HomeMy WebLinkAboutDiamond BarProposal 2025.docx/
ADMINISTRATIVE SERVICES COOPERATIVE, INC.
2050 W. 190th St., Ste. 100
Torrance, CA 90504
(310) 715-1968
REQUEST FOR PROPOSALS
OPTION 2- CONTRACTOR- PROPOSED PROGRAM
DIAMOND BAR’S DIAL-A-RIDE TRANSPORTATION SERVICES PROGRAM - DIAMOND RIDE
Submitted to:
City of Diamond Bar
City Manager’s Office
Attn: Dannette Allen
21810 Copley Drive
Diamond Bar, CA 91765
Table of Contents
COVER LETTER 3
EXECUTUVE SUMMARY 4
PROJECT TEAM 6
Organization Chart and Team Identification 6
Team Description, Experience and Accomplishments 7
Proposed Staffing and Project Team 12
REFERENCES 15
METHODOLOGY/ PROJECT UNDERSTANING 17
Qualifications and Experience of the Firm 17
Scope of Services 18
Service and Service Area: 18
Hours of Operation: 19
Eligible Users: 19
Registration, Identification, and MJM Transport Card: 19
Reservations 20
Dispatching 23
Work Plan/Implementation Schedule 28
Data Collection, Reporting and Complaints 32
Adjustment to Service Level 33
Training Programs, Drug and Alcohol Programs, Anti-Harassment Training 33
COST FOR SERVICES 39
Cost Effectiveness 41
SERVICES AGREEMENT 43
ATTACHMENTS 44
Attachment A- Drug and Alcohol Policy 45
Attachment B- MJM Proposal 52
COVER LETTER
City of Diamond Bar
City Manager’s Office
Attn: 21810 Copley Drive
Diamond Bar, CA 91765
RE: City of Diamond Bar’s Dial-A-Ride Transportation Services Diamond Ride Program
We are pleased to have the opportunity to submit a bid for the City of Diamond Bar’s Dial-A-Ride Transportation Services Diamond Ride Program.
Administrative Services Cooperative, Inc. (herein “ASC”) proposes to operate the innovative and cost-effective Dial-A-Ride Program for the City of Diamond Bar’s senior and disabled residents. Partici
pants of the Diamond Ride Program will be able to enjoy curb-to-curb transportation service and unparalleled mobility and comfort in a hybrid, late-model sedan or an ADA-certified wheelchair-accessib
le van. Our method of operating will provide same-day service in a timely manner as we have throughout our time serving 20 Dial-A-Ride programs in cities In Los Angeles County.
ASC will provide turnkey transportation so qualifying residents can live independently, stay connected to their community and enjoy the freedom of direct route travel. ASC is positioned
to begin services immediately and will bill the city only for services rendered. Additionally, we propose that the City of Diamond Bar implements our MJM QR code card system, where
each participant will receive a program identification card to utilize. Further details can be found within our proposal.
ASC understands the Dial-A-Ride Services that the city is seeking, and we are committed to providing excellent service to the City of Diamond Bar and its residents.
Per the city’s requirement, our proposal quoted shall be firm for a period of 180 days from the date of submittal. ASC accepts all conditions set forth in the RFP and confirms all information
submitted with the proposal is true and correct.
Sincerely,
/
MARCO A. SOTO
VP Public Affairs /Director of Operations
2050 W. 190th Street, Suite 100, Torrance, CA 90504
323-972-9528/ msoto@layellowcab.com
EXECUTUVE SUMMARY
Administrative Services Cooperative, Inc. (herein “ASC”), includes Los Angeles Yellow Cab, Fiesta Taxi/Ride Yellow, Long Beach Yellow Cab, South Bay Yellow Cab United Checker Cab. ASC
and its member fleets are the largest taxicab operation in the Western United States with approximately 865 vehicles serving the entire Los Angeles County. ASC was formed in 1992 to
serve as the administrative arm of the four taxicab companies.
ASC is highly experienced in providing transportation services for elderly and disabled patrons. We are the exclusive transportation provider for Dial-A-Ride programs throughout Los
Angeles County, which services senior citizens and residents with disabilities. We have been servicing such programs for over 20 years, thus have ample experience with servicing the
population specifically eligible for Diamond Bar’s Dial-A-Ride Transportation Services Diamond Ride Program (herein “Diamond Ride”). We currently have over a total of 35,000 participants
enrolled in all Dial-A-Ride programs we service.
ASC and the City of Diamond Bar will work closely to develop the best method for servicing Diamond Ride Program participants. We utilize the MJM Innovations EZTransport System, which
is a QR code card-based interface that tracks trip progress, develops daily, weekly, monthly, or yearly program reports, and keeps track of all participants information and usage. Any
new participant added to the Diamond Ride Program receives a QR code card with a letter of program rules, detailed instructions on how to book transportation, and what to expect. Our
drivers are fully trained on the QR code card operations. By implementing the MJM QR Code system, the City of Diamond Bar can be assured that they will be provided with high-quality
service with the latest technological advances. We have included the MJM QR Code proposal in Attachment B of this proposal.
Our VP/ Director of Operations, Marco Soto, will be involved along with Dial-A-Ride program coordinator Delailah De La Hoya, in the day-to-day operations of managing the fleet and Dial-A-Ride
services. Marco and Delailah currently oversee the Dial-A-Ride programs listed below. In addition to the Dial-A-Ride services, ASC, with the daily assistance from Marco and Delailah,
assisted several of the cities below during the pandemic with transporting residents to the Los Angeles County of Education’s drive thru COVID-19 vaccinations site.
Below is a list of Dial-A-Ride programs that the ASC management team operates:
Artesia
Bell Gardens
Carson
Cudahy
Hermosa Beach
Inglewood
Lomita
City of Los Angeles
County of Los Angeles
Lynwood
Montebello
Monterey Park
Norwalk
Palos Verdes
Paramount
Pico Rivera
Santa Fe Springs
Signal Hill
South Gate
Torrance
*ASC provided Dial-A-Ride services to the cities of El Monte and South El Monte during the pandemic. In addition, we assisted Montebello Bus Lines at the peak of the pandemic with shuttling
their patrons along the bus routes.
PROJECT TEAM
Organization Chart and Team Identification
Organizational Chart:
Team Identification:
ASC is a corporation located at 2050 W. 190th St. #100 Torrance, CA 90504. Our headquarters can be contacted at (310)715-1968 or emailed at ddelahoya@layellowcab.com. Our general partners
include:
William Rouse, CEO
wjrouse@layellowcab.com
Marco Soto, Director of Operations and VP of Public Affairs
msoto@layellowcab.com; (323)972-9528
Boris Hristev, CFO
bhristev@layellowcab.com; (310)851-5031
Information regarding the individuals assigned to the project and their responsibilities can be found in the next section. ASC will not be acquiring a subcontractor.
Team Description, Experience and Accomplishments
Project Manager:
Delailah De La Hoya will serve as the day-to-day manager of the City of Diamond Bar’s Diamond Ride Program. Ms. De La Hoya will be available to the city seven days a week to answer any
questions about the program or to handle any issues. Ms. De La Hoya will make any necessary presentations to the program participants, interface with the city on program issues, and
review the invoices and management reports for the City of Diamond Bar. She will handle the training for the program users, drivers, and city staff for the program. Furthermore, Delailah
will spend an average of 15-20 hours per month on the management of this program once it is up and running.
Ms. De La Hoya will assist with the program presentations and special city events to promote the program. She will also serve as a back-up to our Operations Department and will drive
in the City of Diamond Bar inspecting the vehicles and will answer the drivers’ questions about the program.
Ms. De La Hoya currently manages our Dial-A-Ride contracts for cities including the cities of Montebello, Cudahy, Paramount and South Gate. She works out of our office headquarters in
Torrance, CA and can be contacted at (310) 508-9849 or ddelahoya@layellowcab.com.
Other Key Personnel:
For more on experience, let us look at some of the key personnel involved in our organization.
William Rouse, CEO
ASC has a superior management team headed by Mr. William Rouse, who joined ASC’s management team in 1998 – at first as de facto in-house counsel, then as its General Manager in February
2004, and then CEO as of 2018. As CEO, Mr. Rouse oversees all aspects of ASC and its member cooperatives’ operations, marketing, finance, and other functions. Mr. Rouse is an attorney
whose practice has ranged from employment law and civil rights to general corporate, transactional, and unfair competition. He is part of the fourth generation of his family in the
taxicab business. Mr. Rouse graduated from the University of Southern California in 1988 with a Bachelor of Science degree in Business Administration, with an emphasis in Finance and
Business Economics. He received his law degree from the University of Southern California in 1992. He is a board member and Past President of the Transportation and Paratransit Association
of California (TPAC), and he is Vice President and member of the Board of Directors of the Taxicab, Limousine and Paratransit Association (TLPA), the private, for-hire ground transportation
industry’s international trade association. Mr. Rouse has addressed several TPAC and TLPA conferences, as well as the 2007 conference of the International Association of Transportation
Regulators on the subject of how taxicab companies can run an effective wheelchair-accessible van program with independent contractor drivers.
Marco Soto, Director of Operations
As Director of Operations and Vice President of Public Affairs for ASC, Marco Soto has played a key role in the development of ASC’s four-fleet operation. Mr. Soto’s experience and knowledge
of the taxicab industry has helped maintain the company’s unparalleled reputation as the industry leader. Currently, Mr. Soto oversees all operational matters of ASC’s four fleet taxicab
operation that includes approximately 865 vehicles. Mr. Soto volunteers a lot of his free time with community service-oriented organizations and understands the individuals we service.
Mr. Soto is aggressive in his approach to problem solving, is self-motivated and a proven manager in demand responsive transportation services. Mr. Soto is also competent in all areas
of service provision. Mr. Soto will be involved in the day-to-day operations of managing the Diamond Ride program.
Delailah De La Hoya
(310) 508-9849 • ddelahoya@layellowcab.com
Education
Arizona State University
Bachelor of Science Health Science December 2023
Experience
ADMINISTRATIVE SERVICES CO-OP November 2024
Community Relations Coordinator- Torrance, Ca
Organizing programs and events that will help promote their company’s ideas, programs & services.
