69 Scope of Services
Task 1.B. Rider & Community Survey
Our team is proposing to conduct both an on -board rider survey and general community survey. Both surveys will be led by ETC Institute.
RIDER SURVEY
Upon the execution of a contract, Fred Gsell (senior manager from ETC Institute) will meet with the project team. Topics that will be addressed during this meeting will include questionnaire design (including translations), sampling plan (including plan to achieve representation/coverage), data collection methodology, operational issues, staffing plans (using ETC staff to collect the data), and schedule of proposed project activities. ETC understands that the Beaumont Transit plans to be an active partner in the design of the survey and the project as a whole. Beaumont Transit will provide ridership data for each route and the universe of runs prior to survey collection beginning in order for ETC to develop an appropriately weighted schedule.
Questionnaire and Sample Management
ETC will design a survey instrument that will allow Beau- mont Transit to maintain trend comparisons while allowing for comparative data with previous surveys conducted and collect additional items as needed. ETC will ensure that non- English speaking respondents have access to the survey in their own language. ETC will address LEP concerns through a combination of survey translation and deploying bilingual interviewers to the appropriate routes. ETC plans to print the questions in English on the back of all translated surveys.
ETC will make recommendations for proper sampling to
ensure statistical validity for key services and rider subgroup- ings. At a minimum, ETC Institute will develop a sample management plan that has specific goals for each route/ line by direction and time of day (this will ensure peak vs non -peak analysis). This ensures adequate representation of each route by direction and time of day. If there is a desire to have statistically valid results at the route level that achieves a minimum margin of error, ETC institute can increase/
reallocate samples to meet Beaumont Transit data needs.
Beyond randomly selecting bus runs/duty, ETC recommends tracking surveys in proportion to average ridership figures for each route/line. In addition to creating separate sample management plans for weekday vs Saturday.
Data Collection
ETC will work with Beaumont Transit to define the survey timeframes and will use ridership data provided by the
client to create a sample management plan that ensures
proper representation by route/line and time of day. ETC will develop these quotas for each of the time groupings to ensure a representative sample by time of day. The survey will be administered by ETC staff.
To support this effort, ETC is scoped and budgeted to
collect surveys over all day types at least 400 rider
surveys.
INFORMATION GATHERED THROUGH ON -BOARD SURVEYS INCLUDES:
Passenger Demographics:
• Age
• Gender
• Household income & household size
• Employment status
• Disability/mobility limitations
• Access to a vehicle
• Home location (Zip code)
• Primary language spoken at home
Service Satisfaction and Perceptions
• On -time performance
• Travel times
• Safety
• Cleanliness
• Accessibility
• Affordability
• Driver interactions
SAMPLE
SURVEY &
SUMMARY
INFOGRAPHIC
Key Improvement and Priorities
• Ranking of priorities including:
» Frequency
» Extended hours
» Stop amenities
» Safety
» Cleanliness
» Affordability
• Open ended feedback on needed
changes and suggestions
ONBOARD SURVEY
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Travel Patterns and Behaviors
• Trip purpose
• Frequency
• Time of use
• Mode of access to transit
• Alternative transportation modes
when transit is unavailable
i
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Quality Assurance/Quality Control (QA/QC)
Completed paper surveys will be shipped back shipped back to ETC for data entry and the results will be monitored throughout the data collection phase of the project. As part of data processing, ETC Institute will also develop an internal plan to guide all data collection and handling activi- ties. As the surveys are administered, the survey data will be reviewed and if any of the required information is missing or incomplete, the survey will not be counted toward the goal.
ETC will collect surveys until enough fully usable surveys are captured to meet the goals and objectives of the survey.
Survey Analysis Summary
Our team will analyze the results of both on -board and online surveys and develop a survey summary that includes an overview of the survey data collection process and the results of both surveys.
COMMUNITY SURVEY
In addition from collecting input from riders, it will be impor- tant to collect data from former Beaumont Transit Riders and Non -Riders. This survey will focus on identifying factors that would encourage them to ride Beaumont Transit.
Survey Design
ETC Institute will work with Beaumont Transit Staff to
design the survey instrument. ETC Institute will assist and guide Beaumont Transit Staff with developing objective
questions and maintain existent question structure to
previously asked questions and intends to mostly replicate the previous survey. Due to the diversity of the area, ETC Institute will format the survey instrument in both English and Spanish. ETC Institute will accommodate households
that speak other languages to ensure they have opportu- nity to participate in the survey. ETC Institute will provide a sentence on the cover letter to direct households in need of translation services to call a toll -free number and take a survey with a translator.
Community Survey Sampling Plan
Recent changes in technology have required significant
changes in public opinion survey methods, particularly how sample is drawn. Our design is based on the use of address - based sampling (ABS), which is now state -of -the -practice as it has been found to yield a more representative sample than the old telephone -based samples. Most sample vendors
offer enhanced sample that attaches telephone numbers
and email addresses where known. These enhancements
allow us to reach residents in diverse ways, and more
importantly, to offer residents the choice of how to partici- pate in the survey effort (maximizing participation rates).
ABS samples have the added benefit of ensuring that all completed surveys are within the study area, and since we are drawing the sample from one frame, we do not face
duplication issues that may arise when dual frames are used.
ETC Institute will design the sampling plan
to account for 400 surveys collected in a
manner that guarantees the completion of
a statistically valid sample from a random
sample of households residing within study area
boundaries.
ETC Institute is able to target residents in the City that is statistically accurate at the geographic level and breakdown data based on geographic quadrants and neighborhoods.
In addition to a statistically valid sample of non -riders, ETC will also provide Beaumont Transit with a statistically valid sample of former Beaumont Transit users.
Administer the Community Survey
ETC Institute recommends using a hybrid methodology
consisting of mail, online surveys (text and email), and phone follow up. Given the negative impact Caller ID has had on phone survey response rates and the need to ensure diverse populations are well represented; we offer the hybrid mail/online methodology to maximize the overall level of response. Even if residents do not respond by mail, those who receive the mailed version of the survey are significantly more likely to respond to the survey online because they know the survey is legitimate. The mailed survey will include a cover letter that will explain the importance and purpose of the survey, encourage participation, and include a link to the online survey for residents who prefer that option. If needed, phone calls will be made to collect responses from demographic groups that did not have a robust enough
response to our mail/online contact attempts. ETC Institute will administer the survey in English and Spanish through a combination of mail, text messaging, and online, all with in-house staff.
■ ETC Institute will initially select a random sample of households to receive the survey. The sample will be
address -based, which means all households in the
City will have an equal probability of being selected.
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Scope of Services
■ ETC Institute will mail the survey and a cover letter (on Beaumont Transit letterhead) to all households
that are selected for the survey. Residents who receive the survey by mail will have the option of completing
it in one of the following three ways:
» By mail using a postage -paid return envelope,
which will be included with the survey
» By going online to a website, which will be printed
on the survey. Residents who respond online will
be required to provide their home address so ETC
Institute can verify that the respondent is part of
the random sample. If someone responds online
that is not part of the sample or does not provide
their address, ETC Institute will process these
surveys separately from the random sample.
» By calling a toll -free number, which will be printed on the survey; ETC Institute will have interviewers
to answer inbound calls from residents who prefer
to complete the survey by phone in Spanish (and/or
another language).
■ To encourage and maximize participation in the
survey, ETC Institute will conduct follow-ups, Beau-
mont Transit email and text messaging, with residents
once the surveys have reached households.
■ By sending reminder emails and texts to households,
for whom email addresses and text numbers can
be obtained, has provided other methods to reach
under -represented and under -sampled population.
To maximize the number of residents who
complete the survey, ETC Institute's survey
administration fees include one $100 Visa gift
card. This gift card will be used as an incentive
to encourage residents to complete the survey.
The Visa gift card will be awarded by randomly
selecting one person from all respondents to the
survey.
Community Survey Internet Option
ETC Institute will include a web address on the survey cover letter where households, who were randomly selected to
complete the survey, can complete the online version of the survey. When completing the online survey, residents are required to enter their home address at the end of the survey to validate their response. This is how ETC Institute can track and only include responses from households who were randomly selected for the survey.
Ensuring Representation for Non-English Speaking
Populations
ETC Institute has designed and administered surveys in
some of the nation's most diverse communities including San Bernardino County (CA), Arlington County (VA),
Miami -Dade County (FL), Cameron County (TX), Yuma
County (AZ), and Long Beach (CA). More than one-third
of the residents in several of these communities were
foreign -born. We will guarantee that the results of the survey are statistically representative of the community.
To ensure that the non-English speaking residents
of a community are well represented, ETC Institute
is able to do the following:
■ The cover letter that is sent with the mailed version of the survey will contain information that is translated
into Spanish and other languages (if needed).
■ A Spanish version of the online survey will be avail- able, as well as a Spanish version of the mailed survey for any resident in the random sample who requests
it.
■ If desired, a demographic question may be included
in the survey that asks which languages other than
English are spoken in the home. This will allow us to
ensure that non-English speaking populations are
well represented in the sample.
Community Survey Data Management & Quality Control
ETC Institute has an ongoing quality control and quality assurance program in place. This program has been devel- oped and refined through our experience with hundreds
of studies that involved the design and administration of surveys, focus groups, and other data collection services.
Our quality assurance program is directly monitored by
the company CEO, Christopher Tatham. The program is
designed to give clients error -free results, and all employees at ETC Institute are directly involved in the program.
Community Survey Data Analytics and Reporting
ETC Institute will analyze the data using the following analytical tools:
■ Former -Rider Profile: Using the information
compiled from the survey, ETC Institute will break-
down the profile of non -riders in the City. This
information will help the agency better understand
their customer or those who are not their customers.
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• GIS Mapping: ETC Institute will prepare maps
showing the results of specific questions on the
survey by census block group (or other geographic
characteristics decided upon by the City). ETC Insti-
tute will geocode the home address of survey partici-
pants to the block latitude and longitude coordinates,
this ensures the exact location of a participant's
household is not revealed. This will allow our team to
generate maps that visually show how well Beaumont
Transit is delivering its services to various parts of the City. GIS maps continue to be an effective tool for
communicating the results of the survey to execu-
tives, boards, and the general public.
• Crosstabular Data: ETC Institute will create cross -
tabulations of questions on the survey with key
demographic variables (i.e., age, gender, income,
number of years lived in the City, geographic char-
acteristics, and others). ETC Institute will work with
Beaumont Transit Staff to understand the significant
differences found in the cross -tabulations among the
key demographic groups. ETC will lead the collection
of the on -board rider survey. ETC proposes the use
of the best onboard practice standards regarding the
quality and usability of onboard transit survey research data. ETC is the nation-wide leader in conducting rider and community non rider surveys (including focus
groups, mystery riding, and employee surveys) and
has worked directly with FTA and modeling, planning,
marketing staff from transit agencies across the U.S. to establish guidelines for both onboard rider and commu-
nity value surveying methodologies. These standards
have been honed over the past five years by conducting
large-scale onboard surveys using an intercept approach as the primary method of data collection. If our team
is selected, you can be certain the final product will
be of the very highest quality. In addition to achieving overall targets, ETC will monitor field dashboards during collection to ensure proper route/line, time of day and directional coverage.
ETC's approach to rider survey data collection begins with an unparalleled commitment to the highest level of oversight.
Quality Assurance and Control Protocols (QA/QC) include random daily data checks, demographic comparisons to
observed counts, regular internal "secret shopping" and periodic interviewer debriefing sessions. As a part of ETC QA/ QC process, ETC can capture observed demographics for all customers boarding select bus routes upon which surveys are also being collected. Demographic observations are collected by an interviewer who is not currently participating in the paper survey collection process using a specifically designed tablet - based program. ETC will conduct these field QAQC counts on an appropriate percentage of duties to monitor how well limited English proficiency (LEP) customers are able to respond to the survey and if targeted action is required to ensure such passengers are provided a representative opportunity to participate.
FINAL FINDINGS REPORT FOR BOTH THE RIDER AND
COMMUNITY SURVEYS
ETC Institute will submit a final report to Beaumont Transit Staff. At a minimum, this report will include the following items:
• Formal report that includes an executive summary of
survey methodology, a description of major findings,
and charts that show the overall results of the survey
• Trend analysis that evaluates these results with
previous surveys conducted for the Beaumont Transit
(if available)
• Crosstabulations that show the results for different
areas of the City's population (by age, race, gender,
income, etc.) or by route or service type for the rider results.
• Benchmarking analysis that shows how the results
for Beaumont Transit compare to national averages
and the average of other transit agencies
• GIS maps that show geocoded survey results for
selected questions on the survey (by Council Block
Group or other boundaries at RTA's request)
• Importance -Satisfaction Analysis and Net Promoter
Scorer
• A copy of the survey instrument
• An electric copy of the final report and survey data
in Excel
ETC Institute will deliver these results in the format preferred by Beaumont Transit (Word, PDF, etc.).
Task 1.B. Deliverable: A report summarizing the rider and community survey methodology and the results.
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73 Scope of Services
Task 2 - Data Collection
2. A. Data Collection and Compilation
TMD recognizes that comprehensive, reliable information and data is the foundation of any COA. With decades of
experience, our team is highly knowledgeable of the data needed to successfully conduct a COA. TMD will prepare a Data Collection Plan and will work with City of Beaumont staff to collect and acquire all data items listed in the RFP.
All data collected will be saved to the project Teams site. A data dictionary will be included, so it will be easy to identify how each data source was used in the COA process.
Task 2.A. Deliverable: Documentation of all data
collected and how it will be used in the COA. 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.
2.B. Transit Market Analysis
In order to understand the underlying regional demand
for transit services, TMD proposes to undertake a Transit Market Analysis centered around the "Four Ds" that impact transit's ability to be successful: density, destinations, design, and demand.
Density: The density analysis will summarize existing popu- lation, employment, and demographic characteristics of
Beaumont Transit's service area, all of which influence the local demand for transit use. TMD will use ArcGIS and avail- able data from the 2020 US Census and the most recent
American Community Survey estimates to map population
and employment densities, with individual maps for seniors, youth, college -aged residents, persons with disabilities, zero -vehicle households, low-income households, and
minority households. These demographics will also be
compiled into a "Transit Demand Potential" map that
incorporates all the demographic factors into one index.
The existing Beaumont Transit routes will also be mapped to identify underlying market conditions, opportunities for increased transit service, and any unmet mobility needs.
Destinations: The destinations analysis will examine the diversity of destinations riders seek to access through transit. TMD will identify major activity generators through- out Riverside County including essential services, education centers, supermarkets, healthcare facilities, and cultural destinations. TMD will also review responses from recent survey efforts or responses collected during the first round of engagement to identify locations people which to access through transit. TMD will also review current development plans to better understand where transit may be needed to support future development.
Design: The design of the built environment directly influ- ences people's ability to conveniently use transit. An assess- ment of street patterns can help identify ideal conditions for transit operation. Using the National Walkability Index from the Environmental Protection Agency, TMD will map
street intersection density to measure walkability within Beaumont Transit's service area. The design analysis will also identify any physical constraints to operating public transit such as bridge heights, railroad crossings, and street width.
Knowing the locations of these barriers will help ensure that proposed route alignments are implementable.
Demand: The demand analysis will examine how people
travel throughout Beaumont Transit's service area, and how those travel patterns compare to travel on transit. TMD has a partnership with Replica, a location -based data platform specifically designed to guide urban planning decisions by summarizing local travel demand data. TMD will use Replica data to gain insight into how people travel throughout
Riverside County, understanding movement by time of
day, trip lengths, trip purpose, and major origin -destination patterns. TMD will also utilize the results from the on -board survey to examine the characteristics and service preferences of current riders to identify opportunities for improvement in the current system.
The analysis of the "Four Ds" will be summarized into a technical memorandum.
Task 2.B. Deliverable: A technical memorandum
summarizing population and employment trends,
local and regional development and future growth,
and travel patterns, including maps and graphics that
illustrate key findings.
FIGURE 12: SAMPLE MARKET ASSESSMENT MAPS
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Task 3 - Current and Projected Funding
Levels Analysis
Task 3.A. Funding and Cost Analysis
EVALUATION OF FUNDING SOURCES
Transit funding in California represents a complex landscape of local, state, and federal sources that require strategic coordination and optimization. Currently, Beaumont Transit relies primarily upon Transportation Development Act (TDA) funding, including both Local Transportation Fund (LTF) and State Transit Assistance (STA) allocations, as the finan- cial foundation for transit operations. TMD will conduct a comprehensive review of historic funding received by
Beaumont Transit over the past decade to identify trends in growth, seasonal variations, and potential future availability from these established sources.
Working closely with the City and Riverside County
Transportation Commission (RCTC), we will identify and
evaluate all potential funding sources available over the next 10 years. Our analysis will extend beyond traditional funding mechanisms to explore innovative revenue strate- gies including advertising partnerships, naming rights, and other commercial opportunities that can supplement core operating revenue. This will be essential to assure rider- ship growth in a sustainable and equitable manner since all sources of revenue that are not Federal or State can contribute to meeting the 20% farebox recovery target. We will assess how this requirement impacts funding potential, examining both the constraints it creates and the opportuni- ties it may unlock for additional state and federal funding eligibility.
