Montebello City Council
June 28, 2023

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assets are not available or cannot be moved around thru the whole area – placed manually in suitable locations, will be brought to every single space, which is relevant for the application. These spaces are called “spaces of interest” hereafter. Examples for such spaces are assembly lines, assembly stations, rework bays, parking lots, test stations, etc.
• The sequence of the spaces of interest, tags / assets are brought to, will be determined in a test script upfront and shall cover both scenarios, (i) a sequence which is as close as possible to the sequence assets would be expected to travel thru the covered area in reality, (ii) a random sequence. By defining the sequence upfront, the tests will be reproduceable.
• Each space of interest shall be visited at least twice, spaces of interest, which are rated as especially difficult or especially important, will be visited more than twice. • Spaces of interest are grouped upfront into so-called “space groups”, where any space group defines an area of mostly contiguous spaces of interest, which have the same role within a certain use case.

Example: parking lots within the same row, assembly stations within the same line, test stations parallel to each other, repair bays within the same process area. Those groups are used to define suitable acceptance criteria (rf. below).
• For each space of interest, the Dimension4 location data will be logged automatically and compared to the reality, i.e. to the real location of the tag within every space of interest, which is documented during the tests.
• Dimension4 location data logs will be automatically analyzed concerning certain quality metrics, defined in the following.

Acceptance criteria for passing the tests are:
• For each space of interest, a sighting rate (ratio of tag signals to actually generated tag positions) of min. 90% is achieved, the average number of sensors per tag event is min. 2 (except for single ident sensors).

Those 2 criteria are based on Ubisense experience and are suitable as a reliable measure for the robustness of the deployed tracking infrastructure and the headroom it provides. • Positions are correct for min. 98% of the positions generated for a space group and for min. 95% for every single space of interest within the space group
• A position is asserted to be “correct”, if the deviation between the real tag position and the position created by Dimension4 is not bigger than the max. error, which can be tolerated for the agreed use case.

Example: For asserting cars to parking lots the max. tolerable error may be 1.5m or 2m, for asserting a tool to a certain part of a car the max. tolerable error may be 1m, for asserting cars to a certain part of the factory, the tolerable error may be as big as 10m. During the Detailed Design Phase, the customer and Ubisense will mutually agree the max. tolerable errors per space group, the aforementioned examples are used as a guideline for this.
• In order to mark a test as passed, although some of the agreed acceptance criteria are not met, a detailed case by case analysis and a compelling reasoning is requested, why this is not a problem for the use case. Example: It may be o.k., if for certain spaces of interest the sighting rate or average number of sensors per tag event is lower than requested, if this space is right at the edge of the covered area and in spite of less sensors seeing the tag the generated positions are always correct and robust.

Conclusion from Dimension4 tracking acceptance tests for the reliability of the Smart Space application:

Smart Space puts an additional layer of logic and consistency checks on top of the raw tag locations being generated by Dimension4. Examples are location rules, which require a certain amount of consistent tag locations to actually assert an asset to a certain space of interest (like a parking bay), or location rules, which

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ensure that at any given point of time only max. 1 asset can be asserted to a certain space of interest. These rules can be expected to amend the reliability of the overall application for the agreed use cases. Therefore, the robustness and correctness of asset locations within Smart Space can be expected to be as least as good as the underlying Dimension4 tracking system, usually better. However, it is important to ensure that the Dimension4 tracking system itself reaches a defined level of correctness and robustness and to make this measurable. For this purpose the tests described above have been designed and it is important that they are executed.

Acceptance testing and acceptance criteria for the Smart Space application Within the project phase “Detailed Design” the acceptance tests for the Smart Space application will be defined in detail. The tests will follow the agreed use cases and will be defined from a user perspective. The tests will be defined and executed for all relevant parts of the application, like searches, reports, alarms, triggered events and any data exchange with customer IT systems, Smart Space will be integrated with within this project.

The following statements act as guideline for the tests to be defined:
• For every configured entity of the Smart Space application, the user interacts with, one or more tests shall be defined. Such entities to test are every single search, report, alarm, change of representation, as well as any triggers, which result in sending data to customer IT systems or receiving data from those systems.
• If appropriate, different sets of data, the tests are based on, shall be defined. Example: One combination of data, where a user action (like a search) results in a positive result and one combination of data, the action fails (like a search with an empty result set).
• For every test case, the expected result must be defined, as well – if relevant – the accepted maximum and average response time of the system.
• Realistic data for the test cases have to be provided by the customer. Tests will be executed jointly by Ubisense and the customer.
• For those parts of the system, which are flagged as especially critical concerning performance (like exchange of data with customer IT systems), stress tests shall be defined, which simulate a system load 20% greater than the maximum expected real load.
• There will be a special stress test for the server load, which will use additional high-update rate tags and simulated movements of those tags, which will simulate a load 20% greater than the maximum expected real load and will measure CPU and disk latency on the server, which is a provision by the customer. The customer has to provide personnel for this test, which grants Ubisense access to the agreed measures to be logged and monitored on the server. Details will be mutually agreed during the Detailed Design phase.

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12 Operational Support & Incident Management
As part of the proposed Solution as a Service offering, Ubisense includes both software maintenance and operational support in the yearly fee. This offering provides MBS with ongoing software support by receiving all major and minor updates to the software platform, ability to report bugs and receive software patches, and ensure the software is compliant with latest updates and patches to the operating system.

Solution as a Service extends the standard 12month hardware warranty and provides 100% warranty coverage for all sensors TDUs and tags for as long as the contract is active. If a hardware component fails for any reason, it will be replaced at no charge. In addition, the Solution as a Service model includes bi-annual onsite system health checks where physical hardware is inspected and the application performance is validated to ensure the location system is functioning as expected.

The Solution as a Service also provides operational support for the application with access to the 24/7 support portal for any system issues or errors detected in the system. Users are able to submit tickets to the Ubisense support team for resolution or workarounds. The base SLAs are represented under the green column are included in this price proposal.

Ubisense Operational Support is the offering designed to ensure qualified resources are available to address any issues that impact the smooth operation of the system. This offering include service levels for Response and Resolution of problems submitted through the Ubisense Incident Management system. The mechanism for invoking Operational Support is to provide a ticket to the Incident Management system that records, alerts and tracks the progression of meeting the contractual service levels for response and resolution to the problem submitted. These service levels are defined in Figure 67 - Ubisense SLA Options.

Ubisense Software Maintenance is the service used to ensure that the SmartSpace software is continually kept up to date with respect to bug fixes, security patches and software releases. These updates are typically made available on a regular, rolling schedule unless there is an update that requires an immediate fix in which case will be provided as soon as it is available. If the software is purchased as a Subscription, the software maintenance is included in the Subscription fee.

1. Software as a Subscription model whereby the hardware is purchased as a one-time Capex and the deployment services are billed against completion milestones, but the software is purchased on a Subscription basis through a fixed, yearly fee. In this model, all software updates are included in the Subscription price.

2. Solution as a Service model whereby hardware, software and services are rolled into a Subscription fee.

This provides a fixed yearly fee that includes all aspects of the solution. In this model, all software updates are included in the Subscription price. In this specific offering for MBL, the Operational Support is also included in the Solution as a Service subscription model.

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Figure 67 - Ubisense SLA Options
The definitions of Priorities are as follows:

1. PRIORITY A Incident: The system is down or is crashing and product use of the system is not possible. Operation cannot be restored without eliminating the actual cause of the problem.

2. PRIORITY B Incident: Severely impeded system functionality and only limited use of the system is possible. Restoring functionality is possible without eliminating the actual cause of the problem (work-around).

3. PRIORITY C Incident: The system is functional despite the reported issue but individual functions are not available.

Problem causes minimal use restrictions.

4. PRIORITY D Incident: The system is functional with essentially no functional restrictions despite the reported issue.

The system documentation is flawed and must be addressed or there are user training deficiencies.

Cloud Managed Services
There are two primary categories of Managed Services that define the responsibilities of ensuring the application operating environment is maintained and healthy. First, is the Infrastructure portion that provides the necessary IT environment for the application to operate properly. The Infrastructure can be on-premise and typically is the responsibility of the customer’s IT department. The Infrastructure can also be delivered through a public cloud services provider like AWS or Azure.

The additional category is the application itself. The roles and responsibilities of application management is dependent on whether it is run in the public cloud, on premise and whether or not there is remote access to the operating environment. The care and feeding of the application environment is of most interest within the scope of Managed Services because the stability of the application from a production perspective is the most obvious KPI to the end customer – typically Operations.

In terms of roles and responsibilities for managing the IT and Application environment from these two perspectives, please refer to the following diagrams:

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Managed Services Elements
There are three components to Managed Services that include:

1. System Monitoring

2. Proactive Maintenance

3. Problem Support

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System Monitoring is a proactive method of measuring the health of a system against acceptable operating parameters. System Monitoring allows the Services team to view trends and identify potential problems before they cause unexpected downtime. System Monitoring includes items such as:
• CPU Utilization
• Memory Utilization
• Network Utilization
• Disk Space Utilization and latency
• Rate of database transactions and latency
• Rate and latency of Ubisense SmartSpace transactions, split into location system components and application logic components
• Downtime of any Ubisense location system components (Sensors, Schemas, etc). • Application or System error logs
• Security issues
• System trends
For applications, Ubisense manages on a public cloud, the whole monitoring stack is available, for solutions, where the customer provides the infrastructure on-premise, monitoring by Ubisense is limited to the application components being delivered by Ubisense. System Monitoring is done by using the Ubisense SmartSpace Health Monitoring module.

Proactive Maintenance includes making adjustments to the infrastructure or application in order to prevent or reduce the opportunity of a future downtime or security related event. In many cases, these maintenance items will have to be accomplished in the previously agreed to maintenance windows that involve scheduled and approved downtime. However, there may be instances where a maintenance item is critical in nature and may have to be scheduled outside the normal maintenance window and agreed to with the customer in advance. In any event, the following example list represents proactive maintenance items:
• Adjusting VM parameters for system performance or tuning reasons • Applying O/S patches or upgrades
• Applying applications patches
• Applying security related patches
• Upgrading the application software to a new version
• Adjusting the application configuration to accommodate changes in transaction volume, number of objects, etc.

Proactive Maintenance may be based on the outcome of the System Monitoring (e.g. defined thresholds have been reached for monitored components) or may be based on general technical progress of the whole solution stack, like O/S or security patches or the availability of new SmartSpace releases.

Incident Management is the process by which customers submit issues into the ticketing system for Response and Resolution. Response Time is a Service Level that determines the contractual obliged threshold for providing a response to a problem submitted via the ticketing system. Resolution Time is a contractual obliged Service Level for resolving the issue submitted in the problem ticket.

The following table summarizes the Service Level offerings against the specific attributes of the deployment (e.g. cloud versus on-premise):

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Managed Services provide the customer with the options necessary to meet service level expectations of the business. In production critical environments, a higher service level is necessary to provide the proactive and reactive effort to maintain a high level of application availability. Our systems are production proven over many years but this does not preclude an unplanned or unforeseen event causing unscheduled system downtime.

Without
Remote Access
With
Remote Access
Without
Remote Access
With
Remote Access
Without
Remote Access
With
Remote Access
Without
Remote Access
With
Remote Access
Application as a Service • •
Test Server •
Replication Server •
Auto platform monitoring • • • • • •
Remote platform issue resolution • • • • • •
Auto application monitoring • • •
Remote application issue resolution • • •
Solution issue ticketing • • • • • • • • • •
Support Coverage
1 shift, 5 days • • • • •
Custom Coverage • • • • •
Standard
Upgrade
• Included
† Must be provided
Cloud Cloud
Category Feature On Premise
Customer Architecture
On Premise
Ubisense Reference Architecture
Hosting
Monitoring
Managed Service Level
Standard Mission Critical
†
†
On Premise
Customer Architecture
On Premise
Ubisense Reference Architecture
Yellow
Red SLA GreenYellow
Support

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13 Assumptions and Terms

13.1 Terms

1. This quotation from Ubisense America LLC. is valid for 90 days from submittal.

2. Ubisense invoices to be paid under N30 terms.

3. Software subscription begins at project go live.

4. All prices are in US Dollars and exclude any applicable Sales and Use taxes. Payments due but not paid by Client on the due date thereof shall bear interest at the monthly rate which is the lesser of 1.5% of the amount due per month or 18% per annum.

5. Travel and living expense amount to be invoiced at final acceptance.

6. Purchases of Ubisense software are subject to the Ubisense Product License Agreement (UPLA) or Right to Use License Agreement(RTULA) which is incorporated herein by reference, the terms of which shall take precedence over any customer Purchase Order Terms and Conditions, Order Acknowledgement, or other Client document.

7. Any services not specifically set forth herein will be set forth in a mutually agreed upon Change Order or Statement of Work.

8. In connection with the provision of Services hereunder, Ubisense may deliver, develop, or otherwise provide to or on behalf of Client certain software, materials, works of authorship, data, information, or other content owned by or licensed to, and otherwise proprietary to Ubisense, including, but not limited to, computer software, algorithms, forms, and other proprietary works (collectively, “Ubisense Materials”) and Client acknowledges and agrees that all right, title, and interest in and to all Ubisense Materials (whether or not incorporated into any Deliverables), including all Intellectual Property Rights therein, are and shall remain the exclusive property of Ubisense.

9. UBISENSE MAKES NO REPRESENTATION OR WARRANTY OF ANY KIND, EXPRESS OR IMPLIED, OTHER THAN THAT EXPRESSLY SET FORTH IN THIS AGREEMENT. UBISENSE DISCLAIMS ANY AND ALL WARRANTIES,

WHETHER EXPRESS OR IMPLIED, WHETHER BY STATUTE, COMMON LAW, OR OTHERWISE, INCLUDING (WITHOUT LIMITATION) ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, TITLE, AND NON-INFRINGEMENT.

13.2 Assumptions
• 100-meter maximum length restriction applies between customer supplied PoE switch and Ubisense sensors.
• Customer or appointed contractor will perform all work to mount, align and cable (network plus timing cables) all Ubisense sensors, following the Sensor Installation Plan provided by Ubisense. This includes all necessary auxiliary constructions, active and passive network components. • Customer or appointed contractor will install Ubisense supplied TDUs in customer supplied electrical cabinets and cable them following the Sensor Installation Plan provided by Ubisense.

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• Customer or appointed contractor to supply and install switches with PoE ports (10 Watt each) for all sensors and TDUs and install them in customer supplied electrical cabinets. • Customer will perform all necessary network setup and configuration required for the Ubisense sensors to be placed on the network.
• Customer will perform all necessary changes to any systems outside of the Ubisense system, which are identified (within the Detailed Design), as necessary to achieve the agreed performance, integrations, event triggers, etc.
• Customer will provide the necessary personnel to create the System Specification Document together with Ubisense (during the onsite workshops), and to quickly assist Ubisense with any necessary changes to either sensor mounting, cabling or configuration, which become apparent during any Ubisense on site visit. • Customer will perform all development work required for integration of Ubisense location data to any external systems and/or applications.
• This proposal assumes tag placement to be at highest point(or closest possible) on tank and boom and in a consistent location across all tagged carts.
• Integration to the Avail system shall be done through standard Ubisense APIs (RDBMS, REST), this proposal assumes Avail will make available all vehicle attributes needed to support the application requirements.
14 Customer References

14.1 Metro Transit, Minneapolis, MN United States
Metro Transit is the primary transportation municipality in the twin cities and the largest in the state of Minnesota, servicing an average of 265,000 riders a day across 130 different routes. Operation of the 1500 vehicle fleet spans seven different garages across the metro area. METC first adopted Ubisense solutions in 2008 to provide real time visibility of the vehicle locations throughout each of their garages and maintenance areas.

Reliable vehicle locations, lane, and sequence are critical for scheduling and dispatch operations to ensure and on time pull-out for each route.

Having a reliable, up to date markup of the vehicle positions throughout the garages is critical to maintain on time dispatch performance and manage route rebalancing. METC sought out a solution to replace the manual markup process of identify vehicle locations throughout each garage and maintenance area. These manual markups occurred multiple times a day and take hours to complete while immediately becoming out of date by the time they were completed.

Ubisense applications are proven to work in difficult environments and extreme conditions with hardware surviving daily exposure to Minnesota’s extreme cold and hot weather for years and years without issue, ensuring reliable tracking each and every time a vehicle returns to the garage.

Integration with both dispatch and maintenance systems provides users with a comprehensive view of each vehicles assignment status, route allocation, open maintenance requests or holds, as well as identifying the expected home garage for each vehicle.

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The Ubisense hardware is also installed at numerous entry points and transit centers, providing automated gate control and access only to vehicles which are allowed to enter the rider pickup zones. Configurable HMIs display the incoming vehicles route information and next departure time.

Ubisense browser-based web maps provide visibility of each vehicle location across the yard. Realtime views are key for dispatch and maintenance teams to adjust and keep operations on scheduled. Role based access allows the system to display individual garage locations to the users, making it easier for local users to focus only on the vehicles at their site.

Integration to the scheduling and maintenance system provides color coded vehicle icons, each representative of key vehicle stats, such as assigned, available, maintenance required, or special needs. Maintenance users see a different color scheme which indicates the different severities of the maintenance tasks for each vehicle, as well as a comments field for users to add messages about the status of the repair.

Access control is provided at security gates and entry points into transit centers, only opening the gate arms for known vehicles in the system, providing automated access for authorized vehicles.

Historical performance metrics are captured at each garage helping assess long term performance of each garage, gathering key KPI data over time and identifying a list of vehicles which have returned to the incorrect garage.

Browsers based HMIs are configured to show riders in the transit center detailed route information when a vehicle is in station ensuring there is no confusion amongst the rider as to the departure time and route.

The large-scale deployment across multiple garages and transit centers across the metro area requires an advanced application capable of scaling across sites without issue. Ubisense products are designed to support large deployments of this nature and have robust hardware products which provide longevity when exposed to the harsh weather seen in the mid-west.

Fleet models and mixes continue to change in evolve as new model, lengths, hybrids, and electric vehicles are introduced to the fleet causing a more and more complicated tracking environment in the garage. Ubisense location systems have continued to provide reliable location data without any additional adjustments to the system.

As a key tool for the successful operations and dispatch of 1500 vehicles, SmartSpace application uptime is a must. Metro Transit has deployed a multi-server Windows environment providing application failover support and a dedicated test environment.

Integrations with the dispatch, maintains and onboard GPS data is done though the standard SmartSpace APIs using both relational database integration and REST APIs.

Historical logging is captured to further understand the duration of maintain tasks, monitor dispatch KPIs, and identify any vehicle which has returned to an unexpected garage.

Ubisense has deployed over 600 Dimension4 sensors across six different garages, covering 200,000 square meters of operations and monitors the fleet of 1500 vehicles, providing highly accurate positions both indoors and outdoors at the depots. In areas where sensors are not installed, vehicle visibility is provided by integrating with the vehicles onboard GPS position, providing additional coverage areas where sensing infrastructure would be difficult to install.

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Browser based maps provide the live location of all vehicles to both dispatch and maintenance users.

Integrations with dispatching and maintenance systems show color-coded represents for each vehicle giving the users a clear view to the status, assignment, and maintenance holds.

Ubisense also has direct integration with gate controllers providing secure access for vehicles picking up passengers and entering passenger transit centers, such as the Mall of America.

Ubisense has supported Metro Transit in their goals of reducing operational costs by reducing search time required to locate a bus across all garages, automatically logging the location of each bus as soon as it is parked in or around a garage, making it possible for the dispatchers to assign buses to operators without having to manually enter the location of the bus and ensuring the garage layout is always current.

Metro transit has been able to provide highly reliable service to the public by maintain a very successful on time pull out rate for each of the daily dispatch, winning the American Public Transport Association’s Outstanding Public System Achievement Award (System of the Year), and being chosen as one of the top 20 Tech Innovations by Mass Transit Magazine in 2020.

The mentioned application has been in production since 2008 and continues to expand in into newly constructed garages, as well as providing access control and on time route displays at transit centers.

[email protected]
Office: 612-349-7346

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14.2 RTL Transit.

RTL, Canada
RTL is the 3rd largest transport company in Quebec covering 5 cites of the Longueil agglomeration. RTL manages just under 500 vehicles across two garages and supports over 85 routes within the coverage area. Ubisense has been supporting RTL Yard Management and Operations for over 10 years. In addition to providing a reliable digital markup of fleet in the garage, Ubisense has also implemented automated parking guidance for vehicles returning to the yard, routing vehicles to the correct area or bay within the garage depending on open maintenance requests, available parking, and other factors.

14.3 Brampton Transit.

Brampton Transit, Canada
Brampton Transit provides rapid transit to the greater Brampton and Sandalwood areas in Ontario covering 70 routes. Brampton Transit manages a vehicle fleet of 450 busses across two garages. Ubisense has been providing yard management services for over ten years supporting operations and helping Brampton meet their on time performance goals.

14.4 TPF, Switzerland
TPF, Switzerland
TPF is the main provider of public transport in the Swiss canton of Fribourg. In addition to managing the regional bus network in Freiburg, TPF also covers two urban bus networks. With an overall bus fleet of more than 250 vehicles, TPF are the second largest regional bus network provider in Switzerland. Like every depot management team, the team at TPF need to ensure that buses are scheduled correctly, arriving and departing as planned and on time. In order to ensure customer comfort and safety, a routine cleaning and maintenance program must also be scheduled and maintained.

With the move to a brand-new depot facility across three different buildings in April 2019, TPF have centralized the not-in-service parking of buses along with bus maintenance. TPF had previously done the bus scheduling manually, completely relying on staff experience. With the new site covering an area of 70 000 square meters, incl. underground locations offering only poor to no GPS functionality, the manual process had become too complex and unmanageable.

Keeping track of a dynamic fleet of buses within a large indoor and underground space is a challenge. This was recognized by the management at the TPF bus depot in Switzerland where a Ubisense real-time location system (RTLS) has been installed in conjunction with a web-based depot management system software. This software was specifically developed for TPF to seamlessly work with SmartSpace, Ubisense’s modular software platform that uses real-time location and identification data from multiple sources to create mission-critical visibility and control applications.

The TPF depot management team were looking for a reliable and cost-effective RTLS that would improve the daily management of their bus depot.

In order to ensure each route is covered according to the timetable, the arrival and departure times of the buses must be monitored and maintained alerting key personnel to possible timetable deviation. Therefore, the precise location and positioning of each vehicle is critical to ensuring that they can be dispatched according to schedule and in the right order.

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A real-time location ultra-wide-band (UWB) radio system transmitter, known as a Ubisense tag, is attached to each bus. The tag emits small signals which are picked up by the network of Ubisense sensors located around the depot. The real-time location information is displayed within the depot management solution online interface enabling the dispatch as to schedule and process-manage the depot efficiently.

The depot management system in conjunction with the Ubisense RTLS system has provided the perfect solution for the TPF bus depot offering 24/7 visibility of the buses across the depot and making significant efficiency improvements.
• The precise and highly reliable Ubisense technology covers a critical process at TPF enabling an efficient operation of the public transport network. It is the key to TPF’s successful operational organization. • Complete 24/7 visibility of busses across the depot
• Consistently accurate location information allowing buses to be located in their correct lanes and parking spaces both indoors and outside
• Reliable communication with the depot management system alerting it to busses arriving and leaving the bus depot
• Considerable improvements of work-flow optimization within the scheduling application Mr. Grégoire Ramuz, Head of Sales at TPF: “The real-time location ultra-wide-band (UWB) technology from Ubisense is the key to our operational organization; we couldn’t operate our network without this technology. It is the only truly suited technology for indoor and underground depot bus location. I strongly appreciate the competence and expertise of all involved Ubisense staff. Also, the quality of support and installation documentation is excellent. I’m looking forward to working with Ubisense on extending the solution to more of our depots.”

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15 Appendix

15.1 Key Contact Information
Commercial Representative
Casey Riva
[email protected]
530.412.3886
Project Manager
Mitch Tucker
[email protected]
810.964.4192
Technical Design
Evan Lim
[email protected]
303.882.3017

Proposal in Response to RFP issued by: City of Montebello RFP No. 23-8 Computer-Aided Dispatch/Automatic Vehicle Location System 4-5

4. Sample Maintenance Plan

1 SUPPORT, WARRANTY, & LICENSE AGREEMENT
THIS SUPPORT WARRANTY & LICENSE AGREEMENT (“Agreement”) is made and entered into effective as of Date (the “Effective Date”), by and between Avail Technologies, Inc., a Pennsylvania corporation located at 1960 Old Gatesburg Road, Suite 200, State College, PA 16803, hereinafter called "AVAIL", and PROPERTY, located at ADDRESS, hereinafter "PROPERTY", collectively referred to as the "PARTIES."
WHEREAS, AVAIL is the owner of the Software (as defined below) which is licensed to PROPERTY under and pursuant to the terms of this Agreement and all referenced Exhibits; and WHEREAS, PROPERTY, desires to obtain a license to use the Software solely in its business operations on the terms and conditions set forth in this Agreement; and WHEREAS, AVAIL has licensed to the PROPERTY certain systems as specified in Section 2 of this document and PROPERTY wishes to have AVAIL perform maintenance services on the software and associated hardware of the licensed systems pursuant to the terms and conditions of the Agreement.

NOW, THEREFORE, the PROPERTY and AVAIL, in consideration of the mutual covenants, promises, and representations contained herein, the sufficiency of which is hereby acknowledged, the PARTIES hereto agree as follows:

1.1 DESCRIPTION AND TERM

1.1.1 SYSTEMS COVERED
The materials covered in this Agreement are the Hardware and Software required for deployment of AVAIL’s Enterprise Transit Management Software (ETMS), as set forth in Section

1.11. 1.1.2 SITES

ADDRESS

1.1.3 TERM
This Agreement shall commence on the Effective Date and will remain in force until the completion of the Term, unless earlier terminated as set forth in Section 3.2. The Term will automatically renew for successive periods of twelve (12) months (each, a “Renewal Term”, and the Term and Renewal Term are collectively, the “Term”). Any renewal of term shall be agreed to in writing by the PARTIES at least sixty (60) days prior to the expiration of the current term.

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Support, Warranty, & License (SWL) Agreement
Property
2 1.2 DEFINITIONS

1.2.1 DOCUMENTATION
“Documentation” shall mean the documentation to which the Software must conform as set forth in the original Project Contract;

1.2.2 ERROR
“Error" shall mean a material and reproducible failure of the Software to function in conformity with the Documentation.

1.2.3 ADDITIONAL SERVICES
“Additional Services” shall mean any service that is not covered by this Agreement.

1.2.4 HOSTED SUPPORT
“Hosted Support” (as elected under services in Section 1.13.1) shall mean AVAIL will house, implement, maintain and backup the customer fixed-end system on AVAIL owned (or leased) equipment for the duration of the term.

1.2.5 ANNIVERSARY
“Anniversary” shall mean the beginning date of the term and the annual occurrence of that date for the duration of the term.

1.2.6 PROJECT CONTRACT
“Contract” shall mean the original Intelligent Transportation System Project Contract entered into between AVAIL and PROPERTY

1.2.7 BUG FIXES
“Bug Fixes” shall mean any corrections or upgrades to the Software as development occurs over time.

1.2.8 PURCHASED FEATURE ENHANCEMENTS
“Purchased Feature Enhancements” shall mean any software features developed beyond the documentation for the original Project Contract when and where this system was purchased by PROPERTY.

1.2.9 NEW FEATURE PURCHASES
“New Feature Purchases” are features above and beyond the scope of the original Project Contract that existed and were not purchased at that time OR new features developed after the completion of the original Project Contract.

