include, but are not restricted to, the following: fire, epidemics, earthquake, flood, or other natural disaster; acts of the government; riots, strikes, war or other civil disorders; or fuel shortages. In every case, CONTRACTOR shall resume performance at the earliest possible date following the cessation of such unforeseen causes or events. CONTRACTOR shall be entitled to no compensation for any service, the performance of which is excused pursuant to this paragraph.
33. EMERGENCY PROCEDURES. In the event of a major emergency such as an earthquake, flood, or man-made catastrophe, CONTRACTOR shall make transportation and communication resources available to the maximum extent practical for emergency assistance. If the normal line of direct communication from CITY is intact, CONTRACTOR shall follow instruction of CITY.
If the normal line of direct communication is broken, and for the period it is broken, CONTRACTOR shall make best use of transportation resources following to the degree possible the direction of an organization such as the San Luis Obispo Office of Emergency Services, CITY Police Department, Red Cross, or National Guard, which appears to have assumed responsibility within CITY's service area. Emergency uses of transportation may include evacuation, transportation of injured, and movement of people to food and shelter.
CONTRACTOR shall be reimbursed in accordance with the normal "Price Formula" and "Payment" or, if the normal method does not cover the types of emergency services involved, then on the basis of fair, equitable and prompt reimbursement of CONTRACTOR'S actual costs. Reimbursement for such major emergency services shall be over and above the "CITY’s Obligation" of this contract. Immediately when the emergency condition ceases, CONTRACTOR shall reinstate normal transportation services.
34. TRANSFER OF TITLE TO EQUIPMENT. All equipment, parts, and supplies purchased by CONTRACTOR under this Agreement, either as a direct charge expense or within the defined scope of services, shall become the property of CITY upon either the payment of the direct charge invoice or the expiration or termination of this Agreement for any reason unless otherwise specified in writing. CONTRACTOR shall maintain a perpetual inventory of all such equipment and supplies purchased under this, to be submitted for review on or before August 31 of each year. CONTRACTOR shall be responsible for the replacement of any equipment, parts and supplies purchased or provided, either by CITY or CONTRACTOR, under this Agreement that is lost or unreasonably destroyed while under the control of CONTRACTOR.
35. TRANSPORTATION DATA REPORTING. CONTRACTOR shall report to CITY accurate, timely, and complete operating, financial, and performance data in accordance with all applicable federal and state laws, rules, and reporting standards, including without limitation the California Public Utilities Code, Chapter 4, Section 99243 and Section 99243.5; the California Code of Regulations, Title 21, Chapter 3, Subchapter 2, as required under California Transportation Development Act; the National Transit Database (NTD) reporting requirements under 49 C.F.R. Part 630 and the current NTD Reporting Policy Manual; and any successor, replacement, or conforming federal state, or regulatory requirements, and any updates, amendments, or revisions to the foregoing.
36. TRANSITION TO FUTURE OPERATOR. Up to and for a minimum of thirty (30) days following the effective date of termination or expiration of this Agreement, CONTRACTOR shall provide
to either CITY or any future operator selected by CITY, CONTRACTOR's full cooperation in the transition to the successor operator. This shall include, at a minimum, consultation regarding labor and management issues (including a delineation of wages and benefits by employee category), access to non-confidential personnel files and maintenance records. CONTRACTOR shall provide its best professional effort to assure a smooth transition from CONTRACTOR's services to those provided by the new operator and shall cooperate fully with CITY and the new operator to this end.
37. SEVERABILITY. If any provision of this Agreement is held invalid or unconstitutional by any court of competent jurisdiction, such decision shall have no effect on the validity of the remaining provisions of this Agreement and such remaining provisions shall continue to remain in full force and effect.
38. MISCELLANEOUS TERMS. In the case of dispute, the prevailing party in any action between the parties to this Agreement, brought to enforce the terms of this Agreement, may recover from the other party its reasonable costs and attorneys’ fees in connection with such an action. CITY's failure to insist in any one or more instances upon the performance of any term or terms of this Agreement shall not be construed as a waiver or relinquishment of CITY's right to such performance or to future performance of such a term or terms, and CONTRACTOR'S obligations in respect thereto shall continue in full force and effect. Time shall be of the essence.
39. AMENDMENT. Any amendment, modification, or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the appropriate review authority according to the City’s Financial Management Manual. CONTRACTOR shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized by CITY in advance and in writing.
40. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated herein by reference, shall constitute the complete Agreement between the parties hereto. No oral agreement, understanding, or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any such oral agreement, understanding, or representation be binding upon the parties hereto. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.
41. NOTICE. All notices to the Parties hereto under this Agreement shall be in writing and shall be sent either by (i) personal service, (ii) delivery by a reputable document delivery service, such as, but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) United States Mail, certified, postage prepaid, return receipt requested. All such notices shall be delivered to the addressee or addressed as set forth below:
City City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Contractor Company Name
Address Line 1
Address Line 2
42. GOVERNING LAW. Any action arising out of this Agreement shall be brought in the Superior Court of San Luis Obispo County, California, regardless of where else venue may lie. The validity, interpretation, construction and performance of this Agreement, and all acts and transactions pursuant hereto and the rights and obligations of the Parties hereto shall be governed, construed and interpreted in accordance with the laws of the State of California, without giving effect to principles of conflicts of law.
43. AUTHORITY TO EXECUTE AGREEMENT. Both CITY and CONTRACTOR do covenant that each individual executing this Agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be executed the day and year first above written.
CITY OF SAN LUIS OBISPO:
By:_____________________________________
Whitney McDonald
City Manager
APPROVED AS TO FORM: CONTRACTOR:
By: ________________________________ By: _________________________________ Christine Dietrick Name of CAO / President
City Attorney Its: CAO / President
EXHIBIT A
[Placeholder for City Request for Proposals and for Contractor Proposal]
EXHIBIT B
Insurance Requirements
Without limiting Contractor’s indemnification of City, and prior to commencement of work, Contractor shall obtain, and maintain at its own expense during the term of this Agreement, policies of insurance of the types and amounts described below and in a form that is satisfactory to City.
General liability insurance. Contractor shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $10,000,000 per occurrence, $10,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted. Said policy shall include coverage for premises, specifically including dangerous condition of public property, as well as coverage for the facility and property provided by city for contractors used during the term of this contract.
Automobile liability insurance. Contractor shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Contractor arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than $10,000,000 combined single limit for each accident. Coverage will also include collision and comprehensive physical damage with a deductible not to exceed $50,000.
Any deductible will be the responsibility of the Contractor. In case of damage, destruction or loss of any vehicle or equipment provided by city under the terms of this agreement, the CITY agrees that the liability of Contractor for said damage or destruction shall be limited to the fair market value of the vehicle or equipment at the time of loss.
Employee Crime / Theft Insurance. Contractor shall maintain an insurance policy or fidelity bond in an amount not less than $50,000 covering any loss of money, securities or property resulting from the dishonest acts of an employee, official or board member.
Umbrella or excess liability insurance. [If required to meet higher limits]. Contractor may obtain and maintain an umbrella liability insurance policy with limits that will provide bodily injury, personal injury, and property damage liability coverage, including commercial general liability, automobile liability, and employer’s liability. Such policy or policies shall include the following terms and conditions:
A drop-down feature requiring the policy to respond if any primary insurance that would otherwise have applied proves to be uncollectible in whole or in part for any reason, other than bankruptcy or insolvency of said primary insurer;
“Pay on behalf of” wording as opposed to “reimbursement”; Concurrency of effective dates with primary policies.
Excess insurance. Should Contractor obtain and maintain an excess liability policy, such policy shall be excess over commercial general liability, automobile liability, and employer’s liability policies. Such policy or policies shall include wording that the excess liability policy follows the terms and conditions of the underlying policies.
Workers’ compensation insurance. Contractor shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000). Contractor shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.
Notice of cancellation. Contractor agrees to oblige its insurance agent or broker and insurers to provide the City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
If any of the Contractor’s insurers are unwilling to provide such notice, then Contractor shall have the responsibility of notifying the City immediately in the event of Contractor’s failure to renew any of the required insurance coverages or insurer’s cancellation or non-renewal.
Additional insured status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that City and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies.
Undisclosed coverage limitations are prohibited. None of the coverages required herein shall comply with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. The additional insured endorsement will explicitly include coverage for both ongoing and completed operations.
Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.
Pass through clause. Contractor agrees to ensure that its subconsultants, subcontractors, and any other party who is brought onto or involved in the project/service by Contractor (hereinafter collectively “subcontractor”), provide the same minimum insurance coverage and endorsements required of Contractor. Contractor agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. However, in the event Contractor’s subcontractor cannot comply with this requirement, which proof must be submitted to the City, Contractor shall be required to ensure that its subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with subcontractor’s scope of work and services, with limits less than required of the Contractor, but in all other terms consistent with the Contractor’s requirements under this agreement.
This provision does not relieve the Contractor of its contractual obligations under the agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide Contractor with the ability to utilize a subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the Contractor under this agreement given the limited scope of work or
services provided by the subcontractor. Contractor agrees that upon request, all agreements with subcontractors, and others engaged in the project, will be submitted to City for review.
City’s right to revise specifications. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Contractor ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Contractor, the City and Contractor may renegotiate Contractor’s compensation.
Self-insured retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible, or require proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention through confirmation from the underwriter.
Timely notice of claims. Contractor shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Contractor’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.
Additional insurance. Contractor shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Work.
Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing maintenance of the required insurance coverage, as well as endorsements effecting general liability and vehicle coverage. All endorsements are to be received and approved by the City before work commences.
EXHIBIT C
Federal Transit Administration Third-Party Contracting Provisions
1. FLY AMERICA REQUIREMENTS. CONTRACTOR agrees to comply with 49 U.S.C. 40118 (the "Fly America" Act) in accordance with the General Services Administration's regulations at 41 CFR Part 301-10, which provide that recipients and subrecipients of Federal funds and their contractors are required to use U.S. Flag air carriers for U.S Government-financed international air travel and transportation of their personal effects or property, to the extent such service is available, unless travel by foreign air carrier is a matter of necessity, as defined by the Fly America Act. CONTRACTOR shall submit, if a foreign air carrier was used, an appropriate certification or memorandum adequately explaining why service by a U.S. flag air carrier was not available or why it was necessary to use a foreign air carrier and shall, in any event, provide a certificate of compliance with the Fly America requirements. The CONTRACTOR agrees to include the requirements of this section in all subcontracts that may involve international air transportation.
2. BUY AMERICA REQUIREMENTS. CONTRACTOR agrees to comply with 49 U.S.C. 5323(j) and 49 C.F.R. Part 661, which provide that Federal funds may not be obligated unless steel, iron, and manufactured products used in FTA-funded projects are produced in the United States, unless a waiver has been granted by FTA or the product is subject to a general waiver. General waivers are listed in 49 C.F.R. 661.7, and include final assembly in the United States for 15 passenger vans and 15 passenger wagons produced by Chrysler Corporation, and microcomputer equipment and software. Separate requirements for rolling stock are set out at 49 U.S.C. 5323(j)(2)(C) and 49 C.F.R. 661.11. Rolling stock must be assembled in the United States and have a 60 percent domestic content.
3. CHARTER BUS REQUIREMENTS. CONTRACTOR agrees to comply with 49 U.S.C. 5323(d) and 49 CFR Part 604, which provides that recipients and subrecipients of FTA assistance are prohibited from providing charter service using federally funded equipment or facilities if there is at least one private charter operator willing and able to provide the service, except under one of the exceptions at 49 CFR 604.9. Any charter service provided under one of the exceptions must be "incidental," i.e., it must not interfere with or detract from the provision of mass transportation.
4. SCHOOL BUS REQUIREMENTS. Pursuant to 69 U.S.C. 5323(f) and 49 CFR Part 605, recipients and subrecipients of FTA assistance may not engage in school bus operations exclusively for the transportation of students and school personnel in competition with private school bus operators unless qualified under specified exemptions. When operating exclusive school bus service under an allowable exemption, recipients and subrecipients may not use federally funded equipment, vehicles, or facilities.
5. ENERGY CONSERVATION REQUIREMENTS. CONTRACTOR agrees to comply with mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act.
6. CLEAN WATER REQUIREMENTS.
a. CONTRACTOR agrees to comply with all applicable standards, orders or regulations issued pursuant to the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq . CONTRACTOR agrees to report each violation to CITY and understands and agrees that CITY will, in turn, report each violation as required to assure notification to FTA and the appropriate EPA Regional Office. b. CONTRACTOR also agrees to include these requirements in each subcontract exceeding $100,000 financed in whole or in part with Federal assistance provided by FTA.
7. LOBBYING REQUIREMENTS. CONTRACTOR shall comply with 31 U.S.C. 1352, which provides in part that no appropriated funds may be expended by the recipient of a Federal contract, grant, loan, or cooperative agreement to pay any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with any of the following covered Federal actions: the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. CONTRACTORS who apply or bid for an award of $100,000 or more shall file the certification required by 49 CFR Part 20, "New Restrictions on Lobbying." Each tier certifies to the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant or any other award covered by 31 U.S.C. 1352. Each tier shall also disclose the name of any registrant under the Lobbying Disclosure Act of 1995 who has made lobbying contacts on its behalf with non-Federal funds with respect to that Federal contract, grant or award covered by 31 U.S.C. 1352. Such disclosures are forwarded from tier to tier up to the recipient.
8. ACCESS TO RECORDS AND REPORTS. The following access records requirements apply to this Agreement:
a. In accordance with 49 C. F. R. 18.36(i), CONTRACTOR agrees to provide CITY, the FTA Administrator, the Comptroller General of the United States, or any of their authorized representatives access to any books, documents, papers and records of CONTRACTOR which are directly pertinent to this Agreement for the purposes of making audits, examinations, excerpts, and transcriptions. CONTRACTOR also agrees, pursuant to 49 C. F. R. 633.17 to provide the FTA Administrator or their authorized representatives including any PMO Contractor, access to CONTRACTOR's records and construction sites pertaining to a major capital project, defined at 49 U.S.C. 5302(a)1, which is receiving federal financial assistance through the programs described at 49 U.S.C. 5307, 5309 or 5311.
b. CONTRACTOR agrees to maintain all books, records, accounts, and reports required under this contract for a period of not less than three (3) years after the date of termination or expiration of this contract, except in the event of litigation or settlement of claims arising from the performance of this contract, in which case CONTRACTOR agrees to maintain same until CITY, the FTA Administrator, the Comptroller General, or any of their duly authorized representatives, have disposed of all such litigation, appeals, claims or exceptions related thereto. Reference 49 CFR
18.39(i)(11).
9. FEDERAL CHANGES. CONTRACTOR shall at all times comply with all applicable FTA regulations, policies, procedures and directives, including without limitation those listed directly or by reference in the Master Agreement between the CITY and FTA, as they may be amended or promulgated from time to time during the term of this contract. CONTRACTOR’s failure to so comply shall constitute a material breach of this Agreement.
10. CLEAN AIR REQUIREMENTS.
a. CONTRACTOR agrees to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act, as amended, 42 U.S.C. §§ 7401 et seq.
CONTRACTOR agrees to report each violation to CITY and understands and agrees that the CITY will, in turn, report each violation as required to assure notification to FTA and the appropriate EPA Regional Office.
b. CONTRACTOR also agrees to include these requirements in each subcontract exceeding $100,000 financed in whole or in part with Federal assistance provided by FTA.
11. RECYCLED PRODUCTS. CONTRACTOR agrees to comply with all of the requirements of Section 6002 of the Resource Conservation and Recovery Act (RCRA), as amended (42 U.S.C. 6962), including but not limited to the regulatory provisions of 40 CFR Part 247, and Executive Order 12873, as they apply to the procurement of the items designated in Subpart B of 40 CFR Part 247. CONTRACTOR agrees to include these requirements in every subcontract.
12. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT. In accordance with 40 USC 3701 et. seq., 29 CFR Part 5, and 49 CFR 18.36; CONTRACTOR hereby certifies compliance with the following provisions related to employment of laborers and mechanics under the Contract Work Hours and Safety Standards Act.
a. Overtime Requirements. No contractor or subcontractor contracting for any part of the contract work which may require or involve the employment of laborers or mechanics shall require or permit any such laborer or mechanic in any workweek in which he or she is employed on such work to work in excess of forty hours in such workweek unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of forty hours in such workweek. b. Violation; Liability for Unpaid Wages; Liquidated Damages. In the event of any violation of the clause set forth in subparagraph (b)(1) of 29 CFR Section 5.5, the contractor and any subcontractor responsible therefore shall be liable for the unpaid wages. In addition,
such contractor and subcontractor shall be liable to the United States for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in subparagraph (b)(1) of 29 CFR Section 5.5, in the sum of $33 for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of forty hours without payment of the overtime wages required by the clause set forth in subparagraph (b)(1) of 29 CFR Section 5.5. c. Withholding for Unpaid Wages and Liquidated Damages. CITY shall upon its own action or upon written request of an authorized representative of the Department of Labor withhold or cause to be withheld, from any moneys payable on account of work performed by the contractor or subcontractor under any such contract or any other Federal contract with the same prime contractor, or any other federally-assisted contract subject to the Contract Work Hours and Safety Standards Act, which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages as provided in the clause set forth in subparagraph (b)(2) of 29 CFR Section 5.5. d. Non-Construction Grants. The contractor or subcontractor shall maintain payrolls and basic payroll records during the course of the work and shall preserve them for a period of three years from the completion of the contract for all laborers and mechanics, including guards and watchmen, of each such employee, social security number, correct classifications, hourly rates of wages paid, daily and weekly number of hours worked, deductions made, and actual wages paid. Further, the recipient shall require the contracting Officer to insert in any such contract a clause providing that the records to be maintained under this paragraph shall be made available by contractor or subcontractor for inspection, copying, or transcription by authorized representatives of Department of Transportation (DOT) and the Department of Labor and the Contractor or subcontractor will permit such representatives to interview employees during working hours on the job. e. Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in subparagraphs (a) through (e) of this section and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in subparagraphs (a) through (e) of this section.
13. AMERICANS WITH DISABILITIES ACT (ADA) ACCESS REQUIREMENTS. CONTRACTOR agrees to comply with the requirements of the Americans with Disabilities Act of 1990 (ADA), as amended, 42 U.S.C. § 12101 et seq.; Section 504 of the Rehabilitation Act of 1973, as amended, 29 U.S.C. § 794; and USDOT regulations at 49 CFR Parts 27, 37, and 38.
CONTRACTOR agrees that, consistent with the objectives of these statutes and regulations, services, programs, vehicles, and facilities provided under this contract will be accessible to and usable by individuals with disabilities. CONTRACTOR further agrees to include these requirements in all subcontracts financed in whole or in part with Federal assistance provided by FTA.
14. NO GOVERNMENT OBLIGATION TO THIRD PARTIES.
a. CITY and CONTRACTOR acknowledge and agree that, notwithstanding any concurrence by the Federal Government in or approval of the solicitation or award of the underlying contract, absent the express written consent by the Federal Government, the Federal Government is not a party to this contract and shall not be subject to any obligations or liabilities to CITY, CONTRACTOR, or any other party (whether or not a party to that contract) pertaining to any matter resulting from the underlying contract. b. CONTRACTOR agrees to include the above clause in each subcontract financed in whole or in part with Federal assistance provided by FTA. It is further agreed that the clause shall not be modified, except to identify the subcontractor who will be subject to its provisions.
15. PROGRAM FRAUD AND FALSE OR FRAUDULENT STATEMENTS AND RELATED ACTS. a. CONTRACTOR acknowledges that the provisions of the Program Fraud Civil Remedies Act of 1986, as amended, 31 U.S.C. § § 3801 et seq . and U.S. DOT regulations, "Program Fraud Civil Remedies," 49 C.F.R. Part 31, apply to its actions pertaining to this Project. Upon execution of the underlying contract, CONTRACTOR certifies or affirms the truthfulness and accuracy of any statement it has made, it makes, it may make, or causes to be made, pertaining to the underlying contract or the FTA assisted project for which this contract work is being performed. In addition to other penalties that may be applicable, CONTRACTOR further acknowledges that if it makes, or causes to be made, a false, fictitious, or fraudulent claim, statement, submission, or certification, the Federal Government reserves the right to impose the penalties of the Program Fraud Civil Remedies Act of 1986 on CONTRACTOR to the extent the Federal Government deems appropriate.
b. CONTRACTOR also acknowledges that if it makes, or causes to be made, a false, fictitious, or fraudulent claim, statement, submission, or certification to the Federal Government under a contract connected with a project that is financed in whole or in part with Federal assistance originally awarded by FTA under the authority of 49 U.S.C. § 5307, the Government reserves the right to impose the penalties of 18 U.S.C. § 1001 and 49 U.S.C. § 5307(n)(1) on CONTRACTOR, to the extent the Federal Government deems appropriate. c. CONTRACTOR agrees to include the above two clauses in each subcontract financed in whole or in part with Federal assistance provided by FTA. It is further agreed that the clauses shall not be modified, except to identify the subcontractor who will be subject to the provisions.
16. GOVERNMENT-WIDE DEBARMENT AND SUSPENSION.
a. Suspension and Debarment. This contract is a covered transaction for purposes of 49 CFR Part 29. As such, CONTRACTOR is required to verify that none of CONTRACTOR, its principals, as defined at 49 CFR 29.995, or affiliates, as defined at 49 CFR 29.905, are excluded or disqualified as defined at 49 CFR 29.940 and 29.945. CONTRACTOR is required to comply with 49 CFR 29, Subpart C and must include the requirement to comply with 49 CFR 29, Subpart C in any lower tier covered transaction it enters into. By signing and submitting its bid or proposal, the bidder or proposer certifies as follows:
i. The certification in this clause is a material representation of fact relied upon by CITY. If it is later determined that the bidder or proposer knowingly rendered an erroneous certification, in addition to remedies available to CITY, the Federal Government may pursue available remedies, including but not limited to suspension and/or debarment. The bidder or proposer agrees to comply with the requirements of 49 CFR 29, Subpart C while this offer is valid and throughout the period of any contract that may arise from this offer. The bidder or proposer further agrees to include a provision requiring such compliance in its lower tier covered transactions.
17. PRIVACY ACT REQUIREMENTS. The following requirements apply to CONTRACTOR and its employees that administer any system of records on behalf of the Federal Government under any contract:
a. CONTRACTOR agrees to comply with, and assures the compliance of its employees with, the information restrictions and other applicable requirements of the Privacy Act of 1974, 5 U.S.C. § 552a. Among other things, CONTRACTOR agrees to obtain the express consent of the Federal Government before CONTRACTOR or its employees operate a system of records on behalf of the Federal Government. CONTRACTOR understands that the requirements of the Privacy Act, including the civil and criminal penalties for violation of that Act, apply to those individuals involved, and that failure to comply with the terms of the Privacy Act may result in termination of the underlying contract. b. CONTRACTOR also agrees to include these requirements in each subcontract to administer any system of records on behalf of the Federal Government financed in whole or in part with Federal assistance provided by FTA.
18. CIVIL RIGHTS REQUIREMENTS.
a. Nondiscrimination. In accordance with Title VI of the Civil Rights Act, as amended, 42 U.S.C. § 2000d, section 303 of the Age Discrimination Act of 1975, as amended, 42 U.S.C. § 6102, section 202 of the Americans with Disabilities Act of 1990, 42 U.S.C. § 12132, and Federal transit law at 49 U.S.C. § 5332, CONTRACTOR agrees that it will not discriminate against any employee or applicant for employment because of race, color, creed, national origin, sex, age, or disability. In addition, CONTRACTOR agrees to comply with applicable Federal implementing regulations and other implementing requirements FTA may issue.
CONTRACTOR shall promptly notify CITY of any discrimination complaints. b. Equal Employment Opportunity. The following equal employment opportunity requirements apply to the underlying contract:
(i) Race, Color, Creed, National Origin, Sex. In accordance with Title VII of the Civil Rights Act, as amended, 42 U.S.C. § 2000e, and Federal transit laws at 49 U.S.C. § 5332, the Contractor agrees to comply with all applicable equal employment opportunity requirements of U.S. Department of Labor (U.S.
DOL) regulations, "Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor," 41 C.F.R. Parts 60 et seq ., (which implement Executive Order No. 11246, "Equal Employment
Opportunity," as amended by Executive Order No. 11375, "Amending Executive Order 11246 Relating to Equal Employment Opportunity," 42 U.S.C. § 2000e note), and with any applicable Federal statutes, executive orders, regulations, and Federal policies that may in the future affect construction activities undertaken in the course of the Project. The Contractor agrees to take affirmative action to ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, national origin, sex, or age. Such action shall include, but not be limited to, the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. In addition, the Contractor agrees to comply with any implementing requirements FTA may issue.
(ii) Age. In accordance with section 4 of the Age Discrimination in Employment Act of 1967, as amended, 29 U.S.C. § § 623 and Federal transit law at 49 U.S.C. § 5332, the Contractor agrees to refrain from discrimination against present and prospective employees for reason of age. In addition, the Contractor agrees to comply with any implementing requirements FTA may issue. (iii) Disabilities. In accordance with section 102 of the Americans with Disabilities Act, as amended, 42 U.S.C. § 12112, the Contractor agrees that it will comply with the requirements of U.S. Equal Employment Opportunity Commission, "Regulations to Implement the Equal Employment Provisions of the Americans with Disabilities Act," 29 C.F.R. Part 1630, pertaining to employment of persons with disabilities. In addition, the Contractor agrees to comply with any implementing requirements FTA may issue.
c. CONTRACTOR also agrees to include these requirements in each subcontract financed in whole or in part with Federal assistance provided by FTA, modified only if necessary to identify the affected parties.
19. BREACHES AND DISPUTE RESOLUTION.
a. Disputes. Disputes arising in the performance of this Contract which are not resolved by agreement of the parties shall be decided in writing by the authorized representative of (Recipient)'s [title of employee]. This decision shall be final and conclusive unless within [ten (10)] days from the date of receipt of its copy, CONTRACTOR mails or otherwise furnishes a written appeal to the [title of employee]. In connection with any such appeal, CONTRACTOR shall be afforded an opportunity to be heard and to offer evidence in support of its position. The decision of the [title of employee] shall be binding upon CONTRACTOR and CONTRACTOR shall abide be the decision.
b. Performance During Dispute. Unless otherwise directed by CITY, CONTRACTOR shall continue performance under this Contract while matters in dispute are being resolved. c. Claims for Damages. Should either party to the Contract suffer injury or damage to person or property because of any act or omission of the party or of any of their employees,
agents, or others for whose acts they are legally liable, a claim for damages therefore shall be made in writing to such other party within a reasonable time after the first observance of such injury of damage.
d. Remedies. Unless this Contract provides otherwise, all claims, counterclaims, disputes and other matters in question between CITY and CONTRACTOR arising out of or relating to this agreement or its breach will be decided by arbitration if the parties mutually agree, or in a court of competent jurisdiction within the State in which CITY is located. e. Rights and Remedies. The duties and obligations imposed by the Contract Documents and the rights and remedies available thereunder shall be in addition to and not a limitation of any duties, obligations, rights, and remedies otherwise imposed or available by law. No action or failure to act by CITY OR CONTRACTOR shall constitute a waiver of any right or duty afforded by any of them under the Contract, nor shall any such action or failure to act constitute an approval of or acquiescence in any breach thereunder, except as may be specifically agreed in writing.
