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SABINO

REGIONAL CANYON
PARTNERING
CENTER SHUTTLE 1 E. Broadway Blvd., Ste. 401, Tucson, AZ 85
APPLICATION
SUBMITTED JAN. 26, 2018

Sustaining the beauty of Sabino Canyon

Sustaining the beauty of Sabino Canyon


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Application Table of Contents

EXECUTIVE SUMMARY ................................................... 3

1. ANNUAL OPERATING PLAN ..................................... 7


2. TRANSITION PLAN ................................................... 73
3. BUSINESS PLAN ...................................................... 89
4. FINANCIAL RESOURCES ...................................... 133
5. FEE TO THE GOVERNMENT /
PROCESSING FEE ................................................. 143
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EXECUTIVE SUMMARY


 
 

Executive Summary
The Regional Partnering Center (RPC) appreciates the opportunity to submit this
proposal to introduce and operate an innovative and modern electric shuttle system in
the Sabino Canyon Recreation Area (SCRA). The proposed operational services meet
current and future public needs of the shuttle service, provide an enhanced visitor
experience, and protect the area’s natural and cultural resources.
Through RPC’s partnerships and community-based mission, the proposed approach
leverages modern technology; significant local investment, expertise and experience;
innovative solutions, and broad community input to offer a service that complements
and cares for the unique, diverse canyon environment that has existed for centuries in
the Coronado National Forest.
In response to the U.S. Forest Service Prospectus, the environmental analysis of the
existing shuttle system, and the subsequent public scoping and comments, the RPC,
with its partners and collaborators, intends to meet the articulated vision for the Sabino
Canyon Recreation Area with the following goals guiding the development and
operation of this project.
GOAL 1 – Transportation - Move people safely and efficiently through the Sabino
Canyon Recreation Area.
GOAL 2 – Interpretation - Provide opportunities for interpretation of the ecological and
cultural resources in Sabino Canyon.
GOAL 3 – Natural, Cultural and Scenic Resources - Avoid or minimize adverse
effects on natural, cultural or scenic resources associated with the operation and
maintenance of the shuttle system.
The application consists of six sections including the: Operating plan; Transition plan;
Business plan; project Financial Resources section; Fees to Government section;
and the Appendix section. Braided together, these sections give a full picture of how
RPC will operate a shuttle service in Sabino Canyon that honors the canyon’s
magnificence and the public’s needs, while also meeting all of the Prospectus
requirements.
The Operating Plan Section is the heart of the application with full details on the
RPC’s proposed Sabino Canyon Shuttle system and how it will be:

 managed by Pima Association of Governments’ (PAG) experienced staff with a


diverse range of experience, including technical expertise.
 capitalized through a contribution by Tucson Electric Power Company (TEP) for
the development of five all-electric trams.


 
 

 operated by Total Transit Enterprises, an experienced transportation/transit


provider currently operating in the region.
 run using newly developed, modern-electric vehicles, manufactured by Trams
International and purpose built for the Sabino Canyon Shuttle. In preparation for
this proposal, Trams International has performed over 700 hours of engineering
analysis and application engineering to ensure that the tram sets proposed are
capable of consistently performing the Sabino Canyon route over the life of the 5-
year permit and the additional 5-year extension.
 equipped with individualized narration systems that shield non-shuttle canyon
visitors from its noise and sounds.
 integrated into other visitor experiences at the canyon by offering a range of
shuttle ticket payment options, including using Public Lands Interpretive
Association (PLIA) staff and volunteers to sell tickets in the Visitor Center.
 highlighting a multilingual interpretative program that features a range of topics
about the canyon’s natural environment and rich cultural heritage.
 adding linkages from the transit system to the Sabino Canyon Recreation Area,
enabling access to Sabino Canyon by an underserved population of transit-
dependent citizens as well as discretionary riders.

The Business Plan and the Supporting Documents in Appendix A provide a


thorough picture of the RPC’s vision and ability to carry out the proposed project. The
experience of not only the RPC, but also of its partners and collaborators, is unique and
deeply rooted in the Tucson community. The section also highlights how the partnership
experience aligns perfectly with the industries most needed to successfully operate a
shuttle system in the canyon.
The Transition Plan Section details how the RPC is fully prepared to provide an
organized transition of the Sabino Canyon shuttle service if successful in securing the
U.S. Forest Service permit through this opportunity. The planning for such a transition is
aimed at achieving a full-service shuttle system in a reasonable time that meets all the
design features and requirements of the prospectus. The transition planning proposed is
divided into three (3) primary phases on a timeline, within which there are distinct
activities that need to happen simultaneously in three (3) primary areas:
administrative/operational activities, Sabino Canyon facilities considerations and the
vehicle fleet considerations.
The Financial Resources Section provides a wealth of information to show that,
although RPC will be venturing into its first primary project through this opportunity, it is
heartily backed by significant investment from Tucson Electric Power, underwritten in
part by Pima Association of Governments, and supported through the Regional


 
 

Transportation Authority’s donation of transit buses. Further, the nonprofit status of the
RPC allows for tax-exempt status which contributes to the sound financial picture
outlined in the materials in this section.
The Regional Partnering Center is a unique organization, unparalleled in its structured
cooperation of government, nonprofit and business interests. Each sector is
represented by a seat on the Board of Directors, and all initiatives are based on data-
driven regional planning efforts that collectively identify regional priorities and pool
resources to address those priorities.
This unique aggregation of organizations and resources means the RPC is in a class of
its own. We are not aware of any organization or effort that aims to address the same
broad regional interests (regional planning, environmental and energy challenges), and
that is rooted in research and community development principles.
With the breadth of expertise, experience and capital that the RPC brings to the Sabino
Canyon Shuttle project specifically, no comparable competitor exists.


 
 

Section 1:

ANNUAL OPERATING
PLAN


 
 

Annual Operating Plan Table of Contents


PART I: Overview ......................................................................................................................... 9
PART II: Operating Season ........................................................................................................ 12
PART III: Customer Service ........................................................................................................ 19
PART IV: Fleet, Equipment and Maintenance ............................................................................ 27
PART V: Staffing ......................................................................................................................... 46
PART VI: Safety .......................................................................................................................... 62
PART VII: Holder Advertising ...................................................................................................... 70
PART VIII: Communication Systems .......................................................................................... 72

   


 
 

PART I: OVERVIEW
The Regional Partnering Center (RPC), a nonprofit entity managed through Pima
Association of Governments (PAG), submits this proposal to introduce and operate an
innovative and modern shuttle system in the Sabino Canyon Recreation Area (SCRA).
PAG is the region’s metropolitan planning organization for transportation, air quality and
water quality planning. The proposed operational services meet current and future
public needs, provide an enhanced visitor experience and protect the area’s natural and
cultural resources.
Through RPC’s partnerships and community-based mission, the proposed operational
approach leverages modern technology; local investment, expertise and experience;
innovative solutions, and broad community input to offer a service that complements
and cares for the unique, diverse canyon environment that has existed for centuries in
the Coronado National Forest.
The proposed Sabino Canyon Shuttle system will be:

 managed by PAG’s experienced staff with a diverse range of technical expertise.


 operated by Total Transit Enterprises, an experienced transportation/transit
provider currently operating in the region.
 run using newly developed modern-electric vehicles, manufactured by Trams
International.
 equipped with individualized narration systems that shield non-shuttle canyon
visitors from its noise and sounds.
 complementary to other visitor experiences at the canyon by offering a range of
shuttle ticket payment options and including the use of the Public Lands
Interpretive Association (PLIA) to sell tickets in the Visitor Center.
 highlighting a multi-lingual interpretative program that features a range of topics
about the canyon’s natural environment and rich cultural heritage.
 capitalized in part through a contribution by Tucson Electric Power Company
(TEP) for the acquisition of five all-electric trams.
 adding new transit options to reach the SCRA, enabling access to Sabino
Canyon by an underserved population of transit-dependent citizens as well as
discretionary riders.

In response to the U.S. Forest Service (USFS) Prospectus, the environmental analysis
of the existing shuttle system, and the subsequent public scoping and comments, the
RPC will incorporate the following goals and objectives. The RPC and its partners and


 
 

collaborators intend to meet the vision of the SCRA through these goals and objectives,
which have been central to the development of this plan.

GOAL 1 – Transportation

Move people safely and efficiently through the Sabino Canyon Recreation Area.
a. Objectives:

 The shuttle system will provide transportation which is consistent, timely and
reliable.
 The shuttle system will meet public demand patterns within identified trip caps.
 The shuttle system will be operated and maintained in accordance with
applicable requirements and safety protocols.
 The shuttle system will provide high-quality customer service.
 The shuttle system’s frequency of service, number of passengers
accommodated, and minimum safety requirements will be consistent with Section
I.D. Minimum Services.
 The proposal provides a transit option to the SCRA, reducing demand on the
already crowded parking facility.

GOAL 2 – Interpretation

Provide opportunities for interpretation of the ecological and cultural resources


in Sabino Canyon.
a. Objectives

 The shuttle system will include technology that allows for interpretative
messaging of the SCRA and surrounding Sonoran Desert landscape.
 The interpretive technology for the shuttle system will not disturb visitors or
wildlife.
 The interpretive narration will be developed in collaboration with the USFS and
the Sabino Canyon Volunteer Naturalists.
 Content will be developed in several languages and on a range of topics,
including sustainable clean energy technologies and the benefits associated with
electric vehicles.

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GOAL 3 – Natural, Cultural and Scenic Resources

Avoid or minimize adverse effects on natural, cultural or scenic resources


associated with the operation and maintenance of the shuttle system.
a. Objectives:

 Enable the public to see and ride in an electric fleet of trams, demonstrating the
benefits of emissions-free vehicles on the environment.
 The operational requirements relative to exhaust emissions, noise, water quality,
cultural and historic resources, and scenery management will be consistent with
Section D, Services Offered to the Public.

If selected, RPC will employ Trams International and its veteran design and engineering
team to manufacture a state-of the-art electro-motive drive tram system to enhance the
Sabino Canyon visitor experience while respecting and protecting the area’s natural
environment. As such, vehicle exhaust, tour guide and engine noise associated with
shuttle operations will be reduced in the sensitive SCRA.
Similarly, Total Transit, a leader in transportation and transit services will serve as
operators for the Sabino Canyon Shuttle system.
The following sections highlight the proposed Shuttle System operations and how
operations’ goals and objectives will be met in more detail. The section is organized as
outlined in the “Sample Annual Operating Plan Outline” provided in the USFS
Prospectus.

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PART II: OPERATING SEASON


Describe the operating season and the number of trips for shuttle system
operations throughout the year.
RPC’s management team has a strong existing relationship with its operating partner,
Total Transit, which has operated the neighborhood Sun Shuttle transit service for the
Regional Transportation Authority (RTA) for over 4 years. The RTA is the fiscal
manager of the FY 2007-2027 RTA plan, which includes a transit element.
RPC proposes a service delivery model that is extremely responsive to fluctuations in
vehicle demand during passenger peaks and valleys, and minimizes constraints that
traditional seasonal operations experience due to peak service needs. By using Total
Transit as the operator for RPC, the USFS can be assured of having a large pool of
qualified, well-trained drivers to draw upon to deliver the Sabino Canyon Shuttle service
to the public. As an operator of the RTA-funded Sun Shuttle service, Total Transit has
rigorous pre-employment screening, drug testing and driver training practices in place
and follows all Federal Transit Administration regulations.
Total Transit follows a continuous improvement process to enhance processes over
time and improve quality of service. In this context, Total Transit offers additional
technology options that can be used to enhance its operation.

Shuttle Schedule and Traffic Flow


The proposed Shuttle system schedule will be organized to adhere to the required
minimum and maximum trips as described in section D of the Prospectus and will
include:

Sabino and Bear Canyon Routes


 Shuttle operations will occur seven days per week.
 Group/charter rides may be offered on a limited basis for special events and as
authorized and approved by the USFS in advance.
 RPC will designate five days per year that the shuttle system will not operate.
These days will be announced to the public and result in a 360-day operating
year.

Sabino Canyon Route


 The 3.7-mile Sabino Canyon route will have no more than nine stops. An
additional boarding location will be added at the intersection of Roads 100 and
100A to accommodate passengers from the overflow parking lot.

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 RPC will review the locations of the existing Sabino Canyon stops with the
Friends of Sabino Canyon (FOSC) to coordinate shuttle stops with proposed and
existing improvements and trailheads.
 A maximum of 32 round-trips per day will be allowed during peak season (mid-
December through May), except in emergencies, or when it is necessary to add
trips to transport visitors from Sabino Canyon because regularly scheduled
shuttles are full. During days with inclement weather and low demand, the
schedule of trips during peak season may be adjusted to hourly service from 30-
minute service.
 The first shuttle will depart for Sabino Canyon at 9:00 a.m., and the last shuttle
will depart Sabino Canyon at 4:30 p.m.
 A minimum of eight trips per day will occur during the off-peak season (June to
mid-December), one per hour. On weekdays, the first shuttle will depart for
Sabino Canyon at 9:00 a.m., and the last shuttle will depart Sabino Canyon at
4:00 p.m. On weekends and holidays, the departure time will be the same, but
the last shuttle will depart at 4:30 p.m.
 Evening rides will be limited to 18 round trips per year
 A maximum of 6,000 round trips will be allowed per year.

Bear Canyon Route


 There are three stops at existing locations along the 1.9-mile route in Bear
Canyon. There are no anticipated changes to the existing stops on the Bear
Canyon route.
 There may be more than eight round-trips, with at least one per hour. Operating
hours are the same as for the Sabino Canyon route (see above).

The following schedules provide an example of the anticipated daily service schedule by
season for the Shuttle.

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Sample Off Peak Operating Schedule

Sample Peak Season Operating Schedule

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Offsite Public Transit Proposal


In an effort to increase access to the canyon for underserved populations and to
accommodate more overall visitors to the canyon recreation area, we propose an
expansion of the existing Sun Shuttle public transit system by running connecting
circulator buses from Udall Park to the SCRA Visitor Center by way of the Loews
Ventana Canyon Resort. This route is 6.1 miles, navigating eight (8) traffic signals from
Udall Park to the Loews Ventana Canyon Resort and 2.7 miles navigating three (3)
traffic signals from the Loews Ventana Resort to the Visitor Center.
The USFS and the RTA have been pursuing opportunities to bring public transit to
SCRA since 2013, when they first jointly applied for Federal Lands Access Program
funding (see Appendix E.5). The provision of public transit to SCRA is also
recommended in the Sabino Canyon Sustainable Recreation Concept Plan to help with
existing parking concerns (pg. 10, Transportation).
The Sun Shuttle offsite public transit service was demonstrated to the public during the
week between Christmas and New Year’s Day in both 2016 and 2017. Even though
lightly advertised, the service was well received, averaging 7.5 passengers per hour in
2016 and 6.0 passengers per hour in 2017, exceeding service standards for shuttle type
routes. Unsolicited petitions calling for continuation of the service was received both
years.

Sun Shuttle at temporary stop in Udall Park, prior to departing for SCRA on January 1, 2018.

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The Sun Shuttle Sabino Canyon connecting circulator buses would operate on 60-
minute headways, offset from the Shuttle schedule. The first Shuttle run of the day is at
9:00AM and every half-hour throughout the day. Therefore, the first connector would
pick up at Udall Park at 7:30AM ensuring passengers would be at the Visitor Center by
8:10AM to catch the 9:00AM Shuttle. The connector would drop off passengers and
depart, returning to Udall Park.

Sun Shuttle circulator route connecting Udall Park and Loews Ventana Canyon Resort to Sabino Canyon

The following sample Seasonal Operating Schedule and Shuttle and Transit Connector
timetable provide more information about the anticipated service schedule and how the
collector sites will be integrated to provide additional access to the canyon.

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Sample Timetable
Connector Bus  Sabino Canyon Shuttle 
Depart  From  Arrive  At  Depart  From  Arrive  At 
7:30  Udall Park  7:55  Loews Resort  9:00  VC  10:00  VC 
8:00  Loews Resort  8:10  SC Visitor Center  9:30  VC  10:30  VC 
8:15  SC Visitor Center  8:25  Udall Park  10:00  VC  11:00  VC 
8:30  Udall Park  8:55  Loews Resort  10:30  VC  11:30  VC 
9:00  Loews Resort  9:10  SC Visitor Center  11:00  VC  12:00  VC 
9:15  SC Visitor Center  9:25  Udall Park  11:30  VC  12:30  VC 
9:30  Udall Park  9:55  Loews Resort  12:00  VC  13:00  VC 
10:00  Loews Resort  10:10  SC Visitor Center  12:30  VC  13:30  VC 
10:15  SC Visitor Center  10:25  Udall Park  13:00  VC  14:00  VC 
10:30  Udall Park  10:55  Loews Resort  13:30  VC  14:30  VC 
11:00  Loews Resort  11:10  SC Visitor Center  14:00  VC  15:00  VC 
11:15  SC Visitor Center  11:25  Udall Park  14:30  VC  15:30  VC 
11:30  Udall Park  11:55  Loews Resort  15:00  VC  16:00  VC 
12:00  Loews Resort  12:10  SC Visitor Center  15:30  VC  16:30  VC 
12:15  SC Visitor Center  12:25  Udall Park  16:00  VC  17:00  VC 
12:30  Udall Park  12:55  Loews Resort  16:30  VC  17:30  VC 
13:00  Loews Resort  13:10  SC Visitor Center 
13:15  SC Visitor Center  13:25  Udall Park  Bear Canyon Shuttle 
13:30  Udall Park  13:55  Loews Resort  Depart  From  Arrive  At 
14:00  Loews Resort  14:10  SC Visitor Center  9:00  VC  10:00  VC 
14:15  SC Visitor Center  14:25  Udall Park  9:30  VC  10:30  VC 
14:30  Udall Park  14:55  Loews Resort  10:00  VC  11:00  VC 
15:00  Loews Resort  15:10  SC Visitor Center  10:30  VC  11:30  VC 
15:15  SC Visitor Center  15:25  Udall Park  11:00  VC  12:00  VC 
15:30  Udall Park  15:55  Loews Resort  11:30  VC  12:30  VC 
16:00  Loews Resort  16:10  SC Visitor Center  12:00  VC  13:00  VC 
16:15  SC Visitor Center  16:25  Udall Park  12:30  VC  13:30  VC 
17:45  SC Visitor Center  18:00  Loews Resort  13:00  VC  14:00  VC 
18:10  Loews Resort  18:30  Udall Park  13:30  VC  14:30  VC 
18:35  Udall Park  19:00  Garage  14:00  VC  15:00  VC 
14:30  VC  15:30  VC 
15:00  VC  16:00  VC 
15:30  VC  16:30  VC 
16:00  VC  17:00  VC 
16:30  VC  17:30  VC 

The Seasonal Operating Schedule and Shuttle and Transit Connector timetable (similar
to the one above) will be published and distributed through a variety of communication

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channels including, but not limited to, the website, a mobile app and printed brochures
and fliers. Total Transit will publish and distribute all materials.

Sabino Canyon Shuttle Stops

Once visitors arrive at the SCRA, they will have the following options to access the
Sabino Canyon Shuttle system.
 The proposed Sabino Canyon Shuttle system will allow passengers to get on and
off at any stop in the SCRA.
 The RPC will develop an additional stop near the intersection of National Forest
System roads 100 (Upper Sabino Canyon Road) and 100a (Lower Sabino/Bear
Canyon Road) to provide better access to the overflow parking lot. While this
addition was determined to be excluded from the required nine stops on the
Sabino Canyon route (see USFS responses from Amanda Walker, 1/4/18) RPC
is prepared to reconfigure the stops along the Sabino Canyon Route if this
determination changes.

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PART III: CUSTOMER SERVICE


Describe commitment to customer service and how that commitment would be
met. Enumerate a public comment and response system.
RPC, its partners and its contractors have customer service at the center of its
operations. The team is committed to ensuring that customers of the shuttle system and
other canyon visitors will be addressed in a professional manner, and that their safe and
enjoyable experience in Sabino Canyon is a top priority.

Customer Service Commitment, Feedback and Response


From initial employee screening through the use of employee incentive programs (see
Training and Retraining section in Section V of the Operations Plan), a commitment to
excellence in customer service is the expectation. Employee training, the proposed
public comment and response system, and the quality assurance system make up the
comprehensive commitment to customer service for the project.

Public Comment and Response System


Both management and operations staff will be responsible for making sure that the
public comment system is accessible to both shuttle passengers and visitors in Sabino
Canyon.
Input from the visitors of the SCRA will be collected in a variety of ways. The following
three (3) tools will be available in the Visitor Center.

 Visitor Satisfaction surveys


 Shuttle Passenger Satisfaction surveys
 USFS Customer Comment form

At the ticket sales counter, shuttle passengers will be directed to the Shuttle Passenger
Satisfaction surveys and asked to complete them. They will be available online and in
hard copy form.
Given the community-based nature of the RPC, partner and collaborator input is central
to its mission and an essential part of this project.
Partner/Collaborator Input Forms also will be produced and distributed bi-annually to
all project partners and collaborators. With a broad representation of collaborators who
are significant stakeholders in protecting the natural and cultural resources in Sabino
Canyon, we are confident that valuable feedback will be generated. Collaborators to
receive these input forms will include but are not be limited to:

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 Friends of Sabino Canyon


 Public Lands Interpretive Association
 Sabino Canyon Volunteer Naturalists
 Coalition of Sonoran Desert Protections
 Visit Tucson
 University of Arizona College of Science

Similarly, as a nonprofit organization, the RPC is required to conduct an annual meeting


of its Board of Directors. These meetings are public and will be advertised broadly, with
time structured into the agenda to gather public input. This layer of public feedback will
capture open-ended ideas and comments that the surveys and forms do not.
In addition to these tools, one of the ways in which the project customer service
commitment is measured is through Total Transit’s Quality Assurance Processes.

Quality Assurance
At Total Transit, quality assurance, just like safety, is everyone’s responsibility by
encouraging all employees and staff to perform their jobs with safety, customer service
and quality control in mind at every step.
Total Transit uses a simple but highly effective quality management process that
involves capturing performance- and compliance-related data, analyzing and reporting
root causes, correcting deficiencies and measuring results.
Information on quality assurance measures is gathered from the following sources:

 Employee reviews
 Internal audits
 Compliance reviews
 Visitor satisfaction surveys
 Passenger satisfaction surveys

One of the areas where this information proves to be most useful and is often put to use
is during regular quality management committee meetings. During these meetings, a
committee reviews the information details of performance and service-related metrics,
as well as grievances and other compliance-related issues uncovered through Total
Transit reporting and audit activities. Total Transit works hand-in-hand with its
customers to correct deficiencies and identify opportunities for improvement.

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Ticket Sales
The RPC will provide for multiple methods of payment for shuttle riders including the
use of credit and debit cards, cash and electronic payments.
Accordingly, the RPC proposes to contract with the Public Lands Interpretive
Association (PLIA) to sell tickets while doing normal sales activities at the Sabino
Canyon Visitor Center (see attached letter of support from PLIA in Appendix A.2). This
will be the primary location for ticket sales at the SCRA.
In addition to the sales at the Visitor Center, RPC will have at least two additional sales
locations:

 A solar-powered kiosk pay station at the new boarding location at the intersection
of National Forest System roads 100 (Upper Sabino Canyon Road) and 100a
(Lower Sabino/Bear Canyon Road).
 On-board fare payment will be accepted by the drivers using the tablet-based
sales application identified below.