Support, Warranty, & License (SWL) Agreement
Property
3 1.3 PROPERTY SUPPORT PLANS
PROPERTY has elected the level of support set forth in Section 1.13.1

1.4 AVAIL RESPONSIBILITIES
During the term of this Agreement, AVAIL shall provide the following support measures (“Support Services”)

1.4.1 STANDARD LEVEL OF SUPPORT
The Standard Level of Support of which there are two problem resolution standards (See Section

1.13.1):

1.4.1.1 GENERAL PROVISION:

A. Telephone hot line access for problem and error reporting and response of diagnostic services;
B. Ability to initiate support requests via e-mail to [email protected]; and C. Ability to initiate support requests via AVAIL Customer Support Portal by visiting https://www.availtecportal.com.

D. AVAIL shall staff their Call Center during regular business hours see Section 1.13.1. In case of a support call, AVAIL will want to collect the pertinent information as soon as practical. In the event that AVAIL cannot answer the initial call, a voicemail service shall be operative as a backup system;

1.4.1.2 ROUTINE CARE
A. AVAIL shall respond to the call as stated in Section 1.13.1; B. The problem will be entered into the AVAIL tracking system, entering the Caller's Name, PROPERTY Location and Contact Phone Number;
C. AVAIL shall keep PROPERTY advised of a plan for resolution of the error as soon as practical; and
D. If the error occurs after AVAIL business hours, the Caller shall still leave a voice message with the same information as listed above.

1.4.1.3 URGENT CARE
A. AVAIL will respond to a call as stated in Section 1.13.2; B. Upon receipt of the call, the Support Team will immediately begin to assess the error and begin the process of resolving the problem. Resolution shall be conveyed to PROPERTY as soon as practical;
C. The error will be entered into the AVAIL tracking system; and

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4 D. On-site response for requests for remedial support and diagnostic repair services in response to a problem submitted to AVAIL shall be pursuant to Section 1.13.2 of this Agreement.

1.4.1.4 SYSTEM SELF-DIAGNOSTICS AND SELF-HEALING CAPABILITIES A. Through the use of the sophisticated Software monitoring system, the system will notify the operations staff of potential system degradation and alerts the on-call staff via message 24 hours / 7 days a week.

B. Through these same techniques, the system has the capability to self-heal processes that have stalled or failed.

1.5 PROPERTY RESPONSIBILITIES
PROPERTY shall give AVAIL, their full cooperation to facilitate proper and prompt performance of the Support Services and any Additional Services that the PARTIES agree. PROPERTY shall provide:

A. A key technical contact that shall be familiar with the System and/or Software to provide adequate information and feedback in order to facilitate problem reporting and resolution;
B. The key technical contact will be aware of the terms and conditions under which AVAIL Systems provides after hours support:

I. Promptly notify AVAIL of any error in the System;
II. Provide sufficient information for AVAIL to effectively diagnose errors including a detailed description of the issue in text format, an explanation of what the user was doing when the issue occurred, any error messages that the system returned, screen shot images of the error, the current status of the system, a determination if the system is functional, and a state retrieval, if requested; III. Permit AVAIL to take such reasonable steps as AVAIL shall consider necessary to remedy any errors;
IV. Allow AVAIL prompt and reasonable access to:
a. The Software and Intelligent Transit System (ITS) Server through a Virtual Private Network (VPN) in case of primary server hardware failure and access to other 3rd party systems such as the communications network provider. b. PROPERTY's physical sites, at the locations specified in Section 1.1.2.

V. Provide a reasonably safe and secure work environment at the site(s) for AVAIL's authorized personnel performing Support Services and Additional Services on-site.

VI. PROPERTY shall not permit any person other than authorized AVAIL personnel to make corrections or in any way modify the Software. Any work, repair, replacement,

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5 remedial support, emergency support, or correction necessary will be in violation of this provision shall be considered Additional Services.

1.6 SOFTWARE MAINTENANCE
AVAIL shall notify and make available to the PROPERTY all Purchased Feature Enhancement and Bug Fixes to the software for the current software license. The nature and extent of the elements to be included or covered in any Enhancement, or Bug Fix shall be determined solely by AVAIL.

Purchased Feature Enhancements and Bug Fixes will be made available to the PROPERTY at no additional charge other than the costs for additional hardware, configuration, integration, testing, travel and lodging and per diem, provided they are current in their payment of the fees set forth in Section 4.

In the event the PROPERTY has elected not to pay the Maintenance and Support Fees, they may obtain updates of a Purchased Feature Enhancements and Bug Fixes by paying the aggregate annual Maintenance and Support Fees which would otherwise have been due from the date of discontinued Maintenance and Support Services to the date such Purchased Feature Enhancement or Bug Fixes becomes generally available.

As soon as practical, AVAIL will provide the PROPERTY with information relating to any Software New Features during the term of this Agreement. New Feature Purchase shall be negotiated and agreed to in writing, between the PARTIES, prior to any work beginning on the requested task.

All reasonable efforts shall be made by the PROPERTY to provide AVAIL access to the individual Software server through the VPN process. Any New Feature Purchases, Purchased Feature Enhancement and Bug Fixes provided shall be governed by all of the terms and provisions of this Agreement.

Upon notification, the PROPERTY shall have six (6) months from receipt of such notice to authorize AVAIL to deliver the product, provided they are current in their payment for Support, Warranty and License Fees. All New Feature Purchases, Purchased Feature Enhancements, or Bug Fixes provided, shall be considered Software for purposes of this Agreement.

AVAIL agrees to provide to the PROPERTY the elected level of support as defined in Section

1.13.1 for the Software and any subsequent upgrades during the full term of this Agreement (including all renewals) through the Term or any subsequent extension of Maintenance and Support Services; provided that the PROPERTY has paid the applicable Support, Warranty, and License Fees hereunder as and when they become due. AVAIL agrees that its failure to continue to provide such support shall constitute a material breach of this Agreement.

AVAIL agrees to provide to the PROPERTY the Level of Support as stated in Section 1.13.1 for the Software and any subsequent upgrades during the full term of this Agreement (including all renewals) through the end of this Agreement or any subsequent extension; provided that the PROPERTY has paid the applicable Support Fees hereunder as and when they become due.

AVAIL agrees that its failure to continue to provide such support shall constitute a material breach of this Agreement.

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6 1.7 MAINTENANCE AND SUPPORT SERVICES
A. The PROPERTY shall pay the Support, Warranty, and License Fees set forth, and the PROPERTY will receive technical support for the Term;
B. Provided the PROPERTY has paid the applicable Support, Warranty, and License Fees, AVAIL shall support the Hardware and Software as set forth in this Agreement; C. Corrections - For a period of Twelve (12) months following the release of a Purchased Feature Enhancement upgrade, AVAIL will use reasonable efforts to support any previous Release of that Software program. AVAIL shall advise the PROPERTY as soon as practical, of the intention to discontinue support services of any version of AVAIL software currently in use by the PROPERTY. AVAIL shall also maintain this requirement for the subcontractors they use for this Project;
D. AVAIL shall have no obligation to correct problems which are traced to any PROPERTY errors, modifications, enhancements, software or hardware.

E. In the event that AVAIL provides any Additional Services requested by PROPERTY, AVAIL shall invoice for such Additional Services based upon its then-current time and material rates. PROPERTY shall pay all charges for such Additional Services within thirty (30) days from the date of invoice. Charges for Additional Services may include fees for labor, materials, hardware components, shipping, software, documentation, and/or other products or services and associated expenses, including reasonable travel expenses incurred by AVAIL when providing Additional Services at PROPERTY's request.

F. Additional Support, Warranty, and License, which shall follow the completion of this Agreement pursuant to Section 1.1.3, may be extended for an agreed upon timeframe by the PARTIES. The cost will be at AVAIL's then-current standard Support, Warranty, and License Fees for as long as AVAIL offers such support. The intent is to make payment of the applicable fees in advance of each anniversary. If PROPERTY purchases Support, Warranty, and License for any copy of the Software, it must purchase Support, Warranty and License for all licenses of such Software unless PROPERTY has discontinued the use of certain licenses within the Avail Suite of purchased and installed modules.

1.8 TRAVEL EXPENSES
PROPERTY will reimburse AVAIL for any reasonable out-of-pocket expenses deemed appropriate and as approved in writing by PROPERTY's staff assigned to this project, including airfare, travel to and from PROPERTY's site, lodging, meals and shipping, as may be necessary in connection with the duties performed under this Agreement by AVAIL. AVAIL will quote travel expenses and PROPERTY will provide written approval prior to travel commencing. Appropriate expenses shall be limited to those incurred on site visits associated with the performance of this Agreement. AVAIL shall submit requests for reimbursement to PROPERTY. Such requests shall be accompanied by documentation substantiating the expense. Invoices for these expenses shall

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7 be presented to PROPERTY by AVAIL within fifteen (15) days of the end of the month. PROPERTY will pay these charges within thirty (30) days of the date of the invoice.

1.9 MAINTENANCE AND SUPPORT
A. AVAIL represents to PROPERTY that all services provided hereunder will be performed in a workmanlike manner.

B. This Agreement includes the Software and Hardware listed below for the entire Term. If during the duration of this Agreement, any software or hardware were to become obsolete, AVAIL agrees to work with PROPERTY to provide a replacement device and to ensure its downward compatibility with the rest of the deployed system.

1.10 SYSTEM SUPPORT
AVAIL will provide remote and, if necessary, on-site system support as per Section 1.10.2(B), for the Term specified in this Agreement, for all software initially provided by AVAIL for sustaining the accepted system configuration.

1.10.1 PHONE AND REMOTE DIAGNOSTIC SYSTEM SUPPORT
AVAIL will provide consultation to PROPERTY's Key Technical Contact to:

A. Facilitate remote troubleshooting and solution implementation; B. Acquire and review data logs for problem identification via remote access line; C. Provide problem analysis and possible resolution;
D. PROPERTY must maintain remote access capability for AVAIL to diagnose reported software and systems problems. Remote access will be via a VPN connection; E. AVAIL can, at PROPERTY's request, assist in arranging for service and support of nonwarranted components (i.e. LAN interface to the Communications system and Installation / Removal services). AVAIL will not be responsible for the service call or system repair costs. Such costs will be billed to PROPERTY.

1.10.2 EXCEPTIONS
A. If it is determined by AVAIL that a hardware or software problem was not due to an AVAIL installed component, PROPERTY will be responsible for all engineering and technical support, time and material costs. All labor will be charged at AVAIL's prevailing rates; B. On-site support is not included in the Agreement but is available on a time and material basis. However, AVAIL will provide remote support to PROPERTY without additional charge

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8 1.11 MAINTENANCE AND SUPPORT COMPONENTS

1.11.1 SOFTWARE LICENSES
Item – Description Qty
Operations
• Communications
• Decision Support
• Detours
• Dispatch
• Pullout Management
• Special Events
• Yard Management
• Vehicle Systems (VHM)
• Business Intelligence
• NTD Reporting
Site
Planning & Scheduling
• Build & Deploy
• Geographic Tools
• GTFS
• Public Messages
• Scheduling
• Transit Planning
• Business Intelligence
• NTD Reporting
Site
Transit Assets
• Asset Condition
• Asset Inventory
• Facilities
• Fleet
• Maintenance
• Parts
• Work Orders
• Business Intelligence
• NTD Reporting
Site
myAvail RTPI solution – Web, Mobile Web, SMS, iPhone App, Android App, Alerts, Subscription, Public Service Announcements, site license, internet application Site DataPoint Site
myAvail IVR - Lite Site
Pre-Trip Site

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9 Finance Suite
• Accounts Payable
• Accounts Receivable
• Asset Depreciation
• Budgeting
• Grants
• General Ledger
• Procurement (Requisitions, Purchase Orders)
• Projects
• Business Intelligence
• NTD Reporting
Site
Human Resources
• Employees
• Employee Self-Service
• Labor Relations
• Legal Requirements
• Position Control
• Recruitment
• Training
• Business Intelligence
• NTD Reporting
Site
Compliance
• Claims & Safety
• Customer Feedback
• Employee Incidents
• Facilities Requests
• Vehicle Incidents/Road Calls
• Business Intelligence
• NTD Reporting
Site
Payroll
• Attendance
• Leave Scheduling
• Operator Time
• Payroll
• Timeclock
• Timekeeping
• Tax Reporting
• Business Intelligence
• NTD Reporting
Site

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10 1.11.2 HOSTING SERVICES & LICENSING
Item – Description Qty
Hosting Services – Azure cloud-hosting for central system software Site Hosting Services – Azure cloud-hosting for VoIP ?
Changes in the fleet composition (quantity of connected devices across fleet, supervisors and other users) of PROPERTY will be assessed as devices/users are added/removed.

Connected devices will be evaluated semi-annually as the fleet is expanded by PROPERTY and additional fees may be assessed by AVAIL.

1.11.3 HARDWARE
Products deemed defective will be repaired at no additional cost for parts, material and labor.

Products will be replaced, instead of repaired, at AVAIL discretion.

1.11.3.1 COVERED EQUIPMENT
Item – Description Qty
Vehicle Logic Unit –IVU2 & IVU3
MDT – 10” display
CCM
PA Amplifier
Sunrise Next Stop Sign
InfoDev APC System
Bus-in-a-Box (BIB)
Maintenance Test Station (MTS)

1.11.3.2 COMMUNICATIONS
Item – Description Qty
Tier 1 Cellular Data – AVL Only
Tier 2 Cellular Data – AVL & VoIP OR Camera Live Look-in, Signs Tier 3 Cellular Data – AVL, VoIP & Live Look-in, throttled Public Wi-Fi Tier 4 Cellular Data – AVL, VoIP, Live Look-in, Public Wi-Fi

1. AVAIL is responsible for providing all SIM cards for PROPERTY devices

2. Changes in the fleet composition (quantity of connected devices across fleet, supervisors and other users) of PROPERTY will be assessed as devices/users are added/removed. Connected devices will be evaluated semi-annually as the fleet is expanded by PROPERTY and additional fees may be assessed by AVAIL.

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11 3. Overages under 25% of the total planned data pool would be covered by AVAIL.

4. Overages over 25% will be investigated by AVAIL.
a. Once AVAIL has determined the root cause of the overage, the customer will be contacted and notified.
b. The initial overage will be covered by AVAIL.
c. If the overages over 25% continue, AVAIL will work with the PROPERTY to lower the data usage (throttling) OR adjust Support Contract price accordingly.

1.11.4 THIRD-PARTY

1.11.4.1 COVERED THIRD-PARTY SOFTWARE
Item – Description Qty

1.11.4.2 COVERED THIRD-PARTY HARDWARE
Item – Description Qty

1.11.5 NON-COVERED EQUIPMENT
Item – Description Qty Expiration
Item - Description
s/n: ### 1 Expiration date

1.11.6 SYSTEM MAINTENANCE
A. PROPERTY is responsible for equipment replacement as required for all installed equipment including:

I. In-vehicle equipment;
II. Wireless modem;
III. Wireless LAN;
IV. Wayside Sign Component modules
B. System Maintenance includes removal of equipment, replacement with a spare, initial triage diagnostics and shipping to a designated repair point. Any item returned to AVAIL must follow AVAIL's RMA procedures;
I. PROPERTY is responsible for shipping cost to AVAIL or designated repair point.

AVAIL will return ship at AVAIL’s expense.

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12 1.11.6.1 EXCEPTIONS:

A. Non-technical hardware items such as batteries, racks, cables, connectors, mounts, handsets, speakers, antennas, sign audio buttons, KVM switches, network switches, memory storage media, panels and punch blocks are wear items and are not covered beyond the Vehicle Installation Support;
B. AVAIL is not responsible for:

I. Hardware and Software that are not used and serviced according to the training and instructions provided by AVAIL;
II. Products that have been altered, repaired or modified without prior consent from AVAIL;
a. Products damaged by any third-party equipment or intervention, force of nature or other conditions not In AVAIL's control;
b. Products damaged due to negligence or abuse.
c. Cost, loss or damages resulting from the use of AVAIL supplied products, including but not limited to, loss of time, inconvenience and loss of production; d. Shipping and shipping related costs of products mailed to AVAIL; e. Costs associated with parts, materials and labor provided by PROPERTY's Maintenance personnel.

C. AVAIL may evaluate items not covered under Maintenance and Support and an assessment will be provided to PROPERTY. If PROPERTY agrees with the assessment, they will be charged for the labor to complete the evaluation, shipping and shipping related costs, parts and materials used and repair labor. If PROPERTY elects not to repair the item, only the labor required for the assessment will be charged. All labor is charged at AVAIL's prevailing rates for the required skill level.

1.11.6.2 TIME AND MATERIAL CHARGES FOR NON-SUPPORTED HARDWARE REPAIRS OR

SUPPORT
A. To maintain system support coverage, all systems hardware must be returned to AVAIL for repair or approved for repair by AVAIL at a specified repair facility; B. Any returned unit may be repaired or replaced at the sole discretion of AVAIL; C. AVAIL will charge a minimum of one (1) hour for each issue or return with subsequent increments billed at one-quarter (1/4) hour intervals at AVAIL’s prevailing rate charges (Please refer to Section 1.13.1);
D. Charges for non-supported repair / replacement or support will include the prevailing Preferred Customer rates (subjected to periodic updates).

E. Travel and associated travel labor costs for on-site work (if required) are not included and will be invoiced to PROPERTY at travel costs shall be pursuant to Section 1.8 of this

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13 Agreement. An estimate of on-site costs will be provided prior to any travel expenses being incurred.

1.11.6.3 VEHICLE INSTALLATIONS
Avail warrants are vehicle installation provided by Avail for 90 days. Any issues found to be stem from installation services will be rectified by Avail with no cost to Agency. Any issues found to stem from errors unrelated to vehicle installation, such as lack of proper maintenance by Agency or misuse of equipment, shall be the responsibility of the Agency. Any costs associated to diagnosing issues found to be the result of the Agency will be billed to Agency.

1.11.6.4 SYSTEM MAINTENANCE LOGGING
All system maintenance or repair information, whether Hardware or Software, is collected and recorded via CRM Case Logs entry, RMA Tracking for Hardware and configuration management tools for Software.

1.12 LIMITS OF MAINTENANCE & SUPPORT PLAN
The maintenance and support set forth in this Agreement is a limited maintenance and support plan. The hardware and software included under the initial installation, new feature purchases, purchased feature enhancements or bug fixes, are subject to the representations, warranties, indemnifications, limitations and disclaimers set forth in the Agreement.

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14 1.13 AVAILABLE CUSTOMER SUPPORT PLANS

1.13.1 MAINTENANCE AND SUPPORT PLAN
Plan Description
Standard Business
and
Extended Hours
☒
• Routine Care and Urgent Care are provided during standard business hours.
• If needed for a non-covered item, Time and Material charge mechanism must be in place before work will commence
• Urgent Care response 24/7 access to the AVAIL Support Team which includes Standard Business Hours Support and all NON-business hours of coverage to support Urgent Care needs.
• A customer support line to contact the on-duty support engineer at AVAIL. • The continuation of Urgent Care resolution after Standard Business Hours.

Hosted System
☐
• Includes all features of Standard Business Hour Support and Extended Hours Support
• AVAIL operates and maintains the fixed end computer system in our dedicated data center operation
• AVAIL connects to your high-speed communications interface provider • AVAIL maintains system backup services and operational system redundancy
• Includes system hardware maintenance and software release maintenance and upgrades
• AVAIL provides the staff for operation and maintenance of the computer system at the hosted location

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15 1.13.2 PROBLEM RESOLUTION STANDARDS

PRIORITY DEFINITION
Low A nuisance issue which is not causing a significant impact on system performance or interfering with the work of the customer.

Medium A support ticket that does not have a significant impact on system performance or interfering with the work of the customer.

High A support ticket that has a significant impact on the system performance and/or which has a significant impact on the customer and/or is public facing.

Critical System outage

Priority Level
Normal Business Hours Outside Business Hours
Response Time Resolution Time Response Time Resolution Time Critical 15 minutes 2 hours 1 hour 4 hours
High 2 hours 1 business day 4 hours 1 business day
Medium 1 business day 5 business days 1 business day 5 business days Low 1 business day 10 business days 1 business day 10 business days **These resolution standards do not include RMA’s or product enhancement requests

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16 1.14 REPORTING PROCESS
C. Critical or Urgent issues such as an outage should be reported via phone to 814-234- 3394 x1050
I. Outside normal business hours (7 am to 8 pm Eastern Time) a. 814-234-3394 x1050, then press 1
D. RMA Requests, Low/Medium priority issues can be submitted via customer portal, email or phone.

I. Portal - https://www.availtecportal.com
II. Email – [email protected]
III. Phone – 814-234-3394 x1050
E. If no answer at the Call Center, be sure to leave caller name, property name and contact phone number, description of problem;

1.15 STANDARD BUSINESS HOURS
A. Monday through Friday;
B. 7:30 AM to 7:30 PM EST;
C. The following national holidays are excluded.

January 1st Presidents Day
Memorial Day July 4th
Labor Day Thanksgiving Day
Friday Immediately after Thanksgiving Christmas Eve -Dec. 24th Christmas Day – Dec. 25th
NOTE: If the Holiday falls on a Saturday, AVAIL is closed on the preceding Friday.

NOTE: If a Holiday falls on a Sunday, AVAIL is closed on the following Monday

1.16 WORKFLOW
Upon receipt of an issue, AVAIL support staff will begin documentation of the issue. The documentation shall record all pertinent information that has been received either by telephone or email. Following completion of the gathering of information regarding the problem, AVAIL support staff will categorize the issue and communicate the target action back to PROPERTY contact.

Once a problem has been identified, AVAIL support staff will work with AVAIL or third-party engineering staff to determine an appropriate solution timeframe. Once the solution has been tested and proven viable, AVAIL support staff will contact PROPERTY to make arrangements for

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17 implementation. In the event the solution cannot be tested and implemented within the timeframe that was initially communicated to PROPERTY, AVAIL support staff will attempt to implement a workaround for PROPERTY while pursuing resolution. In all cases, AVAIL will attempt to minimize the amount of time necessary to resolve the issue.

If AVAIL personnel cannot recreate the problem in the lab configuration, additional information may be required from PROPERTY. This may include but is not limited to screen shots in .bmp or .jpg format and/or retrieval of files from the affected software.

AVAIL will endeavor to resolve any system problems remotely through use of a Virtual Private Network (VPN). If both parties deem it necessary to travel to PROPERTY premises to resolve the problem, the on-site engineering /technical support services are included in this Agreement. The cost for the travel and living expenses shall be agreed upon in advance between the PARTIES.

The engineering / technical support services rendered will be billed to PROPERTY if it is determined while on site that the problem resolution was not due to AVAIL's inability to re-create and resolve the problem remotely.
2 SOFTWARE

2.1 LICENSE TO USE SOFTWARE

2.1.1 DESCRIPTION
In consideration of the licenses set forth in the Agreement, and subject to termination as provided Section 1.13.2, AVAIL grants to Property a nonexclusive, nontransferable site license for authorized Property employees (users) and vehicles (as provided in Section 2.1.2 below) to use the Avail Enterprise Transit Management Software (ETMS).

THE SOFTWARE IS COPYRIGHTED AND LICENSED (NOT SOLD). AVAIL DOES NOT SELL OR

TRANSFER TITLE TO, OR ANY OWNERSHIP INTEREST IN, THE SOFTWARE OR DOCUMENTATION TO PROPERTY. PROPERTY’S LICENSE OF THE SOFTWARE WILL NOT

COMMENCE UNTIL PROPERTY HAS EXECUTED THIS AGREEMENT AND AN AUTHORIZED

REPRESENTATIVE OF AVAIL HAS RECEIVED, APPROVED AND EXECUTED A COPY OF IT AS EXECUTED BY PROPERTY.

2.1.2 SCOPE OF PERMITTED USE
Pursuant to Section 1.11 – PROPERTY agrees that it may allow its designated employees or computers (Users) access to the software and may manage all authorized vehicles in the Software.

2.1.3 SCOPE OF LICENSE RIGHTS; RESTRICTIONS
A. The license granted to PROPERTY under this Agreement entitles PROPERTY to use, and PROPERTY agrees to use, the Software and Documentation solely as set forth in this Section 2.1.3 (A)(I) through Section 2.1.3 (A) (IV):

I Store, install and access the Software, in machine readable form, through an internal network using those computers and software specified in the Agreement,

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18 or access the Software via the Internet, but in either case only for use by the PROPERTY site’s authorized and designated users and only for the purpose of serving the internal needs of the business of PROPERTY; II In support of PROPERTY’s authorized use of the Software, store the Software’s machine-readable instructions or data in, transmit it through, and display it on machines associated with the computer(s) specified in this Agreement; III Make two (2) copies of the Software in machine-readable, object code form, for nonproductive backup purposes only;
IV Use the Documentation solely to assist PROPERTY in its authorized use of the Software.

B. The license granted to PROPERTY under this Agreement does not grant to PROPERTY the right to;
I Copy (except as expressly permitted in Section 2.1.3 (A)(III) above), change, disassemble, decompile, reverse engineer, sublicense, assign, timeshare, sell, give away, loan, rent, lease, transfer (electronically or otherwise), display, disclose, or provide any third party with access to or use of, the Software; directly or indirectly create or attempt to create software that emulates the Software; prepare derivative works of the Software: or separate the components of the Software; II Copy or provide any third party with access to or use of any of the Documentation without the prior written consent of AVAIL;
III Transfer any of PROPERTY’s rights or obligations under this Agreement without the express, advance, written consent of an officer of AVAIL, and then only if:
i. PROPERTY keeps no copies of the Software or Documentation; ii. PROPERTY transfers PROPERTY’s entire rights and obligations under this Agreement in or to the Software and Documentation; and, iii. The transferee agrees in writing to the terms and conditions of this Agreement, after which time PROPERTY will no longer have the right to use the Software. Any attempted transfer or assignment of any of PROPERTY’s rights or obligations under this Agreement shall be null and void unless it is in full compliance with this Section 2.1.3 (B)(III); IV Remove any proprietary or copyright legend from any material contained in or on the Software or the Documentation.

V Publish or disclose to any third party any reports or the results of any benchmark tests run on the Software or its components; or,
VI Use any trademarks or service marks of AVAIL.

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19 2.1.4 LIMITED WARRANTY AND LIMITATION OF WARRANTIES
A. Subject to the conditions and limitations set forth herein, AVAIL warrants for a period set forth in Section 1.1.3 immediately following the System Acceptance of the Software (the “Term”) that the Software will substantially conform in all material respects to the documentation set forth in the Project Contract. Subject to the provisions and limitations set forth herein, AVAIL will correct any such nonconforming Software if PROPERTY has notified AVAIL of such nonconformity in writing within the Term. AVAIL shall not be obligated to correct, cure or otherwise remedy any such nonconformity in the Software if PROPERTY has not reported to AVAIL the existence and nature of such nonconformity within the Term, and such nonconformity cannot be verified.

B. The limited warranty set forth in Section 2.1.3 (A) above does not apply to any Software that has been repaired or modified by persons other than AVAIL or its authorized agents, or that has been installed by PROPERTY or any of its independent contractors other than AVAIL. The foregoing warranty is conditioned upon the proper use of the Software in accordance with the terms and conditions of this Agreement and with AVAIL’s User Manual and any other written instructions provided by AVAIL to PROPERTY, and in an operating environment in compliance with the documentation and requirements as set forth in this Agreement. AVAIL makes no warranty that the operation of the Software will be uninterrupted or error free, or that all Software defects will be corrected.