Our funding assessment will specifically explore new
funding opportunities including formula federal grants such as Section 5307 urbanized area formula funds (newly avail- able due to Beaumont's reclassification), Section 5339 bus and bus facilities grants, and competitive programs like the discretionary components of Section 5339 which include
the Low or No Emissions Bus Discretionary Program. We will also evaluate public -private partnership opportunities and assess innovative financing mechanisms that could support both operational improvements and capital investments,
particularly for zero -emission fleet transitions.
OPERATIONAL COST ANALYSIS
TMD will conduct a thorough evaluation of current opera- tional costs compared against existing funding levels,
providing detailed analysis of where service reductions may be necessary under constrained funding scenarios.
Our cost analysis will examine all operational expenses including vehicle operations, maintenance, fuel, insurance, administrative costs, and technology expenses to identify efficiency opportunities and cost reduction strategies.
We will evaluate how different funding levels affect service continuity, particularly under farebox recovery constraints, examining the relationship between service levels, ridership, and fare revenue generation. Our analysis will identify the minimum service levels required to maintain system viability while meeting farebox recovery requirements, as well as the optimal service levels that maximize ridership and revenue potential.
Task 3.A. Deliverable: Technical memorandum
summarizing current and potential funding sources and
operational cost analysis.
Task 3.B. Fare Analysis
DETAILED FARE STRUCTURE REVIEW
TMD will conduct a review of Beaumont Transit's Fare Policy to optimize revenue generation, ensure social equity, and enhance the customer experience. This initial phase includes analyzing ridership patterns, fare payment data, and the historical impact of fare changes on system usage.
Our detailed examination will thoroughly document the
current fare structure, including full adult fares, discounted fare categories, and all special fare programs such as student discounts, senior discounts, military/veteran discounts, and any transfer policies. A critical component of this review will be assessing the equity of the current fare structure across multiple dimensions. We will leverage the rider survey to evaluate fare usage by different user groups, examining how current fare policies affect low-income riders, students, seniors, and military/veteran passengers.
COMPARATIVE ANALYSIS
TMD will conduct a comprehensive benchmarking analy-
sis comparing Beaumont Transit's fare structure against peer agencies of similar size, service area characteristics, and demographic profiles. This analysis will examine
not only fare levels but also fare policy approaches,
discount structures, and payment systems to under-
stand the competitiveness and fairness of Beaumont's
current fare levels within the regional transit landscape.
Our comparative analysis will specifically examine the fare Transportation Management & Design, Inc.
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Comprehensive Operational Analysis
75 Scope of Services
structures of connecting transit systems including RTA, Omnitrans, SunLine, and other regional providers to iden- tify opportunities for regional fare integration and simpli- fication. We will evaluate how fare differentials between systems affect ridership patterns and assess the potential benefits of coordinated fare policies that could enhance regional mobility while supporting individual system goals.
We will evaluate the balance between farebox recovery
requirements and affordability, analyzing how peer agen- cies have successfully achieved farebox recovery targets while maintaining accessible service. Our assessment will examine fare structures implemented by comparable agen- cies, including flat fare systems, distance -based pricing, zone -based fares, and time -based fare capping programs.
REVENUE IMPACT ASSESSMENT
Our revenue impact assessment will employ fare elasticity modeling to predict how various fare changes could impact ridership and revenue under different scenarios. We will model multiple fare adjustment scenarios including fare increases, decreases, and complete restructuring options such as distance -based fares, flat fares, free transit zones, and fare capping programs.
RECOMMENDATIONS FOR FARE ADJUSTMENTS
TMD will develop actionable, phased recommendations
for potential changes to fare categories, pricing struc- tures, and new programs designed to increase ridership
or revenues while ensuring equity. Our recommendations
will be grounded in the analytical findings from our fare structure review, comparative analysis, and revenue impact assessment.
We will propose specific fare adjustment strategies that address will identified equity concerns while supporting revenue goals. This may include restructuring discount
programs, implementing new fare categories, adjusting
fare levels, or introducing innovative payment options that enhance affordability and convenience.
Each recommendation will be evaluated against multiple
criteria including revenue impact, equity effects, operational feasibility, and customer experience enhancement.
The final deliverable will provide Beaumont with clear guid- ance on the expected outcomes of each recommended
change, including projected ridership impacts, revenue
effects, and equity impacts.
Task 3.B. Deliverable: Technical memorandum
summarizing recommended fare changes.
1 Task 4 - Fixed Route, Commuter Link and
Paratransit Service Analysis
Using data collected and organized in Task 2, TMD will
develop Route Profiles and undertake a comprehensive
evaluation of Beaumont's fixed routes, Commuter Link, and Paratransit service. The development of service strategies and recommendations will occur in Task 5.
4.A. Route Profiles
TMD proposes to develop comprehensive ridership profiles for each of the City's current fixed and commuter routes based on the data from the ridership and performance data provided by the City of Beaumont. The profiles will provide a complete overview of each route, with service descriptions, operating information, and ridership analysis. Profiles will include the key descriptors outlined in the RFP, including:
• Ridership by day type and overall system rank
• Productivity by day type and overall system rank
• Service performance metrics such as cost per passenger trip, and subsidy per passenger trip.
• Service span and frequency by day type
• Map illustrating route alignment and service utilization • Customer profile indicating the demographic break-
down of users of the route
• Demographic group accessibility to service
TMD will provide the City with a PDF profile for each route Beaumont Transit Operates.
Task 4.A. Deliverable: PDF route profiles for each fixed route and commuter express route.
7n 7
30 30 ;"
' 17
1,419
SI
1,419 10249 "` `-.....�®
29 4 1,320
21.4 17.4%f $4.69
• 0%
33.3 19.8%
FIGURE 13: SAMPLE ROUTE PROFILES
20 859
ow.,.
15.8 S6,38
15%
88.0% 86.4%
r ANSR
20 846
15.5 S6.48 I
14%
858%
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Task 4.B. Service Analysis
FIXED ROUTE EVALUATION
Using data collected in Task 2 and our knowledge of indus- try best practices, our team will undertake a comprehensive evaluation of Beaumont Transit's existing services. The Evalu- ation of Service Report will seek to answer the following:
■ Service Ridership: What are the key routes that
attract the majority of the system's ridership? Which
stops generate the most passenger activity? How
does ridership vary by day of week?
■ Service Efficiency and Effectiveness: Which routes
have the highest productivity and farebox recovery ratios and lowest subsidies per passenger boarding? What is
the return on investment from today's resources?
■ Service Quality: Is the service easy for potential custom- ers to understand? Are there any load or overcrowding
issues on certain trips? Is the service on -time? How well does the current service meet customer expectations?
■ Service Availability: Does service frequency meet today's market needs? Will expansion of service hours, days, and frequency create a more attractive network that better
meets the needs of residents and visitors?
■ Network Connectivity/Transfers: How does the
service structure and frequency affect the way
passengers navigate the system? What bus stops are
major transfer points? Are these in ideal locations?
Are there public and/or private first or last -mile
connectivity issues or timed -transfer opportunities?
■ Service Access: Does bus stop spacing optimize speed
and access? What first/last mile connections are avail- able, including pedestrian and bicycle connections?
■ Service Design: What is the impact of route deviations on ridership and running time? Is there excess layover
or deadheading? Are there tuns or roadways that
create safety concerns or delays?
■ Policies & Procedures: Are current services meeting
service standards and performance measures? Are
there any existing policies or procedures limiting
how passengers are able to use Beaumont Transit's
services?
The report will include all findings and all applicable GIS maps and graphics. Key findings from this task will be
communicated with the public and stakeholders through
the public involvement process, and will be used to highlight Beaumont Transit's strengths, weaknesses, and opportunities for improvement. This detailed information, along with
public and stakeholder input on how the system should be improved, will be used to inform the development of the service recommendations in Task 5.
PARATRANSIT SERVICE EVALUATION
The Beaumont Transit Dial -A -Ride program provides acces- sible, demand response mobility to individuals within the Beaumont/Cherry Valley area who are certified as disabled (ADA). TMD will conduct a comprehensive review of the
Beaumont Transit Dial -a -ride program. Areas reviewed and evaluated will include:
■ Policies. Existing policies related to the service will be reviewed, including no shows, late cancellations,
denials, advanced reservation policies, and fare/scrip
program. The resulting work will provide the team
with a better understanding of what guides the
delivery of and customer experience for the current
Dial -A -Ride program.
■ Service and coverage evaluation. The team will
conduct a review of the current Dial -A -Ride service
area, identifying key activity center locations both
inside and outside the City and targeted demographic
populations.
■ Customer evaluation. TMD will identify the number
of registered clients and thoroughly review existing
data related to trip patterns and trip frequency. Data
collected in this step includes trip reservation data
for a representative time period sample, which will
provide the team with specific origin -destination
data, as well as information related to trip frequency
and recurring trips (i.e. subscription trips) for Dial -A - Ride travel.
■ Performance analysis. Additional data will be
collected to conduct a thorough performance analysis
of Dial -A -Ride. Key pieces of information include
percent subscription trips, no shows, late cancella-
tions and denials; cost per passenger -trip; subsidy per passenger; passengers per hour; and the number of
late pick-ups and drop-offs. TMD will conduct a trend
comparison of these metrics in order to fully evaluate
the COVID-19 pandemic's effect on the Dial -A -Ride
program.
TMD will develop a Dial -A -Ride Program Evaluation Report that details the evaluation findings and identifies areas for improvement.
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Task 4.B. Deliverables: Reports summarizing evaluation
of Beaumont Transit's fixed route and paratransit
services. Each report will include all findings and all applicable GIS maps and graphics.
Task 5 - Service Recommendations
Building off the findings from earlier tasks as well as input from the first round of community engagement in Task 1, TMD will work with Beaumont staff to develop a "reimag- ined" Beaumont Transit service recommendations. TMD
welcomes as much participation from City staff in the
brainstorming of service alternatives as possible, as we have found that our transit development plans are stronger when they incorporate the institutional knowledge of agency or city staff.
Our scope for Task 5 has been structure around developing a base set of service alternatives that can then be phased in the short-, mid-, and long-term.
Defining the Mobility Toolkit
A key strategy TMD utilizes when developing service is
to identify a suite of potential transit products and then matches them to the different market typologies and
opportunities throughout the region. Establishing different service tiers allows solutions to be "right -sized," whether that means traditional fixed -route transit or alternative new mobility options, such as on -demand service, shared - ride services, or car/vanpools. This "Mobility Toolkit" is developed in tandem with the service recommendations
and is designed to create an integrated, effective network that minimizes duplication and maximizes the efficient use of limited resources. Over the past decade, new mobility options have emerged that provide more flexible and cost- effective alternatives to fixed -route transit. Our team has significant experience integrating TNCs, microtransit, and other innovative solutions into every step of the planning process. While developing service design recommendations, TMD will consider innovative solutions that can be inte- grated with fixed -route service. Based on the effectiveness of each of these tools and the potential feasibility of their implementation in targeted portions of the service area, TMD will incorporate a range of solutions that will maximize systemwide effectiveness and overall transit usability.
Transportation Management & Design, Inc.
Identifying Service Alternatives
To develop service alternatives, TMD uses a two-step process:
"top -down" (region and network) and "bottom -up" (indi- vidual route). Top -down analysis provides a big -picture, holistic look at the network. The bottom -up analysis allows TMD to understand the details of the system's design and recommend changes to improve efficiency. Both processes combine to create a plan that works well for the City and the Beaumont community.
In developing the service alternatives, TMD will explore address- ing issues such as inadequate or excessive headway, duplicative route alignments and/or services, usability and access barriers, and traffic congestion and infrastructure -related challenges.
The TMD team will develop initial service alternatives/recom- mendations in Remix. The recommendations will include:
• An integrated network that includes a range of
mobility products (e.g. local, express, microtransit,
etc.) tailored to market demand
• Fixed -route alignment changes that improve service
efficiency and effectiveness
• Tailored service frequency and span by route and day
type
• Opportunities to better coordinate service with RTA,
Omnitrans, and SunLine
• Service expansion to address community growth
FIGURE 14: EXAMPLES OF HOW TMD CAN LEVERAGE REMIX FOR THIS PROJECT (CLOCKWISE): (A) USE THE JANE TOOL TO COMPARE TRAVEL TIMES, (B) TO
ILLUSTRATE BEFORE AND AFTER FREQUENCY IMPROVEMENTS, (C) USE AS A
TOOL TO DEVELOP PRELIMINARY SCHEDULES, (D) TO IDENTIFY BEFORE AND
AFTER COVERAGE ACCESS ACROSS A VARIETY OF DEMOGRAPHICS, (E) TO VISUALIZE SERVICE ACCESS.
City of Beaumont
78 Scope of Services
Service efficiencies (efficient round-trip cycle
times) will be considered at the design stage
(efficiency built-in) and not an afterthought left
for the schedulers
For each proposed service alternative, TMD will include the following information:
■ Routing and Service Level by Route — Service
parameters will be developed for each route or
service by day of the week, including:
» Service type and attributes
» Proposed route alignments
» Proposed service frequencies and spans
• Estimated revenue miles and revenue hours
» Estimated vehicle requirements by type
» Transfer opportunities
• Route and Network Maps illustrating proposed
alignments and frequencies
• Effects on Transit Access — Analysis of the number
of riders, by population type or demographic/socio-
economic indicator, impacted by the proposed system
changes, including assessment of population percent-
ages within 0.25 and 0.5 miles of fixed -route access,
population percentages served by alternative mobility
solutions such as microtransit, and overall equity effects. • Impacts on transit and paratransit riders including
the loss or expansion of the service area coverage.
Public Outreach About Proposed Changes to
Service
After the service alternatives have been reviewed and vetted by the City of Beaumont staff, the TMD team will implement Round 2 of public outreach to engage and inform the commu- nity about the proposed changes. This initiative will encompass a series of interactive and accessible communication methods to ensure widespread community involvement and feedback.
Additionally, our team will leverage connections made during the initial phase of outreach, to further disseminate information and seek input from these stakeholders.
One strategy that has worked well in the past is to embed the proposed network map from Remix directly into online engagement materials. Viewers can zoom in and out of the map and leave comments at specific locations, allowing for more effective communication of proposed changes and more specific feedback from customers.
Phasing the Plan
Following final outreach efforts, TMD will refine draft service recommendations for the Final Plan based on feedback
received from stakeholders and the public. Any proposed changes will be developed in collaboration with City staff.
The final plan will be phased over three time periods:
• Short -Term Service Recommendations (1-3 years)
• Mid -Term Service Recommendations (4-7 years)
• Long -Term Service Recommendations (8-10 years
PHASES OF THE PLAN
Short -Term Service Recommendations (1-3 years)
The Short -Term plan will focus on improvements that
address immediate operational inefficiencies and maximize the level of ridership that can be achieved in a constrained environment that meets farebox recovery requirements and maintains financial sustainability requirements.
Mid -Term Service Recommendations (4-7 years)
The Mid -Term Plan will build off the Short -Term Plan, but may include expansion of service span, frequency, coverage, or introduction of new services or partnerships with bike - share programs or ride -hailing services.
Long -Term Service Recommendations (8-10 years)
The Long -Term Plan will include recommendations to
grow transit mode split taking into account anticipated population growth, urban development, and technology
integration.
The key to a successful phasing plan is to tactically group and sequence the improvements to ensure there are no
spatial or temporal gaps in network coverage. In addition, starting with sure wins can help garner support for the plan while generating additional fare revenue and ridership that can be reinvested into additional improvements. The phased changes will also pay close attention to funding availability, as well as fleet requirements for each service type. For each phase, TMD will provide the City with service statistics (revenue miles and revenue hours) and vehicle and other capital requirements would be documented, as well as anticipated financial impacts (costs, revenues).
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
79 Scope of Services
Ensuring the Plan is Financially Sustainable
TMD will use our proprietary Microsoft Excel -based
costing sheets to develop a baseline model of Beau-
mont Transit's service that will model revenue hours,
revenue miles, and peak vehicles within one percent
accuracy of actual service delivery. Service recommen-
dations will be entered into the model for a direct side - by -side comparison of the plans to baseline service.
TMD has found Remix to be a powerful tool in helping to develop route recommendations, allowing planners to see the impacts of different alignments decisions in real time.
However, through our use of the tool, we have found that it often undercounts layover time, resulting in unrealistic revenue hour calculations. Our best practice is to use
Remix for the mapping and route design but to cross-
check resource calculations with our costing sheets so
there are no surprises in implementation.
