Trolley Operations Services
City of San Clemente | 2024 RFP | May 31st, 2024
ATTACHMENT 4
One Financial Plaza
Fourteenth Floor
Hartford, CT 06103
P: 860.522.7641
F: 860.524.8249
lazparking.com
1. COVER LETTER
May 31st, 2024
City of San Clemente
ATTN: Fatana Temory, Management Analyst Public Works
Department
910 Calle Negocio, Suite 100, San Clemente, CA 92673
RE: 2024 RFP, Trolley Operations Services
Dear Fatana Temory, Management Analyst,
On behalf of the entire LAZ Transportation family, our local Southern California team, and our National Transportation Services group, we are honored to present the enclosed proposal to operate City of San Clemente Trolley Operations Services. We are very grateful for the opportunity to participate in this process and guarantee, that should LAZ be fortunate enough to continue as your transportation partner for this project, we will bring the same customer-centric and dedicated management oversight we have delivered to the City of San Clemente over the years.
LAZ and its management team understands the scope of work for this project and has ensured the following in this proposal:
• Project Specific Details
• General work Program / Core Competencies
• Quality Budget Control
• Hiring Process
• Staff Breakdown
• Cost Proposal
We have read and understood all the terms and conditions set forth in the Request for Proposal documents, as well as the information presented in the Questions and Answers document posted as well as the 3rd Amendment. We are compliant. We have been authorized to bind LAZ Transportation to this proposal and contract, if awarded.
Should LAZ Parking’s proposal be accepted, we agree to enter into a contract under the terms and conditions as set forth herein and this proposal will be valid for a period of ninety (90) days.
One Financial Plaza
Fourteenth Floor
Hartford, CT 06103
P: 860.522.7641
F: 860.524.8249
lazparking.com
Our services, methods, and technology solutions support our municipal clients by helping them realize dramatically increased customer service, lower operational costs, a quality-maintained fleet, and greater public confidence in transportation management services. We are excited to continue our partnership with The City to operate its Trolley Operations Services and to share its success.
By partnering with LAZ Parking, the City of San Clemente will receive:
• A safety focused professional team with extensive
transportation experience
• A large resource base of support – locally and nationally • Unmatched technology and fleet maintenance experience • A transparent reporting and management style
• A customer first attitude and a clear understanding of performance management
• A strategic alliance with a vision to collaborate on initiatives, services, and technology
In closing, we want to say thank you once again for the opportunity to present this proposal. We are hopeful that we will be afforded the privilege of continuing our long-term and successful partnership operating the Trolley Operations Services for many years to come.
Local Office
LAZ Parking California, LLC
949 South coast drive
Costa Mesa, CA 92626
(949)616-4237
[email protected]
Sincerely,
JARED SVENDSEN PAULA HENRY
Senior Vice President,
Southwest Region
Vice President,
Transportation Services
757 Union Street 1200 Wilshire Blvd, Ste. 100B
San Diego, CA 92101 Los Angeles, CA 900171
C: (619) 261-7622 C: (747) 254-9400
[email protected] [email protected]
Trolley Operations Services
Table of Contents | 2024 RFP 1
TABLE OF CONTENTS
2024 RFP
City of San Clemente
Trolley Operations Services
1. Cover Letter.......................................................................................................................1 Table of Contents ..................................................................................................................1 Executive Summary ...............................................................................................................2
2. Project Understanding & Work plan....................................................................................4 A. San Clemente Project Specific Details.....................................................................................4 B. General Work Program / Core Competencies, Quality & Budget Control, Hiring Processes and Staffing Breakdown................................................................................................................5 Core Competency 1: Culture .........................................................................................................6 Core Competency 2: Performance .............................................................................................13 Core Competency 3: Fleet Efficiencies.......................................................................................23
3. Project Organization, Key Personnel & Staffing................................................................27 Staffing Plan & Organization Chart.............................................................................................27 Local & Regional ..........................................................................................................................27 Proposed Organizational Chart For The City Of San Clemente.................................................28 Meet The Team............................................................................................................................28 National Support..........................................................................................................................30
4. Related Experience ..........................................................................................................32 City of Dana Point, CA .................................................................................................................32 City of Laguna Beach, CA............................................................................................................33 California State University Long Beach ......................................................................................34
5. Cost & Cost Proposal .......................................................................................................35
6. Statement of Compliance.................................................................................................37 Trolley Operations Services
Executive Summary | 2024 RFP 2
EXECUTIVE SUMMARY
This executive summary provides a concise overview of LAZ Transportation and our tailoredmade strategy, designed to enhance The City of San Clemente mobility experience. This plan includes identifying opportunities to streamline operations through technology and our decades of expertise serving similar municipalities.
LAZ is excited to present forward-thinking solutions that not only meet the requirements outlined in the request for proposal but also provide San Clemente industry-leading enhancements to the customer experience, while maintaining a reliable and innovative transportation operation.
We believe in the power of curiosity and collaboration, and we are confident that our proposal will set the stage for a mutually beneficial partnership. The following is a strategic roadmap that aligns with the University’s objectives and enhances operations.
LOCAL FOCUS, REGIONAL LEADERSHIP, NATIONAL SUPPORT. One of our key strengths is the ability to make decisions and manage operations on a local level, while calling on the operational expertise, financial support, and dedicated teams of our corporate office when needed. This ensures that clients receive boutique attention and a customized approach to their operation. We’re committed to making leadership available for regular meetings with the City.
COMPREHENSIVE APPROACH TO MOBILITY PLANNING. As a full-service mobility provider – encompising transportation, LAZ’s forward-thinking operational approach creates an efficient and accessible mobility ecosystem. This holistic planning methodology ensures that the transportation systems complement each other, creating a safe environment, establishing a seamless customer journey, and promoting planning efforts.
EMPLOYEE RETENTION & HIRING. We understand the challenge of hiring and retaining experienced and engaged staff. We have a dedicated group of Talent Acquisition Specialists who continuously recruit the best and the brightest. Additionally, as a people-first organization, we also promote from within, giving team members the opportunity to grow their careers with LAZ.
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COMPREHENSIVE TECHNOLOGY PLATFORMS. We provide world-class technology platforms that manage passenger data, service performance, driver behavior, management engagement, safety compliance, fleet maintenance and asset longevity.
The platforms also offer cameras, passenger applications, and real time location of buses. The integration and tracking of service performance and key performance indicators allows for a transparent view of the service for all parties involved. A comprehensive suite of customized reports is a valuable tool for the successful management of the contract.
SYSTEMIC RISK MANAGEMENT APPROACH. As an organization with robust procedures, we have a comprehensive strategy to mitigate safety, financial, and reputational risks.
As a result of risk identification, scenario analysis, business continuity and disaster recovery planning. Collaboration, transparency, and continuous training, we ensure the stability of our operations through a reduced risk profile.