Must build and maintain relationships with city representatives by listening to feedback and correcting issues about the company.
Part of a team that supports data from dispatch and administration, event planning for community events, and deals with communication for all public affairs and any engagements concerning
Dial-A-Ride.
BLANCO January to July 2024
Shift lead- Phoenix, Az
Supervise operations on the floor to ensure employees complete their responsibilities.
Adjust the employee schedules according to time-off requests and sick days.
Notify the General Manager when the store needs to order more inventory.
Inspect the shelves at the start and end of each shift to ensure everything is stocked and orderly.
PALMA June 2023 to February 2024
Shift lead, Phoenix, Az
Pleasure in experiencing positive interactions with guests while having the ability to run the floor while helping other servers, barbacks, and bussers.
Supervising staff during their assigned shift, delegating tasks, managing employee schedules, addressing customer complaints, ensuring operational efficiency, monitoring inventory levels,
and upholding company policies while providing leadership and training to team members.
ARIZONA STATE UNIVERSITY
Campus Representative- Phoenix, AZ December 2019 to December 2020
Promoted campus awareness of activities and engagement opportunities with on-campus table tents, email distribution, and social media promotion.
Assist and guide incoming freshman during orientation with any questions, comments, or concerns about student life in downtown Phoenix along with daily tours of the city campus.
Professional Summary
A driven student recently graduated from Arizona State University with exceptional communication and analytical skills. I am able to effectively articulate ideas with poise and confidence
to engage prospective students and customers all while diligently paying attention to detail to ensure the best outcomes. Dependable with 4 years of experience providing efficient,
high-quality customer service to customers in all settings. Adaptable professional with expertise in personnel development, team collaboration, and resolving issues with guests.
SKILLS
Bilingual in Spanish
Guest Relations Management
Proposed Staffing and Project Team
Dispatch Staff:
Dispatch Center Staffing Structure and Plan Including Deployment Scheduling:
The call-in stations are staffed with 50 personnel, for three 8-hour shifts per day. Included in this are 2 senior supervisors and 5 assistant supervisors. The dispatch stations are
staffed by 6 dispatchers and 3 dispatch assistants. Each shift is staggered but conforms to the pattern shown below.
Day shift: 8:00 a.m. – 4:00 p.m. (10 Customer Service Agents on Duty)
Swing shift: 4:00 p.m. – midnight (9 Customer Service Agents on Duty)
Early a.m. shift: midnight – 8:00 a.m. (7 Customer Service Agents on Duty)
As shown above, staffing is heaviest during the peak day period, with less staff in the evenings and early mornings when demand is lighter. Extra staff is scheduled for known high-volume
days, such as rainy days and certain holidays such as New Year’s Eve, St. Patrick’s Day, and Cinco de Mayo.
Each new staff member undergoes a rigorous two-week training period using eight live terminals and actual calls to learn the overall company operation, the equipment, call receiving
and dispatch procedures, and customer relations, both toward passengers and drivers. One of the main points emphasized in the training manual is the company’s commitment to excellence
in every aspect of the operation, defined as professional and consistent treatment toward drivers, courtesy and accuracy toward customers and the philosophy that “We are not satisfied
to simply get by. We expect to be the best.”
New hires are paid while in training. Staff are recruited through local newspaper ads, word of mouth and organizations that have access to potential labor. ASC makes outreach to hire
people with disabilities, especially those well suited to a job requiring little mobility. Staff is extremely diverse in terms of ethnicity, race, age, sex, and national origin.
Drivers:
In order to ensure that we contract only with safe drivers to operate our taxicabs, our driver screening process ensures that no driver takes the wheel before his or her driving record
from the Department of Motor Vehicles has been thoroughly reviewed by using a K-4 report. All drivers in all fleets have a valid California’s driver’s license of the appropriate class.
No candidate whose driving privileges are on probation, no candidate with more than two points on his or her driving record in the last year or three points in the last five years,
and no candidate with any of the following violations will be permitted to drive:
driving under the influence of alcohol or drugs appearing on the record.
driving with a suspended license.
reckless driving.
other serious offense.
Drivers must also maintain a good driving record after they begin driving a taxicab. ASC’s fleets are among the few taxicab operators that enroll every one of their drivers in the California
Department of Motor Vehicles’ Pull Notice Program, which provides immediate notification of any incidents that affect each driver’s driving record. If a driver is involved in an accident
or cited for a moving violation, the company learns of this fact regardless of whether the driver discloses it to us. This has enabled the company to identify drivers with poor driving
records on an ongoing basis and take immediate corrective action.
Prior to beginning service, all drivers are subject to a criminal background check. The background checks include all types of motor vehicles, felonies, misdemeanor arrests and convictions.
Background checks comply with all applicable state and federal regulations. The background check is a live scan fingerprint-based check conducted by a law enforcement agency and includes
a California Department of Justice check. Our fingerprint-based background checks are required by The Los Angeles Department of Transportation for driver approval and have been adopted
as a requirement for other programs we service, such as our school transportation programs and Access Services programs. All background checks will be performed at a minimum of once
every two years and all documentation will be available to City of Diamond Bar personnel upon request.
After this screening, as discussed below and in other parts of the proposal, the driver is thoroughly trained on safety and company procedures.
All drivers are able to effectively communicate in English and are required to treat all passengers with kindness, courtesy, and respect. ASC acknowledges that any drivers who are found
not able to effectively communicate in English may be immediately removed from servicing the community transit program.
ASC also acknowledges that the city may require, at its own discretion, that any driver be removed from transporting participants for excessive complaints, rudeness, or other inappropriate
behavior or appearance.
Additionally, all ASC drivers must meet their peer-approved standards of dressing in a conservative and safe manner. ASC will provide Diamond Bar with a copy of our company appearance
policy. All drivers will maintain good hygiene and grooming standards.
All drivers will wear an identification badge that includes a picture of the driver and a badge number. The badge number is a unique number and will be used to identify the driver on
all paperwork submitted to the City of Diamond Bar.
Accounting Staff:
Our accounting staff will review the city’s program trips for irregularities and fraud prevention. The likelihood of fraud is significantly reduced with the automated MJM QR code card
system and computerized dispatching, but we will still be monitoring the
transactions to make sure that passengers are not working with specific drivers to use all their trips. The card system allows us to easily sort through transactions to check for these
types of irregularities. Our accounting staff will assign a person to review the transactions and we estimate this person will contribute 10 hours a month to this program.
Operations Staff:
Our Operations Manager, Marco Soto, will be involved along with his employee, Delailah De La Hoya, in the day-to-day operations of managing the fleet. They will make sure drivers apply
for the proper permits, are enrolled in the drug testing program, and inspect the vehicles on a weekly basis. In addition, they will track the subsidies to ensure that we have enough
coverage in the city. All new drivers entering after program launch will have to be trained by Ms. De La Hoya on the Diamond Ride program rules to be eligible to participate in the
program. She will work anywhere from 15 hours to 20 hours a month on this program. Our Operations team will contribute about 10-15 hours a month to this program.
REFERENCES
Reference #1
Name of project
City of Lynwood Dial-A-Ride/ ADA Program
Dates of Service
06/2013 to Present
Term of Contract
2-year contract with two, one-year options
Contract amount
$180,000/ year approximate
Summary of Scope of Services
ASC has provided on-demand taxi- based Dial-A-Ride service to the City of Lynwood since 2004. Individuals who are 65 years of age and older/ or have a qualifying disability can use
this service. This program uses the MJM QR code card system.
Client Representative
Mark Flores, Director of Parks & Recreation
(310)603-0220 ext. 319
mflores@lywnood.ca.us
11330 Bullis Rd. Lynwood, CA 90262
Reference #2
Name of project
City of Montebello Dial-A-Ride/ Montebello Bus Lines
Dates of Service
01/2013 to Present
Term of Contract
3-year contract with three, one-year options
Contract amount
$300,000/ year approximate
Summary of Scope of Services
ASC provides on-demand taxi- based Dial-A-Ride service to the City of Montebello residents. Individuals who are 62 years of age and older/ or have a qualifying disability can use this
service. This program uses the MJM QR code card system.
Client Representative
John Soria
(323) 558- 1625
jsoria@montebelloca.gov
400 S Taylor Ave. Montebello, Ca 90640
Reference #3
Name of project
City of South Gate Phone-A-Ride
Dates of Service
7/1/2018 to Present
Term of Contract
5-year contract with possible extensions
Contract amount
$ 811,000 per year
Summary of Scope of Services
ASC provides on-demand taxi-based services to the City of South Gate since 2008. ASC also subsidizes trips to and from the Senior Center for the city. Individuals who are 62 and older/
or have a qualifying disability can use this service. Most trips are intra-city, but clients can travel to selected satellite locations. This program uses the MJM swipe card system.
Client Representative
Steve Costley, Deputy Director of Parks and Recreation
(323) 563-5494
scostley@sogate.org
4900 Southern Ave. South Gate, CA 90280
Reference #4
Name of project
Palos Verdes Peninsula Transit Authority
Dates of Service
2/17/2005 to Present
Term of Contract
1-year contract with possible extensions
Contract amount
$150,000/ year approximate
Summary of Scope of Services
ASC provides on on-demand transportation for the City of Palos Verdes senior and disabled residents. This program uses the MJM swipe card system.
Client Representative
Martin Gombert, Administrator
(626) 487-8230
transit@pv.net
38 Crest Rd. Rolling Hills, CA 90274
METHODOLOGY/ PROJECT UNDERSTANING
Qualifications and Experience of the Firm
ASC proposes to operate the Diamond Ride program for senior and disabled residents. With our service, and within the parameters set by the city, qualifying seniors and disabled residents
will be able to live independently, stay connected to their community and enjoy the freedom of direct route travel.
Participants of the Diamond Ride program will be able to enjoy curb-to-curb transportation service and unparalleled mobility and comfort using taxicabs, sedans, minivans, and wheelchair-accessible
vans. Our method of operating will provide same-day service, seven (7) days a week, from 7:00 AM to 8:00 PM, including holidays as specified in the Scope of Services and Deliverables
of this RFP. In addition, the Dial-A-Ride service shall be available for special program requests outside the specified standard operating transportation services, such as Diamond Bar’s
Holiday Ride Program.