RPC will explore other fare payment options and location, including:

 online ticket sales through a website dedicated to the Sabino Canyon Shuttle,
with links to the Sun Tran website, and other potential partners.
 use of the existing transit rider card - SunGo stored value card option (available
at transit centers and Fry’s).
 sales at the Loews Ventana Resort Concierge Desk, and other nearby resort
properties.
 the Visit Tucson office (the region’s convention and visitor’s bureau) located in
downtown Tucson, for group tours.

Square Payment System


In order to provide for electronic payment of fares either remotely or on board, in
advance of or at the time of travel, RPC and Total Transit propose to use the versatile
and highly reliable Square payment system. This solution will allow passengers in the
Canyon, and throughout the region, to purchase tickets in a multitude of convenient
methods with various fare media and at a variety of locations via handheld devices on
board the vehicles, at kiosks supplied by RPC, online, from participating partners and at
the visitor center ticket booth.
For travel on the Sun Shuttle offsite public transit route to SCRA, passengers can use
current SunGo cards (including transfers) or pay cash (exact change) when boarding.
Additionally, we are exploring the integration of the Loews Ventana Canyon resort room

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keys as a form of payment, given that we anticipate additional resort visitors who will
access the canyon using the offsite public transit route.
Staff will work closely with all the ticket distribution points and will commit to provide all
use and revenue data to the USFS. Similarly, staff will use the Sample Use and
Revenue Data form offered in Appendix 2 of the Prospectus to be sure that all relevant
data is collected. Monthly, end of season and year-end reports will be provided and will
include: trip totals, ridership totals, revenues and taxes paid.

Ticketing
Once the Sabino Shuttle fare has been purchased, tickets will be issued. The RPC team
is currently considering its options for ticketing and, if awarded, plans to use a ticketing
software/hardware package, such as Simple Tix to issue tickets. The ticketing software
will provide real-time monitoring of ticket sales and have the option of selling tickets for
specific departure times, so that the Sabino Shuttle is not oversold. We also are
continuing to review options for the fare media to be distributed.

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Our current plan is to have printed tickets issued at the Visitor Center and the Ticket
Kiosk at the overflow lot boarding area. Online sales are planned to be paperless, with
tickets emailed in a format which will allow the display of the ticket on a mobile device
such as a smartphone or tablet. All tickets will have a scannable barcode, or QR code.
Paper tickets also will bear the name of Sabino Canyon Shuttle (tentatively “Canyon
Crawler”) and the logo of project partner, TEP. Tickets also will include any required
USFS language.

Interpretation and Narration


Through RPC’s partnerships and community-based mission, the proposed approach will
leverage: innovative technology; local investment, expertise and experience, and broad
community input to inform interpretation and narration services that highlight the unique
ecology and history of Sabino Canyon.
To address noise from narration emanating from shuttle cars we continue to research
several technological solutions that also can integrate local content, offer multiple
languages and fit well in the vehicles. Two specific systems that we have narrowed in
on have the capacity to deliver professional narrative interpretation while minimizing (or
eliminating) audio disturbances to those who are not riding in the shuttle.

Technology
The RPC is considering two different platforms for the delivery of the interpretive
program, both of which are identified below. With both systems, the interpretive program
will be delivered to the passengers through individual headsets. Audio jacks will be built-
in to the tram sets at each passenger position. The RPC will offer disposable earbuds to
each passenger at its cost (estimated at $1.00). However, passengers may also use
their own headsets.
Interpretive Content Delivery Platforms Options:
1. OnCell is a GPS-enabled mobile app that has potential to provide all canyon
visitors including shuttle riders, with an experience that is unique, informative and
state of the art when it comes to interpretation and narration. It works with
accessibility features on mobile phones and tablets to address the needs of the
hearing and visually impaired, and it has the ability to deliver multilingual content.
OnCell has an existing relationship with the USFS which may facilitate ease in
development and integration.

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2. The OnCell Audio Tour App provides an integrated audio narrative for all canyon
users. On the shuttles, passengers can use headphone jacks provided at each
seat to listen to the narrative interpretation privately via headphones. Additionally,
tablet or monitor screens will provide a Rich Text version of the narrative for
passengers to watch from any location on a shuttle. Narrative interpretation runs
via a GPS-enabled map, so only the narrative segments for a specific portion of
the canyon are presented based on the GPS position of a shuttle. Passengers or
other canyon visitors can also access the narrative interpretation using
headphones or Rich Text display via an interactive mobile app, which can also
feature images of canyon attractions, a personal photo gallery and survey
capabilities.
3. The Navilution Evo system, proposed by AudioConexus, is the second system
that is being considered to meet the interpretation and narration needs for the
Sabino Canyon Shuttle. The Navilution Evo system provides cutting-edge GPS
technology for reliable audio and video contents. Its software features allow for
24 
 
 

regular updates to integrate future tour development and has unique video
capacity that allows the system to address communication needs for the hearing-
impaired shuttle riders.

4G WIFI boosters and tablets will be installed in each tram power car vehicle to ensure
the audio and ticket sales systems will have seamless access to online platforms. The
tablets will ensure that the interpretive programs can be viewed on board the shuttle for
those who are either unable or uninterested in using the audio program. The WIFI
boosters on the shuttles also will have the capacity to allow up to 80 walkers and hikers
in the vicinity to access it.

Content
All content will be developed with the USFS and the Sabino Canyon Volunteer
Naturalists. Additionally, the University of Arizona, College of Science and the Coalition
for Sonoran Desert Protection have offered support as collaborators, to offer expertise
as we expand the range of topics offered. The University of Arizona College of Science
is a world leader in teaching, learning and discovery. As a trailblazer in the fields of
astronomy, ecology, evolutionary biology, geology, hydrology and tree-ring research,
the College of Science has established an international reputation for excellence.
Facilities managed by the College of Science – such as Biosphere 2, Tumamoc,
Flandrau Science Center, UA Science Mt. Lemmon SkyCenter, the Mirror Lab, and the
Laboratory of Tree-Ring Research – provide a strong foundation for the collaborative
promotion of all Tucson-area geo-tourism attractions.

One such collaborative effort led by the College of Science includes the production of
the Mount Lemmon Science Tour app, which engages users with the surprising natural
science of Southern Arizona, from the Sonoran Desert to the "Sky Island" mountains.
Along with the audio tour, the app also includes informative slide-shows and videos that
visualize the science. Through science stories, the Mt. Lemmon Science Tour brings the
wonders of this region alive. The app has had over 150,000 downloads since its launch
in November 2015.

https://cos.arizona.edu/connections/geotourism

https://www.visittucson.org/mtlemmonsciencetour

During the transition period (see attached Transition Plan), the RPC will meet with the
USFS and project collaborators to finalize a full plan for expansion of the Interpretative
Program for both the shuttle (audio programs) and canyon visitors who choose not to
ride the shuttle.

25 
 
 

Printed Materials
Printed interpretive material will be available on the shuttle and in the visitor center to
accommodate hearing-impaired riders.
Printed information also will be available on the design and features of the Sabino
Shuttle Electric Tram Sets, highlighting the efficiency, safety and rider amenities offered
on the Sabino Shuttle service, as well as the partnership among RPC, TEP, PAG, RTA,
the Clean Cities program, the Friends of Sabino Canyon, the Public Lands Interpretive
Center, Sabino Canyon Volunteer Naturalists, the Coalition for Sonoran Desert
Protection and the University of Arizona College of Science in the development of the
Sabino Canyon Shuttle program.

Interpretive Display Boards


As part of the interpretation program, the RPC also proposes to offer interpretive boards
on agreed-upon topics that can be placed near the shuttle boarding areas and at
identified shuttle stops.
All interpretation materials will be submitted for pre-approval by the USFS.

26 
 
 

PART IV: FLEET, EQUIPMENT AND MAINTENANCE


If RPC is selected, it will employ a fleet of electric tram sets, eliminating the emission of
vehicle exhaust associated with shuttle service in Sabino Canyon. These vehicles will
take approximately 10 months to deliver, once ordered. The electric tram fleet will be
complemented by a smaller fleet of fuel-burning, cutaway transit vehicles. The fuel-
burning fleet will be employed throughout the contract on the Bear Canyon route, and
temporarily on the Sabino Canyon route (during the initial transition period), while the
long-term fleet of electric trams are manufactured and commissioned. Fuel-burning
vehicles will be employed in Sun Shuttle operations between Udall Park and the SCRA.

Electric Tram Fleet


RPC proposes to employ Trams International (TI) to deliver an environmentally
responsible, passenger-friendly, energy-efficient electric fleet of five (5) tram sets
(6000E-HD power car and model 2105 tram trailer) for service in Sabino Canyon. The
proposed fleet met all the design features outlined in the prospectus. TI’s key staff and
design team have been designing large passenger capacity, commercial vehicles for
over a quarter century. TI’s team members first identified the many advantages of
electric propulsion twenty-five years ago which led its key staff members to develop
purpose-built electric shuttles, buses, delivery vans and trolleys in the 1990s. Some of
the advantages of an electric propulsion engine including 90 percent energy efficiency
and a torque curve that generates almost full torque at very low RPMs make the use of
electric-motorized trams ideal for use in Sabino Canyon. In addition to its electric vehicle
experience, TI manufactures power cars using a variety of power plants. TI tram sets
are currently operating at a number of National Parks and Landmarks, including Mesa
Verde National Park, Fajardo National Park (Puerto Rico), Old San Juan National
Landmark and Shark Valley in Everglades National Park, as well as numerous zoos,
attractions and churches worldwide
TI’s staff designs and manufactures its entire product line at its Bell Gardens, Calif.,
facility. TI’s parent company, Bus Services Corp., has been in business since 1989 and
has been a contract operator of specialty transportation equipment including trams and
trolleys during much of the past decade in the Southern California area. That, plus the
input from valued customers, has provided TI with the hands-on experience to
constantly improve its products. TI’s designers and engineers have designed TI’s trams
to be both driver- and maintenance-friendly. The tram’s electrical systems are of a
modular design, bench-built and easily unplugged to expedite troubleshooting and
repair. Components that may require service or replacement are positioned for ease of
access.

27 
 
 

TI is considered an original equipment manufacturer (OEM) by the nation’s leading


component manufacturers and has very close professional relationships with its key
vendors for its engines and transmissions.
Combining experience, expertise, thousands of hours of analysis, simulation studies
and testing (see Appendix B.1 for Company Background, Key Personnel and
Customer References), RPC is confident that TI possesses the technology and
proven components to ensure a state-of-the-art electric tram that will enhance
visitors’ experience.

Fuel-Burning Fleet
The fuel-burning fleet will consist of a mix of diesel-powered 2013 or newer Eldorado
Aerolite 24-passenger cutaway transit vehicles (Ford F-550 XL 6.7 L V-8) and 2013 or
newer gasoline-powered Starcraft Allstar 15-passenger transit vehicles (Ford E-450 6.8
L V-10). All vehicles are lift-equipped with two-wheel positions. The fuel-burning fleet
will initially be used on all shuttle routes, including the Sabino Canyon route. Upon
commissioning of the electric tram fleet, the fuel-burning vehicles will only be used on
the Sabino Canyon route in the event of mechanical failure or emergency. The fuel-
burning fleet vehicles are currently in revenue service with Sun Shuttle, operated by
Total Transit, and will be rotated to Sabino Canyon. As the condition of vehicles may
change between the date of this proposal and the commencement of operations,
specific vehicles are not identified at this time.

Design Features

Exhaust systems
The electric tram fleet will have no exhaust emissions and will be manufactured as low-
speed vehicles.

All fuel-burning vehicles in the proposed fleet will meet all Arizona Department of
Environmental Quality street-legal motor vehicle emissions standards for the model year
and vehicle class, gross vehicle weight or other applicable classification.

The fuel-burning, non-diesel powered motor vehicles will be equipped and operate with
a functional three-way catalytic engine exhaust after-treatment system as provided by
the motor vehicle manufacturer. Further they will be compliant both with Arizona
Department of Environmental Quality exhaust emission requirements and will be On
Board Diagnostics II-equipped as provided by the equipment manufacturer.

The fuel-burning, diesel-powered motor vehicles will be U.S. Environmental Protection


Agency Tier 2, 3 or 4 emissions-compliant (per https://www.epa.gov/emissionstandards-

28 
 
 

reference-guide) and otherwise factory-compliant with On Board Diagnostics II , as well


as equipped and operated with a functional diesel oxidation catalyst exhaust after-
treatment system as provided by the motor vehicle manufacturer. These vehicles will be
operated only with on-highway, ultra-low sulfur diesel fuel.

Proof of motor vehicle inspections and emissions compliance with Arizona Department
of Environmental Quality standards will be provided to the USFS annually.

Safety
The Sabino Shuttle system motor vehicles will be designed to operate on public roads
and fall into the following two classes as defined by the National Highway Traffic Safety
Administration:

 Bus (including school bus)


 Low-speed vehicle

All Shuttle system motor vehicles will fully comply with the Federal Motor Vehicle Safety
Standards for the vehicle class, allowable speed range and gross vehicle weight rating
of the particular motor vehicle used.

The shuttle trailers (drawn, non-powered shuttle system vehicles) attached to the
electric power cars will at a minimum, comply with Federal Motor Vehicle Safety
Standards Standard 500 including downgrade, and will be able to negotiate the curves
and width restrictions in the Sabino Canyon Recreation Area without touching any
constructed roadside or vented low-water crossing features.

As a part of its application engineering studies, TI conducted a comprehensive turning


movement analysis (see Crossings and Turning Study in Appendix B). All vehicles will
be able to negotiate the curves and with restrictions in the Sabino Canyon Recreation
Area without touching any constructed roadside or vented low-water crossing features.

While the turning studies have indicated that the proposed tram sets can negotiate the
turnaround at the end of Upper Sabino Canyon Road, there is little opportunity for
steering variance. Our understanding is that Southern Arizona Rescue Association also
has difficulty maneuvering its rescue vehicles at this location. The RPC will work with
USFS and other stakeholders to add a 24-inch wide concrete apron to the edge of
pavement on the median island (see photo below).

29 
 
 

Median island at end of Upper Sabino Canyon Road across from Stop #9

All powered shuttle system motor vehicles and equipment will meet the minimum safety
performance requirements for motor vehicles or motor vehicle equipment per National
Highway Traffic Safety Administration/Federal Motor Vehicle Safety Standards for their
vehicle class and of the vehicle or equipment, as evidenced by equipment manufacturer
applied certification label. Similarly, each piece of equipment must comply with Federal
Motor Vehicle Safety Standards Standard 500.
All Shuttle system motor vehicles and equipment will be maintained to remain in
compliance with the above applicable requirements at all times and will not exceed 15
miles per hour in the Sabino Canyon Recreation Area per posted speed limit.
In addition to the above commitment that vehicles will not exceed 15 miles per hours,
the vehicle designs show that the tram sets do not have capacity to travel faster than 25
miles per hour (see Route Analysis in Appendix B4).

30 
 
 

Braking systems are perhaps the most important safety features on the shuttle vehicles.
The TI tram sets have multiple braking systems incorporated into both the power car
and passenger trailer. The power cars are equipped with service brakes (split hydraulic
disc, with air assist) on all four wheels, and dynamic (regenerative) braking allowing the
electric motors to recharge the batteries. Early Trailer Brake Activation (ETBA) is an
anti-jackknifing trailer feature which is automatically deployed on downgrades of greater
than 4 percent and an electromagnetic emergency and parking brake. Additionally, the
dynamic braking offers a fully programmable feature that in coordination with ETBA
trailer braking maximizes the energy recovery while mitigating the risk of trailer’s
jackknifing. The failure of one of the brake systems will not leave the tram without
brakes (see 6000E-HD Power Car Specs, page 5 in Appendix B.2).
Passenger trailers are equipped with four different means of driver-operated braking:

 service brakes (split hydraulic disc with air assist) on all four wheels.
 proportional or “hand lever” brakes which can be applied separately from the
power car brakes.
 emergency trailer brakes which fully deploy the trailer braking system.
 Early Trailer Break Assist (ETBA) which is automatically deployed if the tram set
exceeds 15 mph. This system is programmed to anticipate the application of
service brakes.

Tram trailers are also equipped with a “breakaway” emergency brake system, or
runaway brakes, which are automatically deployed should the trailer become
disengaged.

Noise
All shuttle system vehicle noise from proposed vehicles will comply with 23 CFR 772.11,
Table 1 of the Prospectus. Further, all shuttle system vehicle noise will meet the
requirements in:

 Activity Category C for shuttle system riders while occupying a shuttle vehicle at
the center of the shuttle system vehicle passenger area, and
 Activity Category A for all visitors in Sabino Canyon Recreation Area who are not
riding a shuttle system vehicle.

Overall in-motion shuttle system noise measured from a distance of 50 feet from any
direction and any portion of a shuttle system vehicle will not exceed 65 A-weighted
decibels. Overall idling shuttle system vehicle noise, measured from a distance of 50
feet from any direction and any portion of a shuttle system vehicle, will not exceed 65 A
weighted decibels.

31 
 
 

Engineering performance specifications for the TI tram sets are included on pg. 10 of
the power car performance specifications (Appendix B.2). It should be noted that the
receptor locations in the specifications are closer (≤ 15’) (SAE J366 & J336) to the
source than the receptor location in the Prospectus standard (50’), and that the power
car standards are for acceleration and the Prospectus is for overall in-motion noise. We
are confident that the TI tram sets will be compliant with the noise standards
established in the Prospectus. Further, the fuel-burning fleet also will comply with the
noise standards established in the Prospectus.

Cultural and Resource Protection


Shuttle system tram sets and cut-away transit vehicles will be able to negotiate the
curves and width restrictions in the SCRA without touching any constructed roadside or
vented low-water crossing features. This has been demonstrated off-site using a 24-
passenger cutaway transit vehicle within a demonstration area at the Total Transit
Tucson Maintenance Facility and predicted through an engineering analysis for the tram
sets (Appendix B.3).

Scenery Management Considerations


The colors of the designed vehicles for the shuttle system will be neutral earth tones
that blend into the Sabino Canyon landscape and will be subject to approval by the
USFS. Exhibits I and II highlight several options for consideration by the USFS.
The “swoosh” pattern employed on other public transit vehicles will be retained on the
fuel-burning fleet to convey to the public that they have access to SCRA using public
transit, while complying with the paint color requirements in the prospectus.

32 
 
 

Exhibit I. Fuel Burning Fleet Preferred Paint Schemes

33 
 
 

Exhibit II. Preferred Tram Set Preferred Paint Schemes

34 
 
 

Accessibility
Shuttles will meet all applicable provisions, including appendices and figures, of the
U.S. Department of Transportation’s Americans With Disabilities Act Accessibility
Specifications for Transportation Vehicles, 49 CFR Part 38. All fuel-burning transit
vehicles will be lift-equipped and have capacity for up to two (2) wheel chairs. The tram
set power cars will have two (2) wheelchair positions, with manually deployed ramps for
boarding.

Water Quality
Shuttle system vehicles will be visually inspected daily for oil, gas and other fluid leaks,
and inspection results will be maintained in a log that is available for USFS review.
Leaking vehicles, and vehicles with internal fluid drops visibly present, will be removed
from service until fully repaired.
Sediment accumulations will be removed from vented low-water crossings and roads,
and will be hauled to the USFS specified location, rather than deposited in stream
channels. Sediment removal will be subcontracted as needed and, wherever possible,
performed by a local DBE contractor.
If heavy equipment is used for this purpose, vehicles will stay within the clearing limits of
the road and will fit within all of the vented low-water crossing features. Removal of
sediment will comply with Section 404 of the Clean Water Act of 1970. The Regional
Transportation Authority, also managed by Pima Association of Governments, has a
Memorandum of Understanding (MOU) with the Regulatory Branch of the U.S. Army
Corps of Engineers for expedited 404 reviews, as permitted by the Water Resources
Development Act (WRDA). This service would be available to RPC should 404
permitting actions over and above those allowed under nationwide permit be required.
It is acknowledged that the frames of the power car and tram trailer may not be exposed
to flowing water at the vented crossings. RPC will work with USFS to provide a
removable marker (such as a raised pavement marker) at the first vented crossing so
that the operator and USFS can readily identify if flow conditions mandate
discontinuation of service above the first vented crossing. Further discussion of this
issue is addressed in Part VI, Safety.

Wildlife
Shuttle system drivers will yield to wildlife crossing roads along the route.
Noise from interpretive messages and in-motion shuttle system vehicle operation will be
minimized to lessen disturbance to wildlife in Sabino and Bear Canyons. The
interpretation and narration section of this plan has full detail of how RPC plans to

35 
 
 

minimize noise disturbance from the shuttle through individually automated


programming on the shuttle, delivered by individual headphones.
With these design features in mind, the proposed shuttle system details follow
below.

Fleet Details

Vehicle Class
The electric tram vehicles proposed for the Sabino Canyon Shuttle system are TI Model
6000E-HD, battery-powered trams (14,000 lbs. GVWR) with TI Model 2105 Tram
Trailers (10,000 lbs. GVWR). These vehicles are manufactured as low-speed vehicles.
The fuel-burning cutaway transit vehicles are manufactured as bus vehicles. The
vehicles will be based on either a diesel-fueled Ford F-550 XL chassis (19,500 lbs.
GVWR) or a gasoline-fueled Ford E-450 chassis (14,500 lbs. GVWR).

Size and Appearance


The details of the size and appearance of the electric tram sets are depicted in
Exhibit III.

36 
 
 

Exhibit III. Size and Appearance of Electric Tram Sets

37 
 
 

The size and appearance of both cutaway transit vehicles are shown in Exhibit IV and
Exhibit V.

Exhibit IV. Starcraft Allstar 22’ Bus


Floorplan 

Exhibit V. Eldorado AeroElite 30’ V-* Diesel


Floorplan 

The full specifications of the electric trams are located in Appendix B.4, and the
specifications for the fuel burning vehicles is in Appendix D.2.

38 
 
 

Capacity
The proposed tram sets have seating capacity of 62 passengers with 22-passenger
seating in the power car and 40-passenger seating in the trailer.
Late model diesel- or gas-powered cut-away transit vehicles also will be part of the fleet,
and will be employed on the Bear Canyon route and the offsite Sun Shuttle service
between Udall Park and the SCRA. These vehicles will have either 15- or 24-
passenger capacity.

Vehicle Features
Vehicles in the proposed fleet primarily will be environmentally responsible, passenger-
friendly, energy-efficient, covered electric tram pairs that meet all the design features
outlined in the prospectus (see previous section). They will be equipped with
individualized, automated narration systems that shield non-shuttle canyon visitors from
noise and sounds. Vehicles also will have communication public address systems for
emergency announcements.
The cutaway vehicles will be equipped with communication systems to allow drivers to
communicate directly with passengers via a public address system, within the enclosed
passenger cabin.
The cutaway vehicles also are equipped with cabin air conditioning for the comfort and
safety of passengers.