ENVIRONMENTAL, SOCIAL, AND GOVERNANCE (ESG). LAZ launched its ESG program in 2022. Created to ensure that our employees have access to diversity programs, wellness initiatives, and operational excellence procedures. The program is designed to build value for our clients through DBE partnerships, multi-faceted facility use, & technology optimization.
DIVERSITY, EQUITY + INCLUSION (DE+I). Launched in 2020, LAZ’s DE+I program (See Attachment 1) is grounded in the belief that inclusive and supportive work environments attract top talent, foster innovation, and enhance employee engagement. Embracing DE+I reflects LAZ Transportation’s commitment to social responsibility and ethical leadership.
This collaborative effort will ensure that San Clemente has the resources of a proven, experienced mobility organization that can provide an operational approach. LAZ Transportation would welcome the chance to discuss our proposal in detail, addressing any questions or concerns, and work closely with the San Clemente to cultivate a mutually beneficial relationship.
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2. PROJECT UNDERSTANDING & WORK PLAN
A. San Clemente Project Specific Details
The City of San Clemente is the southernmost city in Orange County and known for its surf breaks, great summer weather and white sandy beaches. The booming city attracts tourism from many other cities in and outside of Orange County.
In 2017, the program started with three trolleys on the Red Line, and in subsequent years, two more trolleys were added to the service, becoming the Blue Line. LAZ proved to be an efficient partner complying with the OCTA ridership requirements as necessary for The City to receive reimbursements from OCTA via Project V. We provide ridership data to The City in various formats that were accepted by OCTA; which included: Ridership by Hour, Ridership by Vehicle, Ridership by Stop and average ridership per hour.
Our first year, the requirement was to maintain a minimum of 5 riders per hour and 10 riders the year after, which we met with no difficulty. The trolleys had an immediate benefit to The City, its visitors, businesses and the community from the start and the Trolley Program has grown into a vital program for the city, its residents, and visitors.
We added GPS tracking so that riders can have clear visibility of the location of each vehicle which results in an improved rider experience and easier trip planning.
In 2023, on a 10-day notice, LAZ was asked to provide two ADA shuttles and drivers to service a new route called the Green Line that ran seven days a week mirroring the red and blue routes.
LAZ has proven its flexibility to provide high quality service as requested by The City.
In our eight-year history we have never missed a trip and have no history of any major accidents or major complaints.
Every summer we are challenged with staffing the summer program and we have always met the operational needs and our contractual obligations. After COVID, staffing was especially Trolley Operations Services
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difficult with a nationwide shortage of drivers and LAZ was again successful in recruiting qualified, professional drivers that met the expectations of The City and LAZ.
Part of this program's success can be attributed to the cohesiveness of the other Trolley Programs in the neighboring cities that LAZ also run. The fact that LAZ Parking also has those accounts translates to better service for our riders. Trips can be easily planned with a one-stopshop type program that unites the cities and their various communities. This cohesiveness also allows for our riders to get real time information throughout the South County cities that LAZ also operates.
Due to this cohesiveness, we aligned and synced schedules with Dana Point to reduce wait times.
LAZ is committed to continue providing services to the Red, Blue and Green Lines on the schedules provided by the city.
B. General Work Program / Core Competencies, Quality & Budget Control, Hiring Processes and Staffing Breakdown
Service Goals
Service Solutions
Service Expectations & Results
The general approach and plan for The City of San Clemente operation will be focused on our core operational competencies, which are the most important attributes to the success of our trolley operations. These competencies have three components that provide the foundation for a safe, effective, and efficient operations plan.
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Core Competency 1: Culture
Our most important asset is our people. Therefore, one of the most important components of the LAZ Transportation Trolley Operations Plan starts with the selection of the management team and all other team members. In the Employee Recruiting and Training Program section, we describe the hiring process, training programs, retention and building morale programs and benefit programs, with safety and service at the forefront of training and operations. To ensure that we are hiring and retaining the best employees, we have developed an extremely comprehensive program for employee recruitment, selection, training, motivation, and development. We will provide San Clemente with employees who will successfully perform their jobs. LAZ believes that it is critical for frontline employees to have strong communications skills, demonstrate professionalism and courtesy.
At LAZ, Customer Service is not just a buzz word; it is a total commitment to excellence that is woven into every area of the company’s operational methodology. From the way we hire & train our employees to how we maintain our modern fleet to compassionate treatment of our customers & clients, LAZ has always been “Driven to Excellence.”
1. The LAZ PACT
This LAZ PACT (Practicing Accountability Coaching and Training) is designed to assist all staff in making sound decisions and judgments while driving, or in the shuttle. In order to perform up to the standards of LAZ and our clients, the following material must be understood completely.
Vision
San Clemente is a unique account offering challenges;
however, these challenges offer an opportunity to grow
as an employee and as a person. While challenging,
working for San Clemente is a privilege, and it should be looked at as such.
Values
Respect, Commitment to People, Honesty, Integrity, and
Trust.
Practices
Sharp and On Time, Get 100% performance, and Clean &
Safe
Standards of Behavior
Actively looking for ways to help people, effectively communicate customer requests to prevent multiple/repeated requests from the customer, be efficient and organized, personalize the interaction in any way and engage the customer as individuals. Maintain a gracious tone and pace throughout the interaction, avoid slang and excessive use of phrase-fragments, make eye contact and keep focus on the customer. Save energy and time by taking less steps, create less Trolley Operations Services
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stress by being in control of the situation and working proactively. Always smile, never, ever give up and before your shift, always be prepared (ABP) with the proper tools. We would work closely with you to ensure that the service LAZ is providing at the trolley operations is meeting or exceeding your goals to provide premier customer service through operational excellence.
2. General Hiring Process
Recruiting & Hiring Process
We understand that the service we provide begins and ends with our front-line employees and how well we train and support them. Therefore, the recruitment process is especially important to ensure we are hiring the team members that will make a difference.
Pre – Employment Process
LAZ has a comprehensive pre-employment screening program in place to make sure that only the most qualified candidates are chosen for employment. Pre-employment screening is an effective risk management tool that promotes a safe workplace by helping to limit the uncertainty inherent in the hiring process.
Current Hiring and local Process
Every summer, LAZ invests significant resources to retain the personnel already in this system.
Our initial and future recruiting efforts will focus on cultivating a workforce that represents the community it serves.
Background Checks
All candidates for employment, prior to receiving an employment offer, must successfully pass a criminal background check. Candidates must also pass a pre-employment drug test.
Third-Party Background Checks
LAZ uses the services of American Background Information Services, Inc., to perform background checks (including criminal record searches, credit history and motor vehicle record searches) on all prospective driver candidates. Screening of all management-level candidates, including supervisors, specifically covers criminal records, credit violations, motor vehicle driving infractions, educational credentials and prior employment.
