Special Common Council Meeting — Other

Executive Summary Thank you for considering Dousman Transport Company, Inc. for the opportunity to provide shuttle transportation services throughout the City of Lake Geneva’s construction projects in 2027 and 2028. With a proven record of delivering safe and reliable transportation services for our customers, our company brings nearly eight decades of industry expertise, a strong understanding of the local operating environment, and a disciplined, results-driven approach to this requirement. Dousman Transport Company (DTC) possesses extensive experience delivering services comparable in scope and complexity to this engagement. Aside from our vast school district clientele, DTC has successfully completed transportation services similar to yours for countless organizations including Girls Scouts of Wisconsin Southeast, Camp Bar, Beber Camp and Harley Davidson. These projects demonstrate our ability to deliver solutions that are safe, reliable, and competitively priced. Additionally, we possess a strong understanding of the local context in which this service will be needed—applicable regulations, operational constraints, and community expectations. Our expertise in passenger transport and high familiarity with local geography allows us to anticipate challenges, minimize risk, and tailor a transportation solution that aligns with your priorities. Dousman Transport is a collaborative, transparent, and results-driven organization. Upon assessing and confirming your objectives, our experienced leaders collaborate with you on the best possible transportation solution. Throughout the project, we will emphasize stakeholder engagement, proactive issue management, courteous and professional service, and continuous quality control to ensure outcomes meet or exceed your expectations. We propose a realistic and efficient project schedule designed to meet all RFP requirements while maintaining flexibility to accommodate the City of Lake Geneva’s needs. The schedule includes clearly defined milestones, deliverables, and review points to ensure timely decision-making and progress tracking. Our leadership team is fully prepared to mobilize immediately upon contract award to begin planning. Qualifications to Provide Shuttle Transportation Services Dousman Transport Company is fully qualified to provide safe, reliable, and compliant shuttle transportation services. Our organization maintains strict adherence to all applicable federal, state, and local transportation regulations, ensuring the highest standards of safety, operational integrity, and passenger service. Our buses are purpose built and appropriately sized to meet passenger demand. Our drivers are fully licensed to operate either buses or the City-owned trolleys. Vehicle Regulatory Compliance All vehicles in our fleet are maintained and operated in full compliance with Federal Motor Carrier Safety Administration (FMCSA) requirements and applicable Department of Transportation (DOT) regulations. This includes, but is not limited to, vehicle registration, annual DOT inspections, preventive maintenance programs, safety audits, insurance coverage that exceeds state mandates, and required recordkeeping. Our compliance program is routinely reviewed and updated to reflect current regulatory standards. Additionally, the buses we will use for this service will be ADA compliant, to include wheelchair lifts and all required restraint devices. Our buses undergo regular preventive maintenance and safety inspections, performed in accordance with manufacturer recommendations, and federal and state regulatory requirements. All buses are equipped with required safety features and are maintained to ensure consistent reliability and minimal service interruptions. Driver Qualifications and Training All DTC bus drivers possess valid Commercial Driver’s Licenses (CDLs) with appropriate endorsements to operate buses and/or trolleys with passengers. Drivers meet or exceed all state and federal qualification standards, including criminal background checks, motor vehicle record checks, drug and alcohol testing, medical certifications, and ongoing compliance with training requirements. Our drivers receive recurring training in defensive driving, passenger safety, customer service, and emergency procedures to ensure a professional and safe rider experience. Operational Readiness Dousman Transport maintains established operational controls to ensure consistent service delivery, including driver and vehicle availability planning, route familiarity, dispatch coordination, dedicated ASE-certified technicians, and safety procedures and reporting. Our leadership team actively monitors compliance, performance, and safety to ensure uninterrupted service and continuous improvement. Relevant Experience Dousman Transport Company brings extensive experience providing daily transportation services to more than 40 