36 5
Proposed Team
Professional Resume
Anna Joos, Senior Planner
Overview
Anna holds a degree in Economics and Environmental Studies from the University of Wisconsin -Madison, where she specialized in sustainable development and climate change impacts on vulnerable populations. She previously worked for the United Nation Environmental Program where she analyzed the relationship between a Estonia's reliance on clean fuels in relation to their ambient air pollution. At TMD, she has supported numer- ous transit initiatives across the United States, including comprehensive operational analy- ses, transit development plans, and paratransit studies. In each project, she consistently supports the delivery of innovative solutions through her detailed market assessments, comprehensive data analysis, and rider and stakeholder engagement. As Lead Planner on multiple TMD projects, including the RTA Sustainable Service Plan and Sun Tran COA, she actively supported the projects' community engagement, data analysis, development of service recommendations, as well as the day-to-day management of taskwork.
Relevant Experience
Riverside Transit Agency (RTA) Bus Stop Amenity Policy Update, Riverside, CA, Senior Planner, Task Leader (2024)
— Anna worked with RTA on an update to their bus stop amenity policy, determining how shelters should be allocated among the 18 member jurisdictions.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Associate Planner, Task Leader (2022-2023)
— Anna was a key member of the RTA Sustainable Services Plan project team. She led the evaluation of RTA's current service, analyzed survey data from two rounds of public outreach, and supported the development of service alternatives. The final service recommendations and service standards were approved by the board in March 2023.
Sun Tran COA, Tucson, AZ, Associate Planner, Task Leader (2022-2024) Anna has served as the Lead Associate on the Sun Tran COA. She led the Market Assessment and Service Evaluation which took a comprehensive look at SunTran's existing service performance and Tucson's demographics. She participated in two rounds of public meetings, speaking directly with riders about their service needs. She also played a key role in the development of service alternatives in the final COA plan.
Finally, she led the development of a bus stop amenity program and comprehensive service standards.
Sun Van Comprehensive Operations Analysis, Tucson, AZ, Associate Planner (2024) — Anna participated in a comprehensive review of Sun Van paratransit service in the Greater Tucson area. She helped develop a survey instrument and analyze the results in Power BI.
Victor Valley Transportation Authority (VVTA) Comprehensive Operations Analysis, Victorville, CA, Associate Planner (2024)
— Anna completed a Market Assessment for the VVTA COA, analyzing demographic data, travel patterns, and survey results to identify unmet market demand for transit service in Victor Valley.
■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Environmental Studies
University of Wisconsin Madison
BA, Economics
University of Wisconsin Madison
EXPERIENCE
Transportation Management
& Design, Inc.
United Nations Environmental
Programme
U.S. House Natural Resources
Committee
Years of experience: 4
Transportation Management & Design, Inc.
City of Beaumont
37 5
Proposed Team
Anna loos, Page 2
Yolo Transportation District Short Range Transit Plan, Woodland, CA, Associate Planner (2024 -Present)
— Anna helped lead the development of the YoIoTD Community Survey and held pop up events across Yolo County to engage with the public. Findings from outreach, paired with analysis from the Market Assessment were used to build the Goals, Objectives, and Standards that will shape the final plan.
City of Davis UniTrans Short Range Transit Plan, Davis, CA, Associate Planner (2024 -Present) — As the lead associate on the City of Davis SRTP, Anna has guided and directed the development of the Market Assessment in the Existing Conditions report. Anna also synthesized this information with the comments received during public outreach, to help develop a plan for the City of Davis which would improve transit accessibility for UC Davis students and the entire community.
HRDC Bozeman Transit Development Plan Update, Bozeman, MT, Associate Planner, Community Engagement Lead (2024 -Present)
— Anna is leading the Community Engagement efforts for the Bozeman TDP update. Her work included developing a Public and Stakeholder plan, an online community and customer survey, and materials for the outreach events.
City of Pasadena Short Range Transit Plan, Pasadena, CA, Senior Planner (2023-2025) Anna was the Lead Planner on the Pasadena project, supporting all aspects of the project. She led the execution and in depth analysis of the On -Board Rider Survey and created easily understandable dashboard in Power BI. She developed the outreach plan and all supporting materials for the first round of outreach including posters, presentations and interactive games for community member engagement.
Great Falls Transit (GFT) Transit Development Plan, Great Falls, MT, Associate Planner (2023-2025) — As the lead associate for this TDP. Anna guided the development of the Existing Conditions Report, including the market assessment and service evaluation, as well as completed a survey analysis of responses from community members and transit riders alike. She also developed service alternatives based on her findings from these first tasks.
Orange County Transportation Authority (OCTA) Making Better Connections Fixed -Route Restructuring Study, Orange County, CA, Associate Planner (2021-2023) — Anna has supported the OCTA Making Better Connections Study team by helping to develop service recommendations, and summarized comments received from the public engagement process.
NJ TRANSIT Greater New Brunswick Transportation Study, New Brunswick, NJ, Associate Planner (2021-2022)
— Anna has contributed to the final route design for service options in New Brunswick.
Honolulu Transit Comprehensive Operational Analysis, Honolulu, HI, Associate Planner (2020-2023) — Anna has supported the Honolulu Comprehensive Operational Analysis team but conducting an evaluation of each route's service performance.
Des Moines Area Regional Transit Authority (DART) Paratransit Consulting Services, Des Moines, IA, Associate Planner (2022-2023)
— Anna collected paratransit eligibility documents from ten peer agencies. She summarized the eligibility requirements and worked with the project team to make recommendations to streamline Des Moines Area Regional Transit Authority's paratransit application process for the applicants and the reviewers. ■TMD
Transportation Management & Design, Inc.
City of Beaumont
38 5
Proposed Team
Professional Resume
Gary Hewitt, Project Manager
Overview
Gary Hewitt brings over 30 years of experience in transit planning and operations. He has delivered diverse transit planning projects, including Title VI Equity Analyses, short- range transit plans, project feasibility studies, and long-term transit visions. His experience managing the day-to-day operations of bus and paratransit services gives him a unique perspective that helps him develop implementable solutions and understand FTA policy.
Gary has also supported implementing customer -facing technology initiatives during his career, including real-time passenger information, innovative fare payment, and app - based service delivery. Prior to joining TMD, he worked for several small municipal and large regional transit agencies in Southern California, including OCTA, the City of Irvine, LA Metro, and the City of Glendale.
Relevant Experience
Riverside Transit Agency Systemwide COVID-19 Fixed -Route Reduction Plan, Riverside, CA, Subject Matter Expert (2020-2021)
— Gary developed and RFI for a new microtransit service and assisted staff in reviewing the proposal and developing an operating plan for RTA's GoMicro service in Hemet.
Whatcom Transportation Authority, Microtransit Feasibility Study, Bellingham, WA, Project Manager (2023-2024)
— Gary worked with WTA to determine the feasibility of introducing microtransit.
The study evaluated the potential performance of microtransit service in different areas within WTA's service boundaries and identified various operating models and recommend technology features.
VIA General Planning Consultant: Mobility On Demand Support Task Order, San Antonio, TX, Task Lead (2023)
— Gary helped project ridership and resource requirements for potential new VIA Link microtransit zones. The model used anonymized travel data to estimate ridership by hour and the associated number of vehicles and revenue hours needed to meet the anticipated demand.
Sun Van Comprehensive Operations Analysis, Tucson, AZ, Project Manager (2024 -Present)
— Gary is currently leading a comprehensive evaluation of Sun Van's ADA service, including Sun Van's policies and procedures, service area boundary, service performance, and eligibility process. The project is also looking at the co -mingling of ADA with SunTran's Sun On -Demand service.
■TMD
City of Pasadena Short Range Transit Plan, Pasadena, CA, Project Manager (2023- 2025)
— Gary is served as the Project Manager, assisting the City of Pasadena with their Short - Range Transit Plan update. The project included analysis of the City's fixed -route and paratransit services including ridechecks and customer surveys. He also led the public outreach and development of service recommendations.
VISION. PLAN. IMPLEMENT.
EDUCATION
BS, Urban/Regional Planning,
California State Polytechnic University
(CalPoly), Pomona, CA
Transit Mid -Manager Seminar
Eno Center for Transportation
Project Management Course
American Management Association
AWARDS
Past Chair of SCAG Regional Transit
Technical Advisory Committee
2016 Administrative Employee of the
Year I OCTA
2012 City Manager Performance
Award I City of Irvine
EXPERIENCE
Transportation Management
& Design, Inc.
OCTA
City of Irvine
LACMTA
City of Glendale
Years of experience: 30
Transportation Management & Design, Inc.
City of Beaumont
39 5
Proposed Team
Gary Hewitt, Page 2
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, Project Manager (2023-2025) — Gary served as the Project Manager for Gold Coast's Short -Range Transit Plan update. He led the existing conditions analysis and development of service recommendations. The project also included an analysis of a new High -Quality Transit Corridor through the core of the service area.
City of Santa Monica Big Blue Bus "Brighter Blue" Comprehensive Operational Analysis, Santa Monica, CA, Task Lead (2023-2024)
— Gary lead the data collection and data analysis tasks. This included developing interactive dashboards comparing the existing and pre -pandemic service performance.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Task Lead (2022-2023) — Gary lead the update of RTA's Service Standards to incorporate new standards for RTA's GoMicro service and ensure service classifications and standards match RTA's latest operation.
Greater Richmond Transit Company Paratransit Operational Analysis, Richmond, VA, Project Advisor (2025 -Present)
— Gary is supporting GRTC Paratransit Operational Ananlysis by lending his expertise in paratransit eligibility and operating models.
Whatcom Transportation Authority Cross County Paratransit Feasibility Study, Bellingham, WA, Project Manager (2022)
— Gary worked with WTA to determine the feasibility of providing paratransit trips to a neighboring county. The study included a passenger survey, review of paratransit trips, and stakeholder meetings.
Gary also led the Title VI Service Equity Analysis of the draft recommendations.
Metropolitan Transportation Commission (MTC) Clipper Mobile Card Fare Equity Analysis, San Francisco, CA, Project Manager (2022-2023)
— Gary served as the Project Manager for TMD's work. He conducted a peer review which analyzed fare card acquisitions fees for peer agencies. Using Title VI policies of Clipper card member agencies, Gary led the Title VI equity analysis which analyze the potential impact of not charging a fee for Clipper® mobile cards and keeping the plastic Clipper® card fee at $3.00.
RTC of Washoe County Transit Optimization Plan Strategies, Reno, NV, Project Manager (2021-2022) — Gary served as the Project Manager for RTC Washoe's plan to guide transit delivery over the next 5 -years. The effort included comprehensive research of all facets of RTC's public transit services which informed recommendations for optimizing service, operations, capital needs, and technological improvements. Gary also led the Title VI Service Equity Analysis of the draft recommendations.
City of Irvine Transit Vision Study, Irvine, CA, Task Lead (2021-2022) — Gary led the development of transit service concepts for the City's transit plan. The plan includes a pilot project implementation to introduce new transit services to City residents.
DART Paratransit Consulting Services, Des Moines, IA, Subject Matter Expert (2021-2023) — Gary served as a Subject Matter Expert assisting DART in marking changes to their organizational structure and policies in support of their changing on -demand services.
ORANGE COUNTY TRANSPORTATION AUTHORITY, SECTION MANAGER II AND III (2012-2020)
— Gary developed short-term transit service recommendations for fixed -route and microtransit services.
He provided planning and implementation support for agency innovation projects and managed long- range transit study and plan development. He also worked with local jurisdictions, advocates, and other stakeholders to develop consensus on plans and projects. ■TMD
Transportation Management & Design, Inc.
City of Beaumont
40 5
Proposed Team
Professional Resume
Stuart Geltman, Project Manager
Overview
Stuart is a project manager with experience in urban transportation systems and transit planning. He has assisted in preparation of comprehensive neighborhood transportation plans, special project plans, bus route development plans, transit construction mitigation plans, and terminal studies, in various parts of the country. Stuart's responsibilities have involved the preparation of transportation and development plans for state, county, city, and neighborhood governments and civic groups. He is an expert on transit operations and bus facilities. He has studied bus stops needs for a number transit property, including the placement, removal, insertion, and consolidation of bus stop locations. Stuart has worked on fare policy and analysis for transit agencies throughout the country over the past 25 years. He has conducted analyses of fare policies with modifications based on changing service paradigms. He has developed multiple scenarios for fare increases and modifications, including introductions of new pass type instruments. Stuart is keenly aware of the delicate balance that needs to be made between maximizing ridership and fare revenues, including meeting farebox recovery targets.
Relevant Experience
Victor Valley Transit Authority Comprehensive Operational Analysis, Victorville, CA Project Manager (2023-2024)
Stuart served as project manager for the Victor Valley Transit Comprehensive Operational Analysis. This COA redesigned Victor Valley Transit's network to support ridership growth in the post-COVID environment, presenting multiple network growth scenarios. As part of the COA, Stuart developed a short-term and long-term service, financial, and capital plan that will be used as a five-year blueprint for VVTA's growth.
Final recommendations were presented to the Board of Directors in July 2024. Stuart also served as project manager for a previous COA VVTA conducted in 2016-2017.
AC Transit "AC Realign" Network Redesign, Alameda County, CA, Task Leader (2023- 2024)
— Stuart led the development of performance standards for AC Transit. This included a best practices review, a review of current metrics, and the development of metrics and benchmarks for all of AC Transit's services. Also included in this development of standards was the use of performance standards, evaluation of services based on the performance standards and potential corrective actions to improve route and system performance.
Caltrans District 4 Bay Area Transit Plan, San Francisco, CA, Best Practices and Investment Prioritization Lead (2023-2024)
— Stuart led the literature review of best practices and local planning context, development of performance measures, and the identification and ranking of priority investment areas for District 4.
Prince Georges County DPWT 2024-2029 Transit Vision Plan and Transit Service & Operations Plan, Largo, MD, Lead Transit Planner (2023-2024) Stuart served as the lead transit planner for the transit vision and operations plan. In this role he has worked with the county, WMATA, and WMATA's consultant team in developing the Better Bus Network plan within Prince Georges County.
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■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Urban Studies, University of
Minnesota
MS, Transportation Management,
Polytechnic Institute of New York (Now
NYU Tandon School of Engineering)
EXPERIENCE
Transportation Management
& Design, Inc.
AECOM
Years of experience: 25
Transportation Management & Design, Inc.
City of Beaumont
41 5
Proposed Team
Stuart Geltman, Page 2
Detroit Department of Transportation (DDOT) On -Call Planning and Scheduling Services, Detroit, MI, Senior Advisor (2021-2024)
— TMD has a contract with DDOT to provide on -going planning, scheduling, and operations consulting services. Stuart supported DDOT by leading the development of the capital program for DDOT.
Los Angeles Metro G -Line BRT Improvements Project, Los Angeles, CA, Task Lead (2022-2024) — Stuart led the development of the Concept of Operations for improvements to the G Line with the implementation of grade separations and railroad grade crossing gates at intersections.
AECOM, SENIOR TRANSIT PLANNER (1999-2022)
Massachusetts RTA Regional Transit Plan, Statewide, MA, Senior Transit Planner (2020) — Stuart led the fare analysis and policy chapters for the recent Statewide Regional Transit Plans. This was based on the memorandum of understanding between MASSDOT and all of the RTAs to ensure that a fare policy was developed that codified fare structure and fare increase schedules. Stuart worked with each RTA, as needed, to help craft this fare policy.