Pre-Employment Drug Tests
Pre-employment drug testing is required of all candidates for employment.
Initial Feedback
An employee’s first 90 days are carefully monitored by the manager. The employee is shown an initial review, which addresses work habits, appearance, paperwork, customer contact and onthe-job performance. All new employees are given a comprehensive evaluation after 90 days.
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Orientation
LAZ provides a robust orientation and training program upon hire for employees that is listed in detail starting later on this page.
Post-Employment Education
LAZ also has a “Post-Employment Education” program which instructs line level employees and managers on developing skills necessary for advancement within the company. Formal classroom setting courses are offered, and employees must accumulate course credits to be considered for promotion. Examples of some of the courses that LAZ offers:
• GET 100
• Loss Prevention
• How to Become a Better Manager
• Property Safety
• Motivating Your Employees
• Time Management
• Effective Communication
• Business Ethics
Proactive Hiring & Continuous Hiring
Our local HR team is continuously recruiting and on-boarding to ensure staff fills any turnover.
This allows us to have a large pool of candidates readily available to fill shifts. This proactive strategy mitigates the risk of being short-staffed due to turnover.
3. Shuttle Specific Training Programs
All shuttle locations have an assigned driver trainer who is responsible for the training program.
This program was designed to be adapted to include the training requirements of each clients.
This training explicitly trains our staff in every aspect of safe driving. These are participatory, engaging sessions that include extensive materials for trainers (discussion guides, facilitator’s guides, etc.), a detailed instructor’s manual and driver workbooks for practice and comprehension. Quizzes and assessment tests are used to document performance and learning, and there is a thorough final driving evaluation. Based on assessment performance, drivers are entered into our full New Driver Training program which includes:
• 4 hours = Orientation
• 4 hours = Company-Specific Training
• 8-hours classroom = 4 hours Defensive Driving and 4 hours Safety Training • 24-40 hours = Behind the wheel driver training (depending on experience) LAZ understands the success of the City of San Clemente Trolley Service is highly dependent on the drivers effectiveness on their assigned routes. Therefore, in addition to the training outlined above, the drivers dispatched to the City’s service are required to complete route specific training. Providing this supplementary training ensures our drivers are prepared to handle challenges they may encounter while on route (i.e. traffic, closures, road incidents, etc.).
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New Driver Training
Get Started – LAZ Policies and Expectations: Drug and Alcohol Policy, Mobile Phone and Seat Belt Use. Random Drug Test Program, Distracted Driving and Artificial Intelligence (A.I.) Camera Integration, Accident Policy and Reporting, Bloodborne Pathogens, Facility Tours, Know Your Vehicle – Overview, Components, And Operation, Your Vehicle, Your Responsibility – Proper Inspections, Maneuvering Your Vehicle Basics, Maneuvering Your Vehicle Intermediate.
Maneuvering Your Vehicle – Defensive Driving, Elderly Customers and Customers with Disabilities. The Professional LAZ Driver, Standards of Behavior, Passenger Relations, Communication Skills and Overview of the Professional Driver.
Experienced Driver Training
The LAZ Way, Understanding Your Vehicle, I See You – You See Me! Mirrors, Blind Spots, And Mirror Alignment, The Professional LAZ Driver.
Budget Control
LAZ understands how critical it is to stay within the city’s budget that is directly tied to the Project V program through OCTA. We will continue to operate in a fiscally responsible manner and not deviate from the approved cost of the project without prior written approval from the City.
Bilingual Language Skills
LAZ understands the diverse nature of both the workforce and the ridership of San Clemente.
As such, LAZ strives to plan for/prioritize their accommodation as needed.
Defensive Driving for All Drivers – Decision Driving
The Five Principles of Decision Driving: Expand Your Look Ahead Capacity, Get the Birds Eye View, Signal Your Intentions Early, Plan an Escape Route and Take Decisive Action. The result of our detailed approach is a professional LAZ driver who can be trusted to make the best available decisions while operating their vehicle. These decisions include vehicle control skills that enable us to provide a safe transportation environment, as well as skills to properly address a passenger’s needs both, tangible and intangible during their journeys.
Americans with Disabilities Act and Passenger Sensitivity Training LAZ recognizes that some customers are people with disabilities. To ensure our Drivers have knowledge and understanding of the wide range of abilities of passengers and the best methods to interact with and assist them, LAZ includes a comprehensive ADA and passenger assistance training program for Drivers.
Approach to Passenger Safety & Compliance with ADA Laws Our Recruiting Managers look for compassion as the number one trait in potential new employees, as we take the responsibility of providing excellent transportation service for our passengers very seriously. To ensure the safety of our passengers during transport, we utilize the strictest ADA standards in the industry for pre-screening and training of all our personnel.
Below are selected excerpts from our training and operations manual with regard to ADA compliance and wheelchair safety:
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• Wheelchair Safety
• Lifting
• Alighting
• Maintenance of Accessible Features on Vehicles
• Safety Monitoring
In-Service Training
During the latter portion of training, trainees drive the trolley routes and are expected to follow the same procedures as graduated Drivers. This includes, at minimum, driving under the immediate supervision of a Behind the Wheel trainer. This provides the new driver the opportunity to experience customers, maintain a schedule, with an experienced Driver on-board to assist and evaluate. Trainees are tested frequently on their knowledge of operational policies and procedures.
Training Documentation
LAZ requires the Training Manager to be responsible for maintaining proper documentation of the training received by each employee and the satisfactory completion of each module. The training log will be the source document used to record trainee attendance, hours of instruction and coursework completion. A training certificate is presented to each successful trainee with a copy of the certificate going into the employee’s record.
First Year Training and Refresher Training
The training program does not end with the last day of the training schedule. As part of the company training program, LAZ has instituted Driver safety monitoring to measure the success of our training program and to determine the need for further training in specific areas. Safety monitoring of drivers is accomplished by supervisors who ride along with the driver and monitor their safety habits. All drivers are evaluated at least once during their first six months of employment. Each employee meets annually with a management employee to review performance and discuss potential improvements to the operations.
4. Service Level Monitoring & Customer Feedback
We empower all staff to handle consumer service problems. Responsibility for consumer feedback is in the duty statement of all employees, supervisors & management. The General Manager or their designee reviews all customer feedback, resolutions & any unresolved problems. Customer feedback can be provided to us in a variety of ways: Our Website, Customer Feedback card, Customer Service Hotline, Suggestion Boxes and In Person at our management office.
All employees are expected to listen courteously to customers’ feedback and concerns and do what they can to correct the deficiencies. When an employee receives customer feedback, regardless of its nature a “Customer Feedback Form” should be initiated. If the employee is able to resolve the matter, then the “Customer Feedback Form” should be completed & given to the Supervisor or manager on duty for review & follow-up.