C. AVAIL makes no warranty that the Software will operate with all applications, utilities, or other memory resident programs.

D. PROPERTY acknowledges responsibility to maintain their computing infrastructure and environment such that they are able to receive AVAIL provided software upgrades as part of this Agreement and prevent software from becoming obsolete (i.e. software 2 major versions behind current software release). AVAIL shall not be responsible for any obsolescence of the Software for any reason. Furthermore, AVAIL assumes no responsibility for the use of superseded, outdated or uncorrected versions of the Software.

2.1.5 PROPRIETARY PROTECTION AND RESTRICTIONS
A. PROPERTY acknowledges and agrees that the Software and Documentation is the sole property of AVAIL and contains copyrighted, confidential and trade secret information, and that as between AVAIL and PROPERTY, AVAIL shall have the sole and exclusive ownership of all right, title and interest in and to the Software and Documentation, (including ownership of all trade secrets, confidential information and copyrights pertaining thereto), subject only to the rights and privileges expressly granted to PROPERTY herein by AVAIL. To the extent of allowed by law, PROPERTY must and will keep the Software and Documentation free and clear of all claims, liens and encumbrances of any nature whatsoever. PROPERTY will keep the Software and Documentation in confidence and will take all reasonable measures necessary to protect and maintain the confidential and proprietary character of the Software and

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20 Documentation. Furthermore, PROPERTY will indemnify and hold AVAIL harmless from and against all losses and damages resulting from any unauthorized or improper disclosure, dissemination or use of the Software as a result, in whole or in part, of PROPERTY’s action or inaction.

B. PROPERTY hereby authorizes AVAIL to enter PROPERTY’s premises with prior approval by PROPERTY in order to inspect the Software in any reasonable manner during regular business hours to verify PROPERTY’s compliance with the terms of this Agreement.

PROPERTY will cooperate with AVAIL and promptly provide AVAIL and its agents with full access to its facilities, and will engage in no acts or omissions to hinder or delay AVAIL’s access to Property’s premises and computers or the inspection thereof.

C. PROPERTY acknowledges that, in the event of PROPERTY’s breach of any of the provisions of this Agreement, AVAIL will not have an adequate remedy in money or damages. AVAIL shall therefore be entitled to obtain an injunction against such breach from any court of competent jurisdiction immediately upon request. AVAIL's right to obtain injunctive relief shall not limit its right to seek further remedies.

2.1.6 AGREEMENT SERVICES

2.1.6.1 TRADITIONAL & WARRANTY & SUPPORT PLAN
To Ensure System Reliability
A. Includes standard phone, email, and remote debugging support B. Access to training documents and video library

2.1.6.2 SOFTWARE UPGRADES
To keep your software current with the latest features
A. Includes software updates to latest release
B. Includes training on new features and reports

2.1.6.3 FOLLOW-UP ADOPTION SUPPORT TRAINING (FAST)
And finally, our exclusive Follow-on Adoption Support Training (FAST) to ensure your software is being adopted for maximum return on your technology investment A. Includes invitation to our Quarterly Webinars
B. Includes annual onsite assessments
C. Includes invitation to Annual FAST user conference

Support, Warranty, & License (SWL) Agreement
Property
21 3 GENERAL TERMS

3.1 LIMITATION OF LIABILITY
A. Except with respect to the obligations of AVAIL, in no event shall AVAIL's liability for any reason and upon any cause of action under the software license Agreement exceed the maintenance and support fees paid by PROPERTY to AVAIL; B. The PARTIES shall not rely upon and shall not grant any means of remedy arising from any statement, representation, maintenance and support or understanding of any person other than as expressly set out in this Agreement.

C. EXCEPT FOR ANY LIABILITY ARISING UNDER SECTION 2.1.5, THE CUMULATIVE

LIABILITY OF AVAIL TO PROPERTY FOR ALL CLAIMS RELATING TO THE SOFTWARE

AND THIS AGREEMENT, INCLUDING ANY CAUSE OF ACTION SOUNDING IN

CONTRACT, TORT OR STRICT LIABILITY, SHALL NOT EXCEED THE TOTAL AMOUNT OF ALL FEES PAID TO AVAIL HEREUNDER. THIS LIMITATION OF LIABILITY IS

INTENDED TO APPLY WITHOUT REGARD TO WHETHER OTHER PROVISIONS OF THIS AGREEMENT HAVE BEEN BREACHED OR HAVE PROVEN INEFFECTIVE. AVAIL SHALL

HAVE NO LIABILITY FOR LOSS OF DATA OR DOCUMENTATION, IT BEING

UNDERSTOOD THAT PROPERTY IS RESPONSIBLE FOR REASONABLE BACKUP PRECAUTIONS.

D. IN NO EVENT SHALL AVAIL BE LIABLE FOR ANY LOSS OF PROFITS; ANY INCIDENTAL, SPECIAL, EXEMPLARY OR CONSEQUENTIAL DAMAGES; OR ANY CLAIMS OR

DEMANDS BROUGHT AGAINST PROPERTY OR ANY THIRD PARTY, EVEN IF AVAIL HAS BEEN ADVISED OF THE POSSIBILITY OF SUCH CLAIMS OR DEMANDS. THIS

LIMITATION UPON DAMAGES AND CLAIMS IS INTENDED TO APPLY WITHOUT

REGARD TO WHETHER OTHER PROVISIONS OF THIS AGREEMENT HAVE BEEN BREACHED OR HAVE PROVEN INEFFECTIVE.

E. AVAIL and PROPERTY do not rely on and shall have no remedy arising from any statement, representation, warranty or understanding (whether negligently or innocently made) of any person (whether party to this Agreement or not) other than as expressly set out in this Agreement.

3.2 TERMINATION
A. Notwithstanding the foregoing, all provisions here of relating to confidentiality, proprietary rights, nondisclosure, indemnity and limitations of liability shall survive the termination of this Agreement. In the event of termination under this paragraph, PROPERTY will not be entitled to any refund of any portion of the fees paid to AVAIL under this Agreement, unless AVAIL:

I. Materially breaches this Agreement and fails to cure such breach within thirty (30) days after notice from PROPERTY;

Support, Warranty, & License (SWL) Agreement
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22 II. Delivers a notice that the software has been declared obsolete or withdrawn from sale;
III. Otherwise discontinues providing standard level of support for the myAvail software suite:
a. AVAIL shall refund to PROPERTY an amount equal to the aggregate support charges paid by PROPERTY for the time during which the standard level of support services was not provided to PROPERTY.

3.3 INDEMNITY
If a third-party claims that the Software or Documentation infringes any patent, copyright, trade secret, or any similar intellectual property right, AVAIL will defend PROPERTY against such claim at AVAIL’s expense and will pay all damages that a court finally awards, provided that PROPERTY promptly notifies AVAIL in writing of the claim, cooperates fully with AVAIL in the defense of any such claims, and allows AVAIL to control the defense thereof and/or any related settlement negotiations. If such a claim is made or appears possible, AVAIL will, at it option and expense, either: (i) procure for PROPERTY the right to continue using the Software and/or Documentation; (ii) replace or modify the Software or Documentation so that it becomes non-infringing; or, (iii) if it is not possible or in AVAIL’s sole discretion is not economically feasible for AVAIL to so procure such right or so replace or modify the Software, require the return of the Software and upon such return repay to PROPERTY the unused portion of the applicable license fee amortized over a 3 year period from the Effective Date and any annual technical support fees paid by PROPERTY for the remainder of the then current Term for such technical support services. However, AVAIL shall have no obligation for any claim based on PROPERTY’s modification of the Software or Documentation or its combination, operation or use with any product, data or apparatus not specified or provided by AVAIL. THIS PARAGRAPH STATES AVAIL’S ENTIRE OBLIGATION TO PROPERTY WITH RESPECT TO ANY CLAIM OF INFRINGEMENT.

3.4 EXPORT AND GOVERNMENT USE RESTRICTIONS
PROPERTY agrees that it will not export or re-export the Software, any part thereof, (the foregoing is referred to as the “Restricted Components”), to any country, person or entity subject to United States export restrictions. Furthermore, PROPERTY agrees to comply with all of the export and re-export restrictions and regulations imposed by the governments of the United States and/or any country to which the Software is shipped. Use, duplication or disclosure by the government is subject to restrictions as set forth in DFARS 252.227-7013 or the Commercial Computer Software - Restricted Rights at 48 CFR 52.227-19. The terms of this Section shall survive the termination or expiration of this Agreement.

3.5 INCORPORATION OF OTHER SOFTWARE
The Software may incorporate material or components which are owned by third parties and which are used by Agreement between AVAIL and such third parties. PROPERTY acknowledges and agrees that any third-party owner of such materials or components is a direct and intended

Support, Warranty, & License (SWL) Agreement
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23 third party beneficiary of this Agreement who may enforce this Agreement directly against PROPERTY.

3.6 ASSIGNMENT
This Agreement shall be binding upon and shall inure to the benefit of and be enforceable by the PARTIES and their respective successors and permitted assigns. Except as otherwise provided herein, this Agreement may not be assigned by PROPERTY without the prior written consent of AVAIL and upon payment of an assignment fee.

3.7 SEVERABILITY
Should any one or more of the provisions of this Agreement be determined to be invalid, illegal or unenforceable in any respect, the validity, legality and enforceability of the remaining provisions hereof shall not in any way be adversely affected or impaired thereby. The Party shall endeavor to replace the invalid, illegal or unenforceable provisions with valid provisions the economic effect of which comes as close as practicable to that of the unenforceable provisions.

3.8 NO THIRD-PARTY RIGHTS
Except as otherwise expressly provided herein, the representations, warranties, covenants and agreements contained in this Agreement are for the sole benefit of the PARTIES and their respective successors and permitted assigns, and they shall not be construed as conferring any rights on any other persons.

3.9 CONFIDENTIALITY
A. "Confidential Information" is hereby designated as “trade secrets” and is defined as the following:

I. Any information or data in the form of specifications, technical information or otherwise furnished to PROPERTY under this Agreement;
II. The business or technical information of AVAIL, including but not limited to any information relating to AVAIL's product plans, designs, costs, finances, marketing plans, business opportunities, personnel, research, development or know-how; and
III. Any other information reasonably and appropriately designated in writing by AVAIL as “trade secret" which, under the circumstances taken as a whole, would reasonably be deemed to be confidential under applicable law.

B. Confidential information shall not include information that I. Is in or enters the public domain without PROPERTY’s breach of the Agreement; II. PROPERTY receives from a third party without restriction on disclosure and without breach of a nondisclosure obligation; or

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24 III. PROPERTY develops independently, which it can prove with clear and convincing written evidence.

C. To the extent allowed by law PROPERTY agrees, to take all measures reasonably required to maintain the confidentiality of all confidential information in its possession or control, which will in no event be less than the measures the PROPERTY uses to maintain the confidentiality of its own information of equal importance. PROPERTY further agrees to only use Confidential Information disclosed in connection with this Agreement solely to exercise its rights and perform its obligations under the Agreement.

D. PROPERTY agrees to inform its employees of their confidentiality obligations regarding the Licensed Program and any other Confidential Information of AVAIL. PROPERTY further agrees to ensure that contract employees (including temporary employees) of PROPERTY agree to confidentiality obligations similar to those of this Agreement.

E. In the event of a third-party challenge to the Confidential Information, AVAIL shall provide the PROPERTY with any evidence deemed necessary to successfully defend the legal challenge and establish that the Confidential Information meets the criteria.

3.10 DATA OWNERSHIP
PROPERTY shall use reasonable efforts with respect to the accuracy and quality of the PROPERTY data provided to AVAIL in the creation of PROPERTY’s account. With respect to PROPERTY’s obligation to the changing and updating of data, PROPERTY is required to use reasonable efforts.

PROPERTY shall retain full ownership of PROPERTY Data and the resulting output of any processing of such data in AVAIL’s system. AVAIL is required to provide PROPERTY with access to its data at any time notwithstanding the existence of any dispute that may arise under this Agreement.

AVAIL is obligated to protect the security and confidentiality of the PROPERTY’s data and is prohibited from accessing this data except for the express purpose of reasonably performing the requirements of this Agreement. AVAIL shall implement and maintain appropriate administrative, technical, and organizational security measures to safeguard against unauthorized access, disclosure, or theft of PROPERTY Data.

PROPERTY retains the right to access and retrieve this data stored in a usable format on AVAIL’s system at its sole discretion.

Regardless of the reason(s) for the termination of this Agreement, AVAIL will securely deliver all the PROPERTY Data to the PROPERTY in a mutually agreed upon format. AVAIL will (at its sole cost) return, delete, or destroy all of the PROPERTY Data then in its possession or under its control no later than thirty (30) days after the termination of this Agreement. AVAIL will notify PROPERTY when all PROPERTY Data has been returned, deleted or destroyed. This provision shall not apply to PROPERTY Data which is a part of the public domain or AVAIL is required to maintain by law, but only for the time period required.

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25 3.10.1 DATA BREACH NOTIFICATIONS
AVAIL agrees to comply with all applicable laws governing the notification of individuals in the event of an unauthorized release of PROPERTY Data. In the event of a data breach, AVAIL agrees to notify PROPERTY in writing within 24 hours after AVAIL's discovery of any unauthorized access of PROPERTY Data or AVAIL becomes reasonably certain that such unauthorized access has occurred, and to coordinate with PROPERTY to inform all effected individuals in accordance with applicable laws.
4 PRICING & PAYMENT TERMS (CONFIDENTIAL & PROPRIETARY)
PROPERTY will be invoiced 60 days prior to the start of the next anniversary date. Payment is due thirty (30) days from invoice date.

4.1 OPTIONAL YEAR PRICING (CONFIDENTIAL & PROPRIETARY)
Any changes in features, covered equipment, software, or services outlined in this Agreement executed while the Agreement is in effect, additional costs will be assessed based on the features or equipment added. Invoice and payment terms for these years will be the same as the initial Term.

5 ENTIRE AGREEMENT
This Agreement constitutes the entire Agreement among the PARTIES relating to the subject matter hereof, and supersedes all prior and contemporaneous negotiations, writings, Agreements, warranties, guarantees, whether written or oral, express or implied, relating to the subject matter of this Agreement. The PARTIES may, by mutual written Agreement and in no other manner, modify or amend the terms of this Agreement. The failure or delay of any Party at any time or times to require the performance of any provision of this Agreement shall in no manner affect its right to enforce that provision. No single or partial waiver by any Party of any condition of this Agreement, or the breach of any term, agreement or covenant of, or the inaccuracy of any representation or warranty in, this Agreement, whether by conduct or otherwise, in any one or more instances, shall be construed or deemed to be a further or continuing waiver of any such condition, breach or inaccuracy or a waiver of any other condition, breach or inaccuracy.

IN WITNESS WHEREOF, the PARTIES have executed this Agreement effective as of the date first above written.

AVAIL: PROPERTY:

AVAIL Technologies, Inc. Property
Signature: _____________________________ Signature: _____________________________ Name: Kevin McKay_____________________ Name: _______________________________ Title: Chief Operations Officer____________ Title: _________________________________ Date:__________________________________ Date: _________________________________

Proposal in Response to RFP issued by: City of Montebello RFP No. 23-8 Computer-Aided Dispatch/Automatic Vehicle Location System 5-6

5. Sample Training Plan

Montebello Bus Lines (MBL)
Sample ITS Training Plan
New Customer
Version X.X/YYYY
Confidential and Proprietary

2 Contents
1 Introduction........................................................................................................................... 4

1.1 Training Vision.............................................................................................................. 4

1.2 Training Goals .............................................................................................................. 4

1.3 Train the Trainer ........................................................................................................... 4

1.4 Training Approach........................................................................................................ 4

1.5 Training Philosophy...................................................................................................... 5

1.6 Third Party Vendor Training Support........................................................................... 5

1.7 Terminology ................................................................................................................. 5

1.8 Training Courses .......................................................................................................... 6

1.9 Training Materials Delivery........................................................................................... 7

1.10 Training Facility Requirements..................................................................................... 7

1.11 Training Matrix.............................................................................................................. 7

1.12 myAvail Operations SOP’s ........................................................................................... 7

1.13 Disaster Recovery Plan ................................................................................................. 7 2 Agency Assessment.............................................................................................................. 8

2.1 On-Site Analysis............................................................................................................ 8

2.2 Route Rides................................................................................................................... 8 3 Kick Off Phase ....................................................................................................................... 9

3.1 System Dataflow Overview........................................................................................... 9

3.2 myAvail Positions Overview & Matrix Assignment....................................................... 9

3.3 Customer Portal Training ...........................................................................................10

3.4 User Settings & Position Management ......................................................................11

3.5 TSI Overview Training ................................................................................................11 4 Pilot Phase...........................................................................................................................12

4.1 MDT In-Vehicle Train the Trainer ...............................................................................12

4.2 Dispatch Basics Train the Trainer...............................................................................12

4.3 Pullout & Yard Management ......................................................................................13

3 4.4 GTFS Training.............................................................................................................14

4.5 Schedule Deployment Overview ...............................................................................15

4.6 Replay Training...........................................................................................................15

4.7 Maintenance Training................................................................................................. 16

4.8 Dispatch Troubleshooting..........................................................................................17

4.9 Exceptions, Adjustments & Trip Samples ..................................................................17

4.10 Schedule Data Issues Resolution 1 ............................................................................18

4.11 Route Validation Training...........................................................................................19

4.12 Maintenance VHM Training........................................................................................19 5 Adoption Phase...................................................................................................................21

5.1 Dispatch Advanced Features .....................................................................................21

5.2 Morning Rollout Support............................................................................................21

5.3 Train The Trainer Certification....................................................................................22

5.4 Passenger Information Tools......................................................................................22

5.5 Schedule Data Issues Resolution 2 ............................................................................23

5.6 Business Intelligence: Schedule Adherence Reports ................................................24

5.7 Business Intelligence: Farebox & APC Reports .........................................................24

5.8 NTD Compliance Reports ..........................................................................................25

5.9 Maintenance Training 2..............................................................................................25

5.10 Act 44 Metrics and Analysis........................................................................................26

4 1 INTRODUCTION

1.1 TRAINING VISION
o Avail staff partners with customers and their staff throughout the project life and beyond, to ensure our customer experiences success. We strive to develop, mentor, and importantly, empower our customers with knowledge and tools to maximize their return on their ITS investment.

1.2 TRAINING GOALS
o Avail’s goals for each training module are outlined within each position-specific course to ensure content, workflow focus, and instructional effectiveness. After completion of our training program; all staff will be able to:
o Locate pertinent information within the system and use it effectively in decision-making processes based upon position
o Use tools effectively to maximize benefit within the Avail system o Apply knowledge base skills to increase property-wide efficiencies

1.3 TRAIN THE TRAINER
o The dedicated Site Trainers, as identified by [agency name], will complete Avail’s formal Train the Trainer program. The agency trainers will be directly involved in Avail led teaching sessions beginning at the Pilot Phase. The site trainer will also begin performing hands- on training with your vehicle operators and/ or dispatch during this phase; to gain important exposure and understanding through hands- on experience and practice. These individuals will thereby begin working toward a level of proficiency, as they begin providing hands- on training for your staff. In addition, agency trainers will receive Avail Certification after successful completion of the program.

1.4 TRAINING APPROACH
o The hierarchical design of our training program ensures customer success by building upon levels of understanding and pragmatic application. We anticipate that our customers will naturally progress through the following knowledge building stages:
o Introduction - First time users of Avail products
o Understanding – Ability to understand basic concepts around ITS day-to-day functionality
o Applying – Using knowledge to operate the ITS system correctly o Evaluating and Analyzing – Using product knowledge to increase property efficiencies through cross-functional sharing, development, and practice o Creating- Using the ITS system to its fullest potential for the customer’s benefit

5 Full ITS Training

1.5 TRAINING PHILOSOPHY
o We firmly believe that guided experiential learning and consistent system exposure benefits SVSS to develop understanding, accuracy, and ultimately ease of use. For this reason, Avail’s training approach is based on the modern ADDIE model and occurs succinctly with project phases; to align pertinent information, authentic application and importantly, pragmatism for your staff. Our training courses are position-specific and deliberately target different learning modalities to ensure a successful system adoption, so all your staff is comfortable and using the system to its fullest advantage.

1.6 THIRD PARTY VENDOR TRAINING SUPPORT
o During system adoption Avail will be integrating several different technologies within the ITS system. Avail will advocate for all third-party training as needed throughout the project.

1.7 TERMINOLOGY
o The following list of acronyms are referenced throughout this document:
o ADDIE model- Acronym for the process used to develop Avail training courses:

Analyze, Design, Develop, Implement, and Evaluate
o APC (Automatic Passenger Counter)- An electronic device available for installation on transit vehicles which records boards and alights data. o Assessment – An instrument used to measure knowledge acquisition for the Train the Trainer role. Avail uses multiple choice examinations, performance-based assessments, and observation of practice to determine needs.
o BIB (Bus in a Box)- A training tool used to simulate the dashboard of a vehicle and the MDT (mobile data terminal) to demonstrate the functionality of the Avail in-vehicle and dispatch functions.
o Curriculum – The instructional materials and delivery methods used within a course. o FAST (Follow-on Adoption and System Training)- A department at Avail Technologies, Inc. dedicated to maintaining a high level of customer satisfaction after the ITS system is in place and the initial project is complete.
o GTFS (General Transit Feed Specification) - A common format for public transportation schedules and associated geographic information.
o Holding Tank – A table within a database that serves as temporary storage for APC and Farebox data collected from fleet vehicles. After data is reviewed, it is moved to reporting tables.
o ITS (Intelligent Transportation System) – Innovative technology, applications, or platforms, that improve the quality of transportation through monitoring and

6 management enhancements that enable users to make smarter, more coordinated use of transport networks to achieve better outcomes.
o MDT (Mobile Data Terminal) or MDC (Mobile Digital Computer)- A computerized device that displays schedule data, is used to assist operators with communication, supports on time performance, ADA announcements, and more. o MTS (Maintenance Training Station) – A training tool used to simulate the components of the in-vehicle system in order to demonstrate the overall functionality of the Avail system Maintenance personnel also use the MTS for testing individual components of the system.
o NTD (National Transit Database) – The Federal Transit Administration (FTA) tracks the transit industry and provides public information and statistics including financial, operating and asset condition of transit systems QA (Quality Assurance) – Systematic monitoring and evaluation of the various aspects of a project, service, or facility to ensure that standards of quality are being met consistently. o Rubric- An objective tool used to define and measure attributes of instructional effectiveness for the Train the Trainer role.
o Scheduling Package- Software typically used in the public transit industry for schedule creation and publish.
o Trigger Boxes – Avail software tool that allows users to create and edit geo-fences (virtual barriers) which trigger in-vehicle functions when a vehicle enters or exits a ‘trigger box’ location.
o Training Matrix- Defines and tracks user attendance for staff required to enroll in courses. This document will be used to verify course dates, attendance, and final sign off from the agency project lead. In addition, this document is useful for the agency’s reference, as the agency brings new staff onboard.
o Troubleshooting – Systematic approach to problem solving that is often used to identify and resolve issues with computers and software systems.

1.8 TRAINING COURSES
o The courses in this training plan are broken down into a standardized format to ensure equitable content and delivery across users. These components are:
o Goal: Anticipated learner outcome for each course for staff members. o Audience: This specifies the staff members who should take each course. o Delivery Method: This specifies how the information will be conveyed to the audience. o Curriculum: This specifies the content that will be covered in each course by the trainer. o Class Size: This specifies the optimal size of the audience for each presentation. o Prerequisites: Specifies any courses that should be taken beforehand, scaffolding knowledge building, for complete understanding of the course material.

7 o Assessment: Unit of measure used to evaluate learner outcome and course effectiveness for the Train the Trainer role.
o Summary: Provides an overview of the content to be presented in each training course.

1.9 TRAINING MATERIALS DELIVERY
o Curricular Materials: Delivered by project phase.

1.10 TRAINING FACILITY REQUIREMENTS
For on-site courses, Avail requests that the following be available where possible for training purposes:
o A room with seating for four to six people
o A projector that can be connected to a laptop computer via VGA or HDMI cable o A screen or white board to serve as a projection screen o A training location for the BIB setup, if purchased by the agency

1.11 TRAINING MATRIX
The Training Matrix identifies those individuals who meet the requirements for training courses assigned per position. This document also validates course attendance, occurrence dates, and serves as a sign off from the agency project lead, to confirm the customer agrees that training has met the project requirements. It also serves as an essential resource for your new hires moving forward, to quickly identify the courses those individuals should complete with your dedicated agency trainer. We recommend referring to this matrix often throughout the project and beyond.

1.12 MYAVAIL OPERATIONS SOP’S
The myAvail SOP’s document outlines standard operating procedures for myAvail position- based assignments. Following position- based practices improves operational practice and communications that promote internal efficiencies, to ensure the Avail Product Suite is fully utilized for the customer’s benefit. Avail trainers and the F.A.S.T. team both support customers in establishing/ following best practices as outlined on the SOP document.

1.13 DISASTER RECOVERY PLAN
Avail’s Disaster Recovery Plan (DRP) captures, in a single repository, all required information regarding the agency’s ability to withstand a disaster, as well as the processes that must be followed to achieve disaster recovery. DRP information delivery for the customer will be provided via webinars. SOP: Avail SOP 041 – IT – Disaster Recovery v2

8 2 AGENCY ASSESSMENT

2.1 ON-SITE ANALYSIS
Goal: Start building relationships with each person and gain a full understanding of how operations occur from day to day. By understanding current practice, we are better able to identify and support where agency needs will be moving forward with the new project and its naturally embedded changes in practice.
o Audience: Everyone
o Delivery Method: On site with customer
o Duration: 1-2 days
o Curricula: Interviews and observation of daily tasks and routines (Interview question set)
o Prerequisites: None
o Summary: The purpose of the customer survey is to learn as much as possible about each internal department and person. We will be focusing on your agency needs: how you function daily, how you convey information and your individual goals and focus points. This process includes gathering information through interviews and observations of daily operations. We will continue these analysis efforts throughout the training process to ensure implementation of the system is fully maximized.

2.2 ROUTE RIDES
Goal: Gain an understanding of the unique details about the service area and its ridership needs. This includes identifying current stop locations on the routes, sign types and locations, ridership practices and shelters, if any.
o Audience: Avail team
o Delivery Method: On site with customer
o Duration: Performed per need and varies in length
o Summary: The Avail team may ride revenue routes to become familiar with the service area, ridership needs, and all unique information. Avail staff will compile notes and identify possible signage locations to benefit passengers around transit centers and other common, high ridership areas.

9 3 KICK OFF PHASE

3.1 SYSTEM DATAFLOW OVERVIEW
Goal: Teach staff the basics of where information is input and how data moves through the system: schedule data to trigger boxes to announcements to building and deploying run files, information display on the MDT, in reports and on myStop, to support the quick identification for troubleshooting strategies and understand the integral relationships in the Avail system. SOP's for Operations include complete check in with operators, confirm assignment of operators and vehicles for all work, monitor OTP on the Status tab, update the Pullout tab with assignments, take, respond to, and log events, communicate with operators as required, create incidents as required, document missed service hours and miles, and post public messages. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. SOP's for IT include server maintenance and back up, if not hosted, monitoring the Vehicle Files card, managing system updates and myAvail user accounts. An Avail trainer teaches this high- level course. o Audience: Information Technology Staff, Operations Manager, Administration, Planners
o Delivery Method: On site with customer
o Duration: 30 minutes
o Curricula: myAvail Reporting tools
o Class Size: 1-5
o Prerequisites: None
o Troubleshooting: Review potential issues and discuss solutions o Summary: In this course, we will review network and server configuration at a high level as well as the installed software and services. Users will develop their understanding of the dataflow from end to end throughout the system.

