RFP 99-25 The Ride Access Center.pdf

RFP 99-25 - 1 - COMMBUYS #: BD-26-1206-MBTA-MBTA-121335

Project Name: The RIDE Access Center (“TRAC”) Revision: September 2025

MASSACHUSETTS BAY TRANSPORTATION AUTHORITY

REQUEST FOR PROPOSALS (RFP)

RFP # 99-25

COMMBUYS # BD-26-1206-MBTA-MBTA-

121335

THE RIDE ACCESS CENTER (TRAC)

Date Issued: October 2, 2025

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Table of Contents

1. Introduction

1.1 Background

1.2 Paratransit Vision

1.3 Compensation Structure

2. Scope of Work

2.1 The Role of TRAC in The RIDE System

2.2 Objectives

2.3 Guiding Principles for Partnership and Collaboration

2.4 Public Outreach

2.5 Management and Personnel

2.6 Staffing

2.7 Service Providers

2.8 Run Structure Development

2.9 Service Analysis and Planning

2.10 Daily Scheduling

2.11 Reservations

2.12 Dispatching

2.13 Customer Communication

2.14 Safety

2.15 Emergency Response and Recovery Plan

2.16 Standard Operating Procedures (SOPs)

2.17 Data Collection, Reconciliation, and Management

2.18 Complaint Investigation and Response

2.19 Quality Assurance

2.20 TRAC Facility and Furnishings

2.21 Technology, Infrastructure, and Equipment

2.22 Reports and Deliverables

2.23 Transition

2.24 Compensation

2.25 refernce information documents (rids)

2.26 Additional Services

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3. Bidders Instructions and Procurement Process

3.1 Bidders’ Conference

3.2 Procurement Method

3.3 RFP Calendar and Delivery Instructions

3.4 Dissemination of Confidential Information

3.5 Examination of RFP

3.6 Rules of Contact

3.7 Clarifications of Specifications, Questions, and Answers

3.8 RFP Addendum

3.9 MBTA Standard Contract and Terms and Conditions

3.10 Confidentiality / Public Information Act Disclosure Requests

3.11 Business Conduct

3.12 Collusion

3.13 Prices

3.14 Acceptance Period

3.15 Eligible Entities

3.16 Pre-Contractual Expenses

3.17 Tax Exemption

3.18 Insurance

4. Submission of Response

4.1 Response Submissions

4.2 Power of Attorney

4.3 Acceptance of Response

4.4 Incomplete Response

5. MBTA Policies

5.1 Small, Minority, Women, and Other Disadvantaged Businesses

6. Selection Process and Evaluation

6.1 Response Opening and Confidentiality

6.2 Responsiveness Review and Basis of Award

6.3 Evaluation and Notification

6.4 Pass/Fail Evaluation

6.5 Technical Response and Supplier Diversity Evaluation Criteria

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6.6 Price Response Evaluation

6.7 Basis of Award: Best-Value Proposal

6.8 Successful Bidder

6.9 MBTA Reserved

6.10 Appeal / Protest Procedures

7. CONTRACT STRUCTURE

Enclosure 1 – Bid Cover Letter

Form A: Pre-Award Bidder Evaluation Data Form

Form B: Technical Response

Form C: Small Business Program Attestation Form

Form D: Pricing Proposal Instructions

7.1 MBTA Standard Contract Instructions (Section 8.0)

7.2 MBTA Standard Terms and Conditions Instructions (Section 8.1)

8. Massachusetts Bay Transportation Authority Standard Contract

8.1 Standard Terms and Conditions

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Attn: Bidder/s Request for Proposals (RFP) #99-25 RFP: The RIDE Access Center (“TRAC”)

Dear Prospective Bidder, The Massachusetts Bay Transportation Authority (MBTA or Authority), a corporate and a political subdivision of the Commonwealth of Massachusetts, existing pursuant to Mass. Gen. Laws, Ch. 161A (as amended), invites Bidders to participate in the competitive bid 99-25. The Scope of Work is outlined below in Section 2. The MBTA may at its own discretion award contract(s) to one or multiple Bidders. All formal communication with the MBTA during the bidding period shall be only through the MBTA’s designated point of contact.

The MBTA’s designated point of contact for this solicitation will be:

Tracey Dionne Massachusetts Bay Transportation Authority 10 Park Plaza Boston, MA 02116 Email: TDionne@mbta.com

The RFP shall be launched through COMMBUYS, and proposals must be submitted electronically no later than November 10, 2025, 2:00 PM, in full compliance with this Request for Proposals, including but not limited to Section 3: Bidders Instructions and Procurement Process. This RFP shall remain in force until the execution of the Contract or until modified or cancelled by the MBTA.

Respectfully, Tracey Dionne Massachusetts Bay Transportation Authority

RFP #99-25

COMMBUYS #: BD-26-1206-MBTA-MBTA-121335

mailto:TDionne@mbta.com

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1. INTRODUCTION

The Massachusetts Bay Transportation Authority (MBTA or Authority) is seeking a firm to serve as the Contractor responsible for managing The RIDE Access Center (TRAC) for The RIDE paratransit program.

