BEAUMONT
-C A L I F O R N A -
Staff Report
TO: City Council
FROM: Kari Mendoza, Administrative Services Director
DATE: September 2, 2025
SUBJECT: Award a Professional Services Agreement to Transportation Management & Design to Perform a Comprehensive Operational Analysis of the City's Transit Services
Description: Consider entering into an agreement with Transportation Management & Design to perform a Comprehensive Operational Analysis of the City's transit services, including a Microtransit Feasibility Assessment and a Bus Stop Improvement Plan.
Background and Analysis:
A Comprehensive Operational Analysis (COA) is a strategic look at how our transit system is performing and whether it meets the needs of our community today and in the future. It blends detailed data analysis with feedback from riders and stakeholders to show what is working well, what needs improvement, and where new opportunities exist. The result is a clear, actionable plan that helps us invest wisely, improve efficiency, and keep our system adaptable over the next decade.
The City last completed a COA in 2019-2020, which provided service recommendations to guide Beaumont Transit for five years. Since then, a global pandemic, shifts in travel patterns, and significant community growth have changed local transit needs. New development has occurred in parts of the City that previously had little service, and expectations for reliability, accessibility, and amenities continue to evolve. With the prior plan at the end of its intended lifespan, updating the COA will ensure service decisions are based on current conditions, position the City to meet funding requirements, and guide investments toward the greatest community benefit.
This COA will also include two important elements in addition to the main operational review. The first is a Microtransit Feasibility Assessment, which will study whether an on -demand transit service could work in Beaumont to complement our fixed -route buses, improve service in lower -density areas, and make it easier for riders to connect to and from major routes. The second is a Bus Stop Improvement Plan, which will look at every stop in the system to identify where accessibility, safety, and passenger amenities can be improved, and to ensure compliance with the Americans with
Disabilities Act (ADA). Improvements will be prioritized based on need, ridership levels, and feasibility.
The consultant will also prepare recommendations for sustainable service and funding that take into account Beaumont's recent designation as an Urbanized Area and the requirement to meet a 20% farebox recovery ratio by fiscal year 2028. These recommendations will be developed for both constrained scenarios, where resources are limited, and unconstrained scenarios, where additional funding may be available to expand or enhance service. All recommendations will be part of a 10 -year plan with short-, mid-, and long-term strategies for implementation.
Procurement
On June 2, 2025, the City issued a Request for Proposals (RFP) with the scope described above. The solicitation was publicly advertised on PlanetBids, in Mass Transit magazine, and on the California Association for Coordinated Transportation (CALACT) website. The RFP closed on July 25, 2025.
The City received five qualified proposals. Proposals were evaluated based on the following criteria:
• Qualifications, Related Experience, and References — 25 points • Project Staffing — 15 points
• Approach to Scope of Work — 30 points
• Value (Cost/Benefit) of Services Proposed — 20 points • Completeness of Response — 10 points
The evaluation team, consisting of City staff with expertise in transit planning, operations, and administration, reviewed and scored all proposals. The two highest - ranked firms within the project budget were then interviewed. Following the interviews, Transportation Management & Design (TMD) was selected as the most qualified based on their proven experience, innovative approach, and knowledge of our service area.
A summary of scores is provided below:
• Transportation Management & Design — 96.50
• Innovate Mobility — 81.50
• Agape Mobility — 82.75
• RouteSprout — 72.25
• Michael Baker International — 72.75
The study is expected to take 15 months to complete, and the proposed pricing is $399,653.36.
Fiscal Impact:
The cost of preparing this staff report is estimated to be $2,012.
Funding for this project is allocated under project account CIP T25-03, Comprehensive Operational Analysis, and is made up of Local Transportation Funds (LTF) and State Transit Assistance (STA) funds. Below is a summary of the project's funding sources and budget.
CIP T25-03 Comprehensive Operational Analysis Project Funding Summary
Estimated Total Project Budget= $400,000
Current Project Budget= $400,000
Grant- STA,III
200,000 , 50%
Grant- LTF,
$200,000 , 50%
CIP T25-03 Comprehensive Operational Analysis Project Budget Summary Project
Component
Est. Total
Budget
Current
Budget
Paid to
Date
Remaining
Budget
Project Management
Preliminary Services
Environmental
I
$400,000 $400,000 $(0) IT $400,000
Design
Permits
1 Right -of -Way
Construction
1 Construction Management
Equipment
1 otal
$400,000
$400,000
$0
$400,000
Recommended Action:
Approve a Professional Services Agreement with Transportation Management & Design to perform a Comprehensive Operational Analysis for the period of September 2025 through January 2027 in an amount not to exceed $399,653.36; and Authorize the Mayor to sign on behalf of the City.
Attachments:
A. Procurement Document — Request for Proposals
B. Transportation Management & Design — Technical Proposal C. Transportation Management & Design — Cost Proposal
D. Professional Services Agreement
E. Levine Act Statement
Website:
BeaumontCa.gov
BEAUMONT
-CALIFORNIA
Address:
550 E. 6th Street
Beaumont, CA
92223
Phone:
951.769.8520
Request for Proposals
Comprehensive
Operational Analysis
Critical Proposal Due Dates
Item
Dates
Pre -Proposal Conference:
9:30 A.M. PST
June 12 2025
LINK TO PRE -PROPOSAL CONFERENCE
Questions in by:
5:00 P.M. PST
July 1 1 , 2025
Answers posted by:
5:00 P.M. PST
July 16, 2025
Proposals due by:
11:00 A.M. PST
July 25, 2025
Contact:
Raveena Chara - Procurement Contract Specialist
[email protected]
RFP Available:
beaumontca.gov
1. INTRODUCTION
The City of Beaumont ("City") is seeking proposals from qualified and experienced Consultants ("Consultant") to develop a Comprehensive Operational Analysis (COA) of the City's local transit services. The City seeks a COA that includes a Microtransit Feasibility Assessment and Bus Stop Improvement Plan.
The selected Consultant will be one that has demonstrated experience and professionalism in the preparation of Comprehensive Operational Analyses in the Transit sector. All services provided by the Consultant shall be performed by individuals who meet the qualifications, education, and certification/licensing requirements for the position. The successful Consultant shall also have the resources to provide cost effective and timely services, including providing customer service to the City. Qualified firms that submit a proposal will be evaluated in accordance with the requirements defined within this Request for Proposals ("RFP"). Upon successful negotiations with the City, the selected firm will provide a COA as described in this RFP.
Responses must conform to the requirements of this RFP. The City reserves the right to waive any irregularity in any proposal, withdraw or amend this RFP or reject any proposal that does not comply with this RFP or City policies.
2. THE CITY OF BEAUMONT
The City of Beaumont, incorporated in November 1912, is located in the San Gorgonio Pass region of western Riverside County and covers approximately 30 square miles. The City borders the communities of Calimesa, Cherry Valley, Cabazon, and Banning.
The City operates Beaumont Transit, a municipal transit agency that provides public transportation within a service area of approximately 40 square miles. Service is primarily focused on the City of Beaumont but extends into adjacent areas including Cherry Valley, Cabazon, Banning, Redlands, Yucaipa, and San Bernardino.
Beaumont Transit offers seven fixed routes, two commuter routes, and paratransit services, with a fleet of 22 vehicles serving approximately 140 bus stops. On a typical weekday, the fleet travels about 1,500 miles. The system is designed to connect residents to key destinations throughout the region while supporting local mobility and accessibility.
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3. PURPOSE
The City is committed to enhancing the overall experience for passengers and ensuring that transit operations are efficient, sustainable, and accessible. The purpose of this RFP is to select a Consultant to conduct a comprehensive study aimed at optimizing transit operations, exploring innovative transit solutions, and improving bus stop amenities and accessibility.
Following the 2020 Census, the City of Beaumont was reclassified from a rural to an urbanized area. As a result, Beaumont Transit must meet a 20 percent farebox recovery ratio, or a mixed ratio, for operating costs beginning in fiscal year 2028. This change has created the need to evaluate and improve operational efficiency and ridership performance within existing budget constraints. The goal of this study is to provide recommendations that support compliance with the farebox requirement while also identifying opportunities for service expansion and capital improvements when additional funding or resources are available.
The study should address both constrained and unconstrained scenarios: one focused on meeting farebox recovery through service optimization, and another exploring enhancements that may be supported through grant funding, capital investment, or other external resources.
Objectives include, but are not limited to:
• Assessing Current Operations: Conduct a thorough analysis of existing transit operations to identify inefficiencies, gaps, and opportunities for improvement. • Improving Transit Services: Provide actionable recommendations to improve service quality and increase ridership within both constrained and unconstrained financial scenarios.
• Community and Stakeholder Engagement: Ensure the project incorporates broad community involvement and reflects the community's goals and priorities. Identify unmet market needs, service gaps, and emerging trends by collecting and analyzing customer data through surveys and stakeholder outreach. • Exploring Alternative Services: Assess the feasibility and potential implementation of additional bus service in Beaumont and surrounding areas. • Long-term Planning and Forecasting: Provide recommendations for future transit planning, ranging from immediate to long-term (1-10 years). • Microtransit Analysis: Evaluate the feasibility and potential implementation of microtransit within the service area.
• Bus Stop Improvement Plan: Develop a plan to enhance bus stop usability, accessibility, and safety for riders.
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The anticipated timeline to complete this project is 12 to 18 months. 4
4. SCOPE OF WORK
The City seeks a qualified Consultant to provide a detailed and thorough analysis of its transit system. The following tasks outline the minimum required services to be provided by the Consultant. Additional innovative approaches or services proposed by the Consultant to achieve the objectives are welcome.
Comprehensive Operational Analysis
Task 1 - Public Engagement
Objective: To engage with internal and external stakeholders, gather community input, and ensure transparency throughout the analysis process.
Task 1.A. Community and Internal Engagement
A. Kick-off Meeting
a. Conduct an initial meeting with City staff and transit stakeholders to gather input on the City's operational strengths, weaknesses, and areas for improvement.
B. On -going Engagement
a. Engage stakeholders through in-person/virtual meetings, surveys, and social media to gather input at various stages. This includes, but is not limited to: riders, the local community, transit operators, and the Riverside County Transportation Commission (RCTC).
b. In coordination with City staff, the project team will support the development of a project webpage to provide updates and encourage public engagement throughout the study. The webpage will be hosted and maintained by the City, with the project team providing content and updates to keep the page current. The team will also prepare content for the City's social media platforms to help promote awareness and encourage participation in the COA process.
c. All public facing materials, including surveys, outreach content, and online information, must be made available in both English and Spanish to ensure bilingual accessibility and promote inclusive participation.
C. Comment Opportunity
a. Conduct a public meeting to present draft findings and recommendations.
Collect and incorporate feedback into the final COA.
D. Final Presentation
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a. Conduct a public meeting to present the final COA. Prepare a formal written summary of public comments and how they were incorporated into the plans.
Task 1.B. Rider Feedback
A. Survey for al/ riders:
a. Conduct a survey that targets riders across all service types (fixed route, commuter link, paratransit) using multiple channels (in -person, online, and mobile). The survey should gather insights into travel behaviors, service preferences, and areas for improvement from a broad demographic.
Surveys must be available in both English and Spanish.
B. Surveys should collect at least the following data:
a. Demographics:
i. Age, gender, household income, employment status, disability or mobility limitations, access to a vehicle, home location (ZIP code), primary language spoken at home.
b. Travel Patterns and Behaviors:
i. Trip purpose, frequency, time of use, mode of access to transit, alternative transportation modes when transit is unavailable. c. Service Satisfaction and Perceptions:
i. On -time performance, travel times, safety, cleanliness, accessibility, affordability, driver interactions.
d. Key Improvements and Priorities
i. Ranking of priorities (frequency, extended hours, stop amenities, safety, cleanliness, affordability) and open-ended feedback on needed changes and suggestions.
Task 2 — Data Collection
Objective: To collect and analyze comprehensive data to evaluate current transit operations and inform service recommendations.
Task 2.A. Required Data Collection
A. Operationa/ Data
a. Travel Patterns: Analyze current travel patterns, including trip origins and destinations, peak travel times, and modal splits.
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b. Stop -Level Data: Collect boarding and alighting data at each stop to identify high- and low -usage locations.
c. Transfer Analysis: Examine transfer patterns within the system and between modes to identify gaps in service connectivity.
B. Performance Metric Data
a. Farebox Recovery Ratio: Evaluate the farebox recovery ratio to assess whether it meets the mandatory requirement.
b. Service Reliability: Measure on -time performance across different times of the day, week, and service types (fixed route, commuter link, paratransit). c. Customer Wait Times: Assess average and peak wait times at key stops and terminals to identify areas where service frequency improvements are needed.
d. Dwell Times: Evaluate the time buses spend at stops, including boarding and alighting times, to identify opportunities for operational efficiency.
C. Land Use Data
a. Current and Future Land Use: Assess the relationship between current transit routes and existing land uses, such as residential, commercial, industrial, and public facilities (e.g., schools, hospitals, shopping centers). b. Pedestrian and Bike Accessibility: Evaluate pedestrian and bike access to transit stops and identify opportunities for improving first- and last -mile connectivity.
D. Comparative Data
a. Peer Agency Comparison: Collect and analyze data from comparable transit agencies to benchmark service quality, performance, and customer satisfaction.
b. Key Performance Indicators (KPIs): Benchmark KPIs such as cost per passenger trip, ridership per revenue hour, farebox recovery ratio, and vehicle utilization against industry standards.
E. Demographic and Socioeconomic Data
a. Population and Demographics: Analyze population density, growth trends, and demographic characteristics (age, income, disability) within the service area to inform route planning and service allocation. 7
b. Employment and Housing Locations: Map key employment centers, residential areas, and future growth areas to assess current service alignment and identify potential new service areas.
F. Infrastructure Data
a. Bus Stop Infrastructure: Inventory existing bus stops, shelters, benches, lighting, ADA compliance, and other amenities to inform the Bus Stop Improvement Plan.
Note: This list is not comprehensive and other data points recommended by the Consultant are we/come.
City -Provided Data:
• Data that the City will provide includes, but is not limited to:
o Route and Paratransit Schedule Information: Current and historical schedules for all fixed routes, commuter links, and paratransit services. o Ridership Data: Ridership data for fixed and commuter link routes and paratransit services.
o Paratransit Demand Response Origins and Destinations: Data for the past two years, including trip request locations, and pick-up and drop-off points. o Access to Swiftly Platform: Each fixed route and commuter bus is equipped with a tablet running the Swiftly Onboard App, which provides real-time GPS tracking and allows for manual passenger counting. City staff can access the Swiftly Dashboard, which will be shared with the consultant.
Data exports include:
■ Boardings by fare type (CSV format)
■ Passenger counts (boardings and alightings) at each stop (CSV format)
• Service metrics summarizing scheduled and delivered service (CSV format)
• Stop -level on -time performance data (CSV format)
o TripMaster Data Access: Paratransit vehicles use the TripMaster app to track GPS, origin and destination, and schedule adherence. Data will be made available with personal identifiers removed. Export includes:
• Individual trips by date, scheduled and actual times, estimated miles traveled (CSV format)
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o Operating Data: Yard and revenue hours/miles for current and prior years, including vehicle assignments.
o Financial Data: Operating cost data for current and prior years, broken down by cost category (e.g., labor, fuel, maintenance) to support cost - benefit and fare analysis.
o Bus Stop Inventory: A spreadsheet containing stop ID, name, latitude, longitude, shelter details, and the routes that serve each stop.
Task 3 - Current and Projected Funding Levels Analysis
Objective: Evaluate current and future funding levels, including fare structures and potential revenue enhancements, to ensure the sustainability of transit operations and service expansions. Analyze the impact of farebox recovery on funding availability and service proposals.
Task 3.A. Funding and Cost Analysis
A. Evaluation of Funding Sources:
a. Review existing operating and capital funding sources, funding conditions, and constraints. Collaborate with the City and RCTC to identify funding sources over the next 10 years.
b. Explore new funding opportunities (e.g., federal grants, public -private partnerships) and innovative revenue strategies like advertising. Consider the impact of farebox recovery on funding potential.
c. Assess funding shortfalls or surpluses under constrained and unconstrained scenarios, factoring in the financial feasibility of service expansions and zero -emission fleet transitions.
B. Operational Cost Analysis:
a. Compare current funding against operational costs, identifying areas for service reduction under constrained funding.
b. Evaluate how funding levels affect service continuity, especially under farebox recovery constraints, and how additional funding in unconstrained scenarios can support growth.
Task 3.B. Fare Equity Analysis
A. Detailed Fare Structure Review:
a. Examine the current fare structure, including full fares, discounted fares, and special fare programs (e.g., student or senior discounts). 9
b. Assess the equity of the current fare structure in terms of income levels, geographic areas, and demographics served.
B. Comparative Analysis:
a. Benchmark current fare structures against peer agencies to understand the competitiveness and fairness of fare levels.
b. Evaluate the balance between farebox recovery and affordability and propose adjustments to achieve a fair and sustainable model.
C. Revenue Impact Assessment
a. Model the potential revenue impacts of proposed fare adjustments or changes in fare policies, including scenarios for fare increases, decreases, or restructuring (e.g., distance -based fares, flat fares, free transit zones, fare capping).
b. Analyze the impact of these changes on ridership, revenue, and equity.
D. Recommendations for Fare Adjustments
a. Develop actionable phased recommendations for potential changes to fare categories, pricing, or new programs to increase ridership or revenues while ensuring equity.
Task 4 — Fixed Route, Commuter Link and Paratransit Service Analysis Objective: To evaluate the efficiency and effectiveness of current transit services and develop detailed route profiles to inform service optimization and planning decisions.
Task 4.A. Route Profiles
A. Assess Route Productivity
a. Utilize multiple performance metrics such as ridership per hour, cost per passenger trip, and subsidy per passenger trip.
B. Visual Mapping
a. Provide visual maps and heatmaps indicating high -ridership areas, underserved zones, and potential opportunities for route realignment or expansion.
C. Service Span and Frequency Evaluation
a. Evaluate service span and frequency to determine if adjustments are needed to better align with ridership demand.
D. Travel Time and Performance Analysis
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a. Analyze travel times, on -time performance, and load factors to identify delays, bottlenecks, or inefficiencies affecting service reliability and quality.
E. Accessibility Mapping
a. Develop accessibility maps to assess access to transit services by different population groups, including seniors, low-income residents, and people with disabilities.
Task 4.B. Service Analysis
A. Route -by -Route Evaluation
a. Conduct a route -by -route evaluation to identify underperforming services and provide data -driven recommendations for modification, consolidation, or elimination.
B. Paratransit Service Eva/uation
a. Evaluate paratransit service in terms of cost-effectiveness and compliance with ADA regulations.
C. Exp/ore Alternative Service Strategies
a. Evaluate the feasibility of integrating micro -transit or other on -demand solutions for low -ridership areas or specific times of day.
D. Financial Impact Analysis
a. Perform a financial impact analysis for each proposed service change, including potential cost savings, revenue impacts, and resource reallocations.
Task 5 — Service Recommendations
Objective: To provide data -driven, actionable recommendations to optimize service delivery, improve customer experience, and ensure long-term sustainability and growth of the transit system. Recommendations should be organized by priority and feasibility, with clear differentiation between constrained and unconstrained funding scenarios to reflect both funding limitations and opportunities.
Task S.A. Short -Term Service Recommendations (1-3 years) A. Immediate Service Adjustments
a. Identify short-term adjustments to address operational inefficiencies, improve customer satisfaction, and respond to ridership trends. b. Recommendations may include optimizing route frequencies, adjusting schedules, improving connections and transfers, improving real-time 11
information systems, , and addressing accessibility at key stops and stations.
These recommendations should be provided for both constrained and unconstrained funding scenarios, specifying the trade-offs in service levels based on funding availability.
c. Ensure that all short-term recommendations align with the graduated farebox recovery ratio, maintaining financial sustainability requirements.
Task 5.B. Mid -Term Service Recommendations (4-7 years) A. Service Restructuring and Expansion
a. Reassess and realign the route network based on ridership data, demographic changes, and community feedback to better meet evolving needs.
b. Propose high -frequency corridors, restructuring of underperforming routes, or introduction of express services where feasible, noting how each option fits into constrained vs. unconstrained funding scenarios. c. Integrate multimodal options to enhance connectivity, such as partnerships with bike -share programs or ride -hailing services.
Task 5.C. Long -Term Service Recommendations (8-10 years) A. Plan for Population Growth, Urban Development and Technological Progress a. Develop a long-term transit plan that addresses anticipated population growth, urban development, and technology integration, considering the funding realities of both constrained and unconstrained scenarios. b. Propose a financial plan that aligns with the long-term service expansion and sustainability goals, including potential funding sources and investment needs, and how constrained funding may limit or modify some of the proposed expansions.
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Microtransit Feasibility Assessment
Task 1 - Analysis of Current Services and Existing Microtransit Models Objective: To assess the City's current transit services and evaluate existing microtransit models from other transit agencies to understand best practices and potential applications for the City.
A. Review of Current Transit Services
a. Conduct a detailed analysis of the City's existing transit services, including fixed routes, commuter links, and paratransit service.
b. Evaluate the operational performance, ridership levels, and geographic coverage to identify gaps that microtransit could address.
B. Examination of Other Microtransit Models
a. Study microtransit services provided by other transit agencies such as Riverside Transit Agency, Omnitrans, and Sunline Transit Agency. b. Identify innovative solutions, best practices, challenges, and lessons learned that could be applicable to the City's context.
Task 2 — Identification of Service Gaps and Development of Microtransit Zones Objective: To identify geographic gaps, key destinations, and priority areas lacking adequate public transportation and develop potential microtransit service zones.
A. Identification of Service Gaps and Key Destinations
a. Use demographic, socio-economic, and land use data to identify areas within the City's service area that are underserved or lack sufficient transit options.
b. Pinpoint key destinations and priority areas for potential microtransit service, considering community needs and transit demand.
B. Development of Potential Microtransit Zones
a. Create and map multiple potential zones for the implementation of microtransit services, considering various service models such as flexible routes, on -demand services, or first-mile/last-mile solutions. b. Evaluate the viability of each zone based on ridership potential, cost efficiency, and integration with existing transit services. 13
Task 3 - Financial and Operational Feasibility Analysis Objective: To assess the financial and operational feasibility of proposed micro -transit zones and service models to ensure sustainability and alignment with the City's transit goals.
A. Ridership Forecast and Fare Structure Development
a. Conduct a ridership forecast for each proposed zone, taking into account current and projected demand.
b. Develop a sustainable fare schedule and pricing strategy to balance affordability, ridership growth, and revenue generation.
B. Cost -Benefit Analysis of Service Mode/s
a. Evaluate the cost-effectiveness of different microtransit service models (bus -stop -to -bus -stop vs. curb -to -curb) and operational scenarios, including hours of operation, vehicle requirements, and technology integration.
b. Prepare itemized cost estimates for implementation, vehicle procurement, technology investment, and ongoing operational costs for each proposed zone.
Task 4 — Microtransit Recommendation and Implementation Plan Objective: To provide a comprehensive recommendation and phased implementation plan for microtransit services, including potential funding sources and partnerships.
A. Recommendation for Microtransit Implementation
a. Based on the findings from the feasibility assessment, recommend whether the City should pursue microtransit services.
b. Outline the most viable options, including preferred zones, service models, and operational strategies.
B. Implementation Plan and Funding Strategy
a. Develop a phased implementation plan with timelines, resource requirements, and milestones.
b. Identify potential funding sources, public -private partnerships, and grant opportunities to support the implementation and operation of microtransit services.
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Bus Stop Improvement Plan
Task 1 - Analysis of Existing Bus Stops and Bus Stop Infrastructure Objective: To evaluate the current condition of bus stops within the City's transit service area and identify deficiencies in safety, accessibility, and infrastructure to enhance passenger experience and meet regulatory standards.
A. Comprehensive Bus Stop Inventory and Condition Assessment a. Conduct a detailed inventory of all existing bus stops, documenting their condition with respect to shelters, signage, lighting, seating, ADA compliance, and other amenities.
b. Evaluate each bus stop for safety and accessibility issues, including visibility, pedestrian access, and proximity to crosswalks or traffic signals.
B. Benchmarking Against Best Practices
a. Review and analyze best practices and standards from similar transit systems to establish benchmarks for bus stop design and amenities. b. Identify opportunities for improvement based on peer agency comparisons and industry standards.
Task 2 - Identification of Priority Areas and New Bus Stop Locations Objective: To prioritize bus stop locations for improvement and evaluate potential sites for new bus stops based on community needs, demand, and connectivity.
A. Identification of Priority Areas
a. Analyze ridership data, demographic information, and land use patterns to identify high traffic stops and areas with inadequate facilities. b. Prioritize bus stops for improvements based on safety concerns, high ridership, and strategic importance to the transit network.
B. Evaluation of Potential New Bus Stop Sites
a. Identify potential locations for new bus stops to enhance network coverage and connectivity, focusing on underserved areas, key destinations, and transit hubs.
b. Provide proposed designs and justifications for each new bus stop location, considering factors such as pedestrian access, safety, and community input.
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Task 3 - Community Engagement and Regulatory Compliance Objective: To engage the community in the planning process and ensure proposed bus stop improvements comply with transit regulations.
A. Community Engagement
a. Gather public input from residents, transit riders, and other stakeholders on bus stop improvements and new locations.
b. Incorporate community feedback into the final recommendations to ensure alignment with public needs and preferences.
B. Regulatory Compliance Review
a. Review local, state, and federal regulations related to bus stop design, accessibility, and safety to ensure all proposed improvements meet legal requirements.
b. Develop a Bus Stop Policy that outlines guidelines and requirements for developers regarding the construction and maintenance of bus stop facilities and amenities.
Task 4 — Financial Analysis and Implementation Plan
Objective: To provide a detailed financial analysis and phased implementation plan for bus stop improvements, ensuring sustainability and alignment with the City's transit goals.
A. Financial Analysis and Cost Estimation
a. Prepare cost estimates for each proposed bus stop improvement and new bus stop location, including capital and long-term operational costs.
B. Development of Implementation P/an
a. Create a phased implementation plan that outlines a timeline, budget, and resource allocation for bus stop improvements.
b. Establish priority levels for each improvement and provide recommendations for securing funding, including potential grants, public - private partnerships, and other funding sources.
5. PROJECT DELIVERABLES
A. Comprehensive Operational Analysis
I. Public Engagement and Data Collection
Include a report of all public comments and rider surveys, summarizing all engagement activities, key findings, and how public input was incorporated into the COA. 16
Documentation of all data collected, including a database and visual representations (e.g., maps, charts) of key data points should be submitted. All data used for the study will remain the domain and property of the City upon completion of the project and may be used in the future at the City's discretion.
II. Route Profiles and Service Analysis
Provide route profiles for each fixed route, commuter link, and paratransit service. These profiles should highlight key performance metrics and findings, highlighting underperforming routes. Include recommendations for route modifications, consolidations, or eliminations, with supporting data and rationale. Additionally, project the impacts on ridership, fare revenue, and service levels for each proposed recommendation.
III. Funding and Cost Analysis
Develop a comprehensive funding and cost analysis report. This report should offer a detailed review of current and potential funding sources and include an operational cost analysis. Provide recommendations for addressing any potential funding gaps and ensuring financial sustainability. Include a list of potential new funding opportunities and innovative financing strategies, along with assessments of their feasibility, risks, and potential impacts.
IV. Fare Analysis
Prepare a fare equity analysis report with recommendations for changes to the fare structure. This report should outline an implementation plan for proposed fare adjustments and phasing strategies.
V. Service Recommendations
Create a comprehensive service plan that covers short-, mid-, and long-term recommendations. Include the rationale behind these recommendations, potential impacts, cost implications, and key performance indicators (KPIs) for monitoring success.
Include a strategic financial plan outlining funding requirements, potential revenue sources, and cost management strategies to support the service recommendations.
B. Microtransit Feasibility Assessment
Prepare an assessment that contains a summary of the current transit services and neighboring microtransit models, highlighting the key findings and insights. The report should include maps and detailed descriptions of proposed microtransit zones, providing clear justifications for the selection and prioritization of each zone. It should also feature a financial analysis that encompasses ridership forecasts, fare schedule options, cost estimates, and a cost -benefit analysis of different service models. Alongside this, include a detailed feasibility report for microtransit with specific recommendations for implementation. Finally, outline a phased implementation plan and funding strategy, identifying potential partnerships and grants to support the initiative. 17
C. Bus Stop Improvement Plan
Include a comprehensive report on the condition of existing bus stops. The report must include a detailed inventory and assessment of findings, along with a comparative analysis that identifies gaps and opportunities for improvement based on industry benchmarks. It should also include a prioritized list of bus stops for improvement, with a clear rationale for each. Proposed new bus stop locations and designs must be based on site evaluations and community input. The report should assess pedestrian access within a '/4 -mile radius in all directions from each stop. A financial analysis must be included, with cost estimates and a cost -benefit analysis. The report must also outline a phased implementation plan, including a prioritized timeline, budget considerations, and a funding strategy. All supporting data must be submitted in Excel or CSV and GIS- compatible formats to support future planning.