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Where employees are unable to resolve the problem, they ask the customer if they would like to speak with a supervisor or manager on duty to further assist them with their concerns. If the customer says no, the employee continues to try & resolve the problem. If the customer says yes, the employee immediately contacts a supervisor or manager on duty to expedite the matter & informs the customer that <name>, who is <position> at LAZ will be assisting them further with their concerns.
The “Customer Feedback Form” is then passed to the attending supervisor or manager for review & completion. If a supervisor or manager is not immediately available the employee will notify the customer that <name>, who is <position at LAZ> & is responsible for customer service concerns, will contact them within 24 hours to discuss their concerns. The employee will place the “Customer Feedback Form” in the designated mailbox to be followed up immediately by the supervisor or manager once they become available. All “Customer Feedback Forms regardless of status will be passed to the operations manager no later than 48 hours after initiation. The operations manager will review & follow-up when necessary.
Secret Shopper Service
Trendsource, our third party “Secret Shopper Service,” audits the trolley experience and evaluates each of our operations. The shopper evaluates the ticketing procedure and tickets themselves, the cashier in terms of appearance and customer service, and the cleanliness of the facility. A report is generated and sent to Senior Management who then pulls the ticket to ensure proper ticketing procedures were followed and the transaction was accurate. Based on the other aspects of the shopper’s report any necessary actions should be taken. Some of the highlights of our mystery shopping service include ratings for: Greeting, Eye Contact, Name Recognition, Impressing the Rider, Pick Up / Drop Off Times, Driving Habits, Claims Prevention, Appearance and Professionalism, Safety and Security and Cleanliness of trolleys. We will share all results with San Clemente. This allows us consistent feedback which in turn leads to Outstanding Performance. The unbiased feedback we receive through this program also enables us to recognize our People & Reward them for providing exemplary Service.
Customer Surveys
While the City uses their own survey as approved by OCTA, we usually do customer surveys as well. We developed it using best practices in the transportation industry, as well as other service industries. We’re happy to provide additional surveys if requested.
Online Complaint Process
Customers can also report a concern online at our website at: www.lazparking.com. LAZ views customer complaints or issues as an opportunity to “exceed our clients’ & customers’ expectations.” While we constantly try to keep customer complaints to a minimum, it is not possible to interact with the public hundreds or thousands of times each day and not have an occasional unfortunate issue arise. All complaints are recorded in an operational logbook which is available for review by our management and client at any time. This logbook serves as an aid to management that allows for identification of any recurring complaints in order to implement a more lasting solution or develop additional training programs for the staff in order to mitigate similar issues that may occur in the future.
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Patron Claims and Complaints
We promptly investigate and resolve all claims and complaints about service, damage, accidents, etc. We will furnish the City with a copy of the complaint or claim, documentation of its investigation, and a written response resolving the complaint or claim. Maintain a computer database of compliments, complaints and claims that shall be made available to the City upon request. Our Quality Assurance Database collects detailed information while providing many advantages over manual systems. From the database, we can generate reports, transfer reports to management electronically, trigger automatic follow-ups, collect statistical information, track action taken, etc. allows us to monitor our progress of training customers & employees in equipment use so we can determine & schedule staffing levels accurately. We maintain all complaints or issues related to the transportation operation in the Database for a period of three years or as otherwise may be requested Client. This database allows LAZ to monitor our progress in training customers & employees in equipment use so we can determine & schedule staffing levels accurately. We would work with San Clemente to put together a customized customer complaint resolution process that will include electronically trackable communication with all complaints within a defined timeframe.
5. Employee Motivation & Recognition
Our people-first mindset and service-focused philosophy differentiates us from other transportation companies. LAZ 's continued growth, success and service to our clients are the result of living this mission. We call all of this "The LAZ Way" and it includes our mission, our values, and our daily practices. At LAZ, investing in our employees is one of our highest priorities, including motivation tools such as LAZ Connected, a seasonal company newsletter, company parties, bonus structures and other morale boosting programs. These programs are constantly evolving and are imperative in motivating employees to deliver the highest level of service to your customers.
• Annual Awards and Recognition
• Diversity and Inclusion Commitment
• Employee Assistance Program
• Employee Referral Programs
• Feel Good Friday
• Fitness Challenges
• Health & Resources
• LAZ U Management Program
• Mental Health
• Mentor Program
• Movement Monday
• Professional Development
• Internal Promotion
• Smoking Cessation Program
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LAZ “Rave” Program
On our weekly regional operations conference call, each region highlights any employee who stands out for their overall dedication or for a specific achievement. These individuals are sent a “RAVE Card” that is personally signed by the LAZ management staff. RAVE stands for Recognizing Acts of Value & Excellence.
Employee Wellness Programs
LAZ promotes a caring culture and places tremendous emphasis on being able to deliver the following employee programs: Health and Wellness, LAZ Charitable Foundation, Gym Membership Discounts, AT&T LAZ Employee Friends & Family discount and several others.
Incentive Programs
This is of critical importance to boost employee morale — excellent performance is rewarded.
Our recommended employee incentive program works like this: In order to qualify for the employee incentive program, you must work 20 hours per week, for at least 4 months.
Employees are evaluated on absences, punctuality, teamwork, uniforms, cleanliness, accuracy of paperwork, customer service and friendliness and overage/ shortages. Each employee would receive the appropriate bonus based on the total points earned during the period. Points will be given during the specific time period of the program (usually monitored every quarter or 6 months and awarded quarterly or every 6 months) for the following: • Zero Absences = 20 points, Accuracy of paperwork = 10 points, Customer letter or e-mail = 15 points, Zero overage/shortage = 15 points, 100% punctual = 15 points, No write ups = 10 points, Uniform = 10 points, Area/Shuttle Cleanliness = 5 points Point Scale & Reward: 95–100 points = $100 and 89–94 points = $50.
Core Competency 2: Performance
LAZ provides trolley services in a safe, passenger-focused and very efficient and friendly manner. We ensure that the following methods, programs and initiatives are deployed to ensure safe and on time delivery of passengers, as well as delivering stellar customer service for every ride. LAZ provides a comprehensive telematics approach to our service. Our technology platform addresses various key elements in one solution as summarized below.
Monitoring Efficiency, Reporting, Creating a Positive
Customer Experience
The vehicles currently operating on the City of San Clemente Trolley Service utilize Transloc Technologies as the GPS system. Starting in year two of the contract, LAZ proposes to replace Transloc with the systems outlined below. We believe converting to Passio Technologies will enhance the rider experience while still providing all the necessary reports the City needs to comply with the requirements of OCTA.