We believe that under our proposal the city will achieve significant savings in both operating and capital costs. Our operating plan allows us to focus the accessible mini vans on service
of non-ambulatory passengers, and to supplement that service as needed for ambulatory passengers with taxi sedans operating in the city. In our proposal, the city is charged only when
passengers are being transported and not for the time travelling without passengers.
ASC has approximately 865 vehicles in all its member fleets that can be used as needed. We would propose that the city request that wheelchair passengers make their reservations a day
in advance to provide better service. The wheelchair-accessible vehicles will not only be available to the participants of the program, but they also allow for improved service to the
non-ambulatory residents of Diamond Bar. It is the policy of ASC to subsidize the purchase and operating costs of dedicated wheelchair vans and to provide additional incentives as needed
to drivers who service the passengers requiring wheelchair-accessible transportation. The funds needed for these incentives are taken from our administrative fee. Part of our administrative
fee is used to pay for wheelchair-accessible van subsidies, so drivers are available to cover these orders. We want to ensure that the city’s disabled residents have the same level
of service as ambulatory patrons and that requires subsidies from the cooperative to pay drivers to cover the orders.
As the current contractor of Dial-A-Ride programs in the Greater Los Angeles area, we are highly qualified to provide the city with the transportation services needed. This experience
gives us the unique opportunity and background to continue providing the transportation services requested in the RFP for the Diamond Ride Program. Our dispatch center has extensive
experience in operating contracts under similar models in the cities of Montebello, Cudahy, South Gate, and Paramount.
With our GPS-based “Closest Cab Dispatch”, the Diamond Ride program participants are assured of the quickest possible service. The closest taxicab to the location will be quickly dispatched
to the pickup address when the order is due or after the order is placed for same day services. In cities with Dial-A-Ride programs like what we are proposing in Diamond Bar, such as
Montebello, Cudahy, South Gate, and Paramount, vehicles are often at the pickup location within 5 minutes after the passenger placed the order. Furthermore, ASC will ensure that drivers
arrive no later than 15 minutes before or 15 minutes after scheduled pickup times.
As is the case with all our contracts, participants can trust that they will be serviced by a friendly and courteous driver who has undergone Department of Justice background checks
via fingerprint through Live Scan and who must participate in our drug and alcohol program, which includes prescreening, random screening, annual screening, and suspicion-based screening.
Drivers must also go through extensive training by our trainers who are certified by the National Safety Council as Defensive Driving Course (DDC)-IV instructors.
According to our dispatch records, we are picking up passengers in our Dial-A-Ride program areas close to 95% in under 15 minutes. We have good coverage in cities with taxi-based Dial-A-Ride
programs because the drivers get to know the passenger's ridership patterns and they cover the cities when they expect regular taxicab orders.
ASC will provide all management and operational functions necessary for the successful operation of the Diamond Ride Program, including vehicles, drivers, dispatch service, reservations,
insurance, fuel, and maintenance. The curb-to-curb service will be provided to the City of Diamond Bar’s residents who are at least sixty (60) years of age or disabled adults eighteen
(18) years or older, seven (7) days a week, from 7:00 AM-8:00 PM, including holidays as specified in the Scope of Services and Deliverables of this RFP. Transportation will be available
for traveling within the City of Diamond Bar city limits, or within a five (5) miles beyond Diamond Bar city limits. The five (5) mile distance will be bounded by Service Area 2 described
in the RFP. ASC will provide on-time service and all required billing and management reports. We feel that we are equipped and able to comply with all the requirements of this RFP.
Scope of Services
Service and Service Area:
Eligible residents can travel to and from any location within the City of Diamond Bar City limits and five (5) miles beyond the city limits as described in Service Area 2 of the RFP.
ASC will also transport Diamond Ride program users to the four (4) medical facilities located in Service Area 2 of the RFP. The City reserves the right to adjust its Dial-A-Ride program
at any time.
Together with our sister fleets, ASC is the largest taxicab operator serving all areas of the County of Los Angeles.
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As you can see from above, travel outside the City of Diamond Bar, ASC, with its sister fleets will be able to service participants without any break in service.
Hours of Operation:
ASC is prepared to serve the Diamond Ride Program seven (7) days a week, from 7:00 AM-8:00 PM, including holidays as specified in the Scope of Services and Deliverables of this RFP.
Eligible Users:
ASC will adhere to the program eligibility requirements set by the City of Diamond Bar, which currently limits the program to residents of the city who are:
Senior citizen residents, who are at least sixty (60) years old.
Adult residents 18 years or older who have a qualifying disability.
Eligible users will register with the City of Diamond Bar.
Registration, Identification, and MJM Transport Card:
ASC proposes to implement to MJM QR code system for the Diamond Ride Program. Personal care attendants and service animals may ride with the Dial-A-Ride participant free of charge. The
MJM QR code card profile of each participant will indicate if a personal care attendant is required. Participants must show their Dial-A-Ride issued MJM QR code card to the vehicle
operator each time they board the vehicle. A $0.50 fee will be collected per one-way trip ($1.00 per round trip) from the participant by the drivers for transportation
in Service Area 1. A $1.50 fee will be collected per one-way trip ($3.00 per round trip) from the participant by the drivers for transportation in Service Area 2. These fees will be
collected by the driver and credited to the City as part of the monthly billing.
We recommend a uniform co-pay of one dollar for all passengers. This standard fee would streamline the process, ensuring consistency across trips, whether they fall within service area
1 or 2.
Reservations
Calling for a Ride:
The Diamond Ride participants or dedicated city staff members will be calling a designated toll-free phone line to request service for the Diamond Ride Program. This phone number will
be created by ASC and will be included on the back of each QR code card, if implemented. The customer service agents will ensure that the trips that are booked through this phone line
meet the city’s program rules.
When passengers call the toll-free number to book their trip, the customer service agent will ask the passenger for their issued Dial-A-Ride card number or the last 6 digits of the MJM
QR code card. The trip will be dispatched to a driver and each ride will have its own trip number which we can use to track the trip for the passenger. Our dispatch department has the
capability of looking up a trip with either the passenger’s name, phone number, address, card number, trip number, cab number or time of day, amongst other data. Passengers can be assured
that we will be able to track their trips easily with our computerized dispatch equipment in the event that they inquire about their rides.
Lead Time in Calling for a Taxi:
Riders can call for same day, on demand service or up to two (2) weeks in advance if the participant chooses so. We respectfully request that passengers in need of wheelchair-accessible
vans call the day before so we can route a cab to their pick and drop off locations within the fifteen (15) minute window requested by the city. All vehicles shall arrive within a fifteen
(15) minute window before or after the scheduled pickup time.
Response Time:
ASC will have sufficient staffing levels to ensure rapid and accurate response to phone calls 7:00 AM-8:00 PM, seven (7) days a week, 365 days a year. ASC will submit to city staff on
an on-going basis whenever there is an update with the staff responsible for taking reservations. Information includes first and last names, employee numbers, phone logins, hire date,
training dates, and termination dates.
ASC’s initial hold time for reservations calls is a median wait time of two (2) seconds and the average initial hold time for reservations calls are an average of fourteen (14) seconds.
For orders for immediate service, the dispatch department will inform the passenger that a vehicle will arrive to service their call in five to fifteen minutes. ASC will keep the service
statistics with response times for this program.
ASC requests that passengers requesting an ADA accessible van call 24 hours in advance to secure on-time service for their trip. ASC will accept same day, on demand orders for ADA accessible
vans, but the response time may be longer than fifteen minutes.
Customer Service Attendants (“CSA”) will answer simple information requests or transfer callers to supervisors if they are unable to answer questions. CSAs will provide courteous professional
service to all callers. CSAs will also provide other services as directed by their supervisors to comply with contractual obligations. Bilingual CSAs will be available at all times
to provide information regarding the DAR program. CSAs will meet all training requirements as set forth in the RFP, and all training records will be kept up to date and housed at the
dispatch facility for immediate inspection by City of Diamond Bar personnel upon request.
Reservation Scheduling:
ASC will accept reservations for the Diamond Ride Program from 7:00 AM-8:00 PM, 7 days a week, 365 days a year. Participants will have the option of scheduling their trip request as
early as two (2) weeks in advance. ASC’s dispatch department will confirm the participant’s identity as a registered participant. ASC will request the participant’s name, Dial-A-Ride
issued card or MJM ID number (if implemented by the city), exact pick-up address, destination location, and number of passengers in the party. ASC will provide participants with a reservation
confirmation number.
The call-takers will ask participants if special accommodations are needed. Non-ambulatory participants will be provided with a wheelchair-accessible van.
Reservation Cancellation:
ASC will allow participants to cancel reservations for a scheduled pick up. ASC will log all canceled reservations and provide the log to the City of Diamond Bar’s Transportation Analyst
in a monthly report.
Flag Downs:
ASC will not at any time pick up any unscheduled trips for participants who attempt to “flag down” or otherwise request a ride from the vehicle operator. All trips for participants of
the Dial-A-Ride program must be scheduled in advance using the established reservation scheduling process.
Subscription Service:
The Diamond Ride Program participants will have the option of scheduling a standing pick-up time for the same hour daily or weekly. The dispatch department will be in charge of scheduling
the trips and will keep a log of all the subscription service trips.
Pick-Up and Drop-Off Standards:
ASC will offer curb-to-curb services for senior citizens and portal-to-portal service for disabled passengers. In instances where participants cannot walk out to the curb but can walk
as far as a driveway that is accessible to a vehicle, the vehicle operator will pull into the driveway to pick them up. If the vehicle arrives prior to the start of the pick-up window,
the “dwell time” will not begin until the start of the pick-up window. The dwell time may be extended where, five (5) minutes after the beginning of the arrival window, a customer is
within the eyesight of the vehicle operator and is clearly making his or her way to the vehicle. The time will be extended to allow the participant time to complete boarding of the
vehicle.
Aides for the Seniors/Disabled:
For ambulatory passengers, vehicle drivers will assist the passengers in transferring themselves from their wheelchairs to the vehicles, and then will stow the wheelchair for transport
to the passenger’s destination. For non-ambulatory passengers, vehicle drivers will assist the wheelchair user in boarding the vehicle safely, and then properly secure the wheelchair.