The RIDE is the MBTA’s Americans with Disabilities Act (ADA) complementary paratransit service. The RIDE provides door-to-door, shared-ride, public transportation for eligible people who cannot use fixed-route transit (bus, subway, trolley) all or some of the time because of a physical, cognitive, or mental disability. More information is on the MBTA website (https://www.mbta.com/accessibility/the-ride) or in The RIDE Guide (see Reference Information Document (RID) 2.25.2 The RIDE Guide or https://www.mbta.com/therideguide). The MBTA is seeking a contract duration of three (3) years with four

(4) one-year options, each to be exercised separately at the MBTA’s sole discretion. The three-year base duration is intended to begin at Service Start Date and does not include the mobilization period between Contract Execution / Mobilization Start and the Service Start Date.

1.1 BACKGROUND

The RIDE complements the fixed-route system, operating 365 days a year, generally from 5:00 AM – 2:00 AM in fifty-eight (58) cities and towns. Complementary ADA paratransit service is provided to areas within ¾-mile of fixed-route service. The RIDE provides “Premium” paratransit service for areas within the overall service area but outside of the ¾-mile ADA area.

According to the Boston Region Metropolitan Planning Organization’s 2023 Coordinated Public Transit- Human Services Transportation Plan, about 16% of the Boston regional population, 546,334 people, are older adults. About half of them report a disability. This age group is expected to grow to represent 20% of the population by 2050, while the total population is expected to grow 10%. Additionally, 10% of the population of all ages, 337,688 people, reported having a disability on the 2017-21 American Community Survey. The overall eligibility for The RIDE services is expected to grow in the coming years. Detailed demographic information is available online (https://www.ctps.org/data/pdf/plans/CHST/2023-CPTHST-with-Appendix.pdf).

People with a temporary or permanent disability that prevents them from using fixed-route public transit can apply for eligibility at the Mobility Center, which is operated by a separate MBTA contractor. At the Mobility Center, applicants are required to complete an in-person interview and assessment. The Mobility Center updates the complete electronic client file for immediate online availability to TRAC. TRAC also updates that same Customer file when notified by Customers and caregivers of pertinent changes. In addition to eligibility assessment, the Mobility Center offers transit travel instruction for people with disabilities (http://www.mbta.com/accessibility/mbta-mobility-center).

The MBTA has recently replaced its Transportation Management System (TMS) platform used to manage most aspects of this service. The prior sever-based legacy reservation, scheduling, and dispatch system has been replaced with a cloud-based, software-as-a-service (SaaS) application, provided by Spare, that is changing how Trips are reserved, how service is scheduled, and how dispatchers manage service delivery.

The new platform is changing the flow and tempo of reservation activity and requires the development of new scripts and procedures.

1.2 PARATRANSIT VISION

The MBTA’s mission is to provide safe, reliable, and accessible transportation. Within that, The RIDE strives to provide Customers with disabilities frictionless public transit service and an exceptional Customer https://www.mbta.com/accessibility/the-ride https://www.mbta.com/therideguide https://www.ctps.org/data/pdf/plans/CHST/2023-CPTHST-with-Appendix.pdf https://www.ctps.org/data/pdf/plans/CHST/2023-CPTHST-with-Appendix.pdf http://www.mbta.com/accessibility/mbta-mobility-center

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experience. To achieve this, The RIDE must leverage the latest technologies and innovations and looks to partner with thought leaders who are aligned with our goals and approach.

1.3 COMPENSATION STRUCTURE

The MBTA is approaching the compensation to the TRAC Contractor in a way that ensures fair compensation for services provided while offering incentives for optimizing performance. New to this Contract will be the offering of both incentives and deferred assessment of most penalties. Our emphasis will be working with TRAC and our other contractors to improve performance by holding routine penalties in abeyance until the end of each quarter, to give TRAC time to remedy problems and improve performance. If contractors demonstrate progressive problem solving and achieve positive results, penalties may be partially forgiven each quarter at the MBTA’s discretion. Additionally, the MBTA is offering contractors the potential for substantial incentive payments, should their performance deliver added value, efficiency, and cost savings to the Authority. Our overall goal is to focus on solving problems collaboratively, improving performance, and sharing the financial benefits to the Authority of such improvements with the TRAC Contractor.

It is expected that the TRAC Contractor will create and maintain an organization capable of not only performing all of the work as required, but also an organization capable of data-driven, continuous improvement of the operation. As described at various locations within this document, the terms of this TRAC Contract will not involve steady-state operations but will be a period of growth and transformation in which the TRAC Contractor will be expected to contribute to this change. This compensation structure will ensure that the TRAC Contractor assumes no financial risk during this period, is given leeway to improve deficiencies, and may also earn bonuses for exemplary performance.