Imperial County Fare Study, El Centro, CA, Senior Transit Planner (2019-2020) — Stuart served as the primary investigator developing fare policy and levels for all of the services ICTC operates In this study Stuart identified which services should have the same fare level in an effort to streamline fares. He developed a scheduled for fare modifications with the goal to maximize both ridership and revenue.
SORTA Implementation Study, Cincinnati, OH, Service Plan and Cost Modeling Lead (2017-2022) — Stuart was the service plan and cost modeling lead for the SORTA implementation study. This study supported SORTA as they pursue a ballot initiative for the election in 2018. Stuart has provided a cost model and service plans to demonstrate the impacts of various sales tax levels.
Nantucket Regional Transit Authority (NRTA) Year Round Service Feasibility Study, Nantucket, MA, Senior Planner (2017)
— Stuart served as a senior planner for this feasibility study of extending transit services to operate year- round on this small island off the coast of Massachusetts. His role was to support the second phase of the study was a fare analysis, a review of available fare technologies, and a review of innovative funding strategies to help in implementing year-round service.
RGRTA Regional Service Efficiency Study, Rochester, NY, Senior Transit Planner (2016) — Stuart led the fare policy review of each of the rural RTS systems that are a part of RGRTA. Stuart developed fare alternatives designed to create a unified fare policy throughout the RTS system and compatible with the RTS Monroe fare policy system.
SORTA Service Evaluation, Development, and Management Study, Cincinnati, OH, Senior Transit Planner (2015-2017)
Stuart was the senior transit planner that conducted a service evaluation and system redesign for the Metro bus system operated by SORTA in Cincinnati, OH. Stuart helped to develop the operating and maintenance cost model to support the expanded system that incorporated elements of operations, maintenance, administration, and increased driver training. The redesign included expansion of suburban and crosstown services to provide better connections throughout the region, new BRT services, new flexible services, and expanded services on local and express bus routes. Remix Transit Planning software was used to develop and cost the service plan. Along with the operating plan, Stuart prepared a ten year capital plan to support implementation of this service redesign. ■TMD
Transportation Management & Design, Inc.
City of Beaumont
42 5
Proposed Team
Professional Resume
Bobbi Jo Duley, Graphic Designer
Overview
Bobbi brings 24 years of experience providing custom design services for a broad range of customers and projects. As TMD's graphic designer, she works closely with clients to create content to inform and engage project stakeholders and help make TMD's technical planning work and deliverables more accessible to diverse audiences. Her work in both online and print media includes custom WordPress websites, StoryMaps, custom graphics and icons, professional layout of presentations and reports, posters, maps, and more. With a background in Fine Arts and a proficiency in a full range of design and publishing applica- tions (Adobe Creative Suite, WordPress, HTML, CSS, etc.), Bobbi brings a comprehensive creative approach to all of her design work.
Relevant Experience
Victor Valley Transit Authority (VVTA) Comprehensive Operations Analysis, Victorville, CA, Graphic Designer (2023-2024)
— Bobbi designed a custom template for the route profile sheets, as well as the route recommendations.
— She developed custom graphics to be used in a survey memo and designed the layout for the final report.
Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Graphic Designer (2022-2023)
— Bobbi designed outreach materials, including surveyor badges, flyer, and printed survey. — She developed a custom template for the route recommendation sheets.
City of Corona Cruiser COA for Fixed Route and Demand Response / Paratransit Service, Corona, CA, Graphic Design (2022)
— Bobbi led the design and layout of various materials, including a community survey, cover design for the Existing Conditions report, and an infographic illustrating the findings from an onboard survey.
Los Angeles Metro Professional and Technical Services for Operations SDSA Department, Special Event Service Planning Support, Los Angeles, CA, Graphic Designer (2024- Present)
— Bobbi has worked to develop custom layouts for the LA28 venue profiles.
HRDC Bozeman Transit Development Plan Update, Bozeman, MT, Graphic Designer (2024 -Present)
— Bobbi led the design and layout of outreach materials, including a community survey and outreach boards, as well as a custom template for the StoryMap.
City and County of Broomfield Transit Needs Assessment, Broomfield, CO, Graphic Designer (2024)
— Bobbi led the design of custom project logo and travel flow graphic. She also led the design of the outreach poster and postcard.
City of Santa Monica Big Blue Bus "Brighter Blue" Comprehensive Operational Analysis, Santa Monica, CA, Graphic Designer (2023-2024) — Bobbi developed a rider profile graphic and the layout for a printed rider survey. — She created a custom template for the route recommendations. — She also led the design and layout of the final report and a custom graphic. ■TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Kinesiology and Fine Arts
University of Colorado, Boulder, CO
APPLICATIONS
Adobe Creative Suite: Illustrator,
InDesign, InCopy, Photoshop,
Dreamweaver
WordPress, HTML, CSS
Microsoft Office Suite
EXPERIENCE
Transportation Management
& Design, Inc.
gaiacreative
delphine
Years of experience: 24
City of Beaumont
43 Transportation Management & Design, Inc.
5 Proposed Team
■TMD
Bobbi Jo Duley, Page 2
City of Santa Clarita Transit Transportation Development Plan, Santa Clarita, CA, Graphic Designer (2023-2024)
— Bobbi led the design and layout of the Market Assessment and Service Evaluation. — She developed a custom template for the route profile sheets as well as the Draft Route Concepts. — She also led the design of outreach materials, including outreach boards and a custom template for the StoryMap.
Great Falls Transit (GFT) Transit Development Plan, Great Falls, MT, Graphic Designer (2023-2024) — Bobbi developed a rider profile graphic, and led the design and layout for the onboard and community surveys.
— She helped in the development of outreach materials, including a custom template for the StoryMap.
City of Pasadena Short Range Transit Plan, Pasadena, CA, Graphic Designer (2023 -Present) — Bobbi led the development of outreach materials, including a survey poster, onboard survey and Dial -A - Ride survey.
— She developed custom templates for the route profile sheets and route recommendations.
AC Transit "Transit Realign" Network Redesign, Alameda County, CA, Graphic Designer (2023-2024) — Bobbi developed custom templates to be used for the 2019 and 2022 PI reports. — She also developed templates for the draft and final route recommendations that were then translated into three different languages.
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, Graphic Designer (2023-2024) — Bobbi developed custom templates for use in the route profile sheets and route recommendations, and generated each in both English and Spanish.
— She led the design and layout of the Transit Opportunity Corridor Options and the Final Report.
Sound Transit Service Planning Support, Seattle, WA, Graphic Designer (2022 -Present) — Bobbi has led the design and development of a number of visual elements for the presentation of service changes, including detailed maps illustrating Link and ST Express, as well as a full network map.
Kings County Association of Governments (KCAG) KART Fixed -Route Schedule Study, Hanford,CA, Graphic Designer (2021-2022)
— Bobbi developed a custom template for the route profile sheets, which required the offsetting of the system map in Illustrator.
— Bobbi led the design and layout of the Final Report.
Detroit Department of Transportation (DDOT) On -Call Planning and Scheduling Services, Detroit, MI, Graphic Design (2021-2024)
— Bobbi led the design and layout of the Market Assessment, Service Evaluation and Final Report, including custom infographics and charts.
— She designed a custom template to be used for the route recommendations. — As well, she developed multiple custom graphics for use in the SOPs.
Merced County Association of Governments (MCAG) Short Range Transit Plan, Merced County, CA, Graphic Design (2021)
— Bobbi assisted in developing a project website on publicinput.com with MCAG branding. — She led the design and layout of outreach materials, including a community survey and flyer, social media posts, and outreach boards.
Orange County Transportation Authority (OCTA) Fixed -Route Restructuring Study, Orange County, CA, Graphic Design (2021-2024)
— Bobbi developed a custom theme and graphics for the ArcGIS StoryMap, including custom icons and a timed transfer graphic, and oversaw the look and feel of the final deliverable.
NJ TRANSIT NewBus Newark Bus Network Redesign, Newark, NJ, Graphic Design (2020-2021) — Bobbi led the design and layout of the Market Assessment, Service Evaluation, and Final Report.
Transportation Management & Design, Inc.
City of Beaumont
44 5
Proposed Team
Professional Resume
Britney Tran, GIS Specialist
Overview
A graduate of the University of California, Berkeley, Britney studied Environmental Design with an emphasis in City Planning and Geographical Informational System (GIS). During her undergraduate career, she worked as a program coordinator with Y -PLAN (Youth -Plan, Learn, Act Now) for Oakland Unified School District educating students interested in urban design and planning. As a student researcher for the Center for Cities and Schools, she focused on designing ArcGIS StoryMaps regarding the impact of McKinney-Vento Education policies around housing, food security, and transportation on the youth. During her capstone year, Britney's interest for transportation stemmed from her corridor analysis of the TEMPO 1T line on local businesses along International Boulevard, Oakland.
Since joining TMD, Britney has served as the lead GIS personnel on a variety of projects and contributed her geospatial expertise in evaluating existing conditions, performing transit propensities, and conducting site suitability analyses for bus facilities. Additionally, Britney has demonstrated her multifaceted technical skills as an associate planner. She has assisted in the data analysis, brain storming, and research for a range of transportation plans and transit needs assessments.
Relevant Experience
Victor Valley Transit Authority Comprehensive Operational Analysis, Hesperia, CA, GIS Specialist (2023-2024)
— Britney lead the geospatial analysis for the Conducted ridership analyses for the fixed route and paratransit network. Additionally, she supported the final route recommendations for short-term and long-term service for the five-year blueprint that was presented to the Board of Directors.
Yolo Transportation District Short Range Transit Plan, Woodland, CA, GIS Specialist (2024 -Present)
— As part of Yolo's Short Range Transit Plan (SRTP), Britney is serving as the GIS Specialist for the preparations of maps for the existing conditions, market assessment, and the community outreach effort.
— Britney is overseeing any additional mapping efforts for the route recommendations for the restructure of the YoloBus fixed -route service and Beeline microtransit.
Riverside Transit Agency Sustainable Services Plan, Riverside, CA, GIS Specialist (2023) — As part of the RTA sustainable three-year plan for transit service improvements, Britney assisted in the GIS efforts to map improved service spans, frequencies, and realignment of route.
— Britney utilized ArcGIS Pro to map RTA's bus stops and performed an analysis to identify the percent of RTA stops with amenities in minority and low-income communities.
HRDC Bozeman Transit Development Plan Update, Bozeman, MT, GIS Specialist (2024 -Present)
— For the update of the previous HRDC Streamline Transit Development Plan, Britney is leading the geospatial efforts for existing conditions. As part of plans to determine the best way to serve the rapid growth within the community, Britney is assisting in any geotechnical analysis regarding improving transit service for disadvantaged communities.
•TMD
VISION. PLAN. IMPLEMENT.
EDUCATION
BA, Environmental Design and City
Planning, GIS Minor, University of
California, Berkeley
EXPERIENCE
Transportation Management &Design,
Inc.
Years of experience: 2
Transportation Management & Design, Inc.
City of Beaumont
45 5
Proposed Team
■TMD
Britney Tran, Page 2
City of Davis UniTrans Short Range Transit Plan, Davis, CA, GIS Specialist (2024 -Present) — Britney is serving as the lead GIS personnel for the City of Davis UniTrans' Short Range Transit Plan (SRTP). She is conducting geospatial analyses for the community demographics and travel patterns as part of the Existing Conditions and Market Assessment.
— Britney also assists in any geospatial analysis regarding the evaluation and development of recommendations for the restructure of the Unitrans fixed -route service, the Davis Community Transit ADA paratransit service, and fare policy.
City and County of Broomfield, Transit Needs Assessment, Broomfield, CO, GIS Specialist (2024) — Britney is currently serving as the GIS Specialist for the Broomfield Transit Study for the City and County of Broomfield, Colorado. As part of the data -driven analysis, Britney is assisting in the geospatial analysis on the community makeup, travel patterns, and current transit behaviors.
Bay Area Rapid Transit District (BART) Clipper Bay Pass Title VI Analysis Technical Support, San Francisco, CA, Associate Planner (2024)
— As part of BART'S Clipper BayPass and No -Cost & Reduced -Cost Transfer, Britney served as the associate planner on the Title VI Fare Equity Analysis Report and Public Participation Report. Britney oversaw the methodology of the equity analysis and worked on brainstorming mitigation measures.
Denver RTD Facilities & Fleet Optimization Plan, Denver, CO, GIS Specialist (2024) — Britney served as the GIS Specialist for the Bus Facility Siting Analysis task. She conducted a multiphase facility siting analysis to screen potential parcels based on established site selection criteria. Britney consolidated a shortlist of feasible parcels by utilizing vacancy attributes, polygon acreage, and demographic analyses as part of the geoprocessing selection.
Great Falls Transit (GFT) Transportation Development Plan, Great Falls, MT, GIS Specialist (2023-2025) — As part of Great Falls Transit's Transportation Development Plan (TDP), Britney served as the lead GIS Specialist. She created an ArcGIS Storymap with an embedded rider survey to communicate key findings from an existing conditions analysis. Additionally, Britney produced demographic and key destination maps to illustrate community characteristics and travel patterns.
City of Santa Clarita Transit Transportation Development Plan GIS Specialist (2023-2024) — Britney led the GIS efforts for the City of Santa Clarita's Transportation Development Plan (TDP) in Los Angeles County. As part of the GIS analysis, she provided technical support for the existing market and service conditions by creating maps for demographic densities, community profiles, and origin - destination travel patterns.
— As part of the proposed route recommendations, Britney developed an ArcGIS Storymap which included sliders for viewers to compare the existing and proposed transit networks, as well as an interactive map of pop-up event locations.
City of Pasadena Short Range Transit Plan, Pasadena, CA, GIS Specialist (2023-2025) — Britney served as the GIS Specialist for the City of Pasadena Short Range Transit Plan update. She focused on visualizing demographic maps for the density analysis as part of the market assessment, as well as route alignment maps for the City's fixed route and paratransit services. Additionally, Britney assisted in mapping the service recommendations and other geospatial elements for the public outreach.
Santa Monica Big Blue Bus "Brighter Blue" COA, Santa Monica, CA, GIS Specialist (2023-2024) — Britney assisted in creating maps displaying stop -level ridership changes comparing pre- and post-COVID trends. In addition, she conducted a comprehensive analysis on origin -destination data from the on -board survey to identify major rider travel patterns. By utilizing GIS tools, Britney developed maps for route profiles comparing existing and proposed route alignments, highlighting new and discontinued sections.
Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, GIS Specialist (2023-2024) — Leading the GIS efforts, Britney conducted the geospatial analyses and developed maps to support the demographic analysis for the existing conditions report. Additionally, she conducted a transit propensity analysis to identify areas of opportunity to increase ridership. Britney generated maps showcasing recommend route alignments and visualized corridor maps as part of the high quality feasibility analysis.
Transportation Management & Design, Inc.
City of Beaumont
46 Proposed Team
JENNA TOURJ E-MALDONADO, AICP
PRINCIPAL & LEAD FACILITATOR
Orange County, CA
[email protected]
760.296.9355
EXPERTISE
■ Public Involvement
■ Stakeholder Facilitation
■ Urban and Environmental
Planning
EDUCATION & CERTIFICATIONS
MURP, Urban and Regional Planning
University of California, Irvine
BA, International Development
University of California, Irvine
American Institute of Certified
Planners (AICP)
American Planning Association
Certificate, Public Participation
International Association of Public
Participation (IAP2)
MEMBERSHIPS
American Planning Association,
Orange County Chapter (OC-APA)
International Association of Public
Participation (IAP2)
SUMMARY OF QUALIFICATIONS
KEARNS
WEST
Jenna Tourje-Maldonado is a Principal at Kearns & West with over 17 years of experience in community involvement, stakeholder facilitation, and planning.