Guest:
Program participants have the option of taking a single guest or if the city permits, up to 4 passengers for the price of one. The drivers will enter the number of passengers in their
tablet at the beginning of each ride and will report registered care attendants separately from program participants. Disabled participants who are under 18 years of age must be accompanied
by a registered adult.
Service Animals:
ASC’s fleets are committed to providing the disabled community with exceptional customer service. We acknowledge our obligation to provide service to passengers with service animals,
and we have made this obligation a part of our driver training program.
We have a certified trainer, Ophelia Zapata who to train our drivers on handling passengers with service animals. In that regard, ASC allows service animals trained to work or perform
tasks for persons with disabilities to travel with a program participant. The program participant’s MJM ID card will indicate if a service animal is required.
Fraud Prevention:
Cities with a paper voucher program for their Dial-A-Ride programs rely on a story told by the driver and the passenger. The driver writes in the pickup and drop off information along
with the fare for the trip in the paper voucher, a passenger will then sign for the trip. In a QR code card-based program, the trip is captured electronically along with the GPS coordinates
of the pickup and drop address of the trip. Our computerized dispatch system allows us to track the trip to make sure the driver took the shortest route on a trip.
Billing:
For each trip, ASC will invoice the city normal taxicab meter rates, without a wait time, plus an administrative fee as stated in the pricing form in Cost For Services section of this
proposal. Charges will be based per trip only, and not on a period of time. ASC will submit a billing report to the City of Diamond Bar at the end of each calendar month, and no later
than the fifteenth (15th) day of the following month. Invoice reports will include the following documents and forms:
A detailed monthly invoice for the number of transactions received during the stated invoice period.
Our billing report will include our monthly management report.
MJM EZ Transport system billing report - The City will receive a spreadsheet with all the participant’s name, date of trip, GPS location of pick-up, GPS location of drop-off and the
fare charged to the city of that trip. This information will also be available to the city in real time using the Internet. In addition, the system captures most of the data necessary
for the National Transit Database (NTD) reporting.
Dispatching
Order Taking and Dispatch:
ASC orders are taken, entered, and dispatched by Call Center Services, LLC (CCSI), located at 1141 W. Silicon Circle, Suite A, St. George, Utah 84770. CCSI operates a state-of-the-art
call-taking and dispatch center for 16 different taxicab fleets in California, Ohio, Tennessee, North Carolina, Minnesota, Maryland, Texas, Iowa, Virginia, and Florida. CCSI’s operation
was developed by Egor Shulman, the primary author of ASC’s own TDS computerized dispatch program, explained in further detail below.
All ASC taxicab ordering telephone lines ring at CCSI. Calls are answered by a well-trained staff of 106 courteous and thorough Customer Service Agents (CSAs). CCSI also employs 18 supervisors
and managers, and 30 dispatchers. CCSI averages about 15,000 telephone calls per day, including information calls, and dispatches about 9,000 orders per day.
CCSI’s facility was designed with multiple redundancies to ensure a constant connection with ASC’s TDS dispatch computers in Gardena. Data and voice transmissions are carried over a
dedicated point-to-point T-1 line between the two facilities. This connection bypasses most of the Internet, including Los Angeles’ One Wilshire building, the west
coast hub of the Internet, meaning that occasional interruptions on the Internet are far less likely to result in communications failures between St. George and ASC’s headquarters in
Gardena. The facilities are also connected through a backup T-1 connection, provided through a separate vendor on an entirely separate backbone. An additional backup satellite connection
provides a third level of security.
CCSI’s Advanced Phone Switch:
CCSI utilizes an advanced PC-based, Interactive Intelligence (ININ) phone switch. This switch automatically records all incoming calls, converting each to a .wav file that is easily
located and listened to, without the need for additional software. The Automatic Call Distribution functions of the Interactive Intelligence switch are second to none and allow full
resume-based routing to call takers based on call type, and the skill set necessary to handle that type of call. This allows more basic calls to be routed to newer call takers, while
more complicated calls, such as orders made for multiple trips by medical accounts, to be routed only to senior call takers.
As a call center management tool, the Interactive Intelligence (ININ) switch offers many of the latest features, including real-time displays showing all necessary information related
to call taker status and calls in queue, as well as the ability for call center managers to listen in on calls, and to join them when necessary.
Call Taking and Order Entry Process:
CCSI developed a new Windows-based interface as a front end to the TDS dispatch program. The Windows interface allows for the introduction of a number of technologies in the order-taking
process that reduce both the time it takes to place an order and the incidence of errors.
The entire call taking process is an interview between the customer service agent (CSA) and the customer. In most cases, the questions are scripted for the CSA on the computer screen,
with possible answers in drop-down menus. This enables answers to the scripted questions to be entered accurately and quickly with mere clicks of the mouse, and without the need for
typing.
For major accounts such as the Diamond Ride Program, CCSI makes extensive use of Flash technology to guide the CSA through the specific rules and restrictions on the account. These appear
on pop-up windows when the account information is entered. Also, the use of these Flash pop-ups makes executing program rules simpler. Each workday, when the CSA logs in for the first
time, if there has been any change to a program rule, or any new necessary training, the CSA must first pass-through alerts before he or she takes the first order.
An overview of the order entry procedure is as follows:
The phone switch distributes the call to the correct CSA based on the phone line dialed and the qualifications of the CSA.
If the caller has placed an order before, the caller’s caller ID prompts a screen pop of the previous order information without the need for the CSA to request the caller’s phone number.
The system also offers the CSA a drop-down menu with the last ten previous pickup addresses for the caller.
If the caller is placing an order for the first time, the CSA is guided through a series of questions to gather the necessary order information quickly and accurately.
Once the order is completed, the order information is instantly exported into ASC’s TDS computers and dispatched to taxicabs by way of the GPS-based closest-cab bid system.
When a call taker or Customer Service Agent (CSA) enters a caller’s telephone number, if this telephone number is recognized, the customer’s previous order information immediately appears
on the screen. Pickup and drop off locations from previous trips are displayed and may be changed or reversed in an instant. This information is often accurate for the current call.
For a typical order, there is a script at the bottom of the order screen for the CSA to alert the customer how many minutes it will be before the taxicab has arrived.
CCSI’s order taking system contains hundreds of features that facilitate easy and accurate order taking. While these features are too numerous to mention here, a couple of them are worth
noting.
First, CCSI’s system recognizes bad addresses. After 27 years of taking orders, our geo-database is extremely accurate.
Second, CCSI’s dispatch system is designed to empower CSAs to answer passenger questions quickly, without the need to put the customer on hold. One example happens where a customer calls
back to find out where their cab is. The system already recognizes the customer’s caller ID and prompts the CSA to ask if they are calling about their existing order and would they
like an ETA. The CSA is automatically provided with a map, showing where the assigned cab is in relation to the pickup address, a list of the events, so that the CSA can see what time
the order was accepted by the taxicab, and an estimate of the ETA.
Our system has a number of built-in safeguard features for handling calls that represent significant benefits, including:
Immediate dispatch notification of a potential problem or delay with a trip.
Creation of full records for immediate and future review by management.
The ability to immediately recapture and recreate a trip history in the event of an inquiry, complaint or need of verification.
The capability of filing advanced reservations into a pending call file and automatically recalling those trips and dispatching them at pre-determined times.
Automatically flagging of potential problems and alerting dispatch to a potential problem before it becomes an inconvenience to a customer.
Dispatch Process:
After the order is entered, it gets to the taxicab and the driver via ASC’s proprietary TDS dispatch system. TDS is a Windows-based dispatching application created by National Taxicab
Service (NTS). This application has proven itself reliable and resilient over its many years of 24-hour daily operation. This system has been extensively customized by one of the original
programmers who is to this day contracted by ASC.
TDS automatically dispatches more than 90% of all orders without further human intervention after the order is entered. Once entered, the pick-up address is tagged with latitude and
longitude coordinates. Drivers seeking orders indicate so in their taxicabs. Vehicles are equipped with tablets that serve as Mobile Data Terminals, and Global Positioning Satellite
systems. Based on the vehicle’s distance from the pick-up address, the driver is offered several nearby calls to choose from by bidding. When the bid window closes, all bids received
from drivers are tabulated for distance from the pick-up address and the amount of time the driver has been waiting since his or her last trip. The trip is awarded to the taxicab that
is closest to the order, with some extra distance credit given to drivers who have been waiting a long time for an order. This process is completed within seconds of the order entry.
This efficient, speedy method of dispatching has enabled dispatchers to focus exclusively on less than 10% of orders that are not matched to vehicles automatically. These orders are
called “exceptions,” and customers who might require special considerations are accommodated as a priority. The task of handling those calls that are not routine in nature is made easier
by dispatch “exception” screens that are intuitive in their operation.
The Exception Screen constantly displays all trip requests that require human intervention. This screen is kept current by the system and allows the dispatcher to quickly resolve these
trips.
Dispatch Technical Details:
Radio frequency communication is achieved through an Ethernet network to a custom-built Remote Network Controller Extension (RNCe) and a pair of redundant Internet Protocol Network Controllers
(IPNC) supplied by IPMobileNet, Inc.
These units are connected by both land line and microwave circuits to base stations at several sites in Los Angeles and Orange counties, making it one of the most extensive radio coverage
“umbrellas” in the nation. These sites include Mt. Lukens, Signal Hill,
Pleasants Peak, Mossbank, and Oat Mountain. These base stations provide full-time wireless connection to our vehicles throughout our contract areas.
Vehicles operating under this agreement feature Google Nexus 7 Tablets that run on the Android Operating System. The application, including the graphical user interface, has been designed
from scratch by TDS.
These features allow us to custom program these tablets to accommodate upgrades and new features. The tablet color screen displays only those forms and control buttons that are relevant
at the time of use. For example, when a taxi is in route to a dispatched pickup location, only the necessary functions ("soft buttons") and display data are on screen. As the trip enters
a new aspect, the soft buttons and display elements change appropriately. In addition, each screen features large, colorful buttons to reduce distracted driving dangers.