20. TRANSIT EMPLOYEE PROTECTIVE AGREEMENTS. CONTRACTOR agrees to comply with applicable transit employee protective requirements as follows:
a. General Transit Employee Protective Requirements. To the extent that FTA determines that transit operations are involved, CONTRACTOR agrees to carry out the transit operations work on the underlying contract in compliance with terms and conditions determined by the U.S. Secretary of Labor to be fair and equitable to protect the interests of employees employed under this contract and to meet the employee protective requirements of 49 U.S.C. A 5333(b), and U.S. DOL guidelines at 29 C.F.R. Part 215, and any amendments thereto. These terms and conditions are identified in the letter of certification from the U.S. DOL to FTA applicable to the FTA Recipient's project from which Federal assistance is provided to support work on the underlying contract. CONTRACTOR to carry out that work in compliance with the conditions stated in that U.S. DOL letter.
The requirements of this subsection (a), however, do not apply to any contract financed with Federal assistance provided by FTA either for projects for elderly individuals and individuals with disabilities authorized by 49 U.S.C. § 5310(a)(2), or for projects for nonurbanized areas authorized by 49 U.S.C. § 5311. Alternate provisions for those projects are set forth in subsections (i) and (ii) of this section. i) Transit Employee Protective Requirements for Projects Authorized by 49 U.S.C. § 5310(a)(2) for Elderly Individuals and Individuals with Disabilities. If the contract involves transit operations financed in whole or in part with Federal assistance authorized by 49 U.S.C. § 5310(a)(2), and if the U.S.
Secretary of Transportation has determined or determines in the future that the employee protective requirements of 49 U.S.C. § 5333(b) are necessary or appropriate for the state and the public body subrecipient for which work is performed on the underlying contract, the Contractor agrees to carry out the Project in compliance with the terms and conditions determined by the U.S.
Secretary of Labor to meet the requirements of 49 U.S.C. § 5333(b), U.S. DOL guidelines at 29 C.F.R. Part 215, and any amendments thereto. These terms
and conditions are identified in the U.S. DOL's letter of certification to FTA, the date of which is set forth Grant Agreement or Cooperative Agreement with the state. The Contractor agrees to perform transit operations in connection with the underlying contract in compliance with the conditions stated in that U.S. DOL letter.
ii) Transit Employee Protective Requirements for Projects Authorized by 49 U.S.C. § 5311 in Nonurbanized Areas. If the contract involves transit operations financed in whole or in part with Federal assistance authorized by 49 U.S.C. § 5311, the Contractor agrees to comply with the terms and conditions of the Special Warranty for the Nonurbanized Area Program agreed to by the U.S. Secretaries of Transportation and Labor, dated May 31, 1979, and the procedures implemented by U.S. DOL or any revision thereto. b. CONTRACTOR also agrees to include any applicable requirements in each subcontract involving transit operations financed in whole or in part with Federal assistance provided by FTA.
21. DISADVANTAGED BUSINESS ENTERPRISE (DBE).
a. This contract is subject to the requirements of Title 49, Code of Federal Regulations, Part 26, Participation by Disadvantaged Business Enterprises in Department of Transportation Financial Assistance Programs and CITY’s DBE program..
b. CONTRACTOR shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The contractor shall carry out applicable requirements of 49 CFR Part 26 in the award and administration of this DOT-assisted contract. Failure by CONTRACTOR to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as CITY deems appropriate. Each subcontract the contractor signs with a subcontractor must include the assurance in this paragraph (see 49 CFR 26.13(b)).
c. CONTRACTOR is required to pay its subcontractors performing work related to this contract for satisfactory performance of that work no later than thirty (30) days after CONTRACTOR’s receipt of payment for that work from CITY. In addition, CONTRACTOR is required to return any retainage payments to those subcontractors within thirty (30) days after the subcontractor's work related to this contract is satisfactorily completed. d. CONTRACTOR must promptly notify CITY whenever a DBE subcontractor performing work related to this contract is terminated or fails to complete its work and must make good faith efforts to engage another DBE subcontractor to perform at least the same amount of work. CONTRACTOR may not terminate any DBE subcontractor and perform that work through its own forces or those of an affiliate without prior written consent of CITY.
22. SAFE OPERATION OF MOTOR VEHICLES / DISTRACTED DRIVING. a. Seat Belt Use. In accordance with the provisions of Executive Order No. 13043, “Increasing Seat Belt Use in the United States,” April 16, 1997, 23 U.S.C. § 402 note, CONTRACTOR is required to adopt and promote on-the-job seat belt use policies and
programs for its employees and other personnel that operate company-owned vehicles, company-rented vehicles, or personally operated vehicles. The terms “company-owned” and company-leased” refer to vehicle owned or lease by CONTRACTOR or by CITY. b. Distracted Driving. In accordance with the provisions of Executive Order No. 13513, “Federal Leadership on Reducing Text Messaging While Driving,” October 1, 2009, 23 U.S.C. § 402 note, and U.S. DOT Order 3902.10, “Text Messaging While Driving,” December 30, 2009; CONTRACTOR is required to adopt and enforce workplace safety policies to decrease crashes caused by distracted drivers, including policies to ban text messaging while using an electronic device supplied by an employer, and driving a vehicle the driver owns or rents, a vehicle CONTRACTOR owns, leases, or rents, or a privatelyowned vehicle when on official business in connection with or when performing any work for or on behalf of CITY.
23. DRUG AND ALCOHOL TESTING. CONTRACTOR agrees to establish and implement a drug and alcohol testing program that complies with 49 CFR Parts 653 and 654, produce any documentation necessary to establish its compliance with Parts 653 and 654, and permit any authorized representative of the United States Department of Transportation or its operating administrations, the State Oversight Agency of California, or CITY, to inspect the facilities and records associated with the implementation of the drug and alcohol testing program as required under 49 CFR Parts 653 and 654 and review the testing process. CONTRACTOR agrees further to certify annually its compliance with Parts 653 and 654 and to submit the Management Information System (MIS) reports before MARCH 1 of each year to CITY. To certify compliance the contractor shall use the "Substance Abuse Certifications" in the "Annual List of Certifications and Assurances for Federal Transit Administration Grants and Cooperative Agreements," which is published annually in the Federal Register.
24. INCORPORATION OF FEDERAL TRANSIT ADMINISTRATION (FTA) TERMS. The preceding provisions include, in part, certain Standard Terms and Conditions required by USDOT, whether or not expressly set forth in the preceding contract provisions. All contractual provisions required by USDOT, as set forth in FTA Circular 4220.1E are hereby incorporated by reference. Anything to the contrary herein notwithstanding, all FTA mandated terms shall be deemed to control in the event of a conflict with other provisions contained in this Agreement. CONTRACTOR shall not perform any act, fail to perform any act, or refuse to comply with any CITY requests which would cause CITY to be in violation of the FTA terms and conditions.
f
February 20, 2026
SUBMITTED TO
City of San Luis Obispo
Alex Fuchs, Mobility Services Business
Manager
990 Palm Street
San Luis Obispo CA, 93401
[email protected]
SUBMITTED BY
MV Transportation, Inc.
2711 N. Haskell Avenue, Suite 1500 LB-2
Dallas, TX 75204
Keith Everage, Vice President
(323) 422-5946
www.mvtransit.com
Transit Operation
and Maintenance
Services
RFP No. Transit-01
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Request for Confidentiality
As a privately held company, many aspects of MV’s business are considered confidential. The proposal contained herein offers details regarding our proposed operating plan for the City of San Luis Obispo (City) and includes client information, operating procedures, management candidates, and innovative approaches that our Board of Directors considers Confidential and/or Trade Secrets.
For ease of the City’s review, MV:
» Indicates those sections of our proposal narrative considered either confidential or a trade secret using footnotes;
» Includes confidential attachments in this proposal response; these are marked “confidential” in the margins of each document and/or form;
» Considers its pricing information confidential and has therefore indicated so in the margin of each price page; and,
» Has submitted its Audited Financial Statements in a separate confidential file.
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Table of Contents
Request for Confidentiality ............................................................................................................... ii Table of Contents ............................................................................................................................ iii Executive Summary ......................................................................................................................... iv
1. Submittal Forms..............................................................................................................................1
2. Experience and Qualifications......................................................................................................2
3. Operational Approach ..................................................................................................................8
3.1. Start-up and Transition Plan ............................................................................................................................10
3.2. Management and Operations Plan ................................................................................................................. 16
3.2.a. Scheduling, Dispatching, and Customer Service ................................................................................... 22 i. Talent Acquisition and Workforce Retention............................................................................................... 23 ii. Quality Control........................................................................................................................................... 24 iii. Additional Proposed Technologies............................................................................................................ 27
4. Maintenance................................................................................................................................31
4.1. Facility Maintenance Program ........................................................................................................................ 33
4.2. Preventive Maintenance and Inspection Program......................................................................................... 35 i. History of Regulatory Findings.................................................................................................................... 39
4.3. Proposed Insurance Program ........................................................................................................................40
5. Safety and Training..................................................................................................................... 41
5.1. Staff Training Program..................................................................................................................................... 41
5.2. Safety Records ............................................................................................................................................... 50
6. Personnel....................................................................................................................................52
6.1. Key Personnel ................................................................................................................................................. 52
6.1.a. Organizational Chart ............................................................................................................................... 55
6.2. Wages.............................................................................................................................................................57
6.3. Benefits Package ........................................................................................................................................... 58
6.4. Staffing Plan .................................................................................................................................................. 59
6.5. Labor Code Compliance ............................................................................................................................... 65
7. Reporting ................................................................................................................................... 66
7.1. Approach to Reporting Quality Control ...........................................................................................................67 Appendix.........................................................................................................................................69 MV Transportation, Inc. is a federal contractor or subcontractor which complies fully with Executive Order 11246, as amended, and the applicable regulations contained in 41 C.F.R. Parts 60-1 through 60-60; 29 U.S.C. Section 793 and the applicable regulations contained in 41 C.F.R. Part 60-741; 38 U.S.C. Section 4212 and the applicable regulations contained in 41 C.F.R. Part 60-250 and/or 60-300; and 29 CFR Part 471, Appendix A. MV is an Equal Employment Opportunity/Affirmative Action Employer.
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Executive Summary
The City of San Luis Obispo (the City) is seeking a trusted partner to operate and maintain its fixed route transit operation and maintenance services, SLO Transit. SLO Transit recognizes that high-quality public transportation depends on four core elements:
1. a strong local team to run daily operations,
2. delivering excellent customer service,
3. effective system design and operation, and
4. maintaining on-time performance (OTP).
With 50 years of experience and over 125 active contracts nationwide, nearly 45% of MV Transportation (MV) contracts include fixed route services, either as a stand-alone fixed route or as part of multimodal operations.
Our extensive experience showcases our ability to meet SLO Transit’s unique needs. For the City, MV will:
1. Build a strong local team through proven recruitment and retention strategies, supported by dedicated professionals and backed by a strong corporate team.
2. Deliver exceptional customer service through comprehensive training programs and customer-focused technology.
3. Enhance system design and operations by using proven scheduling, planning, and safety technologies, supported by dedicated professional services.
4. Increase OTP with our customized OTP, road supervision, and dispatch plans.
Proven Experience
MV’s deep familiarity with California’s transit landscape is unmatched. We currently operate over 30 contracts surrounding the San Luis Obispo area, including systems comparable to SLO Transit:
• Union City Transit- fixed route and ADA paratransit (since 2000) • Livermore Amador Valley Transit Authority- fixed route and rapid bus services (since 2002) • City of West Covina- fixed route and demand-responsive services (since 2014) • Santa Clarita Transit- fixed route, commuter express, dial-a-ride, microtransit, and trolley services (since 2008) Because we are deeply experienced in California's operational and regulatory environments, we can deliver a seamless, low-risk transition that maintains service continuity from day one.
Our highly experienced regional team will support SLO Transit’s local team.
Airport Shuttle
0.8% Call Center
2.4%
Deviated Fixed Route
0.8%
Fixed Route
16.8%
Maintenance
1.6%
Management
2.4%
Microtransit
0.8%
Multimode
27.2%
Paratransit
28.0%
Private (Corporate)
Shuttle
4.8%
Public Shuttle
7.2%
Schoolbus
4.0%
University/College
Shuttle
3.2%
Contracts by Mode
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Regional Vice President Lorraine Lopez brings 20 years of transportation experience and will lead the regional support team, partnering with the local team to drive continuous improvement.
Director of Safety Jorge Flores brings 16 years of transportation safety experience and will uphold compliance with all regulatory requirements relating to health, safety, and security.
Director of Maintenance Samuel (Sam) Tolley brings nearly 15 years of transportation maintenance leadership and will support the maintenance manager on the ground to ensure smooth daily services.
Vice President of Customer Success Terence (Terry) Thompson brings over two decades of experience in management and customer care and will support SLO Transit by addressing the unique challenges and opportunities within public transit systems.
1. Building a Strong Local Team
Founded in 1975 by Alex and Feysan Lodde, a husband-and-wife team, MV was built on a mission to provide freedom of mobility by offering access to safe, reliable transportation. Half a century later, this mission continues today through The New MV- a renewed focus on people, performance, and accountability.
Our approach rests on having and continually building on the best team in the transportation business:
• Hiring people who share our values and deep commitment to our passengers and clients • Investing heavily in development and training so that they unlock their full potential • Reinforcing a culture prioritizing safety, customer service, and operational excellence so that we treat each passenger like we would our dearest loved ones.
For SLO Transit, we propose the following local management team, fully dedicated to the City’s services.
Meet the Local Team
Proposed General Manager Yevette Mc Neese brings 19 years of transportation industry experience and will provide hands-on operational leadership, ensuring safe, compliant, and efficient service delivery for SLO Transit.
Proposed Operations Manager Jeffery Lampton brings nearly 5 years of transit leadership experience and will lead daily operations by driving safe, reliable, and compliant service delivery through collaborative leadership, data-driven decision-making, and strong operational discipline across all service modes.
Proposed Maintenance Manager Casterdale Green brings nearly two decades of fleet maintenance experience and will ensure SLO Transit’s fleet is safe, reliable, and fully DOT-compliant.
Proposed Safety and Training Manager Aaron Pike brings over 30 years of experience in transportation operations, safety, and compliance, and will lead safety and training programs and foster a culture of safety, reliability, and customer-focused service.
In addition to our proposed management team, we will also implement our proven recruitment strategy to ensure SLO Transit is supported by a fully staffed team.
Our national recruiting program has evolved over the past five years to adjust to the changing labor market and has proven highly successful.
For instance, in response to sharp post-pandemic staffing declines across all five LADOT operations, we implemented a strategy addressing both immediate workforce needs and long-term organizational health.
Recruitment was overhauled with a regional recruiter, like MV will provide for SLO Transit, leading grassroots campaigns, weekly job fairs, and Facebook outreach. As a result, turnover rates dropped significantly across all divisions. Downtown Dash, which was short 20 drivers as recently as January 2025, is now operating above its staffing goal.
Mid-Cities Central Dash, once the most impacted, has become a model for retention and engagement. MV’s recruiting and retention strategies are now being adopted in other regions, and our partnership with LADOT has grown stronger.
Meet Melissa Flohre: SLO Transit’s
Recruitment Partner
Melissa Flohre brings over 15 years of
experience in recruitment and
employee relations. She will oversee
recruiting, selection, and staffing
programs, evaluating strategies to
meet staffing objectives for SLO
Transit.
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Most importantly, retention translates into safer service. With fewer new drivers and more tenured employees behind the wheel, Preventable Accident Frequency Rate (PAFR) rates are declining. For example, LA City Ride saw its July year-over-year PAFR drop from 3.05 in 2023 to 0.00 in 2025. Our investment in people has directly improved the safety and reliability of LADOT’s transportation services, and we are excited to introduce the same results for SLO Transit.
2. Delivering Exceptional Customer Service
We believe excellent customer service begins with well-trained, engaged employees. For SLO Transit, MV will implement structured training programs that reinforce safety, professionalism, and accountability, including:
The MV Way- an operational manual for general managers that reinforces policies and best practices while fostering positive culture and talent development, prioritizing safety and operational efficiency, ensuring outstanding customer satisfaction, and leveraging AI-powered tools to streamline operations.
Operator Retraining- all MV operators are evaluated at least every six months, and if needed, receive tailored remedial training to address specific issues.
Own the Moment- is a comprehensive safety engagement initiative that emphasizes leadership, accountability, and consistent safe behavior by all employees in every environment.
General Manager Development Academy (GMDA)- This training program develops general managers’ leadership, operational, and practical skills, culminating in actionable plans for success across our nationwide operations. “Driven by people- that means that we’re here to serve. The general manager- instead of being at the top of the pyramid, you’re at the bottom of the pyramid. You have to want to serve the community, help people, and people who just want to help people just do so great in transit. They go the extra mile.” These training programs are supported by employee wellness initiatives and a focus on work-life balance, creating a positive workplace that translates into better service for riders.
To further enhance the customer experience, MV is embracing advanced technology like Spare AI Voice—a cuttingedge solution that transforms routine interactions into seamless, human-like conversations, ensuring passengers receive timely, accurate, and personalized support.
3. Enhancing System Design and Operations
Within the past three years, we have been making significant transformations to build The New MV, investing in AI, microtransit, zero and low-emission vehicles, and other trends that have positively impacted our passengers, customers, and employees.
We provide extra support for Connexionz software, operating two California contracts near SLO Transit to promote best practices and offer assistance as needed. In addition, MV proposes the following innovative technology for SLO Transit.
Technology Offerings
Optibus streamlines planning and scheduling for fixed route systems, supports battery electric buses (BEB) and internal combustion engine (ICE) vehicles, and creates multiple planning scenarios in minutes.
MV EMPLOYEE PERSPECTIVE William Crespin, General Manager, Glendale division 43 In 2024, MV released an employee engagement survey which resulted in the following top four strengths:
• Employees are proud to work for MV.
• They feel connected to MV because their work has meaning and purpose. • They feel the perspectives of people from other cultures and backgrounds and are respected and valued. • They feel they were properly trained and supported in their roles.
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Technology Offerings
DriveCam continuously records footage inside the vehicle and on the road to support real-time coaching, incident response, and risk reduction.
AI-Enabled Technology improves candidate quality, retention, and workforce stability by identifying the best long-term new hire fits.
Further supporting SLO Transit’s efforts to enhance system design and operations, MV brings a professional services team with decades of experience in innovative transit to support the City as it scales its electric vehicle fleet.
Meet the Professional Services Team
Stephanie Doughty, vice
president of professional
services, leads resource
optimization and strategic
initiatives with 10+ years in
technology and paratransit
operations.
Cartra Baker, Senior
Solutions Lead, brings 20
years of experience driving
strategic initiatives and
operational efficiency
through sourcing,
procurement, and data
analytics.
Lidia Gonzales, senior IT
applications analyst,
specializes in application
configuration, system
integration, and trip-data
analysis to maximize ondemand service efficiency.
Elizabeth (Liz) Stayner,
senior transit planning
manager, offers 10+ years
in transit planning, with
expertise in management,
training, financial oversight,
and community outreach.
MV will enhance system design and operation by pairing proven, scalable technology with hands-on regional support- deploying Optibus to drive data-informed planning and scheduling, integrating DriveCam to strengthen a safety-first culture, and embedding our professional services expertise to guide continuous improvement as SLO Transit transitions to an electric fleet. This approach provides SLO Transit with a clear, practical pathway to optimize its fixed-route operations while improving efficiency, reliability, and the rider experience.
4. Increasing OTP
The New MV culture and approach have greatly benefited our clients and passengers. Our operational metrics are now second-to-none; our client satisfaction ratings and net promoter scores are not just outstanding but on par with those of some of the most admired companies in America across any industry.
We know how to deliver measurable improvements quickly. When MV began operating IndyGo Access, OTP jumped 12% within weeks, reaching 91.9% and restoring rider confidence from day one.
For SLO Transit, MV will implement a structured supervision and dispatch plan designed to maintain OTP:
• Dedicated Road Supervisors: MV will assign coverage zones to monitor routes in real time, assist operators, and respond to incidents promptly.
• Centralized Dispatch Operations: Dispatchers will actively monitor service delivery through integrated scheduling and AVL software.
• Technology Integration: Optibus for efficient scheduling, MV Insight dashboards for performance monitoring, TEAM for managing maintenance schedules and compliance documentation, DriveCam and Mobileye for ensuring a safety-first culture.
MV Insights- A custom-built operational visualization of our operations tailored to each customer’s Key Performance Indicators, to quickly identify underperforming KPIs and receive real-time notifications when issues arise.
Trapeze Enterprise Asset Management (T-EAM)- Supports facility maintenance operations by monitoring scheduled maintenance intervals and ensuring preventive maintenance is completed in accordance with OEM recommendations.
This plan combines real-time oversight and advanced technology to optimize daily operations and deliver consistent, high-quality service for SLO Transit.
Soundbite Building A Strong Workforce
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MV collaborated with the Los Angeles Department of Transportation (LADOT) to address OTP challenges for the MidCity DASH bus service. Through a comprehensive, data-driven approach involving technology optimization, operator engagement, and route timing adjustments, they significantly improved service reliability and schedule adherence.
OTP increased by 27%, improving schedule adherence on key routes from about 40-50% to 80-90%, nearing the client's goal of 85%. Early arrivals were reduced from 10% to 1.5%, indicating better schedule compliance.
We are a much better company today than we were three years ago when we began the journey to the New MV, and our improvements and growth are accelerating as we continue to build on these successes.
Moving Forward With MV
As proud as we are of the improvements we have made in the last three years, we are even more excited about the future. We believe the acceleration of artificial intelligence, enhanced driving technologies, zero- and lowemissions vehicles, microtransit, and other emerging trends will drive significant changes in the transit industry over the next five years. A strong team is crucial during times of significant change, enabling us to stay focused on client needs and industry shifts so we can effectively support our clients in adapting.
MV is the Right Partner for SLO Transit
MV combines 50 years of proven experience with a forward-thinking approach that embraces innovation and operational excellence. Our ability to deliver outstanding service rests on three pillars:
• People: A strong local team supported by regional and national experts, backed by industry-leading recruitment and retention strategies.
• Technology: Advanced tools like Optibus, MV Insights, and T-EAM, paired with safety innovations like DriveCam, to optimize operations and enhance reliability.
• Culture of Excellence: A relentless commitment to safety, customer service, and continuous improvement, reinforced by structured training programs and data-driven decision-making.
By aligning these strengths with SLO Transit’s goals, MV offers a partnership that ensures operational stability today while preparing for the future. The next chapter of SLO Transit is one we will write together, fueled by the same spirit of service and commitment to improving our passengers' lives that has carried MV for five decades. We will deliver a safe, reliable, and innovative transit system that meets the needs of the San Luis Obispo community for decades to come.
MV ADVANTAGE MV Case Study: Boosting OTP for LADOT Dash
February 20, 2026
Alex Fuchs, Mobility Services Business Manager
The City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA, 93401
Dear Alex,
MV Transportation, Inc. and all subsidiaries, joint ventures, partnerships, and affiliates (or MV) greatly appreciate the opportunity to submit its proposal in response to the City of San Luis Obispo’s Request for Proposal Number Transit-01 for Transit Operation and Maintenance Services.
We are proud of our history in passenger transportation, and we offer high-quality service delivered by qualified, professional staff. MV’s proposal honors all its Collective Bargaining Agreements and knows the true operating costs in this market. The company is confident that its proposed operating approach offers the best value for the City.
As required, MV’s proposed operating plan is contained herein. This plan is built on our promise to our customers, our passengers, and our employees:
We always prioritize the safety and security of our passengers, employees, and communities above all else. We work collaboratively within our workplace, with our business partners, and in our community to improve the quality of life.
We strive to pursue new ideas to bring value to our customers.
MV acknowledges receipt of Addendum 1 dated December 2, 2025, and Addendum 2 dated February 6, 2026.
Keith Everage is your primary contact for this procurement and is authorized to make representations for MV Transportation, Inc., to include all its subsidiaries, joint ventures, partnerships, and affiliates (the bidding entity). If awarded the contract, the Contracting Party will be MV Public Transportation, Inc.
You can reach me at (323) 422-5946 or [email protected]. Additionally, Joe Escobedo, senior vice president, will serve as your secondary contact; you can contact Joe at (623) 340-3209 or [email protected]. Please direct all correspondence related to this and all future procurements to MV’s bid office located at 750 Mason Street, Suite 105, Vacaville, CA 95688.
Thank you for your consideration; I encourage you to select MV Transportation as your partner for the provision of the SLO Transit. We look forward to working with you throughout this procurement.
Sincerely,
Dorothea DePrisco
Assistant Corporate Secretary
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1. Submittal Forms
In response to RFP section G.1 “Submittal Forms,” please see the required forms on the following pages of the proposal.
Please see the Cost Proposal Forms submitted separately to BidNet in Excel format as required.
APPENDIX K - Federal Proposal and Contract Certification Forms The proposing firms is required to complete and submit the following forms.
Form 1. Debarment and Suspension Certification
The Federal Transit Administration (FTA) requires third-party contractors to submit this certificate to the grantee (the CITY). In addition, any subcontractor doing work valued at $25,000 or more is required to submit this certificate to the grantee.
Form 2. Certification Regarding Lobbying Activities
FTA requires that each third-party contractor submit this certification to the grantee (the CITY). Any subcontractor doing work valued at more than $100,000 is also required to submit a certification to the grantee.
Form 3. Disclosure of Lobbying Activities
FTA requires any third-party contractor or subcontractor whose participation exceeds $100,000 and who is involved in lobbying activities must submit this statement to the grantee.