She has designed and facilitated complex stakeholder processes for tribal governments and local, state, and federal agencies regarding transit, active transportation, mobility, and community planning. Jenna designs collaborative projects with multi -pronged techniques and scales engagement to engage even the hardest -to -reach community members. She is passionate about partnering with communities on the path to creating healthy and whole places where people love where they live and have a voice and a stake in the future. Her work deeply engages community members from all walks of life, and she has experience designing outreach strategies for rural and suburban communities where people see their fingerprints throughout a project.
Jenna is certified by the International Association of Public Participation (IAP2) and co -instructs the Graduate Planning Practicum for the Masters of Urban Planning and Public Policy department at UC Irvine focused on healthy communities, active transportation, and mobility. Jenna co -leads Kearns & West's Tribal Relations practice and is an advisor to the Equitable and Inclusive Engagement team.
EXAMPLES OF RECENT EXPERIENCE
City of Oxnard Sustainable Transportation Plan
Community Engagement Project Manager
The City of Oxnard prepared a Sustainable Transportation Plan (STP), which paired prior multi -modal transportation planning efforts with extensive community engagement to form an implementation plan towards a sustainable mobility future for Oxnard. As part of the project, the STP engaged with people who live, work, and spend time in Oxnard to identify places where sustainable transportation improvements can be implemented. Kearns & West supported outreach activities and the facilitation of working groups as part of this effort.
Jenna facilitated the advisory committee and managed the project alongside Kearns & West team. This project built on Kearns & West's track record of successful engagement with community -based groups and priority communities in Oxnard.
City of Laguna Beach — Enhanced Mobility and Complete Streets Transition Plan*
Facilitator & Planner
Jenna developed final plan and deliverables for the Enhancement Mobility and Complete Streets Transition Plan. The plan is designed to provide the policy framework for the city to implement physical and operational changes to the roadway network to improve conditions for all users including bicycles, pedestrians, transit, and motor vehicles. Extensive community outreach, including an online survey, walk audit, and bike audit, resulted in community identification of issues and opportunities. The project included an extensive analysis of the existing facilities in Laguna Beach that support or hinder mobility, including sidewalk locations, street grades, and speed limits. The final plan included recommendations to improve mobility citywide.
Transportation Management & Design, Inc.
City of Beaumont
47 Proposed Team
Palm Desert, CA — Bureau of Land Management (BLM) California Desert Renewable Energy Conservation Plan Programmatic Agreement (DRECP PA)
Project Manager & Lead Facilitator
Jenna facilitates the continued DRECP PA process, which includes developing the Compensatory Mitigation Fee for Cumulative Effects for all approved renewable energy projects within the Land Use Plan Area to address cumulative and some indirect adverse effects to historic properties. The committee includes Tribes from across the Coachella Valley. She has built deep relationships with Tribal entities throughout the Mojave desert and within the Coachella Valley, and is a trusted resource with Tribes, State, and local partners.
City of Indian Wells — General Plan Update Outreach
Project Manager & Lead Facilitator
Jenna led the Kearns & West team in the outreach process for the Indian Wells General Plan Update. Outreach for the project included a digital engagement strategy and visioning and health workshops. The update occurred during Covid, and Jenna's team creatively designed engagement for a population with less familiarity with digital tools while not meeting in person. Jenna was brought back for additional engagement to facilitate meetings on the housing element. Her familiarity with the community helped facilitate a smooth and engaged process.
California High Speed Rail (HSR) — Environmental Justice Engagement Strategy Lead Facilitator
Jenna helped lead the Environmental Justice (EJ) outreach team in strategic engagement with disadvantaged communities in San Francisco to Merced, California to ensure that information about the Project is appropriately and equitably disseminated. The team engages in grassroots conversations with community service providers, community leaders and members, working groups on potential and disproportionately high and adverse impacts and benefits of the Project on their communities to inform the environmental review process under CEQA/NEPA, as well as a robust and high financial investment community benefits effort.
CSU San Bernardino, Palm Desert — CaINAGPRA Policy Development Jenna is working with the California State University (CSU) Chancellor's Office to facilitate listening sessions at CSUs across the State to develop the CaINAGPRA policy, including at CSU San Bernardino.
City of Burbank — Citywide Complete Streets Plan
Community Involvement Specialist 12019-2020
The City of Burbank is recently adopted a Complete Streets Master Plan, with the goal of ensuring accessible, safe, and enjoyable city streets for all users. Jenna played a key role in setting strategy and conducting day-to-day project management efforts for the Community Engagement portion of the project. A community -driven process is important for the City of Burbank, and this project represents a new level of engagement in the Community.
County of San Bernardino — Community Plans Continuum Project Lead Facilitator & Project Manager
As Group Project Manager, Jenna managed six community plans in San Bernardino County as part of the larger planning effort, helping lead development of plans for 26 unincorporated communities ranging from the San Bernardino Mountains to the Mojave Desert. The project included weeks where multiple facilitation teams were immersed in conducting collaborative public workshops to engage communities in helping develop goals, objectives, and action plans to address the issues and needs of each community.
San Bernardino Association of Governments — Rim of the World Active Transportation Plan Lead Facilitator
As public involvement manager on the project, Jenna's responsibilities included direction and coordination of outreach and engagement activities throughout the planning process. Specific outreach programs and activities included interactive online surveys, pop-up workshops, stakeholder tours, asset mapping, and community workshops.
San Bernardino Association of Governments — Rim of the World Active Transportation Plan* Lead Facilitator
As public involvement manager on the project, Jenna's responsibilities included direction and coordination of outreach and engagement activities throughout the planning process. Specific outreach programs and activities included interactive online surveys, pop-up workshops, stakeholder tours, asset mapping, and community workshops.
Transportation Management & Design, Inc.
City of Beaumont
48 Proposed Team
CHRISTIAN M EN DEZ
KEARNS 4 WEST
SENIOR DIRECTOR - INCLUSIVE ENGAGEMENT
V Riverside, CA
►� [email protected]
t. 760.699.3160
EXPERTISE
• Facilitation
■ Public Involvement
• Stakeholder Engagement
■ Participatory Process Design
■ Urban and Regional Planning
• Community Engagement
• Graphic Design
• Spanish Public Speaking
EDUCATION & CERTIFICATIONS
MURP, Urban and Regional
Planning
University of California Los
Angeles I Los Angeles, CA
BSW, Social Work
La Sierra University I Riverside, CA
Luskin Design and Development
Certificate
University of California Los
Angeles
MEMBERSHIPS
American Planning Association -
Inland Empire Chapter
SUMMARY OF QUALIFICATIONS
Christian Mendez, Senior Director and Bilingual Facilitator at Kearns & West, has ten years of experience in community engagement. He holds a Master of Urban and Regional Planning from the University of California, Los Angeles, with a focus on community engagement design and development. Christian's insights and practical ideas for achieving inclusive engagement of historically marginalized communities make him a valuable team member. He is one of the founding leaders of Kearns & West's Equitable and Inclusive Engagement practice team. His upbringing and involvement in community organizing efforts have provided him firsthand experience in community planning, resident organizing, community -based organization partnerships, participatory planning processes, and resident capacity building.
Christian began his planning and engagement career working on the development of productive public spaces in unincorporated rural communities in the Eastern Coachella Valley, developing culturally sensitive engagement tools such as mobile research beacons to work alongside residents in creative and meaningful ways. His current assignments include transportation, housing, and climate resiliency across Southern California. Additionally, he brings accomplished graphic design skills, experience working with community -based organizations, and bilingual facilitation expertise.
RELEVANT EXPERIENCE
City of Oxnard Sustainable Transportation Plan
Community Engagement Project Manager 12021 - Present
City of Oxnard is preparing a Sustainable Transportation Plan (STP), which will pair prior multi -modal transportation planning efforts with extensive community engagement to form an implementation plan towards a sustainable mobility future for Oxnard. As part of the project, the STP engaged with people who live, work, and spend time in Oxnard to identify places where sustainable transportation improvements can be implemented. The project team worked with the community to identify needs, neighborhood locations and main corridors and develop a project list, conceptual designs, and potential funding sources. This will help the City to apply for grant opportunities that can help fund improvements that are included in the STP. Kearns & West supported outreach activities and the facilitation of working groups as part of this effort.
Christian provided strategy for the overall community engagement process, building on Kearns & West's track record of successful engagement in Oxnard with community -based groups and priority communities.
City of Colorado Springs — ConnectCOS
Project Engagement Specialist 12020 to Present
The City of Colorado Springs launched a citywide visionary transportation study, ConnectCOS, to help create a transportation plan that reflects the evolving needs of our community. ConnectCOS is a year -long study that will involve a significant technical analysis, and robust community engagement effort, to identify and prioritize short and long-term transportation projects to ensure that people who live, work and play in Colorado Springs have an opportunity to participate in the study. Christian's role includes the design and implementation of community engagement activities associated with the project.
Transportation Management & Design, Inc.
City of Beaumont
49 Proposed Team
City of Burbank Citywide Complete Streets Plan
Project Engagement Specialist 12019 to 2020
Christian provided support in the project process and engagement of residents in the City of Burbank. His role included the design and activation of planning activities associated with engagement events. Kearns & West team supported the launch of a series of outreach events at community events that focused on identifying community priorities and design preferences. Christian's role also included facilitation, outreach documentation, logistic coordination, and graphic design.
City of Eastvale — Civic Center & Downtown
Project Lead 12023
The City of Eastvale, located in Riverside County, has launched a visioning plan to guide the future development of its Civic Center and Downtown Area. Kearns & West supported this effort by facilitating a series of working group meetings, creating branding for the Civic Center, and designing a citywide survey to gather community input. As a longtime Eastvale resident, Bushra brought valuable local insight to her role as Deputy Project Manager. She coordinated internal meetings with the Kearns & West team, drafted community engagement materials, supported stakeholder identification for the working group, and assisted with in -person facilitation during the working group meetings.
City of Santa Ana — Zoning Code Update
Project Advisor 12024 to Present
The City of Santa Ana is updating its Zoning Code following the General Plan Update. The Kearns & West team is conducting community -based organization engagement and stakeholder interviews, developing a Public Involvement Plan, and hosting a series of community workshops across the city's various zones. Christian is currently supporting the implementation of a Community Planning Collaborative, an initiative to engage residents in technical topics and build their capacity to participate in planning processes.
U.S. Environmental Protection Agency (EPA) — Desert View Power (DVP) Community Meetings Project Manager and Facilitator 12023 to Present
DVP is a biomass -burning facility on the Cabazon Band of Mission Indians Reservation. It generates electricity by burning woody biomass, which is monitored by the EPA and SCAQMD for compliance. Kearns & West supported EPA Region 9 by coordinating the meeting logistics and facilitation and ensuring meeting accessibility in Spanish and English with the goal of providing information to the community about EPA's activities and the recent Notice of Violation and hear/gather community feedback about the DVP operations there. Christian's role focuses on working with the EPA team to identify communication and engagement tools to work alongside community members as the EPA addresses a notice of violation with the site, including facilitating public meetings, coordinating outreach, and supporting the EPA team with engagement strategies.
City of Los Angeles Department of Transportation (LADOT) Vision Zero Dignity Infused Community Engagement Project Fellow 12018 to 2019
Christian supported the launch of the Vision Zero 2019 Dignity -Infused Engagement Project, the latest phase of LADOT's Vision Zero engagement efforts that helped analyze the sustainability of infrastructure safety improvements throughout Los Angeles. As a fellow, he supported the roll -out of the engagement plan developed to ensure the engagement of residents along the high -injury network. Other tasks included researching and analyzing data to support the prioritization of project corridors and conducting social climate analysis to understand the relationship between physical and social conditions along project corridors.
Southern California Association of Government — Go Human Project Associate I 2014 - 2015
Christian supported implementing a series of Go Human Campaigns to promote safe and active transportation throughout Southern California. His role included the prototyping of engagement tools, implementation of events, and facilitation of activities at events focused on preferred transportation improvements. The pop-up events demonstrated imaginative temporary complete street improvements, garnering community input, and support for permanent initiatives.
City of Colorado Springs — Platte Avenue Corridor Study Community Engagement Specialist 12022 to Present
Platte Avenue is a ConnectCOS community corridor, providing connection to I-25 as a major east/west thoroughfare, identified as a priority for further analysis. Kearns & West is facilitating the study's strategic communications plan and stakeholder engagement process. Christian's role includes the design and implementation of community engagement activities associated with project.
Transportation Management & Design, Inc.
City of Beaumont
50 Proposed Team
JUAN CABRERA
PROJECT COORDINATOR
SUMMARY OF QUALIFICATIONS
9 Los Angeles, California
[email protected]
k, 909.837.0940
EXPERTISE
■ Public Involvement
■ Stakeholder Engagement
■ Graphic Design
■ Community Engagement
■ Digital Communications
■ Fluent in Spanish
EDUCATION & CERTIFICATIONS
BA, Communications & Political
Science
University of California Los Angeles
(UCLA) I Los Angeles, California
KEARNS WEST
Juan Cabrera is a Project Coordinator at Kearns and West in Los Angeles and brings experience in communications, community organizing and engagement.
He holds Bachelor of Arts degrees in Communications and Political Science from the University of California Los Angeles.
Juan is skilled in community and stakeholder engagement, community -based relationship building, and outreach planning. He has experience in supporting clean energy initiatives, offshore wind projects, and local and statewide sustainability programs. In his previous roles, he has worked with non-profit organizations around Los Angeles County on projects related to transportation, housing rights, public health, renewable energy, and environmental justice.
During his time at Pacomia Beautiful, an environmental justice organization in Los Angeles, he led bilingual engagement efforts for the California's Transformative Climate Communities program, advocating for community -led transformation and sustainability.
RELEVANT EXPERIENCE
City of Lancaster — Transit Neighborhood Plan Update
Project Coordinator 12025 to Present
The City of Lancaster is updating plans and development regulations for areas in the vicinity of the Metrolink station in Downtown Lancaster. Juans supports the planning and development of overall community focused engagement through open houses, community events and online activities. As a bilingual, Spanish speaker, he plays a key role in ensuring an inclusive and broad participation in the Transit Neighborhood Plan Update.
City of Newport Beach - General Plan Update
Project Coordinator 12024 to Present
The City of Newport Beach is updating its Comprehensive General Plan. Juan supports planning and development of the overall community engagement strategy. He is involved in engaging stakeholders and community members through the General Plan Advisory Council, pop-up events and community workshops.
City of Santa Ana - Comprehensive Zoning Code Update
Project Coordinator 12024 to Present
The City of Santa Ana has adopted a comprehensive General Plan to accommodate growth in five focus areas. Juan supports stakeholder and community engagement efforts through programs, activities, and workshops that target underserved communities. As a bilingual speaker, Juan uses his experience to ensure broad participation and language access in the zoning code update process.