6. ADDITIONAL CONSULTANT RESPONSIBILITIES
The Consultant is solely responsible for maintaining a high standard of professional quality in research, data analysis, and timely project completion. This responsibility exists regardless of any general guidance provided by the City for the Consultant's services.
The Consultant will assign a single qualified project manager (the "Consultant Project Manager") to coordinate with the City on all project activities. The Consultant Project Manager will be responsible for overseeing the project activities and will be the single point of contact between the City and the Consultant and will be responsible for all administrative and management duties under this scope of work.
This project will be led by the Consultant with general direction and oversight provided by City staff. The Consultant will be directed by the project manager (the "City Project Manager") designated by the City and the Consultant Project Manager will work in close coordination with a committee comprised of transit stakeholders and representatives from the City (the "Steering Committee") to review, clarify, refine, and finalize all work leading to the preparation of the COA report. The Steering Committee will meet monthly and/or as directed by the City Project Manager. The Consultant will prepare a draft final report which includes all project deliverables. The report should summarize all the task reports and include an executive summary, narrative description of the work performed, the project objectives met, methodologies used, analyses of the data collected utilizing charts, tables, graphs and maps, and specific recommendations based on the results of the analysis. After review by the City Project Manager and the Steering Committee, the Consultant will prepare a final report incorporating comments for the draft final report.
The Consultant will deploy sufficient qualified personnel to ensure the timely and professional delivery of all project requirements. If the City's Project Manager identifies inadequate performance by the Consultant's Project Manager, the City may request the Consultant to replace the project manager within fourteen (14) days to successfully 18
complete this project within budget and schedule. If such actions are required, the Consultant will provide credentials for review and approval by the City.
The Consultant shall be responsible for completing the specified services in accordance with the City's Professional Services Agreement (Exhibit A)
7. OWNERSHIP OF WORK
All reports, memos, presentation material, and other documents prepared or obtained by the Contractor or subcontractor(s) in the course of performing the work required by this Contract shall be the property of the City of Beaumont, and the Contractor hereby conveys and transfers to the City all copyrightable interests in such documents.
Contractor further affirms that it has obtained all necessary conveyances and transfers from its employees and subcontractors and that it will continue to obtain them as necessary. Under no circumstances shall the Contractor fail to deliver any draft, final reports or memos to City upon written demand by the City for their delivery, notwithstanding any disputes between the Contractor and City concerning payment, performance of this Contract, or otherwise. This covenant shall survive the termination of this Contract as provided in the Contract.
The Contractor represents that it has secured all necessary licenses, consents or approvals to use the components of any intellectual property, including computer software, used in the rendering of services and the production of the materials produced under this Contract, and that City has full legal title to and the right to reproduce such materials. The Contractor covenants to defend, indemnify and hold City of Beaumont harmless of any loss, claim or liability in any way related to a claim that City of Beaumont is violating federal, state or local laws, or any Comprehensive Operational Analysis contractual provisions, relating to trade names, licenses, franchises, patents or other means of protecting interests in products or inventions. The Contractor shall bear all costs arising from the use of patented, copyrighted, trade secret or trademarked materials, equipment, devices or processes used on or incorporated in the services and materials produced under this Contract. In case such materials, equipment, devices or processes are held to constitute an infringement and their use is enjoined, the Contractor, at its expense, shall: (a) secure for the City the right to continue using the materials by suspension of any injunction or by procuring a license or licenses for the City; or (b) modify the materials so that they become non -infringing. This covenant shall survive the termination of this Contract.
8. AVAILABLE DOCUMENTS
The following documents are available for Consultants responding to the Request for Proposals (RFP) and can be found on the City's website.
A. Fixed Route and Commuter link Bus Schedules
B. Fare Schedule
19
C. Where's the Bus? Real -Time Bus Information
D. Paratransit
Dial -A -Ride) Website Section
E. Most Recent Short Range Transit Plan
9. TERM
The initial period of the contract is for one (18) months. Any extension requests must be approved by the City Council, subject to the agreement terms and the Beaumont Municipal Code.
10. PROPOSAL REQUIREMENTS
Proposals shall clearly address all the information requested below. To make the review process consistent and ensure a fair comparison across submissions, proposals must be organized in the format provided. While there's no maximum page limit, proposals should be concise. Please avoid overly elaborate or promotional content. • Cover Letter: Maximum of two (2) pages serving as an Executive Summary which shall include an understanding of the scope of services. The RFP shall be transmitted with a cover letter that must be signed by an official authorized to bind the Consultant contractually. The letter accompanying the RFP shall also provide the name, title, address, and telephone number of individuals with the authority to negotiate and contractually bind the Consultant. The cover letter constitutes certification by the Consultant that the Consultant complies with nondiscrimination requirements of the State and Federal Government. An unsigned proposal or one signed by an individual unauthorized to bind the Consultant may be rejected.
• Firm Profile: Provide a description of the firm, including number of professional personnel, years in business, office location(s), organizational structure (e.g., corporation, partnership, sole practitioner, etc.), areas of particular expertise, etc. The following information should also be included:
o Name
o Street Address
o City, State, Zip Code
o Corporate Structure
o State/Country of Incorporation
o Website
o Contact Information
20
In addition, any participating firms and proposed subcontractors shall be identified and included in the proposal (all subcontractors must be approved by the City prior to signing the agreement with the City). • Firm Experience/Qualifications:
o A list of the five (5), most recent, similar projects by the proposed project team. Include at least three (3) projects on which all the principal team members, including key subcontractors, worked together. Each description shall include:
o The name of the client and a contact name, address, and telephone number.
o The scope of the Vendor's involvement in the project. o The month and year the projects started and the month and year they were completed.
o The total value of the services provided.
o The key personnel involved, and the sub -contractors employed. • A list of any Consultant's contracts terminated (partially or completely) by clients for convenience or default within the past five years. Include contract value, description of work, client, contract number, and the name and telephone number of the contracting entity.
• Location of principal office that will be responsible for the implementation of this contract.
• Proposed Team: Provide a summary description of all personnel who will be involved in this project, their roles and responsibilities, and their experience in similar past projects. The proposal must name a project manager. In addition to this summary, full resumes must be provided.
• References: Provide at least three (3) references from previous cities, counties or other agencies for similar work completed within the last 5 years, and provide web links to appropriate examples of recent work product relating to similar projects.
• Scope of Services: Provide a description of the tasks, sub -tasks, and deliverables that will be provided. The Scope of Work Program should be presented in a logical format that can be easily attached to the Professional Services Agreement.
• Approach: The proposal should set forth a detailed work plan, including an explanation of the methodology and process for providing the services required in this RFP. Detailed project schedule, identifying all tasks and deliverables to be 21
performed, durations for each task, and overall time of completion. Provide a description of the firm's approach to communicating effectively with City staff and officials, other jurisdictional stakeholders, and the public, to facilitate successful delivery of assigned tasks. In addition, provide your process for collecting data and storing data.
• City Staff: Provide a detailed description of the firm's approach to communicating effectively with City staff and officials, other jurisdictional stakeholders, and the public, to facilitate successful delivery of assigned tasks.
Detailed description of specific tasks you will require from City staff. Explain what the respective roles of City staff and your staff would be to complete the tasks specified in the Scope of Services.
• List of all current/outstanding contracts, their status, and the completion date for each contract.
• Any other information which should be considered, such as any special services or customer service philosophy which define your firm's practice. • Insurance: The firm will be required to have professional liability insurance including liability at a minimum of one million per occurrence, worker's compensation, and vehicle coverage including comprehensive and collision insurance naming the City of Beaumont as additional insured. The proposal shall state whether such insurances will be in force at time of contract execution. • Cost Proposal: Provide detailed cost of services. The cost proposal must be submitted as a separate file. Include:
o Fixed prices, including out-of-pocket expenses, for all costs associated within the scope of this proposal.
o Detailed hourly rates of all members of the team.
o Additional billable costs for non -specified tasks.
o Total fees and expenses for the entire scope of the project. o Any area or additional service which proposers believe should be included in the scope of work in this proposal, but which is not addressed in this RFP, including the costs associated with such additional services.
11. SUBMITTAL
All questions or requests for clarifications regarding this RFP shall be submitted on Planetbids by 5:00 p.m. PST July 1 1, 2025. Responses to all questions will be posted on 22
the same website to allow all users to review the City's responses to all questions within one (1) week of the question due date.
*DUE DATE FOR QUESTIONS IS JULY 11, 2025 BY 5:00 P.M.*
Submit one (1) digital copy in PDF format on Planetbids in accordance with the bid submission deadline, which is 11:00 am PST on JULY 25, 2025. Proposal must be titled "Proposal for Comprehensive Operational Analysis of Beaumont Transit." *DUE DATE FOR PROPOSALS IS JULY 25, 2025 BY 11:00 A.M.* By proposing on this project, you are indicating that you agree to all terms and conditions of the City's Professional Services Agreement, which is attached to this RFP as Exhibit A.
No RFC or questions will be accepted after 5:00 p.m. on July 11, 2025. All RFC responses will be posted on the CITY's Planet Bids Portal a week after due date.
If prior to the date fixed for submission of Proposals, a prospective Company discovers any ambiguity, conflict, discrepancy, omission or other errors in this RFP or any of its appendices, exhibits or attachments, the Company shall immediately notify the City of such error in writing and request modification or clarification of the document.
Modifications shall be made by written Addenda to the RFP.
If a Company fails to notify the City, prior to the date fixed for submissions of Proposals, of an error in the RFP known to the Company, or an error that reasonably should have been known to the Company, the Company shall submit its Proposal at its own risk, and if the Company is awarded a Contract, it shall not be entitled to additional compensation or time by reason of the error or its later correction.
All communications regarding technical, scope, and/or project related questions and requests for clarifications, changes, exceptions, and deviations to the terms and conditions set forth in this RFP shall be submitted via "Q&A" through the City's Electronic Bidding System, Planetbids, before the deadline and according to these specifications herein. Any and all other bidding communications shall only be with Raveena Chara, Procurement Contract Specialist, [email protected]
The Final day for receipt of questions from the Proposer shall be on or before the due date indicated in the RFP event schedule section below. To ensure fairness and avoid misunderstandings, all communications must be in written format and submitted only in the format set forth above. Any verbal communications will not be considered or responded to. All questions received by the due date will be logged and reviewed. 23
No postmarked proposals will be accepted. Once submitted, proposals cannot be altered without prior written consent of the City. The prospective bidder assumes sole responsibility for submitting a complete bid proposal in response to this RFP. No special consideration will be given after bid proposals are opened due to a bidder's failure to comply with all requirements of the RFP.
All costs associated with preparation of any proposal shall be the sole responsibility of the proposer. There is no page limit, but all text used must be minimum 12- point font size.
12. CONFIDENTIALITY
Prior to the proposal submittal deadline, all proposals will be designated confidential to the extent permitted by the California Public Records Act. After the proposal submittal deadline, all responses, materials, documents, and data submitted will be regarded as public records and will be subject to review by the public and posting on the City's website. Vendors shall not include any information in their proposal that they contend is confidential or a trade secret. Any language purported to render confidential all or portions of the proposals will be regarded as non -effective and will be disregarded.
13. AMENDMENTS TO REQUESTS FOR PROPOSALS
The City reserves the right to amend the RFP by addendum at any time. The addenda will be posted on the City's Planet Bids Portal:
https://vendors.planetbids.com/portal/66785/bo/bo-search
14. CITY OF BEAUMONT RIGHTS AND OPTIONS
This RFP does not commit the City of Beaumont to award a contract or to pay any cost incurred with the preparation of a proposal or contract for services described herein.
The City may, in its sole discretion and without any obligation to act reasonably, reject any and all proposals, waive informalities and minor irregularities in any proposal reviewed, negotiate with any qualified source submitting a proposal, extend deadlines, and/or request additional information. Subsequent to negotiations, prospective consultants may be required to submit revisions to their proposals. The City may reject any proposal that does not conform to the instructions provided in this RFP.
Additionally, the City reserves the right to negotiate all final terms and conditions of any proposal received before entering into final contract.
The City reserves the right to postpone selection for its own convenience, to withdraw this RFP at any time, and to reject any and all proposals without indicating any reason for such rejection. As a function of the RFP process, the City of Beaumont reserves the right to remedy technical errors in response to the RFP and to modify the published scope of services and scope of work. Proposals submitted in response to the RFP will not be returned.
24
The City of Beaumont reserves the right to reject any or all responses, to waive any informality in any responses, and to select the vendor that best meets the City's needs.
There is no expressed or implied obligation for the City to reimburse responding firms for any expenses incurred in preparing proposals in response to this request. Materials submitted by respondents are subject to public inspection under the California Public Records Act (Government Code Sec. 6250 et seq.) unless exempt. Any language purporting to render the entire proposal confidential or proprietary will be ineffective and will be disregarded.
All property rights, including publication rights of all reports produced by respondents in connection with services performed under this agreement will be vested in the City. In addition, respondents will not publish or release any of the results of its examination without the express written permission of the City.
Responses must be submitted no later than the date and time stated on this RFP.
Responses shall be reviewed and rated as set forth in the Selection Process section of this RFP. The City will then determine which firm best meets the City's requirements.
During the evaluation process, the City reserves the right (where it may serve the City's best interest) to request additional information or clarification from respondents. At the discretion of the City, firms submitting proposals may be requested to make oral presentations as part of the evaluation process.
The City reserves the right to retain all proposals submitted and to use any ideas in a proposal regardless of whether the proposal was selected. Submission of a proposal indicates acceptance by the firm of the conditions contained in this Request for Proposals, unless clearly and specifically noted in the proposal as submitted and confirmed in the contract between the City and the firm selected.
The City reserves the right to negotiate final pricing with the most qualified firm.
The City's standard Professional Services Agreement is included as Exhibit A. Upon award of the contract, it is expected that the successful proposer will accept the Agreement terms and conditions "as is" without modification. Any contract modifications are to be stated upfront, at the time of submittal.
Any costs incurred in the preparation of the response, presentation to the City, travel in conjunction with such presentations, or samples of items shall be the responsibility of the respondent. The City assumes no responsibility and no liability for costs incurred by respondents prior to issuance of a contract.
The proposer shall furnish the City with such additional information as the City may reasonably require.
25
15. CONFLICT OF INTEREST
The Consultant shall disclose any personal or professional financial, business, or other relationships with the City that may have an impact on the outcome of this contract or any resulting project. The consultant shall also list current clients who may have a financial interest in the outcome of this contract.
16. PROPOSAL EVALUATION/SELECTION
The City intends to engage the most qualified consultant available that demonstrates a thorough understanding of the City's needs/objectives and the ability to meet those needs/objectives. City staff will use the following criteria to evaluate the proposals:
Evaluation Criteria
Points
Qualifications, Related Experience, and References
25 Project Staffing
15 Approach to Scope of Work
30 Value (Cost/Benefit) of Services Proposed
20 Completeness of Response
10 Total Possible:
100
The City may request a qualification interview with the highest ranked consultant(s) prior to determining the final determination. The City reserves the right to reject any and all proposals.
17. EXHIBITS
Exhibit A. Professional Service Agreement
Exhibit B. Price Response Form
Exhibit C. Fare Schedule
26
Technical Proposal
RFP-25.024
City of Beaumont
Transit Comprehensive Operational Analysis
PHOTO: @BEAUMONTTRANSIT I FACEBOOK
ETMD
SUBMITTED BY:
IN ASSOCIATION WITH:
KEARNS 1 WEST
ETC
VVSturv. VIr.. MENT.
■TMD
TRANSPORTATION
MANAGEMENT &
DESIGN, INC.
2701 Loker Ave. West,
Suite 110
Carlsbad, CA 92010
(760) 476-9600
tmdinc.net
Raveena Chara
Procurement Contract Specialist
City of Beaumont
550 East 6th Street
Beaumont, CA 92223
Subject: RFP-25-024 City of Beaumont Transit Comprehensive O aerational Analysis
July 25, 2025
Dear Ms. Chara and Members of the City's Evaluation Committee:
Transportation Management & Design, Inc. (TMD) is pleased to submit our proposal to provide consulting services to the City of Beaumont for their transit Comprehensive Operational Analysis (COA). Our practice reflects a broad range of multi -modal transit industry experience in service evaluation, planning and design; capital and financial planning; operations; transit management; scheduling; and marketing and public outreach. We are particularly interested in helping the City of Beaumont undertake this COA because we are passionate about transit and we see opportuni- ties to help Beaumont Transit increase transit ridership, improve efficiency, and provide more benefits to the community. Our experience with small transit systems has resulted in more user friendly services that have improved access to opportunity for entire communities similar to Beaumont. As requested in the RFP, TMD is providing all required forms along with our qualifications.
We acknowledge receipt of Addenda 1 through 4, dated June 18, 2025, July 7, 2025, and July 16, 2025, respectively, and have incorporated their content within our response.
TMD is a women -owned transit -planning firm headquartered in Carlsbad, California, with about 25 professional team members specializing in productive, innovative, and sustainable transit networks and services. Our team —including proposed Project Manager Ron Kilcoyne—brings real -world transit planning and operations experience from numerous years within public transit agencies, developing expertise in fixed -route bus, demand response, and paratransit service design, manage- ment, and operations. Throughout over 37 years in business, TMD has directed successful COAs and transit planning projects for both large and small systems, working closely with clients to understand their existing and future markets, enhance service effectiveness and operational efficiency, ensure financial sustainability, and engage productively with stakeholders to build broad public support for transit investments and services while creating customized solutions that optimize market targets and improve operational effectiveness.
To address Beaumont's needs as comprehensively as possible, we have assembled a team that brings a balanced set of experience and expertise. Assisting TMD on this project will be Kearns & West (KW), a collaboration and strategic communications firm with extensive experience in providing engagement for transit and transportation projects, and ETC Institute (ETC), a nation-wide leader in conducting rider and community non -rider surveys. TMD has worked with key staff from both KW and ETC on other similar projects. We feel that our team is best positioned to complete this work for the following reasons:
■ We understand a COA is not about just changing the route alignments or adjusting frequency/ span. Our COA efforts go beyond the traditional approach, examining all aspects of service delivery to identify solutions that improve the overall customer experience and day-to-day operations for agency staff and operators, understanding that a redesigned network will not be successful if it cannot be delivered consistently and reliably while providing a high -quality experience for riders.
■ Our plans grow ridership while reducing costs. Improving network design to better align with community needs is at the core of what we do. Our approach focuses on improving the customer experience while simultaneously increasing the efficiency and effectiveness of service Transportation Management & Design, Inc.
City of Beaumont
delivery. Tailoring service delivery to market demand and optimizing use of resources allows us to make substantial network -wide service improvements within existing cost constraints. ■ We have comprehensive experience with bus stop infrastructure analysis and policy development. TMD has conducted detailed bus stop inventories for multiple agencies includ- ing RTA, Sun Tran, and Corona, providing thorough assessments of existing infrastructure conditions, accessibility compliance, and passenger amenities. Our team has also developed comprehensive and strategic bus stop amenity policies, including our work with VIA and RTA, creating frameworks that guide strategic investments in passenger facilities and ensure consistent service standards across transit networks.
■ We excel at developing market -tailored solutions and integrating innovative microtransit services. Our approach recognizes that effective transit requires diverse service models to meet varying community needs. A prime example of this expertise is TMD's success- ful planning and implementation of RTA GoMicro in Hemet, where we designed and launched a microtransit service that seamlessly connects with the fixed -route network, providing first-mile/last-mile solutions that have significantly improved transit accessibility and ridership in the service area.
■ We integrate state-of-the-art technology tools into our planning process. Our planning toolkit includes Remix Transit and On -Demand to visualize and test different route concepts; Replica to better understand travel patterns such as origin -destination; ArcGIS to visualize market and service conditions; PowerBl to evaluate service performance and passenger survey results; our Excel -based financial model to project our revenues and expenses to ensure our plans are sustainable; Excel to conduct Title VI analysis; and the Adobe Creative Suite to translate our findings and recommendations into compelling visual messages. ■ We like to collaborate! We believe that effective collaboration between the consulting team and staff is critical to developing a plan that meets the needs of the community and is imple- mented successfully. For example, TMD under the direction of our proposed project manager with the support of Kearns and West, has engaged in close collaboration with the transit providers and cities of Yolo County to develop service recommendations for Yolobus and Unitrans that include a mixture of fixed route and microtransit services. We will work closely with the City of Beaumont's project team in developing draft alternatives and the final service plan, ensuring that the team "owns" the final COA recommendations.
TMD's team hereby agrees to accept the City's Professional Services Agreement and will adhere to all specified terms and conditions. Upon selection, TMD will obtain a City of Beaumont business license as required in the Professional Services Agreement. TMD maintains all required insurance coverage and confirms that all required insurance policies will be in full force and effect at the time of contract execution, as specified in the RFP requirements. By submitting this proposal, TMD certifies that it complies with all State and Federal nondiscrimination requirements. China Langer, President of TMD, is authorized to contractually bind, negotiate, and represent the firm in all matters regarding this proposal. She can be contacted at 2701 Loker Ave. W., Suite 110, Carlsbad, CA 92010, by telephone at (760) 476-9600, or via email at [email protected]. All project work will be completed from TMD headquarters in Carlsbad, CA. This proposal shall remain valid for no longer than one hundred and twenty (120) days. We look forward to the opportunity of working with the City of Beaumont on this important project.
Respectfully yours,
Transportation Management & Design, Inc.
China Langer
President
Transportation Management & Design, Inc.
City of Beaumont
I I
Contents
FIRM PROFILES 1
FIRM EXPERIENCE AND QUALIFICATIONS 5
TERMINATED CONTRACTS 20
TEAM SUMMARY AND OFFICE LOCATION 22
PROPOSED TEAM 24
Proposed Key Personnel 25
Resumes 31
REFERENCES 47
TMD References 48
SCOPE OF SERVICES 51
Project Understanding 52
Scope of Work Program 55
PROJECT APPROACH 74
Work Plan Approach 75
Proposed Schedule 76
Staffing and Communication Plan 77
Microtransit Feasibility Analysis Project Organization Chart 79 Bus Stop Improvement Plan Project Organization Chart 80 Data Practices 81
CITY STAFF INVOLVEMENT 82
CURRENT CONTRACTS 84
ADDITIONAL SERVICES 86
INSURANCE 88
CONFLICTS OF INTEREST 90
CONTRACTUAL EXCEPTIONS REQUEST 92
Transportation Management & Design, Inc.
City of Beaumont
FIRM PROFILES
TMD FIRM PROFILE • SUBCONSULTANT PARTNERS' FIRM PROFILES
Firm Profiles
Firm Profiles
For the past 37 years, Transportation Management &
Design, Inc. (TMD) has been dedicated to supporting a
Vision. Plan. Implement. approach to improving transit
systems, enabling agencies to optimize their resources to operate more efficiently and grow ridership strategically and sustainably. Our projects have encompassed everything from 1) "blank slate" reimagining of transit networks and services, to 2) "tweak and tune," to 3) phased service
refinements that respond strategically to future develop- ments, market demands, and financial realities. As an
industry leader in transit planning, TMD specializes in the data analysis, service evaluation, market analysis, commu- nity engagement, and customer -focused network planning needed to complete Beaumont Transit's Comprehensive
Operational Analysis (COA).
TMD is dedicated to ensuring positive and sustainable
results for our clients by promoting a transparent
and collaborative working relationship. We approach
our work with a sincere commitment to the following
principles:
Experienced Staff Committed to Success
TMD's business practice is grounded in our confidence to deliver results that exceed client expectations consistently.
Our team is dedicated to ensuring positive and sustainable results by promoting responsiveness and flexibility through- out our project engagements. Several of our senior manag- ers have served numerous years at transit agencies, bringing firsthand knowledge of bus, paratransit, and specialized transit systems. This collective experience adds value to our practice and helps ensure our work is innovative, compre- hensive, and readily executed.
Improving quality of life, economic
development, and social equity through
enhanced public mobility is the primary
focus of every TMD engagement.
TMD
VISION. PLAN. IMPLEMENT.
Firm Registration Information
Transportation Management & Design, Inc.
DUNS: 809587769 • SAM: MKN9ZNG5M264
NAICS Codes: 541320, 541611, 541614
FEIN: 33-0825432 • DIR: PW-LR-1000513430
Legal Structure
TMD is a privately -owned California C-corp
founded in 1988 and established in 1998. TMD has
been in business 37 years.
QLocation
Our office is headquartered in Carlsbad, CA at 2701
Loker Ave. W., Suite 110, Carlsbad, CA 92010, with
regional support in the San Francisco Bay Area, New
York, Phoenix, British Columbia, and Melbourne (AU).
IS Our Staff
We have a staff of approximately 20 transit
professionals, several of which have served numerous
years within public transit agencies across the country.
Certifications
We are a women -owned business, certified as a Small
Business Enterprise (SBE) and Disadvantaged Business
Enterprise (DBE) across the U.S. TMD's California
DBE and SBE certification number for the CA Unified
Certification Program is 49228.
s
es Project Team
TMD, Prime
Kearns & West, Public Outreach Subconsultant
ETC Institute, Survey Subconsultant
® Point of Contact
China Langer, TMD President I [email protected],
(760) 476-9600, ext. 107
Transportation Management & Design, Inc.
2701 Loker Ave. W., Suite 110, Carlsbad, CA 92010
www.tmdinc.net • (760) 476-9600
Transportation Management & Design, Inc.
City of Beaumont
2 Firm Profiles
Continuous Innovation
We utilize state-of-the-art technology tools and are
constantly refining our practices and techniques. Through each project, we gain new insights and knowledge that
we willingly share with clients to build innovative and sustainable results. Drawing from over 500 transit plan- ning projects in our portfolio, we can identify areas where industry -proven strategies and adjustments can yield the greatest positive impacts.
Our industry experience is leveraged by the effective
tools we employ to enable rigorous analysis and develop implementable plans. Our toolkit includes Remix Transit and Remix On -Demand to visualize and test different
route concepts including microtransit on -demand services; Replica to better understand travel patterns; ArcGIS to visu- alize market and service conditions; PowerBl to evaluate service performance; our Excel -based financial model to project out revenues and expenses to ensure our plans are sustainable; and the Adobe Creative Suite to translate our findings and recommendations into dynamic and compel-
ling visual messages to inform and engage riders, staff, and stakeholders.
We are also one of the few firms in the country with a
dedicated scheduling practice proficient in OptibusTM
HASTUSTM, and TrapezeTM software.
Responsiveness and Flexibility
TMD understands that each client operates with a unique set of variables and deserves recommendations that respond to their specific needs. Grounded in our deep knowledge of industry best practices, we also welcome new ideas and opportunities that emerge from each agency's distinct
operating environment. Our collaborative approach enables us to effectively serve clients' interests and provide timely, productive results.
Being selective with the projects we undertake
allows us to focus our undivided attention and
resources on each of the systems we work with in
order to create a plan that will be customized and
actionable based on each client's unique needs.
We feel that Beaumont's scope of services aligns
with our core practice areas and that our industry
experience and unique and innovative tools could
add real value to Beaumont.
What Sets Us Apart
As a certified women -owned Disadvantaged Business Enter- prise (DBE), it is important to us that our plans result in a positive contribution to all communities, regardless of age, race, or class. To accomplish this, we understand existing and future markets, examine travel patterns and trip usage, evaluate service effectiveness and operational efficiency, and engage productively with staff and community stake- holders to understand community mobility needs. Because nearly every TMD project ends up in daily operation, we are committed to ensuring our recommendations work
as expected and enhance mobility for everyone.
Project Role: TMD will serve as the Prime Contractor leading the day-to-day management of the contract, serving as the pri- mary point of contact for the City, determining team resources for tasks and monitoring our team's performance.
Teaming Approach
TMD approaches the selection of teaming partners based
on each project's unique needs and the expertise and expe- rience needed to execute the work. TMD's approach to
building our team was to include firms that:
■ Demonstrate a record of success and longevity in
the industry, and are recognized as experts in their
respective subject matter areas.
■ Complement and extend TMD's own strengths,
providing Beaumont with a complete portfolio of
expertise and experience upon which to draw.
■ Brings local experience and understanding of regional mobility issues.
■ Have previously worked with TMD effectively in the
course of our industry -leading practice.
Considering the principles listed above, TMD has partnered with Kearns & West and ETC in order to deliver a COA that will exceed the City's expectations.
Transportation Management & Design, Inc.
City of Beaumont
3 Firm Profiles
KEARNS WEST
Since January 1984, Kearns & West (K&W) has led high -
stakes projects at the local, state, regional, and national levels across diverse sectors, including transportation, regional planning, renewable energy, land use, climate
change, and technology. With a team of more than 100
professionals, Kearns & West specializes in outreach and public engagement for some of California's most complex high -capacity transit planning and investment projects, such as Bay Area Link21 and Northern California High -Speed
Rail. Kearns & West has had team members based in the
Inland Empire since 2017, and soon after the Kearns &
West office in downtown Riverside was opened. Christian Mendez, Senior Director, is our senior team member for
the Riverside office, bringing both his experiences from growing up in the Coachella area and his many years
of professional expertise. The Riverside team includes
Bushra Bangee, Senior Associate, who grew up and lives
in the Inland Empire, and Juan Cabrera, Project Coordi- nator, who also lives there. The Kearns & West staff in Southern California functions as an integrated team, and all of our team members have experience both working in and supporting projects in the Riverside and San Bernardino region. Their team blends technical expertise with inclusive engagement, ensuring all audiences can contribute to
discussions on improving and expanding services to meet evolving mobility needs.