Form 4. Drug-Free Workplace Act Certification
Form 5. Non-Collusion Affidavit
Form 6. Tax Liability Certification
Form 7. Workers’ Compensation Certification
FORM 1
DEBARMENT AND SUSPENSION CERTIFICATION FORM
This certification is required by the regulations implementing Executive Order 12549, Debarment and Suspension, 29 CFR Part 98, Section 98.510, Participants’ responsibilities. The regulations were published as Part VII of the May 26, 1988 Federal Register (pages 19160-19211). (BEFORE COMPLETING THIS CERTIFICATION, READ THE FOLLOWING INSTRUCTIONS WHICH ARE
AN INTEGRAL PART OF THE CERTIFICATION)
1. The prospective recipient of Federal assistance funds certifies, by submission of this proposal, that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency.
2. Where the prospective recipient of Federal assistance funds is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this proposal.
The Proposer shall require that the language of this certification be included in the contract documents for all subcontractors and material suppliers at all tiers, and that all subcontractors and material suppliers shall certify and disclose accordingly.
The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements submitted on or with this certification. In addition, the Proposer understands and agrees that the provisions of 31 U.S.C. §§ 3801 et al. are applicable to this certification.
Name and Title of Authorized Representative
Signature
Date
Dorothea DePrisco, Assistant Corporate Secretary
2/18/2026
INSTRUCTIONS FOR FORM 1
1. By signing and submitting this proposal, the prospective recipient of Federal assistance funds is providing the certification as set out below.
2. The certification in this class is a material representation of fact upon which reliance was placed when this transaction was entered into. If it is later determined that the prospective recipient of Federal assistance funds knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the Department of Labor (DOL) may pursue available remedies, including suspension and/or debarment.
3. The prospective recipient of Federal assistance funds shall provide immediate written notice to the person to whom the proposal is submitted if at any time the prospective recipient of Federal assistance funds learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances.
4. The terms “covered transaction”, “debarred”, “suspended”, “ineligible”, “lower tier covered transaction”, “participant”, “person”, “primary covered transaction”, “principal”, “proposal” and “voluntarily excluded”, as used in this clause, have the meanings set out in Definitions and Coverage sections of rules implementing Executive Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations.
5. The prospective recipient of Federal assistance funds agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the DOL.
6. The prospective recipient of Federal assistance funds further agrees by submitting this proposal that it will include the clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower Tier Covered Transactions,” without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.
7. A participant in a covered transaction may rely upon a certification of prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant may decide the method and frequency by which it determines the eligibility of its principals. Each participant may but is not required to check the List of Parties Excluded from Procurement of Non-procurement Programs.
8. Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of a participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
9. Except for transactions authorized under paragraph 5 of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to the other remedies available to the Federal Government, the DOL may pursue available remedies, including suspension and/or debarment.
FORM 2
CERTIFICATION REGARDING LOBBYING ACTIVITIES FORM
The undersigned CONTRACTOR certifies, to the best of his or her knowledge and belief, that:
1. No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement.
2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for making lobbying contacts to an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form--LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions [as amended by "Government wide Guidance for New Restrictions on Lobbying," 61 Fed. Reg. 1413 (1/19/96). Note:
Language in paragraph (2) herein has been modified in accordance with Section 10 of the Lobbying Disclosure Act of 1995 (P.L. 104-65, to be codified at 2 U.S.C. 1601, et seq .)]
3. The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants, and contracts under grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly.
This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. A 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. [Note: Pursuant to 31 U.S.C. A 1352(c)(1)-(2)(A), any person who makes a prohibited expenditure or fails to file or amend a required certification or disclosure form shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such expenditure or failure.] The CONTRACTOR, ______________________, certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Bidder understands and agrees that the provisions of 31 U.S.C. A 3801, et seq., apply to this certification and disclosure, if any.
Signature of Contractor’s Authorized Official
Name and Title of Contractor’s Authorized Official
Date
MV Transportation, Inc.
Dorothea DePrisco, Assistant Corporate Secretary
2/18/2026
Review Public Burden Disclosure Statement
DISCLOSURE OF LOBBYING ACTIVITIES OMB Control Number: 4040-0013 Expiration Date: 2/28/2025
Complete this form to disclose lobbying activities pursuant to 31 U.S.C. 1352
1. * Type of Federal Action:
a. contract
b. grant
c. cooperative agreement
d. loan
e. loan guarantee
f. loan insurance
2. * Status of Federal Action:
a. bid/offer/application
b. initial award
c. post-award
3. * Report Type:
a. initial filing
b. material change
4. Name and Address of Reporting Entity:
Prime SubAwardee
* Name
* Street 1 Street 2
* City State Zip
Congressional District, if known:
5. If Reporting Entity in No.4 is Subawardee, Enter Name and Address of Prime:
6. * Federal Department/Agency: 7. * Federal Program Name/Description:
CFDA Number, if applicable:
8. Federal Action Number, if known: 9. Award Amount, if known:
$
10. a. Name and Address of Lobbying Registrant:
Prefix * First Name Middle Name
* Last Name Suffix
* Street 1 Street 2
* City State Zip
b. Individual Performing Services (including address if different from No. 10a) Prefix * First Name Middle Name
* Last Name Suffix
* Street 1 Street 2
* City State Zip
11. Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi-annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. * Signature:
*Name: Prefix * First Name Middle Name
* Last Name Suffix
Title: Telephone No.: Date:
Federal Use Only: STANDARD FORM LLL (REV. 7/1997)
Authorized for Local Reproduction
Not Applicable FORM 3
Federal Agency Form Instructions
Form Identifiers Information
Agency Owner Grants.gov
Form Name Disclosure of Lobbying Activities (SF-LLL)
Form Version Number 1.2
OMB Number 4040-0013
OMB Expiration Date 02/28/2022
Form Field Instructions
Field
Number
Field Name Required or
Optional
Information
1. *Type of Federal Action: Required Identify the type of covered Federal action for which lobbying
activity is and/or has been secured
to influence the outcome of a
covered Federal action. This field
is required.
2. *Status of Federal Action Required Identify the status of the covered Federal action. This field is
required.
2-a. a. Bid/Offer/Application Check if
applicable
Click if the Status of Federal Action
is a bid, an offer or an application.
2-b. b. Initial Award Check if
applicable
Click if the Status of Federal Action
is an initial award.
2-c. c. Post-Award Check if
applicable
Click if the Status of Federal Action
is a post-award.
3.0 *Report Type Required Identify the appropriate
classification of this report.
3-a. a. Initial filing Check if
applicable
Check if Initial filing.
3-b. b. Material change Check if
applicable
If this is a follow up report caused
by a material change to the
information previously reported,
enter the year and quarter in
which the change occurred. Enter
the date of the previously
submitted report by this reporting
entity for this covered Federal
action. This field is required.
INSTRUCTIONS FOR FORM 3
Field
Number
Field Name Required or
Optional
Information
Material Change Year Conditionally
Required
If this is a follow up report caused
by a material change to the
information previously reported,
enter the year in which the change
occurred.
Material Change Quarter Conditionally
Required
If this is a follow up report caused
by a material change to the
information previously reported,
enter the quarter in which the
change occurred.
Material Change Date of Last
Report
Conditionally
Required
Enter the date of the previously
submitted report by this reporting
entity for this covered Federal
action.
4. Name and Address of Reporting
Entity
Required Provide the information for Name
and Address of Reporting Entity.
Prime Check if
applicable
Click to designate the organization
filing the report as the Prime
Federal recipient.
Subawardee Check if
applicable
Click to designate the organization
filing the report as the
SubAwardee Federal recipient.
Subawards include but are not
limited to subcontracts, subgrants
and contract awards under grants.
Tier if known: Optional Identify the tier of the
subawardee, e.g., the first
subawardee of the prime is the 1st
tier.
Name Required Enter the name of reporting
entity. This field is required
Street 1 Required Enter Street 1 of the reporting
entity. This field is required.
Street 2 Optional Enter Street 2 of the reporting
entity.
City Required Enter City of the reporting entity
This field is required.
State Required Enter the state of the reporting
entity. This field is required
ZIP Required Enter the ZIP of the reporting
entity. This field is required
Field
Number
Field Name Required or
Optional
Information
Congressional District, if known Optional Enter the primary Congressional District of the reporting entity.
Enter in the following format: 2
character state abbreviation – 3
characters district number, e.g.,
CA-005 for California 5th district,
CA-012 for California 12th district,
NC-103 for North Carolina’s 103rd
district.
5. If Reporting Entity in No. 4 is
Subaward, Enter Name and
Address of Prime
Conditionally
Required
If Reporting Entity in No. 4 is
Subaward, provide the
information for the Name and
Address of Prime
Name Required If the organization filing the report
in item 4, checks "Subawardee",
enter the full name of the prime
Federal recipient.
Street 1 Required If the organization filing the report in item 4, checks "Subawardee",
enter the address of the prime
Federal recipient.
Street 2 Optional If the organization filing the report in item 4, checks "Subawardee",
enter the address of the prime
Federal recipient.
City Required If the organization filing the report
in item 4, checks "Subawardee",
enter the city of the prime Federal
recipient.
State Required If the organization filing the report
in item 4, checks "Subawardee",
select the appropriate state from
this pull down menu.
ZIP Required Enter the ZIP of Prime. This field is
required
Field
Number
Field Name Required or
Optional
Information
Congressional District, if known Optional Enter the Congressional District of Prime. Enter in the following
format: 2 character state
abbreviation – 3 characters district
number, e.g., CA-005 for California
5 th district, CA-012 for California
12th district, NC-103 for North
Carolina’s 103rd district.
6. Federal Department/Agency Required Enter the name of the Federal Department or Agency making the
award or loan commitment. This
field is required.
7. CFDA Number: Required Enter the full Catalog of Federal Domestic Assistance (CFDA)
number for grants, cooperative
agreements, loans and loan
commitments. Pre-populated from
SF-424 if using Grants.gov.
CFDA Title: Required Enter the Federal program name
or description for the covered
Federal action. Pre-populated
from SF-424 if using Grants.gov.
8. Federal Action Number Optional Enter the most appropriate Federal identifying number
available for the Federal action,
identified in item 1 (e.g., Request
for Proposal (RFP) number,
invitation for Bid (IFB) number,
grant announcement number, the
contract, grant, or loan award
number, the application/proposal
control number assigned by the
Federal agency). Include prefixes,
e.g., "RFP-DE-90-001".
9. Award Amount Optional For a covered Federal action
where there has been an award or
loan commitment by the Federal
agency, enter the Federal amount
of the award/loan commitment of
the prime entity identified in item
4 or 5.
Field
Number
Field Name Required or
Optional
Information
10.a. Name And Address of Lobbying
Registrant
Required Provide the information for the
Name and Address of Lobbying
Registrant.
Prefix Optional Enter the prefix (e.g., Mr., Mrs.,
Miss), if appropriate, for the
Lobbying Registrant.
First Name Required Enter the first name of Lobbying
Registrant. This field is required.
Middle Name Optional Enter the middle name of
Lobbying Registrant.
Last Name Required Enter the last name of Lobbying
Registrant. This field is required.
Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD),
if appropriate, for the Lobbying
Registrant.
Street 1 Required Enter the first line of street
address for the Lobbying
Registrant.
Street 2 Optional Enter the second line of street
address for the Lobbying
Registrant.
City Required Enter the city of the Lobbying
Registrant.
State Required Select the appropriate state of the
Lobbying Registrant.
ZIP Code Required Enter the Zip Code (or ZIP+4) of
the Lobbying Registrant.
10.b. Individual Performing Services Required Provide the information for Individual Performing Services
Prefix Optional Enter the prefix (e.g., Mr., Mrs.,
Miss), if appropriate, for the
Individual Performing Services.
First Name Required Enter the first name of the
Individual Performing Services.
This field is required.
Middle Name Optional Enter the middle name of the
Individual Performing Services.
Last Name Required Enter the last name of the
Individual Performing Services.
This field is required.
Field
Number
Field Name Required or
Optional
Information
Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD),
if appropriate, for the Individual
Performing Services.
Street 1 Required Enter the first line of street
address for the Individual
Performing Services.
Street 2 Optional Enter the second line of street
address for the Individual
Performing Services.
City Required Enter the city of the Individual
Performing Services.
State Required Select the state for the address of
the Individual Performing Services
from this pull down menu.
ZIP Code Required Enter the Zip Code (or ZIP+4) of
the Individual Performing Services.
11. Information requested through
this form is authorized by title
31 U.S.C. section 1352. This
disclosure of lobbying activities
is a material representation of
fact upon which reliance was
placed by the tier above when
the transaction was made or
entered into. This disclosure is
required pursuant to 31 U.S.C.
1352. This information will be
reported to the Congress semiannually and will be available for public inspection. Any
person who fails to file the
required disclosure shall be
subject to a civil penalty of not
less than $10,000 and not more
than $100,000 for each such
failure.
N/A N/A
Signature: Required Completed by Grants.gov upon
submission.
Name: Required Provide the information for the
Name of the Certifying Official.
Field
Number
Field Name Required or
Optional
Information
Prefix Optional Enter the prefix (e.g., Mr., Mrs.,
Miss), if appropriate, for the
Certifying Official.
First Name Required Enter the first name of Certifying
Official. This field is required.
Middle Name Optional Enter the middle name of the
Certifying Official.
Last Name Required Enter the last name of the
Certifying Official. This field is
required.
Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD),
if appropriate, for the Certifying
Official.
Title: Optional Enter the title of the Certifying
Official.
Telephone No.: Optional Enter the telephone number of
the certifying official.
Date: Required Completed by Grants.gov upon
submission.
FORM 4
DRUG-FREE WORKPLACE ACT CERTIFICATION FORM
Contractor/Bidder Firm Name: _________________________________________ The contractor/bidder firm named above hereby certifies compliance with Government Code Section 8355 in matters relating to providing a drug-free workplace. The above named will:
1. Publish a statement notifying employees that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations, as required by Government Code Section 8355 (a).
2. Establish a Drug-Free Awareness Program as required by Government Code Section 8355 (a)(1)(B), to inform employees about all the following:
(a) The dangers of drug abuse in the workplace,
(b) The person’s or organization’s policy of maintaining a drug-free workplace, (c) Any available counseling, rehabilitation and employee assistance programs, and (d) Penalties that may be imposed upon employees for drug abuse violations.
3. Provide as required by Government Code Section 8355 (a)(1)(C), that every employee who works on the proposed contract:
(a) Will receive a copy of the company’s drug-free policy statement, and (b) Will agree to abide by the terms of the company’s statement as a condition of employment on the contract.
I, the official named below, hereby swear that I am duly authorized legally to bind the contractor to the above described certification. I am fully aware that this certification, executed on the date and in the county below, is made under penalty of perjury under the laws of the State of California.
Authorized Representative’s Name and Title: _________________________________________ Authorized Representative Signature: _________________________________________ Date executed: _________________________________________ Contractor/Bidder Firm’s Mailing Address: _________________________________________ Federal I.D. Number: _________________________________________
MV Transportation, Inc.
Dorothea DePrisco, Assistant Corporate Secretary
750 Mason St., Ste. 105, Vacaville CA, 95688
2/18/2026
11-3706367 (MV Public Transportation Inc.)
FORM 6
TAX LIABILITY CERTIFICATION FORM
The Proposer certifies that:
1. It has no unpaid federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability;
2. It has not been convicted of a felony criminal violation under any federal law within the preceding 24 months; and
3. It shall require that the language of this certification be included in the award documents for all subcontractors and material suppliers at all tiers, and that all subcontractors and material suppliers shall certify and disclose accordingly.
The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements submitted on or with this certification. In addition, the Proposer understands and agrees that the provisions of 31 U.S.C. §§ 3801 et al. are applicable to this certification.
Title of Company/Firm: ______________________________
Name: ______________________________
Title: ______________________________
Signature: ______________________________
Date: ___________________________________
MV Transportation, Inc.
Dorothea DePrisco
Assistant Corporate Secretary
2/18/2026
FORM 7
WORKERS’ COMPENSATION CERTIFICATION FORM
Labor Code Section 3700 in relevant part provides:
Every employer except the State shall secure the payment of compensation in one or more of the following ways:
1. By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this State.
2. By securing from the Director of Industrial Relations a certificate of consent to self-insure, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self-insure and to pay any compensation that may become due to employees.
3. For any county, city, city and county, municipal corporation, public Owner, public agency, or any political subdivision of the state, including each member of a pooling arrangement under a joint exercise of powers agreement (but not the state itself), by securing from the Director of Industrial Relations a certificate of consent to self-insure against workers’ compensation claims, which certificate may be given upon furnishing proof satisfactory to the director of ability to administer workers’ compensation claims properly, and to pay workers’ compensation claims that may become due to its employees. On or before March 31, 1979, a political subdivision of the state which, on December 31, 1978, was uninsured for its liability to pay compensation, shall file a properly completed and executed application for a certificate of consent to self-insure against workers’ compensation claims. The certificate shall be issued and be subject to the provisions of Section 3702.
I am aware of the provisions of Labor Code Section 3700 which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this Contract.
Signed (Contractor) Date
Print Name and Title
Dorothea DePrisco, Assistant Corporate Secretary
MV Transportation, Inc.
2/18/2026
REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: .
Describe fully three current contracts in performance by your firm that demonstrate your ability to provide the services included with the scope of the specifications. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.
Reference No. 1:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
Reference No. 2:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
36 years
City of Santa Clarita
(661) 295-6305 & [email protected]
Adrian Aguilar, Transit Manager
City of Downey
(562) 904-7223 & [email protected]
Michelle Jenney Arias
7810 Quill Drive
Downey, CA 90242
28250 Constellation Rd
Valenica, CA, 91355
MV began operating DowneyLINK public fixed route service for the City of Downey in 2002. The city’s transit program encompasses the DowneyLink fixed route bus service, with four routes traversing throughout the city, and a Dial-a-Ride shared curb-to-curb services for senior citizens and not able to ride the fixed route service. In 2018, MV extended its fixed route operation into a second decade while expanding the company’s responsibility for the Dial-A-Ride program.
MV is currently in the second contract term, providing operations, reservations, dispatch, and maintenance services, with a fleet of 17 vehicles, 10 DAR, and 7 fixed route. The annual contract value for this service is $1,700,000.
Since 2008, MV has operated transit services for Santa Clarita Transit, which comprises fixed route, commuter express, station links, Dial-A-Ride, micortransit, and trolley services. Service is delivered with a mixed fleet of BEB, CNG, diesel, and unleaded buses, transit coaches, articulaed buses and vans. For more than two decades, MV has provcided comprehensive transit O&M services for the City. We manage all aspects of service delivery, including operator recruitment and training, dispatch coordiination, and preventive maintenance programs to ensure reliable and efficient service. MV is currently providing service for the City and the annual contract value for this service is $24,300,000.
CONFIDENTIAL Page 210 of 378
Reference No. 3:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
Reference No. 4:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
(925) 605-8442
(510) 675-5446 & [email protected]
Livermore Amador Valley Transit Authority
Christy Wegener, Executive Director
City of Union City
Steve Adams, Transit Manager
& [email protected]
MV began operating fixed route services for this customer in 2002.
This service provides bus-tobus and bus-to-rail connections. MV also operates the Tri-Valley Rapid Bus Rapid Transit where we assisted with the design and implementation of this service in 2010. MV’s success in the in the operations and management of the LAVTA service is evidenced by receiving the California Transit Agency of the Year in 2018 and 2019. MV is in its third term with the Authrity, to provide operations, dispatch, and mainenance services, utilizing 74 diesel and gas vehicles. The annual contract value for this service is $14,800,000.
Livermore Amador Valley Transit Authority
Christy Wegener, Executive Director
City of Union City
Steve Adams, Transit Manager
& [email protected]
34650 7th St
Union City, CA, 94587
1362 Rutan Ct, Ste. 100
Livermore, CA 94551
MV began providing fixed route and ADA paratransit services for the City of Union City in 2000, with the addition of microtransit service in 2022. The fixed route service routes coordinate with other major transportation services in the area, including Bay Area Rapid Transit (BART) AC Transit, and the Dumbarton Express, with main transfer points at the Union City BART station and the Union Landing transit center. The paratransit service provides limited service to the City and eligible passengers with disabiltities. The microtransit service operate within city limits of Union City to provide curb-to-curb transporation.
MV has been in the third contract term since 2000, operating 26 mixed fleet vehicles of unleaded, CNG, and BEB vehicles.The annual contract value of this service is $30,273,808.
CONFIDENTIAL
38 Crest Rd W
Rolling Hills, CA 90274
CONFIDENTIAL
Reference No. 5:
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services
provided including contract
amount, when provided and
project outcome
(310) 544-7108 & [email protected]
Palos Verdes Penninsula Transit Authority
Martin Gombert, Administrator
MV began operating fixed route transit services for the Palos Verdes Peninsula Transit Authority (PVPTA) in 2015. Service operates on nine routes throughout the Peninsula, connecting the Cities of Rancho Palos Verdes, Palos Verdes Estates, Rolling Hills Estates, and Rolling Hills. Service operates in a hilly area, serving schools, libraries, shopping centers, and local government buildings. MV is currently in the first contract term, operating and maintaining a fleet of 23 CNG and propane cutaway vehicles. MV also provides dispatch and monitoring services using real-time AVL systems. The annual contract value of this service is $1,800,000.
STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances. ◼ Do you have any disqualification as described in the above paragraph to declare? Yes ☐ No ☐
◼ If yes, explain the circumstances.
Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________
Signature of Authorized Proposer Representative
February 18, 2026
Dorothea DePrisco, Assistant Corporate Secretary
Vacaville, California
TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
Public Transit. Reimagined. | 2
2. Experience and Qualifications
Demonstrated Ability and Relevant Experience
In response to RFP section G.2 “Experience and Qualifications,” MV brings 50 years of proven performance and a uniquely deep understanding of what it takes to deliver safe, reliable, customer-focused fixed route transit.
Founded in 1975 on the simple and powerful belief that everyone deserves access to mobility, MV has spent half a century expanding that founding mission into a nationwide legacy—one built on operational excellence, community partnership, and service to others.
Today, nearly 45% of MV’s 125 active contracts include fixed route services, either independently or as part of integrated multimodal systems. This extensive experience directly aligns with SLO Transit’s service profile and demonstrates MV’s enduring commitment to delivering the same high-quality mobility the company was founded on.
Our California presence is equally rooted in that history of service. Since our earliest days operating in the Bay Area, MV has expanded to more than 30 contracts statewide, with multiple systems along the coastal corridor from San Francisco to Los Angeles. This long-standing regional experience ensures we bring:
• Proven best practices already tailored to California transit conditions • A strong regional labor pipeline
• Ready-to-deploy operational resources
• Local management familiar with state-specific requirements What began 50 years ago as a husband-and-wife mission to serve vulnerable riders has grown into the largest privately owned transit company in the country—yet our core purpose remains unchanged: deliver safe, reliable, and accessible transportation with world-class care.
Nature and Relevance of Recently Awarded Work
MV’s most recent system awards continue to reflect our company’s evolution into The New MV—a modern, innovation-focused organization built on the same principles of safety, reliability, and service that guided us in 1975, and underscore our relevant experience with systems that mirror the scale, service mix, and operational requirements of SLO Transit.
Some of our recent awards in 2025 include:
• Augusta–Richmond County: Fixed route and demand-responsive services, including operation of nine fixed routes and complementary paratransit.
• St. Lucie County, FL: Continued operation of fixed route, paratransit, and microtransit services. • City of West Covina, CA: Extension to continue operating fixed route and dial-a-ride programs. • San Leandro LINKS, CA: Continued fixed route shuttle operations. • Collier County, FL: Fixed route and paratransit operations. • Valley Regional Transit (VRT): Fixed route, ADA paratransit, and microtransit services. • City of Downey, CA – DowneyLINK: Continued fixed route and dial-a-ride operations. • City of Madera: Continued operation of fixed-route and demand-response services • Fresno: Continued operations of fixed-route and demand-response paratransit services.
TRANSIT OPERATION AND MAINTENANCE SERVICES| TRANSIT-01
Public Transit. Reimagined. | 3
These recent awards are highly relevant to SLO Transit for several reasons:
Reason for Relevance to SLO Transit Benefit to SLO Transit
1. Demonstrates Current Market Confidence
The volume and recency of MV’s contract awards indicate that municipalities across the country—and especially in California— continue to entrust MV with their fixed-route, paratransit, and multimodal operations. This current vote of confidence validates MV’s capabilities, accountability, and performance culture.
SLO Transit partners with a proven, modern
operational readiness, backed by a 50-year track
record of reliability, safety, and an exceptional service culture.
2. Experience With Systems Similar in Size and Scope
Many of these newly awarded systems operate at fleet sizes, route structures, and service models comparable to SLO Transit, demonstrating MV’s ability to deliver right-sized system management.
Immediate access to relevant service planning
strategies, scheduling approaches, and operator
training already optimized for systems that resemble
SLO Transit’s service.
3. Continued Trust From Long-Term California Partners
Award extensions in West Covina, Downey, and San Leandro show that California agencies continue to renew MV based on strong performance and ongoing service improvements.
• Assurance that MV understands California labor
structures, state safety regulations, and regional
transportation expectations
• Stability—we are capable of delivering longterm, consistent service quality • Local references and nearby operational support
that SLO Transit can depend on from day one
4. Proven Multimodal Integration Expertise
Our ability to blend fixed route, paratransit, and microtransit services reflects the adaptability and innovation required of modern transit operators. This enhances system efficiency, improves customer mobility options, and maintains high-quality service across diverse user needs.
If SLO Transit expands or adjusts its service portfolio in the future, MV already has the tools, technology,
and experience to support seamless transitions.
5. Readiness and Capacity to Mobilize Quickly
Our broad portfolio showcases our continued ability to launch and scale operations efficiently—whether taking over an existing system or implementing service enhancements.
MV arrives with a tested mobilization plan, ensuring
service continuity and minimizing operational
disruptions.
We bring decades of specialized fixed route expertise, an unmatched presence throughout California, and a demonstrated history of successfully operating systems that closely parallel SLO Transit’s needs. These recent awards underscore MV’s forward momentum—driven by a modernized operating system, investments in artificial intelligence and zero-emission technology, and a company-wide culture transformation—while still grounded in the values that shaped MV’s founding 50 years ago. This proven and current experience positions MV to deliver exceptional service to SLO Transit from day one.
We bring a depth of knowledge in California’s landscape that few can rival. With over 50 active contracts across the state, including many surrounding the San Luis Obispo region, we understand the operational, regulatory, and customer-service nuances unique to California systems.