Environmental Protection Agency (EPA) — Desert View Power Community Meetings
Project Coordinator 12024 to Present
Juan assists in the EPA's engagement efforts with the City of Mecca regarding the Greenleaf Desert View Power Plant. He supports the active involvement of the Spanish speaking community in Mecca, assisting with the management of hybrid meetings, discussion activities and notetaking.
Transportation Management & Design, Inc.
City of Beaumont
51 Proposed Team
City of Oxnard — Comprehensive Local Coastal Program Update Project Coordinator 12024 to Present
The City of Oxnard has launched a comprehensive update of the Local Coastal Program (LCP). Juan supports the active involvement of community and stakeholders via community events and program engagement activities. As a highly Spanish-speaking community, Juan's experience and Spanish fluency is key to ensure access to participation in the LCP Update process.
National Renewable Energy Lab— Communities LEAP, EMPOWER Project Coordinator I February 2024 to Present
The EMPOWER Coalition and Communities LEAP/NREL are working toward helping Alachua County access clean, reliable, and affordable energy. As Project Coordinator, Juan supports the preparation of the engagement toolkit, project branding and the implementation of engagement strategies.
San Mateo County Transportation Authority — Regional Transit Connections Plan Project Coordinator I January 2024 to November 2024
The San Mateo County Transportation Authority's developed the Regional Transit Connections Plan, a grant program that will fund transit improvements in San Mateo County and neighboring Counties. Juan played a role in the active involvement of regional stakeholders via virtual workshops and informational meetings to gather input on the grant's funding and distribution. He also led the facilitation of virtual Spanish engagement meetings for community members.
City of Alhambra — Community Environmental Sustainability Plan Project Coordinator 12024 to 2025
Juan assists with the City of Alhambra's Comprehensive Environmental Sustainability Plan, which will provide a clear roadmap for the development of sustainable approaches. He plays a role in the active involvement of community and stakeholders via community events and program engagement activities.
Pacoima Beautiful — Los Angeles Department of Transportation (LADOT) EV Fleet* Communications Associate 12022 to 2023
As part of the Transformative Climate Communities grant, Pacoima Beautiful and the Los Angeles Department of Transportation, partnered to electrify the DASH bus fleet in Pacoima and Sun Valley with 14 electric buses. As the Communications Associate, Juan led the planning and development of the program's engagement strategy, and the creation and distribution of communication material.
Pacoima Beautiful — Electro-Bici Project*
Communications Associate 12022 to 2023
Collaborating with Mobility Justice and the Los Angeles Department of Water and Power, the Electro-Bici project, an electric bike library, brought electric mobility and economic development to frontline communities like the Northeast San Fernando Valley. Juan was key in engaging community members and assisting with the development of the program's communication strategy.
Pacoima Beautiful — Transformative Climate Communities Projects* Communications Associate 12021 to 2023
As a Communications Associate with Pacoima Beautiful, Juan collaborated with eight different stakeholders under the Transformative Climate Communities grant. He led the day-to-day digital engagement, outreach development, and communication strategy. He facilitated community engagement meetings for Pacoima residents related to green infrastructure, transportation, work development, and renewable energy projects happening there. *Drinr lemnrnc f.. \A/cct
Transportation Management & Design, Inc.
City of Beaumont
52 Proposed Team
JOEY M. GOLDMAN
PRINCIPAL
® San Francisco, CA
►r® [email protected]
i. 415.780.7051
EXPERTISE
■ Project Management
■ Facilitation and Consensus
Building
■ ADA/Title VI/Environmental
Justice
■ Public and Stakeholder
Engagement
■ Marketing, Branding, and Design
■ Qualitative Research
■ Strategic Planning
■ Transportation Planning
■ Accessible Transportation and
Mobility
EDUCATION
M.C.P., College of Environmental
Design
University of California I Berkeley, CA
B.A., Sociology
University of Michigan I Ann Arbor, MI
PROFESSIONAL AFFILIATIONS
■ Transportation Research Board
■ Past Co -Chair, Committee on
Accessible Transportation and
Mobility
■ Member, Committee on
Diversity, Equity, and Inclusion
■ SPUR
■ ACT
■ American Marketing Association
SUMMARY OF QUALIFICATIONS
KEARNS 4 WEST
Joey is a Principal at Kearns & West and leads the Transportation Practice for the firm. He has 30 years of experience working on public transportation planning projects, with an emphasis on collaborative planning processes, public participation, conflict resolution, stakeholder facilitation, communications, design, market research, and service planning. His experience includes local economic development projects and strategic plans as well as transit system plans, last -mile studies, freeway and bridge construction projects, transit needs analyses, and rural transportation plans. He has extensive experience working on projects in large geographic areas, as well as leading negotiations to integrate transportation agencies. His qualifications include public engagement for disenfranchised populations, including older adults and people with disabilities, and he has worked on numerous Title VI and ADA transportation plans.
No stranger to Riverside County, Joey supported previous projects in Beaumont and neighboring Banning when he was at Nelson\Nygaard, and also worked on several transit planning projects for RTA and SunLine. He has served as a project manager or planner on numerous COAs, including those for nearby Basin Transit and Mountain Transit, AVTA, and Omnitrans, as well as COAs nationwide for Intercity Transit (WA), The BUS in Honolulu (HI), Port Authority in Pittsburgh (PA), Spokane Transit (WA), and others. With expertise in regional service coordination, Joey was the lead author for TCRP Report 173, the Transit Integration Manual — a bold and graphic publication designed as an easy -to -use reference for a diversity of audiences.
RELEVANT EXPERIENCE
Northern California High -Speed Rail Project
Outreach Manager 12019 to Present
The California High -Speed Rail Authority is responsible for planning, designing, building, and operating the first high-speed rail line in the nation. Kearns & West leads stakeholder engagement and outreach efforts to support environmental review for the High -Speed Rail Project in Northern California (between San Francisco and Merced) as part of a large, multi -firm team. Joey is managing the team at Kearns & West that designs and implements a variety of engagement activities including public workshops and open houses, community and technical working groups meetings, targeted outreach to low- income and limited English -proficient communities, coordination with landowners, and development of outreach and information materials.
Plan Bay Area 2050+, Metropolitan Transportation Commission Outreach Lead 12023 to Present
Kearns & West supports MTC/ABAG in the engagement effort for the regional plan update, Plan Bay Area 2050+. Joey oversees the team working on planning and supporting pop-up workshops, training staff to facilitate stakeholder workshops, planning stakeholder workshop activities using online tools and facilitating discussions, and creating the public survey and reporting on outcomes. Joey has also identified tribal representatives, CBOs, and stakeholders from various organizations to participate in the engagement activities and listening sessions and supports the MTC planning team by integrating findings from the engagement process into summaries and reports that are used to develop the plan.
Transportation Management & Design, Inc.
City of Beaumont
53 Proposed Team
Student Transit Pass Programming and Implementation Effort, Alameda County Transportation Commission
Project Manager 12016-2018
Joey led the consulting team effort for the development and administration of the countywide Student Transit Pass Pilot Program to distribute transit passes to students going to middle or high school, afterschool activities and jobs. Close coordination with AC Transit, Union City Transit, LAVTA and BART and numerous school districts and school staff was required to develop the approach, manage private information, and use the regional transit debit card, Clipper. The implementation included user tools and pass sales collateral, as well as travel training at all participating middle schools.
The successful pilot program led to a Commission -approved expansion.
Reimagining CityBus COA, Santa Rosa, CA
Project Manager 12015-2016
The City of Santa Rosa completed a comprehensive redesign of its CityBus system. Joey led this effort, overseeing the technical analysis and working with bus drivers, community groups, and elected officials to design a system that would better serve market demand in the city, as well as support links to the new SMART train line. Joey oversaw a planning game process that provided an opportunity for members of the community to try their hand at allocating resources toward transit investments and also created an online tool allowing community residents to prioritize service changes and provide feedback on restructured routes. Santa Rosa successfully implemented the service, which included new high -frequency bidirectional bus service on key corridors.
National Center for Applied Transit Technology (N-CATT) Virtual Engagement Guidebook Project Manager 12020-2021
Joey led the research, development, and design of the Virtual Engagement Guidebook that serves as a tool for transportation agencies across the US. The guidebook highlights industry practices that transportation providers have employed to address their engagement objectives, as well as the approaches and tools available to a wide range of organizations.
Santa Cruz METRO Short Range Transit Plan
Project Manager 12013-2014
Joey led the Short Range Transit Plan for Santa Cruz METRO, which included an update of the service design for fixed - route and ParaCruz services, a financial plan, and marketing plan. Joey interviewed elected officials and an array of other stakeholders in Santa Cruz, including representatives from UC Santa Cruz and surrounding cities, led working group meetings and facilitated five public open houses throughout the METRO service area.
Information Campaign for San Francisco Paratransit New Technologies Project Manager 12018 to Present
San Francisco Paratransit, the Muni fixed -route complement that provides more than 800,000 annual trips for people with disabilities and older adults, is implementing a variety of new online tools and apps to allow users to schedule trips, add value to fare debit cards, replace lost fares, and e -hail a taxi, among other tools. Joey is advising staff on user experience revisions to the tools and is leading the development of public information - guides, brochures, and videos - to introduce the launch of these services. He is also updating the paratransit user information guides, leading the design effort and coordinating translations and printing.
Minnesota Statewide Transit Plan, Minnesota DOT
Project Manager 12016-2018
Joey led this comprehensive regional study for Greater Minnesota, including detailed planning and financial analyses of the state's transit systems, and the development of performance measures. The robust stakeholder effort included in-depth interviews and working groups with multiple transportation providers, employers and advocacy organizations. It also included focus groups, public open houses and on-line employer surveys.
Sunline Transit Agency (CA) Public Participation Program Project Manager 12011-2012
Joey developed the public participation program for Sunline Transit, a leader in alternative fuels technology. The effort brought together community stakeholders for a standing advisory group on how the agency could build support for clean fuel technologies and service expansions.
MOVE Central Arkansas Transit System COA
Project Manager 12015-2016
Joey led the plan to design and implement of a new set of transit services, create a new brand for the system (including its buses and rail cars), and develop a funding strategy to ensure ongoing dedicated revenues for the operation and expansion of transit services in the Little Rock Region. As part of the effort, Joey led a robust stakeholder effort including focus groups and working groups. He also facilitated Blue Ribbon Commission meetings with regional leaders. The new transit system name and brand, Rock Region METRO, has been embraced by business and political leaders in the region.
City of Beaumont
Transportation Management & Design, Inc. Page 1615 of 1893 Comprehensive Operational Analysis 54 Proposed Team
VIDYA BHAMIDI
DIRECTOR
9 Berkeley, California
F.7:1 [email protected]
t 415.738.7956
EXPERTISE
■ Transportation & Land -use
• Urban Design
• Climate Action
• Regional Infrastructure
EDUCATION & CERTIFICATIONS
Bachelor of Architecture
Jawaharlal Nehru Architecture & Fine
Arts University I India
Master of City Planning
University of California Berkeley
Berkeley, CA
SUMMARY OF QUALIFICATIONS
KEARNS I WEST
Vidya Bhamidi is a Director with Kearns & West. She has 10 years' experience spanning across urban design, planning and policy. Her work with local and regional governments includes supporting decision making and aligning goals, processes and outcomes on projects focused on land use, transportation, and infrastructure. Her interest lies in bridging the gap between research and practice, especially when it comes to incorporating climate change and equity considerations into projects.
RELEVANT EXPERIENCE
Alameda Department of Public Works — Strategic Planning Project Manager 12025
Kearns & West is preparing a Strategic Plan for the Alameda Public Works Department. Vidya is leading a four -person Kearns & West team to work with staff and leadership on bringing any underlying operational and inter- departmental challenges to the surface. Over the next 4 months, Vidya will coordinate regular online meetings, conduct key stakeholder interviews, lead in -person staff workshops, and multiple drafts and review cycles.
Housing Authority of the County of Butte (HACB) — Strategic Planning Project Manager 12025
Kearns & West prepared a Strategic Plan for HACB. Vidya led the two -person Kearns & West team to work with the HACB staff and Board on developing their next Strategic Plan. Over 4 months, Vidya coordinated regular online meetings, conducted multiple key stakeholder interviews, led two in -person staff and Board workshops, and multiple drafts and review cycles.
Metropolitan Transportation Commission — MASCOTS Outreach (Marin- Sonoma Coordinated Transit Service Plan)
Outreach Lead 12025
Kearns & West is supporting MTC and transit agency partners in gathering public input on proposed changes to bus and rail service across Marin and Sonoma counties. Over the next 5 months, Vidya will lead the outreach team in designing and delivering multilingual engagement materials, developing a bilingual survey to test community preferences and tradeoffs, coordinating with agency staff to launch a project website, and hosting three community pop -ups. She will also support the development of location -specific factsheets and outreach templates for transit partners, with an emphasis on reaching equity -priority communities.
California High -Speed Rail Authority — Northern California Outreach Stakeholder Outreach Lead 12021 to Present
During environmental review phases, Vidya managed the development of materials and overall preparation for working group meetings, open houses, and community outreach. She coordinated with the Authority, consultant team, jurisdictional and community leaders, and members of the public to design and conduct multilingual meetings, webinars, and social media outreach. Post this phase, Vidya has led the team to successfully host 4 in -person open houses in Summer/Fall 2024. Currently, they are planning an event in April 2025.
Transportation Management & Design, Inc.
City of Beaumont
55 Proposed Team
Plan Bay Area 2050+, Transit 2050+ Metropolitan Transportation Commission Outreach Lead 12023 to Present
Kearns & West supports MTC/ABAG in the engagement effort for the regional plan update, Plan Bay Area 2050+ and regional transit investment plan, Transit 2050+ across the nine -county region. Vidya leads the team in working on planning and supporting pop-up workshops, training staff to facilitate stakeholder workshops, planning stakeholder workshop activities using online tools and facilitating discussions and creating a multilingual public survey and reporting on outcomes.
The Plan was then approved by the Commission and the ABAG Executive Board.
Northern California Short Range Transit Plan (SRTP) Projects Project Manager 12024
Vidya leads outreach for the SRTPs under development in Yolo County and in the City of Davis. SRTPs help transit agencies improve services to meet changing needs by outlining how to run, invest in, and enhance transit services over a set period. They also cover maintaining and modernizing buses, transit centers, and other facilities. Vidya regularly facilitates planning meetings, conducts key stakeholder interviews, and leads the development and distribution of surveys as well as hosting pop-up events.
Central Valley Environmental Review Projects
CEQA/NEPA Outreach Specialist 12022 to Present
Vidya leads outreach on two rail station projects for the San Joaquin Joint Powers Authority - the Merced Intermodal Track Connection (MITC) Project and Madera Full -Build Phase 3. She coordinates with the technical partners on planning, implementation and facilitation of public input periods including proper noticing, surveys, walking tours and open houses.
She ensures that the process is inclusive and transparent, and the public is informed about project updates.
Oregon Department of Land Conservation and Development (DLCD) — Climate Friendly and Equitable Communities (CFEC) Rulemaking Advisory Committee (RAC) Facilitation Core Facilitation Team 12023
In 2023, Vidya was part of the K&W team facilitating meetings of this RAC charged with amending Oregon Administrative Rules to implement climate change goals related to a Governor's Executive Order. The effort aims to advance reductions in climate pollution through planning for land use, housing, and transportation and focusing on equity. The 40 -member RAC was composed of diverse members including representatives of environmental groups, cities and counties, environmental justice advocates, industry representatives, and individuals bringing diverse lived experience. Vidya worked closely with DLCD staff on development of the agenda and staffing the RAC meetings.