school districts in both Wisconsin and Illinois, demonstrating the scale, operational discipline, and regulatory compliance necessary to deliver safe and reliable transportation services. This breadth of experience supports our ability to manage complex routing, maintain consistent driver availability, and uphold rigorous safety standards on a daily basis. In addition to our pupil transportation operations, DTC has direct and relevant experience providing shuttle services for organizations with needs comparable to those outlined in this RFP. Aside from being the City of Lake Geneva’s select provider for both Winter and October Fests, we continue to service other large-scale shuttle operations. Dousman Transport has long been Girl Scouts of Wisconsin Southeast’s select provider, providing both route-type and shuttle-type transportation services supporting program activities, events, and seasonal operations. These services require reliable scheduling, close coordination with program staff, and drivers experienced in working with youth populations, all while maintaining full compliance with state and federal regulations. DTC has been Beber’s Camp choice provider for decades. Delivering services designed to support daily camp-to-camp and camp-to-activity operations, this engagement requires operational flexibility, adherence to defined schedules, consistent service delivery, and close coordination with Camp staff. Our work with Beber Camp reflects our ability to adapt our operations to your unique needs. We also provide shuttle services within the cities of Wauwatosa, Milwaukee and Oconomowoc for Camp Bar and Harley Davidson. With a focus on punctuality, safety, and operational flexibility, these two services highlight our ability to deliver safe and reliable shuttle operations in dynamic environments with fluxing passenger volumes. Together, these engagements highlight our ability to combine large-scale daily transportation operations with targeted shuttle service delivery, making us well qualified to meet the requirements of this RFP. Understanding of Local Context Dousman Transport Company has a strong understanding of the local operating environment in which these shuttle services will be delivered. As an established provider in Lake Geneva, we are familiar with local roadway conditions, traffic patterns, seasonal weather impacts, and community expectations that directly affect service reliability and safety. A key component of this understanding is our driver workforce, which consists of community citizens who live and work in the areas they serve. This local presence enhances route familiarity, promotes safe and courteous driving, and strengthens accountability to the communities and passengers we serve. Our drivers are trained to operate professionally and respectfully, recognizing that their interactions often shape a visitor’s first impression of the community. We also understand that a significant portion of shuttle passengers throughout the service periods will be visitors to Lake Geneva. For many riders, our drivers and vehicles represent their initial and most consistent point of contact. As a result, we emphasize customer service, clear communication, and professional conduct to help create a welcoming experience that reflects positively on the community and encourages visitors to return. Operational Approach Dousman Transport’s operational approach is designed to ensure safe, reliable, and well-coordinated shuttle service through proactive planning, continuous communication, and disciplined execution. Our operations are structured to support daily service consistency while allowing for rapid response to changing conditions. Collaboration with Stakeholders We will work closely with the City of Lake Geneva’s administration and other key stakeholders to align service delivery with schedules, passenger needs, and any other service-specific requirements. Regular communication before and during service will ensure expectations are clearly defined, adjustments are addressed promptly, and service performance remains aligned with operational goals. Driver Training and Route Familiarization Drivers assigned to shuttle routes will receive targeted training that includes route familiarization, site access procedures, passenger management, and customer service expectations. Drivers will be trained on pickup and drop-off locations, traffic and pedestrian considerations, recordkeeping and contingency operations to ensure efficient and safe operation. In the event the City of Lake Geneva decides to utilize its trolleys, DTC drivers will receive trolley operations training prior to the start of service. This training will include vehicle-specific operation, safe passenger boarding and unloading, and maneuvering in constrained or high-pedestrian environments. Our service will always place emphasis on professionalism and situational awareness, particularly when