2. SCOPE OF WORK

2.1 THE ROLE OF TRAC IN THE RIDE SYSTEM

The operational concept envisioned and described in this Request for Proposals (RFP) is based on a single entity taking full responsibility for the reservation of The RIDE’s Trips, the assignment of those Trips to schedules and vehicles, and the supervision of the delivery of those Trips. The RIDE services are directed by the MBTA, which oversees TRAC, the Mobility Center, and The RIDE Service Providers. TRAC takes reservations for Trips between 1 and 5 days in advance. Currently, reservations are accepted until 5:00 PM the day prior. RIDE transportation service is provided by:

1) Dedicated Service Provider (DSP) contractors using MBTA-owned and branded sedans and lift-equipped vans;

2) Personnel from Non-Dedicated Service Provider (NDSP) contractors providing ADA-level service and operating their own vehicles displaying a “The RIDE” magnetic sign; and

3) Riders can also opt-in to the RIDE Flex mobility On-Demand program using Uber and Lyft. This program provides riders with On-Demand options including same-day Trips that they book directly through Uber or Lyft. TRAC also may assign prescheduled Integrated rides, unless riders opt-out, to Uber and Lyft. Uber and Lyft provide access to real-time and past Trip data to TRAC for all Trips that TRAC has dispatched to Uber and Lyft. Uber and Lyft both subcontract for wheelchair accessible vehicles (WAVs) to transport non-ambulatory clients.

As described in The RIDE Guide, each Customer has an electronic RIDE account and is responsible for depositing funds into that account before booking Trips; no fare collection occurs on vehicles. Fares are

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reserved from each account as they are scheduled and debited once the Customer has boarded. TRAC has the ability to see the funds in each RIDE account, and it is their duty to inform clients if the balance is running low when they call to book a Trip.

TRAC dispatchers oversee daily operations including vehicle times and locations at each pickup and drop-off location, communication with Vehicle Operators and window dispatch at each provider, processing no-show requests, managing emergency and incident responses, etc. TRAC reassigns Trips between vehicles as necessary to provide On-Time service. TRAC also monitors the quality of services provided. TRAC reports this information to the MBTA which is responsible for directly managing Service Providers.

TRAC is responsible for scheduling vehicle run assignments for each contractor, from the time departing the Service Providers’ facilities to the return time. The responsibility of providing, assigning, and scheduling trained Vehicle Operators (Vehicle Operator run assignments) for these vehicles, changing vehicles and Vehicle Operators as needed, and maintaining these vehicles rests with these contracted Service Providers. Vehicle Operators act as agents of the Service Providers.

2.2 OBJECTIVES

The MBTA is seeking a true strategic partner to serve as the TRAC Contractor – one that will take full responsibility for the day-to-day management of the entire program as well as take initiative to drive forward operational, programmatic, and strategic changes that benefit both RIDE Customers and the MBTA. While this RFP contemplates many specific tasks required to accomplish the goals set forth, a successful firm will understand that new or additional tasks or initiatives will be identified by both parties over the course of this agreement. We invite all proposing firms to present the MBTA with detailed ideas and alternative operating concepts that will provide the best approach to service delivery.

To provide further broad clarification of the responsibility of TRAC, below is a description of TRAC’s responsibilities in the context of a hypothetical Trip reservation:

1) The Trip request will be made by the Customer using a phone system and/or online or app-based reservation system, which will be provided by the MBTA;

2) All personnel working to intake and schedule passenger Trip requests shall be directly employed by the TRAC Contractor;

3) All passenger eligibility information will reside in the electronic reservation and scheduling system provided and maintained by the MBTA and the Mobility Center contractor;

4) TRAC will negotiate as needed, and as permitted by the ADA, with the passenger and shall confirm their Trip request, in conformance with the MBTA’s policies;

5) TRAC will then have full authority to schedule the Trip, along with other Trips received, in the most efficient and compliant means possible, using the MBTA-provided TMS software;

6) When it comes time for the Trips to be delivered, TRAC shall ensure the TMS assigns all Trips to Service Providers, in accordance with MBTA policies, and shall ensure that Trips arrive within the scheduled time frame;

7) TRAC shall communicate with Vehicle Operators and Service Providers as needed throughout the service day and shall make changes to schedules and Trip assignments as needed and as typical with paratransit;

8) TRAC shall collect all necessary information to fully document the delivery of service and shall report same to the MBTA, as required;

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9) TRAC shall ensure that all data collection processes are done with sufficient integrity to provide accurate reporting;

10) TRAC shall be responsible for reviewing, investigating, and responding to Customer Complaints assigned to TRAC by the MBTA. This shall include collecting all necessary information to ensure that investigations can be successfully conducted into reported matters, that passengers will be informed of the results of the investigations, and that each step of this process is auditable to determine root causes(s) and the responsible parties; and

11) TRAC shall daily, and as further needed or specified, collect data on performance and shall use Key Performance Indicators (KPIs) to report this performance to the MBTA as required.

The intent of the narrative above is to provide proposing firms with a high-level description of the scope of effort the MBTA is seeking. The MBTA is looking not for a simple collection of personnel to mechanically execute MBTA policies and procedures, but rather a competent and professional organization that has the skills, experience, and resources to assume dynamic and proactive ownership of TRAC and will work with the MBTA, as a partner, to grow a program that will become a national example of excellence.

In the spirit of continuous improvement, the MBTA expects to evolve TRAC during the term of this contract. Although the starting concept of operations involves TRAC staff acting as dispatchers and managing the service delivery in real-time (including communication with Vehicle Operators), it is possible that the MBTA may devolve some Vehicle Operator management/dispatch responsibilities back to the Service Providers at some point during this contract. It is also possible that the MBTA may change the Trip scheduling process to include more collaborative interaction with the Service Providers’ operations staff to take advantage of insights the providers may offer, based on their experience delivering service. Of course, these are hypothetical examples of ways the program may evolve, but they are mentioned here to underscore the intention of the MBTA to improve and evolve the program in real-time during the life of this contract, with the goal of optimizing the performance and efficiency of the program and service to Customers.

