners to remain agile and responsive in an ever-changing threat landscape. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 61 Transdev consistently demonstrates a strong commitment to cybersecurity excellence, achieving an outstanding security score of 800 out of 820. This significantly surpasses the transportation industry average of 730, highlighting Transdev’s proactive approach to cyber risk management and digital resilience. This exceptional performance reflects our unwavering commitment to upholding industry-leading security standards across all operations— safeguarding client data, ensuring uninterrupted service, and reinforcing public trust. 23. Safety Record 23. 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. Transdev takes pride in the safety record we have achieved, and we embrace the challenge of continuous improvement. Transdev’s preventable accident frequency rate (PAFR) for the past five years is shown in the chart. Our goal is to integrate safety into every element of our operations, including system design, operations, and maintenance. Our experience and skill in developing and executing comprehensive, detailed safety plans have prepared us to meet our safety goals. For San Luis Obispo, the PAFR for 2025 was 2.2. 24. Safety Record for Similar Services 24. 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) Transdev has included the 2023, 2024, and 2025 Preventative Accident Frequency Ratio (PAFR) for our references in the table below. Client 2023 2024 2025 Napa Valley Transportation Agency (NVTA) 0.92 0.30 0.62 Butte County Association of Governments 0.52 0.70 0.78 City of Pasadena 0.78 1.21 0.84 Transdev Five- Year Safety Record Year PAFR 2021 1.03 2022 1.11 2023 0.96 2024 1.08 2025 1.13 G.6 Personnel Transdev has provided excellent service over the years and has been responsive to NVTA’s changing demands. Transdev has also been honorable and responsible during contractual negotiations, and I’ve appreciated Transdev’s flexibility as demands change, especially during the emergency response operations and service changes associated with the fires. Napa Valley Transportation Authority (NVTA)G. 6 - Personnel Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 62 G. 6 – Personnel 25. Key Personnel 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) Transdev is proud to propose our experienced team of SLO managers for the new term. Each team member brings deep experience in transit operations and management, as well as a direct connection and comprehensive familiarity with San Luis Obispo services. General Manager Terry Gillespie  30+ years in transit  Eight years with San Luis Obispo Operations Manager Paul Bolger  10 years in transit  10 years with San Luis Obispo Safety and Training Manager Tracey Milburn  Eight years in transit  Eight years at San Luis Obispo Maintenance Manager Manuel Pena  18 years in transit  Two years at San Luis Obispo Resumes for our team are included on the following pages. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 63 General Manager Terry Gillespie Transdev Services, Inc. (formerly First Transit, Inc.) 2018 – Present General Manager – City of San Luis Obispo, CA  Plan, organize, and manage day-to-day fixed route, shuttle, and trolley operations for the City of San Luis Obispo  Direct responsibilities include risk management, including accident/incident investigation and driver retraining  Oversee recruitment, hiring, and training of operations personnel; maintain personnel and training files; employee payroll; data collection, processing, and interpretation  Employer Representative (DER) for Federal Drug and Alcohol Program  Ensure compliance with federal, state, and local laws, regulations, reporting and ADA requirements.  Advise client regarding operations, planning, vehicle purchase, data trends, etc.  Create presentations/reports to City Council, advisory groups, and local citizen groups  Plan and implement new operational technology 2015 – 2018 General Manager-Santa Maria Regional Transit – Santa Maria, CA  Planned, organized, and managed day-to-day fixed route and ADA operations  Oversaw recruitment, hiring, and training of operations personnel\  Managed employee payroll; data collection, processing, and interpretation  Worked with the client on operations, planning, and vehicle purchase 1998 – 2014 General Manager – City of Paso Robles, CA  Planned, organized, and managed day-to-day fixed route, shuttle, and dial-a-ride operations  Responsible for recruitment, hiring, and training of operations personnel  Oversaw all customer service, including in-house Greyhound operations,  Served as a liaison with Greyhound, Amtrak, and other local and regional transit agencies 1997 – 1998 Operations Supervisor – Paso Robles, CA 1994 – 1997 Road Supervisor/Driver Trainer – Paso Robles, CA 1992 – 1998 Lead Dispatcher – Paso Robles, CA Medi Ride/Laidlaw Transit 1991 – 1992 Driver/Dispatcher – Paso Robles, CA Dave Systems 1990 – 1991 Driver – Atascadero, CA Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 64 Operations Manager Paul Bolger Transdev Services, Inc. (formerly First Transit, Inc.) 2021 – Present Operations Supervisor – City of San Luis Obispo, CA  Ensure service is safe, reliable, and passenger focused  Coordinate and schedule Operators and staff, optimizing routes and coverage to meet operational demands  Monitor and manage staff performance, providing training, coaching, and feedback to improve service quality and safety standards  Address passenger complaints and concerns, resolving issues quickly to maintain customer satisfaction and company reputation 2017 – 2021 Road Supervisor – City of San Luis Obispo, CA  Managed operational issues such as rerouting, bus accidents, and call-offs  Provided coaching and support for Operator using DriveCam and other video services, as well as conducted on-the-road and behind-the-wheel training  Assisted the Operations and Safety Managers in updating paddles and records to ensure smooth operations 2016 – 2017 Operator – City of San Luis Obispo, CA  Operated buses, trippers, and trolleys, ensuring smooth transportation operations  Safely transported passengers in all weather, traffic, and road conditions  Provided courteous and appropriate assistance to all passengers Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 65 Safety and Training Manager Tracey Milburn Transdev Services, Inc. (formerly First Transit, Inc.) 2020 – Present Safety and Training Manager, City of San Luis Obispo, CA  Promote a culture of safety through regular training and communication  Maintain safety and compliance files for OSHA, Drug & Alcohol, DOT, CHP, and DOPD (Department of Public Defense)  Lead safety meetings and accident and incident investigations  Oversee safety protocols and compliance with agency and regulatory standards  Conduct new Operator orientation, classroom training, behind-the-wheel training, and evaluations  Supervise Operators on the road and provide operational support  Dispatch Operators and coordinate daily route assignments 2021 – 2022 Road Supervisor/BTW Trainer – City of San Luis Obispo, CA  Monitored and evaluated transit operations in the field to ensure schedule adherence, safety compliance, and quality customer service  Responded to service disruptions, accidents, and incidents, providing on-site assistance and coordinating with dispatch and operations teams  Conducted Operator evaluations, ride checks, and road observations to ensure adherence to company policies and DOT regulations 2020 – 2021 Dispatcher/Bus Operator – City of San Luis Obispo, CA  Coordinated and monitored daily transit operations to ensure on-time performance and efficient service delivery  Assigned and adjusted Operator schedules, responded to service interruptions, and provided real-time route instructions  Communicated with Operators via radio or dispatch software to relay updates, safety alerts, and customer service information  Operated transit vehicles along scheduled routes, ensuring safe, timely, and courteous passenger service  Conducted pre- and post-trip inspections, collected fares, and provided route information San Luis Obispo Regional Transit Authority 2018 – 2019 Bus Operator – San Luis Obispo, CA  Operated transit vehicles along scheduled routes, ensuring safe, timely, and courteous passenger service Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 66 Maintenance Manager Manuel Pena Transdev Services, Inc. (formerly First Transit, Inc.) 2024 – Present Maintenance Manager – City of San Luis Obispo, CA  Manage all aspects of fleet maintenance, ensuring clean and well-maintained vehicles are available for service  Communicate the availability of vehicles for service with Dispatchers and the Operations department  Responsible for employment decisions, training, and development; planning and directing work  Handle employee concerns or grievances MAG Engineering Inc. 2023 – 2024 Fleet Manager – Sanger, CA  Oversaw maintenance department and ensured safe, reliable transportation under DOT, FTA, State, and Local regulations  Built and maintained fleet budget, purchasing of equipment, and staff as needed  Managed fleet tracking systems, built and maintained Fleet PM and Maintenance files  Ensured all vehicles were air resource compliant, registration/insurance up to date, including Medi kits and fire extinguishers  Built local relationships to develop cost-effective/safe repairs of all fleet vehicles Booth Ranches, LLC. 2018 – 2023 Fleet Shop Supervisor – Orange Grove, CA  Supervised staff performance, providing feedback and coaching as needed to improve efficiency at multiple shop locations  Managed multiple aspects of department operations, including budgeting, staffing, and resource allocation  Developed and implemented operational procedures to ensure workplace safety and compliance with relevant regulations  Conducted regular meetings, discussed progress towards goals, and addressed any issues, and trained new employees 2008 – 2018 Lead Fleet Technician – Orange Grove, CA  Prioritized workflow to maximize efficiency  Mentored Technicians on the proper use of specialized tools and techniques needed for the successful completion of projects; organized daily tasks for assigned technicians according to their skill level  Demonstrated knowledge of the principles of automotive engineering to diagnose and repair complex gas, diesel, and propane vehicle problems safely and effectively Professional Certifications  Class A License, ASE Certified Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 67 26. ORGANIZATIONAL CHART 26. 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. Organizational Chart Staffing Table Position Count Duties & Responsibilities Wage General Manager 1 Manage the overall operation and ensure safe, reliable service that meets or exceeds performance standards. Create and maintain a positive, supportive culture for all employees. Work closely with client staff and maintain open, transparent communication. Coordinate with Transdev corporate and regional teams to improve service. Ensure operations comply with contract and federal, state, and local ordinances. Confidential Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 68 Position Count Duties & Responsibilities Wage Operations Manager 1 Maintain a fully staffed, competent team. Oversee data collection, compilation, analysis, and reporting. Leverage data to monitor and improve services. Assist the General Manager in planning, directing, controlling, and evaluating day-to-day operational performance. Coordinate service delivery to achieve operational KPIs. Monitor employee performance and resolution of customer issues. Coordinate special services, including assigning personnel, equipment, and vehicles. Ensure pre- and post-trip forms are completed and submitted. Confidential Safety/Training Manager 1 Responsible for the safety and training programs and performance. Ensure compliance with federal, state, local, and company policies, procedures, and regulations. Responsible for adherence to company standards, drug and alcohol program, workers' compensation, and general liability carriers. Investigate incidents and prepare final reports. Monitor operational and maintenance activities and make recommendations to the General Manager to improve safety. Ensure safety inspections are scheduled and performed. Confidential Maintenance Manager 1 Oversee exceptional quality and efficiency of the maintenance function. Schedule and administer fleet maintenance, coordinating vehicle availability with dispatch and operations. Assist in troubleshooting equipment issues. Ensure proper training of Maintenance Technicians. Confidential Accounting Coordinator 1 Supports a wide range of administrative and clerical functions, including fare reconciliation, data for daily, monthly, quarterly, and annual reports. $26.39 Dispatchers 3 Ensure routes are filled per assignments. Provide timely instructions and responses to operational requests during service hours. Work with Operators to ensure schedules and performance standards are maintained. Oversee service efficiency, resolution of service issues, completion of daily reports, and management of emergency incidents. $30.35 Road Supervisors 4 Maintain service performance and support day-to- day activities, including customer service, on-time performance, road calls, and detours. Primarily work in the field and coordinate activities with Dispatch. Assist Operators with scheduled routes. Respond to incidents as required. Monitor and document daily service operations regarding safety and on-time performance. Ensure Operators follow company rules and procedures. $31.82 Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 69 Position Count Duties & Responsibilities Wage Provide information and assistance to passengers Operators 23 FT / 3 PT Operate vehicles safely and efficiently and maintain schedules. Provide passenger-focused service. Perform pre- and post-trip inspections. Manage data collection and submittals. Communicate with Dispatch regarding trip status and any potential issues impacting performance. $29.46 avg Technicians 3 Provide preventative maintenance and repairs for vehicles. Maintain records of repairs and preventive maintenance. Provide emergency cleaning as necessary and service vehicles, including fueling and fluid replenishment. $36.92 Fueler 1 Fuel vehicles. Check and refill fluids. Document services performed. Drive vehicles in and near the yard for fueling and servicing. $23.35 Washer 1 Drive vehicles in and near the yard for cleaning, fueling, and servicing. Perform cleaning duties as required. Perform interior cleaning of vehicles. Wash vehicle exteriors and other cleaning duties as required. $21.32 Management Approach Provide any information on the firm’s personnel or management approach that would assist in determining the quality of the proposed organizational approach. Our management approach is built on continuity, accountability, and partnership. We are proposing the same experienced local leadership team the City already knows. These tenured leaders bring deep institutional knowledge and a proven understanding of the transit system, workforce, and community we serve. This continuity eliminates transition risk and allows us to focus immediately on performance, service reliability, and passenger experience rather than relearning the operating environment. Our managers are embedded in the community, maintain strong working relationships with City staff, and bring the operational discipline needed to manage day-to-day service while planning strategically for the future. We will continue to work closely with the City to align service delivery with evolving needs, support long-range planning, and ensure the system remains responsive, sustainable, and positioned for continued improvement. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 70 Our local team has worked closely with the City in receiving and putting into service the first battery Electric Buses, planning for installation of the chargers to include rearranging of the parking layout, as well as the planning for temporary parking of the buses while reconstruction occurs. 27. Wage Scales 27. 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. For proposed wages, please refer to item 26 above, where we have included wages on the staffing table. Operator training and starting wages are included in the CA Labor Code 1070 information included in the Appendix. Non-bargaining unit employees receive annual reviews and adjustments. For represented employees, Transdev will adhere to the recently negotiated CBA regarding budgeting increases and adjustments. We will adhere to CBA incentives for bargained employees. As previously discussed, Transdev actively encourages participation in the Automotive Service Excellence (ASE) Certification Program. Transdev reimburses Maintenance employees for enrollment and exam fees upon successful completion and provides financial bonuses for each certification earned. Proposed wage rates were developed through a collaborative, data-driven process led by Transdev’s General Manager in partnership with corporate labor relations experts and the bargaining unit. This team negotiated with the union to establish a final agreement informed by a comprehensive local wage analysis, benchmarking compensation against comparable transit services in the region, and prevailing labor market conditions. The process also considered operational requirements, workforce sustainability, recruitment and retention needs, and long- term contract viability. This disciplined approach ensures wages are competitive, equitable, and aligned with local market realities while supporting stable labor relations and reliable service delivery. 28. Benefits 28. 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. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 71 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. Our proposal includes competitive wages and benefits to recruit and retain a qualified team. We offer a robust benefits package, including vacation, sick leave, health care, short-term disability, life insurance, and vision and dental care. Some of these benefits increase with seniority, recognizing the importance of retaining experienced team members. Details can be found in the CA Labor Code 1070 information included in the Appendix. Non-Union Employee Benefits Transdev provides a competitive benefits package that includes:  Medical, Dental, and Vision – Transdev offers affordable health insurance for employees and their dependents, along with dental and vision benefits.  Life Insurance – Transdev will provide a term life insurance plan at no cost to the employee. The plan offers an employee’s annual salary. In addition, employees may purchase life insurance at their own expense, up to five times their annual salary.  Disability – Transdev provides short-term disability to employees, with the option to buy- up coverage and purchase long-term disability coverage.  Employee Assistance Program (EAP) – Transdev provides employees and their families with an Employee Assistance Program (EAP) with free and confidential support for various personal issues and concerns.  Retirement – Transdev offers access to a 401(k)-retirement plan with an employer match, which provides tax-deferred savings and a choice of investment fund options.  Vacation – Employees accrue vacation time based on hours worked.  Holidays – Employees receive eight federal holidays (New Year’s Day, Martin Luther King’s Birthday, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, the day after Thanksgiving, and Christmas Day), and four floating holidays each year.  Jury Duty – Transdev takes its civic responsibilities seriously and pays employees who are summoned for jury duty.  Bereavement Leave – Transdev provides employees with funeral leave of up to three paid days for nearby funeral services and five days for funerals more than 500 miles away. Union Employees We will follow the Collective Bargaining Agreement for represented employees. Dollar Value of Benefits and Employee Cost Please refer to Cost Proposal, Appendix L, for details, including the dollar value of employee benefits. This information is submitted separately, per the RFP instructions, and is considered confidential by Transdev. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 72 29. Personnel Plan 29. 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. Transdev invests heavily in our employees and works diligently to develop them as individuals. We promote fair hiring practices as we implement new strategies to attract and retain the best employees. Our regional Human Resources and local management teams adhere to all state and federal employment laws, and our Affirmative Action/Equal Employment Opportunity Plan serves as the foundation for our hiring practices and employment policies. We designed our hiring process to identify candidates with a positive attitude and a strong aptitude for training. Our Operator training program provides the tools for new Operators to develop meaningful, rewarding careers and to provide valuable services to the community. Transdev’s Creative Recruitment Processes to Attract New Operators To combat the impact of national demand for Operators and a competitive hiring environment, Transdev has implemented new, creative recruitment methods. We identified innovative methods to attract the younger generation of transit professionals, and we are using the following strategies at operating locations throughout the U.S. to maximize mobile technology and attract as many applicants as possible. Transdev also targets our recruitment efforts to each specific community where we operate services. Our recruitment strategies may include the following:  Targeting users of the popular WAZE app (which includes GPS, maps, traffic alerts, and navigation) when vehicles are not in motion for local recruiting.  Geofencing to cast a wide net within a specific geographic boundary – we send push notifications to mobile devices about the job opportunity when a device enters the specified area.  Creating geographically targeted Google and Facebook ads using a deep data dive and search engine optimization (SEO) to push notifications to laptops or smartphones.  Implementing Text Apply, a straightforward process that gathers information, asks screening questions, sends information, and allows candidates to apply for jobs on their smartphones. We text links to schedule interviews, links to where to provide screening information, and automated interview reminders. Candidates may also text a keyword to a short code to complete an application.  Leveraging algorithms specific to our target market to promote open positions on Internet radio, including iHeart Radio, Pandora, and Spotify. Transdev continues to recruit through job posting websites, including www.Indeed.com. We use Indeed Easy Apply to simplify the application process for candidates using Indeed’s resume database. Candidates may click a button to apply and bypass our login registration. Their resume information is imported, and candidates fill out any incomplete fields in our hiring software, JobVite. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 73 Traditional Recruiting Practices While mobile and online recruiting are efficient, we still emphasize local recruiting, outreach, word-of-mouth, promoting from within, and print advertising.  Local Recruiting – Transdev collaborates with community organizations to attract employees, including Commercial Driver’s License (CDL) schools, churches, military bases, workforce development offices, the Urban League, the National Association for the Advancement of Colored People (NAACP), Job Corps, youth services offices, and Goodwill Industries.  On-Vehicle Recruiting – Transdev installs magnetic signs on Road Supervisor and relief vehicles that advertise “now hiring” with phone numbers and QR codes that link to job applications. We can also advertise directly on fleet vehicles, with your permission.  Employee Referrals – Employees enjoy working at Transdev and our culture. They promote their current jobs, and word of mouth attracts new hires.  Veterans Outreach – We post positions on online veteran job boards, including Armed Services Jobs, Save Our Veterans, Veterans Job Bank, the Department of Veterans Affairs, and the Work for Warriors Facebook page and website. We also send email blasts to members of these organizations’ databases. Local staff attend job fairs and partner with the TAPS officer on military bases.  Job Fairs – Our Human Resources team establishes relationships with local career agencies and attends local job fairs.  Developing Talent – We develop our talent and promote it from within. Many of our Managers began their transit careers as Operators and were promoted for their attitudes and abilities. Transdev learned that our employees want more opportunities for career development, so we increased our training and development budget, added new training for General Managers, and improved our internal job application webpage.  Apprenticeship Programs – Transdev partners with local training institutions to develop apprenticeship programs targeted for the next workforce generation. For example, in Phoenix, we partner with the Arizona Automotive Institute (AAI) to offer high school students the opportunity to participate in our Maintenance Apprenticeship Program.  Published Advertising – Transdev advertises on mainstream online job boards, including CareerBuilder, ZipRecruiter, JobCase, Glassdoor, Indeed, DMV websites, and Craigslist career portals. We also post vacant positions on the Transdev website and industry-specific boards, such as Transit Talent.com, and advertise in local newspapers and radio stations. Our applicant tracking system manages recruitment and ensures regulatory compliance. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 74  Shaker– We partner with this full-service recruitment agency for job postings, job market analysis, and employment consulting. The agency monitors our career website multiple times daily and uses automated advertising and AI to post job openings on various sites. Our internal marketing team and Shaker use search engine optimization (SEO) to further attract talent. Transdev also works with Shaker to send email blasts about job postings and to conduct job market analysis and employment consulting.  Facility Advertising – Transdev advertises job openings at each location, including on the Communications Board in the breakroom and banners at the front of the building.  Flyers – We email flyers to local Employment Development Department (EDD) offices, local colleges and universities, and behind-the-wheel Commercial driving schools, and distribute them to local businesses within a five-to-seven-mile radius of the service area. Examples include nail/beauty salons, barbershops, libraries, laundry mats, and trucking schools. Transdev hires employees who exhibit customer sensitivity, a positive attitude, and a commitment to safety. They must display integrity, be safety-conscious, and understand that seniors and individuals with disabilities have unique needs. Transdev will meet all City Operator requirements as outlined in the RFP and seek candidates with strong customer service skills, prior transportation experience, and familiarity with the service area. Successful Hiring and Retention Strategy – Regional Recruiters Transdev has Regional Recruiters on staff to assist our locations with successful hiring and retention in today’s competitive labor market. Having these dedicated recruiters with comprehensive training in identifying qualified candidates and increasing the success rate of recruiting campaigns has been invaluable throughout our operations. These Recruiters focus on building strong relationships with our location personnel to help define and implement targeted recruiting strategies. Depending on the strategy identified, they may:  Maximize job board postings and other hiring advertisements across a variety of mediums  Analyze candidate metrics and progression through the hiring process  Work with locations to ensure candidates are being screened in a timely manner  Provide Applicant Tracking System training and ongoing support to the team  Assist with making the workplace more attractive to potential candidates  Serve as Talent Advisors Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 75 Our Regional Recruiters also report weekly, monthly, and quarterly analytics as well as recruiting and hiring KPIs to our local management teams. They are in frequent contact with our local teams, either in-person or virtually, as needed to provide updates and manage recruiting campaigns. Regional Recruiters give Transdev a major advantage in ensuring our operations are either fully staffed or have a well-defined action plan to get there. Anticipated Turnover Rate With the improve labor agreement, we anticipate the Operator turnover rate for the operation to be 26%. Incentive Plans and Retention Strategies Our retention and incentive plans aim to increase employee engagement and underscore the importance of their roles within the organization. Our incentive plans focus on quantifiable safety, reliability, and customer service parameters, as well as observations and customer comments. We use the following retention and incentive programs for employees. Employee of the Month and Year Awards Transdev awards Employee of the Month and Employee of the Year at each location. Years of Safe Driving Program The Years of Safe Driving Program honors Operators who drive an entire year without an accident or injury – a truly remarkable accomplishment. Employee Appreciation and Team-Building Events We hold employee appreciation events throughout the year to show our gratitude and recognize the ongoing work of our teams. These often include a BBQ or food event, company swag, and recognition awards. In San Luis Obispo, we have an Anniversary and Birthday board. National Employee Appreciation Week Transdev's employees live our purpose every day. They empower passengers with the freedom to move using safe, reliable, innovative transportation solutions and serve the common good. We celebrate Transdev’s National Employee Appreciation Week during the last week of August each year. Events include distributing treats, snacks, and meals; decorating facilities with banners and posters; and sending employee messages throughout the day via in-vehicle tablets, radios, and email to recognize our employees' hard work and dedication, among other activities. Our corporate marketing team supports this important event by distributing banners, flyers, invitations, and templates to help our managers plan and promote events. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 76 Promoting from Within – Opportunities for Advancement Transdev promotes from within whenever possible. For example, a number of our senior operations leaders started their careers as Operators, including Operations Manager Paul Bolger. They progressively increased their responsibilities in their positions today. We encourage employees to apply and interview for jobs they are qualified for and interested in pursuing. Developing General Managers Program Transdev’s Developing General Managers Program is designed to prepare high-achieving Operations Managers, Assistant General Managers, and Safety Managers for General Manager roles. The program creates a bench of qualified candidates who are already trained and ready to step into a General Manager role when one becomes available. Participants must apply and be accepted to the program, and Senior Vice Presidents must approve candidates. The one-year program includes monthly online courses; a two-day, in-person training session; and a final in-person meeting for presentations and questions and answers with Transdev senior leadership. Training competencies include:  Managerial posture and self-awareness  Developing teams with impactful communications  Leading teams through challenges  Developing and leading high performance teams  Promoting health and safety Specific courses cover topics such as leading with emotional intelligence, giving feedback, and crisis management. During the in-person training, participants learn the skills they need from experienced General Managers. At the end of the program, each participant gives a formal presentation to practice public speaking and prepare for experiences such as speaking to a passenger advocacy group or a client board. Each participant also shadows a local General Manager, further familiarizing them with the role and its responsibilities. Custom Employee Wellness Programs Transdev has a variety of wellness programs, and we customize each program for our client partners. We encourage our teams to create contests to promote healthier living, such as walking contests, weight-loss competitions, community walkathons, and hiking or biking clubs. Monthly safety meetings include a 15-minute wellness segment, with topics based on current events, employee suggestions, and input from the City’s team members. Wellness topics include diabetes and sleep apnea awareness, healthy eating, first aid, stress management, exercise, community outreach, and financial health. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 77 Mobility Change Makers Program The Employee Mobility Change Maker program celebrates our employees who consistently provide excellent service to internal and external customers. The General Manager nominates employees for this award; they receive a certificate and are recognized on our internal employee website. Employee Learning and Professional Development In addition to our standard training programs for all employee roles, Transdev supports ongoing skills development through a range of learning programs and training opportunities. We aim to retain motivated, engaged employees and help them gain new skills to grow into leadership roles. Our training programs include the following: New to Transdev – All new employees participate in this two-hour segment that introduces Transdev’s values and our focus on passengers. The course includes information on Transdev and our services, how to recognize and overcome bias, and customer service fundamentals. New Professional Role – Employees who have moved into an office or professional role participate in two and a half hours of courses to expand their understanding of this new environment. Topics include time management essentials, receiving and seeking feedback, building better relationships, overcoming imposter syndrome, and dealing with stress and pressure. New to Management – Employees that have moved into a management role for the first time receive six to 10 hours of training on topics including time management essentials, receiving and seeking feedback, how to build better relationships, how to overcome imposter syndrome, dealing with stress and pressure, leadership foundations, developing and leading high- performing teams, and impactful communications, among other topics. Advancing in Management – This training course is for employees who have served in a management role for at least six months. It includes classes that teach management skills, self- awareness, effective team development, leading teams through challenges, and developing and leading high-performing teams. Developing General Managers Program – This program prepares high-achieving Operations Managers, Assistant General Managers, and Safety Managers for General Manager roles. Participants must apply and be accepted to the program, which includes online training, a two- day in-person training, and a final in-person session for participants to conduct a presentation and for leaders to answer questions. General Manager (GM) Onboarding – This training supports newly hired and newly promoted General Managers. Subject matter experts facilitate training throughout 15 sessions. The program introduces Transdev and defines the critical functional areas where a General Manager must be effective. Safety and Training Manager Onboarding – Transdev provides special training and mentor opportunities for the safety management team. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 78 Mentor@Transdev – This one-year mentorship program for women provides opportunities for professional growth and development, offers foundational management skills, and reinforces supervisor fairness in decision-making. The curriculum includes self-paced learning opportunities, monthly mentor and group meetings, strength-finders tests and follow-up analysis, membership to one of three transportation associations, and a capstone project at the end of the program. Learning Management System (LMS) – Transdev offers all employees short webinars, articles, and podcasts on current topics, including software systems, motivation, and management. The LMS includes training in hundreds of subjects. Examples include ADA overview, workplace harassment prevention, data security, a guide to effective meetings, motivating your team, and avoiding burnout. Any of our team members can access the LMS. Compliance Training – All Transdev employees receive annual compliance training on workplace harassment prevention, and all Transdev employees with a company email address receive yearly data security training. Managers and above receive training on ADA, HIPAA, the Family and Medical Leave Act, and combating corruption. Retention Assumptions Based on the recently negotiated collective bargaining agreement, which includes enhanced wage rates and benefits, Transdev assumes improved recruitment and retention outcomes for the workforce over the contract term. These market-competitive compensation improvements are expected to strengthen applicant flow, reduce turnover, and support the timely hiring and retention of qualified employees, including the additional maintenance technicians required to meet service, fleet, and performance requirements. 30. Unionized Workers 30. 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. Transdev values its continued partnership with Teamsters Local 986 and has a long, positive history of working collaboratively with unionized employees in this market. This partnership is grounded in mutual respect, open communication, and a shared commitment to safe, reliable, and high-quality transit service. Most recently, Transdev and Teamsters Local 986 successfully negotiated and finalized a new Collective Bargaining Agreement (CBA) that extends through 2029, providing long-term labor stability for the contract. This agreement supports competitive wages, benefits, and clear work rules, enabling Transdev to attract and retain a skilled, experienced workforce. We anticipate that this strong labor-management relationship will continue to benefit the community by promoting stable employment, operational continuity, and consistent, dependable service throughout the contract term. We are pleased to include a letter of support from the Teamsters Local 986 in the Appendix. Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 79 31. California Labor Code Sections 1070-1074 31. 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). Transdev affirms that we will continue to comply fully with California Labor Code Sections 1070– 1074 and all other applicable state and local labor requirements. In accordance with these provisions, Transdev is committed to the continued retention of its existing employees, ensuring continuity of service, preservation of institutional knowledge, and stability for the workforce. By honoring these labor protections, Transdev supports a smooth continuation of operations, maintains a skilled, experienced team, and reinforces its commitment to fair employment practices that benefit employees, passengers, and the community it serves. G.7 Reporting During my tenure, I have found Transdev (and its earlier companies) consistently able to provide stability, ongoing high-quality services, qualified personnel, outside expertise, and other resources that have kept our buses on the road and put us in the forefront in innovation. Organizational depth is something that is not considered as significantly as it should be. No matter what we have challenged Transdev with, they have always been able to reach deep into their treasure chest of personnel and resources to bring us what we want; namely, stability, innovation, and endurance. Yolo County Transportation District (YCTD)G. 7 - Reporting Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 80 G. 7 – Reporting 32. Sample Reports 32. 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. We have provided a sample operational report in the Appendix. Transdev can adapt our reporting format once the new Connexionz transit software has been implemented. 33. NTD Reporting 33. 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. Transdev maintains a database of all accident/security incidents in accordance with FTA reporting guidelines and provides monthly National Transit Database (NTD) reports to the City. In addition to NTD requirements, Transdev uses our Power BI tool to provide information to support trend analysis. We will submit reports annually or as required. We recognize our obligation to comply with FTA requirements for non-financial reporting, including operating miles and hours, safety, security, and maintenance information. We provide trip sampling that follows NTD requirements for services and use actual performance for fixed route. Our sampling method has been certified through an independent audit. 34. Accident/Incident Process 34. 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. As an organization committed to safety, we aim to prevent accidents from happening in the first place. But when they do occur, we have protocols to handle them appropriately. Above all, we want to ensure that everyone involved stays safe and, if anyone is injured, receives the medical attention they need. We also want to minimize inconvenience for passengers. “I am very pleased to share with you that, for the second consecutive Triennial Review (2022 & 2025), CATA received zero findings or deficiencies. On behalf of Brad and the entire CATA team, thank you for your continued support and assistance in providing great service to our public. It is much appreciated, and I know how hard your team in Lansing worked to help us achieve this accomplishment that we all can be proud of.” - Capital Area Transportation Authority Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 81 From beginning to end, we manage accidents and incidents thoughtfully and thoroughly, focusing on four things:  Responding quickly and appropriately  Investigating to learn what happened, which includes accurate documentation  Reporting the details to everyone who needs to know  Analyzing if the accident was preventable and if retraining is necessary Each team member has distinct responsibilities when an accident or incident occurs. The Operations, Safety, and Maintenance Departments work together to coordinate our response with the City and emergency personnel and minimize passenger disruption. Operator Responsibilities  In the event of an accident or incident, the Operator will stop the vehicle and notify Dispatch immediately. They do this if the vehicle collides with or comes into contact with any object or pedestrian, regardless of how slight the accident is or whether damage occurs.  Managers are issued a Critical Incident Protocol card that defines a critical incident and provides information on the required protocols and telephone contact information.  Operators must remain at the scene of an accident and may not move the vehicle until released by the proper authority. Operators take action to keep passengers and other involved parties protected from further injury.  Operators involved in an FTA-reportable accident must undergo post-accident drug and alcohol testing, as appropriate. Dispatcher Responsibilities  Dispatch staff will determine the accident's severity and notify the appropriate emergency, fire, and police authorities.  Dispatch staff will notify the appropriate Road Supervisor. Depending on the severity, the Safety and Training Manager and/or General Manager may also respond.  Dispatchers will track Transdev’s accident response and communicate with first responders, as necessary. Transdev Responder Responsibilities The Road Supervisor and appropriate individuals travel to the scene and conduct a thorough accident investigation, which includes:  Speaking to passengers and recording their statement  Taking photos of the scene  Interviewing witnesses and the Operator  Talking to law enforcement officials  Relaying information back to the local Managers Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 82 City Notification In the event of a major accident and/or an injury, we will notify the City as required and provide all the details we know. As we learn more information and take appropriate actions, we provide updates. We report any incidents of misconduct to the City in writing within the required period. If the incident involves an injury or accident, we will provide a written report on the day it occurs. Accident Report The Road Supervisor will complete a thorough Vehicle Accident Report, which will:  Include the necessary forms, photographs, and statements, which will be uploaded into our shared safety database WebRisk.  Be completed and submitted in the timeframe required.  Include comprehensive information about the accident and the Operator involved, other vehicle(s), passenger conditions, and witnesses to the accident. Root Cause Determination and Post- Accident Training Our Safety and Training Manager conducts a thorough investigation to determine the root cause of the accident. During this analysis, the Manager reviews camera clips, rereads interviews with law enforcement officials, passengers, and the Operator, and creates a mitigation plan. We provide post-accident training for employees involved in preventable accidents, tailored to address the root cause. Employees must complete post-accident training before returning to driving duties. Sample Forms We have included sample accident/incident process reports and forms in the Appendix. Appendix We highly recommend Transdev as a strong, dependable, and competent partner for our public transportation program. Transdev’s quality of work and customer service consistently meets or exceeds our high standards and expectations of contractors. Transdev places high priority on passenger satisfaction and their management and corporate staff are knowledgeable, professional and responsive to our needs. Central Ohio Transit Authority (COTA)Appendix Proposal to Provide the City of San Luis Obispo Transit Operation and Maintenance Services 83 Appendix  Financial Statements (Uploaded separately)  Sample Preventive Maintenance and Inspection Forms  Certificate of Insurance  Operator Training Curriculum  CA Labor Code 1070 Information  Teamsters Local 986 Letter of Support  Sample Operational Report  Sample Accident/Incident Reporting Forms Sample Facilities and Equipment Plan 8 MONTHLY SHOP SAFETY INSPECTION DATE:__________________ PASS FAIL 1 A OSHA-3165 POSTER DISPLAYED? B OSHA-300 INJURIES & ILLNESS LOG UP-TO-DATE? NOTE: FAILING ITEM 1 WILL RESULT IN AUTOMATIC FAILURE OF THE ENTIRE INSPECTION! 2 A ARE SAFETY MEETINGS HELD MONTHLY? B ARE THE MEETING MINUTES ON FILE? C IS SAFETY & HEALTH TRAINING DOCUMENTED? 3 A EMERGENCY ACTION PLAN IN PLACE AND REVIEWED SEMI-ANNUALLY? B EMERGENCY TELEPHONE NUMBERS POSTED CONSPICUOUSLY? 4 A ALL ELECTRICAL CORDS IN GOOD CONDITION? B ELECTRIC TOOLS AND APPLIANCES PROPERLY GROUNDED? C ALL SWITCH BOXES TIGHTLY CLOSED, WITH UNOBSTRUCTED ACCESS? D SWITCH BOXES AND INDIVIDUAL SWITCHES LABELED FOR PURPOSE? E FUSE/BREAKER BOXES PROPERLY GROUNDED? 5 ALL PORTABLE LIGHTING EQUIPPED WITH GUARDS AND FREE OF COMBUSTIBLE MATERIAL? 6 ALL EXITS PROPERLY IDENTIFIED, ILLUMINATED, AND UNOBSTRUCTED? 7 A ARE FIRE EXTINGUISHERS OF PROPER TYPE AND NUMBER? B ARE FIRE EXTINGUISHERS PROPERLY MOUNTED AND ACCESSIBLE? C ARE EXTINGUISHERS INSPECTED MONTHLY AND NOTED ON TAG? D ARE EXTINGUISHERS INSPECTED REGULARLY BY AUTHORIZED VENDOR? E ARE EMPLOYEES TRAINED IN PROPER USE? DOCUMENTATION ON FILE? 8 A EMERGENCY EVACUATION PROCEDURES POSTED? B FIRE DRILLS CONDUCTED PERIODICALLY? C FIRE ALARM SYSTEM TESTED ANNUALLY? 9 A ARE "NO SMOKING" SIGNS POSTED? B IS SMOKING PERMITTED IN DESIGNATED AREA/S ONLY? CONFIDENTIALLLD SEMI-ANNUALD SEMI-ANNUAL NSPICUOUSLY?SPICUOUS ION? ION OPERLY GROUNPERLY GROU D, WITH UNOBSD, WITH UNOBS WITCHES LABEWITCHES LABE RLY GROUNDEDRLY GROUND G EQUIPPED WG EQUIP RIAL? ? ROPERLY IDENTOPERLY IDENT RE EXTINGUISE EXTING E EXTINGUE EXTING GUISGUIS Sample Facilities and Equipment Plan 9 10 IS AUTOMATIC SPRINKLER SYSTEM IN PLACE: A ARE CONTROL VALVES AND WATER PRESSURE CHECKED WEEKLY? B IS CONTROL VALVE LOCKED OPEN? C IS ANNUAL 3RD-PARTY INSPECTION PERFORMED AND DOCUMENTED? D ARE SPRINKLER HEADS PROTECTED AND MINIMUM CLEARANCES MET? 11 A ARE ALL TRASH CANS COVERED WITH APPROVED TOPS? B ARE THOSE USED FOR OIL- OR PAINT-SOAKED WASTE EMPTIED DAILY? C IS AN APPROVED SPILL KIT READILY AVAILABLE? D IS ALL TRASH PROPERLY DISPOSED (GENERAL HOUSEKEEPING)? 13 A ALL FLOOR OPENINGS (PITS) EQUIPPED WITH TOEBOARDS AND RAILINGS, OR A FLOOR HOLE COVER? B FLOOR LOAD CAPACITIES POSTED FOR LOFT/S AND STORAGE AREAS? C STAIRWAYS IN GOOD CONDITION, UNOBSTRUCTED, STANDARD RAILINGS? 14 ARE PORTABLE LADDERS IN GOOD CONDITION / MEET INDUSTRIAL CODE? 15 ARE MACHINE GUARDS IN PLACE WHERE REQUIRED? 16 IS COMPRESSED AIR FOR CLEANING LIMITED TO 30 PSI? 17 GAS CYLINDER STORAGE: A ARE CAPS IN PLACE? B ARE OXYGEN AND ACETYLENE CYLINDERS SEPARATED AT LEAST 50 FT? C ARE CYLINDERS SECURED AGAINST ACCIDENTAL FALLS? 18 A ARE GRINDING WHEELS IN GOOD CONDITION? B ARE TOOL RESTS SET TO WITHIN 1/8" OR LESS OF WHEEL? C IS EYE PROTECTION AVAILABLE? 19 A ARE TECHNICIANS' HANDTOOL SETS SPOT-CHECKED QUARTERLY FOR REQUIRED TOOLS AND CONDITION? B IS COPY OF ANNUAL HANDTOOL CHECK FOR ALL TECHNICIANS ON FILE? 20 WELDING & FLAME CUTTING OPERATIONS/EQUIPMENT: A ARE PERSONNEL TRAINED AND TRAINING DOCUMENTED? IS PROTECTIVE CLOTHING AND EQUIPMENT PRESENT AND IN USE? B C IS FIRE EXTINGUISHER/S PROVIDED AT WELDING SITE? AILINGS, AIL LLAGE AREAS? AREAS? NDARD RAILINGNDARD RAI MEET INDUSTREET INDUST E REQUIRED? REQUIRED? NG LIMITED TONG LIMITED TO : CETYLENE CYLCETYLENE CY SECURED AGAINCURED AGA DING WHEELS IDING WHEELS OL RESTS SET OL RESTS SET PROTECTIONPROTECTI Sample Facilities and Equipment Plan 10 21 A ARE ALL FLAMMABLE LIQUIDS STORED IN PROPER CONTAINERS, LABELED, AND STORED IN PROPER CABINETS? B ARE ONLY COMPATIBLE ITEMS STORED TOGETHER? 22 FORKLIFTS: A ARE ALL OPERATORS PROPERLY TRAINED W/DOCUMENTATION? IS WEIGHT CAPACITY POSTED ON VEHICLE? B C IS ALL SAFETY EQUIPMENT (HORN, ETC) OPERATIONAL? D ARE MAINTENANCE RECORDS ON FILE AND UP TO DATE? 23 A IS NAME AND CONTACT INFO FOR NEAREST EMERGENCY CARE FACILITY POSTED? B ARE ONE OR MORE EMPLOYEES TRAINED IN FIRST AID, WITH TRAINING DOCUMENTED AND RE-CERTIFIED AS NECESSARY? C ARE FIRST AID AND BIO-HAZARD SPILL KITS READILY AVAILABLE AND PROPERLY STOCKED AND MAINTAINED? 24 A ARE PROTECTIVE GOGGLES/SHIELDS/APRONS PROVIDED? ARE QUICK FLUSH WATER FACILITIES AVAILABLE AND OPERATIONAL? B C ARE APPROVED RESPIRATORS PROVIDED AND USED WHERE REQUIRED? ARE SIGNS POSTED IN HIGH NOISE LEVEL AREAS? D 25 A ARE UP-TO-DATE MATERIAL SAFETY DATA SHEETS AVAILABLE ON SITE? B IS THE RIGHT-TO-KNOW PROGRAM REVIEWED AND UPDATED ANNUALLY? C ARE ENERGY CONTROL PROCEDURES (LOCK-OUT/TAG-OUT) IN PLACE? 26 A IS BLOODBORNE PATHOGEN TRAINING PERFORMED AND DOCUMENTED? B ARE DESIGNATED FIRST-AID PROVIDERS PROPERLY TRAINED AND GIVEN NECESSARY PERSONAL PROTECTIVE EQUIPMENT? 27 FACILITY INSPECTION A COMPLETE AND ATTACH FACILITY INSPECTION CHECKLIST CONFIDENTIALACILITY ACIL ITH TRAINING TH TRAINING LY AVAILABLE ALY AVAILABLE A /APRONS PROVAPRONS PROV ES AVAILABLE AES AVAILABLE A PROVIDED ANDPROVIDED AN NOISE LEVEL AROISE LEVEL AR ERIAL SAFETY RIAL SAF NOW PROGRAMNOW PROGRAM ONTROL PROCEONTROL PROCE DBORNE PATHODBORNE PATHO ESIGNATED FIRSIGNATED FIR SARY PERSOARY PER Sample Facilities and Equipment Plan 12 Transit System Monthly Facility Inspection check list NAME:_______________________________DATE:___________ ITEM DESCRIPTION COMPLETED FOLLOW UP NEEDED PARTICULATE TRAP CLEANER Check Electrical Connections Clean out Vacuum SEFAC TRANSMISSION JACK Check electrical connections Fill Lube tube Check for stress cracks Check Gap Adjustment on lift nut SEFAC LIFTS Check for proper operation Check gap adjustment on Lift Nut Check electrical connections Check lube cups COATS TIRE CHANGER Lube all moving parts Check for loose bolts Check air Chucks and connections Check Electrical Connections Check for damage to doors, latches, windows, etc. COATS TIRE BALANCER Lube all moving parts Check for loose bolts Check air Chucks and connections Check Electrical Connections Check for Cracks or damage to machine COATS TIRE INFLATER Lube all moving parts Check for loose bolts Check air Chucks and connections Check Electrical Connections Check for Cracks or damage to machineCse bose boCONFIDENTIAL LLAALAALIAIAIATIAIATIINTNNTENENENENENDEEDEEIDFIDFIconnectionsnectionsNFnnectionsectionsNFge to doors, latce to doors, ONCOTIRE BALANCRE BALANCCOoving partsoving parCCC Sample Facilities and Equipment Plan 13 BUS WASHER Lube Brush bearings and rollers Flush and clean filter Check for cracks Check for broken or missing bolts TRANSIT MAINTENANCE FACILITY Complete monthly safety inspection FARE BOX VAULT Check Door for proper operation Lube all moving parts Check for loose bolts FORKLIFT Check all fluids Check for cracked or chaffed hoses Check for proper operation of all controls Lube all necessary parts Check for leaks SHOP AIR COMPRESSOR Check belt condition and tension Check all electrical connections Check oil level CONFIDENTIALLLAALAALIAIAIATIAIATIINTNNTENENENENENDEEDEEs IDFIDFI Sample Facilities and Equipment Plan 14 Transit System Weekly Facility Inspection check list NAME:_______________________________DATE:___________ WEEKLY INSPECTION ITEMS COMPLETED FOLLOW UP NEEDED MAINTENANCE BLDG CNG SENSOR Check for proper operation Check for Calibration date MAINTENANCE BLDG FIRE SPRINKLER Check for proper gauge reading Is control Valve locked open STEAM CLEANER Check for proper operation Check for leaks Check for cracked or chaffed hoses Check all fluids CONFIDENTIALLALALATTIANTNTNTNTNTNNENEEDEs DEDEDDID Sample Facilities and Equipment Plan 15 Transit System Annual Pm check list NAME:_______________________________DATE:___________ EQUIPMENT COMPLETED FOLLOW UP NEEDED FORKLIFT Change oil and filters Change air filter Change hydraulic fluid Check brakes Check chains for wear Tune up if necessary SHOP AIR COMPRESSOR Replace belt as needed Clean filter mats Change oil and filter Clean or replace air filters BUS WASH Change oil Remove and clean vent Grease bearings CONFIDENTIALLLALAATIATIATIATIATIANTTNTNENEEDEDEDEDDIDDFIDFNFNFON Shift Pass-Down ReportShop Cleanliness:“Place a check ;;in the dialog box below when the areas have been inspected and accepted”.