Our extensive footprint includes long-standing partnerships with agencies whose service profiles closely align with SLO Transit, ensuring immediate readiness:
• Union City Transit- Operates fixed-route and ADA paratransit service since 2000 • Livermore Amador Valley Transit Authority- Manages fixed-route and rapid bus services since 2002 • City of West Covina- Operates fixed-route and demand-responsive services since 2014 • Santa Clarita Transit- Delivers fixed-route, commuter express, dial-a-ride, microtransit, and trolley services since 2008
MV ADVANTAGE California Expertise That Delivers for SLO Transit
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Our deep regional presence enables us to deliver reliable, efficient, and customer-focused service for SLO Transit, supported by decades of operational insight from statewide systems that face similar ridership, geographic, and service-design considerations.
Staffing Capacity
A strong workforce has been at the heart of MV since Alex and Feysan Lodde first established the company with a frontline, service-first mindset. That principle is fully embedded in The New MV, where hiring, developing, and supporting front-line employees is central to our success.
This people-first philosophy allowed MV to partner with LADOT to overcome one of the most challenging post-pandemic labor shortages in the country. Through targeted recruitment, competitive compensation strategies, and a renewed cultural focus on communication, recognition, and operational excellence, MV rapidly rebuilt staffing levels across all five LADOT divisions.
The outcomes reflect the strength of MV’s team-based culture:
• Turnover fell by more than 50% at several locations
• Mid-Cities and Central Dash improved from 80.7% to 21.7% • Downtown Dash shifted from a 20-operator deficit to exceeding all staffing targets
These results reflect the same foundational commitment that shaped MV’s beginnings- treating employees with respect and equipping them with the tools, leadership, and support needed to succeed.
For SLO Transit, we are pleased to propose the following staffing plan:
Position Number Proposed Positions Number Proposed
General Manager 1FT Road Supervisor 4FT
Operations Manager 1FT Dispatcher 3FT
Safety and Training Manager 1FT Technicians 4FT
Maintenance Manager 1FT Utility Worker 1FT
Accounting Coordinator 1FT Fueler 1FT
Vehicle Operator 24FT, 3PT
Capacity and Workload
Backed by 50 years of continuous growth and supported by the national resources of the largest privately owned transit provider in the U.S., MV has the full capacity to transition, implement, and sustain the SLO Transit project without impact from any current or future commitments.
The MV Way—our new standardized operating system—ensures every division receives robust national support while maintaining strong local accountability. This structure allows MV to scale resources rapidly, maintain service excellence, and meet the distinct needs of each client.
Financial Strength and Stability
Our 50-year legacy, diversified national portfolio, and ongoing investment in technology, training, and innovation demonstrate the financial discipline and stability required to support reliable operations for decades to come.
Our financial position is solid, and the company has the financial resources and wherewithal to meet its financial obligations. For more information regarding the financial viability of MV, please contact Chief Financial Officer Erin Niewinski at (972) 391-4600.
A MESSAGE FROM OUR
FOUNDERS
As Alex Lodde noted, “It’s truly
incredible what we have been able to
build over 50 years, and I’m even
more excited about all of the
opportunities we have in the years
ahead.” Feysan added, “It makes me
so happy to see us focus so intently
on investing in our employees to
serve our passengers and our clients;
we are honoring our heritage while
building even stronger for the future.”
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Experience of the Firm
MV’s Experience Providing Work Relevant to the Scope of Services Our fixed route experience complements our paratransit operations, and in many cases, MV provides both types of services. These multimodal contracts enhance our overall experience and capabilities. We operate large, complex fixed routes and commuter services for our customers at the Los Angeles Department of Transportation (LADOT) operations and the Los Angeles County Metropolitan Transportation Authority (LACMTA, or the Metro).
It is not only our high-performing operations that differentiate us, but also our experienced leadership and the investments we make in our people – our customers, our riders, and our employees. These investments pave the way for us to provide meaningful guidance, recommendations, and thought leadership as we engage with the City in key areas of our operation:
Zero-emissions Fleets: MV has built a dedicated zero-emissions team supported by an ecosystem of vendors in the zero-emissions space. This team assists our customers in transitioning to a zero-emissions plan and guides them from bus procurement to equipment setup. Our team is available to expertly recommend solutions for every step of our defined Roadmap to Zero Emissions.
Professional Services: Our professional services team is available to support MV customers in the area of innovation. We offer a range of capabilities, including fixed route planning, microtransit modeling and planning, paratransit runcutting, geographic information system (GIS) analysis, data modeling, and enabling operations with new technologies.
Data Sciences: MV invested in a data sciences team devoted to creating tools and dashboards for our local teams and customers, enabling them to understand key insights generated by operational data quickly. The team is responsible for the ongoing development of MV Insights, our business intelligence tool that promotes data-driven decision-making and continuous monitoring of our operations.
Our maintenance analytics platform includes a predictive parts engine that leverages the data from MV’s fleet of more than 6,700 vehicles. This engine assesses the actual lifespan of parts compared to the original equipment manufacturer (OEM) specifications, helping to save time and money while minimizing breakdowns.
Similar Service References
MV brings half a century of experience operating fixed-route, ADA paratransit, commuter, microtransit, and demandresponse services for California public transit agencies similar in size and complexity to SLO Transit. We currently operate systems for Santa Clarita Transit, the City of Downey, Livermore Amador Valley Transit Authority, Union City, and the Palos Verdes Peninsula Transit Authority, providing full turnkey operations and maintenance services. Across these contracts, we manage operator recruitment and training, dispatch, preventative maintenance, and the integration of technologies such as CAD/AVL and real-time passenger information systems. Our experience coordinating multimodal services, supporting service expansions, and operating in diverse operating environments demonstrates our ability to deliver safe, reliable, and customer-focused transit services consistent with SLO Transit’s Scope of Services.
“Ethics and integrity is something that’s been behind this company for a long time, and that’s a reason why a lot of us stayed with the company.”
Please see the reference form in the appendix section of the proposal for more information about MV’s experience operating services similar to SLO Transit.
MV EMPLOYEE PERSPECTIVE Marsha Moore, SVP Tiger Team, Corporate
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Contracts Ended Prior to Completion
MV is proud of the longstanding relationships it has formed with the agencies it serves. Neither MV Transportation, Inc., nor its subsidiaries, joint ventures, partnerships, or affiliates has ever defaulted on a contract in our 50 years of service. MV has had contracts terminated for convenience or had a revised expiration date negotiated. Notably, many of these situations were directly caused by the 2020 COVID-19 pandemic, which led to the shutdown of several services. MV has never had a contract terminated due to failure to comply with contract obligations.
Contract Year Reason for Termination
Rowan County Transit - Salisbury,
North Carolina
2003 to 2020 Client terminated early to bring the service in-house.
Carson Circuit - Carson, California 2016 to 2020 Client chose not to exercise the option years and terminated the contract early.
Monarch Black Hawk, Colorado 2016 to 2020 Client terminated early to bring the service in-house.
Raleigh-Durham Airport Authority,
North Carolina
2019 to 2020 Authority terminated the contract as service was impacted due to the COVID-19 pandemic.
Metrolink - Canada 2016 to 2021 Client terminated the contract, as service had been impacted due to the COVID-19 pandemic.
Western Placer Consolidated
Transportation Services Agency -
California
2013 to 2021 Client terminated the contract due to funding issues.
Northwest Independent School
District - Justin, Texas:
2018 to 2021 The District terminated the contract early to bring the service inhouse due to state budget cuts.
Chicago Public Schools - Chicago,
Illinois:
2020 to 2022 Client terminated the student transportation service. MV continues to provide service for the paratransit & alternate modes of student transportation contract.
Cities of Tulare and Dinuba, California 2009 to 2022 Cities terminated the contract for convenience after a new provider was selected through procurement.
Ford Point, California: 2006 to 2022 The service was suspended due to COVID-19, and the client did not renew.
Placer County, California 2017 to 2023 The County terminated the contract for convenience to take the service in-house.
Raleigh, North Carolina 2012 to 2023 The City terminated the contract early to align the end date with the Wake County contract end date, as they combined the two contracts.
Marin, California 2006 to 2023 The County opted not to renew its contract with MV.
Caltrain - Daly City, California 2016 to 2023 The Crown Colony Homeowners Association discontinued its Caltrain shuttle service.
Capital Metropolitan Transportation
Authority - Austin, Texas
2015 to 2024 The Authority decided not to exercise the option to extend its contract with MV to operate the University of Texas at Austin Shuttle.
Queens College-Bus Transportation
Shuttle Services - Flushing, New York
2014 to 2024 Queens College decided to terminate the contract early for the bus transportation shuttle services.
Suburban Bus Division of the Regional
Transportation Authority - Arlington
Heights, Illinois
2014 to 2024 PACE did not terminate the contract early; instead, it allowed the service to expire for routes 662 through 665, 668, and 669.
University of Colorado - Aurora,
Colorado
2014 to 2024 MV and the university were unable to negotiate a new agreement for the university shuttle bus service.
Capitola Summer Shuttle - Capitola,
California
2009 to 2024 MV was unable to run this seasonal shuttle due to the loss of the main contract for the division.
Gold Coast Transit - Oxnard,
California
2008 to 2024 Gold Coast Transit decided to take the operation, maintenance, and management of coordinated paratransit services in-house.
Greater Bridgeport Transit -
Bridgeport, Connecticut:
2022 to 2024 Client decided to terminate the GBTA services contract early to facilitate the transition to a new contractor.
Regional Transportation Commission
of Southern Nevada - Las Vegas,
Nevada
2019 to 2024 The Commission terminated paratransit and senior transportation services by not exercising the last optional years, bringing the services out for bid.
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Contract Year Reason for Termination
Placer County Dial-A-Ride Services -
Auburn, California
2013 to 2024 The County terminated this contract to take the service in-house.
New York City Metropolitan Transit
Authority - Long Island City, New York 2020 to 2025 The Authority did not exercise the option years for this agreement, leading to its termination.
San Benito County Express - Hollister,
California
2001 to 2025 MV did not win the rebid for this contract, prompting the client to send a termination notice to end the contract before the extension term was due to expire.
Financial Statements
MV is a privately held firm, and as such, its financial statements are confidential and proprietary trade secret information. Accordingly, MV’s confidential audited financial statements for 2023-2024 are enclosed separately in a sealed envelope along with the original proposal. MV affirms that there are no conditions that may impede our ability to perform under this contract.
Relevant Certifications
MV is not a Disadvantaged Business Enterprise (DBE), and we will not be using DBE subcontractors for this opportunity.
Additional Existing Resources
For SLO Transit, we bring enhanced support through our professional services team, including experts in transit design and planning, transit operations, zero-emission vehicles, and technology. This team will provide regular performance reviews and schedule assessments to ensure continuous involvement and responsiveness. These reviews will evaluate service outcomes, identify areas for enhancement, and implement adjustments proactively to ensure SLO Transit evolves in step with passenger demand.
Meet the Professional Services Team
Stephanie Doughty, VP of Professional Services
Stephanie Doughty brings over 25 years of experience delivering technology-driven and consultative solutions tailored to client needs. She specializes in aligning operational and technology services to drive measurable outcomes and long-term value for SLO Transit.
Eric Peterson, Senior GIS Analyst
Eric has nearly four decades of experience in transit technology, excelling as an expert in transit-oriented spatial analysis. His robust track record includes managing GIS analysis projects, overseeing hardware and software implementations, and effectively collaborating with vendors.
Lidia Gonzalez, Senior IT Applications Analyst
With nearly two decades of experience in the transportation industry, Lidia brings a wealth of experience and demonstrates a comprehensive understanding of evaluating, implementing, and supporting information technology applications. Lidia excels in configuring and customizing applications, ensuring seamless integration with existing systems. Her proficiency extends to conducting thorough system testing, troubleshooting issues, and providing invaluable support and training to users.
Dr. Ya Wang, Senior Transportation Planner
Ya will assist in transit planning, data analysis, visualization, compliance, and quality assurance. Her analyses include reviews of ridership trends, demographics, and socioeconomic data to understand the demand for transit and its impact on transit accessibility.
Elizabeth (Liz) Stayner, Senior Transit Planning Manager Liz serves as MV’s in-house expert in routing, scheduling, and runcutting for our most complex transit operations. She brings deep planning expertise in developing operator deployment schedules precisely
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tailored to each client’s unique service demands. MV and SLO Transit can rely upon her unique expertise to quickly evaluate potential adjustments or changes SLO Transit would like to make during the contract term.
For example, MV led the deployment of zero-emission fleets at three Los Angeles Department of Transportation (LADOT) sites. We coordinated intensive operator and maintenance training, hands-on bus familiarization, and close coordination with LADOT, EOMs, and utility partners.
Despite challenges like no initial charging infrastructure, steep learning curves, extreme heat impacts on battery range, supply-chain shortages, and the need to maintain strong on-time performance, we implemented adaptive, data-driven solutions. These solutions included real-time SOC monitoring, proactive coach exchanges, a summer readiness program, collaborative infrastructure expansion, and strong maintenance and dispatch support.
Today, ZE operations across the three divisions demonstrate high reliability and resilience. In some locations, more than 80 percent of the fleet is electric, and all staff are trained and confident in ZE operations. The systems, training, and processes now in place have created a stable, scalable framework that supports LADOT’s long-term zeroemission goals and positions them for continued growth as the fleet expands.
Our Professional Services team gives SLO Transit a clear advantage by delivering focused expertise in planning, technology integration, data analytics, and system optimization. Their hands-on support and proven success with tools like Optibus help SLO Transit strengthen service reliability, advance its electric fleet transition, and improve operational efficiency. With practical, scalable solutions- not just recommendations- MV provides SLO Transit with a trusted, experienced partner dedicated to continuous improvement and a future-ready transit system.
MV’s Point of Contact for the City
Keith Everage is your primary contact for this procurement and is authorized to make representations for MV Transportation, Inc., to include all its subsidiaries, joint ventures, partnerships, and affiliates (the bidding entity). You can reach Keith at (323) 422-5946 or [email protected]. Additionally, Joe Escobedo, senior vice president, will serve as your secondary contact; you can contact Joe at (623) 340-3209 or [email protected].
Please direct all correspondence related to this and all future procurements to MV’s bid office located at 750 Mason Street, Suite 105, Vacaville, CA 95688.
3. Operational Approach
The MV Way
Transforming a transit system is never the result of one action. It is the outcome of thousands of daily decisions, coordinated effort, and a culture built with intention. The MV Way was created from that reality—not as a manual or checklist, but as a living operating philosophy refined over more than 50 years of transit operations. This dynamic management tool serves as a comprehensive playbook, providing general managers with guidance on running a successful division. At its core, the MV Way reflects a simple belief: operational excellence happens when people are empowered with clarity, support, and the right tools.
Key elements of The MV Way include:
MV ADVANTAGE Experts Behind Every Solution
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People
→ How to create and maintain a positive culture, attract and retain talent, develop employees, foster harmonious labor relations, and cultivate a high-performance culture. → The general manager plays a significant role in leading by example and coaching the team to align with the shared values of MV and the City.
Safe, Successful Operations
→ The moral obligation and importance of placing safety at the center of everything we do, delivering a safe and reliable experience for our customers, optimizing operations for efficiency and effectiveness, and leading with world-class safety and maintenance practices.
→ The general manager is responsible for setting the tone, actively participating in all business areas, making datadriven decisions, and ensuring that expectations are met.
Customer Satisfaction
→ As a responsible corporate citizen, we recognize our duty to our communities. Our goal is to provide a safe, reliable ride and ensure an outstanding customer experience,
where our passengers genuinely enjoy every interaction
with our professional team.
→ We seek to meet our customers’ expectations every day fully. We aim to help our clients solve their problems by providing innovative ideas and solutions to achieve their goals and objectives.
MV is enhancing this critical information by leveraging checklists and AI-powered applications, such as chatbots, to streamline and automate interactions in a user-friendly manner.
We are confident that this beneficial resource will support and maintain excellence in our SLO Transit operations for the City.
How Does The MV Way Help the City?
As a comprehensive approach to delivering exceptional transportation services, The MV Way emphasizes safety, reliability, and operational excellence. The MV Way benefits the City in the following ways:
Enhanced Service Quality
Personalized Rider Experience
Customer-centric service and compassionate support for riders with mobility challenges.
Reduced Ride Times
Optimized trip planning minimizes ride durations and
wait times, improving overall rider satisfaction.
Operational Efficiency
Data-Driven Decisions
Advanced analytics streamlines routes, minimizes deadhead miles, and increases vehicle efficiency, ultimately reducing costs for the City.
Efficient Resource Allocation
Ensures that demand aligns with available resources
to avoid over- or under-utilization of vehicles.
Safety and Compliance
Safety-First Culture
Prioritizes the safety of drivers and passengers through continuous training, onboard technology, and real-time
monitoring.
Regulatory Compliance
Ensures adherence to ADA requirements and local
regulations, reducing the risk of compliance-related
issues.
Technology Integration
Seamless Technology Platforms
Integrates with specific fixed route tools like Connexionz to improve scheduling, dispatching, and real-time
communication.
Performance Monitoring
Provides real-time insights into on-time
performance, service reliability, and customer
feedback.
Cost Control and Sustainability
Operational Cost Savings Sustainability Focus
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Implements best practices for vehicle maintenance, fuel management, and driver efficiency, reducing overall
operational costs.
Supports the transition to low- and zero-emission
fleets and other more sustainable transit solutions.
Continuous Improvement
Ongoing Training and Development
Provides regular training for operators, dispatchers, and customer service teams to improve service quality.
Proactive Problem-Solving
Anticipates operational challenges and adjusts
processes to ensure consistent, high-quality service.
Client and Community Engagement
Client-Centric Partnerships
We will work closely with the City to understand your unique needs, offering customized solutions and responsive support.
Community Focus
Strengthens community ties by enhancing riders'
quality of life, promoting independence, and
supporting local mobility.
The MV Way helps general managers drive service improvement and build stronger client relationships. By emphasizing ongoing training and proactive problem-solving, we maintain top service standards and meet the City's requirements efficiently. This approach builds trust, improves operations, and enhances the quality of life for the community.
Strong local Team: We staff operations to the span of service and organize around operator success- pairing active dispatch with road supervision so front-line teams have immediate support in the yard and in the field.
Excellent Customer Service: Our coaching and training model equips operators to “own the moment,” while userfriendly tools simplify feedback and resolutions- so riders consistently experience professional, compassionate service.
Effective System Design and Operations: We integrate proven fixed-route technology to optimize schedules, streamline communication, and enable rapid incident response and service interruption coordination. With data at the center, managers make informed adjustments that keep trips reliable.
On-Time Performance: We protect OTP through real-time monitoring, proactive field intervention, and appropriate coverage ratios (dispatcher-to-bus and road supervisor-to-bus) that allow us to manage, recover, and sustain headways throughout the day.
At MV, you’ve got a whole team behind you. If I’m going through some problem, there’s another location that’s having the same problem or had the same problem, and they give you a blueprint of what to do, and then you just have to modify it so it works at your location.” – General Manager William Crespin, Glendale division 43 Ultimately, our technology-driven processes combined with a well-supported team deliver dependable, customer-focused service designed to meet and surpass your goals.
3.1. Start-up and Transition Plan
In response to RFP section G.3 through 11, “Start-up and Transition Plan,” MV recognizes that a solid implementation methodology and robust management approach are essential for a successful service transition. By leveraging our extensive network of experienced support personnel, we prioritize organization, efficiency, and quality service. We MV ADVANTAGE Our Operational Approach Delivers on SLO Transit’s Four Goals
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provide the necessary leadership and resources without bureaucracy and micromanagement from corporate headquarters. As a result, we can transition service quickly and seamlessly, without service disruptions.
Our extensive experience operating more than 30 transit contracts across California—including systems comparable to SLO Transit—enables a seamless, low-risk transition that preserves service continuity from day one. Our deeply experienced regional leadership team partners closely with the local workforce to provide hands-on support in operations, safety, maintenance, and customer engagement throughout the transition period. This combination of local continuity and proven regional expertise ensures stability, regulatory compliance, and continuous improvement for SLO Transit and the community it serves.
MV CASE STUDY: Startup Success for IndyGo Access
IndyGo Access, the paratransit service in Indianapolis, partnered with MV in 2025 to improve its ADA-compliant, reservation-based transit service. This partnership led to significant enhancements in service reliability, ridership growth, and workforce engagement through operational and technological optimizations.
Improved service reliability: On-time performance increased to 91.9 percent in April 2025, marking a 12% yearover-year improvement shortly after MV began operations.
Growing ridership: Ridership rose by 10.2 percent compared to the same month in the previous year, reflecting increased rider confidence in the service.
Stronger workforce engagement: MV exceeded staffing goals early by hiring 82 operators ahead of schedule and boosted employee morale through daily recognition, communication, and incentive programs.
Optimized technology and operations: MV reconfigured the Ecolane scheduling system parameters and implemented comprehensive staff retraining, aligning technology with real-world service conditions to enhance scheduling efficiency and passenger experience
Reputation for Excellence
We are known for our transparency and ability to build positive client relationships from the very start. No other firm possesses the same level of experience in service transitions. We have successfully managed transitions for nearly every type of contracting model, including:
Overnight transitions of emergency contracts
Transitioning management contracts to
turnkey contracts
Initiation of new services
Phased-in transitions
Transitions resulting from the bankruptcy of
the incumbent contractor
Transition-only contracts to prepare for inhouse service management Transitions with accelerated timelines
Transitioning turnkey contracts to
management contracts
Contracts specifically for transition services
Transitions from client-managed services
Implementation Methodology
Effective communication and meticulous attention to detail drive our transition approach.
Our transition leadership team will hold biweekly meetings with the City. These meetings will cover the progress of the transition, updates to the task list, potential challenges, and a look ahead at the next two weeks. Additionally, our implementation team will meet daily each morning to review the transition plan, outstanding tasks, current issues, and task lists.
Transition Planning
MV follows a detailed startup schedule that identifies each task, subtask, dependent task, duration/timeline, and staff assignment. A draft startup schedule is included at the end of this section to demonstrate the tasks required during the MV ADVANTAGE Transitioning With MV
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transition. Our transition team updates this document regularly throughout the transition period; however, no item on the schedule is marked as "complete" without confirmation from the startup manager.
Risk Mitigation During Contract Startup
To ensure a smooth transition, we use a comprehensive, itemized checklist that covers all aspects of the service transition. Based on our experience, the most frequent disruptions occur during transitions of staff, vehicles, and technology; therefore, we focus our efforts on these areas. As we meet with the incumbent provider and the City throughout the transition process, any specific concerns that may arise can be added to the checklist and addressed as needed.
Accountability and oversight are key throughout the contract transition. Our regional team offers on-site support to local staff, meeting daily—and then twice daily—with General Manager Yevette Mc Neese to resolve startup issues quickly. Through clear communication, proven processes, and defined accountability, we aim to deliver a smooth, disruption-free transition for the City, staff, and passengers. “MV is one of the best companies to me to work for. It gives you an opportunity to fly. It gives you the opportunity to rise up. There’s no such thing as going down with MV- it’s only going up. MV Transportation means to me the world. Honestly, it gives me an opportunity to move up, to be a better person. We have a lot of benefits. We get a lot of help from management. It’s the best company in the whole world.” – Norma Pinales, Operator at Division 218, El Paso.
Transition Leadership
Regional Vice President of Operations Lorraine Lopez will oversee all startup activities and serve as the transition manager for this project. Lorraine will work closely with General Manager Yevette Mc Neese, the local management team, and our corporate support team to direct all transition elements.
General Manager Yevette will assume their role during the transition period, co-leading the startup alongside Lorraine Lopez. Yevette will be on-site throughout the startup and will directly oversee activities in each functional area. She will work directly with her management team to ensure a smooth transition. Yevette will also meet with the City staff throughout the transition and will serve as the local decision-making authority for all transition-related activities.
MV's transition team for the City also comprises the following team leaders:
MV EMPLOYEE PERSPECTIVE Norma Pinales, Operator, El Paso Division 218
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Personnel Plan
Retaining the Existing Team
The ongoing presence of the current (incumbent) workforce promotes consistency, SLO Transit experience, and tenure in service. We aim to retain as many existing employees as possible, provided they meet the minimum qualifications, have a strong employment record, and receive the City's approval. MV will retain these individuals in their current positions and seniority levels.
All employment offers will be contingent upon successfully completing duties with the current provider and pending completion of required pre-employment background checks, drug screens, and other required certifications.
Employee Outreach
To ensure the current workforce remains engaged and well-informed during the transition, we will hold meetings with these employees immediately after contract award. These meetings will be scheduled during off-peak service hours, where a representative will outline the transition process. Additional MV staff will also be present to help current personnel with the application process.
We will also establish a toll-free number for employees who wish to call with questions or concerns about the transition process. By offering multiple communication channels with the MV team, we aim to enhance employees’ confidence and trust during this important period.
We recognize that some employees may not qualify for, or choose not to accept, a position with MV. As a result, our transition team will actively recruit new employees to fill any open positions during the transition period.
Vehicle Operator Evaluation and Training
In addition to pre-employment screening, MV conducts on-road evaluations for all existing operators. Each operator receives orientation, customer service training, and refresher training, which serve as condensed versions of MV’s full operator training program. This training is essentially an abridged version of MV's operator training program. The transition team will schedule classes during weekends and evenings to accommodate operators’ work schedules.
During the day, newly hired operators will attend MV's comprehensive operator training program, Operator Excellence Training (OET).
•Team Oversight
•City Liaison and Contract Compliance
•Passenger Relations and Service Quality
General Manager Yevette Mc Neese & RVP of Operations Lorraine Lopez •Operator Training and Recruiting
•Scheduling and Operator Assignments
Operations Manager Jeffery Lampton & Safety Training Manager Aaron Pike •Security
•Emergency Planning and Assessments
Safety & Training Manager Aaron Pike & Director of Safety Jorge Flores •Human Resources
Regional Director of Human Resources Jorge Parra
•Budgeting and Finance
Director of Finance Mike Krutak & General Manager Yevette Mc Neese •Fleet, Equipment, and Facilities
Director of Maintenance Sam Tolley
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To minimize the transition's impact on the existing workforce, we will request permission to conduct in-service operator evaluations. We will schedule these evaluations during off-duty hours if the incumbent contractor does not accommodate this request.
MV will also request access to each employee's training file.
While this information is legally available to each employee, it is more efficient to work directly with the outgoing service provider to obtain these files. If the current contractor does not accommodate this request, we will advise employees to obtain copies of their training files.
Equipment and Facilities
Fleet Transition
MV has extensive experience in fleet transitions and understands the process's provisions. We will schedule fleet acceptance inspections in collaboration with the City and the outgoing service operator. These inspections will take place prior to the fleet transition, allowing ample time to complete any necessary corrective maintenance.