2.3 GUIDING PRINCIPLES FOR PARTNERSHIP AND COLLABORATION

2.3.1 General Requirements

Contractor shall use and further refine the following guiding principles and interaction cadence to foster collaboration and accountability among all parties involved in The RIDE ecosystem, which includes the MBTA, DSPs, NDSPs, Mobility Center, and external vendors.

1) Contractor shall act in the best interest of the MBTA in all interactions and relationships with DSPs, NDSPs, the Mobility Center, and other external vendors, as required.

2) Contractor shall foster open and honest communication among Service Providers to ensure the delivery of service on a daily basis.

3) Contractor shall develop and employ standard operating procedures (SOPs) in conjunction with the Service Providers to govern the interactions between Contractor and Service Providers.

4) Contractor shall maintain independent, strong working relationships with all parties involved in The RIDE ecosystem.

5) Contractor shall embrace the joint responsibility of “continuous improvement” to monitor and measure performance, identify deficiencies, formulate and implement improvements, and again

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monitor the performance of the system on an ongoing basis, with the goal of continuous operation optimization to drive efficiency and customer service.

6) Contractor shall organically and proactively strive for the best possible approach to its management of the program and shall be free to propose changes to processes, staffing, organization, procedures, and other elements of the program, to achieve the best, most efficient possible performance of The RIDE. It is expected the Contractor will frequently present the MBTA with a proposal and business case for the implementation of changes to practices and procedures that will meet the MBTA’s goals of increasing operational efficiency, reducing costs, and providing quality customer service.

TABLE 2.3 – INTERACTION CADENCE

MEETING CADENCE REFERENCE

Weekly Operations Meeting Any regular day of the week

2.3.3 Weekly Operations

Meeting

Monthly Leadership Meeting Any regular day of the month 2.3.4 Monthly Leadership Meeting

Monthly Performance Review By 7th business day of following month

2.3.5 Monthly Performance

Review

Quarterly Safety Meeting

In 2nd month of each following quarter, except where it would conflict with the Annual Safety Meeting (November, February, May)

2.3.6 Quarterly Safety Meeting

Quarterly Business Review

(QBR)

In 2nd month of each following quarter (November, February, May)

2.3.7 Quarterly Business

Reviews (QBR)

Quarterly Performance Review In 1st month of each following quarter (October, January, April, July)

2.3.8 Quarterly Performance

Review

Annual Safety Meeting By 2nd month of the following fiscal year (August)

2.3.9 Annual Safety Meeting

Annual Business Meeting By 2nd month of the following fiscal year (August)

2.3.10 Annual Business Meeting

2.3.2 Daily Staff Communications

Contractor shall maintain an up-to-date list of key points of contact and back-ups across each of the operational areas of service and distribute the list to all Service Providers. Contractor shall communicate

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future operational needs in advance of the day of service to allow Service Providers sufficient time to staff and react accordingly.

2.3.3 Weekly Operations Meeting

Contractor shall host weekly meetings consisting of the MBTA, key operations management from Service Providers, and any other necessary vendors associated with the program to review and optimize the workforce management plan, analyze and report on operational performance, raise issues and concerns, solve any day-to-day operations challenges, perform root-cause analyses, and plan for the week ahead with respect to demand planning and staffing. Contractor shall ensure that any action items are assigned to the appropriate party and reviewed at the next meeting.

2.3.4 Monthly Leadership Meeting

Contractor shall host monthly meetings consisting of top leadership from Service Providers and external vendors to align operational performance, address escalated concerns, and review strategic direction for The RIDE. Contractor shall ensure that any action items are assigned to the appropriate party and reviewed at the next meeting. Contractor shall ensure that meeting locations rotate among vendor locations.

2.3.5 Monthly Performance Review

By the 7th business day of each month, the TRAC team will host a meeting with MBTA staff for the purpose of reviewing the past month’s performance. This meeting shall be the responsibility of the TRAC team, who will set the agenda and prepare all materials and presentations for the meeting. During this meeting, the TRAC management team will report on all aspects of their performance, including KPI performance, and will address all areas in which performance triggered the assessment of penalties. The TRAC team will also report and discuss all areas of performance that met or exceeded KPI goals and discuss the reasons for this enhanced performance.

During these meetings, it will be the responsibility of the TRAC management team to present an analysis of any areas where performance did not meet standards. This analysis will include root-cause analysis of any problems, along with remediation plans that the TRAC team will implement to address these problems.

Remediation plans shall be specific and must include the following elements:

1) Analysis of the deficiency;

2) Proposed corrective actions;

3) Identification of the TRAC staff member responsible for implementing the remediation plan;

4) A timeline for the remedial efforts and expected results; and

5) Reporting on any changes or improvements since the last report on the deficiency, along with any changes to the remediation approach.

MBTA personnel will attend these meetings, listen to these reports, and may ask for clarification related to the proposed remediation. However, MBTA staff will not participate in “problem solving’ discussions. It is understood that the TRAC team will be entirely responsible for their performance and shall take all appropriate measures to ensure that performance returns to standards.