These costing sheets will feed into our Excel -based financial model with individual tabs for items, including daily service characteristics, operating costs, and capital revenue sources, which link together to calculate and summarize all informa- tion. The model is built so that it can be updated as needed to consider proposed service improvement, both during the project and after the project is completed. The City will be able to use the financial plan each year to plan more accu- rately for its future. The model includes detailed information for items including, but not limited to, the following:
■ Service characteristics by route and day type for each year of the plan
■ Ridership and fare revenue projections associated
with service expansion (high-level estimates based on
frequency elasticity factors and productivity comps)
■ Allocated unit costs per revenue hour and per
revenue mile and anticipated annual increases
■ Operating and capital revenues by source with
projected growth rates
■ Capital costs including vehicle replacement/expansion and facility improvements
■ Annual summary for each year showing total capital
and operating costs and revenues
TMD will work with the City to establish operating and capital cost inflation factors, planned or potential fare increases, and future external funding levels over the plan timeline. TMD's financial model typically covers a 10 -year period.
Final Report
TMD team will develop a comprehensive COA Report that
details recommendations and associated considerations and includes relevant maps, tables, and graphics that further define the Plan and how it relates to Beaumont Transit's goals of addressing pandemic -related ridership effects, evolving regional development and travel demand trends, and financial sustainability, with a focus on increasing farebox recovery. Specifically, the TMD team will develop a draft version of the report, and will provide the draft to Beaumont Transit for review and comment. Based on
feedback provided, the TMD team will incorporate updates and provide a refined, finalized version of the report ready for adoption by City Council.
Deliverables:
• A comprehensive service plan that covers short-,
mid-, and long-term recommendations.
• The final report will include the rationale behind
these recommendations, potential impacts, cost
implications, and key performance indicators (KPIs)
for monitoring success.
• A financial plan outlining funding requirements,
potential revenue sources, and cost management
strategies to support the service recommendations.
FIGURE 15: SAMPLE FINAL PLAN & SYSTEM MAP
Transportation Management & Design, Inc.
City of Beaumont
80 911
Scope of Services
Microtransit Feasibility
Assessment
Task 1 - Analysis of Current Services and
Existing Microtransit Models
Task 1.A. Review of Current Transit Services
Leveraging the analysis of existing Beaumont Transit's
fixed route and paratransit Dial -A -Ride service in COA Task 4, TMD will identify if there are any routes that could be replaced with microtransit service and/or geographic areas not currently served that could be served by Microtransit.
Task 1.B. Examination of Other Microtransit
Models
TMD will review up to five (5) microtransit services in other cities, to identify innovative solutions, operating models used, best practices, challenges, and lessons learned that could be applicable to the City of Beaumont. TMD will use iNTD and work with the City of Beaumont to identify appro- priate peers for the peer benchmarking analysis.
Task 2 - Identification of Service Gaps
and Development of Microtransit Zones
Task 2.A. Identification of Service Gaps and
Key Destinations
Leveraging the Market analysis in COA Task 2, TMD will
identify areas within the City's service area that are under - served or lack sufficient transit options. TMD will also pinpoint key destinations and priority areas for potential microtransit service, considering community needs and
transit demand.
Task 2.B. Development of Potential
Microtransit Zones
TMD will work with City staff to develop a process to iden- tify potential microtransit zones. This work will occur at the same time as COA Task 5 to ensure a cohesive network is developed.
To identify the zone, TMD will using a screening process that will incorporate data analyzed in the COA, including existing Beaumont Transit ridership, housing, employment, socio-economic characteristics, and Replica travel demand data.
TMD will use Remix On -Demand to create a map of multi- ple potential zones for the implementation of microtransit services.
Each zone will evaluated based on ridership potential,
cost efficiency, geographic coverage, equity, and envi- ronmental benefits and integration with existing transit services. These metrics can also be turned into performance metrics which can then be used to monitor the zones after implementation.
Task 3 - Financial and Operational
Feasibility Analysis
Task 3.A. Ridership Forecast, Fare Structure
Development
RIDERSHIP FORECAST
TMD will use a spreadsheet model to estimate ridership and resource requirements for the zones identified in Task 2.
TMD has successfully used this spreadsheet for other clients, including VIA in San Antonio and WTA in Whatcom, and
found it to be more refined than the simulators provided by the microtransit companies. The model uses Replica travel demand data to estimate hourly trip demand and average
trip length. Other variables of the model include vehicle size and productivity. For this project, TMD will also develop a wait -time metric which will be responsive to the number of vehicles provided. TMD will run the zones through Remix On -Demand to check the results of our model.
FARE STRUCTURE
TMD will leverage the work completed in COA Task 3 to
develop a sustainable fare schedule and pricing strategy for the proposed microtransit service. The recommended fare structure will balance affordability, ridership growth, and revenue generation.
Note: Addendum 3 and 4 included an additional Task to
Task 3.A focused on Capital Costs. Since the Capital Costs will be informed based on the Operating Model selected
by the City of Beaumont TMD has incorporated this into
Task 3.B.
Transportation Management & Design, Inc.
City of Beaumont
81 Scope of Services
Task 3.B. Cost -Benefit Analysis of Service
Models
SERVICE OPERATING MODELS
Leveraging the peer review in Task 1.B., TMD will identify potential service models for operating the microtransit service. These will include everything from an outsourced turnkey to City of Beaumont in-house operations. TMD will work with the City to determine the operating model that best suits City of Beaumont's needs.
OPERATING & CAPITAL COST ESTIMATES
Based on preferred service model, TMD will identify the anticipated operating capital investments needed to
successfully implement microtransit service. TMD will
prepare itemized cost estimates for implementation, includ- ing vehicle procurement, technology investment, staffing requirements, other capital/facility needs, and ongoing operational costs for each proposed zone. The operating a costs will be integrated into the overall financial model developed in COA Task 5.
Each capital investments will be evaluated based on how it may impact Beaumont Transit's overall financial sustain - ability and implementation feasibility of the service. TMD will align capital needs with potential funding sources.
Task 4 - Microtransit Recommendation
and Implementation Plan
Task 4.A. Recommendation for Microtransit
Implementation
Based on the analysis in previous tasks and discussions with City Staff, TMD will make a final recommendation on whether the City should pursue implementing microtransit service. If it is determined that, yes, the City should pursue microtransit, TMD will provide the city with:
• Map of the propose microtransit zone(s)
• Description of the propose zone boundaries
• Service span, estimated wait times, and days of
operation
• Estimated operating hours
• Capital requirements
TMD will ensure that the final microtransit recommenda- tions are included in the final COA plan for a cohesive network.
Task 4.B. Implementation Plan and Funding
Strategy
Coinciding with COA Task 5, TMD will phase the microtran- sit over the short-, mid-, and long-term phases. For each phase TMD will develop a detailed implementation plan
detailing resource requirements, potential funding sources, as well as public -private partnerships and grant opportuni- ties potentially available to support the implementation and operation of microtransit services.
Deliverable: Microtransit feasibility report, that will include:
• Peer review of microtransit models.
• Identification of existing service that could be
replaced by microtransit and service gaps.
• Identification of recommended microtransit zone(s).
• Financial analysis that encompasses ridership
forecasts, fare schedule options, cost estimates, and
a cost -benefit analysis of different service models.
• A phased implementation plan and funding
strategy, identifying potential partnerships and
grants to support the initiative.
Value Added: Proven Microtransit Implementation
Experience in Riverside County
TMD recently helped Riverside Transit Agency (RTA) plan, procure, and implement their new GoMicro service. TMD
supported RTA in developing a Request for Information
to identify potential software and operations vendors
based on the proposed GoMicro 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. RTA's
GoMicro launched in
December 2022 and
is averaging 200
passengers a day.
FIGURE 16: RTA'S GOMICRO SERVICE
Transportation Management & Design, Inc.
City of Beaumont
82 Scope of Services
Bus Stop Improvement Plan
Task 1 - Analysis of Existing Bus Stops
and Bus Stop Infrastructure
Task 1.A. Comprehensive Bus Stop Inventory
and Condition Assessment
To get started, TMD will need to collect any existing bus stop information the City can provide as well as input on the information that needs to be collected during the inventory.
TMD will leverage boarding and alighting activity at each stop collected and analyzed in COA Task 4, to build an under- standing existing rider usage of different stop locations. From this, TMD will develop a survey instrument that will be used at each stop to collect relevant data. TMD will get sign -off from the City of Beaumont on all survey questions before starting the inventory to ensure the relevant information is being captured.
TMD will work in pairs to perform a physical inventory of each stop within the Beaumont Transit bus network, documenting the bus stop location, physical condition, existing amenities, and compliance with ADA accessibility requirements, among other attributes.
Data will be collected and processed using an online survey platform like Survey Monkey or ArcGIS Survey 123. A stan- dard form will be developed that surveyors will fill out at each bus stop using tablets equipped with mobile data plans.
Results from each entry will be exported into an Excel file, which will become the bus -stop -inventory database. Data to be collected and/or verified in the field include the following:
• Stop Placement and Intersection: The results will
determine whether the stop name is accurate (cross -
street is labeled correctly) as well as whether the stop is near -side, far -side, or mid -block.
• Roadway and Bus Stop Design: The survey will include
inputs for measurement of bus -stop pads, red curb,
and sidewalk width as well as include a qualitative
assessment of road conditions. Additionally, the survey would verify bus -stop sign presence, as well as bus -stop sign mounting mechanisms and passenger -information
panels.
• Amenities: The survey will verify and count the avail- able passenger amenities at each stop, including but
not limited to signage, benches, shelters, lighting, and trash receptacles.
• ADA Accessibility: TMD will verify whether each bus
stop meets the four primary criteria for ADA accessi-
bility and list which criteria need to be met to achieve ADA compliance.
• Photographs: A minimum of two photographs
will be collected at each bus stop. Using the tablets
provided, a photograph of the bus stop will be
included both in the direction of traffic flow and
against the flow of traffic. If requested, additional
photographs may be taken from a side view and/or
of the actual bus blade and schedule holder. Pictures
will be collected separately and placed in a folder to
accompany the Excel database. Each picture will be
labeled with the appropriate Stop ID and is proposed
to be labeled while in the field directly on the tablet or correlated based on the time stamp of survey
completion.
• Latitude/Longitude: TMD assumes that bus -stop
locations are accurate based on existing AVL and
Swiftly datasets and will verify GPS coordinates
through the mobile tablets.
TMD staff will used the following materials to complete the data -collection process:
• Internet -Enabled Tablet and Mobile Battery: Each
team will have one mobile-internet equipped tablet
to complete the data collection effort. A mobile
battery is supplied to ensure tablets last.
• Reflective Safety Vest: Each surveyor will have a
yellow reflective safety vest to ensure safety while in the field.
• Measuring Wheel: Measuring wheels will be
supplied to measure red curb length as well as verify
ADA compliance with a 5'x8' landing pad.
The final database will include each stop and details regard- ing location, available transit routes, ADA compliance, amenities present at stop (with serial and model numbers if applicable), and associated photographs. In addition to this database, TMD will develop a map that exam-
ines amenities distribution throughout the service area.
Along with the final database, TMD will submit a technical memorandum that summarizes the data collection method-
ology and key findings from the inventory. TMD will identify major safety, accessibility, and infrastructure gaps impacting rider experience.
Transportation Management & Design, Inc.
City of Beaumont
83 Scope of Services
Task 1.B. Benchmarking Against Best
Practices
TMD will collect and review bus stop amenity warrants
policies from three to five peer transit agencies. The peer analysis will be beneficial in assessing the latest industry best practices in order to identify opportunities for improvement as well as establish benchmarks for bus stop design and amenities.
Task 2 - Identification of Priority Areas
and New Bus Stop Locations
Task 2.A. Identification of Priority Areas
Based on the establish Bus Stop Policy developed in Task
3.B., TMD will identify existing bus stops needing the most improvement. TMD will then use GIS to map the bus stop
locations.
Marano
Tucson
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~Estates
•
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Casa�Adobes
Drexel . ..
Heights;
•
Catalina
Catalina
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im Sparse
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Bench - Heat Map
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• No Infrastructure
Ridership
0-25
26 - 100
101 - 250
251 - 600
601 - 1204
Bus Routes
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FIGURE 17: TUCSON BUS STOP INFRASTRUCTURE MAP
Task 2.B. Evaluation of Potential New Bus
Stop Sites
This task will occur after the COA recommendations are
finalized to ensure that any route alignment changes or new service coverage is included in the identification of new bus stop locations.
TMD will use the Bus Stop Policy developed in Task 3.B. to identify new bus stop locations. Potential new bus stop loca- tions will be evaluated for feasibility considering right-of- way availability, utility conflicts, environmental constraints, and traffic impacts. For each viable location, TMD will identify the specific location and required amenities (Le. bus stop sign, shelter, trash can, etc.). Each proposed new stop will be ranked and mapped in GIS.
Task 3 - Community Engagement and
Regulatory Compliance
Task 3.A. Community Engagement
Coordinating with the first round of the COA outreach,
we will gather feedback from the public, riders, and other stakeholders on what (and where) bus stop improvements
are needed. We will also seek feedback on new locations and will ensure that this feedback also informs the COA and microtransit recommendations.
During the second round of the COA engagement, we will
share any proposed changes to the bus stop amenities and locations of new bus stops. Any feedback collected will be incorporated in the final recommendations.
City of Beaumont
Comprehensive Operational Analysis
Transportation Management & Design, Inc. Page 1504 of 1893 84 Scope of Services
Task 3.B. Bus Stop Policy
TMD will integrate the findings from the inventory, input from the community engagement efforts, and industry
best practices to develop the Bus Stop Policy document.
The Policy will focus on improvements that can enhance
the passenger experience and safety such as increasing
amenities at high volume/high transfer stops or upgrading pedestrian infrastructure. The Plan will include recommen- dations in the following areas:
■ How bus stops should be spaced across the service
area. If there are gaps, TMD will include recommen-
dations for where additional stops should be place.
■ How bus stop amenities should be allocated and
prioritized across the service area. Considerations may include:
» What types of amenities should be deployed at
different types of stops. For example, stops with
heavy usage during the evenings may benefit more
from additional lighting than from a shelter.
» Title VI policies, ensuring that amenities are distrib- uted equitably across the service area.
» Stop -level ridership and whether a certain stop is a transfer location.
■ Potential sites for any new bus stops including
justification warranting building a new stop as well
as high-level concepts of where the stops would be
located relative to the intersection and their antici-
pated size.
■ Policy for developers building or modifying properties that outlines steps they should take in constructing or maintaining bus stop facilities.
■ Priority list for bus stop improvements in the service area, addressing issues found during the inventory.
■ Cost estimates for proposed improvements including
the implementation cost (amenities, new concrete,
etc.) as well as on -going maintenance costs.
TMD will submit a draft Plan to City staff for review. TMD will then develop a final Plan incorporating City staff comments. The final document will include any necessary graphics, tables, and maps to clearly communicate the plan.
TMD will submit the Final Report to City of Beaumont staff and present the Plan to City Council for approval.
Task 4 - Financial Analysis and
Implementation Plan
Task 4.A. Financial Analysis and Cost
Estimation
TMD will develop a cost estimate for all recommended bus stop improvements and new installations identified in Task
2. TMD will assign a cost or cost range for various ameni- ties including shelters, seating, lighting, signage, and ADA improvements.
TMD will work with the City of Beaumont to understand
the financial resources available for such improvements in order to propose an implementable plan.
All cost estimates will be incorporated into the capital elements in the overall COA financial plan described in COA Task 5.
Task 4.B. Development of Implementation
Plan
TMD will create a phased implementation strategy span-
ning 10 years, beginning with high -priority safety and ADA compliance improvements. Improvements will be phased to coincide with the overall COA recommendations.
The implementation plan will include a funding strategy that will identify federal and state grant opportunities, alterna- tive financing options including public -private partnerships and advertising revenue sharing.
A final technical memorandum will be prepared that
summaries the existing and new stops locations, amenities needed, cost to implement, funding opportunities, and
implementation timeline.
Deliverable:
• Comprehensive inventory existing bus stops.
• Peer review to inform the development of the Bus
Stop Policy.
• Prioritized list of bus stops for improvement, with a clear rationale for each.
• Proposed new bus stop locations and designs.
• Bus Stop Policy describing how bus stops should
be spaced and what type of amenities should be
deployed.
• Estimated cost estimates and a cost -benefit analysis. • Phased implementation plan.
Transportation Management & Design, Inc.
City of Beaumont
85 PROJECT APPROACH
WORK PLAN APPROACH • PROJECT SCHEDULE • STAFFING AND COMMUNICATION PLAN • PROJECT ORGANIZAT ON • QA/QC •
COMMUNICATIONS
M91.
Project Approach
Work Plan Approach
With over 500 successfully -completed transit planning
projects in our portfolio, TMD fully understands the
communication, collaboration, and coordination required to accomplish the tasks identified in the City of Beaumont's RFP. We approach this work with a sincere commitment to the following objectives:
• To ensure the City of Beaumont's project success
through professional business management.
• To provide timely project information and maintain
open communication and trust with the City staff
through a collegial working relationship.
• To anticipate and identify potential problems early
and devise solutions as quickly as possible.
• To provide continuous opportunities for the City staff to review, and provide input to ensure that work
products meet all of the City of Beaumont's goals and
expectations.
TMD is dedicated to ensuring positive and sustainable
outcomes for our clients by promoting a transparent and collaborative working relationship. If selected, we would welcome the opportunity to clarify goals, tasks, schedules, communication protocols, and related issues to ensure the most efficient and productive working relationship with the City staff.