MV’s Director of Maintenance, Samuel Tolley, will oversee the fleet inspection and transition. He will facilitate communication between MV, the City, and the outgoing operator regarding the fleet’s condition, serving as MV's maintenance representative to the City.
MV will include a sample copy of its Vehicle Acceptance Agreement Standards upon request.
Parts Inventory
Upon award of the contract, MV will initiate the parts ordering process. We will also work with City staff and the incumbent contractor to understand the history of any issues with parts ordering, if applicable.
We will also work with the incumbent contractor to determine the feasibility and interest in selling either the entire existing parts inventory or a portion of it as part of the transition.
We have an extensive network of parts suppliers and will work closely with them throughout the transition of maintenance functions. Many of these suppliers currently serve the incumbent service provider, further promoting a smooth transition.
During the CATS microtransit startup, MV provided daily updates to the agency, transitioning to weekly and monthly reporting as the service stabilized, ensuring transparency and continuous improvement.
Facilities Transition
Facility preparation is a critical task that requires professional and efficient management. Our team will conduct acceptance inspections before transitioning all the City-provided equipment. Early in the transition period, we will work closely with the City to inventory and assess all City-owned non-vehicle assets to be turned over by the incumbent contractor. This process is the first step for ensuring that the equipment and facilities are transitioned in good working order. We will also ensure that baseline entries are set up in the Trapeze system, T-EAM, as soon as access is granted.
The night before the facility transition and early in the morning of the new contract’s start, we will conduct complete dry runs to determine where and how operations, administrative, and maintenance staff will begin the first day of service under MV.
MV SOUNDBITE Transitioning With MV
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Throughout the transition period, we hope that most non-management personnel will have successfully transitioned to MV, ensuring an experienced, prepared team ready on day one. All new employees will receive training and be prepared for service. Additionally, most of the transition team will be on duty the night of June 30, 2026, to ensure everything is in place for the start of service.
As employees arrive at the facility at the end of their last shift with the incumbent contractor, additional MV personnel will be on-site to answer any questions about the following day. This team will provide all necessary shift and operational information to the employees.
All computer/network, phone, and internet services will be fully functional and ready for use. Our IT team will handle all telephone assignments and assist with any last-minute IT issues. MV staff will be available to answer questions and respond to concerns immediately.
Working With the Community
The transition period is an excellent opportunity to establish positive relations with passengers and gain insights into their perspectives on service quality.
MV will create a Mass Transportation Committee (MTC) to foster regular and consistent communication. This committee comprises passengers, the City staff, MV staff, community members, and advocacy groups. Together, this committee will proactively address and manage transition issues and challenges.
General Manager Yevette Mc Neese will support this committee and promote clear, open, and honest communication regarding the progress of the transition.
We are deeply committed to being an active, trusted partner in the communities we serve, advancing equity, inclusion, and local well-being beyond transit operations. We regularly volunteer our time and resources to support local needs- whether through food and toy drives, coat collections for women and children in crisis, or partnerships that create meaningful employment opportunities for adults with autism. These efforts reflect our belief that public transit providers play a vital role in strengthening the social fabric of the communities they serve. In partnership with the City, MV will bring this same community-first mindset to SLO Transit by fostering strong local relationships, supporting inclusive initiatives, and ensuring transit services contribute positively to the quality of life for all residents.
Food and toy drive in Barrie, Canada Coat drive in Louisville, Kentucky Partnering with Non-Pareil to provide jobs for adults with autism in Plano,
Texas.
MV ADVANTAGE A Community-First Approach to Public Transportation
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3.2. Management and Operations Plan
We know how to solve operational challenges through partnerships. MV worked side-by-side with IndyGo to reconfigure scheduling parameters and adjust routes, improving efficiency and the passenger experience through targeted, data-driven changes.
Operational Technologies Considered in this Offer
MV’s operating plan enables technologies that support service delivery optimization, both digitizing manual processes and leveraging state-of-the-art vehicle tracking systems.
Connexionz CAD/AVL System: MV has direct, hands-on experience with the provided Connexionz software in fixedroute transit environments similar in scale and complexity to SLO Transit, like our divisions in Hanford and Santa Clarita. Our teams leverage Connexionz data to proactively manage service, respond to disruptions, and communicate accurate information to riders and staff.
OptiBus is the scheduling platform MV uses for route scheduling, vehicle blocking, run cutting, and rostering.
Optibus is the industry’s leading scheduling platform, automating processes that would otherwise take hours to accomplish and enabling users to generate various scenarios in minutes. Our firm was an extremely early adopter of the Optibus platform; in 2017, MV entered into an enterprise agreement with Optibus and reinvested our firm in planning management.
MV has maximized the use of this technology by providing valuable feedback to its developers for enhanced functionality. This level of innovative collaboration is a hallmark of MV. Today, Senior Transit Planning Manager Liz Stayner and MV are well-known for their proficiency in Optibus, and Liz is often asked to represent Optibus during panel discussions and presentations.
Read about how MV and LADOT
use Optibus to optimize service
Watch Liz Stayner talk about her
use of Optibus
Read about MV and Optibus’s
collaborative partnership
The MV Driver App is a proprietary app available exclusively to MV operators. This tool enables operators to conduct routine activities that would otherwise require a paper process (dispatch check-in, vacation requests, DMV checks, shift swaps, vacation requests, payroll review, unusual incident reports, bulletin distribution) on their own time and at their convenience. This eliminates unnecessary interactions, paperwork, and manual approvals.
Start of Service Day
Dispatchers actively manage operator report-to-work times. When an operator has not arrived by their assigned time, the dispatcher will coordinate with an extraboard operator to assume that shift. They adjust operator and bus assignments directly in Connexionz as needed to ensure timely pullout and accurate assignments.
Operators check in and hand their driver’s license and medical card to the dispatcher. Dispatch visually validates these credentials. With credentials verified, the dispatcher provides the operator with their vehicle assignments and any necessary notifications or detours.
MV SOUNDBITE Collaborative Solutions to Enhance the Rider Experience
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The dispatcher performs fit-for-duty reviews of operators as they check in. They evaluate the operator’s demeanor, attire, and professional appearance. The operator then departs the dispatch area and reports to their assigned vehicle in the yard.
Pre-Trip Inspection
When the operator arrives at their assigned vehicle, they perform pretrip inspections. During this inspection, the operator moves around the vehicle to visually inspect and, at times, test the various components and subcomponents. This inspection addresses critical safety items.
The operator performs this inspection using a paper checklist. This checklist displays each inspection item, and the operator documents the condition of each item.
If the operator detects a safety issue that requires a technician’s assistance, they will notify the in-yard technician (if available) or the dispatcher to coordinate with the technician. The technician will immediately determine whether the vehicle should be pulled from service; if so, the dispatcher will assign the operator a backup vehicle. Otherwise, the technician will repair the issue in the yard before the operator pulls out.
Pull out
This dispatcher monitors operator pull-outs on Connexionz and closely observes operator log-ons to ensure all operators are logged in correctly. The supervisor stationed in the yard actively monitors pull-out in person to confirm that all buses depart on time.
Road Supervision
Road supervisors report to the facility at the start of the service day and check in with the dispatchers. They collect their car keys, then drive to their designated service zone in an MV-provided road supervisor vehicle.
At least one road supervisor is in the yard during peak pullouts. They observe operators who perform their pre-trip inspections, respond to any questions, and help coordinate support in the event of a vehicle exchange. While dispatch monitors pull out and on-time performance from Connexionz, road supervisors monitor this in person, rallying the operators to pull out on time.
Each road supervisor has a schedule of ride checks to perform throughout the day, and they frequently visit the transit center(s).
Throughout the day, they are dispatched to locations along the route to support operators. This can involve responding to road calls, deescalating passenger disruptions, posting detour signs, or conducting accident investigations. They may also be called to resolve any farebox issues. Road supervisors are also responsible for facilitating our Drug and Alcohol program, including conducting reasonable suspicion checks and coordinating any necessary post-accident testing from the field.
Given the diversity of work they perform, road supervisors are highly responsive, detail-oriented, and customer-focused.
Operator Relief
MV’s run cut may consider in-field reliefs. Operators starting their shifts use one of MV’s relief cars to drive themselves to the relief location at the layover point. Our run cuts may aim to group as many operators as possible to transport multiple relief operators in a single car.
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When the operator ends their shift and arrives at the layover point, the relief operator begins their shift by performing a mid-trip inspection and resuming the route. The operator ending their shift in the field may drive the relief car back to the yard. Dispatch monitors the timing of the relief.
Pull In
When operators arrive at the last stop on their route, they park the bus and conduct a walk-through, checking every seat for sleeping passengers. If a passenger is onboard, the operator gently wakes them and notifies them that they must exit the bus.
Once the bus is confirmed to be empty, the operator returns to the operating yard, where they perform a post-trip inspection, remove all trash, and tidy up their vehicle. They return any paperwork to the dispatcher working the window, who checks the operator out for the day.
DISRUPTION MANAGEMENT
Situation Response
The vehicle has
experienced a
mechanical
failure, and the
operator cannot
safely operate
the bus.
The vehicle operator pulls over to a safe and secure location and radios dispatch to report the issue. The dispatcher asks basic troubleshooting questions. If the issue is not resolved, the dispatcher notifies the on-duty maintenance technician to contact the operator. Meanwhile, the dispatcher contacts a road supervisor and sends them to the scene.
The technician may decide to replace the bus while talking to the operator. Otherwise, they may ask the road supervisor to perform basic troubleshooting (i.e., check for leaks, test brake pressure, etc.).
If the issue remains unresolved, the road supervisor coordinates with the technician to determine whether a replacement bus is needed, whether it is safe to drive the vehicle back to the yard, whether the technician should repair it in the field, or if a tow is required.
The road supervisor facilitates the transfer of passengers to the next stop or to a replacement bus.
The road supervisor stays with the vehicle as needed until a technician or a tow arrives.
The onboard
farebox is
jammed or
malfunctioning
and cannot
collect fares.
Road supervisors are trained in minor farebox maintenance, such as unjamming bills. When a farebox malfunctions, the operator notifies dispatch, and dispatch sends a road supervisor to the nearest layover point, where they attempt to clear the jam. If the road supervisor cannot clear the jam, they coordinate with dispatch to send a replacement bus to recover the route, and the original operator returns the bus to the yard for repair. The bus with the non-operational farebox will operate in bypass mode for the remainder of the route until the replacement bus arrives.
The operator is
running late on
their route and
is in danger of
missing a trip.
On-time performance (OTP) is a shared responsibility. If an operator is running late on a trip, they must notify dispatch within five minutes. Similarly, dispatchers contact operators as they identify late-running routes. The dispatcher attempts to assist the operator by alerting them that their layover will be shortened.
If the operator cannot recover the route at the layover point, the dispatcher may dispatch a ready bus/protection coach to the route with an extraboard operator. The dispatcher coordinates with the road supervisor to notify them of the additional bus on the road.
The operator
was involved in
an accident
where injuries
were sustained,
body damage
incurred, or
other vehicle
damage
occurred.
When the operator notifies dispatch that they have been involved in an accident resulting in injury or vehicle damage, the dispatcher immediately notifies emergency services. The dispatcher sends the road supervisor to the scene of the incident. General Manager Yevette Mc Neese and Safety Training Manager Aaron Pike are notified immediately; they notify the City and determine if they need to report to the scene.
The operator performs emergency management on board the vehicle, assesses any injured passengers, and awaits emergency response as needed. Dispatch sends a ready bus to the scene to recover the route.
Upon arrival, the road supervisor takes control of the scene and helps coordinate the transfer of passengers. They also coordinate with dispatch to transport the operator for post-accident drug testing.
Once all passengers are cleared from the bus, the road supervisor conducts an accident investigation, documenting all findings, including passenger comments and photos, using digital forms that are immediately uploaded to our systems for processing.
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Situation Response
Depending on the severity of the accident, the road supervisor will coordinate with maintenance to arrange for a tow. If the vehicle can be safely operated, the road supervisor will return the vehicle to the yard for repairs.
All road supervisors are trained in accident investigation, emergency management, and de-escalation.
There is a
disruptive
passenger who
poses a threat
to the safety
and security of
the operator or
passengers.
When a disruptive passenger poses a threat to the safety and security of the operator or passengers, the operator immediately notifies dispatch, using code words as appropriate.
Dispatch will first alert law enforcement if the passenger has a weapon, is using physical force, spits, or verbally threatens physical harm. They then notify a road supervisor to report to the scene and notify the City’s safety/security team. Both road supervisors and operators are trained in de-escalation techniques.
If necessary, MV may dispatch a protection bus to cover any late service.
There is a
dispute
between the
operator and a
passenger that
requires conflict
mediation.
If a dispute arises between an operator and a passenger that requires conflict mediation, operators are first trained to activate the DriveCam unit to capture footage of the events preceding and during the situation.
The operator is trained in de-escalation techniques; however, if the situation requires conflict mediation, they will notify dispatch and request the support of a road supervisor.
The dispatcher then notifies the road supervisor, who meets the operator in the field. Upon arrival, the road supervisor will attempt to mediate the situation and reach a favorable resolution. Road supervisors enforce the City policies and, as necessary, have the authority to ask a passenger to deboard the bus.
Road supervisors are responsible for completing all necessary incident reporting.
If needed, MV may dispatch a protection bus to cover any late service.
Emergency Management and Natural Disaster Response
When operating in the San Luis Obispo service area, the City’s contractor must be prepared for severe weather events, including flash floods, earthquakes, and freezing rain. As your service provider and partner, we recognize our crucial role in evacuations, emergency response, and relief efforts. We adhere to a strict no-strand policy, meaning that when service is halted due to severe weather conditions, we continue operating until the last rider is safely returned to their destination.
Preparedness
Preparedness is essential for minimizing injuries and/or damage during natural disasters or severe weather events.
During the transition period, MV will work with the City to confirm emergency preparedness procedures, which may include the following:
Confirmation of emergency locations, including alternate command centers and shelters; Establishment of a chain of command and communication protocols; Weather severity thresholds and acceptable levels of service at each threshold MV operators are trained in emergency management and communications, as well as safe vehicle operation during severe weather events. They are also equipped with knowledge on what steps to take if they are on the road during a flash flood warning.
Continuity of Service
During severe weather or disasters, MV will promptly coordinate with the City on whether to suspend or continue services. If operations proceed, MV and the City will monitor conditions and communicate regularly, relying on dispatchers, management, forecasts, and local news. Road supervisors will assess conditions throughout the day.
Operators must report visibility and road issues to dispatch. MV management decides if service continues or stops and informs the City. If suspended, dispatchers instruct operators to finish routes, return to the facility, or take passengers to an emergency location.
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Emergency Evacuations
MV’s policy is to ensure essential functions continue during any emergency, whether caused by human, technological, or natural events. For immediate threats, such as terrorist attacks, MV will quickly assess impacts and take necessary actions. With advance warnings—like hurricanes or hazardous material accidents—orderly alerts and evacuations can be issued.
If emergencies happen outside work hours and the office is inaccessible, staff will follow the provided instructions, including relocation notices, aided by a communication tree for notifying all employees and city personnel. During office hours, unanticipated incidents trigger the continuity of operations plan (COOP), preceded by building evacuation procedures.
MV's COOP provides a framework for uninterrupted operations, detailing a concept of operations, specifying essential functions, and describing three phases: Activation and Relocation, Alternate Facility Operations, and Reconstitution.
In early 2024, severe weather in Santa Paula, California, triggered a large mudslide that blocked State Route 150, a critical access point to major routes in the region. This disruption left residents unable to reach essential services, work, and schools without adding over an hour of travel time via alternate routes.
MV quickly mobilized to create a shuttle service tailored specifically for Santa Paula. We worked with local authorities to plan an efficient route, set up accessible pick-up zones, and schedule runs at times that would best serve the community.
The launch of the altered shuttle service resulted in three dedicated routes, with two morning trips and one afternoon trip, running Monday to Friday. MV maintained flexibility, connecting residents and college students to vital locations, including grocery stores, medical appointments, workplaces, and postal offices, alleviating the impact of the blocked route.
Over 1,000 rides were provided during the four-month period, allowing residents to maintain their routines and access essential services during a challenging time. As Route 150 cleanup efforts advanced, we continued to operate the service until demand subsided, exemplifying our commitment to supporting communities during emergencies.
Emergency Response Plans
MV has specific plans and programs designed to mitigate risk and provide a safe, healthy workplace. Each of these plans is available upon request:
System Management System (SMS): MV’s SMS integrates our Safety Management Policy, Safety Risk Management, Safety Assurance, and Safety Promotion into our daily activities. This plan outlines systematic procedures, practices, and policies for managing risks and hazards in these four areas and serves as the base guidelines for workplace safety and incident response. MV’s Public Transportation Agency Safety Plan (PTASP) outlines each location’s safety performance targets and target coordination and includes a hazard/risk report template.
System Safety Program Plan (SSPP): To provide a superior level of safety and minimize any risk, MV’s SSPP is maintained by the standards of the American Public Transportation Association (APTA) and the Federal Transit Administration (FTA).
System Security and Emergency Preparedness Plan (SSEPP): This set of comprehensive security goals, objectives, and strategies maximizes the security of MV’s passengers, employees, and property. This plan is a blueprint for all security procedures.
Continuity of Operations Plan (COOP): This plan template provides MV’s operations with a base for developing continuous operations during an emergency. The COOP, which sets forth a concept of MV ADVANTAGE Service Continuity During Emergency Events
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operations, identifies essential functions, and outlines three potential phases of operation: 1) Activation and Relocation, 2) Alternate Facility Operations, and 3) Reconstitution. Emergency Action Plan: The EAP helps employees and management make quality decisions during times of crisis and comply with the Occupational Safety and Health Administration’s (OSHA) Standard for Emergency Action Plans, 29 CFR 1910.38.
Bloodborne Pathogen Exposure Control Plan: MV’s Bloodborne Pathogen Exposure plan provides the guidance and training needed to protect employees against exposure to bloodborne pathogens. This plan complies with OSHA Bloodborne Pathogen Standard, 29 CFR 1910.1030, to eliminate or minimize employee occupational exposure to blood, certain other body fluids, or other potentially infectious materials.
Additional health and safety plans include:
» Fire Prevention Plan
» Hearing Conservation Program
» Hazardous Communication
Plan
» Illness Prevention Plan
» Heat Illness Prevention Plan
» Lock-Out Tag-Out Control of Hazardous Energy
Program
To address SLO Transit’s goal of increasing OTP, part of MV’s operations approach includes a customized road supervision and dispatch plan focused on real-time visibility, data-driven decision-making, and operator engagement.
Morning pull-outs will be actively supervised to ensure service starts on time, while ongoing analysis of route blocking and runcuts will help identify and resolve recurring delays.
We are committed to continuously monitoring our performance trends using Connexionz, complemented by valuable insights gathered from our management team and field supervisors. This proactive approach will help us conduct thorough field line saturation checks and assess operating conditions effectively. Our road supervisors will also keep a close eye on On-Time Performance (OTP) in real time through Connexionz, enabling swift action whenever we see a dip in performance. Plus, we'll introduce additional oversight through mystery rider evaluations, offering an unbiased perspective on our service reliability. Together, these efforts will ensure we consistently deliver top-notch service.
To reinforce accountability and awareness, MV will implement an OTP incentive and recognition program for operators who meet OTP goals, paired with clear feedback channels to capture and address OTP challenges on lower-performing routes. Together, these strategies create a proactive, transparent approach to improving reliability and maintaining consistent OTP.
Our incentive program will include raffling gift cards and other prizes to the top OTP and most improved OTP performers for a one-month period.
SEE IT
•Increase Visability in the Field
•Morning pull-out presence and yard
oversight
•Road supervisor coverage zones
with rapid response
FIX IT
•Use data to remove causes of delay
•regular Connexionz trend reviews
(line saturation/hotspots)
•Blocking plus runcut analysis to
improve schedule performance
SUSTAIN IT
•Reinforce and sustain OTP gains
•Mystery rider checks plus feedback
channels for low performers
•operator awareness, recognition,
and incentives
MV ADVANTAGE Addressing OTP Challenges with Head-On Solutions
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3.2.a. Scheduling, Dispatching, and Customer Service
Dynamic Scheduling
In response to RFP section G.3 through 13, MV has experience with the newer reservation, scheduling, and dispatch systems, such as Connexionz. MV has Connexionz experience at two locations in California that can be used to support and reinforce best practices when needed. The newer platforms enable automated scheduling by matching trip assignments, optimizing routes based on vehicle and operator allocation, geographic designations, and customer-specific needs. This allows MV’s schedulers to focus their efforts on more strategic management and oversight. During the transition, MV will analyze historical trip data, perform a system runcut, and present refined templates to the City that accurately reflect the planned volume for each day of the week (and holidays) for review and approval. We update our templates seasonally and adjust our parameter settings to account for changes in speed.
Connexionz dynamically schedules routes without requiring manual batch runs or schedule refinements. While the automated system handles a majority of scheduling tasks, schedulers can manually adjust trip assignments as needed, send rides to vendors, fleets, or vehicles, and make necessary tweaks to ensure optimal service performance. We train all our dispatchers in manual trip movement in the event of an emergency (e.g., when we need to close a route due to a breakdown and reroute future trips).
The night before service, the scheduler will anchor the routes to minimize deadhead for the next service day and then run the automated scheduling feature in Connexionz. This produces refined schedules for the following day.
MV has an automated line that operators call the night before to confirm their start times.
Runcutting
With each service change determined by the City, MV will perform a runcut to optimize operator staffing and align operator schedules with the span of service. MV performs all runcutting in-house, under the leadership of our dedicated planning and runcutting team, led by Liz Stayner, our senior transit planning manager. Liz and her team utilize the Optibus scheduling platform to optimize resource allocation, taking into account regulatory requirements for meal and rest periods, as well as work rules outlined in the collective bargaining agreement, while ensuring compliance with all applicable state wage and hour laws.
Operations and Dispatch
Dispatchers are assigned to continually monitor the service on the Connexionz using the available dispatch screens. Dispatchers monitor trips for adherence to schedule, passenger loads, any off-route movements, and known traffic delays.
When a trip is running late, depending on the situation, the dispatcher may advise the operator that an extraboard will be inserted or that their layover time may be reduced to make their next trip depart on time.
Regardless of the dispatcher’s action, close communication between the dispatcher and operator is essential. Dispatchers are our operators’ first line of support throughout the service day; their interactions are marked by professionalism, expediency, and clarity. They are trained to fully document all incidents and issue public bulletins using Connexionz as required.
Customer Service Hours and Staffing
From September to June, during the academic year, customer service support will be maintained from 6 a.m. to 11 p.m. Monday through Enhancing System Design and
Operations
MV supports SLO Transit’s goal to
enhance system design and
operations through proven
technology and expert regional
support. As an early adopter of
Optibus, MV leverages this powerful
planning and scheduling platform to
model service scenarios, optimize
staffing, and support mixed vehicle
fleets. Led by Senior Transit Planning
Manager Liz Stayner, MV will help
SLO Transit efficiently scale service
and plan for a successful transition to
an electric fleet.
See section 2 for more information about
our professional services team, and
section 3.iii for more information about
Optibus and how it can help SLO Transit.
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Friday and 8:15 a.m. to 8:10 p.m. on Saturday and Sunday. From July through August, customer service support will be maintained from 6 a.m. to 8 p.m. Monday through Friday and 8:15 a.m. to 8:10 p.m. on Saturday and Sunday, ensuring riders have consistent access to information, trip assistance, and service support.
Please see MV’s proposed staffing levels in section 2 of this proposal.
Customer Service Approach
A successful customer service program is built on consistent service. MV supports this initiative through clear, ongoing communication and delivers customer service with professionalism, empathy, and expertise. We reinforce this commitment by carefully addressing feedback and conducting frequent quality assessments.
The SLO Riders Guide outlines the service policies that form passenger expectations for our services. To consistently meet these daily expectations, it is essential to adhere to the City service guidelines. Any inconsistency in service delivery can harm customer service.
Transparent, professional communication is essential, particularly when service delivery changes are necessary. By effectively managing passenger expectations, MV ensures quality customer service in response to delays, detours, road calls, or other service disruptions.
To achieve this, MV’s SLO Transit employees receive comprehensive training in service delivery. Each MV employee receives training in the City's policies, procedures, and system orientation. To supplement this training, we provide dedicated customer service training to all employees. All vehicle operators and office staff are required to complete four hours of MV’s Platinum Connection Customer Service training program.
Quality assurance audits, secret rider programs, complaint analyses, and passenger feedback sessions also offer opportunities to evaluate MV’s processes against the City’s standards. These reviews help identify where our customer service programs are effective and where new initiatives may be necessary. By conducting these quality checks, we ensure that customer service techniques remain fresh and compelling. i. Talent Acquisition and Workforce Retention
Extraboard Operator and Standby Shifts
MV staff for sufficient extraboard operators to cover runs that are open due to vacations, leaves of absence, and other absences. We closely monitor daily call-off patterns to predict the number of absences due to illnesses, lateness, jury duty, bereavement, and other unanticipated reasons. The size of our extraboard and the number of available operators are adjusted based on estimates of absences, considering the day of the week and time of day.
To ensure proper coverage, we typically maintain an extraboard size of approximately 20%.
We regularly evaluate the number of standby shifts needed for the upcoming days. If the number of standby shifts exceeds the available unscheduled extraboard operators, we will post available day off opportunities for operators eager to receive extra work assignments. Day-off operator coverage is planned 48 and 72 hours in advance or as specified in the collective bargaining agreement.
MV is vigilant in ensuring standby shifts are scheduled to cover open work or respond to service interruptions. We closely monitor each operator’s hours of service to avoid exceeding permitted work hours, ensuring a well-rested and safe workforce.
Recruitment at MV
MV uses a technology-driven active recruiting and retention strategy designed to attract, select, and retain highquality talent. Job openings are advertised through Appcast using data from iCIMS, while Phenom People’s AIpowered career site and chatbots guide candidates through application and screening. Hiring managers review applicants for required qualifications, with operator candidates evaluated using personality assessments and AIbased tenure prediction tools. Selected candidates complete interviews and required screenings before moving into onboarding, orientation, and training.
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In response to a severe post-pandemic driver shortage across its LADOT operations, MV implemented a comprehensive, culture-driven retention strategy focused on competitive wages, modernized recruitment, datadriven retention, and proactive employee engagement. MV partnered with LADOT to secure multiple wage increases, overhauled recruiting with regional outreach and signing bonuses, and introduced AI-enabled tools to predict and prevent turnover. MV invested heavily in workplace culture through structured check-ins, recognition programs, safety engagement, and visible leadership presence. These efforts dramatically reduced turnover, stabilized staffing, improved OTP, and lowered preventable accident rates.