serving visitor populations. Vehicle Readiness and Inspections In addition to regular preventative maintenance, all vehicles undergo required pre-trip inspections prior to the start of each route. These inspections verify the safe operating condition of any vehicle we operate, and help prevent service disruptions. At the conclusion of each route, vehicles will be checked for any remaining/sleeping passengers, and will be cleaned and prepared for the next service day. Additionally, all vehicles utilized in this operation—buses and/or trolleys—will be thoroughly washed and cleaned once per week, or more often if necessary (mud, passenger sickness, etc.). Dispatch and Operational Oversight A physically present dispatcher will provide real-time operational oversight and will be available with near-immediate response to on-site needs. The dispatcher will maintain regular communication with the dedicated location manager, who is available at all times to support decision-making, issue resolution, and service continuity. At the conclusion of each day, either the dispatcher or location manager will conduct a “daily debrief” with our drivers (a standard DTC practice) to review the day’s service performance and proactively address any issues before the next service day. This operational practice serves to enhance service continuity, safety and readiness. Senior leadership will be available to the location manager and project stakeholders, providing executive-level support, rapid escalation when needed, and accountability throughout the duration of the service. The dispatcher and location manager will provide weekly and monthly reports that detail ridership levels and service reliability, giving stakeholders clear visibility into operational performance. Each driver will consistently collect ridership data for operations summarization to support informed decision-making, service adjustments, and future planning. Throughout the operating season, these reports will track trends, identify opportunities for efficiency improvements, and confirm adherence to service expectations. At the conclusion of each season (shoulders and peaks), Dousman Transport will conduct a comprehensive end-of-season evaluation of shuttle operations, reviewing ridership patterns, on-time performance, service consistency, and any operational challenges. Findings and recommendations will be shared with stakeholders to support continuous improvement and planning for future service periods. Accident and Incident Reporting DTC maintains formal accident and incident reporting procedures to ensure safety, communication, and follow-up. Any accident or service-related incident is reported immediately to dispatch and management, investigated in accordance with company policy, and will be communicated to the City of Lake Geneva’s representative, as appropriate. Accident Procedures The following steps are taken to communicate, manage and investigate accidents, incidents, and injuries:  Responsibilities of the Driver  Remain calm throughout the emergency  Assess the situation: self, passengers and location  Assist passengers who are injured and reassure others  Contact the dispatcher to report the collision (time, location, etc.)  Request emergency teams be dispatched to the scene  Keep passengers who are not injured away from any source of danger.  Responsibilities of the Dispatcher  Clear all radio traffic  Dispatch emergency services, e.g. police and ambulance  Inform Location Manager  Dispatch a replacement bus to the scene to assume the route  Complete the Collision Response – Dispatcher’s Checklist  Responsibilities of the Location Manager  Immediately inform appropriate customer point of contact of the details of the accident or incident, including the passengers’ and bus driver’s condition  Dispatch a safety representative to the scene (dependent on severity of accident)  Initiate Collision Response Task List  Direct phone calls from the media to the president of Dousman Transport  Responsibilities of the Safety Representative on Scene  Identify yourself to authorities on scene  Support bus driver throughout, as needed  Call Location Manager with information concerning: o Injuries to passengers, driver and damage to bus o Who has been transported, and to where  Begin the collision investigation as soon as possible  Obtain witness contact information and brief statement  Take pictures of the scene and all physical damage of property  Help bus driver complete the Collision Report Kit on bus while at scene  Accommodate any transportation needed for employee  Remain on scene to act as company liason with attending authorities  Complete the Collision Scene Attendant Checklist  Commemorate Project Schedule May 1, 2027: Begin shuttle service April 2027  Stakeholders’ operations meeting  DTC senior leadership readiness meeting with location manager and dispatcher  Route familiarization (actual vehicle and live