All tablets are equipped with a magnetic strip card reader and QR scan system that allows each vehicle to accept credit cards and other paperless payment technologies. ASC accepts Visa,
MasterCard, American Express, Discover, and the QR code cards issued by Dial-A-Cab Services program.
Dispatch Data Storage:
Each of the features we have described, along with hundreds of others, becomes a permanent part of every order entered into the system. This information can be accessed within 24 hours
and used for several analytical, reporting and management evaluations.
As previously mentioned, TDS records, timestamps, and saves all information and events generated during the course of a call. All information entered into the system, everything a driver
does, and every response to every event or occurrence is captured on logs maintained in the dispatch system. This internal database has three major functions:
It serves as the core of the dispatch system; data from various tables are joined and drawn together to automatically dispatch calls and provides information to operators on a real-time
basis.
Call information and history is retained in separate database tables for 24 hours in an “online” state. Operators may query these tables for pending and day-old calls, vehicle and driver
status, and a number of other timely points. Vehicle, driver, operational, and client information is always available and can be updated by management personnel at any time.
Finally, every morning just after midnight, the TDS database prepares a number of export files which are sent to other servers which provide storage, analysis, lookup, and reporting
functions. Instant information about past calls is available at every Windows workstation throughout the company via a 4GL-based form which permits office personnel to extract and print
call information at their desks. In addition, all call and system information from TDS is imported into our data warehouse.
Work Plan/Implementation Schedule
Equipment:
Although taxicabs are not regulated by the CHP, we will ask every taxicab owner who participates in the Diamond Ride program to submit their maintenance records to ASC to be kept in
the vehicles permanent file. ASC has maintenance records for vehicles on our DocuWare system and most vehicles have maintenance records dating back as far back as five years.
All vehicles in service are required to be clean, free of dents, scratches or other damage which materially and adversely affect the vehicle’s appearance. Vehicles are also free of mechanical
problems that render the vehicle unsafe, excessively noisy, or uncomfortable to ride in. Fully detailed maintenance records are available for inspection at any time.
Each taxicab is a full-size four door sedan or minivan and is equipped with fully functioning air conditioning and heating, defrosters, speedometers, fuel gauges, flashers, lights, windshield
washers/wipers, mirrors, and seat belts. Each vehicle is also equipped with on-board radio and Mobile Data Terminal (MDT)/tablet for constant communication capability with dispatch.
We also require that all vehicles in the Diamond Ride program be equipped with a fire extinguisher. The seating capacity of these vehicles is a minimum of five passengers including
the driver.
Wheelchair-accessible vans comprise an important part of our fleet. Wheelchair-accessible vans are modified to meet ADA standards for accessibility and to provide our customers with
the best service possible. The vans have two four-point tie-down systems, as well as shoulder straps and lap belts fitted for use by passengers in wheelchairs. Each wheelchair-accessible
van comes with rear air conditioning as well.
Each accessible minivan has several available configurations, including capacity for two wheelchairs and two ambulatory passengers or four ambulatory passengers. With a removable front
seat and no middle seat, the vans are flexible, and provide the passenger with the opportunity to choose where in the vehicle they want to ride.
For the passenger, there are four main advantages to these modified vans when compared to larger cutaway vans. First, the passenger trip is handled in the same way as other taxicab passengers
– in a straight line from point of pick-up to point of drop-off. Thus, the passenger’s transportation time can be minimized with our modified vans. Second, minivans are much more comfortable
and pleasant to ride in compared to cutaways. Third, the minivans are much easier, quicker, and safer to enter and exit. Lastly, using these vans slashes the capital costs of the program,
allowing us to offer prices much lower than traditional paratransit.
It is our experience that the operating costs of the wheelchair-accessible vans are much higher than the operating costs of a sedan used in taxi service. Additionally, the time taken
to load and unload a passenger using a wheelchair is greater than the time needed
for an ambulatory passenger. However, as our proposed fees are based on the meter, i.e., time and distance travelled, there is typically no additional compensation for the driver. Therefore,
it is the policy of ASC to subsidize the operating costs of our dedicated wheelchair-accessible vans and to provide additional incentives as needed to drivers who service the passengers
requiring wheelchair-accessible vans. The funds needed for these incentives are taken from the administrative fee we are proposing.
Taxi Meters:
With respect to the meters used in our fleets, Taxi Equipment Company Inc. (“TEC”), also located in ASC’s facilities is a licensed device repair station with the State of California
Department of Agriculture Division of Weights and Measures. TEC has three state-licensed repair technicians for taximeters. Vehicles are calibrated over a one-mile course on an electrical
Dynamometer, which is tested and meets federal and state standards.
All meters maintained by TEC are sealed and in compliance with regulations promulgated by federal and state agencies. The seal, which is required by certain municipalities and governmental
entities, ensures that the meter will show any evidence of tampering. If the seal has been broken, then the meter must have been opened. To our knowledge, using only licensed technicians
and requiring that all meters be sealed, is not a universal practice within the taxicab industry. In addition, our policy is that all meters in use must be licensed with the Los Angeles
County Department of Weights and Measures, and this also is not universally practiced within the industry.
TEC maintains the meters in the ASC cabs with security codes. The meters used are Centrodyne type taximeters. Whenever a vehicle’s transmission, tires or differential is changed, the
maintenance shop is required to forward the vehicle to a technician for verification of the meter’s accuracy.
Zapper-Proof Meters:
As the co-inventors (with Centrodyne meters) of Zapper-Proof meters, ASC has had in place GPS checking of meter distance and fare mismatch since October 2006. This fully operational
system has identified several vehicles with fast meters by way of weekly reports – all due to routine maintenance issues. Those vehicles are promptly inspected, and the meters are immediately
recalibrated for accuracy. To date, no zappers have ever been found in ASC’s taxicabs.
The Vehicle Maintenance Center:
ASC has the largest, most extensive, and highest quality maintenance facility of any cab operator in Greater Los Angeles. The maintenance program is first-rate where safety at all levels
is a primary concern, with particular effort devoted to preventive maintenance.
The Vehicle Maintenance Center (VMC) is operated by Citizen Auto Group LLC, DBA Citizen Collision Auto Repair (Citizen Collision Auto Repair) one of the largest taxicab
fleet maintenance companies in the Los Angeles area. Citizen Collision Auto Repair’s physical address is 11354 Vanowen Street North Hollywood, CA 91605. It is owned and operated by Lev
Karasik who has over 30 years of experience in operating and maintaining commercial vehicles.
Maintenance management is aware that all facilities generate hazardous waste. The facility has a federal Environmental Protection Agency (EPA) waste generator number, which requires
a waste manifest for hazardous and non-hazardous waste streams such as antifreeze, oil and related products, paint, tires, and others. The company maintains licensed and regularly inspected
on-site waste storage tanks.
The facility’s paint booth has a permit for operation from the South Coast Air Quality Management District. Inspections have revealed no infractions.
VMC Paint Booth:
The vehicle maintenance center (VMC) is located at 11354 Vanowen Street North Hollywood, CA 91605. These structures house: four electronics bays and an electronics shop; twelve mechanical
bays and a parts department; and eight paint and body shop bays. General equipment includes overhead lifts, floor jacks, transmission jacks, an air bumper jack, safety stands, and routine
maintenance tools and safety gear.
The VMC is dedicated to maintaining the vehicles used to carry paying passengers in comfort and safety, with a minimum of downtime and a maximum of safety. The VMC can ensure that all
vehicle maintenance systems and equipment necessary are well maintained and functioning at maximum efficiency.
Mechanical vehicle maintenance is supported by a 3,600 square foot parts department with top-of-the line inventory necessary to minimize downtime for all revenue vehicles.
The interior and exterior of all vehicles used to perform under this contract will continue to be clean, free of damage to the passenger compartment and to the exterior of the vehicle.
The fully equipped body shop will ensure that the vehicles will meet the standards of this program with a minimum of downtime. The eight-bay body and paint shop have a South Coast Air
Quality Management District (“SCAQMD”) approved paint booth that complies with all air quality control rules, regulations, ordinances, and statutes. The body shop has a staff of eight.
Adjacent to the VMC is a commercial grade car wash used in the daily cleaning of vehicles. There is also a commercial vacuum cleaner for vehicle interiors at the car wash. The system
meets and complies with the Clean Water Act and all applicable water standards of the State of California.
Preventive and Routine Vehicle Maintenance Programs Including Problem Handling:
The company recognizes the value of preventative maintenance to ensure the utmost safety of the passengers carried and of our drivers, as well as recognizing that prevention is more
cost effective than deferring maintenance.
Routine maintenance is an essential part of the company's vehicle maintenance program and commitment and passenger and vehicle safety. Therefore, a comprehensive preventive maintenance
program has been established that augments and enhances vehicle manufacturers’ recommended service intervals. Each vehicle in the taxi fleet is tracked via computer for vehicle mileage
and service requirements. The standards call for preventive maintenance to be performed every 3,000 miles (with a 500-mile window) which meets or exceeds manufacturer service intervals.
Service performed every 3,000 miles includes brakes, routine oil and filter changes, filter cleaning, plus routine safety inspections and replacement, if necessary, of all belts, tires,
batteries, windshield wipers, seat belts and exhaust systems. Our program will be for maintenance to be performed at 3,000 miles or 45 days, whichever occurs first.
Additional services are performed at the manufacturer recommended intervals.
Dents or other body damage, squeaks and rattles on any vehicle are promptly repaired by the body shop. Likewise, any upholstery damage is repaired immediately. Smog inspections on all
vehicles are performed in compliance with state and local laws. Additionally, all vehicles are available for city inspections upon demand.
Vehicles and equipment are cleaned regularly. Drivers are required to check the vehicle for fluids, safety lights, seat belts and overall roadworthiness at the beginning of each workday.
If the driver notices any problems while he or she has the taxicab, the vehicle is removed from service and delivered to the maintenance department along with a Vehicle Repair Order
detailing the problem(s). A visual inspection is performed on all exterior and interior lighting to verify that they are operational. The exterior and interior of the vehicle’s windows
are cleaned, the interior of the vehicle is vacuumed or swept out, and any debris is removed. Routine preventive maintenance takes place at regular intervals.