THE RESULTS
Mid-Cities Central
DashTurnover dropped
from 80.7% in 2020
to 21.7% in 2025.
Downtown DashTurnover dropped
from 55.9% in 2022
to 22.9% in 2025.
LADOT CommuterTurnover dropped
from 41.7% in 2022
to 25.1% in 2025.
Los Angeles SouthTurnover dropped
from 39.4% in 2022
to 9.2% in 2025.
LA City RideTurnover dropped
from 23.6% in 2020
to 6.7% in 2025
Our broader recruiting and retention strategy emphasizes “Always Be Recruiting,” strong digital and paid advertising, competitive wages, regional recruiter support, and deep community partnerships. Advanced data and learning models help identify both strong hires and current employees at risk of turnover, enabling managers to engage proactively. Retention is reinforced through a strong safety-focused culture, competitive compensation and benefits, career development opportunities, and data-driven insights from exit interviews and dashboards, allowing MV to sustain a stable, high-quality workforce.
Please see section 6.4 of this proposal for more information about MV’s recruitment and retention strategy.
Ensuring Operator Availability
SLO Transit can be confident that MV will consistently have qualified operators available as needed through a proven, multi-layered staffing and retention approach. We proactively maintain an extraboard of approximately 20 percent to cover planned and unplanned absences, supported by daily analysis of call-off trends to predict coverage needs by day and time accurately. Standby shifts are strategically scheduled, and when additional coverage is required, we activate pre-planned day-off opportunities- identified 48 to 72 hours in advance in accordance with labor agreements- while closely monitoring hours of service to ensure a safe, well-rested workforce. “I love the rewarding feeling that I get being able to get people to where they need to go on time—safe. There’s nothing better than that. For that, I’m grateful. I’m grateful to MV that I have this job. I’m going to retire here.
That’s how much I like it.” – Tom Lancaster, Fixed Route Operator, Glendale division 43 Our "Always be Recruiting" strategy uses AI hiring tools, digital ads, regional recruiters, and strong compensation to keep a steady pool of qualified operators. This is supported by a retention model proven at LADOT, where turnover dropped, staffing stabilized, OTP improved, and safety got better. These recruiting and retention efforts guarantee SLO Transit has dependable operator availability.
ii. Quality Control
Our company’s organizational structure offers continuous oversight and leadership in support of our local team. This support structure confirms that we deliver daily safe, professional, and efficient service.
Throughout our organization, we provide our customers with a cross-functional quality assurance (QA) program that promotes excellence throughout the operation. Our team may adjust these reviews over the contract term to accommodate specific service needs and requests, drawing on our experience in similar services.
MV ADVANTAGE MV CASE STUDY: Recruiting and Retention at LADOT
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Auditor Inspection Frequency Description
Regional Vice President Performance
Metrics
SemimonthlyRegional Vice President Lorraine Lopez has access to MV's performance metrics dashboards and reviews performance
with General Manager Yevette McNeece on periodic calls to ensure adherence to MV and the City standards.
Regional Vice President Customer
Satisfaction
Monthly Regional Vice President Lorraine Lopez regularly meets (in person or via telephone) with the City staff to gauge
satisfaction with MV’s operations. These discussions offer an excellent opportunity to discuss current challenges, successes, and areas requiring improvement.
Regional Vice President Audit Scheduling
and Review
As needed Regional Vice President Lorraine Lopez works with the regional team to establish an audit schedule. They review each audit upon completion and work with the regional team to create and complete an action plan when needed.
Director of Safety Safety Audits Annual The safety audit is a full-day inspection of the operating facility. Director of Safety Jorge Flores ensures all safety elements are in place and functioning as intended. They audit the location for compliance with MV and the City's safety policies, rules, regulations, standards, codes, procedures, and requirements. They also review all employee training files for completeness and compliance. Finally, they review all safetyrelated programs, issues, and reporting, and provide recommendations for improvement.
Director of Maintenance Facility Audits Annual Facility audits, led by Director of Maintenance Samuel Tolley, include an inspection of the operating facility and audits of facility systems and sub-systems. Locations also undergo annual fire inspections and insurance underwriter inspections.
Director of Maintenance Shop Audit SemiAnnualThis audit includes a review of the facility, environmental compliance, tools and equipment, office administration, records, maintenance, safety, and training. If needed, Director of Maintenance Samuel Tolley develops an action plan to resolve any issues identified.
Director of Finance Monthly Financial
Statement Review
Call
Monthly Director of Finance Mike Krutak and Senior Vice President Lorraine Lopez review the income statements and general ledger during the month-end close. This process confirms MV's books are accurate and align with budget forecasts.
Maintenance Manager Preventive
Maintenance
Inspection "Rerack"
10% of all
PMs per
Month
These inspections assess the quality and completeness of preventive maintenance inspections. To ensure completeness, Maintenance Manager Casterdale Green completely reinspects 10% of the fleet, undergoing a preventive maintenance inspection.
Safety and Training
Manager
Safety Inspections Monthly Safety and Training Manager Aaron Pike conducts monthly safety inspections of the facility to identify, document, and correct deficiencies. All findings are reported to the Regional Director of Safety, Jorge Flores, who follows up on all items during the semi-annual audits.
Continuous Process Improvement
The design of our continuous process improvement plan intentionally focuses on identifying issues before they become problems. Transparency is essential in this design, and our approach to reviewing our business practices plan is predicated on ongoing communication and data sharing with the City’s staff.
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Problem-Solving Approach
MV recognizes that transit operations face varied challenges, including accidents and unsafe behaviors. While immediate responses are sometimes needed, addressing root causes is often more effective. A root cause analysis starts by isolating the problem and identifying contributing factors, such as weather, traffic, speed, or distracted driving. Immediate actions may resolve some issues, but rarely prevent recurrence. Along with quick responses to limit impact, MV uses root cause analysis to tackle underlying problems through a multi-step process detailed below, proactively.
Documentation and Development of Processes
Our MV Insights dashboard tool is a key component of the MV Way, enabling us to analyze data and identify trends.
Our operations team can consistently digitally document processes by centralizing our performance data from multiple sources using Connexionz and maintenance information systems on an integrated platform. We can quickly review past action plans and their effectiveness, and use the dashboards to determine when and where to adjust policies or procedures for improved performance. When revising policies and procedures, we employ best practices in change management that account for passenger impact, testing, solicitation of feedback, and review.
Monthly and Quarterly Business Reviews
Monthly and Quarterly Business Reviews are essential components of successful operations, fostering transparency, collaboration, and continuous improvement. These structured interactions provide a platform for reviewing performance metrics, addressing challenges, and aligning strategic objectives between MV and the City.
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The MV local management team will regularly meet with the City to ensure that we continue to meet or exceed operational and performance standards.
Each month, Yevette Mc Neese will meet with City staff for a Monthly Business Review, where we assess the previous month’s performance against the standard KPIs and compare it with prior months to determine whether we have made improvements in each performance area. These monthly business reviews include updates on staffing levels, planned division events, and the incentives we have in place.
MV will also schedule a Quarterly Business Review (QBR) to adjust our service strategy to best serve SLO Transit passengers. During these meetings, we translate our goals for the upcoming quarter into specific 90-, 180-, and 270-day objectives.
The QBR provides a comprehensive overview of SLO Transit services, focusing on major functional areas rather than individual components. This approach allows us to gather the City’s feedback and insights from the passengers.
Topics for discussion may include:
Service challenges and
opportunities for improvement
Upcoming service changes and
routing recommendations
New products or features
Roadblocks or obstacles to
success
Stated goals for the next 90,
180, and 270 days
iii. Additional Proposed Technologies
Our technology strategy for SLO Transit is designed to support safe, reliable, and efficient service today while positioning the system to adapt to the evolving demands of a modern transit environment. Our proposed suite of technologies is intentionally integrated—linking safety, planning, operations, maintenance, and workforce management—to provide the City with actionable insights, operational resilience, and measurable performance improvements.
“The technology and software [at MV] helps me do my job every day. It allows me to track and trend areas where we are seeing issues that we want to address before they become concerns.” – Corey Siu, Safety and Training Manager, Chicago division 134
DriveCam SF400 Event Recorder
MV is pleased to propose the DriveCam SF400 event recorder for the City’s fleet in the new term. DriveCam is a unique event recorder that continuously records footage inside the vehicle and on the road and saves footage clips when triggered.
The SF400 unit has a dual wide-angle lens, eliminating blind spots in video clips and enhancing the views captured. It also includes four high-lumen infrared lights, integrated microphones, and continuous video recording for up to 100 hours. The SF400 units deliver the same reliable event recording as the current DriveCam units in place today (interior and exterior recording, cellular connectivity, manual trigger button); however, these units bring valuable new features to our operation.
On-demand lookback: The SF400 saves up to 100 hours of footage that we can access on demand. This data allows us to investigate complaints quickly and easily. With the base package, we have access to the lookback feature for five minutes per unit per month; however, we can expand this at an additional cost.
MV+AI Technology: Delivering machine vision and artificial intelligence, the SF400 delivers improved safety features both in the vehicle and on the road. The units can detect when operators use handheld devices and alert those not wearing a seatbelt, as well as those smoking, eating, or drinking in the vehicle. The unit also detects rolling through stop signs, close following distance, critical distance, speeding, pedestrian/bicyclists, and lane departures on the road. These alerts are configurable to support our specific objectives and goals.
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Fleet Tracking: All SF400 units include Lytx’s GPS Fleet Tracking functionality, which provides insight into vehicle position and idling times using Google Maps, Traffic, and Street Views. This technology will support our quality assurance supervisors’ ability to identify operators for road evaluations and vehicles that require in-field support.
This optional feature can be made available at an additional cost.
Optibus Optimization Technology
MV is proposing to use Optibus for SLO Transit. This SaaS platform offers several complex modules that streamline planning and scheduling for large fixed-route systems. It unites Artificial Intelligence with optimization algorithms to deliver efficiency, reduce congestion, and contain costs.
Optibus enables MV to create multiple planning scenarios in minutes, compared to the hours required by other planning platforms. The system allows users to configure not only work rules and rest period requirements, but also the ranges and discharge rates of any battery electric buses (BEB) in place. Optibus is ideal for customers looking to integrate BEBs into their service, as the EV module enables users to plan scenarios that mix BEBs and internal combustion engine (ICE) vehicles.
Optibus enables our team to quickly identify where we can achieve staffing, operational, and cost efficiencies, as well as the optimal number of vehicles to deliver service. This system supports the shift bid process and informs potential route or blocking redesign. MV will use Optibus to determine the most efficient route schedules based on the input data.
Elizabeth (Liz) Stayner, MV’s Corporate Sr. Transit Planning Manager, is an in-house expert for these systems. Liz has extensive experience with Optibus across all of MV’s fixed-route locations. She will support our team by creating efficient and realistic runcuts that meet this service’s unique requirements.
For the City, MV will bring the following Optibus Modules:
Planning: The systems’ planning module leverages maps, satellite data, and street-level images to visualize routes, allowing planners to visualize routes easily. Moreover, users can import GTFS data or build routes from the ground up, building multiple scenarios in minutes. Finally, the system’s tools communicate the business impact of route changes as we make changes. Scheduling: Optibus’s speed in optimizing crews and vehicles is a hallmark of its design. Users can build multiple scenarios in minutes while accounting for rules and limitations, and schedule vehicles and operators simultaneously. Rostering: The system’s rostering function can account for all work rules and supports route familiarity and day-off patterns. It helps control overtime, adheres to guaranteed time, and balances assigned hours. Users can create roster groups, each with specific preferences.
Optibus for Electric Vehicles (EV): Optibus unites its rostering solution with EV scheduling functionality. This module lets users plan vehicle schedules based on infrastructure available, ensuring range is maximized, and proper charging events and discharge rates are factored in.
How AI Supports SLO Transit
AI driven safety analytics from
DriveCam help reduce collisions and
complaints by identifying risky
driving behaviors and supporting
timely coaching and corrective
action. At the same level, Optibus
uses AI-based optimization to help
SLO Transit improve service
reliability, plan efficient schedules,
integrate battery electric buses, and
control operating costs through
data-driven decision-making.
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MV Insights – Data-Driven Fixed Route Operations
Built on Microsoft’s Power BI data analytics tool, the MV Insights Platform captures and visualizes key operational KPIs across all aspects of the organization, including operations, maintenance, and safety, as well as staffing and retention. We recently enhanced MV Insights to provide “early warning” capabilities that signal when key metrics are trending in the wrong direction.
MV Insights provides our leadership – from general manager to our CEO – visibility into critical and actionable data and visualizes our performance against prior year numbers. General managers frequently review these dashboards with their regional/senior vice president and director of human resources, to ensure we are continually meeting or exceeding KPI goals.
Our local management team can then use this data to
mitigate risks through:
→ Employee coaching and retraining
→ Posting signage about dangerous intersections
→ Targeted safety meeting
→ Selecting safety blitz themes and more.
The operational visibility provided by the MV Insights
platform across the organization has enabled better
decision-making and actions through proactive, timely
responses to trends.
Figure x: Operations KPI Dashboard—Many factors, working together, contribute to service excellence. Each one has to be analyzed individually and as a group to fully understand not only how they deliver success but also how service degradation and interruptions occur and contribute to poor service KPIs. The operations dashboard shows individual trends against desired goals to achieve excellence.
Operational Excellence is a culture built into our organization. When adhered to, all aspects of delivering the operation come together to deliver the most important goal of providing an excellent customer experience by transporting the customer safely and on time to their destination.
People/Operator Insights
A great customer experience depends on a well-trained, reliable operator, a dependable vehicle, and a team of experts ensuring safe, punctual service from pick-up to destination. Successfully attracting, hiring, training, and retaining operators is complex and demands creativity and close attention. MV has focused on reducing operator KPI Dashboard
MV Insight’s
Turnover
Dashboard
shows us upto-date
statistics
of our
turnover year
over year, and
compared to
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attrition, which is often highest within the first 90 days of employment. To combat this, MV created an automated system that offers ongoing feedback and one-on-one communication with the operator during the first 30 days of onboarding and training.
Operator Onboarding Communications Solution Features:
→ Periodic text messages are sent to the new hire, providing key information and instructions to access timely communications
→ Custom-designed web pages providing information about the company, their new role, and tips to ensure a positive onboarding experience
→ Satisfaction surveys are sent to onboarding operators to identify and resolve issues quickly. Survey results are automatically sent to operations management for quick resolution MV uses many other insights to deliver effective people management, such as:
→ Employee satisfaction survey analysis
→ Turnover analysis
→ Wage analysis
→ Coaching and Training Effectiveness
→ Retention analysis
→ Candidate sourcing effectiveness
Effective people management is both an art and a science. MV works hard to strike the right balance between managing operator performance, key results, and relationships through individual coaching and mentoring.
About our Maintenance Management Information System
Trapeze Enterprise Asset Management, or T-EAM, is the maintenance management information system (MMIS) used in the majority of MV's shops. We offer this system at no additional cost, providing our customers with direct access to this system and its reporting.
We have a long-standing partnership with Trapeze, and we have found that their system is ideal for managing even the most complex bus fleets. T-EAM serves as our electronic vehicle file and has the functionality to process a wide range of data:
Service requests (to document pending
service items)
Work order requests
Parts inventories
Warranty repairs
Fleet defects
Asset documentation
Reporting (both standardized and ad
hoc)
We also use T-EAM to measure:
Technician productivity
Repair costs (cost per mile)
Mean distance between road failures
On-time preventive maintenance
Scheduled versus unscheduled
maintenance
Fuel usage by unit
MV uses T-EAM's mobile products to enable realtime data entry directly into the system from the shop floor. As part of MV's digital shop initiative, all technicians are trained to use ruggedized tablets
for inspections and to properly document their
work. The electronic inspection forms include
embedded instructions for the technician and offer
voice-to-text capabilities for ease of use.
WHAT DO YOU GET FROM TRAPEZE-EAM AND MV?
• Direct access to all of your digitized maintenance records • Ability to run reports on your assets
• Streamlined, digital vehicle files for accurate work history • NTD asset reporting at your fingertips
• Accurate parts inventories
• Ease and speed in the warranty recovery process
April May June July
Requirements
Gathering
Testing
Training and
Education
Go-live
Post-Launch
Hypercare and
Optimization
Recruit New
Employees
Train & Onboard New
Employees
Receive Fleet and
Prep Vehicles for
Service
Operations
Technology Platform
Conduct Dry Runs
Service Start 7/1/2026
7/1/2026
Award 4/7/2026
Perform Runcut
Contract Signed 4/21/2026
Team Captains on Site 5/1/2026
Begin Recruiting 4/22/2026
Uniforms and Badges
Fleet Turnover
Inspections
Move into Facility 7/1/2026
Order Equipment
Order DriveCam MVAI
Units
Order Support
Vehicles
Stakeholder Engagement
Meetings with the City
Community/Passenger
Engagement
Recruitment, Training &
Onboarding
Meet with Union
Leadership
Maintenance Operations
Install Equipment
Equipment Ordering and
Administration Setup
Scheduling & Service Start
Notice to Proceed 4/8/2026
Install DriveCam MVAI
Units
City of San Luis Obispo RFP No. Transit-01
Transit Operation and Maintenance Services – Startup and Transition Plan
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4. Maintenance
Our World-Class Maintenance Program
Rider safety, comfort, and an exceptional overall experience drive our fleet maintenance plan. We strive to maintain all passenger vehicles in likenew condition, with careful attention to preventive maintenance (PM) practices that reduce the frequency of unscheduled maintenance and ensure the safe and reliable operation of every SLO Transit vehicle. “There’s probably about 15 vehicles that get worked on just in the morning shift. We have such a large fleet and everybody’s roles here are just as important- from the managers down to the supervisors to the clerks, the technicians, the servicers, the fuelers.” – Diego Penaloza, Electronics Technician, Santa Clarita division 150 MV's maintenance experience spans four decades and encompasses the management and maintenance of more than 7,000 passenger vehicles nationwide, supported by more than 90 maintenance shops. Our operating agreements empower us to maintain fleets of all sizes under this program – from sedans to 60-foot electric articulated transit buses. Our world-class approach to fleet health is driven by the following initiatives designed to execute our vision. We want each of the City’s vehicles pulling out of the yard to be safe, clean, expertly maintained in like-new condition, and fully prepared for service.
World-Class Maintenance Support for Your Operation
Our Maintenance Manager, Casterdale Green, will oversee all local maintenance activities to ensure operational excellence. This includes scheduling work and repairs, managing the Preventive Maintenance Inspection (PMI) timeline, conducting quality control inspection reports, identifying trends in maintenance needs, performing root cause analyses, and facilitating technician training. Throughout these tasks, Casterdale will prioritize the overarching health and safety of the City’s SLO Transit fleet, supported by our world-class maintenance program.
Casterdale will receive ongoing support from our Maintenance Director, Samuel Tolley, a regional expert who oversees MV's maintenance program and supports employees in their assigned maintenance shops.
Samuel Tolley has 15 years of experience in fleet maintenance oversight, will hold weekly check-ins with the local team via videoconference, continually monitor shop performance, serve as an escalation point for any local challenges, and provide ongoing resources to our team. He will continually assess the quality of the maintenance program to ensure it maintains its world-class status, review the customer service qualities of our technicians, and evaluate the impact of the maintenance program on the rider experience.
Samuel Tolley will be on-site during the transition and, at a minimum, quarterly to meet with General Manager Yevette Neece, Maintenance Manager Casterdale Green, and our local maintenance team.
WHAT IS WORLD-CLASS
MAINTENANCE AT MV?
At MV, our world-class maintenance
is committed to fundamental
practices: Investing in employee and
leadership development, catching
defects before road service,
collaborating with OEMs, and
inspiring every shop member to
provide freedom of mobility for our
passengers.
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Alongside local and regional support, the City will also benefit from ongoing assistance from MV's extended maintenance function. The following individuals will contribute to this contract as necessary to ensure we deliver world-class service and support the City in achieving its future fleet and maintenance goals.
Support Personnel How They Support Our Local Shops Years of Experience James Schultzman, Chief
Maintenance Officer
Drives MV's fleet and facilities maintenance program across all maintenance shops
25 years
Humberto Marazzi, National
Director of Workforce
Development
Designs, maintains, and administers all technician training plans by vehicle type; administers regional training
36 years
Donald Penny, Director of
Facilities
Identifies and selects facilities based on proximity to service area, building appropriateness, amenities, and zoning; negotiates and executes lease agreements for MV locations; manages leasehold improvements.
17 years
KC Champa, Maintenance
Recruiting Manager
100% dedicated to recruiting efforts for MV's maintenance shops. 3 years Loren Moore, Maintenance
Database Administrator
Manages, maintains, and administers the T-EAM technology platform, MV's MMIS.
45 years
Andres De Los Rios, Director
of ZE Engineering
Works with MV customers to provide technical analysis, such as battery degradation, technology, and operational elements of zeroemissions. 20 years
Jennifer Partlow, Director of
ZE Strategy
Works with MV customers on the design and advancement of the strategy, daily project management, and client and ecosystem interfacing.
14 years
Rachel Shelton, Maintenance
Data Analyst
Serves as the administrator for the MV Insights maintenance platform. Develops all company-wide reports, dashboards, predictive analytics, and early warning notifications.
3 years
Weekly check-ins with
maintenance manager
Casterdale Green
On-site visits at least quarterly
OEM coordination
National accounts
liaison
Coaching and mentoring the
local team
Specialized training sessions
Equipment procurement
assistance
Budgeting and finance
support
Reviewing fleet health
with SLO Transit’s staff
Maintenance program
audits
Facility safety audits
Action planning
Regional Maintenance Director Duties
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Zero Emission Experience
In today’s rapidly evolving transit landscape, the shift to zero emissions (ZE) is far from uniform. MV’s ZE program is built on an agnostic foundation. We recognize that each agency faces distinct challenges. Drawing on experience gained from operating hundreds of electric vehicles across the nation, MV has become a trusted guide through this transition, offering tailored solutions grounded in technical expertise and collaboration.
In 2022, MV was awarded contracts for ongoing transit operation and maintenance services on behalf of Antelope Valley Transit Authority (AVTA). Within two months, MV successfully and efficiently transitioned the service to ZE by the start of the contract. We provide public transportation in the cities of Lancaster and Palmdale, and in the unincorporated areas of the Antelope Valley, approximately 70 miles northeast of Los Angeles. Notably, AVTA has the largest all-electric fleet in the country, which MV transitioned within 60 days.
4.1. Facility Maintenance Program
MV recognizes its responsibility for facility maintenance at 29 Prado Road, San Luis Obispo, California 93401 for this contract. This section outlines our approach to facility maintenance. A sample plan is available upon request.
During the transition period, we will work with the City to update our sample plan to meet all contractual obligations and address safety, repair, and cleanliness standards set forth by the City and MV.
Organization and Responsibility
MV will employ a full-time maintenance manager to oversee all assigned aspects of facility systems and equipment maintenance. Our technician team will receive training on performing facility and equipment inspections and repairs as needed.
System of Periodic Inspections
A strong, effectively managed facility preventive maintenance (PM) program is essential for maintaining system health and ensuring fleet availability. Additionally, a well-organized program enables our customers to accurately forecast capital funding needs as their systems, subsystems, and equipment approach the end of their life cycles. In collaboration with our customers, we proactively make informed decisions on whether to rehabilitate or replace equipment before costly failures occur.
At MV, we adhere to original equipment manufacturer (OEM) recommendations regarding PM intervals and activities. Our commitment to excellence is supported by the Trapeze Enterprise Asset Management (T-EAM) maintenance software, which enables us to monitor scheduled maintenance intervals for all facility systems effectively. Upon award, our maintenance team will work with the City to establish a work asset management system to identify and verify all equipment and facility components under our care.
Our staffing plan considers the provision of four dedicated technicians, who will report directly to the Maintenance Manager. These employees are responsible for ongoing PM and repair of all mechanical facility equipment and systems.
The facility PM program's inspectors will ensure that facility systems, subsystems, and equipment are inspected and adjusted to maximize performance in accordance with OEM standards.
MV ADVANTAGE Delivering A Smooth Zero Emission Fleet Transition
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Preventive Maintenance Program
Our team conducts routine preventive maintenance, inspections, and repairs on all facility equipment, ensuring peak performance and reliability. We will develop PM schedules based on OEM-recommended intervals and industry best practices. Inspections are conducted weekly, monthly, quarterly, semiannually, and annually, depending on the equipment and systems. Casterdale Green identifies equipment due for servicing each week, ensuring service completion within a 3-day window or within 10 percent of the scheduled time for timely and effective maintenance.
During inspections, our skilled technicians use facility and OEM manuals as primary references. If any issues arise that cannot be resolved during the PM service, a work order will be generated, and the maintenance manager will assign the repair. Completed work orders are documented in the T-EAM maintenance software, and SLO Transit is updated on any ongoing work, such as if an outside vendor has required parts on backorder.
MV’s maintenance manager will audit our facility maintenance program to ensure optimal performance across systems, subsystems, and equipment.
Other Required Inspections
In addition to the PM inspections, MV uses the following company-wide facility maintenance programs at its locations:
In addition to the above inspections, MV staff conduct daily walk-throughs at each operating facility, focusing on safety to ensure reliable, high-quality operations for our employees, customers, and passengers at every MV location.
Reporting Forms, Schedules, and Procedures
Timely and accurate reporting of deficiencies is essential in maintaining a safe and reliable facility. We identify the necessary repairs during the following activities:
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→ PM inspections
→ Work requisitions
→ Facility routine walk-throughs
→ Monthly safety inspections
→ Consultant/client inspections
→ Secondary contractor maintenance
Completing Repairs
When a team member identifies a repair, they complete a work order record in T-EAM. The maintenance manager assigns a technician to the repair based on priority or arranges for a qualified subcontractor if a trade specialist is required. The maintenance manager inspects all subcontracted repairs upon completion.
MV will require a full facility inspection before assuming responsibility for facility maintenance. During this inspection, MV’s team and the City staff will identify outstanding repairs that must be made before the facility transition.
Categorization of Maintenance Activities
MV’s facility maintenance plan categorizes maintenance activities into three types:
→ Buildings and Grounds: Non-mechanical attachments to the facility, such as grounds, concrete, grates, and lots. → Building Systems: Mechanical, electrical, electromechanical, hydraulic, and pneumatic systems permanently attached to the building or property.
→ Facility Equipment: All electrical, mechanical, electro-mechanical, pneumatic, hydraulic, tools, and other items not permanently attached to the building or grounds.