Number of Vehicles
The initial fleet will be five (5) 62-passenger, electric-powered tram sets (power car and
trailer), plus four (4) late model diesel- or gas-powered cutaway transit vehicles. The
cutaway vehicles will be employed for all services during transition operations
(manufacture and commissioning of the electric tram fleet), and throughout the life of
the permit on the Bear Canyon route and the offsite Sun Shuttle service between Udall
Park and the SCRA. The fuel-powered fleet also will be available as backup to the
electric tram fleet, should there be a mechanical failure.
RPC will consider acquiring additional tram sets should demand justify them, and the
rotation of cut-away vehicles will occur as they become available from Sun Shuttle
operations.

Ability to accommodate anticipated capacity


RPC’s proposed Sabino Canyon Shuttle system will have the ability to accommodate
the anticipated capacity of shuttle riders, based on review of the Prospectus, as well as
the 2014/2015 run cuts from the existing service provider. This proposal highlights our

39 
 
 

ability to maximize utilization of the fleet capacity to meet the required minimum
services while adhering to the maximum 32-round trips per day. The maximum number
of daily runs can be achieved by operation of four tram sets (two per scheduled
departure). One tram set will be held in reserve (spare) to be rotated into service for
maintenance or peak service needs. It is acknowledged that Sabino Canyon has a
maximum of 6,000 trips per year.
The tram power car and tram trailer combination will provide for a maximum of 62
passengers. Other combinations of power cars and multiple, narrower trailers were
considered, but could not be demonstrated to reliably negotiate the vented crossings
within steering tolerances for the trailers. At maximum capacity, the electric tram fleet
can convey 1,984 passengers per day.
The added interpretive features incorporated into the proposed electric-powered
vehicles also will ensure we are enhancing the visitor experience and meeting the
needs of the approximate 1 million visitors that come to Sabino Canyon each year.

Maintenance Plan
The RPC proposes to use the existing Sabino Canyon tram maintenance area for its
operations. The RPC will occupy the site once the current permittee has vacated the
premises and a baseline environmental assessment of the site has been conducted.
Alternatively, the RPC could establish a new maintenance yard at the existing overflow
parking area, which is consistent with the recommendations of the 2015 Sabino Canyon
Sustainable Recreation Concept Plan (pg. 11, first bullet point).
During the transition period between commencement of RPC operations and when the
existing permittee vacates the maintenance area, the RPC proposes to store its
transition fleet of up to four (4) 15-22-passenger transit vehicles within the existing
USFS warehouse and maintenance compound south of the Sabino Canyon tram
maintenance area. If USFS cannot support this request, the RPC would request the
opportunity to create a temporary secured parking area at the overflow lot using
construction fencing within the existing disturbed area. Periodic use of one service bay
at the warehouse and maintenance compound to perform fluids and tire service is also
requested. All major mechanical and service work on the transition fleet will occur at
Total Transit’s Tucson headquarters at 829 W. Silverlake Road.
The post-transition maintenance facility will be modular and removable at the end of
the permit period. No administrative or business functions will occur at this facility. The
site will be fully fenced for security. This facility will store an initial fleet of five (5) 62-
passenger, electric-powered tram sets (power car and trailer), plus a minimum of four
(4) late model diesel- or gas-powered cutaway transit vehicles. The cutaway vehicles
will be employed on the Bear Canyon route and the offsite Sun Shuttle service, between

40 
 
 

Udall Park and the SCRA, as well as in backup to the electric tram fleet. Fueling of all
diesel- or gas-powered vehicles will continue to occur offsite at public fueling facilities.
With the exception of the onsite maintenance personnel and the Total Transit
Operations Manager, all employees will park at the overflow parking lot.
The primary maintenance structure will be constructed using shipping containers for
storage and office space, with an awning or roof structure spanning over them.
Additional shipping containers and shade structures may be added to the site, as
required to meet operational needs. All tools and spare parts will be stored within these
containers. The container office will be on premise for maintenance staff. In keeping
with the short-term requirements of the permit and the temporary nature of the facilities,
restroom facilities will consist of a single temporary portable bathroom, serviced weekly.
A dumpster for solid waste also will be provided. Exhibit VI provides an illustration of
the proposed maintenance facility concept.

Exhibit VI. Proposed Maintenance Facility Concept

41 
 
 

Fueling of all fossil fuel vehicles will occur offsite at public fueling facilities.
The post transition tram fleet for Sabino Canyon is proposed to be electrically powered,
using onboard chargers, and recharging of all electric vehicles will be on premise. The
electrical power requirements associated with the fleet necessitate upgrading the
existing TEP distribution service. TEP serves the current maintenance site through a
USFS special use authorization permit (expires in 2037). The site is served by a 1300-
foot underground cable and 50kva transformer. (See Exhibit VII on the next page).
Upgrades would require the installation of a new underground cable and transformer, or
alternately, an overhead line using wood distribution poles. TEP will work with the USFS
to amend the existing permit to ensure service to the site while following conditions of
TEP’ existing permit. TEP also serves the Southern Arizona Rescue Association
(SARA) building in the overflow parking lot area through Amendment 4 of the same
permit. If the USFS approves this site to be used, TEP will work with the USFS to
amend the permit.
Vehicle Inspections - As day-to-day operators of the shuttle system, Total Transit
vehicle operators and maintenance personnel will perform pre-trip inspections of the
vehicles daily prior to performing any Shuttle operations. Oil, gas and other fluid leaks
will be included in this inspection, and all leaking vehicles and vehicles with internal fluid
drops visibly present will be removed from service until fully repaired.
Other vehicle defects identified by the operator are noted on the applicable pre-trip
inspection card and reported to the Total Transit maintenance personnel. If a vehicle
has a defect or is damaged to the extent that the operator believes it is not safe for
service, he or she must notify the Project Manager and the provider’s maintenance
personnel so that the vehicle can be repaired or replaced. If vehicles are safe for
service, they will be operated and all non-safety/security-related defects will be
corrected as soon as possible.
Maintenance personnel will maintain a record/log of all inspection reports using the
Daily Vehicle Inspection Report (DVIR) books, which are maintained for each vehicle.
These will be available for USFS review.
Vehicles cleanliness - The interior of all vehicles will be kept free of litter and debris to
the maximum practicable extent throughout the operating day. Vehicles will be
swept/vacuumed and dusted daily. Interior panels, windows and upholstery will be

42 
 
 

Exhibit VII. TEP Service to Existing Sabino Shuttle Maintenance Yard

43 
 
 

cleaned of marks as necessary. The interiors of all vehicles will be thoroughly washed
at least twice per week, or more often as needed, including all windows, seats, floor,
stanchions and grab rails (if applicable).
All foreign matter such as gum, grease, dirt and graffiti will be removed from interior
surfaces during the interior cleaning process. Any damage to seat upholstery will be
repaired as quickly as possible upon discovery. Ceilings and walls will be thoroughly
cleaned at least once per week, or more often as necessary. Exteriors of all vehicles will
be washed regularly to maintain a clean, inviting appearance.
Exterior washing shall include vehicle body, all windows and wheels. Rubber or vinyl
exterior components such as tires, bumper fascia, fender skirts and door edge guards
will be cleaned and treated with a preservative as necessary to maintain an attractive
appearance. At the end of daily service, drivers will perform a basic post-trip inspection
of the vehicles to ensure that all vehicles are in good working condition at the end of the
day.
Washing of all vehicles will be conducted using a portable wash rack, with all wash
fluids contained and disposed of offsite in an approved facility.
Vehicle charging will occur overnight, and cleaning activities will not interfere with or
disrupt service. Routine vehicle fueling (fuel burning cutaway vehicles) will be
conducted offsite and performed prior to parking the vehicle for the night. Currently, the
RTA has a commercial account for use by the Sun Shuttle fleet at Quick Trip fueling
stations. The closet Quick Trip stations to the SCRA are near the intersection of Sabino
Canyon Road and Kolb Road (near the Udall Park terminus of the proposed offsite Sun
Shuttle route) and at the intersection of River and Craycroft roads. Both fueling stations
are approximately 5 miles from the SCRA.
Vehicle Maintenance - The regular preventative maintenance schedule for the TI tram
sets is contained in Appendix B.6. Additionally, TI will supply an initial inventory of
spare parts for the Model 6000 HD Electric Power Car and Model 2105 Tram Trailer as
a part of the initial acquisition contract. The inventory of spare parts is also contained in
Appendix B.6. Maintenance of the tram sets will primarily occur at the onsite
maintenance facility.
Routine maintenance (fluids, tires, cleaning, etc.) for the fuel-burning fleet also will occur
at the onsite maintenance facility. However any more extensive service that is required
will occur at the Total Transit Tucson maintenance facility at 829 W. Silverlake Road.
Maintenance of the fuel-burning fleet will conform with the existing performance
language contained within the contract between the RTA and Total Transit, contained in
Appendix D.3.

44 
 
 

In the event of mechanical failure, the TI tram sets may be towed (without passengers)
for a short distance to prevent obstruction of Upper Sabino Canyon Road (NFSR 100).
Removal of a disabled power car from Sabino Canyon will require the use of a flatbed
tow truck. The disabled tram set’s trailer may be disengaged and towed by a different
power car.
 

45 
 
 

PART V: STAFFING
Supervision and Management
State the representative’s names (operational and financial), job titles, email
addresses and telephone numbers
The following people will serve as the holder representatives and will have full authority
to act on behalf of RPC under the special permit:
Farhad Moghimi – RPC Principal
RPC Officer/PAG Executive Director
fmoghimi@pagregion.com, (520) 792-1093

James DeGrood – Shuttle Operational oversight


PAG Deputy Director
jdegrood@pagregion.com, (520) 495-4481

Rob Samuelsen – Shuttle Financial oversight


RPC Officer/PAG Director of Finance
rsamuelsen@pagregion.com, (520) 495-4468

Managing Partner - Pima Association of Governments (PAG)


As RPC’s managing partner for the proposed Sabino Canyon Shuttle system, PAG has
long been involved in the planning, finance and operations of public transit systems.
Established in 1970, Pima Association of Governments (PAG) is a nonprofit Council of
Governments (COG) that serves member jurisdictions located in Pima County,
Ariz. PAG facilitates coordination, cooperation, data development, information sharing
and sound decision-making related to issues that cross jurisdictional boundaries. PAG
also serves as the region’s federally designated metropolitan planning organization
(MPO), and it holds federal planning designations for water quality, air quality and solid
waste. In each capacity, PAG works to ensure the region offers mobility, sustainability
and livability choices throughout its planning activities. Through a range of federal, state
and local contracts, PAG manages:

 the Regional Transportation Authority (RTA), a locally funded, 20-year


multimodal transportation plan approved by voters in 2006 (see attached 07
between PAG and RTA in Appendix A-1c).
 a federally required travel demand program to encourage carpooling, vanpooling,
transit, bicycling and walking to reduce air pollutants.

46 
 
 

 a Clean Cities program to promote the use of alternative fuels and alternatively
fueled vehicles.

Both PAG and the Clean Cities program it manages are also part of Fleets for the
Future (F4F), which is a national partnership of regional councils, Clean Cities coalitions
and industry experts aimed at reducing incremental costs and disseminating best
practices on application, usage and procurement strategies for selected alternative fuel
vehicles and related infrastructure.
Both staff have extensive background in project development, start-up and
management, project financing, procurement, engineering, contract and grant
management, budgeting and oversight.

Regional Transportation Authority (RTA)


Established through enabling state legislation in 2004, the Regional Transportation
Authority was created to develop a 20-year regionally funded transportation plan. The
RTA plan and a ½-cent transaction privilege tax were approved by voters in 2006 and
includes projects to widen roadways, expand transit services, improve safety, and
enhance our environment and economic vitality. To date, over 800 projects have been
completed.
At over $500 million, the RTA plan’s Transit Element is a broad-reaching regional
commitment to enhance public transportation in Pima County. Project funding from the
RTA has: expanded the City of Tucson’s Sun Tran fixed-route system by adding night,
weekend and express service; and helped finance the development and operation of
the Sun Link modern streetcar, a 3.9-mile route linking downtown Tucson with the
University of Arizona. While the City of Tucson manages the Sun Tran and Sun Link
services with RTA funding support, services outside of the corporate limits of the City of
Tucson are managed directly by the RTA and branded as Sun Shuttle. The Sun Shuttle
transit system operates a fixed-route service on 11 routes, has three general public dial-
a-ride service areas, and provides complementary para-transit services to an area
which far exceeds the mandates of the Americans with Disabilities Act (ADA). The
RTA’s FY 2018 transit operations budget exceeds $28 million.
The RTA is an experienced issuer of publicly traded bonds, having issued revenue
bonds in 2011 and 2014, and refunding bonds in 2017. The RTA is rated AA+ by
Standard and Poor’s and AA by Fitch Ratings.
Through a contract with the RPC, Total Transit will provide operations of the Sabino
Canyon Recreation Area Shuttle Service.

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Operations Personnel – Total Transit Enterprises


Total Transit Enterprises (Total Transit) is a team of transportation professionals RPC
proposes to operate the SCRA Shuttle Service. For almost 34 years, Arizona-based
Total Transit has remained true to its Mission Statement: being dedicated to providing
innovative solutions to enhance the communities it serves while creating customers for
life. Having provided transit, Dial-A-Ride, circulator and shuttle operations since 2002 as
both a transportation provider and transportation manager, Total Transit has the
experience and capabilities to serve Sabino Canyon passengers with safe, reliable,
compassionate transportation services, and will provide those services consistently and
with pride.
Total Transit believes that value should be shared in enduring partnerships. Its goal is to
remove the worry regarding the safe and reliable transportation needs of passengers so
that its partners can focus on other priorities within the Canyon.
Details woven throughout this Operating Plan describe the organizational capacity of
Total Transit Enterprises as an organization. From its knowledgeable and experienced
staff, to its thorough training and employee incentive programs, Total Transit will provide
an enjoyable experience to every SCRA shuttle passenger.

Transportation Service -Total Transit’s primary lines of business are:


 Public Transportation – Fixed- and Flex-Route, Express, Dial-A-Ride, Shuttle,
Circulator, Paratransit and Independent Provider Network (IPN) transit-related
services for private and public entities as well as, transit authorities.
 Private Transportation – Discount Cab – more than 500 vehicles serving East
and West Maricopa County and all of Pima County dispatching an average of
5,500 trips per day.

An Organizational Chart for staff of Total Transit Enterprises Arizona is included in


Appendix D.

Total Transit Personnel


The following people are current Total Transit employees and have been chosen to
handle the day-to-day operations of the proposed Sabino Canyon shuttle service:

 Steve Hamelin – Total Transit General Manager


 Danny Palmer - Shuttle Service Safety Manager
 Roger Bissonnette - Shuttle Service Project Manager

48 
 
 

The duties and responsibilities for each of these positions are described below in more
detail.
1. GENERAL MANAGER (General oversight locally for the Sabino Canyon
Shuttle): Provides general management support for all area business
operations, business development and fleet management activities. Responsible
for fiduciary and operational oversight of all Total Transit operations. Focuses on
growth and continuous improvement, creating opportunities by providing
innovative service delivery methods that deploy Total Transit’s unique and cost
saving integrated public-private transportation model to ensure each passenger
has an enjoyable experience. Develops and implements business and
operational design plans that maximize the efficiency and use of company assets
and positively represent and promote the vision, values, and culture of the
company. Provides global vision and direction for marketing and business
development activities and works with senior and local staff to design, implement
and internalize effective plans, activities, routines and processes designed to
achieve defined growth objectives. Works with the Accounting department in
developing and justifying proper business case models, as well as to assist with
or coordinate the structure and negotiation of local contracts. Serves as the
senior local representative of the company in coordinating the development of
successful client and other strategic relationships. Exercises appropriate
accountability with subordinate personnel in order to ensure that operations are
properly staffed and managed safely, responsibly and profitably, in accordance
with established policies and procedures. Responds to and acts upon requests
and direction from management superiors, as required, to develop, implement
and enforce operational policies, procedures and strategies.
Essential Duties and Responsibilities of GENERAL MANAGER:

 Serves as the primary steward of the company mission, vision, core principles
and culture with the assigned area of responsibility.
 Develops and implements service delivery strategies to continuously enhance value
for customers and to differentiate the company from the competition.
 Complies with the necessary reporting requirements and administrative
functions and ensures that accurate reports and administrative details are
submitted within required deadlines.
 Proactively plans ahead to increase efficiency through more effective staffing,
equipment and supply utilization, service delivery and recovery, employee
training and development, budgeting, departmental organization,
communication with subordinates and other employees, and anticipation of
service problems.

49 
 
 

 Establishes a schedule, and performs consistent and periodic audits of all


activities in order to ensure maximum efficiency and effectiveness.
 Coordinates and delegates subordinate activities to enhance service value
and ensure operational profitability.
 Monitors the activities of subordinates and measures employee performance
to ensure continuous improvement.
 Works with subordinates and department heads to analyze and modify any or
all systems in order to ensure continuous improvement and long-term benefit.
 Works with the Business Development department to build sound sales
strategies and to execute and manage sales plans to ensure that sales
growth and call volume exceed expectations.
 Provides mentoring and guidance to subordinates.

2. OPERATIONS/SAFETY MANAGER: (3-4 Hours per Week for shuttle project.


More if needed): Supervises and coordinates all aspects of Transit Operations;
reports regularly and in a timely manner on all aspects of operations, including
route performance, ridership statistics, fleet maintenance, cashiering, budget
performance, and regulatory and contract compliance. Has the ability to develop
into a General Manager position including responsibilities for being the primary
liaison between the client and local operations in area of responsibility, public
relations, and overall P&L and project accountability.
Essential Duties and Responsibilities of OPERATIONS/SAFETY MANAGER:

 Manages and supervises the day-to-day operation of transit service to ensure


a safe and effective operation.
 Proactively promotes and leads safety for area of responsibility.
 Determines staffing requirements and maintains staffing levels in-order to
meet service requirements within budget.
 Determines fleet service requirements and maintains fleet service levels.
 Establishes budgets for operations and manages operations within budgetary
constraints.
 Monitors route and employee performance.
 Establishes protocols and procedures for the dispatch and control of route
services, with the goal of being on-time every time.
 Maintains statistical records of all employees and fleet events.
 Coordinates fleet services with internal and external maintenance facilities
and contractors.

50 
 
 

 Fills in and operates bus, dispatch, and/or other operations position as


needed.
 Coordinates training, trainers, and consultants from within ValuTrans and
from external entities.
 Supervises, trains, evaluates, supports, and rewards direct and indirect
reporting employees.
 Creates a great place to work and safety and customer service culture.
 Performs related duties and responsibilities as needed and or assigned.
 Establishes, maintains, chairs, and ensures the effectiveness and broad
representation of the Safety Committee, and provides regulations and
technical consultation regarding health and safety issues.
 Develops programs to ensure the compliance of the company with federal,
state, and local safety-related regulations, in addition to other environmental
health, safety, and loss-prevention standards and guidelines.
 Conducts claims investigations in conjunction with the Risk and Claims
Manager.
 Assists in the evaluation of claims information to identify significant hazards
and loss trends, and identifies and recommends preventative measures and
corrective actions.
 Performs regular physical inspections of corporate grounds, buildings,
equipment, and operations to identify hazards and incidents of regulatory
non-compliance, and recommends corrective measures, when necessary.
 Provides ongoing safety and loss-prevention training to reduce the frequency
and severity of accidental losses.
 Oversees the drug and alcohol program for employees and independent
contractor drivers in accordance with Department of Transportation (DOT)
and company guidelines.
 Benchmarks company safety practices and compares to other industries in
order to facilitate continuous improvement.
 Publishes a quarterly safety newsletter.
 Audits the files of independent contractor drivers for compliance.
 Oversees the training of Area Safety Managers.
 Provides Area Managers with performance feedback on the Area Safety
Managers.
 Develops and publishes safety-related material.

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 Participates in the safety meetings of each Operation.

Knowledge, Skills and Abilities Required:

 Possesses thorough knowledge of transit scheduling and routing and the safe
operation of community transit programs.
 Possesses working knowledge of transit, office applications, communication
and related computer software programs.
 Possesses knowledge of federal, state and local mandates with regard to
safety and operating requirements and procedures of transit operations.
 Possesses ability to attract, mentor and retain a high performing team.
 Possesses ability to communicate effectively with staff, management, officials
and the public, both orally and in writing.
 Possesses familiarity with basic transit vehicle mechanical processes and
maintenance programs

3. PROJECT MANAGER (Full Time 40-50 hours): An onsite manager who


ensures the highest quality transportation services are provided in accordance
with applicable contracts and overall Total Transit/Shuttle expectations and
procedures. Manages daily transportation activity and ensures, through proper
dispatch and follow-through, that service goals are achieved in designated time
frame. Uses good communication and is committed to being service-oriented.
Ensures proper and fair treatment of all employees, drivers and customers. Uses
technology and dispatch software to effectively track pending trips and workload.
Essential Duties and Responsibilities of PROJECT MANAGER:

 Provides leadership to the team.


 Ensures all trips are performed cost effectively.
 Manage timely, safe and courteous service to ensure superior customer
service.
 Ensures all trips depart on time.
 Responsible for customer satisfaction.
 Detailed-oriented and able to multi-task in a fast-paced environment.
 Understands and executes our commitment to the customer each and every
day.

52 
 
 

 Ensures team builds rapport with each other and the passengers through
honesty and communication. Investigates service problems and provide
recommendations.
 Ensures drivers and mechanic, adhere to Company Safety Program policies
and procedures.
 Helps build and maintain a good relationship between TTE and account site
personal.
 Monitors quality control of drivers transporting passengers/customers and
their interactions between site personal and customers.
 Advises and coaches drivers on positive behaviors and minor infractions.
 Submits daily report (phone, written report, and/or email) to the proper TTE
personal on all drivers compliments and infractions.
 Maintains open communications with Operations Manager and help resolve
transportation issues (related to system issues, late departures and drivers
not showing).
 Assists customers when needed.
 Performs other related duties, as required.

DRIVERS and MAINTENANCE staff have not yet been identified. The existing staff of
the current operators will be given a chance to apply for these positions if they meet all
the qualifications. The essential duties and responsibilities for both of types of positions
are described below.
1. TRANSIT DRIVER (Combination Full-Time and Part-Time positions): To
provide safe, courteous, and on-time transportation to the general public in a
variety of mass-transit vehicles; to maintain vehicle function and cleanliness.
Essential Duties and Responsibilities:

 Transports customers between regularly scheduled route stops.


 Performs pre- and post-trip bus inspections.
 Cleans the vehicle on a daily basis.
 Follows predetermined route in order to ensure on-time performance.
 Adheres to traffic regulations.
 Collects fares and issues transfers.
 Provides verbal information to the public regarding routes, schedules and
transfer points.

53 
 
 

 Provides assistance to disabled ridership through the operation of lifts and


other special devices.
 Responds to operational issues per prescribed policy.

Knowledge, Skills and Abilities Required:

 Ability to read, speak and write effectively; ability to communicate in Spanish


is desirable.
 Knowledge of major streets, public places, and landmarks within the local
geographic service area.
 Physical strength to assist disabled persons in boarding and disembarking.
 Ability to lift at least 50 pounds.
 Good customer service skills.

2. MECHANIC (Full-Time 40 Hours): To diagnose vehicle problems; to perform


specialized mechanical duties in the repair and maintenance of vehicles; to assist
in the maintenance of a safe and clean vehicle fleet.
Essential Duties and Responsibilities:

 Diagnoses and resolves problems with transmissions, engines, air


conditioning systems, front-end alignment, hybrid systems, steering systems,
suspension systems, brake systems, and anti-lock braking systems (ABS).
 Installs, maintains, repairs and removes vehicle dispatch equipment.
 Submits proper documentation of all work performed.
 Complies with Occupational Safety and Health Administration (OSHA)
guidelines.
 Maintains a clean, safe and well-organized work environment.