3.2 MYAVAIL POSITIONS OVERVIEW & MATRIX ASSIGNMENT
Goal: Provide an introductory overview of the back-end software features used by management, dispatch, planners, maintenance, finance; and provide an introductory overview of the in-vehicle software used by vehicle operators. This helps set the stage for the agency’s internal change management needs, as well as identifying which positions each agency staff member will fill. Avail will then work with management to review and assign course requirements, based on those positions, on the training matrix. SOPs for executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across

10 departments to track progress, and confirm operational practice is aligned with vision. A Training Team member will teach this course.
o Audience: Administrators, Operations Manager
o Delivery Method: On site with customer
o Duration: 1 hour
o Curricula: Training Plan, Matrix, Training Sign Off, Training Material Samples o Class Size: 1-6
o Prerequisites: None
o Troubleshooting: Review potential staffing issues and discuss solutions o Summary: The purpose of this course is to expose management to how training occurs on the project, assign courses for agency staff, review the training sign off and training materials to be used; and to work with management on policy and cultural changes that will occur with the new system. We will discuss how following Avail’s suggested SOP’s, will help to address them more efficiently. o SOPs: Avail SOP 050 – Executive – Organizational Change Management v2

3.3 CUSTOMER PORTAL TRAINING
Goal: Teach the customer how to create an account, and how to use the web-based customer portal. This portal serves a variety of purposes and is a main communication line for the agency. Users will create and track tickets for technical issues and/or training needs at their agency, for low and medium priority items. The portal also contains product documentation, making access seamless for the agency. All high priority items should be reported to the Customer Experience team via phone. SOP's for executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across departments to track progress, and confirm operational practice is aligned with vision. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. A Training Team member teaches this course.
o Audience: Administrators
o Delivery Method: Webinar or on- site with customer
o Duration: 30 minutes
o Curricula: Avail’s Customer Portal
o Class Size: 3-8
o Prerequisites: None
o Troubleshooting: Review potential issues and discuss solutions o Summary: Teach users how to access and use the customer portal to communicate low and medium priority issues.
o SOPs: Avail SOP 040 – Sys Admin – General Responsibilities v2

11 3.4 USER SETTINGS & POSITION MANAGEMENT
Goal: Teach administrators how to add new users in ETMS (Enterprise Transit Management Solution) and assign a single position for each staff member. Managers may need to adjust permission settings according to operational need for individual accounts. IT System/ Admin Staff: SOP's for IT include server maintenance and backup (if not hosted), monitoring the Vehicle Files card, managing system updates and myAvail user accounts.

An Avail Training Team member teaches this course.
o Audience: Administrators, Managers
o Delivery Method: Webinar or on site with customer
o Duration: 1 hour
o Curricula: myAvail
o Class Size: 3-6
o Prerequisites: None
o Troubleshooting: Review potential issues and discuss solutions o Summary: Management staff will add/ modify position settings per user as needed; when new employees are hired, or staff move into new positions within the organization. This course teaches management how to complete this process. o SOPs: Avail SOP 040 – Sys Admin – General Responsibilities v2

3.5 TSI OVERVIEW TRAINING
Goal: Teach administration and management staff the basics for how to use the TSI camera system to verify or disprove what really happened during service hours. Users will learn how to create individual and group accounts, set permissions, download, view, and share video clips. An Avail trainer/ FE teaches this course.
o Audience: Administrators, Managers, IT, Maintenance
o Delivery Method: On site with customer
o Duration: 30 Minutes
o Curricula: TSI presentation, hardware equipment and NexView User Manual o Class Size: 3-6
o Prerequisites: None
o Troubleshooting: Reference the TSI NexView Manual
o Summary: Management staff will learn how to access the software to download video content as needed to verify activity during service hours. o SOPs: Avail SOP 040 – Sys Admin – General Responsibilities v2

12 4 PILOT PHASE

4.1 MDT IN-VEHICLE TRAIN THE TRAINER
Goal: Teach Operator Trainers to perform internal training for the agency through handson experiences. Trainers will receive detailed knowledge and system experience to begin training the operators on the in- vehicle hardware and software. An Avail trainer will teach the first few sessions with the dedicated trainer actively observing and participating. This course will include adding fare values via the MDT, if the fare solution is integrated per project requirements. The site trainer will then teach the course, eliciting constructive feedback from the Avail trainer, at the conclusion of the session/s. SOP's for executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across departments to track progress, and confirm operational practice is aligned with vision. The Avail trainer will provide coaching opportunities where needed, to allow the site trainer to build their knowledge. At the SAT phase, the site trainer will complete the formal Train the Trainer certification assessments.
o Audience: Operator Trainer, Training Managers, Operators o Delivery Method: Classroom/Hands-on session at customer site o Duration: 30-45 minutes, multiple sessions scheduled
o Curricula: BIB (Bus in a Box) is recommended/ at customer site, in-vehicle quick guides
o Class Size: 1-6
o Prerequisites: None
o Assessment: informal coaching and support/ Avail Train the Trainer performance rubric and multiple- choice examination will be used during the SAT/ Adoption Phase
o Summary: This course provides on-site trainers with all essential knowledge required to begin training vehicle operators confidently and accurately o SOPs: Avail SOP 020 – Operation – Pull-Out_Start of Shift v2, Avail SOP 021 – Perform Revenue Service v2, Avail SOP 022 - Operation - Pull In-End of Service v2, Avail SOP 023 - Operation - Relief v2, Avail SOP 024 - Operation - Road Supervision (Route Monitoring) v2

4.2 DISPATCH BASICS TRAIN THE TRAINER
Goal: Teach trainers and dispatchers how to use dispatch tools to monitor vehicles and communications with operators in service. Course will include managing automatically generated events from vehicles in real time. Taking, responding, and logging events and communications and how to create/ edit incidents will be taught in this course. The Avail trainer will teach the first several sessions with the dedicated trainer actively observing/

13 participating. The site trainer will then teach the course, eliciting constructive feedback after teaching. A Train the Trainer performance rubric and multiple -choice assessment will be used to ensure objectivity in the evaluation process during the SAT phase. SOP's for executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across departments to track progress, and confirm operational practice is aligned with vision. This is part of Avail’s Train the Trainer certification protocol. o Audience: Dispatchers, Trainer
o Delivery Method: On site with customer
o Duration: 1 hour, multiple sessions
o Curricula: BIB (Bus in a Box), myAvail Operations tab, dispatch quick guides o Class Size: 1-6
o Prerequisites: None
o Troubleshooting: Review potential issues and apply solutions o Assessment: Train the Trainer performance rubric and multiple-choice examination upon completion of the program, during the SAT phase o Summary: This course will provide the on-site trainers with the knowledge required to begin training dispatchers. Content includes the basic features and functions of the dispatch tool, such as vehicle monitoring, managing events and communications, and other common day- to- day tasks used to support operators on the road.
o SOPs: Avail SOP 011 - Dispatch - Pull Out_Start of Shift v2, Avail SOP 012 - Dispatch - Route Monitoring and Operator Relief v2, Avail SOP 013 - Dispatch - Pull In_end of shift v2, Avail SOP 020 - Operation - Pull-Out_Start of Shift v2, Avail SOP 021 - Operation - Perform Revenue Service v2, Avail SOP 022 - Operation - Pull In-End of Service v2, Avail SOP 023 - Operation - Relief v2, Avail SOP 024 - Operation - Road Supervision (Route Monitoring) v2

4.3 PULLOUT & YARD MANAGEMENT
Goal: Teach users to navigate the yard map to be able to create parking configurations that promote pullout efficiencies and assist bus handlers with vehicle location. Use this tool to monitor pullout status and assign vehicles and drivers from extraboard. SOP's for Operations include complete check in with operators, confirm assignment of operators and vehicles for all work, monitor OTP on the Status tab, update the pullout tab with assignments, take, respond to, and log events, communicate with operators as required, create incidents as required, document missed service hours and miles, and post public messages. SOP's for maintenance include performing weekly and monthly preventative maintenance routinely, as outlined on the Preventative Maintenance document. An Avail Training Team member teaches this course.

14 o Audience: Dispatchers, Supervisors, Maintenance
o Delivery Method: On site with customer
o Duration: 1 hour
o Curricula: myAvail Yard Management Tools
o Class Size: 1-6
o Prerequisites: Dispatch Basics Training
o Troubleshooting: Review potential issues and identify solutions o Summary: This course will include demonstrating for users the features and benefits of the yard map and pullout tool. Users will learn how to create parking configuration that maximizes pullout efficiencies, how the yard map feature assists bus handlers with locating parked vehicles; all to improve overall operations. o SOPs: Avail SOP 011 - Dispatch - Pull Out_Start of Shift v2, Avail SOP 012 - Dispatch - Route Monitoring and Operator Relief v2, Avail SOP 013 - Dispatch - Pull In_end of shift v2, Avail SOP 051 - Update Yard Map v2

4.4 GTFS TRAINING
Goal: Teach staff how to validate and submit their static schedule data to Google. Transit agencies will first create an account with Google’s Quality Assurance Program to begin the process of making the transit schedule available to the public for real time reporting. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. A Training Team member will teach this course at a high level. Our Services team will support the customer in implementing the process.
o Audience: Planners
o Delivery Method: Webinar
o Duration: 1 hour
o Curricula: Schedule Data and Google Quality Assurance Program o Class Size: 1-8
o Prerequisites: None
o Troubleshooting: Review potential issues with the schedule data, identify and apply solutions before submitting to real-time feeds.
o Summary: This course will demonstrate for users how to create and validate schedule data to submit it to real- time web- based transit information feeds. o SOPs: Avail SOP 001 - Planning - Schedule Management_Implementation v2

15 4.5 SCHEDULE DEPLOYMENT OVERVIEW
Goal: Teach planners how to manage schedule data and related attributes. Planners will learn to import schedule data files, define and assign ADA announcements/ route/ periodic announcements, how to manage trigger boxes, how to generate and review route trace paths, how to use Build & Deploy to set up files for deployment to fleet vehicles, how to monitor deployments on the Vehicle Files card, and finally, how to use the Replay tool to review how the schedule is used on the road for troubleshooting purposes. Detailed schedule data work is supported by the Avail Services team and will include inputting all stop latitude/longitude locations, time point designations, stop-to-stop distances, patterns, trips, runs, and block/ run mapping, adding service levels, and how to set up schedule file deployments, by type, using Build & Deploy. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. An Avail Trainer teaches this at an introductory high level. A Services team member teaches this course in detail. o Audience: Planner
o Delivery Method: Webinar
o Duration: 1.5 hours
o Curricula: Announcements, Geographic Tools, Build & Deploy, Vehicle Files o Class Size: 1-4
o Prerequisites: None
o Troubleshooting: Identify potential issues within the schedule and apply solutions o Summary: This course demonstrates the correct workflow and steps required for generating a schedule and/ or making schedule updates
o SOPs: Avail SOP 001 - Planning - Schedule Management Implementation v2, Avail SOP 002 - Planning - Daily Schedule Analysis v2, Avail SOP 004 - Planning - Manage Vehicle Announcements v2

4.6 REPLAY TRAINING
Goal: Teach users how to interpret historical data to verify or disprove reported issues. The Replay tool allows users to retrace the history for a range of time for a vehicle, route, run, block, or operator to confirm activity on the road. Users may view attributes such as speed, dwell times at stop locations, onboard counts, and much more. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. SOP's for Operations include complete check in with operators, confirm assignment of operators and vehicles for all work, monitor OTP on the Status tab, update the pullout tab with assignments, take, respond to, and log events, communicate with operators as required, create incidents as required, document missed service hours and miles, and post public messages. SOP's for

16 executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across departments to track progress, and confirm operational practice is aligned with vision. An Avail Training Team member will teach this course.
o Audience: Operations Manager, Dispatchers, Supervisors, Trainers, Planners, Customer Service (as based on agency practice)
o Delivery Method: On site with customer or Webinar
o Duration: 45 minutes
o Curricula: Geographic Tools
o Class Size: 2-8
o Prerequisites: Dispatch Basics Training
o Troubleshooting: Identify potential issues and apply solutions o Summary: Vehicles automatically collect data, which is sent to, and stored in, a database in real time. This information is retrievable on demand, by using the Replay Tool; to retrace a vehicle’s activity like a bread crumb trail. This course will show and describe a few different scenarios and demonstrate for users how to locate essential historical data.
o SOPs: Avail SOP 005 - Planning - Using Replay v2

4.7 MAINTENANCE TRAINING
Goal: Train key maintenance personnel on the vehicle hardware equipment during the Pilot phase. During the training, Avail’s FE representative (Field Engineer), will review and reference the maintenance guide in training with the customer, identifies each piece of equipment, its purpose, and reviews basic troubleshooting procedures for issues that may arise with their new system. Submitting RMAs, and the process to follow, will also be covered in this session. Installation techniques, parts requirements, and best practices are the focus in this hands-on course taught by an Avail Field Engineer. Installation techniques, parts requirements, and best practices are the focus in this hands-on course taught by an Avail Field Engineer.
o Audience: Maintenance Personnel
o Delivery Method: Hands-on at Customer Site
o Duration: 1-2 hours per session, typically 2 sessions o Curricula: CAD/AVL manuals and quick guides
o Class Size: 1-4
o Prerequisites: None
o Troubleshooting Guide: Provided
o Troubleshooting: Identify potential issues within the schedule and apply solutions o Summary: This course includes hands- on practice and application to familiarize maintenance with the vehicle hardware. The FE (Field Engineer) will review how

17 parts interact with each other, identify potential issues and how to troubleshoot issues- referencing the installation manuals.
o SOPs: Avail SOP 030 - Maintenance - Pull Out_Start of Shift v2, Avail SOP 031 - Maintenance - Vehicle Health Monitoring v2, Avail SOP 032 - Maintenance - CADAVL Preventive Maintenance v2, Avail SOP 033 - Maintenance - Supervision_Management v2

4.8 DISPATCH TROUBLESHOOTING
Goal: Teach users to be able to identify potential issues with the system. Content may include login errors, customizing screen configuration, vehicle monitoring, and answering questions that arise. Dispatchers will also take an active role in data collection from operators. Operators will be documenting issues that arise on vehicles using the Avail Fixed Route Issues Sheet. These forms should be collected by Dispatch. Dispatch will hand them off to management, who will report any issues back to Avail via the Customer Portal for resolution. SOP's for Operations include complete check in with operators, confirm assignment of operators and vehicles for all work, monitor OTP on the Status tab, update the pullout tab with assignments, take, respond to, and log events, communicate with operators as required, create incidents as required, document missed service hours and miles, and post public messages. An Avail Training Team member teaches this course. o Audience: Dispatchers, Supervisors, Trainers
o Delivery Method: On site with customer
o Duration: 1 hour
o Curricula: myAvail Dispatch tools, Fixed Route Operator Issues Sheet o Class Size: 1-4
o Prerequisites: myAvail Dispatch Basics Training
o Troubleshooting: Review how to update or modify user settings using myAvail software
o Assessment: A multiple choice assessment is used for trainers to ensure ease of use and timely evaluation, typically during the SAT phase o Summary: This course will demonstrate for users how to troubleshoot items such as screen configuration settings, vehicle monitoring, interpreting and addressing events and communications; the overall basic functions of the Dispatch tool

4.9 EXCEPTIONS, ADJUSTMENTS & TRIP SAMPLES
Goal: Teach users how to scrub and validate collected fare box and APC ridership data, how to enter system adjustments, and then accept trip samples. Schedule data is imported to a ‘Holding Tank’. Users should review those vehicle records and make corrections where needed. The user will then enter any known system adjustments (added/ reduced service miles and hours), and lastly review and save system-generated trip samples. Completing

18 these required processes back-to-back ensures accurate data, before pushing the data over for reporting. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. An Avail Training Team member teaches this course. o Audience: Scheduler, Planner
o Delivery Method: On site with customer
o Duration: 1.5 hour
o Curricula: myAvail
o Class Size: 1-3
o Prerequisites: Schedule Data Management Overview
o Troubleshooting: Review potential issues, identify and apply record updates o Summary: This course will demonstrate for users how to validate and correct fare box ridership and APC ridership data, enter system adjustments, and save trip samples, before the data is imported to the live database for reporting. Every night the previous day’s fare box and APC data are automatically imported to the ‘holding tank’ of the database, for agency review.
o SOPs: Avail SOP 003 - Planning - Farebox and APC Exceptions and Adjustments v2, SOP 005- Using Replay

4.10 SCHEDULE DATA ISSUES RESOLUTION 1
Goal: Reinforcing planner position content knowledge and acquisition. Working with the Avail trainer, the agency planner will resolve several cases that have known trigger box location/ sizing and/ or announcements timing, or route trace issues- in myAvail. This opportunity provides the customer with hands on authentic experience using their new ITS planner tools, to ensure their confidence, skills, and ability to make schedule data corrections where needed as a part of fully adopting and optimizing their new system and to support the management of portal cases.
o Audience: Planners
o Delivery Method: On site with customer/webinar
o Duration: As needed
o Curricula: Coaching/ reinforce content knowledge/ authentic skills application o Class Size: Individualized
o Prerequisites: Schedule Data Management Overview
o Assessment: Embedded coaching/ guidance opportunities across users o Summary: A training team member will provide hands- on coaching and support as the agency planner resolves cases in the Customer Portal. o SOPs: Avail SOP 001 - Planning - Schedule Management Implementation v2, Avail SOP 002 - Planning - Daily Schedule Analysis v2, Avail SOP 004 - Planning - Manage Vehicle Announcements v2

19 4.11 ROUTE VALIDATION TRAINING
Goals: Teach users to begin validating their schedule data to confirm accuracy when vehicles start rolling out. Using a Ride Check sheet and riding along on trips across several routes during the Pilot phase supports the confirmation that schedule data information is accurate in the vehicle (and for public-facing passenger trip planning information). This process includes checking that the audible stop announcements are appropriately timed and accurate for stop locations, the head signs update correctly, and the MDT displays the correct schedule data for the operator. SOP's for planning include the management of all schedule data, running reports to identify improvements, complete all schedule data requirements at least three weeks in advance of use. An introductory overview of the validation process is taught by an Avail trainer. Performing route validations is supported by an Avail Services team member with an agency representative. o Audience: Scheduler, Planner, Supervisor
o Delivery Method: On site with customer
o Duration: 30 minutes – 1.5 hours (varies)
o Class Size: 1-4
o Curricula: Ride Check Sheet
o Prerequisites: None
o Troubleshooting: Review potential data issues and identify solutions o Summary: This course will show users different ways to validate and correct schedule data in use. Route validation is a very important part of the schedule entry process. We need to validate and confirm that the schedule data in use is correct and functioning accurately on the road in real time.

4.12 MAINTENANCE VHM TRAINING
Goal: Teach maintenance staff how to monitor vehicle health on the maintenance tab in myAvail. This tab/queue is populated by events that come directly from the vehicles in service. Events are prioritized numerically, based upon the severity of need. Events that require immediate attention are indicated by a brief description, or code, and a ‘1’. Other events are prioritized by 2’s or 3’s, along with a brief description and/ or code. Engineering configuration determines the event types that display. Maintenance should monitor the tab throughout the day much like a task/ work order list. SOP's for maintenance include performing weekly and monthly preventative maintenance routinely, as outlined on the Preventative Maintenance document. An Avail trainer teaches this course. o Audience: Maintenance
o Delivery Method: On site with customer
o Duration: 1 hour
o Curricula: Maintenance tab in myAvail

20 o Class Size: 1-4
o Prerequisites: Vehicle Hardware Troubleshooting
o Troubleshooting: Review potential issues and identify solutions o Summary: This course will include demonstrating for users the features and importance of using the Maintenance tab in myAvail to monitor vehicles on the road providing service.
o SOPs: Avail SOP 031 - Maintenance - Vehicle Health Monitoring v2

21 5 ADOPTION PHASE

5.1 DISPATCH ADVANCED FEATURES
Goal: Teach users about advanced features and functions available within the dispatch tool: including Timeline, Detour Management, Decision Support Tools, Public Messages, and the Routes Tab functions. SOP's for Operations include complete check in with operators, confirm assignment of operators and vehicles for all work, monitor OTP on the Status tab, update the pullout tab with assignments, take, respond to, and log events, communicate with operators as required, create incidents as required, document missed service hours and miles, and post public messages. A Training Team member teaches this course.
o Audience: Supervisor, Dispatcher, Trainer
o Delivery Method: On site with customer
o Duration: 1 hour
o Curricula: Dispatch tools
o Class Size: 2-8
o Prerequisites: myAvail Dispatch Training
o Troubleshooting: Review potential issues and discuss solutions o Assessment: Multiple- choice examination for the Train the Trainer role, typically during the SAT phase
o Summary: This course intends to continue building dispatcher system knowledge. We will review the more advanced features and functions of the dispatch tool. These functions are typically not used daily but are important resources for dispatchers.
o SOPs: Avail SOP 012 - Dispatch - Route Monitoring and Operator Relief v2, Avail SOP 055 - Managing Public Messages v2

5.2 MORNING ROLLOUT SUPPORT
Goal: Identify and address any potential issues brought on by using the system for the first time. Reinforce best practice habits and maintain a positive and motivating environment.

SOP’s for operators include the importance of login and logoff, pre-trip documentation, using MDT schedule prompts to adhere to on time performance, communicate with dispatch as required, and check passenger counts twice during each shift. SOP's for Operations include complete check in with operators, confirm assignment of operators and vehicles for all work, monitor OTP on the Status tab, update the pullout tab with assignments, take, respond to, and log events, communicate with operators as required, create incidents as required, document missed service hours and miles. An Avail Training Team member supports this process.

22 o Audience: Supervisors, Dispatchers, Operators
o Delivery Method: On site with customer
o Duration: As Needed
o Curricula: On-site shadowing
o Class Size: Reflective of need
o Troubleshooting: Review potential issues and apply solutions o Summary: The trainer will support operators with logging into the vehicles and support dispatchers as they assist all vehicles departures.

5.3 TRAIN THE TRAINER CERTIFICATION
Goal: During this final project phase for training, the site trainer/s will complete at least one formal teaching session and take the assessments for the in-vehicle and dispatch basics content, to demonstrate proficiency (hands- on demonstration/ performance and multiplechoice examinations). Avail’s trainer will provide another coaching opportunity, as needed.

An Avail rubric is used to objectively measure instructional delivery attributes. The rubric is provided to site trainer prior to the ‘practice teaching session’, to ensure their success and familiarity with the content delivery expectation and accuracy. The agency trainer must achieve 100% accuracy on the written evaluations, and may take the exam again, as needed. An Avail Training Team member teaches this course. This is the final piece of Avail’s Train the Trainer certification protocol.
o Audience: Site Trainer
o Delivery Method: On site with customer
o Duration: 1-2 hours, varies
o Curricula: In-Vehicle MDT & Dispatch Basics
o Class Size: Individualized
o Troubleshooting: Review potential issues and apply solutions o Assessment: Avail Train the Trainer includes 2 evaluative pieces: 1. demonstration performance/ hands- on teaching 2. multiple choice assessments (in-vehicle, dispatch basics)
o Summary: Avail’s trainer provides the site trainer with the performance rubrics and evaluation tools needed to ensure the agency trainer completes a practice teaching session accurately, in addition to completing the written evaluations at a 100% success rate.

5.4 PASSENGER INFORMATION TOOLS
Goal: Teach agency staff how to use, and market, the myStop® webpage and phone apps to support ridership needs. Other agency websites may be used in this course to demonstrate functionality real time, to increase meaningfulness and for marketing exposure. Users will learn how to navigate real time public transit information to support

23 ridership questions- describe bus ID’s servicing routes, see next departure times from stops, onboard counts, vehicle direction, and help riders set up the phone app (myStop) to view real time information from their phones. SOP's for customer service representatives include using myStop to support ridership questions, promoting use of myStop® phone apps, and encouraging customers to create their own accounts for stop notifications. An Avail Training Team member teaches this course.
o Audience: Marketing, Customer Service, Administration, Dispatch, Planners o Delivery Method: Webinar or on site with customer
o Duration: 1 hour
o Curricula: myStop® applications- website & phone apps o Class Size: 1-8
o Prerequisites: None
o Troubleshooting: Review potential issues, identify and apply solutions o Summary: This course will demonstrate for customer service staff how to access real time reporting tools available to the public. Arming customer service representatives with quality information to convey to passengers who call in for assistance will quickly increase customer satisfaction. o SOPs: Avail SOP 054 - Real-time Passenger Information Tools v2

5.5 SCHEDULE DATA ISSUES RESOLUTION 2
Goal: Reinforcing planner position content knowledge and skills acquisition. Working with the Avail trainer, the agency planner will resolve several cases that have known trigger box location/ sizing and/ or announcements timing, or route trace issues- in myAvail. This opportunity provides the customer with continued authentic experience using their new ITS planner tools, hands-on, to ensure their confidence, skills, and ability to make schedule data corrections where needed as a part of fully adopting and optimizing their new system and to support the management of portal cases.
o Audience: Planners
o Delivery Method: On site with customer/webinar
o Duration: As needed
o Curricula: Coaching/ reinforce content knowledge/ authentic skills application o Class Size: Individualized
o Prerequisites: Schedule Data Management Overview
o Assessment: Embedded coaching/ guidance opportunities across users o Summary: A training team member will provide hands- on coaching and support as the agency planner resolves cases in the Customer Portal. o SOPs: Avail SOP 001 - Planning - Schedule Management Implementation v2, Avail SOP 002 - Planning - Daily Schedule Analysis v2, Avail SOP 004 - Planning - Manage Vehicle Announcements v2

24 5.6 BUSINESS INTELLIGENCE: SCHEDULE ADHERENCE REPORTS Goal: Teach users how to use several planning reports to review and analyze OTP (on-time performance). Teaching focus will include a review of Schedule Adherence overview and analysis, Schedule Health, Running Times. SOP's for planning include the management of all schedule data, running reports regularly to identify improvements, complete all schedule data requirements at least three weeks in advance of use. SOP's for executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across departments to track progress, and confirm operational practice is aligned with vision. An Avail Training Team member teaches this course.
o Audience: Planners, Administrators
o Delivery Method: Webinar
o Duration: 1 hour
o Curricula: Business Intelligence
o Class Size: 1-4
o Prerequisites: None
o Summary: This course will provide planners and administrators with the knowledge necessary to locate, use and interpret planning reports; to ensure OTP is within agency guidelines.
o SOPs: Avail SOP 002 - Planning - Daily Schedule Analysis v2

5.7 BUSINESS INTELLIGENCE: FAREBOX & APC REPORTS
Goal: Teach users how to analyze APCs (automatic passenger counts), farebox data and ridership reporting to make transit-planning decisions. SOP's for planning include the management of all schedule data, running reports regularly to identify improvements, complete all schedule data requirements at least three weeks in advance of use. SOP's for executive leadership include setting short term ITS goals, communicate across departments to ensure understanding and agency direction, perform follow up across departments to track progress, and confirm operational practice is aligned with vision. An Avail Training Team member teaches this course.
o Audience: Planners, Schedulers, Administrators, Finance o Delivery Method: Webinar
o Duration: 1 hour
o Curricula: Business Intelligence
o Class Size: 1-4
o Prerequisites: None
o Summary: This course will provide planners, schedulers and administrators with the knowledge necessary to interpret farebox and APC data for decision-making processes.