Within three (3) business days of the conclusion of the Monthly Performance Meeting, MBTA staff will inform TRAC management of any penalties that will be held in abeyance at the Authority’s discretion.

MBTA staff may continue to hold penalties in abeyance throughout each quarter, if the TRAC team

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demonstrates sincere, significant, and appropriate remediation efforts. It is the MBTA’s goal to fix performance problems, not assign penalties, and the Authority will make all reasonable efforts to give TRAC the time to do this.

2.3.6 Quarterly Safety Meeting

Contractor shall identify a Safety Representative who shall attend quarterly meetings with MBTA Safety to discuss safety-related incidents, hazards, non-compliances, defects, violations, Complaints, corrective actions, trending and other concerns, and Contractor’s compliance with the Contractor Safety Compliance Plan (CSCP).

2.3.7 Quarterly Business Reviews (QBR)

MBTA will host quarterly meetings between the Contractor and the MBTA to review the prior quarter’s performance based on operational, financial, safety, and other factors to review compliance with the safety plan (see Section 2.14.3 Contractor Safety Compliance Plan), set priorities for the coming quarter, analyze any trends in performance, provide action plans to improve future performance, and discuss any upcoming major initiatives. The QBR shall also monitor and report on financial progress relative to yearly negotiated costs. QBR shall include any additional metrics and/or analyses requested by the MBTA.

2.3.8 Quarterly Performance Review

Each quarter, the Monthly Performance Meeting will be conducted as usual but will include the additional step of a decision on the assessment of or forgiveness of penalties that have been held in abeyance. The MBTA recognizes that no contractor can perform without fault, and the Authority wishes to give the TRAC Contractor reasonable time to fix problems. The MBTA also recognizes that problem solving often takes additional resources that may not have been anticipated by any of the parties, and that some financial resources would better serve the program if they were expended on problem solving and improvement, rather than forfeiture to the Authority as penalty assessment. For these reasons, the MBTA will exercise judgement in each case of substandard performance and may forgive or reduce penalties that have bene held in abeyance for the quarter.

In deciding on the final disposition of penalties which have been held in abeyance, the MBTA will use a data-driven process that sets clear standards for performance while simultaneously allowing for an honest discussion between the MBTA and contractors around the causes and responsibility for both under- and above-average performance. The MBTA will take into consideration the scope, magnitude, and sincerity of TRAC remediation efforts. Using a three-month period for assessing performance, this process will focus more on trends in performance as exhibited by the KPIs than on individual, one-off events that could drive performance over a shorter time span. As the KPIs identified for quarterly review are complex and not necessarily the sole responsibility of TRAC or any single contractor, this process shall include representatives from all contractors with a significant impact on performance as informed by any one of these predetermined KPIs.

This process, the Quarterly Performance Review, will begin with the quarterly review of TRAC performance and trends over the previous three-month period. Within 15 days of the end of each quarter, the MBTA will compile a quarterly report of RIDE performance metrics and share this with all RIDE contractors. Within the following 7 days, TRAC will hold the Quarterly Performance Review meeting with RIDE Staff to:

1) Review that quarter’s KPIs and performance trends;

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2) Discuss root causes for any performance above or below KPI thresholds;

3) Report on TRAC management actions directed toward continuous improvement, which shall be the overall goal off the quarterly meetings; and

4) Provide the MBTA with information to determine each contractor’s responsibility for performance that quarter and to assess deductions or incentives accordingly.

The Quarterly Performance Review shall be the final opportunity for all contractors to make their cases to the MBTA regarding responsibility for and causes of performance that quarter.

After the conclusion of the Quarterly Performance Review meeting and before the end of the calendar month, the MBTA shall decide on the monetary value of any adjustments and shall apportion these values to TRAC or other contractors.

The MBTA will then assign any deduction or incentive amounts to TRAC, which shall be credited or debited to the TRAC Contractor in equal monthly installments over the Contractor’s next three monthly invoice submittals. The MBTA’s decision on the assessment of Quarterly Performance Adjustments will be final; no appeals or waiver requests will be entertained after a decision has been made. The amount assessed in deductions or incentives shall be at the sole discretion of the MBTA.

Quarterly Performance Review meetings shall begin after TRAC go-live; however, the MBTA shall not enforce KPI standards until the MBTA determines that operations have stabilized. This is to all the data from the first months of operation to set the benchmarks to be used in the quarterly performance adjustments. The categories below may constitute the Quarterly Performance Review KPIs:

1) Productivity

2) Blended Average Cost

3) On-Time Performance

4) Vehicle Utilization

5) Call Center Service Level

6) Customer Satisfaction

2.3.9 Annual Safety Meeting

The TRAC Contractor’s General Manager shall meet with the MBTA Chief Safety Officer (CSO) on an annual basis.

2.3.10 Annual Business Meeting

MBTA and the TRAC Contractor will meet on an annual basis to review annual plans.

2.3.11 Ad-Hoc Performance and Productivity Working Group

Contractor shall be responsible for managing and facilitating a working group dedicated to on-time performance (OTP) and productivity. This working group shall comprise members of TRAC, DSPs, and MBTA, and shall convene as necessary to ensure that OTP is consistently within an acceptable range and that vehicle utilization is optimized.