Minimum Job Requirements:

 High school diploma or General Educational Development (GED).


 2 to 3 years of related experience.
 Any acceptable equivalent combination of education and experience.
 Ability to obtain Arizona Department of Weights & Measures (ADWM)
taximeter certification.
 Automotive Service Excellence (ASE) certification.
 Valid Arizona driver’s license, or the ability to qualify for one.
54 
 
 

 Knowledge of using tools necessary to perform the required tasks, or the


ability to acquire them.

Knowledge, Skills and Abilities Required:

 Knowledge of vehicle diagnosis and repair.


 General knowledge of OSHA guidelines.
 Ability to work independently and self-motivate.
 Basic computer skills.
 Good communication skills.
 Basic math skills.
 Ability to lift 40 pounds.

The operations staff will work closely with the managing partner to deliver a seamless
shuttle service in the SCRA. The following Organizational chart (Exhibit VIII) gives an
overview of this personnel and their relationship to the managing partners.

55 
 
 

Exhibit VIII Personnel/Staffing Organizational Chart

Employee Training, Certification and Experience


Describe the training to be provided and the requisite certification
As the Operations Contractor, Total Transit has a variety of screening, training
requirements and employee incentive programs to assure that employees for this
project are well prepared to conduct the activities under the shuttle system permit.

Operator Pre-Screening Requirements


Total Transit maintains very high standards for its operators, as is indicated in the
requirements for all vehicle operators. The requirements to operate a vehicle as a Total
Transit employee are:
 Possess a current valid driver’s license with no restrictions other than corrective
lenses.
 Have no limitation or restrictions that would interfere with safe driving including,
but not limited to, medical conditions, ignition interlock restriction or prescribed
medication that would interfere with the safe, lawful operation of a motor vehicle.

56 
 
 

 Pass an initial 5-panel drug screening.


 Submit to random drug and alcohol screenings.
 Pass a Department of Criminal Investigation (DCI) background check.
 Pass a child and dependent adult abuse background check.
 Not be identified on the Office of Inspector General (OIG) Excluded Parties List
System (EPLS).
 Be trained in the use of ADA accessible equipment.
 Use passenger restraint devices as required by law.
 Provide assistance to passengers, as needed or requested, particularly for
passengers with mobility impairments requiring assistance in boarding, de-
boarding or securing a mobility device.
 No smoking while in or around the vehicle or while transporting members.
 Not transporting passengers while under the influence of alcohol or any drug that
impairs the ability to drive safely.

Training and Retraining


Upon completing the application process and well before service is initiated, each
driver/provider is trained in the access and use of the system. A comprehensive testing
process is then initiated to test all aspects of the system and to also ensure that the
driver is fully prepared to begin operations. Transportation drivers/providers also receive
training on Total Transit policies and procedures. During regular site visits, inspection is
made of ongoing training records to ensure that the transportation driver/provider is
continually performing the required annual training and upholding our stringent policies
and procedures.
Total Transit also requires ongoing education and training for drivers and management
staff. This training includes:

 ADA Sensitivity Training.


 Safety Training.
 Driver Training.
 Customer Service Training.
 Ongoing training and retraining as required on many subjects designed to ensure
our drivers are as successful as possible in the industry.

57 
 
 

Operating and Maintaining Shuttle System Vehicles

Specialized Training on the MODEL 6000E-HD / 2105 Electric Trams


All Shuttle system operations staff will be trained by Trams International Experts, so that
everyone involved with the vehicles will have a common understanding of the fleet
including the Theory of Operations and Main Systems; Tram Operations; Tram
Maintenance; Tram Service; ADA compliance; Steering and Brakes Safety; and
Documentation. The full outline of this specialized training, prepared by Trams
International, is attached in Appendix B.
Between Total Transit’s standard training described above (which will be tailored and
expanded for the shuttle operations) and the specialized training offered by Trams
International, operational staff will be well equipped to operate the Sabino Canyon
Shuttle system.

Conducting Interpretive Programs


While the Interpretive programs will be automated, staff will receive training on each of
the topics that are offered in the interpretive program including an overview of the full
inventory of interpretive materials available and how visitors can access them. Similarly,
time will be spent on training staff on the integration of these automated programs with
the customer service and safety expectations of the shuttle services.
Finally, because training alone does not motivate employees Total Transit has
integrated an Employee Incentive Program into their operations.

Employee Incentive Programs


Total Transit realizes that people are the company’s greatest assets. As such, it has a
long history of performance-based merit pay and incentive programs tied to
performance. In conjunction with these incentives, Total Transit also offers quality
control bonus and recognition programs for various positions. Because Total Transit
uses project metrics and derived data for continuous improvement, knowledge
management and training interventions are often the action items that drive employee
performance improvement. As a result, employees receive best practices training in
project metrics, while also having access to instant messaging, internal chat boards, a
SharePoint resources site, and other tools to receive and communicate information in
real time.
As incentive for dedicated employees, TTE also offers a portfolio of training programs
(above the project requirements) that allow employees to continue with their
professional development. These include:

58 
 
 

 Development Dimensions International communication and leadership training


programs.
 Mountain States Employer’s Council programs.
 Leadership Choice’s Virtual Leadership Development Program.
 BizLibrary, the company’s learning management system, a vast offering of e-
learning programs from Skillsoft and other providers.
 Independent Contractor training for those who may seek full-time or part-time
employment with Total Transit.

Several of our management team members, including our proposed Project Manager
for the Sabino Canyon Shuttle project, have benefited from these programs.
Finally, TTE’s open-door policy, proactive two-way communication, recognition
programs, and employee/partner appreciation events/programs round out our overall
approach to retaining quality employees and driver partners. These additional incentives
include:

 Employee of the Month/Year.


 Community service opportunities.
 Employee and family appreciation events.
 Customer service excellence recognition.
 Total Transit Way (public recognition) for compliments received.
 TRP (trip reduction program) incentive drawings and subsidized bus passes.
 Cookouts/BBQs to reward excellent safety performance.
 ASE wage differential for maintenance employees who achieve them.
 Gas and Gift Cards for laudatory performance recognition.
 Service Award Program (5 years, 10 years, and 15 years) for long-tenured
employees.

Employee Conduct
Total Transit uses a progressive multi-tier approach in addressing violations of
standards of conduct and inappropriate behavior. Management conducts all
investigations and administers disciplinary actions, as well as all determinations of
contract status. Actions are applicable to single or multiple incidents that may be
reported at any given time during the contractual agreements. Based on severity or
frequency of events, all employees and contractors are subject to disciplinary actions,

59 
 
 

temporary suspension, up to and including termination of contract, if conditions exist


that warrant separation. Various examples of infractions are listed below:

 Violations of customer service standards and mandated company policies.


 Violations of minimum dress code standards, applicable to “business casual”
uniforms.
 Failure to maintain consistent personal hygiene and personal appearance.
 Usage of profanity and violations associated with standards of language.
 Violations of Forest Rules and Regulations, federal, state, county or city laws.
 Violations of “No Smoking” policies, in vehicle when transporting passengers.

In closing, the Project Manager and the General Manager will execute, monitor and
effectively manage all staff operating the Sabino Canyon Shuttle and Connector
Services, with updates included in the monthly and quarterly reporting to the RPC.

Uniforms
Total Transit will collaborate with the stakeholders to determine a functional and
fashionable driver uniform. At a minimum, uniforms will consist of khaki shorts or pants
accompanied by complementing blue, green or earth tone button down shirts and
comfortable, non-slip, closed-toe shoes (color TBD). Each driver will receive 8-10 sets
of shirts and pants to allow for uniforms to be properly laundered throughout the work
week.
The Total Transit name and logo will be displayed on the left breast either through
embroidery or removable nameplates. Likewise, sleeve patches will identify the SCRA
Tram name and logo.
As we ramp up, Total Transit will offer additional authorized uniform item such as
baseball caps, belts, branded water bottles, and other complimentary items that will give
drivers a sense of pride and represents the Shuttle operation with class.
Each morning and throughout the day, the Project Manager will inspect each driver to
ensure that upon meeting the public, drivers are in uniform, they are clean and neat and
that the Total Transit brand is appropriately conveyed and protected.
Maintenance uniforms will be similar in style but may be a darker color for obvious
reasons and, for safety, be accompanied by steel-toe boots. The mechanic also will be
required to present the brand in a respectful manner by wearing the uniform according
to the established dress code and will have 8 to 12 uniforms to allow for clean fresh
uniforms to be maintained. Like the drivers, the mechanic also will be held accountable
to adhere to the dress code.
60 
 
 

The Total Transit standards for hygiene and dress code will be outlined in the employee
handbook which is distributed to employees who are required to sign for it.

Other Parties
In addition to personnel and management described above, RPC will have critical
assistance in the shuttle system operations from two organizations:

Tucson Electric Power (TEP)


Tucson Electric Power’s support is critical to the success of this project. TEP delivers
safe, reliable and sustainable power to nearly 422,00 customers in and around Tucson,
including the SCRA. TEP and its parent company, UNS Energy Corp., are subsidiaries
of Fortis, Inc., Canada’s largest investor-owned gas and electric utility holding company.

TEP has generously offered to provide funds to support the purchase, operation and
maintenance of five all-electric shuttles, as described in more detail later in this
proposal. TEP’s contribution – which comes from corporate resources, not customers’
rates – reflects its commitment to improve our local quality of life.

TEP’s support will allow the RPC to provide sustainable, affordable transportation to the
nearly 1 million people who visit the SCRA each year. It also helps us promote the value
and efficiency of electric vehicles, which can contribute significantly to a more
sustainable future for our community.

Trams International
RPC will contract with TI to deliver an environmentally responsible, passenger friendly,
energy-efficient electric fleet that meets all the design features outlined in the
prospectus. TI’s total focus is trams. Its product line of tram people movers is believed
to be the most extensive and complete of any company in the world. Its experienced
staff has several hundred years combined tram manufacturing experience. TI’s staff
designs and manufactures its entire product line at its Bell Gardens, California facility.
TI’s parent company, Bus Services Corp., has been in business since 1989 and a
contract operator of specialty transportation equipment including trams and trolleys
during much of the past decade. The partnership between RPC and TI extends far
beyond the trams’ delivery in that the field service and support team will train the
operations, maintenance and driver staff on site. They will remain on site until all
involved staff can demonstrate proficiency in their specific discipline.
Additional information on TEP and TI can be found in Appendices B and C.

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PART VI: SAFETY


Provide Health and Safety plan that addresses annual comprehensive health and
safety inspections and an ongoing monitoring program.
Total Transit Enterprises has established a comprehensive System Safety Program
Plan (SSPP). This document is contained in Appendix D.2.

Driver and Employee Safety Training


Understanding the risks that operating vehicles pose to customers and other users of
the SCRA, Total Transit places a strong and ongoing emphasis on defensive driving.
Total Transit uses techniques and best practices from programs such as the Smith
System and the National Safety Council to ensure that vehicle operators are continually
trained in the best accident mitigation methods. Total Transit will use the National
Safety Council’s defensive driving program which includes eight hours of classroom
training.
Total Transit also uses SuperVision, a third-party Motor Vehicle Record review system
that alerts management to any new driving violation for all vehicle operators. This allows
management to proactively coach and/or remove unsafe drivers as necessary.
SuperVision (www.esupervision.com) provides “exception reporting” with motor vehicle
license data. After a baseline is established (at the point of employment or contract),
SuperVision crosschecks the operator roster with the state database each month and
reports any changes (ticket, suspension, etc.) to management. This allows us to better
manage who is qualified to operate a vehicle, as well as who may be showing
unfavorable trends.

Customer Safety

Passenger Briefing
Before departing the boarding area, passengers will receive a predeparture briefing.
This briefing will include instructions on:

 Safe conduct while the tram is in motion.


 How to flag a tram at a shuttle stop.
 Wildlife hazards.
 Seasonal hazards (heat, fire, flash flood, etc.).
 How to use the interpretive system.
 Other.

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Accident and Injury Frequency Investigation and Reporting


Total Transit puts a strong emphasis on accident investigation with the sole purpose of
prevention. Each accident is extensively analyzed for the root and contributing causes.
Training and awareness programs are improved or implemented based on current
trends to prevent future occurrences.
All accidents are assigned preventability based on the National Safety Council’s
standard of “did the operator do everything, within reason, to prevent the accident.”
Following an accident, the operator is held out of service until preventability is
determined. If an accident is determined to be preventable, the operator must go
through a review process that includes training and a road test, before returning to
service.
Accident and incident reporting and investigations are performed in accordance with
Total Transit’s Accident/Incident Investigation and Reporting Policy. Feedback and
followup from accident and incident reports and investigations are automatically entered
into the Hazard Resolution process (described in full detail in the SSPP in Appendix
D.2). Total Transit recognizes the complexity of anticipating all hazards before they
cause an accident or incident. However, once an incident occurs, the safety
management team establishes controls to prevent a recurrence.
A written report with supporting documentation, such as a police report or citation, is
required within three working days of the occurrence. Each report is reviewed and
corrective action recommended, when appropriate. Driver accident/incident files are
reviewed on a regular basis as part of continuing efforts to keep only the safest drivers
in the Total Transit Transportation Network.
The key elements of Total Transit’s accident/incident investigation process include the
following components:
Criteria – The accident/incident policy includes a predetermination on the thresholds for
automatic activation of an investigation, guidelines on the timeframe for investigation of
accidents/incidents and the designated point of contact who leads the investigation. The
Safety and Compliance Department presides over the investigation of accidents and
incidents with support from the Claims Department.
Procedures – Total Transit has prepared procedures, formats and approaches for
performing investigations to ensure accidents are properly documented. Verification of
the full understanding and compliance with the procedures by all organizational
elements are mandatory training requirements for Total Transit employees.

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Internal Notification – Total Transit’s Accident/Incident Reporting and Investigation


Policy prescribes guidelines for the notification of accidents and accident investigation.
The policy is distributed to all personnel. For vehicle accidents, independent contractors
are required to adhere to Total Transit’s accident notification and reporting procedures.
Reporting – The Accident/Incident Reporting and Investigation Policy specifies the type
of report, format, distribution and retention guidelines for findings, conclusions and
recommendations resulting from the investigation of an accident or incident. For vehicle
accidents, Total Transit adheres to its definition of an accident, reporting guidelines and
investigation; i.e. post-accident drug and alcohol testing. Monthly accident/incident
summaries are submitted. All accidents, damage or incidents which occur in connection
with the performance of services, regardless of severity or location, are reported to the
Total Transit’s CSC Dispatch Manager/Supervisor. For accidents/incidents involving
vehicles, the safety and compliance team has developed an Accident Procedure for
Dispatch Policy.
Follow-up – Total Transit ensures that all recommendations and identified needs for
corrective actions are assigned, tracked and verified as a key element in recurrence
prevention. Follow up is conducted as a part of the internal and external audit process.
Documentation – Total Transit maintains all necessary information pertaining to a
specific occurrence in standard format and is stored in the office of the corporate safety
and security manager.
External Notification – Total Transit prepares necessary reports required by the
Federal Transit Administration’s (FTA) National Transit Database (NTD) report. The
RPC will be notified immediately of any injury accidents or property damage. The USFS
will be advised of all serious injury accidents, as well as any damage which occurs to
USFS property. The RPC will review the accident/incident report with Total Transit and
the USFS to determine whether further steps or repairs are needed.
To help facilitate the gathering of important information, the Safety & Compliance team
has created the checklist below that requires dispatch services to follow, upon receiving
a report of a company vehicle involved in an accident.

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Accident Response
Checklist:
 Initial information is
gathered by dispatch
and distributed via email.
 Accident investigator is
dispatched to the accident
site.
 Accident report form is
completed on-site.
 Accident photos are taken.
 Report is uploaded to the
internal system within 24
hours.
 Preventability decision is
made by the Safety
Manager.
 If Preventable, accident is
reviewed with driver and
retraining takes place.
 Driver is returned to service
as applicable.
 Report is entered into
database within 48 hours.

Procedure for the Assessment of Preventability of Accidents


Total Transit uses the National Safety Council’s guidelines to assess accident
preventability. Every accident is compared to the standard of “did the driver do
everything, within reason to prevent the accident?”
It is not enough to just not be at fault for an accident. Professional drivers are expected
to take every measure to drive defensively and prevent collisions, even if a collision is
caused by another party.

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The Safety Manager takes all factors into consideration including environmental factors,
vehicle factors and, most importantly, driver behavior to determine if the driver could
have reasonably prevented the accident.
Preventability is determined before a driver is permitted to return to service after an
accident.
If the accident is deemed preventable, the driver must go through a review process that
involves accident analysis, defensive driving techniques, training and a final road test.
At any point during the review process, if the driver is deemed unsuitable for service, he
or she will be dismissed.

Safety Inspections
All Total Transit operators and drivers will conduct a daily pre-trip vehicle inspection of
their assigned vehicles prior to beginning the shift service. Operators will complete the
Pre-Trip Inspection Form on a daily basis, noting any deficiencies of the vehicle, and
reporting them immediately to the operations supervisor or maintenance team. Vehicles
failing the inspection shall not be used until deficiencies are corrected.
All practices, materials, supplies and equipment will comply with applicable Federal
Occupational Safety and Health Act (OSHA), and pertinent federal, state, and/or local
safety or environmental codes. Total Transit will comply with applicable FTA Rules and
Regulations (Chapter 49, CFR Part 655), as amended from time to time, for the
prevention of alcohol and prohibited drug misuse in transit operations. Total Transit will
provide the RPC, and all Total Transit employees involved with transit operations, a
copy of its policies and procedures for compliance with applicable federal drug laws.
Total Transit will comply with random drug and alcohol testing requirements at all times
and on a quarterly basis, and provide a summary of all test results to the RPC. The
personnel reports and information contained therein will be limited to that information
permitted to be transmitted to the RPC by federal and state privacy laws, and will be
protected by the RPC to the fullest extent allowed by law.

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High-Risk Conditions
The RPC team acknowledges that high risk situations may occur from time to time
within the SCRA. These high-risk situations include, but are not limited to:

 Seasonally high water.


 Flash flood and monsoon-related high water conditions.
 Wildfire conditions.
 Freezing weather/snow/ice.
 Drought/heat/distressed visitors.
 Wildlife hazards.

The RPC is committed to operating a system that has the highest safety standards and
will operate conservatively should changing conditions be present.
In general a hazardous situation (of any kind) that is observed by a tram operator will be
immediately reported to the Operations Project Manager (or their designee) using the
tram’s onboard communications equipment. The Operations Project Manager will then
relay the specific information regarding the hazard to the appropriate emergency
services agency and the USFS. The appropriate contact information for all emergency
services providers will be added to the System Safety Program Plan (SSPP) and will be
available to operators at all times. Appendix D.2
In all cases, should the operations project manager (or their designee) feel that weather
or other safety conditions warrant the temporary discontinuation of tram service, they
are authorized to recall the trams from service.
In addition to this general overview, the following sections detail specific considerations
for some of the anticipated high risk conditions that may arise in the canyon.

Seasonally High Water


Seasonally high water generally is associated with snowmelt runoff in the spring
months. The vented drainage crossings are inundated during this period and may
exceed the maximum flow depth which permits the safe operation of the tram sets. The
tram sets are constructed with a frame that is 9 inches or greater above ground
elevation, limiting operations to periods when the maximum depth of flow is less than 9
inches over the vented crossings. Flow depths greater that 9 inches will be considered
“high water conditions.”
As flow depths during periods of seasonally high water fluctuate relatively slowly, the
depth of flow will be observed daily at vented crossing #1, by the Operations Project
Manager or their designee, prior to the departure of the 9 a.m. shuttle trip and
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throughout the day by the drivers. As an aid to determining the depth of flow, RPC
proposes to affix a raised pavement marker (or other indicator acceptable to USFS) to
the pavement surface at the point where the limits of flooding at vented crossing #1
match a 9-inch depth of flow across the most constricted vented crossing. If the
pavement marker is inundated by flow at crossing #1, tram operations will not continue
above Stop #2 until flow recedes to a point that the indicator is no longer submerged.
The Bear Canyon shuttle will be similarly evaluated. However, the vented crossing on
NFSR 100A has a greater flow capacity due to the broader width of that crossing.

Flash Flood and Monsoon-Related High Water Conditions


Southern Arizona experiences seasonal monsoonal conditions beginning in June and
extending until the end of September. During the latter portion of the monsoon season,
and throughout October, the region is also occasionally affected by dispersing
hurricanes originating in the Pacific and Gulf of California. This season can often
provide the majority of the region’s annual precipitation. The storms during this season
are frequently of high intensity and may produce flash flooding within SCRA, in both
Sabino Creek, as well as the tributaries which cross Upper Sabino Canyon Road.
Anecdotally, in 1985, Mr. DeGrood, the RPC’s Operations Manager, personally required
evacuation assistance due to high flows in Sabino Creek while on a search and rescue
mission with Southern Arizona Rescue Association. The RPC is well aware of the risks
which may be present as a result of monsoon flash flooding.
The RPC will monitor the National Weather Service for the issuance of Flash Flood
Warnings and Flood Watch conditions. Should a Flash Flood Warning be issued, all
trams will be recalled from Upper Sabino Canyon. Effort shall be made to advise other
users of Sabino Canyon of these conditions using the on-board speaker system. Should
non-ticketed users of Sabino Canyon request transportation out of Upper Sabino
Canyon at a shuttle stop, they will be accommodated at no cost on a space-available
basis. Tram operations above Shuttle Stop #2 will not be resumed until the Flash Flood
Warning has expired, and the Operations Project Manager (or their designee) has
determined that high water conditions are not present and the threat of heavy rainfall in
the Sabino watershed has subsided. At the discretion of the Operations Project
Manager, tram operation between the Sabino Canyon Visitors Center and Shuttle Stop
#2 may continue, should conditions permit.
Should the National Weather Service issue a Flood Watch, passengers on the tram will
be so advised, and informed of the possibility of changing conditions and that the tram
will cease service should the National Weather Service issue a Flash Flood Warning.
Throughout the monsoon season, the pre-departure passenger briefing will include
information on seasonal flood hazards.

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Wildfire Conditions
The RPC shall adhere to all USFS directives in the event of wildfire including any
closures due to the threat of wildfire.
Should the initial stages of a wildfire be observed by an operator or other member of the
RPC operations, it will be reported to the USFS in the most expeditious fashion
available. Absent a directive by the USFS, should a wildfire be present near the shuttle
route, all trams will be recalled until the situation has been resolved.

Freezing Weather/Snow/Ice
In the event that ice or snow is present on Upper Sabino Canyon Road, shuttle service
will be discontinued.
During freezing weather conditions, Upper Sabino Canyon will be evaluated for the
presence of ice on the roadway prior to the first shuttle departure. If weather conditions
improve during the course of the day, service may commence at the discretion of the
Operations Project Manager (or their designee).
The shuttle may continue to operate during snowfall so long as the roadway is clear of
snow and ice. Once snow begins to accumulate on Upper Sabino Canyon Road, shuttle
service will be discontinued and the trams recalled.