25 o SOPs: Avail SOP 003 - Planning - Farebox and APC Exceptions and Adjustments v2

5.8 NTD COMPLIANCE REPORTS
Goal: Teach management staff how to access the NTD (National Transit Database) reports in DataPoint. Use these reports to review agency statistics for UPT (unlinked passenger trips) values, miles and hours, trips sampled, etc. An Avail trainer typically teaches this course.
o Audience: Management staff
o Delivery Method: On site or webinar
o Duration: 1 hour
o Curricula: Compliance product suite
o Class Size: 1-4
o Prerequisites: schedule data accuracy, vehicle equipment in working condition, exceptions, adjustments, trip sampling are complete
o Troubleshooting: Review potential issues and identify solutions o Summary: This course provides an overview of some of the statistical data needed for NTD requirements for reporting on passenger miles and hours o SOPs: Avail 051

5.9 MAINTENANCE TRAINING 2
Goal: Train key maintenance personnel on the vehicle hardware equipment during the Adoption phase. During the training, Avail’s FE representative (Field Engineer), reviews installation techniques, parts requirements, and best practices when addressing and troubleshooting hardware issues. This hands-on course taught by an Avail Field Engineer. The FE will also revisit the RMA process with the customer and provide additional support as needed to ensure optimal efficiency and accuracy in submitting RMAs. The Avail FE will also provide an APC diagnostic tool, and train maintenance personnel on its purpose and use when troubleshooting APC-related issues. o Audience: Maintenance Personnel
o Delivery Method: Hands-on at the Customer Site
o Duration: 1-2-hour sessions, typically 2 sessions
o Curricula: CAD/AVL manuals and quick guides
o Class Size: 1-4
o Prerequisites: None
o Troubleshooting Guide: Maintenance Manuals & Related Materials o Summary: This course includes hands-on practice and application to familiarize maintenance with the vehicle hardware. The FE (Field Engineer) will review how

26 parts interact with each other, identify potential issues and how to troubleshoot issues-referencing the installation manuals.
o SOPs: Avail SOP 030 - Maintenance - Pull Out_Start of Shift v2, Avail SOP 031 - Maintenance - Vehicle Health Monitoring v2, Avail SOP 032 - Maintenance - CADAVL Preventive Maintenance v2, Avail SOP 033 – Maintenance - Supervision_Management v2

5.10 ACT 44 METRICS AND ANALYSIS
Goal: To assist transit agencies in building reliable metrics to be used for reporting at the state and local levels. This course provides best practices for why and how to use the Fixed Route Dashboard in Avail Technologies Business Intelligence reporting tool to consolidate reportable information and to identify and analyze data for Act 44 reporting requirements. A FAST team member teaches this course.
o Audience: Management Staff, Planners
o Delivery Method: Customer Site or Webinar
o Duration: 45 minutes - 1 hour
o Curricula: Business Intelligence, agency documents
o Class Size: 1-4
o Prerequisites: Business Intelligence Basics training
o Troubleshooting: A FAST team member will work with the customer to ensure accuracy.
o Summary: This course includes hands-on practice and application to familiarize the customer with how to manually enter outside metrics into BI, to consolidate reporting and generate a report for Act 44 metrics.

AVAIL’S MISSION
We retain customers for life by providing value
through a balanced offering of superior products
and services.

ATTACHMENT D

CITY OF MONTEBELLO
PROFESSIONAL SERVICES AGREEMENT NO. 4113
WITH AVAIL TECHNOLOGIES, INC.

THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is made and entered into on June 28, 2023 (“Effective Date”), by and between the CITY OF MONTEBELLO, a California municipal corporation (the “CITY”) and AVAIL TECHNOLOGIES, INC. (the “CONTRACTOR”). The CITY and the CONTRACTOR are sometimes referred to herein individual as the “Party,” and jointly as the “Parties.”

RECITALS
WHEREAS, the CITY desires to retain a qualified professional CONTRACTOR replace MBL’s existing Computer-Aided Dispatch/Automatic Vehicle Location (CAD/AVL) system, provide additional functionality, and migrate existing data from previous CAD/AVL system; and
WHEREAS, the CONTRACTOR represents that it is fully qualified to perform such services by virtue of its experience and the training, education and expertise of its principals and employees; and
WHEREAS, the CONTRACTOR represents the degree of specialized expertise contemplated within California Government Code, Section 37103, and is qualified to perform such services by virtue of its experience and the training, education, and expertise of its principals and employees; and WHEREAS, no official or employee of the CITY has a financial interest, within the provisions of Sections 1090 – 1092 of the California Government Code, in the subject matter of this Agreement; and
WHEREAS, CONTRACTOR responded to CITY’s Request for Proposal dated February 23, 2022 (“RFP No. 23-8”), as such is set forth fully in Exhibit “A” hereto and incorporated fully herein by this reference (hereinafter “Contractor Proposal”).

NOW THEREFORE, in consideration of performance by the Parties of the covenants and conditions herein contained, the Parties hereto agree as follows:

SECTION 1. INCORPORATION OF RECITALS AND OTHER CONTRACT

DOCUMENTS
A. The above-referenced Recitals constitute a material part hereof and shall hereby be incorporated by reference. Moreover, this Agreement consists of the following documents, in order of precedence, all of which are incorporated herein and made part of this Agreement, as though fully set forth herein:
a. This Agreement comprised of Sections 1 through 25.
b. RFP No. 23-8, attached hereto as Exhibit “A.”
c. CONTRACTOR’S Proposal to RFP No. 23-8 dated April 20, 2023, attached hereto as Exhibit “B”.
d. CONTRACTOR’S “Best and Final Offer” to RFP No. 23-8 dated June 14, 2023, attached hereto as Exhibit “C”.
e. All other documents, including but not limited to all applicable

PROFESSIONAL SERVICES AGREEMENT NO. 4113

bonds, insurance certificates, permits, notices, schedules, forms, certifications, and affidavits.

B. These documents shall be collectively referred to herein as the “Contract Documents.” In the event of a conflict among the Contract Documents, the order of precedence.

SECTION 2. SERVICES / COMPENSATION.

A. The CONTRACTOR shall provide to the CITY those services that are set forth fully in RFP No. 23-8 and Contractor’s Proposal, attached hereto as Exhibit “A and B” and incorporated fully herein by this reference (hereinafter “Professional Services”).

B. The CONTRACTOR shall complete the Scope of Services in a timely manner, and in accordance with an agreed-upon work schedule to be determined by the Parties.

C. CONTRACTOR shall be compensated at a sum not-to-exceed Two Million, Seven Hundred and Nine Thousand, Two Hundred and Thirty-Nine Dollars ($2,298,478) (the “Maximum Compensation”) for the performance of the Scope of Services as set forth in Exhibit “C”. CONTRACTOR shall provide an itemized billing statement to CITY for the Scope of Services performed. The CONTRACTOR shall not incur fees or costs which exceed the Maximum Compensation without the prior written consent of the CITY.

D. The CITY will be invoiced upon completion of the Scope of Services set forth herein. Payment in full of an invoice must be received by the CONTRACTOR within thirty (30) days of the date of such invoice.

E. Work performed shall be deemed approved and accepted by the CITY as and when invoiced unless the CITY objects within fifteen (15) days of invoice date by written notice specifically stating the details in which the CITY believes such work is incomplete or defective, and the invoice amount(s) in dispute.

The CITY shall pay undisputed amounts as provided for in the preceding paragraph.

F. Contingency Funding. CONTRACTOR acknowledges and
understands that CITY has reserved contingency funds to be awarded to CONTRACTOR in addition to the Compensation defined above if and only if all of the following conditions are met:
1) Upon inspection of CITY’s CAD/AVL System, CONTRACTOR, using its best and experienced judgment determines that CITY requires additional subcomponents, equipment, and infrastructure not included in Exhibit “A and B”; and
2) CONTRACTOR submits in writing to CITY work specifications and projected costs associated with extra equipment, products, or services; and
3) CITY has an opportunity to review, comment, and request revisions and/or recommendations to such equipment, products, or services; and

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4) CITY approves the purchase of such equipment, products, or services and both Parties execute a binding “First Amendment” to this Agreement for the purpose of awarding CONTRACTOR additional funding from CITY’s approved Continency Amount in an additional amount of up to, and including, One Hundred Thousand Dollars and Zero Cents ($100,000); and
5) CONTRACTOR receives a written Notice to Proceed from CITY specifically for the requested equipment, products, or services.

SECTION 3. TERM.

This Agreement shall commence on June 28, 2023, and shall be valid for three (3) years from the Effective Date, with two (2), one-year options, unless terminated earlier as hereinafter provided. Each of the two (2), one-year options is contingent on mutual agreement of the Parties regarding the hourly billing rates for such option year and shall only be effective upon a duly executed amendment presented to the City’s City Council for approval.

SECTION 4. PERFORMANCE.
a. The CONTRACTOR shall at all times, faithfully, competently, and to the best of its ability, experience, and talent, perform all tasks described herein. b. The CONTRACTOR shall employ, at a minimum, generally accepted standards and practices utilized by companies engaged in providing similar services, as are required of CONTRACTOR hereunder, in meeting its obligations under this Agreement.
c. The CONTRACTOR shall be knowledgeable of and subject to all CITY ordinances, rules and regulations, standard operating procedures, and the supervisory chain of command.
d. The CONTRACTOR shall have the right to retain, subject to t h e CITY's approval, additional individuals, contractors or subcontractors to assist in the completion of services as herein defined. Compensation for additional individuals, contractors or subcontractors shall be the sole and exclusive responsibility of the CONTRACTOR.
e. The CONTRACTOR shall retain all original reports, field and office notes, correspondence, calculations, maps, and other documents specifically related to the services provided by the CONTRACTOR pursuant to this Agreement, other than documents which are exempt from disclosure pursuant to the attorneyclient privilege or any other law. Said documents shall be made available for inspection by the CITY upon request.

SECTION 5. WORK PRODUCT.
a. The CONTRACTOR hereby agrees that all non-proprietary work product produced pursuant to this Agreement, and provided to the CITY during and upon completion of this Agreement, shall be the property of the CITY, and ownership of said work product shall be retained by the CITY. The CONTRACTOR

PROFESSIONAL SERVICES AGREEMENT NO. 4113

may take and retain copies of such written p roducts as desired, but no such written products shall be the subject of a copyright application by the CONTRACTOR.
b. All data, documents, discussion, or other information developed or received by the CONTRACTOR or provided for performance of this Agreement are deemed confidential and shall not be disclosed by the CONTRACTOR without prior written consent by the CITY. The CITY shall grant such consent if disclosure is legally required. All such written products shall be returned to the CITY upon the termination or expiration of this Agreement. The CONTRACTOR agrees that the covenants contained in this Section shall survive the expiration or termination of this Agreement.

SECTION 6. EXTRA SERVICES.

No extra services over and above the Compensation shall be rendered by the CONTRACTOR under this Agreement unless such extra services first shall have been duly authorized in writing by the CITY’s Assistant City Manager (the “Assistant City Manager”).

SECTION 7. CITY SUPERVISION.

The City Manager shall have the right of general supervision of all work performed by the CONTRACTOR and shall be the CITY’s agent with respect to obtaining the CONTRACTOR’s compliance hereunder.

SECTION 8. TERMINATION.

In the event that either Party hereto fails or refuses to perform any of the provisions of this Agreement at the time and in the manner required, the non-defaulting party shall give the defaulting party written notice of the default, the nature of the default, and of the steps necessary to cure the default.
a. Termination for Cause. In the event that any of the provisions of the Agreement are violated by either party, the non-defaulting Party may terminate the Agreement by serving written notice upon the other Party, listing the violation(s) and its intent to terminate such Agreement unless within ten (10) days after the serving of such notice, such violation shall cease or be rectified, the contract shall upon the expiration of an additional thirty (30) days cease and terminate. Violations by the CONTRACTOR which cannot be corrected within ten (10) days, said contract shall at the option of the CITY cease and terminate upon the giving of like notice. In the event of any such termination for default by the CONTRACTOR, the CITY may take over the work and prosecute the same to completion by contract or otherwise for the account and at the expense of the CONTRACTOR. The CONTRACTOR and his sureties shall be liable to the CITY for any excess cost occasioned in the event of any such termination. This change shall not be construed to prevent the termination, for other causes authorized by law or other provisions of this contract.

In the event of a termination for cause, the CONTRACTOR shall only be entitled to the Compensation for those Professional Services satisfactory performed on or before the effective date of termination.
b. Termination for Convenience. The CITY shall have the option, at its sole discretion and without cause, to terminate this Agreement in whole, or in part, by

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giving ten (10) business days’ written notice to the CONTRACTOR. Upon the termination of this Agreement as provided herein, the CITY shall provide to the CONTRACTOR the part of Compensation which would otherwise be payable to the CONTRACTOR for services the CONTRACTOR had completed as of the date of termination, less the amount of all previous payment with respect to the Compensation. Further, upon such a termination for convenience by the CITY, the Parties agree that the CONTRACTOR shall be reimbursed for any “nonrefundable” costs that the CONTRACTOR has incurred for its services under this Agreement, provided that: (1) such “non- refundable” costs were incurred by the CONTRACTOR prior to the date of termination, and (2) that t h e CONTRACTOR provides the CITY with adequate proof that the CONTRACTOR incurred the costs, and is unable to be seek a refund for such costs. Such “nonrefundable” costs may include, but are not limited to, travel reservations incurred by the CONTRACTOR for its performance of services under this Agreement. The CONTRACTOR agrees to cease all work under this Agreement on or before the effective date of any notice of termination.

SECTION 9. EMPLOYMENT OF CITY EMPLOYEES.

No regular employee of the CITY shall be employed by the CONTRACTOR during the term of this Agreement.

SECTION 10. NON-LIABILITY OF CITY OFFICIALS AND EMPLOYEES.

No official or employee of the CITY shall be personally liable to the CONTRACTOR in the event of any default or breach by the CITY, or for any amount which may become due to the CONTRACTOR.

SECTION 11. INDEPENDENT CONTRACTOR.
a. The CONTRACTOR is and shall, at all times, remain as to the CITY a wholly independent contractor. Neither the CITY nor any of its elected officials, officers, employees, or agents shall have control over the conduct of the CONTRACTOR except as expressly set forth in this Agreement. The CONTRACTOR shall not at any time or in any manner represent that he or she is in any manner an elected official, officer, employee, or agent of the CITY. No employee benefits shall be available to the CONTRACTOR in connection with the performance of this Agreement. Except as provided in this Agreement, the CITY shall not pay salary, wages, or other compensation to the CONTRACTOR for performance hereunder for the CITY, the CITY shall not be liable for compensation to the CONTRACTOR, the CONTRACTOR’s employees or the CONTRACTOR’s subcontractors for injury or sickness arising out of performing services hereunder.
b. The parties further acknowledge and agree that nothing in this Agreement shall create or be construed to create a partnership, joint venture, employment relationship or any other relationship except as set forth in this Agreement.
c. The CITY shall not deduct from the Compensation paid to the CONTRACTOR any sums required for Social Security, withholding taxes, FICA, state disability insurance or any other federal, state or local tax or charge which may or may not be in effect or hereinafter enacted or required as a charge or withholding on the compensation paid to the CONTRACTOR. The CITY shall

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have no responsibility to provide the CONTRACTOR, its employees or subcontractors with workers’ compensation insurance or any other insurance.

SECTION 12. CalPERS ANNUITANTS AND ELIGIBILITY INDEMNITY. a. If the CONTRACTOR is a California Public Employees’ Retirement System (“CalPERS”) annuitant, the CONTRACTOR must provide the City with written notification of such fact a minimum of 14 calendar days prior to commencement of services under this Agreement. Failure to provide such notification may result in termination of the Agreement, and any penalties or other costs relating thereto shall be borne by the CONTRACTOR. If this Agreement remains in place, the CONTRACTOR shall execute any amendment(s) to this Agreement requested by the City in order to comply with all laws and regulations applicable to CalPERS annuitants.
b. In the event that the CONTRACTOR or any employee, agent, or subcontractor of the CONTRACTOR providing services under this Agreement claims or is determined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of the CITY, the CONTRACTOR shall indemnify, defend, and hold harmless the CITY for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of t h e CONTRACTOR or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of the CITY. c. Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, the CONTRACTOR and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by t h e CITY, including but not limited to eligibility to enroll in PERS as an employee of the CITY and entitlement to any contribution to be paid by t h e CITY for employer contribution and/or employee contributions for PERS benefits.

SECTION 13. LEGAL RESPONSIBILITIES.

The CONTRACTOR shall at all times observe and comply with all applicable laws, ordinances, codes, and regulations of the federal, state, and local governments including, but not limited to the Montebello Municipal Code. The CITY, and its appointed or elected officers, employees, or agents, shall not be liable at law or in equity occasioned by failure of the CONTRACTOR to comply with this section.

SECTION 14. INDEMNIFICATION.

The CONTRACTOR agrees to, and shall defend, indemnify, protect and hold harmless, the CITY, its elected and appointed boards, officers, officials, employees, agents and volunteers from and against any and all claims, demands, lawsuits, defense costs, civil, penalties, expenses, causes of action, and judgments at law or in equity, or liability of any kind or nature which the CITY, its elected and appointed boards, officers, officials, employees, agents and volunteers may sustain or incur or which may be imposed upon them for injuries or deaths of persons, or damage to property t o t h e e x t e n t c a u s e d b y t h e CONTRACTOR’s negligent or wrongful act, or omission under the terms of this Agreement.

PROFESSIONAL SERVICES AGREEMENT NO. 4113

SECTION 15. INSURANCE COVERAGE.
a. During the term of this Agreement, the CONTRACTOR shall carry, maintain, and keep in full force and effect insurance against claims for death or injuries to persons or damages to property that may arise from or in connection with CONTRACTOR’s performance of this Agreement. Such insurance shall be of the types and in the amounts as set forth below:
 Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis for bodily injury and property damage, including products-completed operations, personal injury, and advertising injury, with limits no less than One Million Dollars and Zero Cents ($1,000,000), combined single limits, per occurrence. If a general aggregate limit applies, the limit shall be twice the required occurrence limit.  Business Automobile Liability Insurance: If applicable, Insurance Services Office Form Number CA 0001 covering, Code 1 (any auto), or if the CONTRACTOR has no owned autos, Code 8 (hired) and 9 (non-owned), with limit no less than $1,000,000 per accident for bodily injury and property damage.  Worker's Compensation insurance as required by the laws of the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.  Professional Liability insurance appropriate to the
CONTRACTOR’S profession, with limit no less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. Such coverage may be combined with the Commercial General Liability limits.
b. The CONTACTOR shall require each of its subcontractors, if any, to maintain insurance coverage that meets all of the requirements of this Agreement. c. The policy or policies required by this Agreement shall be issued by an insurer admitted in the State of California and with a current rating of at least A:VII in the latest edition of Best's Insurance Guide.
d. Each insurance policy required above shall state that coverage shall not be canceled, except after thirty (30) days’ prior written notice (ten [10] days for non-payment) has been given to the CITY. The CONTRACTOR agrees that if it does not keep the aforesaid insurance in full force and effect the CITY may either (i) immediately terminate this Agreement for Cause; or (ii) take out the necessary insurance and pay, at the CONTRACTOR’s expense, the premium thereon. e. Evidence of Insurance prior to commencement. The Contractor shall provide to the CITY Certificate(s) of Insurance evidencing such coverage together with copies of the required policy endorsements no later than five (5) business days prior to commencement of service and upon renewal of any policy. Unreasonable failure to provide such evidence may be cause for termination of the Agreement as provided herein or delay the services’ commencement date. The evidence of insurance shall be U.S. mail or email to:

PROFESSIONAL SERVICES AGREEMENT NO. 4113

City of Montebello
Attn: Risk Manager
1600 West Beverly Boulevard
Montebello, CA 90640
Email: [email protected]
f. Coverage shall not be suspended, voided, cancelled, reduced in coverage or in limits, non-renewed, or materially changed for any reason, without thirty (30) days prior written notice thereof given by the insurer to the CITY by U.S. mail, or by personal delivery, except for nonpayment of premiums, in which case ten (10) days prior notice shall be provided.
g. Evidence of Insurance during the entire term of the Agreement. At all times during the term of this Agreement, the CONTRACTOR shall maintain on file with the CITY’s Risk Manager a certificate or certificates of insurance showing that the aforesaid policies are in effect in the required amounts and naming the CITY as an additional insured. The CONTRACTOR shall, prior to commencement of work under this Agreement, file with the CITY’s Risk Manager such certificate(s). h. The CONTRACTOR shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished at least two (2) weeks prior to the expiration of the coverages. i. The CITY, its elected and appointed boards, officers, officials, employees, agents and volunteers shall be included as additional insureds, to the extent of CONTRACTOR’S indemnification obligations under this Agreement and up to the required insurance coverage amount, on the CONTRACTOR’s general liability and automobile policies of insurance
j. The general l i a b i l i t y a n d a u t o m o b i l e p o l i c i e s o f insurance required by this Agreement shall contain an endorsement including the CITY, its officers, employees, agents and volunteers as additional insureds where required by written contract. Coverage may be provided by a blanket endorsement that covers additional insureds where required by written contract. All of the policies required under this Agreement shall contain an endorsement providing that the policies cannot be canceled or reduced except on thirty days’ prior written notice to the CITY. The CONTRACTOR agrees to require its insurer to modify the certificates of insurance to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions.
k. The insurance provided by the CONTRACTOR shall be primary to any coverage available to the CITY. Any insurance or self-insurance maintained by the CITY, its officers, employees, agents, or volunteers, shall be in excess of CONTRACTOR’s insurance and shall not contribute with it. l. All insurance coverage provided pursuant to this Agreement shall not prohibit the CONTRACTOR, and CONTRACTOR’s employees, agents or subcontractors, from waiving the right of subrogation prior to a loss. The CONTRACTOR hereby waives all rights of subrogation against the CITY. m. Any deductibles or self-insured retentions must be declared to and approved by the CITY. Approval of self-insured retentions and deductibles shall not be

PROFESSIONAL SERVICES AGREEMENT NO. 4113

unreasonably withheld upon CONTRACTOR’s demonstration of financial capacity to carry said deductibles and self-insured retentions. At the option of the CITY, the CONTRACTOR shall procure a financial guarantee of CONTRACTOR’s parent company guaranteeing payment of losses and related claims investigation, administration and defense expenses that fall within the policy self-insured retentions and deductibles.
n. Procurement of insurance by the CONTRACTOR shall not be construed as a limitation of the CONTRACTOR'S liability or as full performance of CONTRACTOR’s duties to indemnify, hold harmless and defend under the indemnity covenants of this Agreement.

SECTION 16. SUBCONTRACT, ASSIGNMENT OR DELEGATION.

The CONTRACTOR shall not subcontract, delegate, or assign its duties or rights hereunder, either in whole or in part, without the prior written consent of the CITY.

Any proposed subcontract, delegation, or assignment shall provide a description of the services to be covered, identification of the proposed sub-contractor, delegee, or assignee, and an explanation of why and how the same was selected, including the degree of competition involved.

Any subcontract, delegation or assignment shall be made in the name of the CONTRACTOR and shall not bind or purport to bind the CITY and shall not release the CONTRACTOR from any obligations under this Agreement including, but not limited to, the duty to properly supervise and coordinate the work of employees, assignees, delegees or sub-contractors. No such subcontract, delegation or assignment shall result in any increase in the amount of total compensation payable to the CONTRACTOR under the Agreement.

SECTION 17. NO WAIVER.

Waiver by any party hereto of any term, condition or covenant of this Agreement shall not constitute the waiver of any other term, condition, or covenant hereof.

SECTION 18. DISPUTE RESOLUTION; GOVERNING LAW.

Disputes regarding the interpretation or application of any provision(s) of this Agreement shall, to the extent reasonably feasible, be resolved through good faith negotiations between the Parties. If any action at law or in equity is brought to enforce this Agreement or because of alleged dispute, breach, default or misrepresentation in connection with the provisions of this Agreement, the prevailing party in such action shall be entitled to reasonable attorney’s fees, expert fees, costs and necessary disbursements incurred in that action or proceeding, in addition to such other relief as may be sought and awarded. The venue for any litigation shall be County of Los Angeles, California. The Parties agree that the covenants contained in this Section shall survive the expiration or termination of this Agreement.

SECTION 19. ATTORNEY’S FEES AND COSTS.

If litigation is reasonably required to enforce or interpret the provisions of this Agreement, the prevailing party in such litigation shall be entitled to an award of reasonable attorney's fees and costs in addition to any other relief to which it may be entitled.

PROFESSIONAL SERVICES AGREEMENT NO. 4113

SECTION 20. WARRANTIES.

Each of the parties represents and warrants to one another as follows:
a. It has received independent legal advice from its attorneys with respect to the advisability of entering into and executing this Agreement; b. In executing this Agreement, it has carefully read this Agreement, knows the contents thereof, and has relied solely on the statements expressly set forth herein and has placed no reliance whatsoever on any statement, representation, or promise of any other party, or any other person or entity, not expressly set forth herein, nor upon the failure of any other party or any other person or entity to make any statement, representation or disclosure of any matter whatsoever; and c. It is agreed that each party has the full right and authority to enter into this Agreement, and that the person executing this Agreement on behalf of either party has the full right and authority to fully commit and bind such party to the provisions of this Agreement.

SECTION 21. MISCELLANEOUS.
a. The descriptive paragraph headings of this Agreement are included for purposes of convenience only and shall not control or affect the construction of interpretation of any of its provisions.
b. Whenever the context hereof shall so require, the singular shall include the plural, the male gender shall include the female gender, and the neuter and vice versa. c. In case any one or more of the provisions contained in this Agreement shall for any reason be held to be invalid, illegal, or unenforceable in any respect, such invalidity, illegality, or unenforceability shall not affect any other provision hereof and this Agreement shall be construed as if such invalid, illegal, or unenforceable provisions had never been contained herein.
d. The representations and warranties made by the parties to this Agreement shall survive the consummation of the transaction herein described. e. This Agreement may be signed in any one or more counterparts all of which taken together shall be but one and the same Agreement. Any signed copy of this Agreement or of any other document or agreement referred to herein, or copy or counterpart thereof, delivered by facsimile transmission, shall for all purposes be treated as if it were delivered containing an original manual signature of the party whose signature appears in the facsimile and shall be binding upon such party in the same manner as though an originally signed copy had been delivered. f. Each of the parties acknowledges that it has been represented by independent counsel of its own choosing, or if it has not been so represented, it has been admonished to obtain independent counsel and has freely and voluntarily waived and relinquished the right to counsel. Each party who has not obtained independent counsel acknowledges that the failure to have independent legal counsel will not excuse such party’s failure to perform under this Agreement or any agreement referred to in this Agreement.

PROFESSIONAL SERVICES AGREEMENT NO. 4113

SECTION 22. NOTICE.

All notices, demands, requests or approvals to be given under this Agreement shall be given in writing and conclusively shall be deemed served when delivered via email (an “Electronic Notice” as further defined below), personally or on the second (2nd) business day after the deposit thereof in the United States mail, postage prepaid, registered or certified, addressed as hereinafter provided. All notices, demands, requests, or approvals hereunder shall be given to the following addresses or such other addresses as the Parties may designate by written notice:

If to CITY: City of Montebello
Attn: Arlene Salazar, Assistant City Manager
1600 West Beverly Boulevard
Montebello, CA 90640
(323) 887-1200
With a copy to: City of Montebello – Montebello Bus Lines Attn: Adrianna Kendricks, Director of Transportation
400 South Taylor Avenue
Montebello, CA 90640
(323) 558 -1625 x 201
[email protected]
If to Contractor: Avail Technologies, Inc.