…Ensure that all tools are cleaned and returned to their designated areas. …Shop floors, workbenches and common areas clean of debris, spills, cores and parts.…All containers (i.e. funnel drums, drain pans and trash cans) are emptied. Work in Progress:9The outgoing supervisor will provide a walk through with the incoming supervisor, briefing them on the current status of the work in progress.9The outgoing supervisor must ensure that all work orders are completed, i.e. parts charged out and inspections/repairs completely filled out.9The incoming supervisor must be ready to brief their shift with work assignments and expectations.NOTE:If you accept the shop with the items listed not achieved, you will be responsible for ensuring they are completed before your tour of duty ends.Shift AssignmentsLocation Bus # MechanicBay 1Bay 2Bay 3Bay 4Bay 5Bay 6LOTRoad CallDescription of Defect and/or Repairs#Open work orders at beginning of shift __________ # Completed work orders at end of shift__________Total Vehicles out of service_________All parts charged to work orders completed _________All labor charged to completed work orders_________Comments/Incidents: __________________________________________________________________________________________________________________________________________________________________________________________Signature: ______________________________________________ Date: ______ ____________________ BUS # Status Location W/PARTS DATE Target PM DUE "ETA"IN SHOP Repair Date DESCRIPTION OF WORK 1 Shift 2 Shift 3 Shift ABCD 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 TOTAL O/S EQUIPMENT:____________________________W/P - WAITING PARTS TOTAL BUSES W/P:_______________________________F/R - FOLLOW UP REPAIRS DATE:O/S - OUT OF SERVICE Form VT-2 (12/2012) MECHANIC Daily Shop LOGShop Work Log Shift Pass-Down ReportShop Cleanliness:“Place a check ;;in the dialog box below when the areas have been inspected and accepted”.…Ensure that all tools are cleaned and returned to their designated areas. …Shop floors, workbenches and common areas clean of debris, spills, cores and parts.…All containers (i.e. funnel drums, drain pans and trash cans) are emptied. Work in Progress:9The outgoing supervisor will provide a walk through with the incoming supervisor, briefing them on the current status of the work in progress.9The outgoing supervisor must ensure that all work orders are completed, i.e. parts charged out and inspections/repairs completely filled out.9The incoming supervisor must be ready to brief their shift with work assignments and expectations.NOTE:If you accept the shop with the items listed not achieved, you will be responsible for ensuring they are completed before your tour of duty ends.Shift AssignmentsLocation Bus # MechanicBay 1Bay 2Bay 3Bay 4Bay 5Bay 6LOTRoad CallDescription of Defect and/or Repairs#Open work orders at beginning of shift __________ # Completed work orders at end of shift__________Total Vehicles out of service_________All parts charged to work orders completed _________All labor charged to completed work orders_________Comments/Incidents: __________________________________________________________________________________________________________________________________________________________________________________________Signature: ______________________________________________ Date: ______ ____________________ BUS # Status Location W/PARTS DATE Target PM DUE "ETA"IN SHOP Repair Date DESCRIPTION OF WORK 1 Shift 2 Shift 3 Shift ABCD 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3 TOTAL O/S EQUIPMENT:____________________________W/P - WAITING PARTS TOTAL BUSES W/P:_______________________________F/R - FOLLOW UP REPAIRS DATE:O/S - OUT OF SERVICE Form VT-2 (12/2012) MECHANIC Daily Shop LOGShop Work Log DESTINATION SIGN PMI WORK ORDER Emp #: WORK ORDER NUMBER: VEHICLE NO: MILEAGE: PM TYPE: 6 month PMI Start PMI Completion Technician Info Date: Time: Date: Time: Name: EVERY 6 MONTHS Code Emp # 1 Inspect both front and side signs for proper operation 2 3 4 5 6 7 8 9 10 11 Employee Number been explained to my supervisor and are recorded on the PM Follow-Up form attached to this inspection form. Check destination sign lighting for proper operation. Clean all trash, dust, and debris from sign compartment SIGN INSPECTION Check driver display and control unit for proper operation Clean inside of destination sign glass Check all cables and wiring for wear, fraying, and proper clamp and routing Inspect sign housing for damage, cracks, loose mounting hardware Run test sign code and four other run codes to determine proper operation Check sign door for proper fit. Check all latches for proper adjustment and damage Inspect all hinges for possible defect Maintenance Supervisor Date Inspecting Mechanic's signature Date I certify that I have reviewed this job and accompanying paperwork and have attached a copy of the PM Follow-Up Form as required. ___________________________________________ ___________________________________________ I certify that I have completed all tasks indicated on this inspection form. Any exceptions or defects have HVAC Inspection Date: ________ Form VT-4 (12/2012) 1OF 4 Unit No: _________ Miles: ________________ W/O #: ____________ Mechanic #: ______ Inspection Time: _____hrs. Repair Time: _____hrs. PM Inspector: x Inspect the vehicle using the checklist. x Check the appropriate Pass or Fail box for each inspection. x Describe defect identified in provided box below. x Describe work performed in corrective action box below. Procedure Expectation: This PMI procedure has been designed to ensure reliable vehicle operation under all operating and environmental conditions. All tasks must be completed according to the standards of this procedure. Defects Identified Item #Defect Description Corrective Action Mechanic # HVAC Inspection Date: ________ Form VT-4 (12/2012) 2OF 4 ________ Task Standard Mech. # 1. Review recent post-trip reports and coach maintenance history for HVAC system defects and repairs (all coach models). Any defect identified in a post-trip report must be properly diagnosed and repaired before proceeding with this inspection. Manufacturer diagnostic and trouble shooting guides are to be used when applicable. System should be checked for activity or inactivity codes. Refer to maintenance manual. PF 2. Remove all A/C access panels (interior and exterior). Inspect all system components for signs of refrigerant or system leaks. All lines, controls and system components are dry with no oil or dampness. Receiver tank, connections and sight glass are dry with no leaks. Check for leaks using spray bottle and soapy water or electronic leak detector. If refrigerant leak is identified, repair before proceeding with inspection. All repairs are made using manufacturer procedures and specifications. Refer to maintenance manual. PF 3. Clean all evaporator, condenser coils and receiver tank where possible. Inspect condition of coils. Replace all HVAC return air filters. Use proper coil cleaner. All components are free of dirt. Do not get electrical components and controls wet, as this may result in damage to specific items. Coil fins are straight and in good condition. Bent fins are straightened using a proper fin repair tool. Attempt to clean filters, replacing them if the material has deteriorated. PF 4. Replace all motor brushes (if possible), including evaporator, condenser and driver defroster and evaporator. Inspect armature condition if possible. Check maintenance history for excessive brush usage. Replace motor if usage is high. Inspect blower squirrel cages. Verify that condenser fan guards are in place. Before removing old brushes, use a bedding stick to clean armatures if possible. Surface is free of excessive pitting. Armature shows no dark discoloration or signs of excessive heat. Operate system if brushes have been replaced to observe brush-to-armature contact if possible. No excessive sparking or brush movement when motor is energized. All cages are free of dirt and securely attached. No bent or missing fins. Replace cage if any fins are bent or damaged. Fan guards are in good condition and properly attached. PF 5.Verify condition of all A/C compressor wiring. All connections are securely attached. Wires and harness are in good condition, free of excessive dirt and corrosion. Wires and harness are insulated properly. PF HVAC Inspection Date: ________ Form VT-4 (12/2012) 3OF 4 ________ 6. Inspect A/C compressor for oil or refrigerant leaks and cleanliness. Compressor is free of dirt. High/low pressure lines and manifolds are dry, without leaks. Compressor seal is dry, without oil or leaks. Check for leaks using spray bottle and soapy water or electronic leak detector. Make any necessary repairs before proceeding with inspection if any leaks are identified. All repairs are made using manufacturer procedures and specifications. Refer to maintenance manual. PF 7.Change compressor oil and perform acid test. Carrier compressor oil level is 1/2-7/8 height in sight glass. TK compressor oil level is 1/4-1/2 height. Take corrective action if acid is detected. Refer to maintenance manual. PF 8.Verify that A/C compressor is mounted properly. Compressor is mounted securely. Mounts are in good condition, with no torn bushings and all fasteners securely attached. PF 9. Verify compressor belt condition. Check for properly adjustment and verify proper function of adjustment mechanisms. Belt is free of excessive cracks or tears. Belt is adjusted according to manufacturer specifications. Replace belt if it has not been replaced in the last six months. Mechanisms are lubricated and work properly. PF 10.Verify A/C compressor clutch air gap. Carrier compressor specification: 0.30-0.60. TK compressor specification: 0.40-0.50. PF 11.Change dehydrator- strainer. No dryer leaks after completing change. Verify absence of temperature difference between inlet and outlet. PF 12. Connect A/C gauges at compressor. Note ambient and interior temperatures. Energize HVAC system and operate for 15 minutes. Verify system functions properly. After system has operated for 15 minutes record system pressures at idle and full throttle. Idle Readings Full Throttle Suction PSI _________ __________ Discharge PSI_________ __________ No frosting on suction line or compressor. Line is cool, and may sweat depending on humidity. Discharge line is warm or hot. PF 13. Verify refrigerant condition at liquid line of moisture indicator. Refrigerant should be clear with no discoloring. A green tint indicates moisture in the system. Refer to the manufacturer’s manual for appropriate corrective action. Complete 14.Verify refrigerant level at receiver tank sight glass. Refrigerant should be at center of sight glass. If additional refrigerant is necessary, the system has leak which must be repaired. PF 15. After 45 minutes of operation. verify proper system functions. Check set point and reheat function. Verify that heater core gate valves are open. Suction PSI ________ Discharge PSI________ Temperature inside coach _________ Temperature inside outlet _________ Return duct temperature _________ Set point range 68 to 70 degrees. PF HVAC Inspection Date: ________ Form VT-4 (12/2012) 4OF 4 ________ 16.Document work orders and repairs in RTA. Submit completed paperwork to shift supervisor. PF Mechanic Signature/#: ______________________________ Date: _____________ Supervisor/Foreman Signature: _______________________ Date: _____________ Wheelchair Lift Inspection Date: ________ Form VT-5 (12/2012)1OF 2 Vehicle #: ______________ Miles: _________________ W/O No:__________________ Mechanic #: _____________ Inspection Time: __________hrs. Repair Time: __________hrs. PM Inspector: x Inspect the vehicle using the checklist. x Check the appropriate Pass or Fail box for each inspection. x Describe defect Identified in provided box below. x Describe work performed in corrective action box below. Procedure Expectation: PMI procedure has been designed to ensure the vehicle operates at a high level of reliability until next PMI interval. All tasks must be completed and brought to written standards of the program. Defects Identified Item No.Defect Description Corrective Action Mechanic No. Wheelchair Lift Inspection Date: ________ Form VT-5 (12/2012)2OF 2 Task Standard Pass/Fail Mech. # 1.Clean all lift/platforms. Cleaning should include any portion of lift that is exposed to surface and road dirt. Cleaning is to be conducted in wash bay or steam clean area. All surfaces free of dirt mud etc. Cleaning requirement include all lift components and WC pump/motor control compartment. Pass Fail 2.Operate lifts a minimum of 5 times. Verify all operator control switches are operational and secure. Lift should operate smoothly with out hesitation. Identified defects are to be repaired before proceeding with remainder of inspection. Pass Fail 3.Verify that all associated lights and audible alarms are operational while lift is functioning If applicable hazard lights should be energized when lift is functioning. As well step and outside courtesy lighting. Pass Fail 4.Inspect all sensitive edges and mats. Verify safety systems are operational Switches must function as designed. Brake interlock and throttle knock out must be operational. If either system is not functioning refer to manufacturer’s technical manual for proper diagnostic procedure. Pass Fail 5.Verify integrity of lift platform and floor covering Cover must be in good condition and properly attached. Any flooring that is loose, any platform frame that has excessive rusting or deterioration is unacceptable. Pass Fail 6.Verify condition of all drive gears, hydraulic cylinders, slave arms, hinges and associated hardware. All components in good working condition. No excessively worn items are acceptable. All itemed mounted properly, hinges are not worn with excessive play. Pass Fail 7.Check adjustments on any belt or chain drive the unit may have. Refer to manufacturer technical manual for specification. Belts/chains are to be adjusted to spec. Belt/chain condition is to be verified as acceptable. If belt/chain condition prohibits proper adjustment the applicable parts must be replaced. Pass Fail 8.Verify condition of all guide rails, guide blocks, channels and stow latches/mechanisms. All components properly attached and aligned. Rails and channels free of dirt and not bent or spread out of specification. All latches/mechanisms properly adjusted, operate without hesitation or sticking. Refer to appropriate manufacturer technical manual for specifications. Pass Fail 9.Verify condition and proper adjustment of all limit and proximity switches. All switches are properly attached and adjusted. Refer to appropriate technical manual for specification on adjustment and operation. Pass Fail 10.Verify condition of all wiring and harnesses associated with wheelchair lift systems. All wiring/harnesses and switch connections properly secured. No corrosion at any terminal or connection is acceptable. No split or missing insulation is acceptable. Pass Fail 11.Lubricate all points that require lubrications: Gears, chains, hinges, pivot points etc. All lubricate is to be performed within the manufacturer guidelines. If any lubrication point is equipped with a grease fitting, the fitting must be cleaned prior to lubrication. Pass Fail 12.Inspect hydraulic system, to include pumps, cylinders, control valves and all lines. If applicable change hydraulic system filters and fluid (FLUID MUST BE CHANGED IF DIRTY) Hydraulic reservoir full of fluid. Reservoir is dry with no signs of leakage. All components properly attached, no loose or missing fasteners is acceptable. All components must be dry, no hydraulic leaks are acceptable. All items are clean and free of excessive dirt. After filter change, operate system and verify there are no fluid leaks. Pass Fail 13.Operate lift 2 times. Perform weight limit test. Lift should operate smoothly without hesitation. Pass Fail 14.Verify condition of wheelchair restraints. All components of restraint systems must be cleaned. Restraints must be properly attached, latch mechanism operate properly without any sticking. Restraints must completely retract, and be free of dirt. All components free of dirt. Pass Fail 15.If equipped verify that manual operation of lift can be performed. No missing components. System should function as designed. Pass Fail Mechanic Signature & No.: ____________________________ Date: ___________________ Supervisors/Foreman’s Signature: _______________________ Date: ___________________ Brake/Wheel/Tire Safety Inspection Checklist Vehicle No. W/O No. Mechanic Name & No: Brake Throw Document defects and/or adjustments below: Size Max Throw 20 1 ¾” 24 1 ¾” 24L 2” 30 2” 36 2 ¼” Steering Wheel Free Play Wheel Size Max Play 16” 4 ¼” 18” 4 ¾” 20” 5 ¼” 22” 5 ¾” Tire Tread Depth Minimum tread depth is 4/32” Brake Efficiency Test Results Test # Speed Distance Average ‘G” Time Distance from 20 (mps) 1 2 3 Supervisor/QC Inspector’s Signature:_________________________ Date:______________Form VT-6 (12/2012) Brake Throw Document defects and/or adjustments below: Size Max Throw 20 1 ¾” 24 1 ¾” 24L 2” 30 2” 36 2 ¼” Steering Wheel Free Play Wheel Size yMax Play 16”4 ¼” 18”4 ¾” 20”5 ¼” 22”5 ¾” Tire Tread Depth Minimum tread depth is 4/32” Brake Efficiency Test Results Test #Speed Distance Average ‘G”Time Distance from 20 (mps) 1 2 3 1. Drums 2. linings 3. Push Rod Travel 4. Cam Position/Rotation 1. Drums 2. linings 3. Push Rod Travel 4. Cam Position/Rotation Pass Fail 1. 