traffic conditions)  Final vehicle inspections; equip trolleys with 2-way radios (as applicable)  Confirm driver assignments  If utilizing trolleys, trolley operations training  Vehicle-specific training—wheelchair handling procedures  Data collection and reporting framework, and cleaning criteria established March 2027  If utilizing trolleys, trolley operations training  Vehicle-specific training—wheelchair handling procedures  Emergency procedures and accident/incident reporting training  Initial route/site access familiarization  Stakeholders’ meeting—status report February 2027  Driver selection (qualifications validation)  Customer meeting with DTC drivers (optional) January 2027  If using trolleys, initial inspection—order parts, schedule repairs  Determine equipment needs—procure  Stakeholder meeting to confirm operation specifications Contract pricing See Exhibits A (Turnkey Option) and B (Trolley Option) References See Exhibit C Dousman Transport is your hometown provider. Our proven track record of providing safe, reliable, and on-time transportation makes us a great fit for the City of Lake Geneva’s shuttle service throughout the duration of its 2027/2028 construction project. We appreciate this opportunity for consideration to partner with you. Exhibit A Turnkey Transportation Cost Proposer Name: Dousman Transport Company Contact: Larry Kirkley 1. Hourly Operating Rates Cost Component Shoulder (1 & 2) Peak (1) Peak (2) Driver Labor $53.00 $53.00 $53.00 Maintenance $8.00 $8.00 $8.00 Cleaning $53.00 $53.00 $53.00 TOTAL (per hour) $61.00 $61.00 $61.00 2. Seasonal Cost Summary Season Hours Rate Total Shoulder (1 & 2) 455 $61.00 $27,755 Peak Weekday 1,044 $61.00 $63,684 Peak Weekend 1,628 $61.00 $99,308 TOTAL $190,747 4. Grand Total Operating Cost $86,075 TOTAL PROPOSED COST $276,822 Exhibit B Trolley Option Transportation Cost Proposer Name: Dousman Transport Company Contact: Larry Kirkley 1. Hourly Operating Rates Cost Component Shoulder (1 & 2) Peak (1) Peak (2) Driver Labor $53.00 $53.00 $53.00 Maintenance $90.00 + parts/material $90.00 + parts/material $90.00 + parts/material Cleaning $53.00 $53.00 $53.00 TOTAL (per hour) $53.00 $53.00 $53.00 2. Seasonal Cost Summary Season Hours Rate Total Shoulder (1 & 2) 455 $53.00 $24,115 Peak Weekday 1,044 $53.00 $55,332 Peak Weekend 1,628 $53.00 $86,284 TOTAL $165,731 4. Grand Total Operating Cost $86,075 TOTAL PROPOSED COST $251,806 Exhibit C References CUSTOMER POINT OF CONTACT SERVICES Kettle Moraine School District Dr. John Stellmacher, Chief Financial Officer (262) 968-6303 stellmacherj@kmsd.edu Pupil Transportation Girl Scouts of Wisconsin Southeast Ms. Tiffany Armas, Director of Business Services (414) 443-3919 tarmas@gswise.org Route and Shuttle Beber Camp Ms. Julia Bessen, Director of Operations (847) 677-7130 julia@bebercamp.com Trips and Shuttle Camp Bar Mr. Paul Hackbarth, Owner (262) 719-7955 paul@campbarmke.com Shuttles City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal 1. COVER LETTER & EXECUTIVE SUMMARY At its core, this proposal is not simply about operating a trolley system — it is an opportunity to invest back into the Lake Geneva community by creating a practical, community-oriented mobility solution that supports residents, visitors, local businesses, and the City alike during a uniquely challenging period of growth, tourism demand, and infrastructure disruption. It is intended to improve circulation between neighborhoods, parking areas, downtown, parks, commercial corridors, and community destinations without repeatedly re-entering congested traffic patterns. Beyond transportation, the system is intended to support a more accessible and better-connected Lake Geneva experience. Most importantly, this proposal should not be viewed solely as a traditional cost center, but as a revenue-enabled mobility and circulation solution supporting tourism, accessibility, and local economic activity during a time of heightened traffic friction for the City. Rather than requiring the City to purchase and own trolley assets directly, the proposed structure utilizes privately funded, investor-owned vehicles operated through a coordinated service model. This approach allows the City to access the benefits of a trolley system without the upfront capital expenditure, long-term ownership burden, or operational complexity typically associated with municipal transportation assets, while providing a built-in exit strategy. In essence, the structure is intentionally designed to function as a flexible, low-risk pilot program that can be evaluated, refined, expanded, or discontinued based on real-world operational performance and community needs. The proposal is intentionally structured to provide the City flexibility regarding operational administration and oversight: ● The trolley assets are privately purchased and locally owned ● Day-to-day operations are managed by an experienced transportation