LAZ proposes to use state-of-the-art GPS tracking systems Samsara and Passio to monitor trolley location, passenger load, and minute-by-minute demand to determine the proper number of trolley required. In addition to this ongoing evaluation, data will be used to project the Trolley Operations Services
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scheduling needs for each week, day and hour, so that staffing – and ultimately costs – can be monitored for efficiency and controlled. This program for trolley GPS tracking not only allows for real time monitoring and dispatching, but it also adds to the passenger’s customer experience.
Samsara
Samsara is a best-in-class telematics company known worldwide for providing an advanced allin-one telematics solution that goes beyond basic GPS tracking. The chart below is a snapshot of the offerings that can be leveraged through the installation of Samsara Technology.
In addition to the above comprehensive snapshot, and even more important, is the unique driver behavior monitoring feature of the Samsara technology. This technology includes a vehicle gateway that provides a Dual-Facing AI Dash Cam, CM32. With live scene analysis, the CM32 is purpose-built to reduce high-risk behaviors, like distracted driving and unsafe acts, lower safetyrelated and claims costs, and provide deep visibility into fleet operations. The CM32 automatically uploads HD video footage to the Samsara Cloud allowing our Safety and Management Team to analyze driver behavior and road conditions in real-time, providing unprecedented visibility into leading causes of preventable accidents. This tool can be used in coaching driver behaviors, rewarding employees for a job well done, and assisting in accident fault determination.
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Passio GO Mobile
Real-time Vehicle Locating and Passenger Counting – Passio GO Mobile Passio GO offers a mobile app designed to be intuitive and user-friendly. For users wishing to take advantage of features like “where’s my bus” or destination planning, the app will provide hints and guidance tools to make the app easy to use. The GPS data is updated I real time, typically every second or so. Also included with the Passio Go solution will be Wi-fi availability to the riders.
The public facing real-time location of vehicles, stops and routes can be accessible from a smartphone, PC, or tablet.
The mobile app has the following features:
• Geo-location button on the home screen allows GPS enabled smart devices to orient the users’ location to the map view • Option to select all, some or one route (Green, Red, Black Lines)
• Option to select individual stops on the different routes • Smooth and steady real time vehicle location processed through the applications algorithm
• Customizable with easy access to saved routes and stops The Passio GO app will allow us to send alerts and announcements to the City’s ridership. Alerts will be displayed above the map and do not require any action by the user. Announcements are indicated on the app by a red message button at the bottom of the home screen. Users need to tap the indicator to view the announcement.
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In addition, the Passio GO app allows the users to set automatic scheduled stops alerts. The user can set an “arrival” alert for their favorite stop by tapping on the desired stop and set the alert for a certain number of minutes away.
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Passenger Counting
The Automatic Passenger Counting (APC) is fully
automated with startup beginning with vehicle
ignition. The system accurately counts passengers as
they board and alight and registers stops, routes, and
runs. It distinguishes between passengers and nonpassenger objects and can detect double backs and re-crossings. Its accuracy is 98% allowing the drivers
for the City to focus on Safety and customer service
while providing data to City Management.
APC record-level detail is stored for a minimum of 36
months and provides count information at the base
level which allows for time and individual bus and
driver reporting at the stop level. Beyond those 36
months, the data will be available in a format of route, day and passenger level. Dynamic reporting of the
data will be available for up to five (5) years. After that, all data will be made available electronically.
LAZ Business Intelligence
An example of data reporting
that can be customized through
the LAZ Business Intelligence
Department is Performance
Audit – Secret Shops.
Each of the above examples
was taken from current LAZ
shuttle operations. They are just
a selection of data that can be
captured in report or dashboard
form. Based on the needs of the
San Clemente, LAZ is confident
through either the Passio or
Samsara technology or our
Business Intelligence Department, that we can meet all the reporting requirements of the San Clemente.
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LAZ Customer Service Metrics: Surveys & Secret Shoppers LAZ is committed to providing the highest level
of customer service and quality programs. We
believe that setting relevant, important, and
meaningful Key Performance Indicators (KPI’s)
are critical to sustaining high levels of service
and articulating our success to our clients. LAZ
believes in a balanced scorecard approach to
ensure that we are delivering (and measuring)
all aspects of our business, Quality, Service,
People, and Financial.
These are just a few of the Key Performance
Indicators that we can report to our clients. A
detailed list can be developed in partnership
with our clients and can be customized to be
site-specific.
LAZ understands that customer service is one of the most important aspects of trolley operations. First and foremost, all our personnel will be trained in safety and customer service focused and efficient service. We will measure our service levels in a variety of ways to ensure satisfaction. The best two ways to measure customer service are Secret Shoppers and Customer Service.
Secret Shoppers
An integral part of our Quality Assurance program is
the user of “Secret Shoppers” to audit the quality of
customer service of our own staff. The secret
shopper verifies ticket and cash transactions and
evaluates the drivers’ overall appearance, attitude,
and helpfulness as well as the vehicles overall
condition and cleanliness. These reports will be a
part of the monthly reporting package. The results
are then shared with the RVP, GM, and the client. The
secret shopper company will conduct at least 2
visits each quarter, with the goal for scoring to be
95% (A) or above. All reports are fed into our BI
system.
The system has an app that allows passengers to
see the exact location of the next trolley and gives them a countdown of when the vehicle will arrive. With San Clemente permission, LAZ will encourage the use of the app for passengers, allowing the public an added convenience during the travel experience. In addition to the app, a vehicle arrival countdown can be added to the digital display board at the trolley stops, alerting passengers to how long the wait is for the next vehicle. We are of course open to utilizing other technology if San Clemente has a different preference.
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Passenger Count Analysis
The first step in creating a route structure that will deliver results for the trolley service is completing an initial and then continual passenger count analysis. This is the foundation of identifying passenger trends by hour throughout the service day, week, month and year. This information allows us to identify the time of day that the specific stops are experiencing heavy loads of passengers. We use this method in our daily analysis to make sure a sufficient number of buses are operating throughout the 24-hour day. The second step of the analysis is to continually monitor the ever-changing passenger trends that are inherent with City operations.
The application of technologies that track traffic and passenger patterns plays a crucial role in better understanding the passenger trends and patterns over the long-term. This enables better decisions for the allocation of resources for the trolley operations. With continual analysis, LAZ and San Clemente management will have a complete understanding of normal increases or decreases in passenger load, versus seasonal or exceptional operations.
Route Times – Demand Staffing Schedule
LAZ has and will continue to follow the schedule provided by the City. The schedule has proven to be efficient and effective in providing the necessary levels to service the community and tourists of the City.
Improper schedules can create significant drop in the number of buses on route, causing increased headways and passenger wait times and result in the perception that more buses need to be added to deliver the service and add long-term costs that are unneeded. LAZ is familiar with the operational challenges of the City.