In addition to ASC’s on-site maintenance, there are towing agreements with several local companies to ensure quick response times in the event of a breakdown or emergency involving a
taxicab.
Vehicle Inspection Procedures Including Problem Handling:
Without regulatory requirements, ASC has enacted and enforced rigorous vehicle condition standards that ensure that every customer will be transported in a clean, safe taxicab. The ASC
Board of Directors has enacted vehicle age limitations similar to those imposed by the City of Los Angeles on its franchised companies. Furthermore, road supervisors, ASC’s operations
and marketing staff, and President all actively inspect
vehicles to make sure that they meet the standards of the company. If a vehicle is found to have safety-related defects, it is immediately removed from service until the defect is corrected.
Otherwise, drivers inspect each vehicle daily by going through a checklist of mechanical and cosmetic areas.
We acknowledge that the city may at any time inspect, examine, or test any equipment used in the performance of the DAR program to ensure compliance. The inspections may take the form
of vehicle inspections, ride-alongs, visual cleanliness inspections, inspections of records pertinent to the program operations, or other inspections as needed. These inspections will
be arranged in advance with ASC so that adequate back-up vehicles are provided in the case of vehicle inspections.
Data Collection, Reporting and Complaints
Management Reports:
ASC will submit a management report that will include all of the data that is requested by the city in Exhibit C of the RFP by the fifteenth (15th) of each month.
Customer Satisfaction Survey and Operations Meeting:
ASC will distribute the customer satisfaction survey to the program participants on a yearly basis so the city can review the level of service that the customers are receiving. In addition,
we will continue our practice of meeting with the program participants on a monthly basis to discuss the service.
Additionally, ASC will set up a monthly meeting with City of Diamond Bar staff to review the program and discuss any issues.
Accident and Incident Reports:
ASC will require that all drivers complete an “Incident Report” if they opt to participate in the Diamond Ride program. The reports will be submitted to the city immediately and accident
reports will be submitted within 24 hours of a reportable incident as defined by the city.
In addition, our Corporate Risk Manager, Jovan Ivosevic, will be given the contact information of the City of Diamond Bar point of contacts for receiving accident reports so they are
promptly reported to the city.
Customer Complaint Resolution:
ASC has a dedicated employee, Joyce Sage, who answers our Customer Complaints hotline and responds to complaints. In addition, Joyce keeps a log of the Dial-A-Ride complaints for all
the cities; this log will be available to the City of Diamond Bar for review.
Criticism and Initiative:
ASC will keep a log of the complaints received from program participants. All complaints received by ASC will be responded to within three (3) business days of the time the complaint
is received. The responses will be on a form that specifically addresses the complaint and explains the circumstances surrounding the complaint.
Responsibility of Contractor:
ASC agrees to provide all the management and operational functions necessary for the successful operation of the Dial-A-Cab Services program. ASC will provide all vehicles, dispatch,
vehicle operators, insurance, fuel, and maintenance.
Adjustment to Service Level
ASC will continue to work with the city on any changes needed to improve the program.
ASC understands that the city reserves the right to adjust its program or services at any time and ASC expressly acknowledges that it is probable that such services will be adjusted
at some future time by the city. Such adjustments may include (but are not limited to) expanding or decreasing service hours or days of service, increasing or decreasing service areas,
adjusting fares, or requiring advance reservations.
ASC acknowledges that it may be required to make changes as requested within thirty (30) calendar days of the receipt of notice. If ASC cannot or elects not to make the changes requested,
or costs cannot be agreed on, the city shall have the option of cancelling the contract.
Training Programs, Drug and Alcohol Programs, Anti-Harassment Training
Safety and Training:
ASC’s standards concerning driver safety records are excellent. ASC’s driver training program, through which all ASC drivers must pass, is conducted by trainers, all of whom have been
certified by the National Safety Council as Defensive Driving Course (DDC)-IV instructors. As such, they have been certified to teach independent contractor drivers a complete course
in defensive driving.
The following driver training program outlines provides an overview of the material covered when new drivers receive their initial training. Taxicab drivers must successfully complete
the following:
Map Reading. Drivers learn how to get from point to point using the Thomas Brothers Mapbook (which is integrated into ASC’s computerized dispatch system). Drivers learn many points of
interest, including hotels, places of entertainment and parks, and how to distinguish between streets of similar names. The instructor emphasizes skills in identifying alternate routes
to and from a location, and
identifying the most direct and fastest routes, and which routes to avoid depending on conditions.
Taxicab Rules and Regulations. This class covers the rules of the various cities that the driver drives in. Among other rules, drivers learn to identify the boundaries of the areas in
which they are authorized to provide taxicab service.
Computerized Dispatch System. Drivers learn how to operate the Mobile Data Terminal/tablet in each taxicab.
Company policies, procedures and paper processing, and Dial-A-Cab/program rules and regulations.
Driver Safety and Traffic Accident Procedures, which is taught by NSC DDC-IV certified trainers.
Unlawful/Sexual Harassment Training for Independent Contractors
Customer Relations is taught by a member of our Marketing Department who explains how to treat customers and develop business.
Sensitivity Training. The day ends with 2 hours of Sensitivity Training, discussed below.
Behind the wheel training with an experienced driver.
Senior and Disabled Programs, also known as Dial-A-Ride Program Training. All drivers must complete comprehensive training on the various Dial-A-Ride programs and rules on how to service
different types of orders. The drivers must learn the hours of operation, types of payment and they receive a training manual for their records once they complete the course. A Dial-A-Ride
attribute is given to drivers who complete this training.
Sensitivity Training Program:
In addition to the above, all ASC drivers are required to attend the company’s Sensitivity Training Program that deals with the issues that can arise when working with individuals with
various disabilities and how they overcome the obstacles to mobility. The program teaches drivers exactly what type of assistance individuals may or may not need. It also addresses
the feelings and frustrations commonly experienced by people with disabilities and prepares the driver to deal with them. The training program is developed around two main topics:
Understanding The Capabilities and Needs of Special Passengers. This course is on videotape and is broken down into eight modules that are viewed individually. The modules include:
Spinal cord injuries, strokes, and other mobility impairments.
Mental retardation and autism;
Vision impairments;
Hearing impairments;
Neuromuscular conditions;
Epilepsy or seizure disorders;
Alzheimer’s disease; and
Conditions related to aging.
When each module has been viewed, the drivers discuss what they have learned and any past experiences they may have had. This course also teaches the procedures to load and unload wheelchair
passengers into and out of our vehicles, proper securement of wheelchairs using the 4-point tie-down system in vans, and how to use the vans’ wheelchair ramp properly. The course also
instructs the driver on techniques for assisting passengers using scooters, walkers, canes, and other mobility devices.
Communicating with People with Disabilities – This course is on videotape and discusses the different methods of communicating with people with disabilities. It addresses the feelings
and frustration people with disabilities experience in communicating with other individuals and how to effectively communicate with them.
The continuing education of employees and drivers is an essential element at ASC. During our initial training program and throughout the on-going training process, special emphasis is
placed on customer safety and customer satisfaction. Next to safety, the most important thing we do is ensure that the customer is totally satisfied with the service we provide.
Applicable retraining and refresher training for all personnel is an important element in our on-going training program. In-service and classroom training are provided through safety
meetings. All drivers who have been involved in minor chargeable accidents must attend a four-hour Saturday defensive driving course and safety program. Drivers who have committed major
safety violations, whether resulting in an accident or not, are removed.
ASC’s Preventive Safety Program represents management's commitment to providing a safe and effective transportation system. This program provides a systematic review of the hazards involving
vehicles, machinery, the environment, and people, and taking planned and enforced preventive action to avoid identifiable hazards. The overall safety program is condensed in this summary
to provide an initial understanding of key programs and how they will apply to the service.
It is the responsibility of the Training Manager to oversee and implement the Safety Program by:
Establishing and enforcing appropriate safety regulations, rules, orders, directives, and emergency procedures for both on-going and temporary hazards as they occur;
Monitoring transit and other industries' safety solutions to improve or enhance safety;
Identifying causes of hazards or accidents through investigations, reviews, and analysis of accidents and hazards, for continual training material review and improvement; and,
Acting upon findings to incorporate aggressive and effective hazard controls into the safety and training program.
The primary goal of the Safety Program is to reduce the frequency and severity of accidents by positive implementation of the program. Measurable safety improvement goals have been established
and resources allocated to assure timely and cost-effective accomplishment of these goals. Specific goals of the Preventive Safety Program are:
Reduce accident frequency rates;
Identify the cause of accidents to eliminate or reduce repeat occurrences;
Establish controls to prevent catastrophic accidents, fires, or other high hazard conditions throughout the system;
Assure ready access to state-of-the-art technology to minimize injury potential to employees or others;
Determine the simplest and most effective solutions to accident prevention problems;
Measure Preventive Safety Program results to best verify forecasts of annual cost savings as the program is conducted and as new safety measures/controls are made operative.
In addition, ASC employs a full-time chief accident investigator who promptly responds to accident scenes to ensure the safety of our drivers and passengers.
As a further example of our commitment to safety, we are a taxicab company that requires cameras to be installed in the vehicles. Given that taxicab driving suffers from one of the highest
homicide rates of any profession, it was important to ASC management to impose this rule for the safety of drivers.
ASC’s dash cam system, recently replaced from a highly respected vendor to one manufactured by Netradyne, represents an investment of nearly $1 million out of pocket by our fleets in
the further promotion of safe driving practices. In addition to being able to determine fault and exonerate when necessary, these devices provide AI assisted road monitoring on 100%
of the vehicle’s journey, monitoring for stop signs, traffic lights and speed, and appropriately warning the driver within cab audio notification when to slow down, remove any distraction
or observe a traffic sign.
In the short time we have had them, it has led ASC’s Risk Management team to observe quantifiable increases in defensive driving and safety, which we hope to build on in the future.
Netradyne's state of the art system also has a forward collision warning and advanced pedestrian detection, which represents a cutting-edge collision avoidance technology looking to
warn drivers to slow down before an accident happens.
ASC have chosen their latest product offering, with a total of four lenses per unit and 200 hours of recorded footage so that more time is available to preserve any recorded moments
which took place on the road, or inside the cab.