Project Schedule
As directed in the RFP, TMD has prepared a 15 -month
project schedule for the City of Beaumont's proposed COA (see Figure 19 on the following page), incorporating all items and milestones defined in the scope of services and presented in our proposal. To achieve this project sched- ule will require close collaboration with City staff through regular coordination meetings, timely reviews and feedback on deliverables, and active participation in key project mile- stones to ensure seamless progress and successful project completion.
Our team -based approach allows multiple items to be
completed concurrently, making the best use of time and resources. Should the City select our team, we would review this timeline with project staff and make any adjustments needed as part of the project kickoff meeting noted in our work plan.
Schedule and Budget Control
TMD has a proven track record of completing project mile- stones on -time and in -budget. TMD uses two strategies to meet project milestones:
• Avoid delay by proactively managing the project
team, anticipating potential delays, and maintaining
all necessary communication with our clients.
• In the case of unavoidable delays, communicate the
issues and explanation to the client as early as possi- ble. As appropriate, reallocate staff and technology
resources to accelerate the project completion within
the existing budget (unless the scope has changed).
We believe that TMD's collective experience and redundant staff expertise provides the necessary support structure to ensure our ability to address schedule issues as they happen.
The PM will review the project schedule at least biweekly with active task leaders to ensure that all milestones are on track to be completed on time and within budget. As the project progresses, this review will allow updating, tracking of progress, and early intervention if and when problems are identified.
A detailed budget for all task work to be undertaken for the project has been developed as part of this proposal.
Monthly reporting will update task work progress, budget and schedule status, and identify any issues needing atten- tion. TMD's Controller, Melody Kitchens, will support our team with all necessary contract management, billing,
reporting, and related administrative activities. She will work directly with the City staff to resolve any billing issues, should they arise.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
87 8
Project AnmuHD
Proposed
Schedule
Sep -25
Oct -25
Nov -25
Dec -25
Jan -26
Feb -26
Mar -26
Apr -26
May -26
Jun -26
Jul -26
Aug -26
Sep -26
Oct -26
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5 6 ] 8
9 10 11 12
13 14 15
12 18 19 20
21 22 23 24
25 26 27 28
29 30 31 32
33 34 35 36
3] 38 39 40
41 42 43 44
45 46 47 48
49 50 51 52
53 54 55 56
5) 58 59 60
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Task 2.9: Development of Potential Microtransit Zones
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Task 1.A: Comprehensive Bus Stop Inventory and Condition Assessment Task 1.8: Benchmarking Against Best Practices
0 .
Task 2: Identification of Priority Areas and New Bus Stop Locations I
E
Task 2.A: Identification of Priority Areas
Task 2.B: Benchmarking Against Best Practices
0 0
E Task
3: Community Engagement and Regulatory Compliance
—
Task 3.A: Community Engagement
IAM ll
in
Task 3.B: Regulatory Compliance Review
0 Task 4: Financial Analysis and Implementation Plan
a
Task 4.A: Financial Analysis and Cost Estimation
Task 4.B: Development of Implementation Plan
0 0
Transportation Management & Design, Inc.
O Project
Kick -Off
•yt
Community Engagement
o
Monthly Progress Reports
in
Survey/ Bus Stop Inventory
o .
f
City Council Presentation
R
Project Webshe Update
Stakeholder Meeting
O
Deliverable Completed
I-' d G 4
8 of 1893
FIGURE 19: PRPOSED PROJECT TIMELINE
City of Beaumont
Comprehensive Operational Analysis
88 Project Approach
Staffing and Communication Plan
Project Organization
In establishing a team to respond to the requirements of this project, TMD has found from prior experience that certain organizational elements are critical for success, including:
■ The lines of authority need to be as straightfor-
ward as possible. This structure facilitates direct
linkage between the client and the team with clear
lines of communication and authority, and close
collaboration. The principal point of contact is Project Manager Ron Kilcoyne, who will work closely with
each of the task leaders, helping assemble each task
deliverable, providing oversight for all project task
work, including application of best practices and
quality assurance for task deliverables, and participat- ing technically in her areas of expertise.
■ Strong Project Oversight. Ron will be supported
by our Project Principal, China Langer. China will
provide oversight for all project task work, including
the application of best practices and quality assurance for task deliverables.
■ Experienced technical task and sub -task leads. Ron
will also be assisted by task leaders, including Gary
Hewitt who will lead the Microtransit Feasibility Task
and Anna Joos who will lead the Bus Stop Improve-
ment Plan. They will maintain effective control over
each project task, as well as coordinate task work
among the members of the project task team. The
task leaders will report directly to the TMD project
manager and will work closely with the project
manager on all task work.
■ Backup Project Leadership Support. Daniel
Pena, will serve as Deputy Project Manager to
ensure project continuity if Ron is unavailable, and
to help support the project coordination with our
subcontractors.
This structure ensures clear management control of the
project but permits flexibility and responsiveness.
As requested in the RFP, we have included a project organi- zation chart on the next page that depicts the specific task work each team member will be performing and clearly
illustrates the reporting relationship among the team.
Team Quality Control and
Communications
Our quality control process is multi -layered and addresses a broad range of issues, from adherence to the detailed work plan, project schedule, and project budget to data integrity and methodology to responsiveness and accuracy of the
conclusions and recommendations. TMD quality control
levels include:
■ Technical Staff - ensure data integrity using TMD's
service and ridership statistical and ArcGIS analysis
tools' validation capabilities. Ensure use of best
practices by following TMD standard operating
procedures.
■ Task Lead - confirmation of data integrity and best
practices through use of TMD's tools and templates.
Responsible for day-to-day task management and
adherence to work plan.
■ Project Manager - reviews all work and recom-
mendations prior to final review by Project Principal.
Responsible for adherence to project work plan,
schedule, and budget.
■ Project Principal — reviews all work and recommen-
dations and approves for release to the client.
At TMD, projects have continuity of staff throughout
the project to minimize any "hand-off" quality control
issues and to afford maximum client value. As well, the Project Manager and Project Principal are involved in all work, including analysis, conclusions, and development of recommendations. TMD staff also reviews and approves all subconsultant work prior to delivery to the client to ensure a high -quality product.
Communications
TMD recognizes the importance of maintaining strong
management controls to ensure our progress is monitored closely and tasks and deliverables are completed on time.
With decades of experience as both a prime and subcon-
tractor, we have developed a proven set of administrative and communication protocols to facilitate project manage- ment. To ensure that the City's staff are fully apprised of the status of our work at any given time, TMD will conduct frequent, informal reviews of work in -progress with staff where appropriate.
Transportation Management & Design, Inc.
City of Beaumont
89 Task 1.A - Community and Internal Engagement
Christian Mendez, K&W • Jenna
Tourje-Maldonado, K&W • Juan Cabrera,
K&W • Joey Goldman, K&W • Vidya
Bhamidi, K&W • Ron Kilcoyne, TMD • China
Langer, TMD • Daniel Pena, TMD • Associate
Planners, TMD
Task 1.8 - Rider Feedback
Fred Gsell, ETC • Chris Tatham, ETC
• Ron Kilcoyne, TMD • Daniel Pena, TMD •
China Langer, TMD • Bobbi Jo Duley, TMD •
Associate Planners, TMD
Pros r.t Annrw ► lj
Project Organization Charts
Comprehensive N
TRANSIT
Operational Analysis
Ron Kilcoyne, TMD
Deputy Project Manager
Daniel Pena, TMD
Project Principal
China Langer, TMD
Task 1: Public Engagement
Lead
Lead
Task 2: Data Collection
Lead
Task 2.A - Required Data Collection
Daniel Pena, TMD • Britney Tran, TMD
• Associate Planners, TMD • Bobbi Jo Duley,
TMD • Ron Kilcoyne, TMD • China Langer,
TMD
Task 4: Fixed Route, Commuter Link,
and Paratransit Service Analysis
Lead
Task 4.A - Route Profiles
Bobbi Jo Duley, TMD • Daniel Pena,
TMD • Ron Kilcoyne, TMD • Britney Tran,
TMD • Associate Planners, TMD • China
Langer, TMD
Task 4.8 - Service Analysis
Daniel Pena, TMD • Ron Kilcoyne,
TMD • Britney Tran, TMD • Associate
Planners, TMD • China Langer, TMD
Lead
FIGURE 20: COA PROJECT ORGANIZATION
CHART
Transportation Management & Design, Inc.
Lead
Task 3.A - Funding and Cost Analysis
Ron Kilcoyne, TMD • Daniel Pena,
TMD • Associate Planners, TMD • China
Langer, TMD
Task 3.8 - Fare Equity Analysis
Stuart Geltman, TMD • Ron Kilcoyne,
TMD • Associate Planners, TMD • China
Langer, TMD
Task 5: Service Recommendations
Task 5.A - Short Term Service Recommendations
Ron Kilcoyne, TMD • Daniel Pena,
TMD • Associate Planners, TMD • Britney
Tran, TMD • China Langer, TMD
Task 5.8 - Mid Term Service Recommendations
Lead
Task 3: Current and Projected Funding
Levels Analysis
Lead
Lead
Ron Kilcoyne, TMD • Daniel Pena,
TMD • Associate Planners, TMD • Britney
Tran, TMD • China Langer, TMD
Task 5.C - Long Term Service Recommendations
Lead
Ron Kilcoyne, TMD • Daniel Pena,
TMD • Associate Planners, TMD • Britney
Tran, TMD • China Langer, TMD
City of Beaumont
90 Pros r.t Annrw ► lj
Project Organization
Microtransit Feasibility
Analysis
!MONT
• TRANSIT
Project Manager
Ron Kilcoyne, TMD
Deputy Project Manager
Daniel Pena, TMD
Project Principal
China Langer, TMD
Task 1: Analysis of Current
Services and Existing
Microtransit Models
Task 1.A - Review of Current Transit
Services
Gary Hewitt, TMD • Daniel
Pena, TMD • Ron Kilcoyne, TMD •
China Langer, TMD
Task 1.8 - Examination of Other
Microtransit Models
Gary Hewitt, TMD • Associate
Planners, TMD • Daniel Pena, TMD
• China Langer, TMD • Ron Kilcoyne,
TMD
Lead
Lead
Task 2: Identification of Service
Gaps and Development of
Microtransit Zones
FIGURE 21: MICROTRANSIT FEASIBILITY ANALYSIS
PROJECT ORGANIZATION CHART
Task 2.A - Identification of Service Gaps
and Key Destinations
Gary Hewitt, TMD • Daniel
Pena, TMD • Ron Kilcoyne, TMD •
China Langer, TMD
Task 2.8 - Development of Potential
Microtransit Zones
Gary Hewitt, TMD • Daniel
Pena, TMD • Britney Tran, TMD •
Ron Kilcoyne, TMD • China Langer,
TMD
Lead
Lead
Task 3: Financial and Operational
Feasibility Analysis
Task 3.A - Ridership Forecast and Fare
Structure Development
Co -Lead
Co -Lead
Gary Hewitt, TMD •
Stuart Geltman, TMD •
Daniel Pena, TMD • Ron Kilcoyne,
TMD • China Langer, TMD
Task 3.8 - Cost -Benefit Analysis of
Service Models
Gary Hewitt, TMD • Daniel
Pena, TMD • Ron Kilcoyne, TMD •
China Langer, TMD
Lead
Transportation Management & Design, Inc. Page 1511 of 1893 Task 4: Microtransit
Recommendation and
Implementation Plan
Task 4.A - Recommendation for
Microtransit Implementation
Lead
Gary Hewitt, TMD • Daniel
Pena, TMD • Ron Kilcoyne, TMD •
China Langer, TMD
Task 4.8 - Implementation Plan and
Funding Strategy
Gary Hewitt, TMD • Associate
Planners, TMD • Daniel Pena, TMD
• China Langer, TMD • Ron Kilcoyne,
TMD
Lead
City of Beaumont
Comprehensive Operational Analysis
91 Prnirart Anne HD
Project Organization
Bus Stop Improvement
Plan
•
!MONT
TRANSIT
Project Manager
Ron Kilcoyne, TMD
Deputy Project Manager
Daniel Pefia, TMD
Project Principal
China Langer, TMD
Task 1: Analysis of Existing
Bus Stops and Bus Stop
Infrastructures
Task 1.A - Comprehensive Bus Stop
Inventory and Condition Assessment
Lead
Anna Joos, TMD • Britney
Tran, TMD • Associate Planners,
TMD • Ron Kilcoyne, TMD • China
Langer, TMD
Task 1.B - Benchmarking Against Best
Practices
Anna Joos, TMD • Britney
Tran, TMD • Associate Planners,
TMD • China Langer, TMD
Lead
Task 2: Identification of Priority
Areas and New Bus Stop
Locations
Task 2.A - Identification of Priority
Areas
Daniel Pena, TMD • Britney
Tran, TMD • Ron Kilcoyne, TMD •
China Langer, TMD
Task 2.8 - Evaluation of Potential New
Bus Stop Sites
Daniel Pena, TMD • Ron
Kilcoyne, TMD • China Langer, TMD
Lead
Lead
FIGURE 22: BUS STOP IMPROVEMENT PLAN PROJECT
ORGANIZATION CHART
Transportation Management & Design, Inc.
Task 3: Community Engagement
and Regulatory Compliance
Task 3.A - Community Engagement
Christian Mendez, K&W •
Jenna Tourje-Maldonado, K&W •
Juan Cabrera, K&W • Joey Goldman,
K&W • Vidya Bhamidi, K&W • Anna
Joos, TMD • China Langer, TMD •
Ron Kilcoyne, TMD
Task 3.8 - Regulatory Compliance
Review
Anna Joos, TMD • Associate
Lead
Lead
Planners, TMD • Ron Kilcoyne, TMD
• China Langer, TMD
Task 4: Financial Analysis and
Implementation Plan
Task 4.A - Financial Analysis and Cost
Estimation
Ron Kilcoyne, TMD • Anna
Joos, Associate Planners, TMD •
China Langer, TMD
Task 4.8 - Development of
Implementation Plan
Ron Kilcoyne, TMD • Anna
Joos, Associate Planners, TMD •
China Langer, TMD
Lead
Lead
City of Beaumont
92 Project Approach
Data Practices
Data Collection, Requirements,
and Policies
As part of the project kick-off meeting, TMD will provide the City of Beaumont with a data request list. The data request list may include but not limited to:
■ Current and historical ridership data for all services operated by the City
■ Results and survey instruments of any recent rider or community surveys
■ Current fleet size, composition (vehicle length, vehicle restrictions and propulsion), year of purchase, and
other relevant future fleet plans.
■ Inventory of transit centers, including number and
size of bus bays available.
■ Current budget and financial projections
■ Operating costs -both fully loaded and marginal costs (unit and fixed costs paid to contractor).
■ Current revenue hours and miles systemwide and by
route
■ Schedules showing how vehicles are currently
blocked.
■ Current operating guidelines/service standards.
■ Current Fare Structure and anticipated fare changes
■ Relevant planning documents - including but not
limited to short range transit plans, long range transit plans, ZEB transition plans, and strategic or business
plans.
■ Potential major developments in the region that could impact travel demand.
We will work with the City to collect all data
needed to successfully conduct the study. All
data will be stored on the project Microsoft
Teams Sharepoint site which will be set up at the
start of the project.
Data Security
TMD's data security policy establishes practical guidelines for protecting client and company information. All team members, contractors, and partners must adhere to these standards. We classify information into three simple catego- ries: public (approved for sharing), internal (for team use only), and confidential (sensitive client and business data requiring special protection).
Access to our systems follows a need -to -know approach, with unique login credentials for each team member. We
require two -factor authentication for all sensitive systems and client portals. Access rights are reviewed quarterly and immediately removed when team members depart. Client
data is maintained on secure password protected servers.
We retain information only as long as required by client contracts and legal obligations. Our office has controlled access with visitor sign -in procedures. Remote work envi- ronments must maintain comparable security standards,
including secure home networks and proper handling of
physical documents. Our network is protected by enterprise - grade firewalls and security monitoring. All remote connec- tions require VPN usage, and we enforce strong password policies for all wireless networks.
If security incidents occur, team members must notify lead- ership immediately. Our documented response plan includes client notification procedures when their data may be
affected. All team members receive security training during onboarding and annual refreshers, with regular updates
on emerging threats relevant to consulting practices. We conduct periodic security assessments tailored to our size and risk profile, focusing on protecting client confidentiality and proprietary methodologies.
For strategic partnerships, we establish clear security expec- tations in our agreements and limit access to only essential information. This policy is reviewed annually and updated to address new threats and changing business needs, ensur- ing we maintain our clients' trust through effective data protection practices.
Transportation Management & Design, Inc.
City of Beaumont
93 •• 11 :f•
ismammi
CITY STAFF INVOLVEMENT
CITY STAFF PARTICIPATION • COMMUNICATIONS
City Staff Involvement
City Staff Involvement
City Staff Participation
We welcome as much participation from the City staff in the COA process as they are willing to provide. We have found that our plans are stronger when they incorporate the institutional knowledge of agency or city staff. Throughout the project, we work collaboratively with staff to ensure their feedback is incorporated into each project deliverable.