Should drivers need to be replaced in the field, the
manager on duty will transport a substitute driver to the bus on route, and will swap drivers to return to base.
Driver call-outs will be handled by dispatch and a
sufficient board of part-time drivers will be readily
available.
We will optimally meet the route and scheduling needs
for the San Clemente Trolley Operation by providing not only a proven and effective run cutting system, but also an experienced expert in the run cutting field. We would perform the following functions: Operate a scheduled
transit bus service at a headway frequency or at fixed
times for the following routes: Red Line, Blue Line & Green Line.
We would never change the routes, service, or schedules without prior written approval from the City. Ensure that any and all approved changes are maintained in the SOP Manual.
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KPIs & Reporting
The KPI and performance measurement process entails the following:
• Jointly establish KPIs (OTP, driver performance, safety enhancements and fleet management)
• Data benchmarks
• Implement best practices and review process.
• Monitor and evaluate.
• Continuous joint reviews
• Development of custom reports and review process
Sample Reports
Passio Reports Summary – We will continue to provide the City with: Ridership reports by hour, by day and by route with average ridership as required by OCTA.
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Route time, Headway, In/Out of Service Report, Schedule Reports, and Passenger load reports.
Samsara Summary of Reports – Vehicle activity reports, driver compliance, driver safety, and fuel/energy reports.
Assignment of Trolley Buses
Supervisors are to assign trolleys to drivers on their respective shifts. Driver Vehicle Inspection Reports (DVIR) will be filled out daily by the drivers and maintenance slips will be prepared. At the start of their shift the dispatcher will note any trolleys that are under maintenance & note any trolleys that have had maintenance slips prepared. The supervisor will look over any Trolley Operations Services
2. Project Understanding & Work plan | 2024 RFP 22
maintenance slips & submit these reports to the City’s maintenance staff. Trolleys will then be assigned by the supervisor to the drivers based on what is available at the time.
Route and Driver Supervision
The supervisor will be responsible for all routes and drivers throughout the duration of the service. The supervisor will be in the field overseeing all operations.
The management team at LAZ Transportation will be accountable for all performance, activities, and compliance with the requirements of the Contract. Our Operations Team will be empowered and able to react to the day-to-day passengers’ needs. Beyond their regular work schedules, all management staff will be on call in the event of an emergency.
As part of the overall Operations Plan, LAZ will be responsible for management of all elements of the transportation program, including but not limited to:
• Staff will be available during all hours of operation and have the necessary communication devices for communicating to City staff and LAZ management • Ensuring that operations staff and bus drivers are trained properly and are equipped with the tools required to complete their job duties
• Ensuring adherence and compliance by personnel to all established customer service and operations policies, rules, procedures, and regulations • Ensuring all staff have a complete understanding of their job description and understand customer service expectations
• Ensuring that passengers are picked up in a timely manner and transported safely, and that the clients’ expectations for service delivery are exceeded • Ensuring appropriate staffing schedules at all locations • Ensuring all employees are in their proper uniform
• Directing and coordinating the customer service activities of all personnel • Follow the schedule to ensure that adequate resources are allocated for daily operations • Evaluating Mystery Shopping Reports and Customer Survey results to ensure superior customer service standards are consistently delivered by all drivers and employees Assignment of Routes and Drivers
The supervisor will assign drivers to their respective routes at the beginning of their shift. The supervisor may rotate the drivers between routes as much as possible while keeping in mind that they want their shift to run as smoothly as possible. At the beginning of their shift, drivers will be checked in and a review of their hours of service, credentials and readiness will be conducted.
When assigning routes, the supervisor will keep in mind the following: For busy days, assign drivers who are remarkably familiar with the service to the heavier routes & drivers with less experience to the slower routes. During slow periods of the day or on slow days rotate the less experienced drivers to the heavier routes so that they have the opportunity to improve. This will accomplish 2 things, it will expose drivers to provide them with the opportunity to improve & it will keep them from getting too comfortable on a specific route, which could become a hazard.
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Core Competency 3: Fleet Efficiencies
We will maintain the Shuttle Vehicles in a safe, clean, operable, and sanitary condition. All our vehicles and equipment will meet all Federal, State, and Local regulations.
Our Fleet Management Plan is very comprehensive and provides flexibility for driver only or allinclusive operations and fleet management contracts.
We will handle the daily inspection of all vehicles and very minor repairs, utilizing internal staff.
The following is a summary of our fleet maintenance guidelines. In addition, we have detailed processes and procedures in place, which are available upon request.
Fleet Management and Maintenance Summary of Guidelines
LAZ Understands that the Red and Blue Line maintenance service is performed and paid for by the City. We also understand that the Green Line maintenance service is required to be performed and paid for by the contractor. As such, we have included below details of the LAZ Fleet Maintenance program.
General Fleet Maintenance – (All fleet types)
MAINTENANCE – PM COMPLIANCE GUIDELINE FOR STAFF
DAILY
• Manager will discuss with staff the available buses for the following day • The supervisor will assign available buses to routes
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• Managers will review, prioritize, and schedule maintenance department repairs WEEKLY
• Shop Manager will provide a weekly schedule for the buses needed for PM compliance • Supervisor will run weekly PM compliance report and discuss with contract team
MONTHLY
• The manager will run monthly PM compliance reports from telematics system • Review KPI with senior management and client.
Bus Utilization & Life Expectancy Guideline
A location bus rotation plan will be developed based on route mileage and company guidelines for bus utilization. The plan will address rotating high milage vehicles out of service and replace them with vehicles with lower mileage to reduce wear and tear of fleet.
DAILY
• The Manager will review bus and DVIR mileage and routes and develop a plan to rotate vehicles in the service plan based on mileage.
• Manager will discuss with staff the available buses for the following day • Dispatcher and Shift supervisor will assign available buses to routes and review mileage after route
WEEKLY
• Shop Manager will provide a weekly schedule for the buses needed for PM compliance
MONTHLY
• The manager will run monthly mileage reports from telematics system. • review KPI with senior management and client.
Daily Vehicle Inspections
For Service Operations and Maintenance Reporting, we are using Samsara, a cloud-based system that allows us to track driver log inspections, vehicle condition, maintenance needs, mileage, and overall vehicle history. Checklists are customizable for each operation. These records will be used during DOT inspections.
Drivers will use the technology platform app or the existing location process to conduct daily vehicle inspections. The App works online or offline so there is no reason not to obtain the information. Drivers have their own login, so we know who conducted the inspection. We will have complete control over the inspection process and the vehicle inventory in real time and photographic back up. Before starting the daily inspection, drivers view the last report conducted on the vehicle, any defects flagged as well as photos and comments relating to the defect or the repair of it. Drivers then sign off on the inspection. A vehicle inspection is done any time a new Trolley Operations Services
2. Project Understanding & Work plan | 2024 RFP 25
driver takes possession of the vehicle whether it’s to start the shift, a lunch break or mid shift change.