2. 3. ___________" 4. Pass Fail 1. 2. 3. _____________ 4. Wheel Torque Check (All Wheels) __________________ Front Tread Depth: PSI = Front Tread Depth: PSI = Pass Fail 1. 2. 3. _____________ 4. Pass Fail 1. 2. 3. _____________ 4. Center Inner Outer Tire Tread Depth PSI : Rear Inner Outer Tire Tread Depth PSI : Pass Fail 1. 2. 3. _____________ 4. Pass Fail 1. 2. 3. _____________ 4. Center Inner Outer Tire Tread Depth PSI : Rear Inner Outer Tire Tread Depth PSI : Note:Document Measurement & Readings below. For inspection items such as drums, cams & linings, mark the appropriate box below. Brake Inspector Certification Form VT-7(12/2012) 1 Motor Carrier: Transdev ________________________________ Date: _________________________________ Location: ___________________________________ Name of Brake Inspector: _________________________________ 396.25 Qualifications of Brake Inspectors. (a.) The motor carrier shall ensure that all inspections, maintenance, repairs or service to the brakes of its commercial motor vehicles are performed in compliance with the requirements of this section. (b.) For purposes of this section, “Brake Inspector” means any employee of a motor carrier who is responsible for ensuring that all brake inspections, maintenance, service, or repairs to any commercial motor vehicle subject to the motor carrier’s control meet the applicable Federal standards. (c.) No motor carrier shall require or permit any employee who does not meet the minimum brake inspector qualifications of 396.25(d) to be responsible for the inspection, maintenance, service or repairs of any brakes on its commercial motor vehicles. (d.) The motor carrier shall ensure that each brake inspector is qualified. I AM A QUALIFIED BRAKE INSPECTOR BASED ON THE FOLLOWING: (1) I understand the brake service or inspection task to be accomplished and can perform the task; (2) I am knowledgeable of and have mastered the methods, procedures, tools, and equipment used when performing an assigned brake service or inspection task; (3) I am capable of performing the assigned brake service or inspection by reason of experience, training, or both as follows: _______ (i)I have successfully completed an apprenticeship program sponsored by a State, a Canadian province, a Federal agency or a labor union, or a training program approved by a State, a Canadian province, a Federal agency, or have a certificate from a State or Canadian Province which qualifies me to perform the assigned brake service or inspection task (including passage of a Commercial Driver’s License air brake tests in the case of a brake inspection): Name of Program / Certification_______________________________________________ OR _______ (ii)I have brake-related training or experience or a combination thereof totaling at least one year. Such training or experience shall consist of at least one of the following: _______ (A)Participation in a training program sponsored by a brake or vehicle manufacture or a similar commercial training program designed to train students in brake maintenance or inspection similar the assigned brake service or inspection tasks. Name of Program / Certification _______________________ How Long? ______ Years _________ Months _______ (B)Experience performing brake maintenance or inspection similar to the assigned brake service or inspection task in a carrier maintenance program: Name of Employer: _______________________ How Long? ______ Years _________ Months Brake Inspector Certification Form VT-7(12/2012) 2 Name of Employer: _______________________ How Long? ______ Years _________ Months _______ (C)Experience performing brake maintenance or inspection similar to the assigned brake service or inspection task at a commercial garage, fleet leasing company, or similar facility: Name of Employer: _______________________ How Long? ______ Years _________ Months Name of Employer: _______________________ How Long? ______ Years _________ Months Note: Combination of (A), (B), and (C) above must total at least one year. (Signature of Brake Inspector) Date (Signature of Company Representative) Date Inventory/Purchase Control FormVehicle # Part DescriptionQTY OrderedReason CodePO #Date OrderedPart/s ETAOrdered byDate ReceivedQTY Rec.Date Filed: _______________________________SS - Shop SuppliesReason CodesSI - Stock ItemF/R - Follow-Up RepairO/S - Out of Service Note: Shaded areas below are for parts room personnel only.Part #Unit CostVendor Name/No. Form VT-5-41 (06/2007) LOCATION: __________________________ Transit Commuter Paratransit Shuttle Other Total Number of Vehicles in Fleet: Number Required for Peak Demand: Total Spare Vehicles in Fleet:00000 Number Unavailable for Service: Extra Vehicles Available for Service:00000 Form T-9 (12/2012) List Out-Of-Service Vehicle Numbers, By Type: Notes / Comments / Remarks: Vehicle Service Status Report DATE / TIME: __________________ Form VT-3-3 (07/2007) SERVICE LANE CHECKLISTShift: 1 2 3VehicleNumberTime ofDay(am/pm)MileageFuel AddedEngineOilAddedTrans.FluidAddedPowerSteeringFluidAddedEngine Coolant AddedWindowWasherFluidAddedDVIRDefect/sNotedAttendantInitialsCOMMENTSNOTE: If fluids added, record amounts in appropriate column. If no fluids added, write “OK”.Supervisor Signature:______________________________________ Date:_____________________________Form VT-10 (12/2012) On at DATE Training was conducted on the following topic(s): Topic 1: Topic 2: Topic 3: This training is in compliance with Federal, State and local regulations, as well as company policy. The following were in attendance: EEMPLOYEE NUMBER PRINT NAME: TELEPHONE AND FAX NUMBER: INSTRUCTOR'S SIGNATURE: LOCATION OF TRAINING: Form VT-11 (12/2012) NAMEE (Pleasee Print)(City/Site) WORKK LOCATION MAINTENANCE TRAINING RECORD Total Training Hours: DEPARTMENT SIGNATURES TIME Form VT-6-3 (06/2007) PASS FAIL N/A VALUE SCORE 1AOSHA-3165 POSTER DISPLAYED? B OSHA-300 INJURIES & ILLNESS LOG UP-TO-DATE? 4 2AARE SAFETY MEETINGS HELD MONTHLY? B ARE THE MEETING MINUTES ON FILE? C IS SAFETY & HEALTH TRAINING DOCUMENTED? 4 3AEMERGENCY ACTION PLAN IN PLACE AND REVIEWED SEMI-ANNUALLY? B EMERGENCY TELEPHONE NUMBERS POSTED CONSPICUOUSLY? 4 4AALL ELECTRICAL CORDS IN GOOD CONDITION? B ELECTRIC TOOLS AND APPLIANCES PROPERLY GROUNDED? C ALL SWITCH BOXES TIGHTLY CLOSED, WITH UNOBSTRUCTED ACCESS? D SWITCH BOXES AND INDIVIDUAL SWITCHES LABELED FOR PURPOSE? E FUSE/BREAKER BOXES PROPERLY GROUNDED? 4 5 3 6 ALL EXITS PROPERLY IDENTIFIED, ILLUMINATED, AND UNOBSTRUCTED? 3 7AARE FIRE EXTINGUISHERS OF PROPER TYPE AND NUMBER? B ARE FIRE EXTINGUISHERS PROPERLY MOUNTED AND ACCESSIBLE? C ARE EXTINGUISHERS INSPECTED MONTHLY AND NOTED ON TAG? D ARE EXTINGUISHERS INSPECTED REGULARLY BY AUTHORIZED VENDOR? E ARE EMPLOYEES TRAINED IN PROPER USE? DOCUMENTATION ON FILE? 4 8AEMERGENCY EVACUATION PROCEDURES POSTED? B FIRE DRILLS CONDUCTED PERIODICALLY? C FIRE ALARM SYSTEM TESTED ANNUALLY? 4 9AARE "NO SMOKING" SIGNS POSTED? B IS SMOKING PERMITTED IN DESIGNATED AREA/S ONLY? 3 10 IS AUTOMATIC SPRINKLER SYSTEM IN PLACE: A ARE CONTROL VALVES AND WATER PRESSURE CHECKED WEEKLY? B IS CONTROL VALVE LOCKED OPEN? C IS ANNUAL 3RD-PARTY INSPECTION PERFORMED AND DOCUMENTED? D ARE SPRINKLER HEADS PROTECTED AND MINIMUM CLEARANCES MET? 4 11 A ARE ALL TRASH CANS COVERED WITH APPROVED TOPS? B ARE THOSE USED FOR OIL- OR PAINT-SOAKED WASTE EMPTIED DAILY? C IS AN APPROVED SPILL KIT READILY AVAILABLE? D IS ALL TRASH PROPERLY DISPOSED (GENERAL HOUSEKEEPING)? 4 12 IS SPRAY PAINTING DONE ON SITE: A ARE BOOTHS, DIP TANKS, EXHAUST DUCTS, ETC CLEANED REGULARLY? B IS VENTILATION EQUIPMENT PROVIDED AND OPERATIONAL? C IS RESPIRATOR FITTING AND USE TRAINING PERFORMED/DOCUMENTED? 4 ALL PORTABLE LIGHTING EQUIPPED WITH GUARDS AND FREE OF COMBUSTIBLE MATERIAL? SHOP SAFETY INSPECTION CHECKLIST NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. LOCATION: ______________________________ DATE: _________________ NOTE: FAILING ITEM 1 WILL RESULT IN AUTOMATIC FAILURE OF THE ENTIRE INSPECTION! Form VT-6-7 (08/2007) 13 A B FLOOR LOAD CAPACITIES POSTED FOR LOFT/S AND STORAGE AREAS? C STAIRWAYS IN GOOD CONDITION, UNOBSTRUCTED, STANDARD RAILINGS? 3 14 ARE PORTABLE LADDERS IN GOOD CONDITION / MEET INDUSTRIAL CODE? 3 15 ARE MACHINE GUARDS IN PLACE WHERE REQUIRED? 3 16 IS COMPRESSED AIR FOR CLEANING LIMITED TO 30 PSI? 3 17 GAS CYLINDER STORAGE: A ARE CAPS IN PLACE? B ARE OXYGEN AND ACETYLENE CYLINDERS SEPARATED AT LEAST 50 FT? C ARE CYLINDERS SECURED AGAINST ACCIDENTAL FALLS? 4 18 A ARE GRINDING WHEELS IN GOOD CONDITION? B ARE TOOL RESTS SET TO WITHIN 1/8" OR LESS OF WHEEL? C IS EYE PROTECTION AVAILABLE? 4 19 A B IS COPY OF ANNUAL HANDTOOL CHECK FOR ALL TECHNICIANS ON FILE? 3 20 WELDING & FLAME CUTTING OPERATIONS/EQUIPMENT: A ARE PERSONNEL TRAINED AND TRAINING DOCUMENTED? B IS PROTECTIVE CLOTHING AND EQUIPMENT PRESENT AND IN USE? C IS FIRE EXTINGUISHER/S PROVIDED AT WELDING SITE? 4 21 A B ARE ONLY COMPATIBLE ITEMS STORED TOGETHER? 4 22 FORKLIFTS: A ARE ALL OPERATORS PROPERLY TRAINED W/DOCUMENTATION? B IS WEIGHT CAPACITY POSTED ON VEHICLE? C IS ALL SAFETY EQUIPMENT (HORN, ETC) OPERATIONAL? D ARE MAINTENANCE RECORDS ON FILE AND UP TO DATE? 5 23 A B C 5 24 A ARE PROTECTIVE GOGGLES/SHIELDS/APRONS PROVIDED? B ARE QUICK FLUSH WATER FACILITIES AVAILABLE AND OPERATIONAL? C ARE APPROVED RESPIRATORS PROVIDED AND USED WHERE REQUIRED? D ARE SIGNS POSTED IN HIGH NOISE LEVEL AREAS? 5 25 A ARE UP-TO-DATE MATERIAL SAFETY DATA SHEETS AVAILABLE ON SITE? B IS THE RIGHT-TO-KNOW PROGRAM REVIEWED AND UPDATED ANNUALLY? C ARE ENERGY CONTROL PROCEDURES (LOCK-OUT/TAG-OUT) IN PLACE? 5 26 A IS BLOODBORNE PATHOGEN TRAINING PERFORMED AND DOCUMENTED? B 4 100 0 NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. ARE DESIGNATED FIRST-AID PROVIDERS PROPERLY TRAINED AND GIVEN NECESSARY PERSONAL PROTECTIVE EQUIPMENT? RAW SCORE NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. ARE TECHNICIANS' HANDTOOL SETS SPOT-CHECKED QUARTERLY FOR REQUIRED TOOLS AND CONDITION? ALL FLOOR OPENINGS (PITS) EQUIPPED WITH TOEBOARDS AND RAILINGS, OR A FLOOR HOLE COVER? ARE ALL FLAMMABLE LIQUIDS STORED IN PROPER CONTAINERS, LABELED, AND STORED IN PROPER CABINETS? IS NAME AND CONTACT INFO FOR NEAREST EMERGENCY CARE FACILITY POSTED? ARE ONE OR MORE EMPLOYEES TRAINED IN FIRST AID, WITH TRAINING DOCUMENTED AND RE-CERTIFIED AS NECESSARY? NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. NOTE: IF "N/A", FULL POINT CREDIT IS TO BE GIVEN. ARE FIRST AID AND BIO-HAZARD SPILL KITS READILY AVAILABLE AND PROPERLY STOCKED AND MAINTAINED? Form VT-6-7 (08/2007) 100 0 SCORING SUMMARY: IF RAW SCORE IS 96 OR HIGHER >>> IF RAW SCORE IS BETWEEN 91 AND 95 >>> IF RAW SCORE IS BETWEEN 80 AND 90 >>> IF RAW SCORE IS BELOW 80 >>> NEEDS IMPROVEMENT SHOP SAFETY INSPECTION CHECKLIST UNACCEPTABLE COMMENTS / NOTES: REMARKSITEM # EXCELLENT MEETS EXPECTATIONS RAW SCORE Form VT-12 (12/2012) AUDITOR: __________________________________________________ MAINTENANCE MANAGER: __________________________________________________ Form VT-6-7 (08/2007) LOCATION: ______________________________ Name of Individual Completing Report: Contact Telephone Number(s): Date / Time / Location of Vehicle Fire: Vehicle Type and ID Number: Vehicle Owner and Insurance Provider: Year / Make / Model of Vehicle: Number of Passengers / Number of Injuries: Emergency Response By (Fire Dept/Police Dept): Third-Party Investigator assigned / Name: Current Engine Hours and Mileage of Vehicle: Date / Mileage / Class of last PM Inspection: Date & Mileage of last Brake System Work: Fuel Type and Est.Qty. onboard at time of incident: If Equipped, Fire Suppression Make & Model: If Equipped, Date & Mileage of last Fire System PMI: If Equipped, did Fire Suppression engage Manually or Automatically? Date / Mileage / Nature of Major Component Repairs: Date & Nature of ANY major vehicle modifications: Date & Nature of ANY accident/body damage repairs: EXACT location of fire origination within vehicle: Did fire enter passenger compartment / where: Weather conditions at time of incident: Remarks / Notes / Comments: Vehicle Fire Report DATE: _______________________ Unusual circumstances or conditions which may have contributed to fire: Form T-13 (12/2012)Form VT-7-2 (07/2007) Form VT-14 (12/2012) 1 Purchasing Procedure Sign-off Form 1. Current documented AP procedures have been issued and signed for by all applicable personnel. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 2. Maintenance Manager Daily review of RTA Dashboard PO reports, Requisition reports, Inventory reports, and Monthly review of Ultimate report of financial results. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 3. Documentation and formal review of outside fueling procedures has been implemented and relayed to all applicable personnel. Reconciliation process of receipts and monthly statement has been implemented. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 4. Copies of all local agreement with vendors to be maintained in vendor records. The use of National accounts will be used as the primary suppliers. P.O procedures has been implemented and signed for by all applicable personnel ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 5. Quotation process has been implemented and relayed to all applicable personnel. All purchase over the amount of $500.00 will be quoted by a minimum of three suppliers. A record of the quotes will be kept in the vendor files. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 6. Supplier award criteria procedure is documented and relayed to all personnel applicable. Supplier selection will be based on price, lead time, and OEM quality. Purchases made not within the National agreements must have documentation as to why the selection was made for the specific vendor. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial Form VT-14 (12/2012) 2 7. Complete supplier evaluations on an annual basis, National vendors will be evaluated through the Transdev Corporate evaluation process issued by the Transdev Procurement department. Documentation of the evaluation will be kept in the vendor files. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 8. Transdev Policy to limit access to add new vendors has been implemented and relayed to all applicable personnel. New vendors will only be entered with the authorization of the Maintenance Manager, General Manager, and only when the Vendor has been set up within the Transdev corporate financial system. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 9. Purchase order access will be limited to the Maintenance Manager, Parts Manager, General Manager. This policy will be relayed to all applicable personnel. This will be verified with the RTA support department ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 10.Purchase order procedure process. Purchases will only be made with the appropriate approvals. Purchases in excess of $500.00 will have the written approval of the Maintenance Manager prior to the Purchase order being released. Any purchase above $5000.00 will have the written approval of the General Manager prior to the Purchase order being released. All purchases require a Purchase order to be processed prior to any orders being given to a supplier. These procedures will be relayed to all staff at the location. In the event the location issues different approval levels they must be approved and documented by the Regional Vice President. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 11.Terms of purchase orders are to be given to suppliers when there are specific terms and or specifications required by the purchase. All contract purchase orders will be accompanied with a copy of the final contract or agreement which will outline the terms between the supplier and Transdev. This process will be implemented and relayed all personnel applicable. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial Form VT-14 (12/2012) 3 12.Receipt of purchases at the time of delivery of supplies and or parts the materials are to be checked for quantity, proper order, and damage. This must be accomplished by personnel not involved in the approval process. The individual must sign off and date the packing slip or invoice at the time of the delivery. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 13.Receipt of parts and supplies all materials delivered must have a receiving document in the event the supplier is using the invoice as the packing slip an individual receipt document must be filled out this document must have the date, vendor name, quantity, and description of materials delivered. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 14.Reconciliation of purchases. At the time after the materials have been received the packing slip , receiving document, copy of purchase order, and invoice will be compiled and presented for final approval to the General Manager. Upon the final approval from the General Manager the invoice will be processed into the JD Edwards financial system. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 15.Purchase order processing all purchase orders are to be completed upon delivery of goods at no time should a purchase order be left in the system after the materials have been received. Documentation of this policy and confirmation of training must be kept in the employee training record for applicable personnel. ____________ ___________ ___________ GM Initial DM / MM Initial RMD Initial 16.Corporate purchasing policy. I have reviewed and understand the Transdev Purchasing policy as outlined in the Transdev Maintenance policies and procedures. Revision date 09-2007. _________________________ _________________________ General Manager Maintenance Manager By signing above the General Manager and the Director of Maintenance / Maintenance Manager certify that the above information is true and correct. It is the Regional Maintenance Director's responsibility to make sure all of the Transdev policies are implemented and executed. By signing below the RMD certifies that the location has implemented these policies and the required training / sign off documentation is on file. __________________________ RMD Signature Inventory/Purchase Control FormVehicle # Part DescriptionQTY OrderedReason CodePO #Date OrderedPart/s ETAOrdered byDate ReceivedQTY Rec.Note: Shaded areas below are for parts room personnel only.Part #Unit CostVendor Name/No. Date Filed: _______________________________SS - Shop SuppliesReason CodesF/R - Follow-Up RepairO/S - Out of ServiceSI - Stock ItemForm VT-5-41 (06/2007) Weekly Fluid Inventory Tank# Type Capacity QTY Guage / Stick readng 1 15-40 RPM 500 210 2 15-40 Standard 500 300 3 4 ATF 250 110 5 Coolant 250 94 6 7 Drum Type Capacity Drum Quantity Fluid QTY Transynd 55 2 110 Chassis Lube 55 3 165 Differential Oil 30 4 120 Form VT-16 (12/2012) Location nameLocation ManagerDateVehicle Fleet 2004 NF 2005 NFSub fleet unit ID#4001 - 4020 5001-5025Engine Make & ModelSeries 50 Diesel Series 50 DieselEngine oil manufacturer & typeExxon Fleet Exxon FleetEngine oil grade specification15-40 15-40Engine oil capacity 26 qts 26 qtsPrimary engine oil filter #LF 3620 LF 3620Bypass engine oil filter #N/A N/ATransmission Make & ModelAllison B400 Allison B400Transmission oil type Chevron Synthetic Chevron SyntheticTransmission oil grade specificationTransynd TransyndTransmission oil capacity12 qts 12 qtsTransmission Filter #29548987 29548987Differential manufacturer and numberDifferential Oil typeHypoid HypoidDifferential oil grade specification80W90 80W90Differential Capacity13 qts 13 qtsForm VT-18 (12/2012) MAJOR COMPONENT REPLACEMENTMonths to Replacement0-9 10-21 22-33 34-45 46-57 58-69 70-81 82-93 94-105 106-117Months to Replacement0-9 10-21 22-33 34-45 46-57 58-69 70-81 82-93 94-105 106-117#Vehicle ID Vehicle Year Vehicle MakeVehicle Model Fuel Type ServiceCurrent Vehicle MileageAnnual Vehicle MileageEngine Mfg, Model, HP/SizeTransmission Mfg, ModelCurrent Engine TypeCurrent Transmission TypeVehicle Miles at Last Engine ReplacementVehicle Miles at Last Transmission ReplacementCurrent Engine MileageCurrent Transmission Mileage Engine Life Mile (B50)Transmission Life Mileage (B50)Year2012201320142015201620172018201920202021Year20122013201420152016201720182019202020211#DIV/0!#DIV/0!2#DIV/0!#DIV/0!3#DIV/0!#DIV/0!4#DIV/0!#DIV/0!5#DIV/0!#DIV/0!6#DIV/0!#DIV/0!7#DIV/0!#DIV/0!8#DIV/0!#DIV/0!9#DIV/0!#DIV/0!10#DIV/0!#DIV/0!11#DIV/0!#DIV/0!12#DIV/0!#DIV/0!13#DIV/0!#DIV/0!14#DIV/0!#DIV/0!15#DIV/0!#DIV/0!16#DIV/0!#DIV/0!17#DIV/0!#DIV/0!18#DIV/0!#DIV/0!19#DIV/0!#DIV/0!20#DIV/0!#DIV/0!21#DIV/0!#DIV/0!22#DIV/0!#DIV/0!23#DIV/0!#DIV/0!24#DIV/0!#DIV/0!25#DIV/0!#DIV/0!26#DIV/0!#DIV/0!27#DIV/0!#DIV/0!28#DIV/0!#DIV/0!29#DIV/0!#DIV/0!30#DIV/0!#DIV/0!31#DIV/0!#DIV/0!32#DIV/0!#DIV/0!33#DIV/0!#DIV/0!34#DIV/0!#DIV/0!35#DIV/0!#DIV/0!36#DIV/0!#DIV/0!37#DIV/0!#DIV/0!38#DIV/0!#DIV/0!39#DIV/0!#DIV/0!40#DIV/0!#DIV/0!41#DIV/0!#DIV/0!42#DIV/0!#DIV/0!43#DIV/0!#DIV/0!44#DIV/0!#DIV/0!45#DIV/0!#DIV/0!46#DIV/0!#DIV/0!47#DIV/0!#DIV/0!48#DIV/0!#DIV/0!49#DIV/0!#DIV/0!50#DIV/0!#DIV/0!51#DIV/0!#DIV/0!52#DIV/0!#DIV/0!53#DIV/0!#DIV/0!54#DIV/0!#DIV/0!55#DIV/0!#DIV/0!56#DIV/0!#DIV/0!57#DIV/0!#DIV/0!58#DIV/0!#DIV/0!59#DIV/0!#DIV/0!60#DIV/0!#DIV/0!61#DIV/0!#DIV/0!62#DIV/0!#DIV/0!63#DIV/0!#DIV/0!64#DIV/0!#DIV/0!65#DIV/0!#DIV/0!66#DIV/0!#DIV/0!67#DIV/0!#DIV/0!68#DIV/0!#DIV/0!69#DIV/0!#DIV/0!70#DIV/0!#DIV/0!71#DIV/0!#DIV/0!72#DIV/0!#DIV/0!73#DIV/0!#DIV/0!74#DIV/0!#DIV/0!75#DIV/0!#DIV/0!76#DIV/0!#DIV/0!77#DIV/0!#DIV/0!78#DIV/0!#DIV/0!79#DIV/0!#DIV/0!80#DIV/0!#DIV/0!81#DIV/0!#DIV/0!82#DIV/0!#DIV/0!83#DIV/0!#DIV/0!84#DIV/0!#DIV/0!85#DIV/0!#DIV/0!86#DIV/0!#DIV/0!87#DIV/0!#DIV/0!88#DIV/0!#DIV/0!89#DIV/0!#DIV/0!90#DIV/0!#DIV/0!91#DIV/0!#DIV/0!92#DIV/0!#DIV/0!93#DIV/0!#DIV/0!94#DIV/0!#DIV/0!95#DIV/0!#DIV/0!96#DIV/0!#DIV/0!97#DIV/0!#DIV/0!98#DIV/0!#DIV/0!99#DIV/0!#DIV/0!100#DIV/0!#DIV/0!101#DIV/0!#DIV/0!Engine ReplacementsTransmission ReplacementsMajor Component Replacement InformationFrom Vehicle Data 102#DIV/0!#DIV/0!103#DIV/0!#DIV/0!104#DIV/0!#DIV/0!105#DIV/0!#DIV/0!106#DIV/0!#DIV/0!107#DIV/0!#DIV/0!108#DIV/0!#DIV/0!109#DIV/0!#DIV/0!110#DIV/0!#DIV/0!111#DIV/0!#DIV/0!112#DIV/0!#DIV/0!113#DIV/0!#DIV/0!114#DIV/0!#DIV/0!115#DIV/0!#DIV/0!116#DIV/0!#DIV/0!117#DIV/0!#DIV/0!118#DIV/0!#DIV/0!119#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!#REF!#DIV/0!#DIV/0!40#DIV/0!#DIV/0!41#DIV/0!#DIV/0!42#DIV/0!#DIV/0!43#DIV/0!#DIV/0!44#DIV/0!#DIV/0!45#DIV/0!#DIV/0!46#DIV/0!#DIV/0!47#DIV/0!#DIV/0!48#DIV/0!#DIV/0!49#DIV/0!#DIV/0!Sub Total00000000000Sub Total0000000000Form VT-17 (12/2012)RetirementsRetirementsTotal0000000000Sub Total0000000000B50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationB50 CalculationReplacements00000000000Replacements0000000000Unit Cost60006000600060006000600060006000600060006000Unit Cost2500250025002500250025002500250025002500Total Cost00000000000Total Cost0000000000Year2012201320142015201620172018201920202021Total Cost#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!MilesCPM#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF!#REF! Estimated Annual Mileage 300,000 Total Number of Buses 56 Average Annual Miles per Bus 5,357 Daily Pullout Requirement 42 Pullout(s) per Operating Day 2 PERIODIC ACTIVITY VMRS CODE INTERVAL AVG HRS HRS ^ Monthly projection Monthly hrs projected PMI-A 066-001 3000 4.5 28.00 126.00 PMI-B 066-002 6000 5.25 0.75 12.00 9.00 PMI-C 066-003 18000 7.25 2 11.00 22.00 PMI-D 066-004 36000 8.5 1.25 9.00 11.25 PMI-E 066-005 72000 9 1.75 4.00 7.00 ADA PMI (Stand-alone) 066-017 48000 2 12.00 24.00 HVAC PMI (Stand-alone) 066-010 2679 2.75 10.00 27.50 PMI Defect Repairs 066-000 4 86.00 344.00 Tune-Up 066-025 48000 2 8.00 16.00 Front Tire change 36000 0.75 0.00 Front Brake service 013-094 32000 3 0.00 Drive Tire change 36000 1 0.00 Drive Brake service 013-095 28000 6.5 0.00 Center Axle Brake service 013-098 32000 0 0.00 Center Axle Tire change 50000 0 0.00 Tag Axle Brake service 32000 0 0.00 Tag Axle Tire change 50000 0 0.00 80% 586.75 733.44 20% 146.69 OTHER REPAIR ACTIVITY VMRS CODE How Many? AVG HRS Occurrences/Yr Hours/Year DVIR Repairs 42 0.25 1260 315.00 Engine R&R 045-000 3 17 3 51.00 Transmission R&R 027-000 6 6 6 36.00 Differential R&R 011-000 4 4 4 16.00 Campaign work 4 4 4 16.00 Warranty work 4 4 4 16.00 00.00 00.00 Body Repairs 3 16 3 48.00 498.00 1231.44 FTE 7.70 Form VT-19 (12/2012) Hours of Unscheduled Repairs Hrs for Other Repair Activity Total activity hours 142.4 Productive Hrs/Yr per Tech Maintenance Labor Data Calculations Hours of Scheduled Repairs 160 Work Hrs/Yr per Tech 89.00% Efficiency Ratio 0 Vacation/Holiday/PTO DATA FROM SOURCE 160 Normal Working Hrs/Yr 0 Training Hours Production Plan TemplateLocation nameLocation ManagerDateFleet information Vehicle Year 2004 2006 2011 2002 2005 2005 2005 2005Vehicle model NF NF MCI MCI MCI MCI MCI MCIEngine oil capacity26 26 32 32 32 32 32 32 QTSTransmission oil capacity12 12 16 16 16 16 16 16 QTSDifferential oil capacity13 13 13 13 13 13 13 13 QTSQuantity of units in sub fleet 5 10 8 7 9 12 11 4Forecasted Annual average miles 65,000 65,001 65,002 65,003 65,004 65,005 65,006 65,007Sub Fleet total annual forcast mileage 325,000 650,010 520,016 455,021 585,036 780,060 715,066 260,028Total VehiclesTotal forecasted PMI 54 108 87 76 98 130 119 43Interval typeInterval meterType Qty Qty Qty Qty Qty Qty Qty QtyMileage 6000 A 13.54 36.11 28.89 25.28 32.50 43.34 39.73 14.45Mileage 12000 B 15.80 27.08 21.67 18.96 24.38 32.50 29.79 10.83Mileage 18000 C 11.28 27.08 21.67 18.96 24.38 32.50 29.79 10.83Mileage 36000 D 6.77 9.03 7.22 6.32 8.13 10.83 9.93 3.61Mileage 72000 E 6.77 9.03 7.22 6.32 8.13 10.83 9.93 3.6154 108 87 76 98 130 119 43Annual PMI labor requirement TypeSTD TimeAnnual Hrs Annual Hrs Annual Hrs Annual Hrs Annual Hrs Annual Hrs Annual Hrs Annual HrsA 4.5 60.94 162.50 130.00 113.76 146.26 195.02 178.77 65.01B 5.25 82.94 142.19 113.75 99.54 127.98 170.64 156.42 56.88C 7.25 81.81 196.36 157.09 137.45 176.73 235.64 216.01 78.55D 8.5 57.55 76.74 61.39 53.72 69.07 92.09 84.42 30.70E 8.5 57.55 76.74 61.39 53.72 69.07 92.09 84.42 30.70Sub total PMI labor requirement 340.80 654.52 523.63 458.18 589.10 785.48 720.03 261.83Total hours 4,334FiltersQTY QTY QTY QTY QTY QTY QTY QTYAnnual Estimated QTYPrimary Engine oil2122222215Engine oil bypass 11Transmission filter2222222216Annual filter requirement Engine108 217 173 152 195 260 238 871,430Annual Transmission filter requirement14 18 14 13 16 22 20 7124Annual fluid requirementAnnual Estimated QTYEngine oil 1,408 2,817 2,773 2,427 3,120 4,160 3,814 1,3875476.56Transmission oil 81 108 116 101 130 173 159 58231.58Differential oil 88 117 94 82 106 141 129 47100.50Form VT-20 (12/2012)Enter in the information for each sub fleet below Environmental Drawer Checklist (Corresponds with items required in the associated sections in the Environmental Facility Compliance Audit) x A/C Registration x A/C Mechanic Certification x A/C Freon purchases x Annual Audits x Body shop permits x EPA Correspondence x EPA ID number/subsequent notices x Hazard Communication Program/training x Generator status form x Tier II reports x SPCC Plan x Storm water Permit/training records x Pollution Prevention Plan (SWP-3)/training records x Preparedness and Prevention Plan/training x Oil/water separator/trench/floor and drain/ clean-out x Storage tank testing/tank integrity/line & leak detector/corrosion x Storage tank inventory reports x Storage tank repairs x Storage tank permitting/registration/financial responsibility x UST Operator Training/Certification Records x CNG/LNG permits x MSDS dead file x Manifest/receipts o Antifreeze o Batteries o Body shop wastes o Solvent o Tires o Paint Wastes o Used oils o Used filters o Other wastes Form VT-22 (12/2012) TRANSDEV HAZARDOUS WASTE MANAGEMENT PROGRAM WASTE INVENTORY WORKSHEET System (EMS) Manual] DESCRIPTION HAZARDOUS IF HAZARDOUS YES/NO AMOUNT ON SITE USED OIL Y 240 GALLONS WASTE ANTIFREEZE Y 150 GALLONS NEW ANTIFREEZE Y 150 GALLONS SHOP RAGS Y 125 RAGS BATTERIES Y 10 NEW/USED ABSORBANT RAGS Y 55 GALLON DRUM USED OIL FILTERS Y 55 GALLON DRUM BRAKE CLEAN Y 35 GALLONS ACETYLENE Y 580 CUBIC FEET ARGON Y 145 CUBIC FEET CARBON DIOXIDE Y 145 CUBIC FEET GEAR LUBE Y 55 GALLONS CNG OIL Y 270 GALLONS KEROSENE Y 55 GALLONS 15/40 OIL Y 270 GALLONS ATF Y 55 GALLONS OXYGEN Y 800 CUBIC FEET NITROGEN Y 145 CUBIC FEET OIL/WATER SLUDGE Y 1000 GALLONS Form VT-23 (12/2012) [See also Page 5-7 of the Environmental Management Syste AIR CONDITIONING FREON USE LOG NOTE: You must log all freon used. BUS # TECH NAME DATE FREON RECOVERED FREON USED FREON TYPE Form VT-24 (12/2012) LOCATION NAME DATE DATA ANNUALLY FORECAST MONTH Estimated Annual Mileage Total Number of Buses Average monthly Miles per Bus #DIV/0! #DIV/0! TOTAL TECHS Work Hours 2080 0 TOTAL Vacation/Holiday/PTO/sick Technician Available Hrs/tech #DIV/0! #DIV/0! TOTAL Tech productive hours 0 0 MER Prior Month PMI'S VMRS CODE INTERVAL STANDARD JOB TIME 0 Total Monthly Jobs Monthly Hrs Required Jobs per week Jobs Completed Remaining Jobs Monthly Hours Remaining PMI-A 066-001 PMI-B 066-002 PMI-C 066-003 PMI-D 066-004 PMI-E 066-005 ADA PMI (Stand-alone) 066-017 HVAC PMI (Stand-alone) 066-010 TUNE UP (T) 066-025 FAREBOX PMI 066-16 BLANK TOTAL PMI WORK 000 0 0 0 SCHEDULED WORK VMRS CODE INTERVAL STANDARD JOB TIME 0 Total Monthly Jobs Monthly Hrs Required Jobs per week Jobs Completed Remaining Jobs Monthly Hours Remaining QA Inspection 66-99 TIRE CHANGE 017-005 Front Brake service 013-094 Drive Brake service 013-095 BLANK BLANK BLANK BLANK BLANK TOTAL SCHEDULED WORK 000 0 0 0 OTHER REPAIR ACTIVITY VMRS CODE How Many? STANDARD JOB TIME 0 Total Monthly Jobs Monthly Hrs Required Jobs per week Jobs Completed Remaining Jobs Monthly Hours Remaining PMI defect repairs 066-000 0 0 0 0 0 Engine R&R 027-000 0 0 0 0 0 Transmission R&R 011-000 0 0 0 0 0 Differential R&R 000 0 0 Campaign work 000 0 0 Warranty work 000 0 0 BLANK 000 0 0 BLANK 000 0 0 BLANK 000 0 0 BLANK 000 0 0 BLANK 000 0 0 BLANK 000 0 0 TOTAL UNSCHEDULED WORK 000 0 0 0 0.00 0.00 0.00 0.00 0.00 0.00 #DIV/0! TOTAL PURE HOURS NEEDED TO COMPLETE WORK TOTAL UNSCHEDULED REPAIRS TOTAL PMI AND SCHEDULED REPAIR TECHNICIANS REQUIRED OVERTIME REQUIRED TECHNICIAN HOURS AVAILABLE FOR MONTH ACTUAL HOURS REQUIRED-based upon locations actual efficiency rate Item CompletedMajor Category Action CategoryF = Facility Set upItem Due as of current week -- Sun. thru Sat.A = Administration E = Employees PA = Prepaid AssetsItem Past Due Date 4/29/2014D = Assets IT = Systems LA = Lease AssignmentsUpdated as of E = Equipment R = Reporting AL = Asset ListSORT CRITERIAF = Facility SE = Shop Equipment B = Banking1Due DateI = Inventory RT = Third Party Review AR = Accounts Receivable2Major CategoryL = Legal DR = Document Review LP = Purchase Agreement3Action CategoryM = Maintenance VC = Vendor Contracts BE = Bus EquipmentO = Operations PB = Payroll/Benefits T = TrainingS = Safety PU = Purchasing PI = Parts InventoryFacility location:AP = Accounts PayableIDMajor CategoryAction CategoryAction Items.......................................Lead Person ResponsibleSupport PersonDue DateDate CompletedAdditional CommentsStart DateMRun RTA Open Line reportMUse Production plan to determine the number of manhours needed to complete theopen linesMAssess how much the cost will be using OT to complete the workMAssess the cost to do work using temporary laborMAssess the cost to do work using labor from around the company. Action PlanCOMPANY CONFIDENTIAL - Limited Distribution DATEPMI's Overdue 60 daysOverdue Date Due Overdue Date Due Overdue Date Due Overdue Date DueOVERDUE PMI RECAPTotal Number of PMI's PMI's Overdue 30 days PMI's Overdue 90 Days Cooling System Diagnostic Service Unit #:__________ Mileage:__________ W.O.#:___________ Date:___________ Form TS-XX (08/2015)Revised 08/2015 1OF 4 Procedure Expectation: To ensure the vehicle cooling system operates effectively, efficiently and as originally intended by performing the required diagnostic procedures and preventative maintenance to eliminate any reoccurring failures. The focus will be to identify and address issues that will lead to road failures. Once completed, the system or components being inspected will meet or exceed the given standards. Tasks specifically designed to reduce road failures are indicated with "Y". Mechanic(s) Process: x Place vehicle on hoist or over pit to preform inspection. x Inspect the vehicle using the checklist. x Initial sign-off box for each completed inspection. x Describe defect identified on the form below. x Describe work performed in corrective action box below. x Initial sign-off box for each completed repair. Defects Identified Item #Defect Description Corrective Action Mechanic # Cooling System Diagnostic Service Tasks specifically designed to reduce road failures are indicated with "Y". Tasks specifically designed to reduce road failures are indicated with "Y". Form TS-XX (08/2015)Revised 08/2015 2OF 4 Task Company Standard Tech. 1 Validate engine diagnostic codes. Perform engine diagnostic inspection using Prolink reader or maintenance diagnostic laptop. Record all required data and engine codes using Engine Inspection Form T-29. ECM readings/ codes taken properly. Refer to the OEM publications for further explanation of the active/ inactive fault codes. 2 Repair all active/ inactive engine faults codes using diagnostic laptop in conjunction with OEM publications. NOTE: Cummins Insite software is equipped with online diagnostic procedures and troubleshooting information Complete troubleshooting and required repairs as indicated. If engine fault code(s) is related to cooling system functionality then refer to engine manufacturer’s publications for proper diagnostic troubleshooting techniques. If engine fault code(s) is related specifically to engine operation, then refer to SOP –T- 28 Engine Diagnostic Procedures. All engine fault codes addressed and cleared. 3 Pressure Test cooling system using 10 psi setting with appropriate tester for duration of visual inspection. Y NOTE: Do not exceed 15 psi applied pressure. Cooling system has been pressurized for a minimum 30 minutes and has no visible coolant leaks. Water pump, radiator and all cooling hoses are leak free. 4 Inspect condition of cooling system hoses, clamps and fittings. Y No - cuts, chafing, splits. All hoses should be silicone type. All critical clamps are constant torque type clamp. With pressure on the system – no leaks or bulges. All brackets and P-clips are present, mounted correctly and secure. No P-clip rubber insulators are missing, cracked or in a condition that permits hose chafing. All P-clips are of correct size for the application. 5 Inspect all engine compartment hoses, lines, fittings, and clamps. Y No air, oil, or fuel leaks, no visible signs of wear, chafing or condition indicating a component failure is imminent. All brackets and P-clips are present, mounted correctly and secure. No P-clip rubber insulators are missing, cracked or in a condition that permits hose chafing. All P-clips are of correct size for the application. 6 Visually inspect fan drive and A/C belt(s). Y Belts not worn, cracked, oil soaked, stretched or mismatched, properly aligned. Cooling System Diagnostic Service Tasks specifically designed to reduce road failures are indicated with "Y". Tasks specifically designed to reduce road failures are indicated with "Y". Form TS-XX (08/2015)Revised 08/2015 3OF 4 7 Inspect all belt tensioners and idler pulleys. Y No cracks, damage, seized or excessively worn. Securely mounted, all mounting hardware is present and tight. Belt tensioners maintaining correct belt tension. Solid link adjuster (if applicable) tight and ends not worn. Task Company Standard Tech. 8 Inspect radiator shutters. Check fan drive/ clutch, gear box and driveshaft. Y Shutters (if equipped) are in the automatic operation mode. Fan drive/clutch operates properly. No hydraulic fluid leaks present. Fan drive tight and secure, no excessive play in u-joints. 9 Inspect cooling fan, fan hub and motor(s) Mounts and clamps in place and secure, no damage, cracks or splits in fan blades. Motor(s) are secure and function as intended. 