We anticipate the City staff's support in the following areas:
• Review all project deliverables.
• Participate in project check -in calls.
• Assist in compilation available data.
• Help to finalize the Public Involvement Plan by
confirming meeting formats.
• Post interior bus ads in all Beaumont Transit vehicles to notify riders of the public meetings.
• Participate in brainstorming sessions to support the
development and finalize COA recommendations by
bringing local knowledge of the Beaumont Transit's
service area as well as route and network historical
information.
We estimate the City staff participation for this project will amount to approximately 220 hours. Below (Figure 23) we have provided responsibilities and hour estimate for the City staff for each task.
Meeting
Hours
Deliverable
Review
Hours
Data Request
Hours
Total
COA
80 60
24 164
Micro-
tranist
16 24
8 48
Bus
Stop
16 20
12 48
Total
Hours
122
104
44 260
FIGURE 23: ESTIMATED BEAUMONT STAFF PARTICIPATION
HOURS FOR THIS PROJECT
Communications
With decades of experience serving as both a prime
and subcontractor, we have developed a proven set of
administrative protocols to facilitate open communica-
tion with our clients. We provide our clients with frequent updates as well as formal and informal review of work in progress. We have included Figure 24 below to summa-
rize our proposed communication forms for this project.
Project Updates
Type
Frequency
Format
Progress Reports:
- Work completed/remaining by
task
- Budget and schedule status
- Next steps
Monthly
Written
(to be
included
with
monthly
invoices)
Informal Check -ins:
- Task clarifications
- Developments affecting project
scope, budget, or schedule
As Needed
with
Beaumont Bea
um
PM
Conference
call or
webinar
Project Check -ins:
- Task updates/clarifications
- Potential hurdles/solutions
- Next steps
Weekly or
Bi-Weekly
Conference
call,
webinar, or
in person
Meetings and Presentations
- Beaumont Transit Staff
including Operators
- Other key internal/external
stakeholders
- Community -at -large
At Key
Project
Milestones
Conference
call,
webinar, or
in person
FIGURE 24: PROJECT COMMUNICATION FORMS
To ensure the City is fully aware of the state of the project, client liaison will include:
• Frequent informal reviews and discussions of work in
progress with the City project staff, where appropriate. • A formal review of the draft deliverables by the City's Project Manager.
• Regular contact between TMD and the City's project
staff, especially if issues and questions arise.
Should a complaint or issue arise, TMD requests that the City staff present the complaint to the PM or Project Prin- cipal, as appropriate, and TMD will address any issues or complaints within one to two business days. TMD's goals are "no surprises" and to "exceed expectations" for the City.
Transportation Management & Design, Inc.
City of Beaumont
95 y{�
Current Contracts
Current Contracts
When structuring our team, we looked carefully at our
existing project commitments to ensure that the person- nel selected will be available to proceed without delay. As requested in the RFP, Figure 25 below summarizes TMD's
current projects that will be underway or are anticipated to be in progress during the proposed timeframe of this project.
FIGURE 25: TMD'S CURRENT PROJECTS
Project
Start and Estimated
End Date
Broomfield Transit Needs Assessment
(Broomfield, CO)
04/2024 - 09/2025
MTS Transit Insourcing Feasibility Study
(San Diego, CA)
08/2024 06/2026
OCTATransit Optimization Study
(Orange, CA)
10/2022 10/2025
Sound Transit Service Planning Support Consultant
Services (Seattle, WA)
10/2022 09/2025
Central Contra Costa Transit Authority On -Call
Planning Support
(Contra Costa County, CA)
03/2023 - 03/2026
START Transit Development Plan and Fare Study
(Jackson Hole, WY)
01/2025-11/2025
MTS Comprehensive Operational Analysis
(San Diego, CA)
06/2025-12/2026
Valley Metro Comprehensive Operational Analysis
(Phoenix, AZ)
03/2025-06/2026
RTA Comprehensive Operational Analysis
(Riverside, CA)
06/2025-12/2026
Long Beach Transit Comprehensive Operational
Analysis (Long Beach, CA)
06/2025-06/2026
LA Metro Special Event Planning Support
04/2024 - 12/2025
Yolo County Transportation District Short Range
Transit Plan
06/2024-11/2025
City of Davis Short Range Transit Plan
06/2024-12/2025
As a small business, TMD strategically selects
the projects we want to pursue and agencies
we want to work for based on the amount
of value we feel we can bring to the system.
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 the City of Beaumont's
scope of services aligns with our core practice
areas and that our team's industry experience
and unique and innovative tools could add real
value for the City.
Transportation Management & Design, Inc.
City of Beaumont
97 ADDITIONAL SERVICES
ADDITIONAL CAPABILITIES • TECHNICAL INNOVATIONS
Additional Services
Additional Services
Additional Scope Tasks
Beyond the core COA scope, TMD offers comprehensive
additional services to support the City of Beaumont through implementation and beyond. With our team's scheduling
expertise in OptibusTM, we can help the City develop
timetables for the final COA plan recommendations. Our
support can extend beyond the timetable development to
also include blocking, rostering, and runcutting. In addi- tion, our team can help develop and update public -facing materials such as route maps, schedules, and passenger
information as well as conducting detailed field analysis to identify optimal bus stop locations that enhance accessibil- ity and operational performance. TMD can also conduct
comprehensive Title VI Service Equity Analysis of the final COA recommendations to ensure compliance with federal
civil rights requirements and equitable service distribution across all community demographics. Additionally, our
data collection capabilities through partner ETC allow us to perform independent on -board ridership and on -time performance validation studies to verify the accuracy of Beaumont's existing APC and AVL systems, providing confi- dence in data integrity and system performance metrics that will guide future operational decisions.
Should the City wish to pursue any of these additional
services, TMD is prepared to develop customized scope and cost proposals tailored to the City of Beaumont's specific needs and priorities.
Technical Innovations
TMD leverages cutting -edge technical innovations to
deliver comprehensive and data -driven network plans. Our integrated planning toolkit includes Remix Transit and
On -Demand for dynamic route visualization and scenario testing, Replica location -based data for sophisticated origin - destination and travel pattern analysis, ArcGIS for spatial analysis of market conditions and service performance,
and PowerBl dashboards that enable real-time evaluation of service performance and passenger survey results. We utilize Excel for detailed Title VI equity analyses and financial modeling, while Adobe Creative Suite ensures our findings are translated into compelling visual narratives that effec- tively communicate recommendations to stakeholders and
the public. In addition, we are also one of the few firms in the country with a dedicated scheduling practice.
TMD Tools
\ArcGIS/
,
ArcGIS
Visualize market
and service
conditions
— —
remix
\
REPLICA
Replica \ — —
Understand
travel patterns
Remix Transit /
Remix On -Demand
Test route
\concepts
+1--i—
\
\ +4_+ + Tableau
+ / Visualize
— performance
metrics PowerBI
/ Evaluate
service
performance
Adobe �\
Visually
compelling messaging
optibus \1
I ``Trapeze'
\\HASTUS/
Optibus, Trapezem
and HASTUSTM
Dedicated scheduling
.6\
I �
Excel
In-house models
to support our
planning process
(financial, costing,
microtransit)
FIGURE 26: TMD'S TRANSIT TOOLKIT
Transportation Management & Design, Inc.
City of Beaumont
99 y{�
Insurance
Insurance
TMD affirms that our team is able to meet the insurance requirements of this project as described in the REP. TMD also confirms that such insurance will be in force at the time of contract execution and our firm will produce the neces- sary insurance certificates if the City of Beaumont intends to award to our team.
Transportation Management & Design, Inc.
City of Beaumont
101
CONFLICTS OF INTEREST
13 Conflicts of Interest
Conflict of Interest
TMD hereby warrants that no director, officer, or employee of the City of Beaumont is in any manner interested directly or indirectly in this Proposal or in the Contract which may be made under it or in any expected profits to arise therefrom.
TMD also warrants and represents that the firm and its
subcontractor partners presently has no interest and agrees that it will not acquire any interest that would present a conflict during the performance of services under this
Agreement.
TMD recognizes the importance of maintaining objectivity and impartiality in the performance of the study. To ensure that the project is conducted in a fair and unbiased manner, TMD has taken the following steps to mitigate any potential conflicts of interest:
• TMD has implemented procedures to ensure that all
data and information used in the study are accurate
and objective, regardless of the source.
• TMD has established a clear scope of work and
methodology for the study, and is committed to
following these guidelines to ensure that the project
is conducted in a consistent and transparent manner.
• TMD will disclose any potential conflicts of interest or biases that may arise during the course of the project, and will take appropriate steps to mitigate them.
By making this disclosure, TMD affirms its commitment
to transparency and objectivity in the performance of this COA. At the time of this proposal submittal, TMD and our subconsultant partners have no known relationships with the City of Beaumont that would influence or impact the outcome of this project. We further affirm that none of our current clients have a financial interest in the outcome of this Comprehensive Operational Analysis (COA).
Transportation Management & Design, Inc.
City of Beaumont
103
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Jab
TRQ
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04 ii --
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OTO'. @BEAOMONTTRANSIT
CONTRACTUAL EXCEPTIONS REQUEST
Contractual Exceptions Request
Contractual Exceptions
TMD and our subconsultant partners do not take exception or request any modifications to the contract terms set forth in the REP There are no unusual conditions or events that would impede our ability to complete the project.
Transportation Management & Design, Inc.
City of Beaumont
105
Cost Proposal
RFP-25.024
City of Beaumont
Transit Comprehensive Operational Analysis
PHOTO: @BEAUMONTTRANSIT I FACEBOOK
SUBMITTED BY:
ETMD
IN ASSOCIATION WITH:
K E A R NS "4 WEST
ETC
VVSturv. VIr.. MENT.
Contents
COST PROPOSAL 1
REQUIRED FORMS AND ADDENDA 7
Transportation Management & Design, Inc.
City of Beaumont
II
Cost Proposal
Cost Proposal Summary
As directed in the RFP, TMD has prepared a detailed price proposal that includes the required Pricing Forms. Our
projected total price of $399,653.36 is inclusive of all major tasks and deliverables requested in the City of Beaumont's scope of work and represents our best estimate of the labor and fees, materials and supplies, travel, printing, and related administrative expenses required to successfully complete this project. A breakdown of the total cost by firm is listed below, along with the overall project total.
Proposed Budget by Firm
Transportation Management
& Design, Inc (TMD) $267,894.16
Kearns & West $70,320.00
ETC Institute $61,439.20
PROJECT TOTAL $399,653.36
TMD's hourly labor rates are fully loaded and include the general overhead, administrative costs, and standard project management fee (which we include on all proposals) and
reflects our accounting, legal, insurance, subconsultant oversight, and other costs of doing business. We believe our proposed budget represents the most cost-effective alloca- tion of consultant resources to produce a Comprehensive Operational Analysis to meet the evolving mobility needs of its community.
TMD has the necessary management structure, financial
capacity, and accounting systems in place to meet any and all budget requirements of this project. In addition, our collaborative project management approach ensures regular communication with Beaumont staff to monitor adherence
to project costs. There are no unusual conditions or events that would impede our ability to complete the study within the desired budget. We remain open to negotiations
regarding our proposal if the Beaumont staff selects our team through this competitive bidding process.
Transportation Management & Design, Inc.
City of Beaumont
2 BEAUMONT • TRANSIT
Attachment B - Price Response Form
RFP TR-RFP-25-001
TASK PERSONNEL BREAKDOWN BY HOURS
TOM • •EHENSIVE •'E'ATI •NAL ANALYSIS
TASK 1 -Public Engagement
Enterlo6 Title:
Project
Manager
(TMD)
Principal (TMD)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Total for Task 1
A
Community & Internal Engagement
48 2
48 40
4 $27,797.32
e
Rider Feedback
4 2
8 8
40 Subtotal of Hours
Rate per Hour
Subtotal per Task
52 4
56 0
0 0
8 0
80 4
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$9,227.40
$1,234.64
$8,122.24
$0.00
$0.00
$0.00
$1,049.84
$0.00
$7,363.20
$800.00
Enterlo6 Title:
Project
Manager
(TMD)
Principal (TM D)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TMD)
Senior Fare
Analyst (TMD)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner(TMD)
Contract
Manager
(TMD)
Total for Task
A I Required Data Collection
16 2
64 24
40 80
2 $27,701.00
Subtotal of Hours
Rate per Hour
Subtotal per Task
16 2
64 0
0 0
24 40
80 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$2,839.20
$617.32
$9282.56
$0.00
$0.00
$0.00
$3,149.52
$4,049.20
$7,363.20
$400.00
TASK 3 - Current and Projected Funding Levels Analysis
Enter lob Title:
Project
Manager
(TMD)
Principal (TM D)
Deputy PM
)TMD)
Senior Planner
)TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TM 0)
Total for Task 3
A
Funding and Cost Analysis
24 2
16 40
1 $28,106.28
B
Fare Equity Analysis.
4 2
4 64
40 1
Subtotal of Hours
Rate per Hour
Subtotal per Task
28 4
20 0
0 64
0 0
80 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$4,968.60
$1,234.64
$2,900.80
$0.00
$0.00
$11,239.04
$0.00
$0.00
$7,363.20
$400.00
TASK4 - Fixed Route, Commuter Link and Paratransktervice Analysis Enterlo6TKle:
Project
Manager
(TMD)
Principal(TMD)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM())
Contract
Manager
(TMD)
Total for Task
A
Route Profiles
8 2
12 24
20 24
1 $34,975.64
8 Service Analysis
16 2
64 40
72 1
Subtotal of Hours
Rote per Hour
Subtotal per Task
24 4
76 0
0 0
24 60
96 2
$177.45
$308.66
$145.04
$116.89.
$189.67
$175.01
$131.23
$10123
$92.04
$200.00
$4,258.80
$1,234.64
$11,023.04
$0.00
$0.00
$0.00
$3,149.52
$6,073.80
$8,835.84
$400.00
TASK 5 - Service Reuomendations
■■
Enter Job Title:
Project
Manager
(TMD)
Principal (TMD)
Deputy PM
(TMD)
Senior Planner
)TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Torlfor Task
A
Short -Term Service Recommendations (1-3 years)
20 2
28 6
40 1
$38,149.26
B
Mid -Term Service Recommendations (4-7 years)
20 2
28 6
40 1
C
Long -Tenn Service Recommendations (8-10 years)
20 2
28 6
40 1
SubtotalofHours
Rate per Hour
Subtotal per Task
60 6
84 0
0 0
0 18
120
3 $177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$10,647.00
$1,851.96
$12183.36
$0.00
$0.00
$0.00
$0.00
$1,822.14
$11,044.80
.$600.00
MIT' • -' NSITFEASI ILITYASSESSMENT
TASK 1- Analysis of Current Services and Existing Microtransi[ Models Enterlo6 Title)
Project
Manager
(TMD)
Principal(TMD)
Deputy PM
(TMD)
Senior Planner
)TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TMD)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Total for Task
A
Review of Current Transit Services
2 2
4 8
$11,738.44
B I
Examination of Other Microtransi[ Models
2 2
4 16
40 1
Subtotal of Hours
Rate per Hour
Subtotal per Task
4 4
8 0
24 0
0 0
40 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$709.80
$1,234.64
$1,160.32
$0.00
$4,552.08
$0.00
$0.00
$0.80
$3,681.60
$400.00
TASK 2 - Identification of Service Gaps and Development of Mlcrotransk Zones Enterlo6 Title)
Project
Manager
(TMD)
Principal (TM D)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Total for Task 2
A
Identification of Service Gaps and Key Destinations
2 2
4 6
1 B
Development of Potential Microtransk Zones
8 2
8 20
8 1
$10,890.88
Subtotal of Hours
Rate per Hour
Subtotal per Task
10 4
12 0
26 0
0 8
0 2
$177.45.
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$1,774.50
$1,234.64
$1,740.48
$0.00
$4,931.42
$0.00
$0.00
$809.84
$0.00
$400.00
TASK 3 - Financial and Operational Feasbility Analysis
Enter Job Title,
Project
Manager
(TMD)
Principal (TM D)
Deputy PM
(TMD)
Senior Planner
)TMD)
Senior Innovative
Mobility Lead (TMD)
Senior Fare
Analyst (TMD)
Graphic
Designer
GIS Associate
(TMD)
Associate
Planner (TMD)
Contract
Manager
Torpor Task3
A
Ridership Forecast and Fare Structure Development
2 2
8 16
8 $12,139.40
B I
Cost-BenefaAnalysis of Service Models
2 2
8 16
1 Subtotal of Hours
Rate per Hour
Subtotal per Task
4 4
16 0
32 8
0 0
0 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$709.80
$1,234.64
$2,320.64
$0.00
$6,069.44
$1,404.88
$0.00
$0.00
$0.00
$400.00
TASK4 - Mkrotransk Recommendation and lmplementutlon Plan Enter lob Title:
Project
Manager
(TMD)
Princpal (TMD)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead(TMD)
Senior Fare
Analyst(TMD)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TMD)
Contract
Manager
(TMD)
Total for Task4
A
Recommendation for Microtransi[Implementation
2 2
8 20
1 $13,702.16
B
Implementation Plan and Funding Strategy
2 2
8 16
24 1
Subtotal fHours
Rate per Hour
Subtotal per Task
4 4
16 0
36 0
0 0
24 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$709.80.