Inventory Tracking Software
Our highest priority is to ensure safe and on-time transportation for all passengers and visitors.
Inventory management and timely parts replacement are essential to ensuring that we meet or exceed these standards and City expectations. Inventory controls and safeguarding procedures begin with careful management and oversight. Our management and staff are trained to monitor the security of our operations facilities and vehicles at all times. Inventory tracking includes keeping a spreadsheet with all vehicle information, registration renewal and expiration, date of next annual inspection, vehicle maintenance logs, and any accidents.
Preventative Maintenance Procedures
LAZ’s goal of preventive facility maintenance is to perform all inspections and services before a repair is needed. All buses will be ready for service, clean both inside and out, and ready to use at the start of the requested service. We will outsource our quarterly and annual maintenance of the buses, which makes it easy to keep up with all the service our vehicles will need with minor to major repairs, service due reminders, and detailed e reports. We will coordinate preventative maintenance which will include, but not be limited to, oil and filter change, engine tune-up, transmission lube, differential lube, charging system test, ultraviolet inspections, auxiliary equipment, refrigeration units, service-due reminders, wheels alignment, and glass replacement.
Fueling
LAZ will utilize our drivers and/or supervisory staff to ensure all vehicles are properly fueled and ready for service.
Fleet Sustainable Processes & Practices
LAZ has developed processes and practices to mitigate the impacts of the transportation fleet on air pollution. The following is an example of some of these practices:
• Established guidelines for purchasing alternative fuel vehicles. • Comprehensive fleet replacement and refurbishment plan. • Awareness programs for drivers to become riders of transportation services. • Strategies for idling efficiency and reduction.
• Combined with these practices, LAZ has developed practical approaches to optimizing efficiencies in operations, maintenance, and driver behavior.
LAZ has implemented a world class transportation telematics platform that provides a comprehensive reporting suite for sustainable practices and technologies.
The custom reporting features include:
• Fuel Efficiencies
• Operating Practices
• Driver Behavior
• Emissions and Fleet Monitoring
• Route Optimization
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The platform coupled with the fleet enhancements provide for a robust view into the commitment to the strategies and goals set forth by LAZ.LAZ has wisely invested in alternative fuel vehicles for the fleet and will continue to replace existing diesel vehicles with alternative fuel types.
The fleet maintenance readiness program is centered around proving the required maintenance and OMC parts. This will increase efficiency of the vehicle and driver operations.
In addition to the fleet readiness practices, LAZ has developed an idling reduction program that is driven with goals and key performance indicators (KPI). The primary focus is the daily monitoring and measuring of driver behavior, vehicle performance and established KPI’s. It is expected that a substantial decrease in emissions will be achieved yearly by our strategy of increasing fleet utilization, driver awareness, and ongoing KPI monitoring.
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3. Project Organization, Key Personnel & Staffing | 2024 RFP
27 3. PROJECT ORGANIZATION, KEY
PERSONNEL & STAFFING
Staffing Plan & Organization Chart
LAZ is a matrix-based organization, an innovative approach to managing and aligning resources across the company. This structure is designed to leverage the expertise of our specialized services lines, allowing LAZ to respond more effectively to dynamic and complex operations.
Though LAZ has more than 14,000 employees across the nation, each location is managed locally. The LAZ’s implementation of the matrix-based structure is designed to empower local and regional leaders to make the best decisions, while continuously supporting them at a national level through the strength of the LAZ organization at large.
Local & Regional
The California LAZ Family has a dedicated Regional Vice President, Human Resource Team, and multiple Managers who play a crucial role in driving growth, success, people focus, and cohesion. In California with an experienced local transportation expert who is an active member of the community, LAZ can ensure that clients receive boutique attention and a customized approach to their specific operational needs.
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3. Project Organization, Key Personnel & Staffing | 2024 RFP
28 Proposed Organizational Chart for The City Of San
Clemente
Meet The Team
Beejay Jones - On Site Project Manager
Beejay serves LAZ as the Manager for the San Clemente Trolley public transportation services and Assistant Manager of Cal State Long Beach campus shuttle for students, staff, and faculty. He has 30+ years’ experience in transportation management and coordination & 10 years supervision in Security logistics. He effectively executes account management and has a proven history in client relationships, consulting with city officials and other executives. Building effective partnerships, overseeing execution to exceed client expectations and performance improvement opportunities. He has an excellent driving record and has held elevated security clearance in transportation of government officials and qualified with lengthy experience managing drivers. As well as, training behind the wheel and supervising routes and shifts, defensive driving, coordination and execution of passenger transport in both public and private transportation sectors. He maintains employee records Trolley Operations Services
3. Project Organization, Key Personnel & Staffing | 2024 RFP
29 administration, managing staff time entry, payroll and performance compliance and evaluations, maintaining safety & traffic regulations. He is consistent, reliable, innovative and ready to serve.
Jackie Apollo - Operations Manager
Jackie serves as the Operations Manager for transportation in Orange County. With the experience in Academic degree in Urban Planning, and the commitment towards transit services. Jackie successfully demonstrated efficient management and maximizing transportation routes. Jackie has always provided the leadership and support to all location managers, and front-line associates. As the technology progress, Jackie also strives to create opportunities for LAZ employees to develop skills for modern technology.
Marco Carrillo- Sr. Director of Transportation
Marco Carrillo serves as Sr. Director of Transportation. Offering over 22 years of Management success, with intense concentration and enormous success in project management and customer service. Outstanding record of achievement in delivering substantial revenue, productivity, and quality improvements through well-managed, on-time projects. Particularly strong in staff development, including training, coaching, and evaluation.
Responsible for the day to day operations of all transit contract, maintaining accurate records/documentation of training, testing, and driving records. Responsible for daily, monthly, and annual Terminal inspections of shuttles, buses, and records. Maintained detailed records as required by DOT, PUC, and CHP to ensure compliance. Responsible for creating weekly, monthly, and annual reporting to clients. Consistently build and maintain strong relationships with clients, employees and customers through close and effective communication.
Mario Montenegro – Transportation General Manager
Mario Montenegro has over 25 years of professional experience in the Parking and Transportation industry. He holds a bachelor’s degree in business management. Mario has managed shuttle operations for several universities, hospitals, municipalities to include all trolley operations in Orange County cities. Mainly focused on transit and fixed routes and he has a lot of experience to major events, such as ComiCon, Boots in the Park, professional sporting events and large festivals. On his personal time, Mario supports several non-profit organizations such as Saving Innocence, which helps save children from sex trafficking. He also financially supports several orphanages in third world countries and helps provide them with in-house education, food, clothing and more. As the Transportation General Manager, Mario has helped develop internal talent into bigger roles that have led to their success.