Drought/Heat/Distressed Visitors
It shall be standard practice for the trams to carry a limited supply of water for use by
tram operators and Sabino Canyon visitors in distress. In the event a Sabino Canyon
visitor is in distress and requests transportation, it will be provided without requiring the
purchase of a ticket, provided space is available on the tram. The tram operator will
render all reasonable assistance possible and will request emergency services as
appropriate. Assistance rendered to visitors in distress shall be reported to the USFS as
a part of the RPC’s monthly reports.
All operators will have training on blood-borne pathogens and the use of Automated
External Defibrillators (AED’s). All trams will be equipped with basic first aid kits and
AED’s.

Wildlife Hazards
As a part of pre-departure announcements, shuttle passengers will be briefed on any
wildlife hazards (i.e. Mountain Lion or Bear), as requested by the USFS.

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PART VII: HOLDER ADVERTISING


Rooted in the local community, RPC anticipates significant opportunity to leverage
advertising opportunities for this project. The standing of project partners in the
community is unparalleled and the contributions are significant. Some of the partners
and their degree of reach into the community include:

 Investment and partnership from TEP, one of the area’s largest employers.
 RPC management by PAG whose board is made of up government
representatives from all the local jurisdictions and tribes in the area.
 Regional Transportation Authority’s involvement which allows for integration of
transit service to Sabino Canyon into the existing transit network.
 Commitment of advertising support from Visit Tucson, the local tourist and
visitors bureau.
Making the shuttle service more attractive and accessible is our primary goal. Even a
highly polished and produced marketing campaign will fail without a quality product. Our
number one opportunity to both retain current customers and attract new ones will be to
present a quality service to the large volume of visitors already frequenting the Canyon.
High-quality electric vehicles, well-trained and friendly staff, and an informative and
attractive interpretive program will immediately appeal to those familiar with our service,
and hopefully attract visitors who chose not to ride the service in the past.
In addition to the draw of a good product, the following marketing strategies will be used:

 Attract new visitors with advertising on Sun Tran and Sun Shuttle buses, outdoor
recreation focused publications, outfitter stores and at the facilities of all
collaborating organizations.
 Provide marketing materials to Visit Tucson and Tucson’s Convention and
Visitors Bureau for inclusion in their tourism campaigns.
 Target marketing of new interpretive programs to groups/organizations that cater
to specific topic areas. For example, the RPC could create an interpretive
program on historic features of the canyon and work with Tucson Historic
Preservation Foundation (THPF) to market to their preservation tourists. Each
October the THPF draws more than 2,000 out-of-town tourists to their Tucson
Modernism Week.
 Shift marketing in off season.
 Offer evening rides, such as full moon rides, especially during summer months.
 Offer special event rides to existing picnic areas for events such as family
reunions.

70 
 
 

Because of the generous investment by TEP, electric tram sets will be deployed on the
Sabino Canyon Run. The electric tram sets are proposed to have a unique livery, as
depicted in Exhibit II (Section I, Part IV). The TEP logo will be integral to the overall
livery and branding of the vehicles.
Total Transit must also be identified on all vehicles (tram sets and fuel burning fleet)
together with its USDOT number. This will be added at the rear of the vehicle in a
manner similar to the existing markings employed on the Sun Shuttle vehicles (see
below).

Location of USDOT information on the shuttle

Onsite advertising at the SCRA will be limited to signage at the shuttle boarding areas.
At the Visitor Center, signage will direct passengers to purchase tickets at the Visitor
Center and where to wait for boarding. The boarding area at the intersection of National
Forest System roads 100 (Upper Sabino Canyon Road) and 100a (Lower Sabino/Bear
Canyon Road) will identify the tram schedule, and direct passengers to purchase tickets
at the ticketing kiosk. All signage will be erected on u-channel posts with engineering
grade retroreflective material on aluminum sheeting. Signage designs will be submitted
to USFS for review and approval prior to installation.

71 
 
 

Offsite advertising is expected to focus on the electric tram sets operating in Sabino
Canyon and the transit connections to reach the SCRA. Advertising will bear the
required “equal opportunity provider“ language and the service within Sabino Canyon
will be identified as within the Coronado National Forest. The advertising will also make
it clear that the services are not managed by the USFS.

PART VIII: COMMUNICATION SYSTEMS


The RPC recognizes the need to have reliable communications between its vehicles
and management team. The RPC proposes to implement cell phones with push to talk
capability as a primary system and on-board tablets with texting and calling capabilities
as a secondary. This combined with GPS tracking will maintain continuous
communication with all shuttle operation vehicles.
For improved communications and to maintain a strong Internet connections on the
shuttle vehicles, Total Transit proposes to install the Wilson weBoost Drive 4G-X Cell
Phone Booster Kit – 470510, and tablets will ensure the seamless access to both audio
narration and mobile ticket sales systems anywhere along the shuttle route. Additionally,
the tablets will ensure that the interpretive programs can be viewed on board the shuttles
for those who are either unable or uninterested in using the audio program.

 Boosts 3G & 4G LTE for any vehicle.


 Works for all phones & cellular devices, all major U.S. carriers.
 Complete kit: all parts included, easy install.
 Most powerful car signal booster.
 Better talk, text & internet guaranteed.

72 
 
 

Section 2:

TRANSITION PLAN

73 
 
 

Transition Plan Table of Contents


PART I: Overview .......................................................................................................... 75
PART II: Interim Operations .......................................................................................... 76
PART III: Timeline ......................................................................................................... 85

74 
 
 

PART I: OVERVIEW
The Regional Partnering Center (RPC) is fully prepared to provide an organized
transition of the Sabino Canyon shuttle service if successful in securing the USFS
permit through this opportunity. The planning for a transition is aimed at achieving a full-
service shuttle system in a reasonable time that meets all the design features and
requirements of the prospectus. The transition planning proposed here is divided into
three (3) primary phases, within which there are distinct activities that need to happen
simultaneously in three (3) primary areas: administrative/operational activities; Sabino
Canyon facilities considerations, and the vehicle fleet considerations.
It is important to note that the timeline attached is based on the assumption that the
completion of all necessary documentation and financial agreements to fully activate the
permit with the USFS will take place shortly after the award decision is made. This
action is the most critical step in activating the project, and all dates assigned to each
phase of the attached timeline will shift according to when this occurs.
In Phase I, significant administrative/operational activities are planned that will start as
soon as the award is formally executed. Similarly, any proposed improvements and/or
development of the Sabino Canyon facilities and the maintenance facility will be
concentrated in this phase.
Phase II begins in July 2018 and is the proposed start time for interim shuttle service,
providing all Phase I permit activation and contracting activities are smoothly executed.
Phase II visitors will begin to see the integration of the ticket sales with onboard and
online ticket sales. The expanded interpretive program will continue its development
during this time. At the heart of the RPC proposal is the development and integration of
electric vehicles into the shuttle service in Sabino Canyon, and much of the
development and final testing of these vehicles will take place during Phase II. The
anticipated vehicle delivery schedule for these vehicles was prepared by Trams
International and is included in Appendix B.5.
Phase III marks the period when the full operation of the new shuttle system using
electric vehicles, and the individually automated, expanded interpretative program, will
begin in Sabino Canyon.
Part II of this section describes the interim operations in more detail, and Part III is a
phased timeline with more information regarding the anticipated steps for each phase.

75 
 
 

PART II: INTERIM OPERATIONS


The interim operations of the Sabino Canyon shuttle is the focal point of the transition
planning. While it’s true that significant activities need to take place to get to the point
where new shuttle operators are interfacing with the public in the canyon, RPC
understands that a completely successful transfer of the shuttle service operations will
be measured by the degree to which interim operations run smoothly on day one.
Phase II of the proposed Transition Plan includes the beginning of the interim shuttle
service operations and is currently planned between July 2018 and December 2018.
More detail regarding staffing, motor vehicles, shuttle scheduling and stops, and
payment options during this period are outlined below:

Staffing
All proposed supervision/management staff from both RPC and Total Transit
Enterprises are already identified and will be working on this project starting in Phase I.
By Phase II when interim operations begin, they will be actively engaged. Some drivers
and maintenance staff also will be hired and trained during Phase I to ensure that
interim shuttle service operations will cover a minimum of eight trips per day.
The following Personnel Organizational chart identifies the project staff and their
relationship to each other.

76 
 
 

During Phase I, in preparation for interim operations, staff will be recruited, pre-
screened and trained. While the full description of this screening and training
requirements for the proposed full-service shuttle operations is outlined in the Operating
Plan as part of this application, a summary of what will be needed for interim operations
is provided here.

Operator Pre-Screening Requirements


The requirements to operate a vehicle as a Total Transit employee are:
 Possess a current valid driver’s license with no restrictions other than corrective
lenses.
 Have no limitation or restrictions that would interfere with safe driving including,
but not limited to, medical conditions, ignition interlock restriction or prescribed
medication that would interfere with the safe, lawful operation of a motor vehicle.
 Pass an initial 5-panel drug screening.
 Submit to random drug and alcohol screenings.
 Pass a Department of Criminal Investigation (DCI) background check.
77 
 
 

 Pass a child and dependent adult abuse background check.


 Not be identified on the Office of Inspector General (OIG) Excluded Parties List
System (EPLS).
 Be trained in the use of ADA accessible equipment.
 Use passenger restraint devices as required by law.
 Provide assistance to passengers, as needed or requested, particularly for
passengers with mobility impairments requiring assistance in boarding, de-
boarding or securing a mobility device.
 No smoking while in or around the vehicle or while transporting members.
 Not transport passengers while under the influence of alcohol or any drug that
impairs the ability to drive safely.

Training and Education


Upon completing the application process and well before service is initiated, each
driver/provider is trained in the access and use of the system. A comprehensive testing
process is then initiated to test all aspects of the system and to also ensure that the
driver is fully prepared to begin operations. Transportation drivers/providers also receive
training on Total Transit policies and procedures. During regular site visits, inspection is
made of ongoing training records to ensure that the transportation driver/provider is
continually performing the required annual training and upholding our stringent policies
and procedures.
Total Transit also requires ongoing education and training for drivers and management
staff. This training includes:

 ADA Sensitivity Training.


 Safety Training.
 Driver Training.
 Customer Service Training.
 Ongoing training and retraining as required on many subjects designed to ensure
our drivers are as successful as possible in the industry.

The proposed Specialized Training on the MODEL 6000E-HD / 2105 Electric Trams, to
be done by Trams International, also will take place during this interim period to prepare
personnel for the integration of the electric vehicles in Phase III.

78 
 
 

When peak season begins in Phase III (proposed to start in January 2019), the
remainder of needed drivers will be trained and hired to operate the full-service
schedule.

Type and Number of Motor Vehicles


During Interim Operations, RPC will use up to four (4) late model diesel or gas-powered
cutaway transit vehicles. These transit vehicles are manufactured as bus vehicles and
have either 15- or 24-passenger capacity.
The fuel-burning fleet will consist of a mix of diesel-powered 2013 or newer Eldorado
Aerolite 24-passenger cutaway transit vehicles (Ford F-550 XL 6.7 L V-8) and 2013 or
newer gasoline powered Starcraft Allstar 15-passenger transit vehicles (Ford E-450 6.8
L V-10). All vehicles are lift-equipped with two-wheel positions.
The proposed fuel-burning fleet vehicles are currently in revenue service with Sun
Shuttle, operated by Total Transit and will be rotated to Sabino Canyon from the RTA’s
reserve fleet of shuttle vehicles. The RTA is currently commissioning new vehicles to
enable this transition. This ensures that the vehicles will be delivered and ready to run in
the proposed time frame.
Starting in Phase III, once the full-service shuttle system begins operating, these same
transit vehicles also will be part of the fleet, and will be employed on the Bear Canyon
route and the offsite Sun Shuttle service between Udall Park and the Sabino Canyon
Recreation Area (SCRA).
All cutaway vehicles will be equipped with communication systems to allow drivers to
communicate directly with passengers via a public address system, within the enclosed
passenger cabin.
The cutaway vehicles also are equipped with cabin air conditioning for the comfort and
safety of passengers.

Design Features of Interim Fleet


All of the vehicles planned for the interim operations period will meet the required
design features outlined in the prospectus including features related to: exhaust
systems; safety; noise; cultural resource protection; scenery management
considerations; accessibility; water quality and wildlife.

Exhaust Systems
 All fuel-burning vehicles in the proposed fleet will meet all Arizona Department of
Environmental Quality street-legal motor vehicle emissions standards for the

79 
 
 

model year and vehicle class, gross-vehicle weight or other applicable


classification.
 The fuel-burning, non-diesel powered motor vehicles will be equipped and
operate with a functional three-way catalytic engine exhaust after-treatment
system as provided by the motor vehicle manufacturer. Further they will be
compliant both with Arizona Department of Environmental Quality exhaust
emission requirements and will be On Board Diagnostics II-equipped as provided
by the equipment manufacturer.
 The fuel-burning, diesel-powered motor vehicles will be U.S. Environmental
Protection Agency Tier 2, 3 or 4 emissions-compliant (per
https://www.epa.gov/emissionstandards-reference-guide) and otherwise factory-
compliant with On Board Diagnostics II, as well as equipped and operated with a
functional diesel oxidation catalyst exhaust after-treatment system as provided by
the motor vehicle manufacturer. These vehicles will be operated only with on-
highway, ultra-low sulfur diesel fuel.
 Proof of motor vehicle inspections and emissions compliance with Arizona
Department of Environmental Quality standards will be provided to the USFS
annually.

Safety
 The Sabino Shuttle system motor vehicles will be designed to operate on public
roads and falls into the bus class, as defined by the National Highway Traffic
Safety Administration.
 All Shuttle system motor vehicles will fully comply with the Federal Motor Vehicle
Safety Standards for the vehicle class, allowable speed range and gross vehicle
weight rating of the particular motor vehicle used.

Noise
All shuttle system vehicle noise from proposed vehicles will comply with 23 CFR 772.11,
Table 1 of the Prospectus. Further, all shuttle system vehicle noise will meet the
requirements in:

 Activity Category C for shuttle system riders while occupying a shuttle vehicle at
the center of the shuttle system vehicle passenger area, and
 Activity Category A for all visitors in Sabino Canyon Recreation Area who are not
riding a shuttle system vehicle.

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Cultural Resource Protection


 Shuttle system cutaway transit vehicles will be able to negotiate the curves and
width restrictions in the Sabino Canyon Recreation Area without touching any
constructed roadside or vented low-water crossing features. This has been
demonstrated off-site using a 24-passenger cutaway transit vehicle within a
demonstration area at the Total Transit Enterprises Tucson Maintenance Facility.

Scenery Management Considerations


 The colors of the designed vehicles for the shuttle system will be neutral earth
tones that blend into the Sabino Canyon landscape and will be approved by the
USFS.

Accessibility
 Shuttles will meet all applicable provisions, including appendices and figures, of
the U.S. Department of Transportation’s Americans With Disabilities Act
Accessibility Specifications for Transportation Vehicles, 49 CFR Part 38.
 All fuel-burning transit vehicles will be lift-equipped and have capacity for up to
two (2) wheel chairs.

Water Quality
 Shuttle system vehicles will be visually inspected daily for oil, gas and other fluid
leaks, and inspection results will be maintained in a log that is available for USFS
review. Leaking vehicles and vehicles with internal fluid drops visibly present will
be removed from service until fully repaired.

Wildlife
 Shuttle system drivers will yield to wildlife crossing roads along the route.
 Noise from interpretive messages and in-motion shuttle system vehicle operation
will be minimized to lessen disturbance to wildlife in Sabino and Bear Canyons.

Maintenance Facility Plan


During the transition period between commencement of RPC operations and when the
existing permittee vacates the maintenance area, the RPC proposes to store its
transition fleet of up to four (4) 22-passenger transit vehicles within the existing USFS
warehouse & maintenance compound south of the Sabino Canyon tram maintenance
area. If USFS cannot support this request, the RPC would request the opportunity to
create a temporary secured parking area at the overflow lot using construction fencing
within the existing disturbed area. Periodic use of one service bay at the warehouse &

81 
 
 

maintenance compound to perform fluids and tire service also is requested. All major
mechanical and service work on the transition fleet will occur at Total Transit’s Tucson
headquarters, located at 829 W. Silverlake Road.
Site development for the permanent operations and maintenance site will occur during
this time as well.

Shuttle Schedules
A minimum of eight trips per day will occur during this interim period, one per hour.
On weekdays, the first shuttle will depart for Sabino Canyon at 9:00AM, and the last
shuttle will depart Sabino Canyon at 4:00PM. On weekends and holidays, the departure
time will be the same, but the last shuttle will depart at 4:30PM.

Sample Off Peak Operating Schedule

82 
 
 

Offsite Public Transit Proposal


In an effort to increase access to the canyon for underserved populations, and to
accommodate more visitors to the Sabino Canyon Recreation Area, we propose the
expansion of the existing Sun Shuttle public transit system by running connecting
circulator buses from Udall Park to SCRA Visitor Center by way of the Loews Ventana
Canyon Resort. This route is 6.1 miles, navigating eight (8) traffic signals from Udall
Park to the Loews Ventana Canyon Resort, and 2.7 miles navigating three (3) traffic
signals from the Loews Ventana Resort to the Visitor Center.
This service will begin operations during Winter of 2018-19.
The Sun Shuttle Sabino Canyon connecting circulator buses would operate on 60-
minute headways offset from the Shuttle schedule. The first Shuttle run of the day is at
9:00AM and every half-hour throughout the day therefore, the first connector would pick
up at Udall Park at 7:30AM ensuring passengers would be at the Visitor Center by
8:10AM to catch the 9:00AM Shuttle. The connector would drop off passengers and
depart, returning to Udall Park.

Shuttle Stops
All existing stops will be used during interim operations of the shuttle service on both the
Sabino and Bear Canyon routes.

Development and construction of the proposed new shuttle stop at the intersection of
National Forest System Road 100 and 100A will be done during this interim period also.

Payment Options for Ticket Sales

Onboard and at Visitor Center


With the rollout of interim shuttle service, the RPC will provide for multiple methods of
payment for shuttle riders including the use of credit and debit cards, cash and
electronic payments.
The RPC proposes to contract with the Public Lands Interpretive Association (PLIA) to
sell tickets while doing its normal sales activities at the Sabino Canyon Visitor Center,
with service starting the first day of interim operations, and continuing on a permanent
basis. The Visitor Center will be the primary location for ticket sales at the SCRA.
In addition to the sales at the Visitor Center during the interim period, RPC also will offer
onboard fare payment.

83 
 
 

Payment System
In order to provide for electronic payment of fares either remotely or onboard, in
advance or at the time of travel, RPC proposes the use of either of the versatile and
highly reliable payment systems offered by Verifone or Square. This solution will allow
passengers in the Canyon, and throughout the region, to purchase tickets from a variety
of convenient methods such as via handheld devices, ticketing kiosks and at the Visitor
Center.
Staff will work closely with all the ticket distribution points, and will commit to provide all
use and revenue data to the USFS. Similarly, staff will start using the Sample Use and
Revenue Data form offered in Appendix 2 of the Prospectus during the interim
operations period to be sure that all relevant data is collected.

Enhanced Interpretive Program


One of the significant tasks during the transition period is the development of the
Enhanced Interpretive Program for the proposed shuttle service.
In Phase I of the transition period, RPC will select a vendor for the equipment and
delivery system, based on the research and finalists described in the Operating Plan.
The vendor will immediately begin working with the electric vehicle vendor to determine
the best course of action for integration of the system into the vehicles while they are
being developed.
At the same time, RPC staff will convene partners and collaborators to begin discussion
on the content. A review of the existing content, including the narration and print
materials, will be included in this process. A list of topics for new content development
will be created. Partners and collaborators will be assigned subject matter based on
interest, experience and approval from the USFS, and deadlines will be established.
The goal for this portion of the project is to complete all development activities for the
Expanded Interpretative Program by the beginning of Phase II so that it can be created
in audio format and field tested at the beginning of Phase II.
The systems and partnerships proposed for enhancing the interpretative program in
Sabino Canyon is such that new topics can be identified, approved and developed on a
continuous basis. Sabino Canyon has such a rich diverse natural and cultural
environment, and the possibilities of highlighting these riches are endless.

84 
 
 

PART III: TIMELINE


PHASE TRANSITION ACTIVITY
Administrative/Operations 
 Complete all necessary documentation and financial agreements to activate
Permit with USFS.
 Set up all related accounting and reporting systems.
 Establish agreement with existing permit holder on removal and/or
transitioning onsite maintenance yard amenities.
 Finalize agreement with PLIA for ticket sales in Visitors Center. Seek USFS
approval.
 Execute contract with Trams International for delivery of tram sets.
 Finalize agreements with all project partners, collaborators and
subcontractors.
 Finalize Emergency Preparedness, Staffing, Safety and Security, and
Asset Management Plans.
 Consult with Friends of Sabino Canyon on plan for Shuttle stop relocations
and finalize plan.
 Select vendor and begin development for Expanded Interpretive Program.
 Develop Standard Operating Procedures (SOP) for shuttle and fare
revenue processing.
PHASE I
March 2018


June 2018

Determine Shuttle Run Cut Process (internal, external).


through

 Finalize CSR operating plan for integrated ticket sales. Purchase all
related equipment (voice mail, IVR solution, etc.).
 Hire and Train drivers, mechanic and CSR staff.
 Develop marketing materials and Customer and Public Input and
Response tools in cooperation with the USFS.
Sabino Canyon Facilities
 Work with USFS to establish temporary staging area for operations and
maintenance during transition period.
 Finalize site plan for onsite operations and maintenance facility.
 Complete all utility upgrades for site.
 Determine security needs.
Vehicle Fleet
 Determine possession schedule for full fleet.
 Develop and implement inspections process for fleet.
 Development of Electric Fleet begins.
 Procure Fare Collection Software.
 Develop charging/fueling plan for vehicles.
 Develop Warranty process.
 Test all Tech’s under D&A policy.

   

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Administrative/Operations

 Interim Shuttle Service begins operation with transitional fleet (employing


late model diesel and gasoline “Cutaway” style transit vehicles), existing
shuttle stops and basic interpretive programming on off-season schedule.
 Integrated ticket sales begin with onboard and Visitor Center options
 Transit service begins operation from Udall Center to Sabino Canyon
(weekends and holidays only).
 Specialized training by Trams International staff will begin to prepare
personnel for integration of the electric vehicles into operations.
July 2018 through
December 2018

 Complete all development activities for the Expanded Interpretative


PHASE II

Program. Conduct field test of the system.

Sabino Canyon Facilities


 Site development for operation and maintenance facilities occurs.
 Develop new Shuttle Stop for boarding at intersection of National Forest
System Roads 100 and 100A.
 Finalize utility and communication related infrastructure improvements
to facilitate expanded interpretive program, ticket sales and electric fleet
functioning.
Vehicle Fleet and Maintenance Considerations
 Development of Electric fleet continues.
 1st electric vehicle pair begins commissioning.
Administrative/Operations
 Begin Operation with new Shuttle Stops configuration.
January 2019 through June 2019

 Begin offering Expanded Interpretive Program using new system


equipment and bilingual program.
 Development of additional Interpretive programs on multiple topics.
 Begin operations with full Electric Shuttle Fleet in Sabino Canyon.
PHASE III

Transition fleet retained to operate the Bear Canyon Route and on standby
for mechanical failures and overflow.
 7-day a week offsite Sun Shuttle transit service commences between
Sabino Canyon Recreation Area, Ventana Canyon Trailhead/Ventana
Canyon Resort and Sun Tran’s Udall Park bus stop.
Sabino Canyon Facilities
 Maintain road to operations and maintenance facility.
Vehicle Fleet and Maintenance Considerations
 Conduct regular fleet maintenance.