Attn: Kevin McKay, Chief Operating Officer
1960 Old Gatesburg Road, Ste. 200
State College, PA 16803
(814) 234 - 3394
[email protected]
An electronic communication (“Electronic Notice”) shall be deemed written notice for purposes of this section if sent to the electronic mail address specified above. Electronic Notice shall be deemed received at the time the party sending Electronic Notice receives verification of receipt by the receiving party. Any party receiving Electronic Notice may request and shall be entitled to receive the notice on paper, in a nonelectronic form.

SECTION 23. NON-DISCRIMINATION AND EQUAL OPPORTUNITY
EMPLOYER.

In the performance of this Agreement, the CONTRACTOR shall not discriminate against any employee, sub-contractor, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, mental condition or sexual orientation. The CONTRACTOR will take affirmative action to ensure that subcontractor and applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition or sexual orientation.

SECTION 24. CONFLICT OF INTEREST.

The CONTRACTOR covenants that it presently has no interest and shall not

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acquire any interest, direct or indirect, which may be affected by the services to be performed by the CONTRACTOR under this Agreement, or which would conflict in any manner with the performance of its services hereunder. The CONTRACTOR further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, the CONTRACTOR shall avoid the appearance of having any interest that would conflict in any manner with the performance of its services pursuant to this Agreement.

The CONTRACTOR covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of services to t h e CITY as a result of the performance of this Agreement, or the services that may be procured by the CITY as a result of the recommendations made by the CONTRACTOR. The CONTRACTOR's covenant under this section shall survive the termination of this Agreement.

SECTION 25. ENTIRE AGREEMENT.

This Agreement contains the entire understanding between the CITY and the CONTRACTOR. Any prior agreements, promises, negotiations or representations not expressly set forth herein are of no force or effect. Subsequent modifications to this Agreement shall be effective only if in writing and signed by each party. If any term, condition, or covenant of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions of this Agreement shall be valid and binding.
[SIGNATURE PAGE TO FOLLOW]

PROFESSIONAL SERVICES AGREEMENT NO. 4113

IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Agreement as of the date first written above. (“CITY”) (“CONTRACTOR”)
CITY OF MONTEBELLO AVAIL TECHNOLOGIES, INC.

Arlene Salazar, Assistant City Manager Kevin McKay, Chief Operating Officer Date: ___________ Date: ____________
ATTEST:

Christopher Jimenez, City Clerk
APPROVED AS TO FORM:

Arnold M. Alvarez-Glasman, City Attorney

EXHIBITS
 Exhibit A – RFP No. 23-8
 Exhibit B – Contractor’s Proposal to RFP No. 23-8 dated April 20, 2023
 Exhibit C – Contractor’s “Best and Final Offer” to RFP No. 23-8 dated June 14, 2023

Exhibit “A”
RFP No. 23-8

Exhibit “B”
CONTRACTOR’S PROPOSAL TO
RFP NO. 23-8 DATED APRIL 20, 2023

Exhibit “C”
CONTRACTOR’S “BEST AND FINAL OFFER” TO
RFP NO. 23-8 DATED JUNE 14, 2023

ITEM # 19

CITY OF MONTEBELLO

CITY COUNCIL AGENDA STAFF REPORT
TO: Honorable Mayor and City Council Members
FROM: Arlene Salazar, Acting City Manager

BY: Adrianna Kendricks, Director of Transportation
SUBJECT: ADOPT RESOLUTION NO. 23-55 APPROVING MONTEBELLO BUS LINES’ COMPREHENSIVE OPERATIONS ANALYSIS FINAL REPORT

AND AUTHORIZE STAFF TO BEGIN IMPLEMENTATION OF THE PLAN DATE: June 28, 2023
RECOMMENDATION(S):

It is recommended that the City Council:

1. Adopt Resolution No. 23-55 approving Montebello Bus Lines’ (MBL) Comprehensive Operations Analysis (COA) Final Report; and Authorize Staff to begin Implementation of the Plan; and

2. Take such additional, related action that may be desirable.

FISCAL IMPACT:

The recommended action does not have a fiscal impact. The adopted Fiscal Year 2023- 24 budget includes appropriations sufficient for Montebello Bus Lines' (MBL) current operational model. However, depending on the recommendations in the final report, budget adjustments may be necessary.

BACKGROUND/DISCUSSION:

Montebello Bus Lines' (MBL) transportation system serves 2.5 million passengers annually across thirteen communities with seven local bus lines and one express line.

The current transportation network area serves the north end of the Gateway Cities region with bus lines going to major regional destinations such as Downtown Los Angeles, East Los Angeles College (ELAC), and the Shops at Montebello.

On May 12, 2021, City Council awarded professional services Agreement No. 3885 to Nelson/Nygaard Consulting Associates, Inc. (Consultant) to conduct a comprehensive

CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 28, 2023

operations analysis (COA) of the MBL transit network. The purpose of the COA was to provide an in-depth evaluation of MBL’s existing transportation system, identify community priorities, and determine action items to improve MBL’s effectiveness, efficiency, and sustainability during and after the Covid-19 Pandemic.

The Consultant conducted a detailed statistical study of MBL’s transportation network to determine potential improvements, possible realignments, or line discontinuations.

Community outreach and a rider characteristics study followed this analysis with pop-up events, an online survey, and an on-board survey. The final report combines statistical analysis and community outreach into a service recommendation plan broken into four phases, a mobility hub recommendation, and a fare policy recommendation.

ENVIRONMENTAL:

N/A
ANALYSIS:

The Final Recommendations of the study are as follows:
• Service Recommendations:

The COA outlines four phases to adjust MBL services to provide more regional connectivity, reduce wait times, and to incrementally increase “revenue hours” based on resources and service demands. A revenue hour is defined as the time a bus is in service or when a bus is generating revenue. Each phase would also require an increase in “peak vehicle” usage. Peak vehicle usage is the maximum number of buses in operation on a service line.

The four phased recommendation plan is designed as an incremental approach to reduce customer wait times with increased service availability and improve regional connectivity.

Phase 1 recommendations extend certain service lines to destinations such as California State University, Los Angeles, and make various line adjustments. Phases 2, 3, and 4 increase the frequency of pick-ups and add additional service days to high-performing routes. Each Phase's implementation requires three (3) to six (6) additional peak vehicles.
• Montebello Mobility Hub:

The Consultant found a desire to create a “mobility hub” during the public outreach portion of their research. A mobility hub is a public space with amenities designed to improve the public transit riders' experience. The hub functions as a public space designed as a transportation center with access to restrooms, first/last mile bus connectors, and can also serve as a community activity area.

CITY COUNCIL AGENDA REPORT - MEETING OF JUNE 28, 2023

• Fare Policy Options:

The Consultant included six (6) possible fare adjustments in the COA based on a peer review study of similarly sized agencies. The Consultant recommends the “Modified Fare Scenario” option for MBL. This fare adjustment would include a base fare rate increase of fifteen cents ($0.15), a fifty-cent ($0.50) transfer fare, and free fare for K-12 students.

The projected impact of these changes would be an increase of 51,000 riders (3% increase) and a $54,000 decrease in farebox revenue (4% decrease).

SUMMARY:

Staff recommends that the City Council adopt Resolution No. 23-55, approving MBL’s COA Final Report; and direct staff to take such additional and related actions that may be desirable.

While the COA establishes goals, objectives, and procedural steps to streamline MBL operations, it does not commit MBL to any specific expenditures. Staff will publish any major proposed changes stemming from the COA and allow the community the opportunity to review and comment on the possible changes. Furthermore, if there are changes that must be made to the Transit Department's budget, such action will be presented to the City Council.

ATTACHMENT(S)

1. Attachment A - Comprehensive Operational Analysis Final Report

2. Attachment B - Resolution No. 23-55
NEXT STEPS:

N/A

Comprehensive Operational Analysis
Final Report
April 2022

ATTACHMENT A

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | i
Table of Contents
Page
1 Executive Summary.............................................................................................. 1-1 Montebello Bus Lines Overview.......................................................................................................... 1-1 Project Goals.......................................................................................................................................... 1-1 Project Timeline...................................................................................................................................... 1-2 Key Findings............................................................................................................................................ 1-3 Community Participation....................................................................................................................... 1-7 Service Recommendations.................................................................................................................... 1-8 Montebello Mobility Hub...................................................................................................................1-12 Fare Policy............................................................................................................................................1-13 2 System Overview................................................................................................. 2-1 Ridership and On-Time Performance................................................................................................. 2-3 Bus Stops................................................................................................................................................2-13 End-of-Line Evaluation........................................................................................................................2-14 Fares.......................................................................................................................................................2-15 Dial-A-Taxi............................................................................................................................................2-16 Montebello Link....................................................................................................................................2-16 Regional Connectivity..........................................................................................................................2-17 3 Rider Characteristics ............................................................................................. 3-1 4 Service Recommendations..................................................................................... 4-1 Phase 1 Recommendations................................................................................................................... 4-1 Phase 2 Service Recommendations.................................................................................................... 4-5 Phase 3 Service Recommendations.................................................................................................... 4-7 Phase 4 Service Recommendations.................................................................................................... 4-9 Future Service Considerations...........................................................................................................4-12 Supporting Recommendations...........................................................................................................4-13 5 Montebello Mobility Hub....................................................................................... 5-1 Identified Need...................................................................................................................................... 5-1 Potential Solution................................................................................................................................... 5-1 Mobility Hub Planning Process............................................................................................................ 5-3 6 Fare Policy Options .............................................................................................. 6-1 Peer Review............................................................................................................................................ 6-1 Fare Alternatives.................................................................................................................................... 6-2 Appendix A: Community Outreach Summary
Appendix B: Fare Study
Appendix C: Existing Conditions Report

Comprehensive Operational Analysis | Final Report
Montebello Bus Lines
Nelson\Nygaard Consulting Associates, Inc. | 1-1
1 EXECUTIVE SUMMARY

MONTEBELLO BUS LINES OVERVIEW
The City of Montebello has operated Montebello Bus Lines (MBL) since 1922. MBL is the third largest municipal bus system in Los Angeles County. MBL provides transit services in Montebello as well as the neighboring communities of Alhambra, Bell Gardens, Boyle Heights, Commerce, Downtown Los Angeles, East Los Angeles, La Mirada, Monterey Park, Pico Rivera, Rosemead, South Gate, and Whittier.

PROJECT GOALS
In July 2021, the City of Montebello initiated a Comprehensive Operational Analysis (COA) of the MBL system. Goals of the COA included:
▪ Evaluating transit needs within the study area
▪ Identifying community priorities for transit
▪ Creating a more effective, efficient, and sustainable transit system ▪ Creating an implementable plan to optimize and expand MBL This executive summary highlights key study findings and plan recommendations.

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PROJECT TIMELINE
The COA included a range of analyses and activities to develop a cross-sectional understanding of the existing MBL system and reveal opportunities for improvement.

Community participation was a critical component of the study and was incorporated throughout the project schedule. COA recommendations were finalized in March 2023.

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KEY FINDINGS
The first phase of the COA consisted of a detailed review of the MBL system. This phase also examined socio-economic conditions, employment characteristics, and regional connections within the study area. The system analysis yielded the following findings:

MBL provides an extensive transit network.

The MBL network consists of seven local lines and one express line all of which extend well beyond Montebello city limits. MBL serves several major regional destinations that include Downtown Los Angeles, East Los Angeles College (ELAC), the Shops at Montebello, and Uptown Whittier. MBL route alignments are generally direct and intuitive and operate primarily along arterial streets.

California State University Los Angeles (Cal State LA), Rio Hondo College, and the South Pasadena Gold Line Station are major unserved destinations that are within two miles of existing MBL service.

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MBL ridership has not fully recovered but is trending upwards.

Like all transit providers across the country, MBL experienced severe ridership declines between March and July 2020 due to the COVID-19 pandemic. MBL implemented significant service suspensions and reductions during this timeframe.

Since July 2020, system ridership has increased steadily year over year. As of October 2022, weekday ridership is at approximately 50% of pre-pandemic levels and weekend ridership is at just over 60% of pre-pandemic levels. These trends indicate that fewer workers are using MBL for weekday commute trips while weekend service remains popular for work and shopping trips.
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2019 2020 2021 2022
Monthly Boardings
Historical MBL System Ridership
Service suspensions and
reductions due to COVID-19

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Lines 10 and 40 are MBL’s core services.

Lines 10 Whittier Boulevard and 40 Beverly Boulevard account for over 65% of MBL’s total system ridership. Both lines offer riders frequent service every 17-20 minutes and daily operation.

Lines 20 San Gabriel, 30 Garfield Ave, and 50 Washington Blvd represent the second tier of MBL routes with moderate ridership. While Line 20 has lower daily ridership than Lines 10 and 40 due to its shorter length, it maintains similar passenger loads, indicating a need for more frequent service. Line 50 does not operate on Sunday.

Lines 60 Passons Blvd, 70 Wilcox Ave, and 90 MBL Express operate exclusively on weekdays and have very low ridership compared to other MBL routes. Line 70 operates almost entirely within the City of Montebello and serves key destinations, such as the Montebello/Commerce Metrolink Station and the Shops at Montebello. Line 90 provides Montebello residents with a fast and direct connection to Downtown LA. Line 60 primarily serves El Rancho High School students in Pico Rivera and is the only line that does not operate within the City of Montebello.
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Average Daily Ridership by Line
Weekday Saturday Sunday

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MBL is a critical transportation service for residents of Montebello and several other communities.

Nearly one-quarter of MBL riders are Montebello residents. Other cities and communities with a high number of residents that ride MBL include Whittier, East LA, Pico Rivera, and Boyle Heights.

Montebello, Whittier, Downtown LA, East LA, and Pico Rivera are the top five destinations for MBL riders.

Improved facilities are needed for MBL riders and operators.

While the Shops at Montebello and Montebello/Commerce Metrolink Station function as adequate connection points between MBL lines and other transit services, the City of Montebello lacks a formal transit hub.

End-of-lines are critical locations for bus operators to take scheduled breaks. Several MBL lines lack dedicated and/or easily accessible restroom facilities.

MBL riders and operators would benefit from the creation of a formal transit hub within the City of Montebello and improved facilities at end-of-lines.

Montebello, 24%
Whittier, 22%
East LA, 9%
Pico Rivera, 10%
Boyle Heights, 8%
Monterey Park, 4%
Bell Gardens, 3%
Rosemead, 2%
Alhambra, 1%
San Gabriel, 2%
Other, 16%
MBL Rider Place of Residence

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COMMUNITY PARTICIPATION
The MBL COA included community outreach efforts at multiple stages of the project, summarized below:
▪ A project brand – Montebello Moves – used in all community outreach. ▪ On-board surveys to understand rider characteristics and satisfaction. ▪ Online surveys to reach a broader audience, including non-riders. ▪ Flyers on buses to inform riders of surveys, events, and proposed changes. ▪ Pop-up events to meet the public at community events and activity centers. ▪ Virtual meetings to provide project updates and obtain community feedback. ▪ Stakeholder meetings to discuss transit issues and opportunities. ▪ Project website to review study deliverables and proposed changes. ▪ Presentations to regional partners and LA Metro service councils.

These outreach activities were invaluable to the project team and provided a better understanding of transit needs and community priorities.

Project website on mobile device Montebello Moves project team conducting outreach at ELAC

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SERVICE RECOMMENDATIONS
The COVID-19 pandemic had significant impacts on transit service in the Los Angeles region. In many ways, MBL is still contending with the consequences.

Meeting the evolving transit needs of the MBL service area requires a commitment to system optimization and expansion. However, the continued shortage of operators and mechanics along with changes in ridership patterns have made it difficult to anticipate and address long-term service needs.

To respond to this inherent uncertainty, the recommendations presented in this report are divided into four phases, each requiring approximately a 5-15% increase in revenue hours. This approach allows MBL to make incremental service improvements as resources allow and as warranted by demand for service.

Phase 1 Service Recommendations
Phase 1 increases service availability, improves regional connectivity, and addresses operational challenges.

Phase 1 service recommendations include:
▪ Extending Line 10 to Cal State LA.
▪ Extending Line 30 to the South Pasadena Gold Line Station. ▪ Splitting Line 50 into two lines (50 and 55) to improve operational efficiency. ▪ Shortens Line 55 from Santa Gertrudes Ave to Imperial Hwy in La Mirada. ▪ Discontinuing Line 60 due to low ridership and lack of service within Montebello.

Phase 1 recommendations would require a 15% increase in revenue hours and 3 additional peak vehicles.

Phase 2 Service Recommendations
Phase 2 creates a more robust transit network with upgraded frequencies on Lines 20 and 30, later service on high-performing routes, and daily service on all local lines.

Phase 2 service recommendations include:
▪ Upgrading Line 20 to 30-minute frequency on weekdays. ▪ Upgrading Line 30 to 30-minute frequency on weekdays. ▪ Extending late night service on Lines 10, 20, 30, 40, 50, and 55. ▪ Adding Sunday service on Lines 50 and 55.
▪ Adding Saturday and Sunday service on Line 70.

Phase 2 recommendations would require a 14% increase in revenue hours and 4 additional peak vehicles.

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Phase 1 Recommended MBL Network

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Phase 3 Service Recommendations
Phase 3 upgrades weekday frequencies Lines 10, 50, and 55 to increase convenience, reduce wait times, and improve connections between lines, specifically:
▪ Upgrading Line 10 to 15-minute frequency on weekdays. ▪ Upgrading Line 50 to 30-minute frequency on weekdays. ▪ Upgrading Line 55 to 30-minute frequency on weekdays.

Phase 3 improvements would require an 9% increase in revenue hours and 6 additional peak vehicles.

Phase 4 Service Recommendations
Phase 4 upgrades weekday frequencies on Lines 40 and 70, specifically:
▪ Upgrading Line 40 to 15-minute frequency on weekdays. ▪ Upgrading Line 70 to 30-minute frequency on weekdays.

Phase 4 improvements would require a 5% increase in revenue hours and 4 additional peak vehicles.

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Phase 4 Recommended MBL Network

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MONTEBELLO MOBILITY HUB
During the project outreach process, the study
team collected feedback from riders and
identified a desire for more amenities at bus
stops, such as seating, lighting, and real-time
information displays. The study team also
interviewed bus operators who expressed a need
for better access to restrooms at end-of-lines.

Mobility hubs were identified as a potential
solution to improve the rider experience, provide
better access to first mile/last mile solutions, and
resolve some operator challenges. Mobility hubs
are public spaces designed and maintained to
bring together frequent transit service, supporting
amenities, sustainable mobility choices, and
community-serving activities in one place.

While multiple locations in Montebello could
support the creation of a mobility hub, South
Montebello, specifically the vicinity of Greenwood
Ave and Washington Blvd, was identified as the
priority location for a mobility hub.

Potential mobility hub elements could include:
▪ Bus bays for connections and layovers
▪ Seating and shade
▪ Restrooms for riders and operators
▪ Real-time arrival information
▪ Off-board payment
▪ Space for bike and shared mobility parking
▪ Vending space
▪ Wayfinding
▪ Placemaking features such as green space and public art

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FARE POLICY
The COA also included a review of MBL’s existing fare policy, a peer review of other similarly sized agency’s fare policies, and an evaluation of potential alternative fare policies for future consideration.

The results of the peer review identified several trends, industry best practices, and considerations applicable to MBL, including:
▪ MBL charges a full fare for internal transfers, while most peers offer transfers for free or under $0.50
▪ MBL does not offer a monthly pass outside of the relatively expensive EZ pass ▪ Some agencies, like Big Blue Bus, are incentivizing TAP card usage by providing discounted fares or transfers when using this fare product Six different preliminary scenarios for fare structures and pricing changes were developed to evaluate potential impacts to MBL ridership and revenue.

Following a presentation of the preliminary fare scenarios and associated impacts, a preferred fare scenario was developed in coordination with MBL staff to incorporate aspects of several preliminary fare scenarios. The preferred fare scenario is intended to create a simplified, easier to understand fare structure that better aligns with peer agencies and continues to emphasize equity within the community.

The preferred fare scenario would raise the base fare from $1.10 to $1.25 and include a $0.50 transfer to align with peer agencies. K-12 students would ride fare free, thus eliminating cost barriers to transit and increasing rider patronage.

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2 SYSTEM OVERVIEW
MBL provides excellent transit in Montebello and neighboring areas.

Montebello Bus Lines consists of eight lines with varying frequencies and days of service. Lines 10, 20 and 40 provide frequent, daily service. Lines 30, 50, 60 and 70 are less frequent with limited weekend service. Line 90 is weekday peak hour express service.

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Service Span and Frequency
Weekday Early Morning Midday Afternoon Night
Line 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
10 Whittier Blvd
20 San Gabriel Blvd
30 Garfield Ave
40 Beverly Blvd
50 Washington Blvd
60 Passons Blvd
70 Wilcox Ave
90 Downtown Express
Saturday Early Morning Midday Afternoon Night
Line 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
10 Whittier Blvd
20 San Gabriel Blvd
30 Garfield Ave
40 Beverly Blvd
50 Washington Blvd
60 Passons Blvd
70 Wilcox Ave
90 Downtown Express
Sunday Early Morning Midday Afternoon Night
Line 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10
10 Whittier Blvd
20 San Gabriel Blvd
30 Garfield Ave
40 Beverly Blvd
50 Washington Blvd
60 Passons Blvd
70 Wilcox Ave
90 Downtown Express
Line Frequencies 15-20 minutes 21-40 minutes 41-60 minutes 61-90 minutes

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RIDERSHIP AND ON-TIME PERFORMANCE
Historical System Ridership
Montebello Bus Lines experienced a significant decline in system ridership in March 2020 when service was suspended and reintroduced at a reduced level due to the COVID-19 pandemic.

Accurate ridership data was not collected between April and June 2020 as riders were required to rear from the back door and fares were not enforced.

Since July 2020, system ridership has increased steadily. Weekday ridership is at approximately 50% of pre-pandemic levels and weekend ridership is at just over 60% of pre-pandemic levels.

These trends indicate that fewer employees are using MBL for weekday commute trips while weekend service remains popular for employment and shopping trips. 0 50,000
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Monthly Boardings
Service suspensions and
reductions due to COVID-19

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Ridership Distribution
MBL ridership is highly concentrated along two corridors:
▪ Whittier Boulevard between Atlantic Boulevard and Whittwood Town Center ▪ Beverly Boulevard between downtown Los Angeles and the San Gabriel River Other corridor segments with high to moderate ridership include:
▪ Greenwood Avenue between Beverly Boulevard and Telegraph Road ▪ Washington Boulevard between Greenwood Avenue and Whittier Boulevard ▪ Garfield Avenue between Graves Avenue and Downtown Alhambra ▪ San Gabriel Boulevard between Valley Boulevard and the Shops at Montebello Weekday System Ridership

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Line 10 Whittier Blvd
Line 10 Whittier Blvd provides east-west service between East Los Angeles College, Montebello, Uptown Whittier, and Whittwood Town Center. The line operates along Atlantic Blvd, Whittier Blvd, Philadelphia St, and Painter Ave. Major destinations along the line include East Los Angeles College, Commerce Center, Downtown Montebello, Uptown Whittier, Whittier College, and Whittwood Town Center.

Service Parameters
Weekday Saturday Sunday
Service Span 4:30 AM – 9:45 PM 4:30 AM – 9:45 PM 4:30 AM – 9:45 PM Frequency 17 17 17
Cycle Time 170 170 170
Peak Vehicles 10 10 10
Daily Ridership 3,550 2,650 1,950
Ridership Activity

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Line 20 San Gabriel Blvd
Line 20 San Gabriel Blvd provides north-south service between San Gabriel, Rosemead, Montebello, and Rancho San Antonio. The route operates along San Gabriel Blvd, The Shops at Montebello, Montebello Blvd, Greenwood Ave, and operates a terminal loop to the south along Telegraph Rd, Gage Rd, and Union St. Major destinations served by the line include the Rancho San Antonio neighborhood, the Shops at Montebello, and the residential and commercial areas near San Gabriel Blvd & Garvey Ave.

Service Parameters Ridership Activity
Weekday Saturday Sunday
Service Span 5:30 AM – 9:30 PM 6:00 AM – 9:00 PM 6:00 AM – 9:00 PM Frequency 45 45 45
Cycle Time 135 135 135
Peak Vehicles 3 3 3
Daily Ridership 1,100 650 600

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Line 30 Garfield Ave
Line 30 Garfield Ave provides north-south service between Alhambra, Monterey Park, Rosemead, Montebello, Commerce, Bell Gardens, and South Gate. The line operates along Huntington Dr and Garfield Ave. Major destinations served by the line include several retail areas near major intersections, most notably, Garfield Ave & Main St in Alhambra, Garfield Ave & Garvey Ave in Rosemead, Garfield Ave & Florence Ave in Bell Gardens.

Service Parameters Ridership Activity
Weekday Saturday Sunday
Service Span 5:15 AM – 8:30 PM 6:00 AM – 8:00 PM 6:00 AM – 8:00 PM Frequency 55 55 55
Cycle Time 165 165 165
Peak Vehicles 3 3 3
Daily Ridership 600 250 200

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Line 40 Beverly Blvd
Line 40 Beverly Blvd provides east-west service between downtown Los Angeles, Boyle Heights, East Los Angeles, Montebello, and Whittier. Major destinations include retail and employment hubs in downtown Los Angeles, Boyle Heights, Montebello. The line also serves three Metro L (Gold) line stations, including Maravilla, East LA Civic Center, and Atlantic stations.

Service Parameters
Weekday Saturday Sunday
Service Span 5:00 AM – 10:00 PM 5:00 AM – 9:45 PM 5:00 AM – 9:45 PM Frequency 18-20 18-20 18-20
Cycle Time 180 180 180
Peak Vehicles 10 10 10
Daily Ridership 2,400 1,450 1,350
Ridership Activity

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Line 50 Washington Blvd
Line 50 Washington Blvd provides east-west service between downtown Los Angeles, Wyvernwood, Commerce, Rancho San Antonio, Pico Riviera, Whittier, and La Mirada. Major destinations include downtown Los Angeles, LA County Social Services, Commerce Civic Center, Downtown Montebello, Uptown Whittier, and California High School in Whittier. Line 50 does not operate on Sunday.

Service Parameters
Weekday Saturday
Service Span 4:30 AM – 8:45 PM 4:50 AM – 9:00 PM
Frequency 40-45 55-60
Cycle Time 300 300
Peak Vehicles 7 5
Daily Ridership 1,200 500
Ridership Activity

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Line 60 Passons Blvd
Line 60 Passons Blvd provides local north-south service between Northgate Market and the LA County Probation Training Center in Pico Riviera. This route was suspended during the COVID-19 pandemic and restored in 2021. The primary destination on Line 60 is El Rancho High School. Line 60 does not operate on weekends. Line 60 is the only line that does not operate within the City of Montebello.

Service Parameters Ridership Activity
Weekday
Service Span 7:00 AM – 4:00 PM
Frequency 70-90
Cycle Time 70-90
Peak Vehicles 1
Daily Ridership 120

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Line 70 Wilcox Ave
Line 70 Wilcox Ave provides local service within Montebello, connecting Rancho San Antonio, the Montebello/Commerce Metrolink station, Montebello High School, the Montebello Plaza shopping center, and the Shops at Montebello. This line provides local circulation between the relatively dense residential areas in Rancho San Antonio and the retail and employment opportunities throughout the City of Montebello. Line 70 does not operate on weekends.