The designated Safety Manager for the Dial-A-Ride program is Jovan Ivosevic, our Corporate Risk Manager. Mr. Ivosevic will be available to report to the city safety issues and accident
statistics as requested. He can be reached at (310) 851-5004.
Drug Testing:
ASC complies with the requirements of the Drug-Free Workplace Act of 1988 (49 CFR Part 29); California Government Code Section 8350 et seq. (Drug-Free Workplace Act of 1990); California
Vehicle Code Section 34520.5; and the U.S. Department of Transportation “Prevention of Alcohol Misuse and Prohibited Drug Use in Transit Operations” (49 CFR Part 655). Since these rules
are periodically revised and amended, ASC also revises and amends its policy accordingly to maintain compliance.
Drug and Alcohol Testing of ASC drivers is performed under a contract with Norton Medical or a similar professional, approved firm specializing in drug testing. Drivers are tested (1)
prior to receiving permission to drive for the first time, (2) annually prior to their permit renewal, (3) when involved in an accident, (4) for cause when drug or alcohol use is suspected,
and (5) randomly in accordance with federal guidelines.
The drugs that ASC currently tests for include marijuana, cocaine, opiates, amphetamines, and phencyclidine. An initial drug screen shall be conducted on each specimen. For those specimens
that are not negative, a confirmatory Gas Chromatography/Mass Spectrometry (GC/NIS) test will be performed. The test will be considered positive if the amounts present are above the
minimum thresholds established in 49 CFR part 40.
Tests for alcohol concentration will be conducted utilizing a National Highway Traffic Safety Administration (NHTSA) approved evidential breath testing device operated by a trained breath
alcohol technician. If the initial test indicates an alcohol concentration of 0.02 or greater, a second test will be performed to confirm the results of the initial test. An employee
or driver who has a confirmed alcohol concentration of greater than 0.02 but less than 0.04 will result in removal from his/her position for eight hours unless a retest results in a
measure of less than 0.02. An alcohol concentration of 0.04 will be considered a positive alcohol test and in violation of ASC policy.
An authorized independent clinic or laboratory conducts all tests and collection of samples. A strict Chain-of-Custody is enforced on all tests including the use of a Medical Review
Officer before any results may be reported to the company. Tests are to be conducted within a specified amount of time from notification that a test is required. Any employee or driver
that has a confirmed positive drug or alcohol test will be removed from
his/her position, informed of educational and rehabilitation programs available, and evaluated by a Substance Abuse Professional (SAP). A positive drug and/or alcohol test will also
result in disciplinary action up to and including termination.
ASC agrees to produce any documentation necessary to establish its compliance with the above-mentioned statues and permit any authorized representative of the city or any other governmental
entity to inspect the facilities and records associated with our drug and alcohol testing program as required by statue.
ASC will submit quarterly drug and alcohol testing reports to the drug and alcohol consultant designated by Diamond Bar. Additionally, ASC will submit an annual report to the designated
drug and alcohol consultant.
Attachment A of this proposal is ASC’s Drug and Alcohol Policy.
NTD Reporting:
ASC has experience preparing the NTD reports through its work in the cities of Artesia, Paramount, and South Gate. ASC compiles most of the NTD data from the Operations Department. They
keep an accurate count on the vehicles operating for a city’s transit program by assigning computer attributes on the vehicles’ computer and running monthly reports. Our Claims Department
keeps a record of all of our accidents and cities are notified in a timely manner of incidents so they may be reported in the NTD reports. ASC also works with a consultant to provide
additional support with NTD reporting.
Cure Notices or other Written Notices Regarding Poor/Unsatisfactory Performance:
ASC has not received any cure notices or written notices regarding poor/unsatisfactory performance during the past three years.
Transition Plan:
If ASC is fortunate enough to be selected, this will be a seamless transition to the program. We are ready to start on Day 1.
Description of Preventative Maintenance:
Please see the “Preventive and Routine Vehicle Maintenance Programs Including Problem Handling” section of this proposal.
COST FOR SERVICES
We are currently charging based on taxi meter rates, with a guaranteed pricing formula to pay for shortest wait-time and travel distance, which were approved in 2022, the most current
approved taxi rates are $3.10 flag drop, $2.97 per mile, and $32.11 per hour of wait-time. Please note that the taxicabs are not allowed to charge wait time for a passenger, other than
a minor fare adjustment for traffic which is why our rate is $3.14 for the flag drop, and $3.32 per mile. The taxicab driver must perform a one-way trip, and a new trip reservation
will be created for the return trip.
We would kindly propose that the city adopt a $10.00 minimum trip cost, to properly compensate our drivers. In addition, we are proposing a $25 loading fee for wheelchair-accessible
trips.
Our administrative overhead is billed to cover the program management, wheelchair-accessible van subsidies, and administration of the contract. We offer the pre-priced meter rate and
only charge for the shortest route with minimal traffic for trips performed. The city will not incur a setup fee for the MJM swipe card system as the city already uses the QR card system.
The city will be responsible for $458.34 per month for the MJM monthly system fee. ASC will offer to print 100 additional swipe cards at no cost to the city. ASC certifies that our
price proposal is valid for 180 calendar days from the proposal due date. ASC certifies there will be no CPI increase for the next three years.
City of Diamond Bar
DIAMOND RIDE PROGRAM
FEE PROPOSAL SHEET
Year 1
Year 2
Year 3
Year 4
Year 5
1
Flag Drop Per Trip
$3.10
$3.10
$3.10
$3.10
$3.10
2
Cost Per Mile
$3.00
$3.00
$3.00
$3.00
$3.00
3
Administrative Cost (includes excess insurance and subsidy for accessible vehicles)
15% of taxi meter rate
15% of taxi meter rate
15% of taxi meter rate
15% of taxi meter rate
15% of taxi meter rate
4
Per Trip Fare Minimum Charge
$10
$10
$10
$10
$10
5
Wheelchair Trip Fee
$25
$25
$25
$25
$25
6
Swipe Card System Costs:
Setup Fee
Monthly System Fee (MJM)
$5,499.96
$5,500
$5,499.96
$5,499
$5,499.96
$5,499.96
7
Not-To-Exceed Yearly Cost
$250,000
$250,000
$250,000
$250,000
$250,000
Business Name: Administrative Services Cooperative, Inc.
Address: 2050 W 190th Street Suite 100
City, State, Zip: Torrance, CA 90504
Phone Number: 310-851-5050 9528 email: msoto@layellowcab.com
Rep. Name & Title: Marco A. Soto, VP and Director of Operations
Signature: Date: February 28, 2025
Cost Effectiveness
Taxicab paratransit is a more efficient Community Transit model for most cities because the city is only paying for transportation that is being used by the customer. In traditional
paratransit models, typically operated with dedicated buses or shuttles, the city pays for all hours of operation, including deadhead time when there are no passengers on board the
vehicle. In addition, riders using a traditional model are often required to share the vehicle and are inconvenienced by longer transportation times. In our taxi-based system, our vehicles
are available to meet the service demands of multiple customers in the city concurrently and adhere to direct routes.
Passengers will have shorter wait times when served by a demand-responsive system with taxicabs. A taxicab Community Transit trip can be booked the same day without an advanced reservation.
Based on our service statistics for the past three months, a cab has been on-site to pick up a passenger from one of our Dial-A-Cab programs, in under 20 minutes, in over 90% of the
taxicab orders we have received. By comparison, the City of Los Angeles Department of Transportation rates anything above 80% as excellent service.
As an example, passengers going to a doctor’s appointment will have a better transit experience in a taxi because they will be transported directly to their destination and not taken
out of their way as in the traditional model. They will be able to ride alone or with their caretaker, and best of all, they can generally be picked up only 5-10 minutes before their
appointment. They will no longer have to wait for a shuttle to pick them up at a pre-determined time.
Under ASC’s proposal, the city will not have to provide any vehicles for the DAC Services. The city will have five taxicab fleets with about 865 vehicles at their disposal for the program.
The City will not incur any vehicle capital costs which can be a sizable cost of the program. All the operating costs for fuel, maintenance, and insurance are included in the proposed
trip price.
Insurance
Upon winning the bid, ASC will ensure coverage for all insurance requirements specified in the RFP, including but not limited to automotive liability, general liability, property damage,
and workers’ compensation. Additionally, ASC can provide policy endorsements to name the City, its officers, employees, agents, and volunteers as additional insureds on policies for
comprehensive general liability, property damage, and automotive liability. These endorsements will ensure that primary coverage is provided.
SERVICES AGREEMENT
ASC agrees to the City of Diamond Bar’s Services Agreement terms and conditions.
ATTACHMENTS
Exhibit B
/
Attachment A- Drug and Alcohol Policy
Administrative Services Cooperative, Inc.
Drug and Alcohol Policy
Effective as of 08/16/2021
Purpose of Policy
This policy complies with 49 CFR Part 655, as amended and 49 CFR Part 40, as amended. Copies of Parts 655 and 40 are available in the drug and alcohol program manager’s office and can
be found on the internet at the Federal Transit Administration (FTA) Drug and Alcohol Program website
http://transit-safety.fta.dot.gov/DrugAndAlcohol/.
All covered employees are required to submit to drug and alcohol tests as a condition of employment in accordance with 49 CFR Part 655.
Portions of this policy are not FTA-mandated but reflect Administrative Services Cooperative, Inc’s policy. These additional provisions are identified by bold text.
In addition, DOT has published 49 CFR Part 32, implementing the Drug-Free Workplace Act of 1988, which requires the establishment of drug-free workplace policies and the reporting of
certain drug-related offenses to the FTA.
All Administrative Services Cooperative Inc employees are subject to the provisions of the Drug-Free Workplace Act of 1988.
The unlawful manufacture, distribution, dispensation, possession or use of a controlled substance is prohibited in the covered workplace. An employee who is convicted of any criminal
drug statute for a violation occurring in the workplace shall notify Global Paratransit & Access Services no later than five days after such conviction.
Covered Employees
This policy applies to every person, including an applicant or transferee, who performs or will perform a “safety-sensitive function” as defined in Part 655, section 655.4.