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July 2019 through


PHASE IV
 Full Service Electrical-Powered Shuttle system operating in the Canyon.
June 2023
 Integrated Ticket Sales and Customer Service in place for Shuttle system.
 Fully Activated Interpretive Programs in several languages on numerous
subjects.

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88 
 
 

Section 3:

BUSINESS PLAN

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Business Plan Table of Contents


PART I: The Business .................................................................................................. 91
PART II: Financial Data .............................................................................................. 114
PART III: Historical Financial Reports for Existing Businesses ................................... 125
PART IV: Supporting Documents ................................................................................ 131

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PART I: THE BUSINESS


Purpose and Goals

What is your purpose in pursuing this business?


The RPC seeks to pursue the Sabino Canyon Shuttle business to improve the efficiency
of the shuttle system in the canyon, enhance the visitor experience, and protect the
natural and cultural resources in Sabino Canyon. The organization is perfectly aligned
to pursue this business based on its structure, mission and goals.
Organized as a 501(c)(3), for charitable, educational, and scientific purposes, the
primary mission of the RPC is to advance policies, practices and solutions to regional
planning, environmental and energy challenges in Pima County (see Bylaws in
Appendix A, section 3). This is accomplished by the Regional Partnering Center
through:
1. facilitating collaborative partnerships between governments, nonprofits and
businesses through a Public Private Partnership (“3Ps”).
2. collectively identifying regional priorities.
3. pooling resources to address those priorities.

Outdoor recreational lands are known to provide neighboring communities with many
direct benefits such as: amenity-driven economic development, increased real estate
values and positive public health outcomes. In Arizona, accessible scenic views,
outdoor recreational opportunities and open space are a major driver of visitor
spending, an important input to the local hospitality, retail, and service sectors.
According to the Economic and Business Center Research Center at the University of
Arizona, Eller College, one study estimated direct spending due to tourism at $19 billion
in Arizona during 2012, supporting approximately 160,000 full-time equivalent jobs
statewide.
Positive economic, social and environmental outcomes for the region are at the heart of
the Regional Partnering Center’s mission, and the Sabino Canyon prospectus offers the
ideal 3P business opportunity at this time.

Define your business goals for the next year and what you foresee five years from
now.
Since incorporation in 2014, the RPC has been working to build partnerships and to
seek new strategic alliances with local governments, area businesses and nonprofits.
By cooperating with regional partners to plan and to identify priorities that align across
organizational boundaries, the RPC identified the Sabino Canyon Shuttle as a priority
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project. This project, with its focus on improved shuttle service and interest in retaining
the rich natural environment and heritage of the canyon, represents the ideal
opportunity for the RPC partners and collaborators to take the next step and move from
regional planning to implementing a solution.
In the last year leading up to this opportunity, the RPC has:

 formalized operating partnerships with Pima Association of Governments (PAG),


the Regional Transportation Authority (RTA) and Tucson Electric Power
Company (TEP).
 identified financial resources and organizational expertise/experience for the
proposed project.

The primary goal for the RPC this year is to work with partners and collaborators to
improve and expand shuttle service in Sabino Canyon and to enhance the visitor
experience. The following organizational chart highlights the structure of the
partnerships for the Sabino Canyon Shuttle system project.

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If successful in securing the Permit for the Sabino Canyon shuttle, the RPC vision for
the next five years includes:

 expanding the region’s transit system to provide transit users with a direct link to
Sabino Canyon.
 improving access to the region’s natural and cultural resources for its
underserved populations.
 expanding the use of electric vehicle (EV) fleets in the region.

Description of the Business

Brief description of the business.

Industry: Community Development, Planning, Diversity

Regional Partnering Center (RPC)


The Regional Partnering Center (RPC) is a 501(c)(3) partnership organization,
incorporated for charitable, educational and scientific purposes. The mission of the RPC
is to advance policies, practices and solutions to regional planning, environmental and
energy challenges in Pima County. Further it aims to improve quality of life in the region
with a nonprofit structure that allows any revenue that accrues through its efforts to be
reinvested into the community. The RPC was originally conceived of by the Regional
Council of the Pima Association of Governments which supports RPC by providing
resources and staff through a Memorandum of Understanding (attached in Appendix A,
section 1 of this application).
The vision for the RPC is grounded in community development principles that:

 promote active and representative participation enabling all community members


to meaningfully influence the decisions that affect their lives.
 engage community members in learning about and understanding community
issues, and the economic, social, environmental, political, psychological and
other impacts associated with alternative courses of action.
 incorporate the diverse interests and cultures of the community in the
planning processes.
 commit to using the full range of action strategies to work toward the long-term
sustainability and well-being of the community.

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As its name and these principles imply, partnerships are at the core of the RPC.
Similarly, the industries and the strengths of each partner shape the goals, products and
services of the RPC. The primary Operating Partners and their industry, products and
services are:

 Pima Association of Governments


Established in 1970, Pima Association of Governments (PAG) is a nonprofit
Council of Governments (COG), a regional planning organization that serves
member jurisdictions located in Pima County, AZ. PAG facilitates coordination,
cooperation, data development, information sharing and sound decision-making
related to issues that cross jurisdictional boundaries. PAG also serves as the
region’s federally designated metropolitan planning organization (MPO), and it
holds federal planning designations for water quality, air quality and solid waste.
In each capacity, PAG works to ensure the region offers mobility, sustainability
and livability choices throughout its planning activities. Through a range of
federal, state and local contracts PAG manages:
 the Regional Transportation Authority (RTA), a locally funded 20-year
multimodal transportation plan approved by voters in 2006 (see attached
MOU between PAG and RTA).
 a federally required travel demand program to encourage carpooling,
vanpooling, transit, bicycling and walking to reduce air pollutants.
 a Clean Cities program to promote the use of alternative fuels and
alternatively fueled vehicles.

Both PAG and its Clean Cities program are also part of the Fleets for the Future
(F4F), which is a national partnership of regional councils, Clean Cities coalitions
and industry experts aimed at reducing incremental costs and disseminating best
practices on application, usage and procurement strategies for selected
alternative fuel vehicles and related infrastructure.

 Regional Transportation Authority (RTA)


Established through enabling state legislation in 2004, the Regional
Transportation Authority was created to develop a 20-year regionally funded
transportation plan. The RTA plan and a ½-cent transaction privilege tax were
approved by voters in 2006 and includes projects to widen roadways, expand
transit services, improve safety, and enhance our environment and economic
vitality. To date, over 800 projects have been completed.
The RTA also manages the region’s Sun Shuttle transit system of shuttles and
dial-a-ride services.

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 Tucson Electric Power Company (TEP)


Tucson Electric Power’s support is critical to the success of this project. TEP
delivers safe, reliable and sustainable power to nearly 422,00 customers in and
around Tucson, including the SCRA. TEP and its parent company, UNS Energy
Corp., are subsidiaries of Fortis, Inc., Canada’s largest investor-owned gas and
electric utility holding company.
TEP has generously offered to provide funds to support the purchase, operation
and maintenance of five all-electric shuttles, as described in more detail later in
this proposal. TEP’s contribution – which comes from corporate resources, not
customers’ rates – reflects its commitment to improve our local quality of life.
The Memorandum of Cooperation between RPC and TEP is attached in
Appendix A.2.
TEP’s support will allow the RPC to provide sustainable, affordable transportation
to the nearly 1 million people who visit the SCRA each year. It also helps us
promote the value and efficiency of electric vehicles, which can contribute
significantly to a more sustainable future for our community.

Briefly describe your knowledge of this industry.


With representatives from government, business and the nonprofit sectors woven into
all facets of the organization, RPC brings a diverse, community-based approach to this
project. This organizational structure allows for cross-sector partners and collaborators
to come together to address regional issues with the breadth and depth of experience/
expertise that a single sector lacks. Given that Sabino Canyon is a nationally
recognized natural and cultural asset, successfully integrating a shuttle system requires
a broad base of knowledge, diverse partnerships and the ability to:

 accommodate diverse visitor needs.


 understand and emphasize the rich environmental and cultural aspects of the
area.
 deliver a state of the art, professional shuttle service that emphasizes and
conserves the ecosystem in which it operates.

Grounded in RPC’s community development approach, and leveraging the industry


experience/expertise of its partners, the RPC brings the right mix of the following three
(3) industries to Sabino Canyon. These industries are: Public Transit Planning and
Services, Sustainability and Energy. A summary of the expertise of the Operating
Partners and Collaborators by industry follows:

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Industry: Public Transit Planning and Services

PAG and the RTA


As RPC’s managing partner for the proposed Sabino Canyon Shuttle system, PAG has
been involved in public transit planning, finance and operations since 2006 when voters
approved a half-cent sales tax authorizing funding of the RTA plan. At over $500 million,
the RTA plan’s transit element comprises a broad-reaching regional commitment to
enhance public transportation in Pima County. Project funding from the RTA has
expanded the Sun Tran fixed-route system, helped finance the development and
operation of the Sun Link modern streetcar system, a 3.9-mile route linking downtown
Tucson with the University of Arizona, and paid for operations of the Sun Shuttle fixed-
route and Americans with Disabilities (ADA) Dial-a-Ride service operating in the county.
PAG staff has extensive backgrounds in project development, start-up and
management, project financing, procurement, engineering, contract and grant
management, budgeting and oversight.

Total Transit
Total Transit Enterprises (Total Transit), an Arizona-based transportation and transit
company, has been in business for nearly 34 years. Their mission is: dedication to
providing innovative solutions to enhance the communities we serve while creating
customers for life.
RPC’s management team currently contracts with Total Transit, a local Arizona
transportation company, for the provision of Sun Shuttle fixed-route and ADA Dial-a-
Ride service. If selected for this effort (and as approved by the USFS), RPC will contract
with Total Transit to operate the Sabino Canyon Shuttle as well.
Industry: Sustainability

PAG
In addition to the federal designations as the region’s water quality planning agency,
lead air quality planning agency, and the solid waste planning organization, PAG has
integrated sustainability and livability into all aspects of its activities. From transportation
and environmental infrastructure planning to programs that support carpooling, biking and
reducing air emissions, PAG has a wide range of expertise in promoting and supporting
environmental, economic, sustainability and social engagement in the region.

TEP
TEP’s dedication to service extends beyond providing safe, reliable power. For more
than 125 years, TEP has been committed to improving the quality of life in the
communities it serves. TEP’s volunteer in-kind and financial contributions have

96 
 
 

significant, measurable impact in the Tucson community. TEP contributes about $1.5
million annually to local nonprofit groups from corporate resources, not customers’
rates. These contributions are directed to hundreds of local charities through a
deliberative process that seeks to maximize benefits in three chosen impact areas;
education, the environment and community assistance. Among those beneficiaries, TEP
is committed to helping protect Arizona’s delicate desert ecosystem by working with
environmental and wildlife groups. For example, ongoing efforts include the eradication
of invasive buffelgrass in Sabino Canyon through partnerships with Sky Island Alliance
and Friends of Sabino Canyon. TEP’s investment in this project will assist the RPC in
demonstrating the sustainability and adoption of electric vehicles for future regional and
transportation planning efforts.

Public Land Interpretive Association (PLIA)


The Public Lands Interpretive Association (PLIA) is a 501(c)(3) not-for-profit educational
organization whose mission is to inspire and educate the public about the natural and
cultural heritage resources of America’s public lands. Incorporated in 1981 and
headquartered in Albuquerque, N.M., PLIA operates bookstores in visitor centers and
other facilities of the Bureau of Land Management, the USDA USFS and the U.S. Fish
& Wildlife Service. The association sales outlets are located in Arizona, New Mexico
and Oklahoma. PLIA also provides visitor information and concierge services to the
Valles Caldera National Preserve and operates campgrounds in Kaibab National Forest
in northern Arizona. At www.publiclands.org, PLIA offers recreational information on all
public lands in the Western states and an educational slide show on the history of public
lands. For this effort, PLIA has agreed to contract with the RPC for ticket sales at the
Sabino Canyon Recreation Area Visitors Center.

University of Arizona (UA) College of Science


The University of Arizona College of Science is a world leader in teaching, learning and
discovery. As a trailblazer in the fields of astronomy, ecology, evolutionary biology,
geology, hydrology and tree-ring research, the College of Science has established an
international reputation for excellence. Facilities managed by the College of Science –
such as Biosphere 2, Tumamoc, Flandrau Science Center, UA Science Mt. Lemmon
SkyCenter, the Mirror Lab, and the Laboratory of Tree-Ring Research – provide a
strong foundation for the collaborative promotion of all Tucson-area geo-tourism
attractions.
One such collaborative effort led by the UA College of Science includes the production
of the Mount Lemmon Science Tour app, which engages users with the surprising
natural science of southern Arizona, from the Sonoran Desert to the "Sky Island"
mountains. Along with the audio tour, the app also includes informative slide-shows and
videos that visualize the science. Through science stories, the Mt. Lemmon Science
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Tour brings the wonders of this region alive. The app has had over 150,000 downloads
since its launch in November 2015. The UA College of Science will assist with the
content development for the Interpretive program in the Canyon.

Friends of Sabino Canyon


The Friends of Sabino Canyon (FOSC) is a 501 (c)(3) nonprofit organization that, for the
23 years since its founding in 1993, has raised funds to preserve, protect and enhance
Sabino Canyon. FOSC works in partnership with the USFS, and has agreed to serve as
collaborators on the proposed RPC project.

Coalition of Sonoran Desert Protection


In 1997, the cactus ferruginous pygmy-owl received federal protection under the federal
Endangered Species Act (ESA) which spurred over 40 conservation and neighborhood
groups to come together to form the Coalition for Sonoran Desert Protection. The
Coalition’s mission is to achieve the long-term conservation of biological diversity and
ecological function of the Sonoran Desert through comprehensive land-use planning,
with primary emphasis on Pima County’s Sonoran Desert Conservation Plan. The
Coalition is a regional leader in virtually every conservation issue in Pima County,
including development of Pima County’s Multi-Species Conservation Plan and other
jurisdictional Habitat Conservation Plans; the preservation of Sonoran Desert wildlife
linkages; water resource planning and policy; riparian habitat protection, restoration,
and mitigation; and smart planning for renewable energy development. The Coalition
has agreed to collaborate with RPC on this effort, to consult on topics for the interpretive
program, and to assure that the project keeps the rich, diverse natural environment of
Sabino Canyon at the center of its operations.
Letters of Support from Collaborators are included in Appendix A.2 of this application.
Industry: Energy

TEP
TEP delivers safe, reliable power to nearly 422,000 customers in the Tucson
metropolitan area and is a local leader in community service, volunteerism and
economic development efforts. TEP and its parent company, UNS Energy Corp., are
subsidiaries of Fortis, Inc., Canada’s largest investor-owned gas and electric utility
holding company.
Given its role and 125-year history in the Tucson community, there is not a more
qualified, reliable partner to support the RPC in demonstrating the sustainability and
viability of electric vehicles.
TEP brings its industry expertise and financial support to this partnership.

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Trams International (TI)


TI is a company whose total focus is the design, manufacturing and marketing of the
world’s largest product line of tram equipment. TI has learned the tram business from
the point of view of an operator. Its parent company, Bus Services Corp. (BSC), has
been a contract operator of electric-powered trams and trolleys. For over a decade,
BSC has put its valued experience to good use and applied it to the design of its
extensive tram product line. It offers trams powered by a wide selection of fuels
including CNG and electric. TI’s key staff and design team have been designing large
passenger capacity, commercial vehicles for over a quarter century. TI’s team members
first identified the many advantages of electric propulsion twenty-five years ago which
led to the development of purpose-built electric shuttles, buses, delivery vans and
trolleys in the 1990s. Some of the advantages of electric propulsion engine including 90
percent energy efficiency and a torque curve that generates almost full torque at very
low RPMs are what make the electric motor ideal for use in Sabino Canyon.
TI will be the vendor of the electric vehicles for this project.

List the products and services you will provide.


Through this business opportunity, the RPC will provide the following products and
services:.

 Sabino Canyon Shuttle management, service planning, operations and


maintenance.
 innovative and advanced electric vehicle technology.
 interpretive program development, management and maintenance.
 customer service and integrated ticket sales.
 marketing.
 management and operations of new transit services from Udall Center to Sabino
Canyon Shuttle.
 Open and collaborative partnership with the USFS and community collaborators.

A complete description of each of these is detailed in the Annual


Operating Plan herein.

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Legal Structure

How is your company legally organized?


The Regional Partnering Center (RPC) was formed and organized as a nonprofit
exempt organization under section 501(c)(3) of the Internal Revenue Code.

Why is this legal organization most appropriate for your business?


Organized exclusively for charitable, educational and scientific purposes, the RPC
intends to advance community-based policies, practices and solutions to regional
planning, environmental and energy challenges in Pima County. The intent of the
organization is to collect donations from partners and redistribute any profits that are
produced by the organization back into the community. The nonprofit status best
matches the organizational mission and the goals of this project.
Does your operation require a state registration number? YES __X__ NO ____ If
``Yes,'' please include a copy of the registration in the Supporting Documents.

The Articles of Incorporation and the Regional Partnering Center Board of Directors is in
Appendix A, section 3. of this application.
Include any appropriate information, including shareholder or partnership
agreements, in the Supporting Documents.

As a 501(c)3, the Regional Partnering Center does not have shareholders. All project
related Memorandums of Understanding/Memorandums of Cooperation with
Operating Partnefrs, and Letters of Support from Collaborators are included in the
Supporting Documents section in this application.

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Location of Your Business

Describe the planned geographical location of the business and discuss any
advantages or disadvantages of the site location in terms of wage rates, labor
availability, closeness to customers or suppliers, access to transportation, state
and local taxes, laws and utilities. Describe your approach to overcoming any
problems associated with the location.

Planned geographical location.


The RPC administrative office and project management staff is located in downtown
Tucson at 1 E. Broadway Blvd., Suite 401., Tucson, AZ 85701. All project partners and
collaborators, with the exception of Trams International, have a local presence as well.
Daily operations and the Shuttle drivers, maintenance and customer service staff will be
located onsite at the SCRA.
The project site will either be located in the SCRA where the current operator has
facilities, or another site as identified in cooperation with the USFS.

Discuss advantages or disadvantages of the site location.


One of the major advantages of RPC’s local presence is its ongoing relationship with
PAG/RTA and Total Transit. This relationship allows the proposed project to easily
provide transit services to the Canyon if RPC is selected.
RPC’s local presence (and planned onsite operations) also means that it is rooted in the
community in which it serves. Local residents and regular visitors of the Canyon can
access management or operations staff to address any customer concerns.
With offices downtown, RPC administrative staff are also conveniently located near the
USFS offices at 300 W. Congress.

Describe your approach to overcoming any problems.


While it is a major advantage to have both management and operations based in the
Tucson area, any challenges with communications between the downtown
administrative staff and the onsite operations staff will be overcome through: weekly
project meetings, regular public meetings with all project partners and collaborators, and
annual public meetings of the RPC Board. Operational policies and procedures and
staff training will outline protocols for assuring seamless system operations. All modern
technology tools will be employed for daily communications throughout operations, and
all reporting requirements of the project will be followed.

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Market And Customers

Describe your anticipated target market (e.g., age, income, hobbies, regional,
national, international), size of current total market and potential annual growth.

Current Market
Within a unique and unparalleled environment, the SCRA, one of the most popular
tourist areas in Arizona, attracts more that 1 million visitors each year. It is within a 45-
minute drive from most residential areas of Tucson. Current visitors are local residents,
groups of school children, naturalists, ornithologists, and many out of town tourists.
As the USFS analysis indicates, many of the local residents visit one or more time per
week to walk, jog, horseback, bike or ride the shuttle in the Canyon. USFS numbers
(USFS Feasibility Study, 2010) further indicate that approximately 520,000 private
vehicles enter SCRA each year.
With so many visitors already drawn to the service, RPC’s goal will be to enhance the
experience for as broad a cross-section of the population as possible. We strive to
complement, not conflict with, the natural environment and those currently enjoying it.

Potential Growth
According to the Arizona Making Action Possible (MAP) dashboard project,
(https://mapazdashboard.arizona.edu/ ), the growth rate in national park visits in the
Tucson Metropolitan Statistical Area (MSA) was 8.0 percent in 2016, a continuation of
the positive growth from 2013 that broke a four-year trend during which park visits
declined. Similarly, the Economic and Business Center Research Center at the
University of Arizona, Eller College, indicates that the tourism and travel sector showed
a 5 percent growth rate in leisure and hospitality measures, and a 7.8 percent growth rate
in hotel/motel numbers between July 2016 and July 2017. It is anticipated that visits to the
SCRA from both local residents and tourists will continue to grow in the coming years.
RPC recognizes the passion and curiosity that visitors bring to the Canyon on every
visit, whether for the first time or the hundredth. Our goal is to concern ourselves with all
visitors by blending the shuttle experience with the natural environment. With the
addition of quiet, emissions-free vehicles and an expanded interpretive program
proposed for the Shuttle service, we hope to offer a novel experience apart from what
the seasoned canyon traveler might expect. To the first-time adventurer, we hope to be
a seamless and convenient option for exploring the canyon and learning about its many
wonders.
Of the approximately 1 million SCRA visitors today, only about 10 percent choose to
ride the tram each year. Anecdotal evidence suggests that some potential riders are

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discouraged from the unfriendly “cash only” policy of the current operator and the
condition of the 40-year old trams. RPC believes that debit/credit card transactions, and
the appeal of ecologically superior all-electric trams will attract additional riders. In
addition, setting up a second pick up point at the overflow parking lot trailhead, allowing
for “tired” hikers to jump on at designated stops, and selling tram tickets through
multiple outlets will encourage more riders.
Because of the USFS limitations of annual tram trips (6,000 per year) and to
accommodate increased ridership, RPC must increase the number of seats sold per
trip. With the dual stop and multiple ticket outlet requirements, RPC believes that a
scheduling program for ticket sales should be explored. This approach will best
accommodate the USFS requirement and potential ridership growth.
With the new environmental friendly electric vehicles and the expanded payment
options added to the Sabino shuttle service, as well as increased marketing, the RPC is
projecting a 10 percent growth rate in the first year of operation, followed by 3 percent
long-term annual growth rate above the basline 10 percent growth in the first year.

Anticipated New Market


Creating inclusive opportunity is paramount, which is why a primary objective for RPC is
expanding access to the Canyon with transit services from the Udall Recreation Center
and Loew’s Ventana Canyon resort to the Sabino Canyon shuttle. This new transit
service will open the doors to many residents without access to a car, creating a link to
USFS lands that currently do not exist. In the recent Transit Accessibility to Sabino
Canyon study done by the RPC (see Appendix E), results suggest between 38 percent
and 44 percent of total regional population (roughly 1,000,000) can access SCRA in
less than 90 minutes of transit travel time.
Similarly, our interpretive program will be multilingual and culturally relevant, while also
offering options for persons with disabilities. Our vehicles are low floor and ADA
accessible, easing access to all riders.
Finally, our payment system will offer a broad range of options including online, non-
cash payment options on vehicle, increasing opportunities for visitors to access the
system at any point in the Canyon.