10 Inspect condition of radiator, Charge Air Cooler (CAC) surface and fan shroud. Fan shroud is present and properly secured. Rad and CAC cores are not plugged up with dirt and debris. Under Carriage Task Company Standard Tech. 1 Inspect condition of cooling system hoses, clamps and fittings. Y No - cuts, chafing, splits. All hoses should be silicone type. All critical clamps are constant torque type clamp. With pressure on the system – no leaks or bulges. All brackets and P-clips are present, mounted correctly and secure. No P-clip rubber insulators are missing, cracked or in a condition that permits hose chafing. All P-clips are of correct size for the application. FINAL x Remove pressure from cooling system pressure tester, but re-attach to bus after the next 2 tasks. x Monitor pressure gauge. 1 Check the coolant level in surge tank sight glass.Coolant level is no lower than midpoint of sight glass. Cooling System Diagnostic Service Tasks specifically designed to reduce road failures are indicated with "Y". Tasks specifically designed to reduce road failures are indicated with "Y". Form TS-XX (08/2015)Revised 08/2015 4OF 4 2 Measure antifreeze protection level. Verify Ph level using approved test strips. -35°F (-37°C) antifreeze protection level minimum. Cooling system is chemically balanced. 3 Start engine and let idle. NOTE: Do not raise engine RPMs immediately after starting engine. No unusual noises, oil pressure within specifications, no visible oil, fuel, coolant leaks. 4 Bring vehicle up to operating temperature to take various temperature readings using digital infra-red thermometer. NOTE: It is necessary to raise engine RPMs significantly to complete task. Temperature Readings: Radiator Inlet:__________ Outlet:__________ Thermostat Housing:__________ Fan(s): Cut In:__________ Cut Out:__________ 5 Verify all fluid levels.Oil, coolant, power steering and hydraulic fan oil (if applicable) are topped up to specification. 6 Complete company inspections sheets.All deficiencies accurately recorded, all required paper work has been completed correctly and signed off. 7 Verify all documentation has been completed and accurately reflects all work performed. (Preformed by supervisor) All company inspections forms have been completed correctly, all items have been signed off and RTA/ M5 has been updated accordingly. Any outstanding issues have been recorded and DVIR/ M7 has been signed off. Mechanic Signature: ___________________________________ Date: ___________________ Emp No. Supervisor/Foreman Signature: __________________________ Date: ___________________ Emp No. Location: Engine Calibration Detroit Cummins ISL/ ISX Cummins ISL-G/ ISX-G Engine Data No AVM (Clever) Report Reviewed: Yes No Code Duration Eng Hours Y / N Y / N Y / N Y / N Y / N Y / N No Supervisor/ AMM: ** The signatures above certify all engine codes have been reviewed and corrective action(s) have been taken. Original Complaint: Diagnostic/ Cause: Corrective Action: L o g g e d C o d e s I n f o r m a t i o n Sign Off C o m m e n t s Technician: Description Engine OEM: Inspection Date: RTA W.O. #: ENGINE INSPECTION FORM Counts All Codes Cleared: Yes Active Engine S/N: Total Mileage: Fuel Economy: Current Engine Hours: Total Fuel: Engine Model: Engine Image Saved: Yes UNIT:________________ FORM TS-XX (08/2015) Page 1 of 1 Rev. 08/2015 Engine Diagnostic Service Unit #:__________ Mileage:__________ W.O.#:___________ Date:___________ Form TS-XX (08/2015)Revised 08/2015 1OF 4 Procedure Expectation: To ensure the engine operates effectively, efficiently and as originally intended by performing the required diagnostic procedures and preventative maintenance to eliminate any reoccurring failures. The focus will be to identify and address issues that will lead to road failures. Once completed, the system or components being inspected will meet or exceed the given standards. Tasks specifically designed to reduce road failures are indicated with "Y". Mechanic(s) Process: x Place vehicle on hoist or over pit to preform inspection. x Inspect the vehicle using the checklist. x Initial sign-off box for each completed inspection. x Describe defect identified on the form below. x Describe work performed in corrective action box below. x Initial sign-off box for each completed repair. Defects Identified Item #Defect Description Corrective Action Mechanic # Engine Diagnostic Service Tasks specifically designed to reduce road failures are indicated with "Y". Tasks specifically designed to reduce road failures are indicated with "Y". Form TS-XX (08/2015)Revised 08/2015 2OF 4 Task Company Standard Tech. 1 Validate engine diagnostic codes. Perform engine diagnostic inspection using Prolink reader or maintenance diagnostic laptop. Record all required data and engine codes using Engine Inspection Form T-29. ECM readings/ codes taken properly. Refer to the OEM publications for further explanation of the active/ inactive fault codes. 2 Repair all active/ inactive engine faults codes using diagnostic laptop in conjunction with OEM publications. NOTE: Cummins Insite software is equipped with online diagnostic procedures and troubleshooting information Complete troubleshooting and required repairs as indicated. If engine fault code(s) is related specifically to engine operation, then refer to engine manufacturer’s publications for proper diagnostic troubleshooting techniques. If engine fault code(s) is related to cooling system functionality, then refer to SOP –T-30 Cooling System Diagnostic Procedures All engine fault codes addressed and cleared. 3 Inspect all engine ECM wiring, harnesses and wire plug connectors at engine. Y All ECM wiring harnesses secure, routed properly, not damaged or chafed. No damage to ECM plug connectors, secure, free of corrosion, weather tight seal present and not oil soaked. 4 Inspect all engine compartment hoses, lines, fittings, and clamps. Y No air, oil, or fuel leaks, no visible signs of wear, chafing or condition indicating a component failure is imminent. All brackets and P-clips are present, mounted correctly and secure. No P-clip rubber insulators are missing, cracked or in a condition that permits hose chafing. All P-clips are of correct size for the application. 5 Inspect condition and tension of alternator belt. Y Belt not cracked, oil soaked, no missing ribs, belt centered on pulleys. Tension checked with KentMoore tool J-41050 or equivalent. Tension set to 200 lbs for used belt. See maintenance manual for actual procedure. 6 Inspect air intake lines, filter housing and air compressor intake lines. Mounts and clamps in place and secure, no damage, cracks, splits or holes in housing, lines, seals or gaskets. 7 Inspect condition of air filter and air filter minder (if equipped). NOTE: If air filter is changed, indicate current mileage and date on filter housing using permanent marker. Air filter and housing clean and in good condition. Air filter is less than 6 months old. Filter minder and connecting air lines in good condition. Air inlet hoses and clamps in place and in good condition. Engine Diagnostic Service Tasks specifically designed to reduce road failures are indicated with "Y". Tasks specifically designed to reduce road failures are indicated with "Y". Form TS-XX (08/2015)Revised 08/2015 3OF 4 8 Inspect condition of charge air cooler piping, support cable and brackets. Y Support bracket not broken, piping routed properly and not touching engine, hoses not chafed or damaged. Hose clamps secure. Under Carriage Task Company Standard Tech. 1 Inspect all engine compartment hoses, lines, fittings, and clamps. Y No air, oil, or fuel leaks, no visible signs of wear, chafing or condition indicating a component failure is imminent. All brackets and P-clips are present, mounted correctly and secure. No P-clip rubber insulators are missing, cracked or in a condition that permits hose chafing. All P-clips are of correct size for the application. FINAL 1 Start engine and let idle. NOTE: Do not raise engine RPMs immediately after starting engine. No unusual noises, oil pressure within specifications, no visible oil, fuel, coolant leaks. 2 Road test vehicle for any drivability issues or warning lights on dash. Vehicle performs as intended without any hesitation or drivability issues. Check Engine/ Stop Engine warning lights do not illuminate on dash. 3 Using Prolink reader or maintenance diagnostic laptop ensure none of the original codes returned or any new fault codes have appeared. All previous active/ inactive fault codes have been cleared. Engine historical memory is empty. 4 Verify all fluid levels.Oil, coolant, power steering and hydraulic fan oil (if applicable) are topped up to specification. 5 Complete company inspections sheets.All deficiencies accurately recorded, all required paper work has been completed correctly and signed off. 6 Verify all documentation has been completed and accurately reflects all work preformed. (Preformed by supervisor) All company inspections forms have been completed correctly, all items have been signed off and RTA/ M5 has been updated accordingly. Any outstanding issues have been recorded and DVIR/ M7 has been signed off. Engine Diagnostic Service Tasks specifically designed to reduce road failures are indicated with "Y". Tasks specifically designed to reduce road failures are indicated with "Y". Form TS-XX (08/2015)Revised 08/2015 4OF 4 Mechanic Signature: ___________________________________ Date: ___________________ Emp No. Supervisor/Foreman Signature: __________________________ Date: ___________________ Emp No. SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY OFFICER/MEMBER EXCLUDED? (Mandatory in NH) DESCRIPTION OF OPERATIONS below If yes, describe under ANY PROPRIETOR/PARTNER/EXECUTIVE $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE DAMAGE TO RENTED $PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: POLICY PRO-JECT LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2016 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY C 5,000,000 07/01/2025 919 Palm Street 07/01/2025 A 07/01/2026 07/01/2026 National Union Fire Insurance Co. of Pittsburgh, PA Behind-the-Wheel (BTW) Hours Classroom Training Hours Video ComponentsUnit 1 - Introduction Skills Course (Group Work)10.00 Welcome and Introduction Welcome to Transdev 5.00 Vehicle OrientationEmployee Handbook Pre-Trip Inspection Title VI Civitl Rigts Act 1964 Seat Adjustment Safety First! - Making Safety Personal Mirror Adjustment Hazardous Communication Hazardous Communication Braking, Accelrating and Transmission Bloodborne Pathogens Bloodborne Pathogens Wheelchair Securement Busing on The Look Out Busing on the Look Out Reference PointsTD Safe Wheels Lane Position Entry Level Operator Training Right Side / Left Side Backing PointUnit II - FundamentalsSafe Work Methods 10.00 Forward Stop Safe Work Methods Basics of Safety Pivot Points Basics of Safety Disabled Vehicles Turning Points Managing Emergencies The Mark Vehicle ControlSecurity Awareness Straight in Lane Map Reading Left Turn Communication Devices Right TurnNavigation and Fare Policies Lane Changing - Moving Right or Left Smith System Smith System Video Embed Drive Cam OrientationBasic Road Work4.00Unit III - The Operator3.00 Smith System Drug and Alcohol Awareness Intersections Distracted Driving Smith System Distracted Driving Service Stops Fatigue and Sleep Apnea Awareness Smith System Drowsy Driving Backing Unit IV - Transporting Passengers with Disabilities 10.00Advanced Road Work10.00 Transporting Passengers with Disabilities Smith System Commentary Driving Interacting with Passengers Roadways Diffusing Conflict Expressway / Highway Driving Passenger Care While Loading and Unloading Intersections Mobility Aids and Devices Service Stops Service Stops & Boarding Zones Final EvaluationUnit V - Driving Fundamentals4.00Cadet Training10.00 Driving Fundamentals IDriving Fundamentals IIRoadway TypesRailroad CrossingsPedestrian and Bicycle Safety Final Evaluation 1.00Total Hours of Classroom 33.00Total Behind the Wheel HoursTotal BTW Hours24.00 Classroom Training33.00In-Service Cadet Hours10.00BTW 24.0034.00Cadet10.0067.00revised 011221 JMTransdev Minimum Training Hours Fixed Route Sample Operational Report IMPACT AREA, CIRCLE ONE CODE VEHICULAR INCIDENT REPORT COMPLETE ALL BOXES; IF UNKNOWN, PUT “UNK”; IF NOT APPLICABLE, PUT “NA” DATE TIME AND DATE OF ACCIDENT TIME AND DATE OF NOTIFICATION VEH NUMBER MODEL PLACE NEAREST CITY OR TOWN STATE OR PROV. ON (STREET OR HIGHWAY)  AT NEAR (STREET, HIGHWAY OR OTHER LANDMARK) TRIP OR ROUTE TRIP NO. OR ROUTE NO. ENROUTE FROM ENROUTE TO  0.9 MULTIPLE AREAS/OVERTURN/BOTTOM WHEN POSSIBLE, PHOTOGRAPH THE INSURANCE CARD AND DRIVER’S LICENSE ACCIDENT TYPE  1.1 OVERTURN  1.2 V1 OFF ROAD  1.3 SIDESWIPE  1.4FIXED OBJECT  1.5 INTERSECTION  1.6 REAR END  1.7 FRONT END  1.8 _____________ OTHER INVOLVING  2.3 PEDESTRIAN  2.4 BICYCLIST  2.5. ANIMAL  2.6 PARKED VEHICLE  2.7 YARD OR CITY PROPERTY  2.8 WHEELCHAIR SECUREMENT  2.9 ______________ OTHER MOVEMENT ✓ VEHICLE COV #2 #3    3.1 STRAIGHT AHEAD – PASSING    3.2 STRAIGHT AHEAD – BEING PASSED    3.3 STRAIGHT AHEAD – NOT PASSING OR BEING PASSED    3.4 MERGING / LANE CHANGE    3.5 TURNING LEFT    3.6 TURNING RIGHT    3.7 BACKING    3.8 STOPPED IN TRAFFIC    3.9 STOPPED AT RR CROSSING    3.10 WEAVING    3.11 SKIDDING    3.12 WRONG SIDE    3.13 TD VEHICLE PARKED    3.14 _____________________ OTHER VEH. 3 OWNER’S NAME PHONE ( ) VEH. YEAR, MAKE & MODEL OWNER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) VEH. LIC. NO. STATE OR PROV. DESCRIBE DAMAGE WAS VEHICLE TOWED? INSURANCE POLICY POLICY NUMBER OTHER PROPERTY DESCRIBE DAMAGE PERSONS IN ACCIDENT VEH. 1 VEH. 2 VEH. 3 VEH. 1 VEH. 2 VEH. 3 NO. OF PERSONS (INCL. DRIVER) S P E E D POSTED SPEED LIMIT MPH MPH MPH PEDESTRIAN / BICYLIST  4.1 WALKING/RIDING WITH TRAFFIC  4.2 WALKING/RIDING AGAINST TRAFFIC  4.3 COMING FROM BEHIND PARKED VEH.  4.4 CROSSING AT INTERSECTION  4.5 CROSSING NOT AT INTERSECTION  4.6 ALIGHTING FROM A VEHICLE  4. 7 __________________________________ OTHER NO. OF PERSONS COMPLAINING OF INJURY ESTIMATED SPEED WHEN DANGER NOTICED MPH MPH MPH PERSONS TRANSPORTED TO HOSPITAL ESTIMATED SPEED AT IMPACT NUMBER PERSONS ADMITTED TO HOSPITAL MPH MPH MPH SMARTDRIVE Installed?  YES  NO Was Video Available? Clip Number. PASSENGER INJURY / FALL  5.1 BOARDING VEHICLE  5.2 ALIGHTING FROM VEHICLE  5.3 CAUGHT IN DOORS  5.4 SEATED  5.5 IN MOTION IN VEHICLE  5.6 __________________________________ OTHER INCIDENT REPORTED TO TRANSDEV RISK MGMT / WEBRISK  YES  NO REFERENCE NUMBER ANYONE TRANSPORTED TO HOSPITAL?  YES  NO HOSPITAL NAME CITY & STATE C-1 VEHICULAR ACCIDENT REPORT (REV. 2/18) PAGE 1 MARK “X” WHERE DAMAGE OR CONTACT OCCURRED INSTRUCTIONS 1. Choose sections of diagram that will show outline of roadway at place of accident. 2. Use solid line to show path of vehicle BEFORE accident: dotted line AFTER accident: 3. Number each vehicle and show direction of travel by arrow: 4. Show PEDESTRIAN by: 5. Show RAILROAD by: 6. Show TRAFFIC LIGHT by: 7. Show STOP SIGN by: 8. Indicate distance and direction from point of impact to nearest bridge, culvert or other landmarks. 9. Indicate names of streets or route numbers of roadways. Complete the following diagram showing direction & position of vehicles or property involved, designating clearly point of co ntact. Indicate points of compass N.E.S.W. TRAFFIC LANES ROADWAY SIGNALS PAVING WEATHER LIGHT NO. OF LANES 9.1  LANES MARKED 10.1  STRAIGHT 10.7  DRY 11.1  STOP SIGN 12.1  CEMENT 13.1  CLEAR 15.1  DAYLIGHT 9.2  LANES UNMARKED 10.2  CURVE 10.8  WET 11.2  TRAFFIC LIGHT 12.2  BRICK 13.2  RAIN 15.2  DARK WIDTH OF EACH FT. 9.3  NO ROAD DEFECTS 10.3  DOWN GRADE 10.9  MUDDY 11.3  POLICEMAN 12.3  ASPHALT 13.3  SNOW 15.3  DUSK 9.4  HOLES, RUTS, ETC. 10.4  UP GRADE 10.10  SNOWY 11.4  WARNING SIGNAL 12.4  GRAVEL 13.4  SLEET 15.4  DAWN  DIVIDED 9.5  LOOSE MATERIAL 10.5  LEVEL 10.11  ICY 11.5  R.R. GATES 12.5  __________________ (OTHER) 13.5  FOG IF DARK, WAS HIGHWAY LIGHTED? _____________ (OTHER) 9.6  __________________ (OTHER) 10.6  HILL CREST 11.6  YIELD SIGN 13.6 _______________ (OTHER) 15.5  YES  NO FLAGS, FLARES, FUSES, ETC. DISPLAYED 10.12__________________ 11.7  __________________ (OTHER) LOCATION 15.6 _______________ (OTHER) 14.1  CITY & SUBURBAN 14.3  INTERSECTION 11.8  NOT WORKING 14.2  RURAL 14.4  NON-INTERSECT. 14.5  CITY PROPERTY DRIVER: DESCRIBE ACCIDENT FULLY (CONTINUE ON PAGE THREE IF NECESSARY.) PAGE 2 * 1 1 1 2 DESCRIPTION OF ACCIDENT (CONTINUED) SAFETY MANAGER OR GM SIGNATURE (Ensure report is complete before forwarding) DRIVER’S SIGNATURE AND EMPLOYEE NUMBER DATE OF REPORT SUPERVISOR’S OBSERVATIONS / COMMENTS / FINDINGS: Road Supervisor Name: Signature: Date: PAGE 3 WITNESSES – Critical PERSONS OTHER THAN OCCUPANTS OF VEHICLES INVOLVED: LIST PASSERBY, OTHER MOTORISTS OR PERSONS AT SCENE OF ACCIDENT – WHETHER EYE WITNESSES OR NOT. (Use Witness Cards if Available) NAME AGE HOME PHONE BUSINESS PHONE ADDRESS (STREET & NO., CITY & STATE OR PROV.) OCCUPANTS OF TRANSDEV VEHICLE DO NOT REPEAT NAMES OF THOSE SHOWN ABOVE. NAME AGE HOME PHONE BUSINESS PHONE ADDRESS (STREET & NO., CITY & STATE OR PROV.) DISTRIBUTION: ORIGINAL TO “RISK MGT. DEPT.” COPIES TO: SAFETY, DRIVER FILE, REGION SAFETY DIRECTOR PAGE 4 IMPACT AREA, CIRCLE ONE CODE VEHICULAR INCIDENT REPORT COMPLETE ALL BOXES; IF UNKNOWN, PUT “UNK”; IF NOT APPLICABLE, PUT “NA” DATE OF ACCIDENT (MO. DAY YR.) TIME BUS. NUMBER MODEL PLACE NEAREST CITY OR TOWN STATE OR PROV. ON (STREET OR HIGHWAY)  AT NEAR (STREET, HIGHWAY OR OTHER LANDMARK) TRIP OR ROUTE TRIP NO. OR ROUTE NO. ENROUTE FROM ENROUTE TO BUS DRIVER NAME DATE HIRED DOB AGE EMPLOYEE NO. DIVISION NAME  FULL TIME DRIVING EXPERIENCE (BY TYPE OF VEH.) 6.1 MO. ALL TYPES OF VEH. 6.2 MO. COMM’L. VEHICLES 6.3 MO. BUSES SINCE LAST 8 CONSEC. HOURS OFF DUTY 7.1 HRS. ON DUTY (INCL. DRIVING) 7.2 HRS. ACTUALLY DRIVEN  PART TIME ESTIMATED HOURS OF “ON DUTY” TIME, SINCE LAST PERIOD OF 8 CONSECUTIVE HOURS OFF DUTY 8.1  1 HR. 8.3  3 HRS. 8.5  5 HRS. 8.7  7 HRS. 8.9  9 HRS. 8.11  11-12 HRS. 8.2  2 HRS. 8.4  4 HRS. 8.6  6 HRS. 8.8  8 HRS. 8.10  10 HRS.  0.9 MULTIPLE AREAS/OVERTURN/BOTTOM DAMAGE TO TD BUS/VEH. DESCRIBE DAMAGE WAS VEHICLE TOWED? ACCIDENT TYPE  1.1 OVERTURN  1.2 BUS OFF ROAD  1.3 SIDESWIPE  1.4FIXED OBJECT  1.5 INTERSECTION  1.6 REAR END  1.7 FRONT END  1.8 _____________ OTHER INVOLVING  2.3 PEDESTRIAN  2.4 BICYCLIST  2.5. ANIMAL  2.6 PARKED VEHICLE  2.7 TD YARD OR PROPERTY  2.8 WHEELCHAIR SECUREMENT  2.9 ______________ OTHER VEH. 2 DRIVER’S NAME PHONE ( ) AGE (EST.)  