Kearns & West's public involvement approach incorporates a comprehensive suite of in -person and virtual engagement techniques, visual communications, social media tools, and facilitated conflict resolution services. Equitable and inclu- sive engagement is central to their work, with bilingual staff and culturally responsive strategies designed to effectively reach and empower diverse, underserved, and vulnerable
communities. Their outreach experts bring extensive expe- rience in transportation planning, active transportation, renewable energy, urban planning, community building,
environmental justice, and transportation policy. Kearns & West leverages its technical expertise, deep understanding of local issues, past experience on transportation projects, strong relationships with local partners, and environmental justice expertise to support meaningful outreach to diverse communities.
Project Role: Kearns & West will be leading the public outreach and stakeholder engagement for this project.
sr
ETC
ETC Institute (ETC), located in Olathe, KS, is uniquely suited to ensuring that the City of Beaumont receives a high -quality data set collected according to Federal Transit Administra- tion (FTA)'s standard best practices. ETC is a nation-wide leader in performing On -Board and Opinion Surveys for
transit agencies and has worked directly with the FTA and modeling, planning, marketing staff from transit agencies across the U.S. to establish guidelines for both onboard rider and community value surveying methodologies.
Founded in August 1982, ETC brings more than 40 years
of experience in the design and administration of trans- portation -related market research for state departments of transportation, transit agencies, and metropolitan planning organizations. The firm currently has 48 staff members and has administered more than 300,000 onboard customer
experience transit rider surveys, and more than 200 trans- portation related research studies on a wide range of topics including: public transit (non -rider, former rider, employee/ operator, paratransit, rideshare, micro), travel behavior, major investment studies, corridor studies, employee,
congestion management systems, commuter rail, light
rail, park -and -ride, pedestrian/bicycle paths/lanes and many other topics.
ETC Institute has collected more than 1,000,000 onboard Origin Destination (OD) surveys for transit agencies in 41 U.S. states and Puerto Rico. The majority of the surveys have been collected using a tablet -based methodology. ETC also continues to set the standard in traditional data collection methods including paper, CATI, and web -based methods.
In addition to on -board surveys, ETC Institute has also conducted many other types of surveys/counts including
Title VI surveys, Boarding/Alighting counts by stop (including rider loads and on -time performance), On -to -Off rider flows (location of individual rider's boarding -and -alighting loca- tion), Park -and -Ride counts (both car counts and vehicle/ person counts), customer satisfaction and importance, user/ non -user surveys, and other collection efforts supporting transit.
Project Role: ETC will be leading the on -board and community surveys for this project.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
4 FIRM EXPERIENCE AND QUALIFICATIONS
TM D'S QUALIFICATIONS • EXPERIENCE WORKING AS A TEAM • LOCAL AND REGIONAL EXPERIENCE • RELEVANT PROJECT MATRIX • TMD'S RELEVANT PROJECT EXPERIENCE • SUBCONSULTANT'S RELEVANT PROJECT EXPERIENCE
Firm Experience and Qualifications
Firm Experience and Qualifications
As an industry leader in transit planning and restructuring, TMD specializes in the type of data analysis, network and service evaluation, and implementation support needed for this COA. Our market -based planning approach, coupled
with real -world operational expertise, enables TMD to help transit systems optimize their service without adding costs, building a foundation for sustainable long- term success.
Over the past three decades, we have
successfully delivered over 500 transit
plans for a myriad of transit agencies
throughout the United States and abroad.
Notable among our clients' experiences is a consistent
pattern of sustainable ridership growth driven by our firm's rigorous data -driven analytical approach, application of industry best practices, innovative and achievable recom- mendations, and collaborative stakeholder engagement.
The graphic below (Figure 1) details results from a few of our past clients, proving that our plans are implementable and yield positive results.
Committed to Client Success:
Experience Working as a Team
TMD has extensive experience working with each of our
proposed project partners on COAs or other similar efforts:
■ TMD and Kearns & West are currently working
together on the YoIoTD Short Range Transit Plan and
the City of Davis Unitrans Short Range Transit Plan.
TMD and Kearns & West are also both subconsultants
for the MTC Transit 2050+. In all three projects,
Kearns & West is responsible for leading the stake-
holder and public outreach efforts.
■ TMD recently partnered with ETC to conduct
on -board and community -wide surveys for the Victor
Valley COA and an on -board survey for the City of
Santa Clarita Transit TDP. ETC was also a partner on
TMD's On -Call Planning Contract with DART Des
Moines, where ETC led DART's customer satisfaction
survey every two years. ETC is currently working with
TMD on Riverside Transit Agency's COA and Tulare
County RTA's Short Range Transit Plan.
TMD DEVELOPS PLANS THAT ARE IMPLEMENTABLE AND DELIVER RESULTS -77
LA Metro I Los Angeles, CA ti
Next Gen
9 O ridership
/0 growth
Merced County I Merced, CA
Short Range Transit Plan
21O ridership
�O growth
OCTA I Orange County, CA i
Making Better Connections
10 O ridership
/O growth
RTC Washoe I Reno, NV
TOPS
4.49 O ridership _
�O growth
DDOT I Detroit, MI
DDOT Reimagined
O/o growth ridership
2 0
BJCTA I Birmingham, AL
Forward With MAX
11‘0/ ridership �,,�
/O growth
FIGURE 1: RESULTS AFTER IMPLEMENTATION OF RECOMMENDATIONS FROM SOME OF TMD'S RECENT COA CLIENTS Transportation Management & Design, Inc. Page 1426 of 1893 City of Beaumont
Comprehensive Operational Analysis
6 Firm Experience and Qualifications
Local and Regional Experience
Since nearly all of our clients are public agencies operating within larger regional, county, and city jurisdictions, we understand the shared accountability and collaboration
required to meet public transit goals, as well as the impor- tance of stakeholder and public engagement. TMD has
an in-depth understanding of the City of Beaumont's
service area and transit network, having conducted
the City's first Comprehensive Operational Analysis
(COA) in 2014. Over the past decade, we have also worked closely with Riverside Transit Agency on a wide range of planning, operations, scheduling, and facilities projects.
Additionally, our work with SunLine, Corona Cruiser, and the City of Banning has further deepened our knowledge
of Beaumont's services and the operating environment.
Through these efforts, we have also developed strong
relationships with many of the area's key stakeholders and engaged directly with community members.
Our subconsultant partners, ETC and Kearns & West,
also bring local and regional project experience. ETC has extensive public transit data collection project experience in CA and in the region in general for some of the largest and smallest agencies. In southern CA, ETC has conducted surveys for large agencies including MTS and NCTD (San
Diego County), OCTA (Orange County), RTA (Riverside
County) and Los Angeles County MTA. Smaller agencies in WETA r, '4>0-
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the area include LA MetroLink, Victor Valley, Santa Clarita, and others. Kearns & West has conducted community
engagement / public outreach for Riverside County's Off - Highway Vehicle Feasibility Study, the City of Eastvale's Civic Core Master Plan, the City of Indian Wells' General Plan Update and the City of Oxnard's Sustainable Transportation Plan. Together, our team brings a deep understanding of the regional transit landscape and established stakeholder network that positions our team to immediately understand Beaumont's unique transit challenges and opportunities
within the broader Riverside County..
To further demonstrate our teams qualifications to success- fully undertake the development of this study, we have
included a table (Figure 3) on the following page that
summarizes TMD's recent projects that included techniques and analyses similar to those proposed in our team's work plan for Beaumont's COA. Following the relevant project experience table, we've included detailed project descrip- tions for the projects most relevant to Beaumont's proposed project. These projects are indicated by a check mark in the Relevant Project Experience Table. Beginning on page 9, we have also included detailed relevant project summaries for our subconsultant partners.
FIGURE 2: TMD'S TRANSIT NETWORK PLANNING CLIENTS
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Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
7 2
Firm Experience and Qualifications
Trans
FIGURE 3: TMD'S RECENT RELEVANT PROJCETS
Firm
Project
Dates
Client, Project, & Location
Project Details
More
Details
Included
TMD
K&W
2024
Present
Yolo Transit District Short Range Transit Plan
(Woodland, CA)
Existing Service and Market Conditions Evaluation • Near Term Service Recommendations • Public Engagement •Capital Improvement Plan TMD
2020;
2024-
Present
Human Resources Development Council -
"Streamline 2020" Transit Development Plan &
2024 TDP Update (Bozeman, MT)
Existing Service and Market Conditions Evaluation • Service Strategies Recommendations • Public Outreach • Implementation Guidance • Large Student Population • Funding Scenarios
TMD
K&W
2024
Present
City of Davis Unitrans Short Range Transit Plan
(Davis, CA)
Existing Service and Market Conditions Evaluation • Strategies to better serve University Demand • Short and Long Term Recommendations • Public Outreach • Capital Program
TMD
2023
2024
Santa Monica Big Blue Bus "Brighter Blue"
Comprehensive Operational Analysis (Santa
Monica, CA)
Line -by -Line Analysis • On -Board Rider Survey • Public Engagement • Analysis of Existing Conditions • Regional Integration Strategies • Five Year Service Plan
TMD
2023
2024
AC "Transit Realign" Comprehensive Operational
Analysis (Oakland, CA)
Analysis of Existing Conditions and Service Performance • Develop Multiple Service Alternatives • Support Public Engagement • Developed Network for Implementation • Developed Visionary Plan for funding measure TMD
2023
2024
Great Falls Transit District Transit Development
Plan (Great Falls, MT)
Existing Service (including DAR) and Market Conditions • Comprehensive Public & Stakeholder Engagement including rider and community surveys • Evaluation of Unmet Transit Needs • Near Term Service Recommendations TMD
2023
2024
Gold Coast Transit District Short Range Transit
Plan (Ventura, CA)
Existing Service and Market Conditions • Evaluation of Unmet Transit Needs • Near Term Service Recommendations • Public Engagement • Regional Integration Strategies • Microtransit strategies
TMD
ETC
2023
2024
Santa Clarita Transit Development Plan
(Santa Clarita, CA)
Market Assessment • Existing System Evaluation • Goals and Objectives • Community and Customer Survey • Public Involvement • Unmet Transit Needs • Short and Long Term Recommendations
TMD
ETC
2023
2024
Victor Valley Transit Authority Comprehensive
Operational Analysis (Victorville, CA)
Existing System Overview & Evaluation • Near Term Service Recommendations • Microtransit Strategies • Regional Integration Strategies • Public Engagement • Customer Survey
TMD
2022
2024
Sun Tran & Sun Van Comprehensive Operational
Analysis (Tucson, AZ)
Existing Service and Market Conditions Evaluation • Equity Analysis • Short and Long Term Recommendations • Public Outreach •Bus Stop Inventory • Large Student Population • Microtransit Strategies
TMD
K&W
2023
Present
Metropolitan Transportation Commission Plan
Bay Area 2050+, Transit 2050+ (Bay Area, CA)
Costing • Financial Modeling • Digital Engagement • Public Survey • Stakeholder Engagement • Pop-up Workshops
•♦/
TMD
2023
2024
Whatcom Transportation Authority Cross County
Paratransit Feasibility Study (Bellingham, WA)
Existing Service and Market Conditions Evaluation • Identification of Potential Zones • Zone Selection • Public Engagement
TMD
2022
2023
Orange County Transportation Authority -
"Making Better Connections Study" (Orange
County, CA)
Existing System Evaluation • Service Expansion Plan to Pre-COVID Levels • Implementation Guidance • Title VI Analysis
TMD
2022
2023
Riverside Transit Agency Sustainable Services
Strategic Plan (Riverside, CA)
Existing Service and Market Conditions Evaluation • Near Term Service Recommendations • Public Engagement •On -board and Community Survey • Service Standards Update
TMD
2022
RTD Systemwide Fare Equity Analyses incl. Zero
Fare for Better Air Analysis (Denver, CO)
Comparative Ridership and Onboard Load Analysis • On -Time Performance Analysis • Operating Incidents Analysis • Service and Operating Recommendations for Future Free -Fare Pilots or Fare Policy Changes TMD
2021
2024
Detroit Department of Transportation On -Call
Planning Support (Detroit, MI)
COA • Market Assessment with LBS data • Existing System Evaluation • Immediate Service Plan to address driver shortages • Scheduling Support • Public Involvement • ZEB/BEB Fleet Plan • Operations SOPs TMD
2021
2023
City of Corona Cruiser Comprehensive
Operational Analysis (Corona, CA)
COA • Market Assessment • Existing System Evaluation • Service Strategies Recommendations • On Board Survey • Public Involvement • Capital Improvement Plan • Financial Plan
TMD
2021
2022
Regional Transportation Commission of Washoe
County Transit Optimization Plan Strategies (Reno,
NV)
Market Assessment • Existing System Evaluation • Short and Long Term Service Plan • Public Involvement •Strategies to Improve Customer Experience • Evaluation of Current Fare Structure
TMD
2020
2021
Riverside Transit Agency COVID-19 Systemwide
Service Reduction Recommendations and
Implementation Support (Riverside, CA)
Existing System Evaluation • Short Term Service Plan to address operator shortages and right size service • Implementation Guidance • Title VI Analysis • Microtransit implementation plan
City of Beaumont
)ortation Management & Design, Inc. Page 1428 of 1893 Comprehensive Operational Analysis 8 YOLOTD SHORT RANGE TRANSIT PLAN (04/2024 - ESTIMATED COMPLETION 11/2025)
TMD partnered with Yolo County Transportation District (YoIoTD) to develop their comprehensive Short Range Transit Plan (SRTP) for 2024-2031. Our team conducted a rigorous analysis of YoIoTD's multimodal services, including fixed - route, microtransit, and paratransit operations, leveraging Replica Data to evaluate existing travel patterns. The community engagement strategy included creating and administering passenger surveys and facilitating multiple public outreach events to gather essential stakeholder input. Operating within a regional planning context, TMD is in the process of developing draft recommendations that are aligned with concurrent efforts in the region in order to maximize service coordination and operational efficiencies. Our team is developing four distinctive service scenarios, providing the agency with flexible implementation options responsive to varying financial forecasts. This strategic approach will ensure that YoIoTD could advance service improvements while maintaining fiscal responsibility regardless of funding outcomes. The draft recommendation scenarios, will be presented to the public in late Summer 2025 for feedback. The final SRTP will be refined based on public input and will be submitted to the YoIoTD Board of Directors for final review and approval in Fall 2025.
SHORT RANGE TRANS
YoLo1JJ
TIME FRAME
April 2024 to Present
Est. Completion: 11/2025
BUDGET
$439,952
CLIENT
Yolo County Transportation
District
350 Industrial Way
Woodland, CA 95776
CONTACT
Lola Torney
Senior Planner
(530) 402-2822
[email protected]
FIRM INVOLVEMENT
TMD - Prime Contractor
Kearns & West - Public Outreach
GHD - Demand Modeling and
Capital Planning
PROJECT DIRECTOR
Russ Chisholm
PROJECT MANAGER
Ron Kilcoyne
ADDITIONAL KEY PERSONNEL
Daniel Pena - Deputy PM
Britney Tran - GIS Specialist
Obadiah Valdez - Associate Planner
Bobbi Jo Duley - Graphic Designer
•TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
9 SUSTAINABLE SERVICE PLAN (09/2022 - 03/2024)
Beginning in Fall 2022, TMD worked with RTA to complete a comprehensive operations analysis on a tight timeline. TMD conducted an in-depth analysis of existing service performance and travel patterns using Replica Data, with special emphasis on how these have changed since the COVID-19 pandemic. TMD also executed two surveys (community survey and on -board rider survey) and a comprehensive public and stakeholder outreach process, which included engaging with staff and students from UC Riverside, Riverside City College, and Mt. San Jacinto College. Using this data, combined with the results of extensive public outreach, TMD produced a service plan that rebalanced existing resources to better meet the needs of RTA's riders and the community. In addition, TMD proposed future expansion of service, as ridership returns to the system, or as additional funding becomes available. Following the completion of the plan, TMD conducted a Title VI analysis to ensure that the service changes did not cause disproportionate impacts on minority or low-income populations.
The plan was approved by the RTA Board of Directors in March 2023. Following the adoption of the plan, TMD worked with RTA to revise and update RTA's service standards and warrants to better reflect the current operating environment.
SYSTEMWIDE SERVICE REDUCTION RECOMMENDATIONS & IMPLEMENTATION SUPPORT (10/2020 - 07/2021)
In October 2020, TMD contracted with RTA to develop a service reduction plan for FY22 in response to a decline in revenue resulting from COVID-19. TMD identified over $3 million of potential resource savings, looking at the lowest -performing parts of the network. Guiding strategies for identifying service reductions included:
maintaining the integrity of the core network; adhering to established performance standards; reducing overlap/duplication of services; and, replacing under -performing services with microtransit pilots. TMD calculated the number of riders impacted by the service changes and conducted a Title VI analysis to ensure there were no disproportionate impacts on minority or low-income populations. The plan was approved by the Board of Directors in January 2021.
Following Board approval TMD worked with RTA's planning and procurement department to support the implementation of the microtransit pilot service. First, TMD developed a Request for Information to identify potential software and operations vendors based on the service area. TMD then collaborated with RTA staff to develop a Scope of Work for the service based on the vendor responses, staff interviews, and best practices for microtransit service design to include in a Request for Proposals.
The pilot was implemented in December 2022, and in its first few months of operation it continues to carry over 150 daily riders and over three boardings per revenue hour.
Riverside Transit Agency
TIME FRAME
2024, 2022-2024, 2020-2021, 2015
BUDGET
$490,726 (SSP)
$56,772/ $92,986 (24/15 Bus Stop Policy
Update)
$67,350 (2020 Service Reduction)
CLIENT
Riverside Transit Agency
1825 Third Street
Riverside, CA 92517
CONTACT
Jennifer Nguyen
Director of Planning
(951) 565-5132
[email protected]
FIRM INVOLVEMENT
Sustainable Services Plan:
TMD - Prime Contractor
MBI Media - Public Outreach
NDS - Rider Survey
All Other Projects:
TMD - Prime Contractor
PRINCIPAL -IN -CHARGE
China Langer
PROJECT MANAGER
Melissa Sather
ADDITIONAL KEY PERSONNEL
Gary Hewitt - Subject Matter Expert
Anna Joos - Lead Planner
Britney Tran - GIS Specialist
Russ Chisholm - Senior Principal
Bobbi Jo Duley - Graphic Designer
•TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc. Page 1430 of 1893 City of Beaumont
Comprehensive Operational Analysis
10 RIVERSIDE TRANSIT AGENCY BUS STOP AMENITIES POLICY (01/2015 - 06/2015, 02/2024 - 09/2024)
For Riverside Transit Agency (RTA), TMD completed an accurate and complete bus stop inventory of all 2,800 RTA bus stops amenities to validate and update RTA's bus stop lists. TMD collected bus stop location (including accurate latitude and longitude coordinates), physical condition, available amenities, and compliance with ADA accessibility requirements. During the data collection process, multiple photographs of each bus stop was also taken. TMD compiled the collected data into an excel database and worked with RTA staff to import the final database into HASTUSTM and created ArcGIS shapefiles and geodatabase to manage RTA's bus stops.
TMD also helped RTA develop a Bus Stop Amenities Strategic Policy that established clear standards, guidelines, and a warrants policy for prioritizing the allocation and deployment of future use -stop enhancements and amenities. The project included a peer review, multiple meetings with RTA staff and stakeholders, and several Board presentations. The Policy was adopted in 2015.
In 2024, TMD worked with RTA to update and refine this policy. The updated policy outlines how bus shelters should be allocated across RTA's diverse service area, balancing high ridership stops and geographic equity across the 17 member jurisdictions. The policy also clarified maintenance responsibilities and advertising options for shelters placed within and outside of RTA's policy. The updated policy was approved by the RTA Board of Directors in September 2024. •TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc.
City of Beaumont
11 HUMAN RESOURCE
DEVELOPMENT COUNCIL
I ►I
"REDESIGN STREAMLINE 2020" TRANSIT DEVELOPMENT PLAN
The Streamline Transit Development Plan involved creating a short term plan within existing resources, and a long-term plan to be presented to voters to obtain a dedicated funding source and to meet future needs of the community. The main goals of this project included assessing the transportation needs within the Bozeman community, assessing the regional commuter needs of Four Corners, Belgrade, and Livingston, examining potential fixed -route expansions within Belgrade, and potential commuter service expansions to Manhattan and Three Forks, and to create a comprehensive Transit Development Plan that takes into account the transit needs identified in HRDC's needs assessment, as well as the strategic plan, and any other transit needs identified by community members via public meetings, open houses, and focus groups.
The local transit service in Bozeman was established in 2006 and has not been substantially changed over time, despite growth in both residential population and student enrollment at Montana State University. Furthermore, the 2020 Census anticipated Bozeman becoming a small metropolitan area, resulting in FTA 5311 funding being replaced with FTA 5307 funds. HRDC, as a nonprofit, is no longer an eligible recipient of funds, therefore requiring the creation of a transit district.
The plan was developed to address both changing demands and strategies to transition from a rural to urban designation. The draft plan was submitted to HRDC in November 2020 and adopted in April 2021.
Following the adoption of the plan, TMD supported HRDC with implementation of the plan. TMD developed route schedules in Optibus and public -facing route and system maps. The recommendations were implemented in August 2021 and were well -received by the community.
TMD was recently hired by HRDC to undertake an update of the TDP to reflect changes planned in the next three to five years, and ensure HRDC's transit services are meeting the growing and evolving needs of the Gallatin Valley. The updated TDP will be completed in early 2026.
Following implementation of Redesign Streamline 2020 plan, the FTA recognized Streamline as one of six Outstanding Rural Transit Agencies that have gone above and beyond for their communities amid the pandemic. Streamline was a recipient of the "Connecting Rural Communities" Award for their exemplary work during the pandemic to provide transportation to essential workers and improve the quality of life in their communities. The Redesign Streamline 2020 study was also voted #1 Best Use of Taxpayer Dollars in Bozeman's Choice Awards.
HRDC
BUILDING A BETTER COMMUNITY
TIME FRAME
October 2019 to August 2021
BUDGET
$177,652
CLIENT
Human Resource
Development Council
32 South Tracy
Bozeman, MT 59715
CONTACT
Sunshine Ross
Transportation Director
(406) 587-2434
[email protected]
FIRM INVOLVEMENT
TMD - Prime Contractor
PRINCIPAL -IN -CHARGE
Russ Chisholm
PROJECT MANAGER
Ron Kilcoyne
ADDITIONAL KEY PERSONNEL
China Langer, QA/QC Manager
Anna Joos, Lead Planner
Bobbi Jo Duley, Graphic Designer
Britney Tran, GIS Specialist
■TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc. Page 1432 of 1893 City of Beaumont
Comprehensive Operational Analysis
12 SANTA CLARITA TRANSIT DEVELOPMENT PLAN (07/2023 -12/2024) TMD recently worked with the City of Santa Clarita Transit to develop the city's latest Transportation Development Plan (TDP). Santa Clarita is one of the fastest growing cities in California (and the country), with many new and changing neighborhoods.
Balancing investment in public mobility options (local bus, commuter bus, and on - demand services) with available resources and projected growth requires thoughtful consideration of community mobility needs, travel demand and equity concerns.
TMD utilized a data -driven approach along with a robust public input process to understand current ridership patterns, the local demand for transit, and transit's role in broader regional travel patterns within Los Angeles County. The TDP will guide the city's investment in bus transit and other public mobility services over the coming years. Key objectives included ensuring appropriate service levels to new and changing communities, equitably serving the residents of the Santa Clarita Valley, and finding ways to strengthen Santa Clarita Transit's role and position within the community. The final TDP was completed in late 2024.
SA . i:A CI,ARITA
2024 Transportation
Development Plan (TDP)
Welcome! What is the Santa Clarita TDP?
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SANTA CLARITA
TRANSIT
TIME FRAME
July 2023 to December 2024
BUDGET
$299,856
CLIENT
City of Santa Clarita
23920 Valencia Blvd. Ste. 295
Santa Clarita, CA 91355
CONTACT
Adrian Aguilar
Transit Manager
(661) 295-6305
[email protected]
FIRM INVOLVEMENT
TMD - Prime Contractor
ETC Institute - On Board and
Community Survey
PRINCIPAL -IN -CHARGE
Ron Kilcoyne
PROJECT MANAGER
James Gerken
ADDITIONAL KEY PERSONNEL
China Langer - QA/QC Manager
Daniel Pena - Senior Planner
Britney Tran - GIS Specialist
Bobbi Jo Duley - Graphic Designer
•TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
13 CORONA TRANSIT COMPREHENSIVE OPERATIONAL ANALYSIS FOR FIXED ROUTE AND DEMAND RESPONSE/ PARATRANSIT SERVICE (01/2022- 08/2023)
TMD led the City of Corona's Comprehensive Operational Analysis (COA), which set out to reimagine the City's transit service to make it more reliable and useful for residents, workers, and visitors. The City of Corona operates both fixed route and dial -a -ride services, including its Corona Cruiser Blue and Red Lines. The COA included a detailed on -board and community surveys to learn what current riders, former riders, and non -riders wanted to see improved about the services, schedules, and the areas where service is provided. These values informed the development of three scenarios which combined fixed route and microtransit options to better serve destinations in Corona more directly, with more reliable travel times and attractive mobility options that connect passengers to shopping, housing, education, employment centers, libraries, parks, and trailheads. The scenarios also improve connections to regional transit operators like RTA buses and Metrolink trains on key corridors and at transfer points in Corona. The COA was approved by the City Council in August of 2023.
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Comprehensive
Operational Analysis
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TRANSIT
TIME FRAME
January 2022- August 2023
BUDGET
$104,885
CLIENT
City of Corona
400 S. Vicentia Ave.
Suite 225
Corona, CA 92882
CONTACT
Sudesh Paul
Transit Program Manager,
Community Services Development
(951) 279-3763
Sudesh.Paul©CoronaCa.gov
FIRM INVOLVEMENT
TMD - Prime Contractor
PRINCIPAL -IN -CHARGE
China Langer
PROJECT MANAGER
Ron Kilcoyne
ADDITIONAL KEY PERSONNEL
Bobbi Jo Duley - Graphic Designer
•TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc. Page 1434 of 1893 City of Beaumont
Comprehensive Operational Analysis
14 VICTOR VALLEY TRANSIT
VVTA COMPREHENSIVE OPERATIONAL ANALYSIS (07/2023-03/2025) It is a time of transition for Victor Valley Transit (VVTA). Many of the issues and changes facing VVTA are similar to those experienced by transit agencies throughout the country, while others are specific to the Victor Valley and the High Desert area. VVTA's latest COA reexamined all services in light of ridership reductions and changing travel patterns since the COVID-19 pandemic. The aim of the project was to create a customer focused transit system that focused on improving mobility throughout the High Desert. The project was completed in a three -phases: Phase I assessed the existing mobility environment of Victor Valley and the North Desert and evaluated the existing service conditions covering the range of transit services operated by VVTA. During Phase I, ETC assisted TMD by completing a comprehensive rider and non -rider survey which helped inform unmet mobility needs in the region. Phase II developed draft alternatives for future transit service were shared with the public. As part of Phase II TMD also analyzed and recommended different fare scenarios to encourage ridership and increase equity within the system. Phase III updated the draft plan based on staff and public input.
The final plan created a five-year blueprint to improve VVTA and was adopted by VVTA's board of directors in June of 2024. VVTA began implementation of the COA in October 2024 and ridership is up 15% year over year. 223
14.1 $8.40
7.10%
93.00%
Victor Valley Transit Authority COA
Final Report_lune 2024
•TMD.KK
rva Er ETA N- SitTRANcfl
ixed and County Routes
FREE from October 6th - 12th, 2024
-— I
VICTOR
VALLEY
TRANSIT
TIME FRAME
2023-2025
BUDGET
$499,914
CLIENT
Victor Valley Transit Authority
17150 Smoke Tree Street
Hesperia, CA 92345
CONTACT
Nancie Goff
Chief Executive Officer, VVTA
(760) 995-3495
[email protected]
FIRM INVOLVEMENT
TMD - Prime Contractor
AECOM - Community
Engagement and Facility Planning
ETC Institute - Rider Survey
QA/QC MANAGER
Melissa Sather
PROJECT MANAGER
Stuart Geltman
ADDITIONAL KEY PERSONNEL
Daniel Pena - Deputy PM
Ankit Singh - Senior Planner
Bobbi Jo Duley - Graphic Designer
China Langer - Senior Advisor
•TMD
VISION. PLAN. IMPLEMENT.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
15 SUN TRAN COMPREHENSIVE OPERATIONAL ANALYSIS (09/2022-06/2024) TMD completed a COA for the Sun Tran, Sun Link, Sun Express, and Sun Shuttle systems in Greater Tucson. The goal of the COA was to identify cost -neutral service improvements that would better align service delivery with customer priorities.