BART and Capitol Corridor — Link21
Public Outreach Support 12021 to 2024
Link21 aims to transform the passenger rail network serving the 21 -county Northern California Megaregion. Vidya has led multiple rounds of logistics for megaregional engagement - including co -creation workshops, in -person open houses, virtual community meetings and office hours. She has collaborated with multiple teams conducting engagement and outreach to key stakeholders and the general public to solicit feedback on program design.
Complete Streets Projects in the SF Bay Area
Project Urban Designer 12019 to 2020
Vidya was part of a team developing multimodal improvement concepts for 40th Street in Emeryville, CA and a community -driven multimodal safety and streetscape improvements plan for the Senter Road corridor in San Jose, CA. In both projects, Vidya was responsible for developing the design, illustrations and 10% drawings, as well as helping draft a report that included an implementation strategy to be submitted for approval.
Multimodal Corridor Projects in the SF Bay Area
Project Urban Designer 12019 to 2021
Vidya has been part of teams assessing urban design and streetscape related baseline conditions — including the mapping of local jurisdictions' planned land use context, bicycle network, land ownership, and other relevant conditions — and evaluating opportunities for future improvements. Along San Pablo Avenue in Alameda and Contra Costa Counties, Vidya's work also involved illustrating design alternatives for corridor segments and assisting with 35% construction documents related to pedestrian and transit amenity, streetscape, and wayfinding along the 12 -mile corridor. Along East 14th Street/Mission and Fremont Boulevard in Alameda County, her work also involved coordinating the GIS mapping of improvements along the corridor and developed 3D graphics to conceptualize mobility hubs centered around BART stations along the corridor.
Transportation Management & Design, Inc.
City of Beaumont
56 5
Proposed Team
Fred Gsell
Vice President of Field Operations
Education:
Master of Science -
Biometry
Louisiana State
University Medical
Center, New
Orleans
Bachelor of Science
Quantitative
Business Analysis
Louisiana State
University, Baton
Rouge
Years of
Experience: 20+
Registrations:
Transportation
Research Board
Areas of Expertise:
• Transit Survey
Design
• Collection
Methodology
• Sample Design
• Questionnaire
Design
• Ancillary
Collection Design
• Business
Development
• Staff
Management
Fred Gsell serves as a Project Manager and Director of Field Operations for ETC Institute. Over the last 15 plus years his primary focus has been on public transit research, specifically Origin — Destination Studies that were either targeting updates to local travel demand models (including Activity -based Modeling), transit planning, Title VI, Before and After Survey, and New and Small Starts projects. In addition, he also has led significant efforts in other areas of transit research, including customer satisfaction, market research, and user/non-user studies. These studies supported many different transit modes, including all forms of public bus, light rail, subway, commuter rail, and ferries.
For these studies he has managed all elements involved including methodological design, questionnaire and sample design, data collection management, processing and expanding data, and report writing. In addition to transit studies, he has also been involved in high- speed rail feasibility studies, household travel studies, and other types of social science research.
Prior to joining ETC in January of 2013, he was a leader in transit management and research, business development, and managed the Statistical Services Depaitinent for NuStats in Austin, TX.
Relevant Project Management Experience since 2022
• Denver, CO Onboard Survey, project manager
• Culver City, CA Onboard Survey, project manager
• Buffalo, NY Onboard Survey, project manager
• Seattle, WA Onboard Survey, project manager
• Los Angeles, CA Onboard Survey, project manager
• Charleston, SC Onboard Survey, project manager
• Fresno, CA Onboard Survey, project manager
• Anchorage, AK Onboard Survey, project manager
• Cincinnati, OH Onboard Survey, project manager
• Salt Lake City, UT Onboard Survey, project manager
• San Diego, CA Onboard Survey, project manager
• Hampton Roads Transit, VA Onboard Survey, project manager • Broward County Transit, FL Onboard Survey, project manager • Victor Valley, CA Onboard Survey, project manager
• Santa Clarita, CA Onboard Survey, project manager
• Columbus, OH Onboard Survey, project manager
• Reno, NV Onboard Survey, project manager
• Austin, TX Onboard Survey, project manager
• Las Vegas, NV Onboard Survey, project manager
• Minneapolis — St Paul, MN Onboard Survey, project manager • San Antonio, TX Onboard Survey, project manager
• Charlotte, NC Onboard Survey, project manager
• Indianapolis, IN Onboard Survey, project manager
• Williamsburg, VA Onboard Survey, project manager
• Houston, TX Onboard Survey, project manager
• Albuquerque, NM Onboard Survey, project manager
• Tucson, AZ Onboard Survey, project manager
Transportation Management & Design, Inc.
City of Beaumont
57 5
Proposed Team
Chris Tatham
Project Principal, CEO
Education:
M.B.A. Kansas State
University,
Management,
graduated first in class
B.A. Princeton
University, N.J.
Economics/Political-
Science, magna cum
laude
Years of Experience:
30+
Registrations:
Certificate of Proficiency
in Latin American
Studies
Mr. Tatham has extensive experience with the design and administration of onboard transit surveys, external origin -destination surveys, household travel surveys, and other transportation related market research. During the past ten years, he has designed and supervised the administration of surveys in more than a dozen states. He specializes in the management of large data collection projects related to transportation and urban transit planning. Having been certified as a combat logistician by the U.S. Army Logistical Management College in Fort Lee, Virginia, Chris has superior skills for planning and coordinating complex tasks that are required for the successful administration of large on -site data collection efforts.
Relevant Project Experience (transit and other transportation) • Nashville (WeGo Transit) On -board Transit Survey, project manager • Phoenix (Valley Metro) On -board Transit Survey, project manager • Oakland (AC Transit), Onboard Transit Survey, project manager • San Jose (VTA), Onboard Transit Survey, project manager • San Francisco (Muni), Onboard Transit Survey, project manager • Bay Area (BART) Onboard Transit Survey, project manager • Phoenix Onboard Transit Survey, project manager
• Dallas Metroplex (NCTCOG) Onboard Transit Survey, project manager • Hampton Roads Onboard Transit Survey, project manager • Cleveland Area Regional Onboard Transit Survey, project manager • St Louis (EWGCOG) Regional Onboard Transit Survey, project manager • Charlotte Onboard Transit Survey, project manager
• Columbus Onboard Transit Survey, project manager
• Atlanta 20 -County Regional Onboard transit survey, project manager • Phoenix (Valley Metro) Onboard Transit survey, project manager • Honolulu Onboard Transit Survey, project manager
• Tyler -Longview Workplace Survey
• San Antonio Comm Vehicle Survey
• Waco Household Travel Survey
• Waco Commercial Vehicle Survey
• Waco Workplace Survey
• Killeen -Temple HTS
• Killeen -Temple Comm Vehicle Survey
• Killeen -Temple Workplace Survey
• Detroit (SEMCOG) Commercial Vehicle Survey
• Ohio DOT Statewide Customer Assessment Survey
• Maricopa Association of Governments Establishment Survey • Denver (DRCOG) Commercial Vehicle Survey
• Kansas DOT Statewide Customer Satisfaction Survey
• Tennessee DOT Statewide Customer Satisfaction Survey
• San Antonio Area Transportation Needs Assessment Surveys • DirectionFinder National City Services Survey
• National COVID-19 Health Assessment Survey
Transportation Management & Design, Inc.
City of Beaumont
58 y{�
References
TMD References
We are proud of the results we have achieved in cities where we've conducted planning projects similar to Beaumont's proposed COA. As requested in the RFP, each of the proj- ects highlighted in Section 2 occurred within the past five years and includes project dates, contract amounts, services provided, firms involved, and key personnel.
1 -R E
Three of these projects are also presented in the reference tables below, which include links to recent work products as well as client contact information and addresses. Additional work samples from each team firm can be accessed at:
httos://drive.coocle.com/drive/folders/1fmIQCTT -FDKHV
w6SkiHtrebcC9hLwls?uso=share link
HRDC
BUILDING A BETTER COMMUMiTv
Riverside Transit Agency
RTA Sustainable Services
Plan
Dates
September 2022 - March 2024
Firm Involvement
- TMD - Prime Contractor
- MBI Media - Public Outreach
- NDS - Rider Surveys
Budget
$490,726
Client
Riverside Transit Agency
1825 Third Street
Riverside, CA 92517
Reference
Jennifer Nguyen
Director of Planning
(951) 565-5132
[email protected]
Key Personnel and Project Role
- China Langer, Principal -in -Charge
- Anna Joos, Lead Planner
- Gary Hewitt, Innovative Mobility
Subject Matter Expert
- Britney Tran, GIS Specialist
- Bobbi Jo Duley, Graphic Designer
Work Sample:
RTA Sustainable Service Plan Virtual
Event Room
https://virtualeventroom.com/rta/ssp/
2 HRDC Bozeman Redesign
Streamline 2020 Transit
Development Plan
Dates
October 2019 - August 2021
Firm Involvement
TMD - Prime Contractor
Budget
$177,652
Client
Human Resources Development
Council
32 South Tracy
Bozeman, MT 59715
Reference
Sunshine Ross
Transportation Director
(406) 587-2434
[email protected]
Key Personnel and Project Role
- Ron Kilcoyne, Project Manager
- China Langer, QA/QC Manager
- Anna Joos, Lead Planner
- Bobbi Jo Duley, Graphic Designer
- Britney Tran, GIS Specialist
Work Sample:
HRDC Redesign Streamline 2020
Project Website
https://streamlinebus.com/redesign-
streamline-2020/
3 410 00,4
SANTA CLARITA
TRANSIT
Santa Clarita Transit
Transportation Development
Plan
Dates
July 2023 - December 2024
Firm Involvement
- TMD - Prime Contractor
- ETC Institute - On Board and
Community Survey
Budget
$299,856
Client
City of Santa Clarita
23920 Valencia Blvd. Ste 295
Santa Clarita, CA 91355
Reference
Adrian Aguilar
Transit Manager
(661) 295-6305
[email protected]
Key Personnel and Project Role
Ron Kilcoyne, Project Principal
- China Langer, QA/QC Manager
- Daniel Pena, Senior Planner
- Britney Tran, GIS Specialist
Bobbi Jo Duley, Graphic Designer
Work Sample:
Santa Clarita Transit 2024 Draft
Transportation Development Plan
StoryMap
https://storymaps.arcgis.com/stories/
d2a913ca01b04222afb268658691998a
Transportation Management & Design, Inc.
City of Beaumont
60 References
Subconsultant References
Kearns & West References
1 Riverside County
Regional Park
and Open -Space District
County of Riverside Off -
Highway Feasibility Study
Dates
Phase 1: March 2020 - January 2022
Phase 2: December 2024 -Ongoing
Estimated Completion: December 2026
Firm Involvement
- KUTA - Prime Contractor
- Kearns & West - Community
Outreach and Engagement Lead
K&W Budget
$155,965
Client
County of Riverside Regional Park
and Open Space District
4600 Crestmore Road
Jurupa Valley, CA 92509
Reference
Lynda Ramos
Senior Park Planner I Planning
(951) 955-1396
[email protected]
Key Personnel and Project Role
- Joan Issacson, Principal in Charge
- Christian Mendez, Director and
Project Manager on Phase 1
- Danielle Berger, Director and
Project Manager on Phase 2
Work Sample:
Riverside County OHV Park Feasibility
Study Website
https://www.rivcoparksohv.org/
2 CITY OF EASTVALE
City of Eastvale Civic Core
Master Plan
Dates
March 2022 to November 2023
Firm Involvement
Kearns & West - Prime Community
Outreach and Engagement
Contractor
Budget
$155,000
Client
City of East Vale
12363 Limonite Avenue, Suite 910,
Eastvale, CA 91752
Reference
Gustavo N. Gonzalez, AICP
Interim Community Development
Director
(951) 703-4499
[email protected]
Key Personnel and Project Role
Jenna Tourje-Maldonado, Principal
and Facilitator
- Christian Mendez, Director and
Project Manager
Bushra Bangee, Associate and
Outreach Task Lead
Taylor Funderburk, Associate and
Outreach Task Lead
Work Sample:
Project Website:
https://www.eastvaleca.gov/business/
downtown -and -civic -center
3 CT
METROPOLITAN
TRANSPORTATION
COMMISSION
MTC Plan Bay Area 2050+,
Transit 2050 +
Dates
August 2023 - Ongoing
Estimated Completion: March 2026
Firm Involvement
- Fehr & Peers - Prime Contractor
- Kearns & West - Community
Outreach and Engagement Lead
- TMD - Costing and Financial
Modeling Lead
K&W Budget
$ 300,000
Client
Metropolitan Transportation
Commission
375 Beale St., Suite 800
San Francisco, CA 94105
Reference
Leslie Lara-Enriquez
Assistant Director, Public Engagement
(415) 778-5258
[email protected]
Key Personnel and Project Role
- Joey Goldman, Project Manager
- Vidya Bhamidi, Outreach Lead
Work Sample:
Overview of activities and events
K&W planned and supported:
https://plan bayarea.org/news/news-
sto ry/' o i n -u pco m i n g -co m m u n ity-po p -
workshop -plan -bay -area -2050
Transportation Management & Design, Inc.
City of Beaumont
61 References
ETC's References
1 BI•STATE
DEVELOPMENT
metro
Bi State Development - St.
Lous Metro Transit Survey
Dates
January 2025 - Ongoing
Estimated Completion: August 2025
Firm Involvement
ETC Institute - Prime Contractor
Budget
$499,884
Client
Bi-State Development Agency
211 N Broadway #700
St. Louis, MO 63102
Reference
Bernadette Marion
Director of Research & Development
(314) 289-5230
[email protected]
Key Personnel and Project Role
- Chris Tatham, Principal
- Fred Gsell, Project Manager
Work Sample:
St. Louis Metro Transit 2025 On -Board
Survey OD Questionnaire:
https://drive.google .
com/file/d/12n0m5nLzb-
91Gg6Q8cP2P7wnDrdo8 oy/
view?usp=share link
2 CITY OF
Of TUCSON
City of Tucson Regionwide
Transit Survey
Dates
January 2025 - Ongoing
Estimated Completion: August 2025
Firm Involvement
ETC Institute - Prime Contractor
Budget
$576,708
Client
City of Tucson
3920 N. Sun Tran Blvd.
Tucson, AZ 85705
Reference
Davita Mueller
Director of Service Planning &
Development
(520) 206-8825
[email protected]
Key Personnel and Project Role
- Chris Tatham, Principal
- Fred Gsell, Project Manager
Work Sample:
Tucson Weekday Survey Results by
Route
https://drive.google.com/file/d/1rinm
C871 ROfPKYfcGyNdxVEQa83MoZF2/
view?usp=share link
3 Denver RTD Onboard Transit
Surveys
Dates
June 2024 - Ongoing
Estimated Completion: August 2025
Firm Involvement
ETC Institute - Prime Contractor
Budget
$1,049,499
Client
Denver Regional Transportation
District
1560 Broadway St., Suite 700
Denver, CO 80202
Reference
Lee Cryer
Planning Project Manager
(303) 299-2410
[email protected]
Key Personnel and Project Role
- Chris Tatham, Principal
- Fred Gsell, Project Manager
Work Sample:
Project Website:
https://www.rtd-denver .
com/2025survey
RTD Questionnaire:
https://drive.google.com/file/d/1T1R8
KjGzaCyHWgiDLueOrYwCQ07Wh83R/
view?usp=share link
Transportation Management & Design, Inc.