2.3.12 Ad-Hoc Meetings

Contractor shall schedule and conduct meetings with MBTA and/or other parties as necessary.

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2.4 PUBLIC OUTREACH

The MBTA will be responsible for all communication with the media, will approve and convene all public meetings, and will approve all content distributed to the public.

Contractor shall participate in public outreach and meetings as requested by the MBTA. Contractor shall make available appropriate staff for these activities, as requested by the MBTA. Meetings may take place during regular work hours, evenings, or weekends.

Contractor shall have no contact with the public, other than regarding specific Trips, or with the media except as approved and authorized by the MBTA.

2.5 MANAGEMENT AND PERSONNEL

2.5.1 Duties

Contractor shall provide dedicated, qualified, and properly trained on-site staff and corporate management to support smooth functioning of all TRAC operations including communication with MBTA and Service providers; joint problem solving and innovative service planning for continuous improvement; adherence to the requirements of the Contract and all RIDE policies, procedures, and standards; and compliance with all applicable federal, state, and local laws and regulations including, but not limited to, the Environmental Protection Agency (EPA), Occupational Safety and Health Administration (OSHA), United States Department of Transportation (US DOT), Americans with Disabilities Act (ADA), Equal Employment Opportunity Commission (EEOC), and Massachusetts General Law 159A1/2 (Transportation Network Companies).

Contractor shall provide sufficient numbers of qualified and properly trained staff at all times necessary to perform all Contractor responsibilities. Contractor shall provide sufficient supervision at all levels to ensure effective oversight of all staff. If the MBTA, in its sole discretion, determines Contractor’s staffing levels to be insufficient at any point in time, the MBTA reserves the right to require adjustments as necessary.

Contractor shall make corporate support available for the life of the Contract in such amount and frequency as is required to meet the needs of the business, including on-site project visits when necessary. Corporate support shall include touchpoints at regular intervals or when new initiatives are introduced that may impact reporting, workflow, or process. In the event Contractor’s or its subcontractor’s operational metrics trend in a negative way, or performance standards are not being met, corporate support shall be available remotely or, if needed, on-site to assist.

2.5.2 Non-Discrimination

Contractor shall act in full compliance with Title VI of the Civil Rights Act of 1964 and ensure that no person shall, on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity. This shall include taking steps to provide meaningful access to programs and services for people with limited English proficiency.

2.5.3 Vetting

Contractor shall conduct the following vetting process for all existing employees at the time of contract start, upon hiring for all new staff, and on an annual basis. This will include, at a minimum:

1) Social Security Number verification

2) Employment look-back – 5 years

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3) Education – as applicable, either the highest degree or HS diploma

4) Criminal – 7 years outside Massachusetts only

5) Criminal Offender Record Information (CORI) related to misdemeanor records, felony convictions, and records of all criminal court appearances in Massachusetts. The CORI shall be inclusive of a Level II Sex Offenders Registry check. When reviewing a CORI report containing a criminal conviction(s), the Contractor shall make a determination concerning the status of the candidate for employment, promotion, or transfer according to the General Guidelines and Specific Guidelines outlined in RID 2.25.3 Pre-Employment Requirements. If a candidate passes, the front page of the CORI report is printed and added to the employee file. If the report reveals potential disqualifiers, candidate is notified and given an opportunity to remedy.

Any employee of Contactor’s with a history that includes a felony conviction for a barrier crime to an individual, any conviction for theft, or who appears otherwise unsuitable to perform the work that is the subject of this solicitation throughout the Term of this Contract or any extensions thereof, shall not be assigned by Contractor to perform work under this Contract.

The MBTA reserves the right to have MBTA perform the required background checks and shall promptly notify the Contractor in writing of any such action.

2.6 STAFFING

2.6.1 General Staffing Requirements

1) It shall be responsibility of the Contractor to design and staff the organizational and personnel structure necessary to do the work described in this RFP. This includes the leadership, professional positions, frontline staff, reporting relationships, lines of control, reporting and authority, position descriptions, experience requirements, compensation ranges, and any other elements of a full staffing plan for this work.

2) Ultimately the Contractor shall ensure that all required responsibilities are addressed and that adequate staff time is ensured for the completion of all responsibilities. Contractor shall justify and demonstrate the advantages to the MBTA of a proposed Staffing Plan prior to MBTA approval.

3) Contractor shall ensure that all requirements and performance expectations for this Contract are met; all required responsibilities are always staffed by staff who are trained to proficiency; and all reservations, scheduling, and dispatching tasks are handled in a timely, reasonable, and efficient manner, at peak as well as non-peak service and call-taking times. In the case of extended periods of poor performance, the MBTA reserves the right to require changes in staffing levels at its discretion.

4) Contractor shall provide an experienced and high-quality workforce that is highly motivated and has sufficient knowledge or data to understand the region’s transportation network and traffic flow.

5) Contractor shall ensure that its personnel, at all times, present themselves and carry out their functions in a highly professional manner, befitting their role as customer service representatives and ambassadors of The RIDE. Contractor shall ensure a positive public perception of the MBTA and The RIDE and utilize best practices and guidelines for customer service.