$1,234.64
$2,320.64
$0.00
$6,828.12
$0.00
$0.00
$0.00
$2,208.96
$400.00
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
3 BUS STOP IMPROVEMENT PLAN
TASK 1 -Analysis of Exsit ng Bus Stops and Bus Stop Irdrastructure Enterlob Title:
Project
Manager
(TMD)
Principal(TMD)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Total for Task
A
Comprehensive Bus Stop Inventory and Condition
Assessment
8 1
24 8
80 1
$16,758.20
B
Benchmarking Against Best Practices
1 16
16 1
Subtotal of Hours
Rate per Hour
Subtotal per Task
8 2
0 40
0 0
0 8
96 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$1,419.60
$617.32
$0.00
$4,675.60
$0.00
$0.00
$0.00
$809.84
$8,835.84
$400.00
TASK 2- Identification of Priority Areas and New Bus Stop Locations U ul Enterlob Title:
Protect
Manager
(TMD)
Principal(TMD)
PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TM D)
Graphic
Designer
(TMD)
GIS Assodate
(TMD)
Associate
Planner (TM D)
ContractDeputy
Manager
(TMD)
Total for Task
A
Identification of Priority Areas
8 2
8 8
1 $7,604,32
B I
Evaluation of Potential New Bus Stop Sites
8 2
8 1
Subtotal of Hours
Rate per Hour
Subtotal per Task
16 4
16 0
0 0
0 8
0 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$2,839.20
$1,234.64
$2,320.64
$0.00
$0.00
$0.00
$0.00
$809.84
$0.00
$400.00
TASK 3- Community Engagement and Regulatory Compliance
Enterlob Title:
Project
Manager
(TMD)
Principal (TMD)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TM D)
Senior Fare
Analyst (TMD)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Total for Task
A
Community Engagement
2 2
16 1
$19,731.78
B I
Regulatory Compliance Review
16 2
80 40
1 Subtotal of Hours
Rate per Hour
Subtotal per Task
18 4
0 96
0 0
0 0
40 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$3,194.10
$1234.64
$0.00
$11,221.44
$0.00
$0.00
$0.00
$0.00
$3,681.60
$400.00
TASK4 - Financial Analysis and Implementation Plan
Enterlob Title:
Project
Manager
(TMD)
Principal(TMD)
Deputy PM
(TMD)
Senior Planner
(TMD)
Senior Innovative
Mobility Lead (TMD)
Senior Fare
Analyst (TMD)
Graphic
Designer
(TMD)
GIS Associate
(TMD)
Associate
Planner (TM D)
Contract
Manager
(TMD)
Total for Task
A
Financial Analysis and Cost Estimation
16 2
4 20
1 $14,284.48
B
Development of Implementation Plan
24 2
12 20
1 Subtotal of Hours
Rate per Hour
Subtotal per Task
40 4
0 16
0 0
0 0
40 2
$177.45
$308.66
$145.04
$116.89
$189.67
$175.61
$131.23
$101.23
$92.04
$200.00
$7,098.00
$1,234.64
$0.00
$1,870.24
$0.00
$0.00
$0.00
$0.00
53,681.60
$400.00
Other Direct Costs
1 Travel
$1,065.00
Total for Other Direct
Costs
2 Lodging plus per diem
$3,250.00
3 Reproduction
$4,315.00
4 Communications
5 Other (description required)
SubtotolCost
$4,315.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
TMD GRAND TOTAL (Tasks + Other Direct Costs) $267,894.16 Of additional information is needed, please provide an additional sheet) All costs associated with providing the materials for TR-RFP-25-001 must be identified on the Price Response Sheet, which shall be signed by an authorized agent.
The undersigned hereby certifies that you have read and understand this Request for Proposal (RFP), and that you are authorized to submit this proposal on behalf of the Firm, and that you guarantee complete compliance with Transportation Management & Design, Inc.
loommpaany's Name
Auth'6rized Signature
(760) 476-9600
Phone Number
China Langer, President
Name / title of Authorized Signature
July 25, 2025
Date
This bis is valid for 120 days
(Bid must be valid for 120 days)
Transportation Management & Design, Inc.
City of Beaumont
4 BEAUMONT • TRANSIT
C A L I F O R N I A
Attachment B - Price Response Form
RFP TR-RFP-25-001
TASK PERSONNEL BREAKDOWN BY HOURS
COMPREHENSIVE OPERATIONAL ANALYSIS
TASK 1- Public Engagement
EnterJob Title:
Principal (KW)
Senior Director
(KW)
Director (KW)
Project
Coordinator
(KW)
Project
Coordinator
(KW)
Total for Task 1
A & Internal Engagement
23 24
21 95
2.5 $34,080.00
B
(Community
Rider Feedback
Subtotal of Hours
Rate per Hour
Subtotal per Task
23 24
21 95
2.5 $360.00
$260.00
$235.00
$150.00
$150.00
$8,280.00
$6,240.00
$4,935.00
$14,250.00
$375.00
BUS STOP IMPROVEMENT PLAN
TASK 3 - Community Engagement and Regulatory Compliance EnterJob Title:
Principal (KW)
Senior Director
(KW)
Director (KW)
Project
Coordinator
(KW)
Project
Coordinator
(KW)
Total for Task 3
A
Community Engagement
17 21
15 87
2.5 $28,530.00
B
Regulatory Compliance Review
Subtotal of Hours
Rate per Hour
Subtotal per Task
17 21
15 87
2.5 $360.00
$260.00
$235.00
$150.00
$150.00
$6,120.00
$5,460.00
$3,525.00
$13,050.00
$375.00
Other Direct Costs
1 Travel
$560.00
Total for Other Direct
Costs
2 Lodging plus per diem
3 Reproduction
$3,000.00
$7,710.00
4 Communications
5 Other (includes translation, interpretation, and
materials)
$4,150.00
Subtotal Cost
$7,710.00
$0.00
$0.00
$0.00
$0.00
GRAND TOTAL (Tasks + Other Direct Costs) $70,320.00
(If additional information is needed, please provide an additional sheet) All costs associated with providing the materials for TR-RFP-25-001 must be identified on the Price Response Sheet, which shall be signed by an The undersigned hereby certifies that you have read and understand this Request for Proposal (RFP), and that you are authorized to submit this Kearns & West, Inc.
Co pany's Name
uthorized Signature
(415) 697-0574
Phone Number
J. Glen Smith, Vice President Business Services
Name / title of Authorized Signature
22 July 2025
Date
Valid for 120 Days
(Bid must be valid for 120 days)
Transportation Management & Design, Inc.
City of Beaumont
5 BEAUMONT
•
TRANSIT
Attachment B - Price Response Form
RFP TR-RFP-25-001
TASK PERSONNEL BREAK DOWN BY HOURS
C•M• 'EHENSIVE • •E' 'TI•NALANALVSIS
TASK 1- Public Engagement
Enterlob Title:
Project Advisor
(ETC)
Project Manager
(ETC)
GIS Manager
(ETC)
Data Manager
(ETC)
QAQC Manager
(ETC)
Sr. Researchers
(ETC)
Analyst
(ETC)
Field Supervisor
(ETC)
Support staff supervisors
(ETC)
Support staff
(ETC)
Total for Tashi
A
Community & Internal Engagement
$57,810.70
B
Rider Feedback
4 91
10 10
24 75
26 80
8 70
SubtomlojHoors
Rote per Hour
Subtotalper Task
4 91
10 10
24 75
26 60
8 70
$291.98
$225.35
$252.01
$225.35
$164.93
$147.88
$102.95
$98.27
$118.40
$68.97
$1,167.91
$20,506.63
$2,520.11
$2,253.48
$3,958.43
$11,091.16
$2,676.59
$7,861.55
$947.17
$4,827.69
Other Direct Corti
1 Travel
$500.00
Total for Other Direct
Costs
2 Lodging plus per diem
$2,528.50
3 Reproduction
$600.00
$3,628.50
4 Communications
5 Other (description required)
SubtotalCast
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$3,628.50
$0.00
$0.00
ETC GRAND TOTAL (Tasks* Other Direct Costs) $61,439.20
(If additional information is needed, please provide an additional sheet) All costs associated with providing the materials for TR-RFP-25-00 I. must be identified on the Price Response Sheet, which shall be signed by an authorized agent.
The undersigned hereby certifies that you have read and understand this Request for Proposal (RFP), and that you are authorized to submit this proposal on behalf of the Firm, and that you guarantee complete compliance with all the terms, ETC Institute
/ Coy7fidny's Name
fi Authorized Signature
J/51 653-5551
Phone Number
Greg Emas, CFO
Name / title of Authorized Signature
7/8/25
Date
This bid is valid for 120 days.
(Bid must be valid for 120 days)
Transportation Management & Design, Inc.
City of Beaumont
6 .. t
Mal
wiemana -
TRQ
N
S
fACEgpOK
OTO' @BEAUMONTTRANSIT
REQUIRED FORMS AND ADDENDA
BEAUMONT
-C A L F O R N I A
BEAUMONT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
Addendum #
Request for Proposal:
TRANSIT COMPREHENSIVE OPERATIONAL
ANALYSIS
Please note that the Firm Experience/qualifications for this RFP have been updated, please find the revised qualifications attached.
Firm Experience/Qualifications:
A list of the (3), most recent similar projects by the proposed project team. Describe any prior projects where the primary firm and proposed subcontractors have worked together, if applicable. If no prior collaboration exists, provide a description of each subcontractor's relevant experience on projects of similar scope and complexity, including their specific roles and contributions. For each referenced project, include the following information:
• The name of the client and a contact person (including phone number and/or email) • The name and location of the project
• The scope of the Consultant's involvement in the project • The month and year the project started, and the month and year it was completed (or the anticipated completion date)
• The total value of the services provided
• Key personnel involved and any subcontractors employed Acknowledgement of Addendum #1 (To be included with proposal) China Langer
Print Name
Transportation Management & Design, Inc.
City of Beaumont
8 BEAUMONT
-C A L I F O R N I ANT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
➢ Addendum #2
RFP: COMPREHENSIVE OPERATIONAL ANALYSIS
Questions & Answer
1. Please summarize the main differences in the Scope of Work between the City's latest RFP and the one issued in January 2025.
➢ Response: The main difference is that the City refined the scope to better reflect its focus on long-term service sustainability in light of its recent UZA designation. Other elements of the scope have been adjusted for clarity, but the City will not be releasing a line -by- line comparison. Proposers should reference the current scope as published.
2. What is the primary reason the City rebid this project for a second time? ➢ Response: The City elected to rebid the project to refine the scope and to ensure a broader pool of competitive proposals.
3. Did the City receive any qualified responses to its most recent procurement? ➢ Response: The City received limited responses to the previous procurement. The reissuance includes a refined scope and also aims to promote a more competitive process.
4. Given the relatively wide project budget included in the City's prior RFP, does this latest RFP include more budget specificity?
➢ Response: The City will not be providing any information regarding the budget.
5. Does the City intend to conduct interviews with top -ranked bidders with respect to this latest RFP? If so, will such interviews be conducted in -person or virtually? ➢ Response: The City may hold interviews with top -ranked firms, tentatively scheduled for the week of August 4-8. Interviews, if held, will be conducted virtually.
6. Page 21 of the RFP states that the proponent must provide at least three projects where all the principal team members, including subcontractors, worked together.
Would the City be able to clarify whether they are referring to each member of the proposed team needing to have worked together or solely the prime and sub - consultant firms (if applicable) having prior experience in working together? ➢ Response: This requirement has been updated. Please see Addendum #1. The City is now requesting a description of three of the most recent similar projects completed by the proposed project team. If applicable, proposers should also include a description of any projects where the principal firm and proposed subcontractors have previously worked together.
1/28/2025 City of Beaumont
Transportation Management & Design, Inc.
9 BEAUMONT
-C A L I F O R N I A
BEAUMONT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
For the three most recent similar projects, the City would like to clarify that it is not necessary for all proposed team members to have worked together on the same projects. While examples of prior collaboration are encouraged and viewed favorably, the primary goal is to demonstrate relevant experience for each key team member. If prior collaboration does not apply, proposers should highlight three projects that best reflect the qualifications and experience of the proposed team members as they relate to the scope of this study.
7. As the answer on firm experience and requirements for pre-existing relationships will have a significant effect on the ability of the possibility of partnering, would the City be able to provide a response to that question sooner or, alternatively, extend the proposal submission date to at least one month following the deadline to post the Q/A?
➢ Response: This requirement has been updated. Please see Addendum #1 and the response question #6.
8. What level of ridership data will be available to the consultant? Is the data available at the stop -level, trip -level, and/or route -level?
➢ Response: Ridership data will be available at the stop -level, trip -level, and route -level for both Fixed Route and Commuter Link services. The available datasets will include boardings by fare type, alightings (note that alighting and occupancy data will be recorded during the study period using the existing digital passenger counter system, with bus operators manually entering the data as needed; historical alighting and occupancy data is not available), route name, route ID, block ID, vehicle ID, actual and scheduled times, stop ID, stop name, trip start time, trip ID, schedule adherence, and service date.
Data will be available for the past two years, with the exception of alighting and occupancy data, which will only be collected during the study. ➢ For Dial -A -Ride (paratransit) service, the dataset will include service date, pickup and drop-off location names, trip status (e.g., rode, canceled, no-show), estimated miles, start mileage, end mileage, scheduled and actual pickup time, actual drop-off time, and vehicle ID. Rider names will not be included in the dataset, but a de -identified rider ID can be provided to identify unique riders, trip patterns and frequency of use.
9. What tools or software (i.e. remix, swiftly, etc.) does Beaumont have that will be available to the consultant for this project?
➢ Response: The consultant will be provided access to the City's Swiftly platform, which contains Fixed Route and Commuter Link trip data, including schedule adherence and ridership data at the stop-, trip- and route -level. For Dial -A -Ride service, the City uses TripMaster and will provide relevant data exports as needed. In addition, the City maintains a bus stop inventory, which includes stop ID, stop name, direction, latitude/longitude, status (active/inactive), available amenities (e.g., shelter, bench, trash can), and the routes that serve each stop.
1/28/2025 City of Beaumont
Transportation Management & Design, Inc.
10 BEAUMONT
-C A L F O R N I A
BEAUMONT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
10. Can the City please clarify which forms/certifications need to be submitted by subconsultants?
> Subconsultants should be identified in the proposal under Firm Experience/Qualifications. As noted in Addendum #1, if no prior collaboration exists between the prime consultant and a proposed subcontractor, a description of the subcontractor's relevant experience on projects of similar scope and complexity must be provided. Subconsultants are not required to submit separate forms or certifications at the time of proposal submission.
11. Can Beaumont consider answering questions as they come in, rather than releasing all the answers on 7/16, so proposers can better incorporate the new information and adjust proposal and approach accordingly?
➢ Yes.
12. Can the City provide platform hours by route and day type? Beaumont Transit Platform Hours (JULY 2024 - MAY 2025)
Route
Weekday Hours
Saturday Hours
Sunday Hours
Total
Route 3
2,673
No service
No service
2,673
Route 4
2,901
No service
No service
2,901
Route 3/4
No service
450
No service
450
Route 7
1,721
No service
No service
1,721
Route 9
867
No service
No service
867
Casino Express
2,623
No service
No service
2,623
Commuter Link 120
5,573
492
No service
6,064
Commuter Link 125
2,197
No service
No service
2,197
Dial -A -Ride
1,657
322
No Service
1,980
Total
20,211
1,264
0 21,476
13. Can you clarify what you mean by "platform hours?" Are you referring to total time from pull-out to pull -in (including layover and deadhead), or something else? ➢ Yes, you are correct. We are requesting the total time from pull-out to pull -in (including layover and deadhead) by route and day type.
Acknowledgement of Addendum #2 (To be included with proposal) China Langer
Print Name
07/07/2025
Date
1/28/2025
Transportation Management & Design, Inc.
City of Beaumont
11 BEAUMONT
-C A L I F O R N I ANT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
Addendum #3
RFP: COMPREHENSIVE OPERATIONAL ANALYSIS
Questions & Answer
1. Please summarize the main differences in the Scope of Work between the City's latest RFP and the one issued in January 2025.
➢ Response: The main difference is that the City refined the scope to better reflect its focus on long-term service sustainability in light of its recent UZA designation. Other elements of the scope have been adjusted for clarity, but the City will not be releasing a line -by- line comparison. Proposers should reference the current scope as published.
2. What is the primary reason the City rebid this project for a second time? ➢ Response: The City elected to rebid the project to refine the scope and to ensure a broader pool of competitive proposals.
3. Did the City receive any qualified responses to its most recent procurement? ➢ Response: The City received limited responses to the previous procurement. The reissuance includes a refined scope and also aims to promote a more competitive process.