Service Parameters Ridership Activity
Weekday
Service Span 5:30 AM – 8:30 PM
Frequency 40-45
Cycle Time 40-45
Peak Vehicles 1
Daily Ridership 115

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Line 90 Downtown Express
Line 90 Downtown Express is a commuter express route that operates along Beverly Blvd between Whittier, the Taylor Ranch park-and-ride, Montebello, and East Los Angeles before operating into downtown Los Angeles on Hwy 60, I-5, and Hwy 101. The route provides direct, limited stop service and operates nine round trips per weekday.

Service Parameters
Weekday
Morning
Service
5:30 AM – 9:00 AM
3 westbound trips
2 eastbound trips
2 vehicles
Afternoon
Service
3:00 PM – 7:00 PM
2 round trips
1 vehicle
Daily Ridership 75
Ridership Activity

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BUS STOPS
The Montebello Bus Lines system consists of more than 800 bus stops. Only 22% of bus stops are situated within Montebello city limits. Bus stops within the Montebello, Los Angeles, and unincorporated Los Angeles County account for half of bus stop total and generate 65% of system ridership. Other jurisdictions with at least 10% of the system bus stop total include Pico Rivera and Whittier. The City of Montebello does not maintain bus stops outside of city limits.

Bus Stops and Ridership by Jurisdiction
0%
5%
10%
15%
20%
25%
30%
35%
Bus Stops Ridership

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END-OF-LINE EVALUATION
End-of-lines are critical locations for bus operators to take scheduled breaks. Several MBL lines lack public and/or easily accessible restroom facilities.

End-of-Line Characteristics
Line End-of-Line
OffStreetNearest
Restroom
Restroom
Proximity
10 Whittier Blvd East Los Angeles College ✓ ELAC Building S2 250’ Whittwood Town Center (Whittier) ✓ Target 500’
20 San Gabriel/Montebello South Pine & Live Oak (San Gabriel) Supermarket 350’ Telegraph & Gage (Commerce) Gas Station 600’
30 Garfield Ave Huntington & Stoneman (San Marino) In-N-Out 400’ Firestone & Garfield (South Gate) Wendy’s 400’
40 Beverly Blvd 5th & Beaudry (DTLA) Portable Toilet 50’ Beverly & Norwalk (Whittier) Multiple Small
Businesses
500’
50 Washington Blvd Adelfa & Ashgrove (La Mirada) Albertson’s 1,000’ 5th & Beaudry (DTLA) Portable Toilet 50’
60 Passons Blvd Telegraph & Arrington (Pico Rivera) Supermarket 350’ 70 Wilcox Ave The Shops at Montebello Public Restrooms
Near Food Court
700’
90 Downtown Express 5th & Beaudry (DTLA) Portable Toilet 50’ Beverly & Norwalk (Whittier) Multiple Small
Businesses
500’

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FARES
Montebello Bus Lines’ fare structure includes two distinct fare types and discount categories.

The base fare of $1.10 applies to all local lines (10, 20, 30, 40, 50, 60, and 70), while the more expensive express fare of $1.30 only applies to Line 90. Additionally, MBL offers discounted fares to K-12 students ($0.75 per trip) and for people with disabilities and seniors ages 62 and older ($0.50 per trip). These fare discounts only apply to local lines, there are no discounts for express fares.

MBL also offers interagency transfers when passengers transfer to a route operated by another provider. These transfers require an additional $0.25 with a discounted fare of $0.10 for people with disabilities and seniors. MBL offers day passes at a rate of $3.00, discounted to $2.00 for students and $1.50 for seniors and people with disabilities. A Monthly pass is available only for students at a cost of $30.00.

There is an opportunity to simplify MBL fares by rounding these amounts to the nearest increment of $0.25. This makes paying cash fares easier as passengers will no longer have to worry about paying exact fares with nickels and dimes. This may potentially improve travel times by reducing the amount of time passengers spend searching for change and paying their fare.

Montebello Bus Lines Fare Structure
Adults Students (K-12)
People with
Disabilities & Seniors
(62+)
Base Fare $1.10 $0.75 $0.50
Express Fare $1.30 $1.30 $1.30
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 $2.00 $1.50
Monthly Pass None $30.00 None
Note: ID required for discount fare and passes
In addition to accepting cash, MBL offers pass products and accepts cash value payments through the Transit Access Pass (TAP) program that is commonly used throughout the Los Angeles area. MBL also accepts the regional EZ Transit Pass which provides unlimited access to participating agencies for $110 per month ($42 for seniors and people with disabilities). In addition to MBL, participating EZ Transit Pass agencies include Commerce Municipal Bus Lines, Culver CityBus, Foothill Transit, Gardena Municipal Bus Lines, Glendale Beeline, LADOT, Long Beach Transit, Metro Bus & Metro Rail, Norwalk Transit, Santa Clarita Transit, Santa Monica Big Blue Bus, and Torrance Transit.

MBL also accepts bus tokens which are valid for a single, one-way trip (10 tokens for $10).

Tokens are no longer viewed as a best practice for transit fare media. Phasing tokens out of circulation may further simplify the fare collection process for MBL.

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DIAL-A-TAXI
In addition to the fixed-route system, Montebello Bus Lines offers a Dial-A-Taxi service for Montebello residents ages 62 and older and/or with a disability. Qualifying residents may apply through a paper application and a physician’s form submitted to the city. Dial-A-Taxi service provides transportation within the City of Montebello for any trip purpose and within a larger service area (bound between the I-10 Freeway, I-710 Freeway, I-605 Freeway, and Slauson Ave) for medical trips only.

Dial-A-Taxi service is available 24 hours per day and 7 days per week, including holidays. The service provides 26 riders per month with a payment of $1.00 per one-way trip.

MONTEBELLO LINK
MBL offers a contracted service known as Montebello Link that provides feeder service to Metrolink commuter rail service. Montebello Link is a semi-fixed-route service that uses a reservation-based system to provide flexible service between the Montebello Metrolink Station and employment centers in Bell, Commerce, Montebello, and Monterey Park.

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REGIONAL CONNECTIVITY
Montebello Bus Lines’ expansive service area supports regional connectivity by providing transfer opportunities with LA Metro, Monterey Park Spirit Bus, Bell Gardens Transit, Foothill Transit, Norwalk Transit, Rosemead Explorer, Commerce Transit, LA GO Shuttles, and Alhambra Community Transit. MBL connects to various modes including local bus, express bus, light rail, and commuter rail.

Montebello Bus Lines and Connecting Transit Providers

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3 RIDER CHARACTERISTICS
Understanding who uses the service helps MBL to best meet the unique needs of their passengers and the community.

On-Board Survey
An on-board survey was conducted between October 6 and October 10, 2021. Surveys were distributed on all eight lines. Over the course of the five-day survey period, a total of 713 surveys were received. The survey sampling method was designed to capture a representative sample of the system population. Surveys were collected during peak and off -peak times and on all directions of travel. Survey instruments were available in English, Spanish, and Chinese.

Trip Purpose
Overall, 60% of riders use transit to get to and from work, 15% to get to and from school, and 11% for shopping and errands. Medical, recreation, and other trip purposes make up a relatively small share of trips (6%, 3%, and 5%, respectively).

Respondents that ride transit more frequently are more likely to take transit for work, while less frequent riders are more likely to use transit to reach medical appointments or to run errands.

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On-Board Survey Trip Purpose by Frequency of Riding
On-Board Survey Trip Purpose by Frequency of Riding
60%
14% 11%
6% 3% 5%
0%
10%
20%
30%
40%
50%
60%
70%
Work School /College Shopping
/Errands
Medical /Dental Recreation
/Events
Other
46%
63% 69%
12%
21% 7%
16%
6%
12% 11%
4%
7% 5%
3% 2%
8% 3% 6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
One to four days Five days Six or seven days
Work School/College Shopping/Errands Medical/Dental Recreation/Events Other

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Trip Origins and Destinations
When asked where respondents were traveling to and from, the most common trip origins included Montebello (24%) and Whittier (20%). Montebello and Whittier were also the most common destinations, 18% and 16% respectively. Additionally, downtown Los Angeles and Commerce were identified as destinations more frequently than as origins. These locations represent potential major employment centers outside of the City of Montebello.

On-Board Survey Rider Origins and Destinations
0% 5% 10% 15% 20% 25%
Other
Santa Fe Springs
Rancho San Antonio
Garvey
La Mirada
San Marino
San Gabriel
Rosemead
Alhambra
Commerce
South Gate
Bell Gardens
Monterey Park
Downtown LA
Boyle Heights
Pico Rivera
East LA
Whittier
Montebello
Residence Destination

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Fare Payment
In addition to characteristics regarding trip purpose, frequency, origin, and destination, respondents were also asked how they paid their fare. Most respondents paid with cash (77%), with 10% using a day pass, and 7% using a monthly pass. A smaller percentage of respondents paid an express fare or used an inter-agency transfer, 3% and 2%.

On-Board Survey Ridership by Fare Media
Cash, 77%
Day pass, 10%
Monthly Pass, 7%
Express fare, 3%
Inter-Agency
Transfer, 2%

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Employment Characteristics
Given the high percentage of trips used for traveling to work, identifying the employment status and characteristics of transit riders is crucial for ensuring MBL service continues to meet passengers’ commute needs. When asked for their employment status, 70% of respondents indicated they were employed either full time or part time.

On-Board Survey Respondent Employment Status
Employed full time,
49%
Employed part-time,
21%
Homemaker, 6%
Not currently
employed, 16%
Volunteer position, Retired, 8%
1%

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Respondents were also asked whether they work evenings or on weekends when transit service is more limited than during typical weekday commute times. About a quarter (24%) of respondents indicated that they worked evenings after 9:00 p.m. and 42% of respondents indicated that they work on weekdays. This suggests that a substantial portion of existing ridership may benefit from increased access to employment by providing later evening service or improved weekend service.

On-Board Survey Respondent Evening Employment
On-Board Survey Respondent Weekend Employment
Works after 9:00 pm, 24%
Does not w ork after 9:00 pm, 46%
Not employed, 30%
Works Saturday
and/or Sunday, 42%
Does not w ork Saturday
and/or Sunday, 27%
Not employed, 30%

Comprehensive Operational Analysis | Final Report
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Service Satisfaction
Respondents were also asked to identify their level of satisfaction with MBL service overall and with specific aspects of service. Respondents are generally satisfied with MBL service overall, with 80% of respondents ranking MBL as good or excellent. Respondents were most satisfied with service affordability, operator courtesy, cleanliness, and personal safety.

Aspects of service that respondents were least satisfied with include service span, weekend service, service reliability, travel times, and service frequency. Additionally, respondents were asked to identify their top two priority improvements. Buses running on schedule was the most selected improvement, with 29% of respondents selecting it as their top priority and 19% as their second priority. The next most selected priorities include operating later evening service, more frequent service, and more weekend service. These results represent potential areas for service improvements to improve rider satisfaction and make the service more useful for more members of the community.

On-Board Survey Respondent Service Satisfaction
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Weekday hours
On schedule
Weekend availability
Trip duration
Weekday freq
Coverage
Personal safety
Interiors clean
Operator courtesy
Fare afforable
Excellent Good Neutral Poor Very poor

Comprehensive Operational Analysis | Final Report
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On-Board Survey Respondent Improvement Priorities
5%
7%
7%
8%
7%
11%
11%
9%
17%
19%
4%
4%
5%
6%
8%
9%
10%
15%
12%
29%
0% 5% 10% 15% 20% 25% 30% 35%
Courtesy of bus operators
Service to all destinations you want to go to
Total time for your usual trip
Your personal safety at bus stops
Cleanliness of the bus interiors
How affordable the bus fare is
Availability of weekend service
Frequency of weekday service (Mon-Fri)
How late buses operate weekdays (Mon-Fri)
Buses running on schedule
Most important Second most important

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Rider Demographics
The on-board survey included a series of questions regarding respondent demographics, including household income, age, race and ethnicity, and language spoken at home.

Household Income
Respondents are generally lower income, with 42% reporting less than $15,000 in annual household income and an additional 22% reporting between $24,999 and $25,000. Only 10% of respondents reported earning $55,000 or more per year.

On-Board Survey Respondents’ Household Income
Less than $15,000,
42%
$15,000 to $24,999,
22%
$25,000 to $34,999,
13%
$35,000 to $54,999,
14%
$55,000 to $75,000,
6%
More than $75,000,
4%

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Age
The age of respondents was generally evenly distributed, with 23% reporting 16 to 24, 26% reporting 25 to 39, 25% reporting 40 to 54, and 27% reporting 55 or older.

On-Board Survey Respondents’ Age
16 to 24, 23%
25 to 39, 26%
40 to 54, 25%
55 or older, 27%

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Race and Ethnicity
Most respondents (80%) identified as either Hispanic or Hispanic and another racial category.

An additional 10% of respondents identified as Caucasian or White, 3% as Black or African American, 3% as Asian, and 5% as other.

On-Board Survey Respondents’ Race and Ethnicity
Hispanic only, 69%
Hispanic and other,
13%
Caucasian/ White,
10%
Asian, 3%
African
American/Black, 3%
Other, 2%

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Language
Sixty-two percent of respondents speak English at home, 38% speak Spanish, and 1% speak another language.

On-Board Survey Respondents’ Language Spoken at Home
Future Rider Surveys
Following the City of Montebello’s recent rebranding effort, there is an opportunity to begin having regular and routine survey efforts to engage with riders regarding awareness of the service, effectiveness of branding, and perceptions of MBL. Surveys regarding branding and service perceptions may be performed online but on-board surveys should also be conducted on MBL vehicles approximately every two years to obtain accurate and up to date information regarding ridership demographics, behaviors, and perceptions. The marketing and rebranding effort presents on opportunity to begin this regular surveying practice that should be continued into the future to ensure MBL services continue to meet the evolving needs of the community.

Speaks English at
home, 62%
Speaks Spanish at
home, 38%
Speaks other
language at home,
1%

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4 SERVICE RECOMMENDATIONS
Meeting the evolving transit needs of the MBL service area requires a commitment to system optimization and expansion.

PHASE 1 RECOMMENDATIONS
Phase 1 increases service availability, improves regional connectivity, and addresses operational challenges.

Phase 1 service recommendations include:
▪ Extending Line 10 to Cal State LA.
▪ Extending Line 30 to the South Pasadena Gold Line Station. ▪ Splitting Line 50 into two lines (50 and 55) to improve operational efficiency. ▪ Shortening Line 55 from Santa Gertrudes Ave to Imperial Hwy in La Mirada. ▪ Discontinuing Line 60 due to low ridership and lack of service within Montebello.

Phase 1 recommendations would require a 15% increase in revenue hours and 3 additional peak vehicles.

Phase 1 Frequency and Service Span
Line
Weekday Saturday Sunday
Span Frequency Span Frequency Span Frequency
10 4:30 am – 9:45 pm 18 4:30 am – 10:00 pm 18 4:30 am – 10:00 pm 18 20 5:00 am – 9:30 pm 45 6:00 am – 8:00 pm 45 5:30 am – 8:00 pm 45 30 5:00 am – 8:00 pm 45-60 6:00 am – 8:00 pm 45-60 5:30 am – 8:00 pm 45-60 40 5:00 am – 10:00 pm 18 5:00 am – 10:00 pm 18 4:30 am – 10:00 pm 18 50 5:00 am – 8:00 pm 45 6:00 am – 8:00 pm 60 -- --
55 5:00 am – 8:00 pm 45 6:00 am – 8:00 pm 60 -- --
70 6:00 am – 8:00 pm 60 -- -- -- --
90 AM and PM peak 3 AM trips
2 PM trips -- -- -- --

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Recommended Montebello Bus Lines Network

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Phase 1 Recommendations by Line
Line 10 Whittier Blvd.

Extend Line 10 north and west along Floral Dr, Eastern Ave, Ramona Blvd, and Campus Rd to provide direct service to Cal State Los Angeles. This line extension is contingent upon identifying sufficient curb space for drop-off, turnaround, and layover at the existing CSU-LA transit facility. The timeframe for implementing this recommendation may extend beyond the near-term recommendations depending on conversations with Metro and CSU-LA, the ongoing operations of existing transit services and shuttles serving the facility, and potential improvements and expansions to the transit facility. This service expansion represents a significant opportunity to extend MBL service to a major regional destination, connect to other regional services, and provide more convenient service to CSU-LA students.

Line 20 San Gabriel/Montebello
No changes are recommended during Phase 1.

Line 30 Garfield Ave.

Realign and extend north and east along Huntington Dr, Fair Oaks Ave, El Centro St, and Fremont Ave to provide service adjacent to the South Pasadena Metro Gold Line Station. This extension received high levels of support during the second phase of public outreach and will expand access to key destinations and services in the region. The recommended end-of-line location is along the southside curb Hope Street between Mound Avenue and Fair Oaks Avenue, which would require approval from the City of South Pasadena. Alternative end-of-line locations may exist; however, it is highly recommended that Line 30 has a bus stop within onequarter mile of the Gold Line Station.

Line 40 Beverly Blvd.

No changes are recommended during Phase 1.

Line 50 Washington Blvd.

Split into two lines at the intersection of Greenwood Ave & Washington Blvd, becoming Line 50 to the west and Line 55 to the east. The existing alignment for Line 50 is long and suffers from chronic on-time performance issues. There is also a demonstrable decrease in ridership on the eastern portion of the route’s alignment. Splitting the route in two achieves several goals, including improving on-time performance by reducing overall route distance and improved scheduling flexibility by allowing the two lines to operate with different frequencies to align with demand for service.

Line 55 Montebello/La Mirada
Line 55, serving the eastern half of the existing Line 50, would terminate at the intersection of La Mirada Blvd & Imperial Hwy, approximately two miles north of its existing terminus at La Mirada Blvd & Santa Gertrudes Ave. This shortened alignment would continue to provide direct service

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to several shopping centers, Whittier Union High School and California High School. The shortened alignment would allow for more efficient operations and enable resources to be reinvested in higher demand services
Sunday service would be added to Line 55, which is not currently provided on Route 50. This directly aligns with public feedback that prioritized weekend service to help passengers reach employment opportunities outside of typical weekday commute periods.

Line 60 Passons Blvd.

Line 60 is among the lowest ridership lines in the MBL system, has been steadily declining for the past five years, losing 73% of its ridership since 2017, and is lagging behind other lines in rebounding ridership throughout the pandemic recovery. As a result of the low demand for service observed on the Passons Blvd corridor it is recommended that Line 60 be discontinued from MBL service, allowing resources to be redistributed to improve service in areas with higher demand for service.

In the near-term, prior to discontinuation, service may be reduced to provide targeted service around school start and end times, the highest productivity trips for the route. This will continue to provide access to education for Pico Rivera residents while alternative service models may be explored.

Line 70 Wilcox Ave
No changes are recommended during Phase 1.

Line 90 Downtown Express
No changes are recommended during Phase 1.

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PHASE 2 SERVICE RECOMMENDATIONS
Phase 2 creates a more robust transit network with upgraded frequencies on Lines 20 and 30, later service on high-performing routes, and daily service on all local lines.

Phase 2 service recommendations include:
▪ Upgrading Line 20 to 30-minute frequency on weekdays. ▪ Upgrading Line 30 to 30-minute frequency on weekdays. ▪ Extending late night service on Lines 10, 20, 30, 40, 50, and 55. ▪ Adding Sunday service on Lines 50 and 55.
▪ Adding Saturday and Sunday service on Line 70.

Phase 2 recommendations would require a 14% increase in revenue hours and 4 additional peak vehicles.

Phase 2 Frequency and Service Span
Line
Weekday Saturday Sunday
Span Frequency Span Frequency Span Frequency
10 4:30 am – 11:00 pm 18 4:30 am – 10:00 pm 18 4:30 am – 10:00 pm 18 20 5:00 am – 10:00 pm 30-45 6:00 am – 9:00 pm 45 5:30 am – 9:00 pm 45 30 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 45-60 5:30 am – 8:00 pm 45-60 40 5:00 am – 11:00 pm 18 5:00 am – 10:00 pm 18 4:30 am – 10:00 pm 18 50 5:00 am – 9:00 pm 45 6:00 am – 8:00 pm 60 4:30 am – 8:00 pm 60 55 5:00 am – 9:00 pm 45 6:00 am – 8:00 pm 60 5:00 am – 8:00 pm 60 70 6:00 am – 8:00 pm 60 7:00 am – 7:00 pm 60 8:00 am – 6:00 pm 60 90 AM and PM peak 3 AM trips
2 PM trips -- -- -- --

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Phase 2 Recommendations by Line
Line 10 Whittier Blvd.

Extend weeknight service one hour later until 11:00 pm.

Line 20 San Gabriel/Montebello
Upgrade weekday frequency to 30 minutes between 6am and 6pm.

Extend weeknight service one hour later until 10:00 pm.

Line 30 Garfield Ave.

Upgrade weekday frequency to 30 minutes between 6am and 6pm.

Extend weeknight service 30 minutes later until 9:00 pm.

Line 40 Beverly Blvd.

No changes are recommended during Phase 2.

Extend weeknight service one hour later until 11:00 pm.

Line 50 Washington Blvd.

Extend weeknight service one hour later until 9:00 pm.

Add Sunday service.

Line 55 Montebello/La Mirada
Extend weeknight service one hour later until 9:00 pm.

Add Sunday service.

Line 70 Wilcox Ave
Add Saturday and Sunday service.

Line 90 Downtown Express
No changes are recommended during Phase 2.

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PHASE 3 SERVICE RECOMMENDATIONS
Phase 3 upgrades weekday frequencies on multiple lines to increase convenience, reduce wait times, and improve connections between lines, specifically:
▪ Upgrading Line 10 to 15-minute frequency on weekdays. ▪ Upgrading Line 50 to 30-minute frequency on weekdays. ▪ Upgrading Line 55 to 30-minute frequency on weekdays.

Phase 3 improvements would require a 9% increase in revenue hours and 6 additional peak vehicles.

Phase 3 Frequency and Service Span
Line
Weekday Saturday Sunday
Span Frequency Span Frequency Span Frequency
10 4:30 am – 11:00 pm 15-18 4:30 am – 10:00 pm 18 4:30 am – 10:00 pm 18 20 5:00 am – 10:00 pm 30-45 6:00 am – 9:00 pm 45 5:30 am – 9:00 pm 45 30 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 45-60 5:30 am – 8:00 pm 45-60 40 5:00 am – 11:00 pm 18 5:00 am – 10:00 pm 18 4:30 am – 10:00 pm 18 50 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 60 4:30 am – 8:00 pm 60 55 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 60 5:00 am – 8:00 pm 60 70 6:00 am – 8:00 pm 60 7:00 am – 7:00 pm 60 8:00 am – 6:00 pm 60 90 AM and PM peak 3 AM trips
2 PM trips -- -- -- --

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Phase 3 Recommendations by Line
Line 10 Whittier Blvd.

Upgrade weekday frequency to 15 minutes between 6am and 6pm.

Line 20 San Gabriel/Montebello
No changes are recommended during Phase 3.

Line 30 Garfield Ave.

No changes are recommended during Phase 3.

Line 40 Beverly Blvd.

No changes are recommended during Phase 3.

Line 50 Washington Blvd.

Upgrade weekday frequency to 30 minutes between 6am and 6pm.

Line 55 Montebello/La Mirada
Upgrade weekday frequency to 30 minutes between 6am and 6pm.

Line 70 Wilcox Ave
No changes are recommended during Phase 3.

Line 90 Downtown Express
No changes are recommended during Phase 3.

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PHASE 4 SERVICE RECOMMENDATIONS
Phase 4 upgrades weekday frequencies on Lines 40 and 70, specifically:
▪ Upgrading Line 40 to 15-minute frequency on weekdays. ▪ Upgrading Line 70 to 30-minute frequency on weekdays.

Phase 4 improvements would require a 5% increase in revenue hours and 4 additional peak vehicles.

Phase 4 Frequency and Service Span
Line
Weekday Saturday Sunday
Span Frequency Span Frequency Span Frequency
10 4:30 am – 11:00 pm 15-18 4:30 am – 10:00 pm 18 4:30 am – 10:00 pm 18 20 5:00 am – 10:00 pm 30-45 6:00 am – 9:00 pm 45 5:30 am – 9:00 pm 45 30 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 45-60 5:30 am – 8:00 pm 45-60 40 5:00 am – 11:00 pm 15-18 5:00 am – 10:00 pm 18 4:30 am – 10:00 pm 18 50 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 60 4:30 am – 8:00 pm 60 55 5:00 am – 9:00 pm 30-45 6:00 am – 8:00 pm 60 5:00 am – 8:00 pm 60 70 6:00 am – 8:00 pm 30-60 7:00 am – 7:00 pm 60 8:00 am – 6:00 pm 60 90 AM and PM peak 3 AM trips
2 PM trips -- -- -- --

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Phase 4 Recommendations by Line
Line 10 Whittier Blvd.

Line 20 San Gabriel/Montebello
No changes are recommended during Phase 4.

Line 30 Garfield Ave.

No changes are recommended during Phase 4.

Line 40 Beverly Blvd.

Upgrade weekday frequency to 15 minutes between 6am and 6pm.

Line 50 Washington Blvd.

No changes are recommended during Phase 4.

Line 55 Montebello/La Mirada
No changes are recommended during Phase 4.

Line 70 Wilcox Ave
Upgrade weekday frequency to 30 minutes between 6am and 6pm.

Line 90 Downtown Express
No changes are recommended during Phase 4.

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0 10
20 30
40 50
60 0
50,000
100,000
150,000
200,000
250,000
300,000
Current Phase 1 Phase 2 Phase 3 Phase 4
Annual Hours
Peak Vehicles
Service Expansion Resources
Annual Hours Peak Vehicles

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FUTURE SERVICE CONSIDERATIONS
In addition to the near-term service recommendations, there are several opportunities for longer-term service expansions that would require additional resources, dedicated layover facilities, or inter-agency operating agreements prior to implementation. These concepts represent potential long-term opportunities for MBL to explore and study further.

Extension to Rio Hondo College
Line 40 currently lacks a strong anchor destination at its easter end-of-line. Extending Line 40 further east to Rio Hondo College would improve access to higher education and employment opportunities. This service extension would also require sufficient layover space by available at the existing facility and would require additional discussions with Norwalk Transit, which currently serves to college, to ensure services remain complementary and are not overly duplicative. Another potential extension destination is Uptown Whittier. Either extension would require further study to identify the preferred alignment, coordinate with local stakeholders, and ensure funding prior to implementation.

Improved Frequency
As more resources become available, frequency on several lines may be incrementally improved to provide more convenient service. Improving early morning, late night, and weekend service from 45 to 60-minute frequencies to 30-minute frequencies would reduce average wait times and make schedules easy to understand. Additionally, high ridership such as Line 10 and Line 40 may have sufficient demand in the future to operate as frequently as every 10 minutes during certain times of day. These frequency improvements may only be feasible with an increase in available resources and may need to be re-evaluated prior to implementation.

LA Metro Eastside Transit Corridor
The planned extension of the LA Metro L (Gold) line into Commerce, Montebello, and Pico Rivera represents an opportunity for MBL to reevaluate how service is provided along this corridor and provide improved connectivity to the regional rail system. Of particular interest is the planned station located at the intersection of Greenwood Ave & Washington Blvd within the city of Montebello. Recommended service alignments for Lines 20 San Gabriel, 50 Downtown Los Angeles/Montebello, 55 Montebello/Whittier, and 70 Wilcox Ave all intersect with this area, presenting opportunities for additional service investment and improvements.