operator (DTC) ● The structure is designed to streamline communication and coordination between the City, ownership group, and DTC. ● The lease-based model provides a practical and clearly defined exit at the conclusion of the project term if desired 1 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal The investors also provide administrative coordination support while a qualified local operator handles daily transportation operations. This structure: ● Eliminates the financial burden associated with direct municipal asset acquisition ● Minimizes administrative burden for City staff ● Provides a financially flexible and operationally manageable structure We appreciate the opportunity to submit this proposal and welcome further discussion regarding how this model can support Lake Geneva throughout the Hwy 50 reconstruction period. 2. FIRM QUALIFICATIONS & EXPERIENCE Organizational Structure The coordinated service model will have clearly defined roles and responsibilities: Investor Owned Asset as the Lake Geneva Transit Co., LLC ● Asset ownership and provision of trolley vehicles 2 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal ● Marketing, sponsorship development, sales, and visitor engagement coordination ● Contract management, administrative coordination, reporting, and City coordination ● Lake Geneva Transit Co., LLC is not providing regulated transportation operations, driver management, or transportation compliance services. Those responsibilities remain solely with the transportation operator. ● Maintains and carries insurance coverage associated with asset ownership and leasing of the trolley vehicles. Local Operating Partner (DTC) ● Day-to-day operations and reliable service delivery ● Driver staffing and personnel management ● Dispatch and route execution ● Vehicle maintenance, operations, and coordination Operational Planning & Service Coordination (City-Led) ● Authorize the program and approves the budget ● Define public objectives and establish desired service framework ● Receive reporting and evaluate performance Relevant Experience The proposed model combines operational coordination, tourism-oriented planning, sponsorship development, and service-based management experience relevant to Lake Geneva’s seasonal environment. The investor team brings experience coordinating seasonal tourism activity, visitor circulation, sponsorship integration, customer flow, and operational logistics within high-traffic environments. ● Integrated marketing, sponsorship activation, and rider engagement capabilities supporting utilization and community awareness ● Established relationships with local businesses, tourism stakeholders, and community partners supporting sponsorship, coordination, and utilization opportunities ● Coordinating logistics, scheduling, and customer flow during peak demand periods ● Operational experience coordinating customer demand, seasonal activity patterns, visitor experience, and service delivery within tourism-oriented environments 3 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal ● Supporting visitor engagement and local economic activity The inclusion of a local operating partner (DTC) with existing experience in the Lake Geneva market further ensures: ● Familiarity with local traffic patterns and seasonal demand cycles ● Established operational presence within the Lake Geneva market 3. UNDERSTANDING OF LOCAL CONTEXT With regards to residents, the system is not intended to serve only tourists. The overall objective is to support Lake Geneva’s tourism economy while also helping preserve accessibility, usability, and day-to-day functionality for the people who live and work in the community year-round. The City could enable a route structure that creates additional mobility options for residents, seasonal employees, and local families attending downtown events, lakefront activities, community festivals, and peak-season weekends when parking and circulation are most constrained. With regards to visitors, Lake Geneva’s current constraint isn’t demand—it’s friction at the point of arrival. That friction compounds quickly: ● Circulation between the lakefront, downtown, and outlying destinations slows ● Spend per visitor compresses because movement is limited ● With limited parking and added congestion, visitors are more likely to secure a spot in free residential areas within walking distance from their desired destination which will disrupt more residential communities. This is where the trolley becomes more than transportation—it becomes a circulation solution that restores flow. A well-positioned trolley system: ● Decouples the visitor experience from parking and traffic constraints ● Encourages multi-stop behavior (shop → dine → activity → return), increasing per-visitor spend ● Extends the effective reach of downtown without requiring additional parking infrastructure ● For residents, the system may also provide practical mobility access during periods of congestion and construction, particularly for seniors, seasonal employees, and individuals with mobility limitations. ● Creates a predictable, low-friction way to navigate the city, even during peak congestion 4 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal In this environment, the trolley doesn’t just move people—it reintroduces ease, continuity, and optionality into the visitor experience. 4. OPERATIONAL DELIVERY MODEL (KEY DIFFERENTIATOR) OPTION 1 — CITY-LED OPERATIONS OVERSIGHT Description: The City contracts directly with DTC for transportation operations while Lake Geneva Transit Co., LLC functions as the asset ownership and lease provider. City Responsibilities: ● direct DTC relationship, ● operational coordination, ● service directives. LG Transit Responsibilities: ● asset ownership, ● lease administration, ● sponsorship support and community engagement coordination ● reporting coordination. DTC Responsibilities: ● Drivers, ● storage ● operations, ● dispatch, ● maintenance, ● fuel, ● cleaning, ● transportation compliance. 5 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal OPTION 2 — ADMINISTRATIVE COORDINATION STRUCTURE Description: Lake Geneva Transit Co., LLC serves as the administrative coordination point between the City and DTC. DTC retains full operational responsibility for transportation services. City Responsibilities: ● Program oversight, route approval, policy direction, budget authorization. ● Final routes, schedules, stop locations, and operational structure remain subject to City approval and ongoing operational evaluation. LG Transit Responsibilities: ● communication coordination, ● administrative reporting, ● sponsorship and marketing coordination, ● lease administration. Lake Geneva Transit Co., LLC is not intended to function as a transportation operator, but rather as the privately funded asset ownership and administrative coordination partner supporting the City’s mobility program. DTC Responsibilities: ● ALL transportation operations, maintenance, storage and compliance. 5. OPERATIONAL APPROACH Operations Technology For Drivers & Operations To support efficient day-to-day operations, the trolley system will utilize a comprehensive transit technology platform. The platform serves as a mobile-friendly rider and operations app that 6 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal provides real-time vehicle tracking, route visibility, estimated arrival times, and operational reporting. The system would also support smoother day-to-day operations with: ● Real-time updates of next stop and estimated time of arrival ● Operational visibility to better respond to traffic, congestion, and special events ● Monitor routes and trolley activity throughout the day ● Improve response times if delays or service interruptions occur The system is designed to provide a simple, reliable, and easy-to-manage circulation platform for both riders and operators. For Riders The goal is to make using the trolley feel simple, intuitive, and easy to navigate for both residents and visitors. With the app, riders may be able to: ● View trolley locations in real time from their phone ● See estimated arrival times at each stop ● Quickly understand routes, pickup locations, and information about upcoming stops ● Use simple QR-based, ticketless boarding options ● Access route information, stop locations, and nearby destinations through a rider-friendly interface This creates a more relaxed “park once and move around the City” experience, especially during busy tourism weekends and construction periods. Fare Collection The mobile app version of the transit platform also serves as a platform to collect fares. Fare collection may include: ● Mobile ticket purchasing ● Digital passes and QR code validation ● Cashless payment options ● Operator-assisted payment collection if desired Service Schedule Service will be provided in accordance with the RFP-defined seasonal schedule: 7 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal Shoulder Season ● Friday–Sunday ● 11:00 AM – 7:00 PM ● One (1) trolley in service Peak Season ● One (1) trolley in service daily ● Two (2) trolleys in service Friday–Sunday ● 11:00 AM – 7:00 PM Safety & Compliance ● Fully insured vehicles ● Licensed and trained CDL drivers ● ADA-compliant equipment (on one trolley) ● Standard operating procedures for safety and reporting 6. DATA, REPORTING & RIDER EXPERIENCE The transit platform is designed to improve convenience for riders, support drivers, and help operations run smoothly behind the scenes. Consistent with the RFP requirements, the platform may support: ● Ridership tracking and utilization reporting ● Weekly and monthly service reports ● Route performance and peak-demand analysis ● Detailed operational data (stop-level activity, ridership reporting, etc.) for end-of-season operational evaluations ● Rider demand and traffic pattern insights 7. INTEGRATION WITH PARKING SYSTEM Because parking usage patterns, traffic flow, and available parking partnerships will evolve throughout the launch and construction period, the proposed operating structure is intentionally designed to remain flexible and adaptable.” 