Warranty Management
The maintenance manager oversees all warranty recoveries for facility equipment and systems. MV uses T-EAM software to track warranty work and related financial recoveries, making reimbursement a key part of our maintenance plan. When a defect is found within the warranty period, MV’s maintenance manager promptly informs the City of actions to enforce the warranty and updates them on the equipment's status throughout the repair process. MV quickly notifies City staff of any disputes with manufacturers or suppliers about warranty coverage and works with relevant parties to resolve issues efficiently.
4.2. Preventive Maintenance and Inspection Program
Preventive Maintenance Inspections
Preventive care is the cornerstone of our world-class maintenance program. By proactively addressing known issues and maintaining vehicle systems at their optimum level, we can reduce in-service failures, ensuring a safe, reliable trip for every rider.
Preventive maintenance inspections (PMIs) are scheduled inspections that occur during the service day. The night before service, Maintenance Manager Casterdale Green coordinates with the on-duty dispatcher to ensure all service fleet needs are met. They rotate vehicles into service to accommodate inspection due dates and to regulate fleet mileage.
Technicians use ruggedized tablet computers to enter inspection results directly into T-EAM from the inspection screen, including notes for the technician that describe the action on the checklist. Technicians can easily access MV's standard operating procedures from the T-EAM home screen, along with OEM manuals, bulletins, and schematics. Technicians can input comments on the inspection screen using the tablet's voice-to-text feature.
Technicians whose first language is not English can receive training on using Google Translate to enter their comments.
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PMIs occur at 5,000-mile intervals, as per the sample summary tables below. Please note that detailed PM schedules specific to the City’s exact fleet composition will be based on OEM recommendations and created during the transition period.
Gasoline or Diesel PMI Items A B C D
Mileage 5K 10K 15K 30K
Vehicle interior and exterior (lights, safety equipment, etc.) Brake testing
Door and/or lift/ramp operation/cycling
Road test (engine, transmission, brakes, steering) Undercarriage (shocks, brake lines, filters, air lines, drive shaft, etc.) Engine compartment (fluid and leak inspection)
Clean/check battery and cables
Steam clean/pressure-wash engine
Mobility device lift inspection and service
Climate control systems inspection
Lubrication, oil, and filter change (unless vehicle manufacturer recommends a different interval)
Air filter change
Fuel filter change (if applicable)
HVAC (leaks, filters, temperature checks, function inspections) Electric Fleet PMI Items PIT A B C AC
Mileage 3K 6K 18K 36K ANNUAL
Visual inspections of electronic control air suspension (ECAS), brakes, tires, and drive components for leaks
Visual inspection of fire suppression systems
Visual inspection of charge ports for wear
Inspection of door operation to include testing sensitive edges Inspection of emergency exits
Inspection of the ADA ramp and securements
Inspection of voice annunciation and operator PA operation AC inspection - filter clean or replacement
Clean all surfaces on wheels and mudflaps
Clean radiator with compressed air - regulated to less than 29.7 PSI Clean rear compartment with compressed air - regulated to less than 29.7 PSI
Clean rear axle housing and cantilever surfaces
ECAS - Test and verify all sensors, secure, and measure for proper heights
Road test vehicle, ensuring there are no abnormal noises from motors, excessive vibrations, or unusual noises related to suspension
No unusual odors from motors, such as burning or electrical smells Pressure test drive system, cooling system
Inspect kingpins
Wheel-off brake inspections
AC - clean evaporators and condensers of any dust and foreign material
Test and inspect the fire suppression system
Major chassis inspection, lubrication
Wheel end system maintenance
Torque suspension fasteners and thrust rods
Change wheel drive axle oil (GL 5 - 75W90)
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Electric Fleet PMI Items PIT A B C AC
Change wheel motor oil (ATF 3309)
Clean fins on the heat exchanger
Evaporator and condenser motor, clean fans, replace bearings as necessary
Replace the receiver dryer
Compressor
Inspect mounting
Electrical connections
Seals for waterproofing in good conditions
Frequency converter
Inspect fans
Inspect all connections and terminals
Please see MV’s PMI inspection and service forms following this section.
What Else Happens During a Preventive Maintenance Inspection? As part of our PM program, all mechanical, electrical, fluid, air, and hydraulic systems are maintained for safety and proper function. Activities are summarized in the tables above, with additional procedures outlined below:
Mobility Lifts and Ramps: MV vehicles require fully operational lifts and ramps before entering service. Daily pre-trip inspections, periodic maintenance inspections (PMIs), and annual checks ensure functionality. Defective units are replaced immediately, and technicians address wear and adjust alignment as needed.
Kneeling Systems: Vehicles must have safe, working kneeling systems. Operators test these during pre- and posttrip inspections, and PMIs include checking ride height, leaks, worn components, and overall operation.
HVAC System: Technicians inspect HVAC systems year-round for leaks, check brushes and fan motors, change filters, and operate systems weekly to prevent refrigerant issues. Seasonal HVAC checks supplement regular inspections.
Electric Drive System (Fuel Cell/BEB): Drive mounts and high-voltage cables are inspected, and gearbox fluids are changed per OEM recommendations.
Emission Testing and Compliance: Annual and semi-annual for certain vehicles, emission inspections comply with CARB standards. Reports are managed as required, including administration of the city’s smog check program.
Oil Analysis: Oil samples are collected during PMIs and analyzed by Titan Labs, with reports posted online within 24 hours and attached to vehicle records.
Onboard Technology Maintenance: Trained technicians inspect, diagnose, and repair or replace onboard electronic systems like destination signs, passenger counters, and GPS/AVL systems.
DriveCam System: Devices are checked during PMIs; defective units are swapped out and repaired with manufacturer support.
Surveillance Cameras: Technicians check power, housing, lenses, seals, microphone wiring, and camera angles during inspections.
Farebox Maintenance: Fareboxes are cleaned and inspected during PMIs, with additional weekly, quarterly, semiannual, and annual maintenance. MV maintains necessary spare parts and expendables for timely repairs.
Reinspecting the PM Inspection for Quality
At a minimum, 10% of all PMIs undergo re-rack inspections, which are complete re-inspections of the vehicle to verify that the PMI was performed thoroughly, reflecting MV's commitment to world-class maintenance.
Maintenance Manager Casterdale Green conducts re-rack inspections, comparing the findings to the original PMI to identify any missed items, unclear documentation, failure to process work orders, or other deviations. They provide
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follow-up training, coaching, and feedback to the technician who performed the original inspection, thereby contributing to our ongoing quality-improvement approach.
All PM records are reviewed by the Maintenance Manager, Casterdale Green, for completeness, clarity, and detail.
Repairs
MV is unique in our approach to performing as much in-house maintenance as possible. We limit our work with outside vendors to major body repair, engine, and transmission rebuilds (MV's team will perform the replacement).
This approach ensures prompt attention is given to the fleet, that the work performed on the fleet is world-class, and that we are not beholden to a third-party shop's repair timelines.
Pre-Trip Maintenance Repairs
When an operator detects a defect, the information is sent to the technician. The defect record flags safety items so the technician knows how to address them and generates a service request for repair.
If a safety defect cannot be immediately repaired, the vehicle is pulled from service and scheduled for repair, typically on the same day. If the defect is not a safety item, it is scheduled for repair when the vehicle returns from service or during the next PM inspection.
Preventive Maintenance Repairs
Technicians inspecting vehicle systems can spot necessary repairs, which T-EAM systems log as service requests with their notes. Technicians may perform repairs during inspection. PMI results and related service requests are checked for completeness and accuracy.
Scheduled Component Repairs and MV's Parts Replacement Engine We schedule planned component replacement
based on our Parts Replacement Engine, which
uses machine learning to predict the actual
component life history (versus stated life).
This engine recommends parts for inspection
and/or replacement based on an average part
life calculated by analyzing part performance
across thousands of vehicles in the company.
This approach to planned component
replacement minimizes road calls and ensures
the ongoing health of a world-class fleet. When
possible, we plan the replacement or rebuilding
of a vehicle component based on a periodic
schedule.
Major Repairs
Most often, for major repairs, MV purchases rebuilt engines and rebuilt transmissions, and handles the removal of the old and replacement of the new unit. Our preference to perform as much of the work in-house as possible supports expedited repair timelines.
Body Repair
A vehicle that is free of any body damage, no matter how minor, positively impacts the service brand. MV expedites body repair, including graffiti removal, as we continually strive to improve the rider's experience on the bus.
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MV employs technicians who are qualified to perform minor body work (repairing dings and scratches). For major body work resulting from an accident, we collaborate with local body repair shops and secure priority status for repairs.
Vehicles are examined for body damage at the following points of the service day:
→ Pre-trip inspections: Operators notify the maintenance team of any minor body damage by marking it on their pre-trip inspection. If there is graffiti on the vehicle, the vehicle is pulled from service. → Gate inspections: The on-duty supervisor in the yard visually inspects the vehicles as they pull out of the yard. → Road evaluations: Road supervisors inspect the interior and exterior body damage and cleanliness, and report the findings to maintenance.
→ Post-trip inspections: Operators notify the maintenance team of any minor body damage or graffiti by marking it on their pre-trip inspection. If there is graffiti on the vehicle, it is pulled from the service line and repaired. → Cleaning processes: The vehicle service workers visually inspect the vehicle for any graffiti or body damage. If graffiti is present, the service worker will remove it; if assistance is required from a technician, or if minor body damage is discovered, the vehicle service worker reports the issue to the on-duty technician. → PM processes: Technicians inspect the vehicles for any body damage or graffiti and repair the unit during that process.
Tire Repairs
MV requires that every location conduct a weekly yard inspection where the inspector checks tread depth, damage, and tire pressure. Additionally, our vehicle service workers check tires when the vehicle is in the fueling line, and operators perform these checks during the pre-trip inspection. At any time during these inspections, the inspector identifies a tire with a tread depth less than 4/32 (front) and 2/32 (rear). If the tire is damaged or has less than 15% of the recommended air pressure, the vehicle is pulled, and the tire is scheduled for inspection or replacement.
Warranty Repairs
MV administers warranties, including documenting, filing, and processing claims as part of our maintenance program practices. We manage the timely repair of warrantied components and process all recovery fees in T-EAM.
Today, MV is authorized to perform warranty repair for Ford, New Flyer/MCI/Alexander Dennis/Arboc, Gillig, and Braun. Under these agreements, MV performs warranty repairs to the vehicle body, doors, electrical systems, seating, and flooring, and submits the claims for reimbursement directly to the manufacturer. Our status as a warranty repair shop significantly expedites repairs and ensures maximum vehicle availability on service days.
i. History of Regulatory Findings
MV operates more transit services in the State of California than any other company and is responsible for more than 50 operating locations subject to California Highway Patrol (CHP) terminal inspections. Over the past three years, MV has been subject to hundreds of these inspections and numerous Federal Transportation Administration (FTA) Triennial Audits. We have maintained an outstanding record with the CHP in achieving satisfactory ratings. However, we have had to make some procedural corrections as a result of CHP findings. Over the past three years, MV has received four unsatisfactory ratings from CHP inspections; all issues have been rectified, and MV now has satisfactory ratings with the CHP in these locations.
Division Inspection Date Inspection Result Terminal Comments 24 Petaluma, CA 10/28/2025 Satisfactory B Terminal Re-Inspection no violations 24 Petaluma, CA 7/18/2025 Unsatisfactory B Terminal Driver records 267 Burlingame, CA 11/15/2023 Satisfactory B Terminal Re-Inspection no violations
FASTER RECOVERY WITH MV
As an authorized warranty repair
shop for Ford, New Flyer, MCI,
Alexander Dennis, Arboc, Gillig, and
Braun, MV can expedite the repair
and recovery process by controlling
the repair timeline.
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Division Inspection Date Inspection Result Terminal Comments 267 Burlingame, CA 7/21/2023 Unsatisfactory B Terminal Driver records 86 Monterey-Salinas, CA 11/9/2023 Satisfactory B Terminal Re-Inspection no violations 86 Monterey-Salinas, CA 7/12-13/2023, 7/27/2023 Unsatisfactory B Terminal Driver records 11 Fairfield, CA 5/10-11/2023 Satisfactory B Terminal Re-Inspection no violations 11 Fairfield, CA 1/27/2023 Unsatisfactory B Terminal Driver records Remedial measures: MV has reviewed internal controls to prevent, limit, and detect issues with driver records in the future.
Regulatory Enforcement and Compliance Record
MV has not been cited, fined, or ordered to stop operations in the past five years by any regulatory agency for improper maintenance, CHP inspection failure, or for accidents caused by improper maintenance.
4.3. Proposed Insurance Program
In response to RFP section G.4 through 21, “Proposed Insurance Program (Response to RFP Exhibit B),” MV will provide the insurance program below that fully meets or exceeds all requirements set forth in Exhibit B- Insurance Requirements of the City of San Luis Obispo RFP. The required $10,000,000 per-occurrence limits for Commercial General Liability and Automobile Liability are satisfied through a combination of primary and excess coverage layers.
Line Carrier AM Best
Rating
Deductible
CONDFIDENTIAL
Notes
CONDFIDENTIAL
Auto Primary $5m Ace Property & Casualty
Insurance Co.
A+
CGL Primary $5m Ace Property & Casualty
Insurance Co.
A+
Auto/CGL Excess Buffer
$10m x $5m
Allianz Global A++
Lead Umbrella $10m x
$15m
Ace Property & Casualty
Insurance Co.
A+
Umbrella Excess $5m x
$25m
Ark Bermuda & First
Specialty
A+
Umbrella Excess $20m x
$25m
Lloyds, Lex London,
Sompo/Endurance
A+
Property Lexington Insurance Co. A
Environmental/Pollution Beazley Excess & Surplus
Insurance Co.
A+
Crime Beazley Excess & Surplus
Insurance Co.
A+
Workers' Compensation Ace Property & Casualty
Insurance Co.
A+
MV has procured this insurance program and is able to provide evidence of these coverages through Broker-issued Certificates of Insurance.
Preventive Maintenance Inspection and Service Checklist Circle Service Type: A B C D
Date:____________ Vehicle #:____________________ Mileage in: _________________ Mileage out: _________________ P F Item Inspected P F Item Inspected
A) Vehicle drive in inspection (5 miles) 2) Rear blower condition and operation 1) Driver carpet 3) Defroster operation
2) Driver seat condition and operation 4) Temp gets to 20 deg. F below ambient temp. 3) Drivers door operation and condition 5) Evaporator intake air filter condition 4) Drivers seat belt operation and condition 6) Front heater condition and operation 5) Engine starting and ignition system 7) Rear heater condition and operation 6) Instrument panel gauges & warning lights 8) A/C compressors and condenser fans 7) Instrument panel lighting & condition E) Under hood inspection 8) Horn operation 1) Batteries & charging sys. (load alt B,C,D serv) 9) Steering wheel tight, no excessive play Batt 1 volts: load volts: load amps:
10) Windshield wipers Batt 2 volts: load volts: load amps:
11) Windshield washer Batt 3 volts: load volts: load amps:
12) Sun visor condition and operation (battery min. loaded volts 9.6v, 1/2 CCA for 15 sec) 13) Parking brake operation & condition Alt. 1 min volt: max volt: max amp:
14) Parking and service brake pedal pads Alt. 2 min volt: max volt: max amp:
15) Passenger door operation (reference factory service manual for alternator spec) 16) No vibrations, pulsations or noises 2) Wire and hose routing and connections B) Walk around inspection 3) Cooling system, hoses, water pump condition 1) Body damage (list on separate sheet) 5) Accessory drive belts condition 2) Headlights, high & low beam operation 6) Pulleys and tensioned operation & condition 3) Parking lights operation & condition 7) Brake master cylinder and power booster 4) Marker lights operation & condition 8) Fan and fan clutch operation and condition 5) Directional signals operation & condition 9) Engine oil fluid level and condition 6) Hazard lights operation & condition 10) Transmission oil level and condition 7) Clearance lights operation and condition 11) Power steering fluid level and condition 8) Brake lights operation & condition 12) Brake fluid level and condition 9) License plate lamp operation & condition F) Vehicle rack inspection 10) License plates and tags 1) Steering gear box mount, condition & leaks 11) Backup lights and alarms 2) Steering shaft U joints 12) Reflectors and reflective bumper tape 3) Steering shaft bearings 13) Exterior decals and signage 4) Steering linkages
14) Bumpers secure / in good condition 5) I beam or control arm movements and rivets 15) Exterior mirrors secure / in good condition 6) Radius arm condition and bushings condition 16) Exterior clean 7) Stabilizer bar condition and bushings condition C) Interior inspection 8) Ball joints or kingpins
1) Passenger door and steps condition 9) Front spring condition and mounting 2) Handrails and stanchions condition 10) Front shock absorber operation & condition 3) Interior and modesty panels condition 11) Trans oil cooler & lines routing and leaks 4) Flooring condition 12) Engine oil cooler & lines routing and leaks 5) Interior lighting operation and condition 13) Heater and A/C hose routing and leaks 6) Windows operation and condition 14) No engine oil leaks and fluid condition 7) Emergency Exits operation & condition 15) Engine mounts, brackets and bolts 8) Accessory operation & condition(radio,GPS) 16) Transmission mounts, brackets and bolts 9) Passenger seats operation & condition 17) No transmission oil leaks and fluid condition 10) Passenger seat belts operation & condition 18) Drive shaft condition 11) First aid & body fluid kits complete 19) Universal joints and carrier bearings condition 12) Triangle reflectors complete/good condition 20) No rear differential leaks 13) Stop request operation & condition 21) Rear differential condition and mounting 14) Valid registration, insurance & accident pack 22) Frame and cross members 15) Fire extinguisher in good condition & signed 23) Rear shock absorbers 16) Interior decals and signage (incl. electrical) 24) Rear springs condition and mounting 17) DVI's reviewed, addressed and signed off 25) No fuel leaks 18) Interior clean 26) Fuel tank condition and mounting D) HVAC system inspection 27) No exhaust leaks
1) Front blower condition and operation 28) Exhaust system condition and mounting
Preventive Maintenance Inspection and Service Checklist Circle Service Type: A B C D
Date:____________ Vehicle #:____________________ Mileage in: _________________ Mileage out: _________________ P F Item Inspected Service Performed Techs Initials
30) Front brake condition and mounting Change oil and filter 31) Front brake lining condition & measurement Lube chassis and suspension Pads R/F: /32" L/F: /32" Lube drive shafts and universal joints 32) Rear brake condition and mounting Lube doors and hood, locks and hinges 33) Rear brake lining condition & measurement Adjust service and parking brakes Pads R/R: /32" L/R: /32" Drain water from separator
Shoes R/R: /32" L/R: /32" Rotate tires(as necessary, caps on rear) 34) Tire and wheel condition and measurements Change air filter R/F: /32" L/F: /32" Change fuel filter
R/RI: /32" L/RI: /32" Clean or change PCV valve
R/RO: /32" L/RO: /32" Clean or change crank case filter 35) Lug nuts condition Install new wiper blades
Air pressure adjustment FR. RR. Change transmission fluid and filter Wheel torque specs used: ft. lbs. Service front wheel bearings G) Lift inspection Drain water from fuel tank
1) Lift operation (fully stowed to fully deployed) Replace accessory drive belts 2) Lift control pendant condition and operation Service and flush cooling system 3) Lift restraint belt condition and operation Install new spark plugs & wires 4) Outer roll stop condition and operation Install new dist. cap & rotor 5) Inner roll stop condition and operation Change differential fluid 6) Platform adjustments, condition and mounting Check Exhaust and EGR system 7) Standee arm condition and operation Check and service fuel & evap. System 8) Proper signage and decals Evac and recharge A/C (add 1 oz. of oil) 9) Manual backup pump condition and operation Post service test drive (5 miles) 10) Lift manual pump handle
11) Hydraulic pump condition and operation
12) Hydraulic lines and cylinders condition All items have been inspected and the above indications are 13) Hydraulic fluid level and condition true and correct. All safety related defects have been repaired 14) Base plate and arms welds & pivot points and this vehicle is safe for operational use. All non-safety 15) Lift springs and pins condition and operation related defects not repaired are diagnosed and scheduled for 16) Lift safety switches and adjustments repair with all parts needed pulled from stock or ordered. 17) Hose and wire routing and connections Brake pad linings must be measured from the backing plate. 18) Rollers and pivot point condition & operation Brake shoe linings must be measured from the rivets. 19) Lift to vehicle mounting bolts and brackets
20) Lift doors condition and operation
21) Lift door lights condition and operation Technicians Signature Date 22) Lift interlock operation and condition
(lift door open, e-brake down not able to shift)
(e-brake off lift door closed no lift power) Supervisor Signature Date 23) W/C tie downs condition and operation
24) Tie down container secure and clean Notes:
25) Tie down floor mounting brackets secure
26) W/C shoulder belt condition and operation
27) Lift clean and no sharp edges
28) Lift shields secure and in good shape
29) Lift moves steady without drifting, jerking,
or unusual speeds
30) No unusual lift noises
Lube all lift pivot points, barriers, rollers, linkages and bearings cleaning off all excess lube
Check, torque or adjust lift base mounting bolts
D
A,B,C,D
Initial each item if it passes inspection and mark each failed item with an "X". Any failed item must be written on a PM Defect sheet and signed off as repaired. Inspections must be completed before services are done with all necessary repairs finished after services are complete. All safety related items must be repaired prior to placing the vehicle in service.
ServType
C,D
C,D
C,D
B,C,D
B,C,D
B,C,D
D
D
A,B,C,D
D
D
D
D
Initial or "N/A" each service performed per PM type
A,B,C,D
A,B,C,D
A,B,C,D
A,B,C,D
A,B,C,D
A,B,C,D
B,C,D
B,C,D
D
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5. Safety and Training
To help SLO Transit achieve exceptional customer service, MV has developed comprehensive role-specific training programs that foster professionalism, empathy, and accountability at all levels. Programs like The MV Way and Operator Excellence Training (OET) clearly define expected conduct while promoting customer-focused decisionmaking, ADA compliance, and respectful interactions with passengers. Administrative staff—including customer service reps, dispatchers, and clerical workers—receive around 34 hours of focused instruction on service standards, emergency procedures, employee relations, ADA and sensitivity training, and effective communication. Through classroom lessons, scenario discussions, and hands-on mentoring, employees learn to handle service disruptions, customer concerns, and sensitive situations confidently, maintaining a calm, courteous, and solution-oriented approach.
We cultivate a customer service culture via ongoing development and leadership training, such as Operator Retraining, Own the Moment, and the General Manager Development Academy (GMDA). The Own the Moment program encourages personal accountability and links safety, professionalism, and customer trust, empowering employees to lead through their daily actions. GMDA enhances service delivery by training managers to embody MV’s values, coach teams effectively, and implement action plans that lead to measurable improvements. These programs ensure that customer service excellence is an ongoing effort—supported by regular evaluation, refresher courses, and leadership involvement—creating a positive, dependable, and welcoming experience for SLO Transit riders.
5.1. Staff Training Program
About MV’s Training Initiative
We firmly believe that delivering exceptional training is essential to achieving safety excellence. In 2024, MV made a significant investment in our training program, prioritizing top-tier talent and cutting-edge technology to ensure the highest standards of safety and effectiveness.
MV’s Operator Excellence Training Program
(OET)
Between 2020 and 2021, MV evaluated various commercially available professional operator training programs to find one that would meet our rigorous standards. Faced with limited options that could meet our stringent requirements, MV opted to invest $1 million in the creation and implementation of an innovative operator training program called Operator Excellence Training (OET).
OET is MV’s proprietary operator training program, designed to include comprehensive training materials alongside industry best practices. This training is where our safety culture starts, ensuring that our trainees remain engaged, alert, and fully immersed in safety knowledge. OET has been successfully integrated and rolled out across MV’s locations nationwide, establishing a benchmark standard in operator training excellence.
MV ADVANTAGE Delivering Exceptional Customer Service
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At MV, we are committed to fostering a culture
that upholds our core principles: safety,
passenger well-being, and consistent service
excellence. The implementation of OET marks a
substantial advancement as we integrate a more
holistic strategy into our safety and training
management systems, further strengthening our
commitment to superior safety performance.
Real-Time Tracking of Training Progress
To elevate our standards of training excellence
through accessible and cutting-edge technology,
we launched the OET app. This digital platform
has transformed our training curriculum by enabling comprehensive data analysis of our safety training program.
The OET app allows managers and trainers to monitor operators’ training progress and evaluations as they are completed in real-time. It also automates and streamlines reporting for audit reviews and assessments of training program effectiveness. For example, the OET app can be used to analyze:
Program graduate rates
Drop rates and associated reasons
Operator performance in relation to critical training standards Timeliness of post-graduate evaluations
This investment supports ongoing training, providing regular refresher courses and opportunities for continued professional development.
Program Design, Approach to Learning, and Guiding Principles OET is a dynamic, interactive, and learner-centered program designed for adult learning. The training aims to impact trainees in three key areas:
→ Affective: Encouraging a positive mindset and attitude; → Cognitive: Expanding trainees’ knowledge and understanding; → Behavior: Enhancing the trainee’s practical skills and competencies.
OET is the building block of MV’s safety culture, and it recognizes the critical role of mindset. Throughout the program, we emphasize our shared vision of Safety:
Everybody, Everywhere, Everytime, ensuring that everybody actively demonstrates safe behavior everywhere and at every time of the day. Daily safety messages help reinforce our safety and service culture, promoting key elements of OET that pertain to safe driving, employee well-being, and exceptional customer care.
At the heart of OET is the Safety 360 Defensive Driving Principle. Throughout the training program, trainees gain a deep understanding of the importance of Safety 360° – a holistic approach to safety that promotes complete
awareness by operators maintaining a 360° field of vision and a 360° safety cushion of space around the vehicle.
Additionally, we incorporate a four-hour module that
focuses on customer service for passenger transportation.
This training integrates traditional customer service
techniques, such as effective communication, problem
resolution, and active listening, with sensitivity
training. Our dual approach equips our operators with
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the skills to provide an exceptional experience for all passengers. By refining these competencies, we aim to cultivate a welcoming and inclusive environment that aligns with MV’s commitment to excellence in service.
OET comprises five training settings with accompanying materials designed to progressively move the trainee from behind the desk to behind the wheel:
FIXED ROUTE TRAINING HOURS
CLASSROOM 28.60
PRE-DRIVING SKILLS 4.50
BTW HOURS 31.50
SKILLS COURSE 6.00
BASIC DRIVING SKILLS 25.50
OBSERVATION HOURS 36.00
CADET DRIVING HOURS 16.00
SEXUAL HARASSMENT/WORKPLACE VIOLENCE 2.45
CDL TRAINING 10.67
FINAL DRIVING EVALUATION 1.00
TOTAL TIME 130.72
We have developed training curricula for four operator levels; however, since OET is a modular program, we can easily customize the content for each trainee type or create additional trainee types as needed.