One of the main themes heard during the public outreach phase was a desire for more weekend and evening service. The plan prioritizes expanding service later on weekends and adding frequency, doubling service on many routes from 60 to 30 minutes. Sun Tran operates a hybrid system that largely operates as a grid but also has heavy reliance on transfers at transit centers. Many of the recommendations involved consolidating routes through transit centers to minimize transfers and route duplication. The draft COA plan was shared with the community in the summer of 2023. The draft recommendations were updated based on community feedback and incorporated into the final plan which was presented to the City of Tucson mayor and city council in June 2024. Sun Tran began implementation of the plan in the Spring of 2025.
SUN VAN COMPREHENSIVE OPERATIONAL ANALYSIS (03/2024 - ESTIMATED COMPLETION 08/2025)
Building off the success of the Sun Tran COA, TMD is currently working with Sun Tran to complete a COA of Sun Tran's paratransit service, Sun Van. The project began with a peer review, which compared Sun Van's service performance with peer systems. TMD then conducted a comprehensive evaluation of Sun Van's service, examining current policies, procedures, service coverage, and performance metrics, including trip patterns, ridership data, subscription services, operational efficiency metrics, and cost performance, to identify areas for improvement.
TMD facilitated two rounds of public engagement to gather customer input and share the proposed improvements. TMD is currently finalizing recommendations based on community input. The recommendations are focused on enhancing operational efficiency, such as better scheduling, call handling, as well as improving the customer experience of Sun Van's service. The recommendations have also explored the use of new technologies, alternative service models like Transportation Network Companies, and cost -control strategies for their fare -free environment.
TMD will be preparing a final report that summarizes the findings and prioritizes the recommendations.
m
We are very pleased with the support and partnership TMD has provided throughout the Comprehensive Operational Analysis process. China, Melissa, and Anna have demonstrated exceptional dedication and expertise in the analysis, responsiveness to community concerns, and creativity in formulating final recommendations. Their innovative and thoughtful approach has exceeded our expectations. The team's professionalism and strategic insights have been instrumental in guiding improvements to our transit operations, and we look forward to future opportunities for collaboration.
— James Castaneda, Project Manager I City of Tucson
sun tran
TIME FRAME
2024 -Present, 2022-2024
BUDGET
$84,351 (SunVan)
$561,166 (Sun Tran)
CLIENT
City of Tucson
255W Alameda St.
Tucson, AZ 85701
CONTACT
James Castaneda
Project Manager, Special Projects
City Manager's Office
(520) 837-6646
[email protected]
FIRM INVOLVEMENT
Sun Tran COA:
TMD - Prime Contractor
HDR - Public Outreach
Sun Van COA:
TMD - Prime Contractor
PRINCIPAL -IN -CHARGE
China Langer
PROJECT MANAGER
Melissa Sather (Sun Tran COA)
Gary Hewitt (Sun Van COA)
ADDITIONAL KEY PERSONNEL
Anna Joos - Lead Planner
Bobbi Jo Duley - Graphic Designer
Jacob Fritz - Operations SME
•TMD
VISION. PLAN. IMPLEMENT.
City of Beaumont
Transportation Management & Design, Inc.
16 Firm Experience and Qualifications
Subconsultant's Relevant Project Experience
KEARNS WEST
The Kearns & West (K&W) relevant project experience includes:
• MTC PLAN BAY AREA 2050+, TRANSIT 2050+ I K&W • COUNTY OF RIVERSIDE OFF -HIGHWAY VEHICLE BUDGET: $300,000
Dates: 08/2023 - Present, Anticipated End Date: 03/2026 Firm Involvement: Kearns and West led the Outreach and
Community Engagement for this project. TMD led the Costing and Modeling for the recommendations. Fehr & Peers was the prime contractor for this project.
Key Personnel: Joey Goldman, Project Manager • Vidya Bhamidi, Outreach Lead
In this current project, Kearns & West is supporting the Metropolitan Transportation Commission on their long-
range transportation plan known as Plan Bay Area 2050+, along with other regional initiatives including Transit 2050+ and a regional transportation funding measure.
Kearns & West's work is focused on developing the Draft Blueprint to move the Bay Area's vision for transportation, housing, the economy and the environment forward. Kearns & West is supporting 15 pop-up workshops throughout the Bay Area, leading a public online survey that will also be distributed by CBO partners, and planning digital work- shops with key stakeholders. As part of the effort, Kearns & West developed the training guide and facilitation plan for workshops, led a training session for staff, and developed handouts and other collateral material. Kearns & West is currently supporting digital engagement and planning for 2024 outreach.
Leslie Lara-Enriquez, Assistant Director,
Public Engagement
Metropolitan Transportation Commission
375 Beale St., Suite 800, San Francisco, CA 94105
(415) 778-5258 I [email protected]
FEASIBILITY STUDY I K&W BUDGET: $155,965
Dates: Phase 1: 03/2020 - 01/2022 • Phase 2: 12/2022 -
Ongoing, Anticipated End Date: 12/2026
Firm Involvement: Kearns and West led the community outreach and engagement as subconsultantto the prime consultant, KUTA.
Key Personnel: Joan Issacson, Principal -in -Charge • Christian Mendez, Phase 1 Director and Project Manager • Danielle Berger, Phase 2 Director and Project Manager
The Regional Parks and Open Space District of the County of Riverside in partnership with the State of California, Off -Highway Motor Vehicle Recreation Division, have
re-engaged a feasibility study to develop site selection choices and conceptual design for a future public OHV Park.
The project's first phase began in 2020 and was paused
during the pandemic. The feasibility study restarted in 2024.
The feasibility analysis will account for land ownership, sensitive lands, concerns of noise, dust, cultural resources, and environmental protection, and private rights when
considering potential future OHV Park Sites. The off -
highway vehicle (OHV) park will ideally be situated in an area that is easily accessible to the OHV riding community and will serve multiple purposes by providing varied riding experiences for different OHV types and utilizing buffer space within the site for environmental conservation and education
Stakeholder and community input will be integrated into the planning effort. Kearns & West is coordinating and
facilitating in -person and virtual meetings and web -based outreach strategies supporting the study. All outreach
materials and activities are bilingual (English and Spanish) to ensure equitable opportunities for participation.
Lynda Ramos, Senior Park Planner I Planning
County of Riverside Regional Park and
Open Space District
4600 Crestmore Road, Jurupa Valley, CA 92509
(951) 955-1396 I [email protected]
Transportation Management & Design, Inc.
City of Beaumont
17 2
Firm Experience and Qualifications
• CITY OF EASTVALE CIVIC CORE MASTER PLAN I
BUDGET: $155,000
Dates: 03/2022 - 11/2023
Firm Involvement: Kearns & West was the prime community and outreach and engagement contractor.
Key Personnel: Jenna Tourje-Maldonado, Principal • Christian Mendez, Director and Project Manager • Bushra Bangee,
Associate and Outreach Task Lead • Taylor Funderburk, Associate and Outreach Task Lead
The City of Eastvale, CA engaged Kearns & West to design and implement the public engagement process support-
ing the development of the Civic Core Master Plan in
this young city. Kearns & West facilitated a dynamic and inclusive planning process to capture the vision and the energy of the residents through four engagement phases
— Planning, Visioning, Alternatives, and Implementation.
Key milestones included listening sessions with stakeholders and the establishment of a community advisory committee to support engagement efforts. Kearns & West developed
and rolled out a comprehensive community engagement
and outreach strategy, incorporating workshops and digital engagement approaches. As a result, the project created an historic planning process that honored the city's history while embracing its growth and future potential, achieving meaningful community participation and input.
Gustavo N. GonzalezAlCP, Interim Community
SLS2.,
Development Director
City of East Vale
12363 Limonite Avenue, Suite 910, Eastvale, CA 91752
(951) 703-4499 I [email protected]
FIGURE 4: KEARNS & WEST HOSTING A POPUP EVENT AND STAKEHOLDER
MEETING FOR THE CITY OF EASTVALE
Transportation Management & Design, Inc.
City of Beaumont
18 2
Firm Experience and Qualifications
ETC
ETC's relevant project experience includes:
■ BI STATE DEVELOPMENT AGENCY- ST. LOUIS METRO
TRANSIT SURVEY I BUDGET: $499,884
Dates: 01/2025 - Ongoing, Anticipated End Date: 08/2025 Firm Involvement: ETC is the prime contractor for this project.
Key Personnel: Chris Tatham, Principal • Fred Gsell, Project Manager
ETC Institute is the prime contractor for this survey which will conduct a system -wide survey for Metro Transit onboard to at least 8,000 riders across all bus and rail routes on weekdays. For this effort ETC is combining elements or
Origin Destination (OD) and Customer Satisfaction (CS)
into a single bimodal survey. The OD portion of the survey is an onboard tablet -based intercept interview where local interviewers board the system and interview riders. The CS portion of the survey is a follow-up survey to the OD survey that is completed as an electronic self-administered survey subsequent to the OD collection. Additionally, other riders who do not participate in the OD survey will also have the ability to complete the online version of the survey. The survey is being translated into multiple foreign languages.
All data will be fully processed, expanded, and reported using data visualization tools.
Bernadette Marion, Director of Research &
Development
Bi-State Development Agency
211 N Broadway #700, St. Louis, MO 63102
(314) 289-5230 I [email protected]
• CITY OF TUCSON REGIONWIDE TRANSIT SURVEY I
BUDGET: $576,709
Dates: 01/2025 - Ongoing, Anticipated End Date: 08/2025 Firm Involvement: ETC is the prime contractor for this project.
Key Personnel: Chris Tatham, Principal • Fred Gsell, Project Manager
ETC Institute is the prime contractor for this survey which will conduct a region -wide survey for the City of Tucson onboard to at least 10,000 riders across all bus and rail routes over weekdays and weekends. For this effort ETC is combining an onboard survey and a non -rider (NR) survey in separate efforts. The onboard portion of the survey is an onboard survey conducted with tablets, pen and paper self- administered, online, and phone options. The NR portion of the survey is a mail, online, and phone survey conducted for at least 400 non -riders in the Tucson area. Additionally, on -to -off flow counts were captured on selected routes. The surveys are being translated into multiple foreign languages.
All data will be fully processed, expanded, and reported using data visualization tools.
Davita Mueller, Director of Service Planning
& Development
City of Tucson
3920 N. Sun Tran Blvd Tucson, AZ 85705
(520) 206-8825 I [email protected]
■ DENVER REGIONAL TRANSPORTATION DISTRICT
(RTD) ONBOARD TRANSIT SURVEYS I BUDGET:
$1,049,499
Dates: 06/2024 - Ongoing, Anticipated End Date: 08/2025 Firm Involvement: ETC is the prime contractor for this project.
Key Personnel: Chris Tatham, Principal • Fred Gsell, Project Manager
ETC Institute is the prime contractor for these surveys which were conducted system -wide survey for RTD Denver for
the purposes of Customer Satisfaction / Experience, Origin Destination, and On -to -Off flow counts for tens of thou- sands of riders weekdays and weekends. For these efforts ETC is combining onboard surveys both as self-administered questionnaires and tablet -based retrieval for the onboard portion of the surveys. Additionally, on -to -off flow counts were captured on selected routes. The surveys were trans- lated into multiple foreign languages. All data will be fully processed, expanded, and reported using data visualization tools.
Lee Cryer, Planning Project Manager
Regional Transportation District
1560 Broadway, Suite 700 Denver, CO 80202
(303) 299-2410 I [email protected]
Transportation Management & Design, Inc.
City of Beaumont
19 �
ti r''
t.
Me
Terminated Contracts
Terminated Contracts
TMD, along with our subconsultant partners Kearns & West and ETC Institute, confirms that none of our firms have had any contracts terminated —either partially or completely — by clients for convenience or default within the past five (5) years.
Transportation Management & Design, Inc.
City of Beaumont
21 Team Summary and Office Location
Team Summary and Office Locations
Our proposed team brings together highly experienced staff with the necessary qualifications to successfully address the requirements outlined in the RFP. Moreover, the majority of the team brings a long history of providing support to cities and transit agencies across southern California, and bring a deep understanding of Beaumont Transit's services and operations. That foundation and experience will contribute to a technically sound and good working relationship for this COA.
PROJECT ROLE & NAICS CODES
TMD will be completing about 73.7% of the project. Of that percentage, about 82% of TMD's allocated work for this
project will take place at TMD's corporate headquarters and sole physical office located in Carlsbad, California. Kearns & West will be completing approximately 12% of the total work. ETC Institute will be completing approximately 15% of the total work. As requested in the RFP, the graphic below summarizes each firm's role in the project, office location, and contact information
OFFICE PROVIDING SERVICES & CONTACT
INFORMATION
FIRM TYPE, DATE FOUNDED,
SIZE, WEBSITE
TRANSPORTATION MANAGEMENT & DESIGN, INC. (SBE • DBE)
Prime Contractor -
Coordinating all Project Work.
NAICS: 541611, 541614, 541320
KEARNS & WEST (SB)
Subcontractor —
Ieading the public outreach and
stakeholder engagement for this project.
NAICS: 541611, 541820, 541690, 541613,
541620
ETC INSTITUTE
Subcontractor —
leading the on -board and community
surveys for this project.
2701 Loker Ave. W.
Suite 110
Carlsbad, CA 92010
Contact:
China Langer
[email protected]
(760) 476-9600, ext. 107
3750 University Ave.
Suite 225
Riverside, CA 92501
Contact:
Jenna Tourje-Maldonando
[email protected]
(760) 261-3079
NAICS: 541910
FIGURE 5: TEAM SUMMARY AND CONTACT DETAILS
Transportation Management & Design, Inc.
725 W Frontier Lane
Olathe, KS 66061
Contact:
Fred Gsell
[email protected]
(512) 653-5551
■TMD
C -Corporation
Incorporated in CA
Founded in 1988, incorporated
in 1998.
20 Employees
https://tmdinc.net
KEARNS WEST
C -Corporation
Incorporated in MA
Established in 1984
100 Employees
https://kearnswest.com
S -Corporation
Incorporated in KS
Founded in 1982
50 Employees
https://etcinstitute.com
ETC
City of Beaumont
23 5
Al •
PROPOSED TEAM
PROPOSED PERSONNEL BIOS • RESUMES
Proposed Team
Proposed Key Personnel
TMD approached the staffing for this effort with a clear understanding of Beaumont's goal to develop a imple-
mentable COA. Our proposed team reflects all critical
areas of expertise and experience needed to perform the tasks described in the proposed Scope of Work. Our project personnel bring a balance of broad experience with indus- try best practices and knowledge of mobility and transit issues in the City of Beaumont. With our firsthand industry knowledge, strong track record, and familiarity with greater Riverside County, our team is well positioned and prepared to deliver an effective evaluation and final plan that meets or exceeds the City's expectations. Below we have included bios for the proposed key personnel, summarizing each staff member's qualifications and project role. Detailed resumes for each staff member are included following the bios,
beginning on page 31.
TMD
The TMD key project team members include:
Ron Kilcoyne I TMD
Project Role: Project Manager, COA
Lead
Ron is an accomplished transit management professional
with over 45 years of experience in the public transportation industry as both a system general manager and planning
consultant. As a member of TMD's senior management
team, he brings firsthand industry experience with a range of transit systems across the country, where he built a strong track record of growing ridership and achieving
cost efficiencies through operational improvements, sound fiscal management, and effective labor negotiations. He has planned and implemented complex projects involving
service redesign, fare restructuring, new facilities construc- tion and operations, and advanced technology system
improvements.
As Project Manager, Ron will serve as the direct liaison and primary point of contact with Beaumont staff, and
will be responsible for managing the project's perfor-
mance, schedule, budget, and staff resources. He will
work closely with the Principal and any task leaders
to ensure all deliverables meet TMD and Beaumont's
standards. Ron will also lead the COA Funding and Cost
Analysis along with the Service Recommendations.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Corona Cruiser COA (Corona, CA)
■ YoIoTD Short Range Transit Plan (Yolo County, CA)
■ HRDC Transit Development Plan (Bozeman, MT)
v
Value Added:
Ron was the project manager for the HRDC's
Transit Development Plan for Bozeman, MT
branded as "Redesign Streamline 2020". The plan
was implemented in August 2021 and the changes
were well -received by the community. Following
implementation of Redesign Streamline 2020
plan, the FTA recognized Streamline as one of six
Outstanding Rural Transit Agencies that have gone
above and beyond for their communities amid
the pandemic. Streamline was a recipient of the
"Connecting Rural Communities" Award for their
exemplary work during the pandemic to provide
transportation to essential workers and improve
the quality of life in their communities. The
Redesign Streamline 2020 study was also voted #1
Best Use of Taxpayer Dollars in Bozeman's Choice
Awards.
FIGURE 6: RON PARTICIPATING IN A POP-UP OUTREACH EVENT
IN SOLANO COUNTY
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
25 11
Proposed Team
China Langer I TMD
Project Role: Principal - QA/QC Manager
Over the past nineteen years, China, TMD's
President, has managed a broad spectrum
of transit service planning projects for TMD, fro m
extensive system -wide Comprehensive Operations Analyses (COAs) to more narrowly focused corridor service restructur- ing and support activities, such as ridership data collection, on -board passenger surveys, and Title VI and Environmental Justice analyses. Most recently, she has served as QA/QC manager for several post-COVID network redesigns includ- ing OCTA Making Better Connections Project, RTA Sustain- able Services Plan, and Sun Tran COA. As Principal - QA/ QC Manager, China will review all task work, ensuring
application of best practices and all deliverables meet TMD's corporate QA/QC standards.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ RTA COVID-19 Recovery Plan & Microtransit Pilot, Sustain- able Services Plan, 2019 & 2022 Title VI Program Updates, and Bus Stop Strategic Policy Update (Riverside, CA)
■ OCTA Making Better Connections Study (Orange Co., CA) ■ Sun Tran COA (Tuscon, AZ)
Daniel Pena I TMD
IProject Role: Deputy Project Manager
Daniel brings diverse experience working on
a variety of transit planning, performance evaluation,
and policy related projects. Daniel has rejoined TMD after working as a Senior Transit Planner for the Metropolitan Council in the Twin Cities, Minnesota. Daniel's work with the Metropolitan Council included evaluating transit service performance, developing long range transit plans, develop- ing regional transit policy, peer research, evaluating grant proposals, and working with stakeholders on regional
projects. During his previous experience with TMD, Daniel worked on Short Range Transit Plans and COAs through-
out the US including Los Angeles, Buffalo, Austin, and San Antonio. He is also fluent in Spanish. Daniel will provide support throughout the project and will lead the COA
Data Collection and the Service Analysis of Beaumont's
existing fixed -route service. He will also lead Task 2 in the Bus Stop Improvement Plan.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ VVTA Comprehensive Operational Analysis (Victorville, CA) ■ Santa Monica Big Blue Bus COA (Santa Monica, CA)
■ YoIoTD Short Range Transit Plan (Yolo County, CA)
Transportation Management & Design, Inc. Page 1446 of 1893 Anna Joos I TMD
Project Role: Senior Planner, Bus Stop
Improvement Plan Lead
Anna graduated from the University of
Wisconsin — Madison, where she majored in Economics
and Environmental Studies. Her coursework focused on
sustainable development as well as climate change and its impact on vulnerable populations. Since joining TMD, Anna has primarily focused on transit system reimagining projects, using her creativity to design solutions that improve the customer experience within existing funding constraints.
Anna is adept at using Power BI to build dashboards to
visually display relevant project data as well as Remix to capture network scenario alternatives and present maps of proposed changes. Anna brings recent experience working with RTA. She played a critical role in the data analysis, service design process, and community engagement effort for the RTA Sustainable Services Plan. Anna also played a key role in the update of RTA's Bus Stop Strategic Policy. In addition, Anna was the Lead Associate for the Sun Tran
COA where she helped develop their bus stop amenity
program. Anna will lead the Bus Stop Improvement Plan.
ANNA'S RELEVANT PROJECT EXPERIENCE INCLUDES:
■ RTA Sustainable Services Plan and Bus Stop Strategic Policy Update (Riverside, CA)
■ Sun Tran COA (Tucson, AZ)
■ VVTA Comprehensive Operational Analysis (Victorville, CA) I
City of Beaumont
Comprehensive Operational Analysis
11 Proposed Team
Gary Hewitt I TMD
Project Role: Microtransit Task Lead,
Innovative Mobility SME
Gary Hewitt brings nearly 30 years of transit
planning and operations experience. Prior to
joining TMD, he worked for several small municipal and
large regional transit agencies in Southern California, including OCTA, City of Irvine, LA Metro, and City of Glen- dale. Through this experience he has developed transit
service recommendations for fixed -route and microtransit services, provided planning and implementation support for agency innovation projects, managed short and long-range transit studies, and collaborated with Board members and stakeholders. He holds a Bachelors of Science in Urban & Regional Planning from California State Polytechnic Univer- sity, Pomona. Gary will provide support throughout
the project. He will lead the set up of TMD's PowerBl
SAS and will lead the development of non -fixed route
alternatives. He will also provide his expertise in the Microtransit Feasibility Assessment.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ SunVan COA (Tuscon, AZ)
■ RTA Microtransit Pilot (Riverside, CA)
■ RTC Washoe Transit Optimization Plan (Reno, NV)
Stuart Geltman I TMD
I Project Role: Fare Structure Analysis Lead
Stuart brings over 25 years of experience
serving public transportation providers
throughout the country. He has worked on fare policy and analysis for transit agencies throughout country. Stuart has conducted analyses of current fare policies with modifica- tions based on changing service paradigms. He has devel- oped multiple scenarios for fare increases and modifica- tions, including introductions of new pass type instruments.
Stuart is keenly aware of the delicate balance that needs to be made between maximizing ridership and fare revenues, including meeting farebox recovery targets. Stuart will lead the evaluation of Beaumont's fare structure and
identification of the microtransit fare.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ VVTA Comprehensive Operational Analysis and Fare Study (Victorville, CA)
■ Imperial County Fare Study (Imperial County, CA)
■ Massachusetts RTA Transit Plan, Fare Study (Statewide) Bobbi Jo Duley I TMD
(Project Role: Graphic Designer
Bobbi Jo Duley is a professional graphic and
web designer with over 24 years of experience providing custom design and marketing services for a broad range
of customers and projects. As TMD's in-house graphic
designer, she works closely with our clients to plan and produce online and print media, build custom project
websites, and produce other collateral, such as surveys, brochures, posters, maps, etc., to inform and engage
project stakeholders. Her custom graphics and strategic infographics also help make TMD's technical planning work and deliverables more accessible to diverse audiences.
Bobbi will be responsible for translating our findings and recommendations into dynamic and compelling visual
messages. She will also lead the layout of the Route
Profiles and Final Report.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ RTA Sustainable Service Plan (Riverside, CA)
■ HRDC Transit Development Plan (Bozeman, MT)
■ VVTA Comprehensive Operational Analysis (Victorville, CA) BritneyTran I TMD
(Project Role: GIS Specialist
A graduate of the University of California,
Berkeley, Britney majored in Environmental Design with
minors in City Planning and Geographical Informational
System (GIS). Britney supports a variety of TMD's projects by conducting transit network analyses and mapping demo-
graphic data, service performance, existing infrastructure, and recommended route networks. Britney's interest in
geospatial representation and design fosters her pursuit towards creating more sustainable modes of transportation.
Britney will support all technical analyses and will be responsible for creating all project maps including maps used in the Service Analysis, maps illustrating the service alternatives and final service plan.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ RTA Sustainable Services Plan (Riverside, CA)
■ YoIoTD Short Range Transit Plan (Polo Co., CA)
■ VVTA Comprehensive Operational Analysis (Victorville, CA) Transportation Management & Design, Inc.
City of Beaumont
27 Proposed Team
Associate Planners I TMD
(Project Role: Technical Support
In addition to the aforementioned key project staff, TMD's in-house team of associate planners will remain avail-
able to provide additional technical support to ensure a successful outcome for Beaumont. With experience in
many diverse communities similar to those in Beaumont
and Western Riverside County, TMD's planning team
offers a comprehensive set of data analysis and research skills to support this proposed effort. From assessing
existing market and service conditions to supporting the development of recommendations, our planning staff
brings a rigorous, professional approach and a strong
commitment to sustainable transportation planning
to all of TMD's projects. TMD's Associate Planners will support all technical analyses throughout the project.
KEARNS'4WEST
The Kearns & West (K&W) project team members include:
Jenna Tourje-Maldonado, AICP I K&W
(Project Role: Outreach Principal
Jenna Tourje-Maldonado is a Principal and Lead
Facilitator at Kearns & West with over 17 years of experi- ence in stakeholder facilitation, community engagement, and urban and environmental planning. She specializes in designing and implementing inclusive outreach strategies for transportation, mobility, land use, climate resilience, and infrastructure projects across Southern California.
Jenna is certified by the International Association of Public Participation (IAP2) and holds an AICP credential. She has deep experience leading engagement with Tribes, rural
communities, and priority populations and is known for
creating multi -pronged approaches that align outreach
with technical planning milestones. Her facilitation exper- tise spans in -person and virtual formats, including pop-up events, working groups, and community visioning sessions.
Jenna co -leads Kearns & West's Tribal Relations practice and advises on equitable engagement strategies firmwide.
Jenna will oversee Kearns & West's scope of work
throughout the project lifecycle and serve as the lead
facilitator at public events hosted for this project.
RELEVANT PROJECT EXPERIENCE INCLUDES:
• City of Oxnard, CA Sustainable Transportation Plan
• City of Indian Wells, CA General Plan Update Outreach • City of Santa Ana, CA Zoning Code Update
Transportation Management & Design, Inc.
Christian Mendez I K&W
'Project Role: Outreach Project
Manager
Christian Mendez is a Senior Director and Bilingual Facilita- tor at Kearns & West with over ten years of experience in community engagement, with a strong focus on transporta- tion planning. He holds a Master of Urban and Regional
Planning from UCLA with a concentration in community
engagement design and development and is a founding
leader of Kearns & West's Equitable and Inclusive Engage- ment practice team. Christian's work is grounded in
community organizing and includes experience in partici- patory planning, resident capacity building, and partner- ships with community -based organizations. He began his career supporting mobility and public space planning in unincorporated rural communities in the Eastern Coach-
ella Valley, using culturally sensitive tools such as mobile research beacons to engage residents. He currently leads outreach and engagement strategies for transportation
projects across Southern California, bringing expertise in bilingual facilitation, creative engagement, and inclusive stakeholder processes. Christian will lead the implementa- tion of outreach and engagement activities and serve as Spanish facilitator as needed..
RELEVANT PROJECT EXPERIENCE INCLUDES:
• City of Oxnard, CA Sustainable Transportation Plan
• City of Colorado Springs, CO ConnectCOS
• City of Eastvale, CA Civic Center & Downtown
City of Beaumont
Comprehensive Operational Analysis
I I 11 I I i l l Ill
28 Proposed Team
Juan Cabrera I K&W
'Project Role: Outreach Deputy Project
Manager
Juan Cabrera is a Project Coordinator at Kearns &
West with over five years of experience in communica-
tions, community organizing and engagement. He holds
bachelor's degrees in communications and political science from the University of California, Los Angeles (UCLA) and is skilled in community stakeholder engagement, community - based relationship building, and outreach planning. Juan has supported bilingual outreach in community -led initia- tives, transportation planning, clean energy efforts, and local and statewide sustainability programs. In his previous roles, he has worked with non-profit organizations around Los Angeles County on projects related to transportation electrification, public health, renewable energy, and open spaces. He is currently a core member of Kearns & West's Equitable and Inclusive Engagement practice team, bring- ing experience in creative engagement planning, bilingual facilitation and material creation, and broad stakeholder engagement. Juan will manage day-to-day public
engagement strategy and implementation to support
the development of the COA.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ San Mateo County (CA) Transportation Authority Regional Transit Connections
■ City of Lancaster, CA Transit Neighborhood Plan Update ■ Los Angeles Department of Transportation (CA) Bus Electrifi- cation (EV Fleet)
Joey Goldman I K&W
Project Role: COA Engagement
Strategy Development Lead
Joey Goldman, Principal at Kearns & West, leads the firm's Transportation Practice and brings 30 years of experience in public transit planning, collaborative planning processes, and stakeholder facilitation. His national and Bay Area portfolio includes work with agencies such as BART, VTA, Alameda CTC, CCTA, High -Speed Rail, SFMTA, SamTrans,
and LAVTA. Joey excels at designing and leading equitable engagement strategies, including for older adults, people with disabilities, and low-income communities, and has led numerous ADA and Title VI plans. His expertise spans focus groups, surveys, workshops, and advisory committees, with a particular strength in transit system integration and acces- sible mobility planning.
Joey has served on the Transportation Research Board's
Special Committee on Diversity, Equity, and Inclusion and was previously Chair of its Committee on Accessible Trans- portation and Mobility. Joey will provide leadership and guidance for the overall outreach effort and public facing materials development.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Reimagining CityBus COA (Santa Rosa, CA)
■ COA forAVTA, Omnitrans, Basin Transit, and Mountain
Transit (San Bernardino, CA)
■ Plan Bay Area 2050+ and Transit 2050+ (Bay Area, CA)
Vidya Bhamidi ' K&W
Project Role: COA Engagement
Strategy Implementation Lead
Vidya Bhamidi is a Director at Kearns & West with a decade of experience spanning urban planning, transportation,
infrastructure, and policy. Her expertise lies in managing complex public engagement processes for land use and
transportation projects across California. She specializes in aligning technical work with community needs and
agency goals, with a focus on equity, climate resilience, and strategic decision -making. At Kearns & West, she has led outreach for high -profile regional projects, designed multilingual and multi -format engagement strategies, and built strong relationships with agency staff, community - based organizations, and the public. Vidya will lead the coordination and materials development for outreach
and engagement activities.