Line 50 Considerations
MBL is a unique transit provider in the region for its role as a municipal agency that provides extensive service throughout the region beyond its own city borders. This is exemplified by Line 50, which provides long distance service along the Washington Blvd corridor between downtown Los Angeles and La Mirada, only serving the periphery of the City of Montebello.

There may be a future opportunity to identify other operating partners to provide this service or join MBL as a funding partner for this service to ensure continued benefits to their communities.

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SUPPORTING RECOMMENDATIONS
End-of-Line Evaluation
A common theme from operator outreach included several comments about inadequate layover time and a lack of restroom facilities at the termini of some lines. While the constantly changing conditions of vehicle traffic and congestion present challenges for accurately scheduling layover time, there is an opportunity to explore potential schedule changes or identify new layover locations that can better accommodate operator needs by both allowing sufficient break time between trips and ensuring restroom facilities are available at all layover locations. This may require a piecemeal approach to identify specific gaps and opportunities but would be a key step to improving operational efficiency of lines and improving operator retention during an ongoing national operator shortage.

Mobile App Partnerships
Similar to marketing and branding, actively seeking partnership opportunities with third party mobile applications such as the transit app may be a useful strategy for improving communication with passengers. With such a partnership in place, QR codes may be placed on each bus stop to allow passengers to get real time bus tracking information though the transit app. Additionally the app may be used to push out rider alerts for potential service changes or disruptions and may also be used to publicize survey efforts. This strategy may be used to improve the community’s perceptions of MBL and provide clearer information on a more timely basis to riders than existing platforms may allow.

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5 MONTEBELLO MOBILITY HUB
The establishment of a mobility hub within the City of Montebello would improve the rider experience and address operator challenges.

IDENTIFIED NEED
During the project outreach process, the study team collected feedback from riders and identified a desire for more amenities at bus stops, such as seating, lighting, and real-time information displays. The study team also interviewed bus operators who expressed a need for better access to restrooms at end-of-lines.

POTENTIAL SOLUTION
Mobility hubs were identified as a potential solution to improve the MBL rider experience, provide better access to first mile/last-mile mobility options, and resolve some operator challenges. Mobility hubs are public spaces designed and maintained to bring together frequent transit service, supporting amenities, sustainable mobility options, and community-serving activities in one place. The specific elements of a mobility hub can vary based on many factors, such as size, activity, adjacent land use, etc.

Common Mobility Hub Elements
Rider and Operator Experience Public Realm Sustainable Mobility ▪ Seating and shade
▪ Pedestrian-scale lighting
▪ Digital trip planning
▪ Off-board fare payment
▪ Real-time arrival information
▪ Public restrooms
▪ Electric device charging
▪ Safe and highly visible crossings
▪ Vending space
▪ Community space and public art
▪ Climate resilient design features
▪ Short-term bike parking
▪ Space for shared mobility parking
▪ Dedicated curb zone uses
▪ Parcel pick-up lockers

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Potential Mobility Hub Locations
Four locations within the City of Montebello were identified as potential mobility hub locations.

Each location was evaluated in terms of transit lines served and the best-case scenario build.

Based on the evaluation and local demographics, the South Montebello location is recommended as the highest priority for a mobility hub.

Option Location Transit Lines Served Best Case Scenario A North Montebello ▪ MBL 10, 70
▪ Metro 106, 287
▪ Foothill 269
Retrofit existing bus stop south of the Shops at
Montebello.

B Montebello Civic Center ▪ MBL 20, 40 Activate NW corner of Beverly Blvd & Montebello Blvd (Starbucks).

C Central Montebello ▪ MBL 10, 20 Activate NW corner of Whittier Blvd & Montebello Blvd (CVS).

D South Montebello ▪ MBL 20, 50, 70 Replace bus stop at Greenwood Ave & Washington Blvd with new Mobility Hub build.

A
C
B
D
50 20
30 90
A
B
C
D

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MOBILITY HUB PLANNING PROCESS
Understand
Understand mobility gaps and needs of the community through engagement, assessments, and field observations.

Plan
Plan for access, amenities, public realm, customer experience, and information needs. Secure funding, financing, and partnership options.

Launch
Launch planning for installation, building, and public messaging.

Operate
Operate once installation/construction ends and amenities are ready for public use.

Evaluate
Evaluate hub performance and product fit early and often.

Iterate
Iterate on hub design, configuration, services, and programs to meet changing needs.

Understand
Plan
Operate Launch
Evaluate
Iterate

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6 FARE POLICY OPTIONS
Simplifying the MBL fare structure would improve alignment with peer agencies and emphasize equity within the community.

PEER REVIEW
The COA also included a review of MBL’s existing fare policy, a peer review of other similarly sized agency’s fare policies, and an evaluation of potential alternative fare policies for future consideration. While no two transit agencies operate identically; however, most agencies share some characteristics with others, and those common characteristics can form a basis for comparison. Comparing fare structures, policies, and system performance among a group of peer agencies helps identify strengths and opportunities and facilitates best practices amongst the group of peers.

This peer review compares Montebello Bus Lines with seven other transit systems serving the Los Angeles metropolitan region. The purpose of this peer review is to identify best practices and trends among similar transit systems and determine the benefits and drawbacks of different fare structures and fare technology. Peer agencies include:
▪ Big Blue Bus (Santa Monica, CA)
▪ Torrance Transit (Torrance, CA)
▪ Norwalk Transit (Norwalk, CA)
▪ Long Beach Transit (Long Beach, CA)
▪ Riverside Transit Agency (Riverside, CA)
▪ GTrans (Gardena, CA)
▪ Foothill Transit (West Covina, CA)
The results of the peer review identified several trends and best practices that are applicable for MBL, including:
▪ MBL charges a full fare for internal transfers, while most peers offer transfers for free or under $0.50.
▪ MBL does not offer a monthly pass outside of the relatively expensive EZ pass. ▪ Some agencies, like Big Blue Bus, are incentivizing TAP card usage by providing discounted fares or transfers when using this fare product.

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FARE ALTERNATIVES
Any change in the fare structure for MBL would result in changes to ridership and revenue. To better understand these impacts, a fare model was developed based on existing ridership and revenue data from 2021. This information was then used as a baseline to understand order of magnitude changes to fare revenues and ridership due to specific pricing or structural changes.

Scenario Evaluation
Six different preliminary scenarios for fare structures and pricing changes were developed to evaluate potential impacts to MBL ridership and revenue. ▪ Scenario 1: Optimize Fares to Maximize Ridership
▪ Scenario 2: Optimize Fares to Maximize Revenue
▪ Scenario 3: Eliminate Fares for K-12 Students
▪ Scenario 4: Align with Peer Agency Best Practices
▪ Scenario 5: Simplify the Fare Structure
▪ Scenario 6: Eliminate Fares for All Passengers (low and high projections) Following a presentation of the preliminary fare scenarios and associated impacts, a preferred fare scenario was developed in coordination with MBL staff to incorporate aspects of several preliminary fare scenarios.

Preferred Fare Scenario
The preferred fare scenario is intended to create a simplified, easier to understand fare structure that better aligns with peer agencies and continues to emphasize equity within the community.

The preferred fare scenario would raise the base fare to $1.25 and include a $0.50 transfer to align with peer agencies. However, providing transfers would necessitate providing paper transfer slips, which would require additional costs for MBL to purchase and administer. In conjunction with the base fare reduction, the reduced fare would remain at $0.50 and the dial-ataxi fare would also remain at $1.00. K-12 students would now ride fare free and would no longer have specialized pass products at a discounted rate. This would serve to increase ridership amongst this group and reduce the administrative burden for MBL to administer an additional pass program.

The preferred fare scenario would result in a 3% increase in ridership (51,000 trips) and would generate $54,000 less in annual farebox revenue, a 4% decrease.

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Preferred Fare Scenario Structure
Fare Type
Base
Fare Student Fare (K-12)
Reduced Fare
(Seniors, Disabilities)
Single Trip $1.25 Free $0.50
Interagency Transfer $0.25 $0.25 $0.10
Day Pass $3.00 Free $1.50
Dial-A-Taxi $1.00 -- --
Other Discount Policies
Children (under 4 years old) Free
Transfers $0.50
Preferred Scenario Ridership and Revenue Impacts
3%
51,000
-4%
(70,000) -$54,000
(50,000)
(30,000)
(10,000)
10,000
30,000
50,000
70,000
Modified Fare Scenario
Change in Ridership Change in Farebox Revenue

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Fare Scenario Impact Summary
8%
158,000
-17%
(326,000)
4%
70,000 1%
20,000
3%
61,000
40%
773,000
60%
1,163,000
3%
51,000
-25%
$(329,000)
30%
$391,000
-6%
$(79,000)
-5%
$(68,000) -9%
$(117,000)
-100%
$(1,320,000)
-100%
$(1,320,000)
-4%
$(54,000)
(1,500,000)
(1,000,000)
(500,000)
-
500,000
1,000,000
1,500,000
Scenario 1 -
Ridership
Scenario 2 -
Revenue
Scenario 3 - K-12
Fare Free
Scenario 4 -
Align w Peers
Scenario 5 -
Simplify
Scenario 6 - Fare
Free (Low)
Scenario 6 - Fare
Free (High)
Modified Fare
Scenario
Change in Ridership Change in Farebox Revenue

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Appendix A:

Community Outreach Summary

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Introduction
This chapter provides an overview of the key themes and takeaways identified during Phase I and Phase II of public outreach for the Montebello Bus Lines COA, which was branded as Montebello Moves to the community. Phase I is intended to identify aspects of the MBL system that are working well, that are not working well, and community priorities for service improvements. Phase II is intended to present preliminary service concepts to the public and seek feedback on what aspects have the most support before developing a single preferred alternative.

Phase I Outreach (Fall 2021)
Virtual Public Meeting
A virtual public meeting was held on Tuesday, October 28, 2021, from 6:00 p.m. to 7:00 p.m. and included simultaneous Spanish interpretation on Zoom. The meeting included a presentation on the project background, key findings from the existing conditions analysis, and highlighted opportunities for engagement throughout the project.

The virtual public meeting also included a series of interactive polling questions using the Mentimeter platform as well as a question-and-answer session.

While the virtual public meeting only had four participants, English and Spanish recordings were posted on the City of Montebello’s YouTube page and have received a combined 39 views as of early December 2021.

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Pop-Up Events
The project team attended the City of Montebello’s 101st Anniversary Event at City Park on October 16, 2021, from 11:00 a.m. to 4:00 p.m. The project team staffed a booth in which they distributed project fact sheets, spoke to attendees about the project and encouraged visitors to take the community survey.

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Online Community Survey
An online community survey was open between October 11, 2021, and December 3, 2021. The purpose of the survey was to evaluate ridership behavior and demographics for the community, identify satisfaction of various aspects of MLB service, and determine priorities for service improvements. The survey was advertised through paper flyers posted on board vehicles, at major stops, and in public buildings, social media posts on city accounts, and through information sharing with stakeholder networks and constituencies. Additionally, a $50 target gift card was made available as a raffle price to further incentivize participation in the survey. They survey received a total of 155 unique responses.

Unlike the on-board survey, the online community survey was available for all members of the community, not just transit riders actively on-board vehicles. When asked whether they had ridden MBL service in the past year, 85% of survey respondents indicated that they had, compared to 15% who indicated they had not. When asked how many days per week they use transit, nearly half of survey respondents indicated that they ride transit five or more days per week (48%). Additionally, nearly half of respondents (46%) have been riding MBL for five or more years and 33% have been riding for three to four years.

Survey respondents were also asked to identify the reasons that they ride transit, and the most common response (48%) was that the did not have access to a vehicle and the second highest response was that transit is convenient (23%). These results suggest that MBL’s ridership base are long-time, transit dependent riders.

Community Survey – Have you ridden MBL in the past year? Yes
85%
No
15%

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Community Survey – How many days per week do you ride transit? Community Survey – How long have you been riding MBL?
11% 10%
14%
7%
40%
5%
3%
10%
0 10
20 30
40 50
60 One Two Three Four Five Six Seven None, I'm not
a regular
transit rider
Number of Respondents
11% 10%
33%
46%
0 10
20 30
40 50
60 Less than 1 year 1 to 2 years 3 to 4 years 5+ years
Number of Respondents

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Community Survey – Why do you ride transit?
48%
23%
16% 16%
12% 11%
3%
0 10
20 30
40 50
60 70
80 I don't own a
vehicle
Transit is
convenient
Transit saves me
money
Avoid traffic
congestion
Parking is not
convenient
Someone else in
my household
uses the vehicle
Other (please
specify)
Number of Respondents

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Service Satisfaction
As with the on-board survey, the community survey respondents were also asked to rank their level of satisfaction for various aspects of MBL service, including reliability, service span, coverage, days of service, and service frequency. In general, survey respondents were highly satisfied with MBL service with at least 56% of respondents ranking all aspects of service as either good or excellent and at least 88% of respondents ranking all aspects of service as acceptable, good, or excellent.

The areas with the lowest level of satisfaction include reliability of service and hours of service.

These represent the areas with the highest potential f or improvements by increasing travel times, reducing on-time performance issues, and extending service span later in the evening.

Community Survey – Satisfaction with MBL Service
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Frequency of service
Days of service
Areas served
Hours of service
Reliability of service
Excellent Good Neutral Poor Very poor

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Open-Ended Comments
Survey respondents were given the opportunity to provide open-ended comments throughout the survey. The verbatim comments from the survey. When asked to identify any places that MBL should serve that it does not today, the most common responses included:
▪ El Monte
▪ East Los Angeles
▪ Downey
▪ Pico Riviera Plazas and Libraries
▪ Citadel Outlets
▪ South Pasadena Metro Station
When given the opportunity to provide any other open-ended comments or suggestions for improving MBL service, common themes included:
▪ Later evening service on Whittier Blvd
▪ Improve reliability and reduce wait times
▪ More frequent service on Lines 30, 50, and 70
▪ Operate Sunday service on Route 50

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Respondent Demographics
As with the on-board survey, the community survey included a series of questions regarding respondent demographics, including household income, age, employment status, as well as race and ethnicity.

Household Income
The household income reported by the community survey respondents was notably higher than for the on-board survey, with 42% reporting $55,000 or more per year. An additional 40% reported earning less than $25,000 per year.

Community Survey – Respondents’ Annual Household Income Less than $15,000
25%
$15,000 to $24,999
15%
$25,000 to $34,999
10%
$35,000 to $54,999
8%
$55,000 to $75,000
29%
More than
$75,000
13%

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Age
When asked to report their age, 41% of respondents indicated they were between 35 and 44, while 20% were 18-24 and 15% were 45-54, and 12% were 25-34. Relatively few reported being over 54, with 8% between 55 and 64 and 4% 65 or older.

Community Survey Respondents’ Age
18-24
20%
25-34
12%
35-44
41%
45-54
15%
55-64
8%
65+
4%

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Employment Status
When asked their employment status, 58% of respondents indicated that they were employed part-time or full-time, 22% reported being unemployed, and the remaining 20% reported either being retired, a volunteer, or a homemaker. When asked whether they work on evenings or weekends, 44% of respondents indicated that they work on evenings, later than 9:00 p.m., and 60% reported working on weekends.

Community Survey Respondents’ Employment Status
Community Survey – Do you work evenings after 9:00 p.m. or weekends? Employed full time
45%
Employed part time
13%
Homemaker
9%
Not currently
employed
22%
Retired
7%
Volunteer position
4%
44%
60%
56%
40%
0 10
20 30
40 50
60 70
80 Evenings Weekends
Number of Respondents
Yes No

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Race and Ethnicity
Most respondents (57%) reported identifying as Hispanic or Latino. When asked to identify their racial identify, 53% of respondents identified as White or Caucasian, 11% as Asian, 6% as Native American or Native Alaskan, and 2% each as Hawaiian/Pacific Islander and Black or African American. Additionally, 26% of respondents selected other with the most common responses including Mexican, Hispanic, and Latino.

Community Survey – Respondents’ Race
Community Survey – Do you identify as Hispanic or Latino? African
American/Black, 2%
Asian, 11%
Caucasian/White,
53%
Hawaiian/Pacific
Islander, 2%
Native American
Indian or Native
Alaskan, 6%
Other (please
specify), 26%
Yes
57%
No
43%

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Stakeholder Engagement
Two stakeholder meetings were held on October 21, 2021, and included representatives from educational institutions, community based and service organizations, major employers, school districts, and other stakeholder organizations in Montebello and neighboring cities. The list of stakeholder organizations that attended one of the two sessions include:
▪ The Shops at Montebello
▪ Montebello – Unified School District
▪ City of Montebello, Parks Department
▪ City of Montebello, Senior Programs
▪ Montebello Lions Club
▪ Beverly Hospital
▪ Los Angeles County Library
▪ YMCA Montebello – Commerce
Each session began with a presentation that included information on project background, key findings from the existing conditions analysis, and highlighted opportunities for engagement throughout the project. Following this presentation, stakeholder representatives encouraged to participate in a discussion regarding what is working well for MBL, how MBL can improve, and what aspects of service are most important. The key themes and takeaways from these discussions are summarized in the following table.
▪ A need for improved information and wayfinding
▪ A need for later evening service to meet more trip purposes ▪ There are opportunities to improve connections with other regional services

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Stakeholder Interview Discussion Themes
Theme Comments
Destinations ▪ Partnerships with other transit hubs - for example connecting to Norwalk Green Line.
▪ Connecting people to community services.
▪ Connect parks and public spaces with fixed route between schools and parks.

Reliability ▪ Buses being on time is very important to these bus riders.

Span of Service ▪ Need for later service to account for people that have late work shifts.

Real-Time Information ▪ Kiosk with bus schedules at key destinations or QR codes to get more information.
▪ Digital divide makes it harder to track information on the web or from an app.
▪ Could we have a scrolling video screen of bus times.

Rider Education/Information ▪ People are not aware of how to use the bus and how to get to the bus.

Approximately 30% of the questions received by The Shops at Montebello are regarding MBL and how to find the bus stops. Tells them they are not sure how to travel and use the buses.
▪ There is not good advertisement to where the bus goes and destinations you can reach.

Bus Stops ▪ The high number of stops is good for the community. ▪ City does not respond to repair requests for lighting or graffiti removable. ▪ Bus stop maintenance is lacking.
▪ Bus stop improvements needed to provide better protection against natural elements.

Website and Digital Outreach ▪ Website is difficult to navigate. ▪ Live tracking on the website and more real-time information at bus stops would be helpful.
▪ Consider technology limited users (Seniors) and ADA compliant on-site notifications.
▪ Utilize social media to raise awareness of bus lines. ▪ Include more graphics when sharing resources.

Image ▪ Clean exterior of buses.

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Phase II Outreach (Spring 2022)
Virtual Public Meeting
Two virtual public meetings were held during Phase II of public outreach, the first was aimed at the entire Montebello Bus Lines system and the larger community and the second was targeted toward service changes proposed in the City of Pico Rivera specifically.

The first meeting was held on Thursday, March 17, 2022 from 6:00 – 7:00 pm. The meeting included simultaneous Spanish interpretation on Zoom. A total of 17 people participated in the meeting. The meeting began with a presentation on the study, existing conditions, proposed changes and was followed by a question-and-answer session. A recording of this meeting was uploaded to the city’s YouTube channel in both English and Spanish and has received over 115 views. Questions focused on proposed route changes and impacts to existing bus stops.

The second meeting was held on June 6, 2022 at 6:00 pm and was specifically advertised to the Pico Rivera community and El Rancho Unified School District. The meeting was advertised through direct invitations to stakeholders, social media posts, updates to the project website, and flyers posted onboard vehicles and at bus stops. Attendance varied throughout the course of the meeting with approximately 12-16 attendees present at any given time.

The virtual public meeting included a presentation from the project team detailing the project background and timeline, key findings from the existing conditions evaluation related to Line 60, updates to the proposed service change, and an open discussion between the project team and community meeting participants. The project team received comments from 11 different attendees, including:
▪ Six members of the community
▪ One board member from El Rancho Unified School District ▪ Four representatives from the City of Pico Rivera
Common themes from these questions and discussions included:
▪ Concerns about access to El Rancho High School following state mandate for later start times in Fall 2023
▪ Questions on implementation timeline and potential for a Title VI Equity Analysis associated with the service change
▪ Concerns regarding a lack of alternative transportation options in the City of Pico Rivera ▪ Questions regarding alternative funding mechanisms to continue providing this service Following the Pico Rivera Public Meeting, representatives from the City of Pico Rivera requested additional details regarding the decision-making process, Title VI requirements, community survey data, project timeline refinements, and detailed historical operating characteristics. This technical memorandum provides responses to several of these requests, however additional follow up and analysis may be required to directly respond to all supplemental requests made by the City of Pico Rivera.

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Pop-Up Events
The project team hosted two pop up events, East Los Angeles College from 11:30 a.m. to 1:30 p.m. and Shops at Montebello from 3 p.m. to 5 p.m. on March 15, 2022. The project team spoke to approximately 25-30 attendees per event about the project and encouraged visitors to the booth to take the community survey as well as take part in an interactive exercise. The interactive exercise asked attendees to provide feedback on the proposed service changes in addition to how Montebello Bus lines should invest in
better bus service in the future. Listed are topics
selected by attendees:
▪ More frequent service during peak hours
▪ More frequent service during midday
▪ Earlier service
▪ Later service
▪ Weekend service on all lines
▪ Service to new areas
▪ More express / limited stop service
▪ Faster service / busses running on time
Online Community Survey
A second set of online community surveys were available from February 28, 2022 until April 8, 2022 and received 512 responses, split between five surveys, from 147 unique respondents.

These surveys were advertised using MBL and City of Montebello social media channels, direct messaging to stakeholder groups, and through physical flyers posted at key bus stop locations and onboard vehicles. This surveying effort involved five unique surveys that were divided by sub-area within the MBL service area, including:
▪ Montebello / Pico Rivera
▪ Whittier / La Mirada
▪ West San Gabriel Valley
▪ Downtown Los Angeles
▪ General Comments
Survey respondents were asked to identify how strongly they supported or opposed service changes in each of the four sub-areas, along with several other questions regarding service usage and improvement priorities. Respondents were also given several opportunities to provide open-ended comments on specific service changes or other aspects of the project.

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Service Change Support
When asked how strongly respondents supported or opposed certain service changes, each sub-area received varying levels of support.

Montebello / Pico Rivera
The Montebello / Pico Rivera sub-area received a mixture of support and opposition, with 45% indicating support and 44% indicating opposition. Common concerns identified in the open - ended comments included additional transfers and longer travel times related to splitting the Line 50 into two lines and a desire for a better transfer location between Line 70, Line 50, and Line 55.

Montebello / Pico Rivera Preliminary Service Change Support Strongly
Oppose
32%
Somew hat
Oppose
12%
Undecided
11%
Somew hat
Support
14%
Strongly
Support
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

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Whittier / La Mirada
The Whittier / La Mirada sub-area received a much lower level support than the other subareas, including 32% supporting the changes and 63% opposing them. Common concerns included additional travel time and burdens associated with shortening Line 10 and replacing with the new Line 55, as well as concerns about removing service to La Mirada, particularly at Whittier Union High School, Cal High School, and Biola University.

Whittier / La Mirada Preliminary Service Change Support Strongly
Oppose
49%
Somew hat
Oppose
14%
Undecided,
6%
Somew hat
Support
13%
Strongly
Support
19%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

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West San Gabriel Valley
The West San Gabriel Valley included high levels of support, with 79% of respondents indicated support for the service changes and 18% indicating opposition. This included strong support for the proposed extensions of Line 10 to Cal State Los Angeles and Line 30 to the South Pasadena Gold Line Station. Other comments requested higher frequency service on Line 30 and to consider extending Line 20 to reach the Sierra Madre Gold Line Station.

West San Gabriel Valley Preliminary Service Change Support Strongly
Oppose
16%
Somew hat
Oppose
2%
Undecided
2%
Somew hat
Support
17%
Strongly
Support
62%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

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Downtown Los Angeles
The Downtown Los Angeles sub-area received a mixed level of support with 45% indicating support for the changes and 41% indicating opposition. The primary concern associated with this sub-area is the shortening of Line 50 to LA Trade Technical College which would require a transfer to reach the core of Downtown Los Angeles.

Downtown Los Angeles Preliminary Service Change Support Strongly
Oppose
27%
Somew hat Oppose
14%
Undecided
14%
Somew hat Support
15%
Strongly
Support
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

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Stakeholder Engagement
One small group stakeholder meeting was held on March 10, 2022, and included representatives from cities, transportation agencies, community based and service organizations, major employers, school districts and other stakeholder organizations that serve and represent populations in Montebello and the surrounding area, including:
▪ City of Whittier
▪ Norwalk Transit
▪ LA Metro
▪ YMCA
▪ Rio Hondo College
The main theme of the stakeholder meeting was that the route changes being implemented to the bus lines will have a significant impact on the community. The stakeholders agreed that it is crucial to perform meaningful community outreach to the riders of the Montebello bus l ines so that their voices are heard regarding the new changes. Below is a summary of comments made by participants in the meeting.

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Destinations
▪ Creating a partnership with Cal State University of Los Angeles could provide the opportunity to create a bus hub station.
▪ Partnerships with other transit hubs – for example connecting with the Whittier Depot.

Digital and Public Outreach
▪ Opportunity to reach new stakeholders in low-income communities to gather insight on their transit needs.
▪ Utilize flyers to raise awareness of bus route changes affecting school districts – for example informing the Montebello School District of the proposed changes on Line 70. ▪ Will be asking the community what they think of new route changes, and where they want there to be more service.
▪ It is important to reach out to ELAC students and students / underserved populations for input.
▪ It is important to utilize social media platforms popular amongst young people to reach out to the younger population.

Bus Stops
▪ Display bus numbers for transit riders.

Reliability
▪ Buses being on time is especially important for commuter bus riders.

Span of Service
▪ Provide late-night services.
▪ Service should run more frequently in the early morning and mid-afternoon for students (peak school drop off and pick up times).

Connectivity
▪ It is difficult to make a connection to a bus going to Downtown Los Angeles from LA Trade Tech.
▪ Creation of the proposed Line 55 would be beneficial due to its near connection to Line

50. ▪ Connecting Line 30 to the Gold Line is a convenient and great connection. ▪ Splitting up Line 50 takes away a one-seat connection to LA for people at Whittier Whittwood Town Center, which is currently being redeveloped to include 1400+ new units.

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Phase I Online Survey
New Places to Serve
Are there any places that MBL should go that it does not go today? Anahiem
At the moment I can't think of any places.

Cal State LA and Rio Hondo College. These are both commuter colleges that should have dedicated bus lines to get there.

Citadel Outlets
Direct to Union station or direct to gold line stop.

Downey
El horario se tarda mucho en pasar
El Monte
El Monte Station should be ideal.

From 4th street Montebello to Superior Grocers
Front of metro
further into east la, it would prevent me having a 15 minute walk before going to school I really would wish it could make its way up the hilly area on maple Avenue—it’s the heights area. If I desired to go downtown I would have to go down a steep decline and to come home I practically need to HIKE up the hill from Beverly
i’m not sure if it takes you to the citadel but i would say the citadel In my opinion they go to all the places I usually go to.

It covers most of the areas.

La Habra
La puente
Lakewood Boulevard or the North Lakewood Park and Ride in Downey, South Whittier Las tunas
Legg Lake
Montebello buses to go to El Monte station
Monterey park Market place
More Bus Stops in Pico Rivera
More Pico Rivera and Library stops
more stops in Pico Rivera Plazas & Libraries
No. Keep the existing lines.