MALE  FEMALE DRIVER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) OPER. LIC. NO. STATE OR PROV. OWNER’S NAME PHONE ( ) VEH. YEAR, MAKE & MODEL OWNER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) VEH. LIC. NO. STATE OR PROV. DESCRIBE DAMAGE WAS VEHICLE TOWED? INSURANCE POLICY POLICY NUMBER MOVEMENT ✓ VEHICLE BUS #2 #3    3.1 STRAIGHT AHEAD – PASSING    3.2 STRAIGHT AHEAD – BEING PASSED    3.3 STRAIGHT AHEAD – NOT PASSING OR BEING PASSED    3.4 MERGING / LANE CHANGE    3.5 TURNING LEFT    3.6 TURNING RIGHT    3.7 BACKING    3.8 STOPPED IN TRAFFIC    3.9 STOPPED AT RR CROSSING    3.10 WEAVING    3.11 SKIDDING    3.12 WRONG SIDE    3.13 TD VEHICLE PARKED    3.14 _____________________ OTHER VEH. 3 DRIVER’S NAME PHONE ( ) AGE (EST.)  MALE  FEMALE DRIVER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) OPER. LIC. NO. STATE OR PROV. OWNER’S NAME PHONE ( ) VEH. YEAR, MAKE & MODEL OWNER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) VEH. LIC. NO. STATE OR PROV. DESCRIBE DAMAGE WAS VEHICLE TOWED? INSURANCE POLICY POLICY NUMBER OTHER PROPERTY DESCRIBE DAMAGE PERSONS IN ACCIDENT BUS / TD VEHICLE VEH. 2 VEH. 3 BUS / TD VEHICLE VEH. 2 VEH. 3 NO. OF PERSONS (INCL. DRIVER) S P E E D POSTED SPEED LIMIT MPH MPH MPH PEDESTRIAN / BICYLIST  4.1 WALKING/RIDING WITH TRAFFIC  4.2 WALKING/RIDING AGAINST TRAFFIC  4.3 COMING FROM BEHIND PARKED VEH.  4.4 CROSSING AT INTERSECTION  4.5 CROSSING NOT AT INTERSECTION  4.6 ALIGHTING FROM A VEHICLE  4. 7 __________________________________ OTHER NO. OF PERSONS COMPLAINING OF INJURY ESTIMATED SPEED WHEN DANGER NOTICED MPH MPH MPH PERSONS TRANSPORTED TO HOSPITAL ESTIMATED SPEED AT IMPACT NUMBER PERSONS ADMITTED TO HOSPITAL MPH MPH MPH POLICE INVESTIGATE?  YES  NO IF SO, NAME OF OFFICER WITH BADGE # REPORT NO. PASSENGER INJURY / FALL  5.1 BOARDING VEHICLE  5.2 ALIGHTING FROM VEHICLE  5.3 CAUGHT IN DOORS  5.4 SEATED  5.5 IN MOTION IN VEHICLE  5.6 __________________________________ OTHER IF SO, NAME OF DEPARTMENT OR PATROL & LOCATION TICKETS ISSUED?  TD  OTHER  NONE DRIVER DRIVER IF SO, CHARGE INCIDENT REPORTED TO TRANSDEV RISK MGMT / WEBRISK  YES  NO REFERENCE NUMBER ANYONE TRANSPORTED TO HOSPITAL?  YES  NO HOSPITAL NAME CITY & STATE C-1 VEHICULAR INCIDENT REPORT (REV. 2/18) PAGE 1 MARK “X” WHERE DAMAGE OR CONTACT OCCURRED INSTRUCTIONS 1. Choose sections of diagram that will show outline of roadway at place of accident. 2. Use solid line to show path of vehicle BEFORE accident: dotted line AFTER accident: 3. Number each vehicle and show direction of travel by arrow: 4. Show PEDESTRIAN by: 5. Show RAILROAD by: 6. Show TRAFFIC LIGHT by: 7. Show STOP SIGN by: 8. Indicate distance and direction from point of impact to nearest bridge, culvert or other landmarks. 9. Indicate names of streets or route numbers of roadways. Complete the following diagram showing direction & position of vehicles or property involved, designating clearly point of co ntact. Indicate points of compass N.E.S.W. TRAFFIC LANES ROADWAY SIGNALS PAVING WEATHER LIGHT NO. OF LANES 9.1  LANES MARKED 10.1  STRAIGHT 10.7  DRY 11.1  STOP SIGN 12.1  CEMENT 13.1  CLEAR 15.1  DAYLIGHT 9.2  LANES UNMARKED 10.2  CURVE 10.8  WET 11.2  TRAFFIC LIGHT 12.2  BRICK 13.2  RAIN 15.2  DARK WIDTH OF EACH FT. 9.3  NO ROAD DEFECTS 10.3  DOWN GRADE 10.9  MUDDY 11.3  POLICEMAN 12.3  ASPHALT 13.3  SNOW 15.3  DUSK 9.4  HOLES, RUTS, ETC. 10.4  UP GRADE 10.10  SNOWY 11.4  WARNING SIGNAL 12.4  GRAVEL 13.4  SLEET 15.4  DAWN  DIVIDED 9.5  LOOSE MATERIAL 10.5  LEVEL 10.11  ICY 11.5  R.R. GATES 12.5  __________________ (OTHER) 13.5  FOG IF DARK, WAS HIGHWAY LIGHTED? _____________ (OTHER) 9.6  __________________ (OTHER) 10.6  HILL CREST 11.6  YIELD SIGN 13.6 _______________ (OTHER) 15.5  YES  NO FLAGS, FLARES, FUSES, ETC. DISPLAYED 10.12__________________ 11.7  __________________ (OTHER) LOCATION 15.6 _______________ (OTHER) 14.1  CITY & SUBURBAN 14.3  INTERSECTION 11.8  NOT WORKING 14.2  RURAL 14.4  NON-INTERSECT. 14.5  TD PROPERTY DRIVER: DESCRIBE ACCIDENT FULLY (CONTINUE ON PAGE THREE IF NECESSARY.) PAGE 2 * BUS BUS BUS 2 DESCRIPTION OF ACCIDENT (CONTINUED) SAFETY MANAGER OR GM SIGNATURE (Ensure report is complete before forwarding) DRIVER’S SIGNATURE AND EMPLOYEE NUMBER DATE OF REPORT SUPERVISOR’S OBSERVATIONS / COMMENTS / FINDINGS: Road Supervisor Name: Signature: Date: PAGE 3 WITNESSES – Critical PERSONS OTHER THAN OCCUPANTS OF VEHICLES INVOLVED: LIST PASSERBY, OTHER MOTORISTS OR PERSONS AT SCENE OF ACCIDENT – WHETHER EYE WITNESSES OR NOT. NAME AGE HOME PHONE BUSINESS PHONE ADDRESS (STREET & NO., CITY & STATE OR PROV.) OCCUPANTS OF BUS DO NOT REPEAT NAMES OF THOSE SHOWN ABOVE. NAME AGE HOME PHONE BUSINESS PHONE ADDRESS (STREET & NO., CITY & STATE OR PROV.) DISTRIBUTION: ORIGINAL TO “RISK MGT. DEPT.” COPIES TO: SAFETY, DRIVER FILE, REGION SAFETY DIRECTOR PAGE 4 IMPACT AREA, CIRCLE ONE CODE VEHICULAR INCIDENT REPORT COMPLETE ALL BOXES; IF UNKNOWN, PUT “UNK”; IF NOT APPLICABLE, PUT “NA” DATE OF ACCIDENT (MO. DAY YR.) TIME BUS. NUMBER MODEL PLACE NEAREST CITY OR TOWN STATE OR PROV. ON (STREET OR HIGHWAY)  AT NEAR (STREET, HIGHWAY OR OTHER LANDMARK) TRIP OR ROUTE TRIP NO. OR ROUTE NO. ENROUTE FROM ENROUTE TO BUS DRIVER NAME DATE HIRED DOB AGE EMPLOYEE NO. LOCATION NAME  FULL TIME DRIVING EXPERIENCE (BY TYPE OF VEH.) 6.1 MO. ALL TYPES OF VEH. 6.2 MO. COMM’L. VEHICLES 6.3 MO. BUSES SINCE LAST 8 CONSEC. HOURS OFF DUTY 7.1 HRS. ON DUTY (INCL. DRIVING) 7.2 HRS. ACTUALLY DRIVEN  PART TIME ESTIMATED HOURS OF “ON DUTY” TIME, SINCE LAST PERIOD OF 8 CONSECUTIVE HOURS OFF DUTY 8.1  1 HR. 8.3  3 HRS. 8.5  5 HRS. 8.7  7 HRS. 8.9  9 HRS. 8.11  11-12 HRS. 8.2  2 HRS. 8.4  4 HRS. 8.6  6 HRS. 8.8  8 HRS. 8.10  10 HRS.  0.9 MULTIPLE AREAS/OVERTURN/BOTTOM DAMAGE TO TD BUS/VEH. DESCRIBE DAMAGE WAS VEHICLE TOWED? ACCIDENT TYPE  1.1 OVERTURN  1.2 BUS OFF ROAD  1.3 SIDESWIPE  1.4FIXED OBJECT  1.5 INTERSECTION  1.6 REAR END  1.7 FRONT END  1.8 _____________ OTHER INVOLVING  2.3 PEDESTRIAN  2.4 BICYCLIST  2.5. ANIMAL  2.6 PARKED VEHICLE  2.7 TD YARD OR PROPERTY  2.8 WHEELCHAIR SECUREMENT  2.9 ______________ OTHER VEH. 2 DRIVER’S NAME PHONE ( ) AGE (EST.)  MALE  FEMALE DRIVER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) OPER. LIC. NO. STATE OR PROV. OWNER’S NAME PHONE ( ) VEH. YEAR, MAKE & MODEL OWNER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) VEH. LIC. NO. STATE OR PROV. DESCRIBE DAMAGE WAS VEHICLE TOWED? INSURANCE POLICY POLICY NUMBER MOVEMENT ✓ VEHICLE BUS #2 #3    3.1 STRAIGHT AHEAD – PASSING    3.2 STRAIGHT AHEAD – BEING PASSED    3.3 STRAIGHT AHEAD – NOT PASSING OR BEING PASSED    3.4 MERGING / LANE CHANGE    3.5 TURNING LEFT    3.6 TURNING RIGHT    3.7 BACKING    3.8 STOPPED IN TRAFFIC    3.9 STOPPED AT RR CROSSING    3.10 WEAVING    3.11 SKIDDING    3.12 WRONG SIDE    3.13 TD VEHICLE PARKED    3.14 _____________________ OTHER VEH. 3 DRIVER’S NAME PHONE ( ) AGE (EST.)  MALE  FEMALE DRIVER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) OPER. LIC. NO. STATE OR PROV. OWNER’S NAME PHONE ( ) VEH. YEAR, MAKE & MODEL OWNER’S ADDRESS (STREET & NO., CITY, STATE OR PROV.) VEH. LIC. NO. STATE OR PROV. DESCRIBE DAMAGE WAS VEHICLE TOWED? INSURANCE POLICY POLICY NUMBER OTHER PROPERTY DESCRIBE DAMAGE PERSONS IN ACCIDENT BUS / TD VEHICLE VEH. 2 VEH. 3 BUS / TD VEHICLE VEH. 2 VEH. 3 NO. OF PERSONS (INCL. DRIVER) S P E E D POSTED SPEED LIMIT MPH MPH MPH PEDESTRIAN / BICYLIST  4.1 WALKING/RIDING WITH TRAFFIC  4.2 WALKING/RIDING AGAINST TRAFFIC  4.3 COMING FROM BEHIND PARKED VEH.  4.4 CROSSING AT INTERSECTION  4.5 CROSSING NOT AT INTERSECTION  4.6 ALIGHTING FROM A VEHICLE  4. 7 __________________________________ OTHER NO. OF PERSONS COMPLAINING OF INJURY ESTIMATED SPEED WHEN DANGER NOTICED MPH MPH MPH PERSONS TRANSPORTED TO HOSPITAL ESTIMATED SPEED AT IMPACT NUMBER PERSONS ADMITTED TO HOSPITAL MPH MPH MPH POLICE INVESTIGATE?  YES  NO IF SO, NAME OF OFFICER WITH BADGE # REPORT NO. PASSENGER INJURY / FALL  5.1 BOARDING VEHICLE  5.2 ALIGHTING FROM VEHICLE  5.3 CAUGHT IN DOORS  5.4 SEATED  5.5 IN MOTION IN VEHICLE  5.6 __________________________________ OTHER IF SO, NAME OF DEPARTMENT OR PATROL & LOCATION TICKETS ISSUED?  TD  OTHER  NONE DRIVER DRIVER IF SO, CHARGE INCIDENT REPORTED TO TRANSDEV RISK MGMT / WEBRISK  YES  NO REFERENCE NUMBER ANYONE TRANSPORTED TO HOSPITAL?  YES  NO HOSPITAL NAME CITY & STATE C-1 VEHICULAR ACCIDENT REPORT (REV. 2/18) PAGE 1 MARK “X” WHERE DAMAGE OR CONTACT OCCURRED INSTRUCTIONS 1. Choose sections of diagram that will show outline of roadway at place of accident. 2. Use solid line to show path of vehicle BEFORE accident: dotted line AFTER accident: 3. Number each vehicle and show direction of travel by arrow: 4. Show PEDESTRIAN by: 5. Show RAILROAD by: 6. Show TRAFFIC LIGHT by: 7. Show STOP SIGN by: 8. Indicate distance and direction from point of impact to nearest bridge, culvert or other landmarks. 9. Indicate names of streets or route numbers of roadways. Complete the following diagram showing direction & position of vehicles or property involved, designating clearly point of co ntact. Indicate points of compass N.E.S.W. TRAFFIC LANES ROADWAY SIGNALS PAVING WEATHER LIGHT NO. OF LANES 9.1  LANES MARKED 10.1  STRAIGHT 10.7  DRY 11.1  STOP SIGN 12.1  CEMENT 13.1  CLEAR 15.1  DAYLIGHT 9.2  LANES UNMARKED 10.2  CURVE 10.8  WET 11.2  TRAFFIC LIGHT 12.2  BRICK 13.2  RAIN 15.2  DARK WIDTH OF EACH FT. 9.3  NO ROAD DEFECTS 10.3  DOWN GRADE 10.9  MUDDY 11.3  POLICEMAN 12.3  ASPHALT 13.3  SNOW 15.3  DUSK 9.4  HOLES, RUTS, ETC. 10.4  UP GRADE 10.10  SNOWY 11.4  WARNING SIGNAL 12.4  GRAVEL 13.4  SLEET 15.4  DAWN  DIVIDED 9.5  LOOSE MATERIAL 10.5  LEVEL 10.11  ICY 11.5  R.R. GATES 12.5  __________________ (OTHER) 13.5  FOG IF DARK, WAS HIGHWAY LIGHTED? _____________ (OTHER) 9.6  __________________ (OTHER) 10.6  HILL CREST 11.6  YIELD SIGN 13.6 _______________ (OTHER) 15.5  YES  NO FLAGS, FLARES, FUSES, ETC. DISPLAYED 10.12__________________ 11.7  __________________ (OTHER) LOCATION 15.6 _______________ (OTHER) 14.1  CITY & SUBURBAN 14.3  INTERSECTION 11.8  NOT WORKING 14.2  RURAL 14.4  NON-INTERSECT. 14.5  TD PROPERTY DRIVER: DESCRIBE ACCIDENT FULLY (CONTINUE ON PAGE THREE IF NECESSARY.) PAGE 2 * BUS BUS BUS 2 DESCRIPTION OF ACCIDENT (CONTINUED) SAFETY MANAGER OR GM SIGNATURE (Ensure report is complete before forwarding) DRIVER’S SIGNATURE AND EMPLOYEE NUMBER DATE OF REPORT SUPERVISOR’S OBSERVATIONS / COMMENTS / FINDINGS: Road Supervisor Name: Signature: Date: PAGE 3 WITNESSES – Critical PERSONS OTHER THAN OCCUPANTS OF VEHICLES INVOLVED: LIST PASSERBY, OTHER MOTORISTS OR PERSONS AT SCENE OF ACCIDENT – WHETHER EYE WITNESSES OR NOT. NAME AGE HOME PHONE BUSINESS PHONE ADDRESS (STREET & NO., CITY & STATE OR PROV.) OCCUPANTS OF BUS DO NOT REPEAT NAMES OF THOSE SHOWN ABOVE. NAME AGE HOME PHONE BUSINESS PHONE ADDRESS (STREET & NO., CITY & STATE OR PROV.) DISTRIBUTION: ORIGINAL TO “RISK MGT. DEPT.” COPIES TO: SAFETY, DRIVER FILE, REGION SAFETY DIRECTOR PAGE 4 Main Office: 1430 East Holt Avenue • Covina, CA 91724 • PHONE (626) 350-9860 • FAX (626) 448-0986 Regional Office: 300 Shadow Lane • Las Vegas, NV 89106 • PHONE (702) 385-0995 • FAX (702) 385-4410 Regional Office: 204 N. Broadway • Santa Maria, CA 93454 • PHONE (805) 922-7875 • FAX (805) 922-6885 www.local986.org December 2, 2025 Re: TransDev / SLO Transit Letter of Support To whom it may concern, Since TransDev took over the SLO Transit operation, both the company and the Union have worked tirelessly to create a partnership focused on providing safe, reliable, and on-time transit services to the San Luis Obispo. Most recently, Teamsters Local 986 and TransDev worked cooperatively to find effective practices to keep our coach operator members safe in an often difficult and challenging working environment. Since taking over transit operations in SLO, the TransDev management team has made a sincere and consistent effort to foster and maintain an excellent working relationship with Teamsters Local 986 and its members. For these reasons, Teamsters Local 986 is in support of TransDev in their rebid efforts for the SLO Transit revenue contract. Please feel free to reach out to me directly with any questions or concerns that you may have. Sincerely, _________________________________ Cliff Reynolds Central Coast Coordinator Teamsters Local 986 Wages and Fringe Benefits for the Management and Operation of San Luis Obispo Transit Please note: The wages and benefits paid to certain employees of the Transdev operation are governed by a collective bargaining agreement (CBA). Full and part time bus operators, road supervisors and dispatchers by a recently ratified CBA between Transdev and Teamsters Local #986 expiring December 31, 2029. BARGAINED EMPLOYEES OPERATOR, ROAD SUPERVISOR & DISPATCHER -- BENEFITS GUARANTEES: Road Supervisor/Dispatchers designated as full-time shall be guaranteed forty (40) hours per week. OVERTIME: All time worked in excess of forty (40) hours in any workweek shall be paid at the one and one half (1 ½) times the hourly rate of pay. Road Supervisor/Dispatchers: All time worked in excess of eight (8) hours in a single workday or forty (40) hours in one (1) workweek shall be paid at the one and one half (1 ½) times the hourly rate of pay. PRE-TRIP: Employees shall be paid 15 minutes to perform pre -trip duties each time the employee is required to start his or her work from the facility. If a fluid check is required, an additional five (5) minutes will be paid. When an employee begins work at a location other than the facility, the employee will be paid a total of ten (10) minutes for travel to the location and for performing an inspection of the vehicle. ATTENDANCE INCENTIVE: Upon achieving perfect attendance for a period of three (3) calendar months, beginning January 1, April 1, July 1, October 1, one Incentive Bonus Day will be granted, to a maximum of four (4) Incentive Bonus Days each year. An Incentive Bonus Day will be eight (8) hours for full-time employees and four (4) hours for part-time employees HOLIDAYS: Operators are paid for nine (9) holidays per year. Road Supervisors /Dispatchers are paid for ten (10) holidays per year. VACATION: Full time employees are eligible for paid vacation according to the following schedule: Seniority Vacation Days After Year One 1 Week After 2 Years 2 Weeks After 5 Years 3 Weeks After 10+ Years 4 Weeks SICK LEAVE: Non-probationary employees covered by this Agreement are eligible for forty- eight (48) hours per year. Sick leave shall not be available for cash out and are not paid at termination. HEALTH BENEFITS: Full time employees are eligible for Company provided health plans. DENTAL: The Company will pay 35% of the premium for the plan level selected under the Company’s PPO or HMO dental plan, or comparable substitute plan(s). VISION: The employee will be responsible for 100% of the premium for the plan level selected under the Company’s vision plan . RETIREMENT – Teamster 401K Plan: Employees will be eligible to receive an employer matching contribution of 50% of up to 6% of the employee’s contributions. In addition to the company matching as stated above in this Article, the Company agrees to contribute ten cents ($0.10) per hour to all active participants of the plan beginning July 1 2026. LIFE INSURANCE: Company will provide $10,000 life insurance and $10,000 accidental death and dismemberment insurance to each full-time and part-time employee who has completed his or her probationary period, and will pay 100% of the cost of such coverage. SAFETY MEETINGS: Employees are paid a minimum of one hour for attendance at mandatory safety meetings. UNIFORMS: The Company shall provide five pants and five shirts, one tie, one light weather jacket and one safety vest. Company will provide each employee with a footwear allowance of up to $50.00 every 12 months to cover the cost of footwear required by the client BEREAVEMENT: Employees receive pay for up to 3 days of missed work. JURY DUTY: An employee reporting to jury duty shall be entitled to jury duty pay for time lost, to a maximum of five (5) days per year. OPERATOR -- WAGES PREMIUMS: • Employees who volunteer to work a “Saturday” or “Sunday” level of revenue service beyond their regular schedule will be paid a premium of $1.00 per hour, in addition to the employee’s hourly wage rate, while performing these duties • A Driver who is assigned to work with a trainee will be paid a premium of $1.75 per hour, in addition to the employee’s hourly wage rate, while performing these duties. SENIOR DRIVER BONUS: Drivers that have completed 5 years of full-time service, will on their 6 year anniversary date, and subsequent anniversary dates, be eligible for a $500.00 bonus. DISPATCH & ROAD SUPERVISOR -- WAGES NON – BARGAINED, NON-EXEMPT EMPLOYEE BENEFITS HOLIDAYS: Full time employees are paid for 10 holidays per year. VACATION: Full time employees are eligible for paid vacation according to the following schedule. Seniority Vacation Days Year 1--4 80 Hours Years 5 – 9 120 Hours 10+ Years 160 Hours SICK LEAVE: All employees shall receive pay for five (5) days of sick leave each year in line with the CA Paid Sick Leave requirement. CIVIC LEAVE: Employees required to serve on jury duty will be paid at the employee’s regular base rate for three (3) days per calendar year. BEREAVEMENT LEAVE: An employee shall be granted up to three (3) days with pay to attend a funeral. LIFE: Fulltime employees receive 1x base salary HEALTH BENEFITS: The Company offers medical coverage options to employees with a company contribution. The plan options include BCBS PPO, BCBS HSA Saver. Dental and Vision plans are available for employees and their dependents at employee expense. 401K/RETIREMENT: Transdev’s matching formula pays 50% for every dollar deferred up to 6% of the individual’s gross pay. Combined contributions are vested according to a five (5) year plan at 20% per year.