RELEVANT PROJECT EXPERIENCE INCLUDES:
■ California High -Speed Rail Northern California Project Section Environmental Outreach
■ Metropolitan Transportation Commission Plan Bay Area
2050+/Transit 2050+ (Bay Area, CA)
■ City of Davis, CA Short Range Transit Plan (SRTP)
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
29 Proposed Team
ETC
ETC's project team members include:
Chris Tatham I ETC
(Project Role: Survey Principal
Christopher E. Tatham (Chris) with an MBA
from Kansas State University and a magna
cum laude degree in Political Science and Economics from Princeton University, has spent over 30 years designing, administering, and analyzing data for more than 2,000
statistically valid surveys across four continents, engaging over three million people. As an internationally recognized expert in survey research and data analytics, he has influ- enced nearly $500 billion in public investments. In 2001, Chris developed the DirectionFinder® Survey, used by over 500 local governments worldwide to prioritize investments and assess performance against national and regional
benchmarks.
Chris has led over 800 quantitative survey projects for U.S. city and county governments, including 37 of the 50 largest cities and 12 of the 20 largest counties. His pioneering tablet -based intercept methodology for on -board transit surveys, adopted by the Federal Transit Administration, has been applied in more than 40 metropolitan areas and engaged over 800,000 participants. His work has extended internationally, with transit agencies in Japan, Ethiopia, and Australia seeking his expertise. As ETC Institute's lead statistician for two decades, he established the protocols for all quantitative surveys, advising numerous government agencies, universities, and transportation modelers. During the COVID-19 pandemic, he launched a national survey that provided benchmarking data for over 60,000 U.S. residents, helping local governments track and compare their results.
Chris will oversee ETC Institute's role in the surveys and will work directly with the ETC project manager.
RELEVANT PROJECT EXPERIENCE INCLUDES:
• Phoenix (Valley Metro) Onboard Transit Survey, Project manager
• Oakland (AC Transit) Onboard Transit Survey
• San Jose (VTA) Onboard Transit Survey
• San Francisco (Muni) Onboard Transit Survey
• Bay Area Rapid Transit (BART) Onboard Transit Survey
• North Central TX COG (NCTOG) Onboard Transit Survey
Fred Gsell I ETC
(Project Role: Survey Project Manager
Fred Gsell earned a M.S. in Biostatistics from
Louisiana State University Medical Center in
New Orleans and a B.S. Degree in Quantitative
Business Analysis from Louisiana State University in Baton Rouge. As a Project Manager at ETC Institute, he brings 24 years of expertise in public transit research. These studies play a crucial role in updating travel demand models, ensur- ing Title VI compliance, supporting New and Small Starts projects, customer satisfaction, and other purposes. With an extensive portfolio, Fred is recognized as a leading authority in transit surveys, having overseen more studies in this field than most professionals nationwide. Fred has led numerous transit research initiatives, including customer satisfaction assessments, market research, origin destination, and user/ non -user studies across various transit modes such as buses, light rail, subways, commuter rail, and ferries. His expertise spans all aspects of project execution, from methodology and survey design to data collection, processing, and report- ing. Before joining ETC Institute in 2013, Fred played key roles in transit management, business development, and led the Statistical Services Department at NuStats in Austin, TX.
Fred will be the project manager for ETC Institute and
will be the primary liaison between ETC, TMD and the
City.
RELEVANT PROJECT EXPERIENCE INCLUDES:
• Denver Regional Transit District (RTD) Onboard Transit Survey • City of Tucson Regional Transit Survey
• St. Louis Metro Onboard Transit Survey
• Victor Valley, CA Onboard Transit Survey
• Santa Clarita, CA Onboard Transit Survey
• Southeast Michigan COG (SEMCOG)I Onboard Transit Survey • Atlanta Regional Commission (ARC) Onboard Transit Survey • Los Angeles DOT, CA Onboard Transit Survey
• Fresno, CA Onboard Transit Survey
• Seattle, WA Onboard Transit Survey
• San Diego, CA Onboard Transit Survey
• Broward County Transit, FL Onboard Transit Survey
Transportation Management & Design, Inc.
City of Beaumont
30 5
Proposed Team
Professional Resume
Ronald Kilcoyne, Senior Manager
Overview
Ron Kilcoyne, Senior Manager, is an accomplished transit management professional with over 45 years of experience in the public transportation industry. Ron is a former General Manager of three different transit systems across the country, he has navigated distinct markets and organizational challenges, grown ridership, and achieved significant cost effi- ciencies through sound fiscal management and effective labor negotiations. In addition, he has successfully planned and implemented complex projects involving service rede- sign, fare restructuring, new facilities construction and operations, and advanced technology system improvements. His past executive management roles include General Manager, Lane Transit District (Eugene, OR); CEO/General Manager, Greater Bridgeport Transit Authority (Connecticut); and Transportation Manager, City of Santa Clarita.
In addition to his firsthand industry experience, Ron has conducted a broad range of service planning and scheduling projects as a consultant, working closely with a variety of systems seeking to increase ridership and enhance their internal capacity and operations.
His projects have largely focused on service restructuring including simplifying routes and other strategies for growing ridership, identifying operational efficiencies, developing conceptual schedules, estimating short and long term operating and capital costs, recom- mending fare policy changes, ZEB transition and developing staff training.
Relevant Experience
Yolo Transportation District Short Range Transit Plan, Woodland, CA, Project Manager (2024 -Present)
— Ron is managing the YoIoTD SRTP. He oversaw the preparation of the Existing Conditions and Market Assessment and the first round of community outreach. He is currently leading the development of recommendations for Yolobus fixed route service and Beeline microtransit, ADA paratransit service. He will be supporting the development of the YoIoTD's BEB transition plan, the development of the SRTP capital plan including identification of technology needs.
City of Corona Cruiser COA for Fixed Route and Demand Response / Paratransit Service, Corona, CA, Project Manager (2022-2023)
— Ron developed a short and long range plan for improving transit service in the City of Corona CA including route alignments, new microtransit options, bus stop locations, conceptual schedules and estimated costs for the recommended scenario.
HRDC Redesign Streamline Transit Development Plan, Bozeman, MT, Project Manager (2019-2021; 2024 -Present)
Ron led Streamline's first TDP which included an evaluation of existing service performance, developed a service plan to address future needs, developed governance and funding strategies to address growth and likely change from a rural system to a small urban system.
Ron is currently leading the 2024/25 TDP update. He managed the evaluation of existing service performance and marking conditions as well as the first round of public engagement. He is working on the TDP recommendations which will focus on determining how to serve the rapid growth occurring in the community, meeting the regional goals of addressing climate change, and improving service to disadvantaged communities. The final TDP will lay the foundation for an anticipated ballot measure to increase funding for Streamline service.
•TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BS, Business Administration, University
of San Francisco, San Francisco, CA
Advanced Scheduling Seminar, Regional
Transit Training Center, University of
Southern California, Los Angeles, CA
Bay Area Urban Transit Institute
Transit Management Effectiveness
Program, University of California, Irvine
International Transit Study Program,
ENO Foundation
EXPERIENCE
Transportation Management
& Design, Inc.
North County Transit District
Nelson/Nygaard Consulting Associates
Lane Transit District
Greater Bridgeport Transit Authority
Korve Engineering
City of Santa Clarita
AC Transit
Years of experience: 45
City of Beaumont
Transportation Management & Design, Inc.
31 5
Proposed Team
■TMD
Ron Kilcoyne, Page 2
City of Santa Clarita Transit Development Plan (TDP), Santa Clarita, CA, Project Principal (2023-2024) — Ron served as Project Principal, overseeing all aspects of the plan. SCT is an all contract operation providing local, commuter express, microtransit and ADA paratransit service to a rapidly growling outer suburban area of Los Angeles County. The TDP took a holistic examination of all aspects of the transit system and will make recommendations for service design, operating practices, funding and capital investment.
City of Davis UniTrans Short Range Transit Plan, Davis, CA, Project Manager (2024 -Present) — Ron is managing the City of Davis SRTP. He oversaw the preparation of the Existing Conditions and Market Assessment and the first round of community outreach. He is currently leading the development of recommendations for the restructure of the Unitrans fixed route service, the Davis Community Transit ADA paratransit service and fare policy.
San Diego Metropolitan Transit System (MTS) Operations Insourcing Feasibility Study, San Diego, CA, Task Lead (2024 -Present)
— Ron is currently leading tasks related to Human Resources and management for a study of potentially insourcing MTS' current contractor -operated fixed route bus and paratransit services. The study involves a) analysis of current MTS and contractor practices, staffing, and performance; b) development of concepts for all or partial insourcing of service delivery; c) preparation of transition and implementation strategies; and d) detailed costing and impact analysis.
Central Contra Costa Transit Authority (County Connection) On -Call Planning Services, Project Manager, Contra Costa Co., CA, (2023 -Present)
— Ron is the contract lead for providing on -call planning services to County Connection. Ron has lead the task orders issued thus far, which includes an on board survey, developing recommendations for bus stop spacing and a major corridor plan.
Great Falls Transit (GFT) Transit Development Plan, Great Falls, MT, Project Manager (2023-2024) — Ron led the GET TDP which included fixed route recommendations, a comprehensive review of all aspects of ADA paratransit including the certification process and provision of service, a BEB transition plan, staffing needs, capital planning, technology needs, and fare policy.
AC Transit "AC Realign" Network Redesign, Alameda County, CA, Deputy Project Manager (2023-2024) — Ron led the assessment of existing conditions and the development of three draft scenarios. Draft scenarios were shared with stakeholders and the community in the Winter 2023.
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, Task Lead (2023-2024) — Ron was the task lead for the development of high quality transit corridor feasibility analysis. He also assisted with the development of system improvements, financial plan and final plan.
Prince George County DPWT 2024-2029 Transit Vision Plan and Transit Service & Operations Plan, Largo, MD, Transit Planner (2023-2024)
— Ron worked with the county, WMATA, and WMATA's consultant team in developing the Better Bus Network plan within Prince George County. This effort includes ensuring that the new network provides the connections that Prince George County residents need to travel within and county and the entire region, adequate service coverage is maintained, and efficient schedules are developed.
Kings County Fixed -Route Schedule Study, Kings County, CA, Project Manager (2021-2023) — Ron developed an implementation plan for restructuring transit service in Hanford, CA in conjunction with the opening of a relocated Downtown transit hub. This plan included route alignments, bus stop locations, conceptual schedules and estimated costs for the recommended scenario and alternate funding scenarios.
Merced County Association of Governments (MCAG) Short Range Transit Plan, Merced County, CA, Project Manager (2021-2022)
— Ron developed a short range transit plan for Merced County, CA that includes recommendations for restructuring service, examining the possibility for consolidating UC Merced and Merced County transit systems, developing bus stop standards and specifications and a bus stop easement user agreement, fare policy, capital plan, vehicle electrification plan and marketing plan.
Transportation Management & Design, Inc.
City of Beaumont
32 5
Proposed Team
Professional Resume
China Langer, President
Overview
China Langer has been instrumental over the past 19 years in helping TMD transition to the 21st century. She leads and manages a broad spectrum of transit -service planning proj- ects for TMD, from extensive system -wide Comprehensive Operations Analyses (COAs) to more narrowly focused corridor service restructuring and support activities, such as rider- ship data collection, on -board passenger surveys, and Title VI and Environmental Justice analyses. She brings detailed technical expertise and experience in market assessment, consumer research, service evaluation (fixed -route and paratransit), strategic visioning, service plan development, and inclusive stakeholder outreach and in -reach. As well, she has expertise in data collection, comprehensive multivariate market, service, and opera- tions synthesis, and GIS mapping.
Relevant Experience
City of Beaumont, Pass Transit COA, Beaumont, CA, Project Manager (2013-2014) China managed the City of Beaumont's first COA, which included an extensive data collection effort (on -board passenger counts and O -D survey), an assessment of existing and future market conditions, a detailed evaluation of individual route performance, and the development of constrained and unconstrained recommendations. Recommendations focused reducing travel times, increasing frequencies, and enhancing transfer connections to improve passenger experience and grow system ridership. The final network plan increased the effectiveness of the network by realigning services to reduce service duplicity and increase service to areas with higher demand potential.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Project Principal (2022-2023)
— China served as the Project Principal for the RTA SSP, which is a sustainable three- year plan for transit service improvements to improve service spans, frequencies, and realignment of routes to more directly serve major destinations. She also led the Title VI Analysis of the recommended network.
Riverside Transit Agency (RTA) Bus Stop Amenities Data Collection and Policy Development, Riverside, CA, Project Advisor (2015, 2024) — China served as Project Advisor for the development of RTA's Strategic Bus Stop Policy.
She prepared the Board materials and presented to RTA's Board of Directors.
Sun Systems Comprehensive Operations Analysis, Tucson, AZ, Project Principal (2022-2024) — China served as Project Principal for the Sun System COA which evaluated the service operated by Sun Tran, Sun Express, Sun Link, and Sun Shuttle in Greater Tucson.
China was responsible for the review and QA/QC of all project deliverables including the analysis of existing conditions and materials for the draft network plan. China also lead the development of Sun Tran's Bus Stop Amenity Policy.
Orange County Transportation Authority Making Better Connections Project, Orange County, CA, Project Principal (2021-2024)
— China served as the Project Principal on the Making Better Connections Study and was involved in all aspects of the project including the review of all project deliverables. ■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Urban Studies & Planning,
Communications Minor, University of
California (UCSD), San Diego, CA
EXPERIENCE
Transportation Management
& Design, Inc.
University of California at San Diego
Physical Planning Department
Years of experience: 19
Transportation Management & Design, Inc.
City of Beaumont
33 5
Proposed Team
■TMD
China Langer, Page 2
Sound Transit Service Planning Support, Seattle, WA, Contract Manager (2022 -Present) — China is managing TMD's on -call planning support contract with Sound Transit. She has managed tasks ranging from service costing and financial forecasting, developing performance monitoring tools and dashboards, reviewing and editing reports, and creating service planning maps.
Riverside Transit Agency COVID-19 Service Reduction Plan, Riverside, CA, Senior Advisor (2020-2021) — China served as a Project Advisor to support the identification of service reduction strategies to save costs in the face of declining revenue due to the COVID-19 pandemic.
NJ TRANSIT NewBus Newark Bus Network Redesign, Newark, NJ, Co -Project Manager (2020-2021) — China managed the day-to-day task work at TMD, and with other team members, worked with NJ TRANSIT staff to gather data, organized an extensive virtual stakeholder and outreach program given the COVID-19 pandemic, and supported the project's market assessment and service evaluation tasks. She also led the Title VI Analysis of the recommended network.
Birmingham -Jefferson County Transit Authority (BJCTA) Comprehensive Operations Analysis, Birmingham, AL, Project Manager (2020-2021)
— China served as Project Manager for a first in a generation rethinking of the transit network in Alabama's largest city. She oversaw the day-to-day management of the project and communication with the client, along with the existing conditions and service design tasks and supported the public outreach and engagement process.
Los Angeles County Metropolitan Transportation Authority LA Metro NextGen Bus Study, Project Advisor (2017-2020)
— China supported the NextGen project by leading the evaluation of existing services and serving as an advisor during the development of the network plan.
Nashville WeGo (formerly MTA) Better Bus Network Restructuring, Project Coordinator (2017-2020) — China managed the day-to-day project work for the Better Bus Network Study and worked closely with both TMD and WeGo staff to ensure all task work was completed on time and that it exceeded WeGo staff's expectations.
VIA Metropolitan Transit, San Antonio, TX, Professional Services, Planning Lead (2014-2019), General Planning Consultant (2015-2020), General Services Planning & Scheduling Consultant Services (2022- Present), Contract Manager
— China has worked closely with VIA, often serving as an extension to staff. Key tasks include the South/ West Corridor project, 2040 LRTP, Rapid Transit Network, Scheduling and Planning Support, Downtown Operating Plan, managing a Comprehensive Operations Analysis (branded Better Bus), supporting VIA with refinements to the Better Bus Plan, planning and developing ridership estimates for MOD, assisting with COVID recovery planning, and conducting a peer review of Bus Stop Amenity Policies.
HOCTS Oneida County Transit Analysis, Oneida Co, NY, Project Manager (2019-2020) — China served as an advisor for the Oneida County Transit Analysis project, reviewed the analysis of existing service, and lead the development of service alternatives for the cities of Rome and Utica.
Rochester -Genesee Regional Transportation Authority (RGRTA) Reimagine RTS - Transit System Redesign Project, Rochester, NY, Project Coordinator (2017-2018) — China served as the primary point of contact for RGRTA coordinating all task work, managing the bi-weekly conference calls, and reviewing all project deliverables, as well as playing an active role in shaping the public and stakeholder involvement plan to ensure an equitable process.
Bi-State Development Agency/St. Louis Metro Reimagined Comprehensive Operational Analysis, Project Coordinator (2017-2018)
China served as the primary point of contact for Metro, and played an active role in shaping the public involvement plan and in the development of interactive tools to engage the community, as well as participated in the evaluation of existing Metro services and development of service alternatives.
Transportation Management & Design, Inc.
City of Beaumont
34 5
Proposed Team
Professional Resume
Daniel Pena, Senior Planner
Overview
Daniel Pena has extensive experience in transit planning, performance evaluation, and policy development. Over the past two years at TMD, Daniel has led and contributed to Comprehensive Operations Analyses in Victor Valley, Yolo County and the City of Davis. Additionally, he has been actively involved in service planning for Sound Transit as TMD's lead on -call planner for the agency and has conducted station capacity analyses for California High Speed Rail.
Before rejoining TMD, Daniel spent six years as a transit planner at the Metropolitan Council in the Twin Cities, where he evaluated transit service performance, developed long-range transit plans, shaped regional transit policy, conducted peer research, assessed grant proposals, and collaborated with diverse stakeholders on major transit initiatives.
His prior work with TMD included COAs in Buffalo, Los Angeles, Austin, and San Antonio.
Relevant Experience
City of Davis UniTrans Short Range Transit Plan, Davis, CA, Deputy Project Manager (2024 -Present)
— Daniel is serving as the deputy project manager of the City of Davis COA, leading the analysis of existing conditions, analysis of transit performance and shaping the public outreach effort.
— Daniel lead the effort to develop a survey that engaged with university students, non - student riders and paratransit riders.
Yolo Transportation District Short Range Transit Plan, Woodland, CA, Deputy Project Manager (2024 -Present)
— Daniel is serving as the deputy project manager of the Yolo County COA, leading the analysis of existing conditions, analysis of transit performance and shaping the public outreach effort.
— Daniel is leading the effort to update YoloBus Goals, Objectives, and Performance Measures. Daniel lead workshops with the client to understand what their needs for the COA were and how new goals and objectives could reflect those City of Santa Monica "Brighter Blue" Big Blue Bus Comprehensive Operational Analysis, Santa Monica, CA, Senior Planner (2023-2024)
— Daniel was on the team for Big Blue Bus's COA. He worked on evaluating existing conditions, which included managing the market assessment and working on the evaluation of service performance.
— Daniel worked on the team for developing a service performance dashboard using PowerB I .
Sound Transit Service Planning Support, Seattle, WA, Senior Planner (2022 -Present) — Daniel is currently the lead planner working on Sound Transit's on -call planning support contract. He has worked on developing annual service plans, conducting quarterly service performance analyses and assisted in the development of several long range planning projects.
— Daniel conducted an analysis of peer regions' performance metrics to inform the development of Sound Transit Performance Standards.
■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
Master of City and Regional Planning,
Cal Poly, San Luis Obispo
Master of Science, Transportation
Engineering, Cal Poly, San Luis Obispo
BA, Anthropology, University Of
California, Los Angeles
BA, Portuguese, University Of California,
Los Angeles
EXPERIENCE
Transportation Management
& Design, Inc.
Metropolitan Council (Saint Paul, MN)
San Francisco Municipal Transportation
Agency
Marin Transit
San Luis Obispo Regional Transit
Authority
Years of experience: 10
Transportation Management & Design, Inc.
City of Beaumont
35 5
Proposed Team
Daniel Pena, Page 2
Victor Valley Transit Authority Comprehensive Operational Analysis, Hesperia, CA, Senior Planner (2023-2024)
— Daniel was on the team that developed Victor Valley Transit Authority's COA. Daniel worked on conducting an analysis of existing conditions, which included developing an interactive tool analyzing transit performance at the segment level.
Great Falls Transit District Transit Development Plan, Great Falls, MT, Senior Planner (2023-2024) — Daniel is currently on the team working Great Falls Transit's COA. Daniel is leading the effort to analyze and improve the agency's paratransit services.
Houston METRO Title VI Service Equity Analysis of Fare Policy, Houston, TX, Senior Planner (2023) — Daniel managed the Title VI analysis of multiple fare policy scenarios for Houston METRO. The scenarios analyzed included alternate fare media, fare -capping schemes, and changes to points of sale for fare media including elimination of the back of bus reloaders and cashless operating systems at park & ride lots.
METROPOLITAN COUNCIL (SAINT PAUL, MN), SENIOR PLANNER (2016-2023) Worked in a technical capacity on several corridor studies in the Twin Cities region with projects ranging from developing BRT alignments, developing streetcar alignments and analyzing transit feasibility in highway corridors
Served as project manager on several regional transportation projects, including developing scopes of work, developing project schedules, budgets and evaluating proposals Led technical analysis projects, including regular evaluations of regional transit performance Worked on projects that translated regional policy into implementation measures, including developing criteria for and selecting projects to receive Federal transportation funding TRANSPORTATION MANAGEMENT & DESIGN, INC., ASSOCIATE PLANNER (2015-2016) Los Angeles Department of Transportation Transit Service Analysis, Los Angeles, CA, Associate Planner (2015-2016)
— Evaluated existing bus service
— Analyzed and recommended changes to paratransit service — Recommended changes to both community circulator and commuter services — Engaged with the public through pop up informational stands and field interviews in both English and Spanish
VIA Metropolitan Transit, San Antonio, TX, Professional Services Task Order - Comprehensive Operational Analysis, Associate Planner (2016)
— Conducted fieldwork to evaluate current transit operations — Analyzed and recommended potential alignments for BRT service In downtown San Antonio — Evaluated existing service design and performance evaluation standards Capital Metropolitan Transportation Authority Capital Metro Connections 2025 (rebranded Cap Remap), Austin, TX, Associate Planner (2015-2016)
— Developed and recommended service changes for bus service in the Capital Metro service area NFTA Metro On -Call Planning Services, Buffalo, NY, Associate Planner (2015-2016) — Evaluated existing transit service at the regional and sub regional level — Analyzed and recommended changes to bus operations in downtown Buffalo — Developed and recommended service changes on a by route basis for all NFTA service — Developed cost projections for recommended service changes ■TMD
Transportation Management & Design, Inc.
City of Beaumont
36 5
Proposed Team
Professional Resume
Anna Joos, Senior Planner
Overview
Anna holds a degree in Economics and Environmental Studies from the University of Wisconsin -Madison, where she specialized in sustainable development and climate change impacts on vulnerable populations. She previously worked for the United Nation Environmental Program where she analyzed the relationship between a Estonia's reliance on clean fuels in relation to their ambient air pollution. At TMD, she has supported numer- ous transit initiatives across the United States, including comprehensive operational analy- ses, transit development plans, and paratransit studies. In each project, she consistently supports the delivery of innovative solutions through her detailed market assessments, comprehensive data analysis, and rider and stakeholder engagement. As Lead Planner on multiple TMD projects, including the RTA Sustainable Service Plan and Sun Tran COA, she actively supported the projects' community engagement, data analysis, development of service recommendations, as well as the day-to-day management of taskwork.
Relevant Experience
Riverside Transit Agency (RTA) Bus Stop Amenity Policy Update, Riverside, CA, Senior Planner, Task Leader (2024)
— Anna worked with RTA on an update to their bus stop amenity policy, determining how shelters should be allocated among the 18 member jurisdictions.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Associate Planner, Task Leader (2022-2023)
— Anna was a key member of the RTA Sustainable Services Plan project team. She led the evaluation of RTA's current service, analyzed survey data from two rounds of public outreach, and supported the development of service alternatives. The final service recommendations and service standards were approved by the board in March 2023.
Sun Tran COA, Tucson, AZ, Associate Planner, Task Leader (2022-2024) Anna has served as the Lead Associate on the Sun Tran COA. She led the Market Assessment and Service Evaluation which took a comprehensive look at SunTran's existing service performance and Tucson's demographics. She participated in two rounds of public meetings, speaking directly with riders about their service needs. She also played a key role in the development of service alternatives in the final COA plan.
Finally, she led the development of a bus stop amenity program and comprehensive service standards.
Sun Van Comprehensive Operations Analysis, Tucson, AZ, Associate Planner (2024) — Anna participated in a comprehensive review of Sun Van paratransit service in the Greater Tucson area. She helped develop a survey instrument and analyze the results in Power BI.
Victor Valley Transportation Authority (VVTA) Comprehensive Operations Analysis, Victorville, CA, Associate Planner (2024)
— Anna completed a Market Assessment for the VVTA COA, analyzing demographic data, travel patterns, and survey results to identify unmet market demand for transit service in Victor Valley.
■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Environmental Studies
University of Wisconsin Madison
BA, Economics
University of Wisconsin Madison
EXPERIENCE
Transportation Management
& Design, Inc.
United Nations Environmental
Programme
U.S. House Natural Resources
Committee
Years of experience: 4
Transportation Management & Design, Inc.
City of Beaumont
37 5
Proposed Team
Anna loos, Page 2
Yolo Transportation District Short Range Transit Plan, Woodland, CA, Associate Planner (2024 -Present)
— Anna helped lead the development of the YoIoTD Community Survey and held pop up events across Yolo County to engage with the public. Findings from outreach, paired with analysis from the Market Assessment were used to build the Goals, Objectives, and Standards that will shape the final plan.
City of Davis UniTrans Short Range Transit Plan, Davis, CA, Associate Planner (2024 -Present) — As the lead associate on the City of Davis SRTP, Anna has guided and directed the development of the Market Assessment in the Existing Conditions report. Anna also synthesized this information with the comments received during public outreach, to help develop a plan for the City of Davis which would improve transit accessibility for UC Davis students and the entire community.
HRDC Bozeman Transit Development Plan Update, Bozeman, MT, Associate Planner, Community Engagement Lead (2024 -Present)
— Anna is leading the Community Engagement efforts for the Bozeman TDP update. Her work included developing a Public and Stakeholder plan, an online community and customer survey, and materials for the outreach events.
City of Pasadena Short Range Transit Plan, Pasadena, CA, Senior Planner (2023-2025) Anna was the Lead Planner on the Pasadena project, supporting all aspects of the project. She led the execution and in depth analysis of the On -Board Rider Survey and created easily understandable dashboard in Power BI. She developed the outreach plan and all supporting materials for the first round of outreach including posters, presentations and interactive games for community member engagement.
Great Falls Transit (GFT) Transit Development Plan, Great Falls, MT, Associate Planner (2023-2025) — As the lead associate for this TDP. Anna guided the development of the Existing Conditions Report, including the market assessment and service evaluation, as well as completed a survey analysis of responses from community members and transit riders alike. She also developed service alternatives based on her findings from these first tasks.
Orange County Transportation Authority (OCTA) Making Better Connections Fixed -Route Restructuring Study, Orange County, CA, Associate Planner (2021-2023) — Anna has supported the OCTA Making Better Connections Study team by helping to develop service recommendations, and summarized comments received from the public engagement process.
NJ TRANSIT Greater New Brunswick Transportation Study, New Brunswick, NJ, Associate Planner (2021-2022)
— Anna has contributed to the final route design for service options in New Brunswick.
Honolulu Transit Comprehensive Operational Analysis, Honolulu, HI, Associate Planner (2020-2023) — Anna has supported the Honolulu Comprehensive Operational Analysis team but conducting an evaluation of each route's service performance.
Des Moines Area Regional Transit Authority (DART) Paratransit Consulting Services, Des Moines, IA, Associate Planner (2022-2023)
— Anna collected paratransit eligibility documents from ten peer agencies. She summarized the eligibility requirements and worked with the project team to make recommendations to streamline Des Moines Area Regional Transit Authority's paratransit application process for the applicants and the reviewers. ■TMD
Transportation Management & Design, Inc.
City of Beaumont
38 5
Proposed Team
Professional Resume
Gary Hewitt, Project Manager
Overview
Gary Hewitt brings over 30 years of experience in transit planning and operations. He has delivered diverse transit planning projects, including Title VI Equity Analyses, short- range transit plans, project feasibility studies, and long-term transit visions. His experience managing the day-to-day operations of bus and paratransit services gives him a unique perspective that helps him develop implementable solutions and understand FTA policy.
Gary has also supported implementing customer -facing technology initiatives during his career, including real-time passenger information, innovative fare payment, and app - based service delivery. Prior to joining TMD, he worked for several small municipal and large regional transit agencies in Southern California, including OCTA, the City of Irvine, LA Metro, and the City of Glendale.