City of Beaumont
62 N
S
($;i47
gEA
010. @BEAUMONTTRANSIT FACEBOOK
0 •
SCOPE OF SERVICES
PROJECT UNDERSTANDING • SCOPE OF WORK PROGRAM
Scope of Services
Project Understanding
TMD understands that the City of Beaumont is seeking
consultant support to undertake a Comprehensive Opera-
tional Analysis (COA) of its local transit services, Beaumont Transit, a Microtransit Feasibility Study, and Bus Stop Improvement Plan, aimed at optimizing transit operation and improving the customer experience.
Beaumont Transit currently operates eight bus routes plus a weekend -only combined service, serving a diverse mix of travel needs. Two routes provide commuter -oriented
highway express services to other cities, while one multi- purpose express connects Beaumont to the San Bernardino Transit Center, connecting residents to jobs, education, and medical destination in San Bernardino County Five are local routes serving the city of Beaumont. Of these five routes, three provide peak -only tripper service oriented around Beaumont High School and are predominantly used by
students, while two routes provide all -day service meeting multiple access needs in addition to also serving Beaumont High School. Beaumont does not provide service after 6
PM or on Sunday. Figure 9 summarizes Beaumont Transit's current services.
Key considerations Beaumont Transit will
need to consider:
Reclassification from Rural to Urban
Beaumont Transit currently faces a critical transition as it adapts to its new classification as an urbanized area follow- ing the 2020 Census. In California, this reclassification requires Beaumont Transit to achieve a 20 percent farebox recovery ratio by fiscal year 2028, fundamentally chang- ing the operational and financial landscape for the transit system. TMD understands this challenge presents both
immediate operational pressures and long-term opportuni- ties to create a more efficient, rider -focused transit network.
Our approach recognizes that Beaumont's transit system
must simultaneously address compliance requirements
while positioning itself for sustainable growth and improved community service. We will develop an actionable plan for that strives to meet the farebox recovery requirements.
FIGURE 9: BEAUMONT TRANSIT'S CURRENT SERVICES
Route
Purpose
Span
Casino
Express
This route connects Downtown and Walmart (at the center of the route) to two Amazon warehouses on its western end and the Casino Morongo on its eastern end. 6:30 AM 6:00 PM with
lunch break. Weekdays
only.
Commuter
Link 120
This route is a multipurpose highway express providing non-stop service from Downtown and Walmart to the San Bernardino Transit Center, connecting to Metrolink.
On Saturdays, Route 120 extends to Casino Morongo, covering the Casino Express route.
6:00 AM - 6:00 PM with a
Lunch break on Weekdays.
2 morning and 2 afternoon
trips on Saturdays.
Commuter
Link 125
This route provides limited express service from downtown and Walmart to Crafton Hills College, Downtown Redlands, and Loma Linda.
4 round trips. Weekdays
only.
Route 3
This route connects Beaumont High School to Walmart via the northeastern neighborhoods. While centered around Beaumont High School, this route serves a multipurpose coverage function and operates during the midday hours. 6:00 AM - 4:00 PM
continuously. Weekdays
only.
Route 4
This route connects the northern neighborhoods to Walmart via Downtown. In the morning, Beaumont High School and Three Rings Ranch Park are served via a once -daily deviation; this route serves a multipurpose coverage function and operates midday. (The Three Rings Ranch Park deviation is also served on request.) 7;00 AM 6:00 PM
continuously. Weekdays
only.
Route 3/4
This route operates on Saturdays only, departing from Beaumont High School to Walmart, serving downtown while covering some of the northeastern neighborhoods typically served by Route 3 on weekdays.
8:30 AM - 4:30 PM with
a 3 -hour midday gap.
Saturday.
Route 7-1
This route is a peak -only tripper route connecting the western neighborhoods to Beaumont High School.
2 morning and 2 afternoon
trips. Weekdays only.
Route 7-2
This route is a peak -only tripper route connecting the western neighborhoods and downtown to Beaumont High School.
2 morning and 2 afternoon
trips. Weekdays only.
Route 9
This route is a peak -only tripper route connecting the southern neighborhoods and Pennsylvania Avenue to Beaumont High School.
2 morning and 2 afternoon
trips. Weekdays only.
Transportation Management & Design, Inc.
City of Beaumont
Comprehensive Operational Analysis
64 7
Scope of Services
FIGURE 10: REPLICA DATA SHOWING THE PERCENTAGE OF DAILY TRIPS PER HOUR IN BEAUMONT PRE AND POST PANDEMIC Travel by Hour in Beaumont
12%
10%
8%
6%
4%
2%
Oro - -
E E Ect co co co co (13
E E
O O O O O O
O O O O O o
N -1• N m u 1
co fd f7 r rt cti a a a a a a a a
o c o c O o o 0 0 c o o c 0
0 0 0 0 0 0 o O c o o o 0 0
k c r\ 0 C m• a Cr r�
••
i--1 e-1 1--1
• FaII 2019 • Fall 2024
a
c
O
r Er_
a a a
o
o o
Ql O r-1
New Travel Patterns and Service Opportunities
The COVID-19 pandemic changed regional travel behaviors, and it is important that Beaumont Transit's services reflect these changes. TMD has conducted several post -pandemic COAs
for agencies both locally in Southern California and across the country and have seen a consistent change in daily travel with a decreased emphasis on the morning peak, and trip -making shifting to later in the day. As shown in the chart above gener- ated from Replica travel demand data, this trends applies to Beaumont as well. While transit has historically focused on providing more service during peak commute times, there is now a widening disconnect between when service is offered and when people are traveling. This COA will consider both short and long-term impacts as the pandemic and its associated mobility environment continue to evolve. To assist in this effort, the TMD team will be leveraging Replica, to help identify areas and times where resources may be reallocated to generate new ridership.
coin Comprehensive Community Engagement
Along with a data -driven operations analysis and service optimization, Beaumont is seeking to gain a better
understanding of current and future transit needs based on market conditions and consumer demand to provide
a more useful and competitive service. Our team, led by Kearns and West, will conduct comprehensive and targeted engagement activities that supplement and fill in gaps of other current or recent outreach efforts, as well as gener- ate an understanding of current travel needs. Our recent outreach efforts that have focused on both virtual and
in -person workshops, online and mobile surveys, and transit intercepts at strategic locations and have seen high levels of involvement from the public, stakeholders and agency or city staff. Our team will work closely with City staff to ensure that engagement is conducted representatively throughout Beaumont and accommodates speakers of the languages
most commonly spoken in the community.
Transportation Management & Design, Inc.
City of Beaumont
65 1
Scope of Services
o o� Integrating New Microtranslt Technology
The ability to integrate on -demand ride requests into a public transit platform has been transformational in intro- ducing cost-effective alternatives to traditional fixed -route transit in harder -to -serve areas. This project will explore the feasibility of microtransit service for the City of Beaumont.
Our analysis will examine ridership potential, operational requirements, technology needs, and integration oppor-
tunities with fixed -route services. We will provide specific recommendations for service design, geographic coverage, operating parameters, and implementation strategies.
TMD has provided microtransit service planning an imple- mentation support to agencies and communities of all sizes, including RTA's GoMicro service covering Hemet and San
Jacinto.
I. Making Service more Usable and Accessible
Another key element of the project will be to develop a comprehensive Bus Stop Improvement Plan aimed at
enhancing the City of Beaumont's bus stop usability, acces- sibility, and safety for riders. This Plan will prioritize improve- ments based on ridership levels, accessibility requirements, safety concerns, and community input. It will determine optimum bus stop locations that balance good pedestrian access with impact on bus operations and the surrounding land use. Our recommendations will address physical infra- structure, wayfinding, lighting, seating, weather protection, and accessibility compliance while considering maintenance requirements and long-term sustainability.
masolj
• ■ ■ Using a Proven Approach
TMD has undertaken well over 100 COA projects for systems of all sizes around the country. While each area and project are unique, we design plans geared for implementation
that consistently engage decision -makers and riders, utilize efficient and effective network design, and increase rider- ship and farebox recovery. Starting with a customer -focused approach, our process blends market driven planning
(rethinking service around market demand and consumer
expectations) with sound operational knowledge (effective service design, efficient schedules, reliable daily delivery), always optimizing service based on riders' needs and avail- able resources. Our operational knowledge extends beyond design and scheduling to include other aspects impacting the delivery of service. This combination of our planning, scheduling, and operational expertise allows us to deliver plans that are ready to be implemented.
Transportation Management & Design, Inc.
City of Beaumont
66 Scope of Services
Scope of Work Program
Comprehensive Operational
Analysis
Task 1 - Public Engagement
Task 1.A. Community and Internal
Engagement
CONDUCT INITIAL "KICKOFF" MEETING
The TMD Team will kick off the project with an on -site meeting with the City of Beaumont staff and transit stake- holders. This will provide an opportunity to discuss several topics, including:
■ Key project goals, objectives, and outcomes
■ Confirmation of the project work plan and schedule
■ Coordination and communication protocols and
confirmation of reporting procedures
■ Data needs and transfer plan
■ Schedule for regular check -in meetings
■ Monthly progress reports
■ Community Engagement Plan
At the meeting, TMD will conduct a SWOC (strengths,
weaknesses, opportunities, and challenges) exercise to gain a better understanding of existing conditions, solicit input on the long-term vision for transit in the Beaumont Transit service area and identify any potential issues that may affect the process and outcome of the project. The team will work with the City and transit staff to ensure that the City's goals for the project are understood and incorporated into the final work plan.
Following the kick-off meeting, key TMD team members will conduct fieldwork to understand Beaumont Transit's services, ridership, and operations through bus rides, route drives, and staff meetings. This field time will help the team assess route alignments, service delivery, operator performance, customer relations, and facility conditions. The team will also observe local geography, street networks, transit markets, and operating conditions to inform subsequent work.
ON -GOING ENGAGEMENT
Our team views the stakeholder and public engagement
process as a critical element to the successful implementa- tion of the COA's recommendations — how the plan is devel- oped and how it supports the overall vision for Beaumont Transit will be of strategic importance in fostering support for recommended changes. To ensure success, the TMD
team, led by Kearns & West, will facilitate a comprehensive engagement process that will utilize a variety of forums to involve the community in a phased approach that encourages vital community input, builds ownership, and results in strong advocacy for the plan's recommendations. We propose an
inclusive, collaborative process that involves stakeholders, staff, and members of the public throughout the study. Our approach to successfully execute an engaging and inclusive community engagement process is outlined below.
Develop a Community Engagement Plan
Following the Kick-off meeting, our outreach subcon-
sultant, Kearns & West, will develop a comprehensive
Community Engagement Plan to ensure the COA reflects
the shared needs, priorities, and values of all segments of the communities served by Beaumont Transit. This docu-
ment will outline all planned outreach and engagement
methods, providing details on each activity, its schedule, priority groups, purpose, and public participation goals.
Additionally, the plan will include a stakeholder analysis, a communications plan, programs and activities, roles and responsibilities, community -specific engagement strate- gies, and a project schedule. The plan will be developed in consultation with Beaumont staff to align with established engagement and communication protocols. Coordination
will also occur with Beaumont staff to consider other exist- ing outreach programs underway.
The Kearns & West team will build the plan using proven outreach best practices to engage community members,
community partners, and stakeholders throughout the plan- ning process. The plan will be rooted in an equitable and inclusive framework, ensuring responsiveness to societal inequities, barriers to effective engagement, and the unique characteristics of the community. The plan will prioritize language inclusion with Spanish translation and inter-
pretation, convenience by scheduling events for working families, culturally grounded engagement through interac- tive, relevant formats, and local partnerships with trusted community organizations and businesses.
Transportation Management & Design, Inc.
City of Beaumont
67 7
Scope of Services
The Community and Stakeholder Outreach Plan will follow a two-phase process that seeks to integrate engagement
in meaningful ways at two key project milestones. The
phased approach will include outreach strategies to assess the transit network's existing operations, determining
alternatives, and ascertaining public feedback for preferred alternatives. The first phase will occur at the onset of the COA effort in order to gather public input about their overall mobil- ity needs, travel demands, and perspectives on/awareness of the existing Beaumont Transit network. The second phase will occur during Task 5, focusing on the solicitation of feedback about the draft recommendations. Each round will have
an outreach objective that integrates all proposed activi- ties. The plan will include a section detailing the process of documenting input and integrating individual meeting summaries into a comprehensive public input summary.
Engagement Strategies
Our team possess a number of innovative approaches to
engage the community. Based on our current understand-
ing of the project, the following tool, strategies, activities, and materials that may be used to engage the community
and promote project awareness.
Project Webpage and Digital Engagement
While Beaumont staff will manage the project webpage,
our team will develop content, images, and project informa- tion that details milestones, opportunities for involvement, and ways to get more information. Our team will work with Beaumont staff to update the page throughout the course of the project with new relevant information, ultimately sharing the draft plan. The site can also be a tool used to "close the loop" and demonstrate how the feedback
collected from the public through the "Pop Ups," public meetings, and online meetings informed the development
of the draft plan. The webpage may also include a form for people to be added to a stakeholder database. The outreach plan will confirm roles and responsibilities for updating and maintaining this project webpage over the course of the project.
Social Media
While Beaumont staff will manage social media, our team will advise on the timing and content of sharing newswor- thy, time -sensitive and culturally appropriate information about the project. The outreach plan will include a social media plan for the course of the project.
Maintenance of a Project Stakeholder Database
Our team will collaborate with Beaumont staff to estab- lish and compile a database of stakeholder organizations (including local partners in Beaumont and regional part- ners who will be interested in the effort), individuals, and members of the public that have interest in the outcomes of the project. This includes contacts for major employment centers, businesses, residential developments, community - based organizations, medical destinations, programs serving youth and older adults, and nonprofit organizations. This database will also serve as the distribution list for project updates and will be further populated and updated as the project advances. The outreach plan will confirm roles and responsibilities for updating and maintaining this database over the course of the project.
Targeted "Pop Up" Sessions
Because attendance at general public meetings can be
sparse, our team proposes to set up "Pop Up" sessions at significant ridership or key community locations. Pop-up outreach provides the project team with an opportunity
to interact with the public where they are, letting them know about the project and any open surveys, as well as promoting attendance at upcoming public open houses or
workshops. These sessions help to extend the "reach" of the project, as they do not require special meetings and are not limited to specific groups of people. These pre -scheduled and advertised "go to them" sessions are especially useful at the beginning of the project, when the focus is on assessing the transit needs and goals of the community and "getting the word out" for the project. Our team will collaborate with Beaumont staff to host six (6) pop-up events — three in each round. We will coordinate with Beaumont Staff
to ensure that these pop -ups bring information to places where people naturally gather, providing Beaumont transit riders with quick and meaningful opportunities to share their feedback while also reaching community members
who might not otherwise participate in scheduled project events or know about the project. Our team will prepare materials for and staff these pop-up outreach events, which would include displays, visualization tools, handouts, priori- tization exercises, and an opportunity for people to talk one-on-one with project representatives. An example of
an interactive exercise that our team could help develope is the "TMD Bus Bucks" game (either online or in -person), where participants are given a specific number of dollars and choose how to allocate those dollars among potential service improvements.