6) If Contractor chooses to use subcontractors, including companies and independent contractors, to fulfill the requirements of this Contract, the Contractor shall be responsible for full compliance of

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subcontractor staff with all requirements of this Contract. Contractor use of any subcontractor shall be reviewed and approved by the MBTA.

7) Contractor acknowledges that all safety sensitive personnel (see 2.14 Safety) shall be subject to the standards specified by the MBTA, State and/or Federal regulations, and other non-conflicting standards established by Contractor.

2.6.2 Training Requirements

Contractor shall ensure that all employees undergo mandatory trainings at the frequency mandated below, or as deemed necessary by the MBTA:

1) Customer Sensitivity Training must be provided upon hire and every two years thereafter;

2) Security Awareness and Emergency Preparedness Employee Training (SAEPET) upon hire and every three years thereafter;

3) Necessary software (including TMS and phone system) training;

4) Customer Service training;

5) Anti-sexual/workplace harassment training; and

6) Contractor shall ensure that all personnel are trained to be proficient at the tasks assigned to them.

Contractor shall ensure all staff are trained as necessary to their position in federal, state, local, and MBTA policies and procedures (including, but not limited to, EPA, OSHA, US DOT, MassDOT, ADA, and EEOC) before beginning work under this Contract.

2.6.3 Prohibition of Employees Working for Multiple Contracts

All Contractor personnel shall be 100% dedicated to the performance of this contract during assigned work hours with the selected TRAC Contractor. Contractor employees may engage in employment with other RIDE-related Contractors, provided that such employment does not conflict or overlap with employment by the TRAC Contractor.

2.6.4 MBTA’s Right to Remove Personnel

1) Contractor personnel shall at all times be under the sole control and direction of the Contractor and shall not be considered for any reason to be employees of the MBTA. The Contractor assumes all liability and agrees to hold the MBTA harmless from any claims or actions on behalf of the employee(s).

2) Contractor acknowledges that the MBTA has the right, for any reason, to require the removal of any Contractor employee (or subcontractor) from this project, or from any position of responsibility supporting this project. The MBTA’s right to remove a Contractor employee from this project shall not be construed as requiring the Contractor to make any sort of determination concerning the employee’s employment with the Contractor.

2.6.5 Key Personnel

1) The Contractor shall define and specifically designate positions within their organizational structure that will be Key Personnel. Such positions shall be designated as such if they hold significant management responsibility over some or all of the operation and/or they possess unique technical

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skills which would be difficult to quickly replace. Key Personnel for this Contract shall, at a minimum, include the General Manager, their direct reports, and other senior management.

2) No substitution of Key Personnel will be allowed without the prior written approval of the MBTA.

Contractor shall submit to the MBTA resumes and references for Key Personnel proposed to fill currently vacant positions or to replace existing Key Personnel. The MBTA may require interviews with these candidates to validate their professional qualifications.

3) Contractor shall ensure MBTA employees are able to contact Key Personnel and appropriate coverage is provided throughout the operation.

2.6.6 Comprehensive Workforce Plan

The Comprehensive Workforce Plan shall be included as an attachment to the Proposal and shall be composed of three main components:

1) Staffing Plan:

Contractor shall develop and maintain a Staffing Plan detailing planned staffing levels by job function, job title, full-time or part-time status, and work shift for all staff assigned to TRAC (Staffing Plan). In developing and maintaining the Staffing Plan, Contractor shall utilize all metrics and analysis from below that are needed to achieve service performance standards. The Contractor shall be responsible for review of the Staffing Plan and its assumptions during every Quarterly Business Review with adjustments and changes approved by the MBTA at that time.

Contractor shall develop, maintain, and improve the TRAC Staffing Plan to include:

a. Metrics that will be used to determine the appropriate level of staffing, by job type, for given call volumes and services demands. As an example, these metrics may include measures such as:

i Calls per Reservationist (reservations call group) ii Average Handle Time, occupancy/utilization, shrinkage, etc.

iii Trips per scheduler and routes per scheduler iv Routes per dispatcher v Ratio of reservationists to lead reservationists vi Ratio of dispatchers to lead dispatchers and/or lead dispatchers per provider and per shift vii Complaints per quality assurance staff viii Average scheduled outs and callouts by day for each job type ix Expected and actual annual turnover rates by job type x Expected and actual call volume and Trip requests by hour, day, and month xi Actual staff and new hires needed by week

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b. Based on the above and other metrics, Contractor shall produce and maintain an ongoing analysis that results in a staffing forecast of expected staff needed by hour, day, and month.

2) Recruitment, Hiring, and Engagement Plan

Contractor shall maintain a recruitment, hiring, and engagement plan in line with the rest of the Comprehensive Workforce Plan. The Contractor shall employ best practices in maintaining the recruitment, hiring, and engagement plan to minimize staff turnover, including hiring, training, supervision, compensation, work environment, and incentive and morale programs. The recruitment, hiring, and engagement plan shall include and take into consideration factors such as:

a. Predicted wages and benefits

b. Predicted attrition rates

c. Use of outside sourcing and recruiting agencies as necessary

d. Screening, interviewing, and talent evaluation approach by job function

e. Employee engagement, recognition, and team-building activities

f. Bonus and performance structure

g. Employee career ladder

h. Tools, incentives, and other efforts for improving retention

i. Recruitment plan and approach by job function

j. Coaching and other means to monitor and improve employee performance

3) Training Plan

Contractor shall develop, conduct, and maintain a plan for initial training, retraining, and regularly scheduled ongoing training for all personnel employed in providing service for this Contract that provides personnel with the appropriate knowledge and current information to perform services required by the MBTA (Training Plan). The Training Plan shall include, at a minimum:

a. A training curriculum summary for each job family and level, (e.g. supervisor, reservationist, dispatcher, quality assurance), outlining and indicating the types of training and re-trainings to be provided (e.g. topics to be covered, classroom

vs. hands-on vs. mentored), and the hours of each type of training.