4. Given the relatively wide project budget included in the City's prior RFP, does this latest RFP include more budget specificity?
➢ Response: The City will not be providing any information regarding the budget.
5. Does the City intend to conduct interviews with top -ranked bidders with respect to this latest RFP? If so, will such interviews be conducted in -person or virtually? ➢ Response: The City may hold interviews with top -ranked firms, tentatively scheduled for the week of August 4-8. Interviews, if held, will be conducted virtually.
6. Page 21 of the RFP states that the proponent must provide at least three projects where all the principal team members, including subcontractors, worked together.
Would the City be able to clarify whether they are referring to each member of the proposed team needing to have worked together or solely the prime and sub - consultant firms (if applicable) having prior experience in working together? ➢ Response: This requirement has been updated. Please see Addendum #1. The City is now requesting a description of three of the most recent similar projects completed by the proposed project team. If applicable, proposers should also include a description of any projects where the principal firm and proposed subcontractors have previously worked together.
Transportation Management & Design, Inc.
City of Beaumont
12 BEAUMONT
-C A L I F O R N I ANT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
For the three most recent similar projects, the City would like to clarify that it is not necessary for all proposed team members to have worked together on the same projects.
While examples of prior collaboration are encouraged and viewed favorably, the primary goal is to demonstrate relevant experience for each key team member. If prior collaboration does not apply, proposers should highlight three projects that best reflect the qualifications and experience of the proposed team members as they relate to the scope of this study.
7. As the answer on firm experience and requirements for pre-existing relationships will have a significant effect on the ability of the possibility of partnering, would the City be able to provide a response to that question sooner or, alternatively, extend the proposal submission date to at least one month following the deadline to post the Q/A?
➢ Response: This requirement has been updated. Please see Addendum #1 and the response question #6.
8. What level of ridership data will be available to the consultant? Is the data available at the stop -level, trip -level, and/or route -level? ➢ Response: Ridership data will be available at the stop -level, trip -level, and route -level for both Fixed Route and Commuter Link services. The available datasets will include boardings by fare type, alightings (note that alighting and occupancy data will be recorded during the study period using the existing digital passenger counter system, with bus operators manually entering the data as needed; historical alighting and occupancy data is not available), route name, route ID, block ID, vehicle ID, actual and scheduled times, stop ID, stop name, trip start time, trip ID, schedule adherence, and service date.
Data will be available for the past two years, with the exception of alighting and occupancy data, which will only be collected during the study. ➢ For Dial -A -Ride (paratransit) service, the dataset will include service date, pickup and drop-off location names, trip status (e.g., rode, canceled, no-show), estimated miles, start mileage, end mileage, scheduled and actual pickup time, actual drop-off time, and vehicle ID. Rider names will not be included in the dataset, but a de -identified rider ID can be provided to identify unique riders, trip patterns and frequency of use.
9. What tools or software (i.e. remix, swiftly, etc.) does Beaumont have that will be available to the consultant for this project?
➢ Response: The consultant will be provided access to the City's Swiftly platform, which contains Fixed Route and Commuter Link trip data, including schedule adherence and ridership data at the stop-, trip- and route -level. For Dial -A -Ride service, the City uses TripMaster and will provide relevant data exports as needed. In addition, the City maintains a bus stop inventory, which includes stop ID, stop name, direction, latitude/longitude, status (active/inactive), available amenities (e.g., shelter, bench, trash can), and the routes that serve each stop.
Transportation Management & Design, Inc.
City of Beaumont
13 BEAUMONT
-C A L F O R N I A
BEAUMONT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
10. Can the City please clarify which forms/certifications need to be submitted by subconsultants?
➢ Subconsultants should be identified in the proposal under Firm Experience/Qualifications. As noted in Addendum #1, if no prior collaboration exists between the prime consultant and a proposed subcontractor, a description of the subcontractor's relevant experience on projects of similar scope and complexity must be provided. Subconsultants are not required to submit separate forms or certifications at the time of proposal submission.
11. Can Beaumont consider answering questions as they come in, rather than releasing all the answers on 7/16, so proposers can better incorporate the new information and adjust proposal and approach accordingly? • Yes.
12. Can the City provide platform hours by route and day type? Beaumont Transit Platform Hours (JULY 2024 - MAY 2025)
Route
Weekday Hours
Saturday Hours
Sunday Hours
Total
Route 3
2,673
No service
No service
2,673
Route 4
2,901
No service
No service
2,901
Route 3/4
No service
450
No service
450
Route 7
1,721
No service
No service
1,721
Route 9
867
No service
No service
867
Casino Express
2,623
No service
No service
2,623
Commuter Link 120
5,573
492
No service
6,064
Commuter Link 125
2,197
No service
No service
2,197
Dial -A -Ride
1,657
322
No Service
1,980
Total
20,211
1,264
0 21,476
13. Can you clarify what you mean by "platform hours?" Are you referring to total time from pull-out to pull -in (including layover and deadhead), or something else? ➢ Yes, you are correct. We are requesting the total time from pull-out to pull -in (including layover and deadhead) by route and day type.
14. The RFQ states that proposals must be organized in the format provided. We'd like to combine the Scope of Services, Approach, and City Staff sections into one narrative, to show how they are inter -related and dependent on each other. Will this be acceptable for the reviewers?
➢ Yes, this is acceptable.
15. The RFP asks bidders to inventory "all existing bus stops, documenting their condition with respect to shelters, benches, lighting, ADA compliance, and other amenities." To better inform our cost proposal, it would be useful to understand in Transportation Management & Design, Inc.
City of Beaumont
14 BEAUMONT
-C A L I F O R N I ANT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
more detail how in depth the City wants the project team go in the inventorying effort. ADA compliance audits can be time -intensive, but a more cursory review of boarding pad dimensions and slope could be sufficient to help the City understand whether a stop appears ADA compliant.
➢ The City is seeking a field -based review guided by FTA Circular 4710.1. The inventory should document whether each stop has a firm, level boarding area, a path to the sidewalk or roadway, and sufficient space for a mobility device. Visual observation of slope or grading issues is sufficient. Consultants should also note missing curb ramps, obstructions, or amenities blocking access. The goal is to identify barriers to accessibility and prioritize improvements.
16. What are the "other amenities" that the City would like to see in inventorying? ➢ The City's current inventory includes stop locations, shelters, trash receptacles, and seating. Consultants should update this by documenting condition and noting additional elements such as signage, lighting, bike racks, and schedule displays. Observations of ADA accessibility and pedestrian access should also be included, as well as any safety or visibility concerns.
17. Is the financial data to be provided by the City set in the National Transit Database (NTD) chart of accounts and segregated by mode, e.g. motorbus, demand -response, etc.?
➢ No. The City is not currently an FTA recipient and has not reported to NTD. However, the City maintains financial data organized by standard transit cost categories and separated by service type (Fixed Route, Commuter Link, Dial -A -Ride). Data will be provided in a format suitable for analysis.
18. For costs that are shared between modes, does the City currently have a cost allocation model or methodology used to split costs between modes and programs? ➢ Yes. For FY 2025 and prior, shared costs were allocated based on ridership. Beginning in FY 2026, the City is using a weighted model based on revenue miles (35%), revenue hours (35%), and boardings (30%).
19. Will data provided by the City also include historical revenues? ➢ Yes.
20. How many years of actual operating and financial data will be supplied? ➢ At least two full years of actual operating and fmancial data, separated by service type and route, including key expense and revenue categories.
21. Task 3.A appears to have an operational cost analysis subtask but not a capital cost analysis subtask. Is there a desire to include/consider the present and future capital program in the overall cost analysis?
➢ Yes, a capital cost analysis should be included. While Task 3.A focuses on operational costs, it also references capital funding sources and long-term needs like fleet transitions.
Capital costs are also addressed elsewhere in the scope, including:
Transportation Management & Design, Inc.
City of Beaumont
15 BEAUMONT
-C A L I F O R N I A
BEAUMONT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
o Task 4 of the Bus Stop Improvement Plan
o Task 3 of the Microtransit Feasibility Assessment
o Task 5 Service Recommendations
To avoid ambiguity, Task 3.A. has been updated to include a dedicated capital cost analysis subtask.
Task 3.A. for this RFP has been updated to include:
C. Capital Cost Analysis:
a. Identify anticipated capital investment needs, informed by service recommendations, the Microtransit Feasibility Assessment, and the Bus Stop Improvement Plan. b. Provide high-level cost estimates and align capital needs with potential funding sources.
c. Evaluate how capital investments may impact overall financial sustainability and implementation feasibility.
22. What is the desired cost forecast horizon for the long-range financial plan? ➢ The desired forecast horizon is 10 years.
23. What role will electrification play, or not play, in the capital and operating plan? ➢ The fleet includes two battery -electric shuttles, with plans to expand to five electric buses across Dial -A -Ride and fixed route. The City is investing in EV charging, solar, and battery storage to manage long-term operating costs. Electrification will impact both capital and operating budgets and should be reflected in the plan.
24. Does the City have any other large capital projects planned within the desired long-range financial forecast, e.g. new operating base, new transit center, etc.? ➢ Yes. The City is in the design and environmental phase for a new transit yard, which includes an operations building, maintenance facility, administrative offices, CNG fueling, hydrogen fueling, EV charging, solar PV systems, and battery energy storage. A separate consultant is developing cost estimates and a phasing plan. This project should be included in the long-range fmancial forecast.
Acknowledgement of Addendum #3 (To be included with proposal) c,. )
gnature -4Ar
China Langer
Print Name
07/16/2025
Date
Transportation Management & Design, Inc.
City of Beaumont
16 BEAUMONT
-C A L F O R N I A
BEAUMONT
550 E. 6th Street
Phone (951) 572-3236
BeaumontCa.gov
City of Beaumont
Addendum #4
Request for Bid:
TRANSIT COMPREHENSIVE OPERATIONAL ANALYSIS
Please note that the following changes have been made to task 3.a on the RFP.
To avoid ambiguity, Task 3.A. has been updated to include a dedicated capital cost analysis subtask.
Task 3.A. for this RFP has been updated to include:
C. Capital Cost Analysis:
a. Identify anticipated capital investment needs, informed by service recommendations, the Microtransit Feasibility Assessment, and the Bus Stop Improvement Plan. b. Provide high-level cost estimates and align capital needs with potential funding sources.
c. Evaluate how capital investments may impact overall financial sustainability and implementation feasibility.
Acknowledgement of Addendum #4 (To be included with proposal) Q----(Ir
ignature
China Langer
Print Naine
07/16/2025
Date
Transportation Management & Design, Inc.
City of Beaumont
17 City of Beaumont Agreement #
C25-112
AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR
THIS AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the 2nd day of September 2025, by and between the CITY OF BEAUMONT ("CITY") whose address is 550 E. 6th St, Beaumont, California 92223, and TRANSPORTATION MANAGEMENT & DESIGN, INC., whose address is 2701 Loker Ave. W., Suite 110, Carlsbad, CA 92010 ("CONTRACTOR").
RECITALS
This Agreement is entered into on the basis of the following facts, understandings and intentions of the parties to this Agreement:
A. CITY desires to engage CONTRACTOR to provide consulting services for a Comprehensive Operational Analysis for project T25-03 Comprehensive Operational Analysis; and
B. CONTRACTOR has made a proposal ("Proposal") to the CITY to provide such professional services, which Proposal is attached hereto as Exhibit "A" and incorporated herein by this reference; and
C. CONTRACTOR agrees to provide such services pursuant to, and in accordance with, the terms and conditions of this Agreement, and represents and warrants to CITY that CONTRACTOR possesses the necessary skills, licenses, certifications, qualifications, personnel and equipment to provide such services.
AGREEMENT
NOW, THEREFORE, in consideration of the foregoing Recitals and mutual covenants contained herein, CITY and CONTRACTOR agree as follows:
1. Term of Agreement. This Agreement is effective as of the date first above written and shall continue until terminated as provided for herein. Notwithstanding anything in this Agreement to the contrary, this Agreement shall automatically terminate after sixteen (16) months unless extended by the parties with the approval of the City Council of the CITY.
2. Services to be Performed. CONTRACTOR agrees to provide the services ("Services") per Exhibit "A". All Services shall be performed in the manner and according to the timeframe set forth in the Proposal. CONTRACTOR designates China Langer as CONTRACTOR'S professional(s) responsible for overseeing the Services provided by CONTRACTOR.
3. Associates and Subcontractors. CONTRACTOR may, at CONTRACTOR's sole cost and expense, employ such competent and qualified independent associates, subcontractors and consultants as CONTRACTOR deems necessary to perform the Services; provided, however, that CONTRACTOR shall not subcontract any of the Services without the written consent of CITY.
City of Beaumont Agreement #
C25-112
4. Compensation.
4.01 CONTRACTOR shall be paid at the rates set forth in the Proposal and shall not increase any rate without the prior written consent of the CITY. Notwithstanding anything in this Agreement to the contrary, total fees and charges paid by CITY to CONTRACTOR under this Agreement shall not exceed three hundred ninety-nine thousand, six hundred fifty-three dollars and thirty-six cents ($399,653.36).
4.02 CONTRACTOR shall not be compensated for any Services rendered nor reimbursed for any expenses incurred in excess of those authorized unless approved in advance by the CITY, in writing.
4.03 CONTRACTOR shall submit to CITY, on or before the fifteenth (15th) of each month, itemized invoices for the Services rendered in the previous month. The CITY shall not be obligated to pay any invoice that is submitted more than sixty (60) days after the due date of such invoice. CITY shall have the right to review and audit all invoices prior to or after payment to CONTRACTOR. This review and audit may include, but not be limited to CITY' s:
a. Determination that any hourly fee charged is consistent with this Agreement's approved hourly rate schedule;
b. Determination that the multiplication of the hours billed times the approved rate schedule dollars is correct;
c. Determination that each item charged is the usual, customary, and reasonable charge for the particular item. If CITY determines an item charged is greater than usual, customary, or reasonable, or is duplicative, ambiguous, excessive, or inappropriate, CITY shall either return the bill to CONTRACTOR with a request for explanation or adjust the payment accordingly, and give notice to CONTRACTOR of the adjustment.
4.04 CONTRACTOR shall receive payment by the CITY for the services provided as specified in Exhibit "A".
a. CONTRACTOR shall submit all invoices to the City of Beaumont's Accounts Payable at the email address listed below.
b. CONTRACTOR will send the original invoices to:
City of Beaumont
Attn: Finance Depailment-Accounts Payable
at
[email protected]
c. Each invoice shall contain a minimum of the following information:
invoice number and date; PO number (once issued by the CITY), remittance address; bill -to and ship -to addresses of ordering department/division; Agreement number (24-118), quantities; item descriptions, unit prices, extensions, sales/use tax if applicable, an invoice total, and any other
City of Beaumont Agreement #
C25-112
information requested by the City.
4.04 If the work is satisfactorily completed, CITY shall pay such invoice within thirty (30) days of its receipt. Should CITY dispute any portion of any invoice, CITY shall pay the undisputed portion within the time stated above, and at the same time advise CONTRACTOR in writing of the disputed portion.
5. Obligations of CONTRACTOR.
5.01 CONTRACTOR agrees to perform all Services in accordance with the terms and conditions of this Agreement and the Proposal. In the event that the terms of the Proposal shall conflict with the terms of this Agreement or contain additional terms that purport to bind the CITY other than the Services to be rendered and the price for the Services, the terms of this Agreement shall govern and said additional or conflicting terms shall be of no force or effect.
5.02 Except as otherwise agreed by the parties, CONTRACTOR will supply all personnel, materials and equipment required to perform the Services. CONTRACTOR shall provide its own offices, telephones, vehicles and computers and set its own work hours. CONTRACTOR will determine the method, details, and means of performing the Services under this Agreement.
5.03 CONTRACTOR shall keep CITY informed as to the progress of the Services by means of regular and frequent consultations. Additionally, when requested by CITY, CONTRACTOR shall prepare written status reports.
5.04 CONTRACTOR is responsible for paying, when due, all income and other taxes, fees and withholding, including withholding state and federal taxes, social security, unemployment and worker's compensation, incurred as a result of the compensation paid under this Agreement. CONTRACTOR agrees to indemnify, defend and hold harmless CITY for any claims, costs, losses, fees, penalties, interest, or damages suffered by CITY resulting from CONTRACTOR's failure to comply with this provision.
5.05 In the event CONTRACTOR is required to prepare plans, drawings, specifications and/or estimates, the same shall be furnished in conformance with local, state and federal laws, rules and regulations.
5.06 CONTRACTOR represents that it possesses all required licenses necessary or applicable to the performance of Services under this Agreement and the Proposal and shall obtain and keep in full force and effect all permits and approvals required to perform the Services herein. In the event CITY is required to obtain an approval or permit from another governmental entity, CONTRACTOR shall provide all necessary supporting documents to be filed with such entity.
5.07 CONTRACTOR shall be solely responsible for obtaining Employment Eligibility Verification information from CONTRACTOR's employees, in compliance with the Immigration Reform and Control Act of 1986, Pub. L. 99-603 (8 U.S.C. 1324a), and shall ensure that CONTRACTOR's employees are eligible to work in the United
City of Beaumont Agreement #
C25-112
States.