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Citywide Public Event (Open House or Workshop)
Traditional in -person meetings provide great opportunities for riders, members of the public, community groups, and advocates to learn about the project and interact directly with the project team, but it is often difficult for people to take time out of their busy schedules to participate.
TMD proposes to take the in -person meeting process as
close to the community as possible, focusing on issues
of local concern as well as larger regional goals. These meetings could utilize an open house, come -and -go type format which allows people to drop by any time during the meeting, view project information, participate in surveys or other interactive engagement tools, and speak to project team staff on a one-on-one basis. To maximize attendance, these meetings should be scheduled at locations and times that are accessible by transit and ensure that a mix of participants can attend. We will host two (2) public events (workshop/open house) — one in each phase. We will
also develop a notification plan using traditional and digital methods. Information would be provided at a minimum in
English and Spanish.
Virtual Meetings
To expand the reach of the public engagement efforts, TMD can conduct one virtual public meeting to coincide with the timing of the other community meetings in each round.
A presentation would be developed that highlights key
concepts and findings (based on the timing of the meeting within the project schedule) and would allow for interaction QValue Add: Unique Tools to Engage the
Community
We work hard to educate stakeholders, operators, and
members of the public on the transit network design
choices and competing priorities while at the same time listening intently to the participants' ideas, suggestions, and experiences to improve transit. One tool we have
for providing education on transit trade-offs is the "TMD Bus Bucks" game, which gives participants a limited
amount of funding to allocate to different types of service improvements. Each improvement has an associated cost
and benefit, and participants are forced to make difficult choices and prioritize what is most important to them.
between the project team and participants to discuss issues and ideas, similar to what would occur during the in -person event. For those unable to attend the meeting, TMD will create a video recording of the presentation for each round that can be posted to the project website.
Operator Engagement
The front line staff provide valuable insight into customer needs and operational challenges. The bus operator is often the only point of contact with customers, and will hear their requests and concerns. Vehicle operators along with dispatchers and road supervisors have firsthand knowledge as to what is occurring daily. Therefore regular engagement with frontline staff will occur throughout the development of the COA We will work with the City project team to lay out a specific schedule and approach for interacting with front line staff to seek input at the beginning of the process as well as providing feedback to recommendations.
City Council Meetings
Our team will make up to three presentations to the
Beaumont City Council, to ensure staff are informed
on the project progress and the draft and final COA
recommendations.
Task 1.A Deliverables:
• One project kick off meeting.
• Community and Stakeholder Outreach Plan.
• Promote, set-up, and attend up to 6 pop-up events,
2 public open -house meetings, 2 virtual meeting.
• Attend and present at up to 3 City Council Meetings.
• Summary report of all community engagement
activities and how the feedback received informed
the COA.
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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
54mmeryRewlt
V4HOME CORONACROIRERT
irt -3
Nob a .
HOPI ONO
4 % /i!/ ewe• bo
C.
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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■ 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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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
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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.
Transportation Management & Design, Inc.
City of Beaumont
77 Scope of Services
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).
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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
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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.
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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
Mountains
~Estates
•
Oro
Valley
Casa�Adobes
Drexel . ..
Heights;
•
Catalina
Catalina
Foothills
I. 1
• I. .•
J:
41 • !'t
Legend
Shelter - Heap Map
im Sparse
Dense
Bench - Heat Map
Sparse
Dense
• No Infrastructure
Ridership
0-25
26 - 100
101 - 250
251 - 600
601 - 1204
Bus Routes
Tanque Verde
Vnil
1 O 0 2Mlies W'�I]
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 1645 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
No. -15
1 2 3 4
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
Task 0. Project Management
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Task 1: Public Engagement.
Task1.A: Community and Internal Engagement
Task 1.B: Rider & Community Survey
CommunityEnageineraPlan
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Task 2: Data Collection (includes Market Analysis)
Task 2.A: Required Data Collection
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Task 3: Current and Projected Funding Levels Analysis
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Task 3.A: Funding and Cost Analysis
Task 3.B: Fare Equity Analysis (Fare Study)
0 0
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0 U
Task 4: Fixed Route, Commuter Link, and Paratransit Service Analysis I
Task 4.A: Route Profiles
4.B: Service Analysis
O
5: Service Recommendations
Defining the Mobility Toolkit
Identifying Service Alternatives
Phasing the COA (Short-, Mid-, Long- Term)
Financial Plan
Final Report
—. 0
0 0
C
E Task
N
Q
T
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O1
I::'-
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Task 1: Analysis of Current Services and Existing Microtransit Models Task LA: Review of Current Transit Services
1.8: Examination of Other Microtransit Models
Task 2: Identification of Service Gaps and Development of Microtransit Zones Task 2.A: Service Gaps and Key Destinations
Task 2.9: Development of Potential Microtransit Zones
CO
0 l%
0 Task 3: Financial and Operational Feasibility Analysis Task 3.A: Ridership Forecast and Fare Strucutre Development Task 3.B: Cost -Benefit Analysis of Service Models
0 0
Task 4: Microtransit Recommendation and Implementation Plan �.
.
Task 4.A: Final Recommendation
Task 4.6, Implementation Plan and Funding Strategy
0 Mi nt
T. k : .l i •f t i . .. . .. .. I fr. r r I,
I
I
•
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
i .
City Council Presentation
R
Project Webshe Update
~
Stakeholder Meeting
O
Deliverable Completed
IE, A n
9 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 1652 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 Pros r.t Annrw ►ii
Project Organization
Bus Stop Improvement
Plan
!MONT
• TRANSIT
Project Manager
Ron Kilcoyne, TMD
Deputy Project Manager
Daniel Pena, 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 1.8 - 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
Lead
Lead
Kilcoyne, TMD • China Langer, TMD
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
Lead
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
Planners, TMD • Ron Kilcoyne, TMD
• China Langer, TMD
Lead
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 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 :`- *
-'��..r
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
.. t
Jab
TRQ
N
S
04 ii --
BE
fACEgpOK
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
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TRQ
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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
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
EXHIBIT "B"
CERTIFICATES OF INSURANCE AND ENDORSEMENTS
(insert behind this page)
A`� �® CERTIFICATE OF LIABILITY INSURANCE
DATE (MM/DD/YYYY)
8/20/2025
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
PRODUCER
Scott Held Insurance Agency
5855 Avenida Encinas, Suite 145
Carlsbad CA 92008
CONTACT
NAME: Scott Held
(A/C, NE Ext): 858-332-2220 FAX
No):
A ADDRESS: scott c srhinsurance.com
INSURER(S) AFFORDING COVERAGE
NAIC #
INSURER A : Continental Casualty Company
20443
INSURED
Transportation Management & Design, Inc.
2701 Loker Ave. West, Suite 110
Carlsbad CA 92010-6637
INSURER B : The Hartford
30104
INSURER C : Underwriters at Lloyd's, London
15792
INSURER D : At -Bay Specialty Insurance Company
19607
INSURER E : Scottsdale Insurance Company
41297
INSURER F :
COVERAGES
CERTIFICATE NUMBER:
REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE NSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR
TYPE OF INSURANCE
AUULSUts
INSD
WVD
POLICY NUMBER
POLICY EFF
(MM/DD/YYYY)
POLICY EXP
(MM/DD/YYYY)
LIMITS
A
X
COMMERCIAL GENERAL LIABILITY
Y
B7013592549
02/08/2025
02/08/2026
EACH OCCURRENCE
$ 2,000,000
CLAIMS -MADE
X
OCCUR
PREMISES (Ea occurrence)
$ 1,000,000
MED EXP (Any one person)
$ 10,000
PERSONAL & ADV INJURY
$ 2,000,000
GEN'L
AGGREGATE
POLICY
OTHER:
X
LIMIT APPLIES
PER:
LOC
GENERAL AGGREGATE
$ 4,000,000
PRODUCTS - COMP/OP AGG
$ 4,000,000
$
A
AUTOMOBILE
—
X
LIABILITY
ANY AUTO
OWNED
AUTOS ONLY
HIRED
AUTOS ONLY
—
_
X
SCHEDULED
AUTOS
AUTOS ONLYY
Y
B7013592549
02/08/2025
02/08/2026
COMBINED SINGLE LIMIT
(Ea accident)
$ 1,000,000
BODILY INJURY (Per person)
$
BODILY INJURY (Per accident)
$
(Per accident) DAMAGE
$
$
A
X
UMBRELLA LIAB
EXCESS LIAB
X
OCCUR
CLAIMS -MADE
B7013592552
02/08/2025
02/08/2026
EACH OCCURRENCE
$ $5,000,000
AGGREGATE
$ $5,000,000
DED
X
RETENTION $ 10,000
$
B
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
ANY PROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
If yes, describe under
DESCRIPTION OF OPERATIONS below
Y / N
Y
N / A
72 WEC AE9JLT
02/08/2025
02/08/2026
X
A
STTUTE
H
ER
E.L. EACH ACCIDENT
$ 1,000,000
E.L. DISEASE - EA EMPLOYEE
$ 1,000,000
E.L. DISEASE - POLICY LIMIT
$ 1,000,000
C
PROFESSIONAL LIABILITY
PSN0240237253
02/15/2025
02/15/2026
Per Occurrence
Aggregate
Deductible
$5,000,000
$5,000,000
$10,000
DESCRIPTION OF OPERATIONS I LOCATIONS I VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) The City of Beaumont, its elected and appointed officers, employees, agents and volunteers are named as additional insured as required by written contract with respect to General Liability and Auto Liability. 30 Days Notice of Cancellation to certificate holder, 10 days for non-payment of premium applies.
CERTIFICATE HOLDER
City of Beaumont
550 E. 6th Street,
Beaumont, CA 92223
CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
AUTHORIZED REPRESENTATIVE
5co-Ii- He -L4
© 1988-2015 ACORD CORPORATION. All rights reserved.
ACORD 25 (2016/03) The ACORD nanPagefoll6We qyliSiteinrnarks of ACORD
AGENCY CUSTOMER ID:
LOC #:
AC REP
ADDITIONAL REMARKS SCHEDULE
AGENCY
Scott Held Insurance Agency
NAMED INSURED
Transportation Management & Design, Inc.
2701 Loker Ave. W
Suite 110
Carlsbad, CA 92010
POLICY NUMBER
See Below
CARRIER
See Page 1
NAIC CODE
See Page 1
EFFECTIVE DATE:
ADDITIONAL REMARKS
THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, FORM NUMBER: 25 FORM TITLE: Certificate of Liability Insurance Insr Ltr. Type of Insurance
D Cyber Liability
E Directors & Officers
Policy Number Policy Effective & Exp.
AB -6607333-05
EKS3553459
Limits
02/14/2025 - 02/14/2026 Each Incident: $3,000,000
Policy Aggregate: $3,000,000
01/26/2025-1/26/2026 Aggregate Limit: $1,000,000
ACORD 101 (2008/01)
© 2008 ACORD CORPORATION. All rights reserved.
The ACORD name ®6166&g At489 rks of ACORD
CNA
SB146932G
(Ed. 10-19)
BLANKET ADDITIONAL INSURED AND LIABILITY EXTENSION ENDORSEMENT This endorsement modifies insurance provided under the following:
BUSINESSOWNERS LIABILITY COVERAGE FORM
BUSINESSOWNERS COMMON POLICY CONDITIONS
TABLE OF CONTENTS
I.
Blanket Additional Insured Provisions
A.
Additional Insured - Blanket Vendors
B.
Miscellaneous Additional Insureds
C.
Additional Provisions Pertinent to Additional Insured Coverage
1.a. Primary - Noncontributory provision
1.b. Definition of "written contract"
2. Additional Insured - Extended Coverage
II.
Liability Extension Coverages
A.
Bodily Injury - Expanded Definition
B.
Broad Knowledge of Occurrence
C.
Estates, Legal Representatives and Spouses
D.
Fellow Employee First Aid
E.
Legal Liability - Damage to Premises
F.
Personal and Advertising Injury - Discrimination or Humiliation G.
Personal and Advertising Injury - Broadened Eviction
H.
Waiver of Subrogation - Blanket
I. BLANKET ADDITIONAL INSURED PROVISIONS
A. ADDITIONAL INSURED - BLANKET VENDORS
Who Is An Insured is amended to include as an additional insured any person or organization (referred to below as vendor) with whom you agreed under a "written contract" to provide insurance, but only with respect to "bodily injury" or "property damage" arising out of "your products" which are distributed or sold in the regular course of the vendor's business, subject to the following additional exclusions:
1. The insurance afforded the vendor does not apply to:
a. "Bodily injury" or "property damage" for which the vendor is obligated to pay damages by reason of the assumption of liability in a contract or agreement. This exclusion does not apply to liability for damages that the vendor would have in the absence of the contract or agreement; b. Any express warranty unauthorized by you;
c. Any physical or chemical change in the product made intentionally by the vendor; d. Repackaging, except when unpacked solely for the purpose of inspection, demonstration, testing, or the substitution of parts under instructions from the manufacturer, and then repackaged in the original container;
e. Any failure to make such inspections, adjustments, tests or servicing as the vendor has agreed to make or normally undertakes to make in the usual course of business, in connection with the distribution or sale of the products;
f. Demonstration, installation, servicing or repair operations, except such operations performed at the vendor's premises in connection with the sale of the product; Products which, after distribution or sale by you, have been labeled or relabeled or used as a container, part or ingredient of any other thing or substance by or for the vendor; or g.
SB146932G (10-19) Page 1 of 7
CopPage ,892iots ed.
SB146932G
(Ed. 10-19)
h. "Bodily injury" or "property damage" arising out of the sole negligence of the vendor for its own acts or omissions or those of its employees or anyone else acting on its behalf. However, this exclusion does not apply to:
(1) The exceptions contained in Subparagraphs d. orf.; or (2) Such inspections, adjustments, tests or servicing as the vendor has agreed to make or normally undertakes to make in the usual course of business, in connection with the distribution or sale of the products.
2. This insurance does not apply to any insured person or organization, from whom you have acquired such products, or any ingredient, part or container, entering into, accompanying or containing such products.
3. This provision 2. does not apply to any vendor included as an insured by an endorsement issued by us and made a part of this Policy.
4. This provision 2. does not apply if "bodily injury" or "property damage" included within the "products - completed operations hazard" is excluded either by the provisions of the Policy or by endorsement.
B. MISCELLANEOUS ADDITIONAL INSUREDS
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1. Who Is An Insured is amended to include as an insured any person or organization (called additional insured) described in paragraphs 3.a. through 3.j. below whom you are required to add as an additional insured on this policy under a "written contract."
2. However, subject always to the terms and conditions of this policy, including the limits of insurance, we will not provide the additional insured with:
a. A higher limit of insurance than required by such "written contract;" b. Coverage broader than required by such "written contract" and in no event greater than that described by the applicable paragraph a. through k. below; or
c. Coverage for "bodily injury" or "property damage" included within the "products -completed operations hazard." But this paragraph c. does not apply to the extent coverage for such liability is provided by paragraph 3.j. below.
Any coverage granted by this endorsement shall apply only to the extent permitted by law.