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3. Project Organization, Key Personnel & Staffing | 2024 RFP
30 Chris Canales – Regional DOT Safety Manager
Chris serves as the Orange County Regional DOT Safety Manager. Chris possesses an extensive background from safety management to sr. operations management. Offering over 10 years of relevant experience, Chris is seasoned in DOT/FMSCA regulations and maintains effective management skills. With an excellent compliance audit/inspection record, Chris has always provided effective leadership and support to all operations, location managers, and front-line associates. Chris oversees and ensures the safety and compliance for transportation operations in Orange County by implementing company policies and procedures as well as safety best practices.
National Support
LAZ’s national support teams facilitate efficient communication, knowledge sharing, and resource allocation across regions, enabling LAZ to leverage local expertise, adapt to market dynamics, and capitalize on regional opportunities. Additionally, specialized operations – such as universities and healthcare – have dedicated services lines that enable effective coordination of activities, standardization of processes, and implementation of company-wide strategies, leading to improved performance. National support ensures that regions have access to bestin-class training, practices, and technology to run efficient operations and drive value to our clients.
Jonathan Wilkins – DOT Compliance Director
Jonathan joined LAZ in 2021 as the National DOT Compliance Director. With this foundation, Jonathan seeks to improve organizational compliance through training and empowering our people to make the best available decisions. Jonathan brings with him 20 years’ experience in transportation ranging from smaller operations to multi-modal locations with hundreds of vehicles. He now supports LAZ’s transportation operations through regulatory compliance as well as promoting safety practices network wide.
Kristin Martinez – National Director, Transportation Services Kristin is a top-performing operations leader with over 20 years of experience in the transportation industry. Experienced in marrying strategy and execution by planning, organizing, and directing workflow while aligning day-to-day activities with the overall strategic direction. Kristin aligns people and processes to effectively attain measurables in workforce utilization, cost containment, safety, and compliance. Drives quality assurance and safety requirements by reviewing for accuracy, efficiency, and redundancy.
Responds to and appropriately handles safety and compliance issues that arise with the goal of remedy and best practice implementation. Manages through continuous change, championing critical thinking, and creating a transparent environment to ensure open communication and clear expectations.
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3. Project Organization, Key Personnel & Staffing | 2024 RFP
31 Paula Henry – Vice President, Transportation Services Paula joined LAZ Transportation in 2022 as the Vice President of Transportation Services. Paula brings over 25 years of transportation experience to LAZ, having managed large bus and rail operations and fleets in multiple regions that included fixed and on demand transit, airport shuttles, event charters and school operations. In her role, Paula oversees our rapidly growing shuttle operation, which includes hospitals, universities, airports, class A office buildings, large special events and municipalities. Her focus is on maximizing both the client’s and LAZ’s operating results for each location, growth through new business opportunities and implementing new technologies. Paula attended Western Washington University where she received her bachelor’s degree in urban planning.
Jared Svendsen – Senior Vice President, Southwest
Jared Svendsen began working for LAZ Parking's West Coast Division in 1997 as a front-line valet while attending San Diego State University. After graduation, he went on to work for a national real estate trust, where he gained experience in all facets of Property Management. During his 20 year career with LAZ he has worked at all levels of management and has been involved with the planning, implementation, and management of the region’s largest operations. He currently serves as the Senior Vice President for the Southwest Region, which includes the San Diego, Orange County, and Arizona markets. Jared holds a BS degree in Social Science from SDSU where he graduated summa cum laude.
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4. Related Experience | 2024 RFP 32
4. RELATED EXPERIENCE
The LAZ team proposed for San Clemente has also been managing the other coastal cities operations since 2019 to present.
City of Dana Point, CA
LAZ operates fixed route service for the City of Dana Point. The 2 routes supports hotels and restaurant venues, residents, and community parks. In addition, we provide increased services during special events such as the BBQ festival, Tall Ships Festival, Music Festival, Food and Wine Festival, Festival of Whales, and the annual holiday Boat Parade.
Client And Operation Information
Contact Info Details Operation Info Details
Point of
Contact
Jennifer Anderson, Senior
Management Analyst
Vehicles 5 CNG trolleys and 1 CNG
shuttle bus ranging from 22-
26 passenger
Address 33282 Golden Lantern
Dana Point, CA
Passenger
Volume
380,000 annually
Phone/Email [email protected]
(949) 248-3571
Technology Ride System/Samsara
Contract Period 2016 – Present LAZ Team Mario Montenegro, Marco Carrillo, Jackie Apollo
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4. Related Experience | 2024 RFP 33
City of Laguna Beach, CA
LAZ Parking and Transportation operates a transit fixed and on-demand route service for the City of Laguna Beach, CA. The shuttle service offers transportation for passengers 7 days a week, schedule is adjusted for summer and winter hours and an on-demand service for residents and visitors.
Client And Operation Information
Contact Info Details Operation Info Details
Point of
Contact
Michael Litschi, Deputy
Director of Public Works -
Transit
Vehicles 25 Shuttles, 6 On demand
transit vans
Address 1875 CA 133
Laguna Beach, CA
Passenger
Volume
548,000 annually
Phone/Email [email protected]
et (949) 497-0303
Technology Transloc/Samsara
Contract Period 2021 – Present LAZ Team Mario Montenegro, Marco Carrillo, Jackie Apollo
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4. Related Experience | 2024 RFP 34
California State University Long Beach
LAZ Transportation operates 9 shuttles on four different routes for the California State University Long Beach. The shuttle service provides transportation for students 5 days a week, Monday to Friday and over 50 special events a year. The routes connect various student housing locations outside and within the campus. In addition, we run 3 shuttles to an overflow lot during the first 6 weeks of each semester.
Client And Operation Information
Contact Info Details Operation Details
Point of
Contact
Amy Gerety
Dir of Parking & Operations
Vehicles (7) 24-passenger CNG shuttles,
(2) 28-passenger CNG shuttles
Address 1250 Bellflower Blvd.
Long Beach, CA
Passenger
Volume
1.4 million annually
Phone/Email [email protected]
562.985.7888 direct
Technology Ride System/Samsara
Contract Period 2013 – Present LAZ Team Mario Montenegro, Marco Carrillo, Jackie Apollo
Trolley Operations Services
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5. COST & COST PROPOSAL
Trolley Operations Services
5. Cost & Cost Proposal | 2024 RFP 36
Trolley Operations Services
6. Statement of Compliance | 2024 RFP 37
6. STATEMENT OF COMPLIANCE
This proposal is in compliance with the Request for Proposal and the City’s Standard Professional Services Agreement and no exceptions to either are proposed.