You are a covered employee if you perform any of the following:
Operating a revenue service vehicle, in or out of revenue service
Operating a non-revenue vehicle requiring a commercial driver’s license
Controlling movement or dispatch of a revenue service vehicle
Maintaining (including repairs, overhaul and rebuilding) of a revenue service vehicle or equipment used in revenue service
Carrying a firearm for security purposes
For Administrative Services Cooperative, Inc, the only position classified as safety-sensitive is Drivers.
The application of this policy to non-safety-sensitive employees is under company authority. All non-DOT tests (under company authority) must be performed using non-Federal Custody
and Control Forms and/or non-DOT Alcohol Testing Forms.
Prohibited Behavior
Use of illegal drugs is prohibited at all times. All covered employees are prohibited from reporting for duty or remaining on duty any time there is a quantifiable presence of a prohibited
drug in the body at or above the minimum thresholds defined in Part 40. Prohibited drugs include:
marijuana
cocaine
phencyclidine (PCP)
opioids
amphetamines
All covered employees are prohibited from performing or continuing to perform safety-sensitive functions while having an alcohol concentration of 0.04 or greater. Under company authority,
covered employees are prohibited from having alcohol in their system at .02 BAC or greater.
All covered employees are prohibited from consuming alcohol while performing safety-sensitive job functions or while on-call to perform safety-sensitive job functions. If an on-call
employee has consumed alcohol, they must acknowledge the use of alcohol at the time that they are called to report for duty. If the on-call employee claims the ability to perform his
or her safety-sensitive function, he or she must take an alcohol test with a result of less than 0.02 prior to performance.
All covered employees are prohibited from consuming alcohol within four (4) hours prior to the performance of safety-sensitive job functions.
All covered employees are prohibited from consuming alcohol for eight (8) hours following involvement in an accident or until he or she submits to the post-accident drug and alcohol
test, whichever occurs first.
Under company authority covered employees are also prohibited from consuming alcohol during lunch periods, rest breaks, split shift breaks, or anytime the employee is in uniform or while
on company business.
Consequences for Violations
As required by the FTA, following a positive drug or alcohol (BAC at or above 0.04) test result or test refusal, the employee will be immediately removed from safety-sensitive duty and
referred to at least two DOT-qualified Substance Abuse Professionals.
Under company authority, it is a violation of the policy to have an alcohol test result at .02 - .039. This will also result in the employee’s immediate removal from service and referral
to a substance abuse counselor (SAC).
Zero Tolerance
Per Administrative Services Cooperative, Inc’s policy, a covered employee who tests positive for drugs or alcohol (BAC at or above 0.04) or refuses to test will be referred to at least
two Substance Abuse Professionals (SAPs) and terminated from employment.
Under company authority, an alcohol test result between .02 - .039 will result in referral to a substance abuse counselor termination from employment.
Circumstances for Testing
Pre-Employment Testing
A negative pre-employment drug test result is required before an employee can first perform safety-sensitive functions. If a pre-employment test is cancelled, the individual will be
required to undergo another test and successfully pass with a verified negative result before performing safety-sensitive functions.
If a covered employee has not performed a safety-sensitive function for 90 or more consecutive calendar days and has not been in the random testing pool during that time, the employee
must take and pass a pre-employment test before he or she can return to a safety-sensitive function.
A covered employee or applicant who has previously failed or refused a DOT pre-employment drug and/or alcohol test must provide proof of having successfully completed a referral, evaluation,
and treatment plan meeting DOT requirements.
Reasonable Suspicion Testing
All employees shall be subject to a drug and/or alcohol test when Administrative Services Cooperative, Inc. has reasonable suspicion to believe that the employee has used a prohibited
drug and/or engaged in alcohol misuse. A reasonable suspicion referral for testing will be made by a trained supervisor or other trained company official on the basis
of specific, contemporaneous, articulable observations concerning the appearance, behavior, speech, or body odors of the covered employee.
All employees may be subject to reasonable suspicion drug testing any time while on duty. Under FTA rule, safety-sensitive employees may be subject to reasonable suspicion alcohol testing
while the employee is performing safety-sensitive functions, just before the employee is to perform safety-sensitive functions, or just after the employee has ceased performing such
functions. Under company authority, all employees are subject to reasonable suspicion testing for alcohol any time they are on duty.
The company will be responsible for transporting the employee to the testing site. Supervisors should avoid placing themselves and/or others into a situation which might endanger the
physical safety of those present. The employee shall be placed on administrative leave pending receipt of test results.
Post-Accident Testing
Covered employees shall be subject to post-accident drug and alcohol testing under the following circumstances:
Fatal Accidents
As soon as practicable following an accident involving the loss of a human life, drug and alcohol tests will be conducted on each surviving covered employee operating the public transportation
vehicle at the time of the accident. In addition, any other covered employee whose performance could have contributed to the accident, as determined by Administrative Services Cooperative,
Inc. using the best information available at the time of the decision, will be tested.
Non-fatal Accidents
As soon as practicable following an accident not involving the loss of a human life, drug and alcohol tests will be conducted on each covered employee operating the public transportation
vehicle at the time of the accident if at least one of the following conditions is met:
The accident results in injuries requiring immediate medical treatment away from the scene, unless the covered employee can be completely discounted as a contributing factor to the accident
One or more vehicles incurs disabling damage and must be towed away from the scene, unless the covered employee can be completely discounted as a contributing factor to the accident
In addition, any other covered employee whose performance could have contributed to the accident, as determined by Administrative Services Cooperative, Inc. using the best information
available at the time of the decision, will be tested.
A covered employee subject to post-accident testing must remain readily available, or it is considered a refusal to test. Nothing in this section shall be construed to require the delay
of necessary medical attention for the injured following an accident or to prohibit a
covered employee from leaving the scene of an accident for the period necessary to obtain assistance in responding to the accident or to obtain necessary emergency medical care.
Random Testing
Random drug and alcohol tests are unannounced and unpredictable, and the dates for administering random tests are spread reasonably throughout the calendar year. Random testing will
be conducted at all times of the day when safety-sensitive functions are performed.
Testing rates will meet or exceed the minimum annual percentage rate set each year by the FTA administrator. The current year testing rates can be viewed online at www.transportation.gov/odapc/random
-testing-rates.
The selection of employees for random drug and alcohol testing will be made by a scientifically valid method, such as a random number table or a computer-based random number generator.
The selection will be conducted prior to the start of the new random period. Under the selection process used, each covered employee will have an equal chance of being tested each time
selections are made.
A covered employee may only be randomly tested for alcohol misuse while the employee is performing safety-sensitive functions, just before the employee is to perform safety-sensitive
functions, or just after the employee has ceased performing such functions. Under company authority, an employee may be randomly tested for alcohol anytime he or she is on duty. A covered
employee may be randomly tested for prohibited drug use anytime while on duty.
Each covered employee who is notified of selection for random drug or random alcohol testing must immediately proceed to the designated testing site.
Testing Procedures
All FTA drug and alcohol testing will be conducted in accordance with 49 CFR Part 40, as amended.
Dilute Urine Specimen
If a test results in a negative dilute, Administrative Services Cooperative, Inc. will conduct one additional retest. The result of the second test will be the test of record. If there
is another negative dilute test result, Administrative Services Cooperative, Inc. will accept the test result as negative and there will be no retest, unless the creatinine concentration
of a negative dilute specimen was greater than or equal to 2 mg/dL, but less than or equal to 5 mg/dL.
Dilute negative results with a creatinine level greater than or equal to 2 mg/dL but less than or equal to 5 mg/dL require an immediate recollection under direct observation (see 49
CFR Part 40, section 40.67).
Split Specimen Test
In the event of a verified positive test result, or a verified adulterated or substituted result, the employee can request that the split specimen be tested at a second laboratory. (Note:
DOT does not authorize split specimen testing for an Invalid test result). Administrative Services Cooperative, Inc. guarantees that the split specimen test will be conducted in a timely
fashion. The company will seek reimbursement for the split specimen test if the split specimen test result confirms the result from the primary sample.
Test Refusals
As a covered employee, you have refused to test if you:
Fail to appear for any test (except a pre-employment test) within a reasonable time, as determined by Administrative Services Cooperative, Inc.
Fail to remain at the testing site until the testing process is complete. An employee who leaves the testing site before the testing process commences for a pre-employment test has
not refused to test.
Fail to attempt to provide a breath or urine specimen. An employee who does not provide a urine or breath specimen because he or she has left the testing site before the testing process
commenced for a pre-employment test has not refused to test.
In the case of a directly-observed or monitored urine drug collection, fail to permit monitoring or observation of your provision of a specimen.
Fail to provide a sufficient quantity of urine or breath without a valid medical explanation.
Fail or decline to take a second test as directed by the collector or Administrative Services Cooperative, Inc. for drug testing.
Fail to undergo a medical evaluation as required by the MRO or Administrative Services Cooperative, Inc’s Designated Employer Representative (DER).
Fail to cooperate with any part of the testing process.
Fail to follow an observer’s instructions to raise and lower clothing and turn around during a directly-observed test.
Possess or wear a prosthetic or other device used to tamper with the collection process.
Admit to the adulteration or substitution of a specimen to the collector or MRO.
Refuse to sign the certification at Step 2 of the Alcohol Testing Form (ATF).
Fail to remain readily available following an accident.
As a covered employee, if the MRO reports that you have a verified adulterated or substituted test result, you have refused to take a drug test.
As a covered employee, if you refuse to take a drug and/or alcohol test, you incur the same consequences as testing positive and will be immediately removed from performing safety-sensitive
functions and referred to at least two SAPs.
Prescription Drug Use
The appropriate use of legally prescribed drugs and non-prescription medications is not prohibited. However, the use of any substance which carries a warning label that indicates that
mental functioning, motor skills, or judgment may be adversely affected must be reported to management or the DER/DAPM. Medical advice should be sought, as appropriate, while taking
such medication and before performing safety-sensitive duties.
Contact Person
For questions about Administrative Services Cooperative, Inc’s anti-drug and alcohol misuse program, contact Oscar Nicolas at (310) 851-5028 or onicolas@layellowcab.com.
Attachment B- MJM Proposal
MJM Proposal