Discuss your advertising campaign in terms of how, when, and where you will
advertise, and estimated annual cost.
Making the shuttle service more attractive and accessible is our primary goal. Even a
highly polished and produced marketing campaign will fail without a quality product. Our
number one opportunity to both retain current customers and attract new ones will be to
present a quality service to the large volume of visitors already frequenting the Canyon.

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High-quality electric vehicles, well-trained and friendly staff, and an informative and
attractive interpretive program will immediately appeal to those familiar with our service,
and hopefully attract visitors who chose not to ride the service in the past.
In addition to the draw of a good product, the following marketing strategies will be
employed:

 attract new visitors with advertising on Sun Tran and Sun Shuttle buses, outdoor
recreation focused publications, outfitter stores and at the facilities of all
collaborating organizations.
 provide marketing materials to Visit Tucson and Tucson’s Convention and
Visitors Bureau for inclusion in their tourism campaigns.
 target marketing of new interpretive programs to groups/organizations that cater
to specific topic areas. For example, the RPC could create an interpretive
program on historic features of the canyon and work with Tucson Historic
Preservation Foundation (THPF) to market to their preservation tourists. Each
October the THPF draws more than 2,000 out-of-town tourists to their Tucson
Modernism Week.
 shift marketing in off season.
 offer evening rides, such as full moon rides, especially during summer months.
 offer special event rides to existing picnic areas for events such as family
reunions.

The advertising and marketing budget for RPC’s proposed Sabino shuttle service, is
$35,000.

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Competitive Analysis
The RPC is a unique organization, unparalleled in its structured cooperation of
government, nonprofit and business interests. Each sector is represented by a seat on
the Board of Directors, and all initiatives are based on data- driven regional planning
efforts that collectively identify regional priorities and pool resources to address those
priorities.
This unique aggregation of organizations and resources means the RPC is in a class of
its own. We are not aware of any organization or effort that aims to address the same
broad regional interests (regional planning, environmental and energy challenges), and
is rooted in research and community development principles.
With the breadth of expertise, experience and capital that the RPC brings to the Sabino
Canyon Shuttle project specifically, no comparable competitor exists.
Using the six factors suggested (by the sample business plan in the prospectus) for a
competitive analysis, the following is a summary of the RPC’s image, location, price,
advertising, and service. The uniqueness of the RPC has already been addressed
above.

Image
Through RPC’s partnerships and community-based mission, the proposed operational
approach leverages broad community input. Similarly its business design is in response
to the National USFS Prospectus, the environmental analysis of the existing shuttle
system, and the subsequent public scoping and comments all of which ensure that
RPC’s image and its plan for this project are responsive and positive.

Price
The proposed service aims to maintain prices at or near the current rates while at the
same time increasing amenities and increased access to the canyon via transit service.
TEP’s substantial financial support of the proposed effort enables RPC to offer a
significantely enhanced Sabino Canyon experience at a very reasonable price.

Location
One of the major advantages of this proposal is RPC’s local presence and relationship
with PAG/RTA and Total Transit. This relationship allows the proposed project to easily
provide transit services to the Canyon if RPC is selected.
RPC is rooted in the community in which it serves. Local residents and regular visitors
of the Canyon can access management or operations staff to address any customer
concerns.

105 
 
 

With offices downtown, RPC administrative staff are also conveniently located near the
USFS offices at 300 W. Congress.

Advertising
In conjunction with local community partners, RPC anticipates significant opportunity to
leverage advertising opportunities for this project. The standing of our project partners in
the community is unparalleled and their contributions are significant. Some of the
partners and their degree of reach into the community include:

 partnership and financial contributions from TEP, one of the area’s largest
employers.
 management by PAG whose board is made of up government representatives
from all the local jurisdictions and tribes in the area.
 regional Transit Authority’s involvement which allows for integration of transit
service to Sabino Canyon into the existing transit network.
 commitment of advertising support from Visit Tucson, the local tourist and visitors
bureau.

Service
RPC will significantly improve and expand the existing Canyon shuttle service that
complements and cares for the unique, diverse canyon environment. This will be
accomplished by providing modern technology; local investment, expertise and
experience; innovative solutions and deep community roots.
The proposed Sabino Canyon Shuttle system will be:

 managed by PAG’s experienced staff with a diverse range of technical expertise.


 operated by Total Transit, an experienced transportation/transit provider currently
operating in the region.
 run using newly developed modern-electric vehicles, manufactured by TI.

 equipped with individualized narration systems that shield non-shuttle canyon


visitors from its noise and sounds.
 integrated into other visitor experiences at the canyon by offering a range of
shuttle ticket payment options and including using Public Lands Interpretive
Association (PLIA) volunteers to sell tickets in the Visitor Center.
 highlighting a multi-lingual interpretative program that features a range of topics
about the canyon’s natural environment and rich cultural heritage.

106 
 
 

 capitalized in part through contributions by TEP for acquisition of five all-electric


trams.
 adding new transit options to reach the SCRA, enabling access to Sabino
Canyon by an underserved population of transit-dependent citizens as well as
discretionary riders.

107 
 
 

Management and Organization Experience

List owners and key management personnel and their primary duties. If any key
individuals will not be onboard at the start of the venture, indicate when they will
join the staff.
Through an existing Memorandum of Understanding (MOU), RPC will use PAG staff as
Managing Partner for the Sabino Canyon Shuttle.
This staff includes:
Farhad Moghimi - RPC Officer / PAG Executive Director:
Farhad’s primary duties are to oversees all aspects of PAG and RTA
operations including the development and implementation of annual
operating budget, the five-year regional Transportation Improvement
Program, and Long-Range Transportation Planning for the Pima County
region. He represents the region at various state and federal governmental
functions, public meetings and hearings. He oversees all aspects of regional
planning, programming, infrastructure funding and project delivery activities.
James DeGrood - RPC Officer / PAG Deputy Director:
James’ primary duties are to manage operations for the Regional
Transportation Authority, a 20-year, $2.1 billion voter-approved special
taxing authority for regional transportation improvements. He prepares the
annual budget, oversees the Value Analysis program, prepares RTA Board
meeting materials, oversees transit operations and capital improvements,
negotiates intergovernmental agreements, represents the RTA in the media
and responds to public inquiries about RTA projects.
Rob Samuelsen - RPC Officer / PAG Director of Finance:
Rob’s primary duties are to oversee all aspects of the Finance
Department including all procurement, budget and audit staff. He
manages oversight of a $2.1 billion transportation fund. He oversees
bonding activity for the organization, most recently selling $370
million in bonds to finance transportation-related projects.
The resumes for each of these people are included in Appendix A.4.

108 
 
 

Discuss any experience when the above people have worked together that
indicates how their skills complement each other and result in an effective
management team.
Farhad Moghimi has been the Executive Director for Pima Association of Governments
(PAG) for more than four years, while both James DeGrood and Rob Samuelsen have
been at PAG for more than ten years. All three are involved in the administration of the
organization and work closely together to accomplish the mission of PAG and to
manage the Regional Transportation Authority (RTA).
Established in 1970, PAG is a nonprofit Council of Governments (COG), a regional
planning organization that serves member jurisdictions located in Pima County, Ariz.
PAG facilitates coordination, cooperation, data development, information sharing and
sound decision-making related to issues that cross jurisdictional boundaries. PAG
serves as the region’s federally designated Metropolitan Planning Organization (MPO),
and it holds federal planning designations water quality, air quality and solid waste. In
each capacity, PAG works to ensure the region offers mobility, sustainability and
livability choices throughout its planning activities. Through a range of federal, state and
local contracts, PAG manages:

 the Regional Transportation Authority (RTA), a locally funded 20-year multimodal


transportation plan approved by voters in 2006 (see attached MOU between
PAG and RTA in Appendix A-1c);
 a federally required travel demand program to encourage carpooling, vanpooling,
transit, bicycling and walking to reduce air pollutants;
 Clean Cities program to promote the use of alternative fuels and alternatively
fueled vehicles.

Both PAG and the Clean Cities program it manages are also part of the Fleets for the
Future (F4F) which is a national partnership of regional councils, Clean Cities coalitions,
and industry experts aimed at reducing incremental costs and disseminating best
practices on application, usage and procurement strategies for selected alternative fuel
vehicles and related infrastructure.
Both staff have extensive background in project development, start-up and
management, project financing, procurement, engineering, contract and grant
management, budgeting and oversight.
Regional Transportation Authority (RTA)
Established through enabling state legislation in 2004, the Regional Transportation
Authority was created to develop a 20-year regionally funded transportation plan. The
RTA plan and a ½-cent transaction privilege tax were approved by voters in 2006 and

109 
 
 

includes projects to widen roadways, expand transit services, improve safety, and
enhance our environment and economic vitality. To date, over 800 projects have been
completed.
At over $500 million, the RTA plan’s transit element is a broad-reaching regional
commitment to enhance public transportation in Pima County. Project funding from the
RTA has: expanded the City of Tucson’s Sun Tran fixed-route system by adding night,
weekend and express service; and helped finance the development and operation of
the Sun Link modern streetcar, a 3.9-mile route linking downtown Tucson with the
University of Arizona. While the City of Tucson manages the Sun Tran and Sun Link
services with RTA funding support, services outside of the corporate limits of the City of
Tucson are managed directly by the RTA and branded as Sun Shuttle. The Sun Shuttle
transit system operates a fixed-route service on 11 routes, has three general public dial-
a-ride service areas, and provides complementary para-transit services to a service are
which far exceeds that mandated by the Americans with Disabilities Act (ADA). The
RTA’s FY 2018 transit operations budget exceeds $28 million.
The RTA is an experienced issuer of publicly traded bonds, having issued revenue
bonds in 2011 and 2014, and refunded bonds in 2017. The RTA is rated AA+ by
Standard and Poor’s and AA by Fitch Ratings.
Finally, as requested by the USFS Prospectus for this effort, RPC affirms that
none of the members of the RPC or PAG are or have ever been suspended,
debarred, or otherwise deemed ineligible for an award or contract by the federal
government.

List the advisors and consultants selected for this venture.


The following individuals and organizations have been selected to assist in this venture:
Accountant: For most of the accounting needs, PAG’s in-house accounting staff will be
used. For annual audits RPC will use Heinfeld Meech.
Attorney: Thomas Benavidez at the Benavidez Law Group. Thomas’ law practices
specializes in nonprofits, quasi-governmental agencies, special districts, and
municipalities.
Banker: Stephany Jordan at Wells Fargo
Insurance Broker: Drew Newton at the Mahoney Group. The Mahoney Group
specializes in nonprofits, quasi-governmental agencies, special districts and
municipalities.
Advertising: We will use in-house staff, in cooperation with the USFS.

110 
 
 

Others:

TEP: Mary Jo Smith and Steven Eddy from TEP (Operational Partners of the RPC), are
Project Consultants for the Sabino Canyon Shuttle project. Mary Jo will serve on the
Board of Directors for the RPC (see her attached Bio on Part IV, Section C.), and
Steven will continue to serve as Project Consultant in the development and operations
of the Shuttle Project. The resume for Steven Eddy is included in Part IV, Section D.
Trams International: Newton Moreno from Trams International also will serve as
Project Consultant for the Shuttle project. As developer of the proposed electric
vehicles, he will continue to advise the project on staff training for the vehicles, and
vehicle operations and maintenance once the final vehicle deliveries have been made.

Business References
Carlos De Leon, Deputy Director
City of Tucson, Department of Transportation
P.O. Box 27210
Tucson, AZ 85726-7210
520/791-4371

Amber Smith, Chair


Regional Transportation Authority Citizen Accountability for Regional Transportation
(CART) Committee
2 E. Congress, 6th floor
Tucson, AZ 85701
520/878-8811

Carolyn Campbell, Executive Director


Coalition for Sonoran Desert Protection
738 N 5th Ave #214
Tucson, AZ 85705
520/ 388-9925
Letters of reference for the Regional Partnering Center are included in Appendix A.2 of
this application.

111 
 
 

Personnel

Identify essential employees, their job titles, and required skills. Identify the
source and your plan to recruit essential employees.
As an industry leader in transportation/transit services, the staffing for the day-to-day
operations of the Shuttle system will be provided through a contract with Total Transit
Enterprises (Total Transit).
The following Total Transit employees have been chosen to handle the day-to-day
operations of the proposed Sabino Canyon shuttle service:

 Steve Hamelin - General Manager: As the General Manager for Total Transit’s
Southern Arizona region, Steve is responsible for the successful implementation
of the operations outlined in the Operational Plan, and he will be the primary
contact between RPC and Total Transit.
 Danny Palmer - Operations/Safety Manager: Danny supervises and
coordinates all aspects of Transit Operations and reports regularly and in a timely
manner on all aspects of operations, including route performance, ridership
statistics, fleet maintenance, cashiering, budget performance, and regulatory and
contract compliance.
 Roger Bissonnette - Project Manager: Roger provides onsite management and
ensures the highest quality transportation services are provided in accordance
with applicable contracts and overall Total Transit/Shuttle expectations and
procedures. He manages daily transportation activity and ensures, through
proper dispatch and follow-through, that service goals are achieved.

Discuss any training or retraining that you plan for your employees. Also, discuss
any necessary first-aid certification or recertification, etc.
The full discussion of the training planned for the personnel of the Shuttle system is
included in the Annual Operating Plan in Section 1. The following information is a
summary of the primary screening and training requirements.

Operator Pre-Screening Requirements


Total Transit maintains very high standards for its operators, as is indicated in the
requirements for all vehicle operators. The requirements to operate a vehicle as a Total
Transit employee are:

 Possess a current valid driver’s license with no restrictions other than corrective
lenses.

112 
 
 

 Have no limitation or restrictions that would interfere with safe driving including,
but not limited to, medical conditions, ignition interlock restriction or prescribed
medication that would interfere with the safe, lawful operation of a motor vehicle.
 Pass an initial 5-panel drug screening.
 Submit to random drug and alcohol screenings.
 Pass a Department of Criminal Investigation (DCI) background check.
 Pass a child and dependent adult abuse background check.
 Not be identified on the Office of Inspector General (OIG) Excluded Parties List
System (EPLS).
 Be trained in the use of ADA accessible equipment.
 Use passenger restraint devices as required by law.
 Provide assistance to passengers, as needed or requested, particularly for
passengers with mobility impairments requiring assistance in boarding, de-
boarding or securing a mobility device.
 No smoking while in or around the vehicle or while transporting members.
 Not transporting passengers while under the influence of alcohol or any drug that
impairs the ability to drive safely.

Training and Retraining


Upon completing the application process and well before service is initiated, each
driver/provider is trained in the access and use of the system. A comprehensive testing
process is then initiated to test all aspects of the system and to also ensure that the
driver is fully prepared to begin operations. Transportation drivers/providers also receive
training on Total Transit policies and procedures. During regular site visits, inspection is
made of ongoing training records to ensure that the transportation driver/provider is
continually performing the required annual training and upholding our stringent policies
and procedures.
Total Transit also requires ongoing education and training for drivers and management
staff. This training includes:

 ADA Sensitivity Training.


 Safety Training.
 Driver Training.
 Customer Service Training.
 Ongoing training and retraining as required on many subjects designed to ensure
our drivers are as successful as possible in the industry.

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114 
 
 

PART II: FINANCIAL DATA


This section includes the financial data for the proposed project. It is organized
according to the example outlined in the sample Business Plan contained in the
prospectus and includes the following:

1. Capital-Equipment List
2. Start-Up Expenses
3. Sources and Uses of Financing
4. Three-Year Cash Flow Projections*
5. Start-Up Balance Sheet
6. Three-Year Income Projections*

*Monthly projections included as an electronic file on enclosed CD.

115 
 
 

Capital-Equipment List
This section will help you plan purchases of capital equipment needed to start your
business. Capital equipment is defined as assets which have useful lives of more than
one year. Examples include machines, equipment, vehicles, livestock, tack, gear, and
computers. Describe the equipment the quantity, whether the equipment is new or used
(N/U), the expected useful life, and the cost. This includes equipment purchased from
existing businesses.

Equipment  Quantity  N/U  Life  Cost 


Trams International 6000E-HD and 2105 Trailer 5 N 7 2,467,745
Trams International Spare Drivetrain 1 N 7 49,080
Ford F-450 or Ford F-550 Cutaway Transit 4 U 0 0
Spare Parts 1 N 5 37,383
Maintenance Facility and Yard Improvements 1 N 10 75,000
Utility Upgrades 1 N 20 10,000
Kiosk 1 N 5 25,000
Audio Equipment Set 1 N 5 100,000

Total Cost of Capital Equipment $2,764,208

116 
 
 

Start-Up Expenses
Start-up expenses are the various costs it takes to open your doors for business. Some
of these will be one-time expenditures, whereas others will occur every year.
Item Cost
Total cost of capital equipment 2,764,208
Beginning inventory of operating supplies
Legal fees
Accounting fees (CPA firm’s forecast) 3,500
Other professional fees
Licenses and permits
Remodeling and repair work
Deposits (public utilities, etc.)
Advertising
Insurance (included as a rider under PAG’s policy)
Bonds
Advance permit fees (Environmental baseline study) 5,000
Interpretive Content
Vehicle Transition (wraps for gas/diesel buses to Bear Canyon) 24,000

Total Start-Up Expenses $2,796,708


 

   

117 
 
 

Sources and Uses of Financing


This section is another critical financial forecast. What will be the sources of your initial
financing? The following step of how you will use this financing to buy the assets
needed to open your doors for business is equally important, and will be of major
interest.

Sources of Financing $ Dollars


Investment of cash by partners
Tucson Electric Power Donation 1,500,000
Pima Association of Governments 250,000
Donations of non-cash assets by partners
Tucson Electric Power Utility Upgrade
Four Ford Cutaway buses by the Regional Transportation Authority
Loans by partners

Tucson Electric Power 1,000,000


Pima Association of Governments 46,708

Total Sources $2,796,708


Uses of Financing
Buildings 75,000
Equipment 2,467,745
Spare parts 37,383
Spare drive train 49.080
Audio equipment 100,000
Utility upgrade 10,000
Kiosk and tools 25,000
Vehicle transition 24,000
Accounting 3,500
Environmental baseline study 5,000

Total Uses $2,796,708

118 
 
 

Three-Year Cash Flow Projections*


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
STATEMENTS OF CASH FLOWS
Years Ended June 30, 2019, 2020, and 2021

2019 2020 2021


CASH FLOWS FROM (USED BY) OPERATING ACTIVITIES
Cash received for programs and support $ 3,070,000 $ 1,359,600 $ 1,400,400
Cash received as interest income - - -
Cash received from dividends - - -
Cash received from rental income - - -
Cash received from royalty income - - -
Cash received from other income - - -
3,070,000 1,359,600 1,400,400
Less cash paid for:
Operational expenses (1,002,893) (1,113,300) (1,144,507)
Other expense - - -
Interest expense - - -
1,002,893 1,113,300 1,144,507
Net cash flows from (used by) operating activities 2,067,107 246,300 255,893

CASH FLOWS FROM (USED BY) INVESTING ACTIVITIES


Cash from disposal of equipment - - -
Cash paid for purchases of fixed assets (2,764,208) - -
Cash from (paid for) sale of investments - - -
Cash paid for purchase of investments - - -
Cash paid for investment in land - - -
Cash from sale of investment in land - - -
Cash from (paid to) interorganizations - - -
Cash paid to interorganizations - - -
Cash paid for intangible assets - - -
Cash from related entity loans - - -
Cash paid for related entity loans - - -
Net cash flows from (used by) investing activities (2,764,208) - -

CASH FLOWS FROM (USED BY) FINANCING ACTIVITIES


Change in bank line of credit - - -
Change in checks drawn in excess of bank balance - - -
Cash received from long-term liabilities 1,000,000 - -
Cash paid to reduce long-term liabilities (91,667) (100,000) (100,000)
Cash paid for obligation under capital lease - - -
Net cash flows from (used by) financing activities 908,333 (100,000) (100,000)

NET INCREASE (DECREASE) IN CASH


AND CASH EQUIVALENTS 211,233 146,300 155,893

CASH AND CASH EQUIVALENTS


AT BEGINNING OF YEAR - 211,233 357,533

CASH AND CASH EQUIVALENTS


AT END OF YEAR $ 211,233 $ 357,533 $ 513,426

Non-cash items:
In-kind donations - services - - -
In-kind donations - materials - - -
Equipment financed - - -

*Monthly cash flow projections included as an electronic file on enclosed CD.


119 
 
 

Start-Up Balance Sheet


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF FINANCIAL POSITION
June 30, 2019, 2020, and 2021

2019 2020 2021


ASSETS
CURRENT ASSETS
Checking/savings
Checking $ 211,233 $ 357,533 $ 513,426
Money market - - -
Savings - - -
Total checking/savings 211,233 357,533 513,426

Accounts receivable, net - - -

Other current assets


Advances - - -
Supplies inventory - - -
Total other current assets - - -

TOTAL CURRENT ASSETS 211,233 357,533 513,426

FIXED ASSETS
Equipment 111,463 111,463 111,463
Property 185,000 185,000 185,000
Vehicles 2,467,745 2,467,745 2,467,745
Accumulated depreciation (269,208) (594,822) (920,435)
TOTAL FIXED ASSETS 2,495,000 2,169,386 1,843,772

TOTAL ASSETS $ 2,706,233 $ 2,526,919 $ 2,357,198

LIABILITIES & EQUITY


CURRENT LIABILITIES
Accounts payable $ 7,148 $ 7,282 $ 7,421
Note payables - current portion 100,000 100,000 100,000
Accrued expenses - - -

TOTAL CURRENT LIABILITIES 107,148 107,282 107,421

LONG TERM LIABILITIES


Note payables 808,333 708,333 608,333

TOTAL LONG TERM LIABILITIES 808,333 708,333 608,333


TOTAL LIABILITIES 915,481 815,616 715,754

NET ASSETS
Temporarily restricted net assets - - -
Unrestricted net assets 1,790,751 1,711,303 1,641,444

TOTAL NET ASSETS 1,790,751 1,711,303 1,641,444

TOTAL LIABILITIES & NET ASSETS $ 2,706,233 $ 2,526,919 $ 2,357,198


 
120 
 
 

Income Statement – 2019


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF ACTIVITIES AND CHANGES IN NET ASSETS
Year Ended June 30, 2019

Temporarily
Unrestricted Restricted Total
REVENUES
Sabino Canyon $ 968,000 $ - $ 968,000
Bear Canyon 352,000 - 352,000
Donation 1,750,000 - 1,750,000
Interest revenue - - -
Sales - - -
Net assets released from restrictions - - -
TOTAL REVENUES 3,070,000 - 3,070,000

EXPENSES
Land Lease to USFS 5,000 - 5,000
Transit 424,227 - 424,227
Utilities 15,520 - 15,520
Small Tools and Hardware - - -
Maintenance 11,000 - 11,000
Maintenance Reserve 24,000 - 24,000
Supplies - - -
Facility Rental 10,980 - 10,980
Trash 1,440 - 1,440
Cleaning 10,172 - 10,172
Udall Sun Shuttle Subsidy 69,000 - 69,000
Earbuds 88,000 - 88,000
Software 4,260 - 4,260
Credit Transaction Fee 70,092 - 70,092
Commission to ticket vendors 66,000 - 66,000
Advertising 39,600 - 39,600
Ticket Printing 17,500 - 17,500
Management Fee to PAG 105,600 - 105,600
Insurance - - -
Interest - - -
Legal & professional 5,000 - 5,000
USFS Fee 39,600 - 39,600
Property Tax - - -
Office 1,200 - 1,200
Communications 1,200 - 1,200
Internet Services 2,400 - 2,400
Depreciation 269,208 - 269,208
Amortization - - -
Taxes - - -

TOTAL EXPENSES 1,280,999 - 1,280,999

CHANGE IN NET ASSETS 1,789,001 - 1,789,001


-
OTHER INCOME/EXPENSE -
Gain on sale of asset - - -
Interest income - - -
NET OTHER INCOME - - -

NETS ASSETS - BEGINNING - - -

NET ASSETS - ENDING $ 1,789,001 $ - $ 1,789,001

*Monthly income projections included as an electronic file on enclosed CD.  

121 
 
 

Income Statement – 2020*


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF ACTIVITIES AND CHANGES IN NET ASSETS
Year Ended June 30, 2020
7/31/2019 7/31/2019
6/30/2020 6/30/2020

Temporarily
Unrestricted Restricted Total
REVENUES
Sabino Canyon $ 997,040 $ - $ 997,040
Bear Canyon 362,560 - 362,560
Interest revenue - - -
Sales - - -
Net assets released from restrictions - - -
TOTAL REVENUES 1,359,600 - 1,359,600

EXPENSES
Land Lease to USFS 5,000 - 5,000
Transit 436,953 - 436,953
Utilities 15,520 15,520
Small Tools and Hardware - -
Maintenance 11,330 11,330
Maintenance Reserve 24,720 - 24,720
Supplies - - -
Facility Rental 10,980 - 10,980
Trash 1,440 - 1,440
Cleaning 10,172 - 10,172
Udall Sun Shuttle Subsidy 142,140 - 142,140
Earbuds 90,640 - 90,640
Software 3,360 - 3,360
Credit Transaction Fee 72,193 - 72,193
Commission to ticket vendors 67,977 - 67,977
Advertising 40,789 - 40,789
Ticket Printing 18,025 - 18,025
Management Fee to PAG 108,769 - 108,769
Insurance - - -
Interest - - -
Legal & professional 10,000 - 10,000
USFS Fee 40,789 - 40,789
Property Tax - - -
Office 1,200 - 1,200
Communications 1,200 - 1,200
Internet Services 2,400 - 2,400
Depreciation 325,614 - 325,614
Amortization - - -
Taxes - - -

TOTAL EXPENSES 1,441,211 - 1,441,211

CHANGE IN NET ASSETS (81,611) - (81,611)


-
OTHER INCOME/EXPENSE -
Gain on sale of asset - - -
Interest income - - -
NET OTHER INCOME - - -

NETS ASSETS - BEGINNING 1,789,001 - 1,789,001

NET ASSETS - ENDING $ 1,707,390 $ - $ 1,707,390

122 
 
 

Income Statement – 2021


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF ACTIVITIES AND CHANGES IN NET ASSETS
Year Ended June 30, 2021
7/31/2020 7/31/2020
6/30/21 6/30/21

Temporarily
Unrestricted Restricted Total
REVENUES
Sabino Canyon $ 1,026,960 $ - $ 1,026,960
Bear Canyon 373,440 - 373,440
Interest revenue - - -
Sales - - -
Net assets released from restrictions - - -
TOTAL REVENUES 1,400,400 - 1,400,400

EXPENSES
Land Lease to USFS 5,000 - 5,000
Transit 450,062 - 450,062
Utilities 15,520 - 15,520
Small Tools and Hardware - - -
Maintenance 11,670 - 11,670
Maintenance Reserve 25,462 - 25,462
Supplies - - -
Facility Rental 10,980 - 10,980
Trash 1,440 - 1,440
Cleaning 10,172 - 10,172
Udall Sun Shuttle Subsidy 146,404 - 146,404
Earbuds 93,360 - 93,360
Software 3,360 - 3,360
Credit Transaction Fee 74,361 - 74,361
Commission to ticket vendors 70,023 - 70,023
Advertising 42,011 - 42,011
Ticket Printing 18,566 - 18,566
Management Fee to PAG 112,031 - 112,031
Insurance - - -
Interest - - -
Legal & professional 10,000 - 10,000
USFS Fee 42,011 - 42,011
Property Tax - - -
Office 1,200 - 1,200
Communications 1,200 - 1,200
Internet Services 2,400 - 2,400
Depreciation 325,614 - 325,614
Amortization - - -
Taxes - - -

TOTAL EXPENSES 1,472,847 - 1,472,847

CHANGE IN NET ASSETS (72,447) - (72,447)


-
OTHER INCOME/EXPENSE -
Gain on sale of asset - - -
Interest income - - -
NET OTHER INCOME - - -

NETS ASSETS - BEGINNING 1,707,390 - 1,707,390

NET ASSETS - ENDING $ 1,634,944 $ - $ 1,634,944


   
123 
 
 

Notes to Financial Statements


REGIONAL PARTNERING CENTER
(A NONPROFIT ORGANIZATION)
Summary of Significant Forecast
Assumptions and Accounting Policies
Years Ending June 30, 2019, 2020 and 2021

This financial forecast presents, to the best of management's knowledge and belief, the
RPC's expected financial position, results of operations, and cash flows for the forecast
period. Accordingly, the forecast reflects management's judgment as of January 26,
2018, the date of this forecast, of the expected conditions and its expected course of
action. The assumptions disclosed herein are those that management believes are
significant to the forecast. There will usually be differences between forecasted and
actual results, because events and circumstances frequently do not occur as expected,
and those differences may be material.
a. Sales and Donations. The RPC generates revenue from fares from tours of
Sabino Canyon and Bear Canyon. Revenues over the forecast periods are as
follows:

Activity 2019 2020 2021

Sabino Canyon $968,000 $997,040 $1,026,960

Bear Canyon 352,000 362,560 373,440

$1,320,000 $1,359,600 $1,400,400

The revenue assumptions are based on the current ridership, plus a 10 percent
increase resulting from the ability to accept credit and debit cards (instead of
cash only), the novelty of electric vehicles and the convenience of having multiple
ticket outlets (including on-board ticketing for tired hikers.) Thereafter, we have
assumed a 3 percent year-over-year increase. Management also anticipates
receiving $1.75 million in donations in fiscal year 2019.

b. Plant and Equipment and Depreciation Expense. Forecasted additions to


plant and equipment include approximately $2.5 million for vehicles, $111,000 for
various equipment, and $185,000 in facility improvements in fiscal year 2019.
Depreciation expense for forecast periods 2019, 2020 and 2021 will be
$269,000, $326,000 and $326,000, respectively.

124 
 
 

c. Activity, Sales and Administration Expenses. Major expense categories for


the RPC are transit costs, depreciation, management fees, merchant fees,
commissions and visitor small equipment. Most costs are projected to increase
on a compound annual basis of 2 percent. This includes a $5,000/year land lease
for the shuttle maintenance yard, 3 percent of revenue concession fee and
$5,170/year fee to cover road use to the USFS. In addition, there is a
$5,000/year bridge-vent clearing budget and a $5,000 one-time fee for a baseline
environmental study on the maintenance yard, all of which benefits the USFS.
The financial model also includes an annual subsidy of $140,000 with a 3 percent
year-over-year growth rate to fund a public transit link from Udall Park to Sabino
Canyon. This link allows public transit riders to access the park.

d. Borrowings and Interest Expense. Management anticipates acquiring a


$1 million dollar note with a 10-year term and 0 percent interest. The proceeds
will be used to fund shuttle-related acquisitions.
 

NOTE: THE FULL CPA-COMPILED FINANCIAL


FORECAST IS INCLUDED IN APPENDIX A.5.

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PART III: HISTORICAL FINANCIAL REPORTS FOR EXISTING


BUSINESSES
The Regional Partnering Center is a new business formed by the Pima Association of
Governments. There are no historical financials available for RPC because it was in a
shell status. The tax forms (990-N) were filed and the corporation is in good standing
with the State of Arizona.

2014

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2015

2016

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Arizona Corporation Commission

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In addition to the evidence of tax filing and the notice of Corporation in Good Standing,
the specific information related the items requested for this section are also addressed
under each question.

 Balance sheets (past three years)

Three years of projected financial statements compiled by a certified public accountant


using the forecast model are included in Section 4 of this application—Financial
Resources.
(As indicated in the prospectus the projected CPA compiled financial statement are
being submitted since the RPC has not been in business actively for the past three
years.

 Income statements (past three years)

Three years of projected financial statements compiled by a certified public accountant


using the forecast model are included in Section 4 of this application—Financial
Resources.

 Tax returns (past three years)

As stated, RPC has not been in business actively for the past three years, but its
Managing partnering Pima Association of Government (PAG) has been in business
since 1970. The Regional Transportation Authority (RTA) project, a 2 billion dollar
project is also managed by PAG and has been in business since 2004. The tax returns
for the past three years for both PAG and the RTA are included in Appendix A.6.
The most recent Form 10-K for Tucson Electric Power, Primary Investor for this
project are also included in this application in Appendix C.3.

 Current credit reports from major credit bureau

The RPC is a new corporation and therefore has no credit history. PAG, the RPC’s
managing entity, has an A+ rating on Experian. A copy of the rating documentation is
included in Section 4 of this application—Financial Resources.

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PART IV: SUPPORTING DOCUMENTS


All supporting documents for the Business Plan section are included in Appendix A -
Supporting Documents under one of the following section headings: Partnership
Documents, Letters of Support, Legal Structure of Regional Partnership Center
(RPC), Resumes and Letters of References.
The specific required items called out in the sample Business Plan provided in the
Prospectus are listed below, with a reference to the included document that satisfies
that particular requirement.

Required Items:
 Personal resumes of business owners, officers and partners:
Because the RPC is a 501(c) 3 organization rather than a private corporation, the
resumes for the officers of the RPC and/or the project operating partners are included in
Appendix A.4. Cases where an individual serves in both capacities are indicated with an
asterisk by their name on the partnership/governance organizational chart herein.

 Personal financial statements of business owners, officers and partners:


Three (3) fiscal years of projected financial statements for the RPC, compiled by a
certified public accountant, are included in Appendix A.6. Similarly, Financial
Statements for the Operating Partners (PAG, RTA and TEP) for this project, are all
included in the same section.

 Bank or investor letters of intent to finance project:


The Memorandum of Cooperation between the RPC and TEP clearly states that TEP’s
intent to capitalize this project. This is included in Section A.1.

 Copies of business leases pertinent to this business:


There are no known required business leases for the proposed project.

 Copies of all pertinent existing permits or license applicable to this business:


The only pertinent existing business permit applicable to this business is the TEP permit
for electric work in Sabino Canyon which is included in Appendix C.

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Section 4:

FINANCIAL RESOURCES

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Financial Resources
The Regional Partnering Center is embarking in its first business venture with this
application and, therefore, does not have financial statements for the past three years to
submit. Therefore, three fiscal years of projected financial statements compiled by
a certified public accountant are included in this section, as outlined on page 34 of
the prospectus.
Also as noted in the prospectus, the RPC is showing 25 percent of the first year’s
operating costs in liquid assets.
Finally, this section includes a signed and dated copy of Form FS-6500-25, Request
for Verification, is included with blocks 1 through 5 completed.

Page 134 
 
 

Three-Year Cash Flow Projections*


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
STATEMENTS OF CASH FLOWS
Years Ended June 30, 2019, 2020, and 2021

2019 2020 2021


CASH FLOWS FROM (USED BY) OPERATING ACTIVITIES
Cash received for programs and support $ 3,070,000 $ 1,359,600 $ 1,400,400
Cash received as interest income - - -
Cash received from dividends - - -
Cash received from rental income - - -
Cash received from royalty income - - -
Cash received from other income - - -
3,070,000 1,359,600 1,400,400
Less cash paid for:
Operational expenses (1,002,893) (1,113,300) (1,144,507)
Other expense - - -
Interest expense - - -
1,002,893 1,113,300 1,144,507
Net cash flows from (used by) operating activities 2,067,107 246,300 255,893

CASH FLOWS FROM (USED BY) INVESTING ACTIVITIES


Cash from disposal of equipment - - -
Cash paid for purchases of fixed assets (2,764,208) - -
Cash from (paid for) sale of investments - - -
Cash paid for purchase of investments - - -
Cash paid for investment in land - - -
Cash from sale of investment in land - - -
Cash from (paid to) interorganizations - - -
Cash paid to interorganizations - - -
Cash paid for intangible assets - - -
Cash from related entity loans - - -
Cash paid for related entity loans - - -
Net cash flows from (used by) investing activities (2,764,208) - -

CASH FLOWS FROM (USED BY) FINANCING ACTIVITIES


Change in bank line of credit - - -
Change in checks drawn in excess of bank balance - - -
Cash received from long-term liabilities 1,000,000 - -
Cash paid to reduce long-term liabilities (91,667) (100,000) (100,000)
Cash paid for obligation under capital lease - - -
Net cash flows from (used by) financing activities 908,333 (100,000) (100,000)

NET INCREASE (DECREASE) IN CASH


AND CASH EQUIVALENTS 211,233 146,300 155,893

CASH AND CASH EQUIVALENTS


AT BEGINNING OF YEAR - 211,233 357,533

CASH AND CASH EQUIVALENTS


AT END OF YEAR $ 211,233 $ 357,533 $ 513,426

Non-cash items:
In-kind donations - services - - -
In-kind donations - materials - - -
Equipment financed - - -

*Monthly cash flow projections included as an electronic file on enclosed CD.

Page 135 
 
 

Start-Up Balance Sheet


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF FINANCIAL POSITION
June 30, 2019, 2020, and 2021

2019 2020 2021


ASSETS
CURRENT ASSETS
Checking/savings
Checking $ 211,233 $ 357,533 $ 513,426
Money market - - -
Savings - - -
Total checking/savings 211,233 357,533 513,426

Accounts receivable, net - - -

Other current assets


Advances - - -
Supplies inventory - - -
Total other current assets - - -

TOTAL CURRENT ASSETS 211,233 357,533 513,426

FIXED ASSETS
Equipment 111,463 111,463 111,463
Property 185,000 185,000 185,000
Vehicles 2,467,745 2,467,745 2,467,745
Accumulated depreciation (269,208) (594,822) (920,435)
TOTAL FIXED ASSETS 2,495,000 2,169,386 1,843,772

TOTAL ASSETS $ 2,706,233 $ 2,526,919 $ 2,357,198

LIABILITIES & EQUITY


CURRENT LIABILITIES
Accounts payable $ 7,148 $ 7,282 $ 7,421
Note payables - current portion 100,000 100,000 100,000
Accrued expenses - - -

TOTAL CURRENT LIABILITIES 107,148 107,282 107,421

LONG TERM LIABILITIES


Note payables 808,333 708,333 608,333

TOTAL LONG TERM LIABILITIES 808,333 708,333 608,333


TOTAL LIABILITIES 915,481 815,616 715,754

NET ASSETS
Temporarily restricted net assets - - -
Unrestricted net assets 1,790,751 1,711,303 1,641,444

TOTAL NET ASSETS 1,790,751 1,711,303 1,641,444

TOTAL LIABILITIES & NET ASSETS $ 2,706,233 $ 2,526,919 $ 2,357,198


 
Page 136 
 
 

Income Statement – 2019*


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF ACTIVITIES AND CHANGES IN NET ASSETS
Year Ended June 30, 2019

Temporarily
Unrestricted Restricted Total
REVENUES
Sabino Canyon $ 968,000 $ - $ 968,000
Bear Canyon 352,000 - 352,000
Donation 1,750,000 - 1,750,000
Interest revenue - - -
Sales - - -
Net assets released from restrictions - - -
TOTAL REVENUES 3,070,000 - 3,070,000

EXPENSES
Land Lease to USFS 5,000 - 5,000
Transit 424,227 - 424,227
Utilities 15,520 - 15,520
Small Tools and Hardware - - -
Maintenance 11,000 - 11,000
Maintenance Reserve 24,000 - 24,000
Supplies - - -
Facility Rental 10,980 - 10,980
Trash 1,440 - 1,440
Cleaning 10,172 - 10,172
Udall Sun Shuttle Subsidy 69,000 - 69,000
Earbuds 88,000 - 88,000
Software 4,260 - 4,260
Credit Transaction Fee 70,092 - 70,092
Commission to ticket vendors 66,000 - 66,000
Advertising 39,600 - 39,600
Ticket Printing 17,500 - 17,500
Management Fee to PAG 105,600 - 105,600
Insurance - - -
Interest - - -
Legal & professional 5,000 - 5,000
USFS Fee 39,600 - 39,600
Property Tax - - -
Office 1,200 - 1,200
Communications 1,200 - 1,200
Internet Services 2,400 - 2,400
Depreciation 269,208 - 269,208
Amortization - - -
Taxes - - -

TOTAL EXPENSES 1,280,999 - 1,280,999

CHANGE IN NET ASSETS 1,789,001 - 1,789,001


-
OTHER INCOME/EXPENSE -
Gain on sale of asset - - -
Interest income - - -
NET OTHER INCOME - - -

NETS ASSETS - BEGINNING - - -

NET ASSETS - ENDING $ 1,789,001 $ - $ 1,789,001

*Monthly income projections included as an electronic file on enclosed CD.  

Page 137 
 
 

Income Statement – 2020


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF ACTIVITIES AND CHANGES IN NET ASSETS
Year Ended June 30, 2020
7/31/2019 7/31/2019
6/30/2020 6/30/2020

Temporarily
Unrestricted Restricted Total
REVENUES
Sabino Canyon $ 997,040 $ - $ 997,040
Bear Canyon 362,560 - 362,560
Interest revenue - - -
Sales - - -
Net assets released from restrictions - - -
TOTAL REVENUES 1,359,600 - 1,359,600

EXPENSES
Land Lease to USFS 5,000 - 5,000
Transit 436,953 - 436,953
Utilities 15,520 15,520
Small Tools and Hardware - -
Maintenance 11,330 11,330
Maintenance Reserve 24,720 - 24,720
Supplies - - -
Facility Rental 10,980 - 10,980
Trash 1,440 - 1,440
Cleaning 10,172 - 10,172
Udall Sun Shuttle Subsidy 142,140 - 142,140
Earbuds 90,640 - 90,640
Software 3,360 - 3,360
Credit Transaction Fee 72,193 - 72,193
Commission to ticket vendors 67,977 - 67,977
Advertising 40,789 - 40,789
Ticket Printing 18,025 - 18,025
Management Fee to PAG 108,769 - 108,769
Insurance - - -
Interest - - -
Legal & professional 10,000 - 10,000
USFS Fee 40,789 - 40,789
Property Tax - - -
Office 1,200 - 1,200
Communications 1,200 - 1,200
Internet Services 2,400 - 2,400
Depreciation 325,614 - 325,614
Amortization - - -
Taxes - - -

TOTAL EXPENSES 1,441,211 - 1,441,211

CHANGE IN NET ASSETS (81,611) - (81,611)


-
OTHER INCOME/EXPENSE -
Gain on sale of asset - - -
Interest income - - -
NET OTHER INCOME - - -

NETS ASSETS - BEGINNING 1,789,001 - 1,789,001

NET ASSETS - ENDING $ 1,707,390 $ - $ 1,707,390

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Income Statement – 2021


REGIONAL PARTNERING CENTER
(A NON-PROFIT ORGANIZATION)
FORECASTED STATEMENTS OF ACTIVITIES AND CHANGES IN NET ASSETS
Year Ended June 30, 2021
7/31/2020 7/31/2020
6/30/21 6/30/21

Temporarily
Unrestricted Restricted Total
REVENUES
Sabino Canyon $ 1,026,960 $ - $ 1,026,960
Bear Canyon 373,440 - 373,440
Interest revenue - - -
Sales - - -
Net assets released from restrictions - - -
TOTAL REVENUES 1,400,400 - 1,400,400

EXPENSES
Land Lease to USFS 5,000 - 5,000
Transit 450,062 - 450,062
Utilities 15,520 - 15,520
Small Tools and Hardware - - -
Maintenance 11,670 - 11,670
Maintenance Reserve 25,462 - 25,462
Supplies - - -
Facility Rental 10,980 - 10,980
Trash 1,440 - 1,440
Cleaning 10,172 - 10,172
Udall Sun Shuttle Subsidy 146,404 - 146,404
Earbuds 93,360 - 93,360
Software 3,360 - 3,360
Credit Transaction Fee 74,361 - 74,361
Commission to ticket vendors 70,023 - 70,023
Advertising 42,011 - 42,011
Ticket Printing 18,566 - 18,566
Management Fee to PAG 112,031 - 112,031
Insurance - - -
Interest - - -
Legal & professional 10,000 - 10,000
USFS Fee 42,011 - 42,011
Property Tax - - -
Office 1,200 - 1,200
Communications 1,200 - 1,200
Internet Services 2,400 - 2,400
Depreciation 325,614 - 325,614
Amortization - - -
Taxes - - -

TOTAL EXPENSES 1,472,847 - 1,472,847

CHANGE IN NET ASSETS (72,447) - (72,447)


-
OTHER INCOME/EXPENSE -
Gain on sale of asset - - -
Interest income - - -
NET OTHER INCOME - - -

NETS ASSETS - BEGINNING 1,707,390 - 1,707,390

NET ASSETS - ENDING $ 1,634,944 $ - $ 1,634,944


 

Page 139 
 
 

Form FS-6500-25, Request for Verification

Page 140 
 
 

Experian Report for PAG

Page 141 
 
 

Page 142 
 
 

Section 5:

FEE TO THE
GOVERNMENT /
PROCESSING FEE

Page 143 
 
 

Shuttle System Calculation


The RPC will pay the USFS 3 percent of its gross revenues for shuttle ticket sales,
estimated to be $39,600 in the first year of operations. We propose to make monthly
payments, within 45 days of the end of the month.
The value to the USFS goes well beyond 3 percent of gross revenues. Specifically:

 The offsite Sun Shuttle connection between the SCRA and the Sun Tran regional
transit system at Udall Park. In addition to giving access to a large transit
dependent population that cannot access the SCRA, this can also provide
provide a meaningful solution to parking lot capacity constraints, potentially
avoiding costly parking area expansion. As demand for this route develops,
larger capacity equipment can be used and the frequency increased.
 As a nonprofit with a single project, the RPC shall establish a budget annually, to
be presented at a publicly noticed meeting for approval. Any carry over funds
from the prior year may be used to reduce capital debt, fund reserves, acquire
additional/replacement vehicles, fund physical improvements within the SCRA,
develop/augment interpretive materials and programs, or fund special programs
for low income/youth access to the National Forest.

Federally Owned Improvement and Facilities Fee


The RPC proposes to use a maintenance area at SCRA for its operations. As this site
will be unimproved or minimally improved, the RPC anticipates a ground lease or permit
for approximately one (1) acre. This is estimated at $500/year. The RPC proposes to
pay this over the course of the year, in $41.67 monthly payments.

Share for Road Maintenance


The RPC proposes to pay an annual fee for road maintenance in the amount of $5,170.
The RPC proposes to pay this over the course of the year, in $430.83 monthly
payments.

Processing Fee
A processing fee in the amount of $3,952.00 is attached.

Page 144 
 

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