3. Only the following persons or organizations can qualify as additional insureds under this endorsement:
a. Controlling Interest
Any persons or organizations with a controlling interest in you but only with respect to their liability arising out of:
(1) such person or organization's financial control of you; or (2) Premises such person or organization owns, maintains or controls while you lease or occupy these premises;
provided that the coverage granted to such additional insureds does not apply to structural alterations, new construction or demolition operations performed by or for such additional insured. b. Co-owner of Insured Premises
A co-owner of a premises co -owned by you and covered under this insurance but only with respect to the co -owners liability for "bodily injury," "property damage" or "personal and advertising injury" as co- owner of such premises.
c. Grantor of Franchise
Any person or organization that has granted a franchise to you, but only with respect to such person or organization's liability for "bodily injury," "property damage," or "personal and advertising injury" as grantor of a franchise to you.
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d. Lessor of Equipment
Any person or organization from whom you lease equipment, but only with respect to liability for "bodily injury," "property damage" or "personal and advertising injury" caused in whole or in part by your maintenance, operation or use of such equipment, provided that the "occurrence" giving rise to such "bodily injury" or "property damage" or the offense giving rise to such "personal and advertising injury" takes place prior to the termination of such lease. e. Lessor of Land
Any person or organization from whom you lease land, but only with respect to liability for "bodily injury," "property damage" or "personal and advertising injury" arising out of the ownership, maintenance or use of that specific part of the land leased to you, provided that the "occurrence" giving rise to such "bodily injury" or "property damage" or the offense giving rise to such "personal and advertising injury," takes place prior to the termination of such lease. The insurance hereby afforded to the additional insured does not apply to structural alterations, new construction or demolition operations performed by, on behalf of or for such additional insured.
f. Lessor of Premises
g.
An owner or lessor of premises leased to you, or such owner or lessor's real estate manager, but only with respect to liability for "bodily injury," "property damage" or "personal and advertising injury" arising out of the ownership, maintenance or use of such part of the premises leased to you, and provided that the "occurrence" giving rise to such "bodily injury" or "property damage" or the offense giving rise to such "personal and advertising injury," takes place prior to the termination of such lease.
The insurance hereby afforded to the additional insured does not apply to structural alterations, new construction or demolition operations performed by, on behalf of or for such additional insured.
Mortgagee, Assignee or Receiver
A mortgagee, assignee or receiver of premises but only with respect to such mortgagee, assignee, or receiver's liability for "bodily injury," "property damage" or "personal and advertising injury" arising out of the ownership, maintenance, or use of a premises by you.
This insurance does not apply to structural alterations, new construction or demolition operations performed by, on behalf of or for such additional insured. h. State or Political Subdivisions
A state or government agency or subdivision or political subdivision that has issued a permit or authorization, but only with respect to such government agency or subdivision or political subdivision's liability for "bodily injury," "property damage" or "personal and advertising injury" arising out of:
(1) The following hazards in connection with premises you own, rent, or control and to which this insurance applies:
(a) The existence, maintenance, repair, construction, erection, or removal of advertising signs, awnings, canopies, cellar entrances, coal holes, driveways, manholes, marquees, hoistaway openings, sidewalk vaults, street banners, or decorations and similar exposures; or (b) The construction, erection, or removal of elevators; or (c) The ownership, maintenance or use of any elevators covered by this insurance; or (2) The permitted or authorized operations performed by you or on your behalf. But the coverage granted by this paragraph does not apply to:
(a) "Bodily injury", "property damage" or "personal and advertising injury" arising out of operations performed for the state or government agency or subdivision or political subdivision; or
(b) "Bodily injury" or "property damage" included within the "products -completed operations hazard."
With respect to this provision's requirement that additional insured status must be requested under a "written contract," we will treat as a "written contract" any governmental permit that requires you to add the governmental entity as an additional insured.
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i. Trade Show Event Lessor
With respect to your participation in a trade show event as an exhibitor, presenter or displayer, any person or organization whom you are required to include as an additional insured, but only with respect to such person or organization's liability for "bodily injury," "property damage," or "personal and advertising injury" caused by:
a. Your acts or omissions; or
b. Acts or omissions of those acting on your behalf;
in the performance of your ongoing operations at the trade show premises during the trade show event. j. Other Person or Organization
Any person or organization who is not an additional insured under paragraphs a. through i. above. Such additional insured is an insured solely for "bodily injury," "property damage" or "personal and advertising injury" for which such additional insured is liable because of your acts or omissions.
The coverage granted by this paragraph does not apply to any person or organization:
(1) For "bodily injury," "property damage," or "personal and advertising injury" arising out of the rendering or failure to render any professional services; (2) For "bodily injury" or "property damage" included in the "products -completed operations hazard." But this provision (2) does not apply to such "bodily injury" or "property damage" if:
(a) It is entirely due to your negligence and specifically results from your work for the additional insured which is the subject to the "written contract"; and (b) The 'written contract" requires you to make the person or organization an additional insured for such "bodily injury" or "property damage"; or
(3) Who is afforded additional insured coverage under another endorsement attached to this policy.
C. ADDITIONAL PROVISIONS PERTINENT TO ADDITIONAL INSURED COVERAGE 20020004970135925490640
1. With respect only to additional insured coverage provided under paragraphs A. and B. above:
a. The BUSINESSOWNERS COMMON POLICY CONDITIONS are amended to add the following to the Condition entitled Other Insurance:
This insurance is excess of all other insurance available to an additional insured whether primary, excess, contingent or on any other basis. However, if a "written contract" requires that this insurance be either primary or primary and noncontributing, then this insurance will be primary and non-contributory relative solely to insurance on which the additional insured is a named insured. b. Under Liability and Medical Expense Definitions, the following definition is added:
"Written contract" means a written contract or agreement that requires you to make a person or organization an additional insured on this policy, provided the contract or agreement:
(1) Is currently in effect or becomes effective during the term of this policy; and (2) Was executed prior to:
(a) The "bodily injury" or "property damage;" or
(b) The offense that caused the "personal and advertising injury"; for which the additional insured seeks coverage.
2. With respect to any additional insured added by this endorsement or by any other endorsement attached to this Coverage Part, the section entitled Who Is An Insured is amended to make the following natural persons insureds.
If the additional insured is:
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b. A partnership or joint venture, then its partners, members and their spouses are insureds; c. A limited liability company, then its members and managers are insureds; d. An organization other than a partnership, joint venture or limited liability company, then its executive officers, directors and shareholders are insureds; or
e. Any type of entity, then its employees are insureds; but only with respect to locations and operations covered by the additional insured endorsement's provisions, and only with respect to their respective roles within their organizations. Furthermore, employees of additional insureds are not insureds with respect to liability arising out of:
(1) "Bodily injury" or "personal and advertising injury" to any fellow employee or to any natural person listed in paragraphs a. through d. above;
(2) "Property damage" to property owned, occupied or used by their employer or by any fellow employee; or (3) Providing or failing to provide professional health care services.
II. LIABILITY EXTENSION COVERAGES
It is understood and agreed that this endorsement amends the Businessowners Liability Coverage Form. If any other endorsement attached to this policy amends any provision also amended by this endorsement, then that other endorsement controls with respect to such provision, and the changes made by this endorsement to such provision do not apply.
A. Bodily injury — Expanded Definition
Under Liability and Medical Expenses Definitions, the definition of "Bodily injury" is deleted and replaced by the following:
"Bodily injury" means physical injury, sickness or disease sustained by a person, including death, humiliation, shock, mental anguish or mental injury by that person at any time which results as a consequence of the physical injury, sickness or disease.
B. Broad Knowledge of Occurrence
Under Businessowners Liability Conditions, the Condition entitled Duties In The Event of Occurrence, Offense, Claim or Suit is amended to add the following:
Paragraphs a. and b. above apply to you or to any additional insured only when such "occurrence," offense, claim or "suit" is known to:
(1) You or any additional insured that is an individual; (2) Any partner, if you or an additional insured is a partnership; (3) Any manager, if you or an additional insured is a limited liability company; (4) Any "executive officer" or insurance manager, if you or an additional insured is a corporation; (5) Any trustee, if you or an additional insured is a trust; or (6) Any elected or appointed official, if you or an additional insured is a political subdivision or public entity.
This paragraph applies separately to you and any additional insured.
C. Estates, Legal Representatives and Spouses
The estates, heirs, legal representatives and spouses of any natural person insured shall also be insured under this policy; provided, however, coverage is afforded to such estates, heirs, legal representatives and spouses only for claims arising solely out of their capacity as such and, in the case of a spouse, where such claim seeks damages from marital common property, jointly held property, or property transferred from such natural person insured to such spouse. No coverage is provided for any act, error or omission of an estate, heir, legal representative or spouse outside the scope of such person's capacity as such, provided however that the spouse of a natural person Named Insured and the spouses of members or partners of joint venture or partnership Named Insureds are insureds with respect to such spouses' acts, errors or omissions in the conduct of the Named Insured's business.
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D. Fellow Employee First Aid Coverage
In the section entitled Who Is An Insured, paragraph 2.a.1. is amended to add the following:
The limitations described in subparagraphs 2.a.1.(a), (b) and (c) do not apply to your "employees" for "bodily injury" that results from providing cardiopulmonary resuscitation or other first aid services to a co -"employee" or "volunteer worker" that becomes necessary while your "employee" is performing duties in the conduct of your business. Your "employees" are hereby insureds for such services. But the insured status conferred by this provision does not apply to "employees" whose duties in your business are to provide professional health care services or health examinations.
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E. Legal Liability — Damage To Premises
1. Under B. Exclusions, 1. Applicable to Business Liability Coverage, Exclusion k. Damage To Property, is replaced by the following:
k. Damage To Property
"Property damage" to:
1. Property you own, rent or occupy, including any costs or expenses incurred by you, or any other person, organization or entity, for repair, replacement, enhancement, restoration or maintenance of such property for any reason, including prevention of injury to a person or damage to another's property;
2. Premises you sell, give away or abandon, if the "property damage" arises out of any part of those premises;
3. Property loaned to you;
4. Personal property in the care, custody or control of the insured;
5. That particular part of any real property on which you or any contractors or subcontractors working directly or indirectly in your behalf are performing operations, if the "property damage" arises out of those operations; or
6. That particular part of any property that must be restored, repaired or replaced because "your work" was incorrectly performed on it.
Paragraph 2 of this exclusion does not apply if the premises are "your work" and were never occupied, rented or held for rental by you.
Paragraphs 1, 3, and 4, of this exclusion do not apply to "property damage" (other than damage by fire or explosion) to premises:
(1) rented to you:
(2) temporarily occupied by you with the permission of the owner, or (3) to the contents of premises rented to you for a period of 7 or fewer consecutive days.
A separate limit of insurance applies to Damage To Premises Rented To You as described in Section D — Liability and Medical Expenses Limits of Insurance.
Paragraphs 3, 4, 5, and 6 of this exclusion do not apply to liability assumed under a sidetrack agreement.
Paragraph 6 of this exclusion does not apply to "property damage" included in the "products - completed operations hazard."
2. Under B. Exclusions, 1. Applicable to Business Liability Coverage, the following paragraph is added, and replaces the similar paragraph, if any, beneath paragraph (14) of the exclusion entitled Personal and Advertising Injury:
Exclusions c, d, e, f, g, h, i, k, I, m, n, and o, do not apply to damage by fire to premises while rented to you or temporarily occupied by you with permission of the owner or to the contents of premises rented to you for a period of 7 or fewer consecutive days. A separate limit of insurance applies to this coverage as described in Section D. Liability And Medical Expenses Limits Of Insurance.
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3. The first Paragraph under item 5. Damage To Premises Rented To You Limit of the section entitled Liability And Medical Expenses Limits Of Insurance is replaced by the following:
The most we will pay under Business Liability for damages because of "property damage" to any one premises, while rented to you or temporarily occupied by you with the permission of the owner, including contents of such premises rented to you for a period of 7 or fewer consecutive days, is the Damage to Premises Rented to You Limit. The Damage to Premises Rented to You Limit is the greater of:
a. $1,000,000; or
b. The Damage to Premises Rented to You Limit shown in the Declarations.
F. Personal and Advertising Injury — Discrimination or Humiliation
1. Under Liability and Medical Expenses Definitions, the definition of "personal and advertising injury" is amended to add the following:
h. Discrimination or humiliation that results in injury to the feelings or reputation of a natural person, but only if such discrimination or humiliation is:
(1) Not done intentionally by or at the direction of:
(a) The insured; or
(b) Any "executive officer," director, stockholder, partner, member or manager (if you are a limited liability company) of the insured; and
(2) Not directly or indirectly related to the employment, prospective employment, past employment or termination of employment of any person or person by any insured.
2. Under B. Exclusions, 1. Applicable to Business Liability Coverage, the exclusion entitled Personal and Advertising Injury is amended to add the following additional exclusions:
(15)Discrimination Relating to Room, Dwelling or Premises Caused by discrimination directly or indirectly related to the sale, rental, lease or sub -lease or prospective sale, rental, lease or sub -lease of any room, dwelling or premises by or at the direction of any insured. (16)Employment Related Discrimination
Discrimination or humiliation directly or indirectly related to the employment, prospective employment, past employment or termination of employment of any person by any insured. (17) Fines or Penalties
Fines or penalties levied or imposed by a governmental entity because of discrimination.
3. This provision (Personal and Advertising Injury — Discrimination or Humiliation) does not apply if Personal and Advertising Injury Liability is excluded either by the provisions of the Policy or by endorsement.
G. Personal and Advertising Injury - Broadened Eviction Under Liability and Medical Expenses Definitions, the definition of "Personal and advertising injury" is amended to delete Paragraph c. and replace it with the following:
c. The wrongful eviction from, wrongful entry into, or invasion of the right of private occupancy of a room dwelling or premises that a person or organization occupies committed by or on behalf of its owner, landlord or lessor.
H. Waiver of Subrogation — Blanket
We waive any right of recovery we may have against:
a. Any person or organization with whom you have a written contract that requires such a waiver.
All other terms and conditions of the Policy remain unchanged.
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BEAUMOIVT
C A L I F O R N I A
California Levine Act Statement
California Government Code Section 84308, commonly referred to as the "Levine Act," prohibits any Beaumont City Council Member from participating in any action related to a contract or application if he or she receives any political contributions totaling more than $500 within the previous twelve months, and for twelve months following the date a final decision from the business/board or applicant.
The Levine Act also requires a member of the Beaumont City Council who has received such a contribution to disclose the contribution on the record of the proceeding.
Current Beaumont City Council Members are listed at:
https://www.beaumontca.gov/29/City-Council
Proposers are responsible for accessing this link to review the names prior to answering the following questions.
1. Have you or your company, or any agent/board member on behalf of you or your company/entity, made any political contributions of more than $500 to any Beaumont City Council Member in the 12 months preceding the date of the submission of your proposal or application, or the anticipated date of any Council action? YES If yes, please identify the Council Member(s):
✓Q NO
2. Do you or your company/entity, or any agency on behalf of you or your company/entity, anticipate or plan to make any political contribution of more than $500 to any Beaumont City Council Member in the 12 months following any Council action related to your proposal or application?
I _ l YES If yes, please identify the Council Member(s):
n NO
Answering yes to either of the two questions above does not preclude the Beaumont City Council from awarding a contract or approving an application or any subsequent action. It does however, preclude the identified Council Member(s) from participating in any actions related to your proposal or application.
August 22, 2025
China Langer Date: 20signed
5082208:5550 0900'
Date Signature of authorized individual
President, Transportation Management & Design, Inc.
Company/Applicant Name
City of Beaumont 1550 E. 6th Street, Beaumont, CA 92223 I (951) 769-8520 I BeaumontCA.gov