5.08 In the event that CONTRACTOR employs, contracts with, or otherwise utilizes any Ca1PERS retirees in completing any of the Services performed hereunder, such instances shall be disclosed in advance to the CITY and shall be subject to the CITY's advance written approval.
5.09 Drug -free Workplace Certification. By signing this Agreement, the CONTRACTOR hereby certifies under penalty of perjury under the laws of the State of California that the CONTRACTOR will comply with the requirements of the Drug -Free Workplace Act of 1990 (Government Code, Section 8350 et seq.) and will provide a drug - free workplace.
5.10 CONTRACTOR shall comply with all applicable local, state and federal laws, rules, regulations, entitlements and/or permits applicable to, or governing the Services authorized hereunder including, but not limited to California Department of Industrial Relations (Cal/OSHA) regulations; and the U.S. Depailinent of Transportation Omnibus Transportation Employee Testing Act, related to their scope of work and operations. In case of conflict in regulations, the most stringent shall apply.
6. Insurance. CONTRACTOR hereby agrees to be solely responsible for the health and safety of its employees and agents in performing the Services under this Agreement and shall comply with all laws applicable to worker safety including but not limited to Cal - OSHA. Therefore, throughout the duration of this Agreement, CONTRACTOR hereby covenants and agrees to maintain insurance in conformance with the requirements set forth below. Attached hereto as Exhibit "B" are copies of Certificates of Insurance and endorsements as required by Section 7.02. If existing coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so. CONTRACTOR shall provide the following types and amounts of insurance:
6.01 Commercial general liability insurance in an amount of not less than $1,000,000 per occurrence and $2,000,000 in the aggregate; CONTRACTOR agrees to have its insurer endorse the general liability coverage required herein to include as additional insured's CITY, its officials, employees and agents. CONTRACTOR also agrees to require all contractors and subcontractors to provide the same coverage required under this Section 6.
6.02 Business Auto Coverage in an amount no less than $1 million per accident.
If CONTRACTOR or CONTRACTOR's employees will use personal autos in performance of the Services hereunder, CONTRACTOR shall provide evidence of personal auto liability coverage for each such person.
6.03 Workers' Compensation coverage for any of CONTRACTOR's employees that will be providing any Services hereunder. CONTRACTOR will have a state -approved policy form providing statutory benefits as required by California law. The provisions of any workers' compensation will not limit the obligations of CONTRACTOR under this
City of Beaumont Agreement #
C25-112
Agreement. CONTRACTOR expressly agrees not to use any statutory immunity defenses under such laws with respect to CITY, its employees, officials and agents.. Sole proprietors with no employees, LLCs, or partnerships using the services of members or partners who do not carry workers' compensation acknowledge that they are not subject to the Workers' Compensation Act of the State of California and agree to complete a signed workers compensation exemption form.
6.04 Optional Insurance Coverage. Choose and check one: Required X /Not Required _; Errors and omissions insurance in a minimum amount of $2 million per occurrence to cover any negligent acts or omissions committed by CONTRACTOR, its employees and/or agents in the performance of any Services for CITY.
6.05. Cyber Liability Insurance REQUIRED IF CHECKED HERE ONLY [X] (Technology Professional Liability — Errors and Omissions), with limits not less than $2,000,000 per occurrence or claim, and $2,000,000 aggregate or the full per occurrence limits of the policies available, whichever is greater. Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by CONTRACTOR in this Agreement and shall include, but not be limited to, claims involving infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, alteration of electronic information, extortion and network security. The policy shall provide coverage for breach response costs as well as regulatory fines and penalties as well as credit monitoring expenses with limits sufficient to respond to these obligations. CONTRACTOR will file with DISTRICT, before beginning professional services, certificates of insurance (Acord Form 25 or equivalent) satisfactory to DISTRICT evidencing.
6.06. If Claims Made Policies (applies only to professional liability and cyber liability policies):
1. The Retroactive Date must be shown and must be before the date of the contract or the beginning of contract work.
2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the contract of work.
3. If coverage is canceled or non -renewed, and not replaced with another claims -made policy form with a Retroactive Date prior to the contract effective date, the CONTRACTOR must purchase "extended reporting" coverage for a minimum of five (5) years after completion of contract work.
7. General Conditions pertaining to Insurance Coverage
7.01 No liability insurance coverage provided shall prohibit CONTRACTOR from waiving the right of subrogation prior to a loss. CONTRACTOR waives all rights of subrogation against CITY regardless of the applicability of insurance proceeds and shall require all contractors and subcontractors to do likewise.
City of Beaumont Agreement #
C25-112
7.02. Prior to beginning the Services under this Agreement, CONTRACTOR shall furnish CITY with certificates of insurance, endorsements, and upon request, complete copies of all policies, including complete copies of all endorsements. All copies of policies and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf.
7.03. All required policies shall be issued by a highly rated insurer with a minimum A.M. Best rating of "A:VII"). The insurer(s) shall be admitted and licensed to do business in California. The certificates of insurance hereunder shall state that coverage shall not be suspended, voided, canceled by either party, or reduced in coverage or in limits, except after thirty (30) days' prior written notice has been given to CITY.
7.04 Self-insurance does not comply with these insurance specifications.
CONTRACTOR acknowledges and agrees that that all insurance coverage required to be provided by CONTRACTOR or any subcontractor, shall apply first and on a primary, non- contributing basis in relation to any other insurance, indemnity or self-insurance available to CITY.
7.05 All coverage types and limits required are subject to approval, modification and additional requirements by CITY, as the need arises. CONTRACTOR shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect CITY's protection without CITY's prior written consent.
7.06 CONTRACTOR agrees to provide immediate notice to CITY of any claim or loss against CONTRACTOR or arising out of the Services performed under this Agreement. CITY assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve CITY.
8. Indemnification.
8.01 CONTRACTOR and CITY agree that CITY, its employees, agents and officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys' fees, litigation costs, defense costs, court costs or any other costs arising out of or in any way related to the performance of this Agreement by CONTRACTOR or any subcontractor or agent of either as set forth herein.
Accordingly, the provisions of this indemnity are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to CITY.
CONTRACTOR acknowledges that CITY would not enter into this Agreement in the absence of the commitment of CONTRACTOR to indemnify and protect CITY as set forth herein.
a. To the fullest extent permitted by law, CONTRACTOR shall defend, indemnify and hold harmless CITY, its employees, agents and officials, from any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, damages or costs of any
City of Beaumont Agreement #
C25-112
kind, whether actual, alleged or threatened, actual attorneys' fees incurred by CITY, court costs, interest, defense costs, including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of or arising out of, or in any way attributable actually, allegedly or impliedly, in whole or in part to the performance of this Agreement.
CONTRACTOR's obligation to defend, indemnify and hold harmless shall include any and all claims, suits and proceedings in which CONTRACTOR (and/or CONTRACTOR's agents and/or employees) is alleged to be an employee of CITY.
All obligations under this provision are to be paid by CONTRACTOR as they are incurred by CITY.
b. Without affecting the rights of CITY under any provision of this Agreement or this Section, CONTRACTOR shall not be required to indemnify and hold harmless CITY as set forth above for liability attributable solely to the fault of CITY, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction.
8A. Indemnification Design Professionals.
8A.01 In the event that CONTRACTOR is a design professional under California Civil Code Section 2782.8 this Section 8A shall apply instead of Section 8. To the fullest extent permitted by California law and in accordance with California Civil Code section 2782.8, CONTRACTOR shall indemnify, and hold harmless the City, its officers, employees, trustees and members ("Indemnified Parties") from any and all actions, assessments, counts, citations, claims, costs, damages, demands, judgments, liabilities (legal, administrative or otherwise), losses, notices, expenses, fines, penalties, proceedings, responsibilities, violations, attorney's and consultants' fees and causes of action including, but not limited to those for, injury to property or persons, including personal injury and/or death ("Claim(s)"), to the extent that the Claim(s) arises out of, pertains to, or relates to the negligence, recklessness, or willful misconduct of CONTRACTOR, its directors, officials, officers, employees and consultants arising out of, connected with, or resulting from the performance of the Services, the Project, or this Agreement. This indemnity excludes liability caused by the negligence or willful misconduct of any of the Indemnified Parties.
The cost to indemnify, hold harmless, and defend charged to CONTRACTOR shall not exceed CONTRACTOR'S proportionate percentage of fault.
9. Additional Services, Changes and Deletions.
9.01 In the event CONTRACTOR performs additional or different services than those described herein without the prior written approval of the City Manager and/or City Council of CITY, CONTRACTOR shall not be compensated for such services.
CONTRACTOR expressly waives any right to be compensated for services and materials not covered by the scope of this Agreement or authorized by the CITY in writing.
9.02 CONTRACTOR shall promptly advise the City Manager and Finance Director of CITY as soon as reasonably practicable upon gaining knowledge of a condition, event or accumulation of events which may affect the scope and/or cost of Services. All proposed changes, modifications, deletions and/or requests for additional services shall be reduced to writing for review and approval by the CITY and/or City Council.
City of Beaumont Agreement #
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10. Termination of Agreement.
10.01 Notwithstanding any other provision of this Agreement, CITY, at its sole option, may terminate this Agreement with or without cause, or for no cause, at any time by giving twenty (20) days' written notice to CONTRACTOR.
10.02 In the event of termination, the payment of monies due CONTRACTOR for undisputed Services performed prior to the effective date of such termination shall be paid within thirty (30) business days after receipt of an invoice as provided in this Agreement.
Immediately upon termination, CONTRACTOR agrees to promptly provide and deliver to CITY all original documents, reports, studies, plans, specifications and the like which are in the possession or control of CONTRACTOR and pertain to CITY.
11. Status of CONTRACTOR.
11.01 CONTRACTOR shall perform the Services in CONTRACTOR's own way as an independent contractor, and in pursuit of CONTRACTOR'S independent calling, and not as an employee of CITY. However, CONTRACTOR shall regularly confer with CITY's City Manager as provided for in this Agreement.
11.02 CONTRACTOR agrees that it is not entitled to the rights and benefits afforded to CITY's employees, including disability or unemployment insurance, workers' compensation, retirement, Ca1PERS, medical insurance, sick leave, or any other employment benefit. CONTRACTOR is responsible for providing, at its own expense, disability, unemployment, workers' compensation and other insurance, training, permits, and licenses for itself and its employees and subcontractors.
11.03 CONTRACTOR hereby specifically represents and warrants to CITY that it possesses the qualifications and skills necessary to perform the Services under this Agreement in a competent, professional manner, without the advice or direction of CITY and that the Services to be rendered pursuant to this Agreement shall be performed in accordance with the standards customarily applicable to an experienced and competent professional rendering the same or similar services in the same geographic area where the CITY is located. Further, CONTRACTOR represents and warrants that the individual signing this Agreement on behalf of CONTRACTOR has the full authority to bind CONTRACTOR to this Agreement.
12. Ownership of Documents; Audit.
12.01 All draft and final reports, plans, drawings, studies, maps, photographs, specifications, data, notes, manuals, warranties and all other documents of any kind or nature prepared, developed or obtained by CONTRACTOR in connection with the performance of Services performed for the CITY shall become the sole property of CITY, and CONTRACTOR shall promptly deliver all such materials to CITY upon request. At the CITY's sole discretion, CONTRACTOR may be permitted to retain original documents, and furnish reproductions to CITY upon request, at no cost to CITY.
City of Beaumont Agreement #
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12.02 Subject to applicable federal and state laws, rules and regulations, CITY shall hold all intellectual property rights to any materials developed pursuant to this Agreement. CONTRACTOR shall not such use data or documents for purposes other than the performance of this Agreement, nor shall CONTRACTOR release, reproduce, distribute, publish, adapt for future use or any other purposes, or otherwise use, any data or other materials first produced in the performance of this Agreement, nor authorize others to do so, without the prior written consent of CITY.
12.03 CONTRACTOR shall retain and maintain, for a period not less than four years following termination of this Agreement, all-time records, accounting records and vouchers and all other records with respect to all matters concerning Services performed, compensation paid and expenses reimbursed. At any time during normal business hours and as often as CITY may deem necessary, CONTRACTOR shall make available to CITY' s agents for examination all of such records and shall permit CITY' s agents to audit, examine and reproduce such records.
13. Miscellaneous Provisions.
13.01 This Agreement, which includes all attached exhibits, supersedes any and all previous agreements, either oral or written, between the parties hereto with respect to the rendering of Services by CONTRACTOR for CITY and contains all of the covenants and agreements between the parties with respect to the rendering of such Services in any manner whatsoever. Any modification of this Agreement will be effective only if it is in writing signed by both parties.
13.02 CONTRACTOR shall not assign or otherwise transfer any rights or interest in this Agreement without the prior written consent of CITY. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement.
13.03 CONTRACTOR shall timely file FPPC Form 700 Conflict of Interest Statements with CITY if required by California law and/or the CITY's conflict of interest policy.
13.04 If any legal action or proceeding, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys' fees and costs, in addition to any other relief to which that party may be entitled.
13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California. The parties agree that venue in any litigation between them shall be in Riverside County, California.
13.06 CONTRACTOR covenants that neither it nor any officer or principal of its firm has any interest, nor shall they acquire any interest, either directly or indirectly, which will conflict in any manner or degree with the performance of their Services hereunder.
CONTRACTOR further covenants that in the performance of this Agreement, no person
City of Beaumont Agreement #
C25-112
having such interest shall be employed by it as an officer, employee, agent, or subcontractor.
13.07 CONTRACTOR has read and is aware of the provisions of Section 1090 et seq. and Section 87100 et seq. of the Government Code relating to conflicts of interest of public officers and employees. CONTRACTOR agrees that they are unaware of any financial or economic interest of any public officer or employee of the CITY relating to this Agreement. It is further understood and agreed that if such a financial interest does exist at the inception of this Agreement, the CITY may immediately terminate this Agreement by giving notice thereof. CONTRACTOR shall comply with the requirements of Government Code section 87100 et seq. and section 1090 in the performance of and during the term of this Agreement.
13.08 Improper Consideration. CONTRACTOR shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the CITY in an attempt to secure favorable treatment regarding this Agreement or any contract awarded by CITY. The CITY, by notice, may immediately terminate this Agreement if it determines that any improper consideration as described in the preceding sentence was offered to any officer, employee or agent of the CITY with respect to the proposal and award process of this Agreement or any CITY contract. This prohibition shall apply to any amendment, extension or evaluation process once this Agreement or any CITY contract has been awarded. CONTRACTOR shall immediately report any attempt by any CITY officer, employee or agent to solicit (either directly or through an intermediary) improper consideration from CONTRACTOR.
13.09 Severability. If any portion of this Agreement is declared invalid, illegal or otherwise unenforceable by a court of competent jurisdiction, the entire balance of this Agreement not so affected shall remain in full force and effect.
13.10 Prevailing Wages. If the Services include work performed during the design, site assessment, feasibility study, and other preconstruction phases of construction, including, but not limited to, inspection and land surveying work, regardless of whether any further construction work is conducted, and work performed during the post - construction phases of construction, CONTRACTOR shall be responsible to comply with applicable prevailing wages laws. As a condition of payment, CONTRACTOR shall show proof of payment of wages under applicable state and federal laws and regulations relating to prevailing wages in accordance with the "General Wage Determination Made By the Director of Industrial Relations Pursuant To California Labor Code, Part 7, Chapter 1, Article 2, Sections 1770, 1773 and 1773.1", for Riverside County and/or 40 U.S.C. Section 276a, et. seq. Such wage rates shall conform with those posted at DISTRICT offices and the project site. In the event that the CONTRACTOR fails to pay the prevailing wages, the CONTRACTOR shall be solely liable for penalties and for the shortfall in wages and shall indemnify, defend and hold harmless DISTRICT under Section 8.01 against any of the same. The following Labor Code sections are hereby referenced and made a part of this Agreement:
City of Beaumont Agreement #
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1. Section 1775 - Penalty for Failure to Comply with Prevailing Wage Rates.
2. Section 1777.4 - Apprenticeship Requirements.
3. Section 1777.5 - Apprenticeship Requirements.
4. Section 1813 - Penalty for Failure to Pay Overtime.
5. Sections 1810 and 1811 - Working Hour Restrictions.
6. Section 1775 - Payroll Records.
7. Section 1773.8 - Travel and Subsistence Pay.
[signatures on following page]
City of Beaumont Agreement #
C25-112
IN WITNESS WHEREOF, the parties hereby have made and executed this Agreement to be effective as of the day and year first above written.
CITY: CONTRACTOR:
CITY OF BEAUMONT
By: By:
Mike Lara, Mayor
Print Name: China Langer
Title: President
City of Beaumont Agreement #
C25-112
EXHIBIT "A"
PROPOSAL
(insert behind this page)
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
OVAli
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 1567 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 1569 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 1571 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 1573 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)
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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 (O1/2O22- O8/2O23)
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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August 2023
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C:'RONA
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 1575 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 1587 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