Relevant Experience
Riverside Transit Agency Systemwide COVID-19 Fixed -Route Reduction Plan, Riverside, CA, Subject Matter Expert (2020-2021)
— Gary developed and RFI for a new microtransit service and assisted staff in reviewing the proposal and developing an operating plan for RTA's GoMicro service in Hemet.
Whatcom Transportation Authority, Microtransit Feasibility Study, Bellingham, WA, Project Manager (2023-2024)
— Gary worked with WTA to determine the feasibility of introducing microtransit.
The study evaluated the potential performance of microtransit service in different areas within WTA's service boundaries and identified various operating models and recommend technology features.
VIA General Planning Consultant: Mobility On Demand Support Task Order, San Antonio, TX, Task Lead (2023)
— Gary helped project ridership and resource requirements for potential new VIA Link microtransit zones. The model used anonymized travel data to estimate ridership by hour and the associated number of vehicles and revenue hours needed to meet the anticipated demand.
Sun Van Comprehensive Operations Analysis, Tucson, AZ, Project Manager (2024 -Present)
— Gary is currently leading a comprehensive evaluation of Sun Van's ADA service, including Sun Van's policies and procedures, service area boundary, service performance, and eligibility process. The project is also looking at the co -mingling of ADA with SunTran's Sun On -Demand service.
■TMD
City of Pasadena Short Range Transit Plan, Pasadena, CA, Project Manager (2023- 2025)
— Gary is served as the Project Manager, assisting the City of Pasadena with their Short - Range Transit Plan update. The project included analysis of the City's fixed -route and paratransit services including ridechecks and customer surveys. He also led the public outreach and development of service recommendations.
VISION. PLAN. IMPLEMENT.
EDUCATION
BS, Urban/Regional Planning,
California State Polytechnic University
(CalPoly), Pomona, CA
Transit Mid -Manager Seminar
Eno Center for Transportation
Project Management Course
American Management Association
AWARDS
Past Chair of SCAG Regional Transit
Technical Advisory Committee
2016 Administrative Employee of the
Year I OCTA
2012 City Manager Performance
Award I City of Irvine
EXPERIENCE
Transportation Management
& Design, Inc.
OCTA
City of Irvine
LACMTA
City of Glendale
Years of experience: 30
Transportation Management & Design, Inc.
City of Beaumont
39 5
Proposed Team
Gary Hewitt, Page 2
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, Project Manager (2023-2025) — Gary served as the Project Manager for Gold Coast's Short -Range Transit Plan update. He led the existing conditions analysis and development of service recommendations. The project also included an analysis of a new High -Quality Transit Corridor through the core of the service area.
City of Santa Monica Big Blue Bus "Brighter Blue" Comprehensive Operational Analysis, Santa Monica, CA, Task Lead (2023-2024)
— Gary lead the data collection and data analysis tasks. This included developing interactive dashboards comparing the existing and pre -pandemic service performance.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Task Lead (2022-2023) — Gary lead the update of RTA's Service Standards to incorporate new standards for RTA's GoMicro service and ensure service classifications and standards match RTA's latest operation.
Greater Richmond Transit Company Paratransit Operational Analysis, Richmond, VA, Project Advisor (2025 -Present)
— Gary is supporting GRTC Paratransit Operational Ananlysis by lending his expertise in paratransit eligibility and operating models.
Whatcom Transportation Authority Cross County Paratransit Feasibility Study, Bellingham, WA, Project Manager (2022)
— Gary worked with WTA to determine the feasibility of providing paratransit trips to a neighboring county. The study included a passenger survey, review of paratransit trips, and stakeholder meetings.
Gary also led the Title VI Service Equity Analysis of the draft recommendations.
Metropolitan Transportation Commission (MTC) Clipper Mobile Card Fare Equity Analysis, San Francisco, CA, Project Manager (2022-2023)
— Gary served as the Project Manager for TMD's work. He conducted a peer review which analyzed fare card acquisitions fees for peer agencies. Using Title VI policies of Clipper card member agencies, Gary led the Title VI equity analysis which analyze the potential impact of not charging a fee for Clipper® mobile cards and keeping the plastic Clipper® card fee at $3.00.
RTC of Washoe County Transit Optimization Plan Strategies, Reno, NV, Project Manager (2021-2022) — Gary served as the Project Manager for RTC Washoe's plan to guide transit delivery over the next 5 -years. The effort included comprehensive research of all facets of RTC's public transit services which informed recommendations for optimizing service, operations, capital needs, and technological improvements. Gary also led the Title VI Service Equity Analysis of the draft recommendations.
City of Irvine Transit Vision Study, Irvine, CA, Task Lead (2021-2022) — Gary led the development of transit service concepts for the City's transit plan. The plan includes a pilot project implementation to introduce new transit services to City residents.
DART Paratransit Consulting Services, Des Moines, IA, Subject Matter Expert (2021-2023) — Gary served as a Subject Matter Expert assisting DART in marking changes to their organizational structure and policies in support of their changing on -demand services.
ORANGE COUNTY TRANSPORTATION AUTHORITY, SECTION MANAGER II AND III (2012-2020)
— Gary developed short-term transit service recommendations for fixed -route and microtransit services.
He provided planning and implementation support for agency innovation projects and managed long- range transit study and plan development. He also worked with local jurisdictions, advocates, and other stakeholders to develop consensus on plans and projects. ■TMD
Transportation Management & Design, Inc.
City of Beaumont
40 5
Proposed Team
Professional Resume
Stuart Geltman, Project Manager
Overview
Stuart is a project manager with experience in urban transportation systems and transit planning. He has assisted in preparation of comprehensive neighborhood transportation plans, special project plans, bus route development plans, transit construction mitigation plans, and terminal studies, in various parts of the country. Stuart's responsibilities have involved the preparation of transportation and development plans for state, county, city, and neighborhood governments and civic groups. He is an expert on transit operations and bus facilities. He has studied bus stops needs for a number transit property, including the placement, removal, insertion, and consolidation of bus stop locations. Stuart has worked on fare policy and analysis for transit agencies throughout the country over the past 25 years. He has conducted analyses of fare policies with modifications based on changing service paradigms. He has developed multiple scenarios for fare increases and modifications, including introductions of new pass type instruments. Stuart is keenly aware of the delicate balance that needs to be made between maximizing ridership and fare revenues, including meeting farebox recovery targets.
Relevant Experience
Victor Valley Transit Authority Comprehensive Operational Analysis, Victorville, CA Project Manager (2023-2024)
Stuart served as project manager for the Victor Valley Transit Comprehensive Operational Analysis. This COA redesigned Victor Valley Transit's network to support ridership growth in the post-COVID environment, presenting multiple network growth scenarios. As part of the COA, Stuart developed a short-term and long-term service, financial, and capital plan that will be used as a five-year blueprint for VVTA's growth.
Final recommendations were presented to the Board of Directors in July 2024. Stuart also served as project manager for a previous COA VVTA conducted in 2016-2017.
AC Transit "AC Realign" Network Redesign, Alameda County, CA, Task Leader (2023- 2024)
— Stuart led the development of performance standards for AC Transit. This included a best practices review, a review of current metrics, and the development of metrics and benchmarks for all of AC Transit's services. Also included in this development of standards was the use of performance standards, evaluation of services based on the performance standards and potential corrective actions to improve route and system performance.
Caltrans District 4 Bay Area Transit Plan, San Francisco, CA, Best Practices and Investment Prioritization Lead (2023-2024)
— Stuart led the literature review of best practices and local planning context, development of performance measures, and the identification and ranking of priority investment areas for District 4.
Prince Georges County DPWT 2024-2029 Transit Vision Plan and Transit Service & Operations Plan, Largo, MD, Lead Transit Planner (2023-2024) Stuart served as the lead transit planner for the transit vision and operations plan. In this role he has worked with the county, WMATA, and WMATA's consultant team in developing the Better Bus Network plan within Prince Georges County.
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■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Urban Studies, University of
Minnesota
MS, Transportation Management,
Polytechnic Institute of New York (Now
NYU Tandon School of Engineering)
EXPERIENCE
Transportation Management
& Design, Inc.
AECOM
Years of experience: 25
Transportation Management & Design, Inc.
City of Beaumont
41 5
Proposed Team
Stuart Geltman, Page 2
Detroit Department of Transportation (DDOT) On -Call Planning and Scheduling Services, Detroit, MI, Senior Advisor (2021-2024)
— TMD has a contract with DDOT to provide on -going planning, scheduling, and operations consulting services. Stuart supported DDOT by leading the development of the capital program for DDOT.
Los Angeles Metro G -Line BRT Improvements Project, Los Angeles, CA, Task Lead (2022-2024) — Stuart led the development of the Concept of Operations for improvements to the G Line with the implementation of grade separations and railroad grade crossing gates at intersections.
AECOM, SENIOR TRANSIT PLANNER (1999-2022)
Massachusetts RTA Regional Transit Plan, Statewide, MA, Senior Transit Planner (2020) — Stuart led the fare analysis and policy chapters for the recent Statewide Regional Transit Plans. This was based on the memorandum of understanding between MASSDOT and all of the RTAs to ensure that a fare policy was developed that codified fare structure and fare increase schedules. Stuart worked with each RTA, as needed, to help craft this fare policy.
Imperial County Fare Study, El Centro, CA, Senior Transit Planner (2019-2020) — Stuart served as the primary investigator developing fare policy and levels for all of the services ICTC operates In this study Stuart identified which services should have the same fare level in an effort to streamline fares. He developed a scheduled for fare modifications with the goal to maximize both ridership and revenue.
SORTA Implementation Study, Cincinnati, OH, Service Plan and Cost Modeling Lead (2017-2022) — Stuart was the service plan and cost modeling lead for the SORTA implementation study. This study supported SORTA as they pursue a ballot initiative for the election in 2018. Stuart has provided a cost model and service plans to demonstrate the impacts of various sales tax levels.
Nantucket Regional Transit Authority (NRTA) Year Round Service Feasibility Study, Nantucket, MA, Senior Planner (2017)
— Stuart served as a senior planner for this feasibility study of extending transit services to operate year- round on this small island off the coast of Massachusetts. His role was to support the second phase of the study was a fare analysis, a review of available fare technologies, and a review of innovative funding strategies to help in implementing year-round service.
RGRTA Regional Service Efficiency Study, Rochester, NY, Senior Transit Planner (2016) — Stuart led the fare policy review of each of the rural RTS systems that are a part of RGRTA. Stuart developed fare alternatives designed to create a unified fare policy throughout the RTS system and compatible with the RTS Monroe fare policy system.
SORTA Service Evaluation, Development, and Management Study, Cincinnati, OH, Senior Transit Planner (2015-2017)
Stuart was the senior transit planner that conducted a service evaluation and system redesign for the Metro bus system operated by SORTA in Cincinnati, OH. Stuart helped to develop the operating and maintenance cost model to support the expanded system that incorporated elements of operations, maintenance, administration, and increased driver training. The redesign included expansion of suburban and crosstown services to provide better connections throughout the region, new BRT services, new flexible services, and expanded services on local and express bus routes. Remix Transit Planning software was used to develop and cost the service plan. Along with the operating plan, Stuart prepared a ten year capital plan to support implementation of this service redesign. ■TMD
Transportation Management & Design, Inc.
City of Beaumont
42 5
Proposed Team
Professional Resume
Bobbi Jo Duley, Graphic Designer
Overview
Bobbi brings 24 years of experience providing custom design services for a broad range of customers and projects. As TMD's graphic designer, she works closely with clients to create content to inform and engage project stakeholders and help make TMD's technical planning work and deliverables more accessible to diverse audiences. Her work in both online and print media includes custom WordPress websites, StoryMaps, custom graphics and icons, professional layout of presentations and reports, posters, maps, and more. With a background in Fine Arts and a proficiency in a full range of design and publishing applica- tions (Adobe Creative Suite, WordPress, HTML, CSS, etc.), Bobbi brings a comprehensive creative approach to all of her design work.
Relevant Experience
Victor Valley Transit Authority (VVTA) Comprehensive Operations Analysis, Victorville, CA, Graphic Designer (2023-2024)
— Bobbi designed a custom template for the route profile sheets, as well as the route recommendations.
— She developed custom graphics to be used in a survey memo and designed the layout for the final report.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Graphic Designer (2022-2023)
— Bobbi designed outreach materials, including surveyor badges, flyer, and printed survey. — She developed a custom template for the route recommendation sheets.
City of Corona Cruiser COA for Fixed Route and Demand Response / Paratransit Service, Corona, CA, Graphic Design (2022)
— Bobbi led the design and layout of various materials, including a community survey, cover design for the Existing Conditions report, and an infographic illustrating the findings from an onboard survey.
Los Angeles Metro Professional and Technical Services for Operations SDSA Department, Special Event Service Planning Support, Los Angeles, CA, Graphic Designer (2024- Present)
— Bobbi has worked to develop custom layouts for the LA28 venue profiles.
HRDC Bozeman Transit Development Plan Update, Bozeman, MT, Graphic Designer (2024 -Present)
— Bobbi led the design and layout of outreach materials, including a community survey and outreach boards, as well as a custom template for the StoryMap.
City and County of Broomfield Transit Needs Assessment, Broomfield, CO, Graphic Designer (2024)
— Bobbi led the design of custom project logo and travel flow graphic. She also led the design of the outreach poster and postcard.
City of Santa Monica Big Blue Bus "Brighter Blue" Comprehensive Operational Analysis, Santa Monica, CA, Graphic Designer (2023-2024) — Bobbi developed a rider profile graphic and the layout for a printed rider survey. — She created a custom template for the route recommendations. — She also led the design and layout of the final report and a custom graphic. ■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Kinesiology and Fine Arts
University of Colorado, Boulder, CO
APPLICATIONS
Adobe Creative Suite: Illustrator,
InDesign, InCopy, Photoshop,
Dreamweaver
WordPress, HTML, CSS
Microsoft Office Suite
EXPERIENCE
Transportation Management
& Design, Inc.
gaiacreative
delphine
Years of experience: 24
City of Beaumont
43 Transportation Management & Design, Inc.
5 Proposed Team
■TMD
Bobbi Jo Duley, Page 2
City of Santa Clarita Transit Transportation Development Plan, Santa Clarita, CA, Graphic Designer (2023-2024)
— Bobbi led the design and layout of the Market Assessment and Service Evaluation. — She developed a custom template for the route profile sheets as well as the Draft Route Concepts. — She also led the design of outreach materials, including outreach boards and a custom template for the StoryMap.
Great Falls Transit (GFT) Transit Development Plan, Great Falls, MT, Graphic Designer (2023-2024) — Bobbi developed a rider profile graphic, and led the design and layout for the onboard and community surveys.
— She helped in the development of outreach materials, including a custom template for the StoryMap.
City of Pasadena Short Range Transit Plan, Pasadena, CA, Graphic Designer (2023 -Present) — Bobbi led the development of outreach materials, including a survey poster, onboard survey and Dial -A - Ride survey.
— She developed custom templates for the route profile sheets and route recommendations.
AC Transit "Transit Realign" Network Redesign, Alameda County, CA, Graphic Designer (2023-2024) — Bobbi developed custom templates to be used for the 2019 and 2022 PI reports. — She also developed templates for the draft and final route recommendations that were then translated into three different languages.
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, Graphic Designer (2023-2024) — Bobbi developed custom templates for use in the route profile sheets and route recommendations, and generated each in both English and Spanish.
— She led the design and layout of the Transit Opportunity Corridor Options and the Final Report.
Sound Transit Service Planning Support, Seattle, WA, Graphic Designer (2022 -Present) — Bobbi has led the design and development of a number of visual elements for the presentation of service changes, including detailed maps illustrating Link and ST Express, as well as a full network map.
Kings County Association of Governments (KCAG) KART Fixed -Route Schedule Study, Hanford,CA, Graphic Designer (2021-2022)
— Bobbi developed a custom template for the route profile sheets, which required the offsetting of the system map in Illustrator.
— Bobbi led the design and layout of the Final Report.
Detroit Department of Transportation (DDOT) On -Call Planning and Scheduling Services, Detroit, MI, Graphic Design (2021-2024)
— Bobbi led the design and layout of the Market Assessment, Service Evaluation and Final Report, including custom infographics and charts.
— She designed a custom template to be used for the route recommendations. — As well, she developed multiple custom graphics for use in the SOPs.
Merced County Association of Governments (MCAG) Short Range Transit Plan, Merced County, CA, Graphic Design (2021)
— Bobbi assisted in developing a project website on publicinput.com with MCAG branding. — She led the design and layout of outreach materials, including a community survey and flyer, social media posts, and outreach boards.
Orange County Transportation Authority (OCTA) Fixed -Route Restructuring Study, Orange County, CA, Graphic Design (2021-2024)
— Bobbi developed a custom theme and graphics for the ArcGIS StoryMap, including custom icons and a timed transfer graphic, and oversaw the look and feel of the final deliverable.
NJ TRANSIT NewBus Newark Bus Network Redesign, Newark, NJ, Graphic Design (2020-2021) — Bobbi led the design and layout of the Market Assessment, Service Evaluation, and Final Report.
Transportation Management & Design, Inc.
City of Beaumont
44 5
Proposed Team
Professional Resume
Britney Tran, GIS Specialist
Overview
A graduate of the University of California, Berkeley, Britney studied Environmental Design with an emphasis in City Planning and Geographical Informational System (GIS). During her undergraduate career, she worked as a program coordinator with Y -PLAN (Youth -Plan, Learn, Act Now) for Oakland Unified School District educating students interested in urban design and planning. As a student researcher for the Center for Cities and Schools, she focused on designing ArcGIS StoryMaps regarding the impact of McKinney-Vento Education policies around housing, food security, and transportation on the youth. During her capstone year, Britney's interest for transportation stemmed from her corridor analysis of the TEMPO 1T line on local businesses along International Boulevard, Oakland.
Since joining TMD, Britney has served as the lead GIS personnel on a variety of projects and contributed her geospatial expertise in evaluating existing conditions, performing transit propensities, and conducting site suitability analyses for bus facilities. Additionally, Britney has demonstrated her multifaceted technical skills as an associate planner. She has assisted in the data analysis, brain storming, and research for a range of transportation plans and transit needs assessments.
Relevant Experience
Victor Valley Transit Authority Comprehensive Operational Analysis, Hesperia, CA, GIS Specialist (2023-2024)
— Britney lead the geospatial analysis for the Conducted ridership analyses for the fixed route and paratransit network. Additionally, she supported the final route recommendations for short-term and long-term service for the five-year blueprint that was presented to the Board of Directors.
Yolo Transportation District Short Range Transit Plan, Woodland, CA, GIS Specialist (2024 -Present)
— As part of Yolo's Short Range Transit Plan (SRTP), Britney is serving as the GIS Specialist for the preparations of maps for the existing conditions, market assessment, and the community outreach effort.
— Britney is overseeing any additional mapping efforts for the route recommendations for the restructure of the YoloBus fixed -route service and Beeline microtransit.
Riverside Transit Agency Sustainable Services Plan, Riverside, CA, GIS Specialist (2023) — As part of the RTA sustainable three-year plan for transit service improvements, Britney assisted in the GIS efforts to map improved service spans, frequencies, and realignment of route.
— Britney utilized ArcGIS Pro to map RTA's bus stops and performed an analysis to identify the percent of RTA stops with amenities in minority and low-income communities.
HRDC Bozeman Transit Development Plan Update, Bozeman, MT, GIS Specialist (2024 -Present)
— For the update of the previous HRDC Streamline Transit Development Plan, Britney is leading the geospatial efforts for existing conditions. As part of plans to determine the best way to serve the rapid growth within the community, Britney is assisting in any geotechnical analysis regarding improving transit service for disadvantaged communities.
•TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Environmental Design and City
Planning, GIS Minor, University of
California, Berkeley
EXPERIENCE
Transportation Management &Design,
Inc.
Years of experience: 2
Transportation Management & Design, Inc.
City of Beaumont
45 5
Proposed Team
■TMD
Britney Tran, Page 2
City of Davis UniTrans Short Range Transit Plan, Davis, CA, GIS Specialist (2024 -Present) — Britney is serving as the lead GIS personnel for the City of Davis UniTrans' Short Range Transit Plan (SRTP). She is conducting geospatial analyses for the community demographics and travel patterns as part of the Existing Conditions and Market Assessment.
— Britney also assists in any geospatial analysis regarding the evaluation and development of recommendations for the restructure of the Unitrans fixed -route service, the Davis Community Transit ADA paratransit service, and fare policy.
City and County of Broomfield, Transit Needs Assessment, Broomfield, CO, GIS Specialist (2024) — Britney is currently serving as the GIS Specialist for the Broomfield Transit Study for the City and County of Broomfield, Colorado. As part of the data -driven analysis, Britney is assisting in the geospatial analysis on the community makeup, travel patterns, and current transit behaviors.
Bay Area Rapid Transit District (BART) Clipper Bay Pass Title VI Analysis Technical Support, San Francisco, CA, Associate Planner (2024)
— As part of BART'S Clipper BayPass and No -Cost & Reduced -Cost Transfer, Britney served as the associate planner on the Title VI Fare Equity Analysis Report and Public Participation Report. Britney oversaw the methodology of the equity analysis and worked on brainstorming mitigation measures.
Denver RTD Facilities & Fleet Optimization Plan, Denver, CO, GIS Specialist (2024) — Britney served as the GIS Specialist for the Bus Facility Siting Analysis task. She conducted a multiphase facility siting analysis to screen potential parcels based on established site selection criteria. Britney consolidated a shortlist of feasible parcels by utilizing vacancy attributes, polygon acreage, and demographic analyses as part of the geoprocessing selection.
Great Falls Transit (GFT) Transportation Development Plan, Great Falls, MT, GIS Specialist (2023-2025) — As part of Great Falls Transit's Transportation Development Plan (TDP), Britney served as the lead GIS Specialist. She created an ArcGIS Storymap with an embedded rider survey to communicate key findings from an existing conditions analysis. Additionally, Britney produced demographic and key destination maps to illustrate community characteristics and travel patterns.
City of Santa Clarita Transit Transportation Development Plan GIS Specialist (2023-2024) — Britney led the GIS efforts for the City of Santa Clarita's Transportation Development Plan (TDP) in Los Angeles County. As part of the GIS analysis, she provided technical support for the existing market and service conditions by creating maps for demographic densities, community profiles, and origin - destination travel patterns.
— As part of the proposed route recommendations, Britney developed an ArcGIS Storymap which included sliders for viewers to compare the existing and proposed transit networks, as well as an interactive map of pop-up event locations.
City of Pasadena Short Range Transit Plan, Pasadena, CA, GIS Specialist (2023-2025) — Britney served as the GIS Specialist for the City of Pasadena Short Range Transit Plan update. She focused on visualizing demographic maps for the density analysis as part of the market assessment, as well as route alignment maps for the City's fixed route and paratransit services. Additionally, Britney assisted in mapping the service recommendations and other geospatial elements for the public outreach.
Santa Monica Big Blue Bus "Brighter Blue" COA, Santa Monica, CA, GIS Specialist (2023-2024) — Britney assisted in creating maps displaying stop -level ridership changes comparing pre- and post-COVID trends. In addition, she conducted a comprehensive analysis on origin -destination data from the on -board survey to identify major rider travel patterns. By utilizing GIS tools, Britney developed maps for route profiles comparing existing and proposed route alignments, highlighting new and discontinued sections.
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, GIS Specialist (2023-2024) — Leading the GIS efforts, Britney conducted the geospatial analyses and developed maps to support the demographic analysis for the existing conditions report. Additionally, she conducted a transit propensity analysis to identify areas of opportunity to increase ridership. Britney generated maps showcasing recommend route alignments and visualized corridor maps as part of the high quality feasibility analysis.
Transportation Management & Design, Inc.
City of Beaumont
46 Proposed Team
JENNA TOURJ E-MALDONADO, AICP
PRINCIPAL & LEAD FACILITATOR
Orange County, CA
[email protected]
760.296.9355
EXPERTISE
■ Public Involvement
■ Stakeholder Facilitation
■ Urban and Environmental
Planning
EDUCATION & CERTIFICATIONS
MURP, Urban and Regional Planning
University of California, Irvine
BA, International Development
University of California, Irvine
American Institute of Certified
Planners (AICP)
American Planning Association
Certificate, Public Participation
International Association of Public
Participation (IAP2)
MEMBERSHIPS
American Planning Association,
Orange County Chapter (OC-APA)
International Association of Public
Participation (IAP2)
SUMMARY OF QUALIFICATIONS
KEARNS
WEST
Jenna Tourje-Maldonado is a Principal at Kearns & West with over 17 years of experience in community involvement, stakeholder facilitation, and planning.
She has designed and facilitated complex stakeholder processes for tribal governments and local, state, and federal agencies regarding transit, active transportation, mobility, and community planning. Jenna designs collaborative projects with multi -pronged techniques and scales engagement to engage even the hardest -to -reach community members. She is passionate about partnering with communities on the path to creating healthy and whole places where people love where they live and have a voice and a stake in the future. Her work deeply engages community members from all walks of life, and she has experience designing outreach strategies for rural and suburban communities where people see their fingerprints throughout a project.
Jenna is certified by the International Association of Public Participation (IAP2) and co -instructs the Graduate Planning Practicum for the Masters of Urban Planning and Public Policy department at UC Irvine focused on healthy communities, active transportation, and mobility. Jenna co -leads Kearns & West's Tribal Relations practice and is an advisor to the Equitable and Inclusive Engagement team.
EXAMPLES OF RECENT EXPERIENCE
City of Oxnard Sustainable Transportation Plan
Community Engagement Project Manager
The City of Oxnard prepared a Sustainable Transportation Plan (STP), which paired prior multi -modal transportation planning efforts with extensive community engagement to form an implementation plan towards a sustainable mobility future for Oxnard. As part of the project, the STP engaged with people who live, work, and spend time in Oxnard to identify places where sustainable transportation improvements can be implemented. Kearns & West supported outreach activities and the facilitation of working groups as part of this effort.
Jenna facilitated the advisory committee and managed the project alongside Kearns & West team. This project built on Kearns & West's track record of successful engagement with community -based groups and priority communities in Oxnard.
City of Laguna Beach — Enhanced Mobility and Complete Streets Transition Plan*
Facilitator & Planner
Jenna developed final plan and deliverables for the Enhancement Mobility and Complete Streets Transition Plan. The plan is designed to provide the policy framework for the city to implement physical and operational changes to the roadway network to improve conditions for all users including bicycles, pedestrians, transit, and motor vehicles. Extensive community outreach, including an online survey, walk audit, and bike audit, resulted in community identification of issues and opportunities. The project included an extensive analysis of the existing facilities in Laguna Beach that support or hinder mobility, including sidewalk locations, street grades, and speed limits. The final plan included recommendations to improve mobility citywide.
Transportation Management & Design, Inc.
City of Beaumont
47 Proposed Team
Palm Desert, CA — Bureau of Land Management (BLM) California Desert Renewable Energy Conservation Plan Programmatic Agreement (DRECP PA)
Project Manager & Lead Facilitator
Jenna facilitates the continued DRECP PA process, which includes developing the Compensatory Mitigation Fee for Cumulative Effects for all approved renewable energy projects within the Land Use Plan Area to address cumulative and some indirect adverse effects to historic properties. The committee includes Tribes from across the Coachella Valley. She has built deep relationships with Tribal entities throughout the Mojave desert and within the Coachella Valley, and is a trusted resource with Tribes, State, and local partners.
City of Indian Wells — General Plan Update Outreach
Project Manager & Lead Facilitator
Jenna led the Kearns & West team in the outreach process for the Indian Wells General Plan Update. Outreach for the project included a digital engagement strategy and visioning and health workshops. The update occurred during Covid, and Jenna's team creatively designed engagement for a population with less familiarity with digital tools while not meeting in person. Jenna was brought back for additional engagement to facilitate meetings on the housing element. Her familiarity with the community helped facilitate a smooth and engaged process.
California High Speed Rail (HSR) — Environmental Justice Engagement Strategy Lead Facilitator
Jenna helped lead the Environmental Justice (EJ) outreach team in strategic engagement with disadvantaged communities in San Francisco to Merced, California to ensure that information about the Project is appropriately and equitably disseminated. The team engages in grassroots conversations with community service providers, community leaders and members, working groups on potential and disproportionately high and adverse impacts and benefits of the Project on their communities to inform the environmental review process under CEQA/NEPA, as well as a robust and high financial investment community benefits effort.
CSU San Bernardino, Palm Desert — CaINAGPRA Policy Development Jenna is working with the California State University (CSU) Chancellor's Office to facilitate listening sessions at CSUs across the State to develop the CaINAGPRA policy, including at CSU San Bernardino.
City of Burbank — Citywide Complete Streets Plan
Community Involvement Specialist 12019-2020
The City of Burbank is recently adopted a Complete Streets Master Plan, with the goal of ensuring accessible, safe, and enjoyable city streets for all users. Jenna played a key role in setting strategy and conducting day-to-day project management efforts for the Community Engagement portion of the project. A community -driven process is important for the City of Burbank, and this project represents a new level of engagement in the Community.