8 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal While the RFP identified potential parking coordination opportunities with locations such as the Cove, Central-Denison, and Town Bank, current discussions and changing site planning considerations will impact the long-term availability and revenue associated with those locations. Additional public and private parking coordination opportunities may also emerge as the project develops—including areas such as Town Square, Veterans Park, and other potential parking partners. Accordingly, parking coordination, allocation, and any associated agreements may be best managed and directed by the City to ensure alignment with broader municipal priorities, stakeholder coordination, and evolving construction logistics. However, we would be happy to assist the City with parking coordination support, operational integration, and rider circulation planning as needed throughout the project period. 8. COST & VALUE PROPOSITION Option 1 — City Contracts Directly With DTC Under this structure, the City would contract directly with DTC for transportation operations while separately leasing the trolley assets from Lake Geneva Transit Co., LLC. This creates the clearest separation between asset ownership and operations, allowing the City to retain direct operational control while avoiding the capital cost of purchasing trolley assets. Option 2 — Investor Provides Administrative Coordination Under this structure, Lake Geneva Transit Co., LLC would provide limited administrative coordination and reporting services while DTC retains full responsibility for all transportation operations. This allows the City to benefit from streamlined communication and coordination support for communication, reporting, and oversight without day-to-day operational management responsibilities. Total Cost Structure Both structures enable: ● Predictable, low fixed cost ● Potential fare revenue participation 9 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal Potential Revenue Participation & Cost Offset (See Figure 1 in Appendix) The revenue is based on: ● Fare revenue share ● Parking revenue based on 25% Peak Season + 20% Shoulder Season Utilization Rate vs 50% Peak Season + 20% Shoulder Season Utilization outlined in the RFP packets ○ While the revenue potential is hypothetical, it is realistic based on other possible parking partnerships ○ See Figure 2 in Appendix for the breakdown of parking revenue Cost difference between option 1 vs option 2: ● Option 1 : Costs are based on City contracting directly with the DTC ● Option 2 : Costs based on investor-coordinated administrative structure Optional Revenue Generating Add-On Services 10 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal ● Special event service (Winterfest, Oktoberfest) ● Extended hours 9. Projected Financial Performance & Revenue Participation As utilization increases, the operating model has the potential to improve overall financial efficiency without proportionally increasing fixed asset costs. The City’s fixed lease obligation remains relatively modest compared to the broader revenue potential generated by the parking and circulation system contemplated within the RFP materials. Unlike traditional transportation systems that operate solely as municipal cost centers, the proposed structure is designed to provide: ● Predictable operations and costs, ● scalable service levels, ● measurable performance data, ● and the ability to adjust service based on actual utilization, operational performance, and community needs. More importantly, the structure is intentionally designed to preserve long-term flexibility, allowing the City to expand, modify, restructure, or discontinue service as conditions evolve. 10. PROJECT SCHEDULE ● Investor acquires trolley assets - TBD ● City and Investor collaborate on Lease - Spring/Summer 2026 ● Operations may begin for full season or select events - Summer/Fall 2026 ● Real-time adjustments made ● Data collected throughout season ● End-of-season evaluation - End of 2026 ● Refined strategy for following year - End of 2026 ● 2027 Operations begin - Winter/Spring 2027 11. PROJECT SUCCESS CRITERIA ALIGNMENT 11 City of Lake Geneva Trolley Initiative Lake Geneva Transit Co, LLC – Investor Partnership Proposal Criterion Proposal Alignment Relevant Experience Combines transportation oversight, tourism-oriented circulation planning, sponsorship development, seasonal operations coordination, and local operational integration tailored to Lake Geneva’s needs. Cost & Value Cost structure designed to minimize municipal financial exposure while supporting operational flexibility and measurable community value. Operational Approach Clearly defined operational and accountability structure supporting reliable service delivery, oversight, rider communication, maintenance, and operational reporting during construction impacts. Service Quality & Fleet One ADA-accessible trolley. Service emphasizing safety, cleanliness, rider accessibility, route visibility, professional operations, and reliable rider communication. Local Understanding Proposal specifically addresses Lake Geneva’s seasonal congestion, tourism flow, parking pressure, resident accessibility concerns, downtown circulation challenges, and Hwy 50 reconstruction impacts. 