New Hire with a CDL: New Hire without a CDL: Incumbent: Like Service:
The trainee has a CDL but
lacks experience as a
professional passenger
transport driver.
The trainee has not previously
worked as a professional
operator for a passenger
transportation service and
does not have a CDL.
The operator is currently
employed by the outgoing
contractor and is being
onboarded with MV as part of
the service transition.
The operator is licensed and
has experience as a
passenger transportation
operator, but has not worked
for this service or MV.
Developing the Professional Operator
MV’s OET training is comprehensive and covers a wide range of topics essential to professional vehicle operation and public transportation service. In addition to safe driving skills, defensive driving techniques, and on-road operation of public transit vehicles, our training includes the following educational components that are fundamental to becoming a professional operator.
Customer
Service
Customer service training is delivered through a four-hour training class called Platinum Connection Customer Service (PCCS). PCCS encourages trainees to treat others as they would like to be treated, emphasizing the importance of making customer-centric and solution-oriented decisions while taking personal responsibility. The training also highlights the acronym ACE (Attitude, Choice, and Empathy), encouraging trainees to “ACE the customer experience.”
PCCS also covers strategies for interacting with difficult passengers, de-escalation techniques, and effective communication strategies to help mitigate conflict.
Passenger
Sensitivity
In addition to educating trainees on ADA law and common disabilities, all operators receive training in passenger sensitivity as a standard practice. Passenger sensitivity training incorporates techniques such as assisting passengers who use mobility aids, speaking to passengers at eye level, properly securing passengers in mobility devices, asking permission before handling mobility devices, and accompanying passengers to the curb of their drop-off location. These training sessions frequently feature insights from community members and disability advocates, who share experiences from real-life scenarios. Trainees are also required to participate in exercises such as boarding a bus while using a wheelchair or while blindfolded, enabling them to better understand the experience from the perspective of individuals with disabilities. Ongoing refresher training in passenger sensitivity is also provided.
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Security
Awareness
The role of the professional operator requires heightened awareness and vigilance in response to public security threats. MV trains our operators in emergency management and response protocols for bus safety incidents, such as vehicle evacuations and fires, and in methods for identifying security risks within the community. Training covers procedures for responding to active shooter situations, recognizing and reporting suspicious packages, addressing threats of violence, and detecting indicators of human trafficking. Operators are instructed in the proper use of codewords for communication with dispatch and in effective collaboration when interacting with emergency personnel and law enforcement.
Eight Areas of Classroom Training
Classroom training consists of eight topics, each divided into modules that include videos, classroom discussions, questions and answers, and quizzes. Each module is designed to be easily consumable while reinforcing the principles taught throughout the training.
Pre-Driving Skills – Classroom
Onboard the Vehicle
Before allowing trainees to operate service
vehicles, we ensure they are well-oriented
to the vehicle. During this part of the
training, each trainee sits in the operator’s
seat and familiarizes themselves with the
bus controls and the onboard technology.
They adjust their mirrors, gain a clear
understanding of the size and space of the
vehicle, and practice vital skills from
Section 4: Safe Operations of classroom
training. All trainees receive instruction on
properly deploying the mobility device lift
or ramp and have the opportunity to
handle and fully understand the
securements for the mobility device.
This thorough, hands-on preparation
empowers our trainees to confidently
operate vehicles in the safest and most
effective manner.
26 Defensive Driving and
Performance Skills of BTW Training
Behind-the-wheel (BTW) training begins with a coned skills course and ends with the mastery of 26 specific defensive driving and performance skills.
→ Closed Skills Course (6 hours): MV sets up a skills course in the yard using traffic cones to outline the areas where trainees practice vehicle maneuvering. A trainer is on board with each trainee, observing their driving and providing feedback as the trainee navigates the course. Trainees practice braking, turning, and managing curves.
→ Basic Driving Skills (25.50/15.50 hours): The trainee operates the vehicle on the road with a trainer aboard, providing guidance. They practice commentary driving by sharing the road with other vehicles, cyclists, and pedestrians. The trainee operates the bus controls, practices making stops, and navigates the route using the onboard mobile data terminal (MDT).
Before graduating from BTW training and moving on to cadet training, trainees must demonstrate proficiency in the following areas:
Eight areas of classroom training
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1. Pre-trip Inspections
2. Seat Adjustment
3. Mirror Adjustment
4. Lights, Signals, and Horns
5. Use of Accelerator
6. Use of Brakes and Anticipated Stops
7. Straight Forward Driving
8. Straight Backing
9. Narrow Streets and Low Clearances
10. Following Distance
11. Adverse Weather Conditions
12. Decreased Visibility
13. Lane Changing Procedures
14. Passing Procedures
15. Merging Procedures
16. Right Turns
17. Left Turns
18. Navigating Intersections
19. Pedestrian and Bicyclist Awareness
20.Crossing Railroad Tracks
21. Service Stops
22. Lift and Ramp Operations
23. Mobility Device Securement
24.ADA Announcements
25. Commentary Driving
26. Post-trip Inspections
Observation Training
During observation training, trainees are in the vehicle during BTW or cadet training to observe another trainee driving. They listen and observe as the instructor guides the operator-in-training. Trainees may also observe the instructor operating the vehicle. With a 2:1 training ratio, each trainee receives focused training with the instructor, enhancing the training experience and creating a more engaging and enjoyable experience for the trainees.
In-Service Training (Cadet Training)
Once trainees complete classroom and behind-the-wheel tests, they enter in-service (cadet) training on live routes under a certified trainer's supervision. During this phase, trainees operate the bus, interact with passengers, collect fares, assist with mobility devices, and communicate with dispatch. Trainers monitor performance, assess safety and customer service, and provide immediate feedback for improvement.
Monitoring Training Program
Effectiveness
We assess new operators' performance at 45 and
75 days after graduation and use questionnaires for
feedback. Regular audits cover all training phases,
documentation, and trainer evaluations. Staff
meetings focus on trends and standards reviews,
helping us improve training strategies and ensure
high-quality results for our operators and
organization.
Incumbent Training
Incumbent training begins after the onboarding process is complete:
• Classroom for all staff
• Evaluations were conducted on all driving staff
• Road supervisor training
• Management training by department
• Trainers identified and certified
• Follow-up 45/75 day evaluations
Subject Hours
Incumbent classroom topics 9.98 hrs.
Welcome to MV 30 min.
1.2 Drug and Alcohol 147 min.
1.4 Katherine McClary Story 20 min.
Employee Handbook 20 min.
2.1 Hazard Communications 15 min.
4.1 Vehicle Familiarization 15 min.
4.5.5 Signaling and Passing/Merging 15 min.
5.1 Intro to Defensive Driving 15 min.
5.2 Vision 15 min.
5.3 Vehicle size and Clearance 10 min.
5.4 Managing your space 10 min.
BENEFITS OF OET TO THE CITY
• The City will have the most up-to-date operator training program available today, distributed on the most
modern platform available.
• This proven operator training has been deployed at
more than 100 public transportation contracts
nationally.
• SLO TRANSIT operators will be consistently trained to rigorous standards of safety, professionalism, sensitivity, and customer service – promoting the City’s brand as a
safe, people-focused service.
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Subject Hours
5.5.1 Following distance 10 min.
5.5.2 Adverse weather 15 min.
5.6 Communicating and signaling 10 min.
5.7 Distracted driving 15 min.
5.8 Backing 10 min.
5.9 Right turns and left turns 15 min.
5.10 Intersections 15 min.
5.11 Pedestrian and Bicyclist Awareness 12 min.
5.12 Traffic signals and signs 10 min.
5.13 Speed management 10 min.
5.14 Special driving conditions 10 min.
5.15 Railroad crossing 10 min.
5.16 Seatbelts 5 min.
5.17 Preventable collisions 10 min.
5.18 Summary of defensive driving 10 min.
7.1.1 Intro to ADA 15 min.
7.4.1 ADA sensitivity 15 min.
7.4.2 How may I assist you? 15 min.
7.5 Professional conduct with customers 5 min.
7.6.1 Intro to ramp/lift operations and securement 10 min.
7.6.2 Lift operations 15 min.
7.6.3 Securement process 30 min.
8.6 Accident procedures and reporting 15 min.
Behind-the-wheel evaluation (employees who drive company vehicles) 1 hr. 45-day evaluation 1 hr.
75-day evaluation 1 hr.
Ongoing Training
MV operators receive 12 hours of required annual retraining through safety meetings. Our corporate safety team develops the curriculum and resources, while Safety and Training Manager Aaron Pike adapts content to highlight current trends in safety and customer service. These meetings also recognize achievements, share program updates, and celebrate top performers. Additional training is provided throughout an operator’s career, reflecting MV’s dedication to ongoing safety and professional growth.
Retraining When it is provided Length Description
Return to
Work
Required when an operator returns from
“inactive” status (from a period of 30 days or
more)
8 hours
A 6-hour classroom review and 2-hour BTW road
check focused on safety standards, defensive
driving skills, and vehicle familiarity.
PostAccident /
For Cause
Required for any operator who has received
a “preventable” rating for an
accident/incident. Must be scheduled and
conducted as soon as reasonably possible.
Varies based on
the operator’s
ability to perform
appropriate tasks
to standard.
Focuses on correcting driving deficiencies and
standards that contributed to the accident or
incident. Operators must perform all required tasks
to standard before resuming driving duties.
Retraining due to customer complaints is
conducted through PCCS.
Biennial At least every 2 years 4 hours
Every other year, operators are required to
complete refresher training on safety standards and
defensive driving skills.
Seasonal
Refreshers
Annually, in the fall before the beginning of
the winter season 2 hours
Includes refresher topics relevant to the region,
including imminent weather, environmental, and
traffic conditions.
Ongoing Evaluations and Supplemental Retraining
MV operators are evaluated at least every six months by a qualified instructor or supervisor, who reviews in-service assessments, licenses, and medical certificates. Operators not meeting standards must complete targeted remedial
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training if they display unsafe behavior, violate policies, act unprofessionally, receive valid complaints, or are involved in preventable incidents. This training is tailored to the issue and follows a retraining matrix for effectiveness.
OET’s Overall Impact on Operators, Passengers, and Clients MV’s OET program upholds top safety and performance standards for clients through thorough onboarding, regular refresher courses, and ongoing evaluations. This comprehensive training ensures operators maintain critical skills, comply with safety protocols, and reduce risks—ultimately enhancing passenger experiences. Our focus on quality training and proactive assessment guarantees reliable, secure transportation, providing clients peace of mind with skilled professionals.
Maintenance Training
Candidates hired to MV’s shop are required to have the maintenance experience necessary to perform their duties.
Once hired, the maintenance training instructor will provide orientation and on-the-job training in MV and SLO policies, procedures, and requirements.
In addition to the initial orientation, all technician training includes safety training, fall protection, environmental compliance, and facility maintenance.
IDP training ranges in subjects and advancement and includes the following topics, including training on battery electric vehicle maintenance:
→ Basic Repair Skills/Preventive Maintenance
→ First Aid, CPR, AED Training
→ Lock-Out/Tag-Out for each vehicle type
→ Vehicle Orientation
→ Basic Electrical Training
→ Brake Systems/Interlock
→ Wheelchair Lift/Ramp Inspection and Repair
→ Fuel Safety and Inspection
→ Suspension and Steering
→ Engine Service, Tune-up, and Troubleshooting
(basic and advanced training)
→ Transmission Diagnostics and Service (basic and
advanced training)
→ HVAC Systems (basic and advanced training)
→ CNG Training/High-Pressure Vessel Tank
Inspection Systems
→ Low-Voltage Electrical Systems (specialty
technicians only)
→ Air Systems/Brakes/Interlock
→ Fire Suppression
→ Doors
→ Destination Signs
→ Forklifts
→ Fall Protection
→ 608/609 Refrigerant Handling Cert.
→ Multiplex
→ Electric Drive System
→ Electric Drive System (specialty technicians only)
→ High-Voltage Systems Safety
→ Filter Replacements
→ Training in Electronic Controls (troubleshooting
and repair of high-voltage propulsion system)
→ ARC Flash Safety and PPE
→ Charging Systems
→ Vendor Training
→ ASE Training/Maintenance Best Practices
→ Contract Compliance
→ Santa Ana College Training
Ongoing Maintenance Training
Ford Motor Company Training
MV provides its clients access to Ford Factory training via the Standardized Training and Resource System (STARS), covering dozens of courses in 10 specialties. Trainees receive progressive instruction tailored to their experience and skills, including new model maintenance and diagnostics. The program offers unlimited online and classroom training, focusing on vehicle systems, repair methods, and procedures through a partnership with Ford.
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ASE Certification Incentive Program
ASE Certification Incentive Program
MV understands that an essential step in employee retention begins with providing technicians with the tools needed to pursue professional advancement. Through our ASE Certification Incentive Program, we pay our employees an additional $0.15 per hour for each ASE certification they receive. Furthermore, we offer a one-time $250 recognition bonus to acknowledge their commitment to this program. We strongly encourage our technicians to pursue ASE Master Certification, one of the highest levels technicians can achieve, by increasing the incentive to $0.20 per hour per certification.
To eliminate barriers that could prevent our technicians from achieving their professional goals, MV covers the registration and testing fees for our maintenance employees seeking ASE certifications. We also encouraged our technicians to renew and maintain their certifications, as those who allow their certifications to lapse will lose their incentive bonuses.
ASE Certification Blue Seal Program
At MV, we are dedicated to continuously enhancing our maintenance programming and practices by empowering our technicians to achieve even greater professional excellence, as recognized by the prestigious Blue Seal of Excellence. Only the most elite in our industry can hold this award, signifying that at least 75% of technicians within an operation are capable of performing ASE-level diagnoses and repairs, and that each area of service is covered by at least one ASE-certified technician.
EMPLOYEE SPOTLIGHT
JOSHUA FERNANDEZ: DOL-CERTIFIED APPRENTICESHIP IN ACTION Joshua’s story demonstrates what MV’s maintenance culture looks like at its best: a talented employee given a clear path to grow, meaningful mentorship that turns questions into knowledge, and a supportive team that makes the work both rigorous and rewarding. This human-centered approach shows how MV invests in people to deliver safe, dependable operations—one apprentice, one technician, one vehicle at a time.
When Joshua Fernandez walked into MV’s Santa Clarita shop as a facility technician, he carried more than a toolkit—he carried a legacy. His father has been with MV for 26 years, and Joshua wanted to follow in those footsteps. That personal motivation, paired with MV’s U.S. Department of Labor (DOL)-certified Maintenance Apprentice Program, set the stage for a standout journey: Joshua became the first graduate of MV’s one-year Penn Foster Diesel Technician Program, a component of the DOL-certified apprenticeship that blends self-paced coursework with hands-on shop instruction. This DOL certification is a mark of excellence, ensuring that every graduate is equipped with skills that meet and exceed national standards.
From the beginning, Joshua approached the craft with curiosity and discipline. “I learned how to read diagrams and understand the equipment before taking it apart,” he says—a mindset that has shaped his day-to-day as a C-Technician. For Joshua, every vehicle system is a story waiting to be understood, and every repair is an opportunity to earn a rider’s trust. “What we do is important. Families rely on us to provide safe transportation.” Mentorship has been the backbone of Joshua’s growth. Jose Ochoa, a respected foreman in Santa Clarita, guided him throughout the DOL-certified program with steady, practical counsel. Jose fostered an environment where learning is constant, and confidence comes from understanding, not shortcuts. That dynamic—clear expectations, accountability, and support—helped Joshua turn lessons into performance.
Team culture matters to Joshua as much as technical mastery. “There’s a strong support system here. We celebrate by sharing meals, stories, and encouraging each other.” The Santa Clarita team’s inclusive spirit hasn’t just welcomed him—it’s accelerated his growth and strengthened the shop’s service to the community.
Joshua’s impact is evident in his thoughtful preparation, clear communication, and effective execution. Ask him to sum up the journey in one word, and he chooses “valuable.” Ask him where he’s headed, and he doesn’t hesitate: “Getting to the top. I want to become an asset to the company.” That ambition is anchored in the habits he’s built: preparation, learning, and care for the riders behind every bus number.
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Road Supervisor Training
Road supervisors are the operators’ direct line of support in the field. They are stationed in the service area strategically to minimize their response time when dispatched. Throughout their day, they conduct operator evaluations, provide ongoing coaching to operators, respond to riders’ questions or complaints, investigate incidents or accidents, and assist during road calls. They are actively engaged with the operator workforce, and when hiring road supervisors, we look at our strongest-performing operators who are interested in advancing their careers.
We require all road supervisors to complete MV’s initial operator training, either upon hiring or previously working as an operator. In addition to this training, road supervisors undergo an additional four hours of job-specific training.
MV developed this training in partnership with AvatarFleet, and it is in use across MV’s national operations. The program comprises six courses designed to improve coaching ability, promote safety awareness, reduce the frequency of incidents, and improve the overall rider experience.
In addition to the four-hour Avatar Course, road supervisors also complete a two-hour reasonable suspicion training course along with training to become certified as a behind-the-wheel trainer (20 hours).
Dispatcher Training
Dispatchers are responsible for the proactive management of service delivery, which includes monitoring on-time performance and route efficiency. They monitor service on the road, assist operators as needed, and coordinate response to any disruptions on the day of service.
Training for dispatchers lasts up to 80 hours and begins with an orientation to MV and SLO Transit, as well as an overview of the services we provide. We review the employee handbook and policies to ensure they are thoroughly explained to the trainee. We review the job purpose, the job description, and provide service area training to familiarize trainees with the operating area.
Once trainees are acquainted with the service, SLO Transit, MV, and the service area, we begin regulatory and MVstandard training in drug and alcohol procedures, reasonable suspicion, sensitivity and ADA training, four hours of customer service training, accident training, emergency procedures, and harassment training.
Rounding this out is the hands-on training using the equipment in the dispatch office. Trainees learn proper radio procedures, the ten code system, and phone etiquette training. They also spend significant time learning the Connexionz platform, how to use the dispatch screens, how to use the AVL map, and system features and functions.
They learn how to log operator assignments, monitor pull-out, log incidents, validate operator positions, confirm no shows, open and close runs, create detours, insert breaks, and dispatch an extraboard using this system. During these sessions, dispatchers learn the difference between dispatching for fixed routes and dispatching for paratransit.
The training culminates with up to two days of on-the-job training under the supervision of a senior dispatcher or supervisor, who provides constructive feedback and guidance to the trainee as they acclimate to their new role.
Customer Service Training
Our administrative staff, including customer service representatives and clerical assistants, will receive approximately 34 hours of comprehensive training designed to ensure consistency, professionalism, and regulatory compliance.
This training introduces MV and SLO Transit services and covers service guidelines, regulations, employee expectations, policies, service hours, and key contacts. It includes instruction on sexual harassment, using real-world scenarios to reinforce appropriate workplace conduct, as well as administrative tasks such as paperwork, human resources processes, and labor relations.
Staff are trained in emergency procedures, including safety protocols, incident response, communication strategies, and handling situations such as illness, severe weather, and service breakdowns.
Additional modules address employee relations and wellness, highlighting positive workplace practices and the Employee Assistance Program, ADA and sensitivity training with an emphasis on courtesy and inclusive service delivery, Trapeze EAM fleet management and dispatch operations, and proper use of MV’s payroll system for
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accurate timekeeping and reporting. Training concludes with observation and supervised job performance, during which new team members shadow experienced staff and practice their duties under supervision to ensure readiness and confidence in their roles.
MV General Manager Development Academy
MV’s General Manager Development Academy is the industry’s most robust manager development platform.
Spanning six weeks of intensive training (with both onsite leadership training and remote learning) tailored to MV operations and best practices, this program prepares our leaders for success nationwide.
Our General Manager Development Academy (GMDA) unites general managers nationwide for knowledge sharing, leadership enhancement, and skill-building. This six-week program combines classroom and virtual sessions with team activities on topics like finance, safety, HR, IT, customer service, business development, and maintenance.
Practical leadership skills such as time management, confident presentations, task prioritization, delegation, and collaborative problem-solving are emphasized.
At graduation, managers present action plans outlining their focus areas to a panel for feedback, ensuring they're ready to apply what they've learned for lasting impact. “MV created a GM Academy that was designed for all the managers to get together and kind of go through the process of learning the MV Way. I was part of the Alpha Group which was a great experience and it helped me understand myself as well as my team around me, where their fault, where their strengths are, and that’s all it isknowing who’s strong at what, who’s weak at what, so we could shore up each other’s deficiencies and improve the team overall.” – William Crespin, General Manager, Glendale division 43.
Own The Moment
OWN the Moment is a safety engagement program launched in July 2025 by MV to foster a culture of continuous safety improvement by involving every employee in reducing operational risks. It promotes a leadership mindset focused on safety as a daily choice and shared responsibility.
Safety as a momentary choice: Safety depends on countless daily decisions in which individuals must act with care, awareness, and accountability to enhance it.
Everyone leads safety: All employees, regardless of role, influence safety culture through their real-time actions and examples, making safety a universal commitment.
Safety everywhere and always: The safety-first mindset applies in all locations and situations, including workplaces, vehicles, routes, homes, and communities, emphasizing consistent safe behavior without exceptions.
Recognition drives momentum: Divisions with outstanding safety performance are rewarded quarterly and annually to motivate teamwork and reinforce MV’s commitment, with awards including trophies and bonuses used for employee benefits, thereby encouraging ongoing safety excellence.
5.2. Safety Records
MV is proud of its outstanding safety record. Although the company operates in some of the nation's most challenging urban environments, it has maintained an exceptional safety record. MV operates transit contracts across the United States with 102 divisions located in 22 states and in Canada. In response to RFP section G.5 through 23, our safety performance remains strong and consistent across varying operating conditions and environments, service models, and similar geographic settings. Overall company statistics (first table) and fixed-route-only statistics (second table) for preventable accidents meeting National Transit Database (NTD) DOT thresholds over the past five years are shown in the table below.
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Year Mileage Preventable Incident rate per
100,000 miles driven (NTD DOT Thresholds)
2021 224,591,209 0.030
2022 226,739,749 0.048
2023 231,457,731 0.057
2024 203,088,541 0.059
2025 173,944,515 0.048
For purposes of this proposal, MV reports preventable rates per 100,000 miles, consistent with NTD and DOT evaluation thresholds. The rates below represent MV’s overall accident performance across fixed-route operations.
Year Mileage Preventable Incident rate per
100,000 miles driven (NTD DOT Thresholds)
2021 224,591,209 0.008
2022 226,739,749 0.007
2023 231,457,731 0.021
2024 203,021,884 0.026
2025 173,944,515 0.037
In response to RFP section G.5 through 24 “Safety Record for Comparable Transit Contracts,” please see the safety record (accident rate) of five of MV’s current public transportation contracts that compare in size and complexity to the services being proposed under the City’s agreement, below.
Current Transportation Contract Year Mileage Preventable Incident rate per 100,000 miles driven (NTD DOT Thresholds)
City of Downey/Paramount
2021 946,186 0.00
2022 992,767 0.00
2023 1,012,932 0.20
2024 1,042,272 0.00
2025 1,121,956 0.00
City of Union City
2021 659,434 0.00
2022 684,049 0.00
2023 807,173 0.00
2024 831,860 0.24
2025 839,500 0.00
Livermore Amador Valley Transit Authority
2021 1,470,313 0.07
2022 1,702,004 0.00
2023 2,046,532 0.10
2024 2,087,627 0.00
2025 2,049,513 0.05
City of Santa Clarita
2021 3,275,722 0.00
2022 3,910,926 0.00
2023 3,342,389 0.00
2024 3,669,594 0.00
2025 3,973,730 0.03
Palos Verdes Peninsula Transit Authority
2021 271,130 0.00
2022 342,596 0.00
2023 368,955 0.00
2024 356,994 0.00
2025 369,687 0.00
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6. Personnel
Please see MV’s key personnel resumes following this section.
6.1. Key Personnel
MV will address SLO Transit’s goal of building a strong local team by pairing dedicated, on-site leadership with the depth and stability of our regional support network.
From day one, SLO Transit will be led by experienced General Manager Yevette Mc Neese, who brings over 19 years of transit leadership experience across various transit types. Her management style emphasizes mentoring leaders, supporting frontline employees, and fostering transparent partnerships with agency stakeholders. Her hands-on leadership ensures SLO Transit will benefit from steady, customer-centered service.
Supporting Yevette is a dedicated management team responsible for translating strategy into consistent daily performance. Operations Manager Jeffery Lampton will oversee service delivery with a disciplined, data-driven approach that prioritizes OTP, compliance, and responsive customer service.
Safety and Training Manager Aaron Pike will ensure SLO Transit’s workforce is well-trained, confident, and fully aligned with state and federal safety requirements. Aaron’s experience in accident prevention and operator development will directly support SLO Transit’s goal of developing a strong local team by ensuring its workforce is well-trained and confident.
“If anyone is wanting to work for MV, they're looking for a challenge, they want to be successful--MV provides the means for them to achieve that. If you're looking to move up, they have programs in place to help you round out your skills.” Terry Fuller, Dispatcher- Okaloosa Division 586 Together, this local team will be supported by MV’s proven recruitment and retention framework and a strong regional support structure. We will ensure SLO Transit is fully staffed with dedicated professionals through targeted recruiting, competitive compensation strategies, and employee engagement initiatives that prioritize recognition, communication, and career development as described in section 6.4 of this proposal. This approach reduces turnover, builds institutional knowledge, and strengthens safety performance by retaining experienced operators and supervisors. For SLO Transit, the result is a stable, motivated workforce delivering safer, more reliable service—supported by leaders who are present, accountable, and deeply committed to the community they serve.
Yevette Mc Neese, General Manager
Yevette Mc Neese is MV’s proposed general manager for SLO Transit’s operations. Yevette brings over 19 years of transit leadership experience, overseeing complex fixed-route, paratransit, microtransit, and on-demand services for large agencies.
As general manager for SLO Transit, Yevette will bring a collaborative management approach, mentoring local leadership and frontline teams while fostering a culture of accountability, safety, and continuous improvement focused on reliable, customer-centered service.
Currently serving as the general manager of operations for another contractor, she directs all daily operations, administration functions, and information systems. She manages location projects and develops processes that ensure compliance with local, state, and federal regulations. She establishes safety goals for accidents and injury prevention, and analyzes data to comply with NTD reporting requirements.
MV ADVANTAGE Building a Strong Local Team