County of San Bernardino — Community Plans Continuum Project Lead Facilitator & Project Manager
As Group Project Manager, Jenna managed six community plans in San Bernardino County as part of the larger planning effort, helping lead development of plans for 26 unincorporated communities ranging from the San Bernardino Mountains to the Mojave Desert. The project included weeks where multiple facilitation teams were immersed in conducting collaborative public workshops to engage communities in helping develop goals, objectives, and action plans to address the issues and needs of each community.
San Bernardino Association of Governments — Rim of the World Active Transportation Plan Lead Facilitator
As public involvement manager on the project, Jenna's responsibilities included direction and coordination of outreach and engagement activities throughout the planning process. Specific outreach programs and activities included interactive online surveys, pop-up workshops, stakeholder tours, asset mapping, and community workshops.
San Bernardino Association of Governments — Rim of the World Active Transportation Plan* Lead Facilitator
As public involvement manager on the project, Jenna's responsibilities included direction and coordination of outreach and engagement activities throughout the planning process. Specific outreach programs and activities included interactive online surveys, pop-up workshops, stakeholder tours, asset mapping, and community workshops.
Transportation Management & Design, Inc.
City of Beaumont
48 Proposed Team
CHRISTIAN M EN DEZ
KEARNS 4 WEST
SENIOR DIRECTOR - INCLUSIVE ENGAGEMENT
V Riverside, CA
►� [email protected]
t. 760.699.3160
EXPERTISE
• Facilitation
■ Public Involvement
• Stakeholder Engagement
■ Participatory Process Design
■ Urban and Regional Planning
• Community Engagement
• Graphic Design
• Spanish Public Speaking
EDUCATION & CERTIFICATIONS
MURP, Urban and Regional
Planning
University of California Los
Angeles I Los Angeles, CA
BSW, Social Work
La Sierra University I Riverside, CA
Luskin Design and Development
Certificate
University of California Los
Angeles
MEMBERSHIPS
American Planning Association -
Inland Empire Chapter
SUMMARY OF QUALIFICATIONS
Christian Mendez, Senior Director and Bilingual Facilitator at Kearns & West, has ten years of experience in community engagement. He holds a Master of Urban and Regional Planning from the University of California, Los Angeles, with a focus on community engagement design and development. Christian's insights and practical ideas for achieving inclusive engagement of historically marginalized communities make him a valuable team member. He is one of the founding leaders of Kearns & West's Equitable and Inclusive Engagement practice team. His upbringing and involvement in community organizing efforts have provided him firsthand experience in community planning, resident organizing, community -based organization partnerships, participatory planning processes, and resident capacity building.
Christian began his planning and engagement career working on the development of productive public spaces in unincorporated rural communities in the Eastern Coachella Valley, developing culturally sensitive engagement tools such as mobile research beacons to work alongside residents in creative and meaningful ways. His current assignments include transportation, housing, and climate resiliency across Southern California. Additionally, he brings accomplished graphic design skills, experience working with community -based organizations, and bilingual facilitation expertise.
RELEVANT EXPERIENCE
City of Oxnard Sustainable Transportation Plan
Community Engagement Project Manager 12021 - Present
City of Oxnard is preparing a Sustainable Transportation Plan (STP), which will pair prior multi -modal transportation planning efforts with extensive community engagement to form an implementation plan towards a sustainable mobility future for Oxnard. As part of the project, the STP engaged with people who live, work, and spend time in Oxnard to identify places where sustainable transportation improvements can be implemented. The project team worked with the community to identify needs, neighborhood locations and main corridors and develop a project list, conceptual designs, and potential funding sources. This will help the City to apply for grant opportunities that can help fund improvements that are included in the STP. Kearns & West supported outreach activities and the facilitation of working groups as part of this effort.
Christian provided strategy for the overall community engagement process, building on Kearns & West's track record of successful engagement in Oxnard with community -based groups and priority communities.
City of Colorado Springs — ConnectCOS
Project Engagement Specialist 12020 to Present
The City of Colorado Springs launched a citywide visionary transportation study, ConnectCOS, to help create a transportation plan that reflects the evolving needs of our community. ConnectCOS is a year -long study that will involve a significant technical analysis, and robust community engagement effort, to identify and prioritize short and long-term transportation projects to ensure that people who live, work and play in Colorado Springs have an opportunity to participate in the study. Christian's role includes the design and implementation of community engagement activities associated with the project.
Transportation Management & Design, Inc.
City of Beaumont
49 Proposed Team
City of Burbank Citywide Complete Streets Plan
Project Engagement Specialist 12019 to 2020
Christian provided support in the project process and engagement of residents in the City of Burbank. His role included the design and activation of planning activities associated with engagement events. Kearns & West team supported the launch of a series of outreach events at community events that focused on identifying community priorities and design preferences. Christian's role also included facilitation, outreach documentation, logistic coordination, and graphic design.
City of Eastvale — Civic Center & Downtown
Project Lead 12023
The City of Eastvale, located in Riverside County, has launched a visioning plan to guide the future development of its Civic Center and Downtown Area. Kearns & West supported this effort by facilitating a series of working group meetings, creating branding for the Civic Center, and designing a citywide survey to gather community input. As a longtime Eastvale resident, Bushra brought valuable local insight to her role as Deputy Project Manager. She coordinated internal meetings with the Kearns & West team, drafted community engagement materials, supported stakeholder identification for the working group, and assisted with in -person facilitation during the working group meetings.
City of Santa Ana — Zoning Code Update
Project Advisor 12024 to Present
The City of Santa Ana is updating its Zoning Code following the General Plan Update. The Kearns & West team is conducting community -based organization engagement and stakeholder interviews, developing a Public Involvement Plan, and hosting a series of community workshops across the city's various zones. Christian is currently supporting the implementation of a Community Planning Collaborative, an initiative to engage residents in technical topics and build their capacity to participate in planning processes.
U.S. Environmental Protection Agency (EPA) — Desert View Power (DVP) Community Meetings Project Manager and Facilitator 12023 to Present
DVP is a biomass -burning facility on the Cabazon Band of Mission Indians Reservation. It generates electricity by burning woody biomass, which is monitored by the EPA and SCAQMD for compliance. Kearns & West supported EPA Region 9 by coordinating the meeting logistics and facilitation and ensuring meeting accessibility in Spanish and English with the goal of providing information to the community about EPA's activities and the recent Notice of Violation and hear/gather community feedback about the DVP operations there. Christian's role focuses on working with the EPA team to identify communication and engagement tools to work alongside community members as the EPA addresses a notice of violation with the site, including facilitating public meetings, coordinating outreach, and supporting the EPA team with engagement strategies.
City of Los Angeles Department of Transportation (LADOT) Vision Zero Dignity Infused Community Engagement Project Fellow 12018 to 2019
Christian supported the launch of the Vision Zero 2019 Dignity -Infused Engagement Project, the latest phase of LADOT's Vision Zero engagement efforts that helped analyze the sustainability of infrastructure safety improvements throughout Los Angeles. As a fellow, he supported the roll -out of the engagement plan developed to ensure the engagement of residents along the high -injury network. Other tasks included researching and analyzing data to support the prioritization of project corridors and conducting social climate analysis to understand the relationship between physical and social conditions along project corridors.
Southern California Association of Government — Go Human Project Associate I 2014 - 2015
Christian supported implementing a series of Go Human Campaigns to promote safe and active transportation throughout Southern California. His role included the prototyping of engagement tools, implementation of events, and facilitation of activities at events focused on preferred transportation improvements. The pop-up events demonstrated imaginative temporary complete street improvements, garnering community input, and support for permanent initiatives.
City of Colorado Springs — Platte Avenue Corridor Study Community Engagement Specialist 12022 to Present
Platte Avenue is a ConnectCOS community corridor, providing connection to I-25 as a major east/west thoroughfare, identified as a priority for further analysis. Kearns & West is facilitating the study's strategic communications plan and stakeholder engagement process. Christian's role includes the design and implementation of community engagement activities associated with project.
Transportation Management & Design, Inc.
City of Beaumont
50 Proposed Team
JUAN CABRERA
PROJECT COORDINATOR
SUMMARY OF QUALIFICATIONS
9 Los Angeles, California
[email protected]
k, 909.837.0940
EXPERTISE
■ Public Involvement
■ Stakeholder Engagement
■ Graphic Design
■ Community Engagement
■ Digital Communications
■ Fluent in Spanish
EDUCATION & CERTIFICATIONS
BA, Communications & Political
Science
University of California Los Angeles
(UCLA) I Los Angeles, California
KEARNS WEST
Juan Cabrera is a Project Coordinator at Kearns and West in Los Angeles and brings experience in communications, community organizing and engagement.
He holds Bachelor of Arts degrees in Communications and Political Science from the University of California Los Angeles.
Juan is skilled in community and stakeholder engagement, community -based relationship building, and outreach planning. He has experience in supporting clean energy initiatives, offshore wind projects, and local and statewide sustainability programs. In his previous roles, he has worked with non-profit organizations around Los Angeles County on projects related to transportation, housing rights, public health, renewable energy, and environmental justice.
During his time at Pacomia Beautiful, an environmental justice organization in Los Angeles, he led bilingual engagement efforts for the California's Transformative Climate Communities program, advocating for community -led transformation and sustainability.
RELEVANT EXPERIENCE
City of Lancaster — Transit Neighborhood Plan Update
Project Coordinator 12025 to Present
The City of Lancaster is updating plans and development regulations for areas in the vicinity of the Metrolink station in Downtown Lancaster. Juans supports the planning and development of overall community focused engagement through open houses, community events and online activities. As a bilingual, Spanish speaker, he plays a key role in ensuring an inclusive and broad participation in the Transit Neighborhood Plan Update.
City of Newport Beach - General Plan Update
Project Coordinator 12024 to Present
The City of Newport Beach is updating its Comprehensive General Plan. Juan supports planning and development of the overall community engagement strategy. He is involved in engaging stakeholders and community members through the General Plan Advisory Council, pop-up events and community workshops.
City of Santa Ana - Comprehensive Zoning Code Update
Project Coordinator 12024 to Present
The City of Santa Ana has adopted a comprehensive General Plan to accommodate growth in five focus areas. Juan supports stakeholder and community engagement efforts through programs, activities, and workshops that target underserved communities. As a bilingual speaker, Juan uses his experience to ensure broad participation and language access in the zoning code update process.
Environmental Protection Agency (EPA) — Desert View Power Community Meetings
Project Coordinator 12024 to Present
Juan assists in the EPA's engagement efforts with the City of Mecca regarding the Greenleaf Desert View Power Plant. He supports the active involvement of the Spanish speaking community in Mecca, assisting with the management of hybrid meetings, discussion activities and notetaking.
Transportation Management & Design, Inc.
City of Beaumont
51 Proposed Team
City of Oxnard — Comprehensive Local Coastal Program Update Project Coordinator 12024 to Present
The City of Oxnard has launched a comprehensive update of the Local Coastal Program (LCP). Juan supports the active involvement of community and stakeholders via community events and program engagement activities. As a highly Spanish-speaking community, Juan's experience and Spanish fluency is key to ensure access to participation in the LCP Update process.
National Renewable Energy Lab— Communities LEAP, EMPOWER Project Coordinator I February 2024 to Present
The EMPOWER Coalition and Communities LEAP/NREL are working toward helping Alachua County access clean, reliable, and affordable energy. As Project Coordinator, Juan supports the preparation of the engagement toolkit, project branding and the implementation of engagement strategies.
San Mateo County Transportation Authority — Regional Transit Connections Plan Project Coordinator I January 2024 to November 2024
The San Mateo County Transportation Authority's developed the Regional Transit Connections Plan, a grant program that will fund transit improvements in San Mateo County and neighboring Counties. Juan played a role in the active involvement of regional stakeholders via virtual workshops and informational meetings to gather input on the grant's funding and distribution. He also led the facilitation of virtual Spanish engagement meetings for community members.
City of Alhambra — Community Environmental Sustainability Plan Project Coordinator 12024 to 2025
Juan assists with the City of Alhambra's Comprehensive Environmental Sustainability Plan, which will provide a clear roadmap for the development of sustainable approaches. He plays a role in the active involvement of community and stakeholders via community events and program engagement activities.
Pacoima Beautiful — Los Angeles Department of Transportation (LADOT) EV Fleet* Communications Associate 12022 to 2023
As part of the Transformative Climate Communities grant, Pacoima Beautiful and the Los Angeles Department of Transportation, partnered to electrify the DASH bus fleet in Pacoima and Sun Valley with 14 electric buses. As the Communications Associate, Juan led the planning and development of the program's engagement strategy, and the creation and distribution of communication material.
Pacoima Beautiful — Electro-Bici Project*
Communications Associate 12022 to 2023
Collaborating with Mobility Justice and the Los Angeles Department of Water and Power, the Electro-Bici project, an electric bike library, brought electric mobility and economic development to frontline communities like the Northeast San Fernando Valley. Juan was key in engaging community members and assisting with the development of the program's communication strategy.
Pacoima Beautiful — Transformative Climate Communities Projects* Communications Associate 12021 to 2023
As a Communications Associate with Pacoima Beautiful, Juan collaborated with eight different stakeholders under the Transformative Climate Communities grant. He led the day-to-day digital engagement, outreach development, and communication strategy. He facilitated community engagement meetings for Pacoima residents related to green infrastructure, transportation, work development, and renewable energy projects happening there. *Drinr lemnrnc f.. \A/cct
Transportation Management & Design, Inc.
City of Beaumont
52 Proposed Team
JOEY M. GOLDMAN
PRINCIPAL
® San Francisco, CA
►r® [email protected]
i. 415.780.7051
EXPERTISE
■ Project Management
■ Facilitation and Consensus
Building
■ ADA/Title VI/Environmental
Justice
■ Public and Stakeholder
Engagement
■ Marketing, Branding, and Design
■ Qualitative Research
■ Strategic Planning
■ Transportation Planning
■ Accessible Transportation and
Mobility
EDUCATION
M.C.P., College of Environmental
Design
University of California I Berkeley, CA
B.A., Sociology
University of Michigan I Ann Arbor, MI
PROFESSIONAL AFFILIATIONS
■ Transportation Research Board
■ Past Co -Chair, Committee on
Accessible Transportation and
Mobility
■ Member, Committee on
Diversity, Equity, and Inclusion
■ SPUR
■ ACT
■ American Marketing Association
SUMMARY OF QUALIFICATIONS
KEARNS 4 WEST
Joey is a Principal at Kearns & West and leads the Transportation Practice for the firm. He has 30 years of experience working on public transportation planning projects, with an emphasis on collaborative planning processes, public participation, conflict resolution, stakeholder facilitation, communications, design, market research, and service planning. His experience includes local economic development projects and strategic plans as well as transit system plans, last -mile studies, freeway and bridge construction projects, transit needs analyses, and rural transportation plans. He has extensive experience working on projects in large geographic areas, as well as leading negotiations to integrate transportation agencies. His qualifications include public engagement for disenfranchised populations, including older adults and people with disabilities, and he has worked on numerous Title VI and ADA transportation plans.
No stranger to Riverside County, Joey supported previous projects in Beaumont and neighboring Banning when he was at Nelson\Nygaard, and also worked on several transit planning projects for RTA and SunLine. He has served as a project manager or planner on numerous COAs, including those for nearby Basin Transit and Mountain Transit, AVTA, and Omnitrans, as well as COAs nationwide for Intercity Transit (WA), The BUS in Honolulu (HI), Port Authority in Pittsburgh (PA), Spokane Transit (WA), and others. With expertise in regional service coordination, Joey was the lead author for TCRP Report 173, the Transit Integration Manual — a bold and graphic publication designed as an easy -to -use reference for a diversity of audiences.
RELEVANT EXPERIENCE
Northern California High -Speed Rail Project
Outreach Manager 12019 to Present
The California High -Speed Rail Authority is responsible for planning, designing, building, and operating the first high-speed rail line in the nation. Kearns & West leads stakeholder engagement and outreach efforts to support environmental review for the High -Speed Rail Project in Northern California (between San Francisco and Merced) as part of a large, multi -firm team. Joey is managing the team at Kearns & West that designs and implements a variety of engagement activities including public workshops and open houses, community and technical working groups meetings, targeted outreach to low- income and limited English -proficient communities, coordination with landowners, and development of outreach and information materials.
Plan Bay Area 2050+, Metropolitan Transportation Commission Outreach Lead 12023 to Present
Kearns & West supports MTC/ABAG in the engagement effort for the regional plan update, Plan Bay Area 2050+. Joey oversees the team working on planning and supporting pop-up workshops, training staff to facilitate stakeholder workshops, planning stakeholder workshop activities using online tools and facilitating discussions, and creating the public survey and reporting on outcomes. Joey has also identified tribal representatives, CBOs, and stakeholders from various organizations to participate in the engagement activities and listening sessions and supports the MTC planning team by integrating findings from the engagement process into summaries and reports that are used to develop the plan.
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City of Beaumont
53 Proposed Team
Student Transit Pass Programming and Implementation Effort, Alameda County Transportation Commission
Project Manager 12016-2018
Joey led the consulting team effort for the development and administration of the countywide Student Transit Pass Pilot Program to distribute transit passes to students going to middle or high school, afterschool activities and jobs. Close coordination with AC Transit, Union City Transit, LAVTA and BART and numerous school districts and school staff was required to develop the approach, manage private information, and use the regional transit debit card, Clipper. The implementation included user tools and pass sales collateral, as well as travel training at all participating middle schools.
The successful pilot program led to a Commission -approved expansion.
Reimagining CityBus COA, Santa Rosa, CA
Project Manager 12015-2016
The City of Santa Rosa completed a comprehensive redesign of its CityBus system. Joey led this effort, overseeing the technical analysis and working with bus drivers, community groups, and elected officials to design a system that would better serve market demand in the city, as well as support links to the new SMART train line. Joey oversaw a planning game process that provided an opportunity for members of the community to try their hand at allocating resources toward transit investments and also created an online tool allowing community residents to prioritize service changes and provide feedback on restructured routes. Santa Rosa successfully implemented the service, which included new high -frequency bidirectional bus service on key corridors.
National Center for Applied Transit Technology (N-CATT) Virtual Engagement Guidebook Project Manager 12020-2021
Joey led the research, development, and design of the Virtual Engagement Guidebook that serves as a tool for transportation agencies across the US. The guidebook highlights industry practices that transportation providers have employed to address their engagement objectives, as well as the approaches and tools available to a wide range of organizations.
Santa Cruz METRO Short Range Transit Plan
Project Manager 12013-2014
Joey led the Short Range Transit Plan for Santa Cruz METRO, which included an update of the service design for fixed - route and ParaCruz services, a financial plan, and marketing plan. Joey interviewed elected officials and an array of other stakeholders in Santa Cruz, including representatives from UC Santa Cruz and surrounding cities, led working group meetings and facilitated five public open houses throughout the METRO service area.
Information Campaign for San Francisco Paratransit New Technologies Project Manager 12018 to Present
San Francisco Paratransit, the Muni fixed -route complement that provides more than 800,000 annual trips for people with disabilities and older adults, is implementing a variety of new online tools and apps to allow users to schedule trips, add value to fare debit cards, replace lost fares, and e -hail a taxi, among other tools. Joey is advising staff on user experience revisions to the tools and is leading the development of public information - guides, brochures, and videos - to introduce the launch of these services. He is also updating the paratransit user information guides, leading the design effort and coordinating translations and printing.
Minnesota Statewide Transit Plan, Minnesota DOT
Project Manager 12016-2018
Joey led this comprehensive regional study for Greater Minnesota, including detailed planning and financial analyses of the state's transit systems, and the development of performance measures. The robust stakeholder effort included in-depth interviews and working groups with multiple transportation providers, employers and advocacy organizations. It also included focus groups, public open houses and on-line employer surveys.
Sunline Transit Agency (CA) Public Participation Program Project Manager 12011-2012
Joey developed the public participation program for Sunline Transit, a leader in alternative fuels technology. The effort brought together community stakeholders for a standing advisory group on how the agency could build support for clean fuel technologies and service expansions.
MOVE Central Arkansas Transit System COA
Project Manager 12015-2016
Joey led the plan to design and implement of a new set of transit services, create a new brand for the system (including its buses and rail cars), and develop a funding strategy to ensure ongoing dedicated revenues for the operation and expansion of transit services in the Little Rock Region. As part of the effort, Joey led a robust stakeholder effort including focus groups and working groups. He also facilitated Blue Ribbon Commission meetings with regional leaders. The new transit system name and brand, Rock Region METRO, has been embraced by business and political leaders in the region.
City of Beaumont
Transportation Management & Design, Inc. Page 1474 of 1893 Comprehensive Operational Analysis 54 Proposed Team
VIDYA BHAMIDI
DIRECTOR
9 Berkeley, California
F.7:1 [email protected]
t 415.738.7956
EXPERTISE
■ Transportation & Land -use
• Urban Design
• Climate Action
• Regional Infrastructure
EDUCATION & CERTIFICATIONS
Bachelor of Architecture
Jawaharlal Nehru Architecture & Fine
Arts University I India
Master of City Planning
University of California Berkeley
Berkeley, CA
SUMMARY OF QUALIFICATIONS
KEARNS I WEST
Vidya Bhamidi is a Director with Kearns & West. She has 10 years' experience spanning across urban design, planning and policy. Her work with local and regional governments includes supporting decision making and aligning goals, processes and outcomes on projects focused on land use, transportation, and infrastructure. Her interest lies in bridging the gap between research and practice, especially when it comes to incorporating climate change and equity considerations into projects.
RELEVANT EXPERIENCE
Alameda Department of Public Works — Strategic Planning Project Manager 12025
Kearns & West is preparing a Strategic Plan for the Alameda Public Works Department. Vidya is leading a four -person Kearns & West team to work with staff and leadership on bringing any underlying operational and inter- departmental challenges to the surface. Over the next 4 months, Vidya will coordinate regular online meetings, conduct key stakeholder interviews, lead in -person staff workshops, and multiple drafts and review cycles.
Housing Authority of the County of Butte (HACB) — Strategic Planning Project Manager 12025
Kearns & West prepared a Strategic Plan for HACB. Vidya led the two -person Kearns & West team to work with the HACB staff and Board on developing their next Strategic Plan. Over 4 months, Vidya coordinated regular online meetings, conducted multiple key stakeholder interviews, led two in -person staff and Board workshops, and multiple drafts and review cycles.
Metropolitan Transportation Commission — MASCOTS Outreach (Marin- Sonoma Coordinated Transit Service Plan)
Outreach Lead 12025
Kearns & West is supporting MTC and transit agency partners in gathering public input on proposed changes to bus and rail service across Marin and Sonoma counties. Over the next 5 months, Vidya will lead the outreach team in designing and delivering multilingual engagement materials, developing a bilingual survey to test community preferences and tradeoffs, coordinating with agency staff to launch a project website, and hosting three community pop -ups. She will also support the development of location -specific factsheets and outreach templates for transit partners, with an emphasis on reaching equity -priority communities.
California High -Speed Rail Authority — Northern California Outreach Stakeholder Outreach Lead 12021 to Present
During environmental review phases, Vidya managed the development of materials and overall preparation for working group meetings, open houses, and community outreach. She coordinated with the Authority, consultant team, jurisdictional and community leaders, and members of the public to design and conduct multilingual meetings, webinars, and social media outreach. Post this phase, Vidya has led the team to successfully host 4 in -person open houses in Summer/Fall 2024. Currently, they are planning an event in April 2025.
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55 Proposed Team
Plan Bay Area 2050+, Transit 2050+ Metropolitan Transportation Commission Outreach Lead 12023 to Present
Kearns & West supports MTC/ABAG in the engagement effort for the regional plan update, Plan Bay Area 2050+ and regional transit investment plan, Transit 2050+ across the nine -county region. Vidya leads the team in working on planning and supporting pop-up workshops, training staff to facilitate stakeholder workshops, planning stakeholder workshop activities using online tools and facilitating discussions and creating a multilingual public survey and reporting on outcomes.
The Plan was then approved by the Commission and the ABAG Executive Board.
Northern California Short Range Transit Plan (SRTP) Projects Project Manager 12024
Vidya leads outreach for the SRTPs under development in Yolo County and in the City of Davis. SRTPs help transit agencies improve services to meet changing needs by outlining how to run, invest in, and enhance transit services over a set period. They also cover maintaining and modernizing buses, transit centers, and other facilities. Vidya regularly facilitates planning meetings, conducts key stakeholder interviews, and leads the development and distribution of surveys as well as hosting pop-up events.
Central Valley Environmental Review Projects
CEQA/NEPA Outreach Specialist 12022 to Present
Vidya leads outreach on two rail station projects for the San Joaquin Joint Powers Authority - the Merced Intermodal Track Connection (MITC) Project and Madera Full -Build Phase 3. She coordinates with the technical partners on planning, implementation and facilitation of public input periods including proper noticing, surveys, walking tours and open houses.
She ensures that the process is inclusive and transparent, and the public is informed about project updates.
Oregon Department of Land Conservation and Development (DLCD) — Climate Friendly and Equitable Communities (CFEC) Rulemaking Advisory Committee (RAC) Facilitation Core Facilitation Team 12023
In 2023, Vidya was part of the K&W team facilitating meetings of this RAC charged with amending Oregon Administrative Rules to implement climate change goals related to a Governor's Executive Order. The effort aims to advance reductions in climate pollution through planning for land use, housing, and transportation and focusing on equity. The 40 -member RAC was composed of diverse members including representatives of environmental groups, cities and counties, environmental justice advocates, industry representatives, and individuals bringing diverse lived experience. Vidya worked closely with DLCD staff on development of the agenda and staffing the RAC meetings.
BART and Capitol Corridor — Link21
Public Outreach Support 12021 to 2024
Link21 aims to transform the passenger rail network serving the 21 -county Northern California Megaregion. Vidya has led multiple rounds of logistics for megaregional engagement - including co -creation workshops, in -person open houses, virtual community meetings and office hours. She has collaborated with multiple teams conducting engagement and outreach to key stakeholders and the general public to solicit feedback on program design.
Complete Streets Projects in the SF Bay Area
Project Urban Designer 12019 to 2020
Vidya was part of a team developing multimodal improvement concepts for 40th Street in Emeryville, CA and a community -driven multimodal safety and streetscape improvements plan for the Senter Road corridor in San Jose, CA. In both projects, Vidya was responsible for developing the design, illustrations and 10% drawings, as well as helping draft a report that included an implementation strategy to be submitted for approval.
Multimodal Corridor Projects in the SF Bay Area
Project Urban Designer 12019 to 2021
Vidya has been part of teams assessing urban design and streetscape related baseline conditions — including the mapping of local jurisdictions' planned land use context, bicycle network, land ownership, and other relevant conditions — and evaluating opportunities for future improvements. Along San Pablo Avenue in Alameda and Contra Costa Counties, Vidya's work also involved illustrating design alternatives for corridor segments and assisting with 35% construction documents related to pedestrian and transit amenity, streetscape, and wayfinding along the 12 -mile corridor. Along East 14th Street/Mission and Fremont Boulevard in Alameda County, her work also involved coordinating the GIS mapping of improvements along the corridor and developed 3D graphics to conceptualize mobility hubs centered around BART stations along the corridor.
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56 5
Proposed Team
Fred Gsell
Vice President of Field Operations
Education:
Master of Science -
Biometry
Louisiana State
University Medical
Center, New
Orleans
Bachelor of Science
Quantitative
Business Analysis
Louisiana State
University, Baton
Rouge
Years of
Experience: 20+
Registrations:
Transportation
Research Board
Areas of Expertise:
• Transit Survey
Design
• Collection
Methodology
• Sample Design
• Questionnaire
Design
• Ancillary
Collection Design
• Business
Development
• Staff
Management
Fred Gsell serves as a Project Manager and Director of Field Operations for ETC Institute. Over the last 15 plus years his primary focus has been on public transit research, specifically Origin — Destination Studies that were either targeting updates to local travel demand models (including Activity -based Modeling), transit planning, Title VI, Before and After Survey, and New and Small Starts projects. In addition, he also has led significant efforts in other areas of transit research, including customer satisfaction, market research, and user/non-user studies. These studies supported many different transit modes, including all forms of public bus, light rail, subway, commuter rail, and ferries.
For these studies he has managed all elements involved including methodological design, questionnaire and sample design, data collection management, processing and expanding data, and report writing. In addition to transit studies, he has also been involved in high- speed rail feasibility studies, household travel studies, and other types of social science research.
Prior to joining ETC in January of 2013, he was a leader in transit management and research, business development, and managed the Statistical Services Depaitinent for NuStats in Austin, TX.