12. CONCLUSION During a period of significant congestion and infrastructure disruption, the proposed system is intended to support accessibility, circulation, and mobility throughout Lake Geneva. The proposed structure is designed to provide a practical, flexible, and operationally manageable mobility solution supporting residents, visitors, local businesses, and the City throughout the Hwy 50 reconstruction period. Ultimately, the proposal is designed to provide Lake Geneva with a flexible, low-risk mobility solution capable of adapting alongside the City’s operational needs throughout the Hwy 50 reconstruction period and beyond. 12 APPENDIX: FIGURE 1 Parking: Parking: Total Income $201,312.00$367,744.00 Total Income $201,312.00$367,744.00 Total Expenses $161,300$161,300 Total Expenses $191,300$191,300 INVESTOR PRO FORMA: INVESTOR PRO FORMA: Revenue Streams 25% Utilization50% UtilizationRevenue Streams 25% Utilization Operating Costs/City BaseConservative Operating Costs/City Base 50% Utilization Conservative CITY CONTRACT WITH DTC INVESTOR COORDINATES ADMINISTRATION10% 10% Peak & Shoulder Fare Reveue Share: $4,512$8,544 10% Peak & Shoulder Fare Reveue Share: $4,512$8,544 Total Parking Split $196,800.00$359,200.00 Total Parking Split $196,800.00$359,200.00 Peak Season Parking Split$168,000$330,400 Peak Season Parking Split $168,000$330,400Shoulder Season Parking Split$28,800$28,800 Shoulder Season Parking Split $28,800$28,800 DTC Peak $63,800$63,800 DTC Peak $63,800$63,800DTC Shoulder $8,800$8,800 DTC Shoulder $8,800$8,800Cleaning/year $5,000.00$5,000 Cleaning/year $5,000.00$5,000Maintenance/year $15,500$15,500 Maintenance/year $15,500$15,500Fuel/year $13,600$13,600 Fuel/year $13,600$13,600Storage/year $9,000$9,000 Storage/year $9,000$9,000Operations Manager Operations Manager $30,000$30,000Transit App $6,000$6,000 Transit App $6,000$6,000EZ Rider - Fare Collection$2,400$2,400 EZ Rider - Fare Collection $2,400$2,400Insurance - TBD $1,200$1,200 Insurance - TBD $1,200$1,200Annual Lease Fee $36,000$36,000 Annual Lease Fee $36,000$36,000 Net Operating Income $40,012.00$206,444.00 Net Operating Income $10,012.00$176,444.00 Ratio of Lease Expense to Total Income 17.88%9.79% Ratio of Lease Expense to Total Income 17.88%9.79%Ratio of Lease Expense to Total Expenses22.32%22.32% Ratio of Lease Expense to Total Expenses 18.82%18.82%24.81%127.99% 5.23%92.23%City ROI City ROI NOTE: 1) Transit and fare collection apps are still beingevaluated, the cost quoted is at the highest end to enableconservative projections. EZ Rider is $2400/year, with an onetime $5000 initial setup fee * DTC retains sole responsibility for daily operational execution, staffing, dispatch,maintenance, fueling, cleaning, driver management, and operational compliance.NOTE: 2) Insurance carriers are still being quoted APPENDIX: FIGURE 2 Parking Inventory City Parking Revenue Projections (Per City Packet Dated 4/21/26 ) Location Spaces The Cove Central-Denison Town Bank Total Spaces 334 Assumptions Value per space per week: Revenue share: Paid parking: Peak Season Weeks Peak Season Utilization 25% Location Spaces 25% Utilization(rounded up)Weekly RevenueBefore SplitPeak Season RevenueBefore Split (14 wks)City SharePeak Season RevenueAter Split (14 wks) The Cove Central-Denison Town Bank Total Revenue 25 % Utilization $168,000 Peak Season Utilization 50% Location Spaces 25% Utilization(rounded up)Weekly RevenueBefore SplitPeak Season RevenueBefore Split (14 wks)City SharePeak Season RevenueAter Split (14 wks) The Cove Central-Denison Town Bank Total Revenue 50% Utilization $330,400 Should Season Utilization20% Location Spaces 20% Utilization(rounded up)Weekly RevenueBefore Split Shoulder SeasonRevenue Before Split(20 days ~ 3 weeks)City Share Shoulder SeasonRevenue After Split (20days) The Cove Central-Denison Town Bank Total Revenue 20% Utilization $28,800 City Share 46 50% 138 100% 150 50% $200 50% 9 AM – 7 PM (7 days/week) 14 46 12 $2,400 $33,600 50% $16,800 138 35 $7,000 $98,000 100% $98,000 150 38 $7,600 $106,400 50% $53,200 46 23 $4,600 $64,400 50% $32,200 138 69 $13,800 $193,200 100% $193,200 150 75 $15,000 $210,000 50% $105,000 46 10 $2,000 $6,000 50% $3,000 138 28 $5,600 $16,800 100% $16,800 150 30 $6,000 $18,000 50% $9,000 46 150