Escolar Documentos
Profissional Documentos
Cultura Documentos
REGIONAL CANYON
PARTNERING
CENTER SHUTTLE 1 E. Broadway Blvd., Ste. 401, Tucson, AZ 85
APPLICATION
SUBMITTED JAN. 26, 2018
EXECUTIVE SUMMARY
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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:
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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.
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Section 1:
ANNUAL OPERATING
PLAN
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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:
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
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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
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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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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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.
The following schedules provide an example of the anticipated daily service schedule by
season for the Shuttle.
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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.
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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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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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.
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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.
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
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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.
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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.
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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.
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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:
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.
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).
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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).
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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.
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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.
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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
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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).
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The size and appearance of both cutaway transit vehicles are shown in Exhibit IV and
Exhibit V.
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.
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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.
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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
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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.
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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
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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.
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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.
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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
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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.
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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.
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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
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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:
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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.
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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 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,
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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.
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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:
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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Customer Safety
Passenger Briefing
Before departing the boarding area, passengers will receive a predeparture briefing.
This briefing will include instructions on:
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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.
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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:
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.
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.
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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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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.
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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).
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.
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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.
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Section 2:
TRANSITION PLAN
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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.
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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.
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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.
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.
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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.
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
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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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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.
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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.
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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.
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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.
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June 2018
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
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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Section 3:
BUSINESS PLAN
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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:
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.
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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:
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.
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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
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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.
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.
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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Legal Structure
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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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.
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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.
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.
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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:
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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.
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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:
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
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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.
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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
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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.
Possess a current valid driver’s license with no restrictions other than corrective
lenses.
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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.
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114
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*
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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.
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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
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Non-cash items:
In-kind donations - services - - -
In-kind donations - materials - - -
Equipment financed - - -
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
NET ASSETS
Temporarily restricted net assets - - -
Unrestricted net assets 1,790,751 1,711,303 1,641,444
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 - - -
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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 - - -
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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 - - -
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:
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.
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125
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2014
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2015
2016
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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.
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.
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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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.
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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.
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Non-cash items:
In-kind donations - services - - -
In-kind donations - materials - - -
Equipment financed - - -
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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
NET ASSETS
Temporarily restricted net assets - - -
Unrestricted net assets 1,790,751 1,711,303 1,641,444
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 - - -
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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 - - -
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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 - - -
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Section 5:
FEE TO THE
GOVERNMENT /
PROCESSING FEE
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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.
Processing Fee
A processing fee in the amount of $3,952.00 is attached.
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