b. New hire onboarding training process and plan to track performance progression metrics.

c. Metrics to be used to measure effectiveness of training and to ensure proficiency with all job duties.

d. Staff responsible for implementing the plan and providing the training.

e. Contractor shall create and maintain a central repository for all training materials and utilize a standard process for updating and maintaining the accuracy of the training materials.

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f. Training sessions and all training materials shall be made available to the MBTA upon request for observation and inspection.

2.6.7 Code of Conduct

Contractor shall develop a business code of conduct (Code of Conduct) for its employees and submit it to the MBTA for review and approval. Contractor shall advise the MBTA immediately of any violations of the Code of Conduct and any actions to be taken by the Contractor with respect to the violation.

2.7 SERVICE PROVIDERS

2.7.1 General Requirements

Contractor shall be responsible for adopting existing or developing new methods of communication between Contractor and any new or existing Service Providers.

Contractor shall be responsible for utilizing the TMS to identify which Trips are to be serviced by which Service Providers in accordance with MBTA policies and criteria.

2.7.2 Dedicated Service Providers

Contractor shall be responsible for coordinating with the MBTA and DSPs on the development of run structures for Dedicated Service Providers in accordance with Section 2.8.

2.7.3 Non-Dedicated Service Providers

Contractor shall make use of NDSPs as a cost-effective strategy to meet peak demand and provide service during low Productivity time periods. Contractor shall also make use of NDSPs as a cost-effective way to serve long, out-of-the-way Trips; Unmatched Trips; and to respond to re-emerging No-Shows; and service disruptions due to breakdowns or accidents. Contractor shall use NDSPs in a strategic fashion to reduce the overall unit cost per Trip of a paratransit service and, concurrently, increase Productivity.

Contractor shall work with the MBTA and its TMS provider to develop a dynamic optimization model to compare the cost, in real time, of delivering Trips via different modes. TRAC is responsible for ensuring all shifted Trips comply with relevant MBTA requirements.

Contractor shall work with all NDSPs to establish needed communications links for the transmission of schedules and data.

In the event that a Non-Dedicated Service Provider (NDSP) that does not provide ADA paratransit service is utilized to perform a rescue Trip for a customer who has not previously opted into receiving Trips from that provider in writing, TRAC is responsible for receiving recorded verbal consent from the Customer to receive service from this NDSP.

TRAC shall review all calls related to Trips shifted in this manner to confirm that a verbal opt-in was provided and shall report:

1) The number of Trips shifted in this manner, and

2) The number of Trips for which a verbal opt-in meeting the requirements agreed upon between MBTA and TRAC was not given by the Customer.

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2.7.4 New Provider Integration

The MBTA will add, replace, or remove Service Providers, including both DSPs and NDSPs, as necessary.

The MBTA will determine, in its sole discretion, whether to add additional Service Providers. The MBTA shall be responsible for procuring and contracting with all Service Providers.

Contractor shall be responsible for integrating any new Service Providers and developing new, or re-developing existing, processes and procedures as necessary.

2.8 RUN STRUCTURE DEVELOPMENT

Contractor shall establish and optimize the Dedicated run structure in consultation with each Dedicated Service Provider for each day of the week. The run structure shall include contingency assignments, particularly during typical time periods of high demand, to achieve On Time Performance and Productivity objectives. Contractor shall ensure that run structure schedules are based on the actual mix of vehicles (and their capacities) operated by each DSP and account for the scope of services performed by each DSP, as well as compliance with work-related terms required by DSPs’ Collective Bargaining Agreements (CBAs) with the Vehicle Operators unions.

Contractors shall factor historical and projected performance of NDSPs into the development of DSP run structures in such a way that optimizes the use of both DSPs and NDSPS.

Contractor shall be responsible for entering the completed run structure into the TMS.

The RIDE Service Providers shall develop Vehicle Operator work schedules (Vehicle Operator Runs) to fill the run structure. The Contractor, together with the MBTA, shall meet with each DSP to ensure that the DSP will be able to cover such runs.

Contractor, in consultation with the MBTA, shall review and optimize the run structure as necessary, and at least every 6 months, to maximize efficiency, to match variations in demand for rides, and to accommodate major variations in Non-Dedicated Service (see Section 2.7.3). As a result of each semiannual review, MBTA may authorize the Contractor to adjust, add, or delete a run or shift a run structure from one Service Provider to another. It shall be the Contractor’s responsibility to proactively manage this process and make recommendations to achieve optimal performance.

2.9 SERVICE ANALYSIS AND PLANNING

The Contractor shall be responsible for the ongoing analysis and planning for the continuous improvement,…