Relevant Project Management Experience since 2022
• Denver, CO Onboard Survey, project manager
• Culver City, CA Onboard Survey, project manager
• Buffalo, NY Onboard Survey, project manager
• Seattle, WA Onboard Survey, project manager
• Los Angeles, CA Onboard Survey, project manager
• Charleston, SC Onboard Survey, project manager
• Fresno, CA Onboard Survey, project manager
• Anchorage, AK Onboard Survey, project manager
• Cincinnati, OH Onboard Survey, project manager
• Salt Lake City, UT Onboard Survey, project manager
• San Diego, CA Onboard Survey, project manager
• Hampton Roads Transit, VA Onboard Survey, project manager • Broward County Transit, FL Onboard Survey, project manager • Victor Valley, CA Onboard Survey, project manager
• Santa Clarita, CA Onboard Survey, project manager
• Columbus, OH Onboard Survey, project manager
• Reno, NV Onboard Survey, project manager
• Austin, TX Onboard Survey, project manager
• Las Vegas, NV Onboard Survey, project manager
• Minneapolis — St Paul, MN Onboard Survey, project manager • San Antonio, TX Onboard Survey, project manager
• Charlotte, NC Onboard Survey, project manager
• Indianapolis, IN Onboard Survey, project manager
• Williamsburg, VA Onboard Survey, project manager
• Houston, TX Onboard Survey, project manager
• Albuquerque, NM Onboard Survey, project manager
• Tucson, AZ Onboard Survey, project manager
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City of Beaumont
57 5
Proposed Team
Chris Tatham
Project Principal, CEO
Education:
M.B.A. Kansas State
University,
Management,
graduated first in class
B.A. Princeton
University, N.J.
Economics/Political-
Science, magna cum
laude
Years of Experience:
30+
Registrations:
Certificate of Proficiency
in Latin American
Studies
Mr. Tatham has extensive experience with the design and administration of onboard transit surveys, external origin -destination surveys, household travel surveys, and other transportation related market research. During the past ten years, he has designed and supervised the administration of surveys in more than a dozen states. He specializes in the management of large data collection projects related to transportation and urban transit planning. Having been certified as a combat logistician by the U.S. Army Logistical Management College in Fort Lee, Virginia, Chris has superior skills for planning and coordinating complex tasks that are required for the successful administration of large on -site data collection efforts.
Relevant Project Experience (transit and other transportation) • Nashville (WeGo Transit) On -board Transit Survey, project manager • Phoenix (Valley Metro) On -board Transit Survey, project manager • Oakland (AC Transit), Onboard Transit Survey, project manager • San Jose (VTA), Onboard Transit Survey, project manager • San Francisco (Muni), Onboard Transit Survey, project manager • Bay Area (BART) Onboard Transit Survey, project manager • Phoenix Onboard Transit Survey, project manager
• Dallas Metroplex (NCTCOG) Onboard Transit Survey, project manager • Hampton Roads Onboard Transit Survey, project manager • Cleveland Area Regional Onboard Transit Survey, project manager • St Louis (EWGCOG) Regional Onboard Transit Survey, project manager • Charlotte Onboard Transit Survey, project manager
• Columbus Onboard Transit Survey, project manager
• Atlanta 20 -County Regional Onboard transit survey, project manager • Phoenix (Valley Metro) Onboard Transit survey, project manager • Honolulu Onboard Transit Survey, project manager
• Tyler -Longview Workplace Survey
• San Antonio Comm Vehicle Survey
• Waco Household Travel Survey
• Waco Commercial Vehicle Survey
• Waco Workplace Survey
• Killeen -Temple HTS
• Killeen -Temple Comm Vehicle Survey
• Killeen -Temple Workplace Survey
• Detroit (SEMCOG) Commercial Vehicle Survey
• Ohio DOT Statewide Customer Assessment Survey
• Maricopa Association of Governments Establishment Survey • Denver (DRCOG) Commercial Vehicle Survey
• Kansas DOT Statewide Customer Satisfaction Survey
• Tennessee DOT Statewide Customer Satisfaction Survey
• San Antonio Area Transportation Needs Assessment Surveys • DirectionFinder National City Services Survey
• National COVID-19 Health Assessment Survey
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City of Beaumont
58 y{�
References
TMD References
We are proud of the results we have achieved in cities where we've conducted planning projects similar to Beaumont's proposed COA. As requested in the RFP, each of the proj- ects highlighted in Section 2 occurred within the past five years and includes project dates, contract amounts, services provided, firms involved, and key personnel.
1 -R E
Three of these projects are also presented in the reference tables below, which include links to recent work products as well as client contact information and addresses. Additional work samples from each team firm can be accessed at:
httos://drive.coocle.com/drive/folders/1fmIQCTT -FDKHV
w6SkiHtrebcC9hLwls?uso=share link
HRDC
BUILDING A BETTER COMMUMiTv
Riverside Transit Agency
RTA Sustainable Services
Plan
Dates
September 2022 - March 2024
Firm Involvement
- TMD - Prime Contractor
- MBI Media - Public Outreach
- NDS - Rider Surveys
Budget
$490,726
Client
Riverside Transit Agency
1825 Third Street
Riverside, CA 92517
Reference
Jennifer Nguyen
Director of Planning
(951) 565-5132
[email protected]
Key Personnel and Project Role
- China Langer, Principal -in -Charge
- Anna Joos, Lead Planner
- Gary Hewitt, Innovative Mobility
Subject Matter Expert
- Britney Tran, GIS Specialist
- Bobbi Jo Duley, Graphic Designer
Work Sample:
RTA Sustainable Service Plan Virtual
Event Room
https://virtualeventroom.com/rta/ssp/
2 HRDC Bozeman Redesign
Streamline 2020 Transit
Development Plan
Dates
October 2019 - August 2021
Firm Involvement
TMD - Prime Contractor
Budget
$177,652
Client
Human Resources Development
Council
32 South Tracy
Bozeman, MT 59715
Reference
Sunshine Ross
Transportation Director
(406) 587-2434
[email protected]
Key Personnel and Project Role
- Ron Kilcoyne, Project Manager
- China Langer, QA/QC Manager
- Anna Joos, Lead Planner
- Bobbi Jo Duley, Graphic Designer
- Britney Tran, GIS Specialist
Work Sample:
HRDC Redesign Streamline 2020
Project Website
https://streamlinebus.com/redesign-
streamline-2020/
3 410 00,4
SANTA CLARITA
TRANSIT
Santa Clarita Transit
Transportation Development
Plan
Dates
July 2023 - December 2024
Firm Involvement
- TMD - Prime Contractor
- ETC Institute - On Board and
Community Survey
Budget
$299,856
Client
City of Santa Clarita
23920 Valencia Blvd. Ste 295
Santa Clarita, CA 91355
Reference
Adrian Aguilar
Transit Manager
(661) 295-6305
[email protected]
Key Personnel and Project Role
Ron Kilcoyne, Project Principal
- China Langer, QA/QC Manager
- Daniel Pena, Senior Planner
- Britney Tran, GIS Specialist
Bobbi Jo Duley, Graphic Designer
Work Sample:
Santa Clarita Transit 2024 Draft
Transportation Development Plan
StoryMap
https://storymaps.arcgis.com/stories/
d2a913ca01b04222afb268658691998a
Transportation Management & Design, Inc.
City of Beaumont
60 References
Subconsultant References
Kearns & West References
1 Riverside County
Regional Park
and Open -Space District
County of Riverside Off -
Highway Feasibility Study
Dates
Phase 1: March 2020 - January 2022
Phase 2: December 2024 -Ongoing
Estimated Completion: December 2026
Firm Involvement
- KUTA - Prime Contractor
- Kearns & West - Community
Outreach and Engagement Lead
K&W Budget
$155,965
Client
County of Riverside Regional Park
and Open Space District
4600 Crestmore Road
Jurupa Valley, CA 92509
Reference
Lynda Ramos
Senior Park Planner I Planning
(951) 955-1396
[email protected]
Key Personnel and Project Role
- Joan Issacson, Principal in Charge
- Christian Mendez, Director and
Project Manager on Phase 1
- Danielle Berger, Director and
Project Manager on Phase 2
Work Sample:
Riverside County OHV Park Feasibility
Study Website
https://www.rivcoparksohv.org/
2 CITY OF EASTVALE
City of Eastvale Civic Core
Master Plan
Dates
March 2022 to November 2023
Firm Involvement
Kearns & West - Prime Community
Outreach and Engagement
Contractor
Budget
$155,000
Client
City of East Vale
12363 Limonite Avenue, Suite 910,
Eastvale, CA 91752
Reference
Gustavo N. Gonzalez, AICP
Interim Community Development
Director
(951) 703-4499
[email protected]
Key Personnel and Project Role
Jenna Tourje-Maldonado, Principal
and Facilitator
- Christian Mendez, Director and
Project Manager
Bushra Bangee, Associate and
Outreach Task Lead
Taylor Funderburk, Associate and
Outreach Task Lead
Work Sample:
Project Website:
https://www.eastvaleca.gov/business/
downtown -and -civic -center
3 CT
METROPOLITAN
TRANSPORTATION
COMMISSION
MTC Plan Bay Area 2050+,
Transit 2050 +
Dates
August 2023 - Ongoing
Estimated Completion: March 2026
Firm Involvement
- Fehr & Peers - Prime Contractor
- Kearns & West - Community
Outreach and Engagement Lead
- TMD - Costing and Financial
Modeling Lead
K&W Budget
$ 300,000
Client
Metropolitan Transportation
Commission
375 Beale St., Suite 800
San Francisco, CA 94105
Reference
Leslie Lara-Enriquez
Assistant Director, Public Engagement
(415) 778-5258
[email protected]
Key Personnel and Project Role
- Joey Goldman, Project Manager
- Vidya Bhamidi, Outreach Lead
Work Sample:
Overview of activities and events
K&W planned and supported:
https://plan bayarea.org/news/news-
sto ry/' o i n -u pco m i n g -co m m u n ity-po p -
workshop -plan -bay -area -2050
Transportation Management & Design, Inc.
City of Beaumont
61 References
ETC's References
1 BI•STATE
DEVELOPMENT
metro
Bi State Development - St.
Lous Metro Transit Survey
Dates
January 2025 - Ongoing
Estimated Completion: August 2025
Firm Involvement
ETC Institute - Prime Contractor
Budget
$499,884
Client
Bi-State Development Agency
211 N Broadway #700
St. Louis, MO 63102
Reference
Bernadette Marion
Director of Research & Development
(314) 289-5230
[email protected]
Key Personnel and Project Role
- Chris Tatham, Principal
- Fred Gsell, Project Manager
Work Sample:
St. Louis Metro Transit 2025 On -Board
Survey OD Questionnaire:
https://drive.google .
com/file/d/12n0m5nLzb-
91Gg6Q8cP2P7wnDrdo8 oy/
view?usp=share link
2 CITY OF
Of TUCSON
City of Tucson Regionwide
Transit Survey
Dates
January 2025 - Ongoing
Estimated Completion: August 2025
Firm Involvement
ETC Institute - Prime Contractor
Budget
$576,708
Client
City of Tucson
3920 N. Sun Tran Blvd.
Tucson, AZ 85705
Reference
Davita Mueller
Director of Service Planning &
Development
(520) 206-8825
[email protected]
Key Personnel and Project Role
- Chris Tatham, Principal
- Fred Gsell, Project Manager
Work Sample:
Tucson Weekday Survey Results by
Route
https://drive.google.com/file/d/1rinm
C871 ROfPKYfcGyNdxVEQa83MoZF2/
view?usp=share link
3 Denver RTD Onboard Transit
Surveys
Dates
June 2024 - Ongoing
Estimated Completion: August 2025
Firm Involvement
ETC Institute - Prime Contractor
Budget
$1,049,499
Client
Denver Regional Transportation
District
1560 Broadway St., Suite 700
Denver, CO 80202
Reference
Lee Cryer
Planning Project Manager
(303) 299-2410
[email protected]
Key Personnel and Project Role
- Chris Tatham, Principal
- Fred Gsell, Project Manager
Work Sample:
Project Website:
https://www.rtd-denver .
com/2025survey
RTD Questionnaire:
https://drive.google.com/file/d/1T1R8
KjGzaCyHWgiDLueOrYwCQ07Wh83R/
view?usp=share link
Transportation Management & Design, Inc.
City of Beaumont
62 N
S
($;i47
gE
010. @BEAUMONTTRANSIT FACEBOOK
SCOPE OF SERVICES
PROJECT UNDERSTANDING • SCOPE OF WORK PROGRAM
Scope of Services
Project Understanding
TMD understands that the City of Beaumont is seeking
consultant support to undertake a Comprehensive Opera-
tional Analysis (COA) of its local transit services, Beaumont Transit, a Microtransit Feasibility Study, and Bus Stop Improvement Plan, aimed at optimizing transit operation and improving the customer experience.
Beaumont Transit currently operates eight bus routes plus a weekend -only combined service, serving a diverse mix of travel needs. Two routes provide commuter -oriented
highway express services to other cities, while one multi- purpose express connects Beaumont to the San Bernardino Transit Center, connecting residents to jobs, education, and medical destination in San Bernardino County Five are local routes serving the city of Beaumont. Of these five routes, three provide peak -only tripper service oriented around Beaumont High School and are predominantly used by
students, while two routes provide all -day service meeting multiple access needs in addition to also serving Beaumont High School. Beaumont does not provide service after 6
PM or on Sunday. Figure 9 summarizes Beaumont Transit's current services.
Key considerations Beaumont Transit will
need to consider:
Reclassification from Rural to Urban
Beaumont Transit currently faces a critical transition as it adapts to its new classification as an urbanized area follow- ing the 2020 Census. In California, this reclassification requires Beaumont Transit to achieve a 20 percent farebox recovery ratio by fiscal year 2028, fundamentally chang- ing the operational and financial landscape for the transit system. TMD understands this challenge presents both
immediate operational pressures and long-term opportuni- ties to create a more efficient, rider -focused transit network.
Our approach recognizes that Beaumont's transit system
must simultaneously address compliance requirements
while positioning itself for sustainable growth and improved community service. We will develop an actionable plan for that strives to meet the farebox recovery requirements.
FIGURE 9: BEAUMONT TRANSIT'S CURRENT SERVICES
Route
Purpose
Span
Casino
Express
This route connects Downtown and Walmart (at the center of the route) to two Amazon warehouses on its western end and the Casino Morongo on its eastern end. 6:30 AM 6:00 PM with
lunch break. Weekdays
only.
Commuter
Link 120
This route is a multipurpose highway express providing non-stop service from Downtown and Walmart to the San Bernardino Transit Center, connecting to Metrolink.
On Saturdays, Route 120 extends to Casino Morongo, covering the Casino Express route.
6:00 AM - 6:00 PM with a
Lunch break on Weekdays.
2 morning and 2 afternoon
trips on Saturdays.
Commuter
Link 125
This route provides limited express service from downtown and Walmart to Crafton Hills College, Downtown Redlands, and Loma Linda.
4 round trips. Weekdays
only.
Route 3
This route connects Beaumont High School to Walmart via the northeastern neighborhoods. While centered around Beaumont High School, this route serves a multipurpose coverage function and operates during the midday hours. 6:00 AM - 4:00 PM
continuously. Weekdays
only.
Route 4
This route connects the northern neighborhoods to Walmart via Downtown. In the morning, Beaumont High School and Three Rings Ranch Park are served via a once -daily deviation; this route serves a multipurpose coverage function and operates midday. (The Three Rings Ranch Park deviation is also served on request.) 7;00 AM 6:00 PM
continuously. Weekdays
only.
Route 3/4
This route operates on Saturdays only, departing from Beaumont High School to Walmart, serving downtown while covering some of the northeastern neighborhoods typically served by Route 3 on weekdays.
8:30 AM - 4:30 PM with
a 3 -hour midday gap.
Saturday.
Route 7-1
This route is a peak -only tripper route connecting the western neighborhoods to Beaumont High School.
2 morning and 2 afternoon
trips. Weekdays only.
Route 7-2
This route is a peak -only tripper route connecting the western neighborhoods and downtown to Beaumont High School.
2 morning and 2 afternoon
trips. Weekdays only.
Route 9
This route is a peak -only tripper route connecting the southern neighborhoods and Pennsylvania Avenue to Beaumont High School.
2 morning and 2 afternoon
trips. Weekdays only.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
64 7
Scope of Services
FIGURE 10: REPLICA DATA SHOWING THE PERCENTAGE OF DAILY TRIPS PER HOUR IN BEAUMONT PRE AND POST PANDEMIC Travel by Hour in Beaumont
12%
10%
8%
6%
4%
2%
Oro - -
E E Ect co co co co (13
E E
O O O O O O
O O O O O o
N -1• N m u 1
co fd f7 r rt cti a a a a a a a a
o c o c O o o 0 0 c o o c 0
0 0 0 0 0 0 o O c o o o 0 0
k c r\ 0 C m• a Cr r�
••
i--1 e-1 1--1
• FaII 2019 • Fall 2024
a
c
O
r Er_
a a a
o
o o
Ql O r-1
New Travel Patterns and Service Opportunities
The COVID-19 pandemic changed regional travel behaviors, and it is important that Beaumont Transit's services reflect these changes. TMD has conducted several post -pandemic COAs
for agencies both locally in Southern California and across the country and have seen a consistent change in daily travel with a decreased emphasis on the morning peak, and trip -making shifting to later in the day. As shown in the chart above gener- ated from Replica travel demand data, this trends applies to Beaumont as well. While transit has historically focused on providing more service during peak commute times, there is now a widening disconnect between when service is offered and when people are traveling. This COA will consider both short and long-term impacts as the pandemic and its associated mobility environment continue to evolve. To assist in this effort, the TMD team will be leveraging Replica, to help identify areas and times where resources may be reallocated to generate new ridership.
coin Comprehensive Community Engagement
Along with a data -driven operations analysis and service optimization, Beaumont is seeking to gain a better
understanding of current and future transit needs based on market conditions and consumer demand to provide
a more useful and competitive service. Our team, led by Kearns and West, will conduct comprehensive and targeted engagement activities that supplement and fill in gaps of other current or recent outreach efforts, as well as gener- ate an understanding of current travel needs. Our recent outreach efforts that have focused on both virtual and
in -person workshops, online and mobile surveys, and transit intercepts at strategic locations and have seen high levels of involvement from the public, stakeholders and agency or city staff. Our team will work closely with City staff to ensure that engagement is conducted representatively throughout Beaumont and accommodates speakers of the languages
most commonly spoken in the community.
Transportation Management & Design, Inc.
City of Beaumont
65 1
Scope of Services
o o� Integrating New Microtranslt Technology
The ability to integrate on -demand ride requests into a public transit platform has been transformational in intro- ducing cost-effective alternatives to traditional fixed -route transit in harder -to -serve areas. This project will explore the feasibility of microtransit service for the City of Beaumont.
Our analysis will examine ridership potential, operational requirements, technology needs, and integration oppor-
tunities with fixed -route services. We will provide specific recommendations for service design, geographic coverage, operating parameters, and implementation strategies.
TMD has provided microtransit service planning an imple- mentation support to agencies and communities of all sizes, including RTA's GoMicro service covering Hemet and San
Jacinto.
I. Making Service more Usable and Accessible
Another key element of the project will be to develop a comprehensive Bus Stop Improvement Plan aimed at
enhancing the City of Beaumont's bus stop usability, acces- sibility, and safety for riders. This Plan will prioritize improve- ments based on ridership levels, accessibility requirements, safety concerns, and community input. It will determine optimum bus stop locations that balance good pedestrian access with impact on bus operations and the surrounding land use. Our recommendations will address physical infra- structure, wayfinding, lighting, seating, weather protection, and accessibility compliance while considering maintenance requirements and long-term sustainability.
masolj
• ■ ■ Using a Proven Approach
TMD has undertaken well over 100 COA projects for systems of all sizes around the country. While each area and project are unique, we design plans geared for implementation
that consistently engage decision -makers and riders, utilize efficient and effective network design, and increase rider- ship and farebox recovery. Starting with a customer -focused approach, our process blends market driven planning
(rethinking service around market demand and consumer
expectations) with sound operational knowledge (effective service design, efficient schedules, reliable daily delivery), always optimizing service based on riders' needs and avail- able resources. Our operational knowledge extends beyond design and scheduling to include other aspects impacting the delivery of service. This combination of our planning, scheduling, and operational expertise allows us to deliver plans that are ready to be implemented.
Transportation Management & Design, Inc.
City of Beaumont
66 Scope of Services
Scope of Work Program
Comprehensive Operational
Analysis
Task 1 - Public Engagement
Task 1.A. Community and Internal
Engagement
CONDUCT INITIAL "KICKOFF" MEETING
The TMD Team will kick off the project with an on -site meeting with the City of Beaumont staff and transit stake- holders. This will provide an opportunity to discuss several topics, including:
■ Key project goals, objectives, and outcomes
■ Confirmation of the project work plan and schedule
■ Coordination and communication protocols and
confirmation of reporting procedures
■ Data needs and transfer plan
■ Schedule for regular check -in meetings
■ Monthly progress reports
■ Community Engagement Plan
At the meeting, TMD will conduct a SWOC (strengths,
weaknesses, opportunities, and challenges) exercise to gain a better understanding of existing conditions, solicit input on the long-term vision for transit in the Beaumont Transit service area and identify any potential issues that may affect the process and outcome of the project. The team will work with the City and transit staff to ensure that the City's goals for the project are understood and incorporated into the final work plan.
Following the kick-off meeting, key TMD team members will conduct fieldwork to understand Beaumont Transit's services, ridership, and operations through bus rides, route drives, and staff meetings. This field time will help the team assess route alignments, service delivery, operator performance, customer relations, and facility conditions. The team will also observe local geography, street networks, transit markets, and operating conditions to inform subsequent work.
ON -GOING ENGAGEMENT
Our team views the stakeholder and public engagement
process as a critical element to the successful implementa- tion of the COA's recommendations — how the plan is devel- oped and how it supports the overall vision for Beaumont Transit will be of strategic importance in fostering support for recommended changes. To ensure success, the TMD
team, led by Kearns & West, will facilitate a comprehensive engagement process that will utilize a variety of forums to involve the community in a phased approach that encourages vital community input, builds ownership, and results in strong advocacy for the plan's recommendations. We propose an
inclusive, collaborative process that involves stakeholders, staff, and members of the public throughout the study. Our approach to successfully execute an engaging and inclusive community engagement process is outlined below.
Develop a Community Engagement Plan
Following the Kick-off meeting, our outreach subcon-
sultant, Kearns & West, will develop a comprehensive
Community Engagement Plan to ensure the COA reflects
the shared needs, priorities, and values of all segments of the communities served by Beaumont Transit. This docu-
ment will outline all planned outreach and engagement
methods, providing details on each activity, its schedule, priority groups, purpose, and public participation goals.
Additionally, the plan will include a stakeholder analysis, a communications plan, programs and activities, roles and responsibilities, community -specific engagement strate- gies, and a project schedule. The plan will be developed in consultation with Beaumont staff to align with established engagement and communication protocols. Coordination
will also occur with Beaumont staff to consider other exist- ing outreach programs underway.
The Kearns & West team will build the plan using proven outreach best practices to engage community members,
community partners, and stakeholders throughout the plan- ning process. The plan will be rooted in an equitable and inclusive framework, ensuring responsiveness to societal inequities, barriers to effective engagement, and the unique characteristics of the community. The plan will prioritize language inclusion with Spanish translation and inter-
pretation, convenience by scheduling events for working families, culturally grounded engagement through interac- tive, relevant formats, and local partnerships with trusted community organizations and businesses.
Transportation Management & Design, Inc.
City of Beaumont
67 7
Scope of Services
The Community and Stakeholder Outreach Plan will follow a two-phase process that seeks to integrate engagement
in meaningful ways at two key project milestones. The
phased approach will include outreach strategies to assess the transit network's existing operations, determining
alternatives, and ascertaining public feedback for preferred alternatives. The first phase will occur at the onset of the COA effort in order to gather public input about their overall mobil- ity needs, travel demands, and perspectives on/awareness of the existing Beaumont Transit network. The second phase will occur during Task 5, focusing on the solicitation of feedback about the draft recommendations. Each round will have
an outreach objective that integrates all proposed activi- ties. The plan will include a section detailing the process of documenting input and integrating individual meeting summaries into a comprehensive public input summary.
Engagement Strategies
Our team possess a number of innovative approaches to
engage the community. Based on our current understand-
ing of the project, the following tool, strategies, activities, and materials that may be used to engage the community
and promote project awareness.
Project Webpage and Digital Engagement
While Beaumont staff will manage the project webpage,
our team will develop content, images, and project informa- tion that details milestones, opportunities for involvement, and ways to get more information. Our team will work with Beaumont staff to update the page throughout the course of the project with new relevant information, ultimately sharing the draft plan. The site can also be a tool used to "close the loop" and demonstrate how the feedback
collected from the public through the "Pop Ups," public meetings, and online meetings informed the development
of the draft plan. The webpage may also include a form for people to be added to a stakeholder database. The outreach plan will confirm roles and responsibilities for updating and maintaining this project webpage over the course of the project.
Social Media
While Beaumont staff will manage social media, our team will advise on the timing and content of sharing newswor- thy, time -sensitive and culturally appropriate information about the project. The outreach plan will include a social media plan for the course of the project.
Maintenance of a Project Stakeholder Database
Our team will collaborate with Beaumont staff to estab- lish and compile a database of stakeholder organizations (including local partners in Beaumont and regional part- ners who will be interested in the effort), individuals, and members of the public that have interest in the outcomes of the project. This includes contacts for major employment centers, businesses, residential developments, community - based organizations, medical destinations, programs serving youth and older adults, and nonprofit organizations. This database will also serve as the distribution list for project updates and will be further populated and updated as the project advances. The outreach plan will confirm roles and responsibilities for updating and maintaining this database over the course of the project.
Targeted "Pop Up" Sessions
Because attendance at general public meetings can be
sparse, our team proposes to set up "Pop Up" sessions at significant ridership or key community locations. Pop-up outreach provides the project team with an opportunity
to interact with the public where they are, letting them know about the project and any open surveys, as well as promoting attendance at upcoming public open houses or
workshops. These sessions help to extend the "reach" of the project, as they do not require special meetings and are not limited to specific groups of people. These pre -scheduled and advertised "go to them" sessions are especially useful at the beginning of the project, when the focus is on assessing the transit needs and goals of the community and "getting the word out" for the project. Our team will collaborate with Beaumont staff to host six (6) pop-up events — three in each round. We will coordinate with Beaumont Staff
to ensure that these pop -ups bring information to places where people naturally gather, providing Beaumont transit riders with quick and meaningful opportunities to share their feedback while also reaching community members
who might not otherwise participate in scheduled project events or know about the project. Our team will prepare materials for and staff these pop-up outreach events, which would include displays, visualization tools, handouts, priori- tization exercises, and an opportunity for people to talk one-on-one with project representatives. An example of
an interactive exercise that our team could help develope is the "TMD Bus Bucks" game (either online or in -person), where participants are given a specific number of dollars and choose how to allocate those dollars among potential service improvements.
Transportation Management & Design, Inc.
City of Beaumont
68 Scope of Services
Citywide Public Event (Open House or Workshop)
Traditional in -person meetings provide great opportunities for riders, members of the public, community groups, and advocates to learn about the project and interact directly with the project team, but it is often difficult for people to take time out of their busy schedules to participate.
TMD proposes to take the in -person meeting process as
close to the community as possible, focusing on issues
of local concern as well as larger regional goals. These meetings could utilize an open house, come -and -go type format which allows people to drop by any time during the meeting, view project information, participate in surveys or other interactive engagement tools, and speak to project team staff on a one-on-one basis. To maximize attendance, these meetings should be scheduled at locations and times that are accessible by transit and ensure that a mix of participants can attend. We will host two (2) public events (workshop/open house) — one in each phase. We will
also develop a notification plan using traditional and digital methods. Information would be provided at a minimum in
English and Spanish.
Virtual Meetings
To expand the reach of the public engagement efforts, TMD can conduct one virtual public meeting to coincide with the timing of the other community meetings in each round.
A presentation would be developed that highlights key
concepts and findings (based on the timing of the meeting within the project schedule) and would allow for interaction QValue Add: Unique Tools to Engage the
Community
We work hard to educate stakeholders, operators, and
members of the public on the transit network design
choices and competing priorities while at the same time listening intently to the participants' ideas, suggestions, and experiences to improve transit. One tool we have
for providing education on transit trade-offs is the "TMD Bus Bucks" game, which gives participants a limited
amount of funding to allocate to different types of service improvements. Each improvement has an associated cost
and benefit, and participants are forced to make difficult choices and prioritize what is most important to them.
between the project team and participants to discuss issues and ideas, similar to what would occur during the in -person event. For those unable to attend the meeting, TMD will create a video recording of the presentation for each round that can be posted to the project website.
Operator Engagement
The front line staff provide valuable insight into customer needs and operational challenges. The bus operator is often the only point of contact with customers, and will hear their requests and concerns. Vehicle operators along with dispatchers and road supervisors have firsthand knowledge as to what is occurring daily. Therefore regular engagement with frontline staff will occur throughout the development of the COA We will work with the City project team to lay out a specific schedule and approach for interacting with front line staff to seek input at the beginning of the process as well as providing feedback to recommendations.
City Council Meetings
Our team will make up to three presentations to the
Beaumont City Council, to ensure staff are informed
on the project progress and the draft and final COA
recommendations.
Task 1.A Deliverables:
• One project kick off meeting.
• Community and Stakeholder Outreach Plan.
• Promote, set-up, and attend up to 6 pop-up events,
2 public open -house meetings, 2 virtual meeting.
• Attend and present at up to 3 City Council Meetings.
• Summary report of all community engagement
activities and how the feedback received informed
the COA.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis