Gardena City Council
September 9, 2025

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
HON HLVMSC5630R MOBILE STG CAB W/ BINS 18D X 30W X 56H R PULLS2 $1,100.70 $2,201.4010 .L Standard Random Key Lock
$(P3) P3 Paint Opts
.P8M Regatta
KIM 26K4064FLDMWFMPARADOLIA,40WX64H,FLOOR SCREEN,DUAL

SIDED,MOBILE,FAB/MKRBD
2 $3,468.00 $6,936.0011
...FABRIC Skipped Option
...PIPING Skipped Option
STDFINISH GROUP STANDARD GROUP 1
...FINISH COLOR Skipped Option
$48,645.24Sub Total:

P1
BABMAR883ECU Cantilever Umbrella 13' OCTAGON3 $7,816.25 $23,448.7512 KFI 5601 Eveleen - Chair14 $382.97 $5,361.5813
GW Grey/White
KFI SD5601 Eveleen - Side Table1 $297.73 $297.7314
GW Grey/White
KFI SK5601 Eveleen - Rocker4 $795.36 $3,181.4415
GW Grey/White
KFI TP36RD-B2200 Eveleen - Table, 36" Round3 $1,269.51 $3,808.5316 GW Grey/White
$36,098.03Sub Total:

Patio 2
KFI 5601 Eveleen - Chair14 $382.97 $5,361.5817
GW Grey/White
KFI SD5601 Eveleen - Side Table4 $297.73 $1,190.9218
GW Grey/White
KFI SK5601 Eveleen - Rocker4 $795.36 $3,181.4419
GW Grey/White
KFI T3255 Eveleen - Café Table, Rectangle3 $1,147.12 $3,441.3620 GW Grey/White
$13,175.30Sub Total:

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
Rm. 101
HON HSLMGK HON SOCO GANGING KIT3 $26.38 $79.1421
HON HSLMCS HON SOCO CURVE SEAT1 $985.52 $985.5222
.FSC FSC Wood
$(6) Grade 6 Uph
.BA Balance
-026 Grey Mist
HON HSLMSS HON SOCO SINGLE SEA T1 $736.42 $736.4223
.FSC FSC Wood
$(7) Grade 7 Uph
.SCFSHPS Hopsack
14 Rain
HON HSLMOCB1 HON SOCO OUTSIDE CURVE W/BACK - SINGLE FAB.1 $1,665.68 $1,665.6824 .FSC FSC Wood
.~ Undecided POWER Option
$(7) Grade 7 Uph
.SCFSHPS Hopsack
14 Rain
HON HSLMSB1 HON SOCO SINGLE SEA T W/BACK - SINGLE FAB.1 $1,143.44 $1,143.4425 .FSC FSC Wood
.~ Undecided POWER Option
$(7) Grade 7 Uph
.SCFSHPS Hopsack
14 Rain
HON HCWPT 15 X 17 PERSONAL TABLE4 $191.09 $764.3626
$(L1STD) Grd L1 Standard Laminate
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
$(P1) P1 Paint Opts
.P7L Textured Loft
$5,374.56Sub Total:

Rm. 102
HON H15923A Flagship B/F Mobile Ped 22H x15W x 22-7/8D/A Pull2 $296.34 $592.6827 .LLock/Omt Opts Standard Random Key Lock
$(P1)Select Paint Color P1 Paint Opts
...Select Grade 1 Paint Skipped Option

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
925 3560-Y6-A58-MB Tori - Mesh Back Mid Back - Height/Width Adjustable Arms2 $446.51 $893.0228 GRADE-CFabric Grade Selection Fabric Grade C
...Grade C Fabrics Skipped Option
...Mesh Selection Skipped Option
PDGFrame Color Selection Dove Gray Frame
~Arm Color Dove Gray
BA26DBase Selection 27" Low-Profile Nylon Base - Dove Gray C6SCasters Selection 60mm Hoodless Hard Floor Casters
CY20Cylinder Selection CY20 - Standard Cylinder (Seat Height: 16.5"-20.5") SSSeat Slider Selection Seat Slider 2.5" Side Paddle Activated LBLumbar Selection w/ Lumbar
$1,485.70Sub Total:

Rm. 103
HON HLSLZ5SC54 42W EXTERNAL STIFFENER2 $55.95 $111.9029 .P Black
HON HLSL3028O 30D X 28H O-LEG SUPPORT FOR WKSF (SINGLE LEG)2 $208.43 $416.8630 $(P1) P1 Paint Opts
.P8C Salt
HON HLSLR3072 VOI 30D X 72IN W RECTANGLE WORKSURFACE2 $278.56 $557.1231 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
KI Kingswood Walnut
.G Grommets
T1 Platinum Flat
HON HLSL3028B 30D X 28IN BOX/BOX/FILE PEDESTAL SUPPORT2 $506.29 $1,012.5832 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.T1 Platinum
HON HLSL1472M 72WX14.25DX14H OVRHD CAB 4 MTL DR W/12 CUB2 $1,336.05 $2,672.1033 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
$(2) Grade 2-Glass
.T1G Platinum Polymer w/Glass
.W Wall Bracket
925 3560-Y6-A58-MB Tori - Mesh Back Mid Back - Height/Width Adjustable Arms2 $446.51 $893.0234 GRADE-CFabric Grade Selection Fabric Grade C
...Grade C Fabrics Skipped Option

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
...Mesh Selection Skipped Option
PDGFrame Color Selection Dove Gray Frame
~Arm Color Dove Gray
BA26DBase Selection 27" Low-Profile Nylon Base - Dove Gray C6SCasters Selection 60mm Hoodless Hard Floor Casters
CY20Cylinder Selection CY20 - Standard Cylinder (Seat Height: 16.5"-20.5") SSSeat Slider Selection Seat Slider 2.5" Side Paddle Activated LBLumbar Selection w/ Lumbar
925 3560-Y6-A58-MB Tori - Mesh Back Mid Back - Height/Width Adjustable Arms2 $446.51 $893.0235 GRADE-CFabric Grade Selection Fabric Grade C
...Grade C Fabrics Skipped Option
...Mesh Selection Skipped Option
PDGFrame Color Selection Dove Gray Frame
~Arm Color Dove Gray
BA26DBase Selection 27" Low-Profile Nylon Base - Dove Gray C6SCasters Selection 60mm Hoodless Hard Floor Casters
CY20Cylinder Selection CY20 - Standard Cylinder (Seat Height: 16.5"-20.5") SSSeat Slider Selection Seat Slider 2.5" Side Paddle Activated LBLumbar Selection w/ Lumbar
$6,556.60Sub Total:

Rm. 104
HON HT29ALEG PRESIDE 29.5H ANGLED LEG FOR ROUND SQUARE & SOFT

SQUARE TOPS
1 $750.96 $750.9636
$(P2) P2 Paint Opts
.PR6 Silver
HON HTLD60 PRESIDE 60 ROUND TOP1 $345.54 $345.5437
.G 2mm Edgeband
KI Kingswood Walnut
.N No Grommets
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
HON HTLCRED72S Preside 20x72 36H Hospitality Credenza w/Shelf1 $1,584.00 $1,584.0038 $(L1STD)Laminate Top Selection Grd L1 Standard Laminates ...Select Grade 1 Laminate Finish Skipped Option
...Select Edge Color Skipped Option
$(L1STD)Laminate Chassis Selection Grd L1 Standard Laminates ...Select Grade 1 Laminate Finish Skipped Option
.JSelect Pull Loop Satin Nickel
.NBack Cutout Selection No Cutout
$(L1STD)Laminate Shelf Selection Grd L1 Standard Laminates ...Select Grade 1 Laminate Finish Skipped Option
SIT 1083.US.MB.B.AR2Ozmo, Task, Midback, Uph Seat, Mesh Back, Basic Mech, Fixed Arms
6 $557.04 $3,342.2439

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
FC13Frame Colors Fog Frame
BT2Base Selection 5-star polished aluminum (for any frame color) CS6Caster Selecton Hard Floor and Carpet Casters
CH1Cylinder Height Standard Cylinder
...Accent Color Selection Skipped Option
...Mesh Colors Skipped Option
FG6Seat Textile Fabric/Vinyl Grade 6
...Fabric Grade 6 Selection Skipped Option
ABPackaging Fully Assembled in a Bag
$6,022.74Sub Total:

Rm. 105
HON HCT29MX ARRANGE SEATED HEIGHT X-BASE FOR 36IN SURFACES1 $323.87 $323.8740 $(P2) P2 Paint Opts
.PR8 Silver Texture
HON HCT42MX ARRANGE CAFE HEIGHT X-BASE FOR 36IN SURFACES1 $386.12 $386.1241 $(P2) P2 Paint Opts
.PR8 Silver Texture
ENW CYDD36 Zori 2-Sided Mobile Porcelain Magnetic Whiteboard, 28"D x 72"H x 36"W (50.5" Overall/feet)
2 $1,541.97 $3,083.9442
...Paint Options Skipped Option
...Accent Foot Trim Skipped Option
...Caster Color Skipped Option
HON HCTSQR36 ARRANGE TABLE 36IN SQUARE TOP2 $209.21 $418.4243 .N No Grommet
$(L1STD) Grd L1 Standard Laminates
.LAHP Handspun Pearl
.DW Designer White 15051
HON HMG2 MOTIVATE 4-LEG STACK CHAIR-UPH SEAT-SET/22 $415.16 $830.3244 .N No Arm
.E Standard Nylon Glide
.RE Regatta
$(6) Grade 6 Uph
.FLA Flanders
61 Seaside
.PR8 Silver Texture
HON HMG7 MOTIVATE 4-LEG CAFE HT STOOL-UPH SEAT3 $308.07 $924.2145 .~ Undecided ARM Option
.E Standard Nylon Glide
.RE Regatta
$(6) Grade 6 Uph
.FLA Flanders

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
61 Seaside
.PR8 Silver Texture
$5,966.88Sub Total:

Rm. 106
HON HSCLP652418LLCONTAIN 65HX24WX18D CUBBY LOCKER PLINTH LAM FRT LH 8 DR
3 $1,312.70 $3,938.1046
.BX Recessed Plinth
.A Arch
PR0 Anodized Silver
$(P1) P1 Paint Opts
.P8C Salt
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.L Standard
HON HSDLP651218LLCONTAIN 65HX12WX18D DOUBLE LOCKER PLINTH LAM FRONTS 2 DR
6 $725.92 $4,355.5247
.BX Recessed Plinth
.A Arch
PR0 Anodized Silver
$(P1) P1 Paint Opts
.P8C Salt
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.L Standard
$8,293.62Sub Total:

Rm. 110
SIT 565.CART Focus Side, Stacking Cart (validate w/ price book)6 $175.56 $1,053.3648 HON HTFXL29 PRESIDE 29.5H X-BASE FOR 48 & 60 TOPS8 $329.78 $2,638.2449 $(P2) P2 Paint Opts
.PR6 Silver
HON HCT29MX ARRANGE SEATED HEIGHT X-BASE FOR 36IN SURFACES4 $323.87 $1,295.4850 $(P2) P2 Paint Opts
.PR8 Silver Texture
HON HMBFLIP24L HUDDLE FLIP TOP BASE FOR 24X60 AND 24X72 TOPS10 $394.00 $3,940.0051 .C Casters
$(P2) P2 Paint Opts
.PR6 Silver
HON HLVMSC5630R MOBILE STG CAB W/ BINS 18D X 30W X 56H R PULLS2 $1,100.70 $2,201.4052 .L Standard Random Key Lock

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
$(P3) P3 Paint Opts
.P8M Regatta
HONHSISLAUTNPNB7218S
2 ISLANDS TOP 18DX72W SPAN 21 $177.66 $177.6653
$(L1STD) Grd L1 Standard Laminate
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
HON HFSC183640R FLAGSHIP STG CAB 39 1/8HX36WX18D R PULLS&2 ADJ SHLF
2 $532.30 $1,064.6054
.X OMT Core to Order Key Alike
$(P1) P1 Paint Opts
.P8C Salt
HON H9193R FLAGSHIP 42W 3-DRW R PULL LATERAL 42W 39-1/8H 18D1 $839.39 $839.3955 .X OMT Core to Order Key Alike
$(P1) P1 Paint Opts
.P8C Salt
HON HMT2460E HUDDLE 24X60 TABLE TOP W/T-MOLD10 $239.16 $2,391.6056 .N No Grommets
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
HON HUVSLFS3254L SOFTLINE FLOOR SCRN 32W X 54H FAB LEGS1 $704.40 $704.4057 $(A) Grd A Fab
.SLS Salsa
32 Dark Middle Grey
.SVR Silver Generic
HON HUVSLFS4754L SOFTLINE FLOOR SCRN 47W X 54H FAB LEGS3 $850.80 $2,552.4058 $(A) Grd A Fab
.SLS Salsa
32 Dark Middle Grey
.SVR Silver Generic
HON HCTSQR36 ARRANGE TABLE 36IN SQUARE TOP4 $209.21 $836.8459 .N No Grommet
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
HON HTLD60 PRESIDE 60 ROUND TOP8 $345.54 $2,764.3260
.G 2mm Edgeband
KI Kingswood Walnut
.N No Grommets

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
SIT 5652B3.A130 Focus, Side Chair, Upholstered Back, Silver Frame, A130 Arm40 $338.36 $13,534.4061 FABRICFabric or Leather Upholstery Selection Fabric Grade Selections ~CA Technical Bulletin 133 Fire Std Option for Fabric SelectionNo Selection FG4Fabric Grade Selection Fabric Grade 4 Selection
...Fabric Grade 4 Selection Skipped Option
G12Glide Option Selection Floor Saver Glide
HON HML1SDF Grove Single Seat Lounge Dual Fabric2 $1,264.80 $2,529.6062 .BSelect Arm Type Tapered
$(9)Select Frame/Arm Fabric Grade 9 Uph
...Grade 9 Fab Skipped Option
$(9)Select Back/Seat Cush Fabric Grade 9 Uph
...Grade 9 Fab Skipped Option
.TSGrove Leg Opt Tapered Square Leg
~Select Leg Color Undecided COLOR Option
HON HSCLF652418LMCONTAIN 65HX24WX18D CUBBY LOCKER FOOTED MTL FRT LH 8 DR
3 $1,203.74 $3,611.2263
.SF Contain Foot
T1 Platinum Metallic
.S Contain Foot
PR6 Platinum Metallic
$(P1) P1 Paint Opts
.P8C Salt
$(MATCH) Match Case
.NA Match Case
.L Standard
SIT1191.SW26.US.UB.AR
1 Cora Midsize Chair, with Arms10 $386.32 $3,863.2064
FC2Frame Information Silver Frame
AC6Polyurethane Arm Cap Finish Fog Arms
GL2Caster/Glide Option Selection Performance Multi-Surface Glides ~Moisture Barrier No Moisture Barrier
USUFabric Option Single Upholstered
~Ballistic Nylon Option Selection No Ballistic Nylon Option FG4CORA, Single Upholstered Fabric/Vinyl Grade 4
...Fabric Grade 4 Selection Skipped Option
ABPackaging Options Fully Assembled in the Bag (Southern CA only) HON HML2STDF Grove Two Seat w/ Table Dual Fabric1 $2,584.40 $2,584.4065 .BSelect Arm Type Tapered
$(14)Frame/Arm Fabric Grade 14 Uph
.SMOMSLAGrade 14 Fab Silica Altair
87Silica Altair Dewdrop
$(7)Back/Seat Cush Fabric Grade 7 Uph

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
.SCFSHPSGrade 7 Fab Hopsack
14CF Stinson Hopsack Uph Rain
.TSGrove Leg Opt Tapered Square Leg
.PR8Select Leg Color Silver Texture
$(L1STD)Select Laminate Grd L1 Standard Laminates
.LKI1Select Grade 1 Laminate Finish Kingswood Walnut
~Select Grommet Undecided CUTOUT Option
~Port Selection Undecided PORT Option
$48,582.51Sub Total:

Rm. 113
HON HSC1872 STORAGE CABINET 18D X 36W X 72H5 $551.73 $2,758.6566 .L Standard Random Key Lock
$(P1) P1 Paint Opts
.P8C Salt
$2,758.65Sub Total:

Rm. 114
HON HLSLZ5SC54 42W EXTERNAL STIFFENER2 $55.95 $111.9067 .P Black
HON HLSL3028O 30D X 28H O-LEG SUPPORT FOR WKSF (SINGLE LEG)2 $208.43 $416.8668 $(P1) P1 Paint Opts
.P8C Salt
HON HLSLR3072 VOI 30D X 72IN W RECTANGLE WORKSURFACE2 $278.56 $557.1269 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
KI Kingswood Walnut
.G Grommets
T1 Platinum Flat
HON HLSL3028B 30D X 28IN BOX/BOX/FILE PEDESTAL SUPPORT2 $506.29 $1,012.5870 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.T1 Platinum
HON HLSL1472M 72WX14.25DX14H OVRHD CAB 4 MTL DR W/12 CUB2 $1,336.05 $2,672.1071 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
$(2) Grade 2-Glass
.T1G Platinum Polymer w/Glass

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
.W Wall Bracket
$4,770.56Sub Total:

Rm. 201
HON H80170 Occasional Cylinder Table 20"Dia X 20"H1 $414.00 $414.0072 ...Select Laminate Color Skipped Option
HONHSISLAUTNPNB3618S
1 Islds Top 18Dx36W Span 11 $130.13 $130.1373
...Laminate Grade Options Skipped Option
...Select Edgeband Color Skipped Option
HONHSISLAUTNPNB3018S
1 Islds Top 18Dx30W Span 11 $119.02 $119.0274
...Laminate Grade Options Skipped Option
...Select Edgeband Color Skipped Option
HON HFSC183640A Flagship Stg Cab 39 1/8Hx36Wx18D A Pulls-2 Adj Shlf1 $539.24 $539.2475 ...Lock/Omt Opts Skipped Option
...Select Paint Color Skipped Option
HON H9170A Flagship 30W 2-Drw "A" Pull Lateral 30W 28H 18D1 $497.95 $497.9576 ...Lock/Omt Opts Skipped Option
...Select Paint Color Skipped Option
HON HNL30SHR Shroud 30"D2 $490.80 $981.6077
...Select Grommet Skipped Option
...Chassis Laminate Option Skipped Option
HON HHATB2S2LT 2 Stage 2 Leg Rectangle T Foot1 $453.60 $453.6078 ...Select Paint Grade Skipped Option
...Select Glide Skipped Option
...Select Keypad Skipped Option
925 9104-4LG Lilly - Fully Upholstered Side Chair, with 4 Metal Legs3 $667.28 $2,001.8479 GRADE-DFabric Grade Selection Fabric Grade D
...Grade D Fabrics Skipped Option
4LGS4 Leg Frame Color Selection Silver Frame
G18Glides Selection Dome Glides
HON HHATW3060CT 60W x 30D Rect Worksurface - C/T Base1 $275.60 $275.6080 ...Laminate Top Selection Skipped Option
...Select Edgeband Color Skipped Option
...Select Grommet Skipped Option
.PSelect Color Option Black

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
925 3560-Y6-A58-MB Tori - Mesh Back Mid Back - Height/Width Adjustable Arms1 $421.80 $421.8081 GRADE-BFabric Grade Selection Fabric Grade B
...Grade B Fabrics Skipped Option
...Mesh Selection Skipped Option
PDGFrame Color Selection Dove Gray Frame
~Arm Color Dove Gray
BA26DBase Selection 27" Low-Profile Nylon Base - Dove Gray C6DCasters Selection 60mm Hoodless Accented Casters - Dove Gray CY20Cylinder Selection CY20 - Standard Cylinder (Seat Height: 16.5"-20.5") SSSeat Slider Selection Seat Slider 2.5" Side Paddle Activated LBLumbar Selection w/ Lumbar
$5,834.78Sub Total:

Rm. 203
HON HLSLZ5SC54 42W EXTERNAL STIFFENER14 $55.95 $783.3082 .P Black
HON HLSL3028O 30D X 28H O-LEG SUPPORT FOR WKSF (SINGLE LEG)6 $208.43 $1,250.5883 $(P1) P1 Paint Opts
.P8C Salt
HON HLSL3028SL 30DX28H SHARED O-LEG SUP FOR WKSF (SINGLE LEG)11 $259.25 $2,851.7584 $(P1) P1 Paint Opts
.P8C Salt
HON HTLP120 PRESIDE LAMINA TE PANEL BASE FOR 120W TABLE TOPS1 $319.14 $319.1485 $(L1STD) Grd L1 Standard Laminates
.LDW1 Designer White 15051
HON HUSFTPM2030 FABRIC TOP MOUNT LA T SCREEN 20H X 30W17 $298.20 $5,069.4086 $(A) Grade A Fabric
.VST Vast
08 Mountain Range
$(P2) P2 Paint Opts
.PR6 Silver
HON HLSLR3054 VOI 30D X 54IN W RECTANGLE WORKSURFACE14 $212.76 $2,978.6487 $(L1STD) Grd L1 Standard Laminates
.LAHP Handspun Pearl
DW Designer White
.G Grommets
T1 Platinum Flat
HON HTLC48120 PRESIDE 120W X 48D RECTANGULAR SHAPED LAMINA TE TOP
1 $568.54 $568.5488

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
.G 2MM/Flat
DW Designer White
.N No Grommets
$(L1STD) Grd L1 Standard Laminates
.LAHP Handspun Pearl
SIT 5642B1.A130 Focus, Side Chair, Mesh Back, Silver Frame, with Casters, A130 Arm
10 $321.20 $3,212.0089
...Mesh Back Colors Skipped Option
FABRICFabric or Leather Upholstery Selection Fabric Grade Selections ~CA Technical Bulletin 133 Fire Std Option for Fabric SelectionNo Selection FG4Fabric Grade Selection Fabric Grade 4
...Fabric Grade 4 Selection Skipped Option
C12Caster Options Hard Floor and Carpet Casters
SIT 5652B1.A130 Focus, Side Chair, Mesh Back, Silver Frame, A130 Arm14 $293.48 $4,108.7290 ...Mesh Back Colors Skipped Option
FABRICFabric or Leather Upholstery Selection Fabric Grade Selections ~CA Technical Bulletin 133 Fire Std Option for Fabric SelectionNo Selection FG4Fabric Grade Selection Fabric Grade 4
...Fabric Grade 4 Selection Skipped Option
G12Glide Option Selection Floor Saver Glide
$21,142.07Sub Total:

Rm. 208
HON HESWLD2 LINEAR SHELF DIVIDER SET OF 26 $45.79 $274.7491 $(P1) P1 Paint Opts
.P8C Salt
HON HCWTSBM27 27H SINGLE PEDESTAL MEDIUM1 $358.15 $358.1592 $(P2) P2 Paint Opts
.PR8 Silver Texture
HON HTLSCUPERTBL SCULPT 28 INCHH PERSONAL TABLE2 $388.09 $776.1893 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
$(P1) P1 Paint Opts
.P8C Salt
HON HCWTSQR36J 36 SQUARE TOP W/ KNIFE EDGE1 $274.62 $274.6294 .N No Grommet
$(L1STD) Grd L1 Standard Laminate
.LDW1 Designer White 15051
.DW Designer White
HON HESWLS42 42H BOOKCASE LINEAR SINGLE SIDED6 $1,204.58 $7,227.4895

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
.C Caster
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
$(P1) P1 Paint Opts
.P8C Salt
HON HSCCR36LM LAMINATE COFFEE TABLE ROUND 36DX16H3 $668.22 $2,004.6696 $(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
KI Kingswood Walnut
.LKI1 Kingswood Walnut
$(P1) P1 Paint Opts
.P7A Textured Charcoal
SIT 2052.B Clova, Light Task, Basic Height-Adj Mech4 $747.56 $2,990.2497 ...Base Type Skipped Option
...Casters Selection Skipped Option
UM0Moisture Barrier None
USUUpholstery Options Single Upholstery
FG2Clova, Single Upholstery Fabric/Vinyl Grade 2
...Fabric Grade 2 Selection Skipped Option
P2Packaging Options Assembled in Bag (Southern CA only) SIT 2070.BH5.FS30LT.CN1 Cotton, Club, Highback, Left Tablet Arm, Right Arm2 $1,752.08 $3,504.1698 BMWBase Material Wood
...4-Star Wood Base Finishes Skipped Option
...Tablet Arm Materials Skipped Option
...Cylinder Options Skipped Option
...Cleaning and Protection Skipped Option
...Upholstery Options Skipped Option
...Glides Option Skipped Option
P1Packaging Fully Assembled in a Carton
SIT 2060.FS59.CN2 Sable, 2-Seat Bench, 52"W 24"D x 18"H2 $917.40 $1,834.8099 LS26Leg Shape Tapered Metal Leg
FCM4Leg Metal Finishes Charcoal
UM0Cleaning and Protection No Moisture Barrier
FG3Fabric Option Fabric/Vinyl Grade 3
NESTLEFabric Grade 3 Selection Nestle Standard Color Selection GROVENestle Color Selection Nestle Grove
SX4Cleanout Feature Hidden Cleanout
GL1Glides Option Standard Multi-surface Glides
P1Packaging Fully Assembled in a Carton
SIT 2060.FS49.CN3 Sable, Sofa with Arms, 86.5"W 34.75"D x 32"H1 $3,295.60 $3,295.60100 LS26Leg Shape Tapered Metal Leg
FCM4Leg Metal Finishes Charcoal

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
UM0Cleaning and Protection No Moisture Barrier
USUUpholstery Options Single Upholstery
FG9Single Upholstery Fabric/Vinyl Grade 9
~Fabric Grade 9 Selection Pattern Details
TOR
SX4Cleanout Feature Hidden Cleanout
GL1Glides Option Standard Multi-surface Glides
P1Packaging Fully Assembled in a Carton
SIT 2070.BH5.FS30LT.CN1 Cotton, Club, Highback, Left Tablet Arm, Right Arm1 $1,752.08 $1,752.08101 BMWBase Material Wood
...4-Star Wood Base Finishes Skipped Option
TM2Tablet Arm Materials Wood Finishes
...Wood Finishes Skipped Option
CH7Cylinder Options Non-Swivel, Fixed Height
UM0Cleaning and Protection No Moisture Barrier
UMUUpholstery Options Multiple Upholstery
(MS)Seat Cushion Multiple Upholstered Seat Cushion Multiple Upholstered FG9SeatCushion, Multiple Upholstered Grades Fabric Grade 9 Selection ~Fabric/Vinyl Grade 9 Pattern Details
TOR
(MB)Back Cushion, Multiple Upholstered Back Cushion Multiple Upholstered FG9Back Cushion, Multiple Upholstered Grades Fabric Grade 9 Selection ~Fabric Grade 9 Selection Pattern Details
TOR
GL1Glides Option Standard Multi-Surface Glides
P1Packaging Fully Assembled in a Carton
SIT 2060.FS30.CN1 Sable, Club with Arms, 34.5"W 34.75"D x 32"H2 $1,538.24 $3,076.48102 ...Leg Shape Skipped Option
...Leg Metal Finishes Skipped Option
...Cleaning and Protection Skipped Option
UMUUpholstery Options Multiple Upholstery
MSSeat, Multiple Upholstered Seat Cushion Multiple Upholstered FG9Seat, Multiple Upholstered Grades Fabric/Vinyl Grade 9 ~Fabric/Vinyl Grade 9 Pattern Details
TOR
(MB)Back, Multiple Upholstered Back Pillow Multiple Upholstered FG9Back Pillow, Multiple Upholstered Grades Fabric/Vinyl Grade 9 ~Fabric/Vinyl Grade 9 Pattern Details
TOR
AAFrame, Multiple Upholstered Frame Multiple Upholstered FG9Frame, Multiple Upholstered Grades Fabric/Vinyl Grade 9 ~Fabric Grade 9 Selection Pattern Details
TOR
SX4Cleanout Feature Hidden Cleanout
GL1Glides Option Standard Multi-surface Glides
P1Packaging Fully Assembled in a Carton

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
$27,369.19Sub Total:

Rm. 209
HON HMBFLIP30L HUDDLE FLIP TOP BASE FOR 30X60 & 30X72 TOPS8 $384.54 $3,076.32103 .C Casters
$(P1) P1 Paint Opts
.P8C Salt
HON HLVMSC5630R MOBILE STG CAB W/ BINS 18D X 30W X 56H R PULLS2 $1,100.70 $2,201.40104 .L Standard Random Key Lock
$(P3) P3 Paint Opts
.P8M Regatta
HON HMT3072E HUDDLE 30X72 TABLE TOP W/T-MOLD8 $282.10 $2,256.80105 .N No Grommets
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
SIT 1061FT4.MB.AR1 Movi, Nesting Chair, Mesh Back, Fixed Arm36 $421.52 $15,174.72106 SC27Back Frame & Arm Color Fog
FC2Base Finish Silver Base
~Caster Color Fog
CS6Caster Selecton Hard Floor and Carpet Casters
...Movi Mesh Back Colors Skipped Option
~CA Technical Bulletin 133 Fire Std Option for Fabric SelectionNo Selection FG4Fabric Grade Selection Fabric Grade 4
...Fabric Grade 4 Selection Skipped Option
ABPackaging Options Assembled in a Bag, Southern CA
$22,709.24Sub Total:

Rm. 211
HON HMBFLIP30L HUDDLE FLIP TOP BASE FOR 30X60 & 30X72 TOPS8 $384.54 $3,076.32107 .C Casters
$(P1) P1 Paint Opts
.P8C Salt
HON HLVMSC5630R MOBILE STG CAB W/ BINS 18D X 30W X 56H R PULLS2 $1,100.70 $2,201.40108 .L Standard Random Key Lock
$(P3) P3 Paint Opts
.P8M Regatta
HON HMT3072E HUDDLE 30X72 TABLE TOP W/T-MOLD8 $282.10 $2,256.80109 .N No Grommets

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
SIT 1061FT4.MB.AR1 Movi, Nesting Chair, Mesh Back, Fixed Arm36 $432.96 $15,586.56110 SC27Back Frame & Arm Color Fog
FC2Base Finish Silver Base
~Caster Color Fog
CS6Caster Selecton Hard Floor and Carpet Casters
...Movi Mesh Back Colors Skipped Option
~CA Technical Bulletin 133 Fire Std Option for Fabric SelectionNo Selection FG4Fabric Grade Selection Fabric Grade 4
...Fabric Grade 4 Selection Skipped Option
ABPackaging Options Assembled in a Bag, Southern CA
$23,121.08Sub Total:

Rm. 213
HON HMBFLIP30L HUDDLE FLIP TOP BASE FOR 30X60 & 30X72 TOPS8 $384.54 $3,076.32111 .C Casters
$(P1) P1 Paint Opts
.P8C Salt
HON HLVMSC5630R MOBILE STG CAB W/ BINS 18D X 30W X 56H R PULLS2 $1,100.70 $2,201.40112 .L Standard Random Key Lock
$(P3) P3 Paint Opts
.P8M Regatta
HONHSISLAUTNPNB7218S
2 ISLANDS TOP 18DX72W SPAN 25 $177.66 $888.30113
$(L1STD) Grd L1 Standard Laminate
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
HON HFSC183640A FLAGSHIP STG CAB 39 1/8HX36WX18D A PULLS&2 ADJ SHLF10 $532.30 $5,323.00114 .X OMT Core to Order Key Alike
$(P1) P1 Paint Opts
.P8C Salt
HON HMT3072E HUDDLE 30X72 TABLE TOP W/T-MOLD8 $282.10 $2,256.80115 .N No Grommets
$(L1STD) Grd L1 Standard Laminates
.LKI1 Kingswood Walnut
.KI Kingswood Walnut
SIT 1061FT4.MB.AR1 Movi, Nesting Chair, Mesh Back, Fixed Arm36 $432.96 $15,586.56116 SC27Back Frame & Arm Color Fog

KAREN BRAUN9/4/2025 Stephany Santin 5095-R2
Part Number Part DescriptionQty Sell Ext Sell

DATE SALESPERSONCUSTOMER NO CUSTOMER PO NOPROPOSAL NO
Line #
FC2Base Finish Silver Base
~Caster Color Fog
CS6Caster Selecton Hard Floor and Carpet Casters
...Movi Mesh Back Colors Skipped Option
~CA Technical Bulletin 133 Fire Std Option for Fabric SelectionNo Selection FG4Fabric Grade Selection Fabric Grade 4
...Fabric Grade 4 Selection Skipped Option
ABPackaging Options Assembled in a Bag, Southern CA
$29,332.38Sub Total:

CONTINGENCIES $63,868.07 $63,868.07
DRW /INSTAL Delivery and Installation $47,901.05 $47,901.05 STX /SALESTAX Sales Tax - Gardena $45,266.49 $45,266.49 DRW /LABOR Design Services Fee $11,176.91 $11,176.91
DRW /LABOR Project Management Fee $15,967.02 $15,967.02 Design Consult $8,000.00 $8,000.00
Total: $511,519.87
Terms: 50% Deposit - Balance C.O.D.- Unless an account has been set up Quote Expires after 30 days
Unless otherwise noted, delivery and installation are during normal business hours.

Area to be cleared of all existing furniture and obstructions prior to delivery.

Carry up of furniture is NOT included in Quotation unless noted.

Once ordered, furniture cannot be cancelled or returned APPROVED BY_______________________________DATE____________

City of Gardena
Gardena City Council
Meeting

AGENDA REPORT

SUMMARY

Agenda Item No. 19A.

Section: DEPARTMENTAL

ITEMS -

TRANSPORTATION
Meeting Date: September
9, 2025

TO: THE HONORABLE MAYOR AND MEMBERS OF THE GARDENA CITY COUNCIL AGENDA TITLE: Approve Contract with Transportation Management & Design, Inc. (TMD) at a Cost of $450,488 and a Project Total of $540,585
COUNCIL ACTION REQUIRED:

Staff Recommendation: Approve Contract
RECOMMENDATION AND STAFF SUMMARY:

In August 2024, the City Council approved grant funding awarded to GTrans under the California Department ofTransportation’s 2024–25 Sustainable Communities, Climate Adaptation, and Strategic Partnership Grant Program.Transit agencies routinely perform COAs to evaluate the efficiency and effectiveness of their service operationsand to identify opportunities for improvement. GTrans’ scope of work included an assessment of route structure,service levels, ridership performance, and overall system effectiveness, in preparation not only for future services,but for the upcoming major events in the region. In addition, the study is requiring stakeholder engagement and thedevelopment of recommendations to ensure GTrans services align with both current and future community needs.

With funding in place, GTrans released a Request for Proposals (RFP) via PlanetBids in July 2025 seekingqualified firms to perform this analysis. Following a competitive procurement process, staff reviewed and evaluatedthe four proposals based on technical approach, relevant experience, qualifications, and cost. TransportationManagement & Design, Inc. (TMD) was identified as the most qualified firm, receiving the highest overall score.TMD is a transit consulting firm with extensive experience conducting system analyses for agencies of similar sizeand scope. Their regional work includes projects such as the City of Santa Monica's Big Blue Bus’ ComprehensiveAnalysis as well as planning efforts for the 2026 FIFA World Cup and the 2028 Los Angeles Olympic Games.TMD’s proposal demonstrated a strong understanding of GTrans’ services and operational objectives andpresented a work plan specifically tailored to the agency’s goals and requirements. TMD's proposal for this work is$450,488, which staff has determined as fair and reasonable. GTrans wishes to include a 20 percent contingency,or an additional $90,098, to ensure sufficient flexibility for unforeseen needs, potential adjustments in projectscope, additional stakeholder engagement, or expanded technical analysis that may be necessary. Suchexpenditures would not be allowed unless agreed upon in advance by GTrans management. The total project costwith recommended contingency is $540,585.

The analysis done through the COA will also serve as a blueprint for the future of GTrans services, offering detailedrecommendations for potential route restructuring, service frequency adjustments, and system enhancements overthe next several years. The analysis will also include public and stakeholder engagement and possible coordinationwith regional transportation partners. The project is anticipated to be completed by 2026, and once finalized, theCOA will guide service planning decisions and serve as a strategic tool to enhance the effectiveness andsustainability of GTrans services.

Therefore, Staff recommends that the City Council approve the agreement with Transportation Management &Design, Inc. in the amount of $450,488, with a 20 percent contingency ($90,098), for a project total of $540,585.

FISCAL IMPACT/COST:

GTrans has been awarded grant funding and allocated local match funds in the FY26 budget, previously approvedby City Council for this service. There is no impact to the General Fund.

APPROVED:
___________________________
Clint Osorio, City Manager
Attachments
Agreement between City of Gardena and Transportation Management and Design Inc.pdf

AGREEMENT BETWEEN

THE CITY OF GARDENA
AND

TRANSPORTATION
MANAGEMENT & DESIGN, INC.

This contract, hereinafter referred to as Agreement, is entered into by and between THE CITY OF GARDENA (“City”) and TRANSPORTATION MANAGEMENT & DESIGN , INC. (“Consultant”). Based on the mutual promises and covenants contained herein, the Parties hereto agree as follows:

1. Recitals.

A. City is desirous of executing a Comprehensive Operational Analysis of GTrans’ services.

B. Consultant is qualified by virtue of experience, training, education and expertise to provide these services.

C. City has determined that the public interest, convenience and necessity require the execution of this Agreement.

2. Services.

A. The services to be performed by Consultant shall consist of the scope of services outlined in RFP 2024 -09 Comprehensive Operational Analysis , and any associated addendum, incorporated herein by reference, unless otherwise instructed by City.

B. The Services shall be performed in accordance with the Project Schedule. Consultant shall not be liable for any failure or delay in furnishing proposed services resulting from fire, explosion, flood, storm, Act of God, governmental acts, orders or regulations, hostilities, civil disturbances, strikes, labor difficulties, difficulty in obtaining parts, supplies, or shipping facilities, inability to obtain or delays in obtaining suitable material or facilities required for performance, temporary unavailability of qualified personnel, failure by City to provide appropriate access to equipment or personnel, or other causes beyond Consultant’s reasonable control.

3. Additional Services. If City determines that additional services are required to be provided by Consultant in addition to the Services set forth above, City shall authorize Consultant to perform such additional services in writing (“Additional Services”). Such Additional Services shall be specifically described and approved by City in writing prior to the performance thereof. Consultant shall be compensated for such Additional Services in accordance with the amount agreed upon in writing by the Parties. No compensation shall be paid to Consultant for Additional Services which are not specifically approved by City in writing.

4. Agreement Administrator. For purposes of this Agreement, City designates Rachel Yoo as the Agreement Administrator who shall monitor Consultant’s performance under this Agreement. All notices, invoices or other documents shall be addressed to the Agreement Administrator, as well as all substantive issues relating to this contract. City reserves the right to change this designation upon written notice to Consultant.

5. Consultant’s Proposal. This Agreement shall include and incorporate therein City’s RFP 2024- 09 Comprehensive Operational Analysis and Consultant’s proposal in response incorporated herein by reference. In the event of any inconsistency between the terms of the proposal and this Agreement, Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

this Agreement shall govern.

6. Timing of Performance. Time is of the essence with respect to Consultant’s performance of the Services required by this Agreement. Consultant shall diligently and timely pursue and complete the performance of the Services required of it by this Agreement City, in its sole discretion, may extend the time for performance of any Service.

7. Compensation. Compensation for the Services shall be billed as set forth in Attachment A, attached hereto. The Compensation is inclusive of all costs that may be incurred by Consultant in performance of the Services, including but not limited to such items as travel, copies, delivery charges, phone charges, and facsimile charges.

8. Term of Agreement/Termination.

A. This Agreement shall be effective as of the date of execution by the City and shall remain in effect until all Services are completed or until terminated as provided for herein.

B. City may terminate this Agreement without cause by providing written notice to Consultant not less than three days prior to an effective termination date. City’s only obligation in the event of termination will be payment of fees and allowed expenses incurred up to and including the effective date of termination.

C. Unless for cause, Consultant may not terminate this Agreement.

D. Upon receipt of a termination notice, Consultant shall: (1) promptly discontinue all Services, unless the notice directs otherwise; and (2) within ten (10) days, deliver to City all files, data, reports, estimates, summaries, and such other information and materials as may have been accumulated or prepared to date by Consultant in performing the Services under this Agreement, whether completed or in progress. Consultant shall provide these documents by both hard copy and in electronic format if available. In the event of termination for other than cause attributable to Consultant, Consultant shall be entitled to reasonable compensation for the services it performs up to the date of termination and shall be deemed released from liability for any work assigned but not completed as of the effective date of termination.

9. Invoices and Payments.

A. Payment shall be made upon receipt and approval of invoices for Services rendered.

In order for payment to be made, Consultant’s invoice must include an itemization as to the services rendered, date(s) of service, direct and/or subcontract costs, and be submitted on an official letterhead or invoice with Consultant’s name, address, and telephone number referenced.

B. The Agreement Administrator shall review the invoices to determine whether services performed and documents submitted are consistent with this Agreement. Payment shall be made within forty-five (45) days following receipt of the invoice or the Agreement Administrator shall provide Consultant with a written statement objecting to the charges and stating the reasons therefore.

C. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to City at the time of payment.

10. Records/Audit.

A. Consultant shall be responsible for ensuring accuracy and propriety of all billings and shall maintain all supporting documentation for a minimum of three (3) years from the completion date of the Services under this agreement the following records:

1. All accounts and records, including personnel, property and financial, adequate Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

to identify and account for all costs pertaining to this Agreement and assure proper accounting for all funds.

2. Records which establish that Consultant and any subconsultant who renders Services under this Agreement are in full compliance with the requirements of this Agreement and all federal, state and local laws and regulations.

3. Any additional records deemed necessary by City to assume verification of full compliance with this Agreement.

B. City shall have the right to audit Consultant’s invoices and all supporting documentation for purposes of compliance with this Agreement for a period of three years following the completion of Services under this Agreement.

C. Upon reasonable notice from City or any other governmental agency, Consultant shall cooperate fully with any audit of its billings conducted by, or of, City and shall permit access to its books, records and accounts as may be necessary to conduct such audits.

11. Successors and Assignment. This Agreement covers professional services of a specific and unique nature. Except as otherwise provided herein, Consultant shall not assign or transfer its interest in this Agreement or subcontract any services to be performed without amending this Agreement. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties hereto.

12. Change in Name, Ownership or Control. Consultant shall notify the Agreement Administrator, in writing, of any change in name, ownership or control of Consultant’s firm or subconsultant. Change of ownership or control of Consultant’s firm may require an amendment to the Agreement.

13. Key Personnel . City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall provide properly skilled professional and technical personnel to perform all services under this Agreement. In the event that City, in its sole discretion, at any time during the Agreement, desires the removal of any person or persons assigned by Consultant to perform Services pursuant to this Agreement, Consultant shall remove any such person immediately upon receiving notice from City.

14. Use of Materials.

A. City shall make available to Consultant such materials from its files as may be required by Consultant to perform Services under this Agreement. Such materials shall remain the property of City while in Consultant’s possession. Upon termination of this Agreement and payment of outstanding invoices of Consultant, or completion of work under this Agreement, Consultant shall return to City any property of City in its possession and any calculations, notes, reports, electronic files, or other materials prepared by Consultant in the course of performance of this Agreement.

B. City may utilize any material prepared or work performed by Consultant pursuant to this Agreement, including computer software, in any manner, which City deems proper without additional compensation to Consultant. Consultant shall have no responsibility or liability for any revisions, changes, or corrections made by City, or any use or reuse pursuant to this paragraph unless Consultant accepts such responsibility in writing.

15. Confidentiality. Consultant acknowledges that some of the material and information that may come into its possession or knowledge in connection with this Agreement or its performance may consist of information that is exempt from disclosure to the public or other unauthorized persons under either state or federal statutes ("Confidential Information"). Confidential Information includes, Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

but is not limited to, names, addresses, Social Security numbers, e-mail addresses, telephone numbers, financial profiles, credit card information, driver's license numbers, medical data, law enforcement records, agency source code or object code, agency security data, or information identifiable to an individual that relates to any of these types of information. Consultant agrees to hold Confidential Information in strictest confidence and not to make use of Confidential Information for any purpose other than the performance of this Agreement, to release it only to authorized employees or Sub - consultants requiring such information for the purposes of carrying out this Agreement, and not to release, divulge, publish, transfer, sell, disclose, or otherwise make the information known to any other party without City's express written consent or as provided by law. Consultant agrees to release such information or material only to employees or Sub -consultants who have signed a nondisclosure agreement, the terms of which have been previously approved by City. Consultant agrees to implement physical, electronic, and managerial safeguards to prevent unauthorized access to Confidential Information.

"Personal information" including, but not limited to, "Protected Health Information" (PHI) under Health Insurance Portability And Accountability Act (HIPAA), individuals' names, addresses, phone numbers, birth dates, and social security numbers collected, used, or acquired in connection with this Agreement shall be protected against unauthorized use, disclosure, modification or loss.

HIPAA establishes national minimum standards for the use and disclosure of certain health information.

The Consultant must comply with all HIPAA requirements and rules when determined applicable by the City. If City determines that (1) City is a "covered entity" under HIPAA, and that (2) Consultant will perform "business associate" services and activities covered under HIPAA, then at City's request, Consultant agrees to execute City's Agreement in compliance with HIPAA.

Consultant shall ensure its directors, officers, employees, Sub-consultants or agents use personal information solely for the purposes of accomplishing the services set forth herein. Consultant and its Sub-consultants agree not to release, divulge, publish, transfer, sell or otherwise make known to unauthorized persons personal information without the express written consent of the City or as otherwise required by law.

Any breach of this provision may result in termination of the Agreement and demand for return of all personal information. Moreover, Consultant will indemnify and hold the City harmless from and against all losses and damages resulting from any unauthorized or improper disclosure, dissemination or use of the information as a result, in whole or in part, of Consultant’s action or inaction.

16. Nonuse of Intellectual Property of Third Parties. Consultant shall not use, disclose or copy any intellectual property of any third parties in connection with work carried out under this Agreement, except for intellectual property for which Consultant has a license. Consultant shall indemnify and hold City harmless against all claims raised against City based upon allegations that Consultant has wrongfully used intellectual property of others in performing work for City, or that City has wrongfully used intellectual property developed by Consultant pursuant to this Agreement.

17. Ownership of Work Product. All documents or other information created, developed, or received by Consultant shall, for purposes of copyright law, be deemed worked made for hire for City by Consultant and shall be the sole property of City. Consultant shall provide City with copies of these items upon demand, and in any event, upon termination of this Agreement.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

18. Legal Requirements.

A. Consultant shall secure and maintain all licenses or permits required by law, including a City business license, and shall comply with all ordinances, laws, orders, rules, and regulations pertaining to the work.

B. Consultant warrants that it shall perform the services required by this Agreement in compliance with all applicable Federal and California employment laws, including, but not limited to, those laws related to minimum hours and wages; occupational health and safety; fair employment and employment practices; workers’ compensation; and all other Federal, State and local laws and ordinances applicable to the services required under this Agreements.

C. Consultant covenants that there shall be no discrimination based upon race, color, creed, religion, sex, marital status, age, handicap, national origin or ancestry, or any other category forbidden by law in performance of this Agreement.

19. Conflict of Interest and Reporting.

A. Consultant shall at all times avoid conflicts of interest or the appearance of a conflict of interest in the performance of this Agreement. If required, Consultant shall comply with the City’s Conflict of Interest reporting requirements. Consultant understands that pursuant to Gardena Municipal Code sections 2.24.020H and 2.24.025G, it is forbidden to make any contribution to a candidate or committee of a candidate for a municipal office of the City, or to an officeholder, until the completion of services to be performed under this Agreement.

B. Consultant and its representatives shall refrain from lobbying City of Gardena officials, employees and representatives for the duration of this Agreement.

20. Guarantee and Warranty. Consultant warrants to City that the material, analysis, data, programs and SERVICES to be delivered or rendered hereunder will be of the kind and quality designated and will be performed by qualified personnel. Without waiver of City’s other rights or remedies, City may require Consultant to re - perform any of said services, which were not performed in accordance with these standards. Consultant shall perform the remedial services at its sole expense.

21. Insurance.

A. Commencement of Work. Consultant shall not commence work under this Agreement until it has obtained City approved insurance. Before beginning work hereunder, during the entire period of this Agreement, for any extensions hereto, and for periods after the end of this Agreement as may be indicated below, Consultant must have and maintain in place all of the insurance coverage required in this Section. Consultant’s insurance shall comply with all items specified by this Agreement. Any subcontractors shall be subject to all of the requirements of this Section and Consultant shall be responsible to obtain evidence of insurance from each subcontractor and provide it to City before the subcontractor commences work. Alternatively, Consultant’s insurance may cover all subcontractors.

B. Insurance Company Requirements. All insurance policies used to satisfy the requirements imposed hereunder shall be issued by insurers admitted to do business in the State of California. Insurers shall have a current Best’s rating of not less than A -: VII, unless otherwise approved by City.

C. Coverage, Limits and Policy Requirements. Consultant shall maintain the types of coverage and limits indicated below:

1. Commercial General Liability Insurance - a policy for occurrence coverage for Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

bodily injury, personal injury and property damage, with coverage at least as broad as Insurance Services Office Form CG 00 01, with no special limitations affecting City. The limit for all coverage under this policy shall be no less than one million dollars ($1,000,000.00) per occurrence.

2. General Auto Liability Insurance - a policy including all coverage provided by and to the extent afforded by Insurance Services Office form CA 0001, including hired and non -owned autos with no special limitations affecting City. The limit for bodily injury and property damage liability shall be no less than one million dollars ($1,000,000.00) per accident.

3. Worker’s Compensation and Employer’s Liability Insurance - a policy which meets all statutory benefit requirements of the Labor Code, or other applicable law, of the State of California. The minimum coverage limits for said insurance shall be no less than one million dollars per claim. The policy shall be issued by an insurance company which is admitted to do business in the State of California and shall contain a clause that the policy may not be canceled without thirty (30) days prior written notice, return receipt requested, is mailed to City.

4. Professional Errors & Omissions - a policy with minimum limits of one million dollars ($1,000,000.00) per claim and aggregate. This policy shall be issued by an insurance company which is admitted to do business in the State of California and shall contain a clause that the policy may not be canceled until thirty (30) days written notice, unless cancelled for non-payment, then ten (10) calendar days notice shall be given, is mailed to City.

5. Policy Requirements. The policies set forth above shall comply with the following, as evidenced by the policies or endorsements to the policies:
a. The City, its appointed and elected officers, employees, agents and volunteers shall be added as additional insured to the policy. b. The insurer shall agree to provide City with thirty (30) days prior written notice, of any cancellation, non-renewal or material change in coverage, unless cancelled for non-payment, then ten (10) calendar days notice shall be given. c. For any claims with respect to the Services covered by this Agreement, Consultant’s insurance coverage shall be primary insurance as respects the City, its elected and appointed officers, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its elected and appointed officers, employees, agents and volunteers shall be excess of Consultant’s insurance and shall not contribute with it.

D. Additional Requirements. The procuring of such required policies of insurance shall not be construed to limit Consultant’s liability hereunder or to fulfill the indemnification provisions and requirements of this Agreement. There shall be no recourse against City for payment of premiums or other amounts with respect thereto. City shall notify Consultant in writing of changes in the insurance requirements. If Consultant does not deposit copies of acceptable insurance policies or endorsements with City incorporating such changes within sixty (60) days of receipt of such notice, Consultant shall be deemed in default hereunder.

E. Deductibles. Any deductible or self -insured retention over $25,000 per occurrence must be declared to and approved by City. Any deductible exceeding an amount acceptable to City shall be subject to the following changes: either the insurer shall eliminate or reduce such deductibles or self -insured retentions with respect to City, its officers, employees, agents and volunteers (with additional premium, if any, to be paid by Consultant); or Consultant shall provide satisfactory financial guarantee for payment of losses and related investigations, claim administration and defense expenses.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

F. Verification of Compliance. Consultant shall furnish City with original policies or certificates and endorsements effecting coverage required by this Agreement. The endorsements are to be signed by a person authorized by the insurer to bind coverage on its behalf. All endorsements are to be received and approved by City before work commences. Not less than fifteen (15) days prior to the expiration date of any policy of insurance required by this Agreement, Consultant shall deliver to City a binder or certificate of insurance with respect to each renewal policy, bearing a notation evidencing payment of the premium therefore, or accompanied by other proof of payment satisfactory to City. Consultant shall provide full copies of any requested policies to City within three (3) days of any such request by City.

G. Termination for Lack of Required Coverage. If Consultant, for any reason, fails to have in place, at all times during the term of this Agreement, including any extension hereto, all required insurance and coverage, City may immediately obtain such coverage at Consultant’s expense and/or terminate this Agreement.

22. Indemnity.

A. Consultant assumes all risk of injury to its employees, agents, and contractors, including loss or damage to property.

B. Consultant shall defend, indemnify, and hold harmless the City, including its officials, officers, employees, and agents from and against all claims, suits, or causes of action for injury to any person or damage to any property arising out of any intentional or negligent acts or errors or omissions to act by Consultant or its agents, officers, employees, subcontractors, or independent contractor, in the performance of its obligations pursuant to this Agreement. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. The policy limits do not act as a limitation upon the amount of indemnification to be provided by Consultant.

This indemnity shall not apply if the claim arises out of the sole negligence or willful misconduct of City, its officers, agents, employees or volunteers.

C. No official, employee, agent or volunteer of City shall be personally liable for any default or liability under this Agreement.

23. Independent Contractor. Consultant agrees to furnish consulting services in the capacity of an independent contractor and neither Consultant nor any of its employees shall be considered to be an employee or agent of City.

24. PERS Eligibility Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

25. Notices. Any notice or communication given under this Agreement shall be effective when deposited, postage prepaid, with the United States Postal Service and addressed to the contracting parties. Name, address, telephone and facsimile numbers of the parties are as follows:

City of Gardena – GTrans
Attn: Rachel Yoo
13999 S. Western Avenue
Gardena, California 90249
Email: [email protected]
Transportation Management & Design, Inc.

Attn: China Langer
2701 Loker Avenue West, Suite 110
Carlsbad, California 92010
Email: [email protected]
Either party may change the information to which notice or communication is to be sent by providing advance written notice to the other party.

26. Severability. If any provision of this Agreement shall be held illegal, invalid, or unenforceable, in whole or in part, such provision shall be modified to the minimum extent necessary to make it legal, valid, and enforceable, and the legality, validity, and enforceability of the remaining provisions shall not be affected thereby.

27. Jurisdiction and Venue. This Agreement shall be deemed a contract under the laws of the State of California and for all purposes shall be interpreted in accordance with such laws. Both parties hereby agree and consent to the exclusive jurisdiction of the courts of the State of California and that the venue of any action brought hereunder shall be Los Angeles County, California.

28. Waiver. No delay or failure by either Party to exercise or enforce at any time any right or provision of this Agreement shall be considered a waiver thereof or of such Party’s right thereafter to exercise or enforce each and every right and provision of this Agreement. To be valid a waiver shall be in writing but need not be supported by consideration. No single waiver shall constitute a continuing or subsequent waiver.

29. Electronic Signatures. The parties hereby acknowledge and agree that electronic records and electronic signatures, as well as facsimile signatures, used in connection with the execution of this Agreement and electronic signatures, facsimile signatures or signatures transmitted by electronic mail in so-called pdf format shall be legal and binding and shall have the same full force and effect as if a paper original of this Agreement had been delivered and had been signed using a handwritten signature. City and Consultant (i) agree that an electronic signature, whether digital or encrypted, of a party to this Agreement is intended to authenticate this writing and to have the same force and effect as a manual signature, (ii) intend to be bound by the signatures (whether original, faxed or electronic) on any document sent or delivered by facsimile or, electronic mail, or other electronic means, (iii) are aware that the other party will reply on such signatures, and (iv) hereby waive any defenses to the enforcement of the terms of this Agreement based on the foregoing forms of signature. If this Agreement has been executed by electronic signature, all parties executing this document are expressly consenting under the United States Federal Electronic Signatures in Global and National Commerce Act of 2000 ("E -SIGN") and California Uniform Electronic Transactions Act ("UETA")(Cal.

Civ. Code § 1633.1, et seq.), that a signature by fax, email or other electronic means shall constitute an Electronic Signature to an Electronic Record under both E -SIGN and UETA with respect to this specific transaction.

30. Joint Drafting. Each party acknowledges that it has had an adequate opportunity to revie w each and every provision in this Agreement and to submit the same to counsel and other consultants for Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

review and comment and that the parties jointly drafted this Agreement. No provision of this Agreement or any Assignment shall be construed more strictly against one party than the other party by reason that one or the other party proposed, drafted or modified such provision or any other existing or proposed provision.

31. Public Records Act Disclosure. Consultant has been advised and is aware that this Agreement and all reports, documents, information and data, including, but not limited to, computer tapes, discs or files furnished or prepared by Consultant, or any of its subcontractors, pursuant to this Agreement and provided to City may be subject to public disclosure as required by the California Public Records Act (California Government Code section 7920.000 et seq.). Exceptions to public disclosure may be those documents or information that qualify as trade secrets, as that term is defined in the California Government Code section 7924.510, and of which Consultant informs City of such trade secret. The City will endeavor to maintain as confidential all information obtained by it that is designated as a trade secret. The City shall not, in any way, be liable or responsible for the disclosure of any trade secret including, without limitation, those records so marked if disclosure is deemed to be required by law or by order of the Court.

32. Authority to Execute. The persons executing this Agreement on behalf of the parties warrant that they are duly authorized to execute this Agreement.

33. Attorney’s Fees. In the event that legal action is necessary to enforce the provisions of this Agreement, or to declare the rights of the parties hereunder, the parties agree that the prevailing party in the legal action shall be entitled to recover attorney’s fees and court costs from the opposing party.

34. Entire Agreement . This Agreement contains the entire understanding between City and Consultant. Any prior agreement, promises, negotiations or representations not expressly set forth herein are of no force or effect. Subsequent modifications to this Agreement shall be effective only if in writing and signed by both parties. This Agreement may be signed by the parties hereto in separate counterparts, including both counterparts that are executed on paper and counterparts that are in the form of electronic signatures. Electronic signatures include facsimile or email electronic signatures.

Each executed counterpart shall be deemed an original. All counterparts, taken together, constitute the executed Agreement. If any term, condition or covenant of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall be valid and binding.

(The Remainder of This Page is Intentionally Left Blank) (Signature Page Follows)

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

IN WITNESS WHEREOF, the parties have hereunto affixed their names as of the day and year written below.

CITY OF GARDENA

By ______________________ Date ____________________
Tasha Cerda
Mayor

ACCEPTED: TRANSPORTATION MANAGEMENT & DESIGN, INC.

By ______________________ Date ____________________
China Langer
President

By ______________________ Date ____________________
Melody Kitchens

CFO/COO

APPROVED AS TO FORM:

________________________ Date ____________________
Carmen Vasquez
City Attorney

ATTEST:

________________________ Date ____________________
Mina Semenza
City Clerk

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 9/2/2025
9/2/2025
9/2/2025

August 26, 2025

China Langer
Transportation Management & Design, Inc.

President
2701 Loker Ave. West, Suite 110
Carlsbad, California 92010
Via Email

Subject: Best and Final Offer (BAFO) Request for RFP #2024-09 COA

Dear Ms. Langer,

GTrans is requesting a Best and Final Offer (BAFO) to be submitted to Dana Pynn via email at [email protected] by no later than Tuesday, September 2, 2025 at 10:00 a.m. PDT. If the BAFO is submitted after the deadline, the BAFO may be rejected in its entirety.

The BAFO shall be based on the terms and conditions set forth in RFP 2024-09, all addenda, Transportation Management & Design, Inc. (TMD)’s proposal submission, and all considerations outlined below.

In the event of a conflict between previously released information and the information contained herein, the latter shall control.

The considerations are as follows:

1. TMD (“Proposer”) shall provide an updated cost response using the provided cost response form template and include it with its BAFO response. Note, the cost template can be modified as needed in order to clearly identify costs and reflect latest requirements and terms.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

2. Proposer allocated a total of 320 hours for Task 2, “Route Profiles and Existing Conditions Analysis”: 30 hours for data collection, and 290 hours for data analysis, mapping, and creation of route profiles. Proposer shall clarify the number of hours allocated to fieldwork-based trip sampling, in addition to the hours dedicated to collecting AVL, APC and other data sources referenced in Proposer’s proposal.

3. Under Task 2, GTrans anticipates the Proposer to conduct in-field sampling of its transit service.

At a minimum, the Proposer shall sample at least one trip per line, in each direction, on each day of the week, and at various times of day. This fieldwork is intended to verify operational conditions and gather accurate, first-hand observations to supplement real-time data and existing reports used in the analysis. In its BAFO response, the Proposer shall confirm that this will be achieved with a breakdown of work plan and hours required to fully complete this task.

4. As the Proposer did not request any clarification, deviation, or alternative to the City’s Professional Service Agreement (Attachment B “Sample Agreement” of RFP) during the solicitation process, GTrans considers the aforementioned contract as final and will be provided for Proposer’s signature.

Other considerations:
• This shall be a time-and-materials contract with a total not-to-exceed amount. • Pricing shall include all applicable taxes.
• Any proposed efficiencies that lead to a reduction in overall labor hours.

Thank you for your continued interest in working with GTrans.

Please sign below acknowledging acceptance of the above outline considerations and submit with your BAFO response.

Sincerely,

Dana E. Pynn
Assistant Director of Transportation

_______________________
China Langer, President
Transportation Management & Design, Inc.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

2701 Loker Ave. West,
Suite 110
Carlsbad, CA 92010
(760) 476-9600
tmdinc.net
August 28, 2025
Dana E. Pynn
Assistant Director of Transportation
City of Gardena
Transportation Department
13999 S. Western Avenue
Gardena, CA 90249

Subject: RE: Best and Final Offer (BAFO) Request for RFP #2024-09 COA

Dear Ms. Pynn and Members of the Evaluation Committee:

Transportation Management & Design, Inc. (TMD) is pleased to submit our “Best and Final Offer (BAFO) Request for RFP #2024 -09 COA” to the City of Gardena to undertake the Comprehensive Operational Analysis (COA) of GTrans services. In response to the letter we received on August 27, 2025, we have updated our scope of work and cost proposal to include in-field sampling of GTrans Lines. Page 5 of Attachment A outlines our approach to completing the in-field sampling. In addition, we have provided written responses to the following considerations outlined in the BAFO letter.

1. TMD (“Proposer”) shall provide an updated cost response using the provided cost response form template and include it with its BAFO response. Note, the cost template can be modified as needed in order to clearly identify costs and reflect latest requirements and terms. The enclosed excel file “RFP 2024-09 BAFO Cost Response Form - TMD.xlsx” is reflective of our final cost. It includes the hours needed to complete the in- field sampling of GTrans Lines. Additionally, in order to identify some opportunities to reduce the overall budget, we updated TMD staff billing rates to reflect our current billing rates and overhead audit, which was completed on August 7, 2025. The following table summarizes the changes reflected in our final cost proposal:

Original
Submittal
BAFO with
Updated TMD
Billing Rates
In-Field
Sampling
Total Final
BAFO
Total Base
Contract $430,354.72 $428,459.60 $10,300.61 $438,760.21 Optional
Task 2.1 $11,765.84 $11,727.58 - $11,727.58
Grand Total $442,120.56 $440,187.18 $10,300.61 $450,487.79

2. Proposer allocated a total of 320 hours for Task 2, “Route Profiles and Existing Conditions Analysis”: 30 hours for data collection, and 290 hours for data analysis, mapping, and creation of route profiles. Proposer shall clarify the Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

2701 Loker Ave. West,
Suite 110
Carlsbad, CA 92010
(760) 476-9600
tmdinc.net
number of hours allocated to fieldwork-based trip sampling, in addition to the hours dedicated to collecting AVL, APC and other data sources referenced in Proposer’s proposal. Based on our interpretation of Addendum #2 and access to available APC/AVL data, our initial proposal and budget did not include dedicated hours for in-field trip sampling in Task 2. However, we did include a day of fieldwork for Stuart Geltman and Daniel Peña to spend time in the field “being the customer,” in order to gain an unders tanding of the existing GTrans service, ridership, and operations.

3. Under Task 2, GTrans anticipates the Proposer to conduct in -field sampling of its transit service. At a minimum, the Proposer shall sample at least one trip per line, in each direction, on each day of the week, and at various times of day. This fieldwork is intended to verify operational conditions and gather accurate, first-hand observations to supplement real-time data and existing reports used in the analysis. In its BAFO response, the Proposer shall confirm that this will be achieved with a breakdown of work plan and hours required to fully complete this task. Page 5 of Attachment A outlines our approach to completing the in-field sampling. The following additional hours, included in our BAFO Cost Proposal under Task 2, line item 1, Data Collection, are required by NDS to complete the sampling counts:

Staff Estimated Hours
Kevin Deal, On-Board Survey Task Lead (NDS) 2
Anthony Truong, Lead Data Analyst (NDS) 13
Ruben Gallegos, Operations Manager (NDS) 16
Administrative (NDS) 2
Field Technician (NDS) 166.75

4. As the Proposer did not request any clarification, deviation, or alternative to the City’s Professional Service Agreement (Attachment B “Sample Agreement” of RFP) during the solicitation process, GTrans considers the aforementioned contract as final and wi ll be provided for Proposer’s signature. Correct, TMD did not request any clarification, deviation, or alternative to the City’s Professional Service Agreement.

In addition, we think TMD’s value proposition should be considered when evaluating our proposal:
• TMD has a proven track record of saving our clients significant ongoing operational costs while growing ridership. By focusing on elevating the customer experience and ensuring our routes are designed to maximize efficiency, we deliver plans that provide high value to our clients. Any cost or resource savings can be reinvested back into the network as additional Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

2701 Loker Ave. West,
Suite 110
Carlsbad, CA 92010
(760) 476-9600
tmdinc.net
service – further growing ridership, improving the customer experience, and increasing farebox revenue – g enerating a positive return on investment in this project.
• Comprehensive Operational Analyses are the core of our business. Over the last three decades, TMD has been at the forefront of leading best practices in undertaking comprehensive reviews of transit operations. We specialize in optimized network design, detailed route -level and segment -level analysis, identifying what’s working well, and what needs improvement. When you hire TMD, you’re hiring a team of experts whose entire careers have been built around improving transit operations and daily service delivery.

Thank you for the opportunity to provide a revised proposal and for considering TMD for this important project. We remain very interested in undertaking the Comprehensive Operational Analysis for the City of Gardena and GTrans.

Ms. China Langer, President of TMD, is authorized to represent the firm in all matters regarding this proposal. She can be contacted as follows: by mail at 2701 Loker Ave.

West, Suite 110, Carlsbad, CA 92010; by telephone, (760) 476- 9600 ext. 107; or via email, [email protected]. This proposal shall remain valid for no longer than one hundred and twenty (120) days. We look forward to the opportunity to work with the City of Gardena and GTrans on this important project.

Respectfully yours,
Transportation Management & Design, Inc.

China Langer
President

Enclosed Attachments
1 – Attachment A: Revised Work Plan
2– RFP 2024-09 BAFO Cost Response Form - TMD.xlsx
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 SUBMITTED BY:

Transportation Management & Design, Inc.
2701 Loker Ave. West, Ste. 110, Carlsbad, CA 92010
Contact: China Langer, President
(760) 476-9600, Ext. 107 | [email protected]
08/28/2025
Attachment A:

Gardena COA BAFO Work Plan
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 1 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan5
Task 1: Project Administration
Project Kick-Off Meeting
TMD will facilitate an on-site kick-off meeting within thirty (30) days of the NTP to provide an opportunity for our
team to:
■ Discuss project expectations, goals, objectives, and
outcomes to reach agreement and understanding of
these important overarching project elements.
■ Confirm and discuss the project work plan.
■ Review the project schedule.
■ Discuss our team’s coordination and communication
protocols and QA/QC plan.
■ Review initial data needs, including discussion of
TMD’s proposed data share site, which is Microsoft
Teams. This tool will allow GTrans and TMD to seam-
lessly communicate, transfer files, and review project
deliverables.

TMD will prepare and distribute a kick-off meeting agenda and associated materials to allow attendees to review ahead of the meeting. TMD will also prepare and submit minutes from the kick-off meeting to GTrans. Input collected from the kick-off meeting will inform the development of the Project Work Plan.

Following the kick-off meeting, key TMD team members will conduct fieldwork to better understand existing GTrans
service, ridership, and operations. Time in the field will be split between riding buses (“being the customer”), driving route alignments, and meeting with scheduling, operations, and planning staff to assess opportunities and challenges of system operation. The field time will help the TMD team understand not only the route alignments,but also how the service is delivered in terms of operator and schedule perfor- mance, customer relations, passenger boarding/alighting procedures, and vehicle and passenger facility performance and maintenance. The local geography, street network,
transit markets, trip generators, and operating conditions will also be important observations and will inform our work in subsequent tasks.

Development of Project Work Plan
TMD will prepare a detailed Project Work Plan (PWP) follow- ing the project kick-off meeting. Specifically, the PWP will include:
■ Team charter that describes how the team will handle
internal and external communications, decision making
methodologies, and assumptions about data availabil-
ity, communication issues, travel, task elements, etc.
■ Scope of Work describing our team’s approach to
each task and sub-task.
■ Project Schedule that highlights all project deliv-
erables, project meetings, stakeholder engagement
events, and key milestones.
■ Quality Assurance/ Quality Control Plan that
will detail our team’s quality control and assurance
procedures for all project deliverables.
■ Communication Protocols detailing how our team
will handle internal and external communications.

TMD will document all assumptions and confirm them with GTrans staff before completing a draft of the PWP . The draft PWP will be submitted to GTrans staff for review. TMD will finalize the PWP based on GTrans staff’s feedback and will submit a final version to GTrans for approval.

Project Approach
FIgure 1: TMD'S PROPOSED PROJECT MANAGER, STUART GELTMAN, ON-SITE CONDUCTING FIELDWORK.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 2 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 2: Route Profiles and
Existing Conditions Analysis
Data Collection
To establish a framework for evaluating the existing condi- tions of GTrans’ current services, TMD will compile available information to develop a comprehensive overview of the
GTrans network and mobility offerings. Compiled data will include:
■ Service and Operating data for all routes, including:
» Ridership (APC, hand counted and farebox) at the
stop, trip, and day of the week level
» AVL data
» Revenue hours and revenue miles
» Operating schedules
» Route transfer data
» Transit center layout plans including bus bay route
allocation and capacity, operator restroom facilities,
and other amenities
■ Financial data for all routes including:
» Operating and Fare Revenue
» Average Fare (by route if available)
» Operating cost (cost per hour and cost per mile)
■ Previously collected stakeholder, rider, and public
feedback. This will also include identification of
lessons learned from previous outreach to inform the
Public Outreach Plan in Task 3 and on-board survey in
Task 5.
■ Relevant plans and documents such as any local,
regional, and state-level planning and policy docu-
ments that impact the planning, funding, and imple-
mentation of transit service in GTrans service area.

TMD will also collect additional data from other available sources to inform Task 6 including, but not limited to:
■ US Census demographic data
■ Travel pattern data from Replica
■ New and planned developments
■ Zoning and land-use data
Meeting and Reporting
At the start of the project TMD will conduct weekly meet- ings with GTrans staff to discuss the project progress, resolve any issues that develop, and share key findings. These meet- ings can transition to be bi-weekly or monthly based on the project needs. TMD proposes to host these meetings using Microsoft Teams.

Each month, TMD will submit a monthly invoice and prog- ress report that documents work performed and planned
work for the following month.

TMD understands that clear communication is integral to the success of any project. The project manager will ensure that both internal and external communication is of the highest priority throughout the project. We work hard to identify any potential issues early on so the study process is not impacted and can be completed on time and on budget.

Task 1 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, Project Manager
(TMD)
• Daniel Peña, Senior Planner (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review of project kick-off agenda and
participation in project kick-off meeting;
• Optional participation in fieldwork following the
kickoff meeting;
• Review and approval of the PWP;
• Participation in project meetings and review of
monthly invoices and progress reports.

Task Deliverables
• On-site project kick-off meeting, including
agenda and notes.
• Project Work Plan including Team Charter, Scope
of Work, and Project Schedule
• Project Coordination Meetings
• Set up and maintenance of a project Teams site
• Monthly progress reports and invoices
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 3 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 The SAS is a proprietary program developed in-house by TMD staff for detailed analysis of service ridership and operating performance. The SAS also allows for efficient analysis at the route segment level, which is unique to TMD’s approach and helps to develop a stronger under-
standing of how the system works. Understanding changes in performance across individual route segments will help ensure that frequency is being invested in the right parts of the network and that solutions are being right-sized to demand. The segment analysis also allows us to efficiently compare performance on multiple routes that operate
on the same corridor. By breaking segments in the same
place on overlapping routes we can generate system- wide productivity, reliability, and frequency segment maps that show network performance rather than route performance.

TMD’s SAS uses online platforms (PowerBI and ArcGIS Online) to visualize the results. Users are able to drill down from the system level summaries to day type, to route-level, to trip-level, and to stop level detail. TMD’s SAS will produce a key set of service and operating data for each route that will be used to inform the service evaluation as well as the development and evaluation of the redesigned network scenarios and recom- mended plan. TMD will complement the quantitative SAS
reports with qualitative efforts described above as well as inter- views with staff and operators as well as our field observations.

In addition, TMD will work with NDS to collect a sample of ridership and on-time performance data for each Line in conjunction with the on-board survey. We will sample a total of 120 oneway trips across all Lines at various times of the day. 40 weekday oneway trips, 36 Saturday oneway trips, and 44 Sunday oneway trips will be sampled. The data collected will include passenger boarding and alightings (including wheel- chair and bike activity) by stop, bus arrival and departure times by timepoint, and any other operational conditions.

The collected data will be compared to the APC/AVL data provided by GTrans to verify current operational conditions.

The compiled and analyzed service data, will facilitate the key service analysis components in the following subtasks.

Service Analysis
(Data Analysis, Mapping, and Creation of
Route Profiles)
The Service Analysis will focus on developing a comprehen- sive understanding of GTrans’ services (both at the system and route level) in order to identify opportunities to improve the customer experience and service performance.

The service analysis will be based on taking the ridership and on-time performance data collected as part of the on-board ridecheck and importing them into TMD’s Service Analysis System (SAS) PowerBI dashboards.

FIgure 2: EXAMPLE ONLINE SAS INTERACTIVE DASHBOARD
Example Online
SAS Interactive
Dashboard
.

Click here to view a
video demonstration
of the SAS.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 4 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 In addition, TMD will also generate the following maps using ArcGIS to illustrate service performance:
■ Average daily boardings by stop for current service
(weekdays, Saturdays, Sundays)
■ Average frequency by route segment (peak and off-
peak, for weekdays, Saturdays, and Sundays)
■ Average productivity by route segment (weekdays,
Saturdays, Sundays)
Using data collected in previous subtasks, the SAS data exports, and our knowledge of industry best practices, our team will seek to answer the following questions when
evaluating GTrans’ service:
■ 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 route, segment, direction, time
of day and day of week?
■ Service Efficiency and Effectiveness: Which routes
have the highest productivity (measured in boardings
per revenue hour) 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
customers to understand? Are there any load or
overcrowding issues on certain trips? Is the service
that is not meeting the 90 percent on-time targets?
How well does the current service meet customer
expectations?
■ Service Availability: How are service resources?
Does current service frequency meet today’s market
needs? Will expansion of service hours, days, and
frequency create a more attractive transit 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?
How does that network affect both linked and
unlinked ridership?
■ Service Access: Does bus stop spacing optimize
speed and access? What first/last mile connections
are available, including pedestrian and bicycle
connections?
In the SAS Dashboard GTrans staff will be able query the follow- ing for each route (pending data availability) which will inform the line by line analysis:
■ Passenger Activity including annual, monthly, and
daily ridership; average weekday, Saturday, and Sunday
ridership by time of day and by trip time.
■ Service Statistics including days of service, span of service, service levels (headways) by time period and day type, revenue hours and miles, and non-revenue hours
and miles
■ Productivity at the route and segment level includ-
ing passengers per revenue hour, passengers per trip,
passengers per revenue mile
■ Service Quality including passenger loads by route
segment relative to capacity along with the duration of high loads
■ Service Reliability at the route and segment level
including on-time performance, average bus speeds,
and running times.

TMD will use the SAS data exports to generate individual route profiles that provide a detailed look of each route’s perfor- mance within the context of the overall transit network. The content of the route profiles can be tailored and can include:
■ Description of frequency and span by day type
■ Ridership by day type and overall system rank
■ Productivity by day type and overall system rank
■ Metrics comparing pre- & post-pandemic service
performance
■ Stop-level ridership map
■ Summary of key findings
Farebox Recovery
Productivity
Percent of operating cost recovered
through fares

Weekday Local Average
Saturday Local Average
Sunday Local Average
Passengers per revenue hour

Weekday Local Average
Saturday Local Average
Sunday Local Average
Daily Boardings
Number of daily passengers

Weekday Local Average
Saturday Local Average
Sunday Local Average
System Rank
System Rank
System Rank
Average
Average
Average
Average
Peak Frequency (in minutes)
Average
Average
Route
Route Performance - 2021 Weekday Saturday Sunday

Weekday hours of operation:

Saturday hours of operation:

Sunday hours of operation:

Weekday Passenger Ridership
Data Source: RTC (2021)
System Rank
System Rank
System Rank
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Apple St
Deming Way
Hymer Ave
Santa Ana Dr
Linden St
Linda Way
Galletti Way
Industrial Way
Filbert Rd
Mae Anne Ave
W Arroyo St
Westfield Ave
Telegraph St
Capital Blvd
Moran St
Beldon WayAkard Dr
Marietta Way
Broadway Blvd
la Rue Ave
Allen St
Brinkby Ave
Thoma St
Capitol Hill Ave
S Center St
E 2nd St
Latimore Dr
Casazza Dr
Stoker Ave
Monroe St
Kirman Ave
S Stanford Way
St Lawrence Ave
Ryland St
Gentry Way
E Grove St
N McCarran Blvd Ralston St
Rainbow Ridge Rd
Wrondel Way
W 1st St
Foster Dr
Washington St
E Taylor St
Harvard Way
Lymberry St
Lymbery St
Edison Way
Redfield Pkwy
Lander St
Warren Way
Market St
Vine St
Kuenzli St
Summit Ridge Dr
Holcomb Ave
S Wells Ave
Stewart StW 2nd St
E Glendale Ave
E Greg St
Mount Rose St
Freeport Blvd
Locust St
Pembroke Dr
Hunter Lake Dr
Marsh Ave
Terminal Way
Airway Dr
S Arlington Ave
Vassar St
Prater Way
Glendale Ave
Mira Loma Dr
Idlewild Dr
Greg St
Neil Rd
W 7th St
Mayberry Dr
California Ave
McCarran Blvd
Lakeside Dr
S Rock Blvd
Mill St
Plumas St
W 4th St
S McCarran Blvd
Reno-Tahoe
International
Airport
Average Weekday Boardings:
10!
1,000
!
100!50!
N
Transit Demand Potential
Very High
High
Moderate
Low
Very Low
1 24 Hours
24 Hours
24 Hours

35.5 10.7%

33.3 19.8%

29.4 Above
Above
Above
Above
Above
Above

17.4%21.1%

12.1%

11.6%
1,510 1,419
2 2
1,249
2 18.0

19.1 19.5
30 30 30
444
662
554
South Virginia
Local
1 1
1 20% 15% 14%
Daily Passenger Boardings
Productivity
(Boardings per Revenue Hour)
Cost Per Passenger
Fare Box Recovery
Weekday Passenger Boardings
Route Performance:

Weekday
Saturday
Sunday
1,320 859 846
4:45 AM to 9:24 PM 6:05 AM to 9:17 PM 6:30 AM to 9:17 PM 17 20 20

21.4 $4.69

15.8 $6.38

15.5 $6.48
System Average
System Rank
System Average
System Average
12%
2 3
$8.32
System Average
System Rank
System Average
System Average
17%
2 2
$6.07
System Average
System Rank
System Average
System Average
13%
2 3
$7.91

88.0% 86.4% 85.8%
Data Source: APC, Farebox, Operating Statistics and Performance Indicators Report Port Hueneme - Oxnard Transit Center
Route 1
Peak Frequency (min.)
The average time, in minutes, between buses
Hours of Operation
The hours the bus is in service
The average number of daily boardings
The number of boardings divided by the number
of revenue hours the bus is in operation
The total cost to operate the route per day,
divided by average daily boardings
On-Time Performance
The percentage of trips that arrive on time
(no more than 1 minute early or 5 minutes late)
Passenger revenue divided by the operating
costs
2023
FIgure 3: SAMPLE ROUTE

PROFILES
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 5 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 2.1: Holiday Schedule
(Optional)
TMD is one of the only firms in the country with a dedicated transit scheduling practice and staff members with real- world transit planning and operations experience.

TMD will conduct a comprehensive review of GTrans holiday service by undertaking a thorough review of three years of historical ridership data and operational performance. Our analysis will examine service patterns and ridership demand for major holidays including New Year’s Day, Martin Luther King Jr. Day, Memorial Day, Juneteenth, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day, identifying trends in passenger travel behavior and operational effi - ciency while analyzing boardings per revenue hour, sched- ule adherence, and cost-effectiveness metrics for existing holiday operations. TMD will also review GTrans operator work rule during this process.

Based on the analysis, TMD will develop recommended
schedule adjustments to GTrans holiday service. Our recom- mendations will focus on maximizing efficiency while ensur- ing adequate service coverage for essential trips. Recom- mendations may include changes to frequency, service
hours, and route alignments. TMD will provide GTrans will draft and final holiday schedules for each line.

Task 2.1 Summary
Project Team Personnel
• Al Bolan, Task Leader, Principal Scheduler (TMD)
• Stuart Geltman, Project Manger (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Supply historic data needed to successfully
evaluate GTrans' holiday service;
• Review and provide comments on the draft and
final schedules.

Task Deliverables
• Draft and Final Holiday service schedules.
■ Financial Review: Is the current fare structure
designed to promote riding or does the structure
disincentivize making additional trips? How are current funding sources projected to change over the life of
the plan relative to operating and maintenance costs?
■ 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 GTrans’ services?

TECHNICAL MEMORANDUM
TMD will develop a Service Analysis technical memorandum that includes include all findings as well as all applicable GIS maps and graphics from the previous subtasks.

Task 2 Summary
Project Team Personnel
• Daniel Peña, Task Leader, Senior Planner (TMD)
• Stuart Geltman, Project Manger (TMD)
• Ankit Singh, Senior Planner (TMD)
• Gary Hewitt, Microtransit SME (TMD)
• Bobbi Duley, Graphic Designer (TMD)
• Associate Planners (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Supply data needed to successfully execute the
on-board ridecheck including list of all bus stops
by routes and operator paddles/blocks;
• Help facilitate the notification of the ridecheck to
bus operators;
• Work with TMD team to identify any potential
days that would be considered non-representative
of a typical service day.
• Supply additional data needed to successfully
evaluate GTrans' existing service; review; and
• Provide comments on Service Analysis Technical
Memorandum and Route Profiles.

Task Deliverables
• Raw and cleaned on-board ridecheck data
• Service Analysis (draft and final)- includes
information on system overview, systemwide
performance, and route-level performance .
• PowerBI Dashboard integrating origin-destination
and service performance data.
• Route Profile sheets summarizing line-by-line
performance.
• All accompanying ArcGIS or csv data files used to
make maps.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 6 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 3 Summary
Project Team Personnel
• Nora Casillas, Task Leader (AA)
• Edgar Gutierrez, Principal (AA)
• Stuart Geltman, Project Manger (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review draft and final PIP.

Task Deliverables
• Living engagement plan that allows for
refinement of tactics based on effectiveness, with
adjustments made in coordination and agreement
with GTrans.

Task 4: Public Outreach and
Community Meetings
Our team views the public engagement process as a critical element to the successful implementation of the study’s recommendations – how the plan is developed and how
it supports the overall vision for GTrans will be of strategic importance in fostering support for recommended changes.

To ensure success our team will facilitate a comprehensive engagement process that will utilize a variety of forums to involve the bus operators, staff, and the community in a phased approach that encourages vital community input,
builds ownership, and results in strong advocacy for the plan’s recommendations. Our approach to successfully
execute an engaging and inclusive community engagement
process in outlined below.

Communication Materials and Tools
To support the Gardena COA public engagement efforts,
AA will draft and design a suite of clear, accessible, and visually consistent outreach materials to communicate key project information and encourage community participa-
tion. All materials will be developed with a unified branding approach and translated into English and Spanish. This suite will reinforce the connection between the Gardena COA
process and opportunities for residents to shape future transit service improvements.

Task 3: Public Involvement Plan
Arellano Associates (AA) will lead the public outreach efforts for the COA, ensuring inclusive and meaningful community participation throughout the study. AA will develop and implement a multi-phase, equity-based Public Involvement Plan, coordinate with GTrans staff and project partners, and facilitate public meetings, surveys, pop-up events, and digital and in-person outreach.

Public Involvement Plan
At the onset of the project, AA will develop a detailed Public Involvement Plan (PIP) that outlines a robust strategy for engaging the public throughout the planning process. The PIP will describe how and when the community will be
involved, the range of opportunities available to provide input, and how that input will be reviewed and incorpo - rated into project recommendations. AA will design a multi- channel approach that includes public meetings, surveys, community events, and targeted outreach to ensure diverse participation. The plan will establish a schedule of engage- ment activities, including a minimum number of public
meetings with proposed dates and times, and will detail strategies for public notification such as digital commu - nications, print materials, and social media. Additionally, the plan will outline protocols for responding to public comments and inquiries.

Engagement will be structured across three phases:
■ Phase 1: Will occur at the onset of the COA effort in order to gather public input about their overall mobility needs, travel demands, and perspectives on/awareness
of the existing GTrans network.
■ Phase 2: Will occur during Task 8, focusing on the solici- tation of feedback about the draft network scenarios.

Feedback on any recommended fare changes developed
in Task 10 can also occur during this phase.
■ Phase 3: Will occur during Task 11 to present final
recommendations and collect final community input
before implementation, ensuring we value and consider
all feedback.

The PIP be a living document; engagement tactics may be adjusted based on their effectiveness, in coordination with GTrans and with their agreement.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 7 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Operator Engagement
TMD recognizes the critical importance of operator input in the COA process. TMD will engage GTrans operators to capture invaluable frontline knowledge and operational
insights from those with firsthand experience of route condi- tions, passenger patterns, and daily operational challenges that may not be fully captured in other data. TMD will
facilitate three focus group meetings with GTrans opera- tors, scheduled to accommodate varying shifts and ensure broad participation. The first meeting will explore route- specific operational challenges, schedule adherence issues, passenger loading patterns, infrastructure limitations, traffic impacts, and safety concerns. The second meeting will gather operator feedback on draft recommendations
before public sharing, while the third will focus on final COA recommendations. TMD will utilize proven facilitation techniques to create an open environment where opera-
tors feel comfortable sharing candid feedback, conducting both group discussions and individual interviews to capture diverse perspectives and gather recommendations for
service improvements including schedule adjustments, route modifications, stop relocations, and operational procedures that could enhance service reliability and customer satisfac- tion. All operator feedback will be documented through
detailed meeting summaries organized by route and topic area, with findings integrated into subsequent analysis to ensure proposed service changes are both data-driven and operationally feasible.

Communications Materials Include:

Branding Package: A cohesive visual identity—including
logo, color palette, and typography—will be created to
ensure all Gardena COA materials are recognizable and
visually unified across platforms and engagement phases.

Informational Fact Sheet: A concise, community-friendly handout will describe the purpose of the Gardena COA,
how input will influence transit service changes, key project milestones and timeline, and ways to stay involved.

Frequently Asked Questions (FAQ): A straightforward
FAQ document will be developed to address common ques-
tions about the COA process, participation opportunities, and anticipated outcomes.

Webpage: Clear, accessible web content will be developed for inclusion on a project webpage hosted by the City of Gardena, featuring project background, timeline, upcoming events, engagement tools, contact information, mecha -
nisms for the public to submit comments and questions,
and access to key documents.

Meeting Flyers: Visually engaging bilingual flyers will be created to promote public meetings, with versions format- ted for digital distribution, social media, and print.

Social Media Toolkits: Customized toolkits will be devel- oped to support each major outreach campaign, highlight- ing engagement opportunities—including public meetings, events, and surveys—through consistent messaging, visuals, and key dates for social media use by the City and project partners.

Outreach Database Development and Maintenance:

A centralized contact and comment database will be
established and maintained, building on existing database resources, to track stakeholder engagement, meeting atten- dance, survey responses, and all related correspondence throughout the project.

FIgure 4:

EXAMPLES OF

OPERATOR

ENGAGEMENT
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 8 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 VIRTUAL MEETINGS
To expand the reach of the public engagement efforts, our team will conduct one (1) virtual public meeting to coin - cide with the timing of the other community meetings in each phase (total of 3 meetings). 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 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. We will provide live interpretation to ensure language access for all participants.

BUS STOP INTERCEPTS/POP-UP ENGAGEMENT
Because attendance at general public meetings can be
sparse, TMD proposes “Pop Up” sessions at significant
ridership or key community locations. 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 execute two (2) pop-up events prior to each public open house meeting to raise awareness and promote participation (total of 6 pop-up meetings). In addi- tion, TMD can help develop interactive activities for use at the events. One example 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. This is a fun conversation starter that also provides a good reflection community priorities.

Public Engagement
Our team possesses a number of innovative approaches to engage the community. Specific strategies that may be most beneficial to the GTrans COA are discussed below. The final mix of proposed strategies will be developed in collabora- tion with GTrans staff during the development of the PIP .

OPEN HOUSE OR COMMUNITY MEETINGS
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 busy schedules to participate. Our team 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. Our team proposes a total of three (3) in-person public meetings, one meeting in each phase. Meeting venues will be determined in collaboration with the GTrans staff. We will provide live interpretation to ensure language access for all participants.

We will prioritize public meeting logistics with
accessibility considerations in place. Our team
will ensure that all public meetings are held
in accessible locations and provide necessary
accommodations including live interpretation,
translated materials, and live captioning/sign
language interpreters if needed.

FIgure 5: EXAMPLES FROM VARIOUS TMD PROJECT OUTREACH EVENTS Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 9 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 5: On Board Rider Survey
NDS will lead the on-board rider survey. The survey will collect route-level origin-destination and demographic
information from riders as well as feedback on desired
service improvements, satisfaction with GTrans service, and use of the system. The results will be used to inform the service analysis (Task 2), the restructuring plan (Task 8), Microtransit Analysis (Task 9) and Fare Study (Task 10). The on-board survey will occur at the same time as the on-board ridecheck (see Task 2).

Survey Instrument
TMD will work collaboratively with GTrans to develop a
survey instrument. The survey will build off of recent
customer surveys, diving into more specifics related to answers derived from that survey. For example, under -
standing that riders want more frequent service, asking questions about on which routes or at what times of day more frequency is desired. The survey will be as brief as possible in order to minimize customer time completing
the survey and ensure each question gets answered. The
survey will include both multiple-choice questions as well as open-ended questions. We use the survey to understand how riders weigh different trade-offs when choosing to
take transit, especially related to wait time, walk time, ride time, and cost.

Format
The survey will be available in English and Spanish and will be distributed on-board to riders on a very thick card-stock paper.

Sampling Plan and Distribution
TMD will develop a sampling plan to distribute up to 1,500 surveys across the GTrans network. This will result in a confi- dence level per line of 95% with a precision of ±5%. The team, led by NDS, will spend up to two weeks in the field distributing the surveys on each one of GTrans’ lines and will refer to recent ridership data to ensure that response rates by route reflect GTrans’ overall ridership. A modified version of the survey can also be provided to non-riders at community events or through email or online channels.

Promotion
Our team will develop a poster to promote the survey. The posters can be placed inside vehicles and at major locations.

Our team recommends including an incentive such as a Visa Gift Card or iPad to encourage rider participation.

Outreach Summary Report
AA will prepare an internal Outreach Summary Report that documents all community engagement activities conducted over the course of the project. The report will summarize outreach methods, participation levels, key themes from community input, and how feedback informed project devel- opment. The deliverable will be a written report intended for internal use by the project team and GTrans staff.

Task 4 Summary
Project Team Personnel
• Nora Casillas, Task Leader (AA)
• Edgar Gutierrez, Principal (AA)
• Engagement Support Staff (AA)
• Stuart Geltman, Project Manger (TMD)
• Daniel Peña, Senior Planner (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Identification of high-traffic activity centers/
community events;
• Coordination support to assist with planning,
scheduling, and promoting each public meeting
phase;
• Participation from agency staff at meetings to
provide project context and engage with attendees.

Task Deliverables
• Visual identity including logo, color palette, and
typography guidelines
• One-page Fact Sheet summarizing the COA purpose,
goals, timeline, and opportunities for community
involvement
• FAQ Document answering common questions about
the COA process
• Content for a City-hosted webpage with project
details and engagement tools
• Flyers to promote public meetings
• Social media toolkits to support each outreach
campaign and highlight engagement opportunities
• Centralized database to track engagement,
feedback, and participation
• Three (3) Operator Focus Group Meetings
• Three (3) public in-person open house meetings, one
during each phase.
• Three (3) Virtual public meetings, one during each
phase.
• Six (6) pop-up events, two during each phase.
• Post-public meeting summaries documenting
attendance, input, and community concerns to
inform ongoing planning and outreach
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 10 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 6: Latent and Future
Demand Estimation
In order to understand the underlying demand for transit services, TMD will examine latent and future demand
through the lens of the “Four Ds”: density, destinations, design, and demand.

Density: The density analysis will summarize existing
population, employment, and demographic characteris -
tics of GTrans’ service area, all of which influence the local demand for transit use. TMD will use ArcGIS and available data from the 2020 US Census and the most recent Ameri- can 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 GTrans lines 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 throughout
GTrans’ service area and in the South Bay including essen- tial services, education centers, supermarkets, healthcare facilities, and cultural destinations. TMD will also review responses from the on-board survey 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 GTrans’ service area. The design analysis will also identify any physi- cal 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.

Analysis
NDS will complete the data entry into an excel database.

TMD will analyze the results of the survey and develop a survey summary. The survey summary report will include
an overview of the survey data collection process and the results. The results will be used to inform subsequent tasks.

Task 5 Summary
Project Team Personnel
• Kevin Deal, Task Leader (NDS)
• Ruben Gallegos, Data Collection Coordinator
(NDS)
• Anthony Truong, Data Entry (NDS)
• Stuart Geltman, Project Manger (TMD)
• Daniel Peña, Senior Planner (TMD)
• Bobbi Duley, Graphic Designer (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review the draft survey instrument;
• Help facilitate the notification of the on-board
survey to bus operators.

Task Deliverables
• Draft and final versions of the survey in English
and Spanish;
• Excel database of collected responses;
• Survey summary report.

FIgure 6: EXAMPLE SURVEY INSTRUMENT, PROMOTIONAL

MATERIALS, AND RESULTS INFOGRAPHIC
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 11 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Demand: The demand analysis will examine how people
travel throughout GTrans’ 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 the South Bay, 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.

REPORT
TMD will develop a Latent and Future Demand Report that includes include all findings as well as all applicable GIS maps and graphics from the “Four Ds” analysis.

Task 6 Summary
Project Team Personnel
• Ankit Singh, Task Leader, Senior Planner (TMD)
• Stuart Geltman, Project Manger (TMD)
• Daniel Peña, Senior Planner (TMD)
• Bobbi Duley, Graphic Designer (TMD)
• Associate Planners (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review and provide comments on the Latent and
Future Demand Technical Memorandum.

Task Deliverables
• Latent and Future Demand Report.
• All accompanying ArcGIS or csv data files used to
make maps.

Æ
Æ
Congress & Larned
Street Transit Lanes
McNichols
Streetscape
12th St/Rosa Parks
Streetscape
East Jefferson CorridorRosa Parks Transit
Center (Existing)
!(8
!(39
!(10
!#"$75
!#"$375
!#"$96
!#"$94
State Fair
Transit Center
Coleman A Young
International
Airport

C A N A D A
Lake St Clair
Detroit
River
Proposed, Planned, or Recent
Improvements
Proposed Connection Corner
Proposed Mobility Hub
Street Infrastructure Project
ConnectTen Network (24/7 Service)
DDOT Transit Network
Source: Proposed Connection Corners and Mobility
Hubs from DDOT Transit Capital Upgrades Preview (TCUP). °
0 10.5 Mile
DDOT Reimagined Bus Network Redesign Market Assessment
26 7,035
84,110
People
Jobs
¾W
¾W
¾W
¾W
G
¾Ó
¾Ó
¾Ó
¾Ó
¾Ó¾Ó
¾Ó
ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ
³A
¾H
¾H
Æ
16th Ave
MLK Jr Blvd
Randolph St
11th St
Lafferty-Vermont St
Madison St
W Larned St
Newark St
Dalzelle St Leverette St
16th St
Congress St
Vermont St
1st St
17th St
Orleans St
18th StSainte Anne St
Temple St
Bagley St
W Lafayette Blvd
E Larned St
W Fort St
SaintAubinStAntiet
am
Ave
RivardSt
LafayetteStE
EJeffersonAve3rdSt
Russell
St
GratiotAve
Woodward A
ve
CassAve
CliffordSt
TrumbullSt
Grand River Ave
2ndAve
RosaParks B
lvd
Michigan Ave
W
ashing
tonBlvd
Park Pl
CheneSt
!(10
Detroit River
!#"$75
!#"$375
¬(42
¬(47
¬(4
¬(95
¬(23
¬(2
¬(80¬(31
¬(16
¬(19
¬(27
¬(67
¬(1
¬(9
¬(5
¬(40
¬(96
¬(92
¬(89
¬(3
¬(6
¬(29
¬(52
¬(18
Rosa Parks TransitCenter

C A N A D A
°
0 0.1 0.05 Mile
Key Destinations
¾Ó Neighborhood
¾Ó
¾5 Regional Shopping
ÅÆÄ Vocational Program
ÅÆÄ Middle or High School
ÅÆÄ
G Medical
G Hospital
¾W Government Service
¾H Recreation
³A
DDOT Transit Network
Æ
DDOT Transit Center/
Key Transfer Point
1 Food
Farmer's
¾Ó
¾Ó
Supermarket
Library
College/University
Market
Market
Pantry
Clinic
Center
Farmington Hills
Southfield
Detroit
Metro
Airport
Royal Oak
Wayne
South 1
Warren
Downtown
Grosse
Pointe
Washtenaw
County
Dearborn West
St. Clair
Shores
Wayne
West
Wayne
South 2
Livingston
County
Monroe
County
Livonia
Macomb North
Oakland North
District 5B
Midtown
Highland
Park
District 6
Dearborn
District 5A
Hamtramck
District 3
District 7
District 2
District 4
District 1
Belle Isle
Detroit
River
Lake St. Clair

C A N A D A
Trips To and From Downtown
Average Weekday Total Trips (All Modes)
More than 10,000
7,500 - 10,000
5,000 - 7,500
2,500 - 5,000
Fewer than 2,500
Regional Study Areas
Downtown
Other Areas
Trips over 0.5 miles from September-November 2019.

Source: Replica °
0 2 1 Miles

DOWNTOWN
6%
31%
63%
3% Youth (Under 18)
55% Minorities
16% Low-Income Population
8% People with Disabilities
28% Zero-Vehicle Households
16% Young Adults (18-24)
11% Seniors
General Public Weekday Travel (Source: Replica)
Key District Demographics
■ Internal District Trips ■ Internal DDOT Service Area Trips ■ Trips Outside DDOT Service Area Key findings:
■ One-quarter of all study area jobs are in Downtown, drawing in trips from all over Greater Detroit; unsurprisingly, it has the greatest percentage of trips coming from outside the study area
■ Experienced a 30% growth in population between 2013 and 2019 as well as the greatest increase in median household income from $25000-$30,000 to $50,000-$60,000
Downtown
FIgure 7: SAMPLE MARKET ASSESSMENT MATERIALS
Regional Study Areas 2013 2019
Percent
Change 2013 2019 Change 2013 2019 Change 2013 2019
Percent
Change Regional Study Areas
District 1 105,406 105,032 0% 35-39 35-39 — 30-35 K 30-35 K — 6,763 7,971 18% District 1 District 2 106,906 105,398 -1% 35-39 35-39 — 30-35 K 30-35 K — 7,658 8,523 11% District 2 District 3 94,077 84,429 -10% 30-34 30-34 — 25-30 K 30-35 K ↑* 6,178 6,042 -2% District 3 District 4 92,946 82,262 -11% 30-34 30-34 — 25-30 K 30-35 K ↑ 7,273 6,220 -14% District 4 District 5A 43,728 36,250 -17% 35-39 35-39 — 20-25 K 20-25 K — 6,301 5,551 -12% District 5A District 5B 48,363 47,183 -2% 40-44 40-44 — 20-25 K 30-35 K ↑↑ 7,944 7,838 -1% District 5B District 6 94,333 89,348 -5% 30-34 30-34 — 20-25 K 25-30 K ↑ 7,244 7,362 2% District 6 District 7 102,475 100,439 -2% 30-34 30-34 — 20-25 K 25-30 K ↑ 8,035 8,491 6% District 7 Downtown 5,427 7,035 30% 40-44 30-34 ↓↓ 25-30 K 50-60 K ↑↑↑↑↑ 1,303 1,204 -8% Downtown Midtown 13,002 17,465 34% 30-34 25-29 ↓ 15-20 K 20-25 K ↑ 3,053 3,417 12% Midtown Hamtramck 22,258 21,822 -2% 25-29 25-29 — 25-30 K 25-30 K — 1,202 1,172 -2% Hamtramck Highland Park 11,293 10,867 -4% 40-44 35-39 ↓ 15-20 K 15-20 K — 1,928 2,099 9% Highland Park Dearborn 58,998 59,056 0% 25-29 25-29 — 30-35 K 35-40 K ↑ 1,743 1,827 5% Dearborn Study Area 799,212 766,586 -4% 30-34 30-34 — 25-30 K 30-35 K ↑ 66,625 67,717 2% Study Area *One ↑ or ↓ per data bracket jump
Zero-Vehicle
Households
Population Median Age Median Household Income
Regional
Study Areas
Youth
(Under Age 18)
Young Adult
(Ages 18-24)
Senior
(Ages 65+)
Minority Low-Income
People with
Disabilities
Zero-Vehicle
Households
Regional
Study Areas
District 1
25%
10%
15%
95%
30%
20%
19% District 1
District 2
23%
10%
17%
96%
28%
19%
21% District 2
District 3
25%
11%
11%
92%
33%
16%
20% District 3
District 4
27%
10%
11%
93%
35%
19%
21% District 4
District 5A
21%
12%
14%
87%
42%
21%
34% District 5A
District 5B
16%
7%
21%
84%
32%
25%
33% District 5B
District 6
31%
10%
10%
81%
41%
17%
24% District 6
District 7
29%
10%
12%
89%
38%
21%
23% District 7
Downtown
3%
16%
11%
55%
16%
8%
28% Downtown
Midtown
12%
26%
10%
67%
39%
16%
41% Midtown
Hamtramck
32%
13%
8%
46%
45%
11%
19% Hamtramck
Highland Park
25%
9%
19%
95%
45%
22%
46% Highland Park
Dearborn
34%
13%
10%
11%
38%
12%
11% Dearborn
Study Area
26% 11% 13% 82% 35% 18% 23% Study Area
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 12 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Special Event Service
TMD will leverage our work with other regional providers in planning for the 2026 World Cup and 2028 Los Angeles Olympics to develop a service plan for special events occur- ring at SoFi Stadium, Intuit Dome, and the Kia Forum in accordance with FTA guidelines. The Special Event Service Plan will include service parameters for different event types including major sporting events, mega-events like the World Cup and Olympics, and community events, with
routing design connecting SoFi Stadium, Intuit Dome, and the Kia Forum to major park-and-ride locations such as
Harbor Gateway Transit Center and Southwest College.

Each special even service plan will be developed in Remix and will include:
■ Map illustrating the proposed route alignment by
direction, including long-short route patterns where
necessary
■ Proposed service frequencies and service spans
■ Estimated revenue miles and revenue hours
■ Estimated vehicle requirements Operating cost
estimates
■ Ridership and Revenue Projections using an elasticity model approach
TMD has been providing special event planning to LA Metro and OCTA in preparation for the 2026 World Cup and 2028 LA Olympic and Paralympic Games. TMD’s planners possess hands-on experience and in-depth familiarity with the
existing South Bay transit services, operating environment, and local communities and can leverage this knowledge in developing a Special Event Service Plan for GTrans.

Task 7: Service Expansion to
Inglewood Feasibility Study
Leveraging work completed from the previous Tasks, TMD
will conduct a feasibility study for expanding GTrans service to the City of Inglewood and the Inglewood Entertainment District, developing special event service protocols in prepa- ration for the 2026 World Cup and 2028 Los Angeles Olym- pics, and evaluating the implementation of a local Line 7.

TMD welcomes as much participation from GTrans staff in the brainstorming process for this task as they are willing to provide. We have found that our service recommenda-
tions are stronger when they incorporate the institutional knowledge from agency staff.

Inglewood Service Expansion Analysis
TMD will use our Remix license to identify potential routes that connect GTrans’ service area with the City of Ingle - wood and the Inglewood Entertainment District. Potential alternatives developed will include connections to key desti- nations including SoFi Stadium, Intuit Dome, Kia Forum, and Inglewood Transit Center, while assessing integration opportunities with Metro Lines 205 and 211/215 to create seamless regional connectivity. For each alternative develop, TMD will provide:
■ Map illustrating the proposed route alignment by
direction, including long-short route patterns where
necessary
■ Proposed service frequencies by time period and for
special events
■ Proposed service spans
■ Estimated revenue miles and revenue hours
■ Estimated vehicle requirements
■ Transfer opportunities
■ Operating cost estimates
■ Ridership and Revenue Projections using an elasticity model approach
FIgure 8: TMD STAFFINCLUDING PROPOSED PROJECT MANAGER,

STUART GELTMAN, INCLUDING PROPOSED PROJECT MANAGER,

STUART GELTMAN, CONDUCTING A SITE VISIT OF A VENUE FOR THE

LA GAMES
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 13 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 8: Provide Multi-Year
Service Expansion and/or
Restructuring Plan
TMD will develop comprehensive multi-year service expan- sion and restructuring plans for GTrans through a collabora- tive, data-driven approach that builds upon the findings from Tasks 1-7 to create phased implementation strategies spanning immediate (1-3 years), mid-range (3-5 years),
and long-range (5-7 years) timeframes. Building off the comprehensive analysis conducted in previous tasks, our redesign network scenarios will be developed collabora - tively between TMD and GTrans staff through an inclusive brainstorming process that welcomes extensive participa- tion from GTrans staff, as we have found that our service plans are stronger when they incorporate the institutional knowledge of agency personnel. This in-depth involvement in the brainstorming process helps build staff ownership of the final plan, which significantly increases the chances of successful implementation after the project’s conclusion.

TMD will employ our proven two-step development process combining “top-down” regional and network analysis with “bottom-up” individual route assessment to create holistic service recommendations:
■ Top-down analysis will provide a big-picture view
of how GTrans connects with neighboring regions,
interfaces with Metro’s network, and positions itself
for future growth including the 2026 World Cup
and 2028 Olympics, ensuring we build an integrated
transit network rather than just a compilation of
individual routes
■ Bottom-up analysis will allow TMD to understand
the operational details of each GTrans line and
recommend specific changes to improve efficiency
and everyday operations, with particular focus on
the route-specific improvements outlined in the RFP
including:
» Line 1X schedule and frequency optimization based
on existing demand
» Line 2 potential separation into two lines with
better Metro coordination and integration with
Metro Lines 205 or 211/215
» Line 3 improvements to MLK Transit Center
connectivity and service reliability
Local Line 7 Service Design & Planning
Additionally, this task will evaluate the feasibility of imple- menting a local Line 7 service. TMD will leverage previous task findings to assess the utilization of the existing Line 7X and potential market demand for a new local Line 7. TMD will determine if there should be any changes to the existing 7X alignment, the appropriate local stop spacing and service patterns, what major destinations should be served, includ- ing transfer points within the existing GTrans network. The local Line 7 service alternatives will be developing using our Remix license and will include:
■ Map illustrating the proposed route alignment and
stop locations
■ Proposed service frequencies and service spans
■ Estimated revenue miles and revenue hours
■ Estimated vehicle requirements
■ Transfer opportunities
■ Operating cost estimates
■ Ridership and Revenue Projections using an elasticity model approach
Task 7 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, Project Manger
(TMD)
• Daniel Peña, Senior Planner (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Participate in brainstorming sessions with TMD
staff;
• Review and provide comments on the service
expansion, special events, and Local Line 7 service
alternatives.

Task Deliverables
• Feasibility report describing service alternatives to expand service to the City of Inglewood and the
Inglewood Entertainment District, support Special
Events, and new Local Line 7.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 14 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Using our in-house Remix license and the established
Transit Toolkit, TMD will develop detailed recommendations for each Line. Recommendations will be developed based on the agreed upon budget scenario (±0%, ±5%, ±10%)
and will include:
■ Service Parameters by line and day of week, proposed
route alignments with efficiency improvements, service
frequencies and spans, estimated revenue miles and
hours, and vehicle requirements by type
■ Route and Network maps illustrating the proposed
route alignment by direction, including long-short route patterns where necessary
■ Network Integration: Transfer opportunities with
particular focus on creating seamless connections within the GTrans network and with regional partners, removal
of excessive service duplication within GTrans system
and with other agencies
■ Access and Equity Analysis: Assessment of effects
on transit access by examining ridership impacts across different demographic groups, evaluation of population
percentages within 0.25 and 0.5 miles of frequent and
standard service, and overall equity impact assessment
■ Capital Requirements: Identification of capital needs including any required infrastructure such as transit
centers, layover facilities, and technology elements,
along with associated costs for each implementation
phase
■ Special Event Planning: Service parameters for
upcoming special events including World Cup
2026, Olympics 2028, major sporting events, and
concerts, with routing, frequency, fleet, and operator
requirements.

After the recommendations have been finalized, TMD will develop a phased implementation plan following the time periods outlined in the RFP - immediate (1-3 years), mid- range (3-5 years), and long-range (5-7 years). The key to a successful implementation process 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 fleet requirements for each service type. For each implementation date, service statistics (revenue miles and revenue hours) and vehicle and other capital requirements would be documented, as well as anticipated financial impacts (costs, revenues).
» Line 4 ridership-based service level assessment and
operational improvements
» Line 5 enhanced Vermont Corridor connectivity on
El Segundo Blvd
» Line 7X weekend service expansion feasibility for
Friday and Saturday service
» Line G operational improvements for schedule and
frequency optimization
A key component of TMD’s approach is identifying a suite of potential transit products through our “Transit Toolkit” methodology, matching different service types to market typologies and opportunities throughout the GTrans service area. This toolkit will establish different service tiers that allow solutions to be “right-sized,” whether that means traditional fixed-route transit, enhanced express services, special event operations, or alternative mobility options such as expanded microtransit services. TMD has signifi - cant experience integrating microtransit, TNCs, and other innovative transportation solutions into transit planning, which will be particularly valuable given GTrans’ recent implementation of the Bolt microtransit service and the need to optimize its integration with fixed-route operations.

FIgure 9: 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.

A
C
e
D
B
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 15 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 9: Microtransit Analysis
TMD will conduct a comprehensive evaluation of GTrans’
newly implemented Microtransit service (Bolt Powered)
to understand travel patterns, rider behavior, and opera- tional performance since the December 2024 launch of
the co-mingled service model. Our analysis will begin
with a detailed data review of the existing paratransit and on-demand ridership patterns, utilizing available trip data, scheduling records, and customer demographics to estab- lish baseline performance metrics. TMD will work closely with GTrans staff to access and analyze data from the
software-based dispatch and optimization system, exam-
ining trip origins and destinations, service response times, vehicle utilization rates, and customer satisfaction indica- tors. We will also conduct comparative analysis with peer microtransit operations to benchmark GTrans’ performance against industry standards and identify opportunities for improvement.

TMD will evaluate the current service area boundaries and operational parameters through spatial analysis and demand modeling techniques, utilizing demographic data, employ- ment centers, and existing transit connectivity to assess the effectiveness of the current zone design. Our team will analyze the efficiency of the co-mingled model by examin- ing how paratransit and on-demand trips are integrated, identifying potential conflicts or synergies between the two service types, and evaluating the impact on overall system productivity. We will assess service hours, vehicle deploy- ment strategies, and fare structure effectiveness while identifying barriers to on-demand ridership growth through customer survey analysis and stakeholder interviews. TMD will also examine the technology platform’s performance, including app usage patterns, booking preferences, and
any technical barriers that may be limiting service adoption.

Phase 2 - Public Outreach
After the service recommendations have been reviewed
and vetted by GTrans staff, TMD and AA will share the draft recommendations with the public and collect feedback.

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.

Following the collection of public feedback, TMD will work with GTrans staff to update the service plan. The final service plan will be detailed in the final report (see Task 11).

Task 8 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, Project Manger
(TMD)
• Daniel Peña, Senior Planner (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Participate in brainstorming sessions with TMD
staff;
• Review and provide comments on the service
alternatives.

Task Deliverables
• Draft and final service plan, developed in Remix,
phased over three time periods.

FIgure 10: EXAMPLE MICROTRANSIT ANALYSIS
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 16 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 10: Fare Study
Four Nines will lead the Fare Study to review Gardena’s existing fare structure and develop recommendations.

Existing Fare Structure Assessment
The existing fare structure assessment will include:
■ Review of Gardena’s current fare structure, includ-
ing fare policy and goals as well as fare levels, and
payment options
■ Documentation on past programs and incentives
■ Analysis of Gardena’s current fare structure using
metrics such as revenue cost recovery ratios, fare
media usage, and fare payment method usage
■ Demographic information of riders will be assessed
per fare product as data is available
■ Evaluation of Gardena’s fare structure’s current
strengths and weakness, as well as opportunities for
change

DATA GATHERING
To understand Gardena’s current state and identify existing strengths and weaknesses, Four Nines will hold an initial conference call with GTrans staff to better understand the agency’s existing fare policy and goals. Four Nines will also work with TMD and GTrans to collect the data needed to
conduct the Fare Study. Potential data may include:
■ Current fare products & pricing
■ Ridership and revenue by service type, fare product,
rider category, and month
■ Pass sales: quantity and revenue by pass type
■ Fare collection technologies and capabilities
■ Transfer and joint pass agreements, including revenue sharing provisions
■ Ridership and revenue impacts of prior fare changes
■ Operating costs
■ Ridership, fare revenue, and operating cost projec-
tions for 5-year forecast period
We will try to leverage data provided already for other tasks in order to minimize demands on GTrans staff.

Based on our analysis, TMD will develop targeted recom- mendations for service improvements including potential modifications to service area boundaries, adjustments to service hours and vehicle deployment, strategies to increase on-demand ridership, and enhancements to operational
efficiency. Using the Remix On-Demand model as well as
our in house excel microtransit demand estimator, TMD
will develop recommendations for boundary changes and/
or new zone areas to serve. Our recommendations will
include implementation timelines, resource requirements, and expected performance outcomes. TMD will also
develop performance monitoring metrics and evaluation
frameworks to track the success of implemented changes
and ensure continuous improvement of the microtransit
program. TMD’s analysis and recommendations will be
compiled into a Microtransit Analysis report.

Task 9 Summary
Project Team Personnel
• Gary Hewitt, Task Leader, Microtransit SME (TMD)
• Stuart Geltman, Project Manger (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Provide data needed to analyze GTrans' Bolt
Powered service;
• Review and provide comments on
recommendations;
• Review draft and final microtransit analysis
report.

Task Deliverables
• Draft and final microtransit analysis report.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 17 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 11: Project Close-Out
TMD will develop a draft and final COA plan document
synthesizing the previous tasks and final service recommen- dations. The plan will be written in a manner that will make it easily understandable for the public and City Council with generous use of graphics.

A PowerPoint presentation will also be developed summa- rizing the final COA plan and project process, including outreach activities. TMD will provide the City and GTrans with all data that was collected over the course of the plan- ning effort, delivered in a format available for immediate and future use. The final plan will be presented to the City Council and members of the general public in the third
round of outreach outlined in Task 3.

Task 11 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, PM (TMD)
• Daniel Peña, Senior Planner (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review of draft and final report;
• Review of City Council PowerPoint presentation.

Task Deliverables
• Draft electronic version of the final report;
• Ten (10) bound and one (1) unbound hard copy
and one (1) electronic copy of the final report;
• Draft and final City Council Presentation.

Four Nines will analyze the collected data to develop an understanding of the distribution of ridership and fare revenue among fare products. The ridership and revenue
information collected at this stage will be valuable in evalu- ating not only the current fare structure and pricing but also in developing fare recommendations.

Four Nines has supported many transit agencies
across the country with assessing their fare
structures and developing fare structure changes.

We will ensure a comprehensive analysis of GTrans
existing fare structure by examining Gardena’s fare
and ridership data in conjunction with the onboard
survey data to determine fare product usage by low-
income and minority populations to ensure any fare
recommendations are accessible to all of Gardena’s
riders.

Recommend Fare Structure Changes
Four Nines will develop fare recommendations based on the Existing Fare Structure Assessment. After initial recommen- dations are developed, Four Nines will facilitate a discussion with the Project Team and key staff. Based on staff input, the recommendations will be finalized and incorporated
in to Fare Structure Recommendations report. This report document the methodology and findings from the exist-
ing fare structure assessment and final recommendations outlining fare structure/fare level changes. A draft and final version will be shared with GTrans staff for review.

Task 10 Summary
Project Team Personnel
• Christina Winberry, Task Leader (Four Nines)
• Craig Jaffe, Principal (Four Nines)
• Maeve Clements, SME Fare Policy (Four Nines)
• Amy Martin, SME Fare Collection Systems (Four Nines)
• Stuart Geltman, Project Manger (TMD)
GTrans Staff Resources Required
• Participate in data gathering conference call;
• Support the collection of data needed to
successfully execute fare study;
• Provide input on fare recommendations; review
draft and final fare structure report.

Task Deliverables
• Draft and final Fare Structure Recommendations
report.

FIgure 11: SAMPLE FINAL
REPORT
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 Transportation Management & Design, Inc. (TMD)
China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Edgar
Gutierrez,
Principal-In-
Charge (AA)
Nora Casillas,
Outreach Task
Lead (AA)
Total for Task 1
1 Pre-Study Meeting with GTrans Staff 2 28 28 2 2 62
2 Project Work Plan 2 8 4 14
0 0
0 4 3 6 3 2 2 2 0 0 00000 7 6
Rate per Hour $310.95 $172.04 $144.72 $240.92 $161.52
Subtotal per Task $1,243.80 $6,193.44 $4,631.04 $481.84 $323.04 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $12,873.16 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Ankit Singh,
Senior GIS
Specialist
(TMD)
Gary Hewitt,
Mictrotransit

SME (TMD)
Bobbi Duley,
Graphic
Designer (TMD)
Associate
Planners (TMD)
Kevin Deal, On-
Baord Survey
Task Lead (NDS)
Anthony Truong,
Lead Data Analyst
(NDS)
Ruben Gallegos
, Operations
Manager (NDS)
Administrative
(NDS)
Field Technician
(NDS) Total for Task 2
1 Data collection 2 8 16 4 2 13 16 2 166.75 229.75
2 Data analysis, mapping, and creation of route profiles 2 1 68 08 0 8 2 48 0 290 4 24 80 96 12 24 80 2 13 16 2 166.75 519.75
Rate per Hour $310.95 $172.04 $144.72 $115.51 $181.99 $127.44 $90.97 $95.91 $96.92 $72.53 $57.04 $45.42 Subtotal per Task $1,243.80 $4,128.96 $11,577.60 $11,088.96 $2,183.88 $3,058.56 $7,277.60 $191.81 $1,259.90 $1,160.54 $114.07 $7,574.29 $50,859.97 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Al Bolan,
Principal
Scheduler
(TMD)
Total for Task 2.1

2.1 Holiday Schedule 21 2 5 6 70
2 1 2 5 6 0 0 0 0 00000 70
Rate per Hour $310.95 $172.04 $161.45
Subtotal per Task $621.90 $2,064.48 $9,041.20 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $11,727.58 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Edgar
Gutierrez,
Principal-In-
Charge (AA)
Nora Casillas,
Outreach Task
Lead (AA)
Senior Project
Coordinator
(AA)
Project
Coordinator
(AA)
Assistant
Project
Coordinator
(AA)
Total for Task 3
1 Preparation of Initial Public Involvement Plan 24379 12 15 52
2 Preparation of Revised Public Involvement Plan after public feedback 2423335 22
4 8 5 1 0 1 2 1 5 2 0 00000 74
Rate per Hour $310.95 $172.04 $240.92 $161.52 $145.10 $104.03 $76.66 Subtotal per Task $1,243.80 $1,376.32 $1,204.60 $1,615.20 $1,741.20 $1,560.45 $1,533.20 $0.00 $0.00 $0.00 $0.00 $0.00 $10,274.77 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Associate
Planners (TMD)
Edgar
Gutierrez,
Principal-In-
Charge (AA)
Nora Casillas,
Outreach Task
Lead (AA)
Kyle Santiago,
Creative Lead
(AA)
Senior Project
Coordinator
(AA)
Project
Coordinator (AA)
Assistant
Project
Coordinator
(AA)
Total for Task 4
1 GTrans Bus Operator focus group preparation 2 8 8 18
2 Conduct two (3) one-hour focus groups with GTrans operators 12 12 24 3 Prepare written summary of each focus group 2 8 10
4 Community meeting preparation 2 16 24 11 34 20 51 15 25 198 5 Conduct a minimum of nine (9) community meetings in Gardena 24 24 24 25 60 20 90 120 135 522 6 Prepare written summary of community meeting outcomes and results 2 2 2 8 12 15 41 7 Conducting an update meeting to the public with revised PIP 4 4 2 4 4 18 6 68 56 48 40 106 40 157 150 160 0 0 831
Rate per Hour $310.95 $172.04 $144.72 $90.97 $240.92 $161.52 $150.57 $145.10 $104.03 $76.66 Subtotal per Task $1,865.70 $11,698.72 $8,104.32 $4,366.56 $9,636.80 $17,121.12 $6,022.80 $22,780.70 $15,604.50 $12,265.60 $0.00 $0.00 $109,466.82 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Bobbi Duley,
Graphic
Designer (TMD)
Associate
Planners (TMD)
Kevin Deal, On-
Baord Survey
Task Lead (NDS)
Anthony
Truong, Lead
Data Analyst
(NDS)
Ruben Gallegos
, Operations
Manager (NDS)
Administrative
(NDS)
Field Technician
(NDS) Total for Task 5
1 Preparation of surveys (English and Spanish) 2 4 4 8 4 5 0 5 0 32 2 Distribution and collection of surveys 4 9 0 36 0 49
3 Analysis and tabulation of survey results 4 20 8 40 9 31 9 579 700 2 1 22 41 64 42 33 14 5 5 5 79 0 0 781
Rate per Hour $310.95 $172.04 $144.72 $127.44 $90.97 $95.91 $96.92 $72.53 $57.04 $45.42 Subtotal per Task $621.90 $2,064.48 $3,473.28 $2,039.04 $4,002.68 $2,205.86 $3,004.37 $3,264.03 $285.18 $26,299.92 $0.00 $0.00 $47,260.73 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Ankit Singh,
Senior GIS
Specialist
(TMD)
Bobbi Duley,
Graphic
Designer (TMD)
Associate
Planners (TMD) Total for Task 6
1 Collection of relevant data and information 28 1 6 26 2 Analysis and mapping of results 2 8 40 40 8 64 162
2 1 0 4 0 4 8 8 8 0 0 00000 188
Rate per Hour $310.95 $172.04 $144.72 $115.51 $127.44 $90.97 Subtotal per Task $621.90 $1,720.40 $5,788.80 $5,544.48 $1,019.52 $7,277.60 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $21,972.70 RFP 2024-09

COMPREHENSIVE OPERATIONAL ANALYSIS

ATTACHMENT A-

COST PROPOSAL FORM
TASK 1: Project Administration
TASK 2: Route Profiles and Existing Conditions Analysis OPTION TASK 2.1 - HOLIDAY SCHEDULE
TASK 3: Public Involvement Plan
TASK 4: Public Outreach, Focus Groups and Community Meetings TASK 5: On-Board Rider Survey
TASK 6: Latent and Future Demand Estimation
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours

FIRM NAME

TASK PERSONNEL BREAKDOWN BY HOURS
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Ankit Singh,
Senior GIS
Specialist
(TMD)
Associate
Planners (TMD) Total for Task 7
1 Feasibility Report on Service Expansion to the City of Inglewood and the Inglewood Entertainment District, Special Event Schedule and Local Line 7 Design 12 0 1 681 6 61 1a. Inglewood Service Expansion Analysis 1 12 20 8 24 65 1b. Special Event Service Feasibility Study 1 12 4 8 25 1c. Local Line 7 Service Design and Planning 1 12 20 8 24 65 4 5 6 5 6 2 8 7 2 0 0 00000 216
Rate per Hour $310.95 $172.04 $144.72 $115.51 $90.97 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 Subtotal per Task $1,243.80 $9,634.24 $8,104.32 $3,234.28 $6,549.84 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $28,766.48 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Ankit Singh,
Senior GIS
Specialist
(TMD)
Associate
Planners (TMD) Total for Task 8
1 Preparation of Phase I (short-range) plan 2 2 6 2 8 1 2 3 2 0 0 00000 1 0 0 1a. Recommendations for existing GTrans Lines 2 16 32 50 1b. Analysis, recommendations and budget scenarios for other service changes and expansions 10 28 12 50
2 Preparation of Phase II (mid-range) plan 2 1 8 2 8 1 2 3 2 0 0 00000 9 2 2a. Recommendations for existing GTrans Lines 2 8 32 42 2b. Analysis, recommendations and budget scenarios for other service changes and expansions 10 28 12 50
3 Preparation of Phase III (long-range) plan 2 1 8 2 4 1 2 3 2 0 0 00000 8 8 3a. Recommendations for existing GTrans Lines 2 8 32 42 3b. Analysis, recommendations and budget scenarios for other service changes and expansions 10 24 12 46
6 6 2 8 0 3 6 9 6 0 0 00000 280
Rate per Hour $310.95 $172.04 $144.72 $115.51 $90.97
Subtotal per Task $1,865.70 $10,666.48 $11,577.60 $4,158.36 $8,733.12 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $37,001.26 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Ankit Singh,
Senior GIS
Specialist
(TMD)
Gary Hewitt,
Mictrotransit

SME (TMD)
Associate
Planners (TMD) Total for Task 9
1 Analyze Microtransit service 2 4 8 40 40 94
2 Prepare recommendations for service improvements 2 4 8 40 40 94 4 8 1 6 8 0 8 0 0 0 00000 188
Rate per Hour $310.95 $172.04 $115.51 $181.99 $90.97
Subtotal per Task $1,243.80 $1,376.32 $1,848.16 $14,559.20 $7,277.60 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $26,305.08 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Christina
Winberry , Fare
Study Task Lead
(Four Nines)
Craig Jaffe, Fare
PIC (Four Nines)
Maeve
Clements, SME,
Fare Policy
(Four Nines)
Amy Martin,
SME, Fare
Collection (Four
Nines)
Total for Task 10
1 Analyze GTrans fare structure 24 5 0 2 4 0 8 106
2 Prepapre fare structure recommendation report 2 4 60 3 55 12 136 4 8 1 10 5 9 5 2 0 0 00000 242
Rate per Hour $310.95 $172.04 $165.00 $320.00 $215.00 $225.00 Subtotal per Task $1,243.80 $1,376.32 $18,150.00 $1,600.00 $20,425.00 $4,500.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $47,295.12 China Langer,
Project
Principal (TMD)
Stuart Geltman,
Project
Manager (TMD)
Daniel Peña,
Senior Planner
(TMD)
Ankit Singh,
Senior GIS
Specialist
(TMD)
Bobbi Duley,
Graphic
Designer (TMD)
Associate
Planners (TMD)
Contract
Manager (TMD) Total for Task 11
1 Preparation and submission of monthly progress reports 6 16 22 2 Compilation of final report and presentation to GTrans staff 2 18 40 16 48 40 164 3 Technical Appendix documenting analysis methodology 2 4 8 16 16 46 4 2 8 4 8 1 6 6 4 5 6 1 6 00000 232
Rate per Hour $310.95 $172.04 $144.72 $115.51 $127.44 $90.97 $200.00 Subtotal per Task $1,243.80 $4,817.12 $6,946.56 $1,848.16 $8,156.16 $5,094.32 $3,200.00 $0.00 $0.00 $0.00 $0.00 $0.00 $31,306.12 1 Travel and Mileage (TMD) $2,178.00
2 Lodging (TMD) $3,000.00
3 Per Diem (TMD) $1,350.00
4 Mileage (AA) $1,400.00
5 6
7 Sub Total Travel Cost $7,928.00
1 Printing - On Board Survey $1,250.00
2 Printing - Boards & Outreach Materials $1,500.00
3 Translation (AA) $700.00
4 Interpretation (AA) $3,000.00
5 Targeted Avertisments (AA) $1,000.00
6 7
b Total Other Costs $7,450.00
TASK 10: Fare Study
Task 11: Project Close-Out
Travel Costs (Description Required)
Other Costs (Description Required)
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours
TASK 7: Service Expansion to Inglewood Feasibility Study Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours
Enter Job Title:

Subtotal of Hours
TASK 8: Provide Multi-Year Service Expansion and/or Restructuring Plans TASK 9: Microtransit Analysis

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

HOURS HOURS COST
*proposed costs shall be in strict accordance with all conditions of the RFP including addenda 76.00 $12,873.16 *proposal shall be valid for 120 days from proposal due date 519.75 $50,859.97

74.00 $10,274.77
China Langer 831.00 $109,466.82
781.00 $47,260.73
188.00 $21,972.70
216.00 $28,766.48
280.00 $37,001.26
188.00 $26,305.08
President 242.00 $47,295.12
232.00 $31,306.12
8/28/2025 $7,928.00
$7,450.00
$438,760.21
OPTION COST (TASK 2.1) $11,727.58
$450,487.79

AUTHORIZED OFFICIAL PRINT NAME

AUTHORIZED OFFICIAL SIGNAURE
TITLE
DATE
Sub Total for TASKS 9
Sub Total for TASKS 1
Sub Total for TASKS 2
Sub Total for TASKS 3
Sub Total for TASKS 4
Sub Total for TASKS 5
Sub Total for TASKS 6
Sub Total for TASKS 7
Sub Total for TASKS 8

OTHER COSTS

TOTAL BASE CONTRACT COST
GRAND TOTAL COST (BASE + OPTION)
Sub Total for TASKS 10
Sub Total for TASKS 11

TRAVEL COSTS

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 SUBMITTED BY: IN ASSOCIATION WITH:

PHOTO: @RIDEGTRANS| FACEBOOK
Technical Proposal
RFP NO. 2024-09
City of Gardena
Comprehensive Operational Analysis
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 i
City of Gardena - GTrans
Transportation Management & Design, Inc. C omprehensive Operational Analysis 2701 Loker Ave. West,
Suite 110
Carlsbad, CA 92010
(760) 476-9600
tmdinc.net
June 16, 2025
City of Gardena
Transportation Department
13999 S. Western Avenue
Gardena, CA 90249
Subject: RFP No. 2024-09 GTrans Comprehensive Operational Analysis Dear Evaluation Committee:

Transportation Management & Design, Inc. (TMD) is pleased to submit our proposal to provide consulting services to the City of Gardena GTrans for their Comprehensive Operational Analysis (COA).Assisting TMD on this project will be Arellano Associates (AA), a marketing and outreach consultant specializing in public transit services, Four Nines Technologies, a leader in transit tech- nology, fare policy, and fare structure evaluation, and National Data and Surveying Services, Inc. (NDS) one of the nation’s largest traffic and transit data collection firms. As a small business, TMD strategically selects the projects we pursue based on where we feel our team will provide the highest value for the client. We are particularly interested in helping GTrans undertake this COA because we enjoyed working with GTrans staff last year in evaluating the post-pandemic service restoration of Line 1X and Line 4, and see opportunities to grow GTrans’ ridership and improve service efficiency.

We acknowledge receipt of Addendum 1 and Addendum 2 dated 05/14/2025 and 06/02/2025 respectively, and have incorporated their contents within our response.

TMD is a women-owned transit-planning firm headquartered in San Diego, California, comprised of about 20 team members focused on delivering productive, innovative, and sustainable transit networks and services. We are one of the only firms in the country with a dedicated transit scheduling practice and staff members with real-world transit planning and operations experience. Throughout our 36 years in business, TMD has directed a wide range of successful transit system restructures that have optimized market targets, improved service and operational effectiveness and efficiency, and built lasting, positive stakeholder and community relations. We work closely with our clients to understand their existing and future markets, enhance service effectiveness and operational efficiency, ensure financial sustainability, and engage productively with stakeholders to build broad public support for transit investments and services. We feel that our team is best positioned to complete this COA for the following reasons:
■ We understand a COA is not about just changing the route alignments or adjusting frequency/ span. Our COA efforts go beyond the traditional approach, examining all aspects of service delivery to identify solutions that improve the overall customer experience and day- to-day operations for agency staff and operators, understanding that a redesigned network will not be successful if it cannot be delivered consistently and reliably while providing a high-quality experience for riders.
■ Our plans grow ridership while reducing costs. Improving network design to better align with community needs is at the core of what we do. Our approach focuses on improving the customer experience while simultaneously increasing the efficiency and effectiveness of service delivery. Tailoring service delivery to market demand and optimizing use of resources allows us to make substantial network-wide service improvements within existing cost constraints.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 ii
City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Oper ational Analysis ■ We bring experience with similar systems. Through over 36 years in business, we have worked in many service areas similar in size and characteristics to GTrans. We have success- fully completed COAs for major southern California transit operators including LA Metro and LADOT, Orange County OCTA, San Diego MTS, Riverside RTA, and Santa Monica Big Blue Bus. Our team will develop creative and innovative approaches and solutions throughout the COA process as we bring forth successful ideas and lessons learned from other projects. ■ We think about the near and long term. In addition to developing a plan that is catered towards the ultimate goal of efficiently and effectively connecting communities and moving people, we also understand that the City of Gardena needs to be prepared for the 2026 World Cup and LA28 Olympic and Paralympic Games. We are currently collaborating with other transit agencies to ensure their systems are fully prepared and optimized for these large- scale events and are already familiar with the mega events may impact GTrans. ■ We brings an experienced team of experts. Our proposed senior staff, including our proposed Project Manager, Stuart Geltman, bring expertise in fixed-route bus, demand response, and paratransit service design, management, and operations. ■ We integrate state-of-the-art technology tools into our planning process. Our plan- ning toolkit includes Remix Transit and On-Demand to visualize and test different route concepts; Replica to better understand travel patterns such as origin-destination; ArcGIS to visualize market and service conditions; PowerBI to evaluate service performance and passenger survey results; Excel to conduct Title VI analyses and build financial plans; and the Adobe Creative Suite to translate our findings and recommendations into compelling visual messages.
■ Our plans ensure equity. As a certified women-owned Disadvantaged Business Enterprise (DBE), it is important to us that our plans result in a positive contribution to all communities, regardless of age, race, or class. Since nearly every TMD project ends up in daily operation, we are committed to ensuring our recommendations work as expected and enhance mobility for everyone.

We are very excited about this opportunity and believe that the TMD team brings all of the necessary expertise, national experience, and capabilities to successfully undertake this COA and, perhaps more importantly, recommend a plan that will provide maximum sustainable transit benefit for the City of Gardena for years to come. We hope that GTrans’ COA will be one of our featured plans in 2025/2026, and we look forward to the opportunity of working with the City of Gardena on this important project.

China Langer, President of TMD, is authorized to represent the firm in all matters regarding this proposal. She can be contacted at 2701 Loker Ave. W., Suite 110, Carlsbad, CA 92010, by telephone at (760) 476-9600, or via email at [email protected]. All project work will be completed from TMD headquarters in Carlsbad, CA. This proposal shall remain valid for no longer than one hundred and twenty (120) days.

Respectfully yours,
Transportation Management & Design, Inc.

China Langer
President
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 SUBMITTED BY:

Transportation Management & Design, Inc.
2701 Loker Ave. West, Ste. 110, Carlsbad, CA 92010
Contact: China Langer, President
(760) 476-9600, Ext. 107 | [email protected]
June 16, 2025
City of Gardena
GTrans Comprehensive Operational Analysis
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 iv
City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Oper ational Analysis Contents
EXECUTIVE SUMMARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 FIRM PROFILE .................................................. 4 Firm Profile ............................................................. 5 Subconsultants ......................................................... 7 FIRM QUALIFICATIONS .......................................... 12 Regional Team Experience ............................................... 14 Relevant Experience Summary Table ....................................... 15 TMD Relevant Project Experience and References ............................ 16 Subcontractors’ Relevant Project Experience ................................ 21 KEY PERSONNEL ............................................... 25 Key Personnel Overview ................................................. 26 Project Organization .................................................... 31 Workload Allocation Summary Matrix ...................................... 33 Availability and Capacity ................................................ 34 Resumes ............................................................. 35 WORK PLAN ................................................... 64 Project Understanding .................................................. 65 Project Approach ....................................................... 67 Project Schedule and Management Approach ............................... 85 REPORTING AND REPORT SAMPLES ............................... 91 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 PHOTO: @RIDEGTRANS
|FACEBOOK
1 EXECUTIVE SUMMARY
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 2 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Executive Summary
TMD understands that City of Gardena GTrans is seeking
a qualified firm to conduct a Comprehensive Operational Analysis (COA) to optimize operations, rethink service
patterns and maximize ridership. TMD brings an under -
standing of GTrans’ specific challenges and opportunities through our past work with GTrans and LA Metro. Last year, we helped GTrans planning staff assess the post-pandemic future of Line 4 and Line 1X. We have worked extensively with LA Metro completing the NextGen Bus Plan and have been supporting Metro in planning for the upcoming World Cup and 2028 Olympic and Paralympic games.

As a small business, we strategically select the projects we pursue based on where we feel our team will provide the highest value for the client. The scope of services sought by GTrans aligns with TMD’s core business, and we are
particularly interested in helping GTrans undertake this COA because we enjoyed working with GTrans staff last year in evaluating the post-pandemic service restoration of Line 1X and Line 4, and see opportunities to grow GTrans’ ridership and improve service efficiency. Figure 1 summarizes our approach to successfully undertake this COA. A detailed description of our approach is included in Section 5.
1 Executive Summary
FIgu Re 1: TMD'S APPROACH TO ACCOMPLISH GTRANS' COA
Implement
Design
Analyze
Manage
Documentati on
Goal:

Confi rm project goals,
objecti ves, and approach.

Inform on project progress.

Goal:

Establish an understanding
of existi ng service performance
and latent and futre market
demand. Apply best practi ces.

Goal:

Develop recommendati ons for
service expansion to Inglewood,
GTrans Lines, Bolt Powered
Microtransit, upcoming Special
Events, and Fares.

Goal:

Summarize analysis and
fi nal network alternati ve.

Implement fi nal network.

Community Engagement
Goal: Engage operators and the community. Build
ownership in fi nal alternati ve.

Data Collecti on
& Analysis
Project Management
& Administrati on
Develop
Recommendati ons
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 3 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Executive Summary1
Our staff and industry experience is leveraged by the
effective tools we employ to enable rigorous analysis and develop implementable plans. Our toolkit includes Remix Transit and Remix On-Demand to visualize and test differ- ent route concepts; Replica to better understand travel patterns; ArcGIS to visualize market and service conditions; PowerBI to evaluate service performance; our Excel-based financial model to project out revenues and expenses to ensure our plans are sustainable; and the Adobe Creative Suite to translate our findings and recommendations into dynamic and compelling visual messages to inform and
engage riders, staff, and stakeholders. We are also one of the few firms in the country with a dedicated scheduling practice proficient in Trapeze™, HASTUS™, and Optibus™
software.

Our team has thoroughly reviewed the RFP and our proposed technical approach to the this project and proposal fully complies with the requirements defined in the RFP . China Langer, President of TMD, is authorized to represent the firm in all matters regarding this proposal. She can be contacted at 2701 Loker Ave. W., Suite 110, Carlsbad, CA 92010,
by telephone at (760) 476-9600 ext. 107, or via email at [email protected]. This proposal shall remain valid for no longer than one hundred and twenty (120) days.

We look forward to the opportunity of working with the
City of Gardena GTrans on this important project.

China Langer, President
Transportation Management & Design, Inc.
2701 Loker Ave. W., Suite 110, Carlsbad, CA 92010
(760) 476-9600 ext. 107 • [email protected]
Assisting TMD on this project will be Arellano Associates (AA), a marketing and outreach consultant specializing in public transit services, Four Nines Technologies (Four
Nines), a leader in transit technology, fare policy, and fare structure evaluation, and National Data and Surveying
Services, Inc. (NDS) one of the nation’s largest traffic and transit data collection firms. AA will lead the development of the development of the Public Involvement Plan in Task 3 and Public Outreach and Community Meetings in Task

4. Four Nines will lead the Fare Study in Task 10. NDS will be leading the collection of the on-board and survey in Task 5. Detailed descriptions of each firm’s experience and capabilities are included in Sections 2 and 3 of our proposal.

To ensure the successful execution of this project for GTrans, we have assigned several senior TMD staff and industry
leaders to execute this project for GTrans. Our key person- nel includes, Stuart Geltman, who will serve as Project Manager; TMD’s President, China Langer, who will serve
as Project Principal; Senior Planner Daniel Peña, who will lead Task 2 and provide support for the evaluation of exist- ing GTrans services and development of network scenario; Gary Hewitt who will support the analysis of GTrans’ Bolt Powered Microtransit service; Senior Planner Ankit Singh, who will lead all GIS analysis work throughout the project, and lead the Latent and Future Demand Estimation in Task 6; Principal Scheduler, Al Bolan will review and make recom- mendations to GTrans holiday schedules in Task 2.1; and Graphic Designer Bobbi Jo Duley, who will translate our findings and recommendations into dynamic and compel-
ling visual messages and will also lead the design of the final report. Nora Casillas and Edgar Gutierrez from AA who bring experience conducting public and stakeholder
engagement in the South Bay; and Kevin Deal and Ruben
Gallegos with NDS who bring experience undertaking large scale data collection efforts. Lastly, Four Nine’s Christina Winberry with support from Craig Jaffe, Amy Martin,
and Maeve Clements will leverage their Fare Policy and
Collection expertise to lead the Fare Study in Task 10. Bios and resumes for all key personnel are included in Section 4.

Our proposed team members bring extensive experience
working with transit operators across Southern California.

Most recently, TMD has provided post-COVID transit plan- ning support to LA Metro, OCTA, RTA, SD MTS, Pasadena
Transit, and Santa Monica BBB. In addition, TMD has been providing special event planning to LA Metro and OCTA in preparation for the 2026 World Cup and 2028 LA Olympic
and Paralympic Games. A detailed summary of our relevant project work is included in Section 3.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 PHOTO: @RIDEGTRANS
|FACEBOOK
TMD FIRM PROFILE • SUBCONSULTANT FIRM PROFILES • FIRM’S FINANCIAL STABILITY, CAPACITY, AND RESOURCES • LITIGATION 2 FIRM PROFILE
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 5 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 Firm Profile
For the past 36 years, Transportation Management &
Design, Inc. (TMD) has been dedicated to supporting a
Vision. Plan. Implement. approach to improving transit
systems, enabling agencies to optimize their resources to operate more efficiently and grow ridership strategically and sustainably. Our projects have encompassed everything from 1) “blank slate” reimagining of transit networks and services, to 2) “tweak and tune,” to 3) phased service
refinements that respond strategically to future develop- ments, market demands, and financial realities. As an
industry leader in transit planning, TMD specializes in the data analysis, service evaluation, market analysis, commu- nity engagement, and customer-focused network planning
needed to complete GTrans’ Comprehensive Operational
Analysis (COA).

TMD is dedicated to ensuring positive and sustainable
results for our clients by promoting a transparent
and collaborative working relationship. We approach
our work with a sincere commitment to the following
principles:

Experienced Staff Committed to Success
TMD’s business practice is grounded in our confidence to deliver results that exceed client expectations consistently.

Our team is dedicated to ensuring positive and sustainable results by promoting responsiveness and flexibility through- out our project engagements. Several of our senior manag- ers have served numerous years at transit agencies, bringing firsthand knowledge of bus, paratransit, and specialized transit systems. This collective experience adds value to our practice and helps ensure our work is innovative, compre- hensive, and readily executed.

Improving quality of life, economic
development, and social equity through
enhanced public mobility is the primary
focus of every TMD engagement.

DUNS Information
Transportation Management & Design, Inc.
809587769
Legal Structure
TMD is a privately-owned California C-corp
founded in 1988 and established in 1998.

Location
Our office is headquartered in San Diego, CA, with
regional support in the San Francisco Bay Area, New
York, Phoenix, British Columbia, and Melbourne (AU).

Our Staff
We have a staff of approximately 20 transit
professionals, several of which have served numerous
years within public transit agencies across the country.

Certifications
We are a women-owned business, certified as a Small
Business Enterprise (SBE) and Disadvantaged Business
Enterprise (DBE) across the U.S.

Project Team
TMD, Prime
Arellano Associates, Outreach Subconsultant
NDS, Survey Subconsultant
Four Nines Technologies, Fares Subconsultant
Point of Contact
China Langer, President | [email protected],
(760) 476-9600, ext. 107
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 6 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 Continuous Innovation
We utilize state-of-the-art technology tools and are
constantly refining our practices and techniques. Through each project, we gain new insights and knowledge that
we willingly share with clients to build innovative and sustainable results. Drawing from over 500 transit plan - ning projects in our portfolio, we can identify areas where industry-proven strategies and adjustments can yield the greatest positive impacts.

Our industry experience is leveraged by the effective tools we employ to enable rigorous analysis and develop imple- mentable plans. Our toolkit includes Remix Transit and
Remix On-Demand to visualize and test different route
concepts; Replica to better understand travel patterns; ArcGIS to visualize market and service conditions; PowerBI to evaluate service performance; our Excel-based financial model to project out revenues and expenses to ensure our plans are sustainable; and the Adobe Creative Suite to translate our findings and recommendations into dynamic and compelling visual messages to inform and engage
riders, staff, and stakeholders.

We are also one of the few firms in the country with a
dedicated scheduling practice proficient in Trapeze™,
HASTUS™, and Optibus™ software.

Responsiveness and Flexibility
TMD understands that each
client operates with a unique set
of variables and deserves recom-
mendations that respond to their
specific needs. Grounded in our
deep knowledge of industry
best practices, we also welcome
new ideas and opportunities
that emerge from each agency’s
distinct operating environment.

Our collaborative approach
enables us to effectively serve
clients’ interests and provide
timely, productive results.

As a small business, TMD strategically
selects the projects we want to pursue.

We want to complete this project because
we enjoyed working with GTrans in 2024
and see opportunities to grow GTrans’
ridership and improve service efficiency.

What Sets Us Apart
As a certified women-owned Disadvantaged Business Enter- prise (DBE), it is important to us that our plans result in a positive contribution to all communities, regardless of age, race, or class. To accomplish this, we understand existing and future markets, examine travel patterns and trip usage, evaluate service effectiveness and operational efficiency, and engage productively with staff and community stake- holders to understand community mobility needs. Because nearly every TMD project ends up in daily operation,
we are committed to ensuring our recommendations
work as expected and enhance mobility for everyone.

TMD will serve as the Prime Contractor for this project.

FIgu Re 2: TMD'S TRANSIT NETWORK PLANNING CLIENTS
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 7 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 Teaming Approach
TMD approaches the teaming and staff selection for each proposal based on the unique project needs, including the expertise and experience needed for the work, as well as the stakeholder and decision-making environment. TMD’s
approach to building our team was to include firms
that:
■ Demonstrate a record of success and longevity in
the industry, and are recognized as experts in their
respective subject matter areas;
■ Have previously worked with us effectively in the
course of our industry-leading practice; and
■ Complement and extend TMD’s own strengths,
providing GTrans with a complete portfolio of exper-
tise and experience upon which to draw.
■ Brings local experience and understanding of regional mobility issues.

Considering the principles listed above, TMD has partnered with Arellano Associates (AA), Four Nines Technologies
(Four Nines), and NDS in order to deliver a COA that will exceed the GTrans’ expectations. TMD will be the prime consultant leading the day-to-day management of the
contract, serving as the primary point of contact for GTrans determining team resources for tasks, and monitoring our team’s performance. TMD staff brings deep experience with fixed-route network and service evaluation and planning, combined with a broad understanding of industry best prac- tices from systems across the country. Arellano Associates will be leading will be leading Task 3 and Task 4. Four Nines Technologies staff will be leading Task 10. NDS staff will be leading the collection of the on-board survey in Task 5.

Included in Section 4 of this proposal is a detailed organiza- tion chart that shows the staffing organization by task.

Established in 1994, Arellano Associates (AA) is a profes- sional services consulting firm specializing in communica- tions and public outreach, community and government
relations, and strategic planning and marketing programs.

AA serves many of Southern California’s most important
public programs, including transportation, public safety, sustainability, planning, and infrastructure improvement.

Our vision is to serve as a trusted partner guiding meaningful community engagement that is intentional, equitable, and inclusive. Our team of professionals provides comprehensive communications and planning services for the full spectrum of public projects from planning to construction and imple- mentation. AA is an S Corporation and is woman-owned
and minority-owned. AA is a certified Small Business-owned (SBE) and Disadvantaged Business Enterprise (DBE). AA is headquartered in Chino Hills, California and is comprised of a growing team of 80 staff members.

AA has made it the firm’s mission to provide the most
innovative and culturally-fluent outreach that collabora - tively engages stakeholders and decision makers to support intentional, equitable, and inclusive community engage - ment. AA’s understanding and appreciation for stake -
holder diversity – along with bringing forward the latest innovations in outreach – enables them to work together with clients toward achieving their goals. AA also offers specialized professional services geared toward Latino and Spanish-speaking communities. AA creates and executes
specific and tailored community engagement programs and can take apart complex projects and develop approaches
and solutions that provide positive results. AA has led outreach for agencies throughout the region and provides unmatched communication and facilitation capabilities.

AA will be leading the development of the Public Involvement Plan in Task 3 and Public Outreach and Community Meetings in Task 4.

Subconsultants
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 8 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 Four Nines Technologies (Four Nines) , a California
certified small business, was formed in 2012 around a
commitment to provide excellence in consulting services to public agencies. They strive to combine three important aspects of consulting to the public sector: a specific and thorough understanding of the challenges faced by public organizations, the rigor of commercial business practices, and broad technical expertise. As individuals and as a team, they believe in and take personal pride in delivering work of extraordinary quality.

Four Nines works exclusively with public transit agencies and has worked for dozens of agencies on comprehensive fare policy, and fare strategy development projects, as well as Title VI fare equity analyses. They also support procuring and implementing fare collection systems. They are comfort - able at the intersection of people and technology, helping agencies create equitable fare policies and programs that are technically implementable.

Four Nines brings a strong history of successful fare policy, fare strategy, and fare collection projects to the GTrans. Four Nines helps guide transit agencies through technology and policy decisions, specifically fare system technologies and fare policy decisions. By working only with public transit agencies Four Nines gains both an understanding of the
operational complexities of supporting certain fare poli - cies and regular opportunities to assess the policies and technologies being implemented by agencies across the
country. They regularly support transit agencies through the process of creating and implementing tailored fare
pricing solutions that balance ridership and revenue goals with broader equity and accessibility goals. They also have extensive experience in creating new fare products and
programs, including low-income programs, and identifying the appropriate technology to support an agency’s desired fare policy. This knowledge and experience enables them to fully identify current trends and influences in fare poli- cies, structures, and technologies that may be of interest to GTrans and its customers.

Four Nines will be leading the Fare Study in Task 10.

Founded in 1989, National Data & Surveying Services
(NDS) was established to deliver accurate and cost-effective solutions to their client’s traffic, transit, and GIS/GPS data collection needs. NDS is one of the largest traffic and transit data collection firms in the nation with an outstanding team of over 100 professional full-time employees. NDS
has experienced local staff strategically located throughout Southern California that work out of their Los Angeles, CA headquarters. These employees have received thor -
ough training, demonstrated expert-level proficiency, and successfully serviced past contracts in the safe collection of transit data and surveys. NDS is a certified SBE in California.

NDS has the capacity and availability to quickly respond to all contract needs. They leverage their experience and expertise to deliver accurate and timely data in a profes - sional manner.

NDS has completed 4,500+ projects for over 400 clients
within our active/repeat customer database. These clients include: private engineering firms; public agencies; regional planning organizations; retail outlets; private companies; and private citizens. NDS to communicate effectively to a wide-range of clientele with varying degrees of industry knowledge. NDS has obtained and retained these clients
and contracts through ingenuity, flexibility, transparency, effective quality control, and timely deliveries in the format of their choosing.

NDS will be leading the collection of the on-board surveys in Task 5.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 9 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 Team Summary
Our proposed team brings together highly experienced staff with the necessary qualifications to successfully address the requirements outlined in the RFP . Moreover, the majority of the team brings a long history of providing support to GTrans and a deep understanding of GTrans’ services and operations. That foundation and experience will contrib - ute to a technically sound and good working relationship for this COA. As requested in the RFP , the graphic below (Figure 3) summarizes each firm’s role in the project, allo- cated hours, business summary, and contact information.

Experience Working as a Team
TMD has extensive experience working with each of our
proposed project partners on COAs or other similar efforts:
■ TMD and AA recently worked together on the Santa
Monica Big Blue Bus COA and the LA Metro NextGen
Bus Study. In both projects, AA was responsible for
leading the stakeholder and public outreach efforts.
■ TMD and Four Nines have successfully partnered
on multiple prior and ongoing projects, including
Denver RTD’s System Fare Study and Zero Fare Impact
Analysis, RTC Washoe’s TOPS Update, San Diego
MTS’ Insourcing Study, and the San Joaquin Regional
Rail Commission’s Title VI Program Update. TMD
has worked with Four Nines in both a prime and
subconsultant role with the firms complementing
one another’s areas of expertise to deliver successful
project results.
■ NDS assisted TMD in conducting on-board rider
surveys for the City of Pasadena, Riverside RTA, and
Central Contra Costa County Connection. Addition-
ally, NDS along with AA collaborated with TMD on
the Santa Monica “Brighter Blue Bus” Comprehen-
sive Operational Analysis.

Together, our working relationship with AA, Four Nines, and NDS has allowed us to deliver comprehensive and effective transit plans that meet the diverse needs of our Southern California clients and the communities they serve.

FIgu Re 3: TEAM SUMMARY INCLUDING FIRM ROLE AND CONTACT

ROLE PARTICIPATION
(% OF TOTAL HOURS) FIRM PROFILE
TRANSPORTATION MANAGEMENT & DESIGN, INC. (TMD)
Prime Contractor – Leading the
day-to-day management of the
contract, serving as the primary
point of contact for GTrans.

Contact:

Stuart Geltman
[email protected]
(760) 476-9600, ext. 369
Founded in 1988
20 Employees
CA C-Corp
SBE • DBE • SB(Micro)
SAM #: MKN9ZNG5M264
Address: 2701 Loker
Ave. West, Suite 110,
Carlsbad, CA 92010

ARELLANO ASSOCIATES (AA)
Subcontractor – Leading the
development of the Public
Involvement Plan in Task 3
and Public Outreach and
Community Meetings in Task 4.

Contact:

Genoveva Arellano
[email protected]
(909) 627-2974
Founded in 1995
80 Employees
CA S-Corp
SBE • DBE • SB
SAM #: NK1PWWJLLQG1
Address: 5851 Pine
Avenue, Suite A, Chino
Hills, CA 91709

FOUR NINES TECHNOLOGIES (FOUR NINES)
Subcontractor – Leading the
Fare Study in Task 10.

Contact:

Christina Winberry
[email protected]
(267) 909-7153
Founded in 2012
12 Employees
CA Corp
SB
SAM #: LEQKB5QVQMJ3
Address: 101 Madera
Del Presidio, Corte
Madera, CA 94925
NATIONAL DATA & SURVEYING SERVICES, INC. (NDS)
Subcontractor – Leading the
collection of the on-board
surveys in Task 5.

Contact:

Ruben Gallegos
[email protected]
(323) 782-0090
Founded in 1989
100 Employees
CA Corp
SB
SAM #: H6V4FFK139K8
Address: 106 N
Poinsettia Pl., Los
Angeles, CA 90036
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 10 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 Transportation Management & Design, Inc. is an experi - enced and established transit planning firm that has been in business in San Diego County since 1998. Over these
three decades, we have successfully delivered hundreds
of projects—ranging in scale from $25,000 to over
$3,000,000—demonstrating a consistent track record of
quality work, dependable project management, and solid
financial health. TMD is fully licensed to do business in the State of California and has developed a robust technical, managerial, and financial infrastructure capable of support- ing this Comprehensive Operational Analyses (COA). TMD
will acquire a City of Gardena Business License should the City select our firm for the proposed project.

We confirm that TMD has not defaulted on any contract
within the past five (5) years, nor has our firm declared bankruptcy, been placed in receivership, or been denied credit in the past three (3) years. Additionally, TMD has not been assessed any penalties, nor is it currently under any investigation related to non-compliance with federal, state, or local labor laws, including prevailing wage or appren - ticeship laws. Our firm’s extensive history of professional integrity and compliance is reflected in our long-standing client relationships and reputation within the industry.

There are no unusual conditions, impending mergers, office closures, or pending litigation that would impede TMD’s ability to successfully complete this project. Our financial systems are well-structured and transparent, and we main- tain strict internal controls to ensure that all financial and contractual obligations are met.

In summary, TMD’s stability, financial resources, technical expertise, and proven experience make us a highly qualified partner for GTrans’ Comprehensive Operational Analysis.

We stand ready to deliver the services described in this RFP with timeliness, effectiveness, and professional excellence.

Financial Stability, Capacity, and Resources
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 11 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Profile
2 The TMD team (firm, partners, and employees) have not been involved in any lawsuits, litigation, claims, or settle- ments related to public or private projects within the past five years. No legal actions are currently pending, and no claims or settlements have been paid by TMD or its insurers during this period.

Litigation
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 PHOTO: @RIDEGTRANS
|FACEBOOK
TEAM QUALIFICATIONS • RELEVANT PROJECT EXPERIENCE TABLE • TMD’S RELEVANT PROJECT EXPERIENCE AND REFERENCES •

SUBCONSULTANTS RELEVANT PROJECT EXPERIENCE AND REFERENCES 3 FIRM QUALIFICATIONS
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 13 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Qualifications3
As an industry leader in transit planning and restructuring, TMD specializes in the type of data analysis, network and service evaluation, and implementation support needed for this COA. Our market-based planning approach, coupled
with real-world operational expertise, enables TMD to help transit systems optimize their service without adding costs, building a foundation for sustainable long-term success.

Over the past three decades, we have
successfully delivered over 500 transit
plans for a myriad of transit agencies
throughout the United States and abroad.

Notable among our clients’ experiences is a consistent
pattern of sustainable ridership growth driven by our
firm’s rigorous data-driven analytical approach, applica - tion of industry best practices, innovative, and collaborative stakeholder engagement. A few examples of systems that
grew ridership as a result of TMD’s plans are illustrated in Figure 4 below.

To demonstrate our qualifications to successfully under - take the development of this COA, we have included a
Relevant Project Experience Table (Figure 5) on page 15 that lists TMD’s experience conducting projects of similar size, complexity, and scope to GTrans’ proposed scope of work for this project.

Following the Relevant Project Experience Table, we’ve
provided detailed project descriptions and reference
contact information for our firm’s most recent projects that we utilized similar techniques and analyses to our proposed workplan for GTrans’ COA. These projects are
indicated by a check mark in the Relevant Project Experience Table. Each project summary includes the project dates of performance, a brief summary description of the services performed, the total project cost, the percentage of work that TMD was responsible for, the client reference, and contact information.

We’ve also included our subcontractor partner’s relevant project experience beginning on page 21 of this proposal.

Team Qualifications

NFTA ROUTE & FARE
RESTRUCTURING |
Buffalo, NY
13% ridership growth
following implementation

SFMTA TEP (MUNI
FORWARD) |
San Francisco, CA
10% ridership growth
following implementation
Alexandria DASH COA |
Alexandria, VA
27% ridership growth
following implementation
MTS COA (2006-2016)
AND TOP (2019) |
San Diego, CA
10% and 5%
ridership growth (COA / TOP)
following implementation

CAP METRO - CAP
REMAP | Austin, TX
8% ridership growth each
year following implementation
Mountain Metro Transit
COA | Colorado Springs, CO
20% ridership growth
following implementation

NASHVILLE WEGO BETTER
BUS NETWORK |
Nashville, TN

5.7% ridership growth
following implementation

LA METRO NEXTGEN BUS
STUDY |
Los Angeles, CA
10% ridership growth
following implementation
TMD develops plans that are
implementable and deliver results
COMMITTED TO CLIENT SUCCESS:

VIA REIMAGINED: BETTER
BUS COA | San Antonio, TX
5% ridership growth
following implementation
DART FORWARD 2035 |
Des Moines, IA
14% ridership growth
following implementation
FIgu Re 4: RESULTS FROM A FEW OF TMD'S PAST COA CLIENTS Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 14 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Qualifications3
NDS is currently performing a similar contract for OCTA.

NDS has conducted bus schedule checks and performed
bus surveys for over 30 years for OCTA. NDS has firsthand knowledge of the proposed bus ridership data collec -
tion methods and strategies and possesses the required
assets and knowledge to complete all the project require- ments. Most of the same personnel who are currently
performing these tasks for OCTA, both in the field and
in the office, also participated in the Santa Monica
Big Blue Bus COA and City of Pasadena SRTP project,
which were both conducted in partnership with TMD.

This will result in considerable continuity, which is a critical component of project success.

WHY THE TMD TEAM
Regional Team Experience
TMD brings extensive experience working with transit
operators across Southern California. Most recently, TMD has provided post-COVID transit planning support to LA
Metro, OCTA, RTA, SD MTS, Gardena GTrans, Pasadena
Transit, and Santa Monica BBB. In addition, TMD has been providing special event planning to LA Metro and OCTA in preparation for the 2026 World Cup and 2028 LA Olympic
and Paralympic Games. TMD’s planners possess hands-on
experience and in-depth familiarity with the existing South Bay transit services, operating environment, and local
communities.

AA has extensive experience conducting public outreach
and fostering strong stakeholder relationships in Long
Beach and the surrounding areas. The AA team has estab- lished trusted connections with Community-Based Orga-
nizations (CBOs), community groups, and Environmental
Justice groups, allowing them to engage effectively with diverse communities. AA recently supported the City of
Santa Monica’s Big Blue Bus Comprehensive Operational
Analysis (COA) as part of the TMD team, facilitating stake- holder meetings and community workshops. AA recently
supported GTrans in launching Gardena’s new on-demand
microtransit service by leading targeted outreach, including how-to-ride workshops, community pop-ups, digital promo- tions, and street engagements to educate riders and boost awareness and ridership of the new microtransit service.

AA has also led outreach for similar initiatives, including the City of Montebello Bus Lines COA, Foothill Transit COA, Metro Bus Speed & Reliability Improvements Program, and the Metro Bus Rapid Transit Vision and Principles Study.

Four Nines Technologies is based in California and has
had the opportunity to support a number of other transit agencies in Southern California with similar efforts, includ- ing Foothill Transit’s Fare Restructuring Study (2016-2017), Metrolink’s Fare Strategy (2021), Metrolink’s Fare Policy, Ridership & Compliance Analysis On-Call (ongoing since
2019), and North County Transit District’s Fare Collection Assistance (2019-2021). They have also supported NCTD
with a variety of business systems and IT consulting projects since 2019 and are currently supporting TMD on San Diego MTS’ Insourcing Study.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 15 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Firm Qualifications3
FIgu Re 5: TMD’S EXPERIENCE CONDUCTING PROJECTS OF SIMILAR SIZE, COMPLEXITY, AND SCOPE TO GTRANS’ PROPOSED COA
Firm Project
Dates Client, Project, & Location Project Details
More
Details
Included
TMD 2024 City of Gardena, GTrans Service Planning Support (Gardena, CA)
Evaluati on of Service Peformance and Post-COVID Travel Patt erns • Review of COVID Service Cuts • Recommended Service Restorati on TMD
AA
NDS
2023
2024
Santa Monica Big Blue Bus “Brighter Blue”
Comprehensive Operati onal Analysis (Santa
Monica, CA)
Line-by-Line Analysis • On-Board Rider Survey • Public Engagement • Analysis of Existi ng Conditi ons • Regional Integrati on Strategies • Five Year Service Plan
TMD
NDS
2023
2025
City of Pasadena Short Range Transit Plan
(Pasadena, CA)
Existi ng Service and Market Conditi ons Evaluati on • Near Term Service Recommendati ons • Public Engagement •Customer Survey
TMD 2023
2024
Victor Valley Transit Authority Comprehensive
Operati onal Analysis (Victorville, CA)
Existi ng System Overview & Evaluati on • Near Term Service Recommendati ons • Microtransit Strategies • Regional Integrati on Strategies • Public Engagement • Customer Survey
TMD 2023
2024
Santa Clarita Transit Development Plan
(Santa Clarita, CA)
Market Assessment • Existi ng System Evaluati on • Goals and Objecti ves • Community and Customer Survey • Public Involvement • Unmet Transit Needs • Short and Long Term Recommendati ons
TMD 2022
2024
Orange County Transportati on Authority -
“Making Bett er Connecti ons Study” (Orange
County, CA)
Existi ng System Evaluati on • Service Expansion Plan to Pre-COVID Levels • Implementati on Guidance • Title VI Analysis
TMD 2023
2024
Gold Coast Transit District Short Range Transit
Plan (Ventura, CA)
Existi ng Service and Market Conditi ons • Evaluati on of Unmet Transit Needs • Near Term Service Recommendati ons • Public Engagement • Regional Integrati on Strategies • Microtransit strategies
TMD 2023
2024
AC “Transit Realign” Comprehensive Operati onal
Analysis (Oakland, CA)
Analysis of Existi ng Conditi ons and Service Performance • Develop Multi ple Service Alternati ves • Support Public Engagement • Developed Network for Implementati on • Developed Visionary Plan for funding measure TMD 2023
2024
Great Falls Transit District Transit Development
Plan (Great Falls, MT)
Existi ng Service (including DAR) and Market Conditi ons • Comprehensive Public & Stakeholder Engagement including rider and community surveys • Evaluati on of Unmet Transit Needs • Near Term Service Recommendati ons TMD
NDS
2022
2023
Riverside Transit Agency Sustainable Services
Strategic Plan (Riverside, CA)
Existi ng Service and Market Conditi ons Evaluati on • Near Term Service Recommendati ons • Public Engagement •On-board and Community Survey • Service Standards Update
TMD 2022
2024
Sun Tran Comprehensive Operati onal Analysis
(Tucson, AZ)
Existi ng Service and Market Conditi ons Evaluati on • Equity Analysis • Short and Long Term Recommendati ons • Public Outreach •Bus Stop Inventory • Large Student Populati on
TMD 2022
2023
DART Des Moines Paratransit Analysis (Des
Moines, IA)
Review of Eligibility Requirements • Review of Service Area Boundaries • Public Outreach including Focus Groups •Paratransit Department Organizati on Structure Review • Short and Long Term Recommendati ons TMD 2021
2024
Detroit Department of Transportati on On-Call
Planning Support (Detroit, MI)
COA • Market Assessment with LBS data • Existi ng System Evaluati on • Immediate Service Plan to address driver shortages • Scheduling Support • Public Involvement • ZEB/BEB Fleet Plan • Operati ons SOPs TMD 2021
2023 City of Irvine Transit Master Plan (Irvine, CA) Existi ng System Evaluati on • Near Term Service Recommendati ons • Microtransit Strategies • Regional Integrati on Strategies TMD 2020
2021
NJ TRANSIT - “NewBus Newark” Bus Network
Redesign (Newark, NJ)
Existi ng Conditi ons and Market Assessment • Service Evaluati on • Stakeholder and Public Involvement • Service Development Framework • Service Plan • Capital Plan • Financial Plan • Title VI Analysis TMD 2020
2021
Birmingham- Jeff erson County Transit Authority -
“Forward with MAX” Comprehensive Operati onal
Analysis (Birmingham, AL)
Public Involvement • Existi ng System Evaluati on • Short and Long Term Service Plan • Implementati on Guidance • Title VI Analysis • Financial Plan • Operati ons Analysis
TMD 2019
2020
Rock Region METRO - “R.I.D.E. 2020“
Comprehensive Operati ons Analysis (Litt le Rock,
AR)
Data Collecti on• Service and Market Conditi ons Assessment• Ridership and Performance Trends Analysis • Public Engagement • Funding Scenarios • Service Standards (add on)
TMD
AA
2018
2020
Los Angeles County Metropolitan Transportati on
Authority - NextGen Bus Plan (Los Angeles, CA)
Uti lize LBS Data for Travel Patt erns • Equity-Focused Line by Line and Corridor Analysis • TSP Toolbox • Stakeholder Engagement • Three Service Scenarios
TMD 2017 San Diego Metropolitan Transit System - Transit Opti mizati on Plan (San Diego, CA)
COA • Market Assessment with LBS data • Existi ng System Evaluati on • Scheduling Support • Public Involvement
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 16 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Oper ational Analysis

CITY OF PASADENA TRANSIT
PASADENA TRANSIT SHORT RANGE TRANSIT PLAN (2023-PRESENT) TMD supported the City of Pasadena with their Short Range Transit Plan (SRTP) update. This document provides a plan for changes to the Pasadena Transit /f_i xed- route and Pasadena Dial-a-Ride services over the next /f_i ve years. The project included a rider survey and onboard ridecheck for the Pasadena Transit /f_i xed-route service, an analysis of existing service performance, identi/f_i cation of existing and future latent demand, and service recommendations which consider feedback from the community. The SRTP recommendations help Pasadena Transit meet the following goals:
Goal: Re/f_l ect new travel patterns
» Extend span of service (operating hours) on most routes to better match post-pandemic travel demand
» Provide same service frequencies and span on Saturday and Sunday to match weekend travel demand patterns
Goal: Integrate with Metro NextGen
» Extend span to better match Metro service hours
» Integrate former Metro Lines 177 and 256 into the Pasadena Transit network
» Reduce service on corridors well-served by Metro Lines » Prepare Pasadena Transit routes for upcoming NoHo to Pasadena Bus Rapid Transit
Goal: Improve customer experience
» Use compatible, clock-face frequencies for easier transfers with Metro and other Pasadena Transit routes
» Improve weekday peak frequencies on key corridors
» Add holiday service on Pasadena Transit routes to match Metro service » Same-day service pilot for Pasadena Dial-A-Ride with extended service area
The /f_i nal SRTP will be presented to the Pasadena City Council in June 2025.

TMD has worked with the City to complete this study based on a revised scheduled caused by the recent wild/f_i re. The study was completed within the original budget.

TIME FRAME
2023 to 2025
CLIENT
City of Pasadena
100 North Gar/f_i eld Ave.

Pasadena, CA 91101
BUDGET
$348,056
PRIME
TMD, completed 62% of the
project

SUBCONSULTANT & ROLE
NDS - Rider Survey, On-Board
Rider Counts
KOA - Bus Stop Amenity Data
Collection & Community
Engagement

CONTACT
Valerie Gibson
Transit Manager
(626) 744-4094
[email protected]

PRINCIPAL-IN-CHARGE
Melissa Sather

PROJECT MANAGER
Gary Hewitt

ADDITIONAL KEY PERSONNEL
Anna Joos
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 17 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Oper ational Analysis

CITY OF SANTA MONICA BIG

BLUE BUS

TIME FRAME
2023-2024
CLIENT
City of Santa Monica, Big Blue Bus
1660 7th Street
Santa Monica, CA 90401
BUDGET
$549,769
PRIME
TMD, completed 54% of the
project

SUBCONSULTANTS & ROLE
Fehr & Peers - Ridership modeling
Arellano Associates - Community
Engagement
NDS -Rider Survey

CONTACT
Alfredo Torales
Transit Planning and Performance
Manager
310-458-1975 ext 5233
[email protected]

PRINCIPAL PLANNER
Gary Hewitt

PROJECT MANAGER
Melissa Sather

ADDITIONAL KEY PERSONNEL
Daniel Peña
Russ Chisholm
China Langer
Bobbi Jo Duley
BIG BLUE BUS “BRIGHTER BLUE” COMPREHENSIVE OPERATIONAL ANALYSIS (2023-2024)
TMD conducted a Comprehensive Operational Analysis for the City of Santa Monica’s Big Blue Bus (BBB) system which resulted in a /f_i ve-year plan to improve local mobility, growing service back to pre-pandemic levels. It focused on adapting to post-pandemic travel patterns, incorporating battery electric buses, and integrating technological innovations for enhancing transit ridership. A major element of the plan is developing a service plan for the opening of the D Line subway extension to Westwood/UCLA, as this project is expected to greatly transform the nature of public transit in the region.

The project started with an on-board rider survey to identify rider priorities for service improvements; a Market Assessment to identify local mobility needs; and a Service Evaluation to understand current performance. Part of this evaluation included building an online dashboard using PowerBI to analyze system performance at the route, route segment, stop, and time of day level. The dashboard is customizable and can be used to produce various outputs such as passenger activity by stop, performance indicators, load analysis, and on-time performance reports.

TMD presented draft network concepts to the public in April 2024. The plan focused on creating a network of 10-minute routes, increasing frequency in response to customer priorities for service improvements. It added service to three routes on weekends and expanded service span on every route in the system to better align service delivery with current travel patterns. Based on the feedback received on the draft network, the /f_i nal plan was presented to and adopted by the City of Santa Monica City Council in July 2024.

This project was completed under budget. The project schedule was delayed at the request of the client to allow time for changes in executive leadership. “
"We are thrilled that City Council has approved the Department of Transportation's Brighter Blue plan. Over the next /f_i ve years, these enhancements will signi/f_i cantly elevate the experience for Big Blue Bus riders, drivers, and the broader Santa Monica and West Los Angeles community. While travel patterns have changed post-pandemic, the fundamentals of high-quality transit remain the same. Service needs to be fast, frequent, safe, and reliable to serve as an effective transportation mode. Concentrating investments on key high-frequency routes will create a stronger foundation for our overall network, making Big Blue Bus's service more attractive and convenient, reducing wait times, and providing more /f_l exibility to current and future riders planning their trips."
– Anuj Gupta, Director | Santa Monica Department of Transportation Source: BBB Press Release July 10, 2024
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 18 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Oper ational Analysis

VICTOR VALLEY TRANSIT

AUTHORITY

TIME FRAME
2023-2024
CLIENT
Victor Valley Transit Authority
17150 Smoke Tree Street
Hesperia, CA 92345
BUDGET
$499,914

PROJECT PRIME
TMD, completed 63% of the
work

SUBCONSULTANTS & ROLES
AECOM - Community
Engagement, Facility planning
ETC Institute - Rider Survey

CONTACT
Nancie Goff
Chief Executive Of/f_i cer, VVTA
(760) 995-3495
[email protected]

QA/QC MANAGER
Melissa Sather

PROJECT MANAGER
Stuart Geltman

ADDITIONAL KEY PERSONNEL
Daniel Peña
Ankit Singh
Bobbi Jo Duley
China Langer
VVTA COMPREHENSIVE OPERATIONAL ANALYSIS (2023-2024)
It is a time of transition for Victor Valley Transit (VVTA). Many of the issues and changes facing VVTA are similar to those experienced by transit agencies throughout the country, while others are speci/f_i c to the Victor Valley and the High Desert area. VVTA’s latest COA reexamined all services in light of ridership reductions and changing travel patterns since the COVID-19 pandemic. The aim of the project was to create a customer focused transit system that focused on improving mobility throughout the High Desert. The project was completed in a three-phases: Phase I assessed the existing mobility environment of Victor Valley and the North Desert and evaluated the existing service conditions covering the range of transit services operated by VVTA. During Phase I, ETC assisted TMD by completing a comprehensive rider and non-rider survey which helped inform unmet mobility needs in the region. Phase II developed draft alternatives for future transit service were shared with the public. As part of Phase II TMD also analyzed and recommended different fare scenarios to encourage ridership and increase equity within the system. Phase III updated the draft plan based on staff and public input.

The /f_i nal plan created a /f_i ve-year blueprint to improve VVTA and was adopted by VVTA’s board of directors in June of 2024. VVTA began implementation of the COA in October 2024 and ridership is up 15% year over year. This project was completed on time and in budget.

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CITY OF SANTA CLARITA

TIME FRAME
2023 to 2024
BUDGET
$299,856

PROJECT PRIME
TMD, completed 75% of the
work

SUBCONSULTANTS & ROLE
ETC Institute - Rider Survey
CLIENT
City of Santa Clarita
23920 Valencia Blvd. Ste. 295
Santa Clarita, CA 91355

CONTACT
Nicholas Echeverri
Administrative Analyst
(661) 295-6304
[email protected]

PRINCIPAL-IN-CHARGE
Ron Kilcoyne

PROJECT MANAGER
James Gerken

ADDITIONAL KEY PERSONNEL
China Langer
Gary Hewitt
Bobbi Jo Duley

SANTA CLARITA TRANSIT DEVELOPMENT PLAN
TMD recently worked with the City of Santa Clarita Transit to develop the city’s latest Transportation Development Plan (TDP). Santa Clarita is one of the fastest growing cities in California (and the country), with many new and changing neighborhoods.

Balancing investment in public mobility options (local bus, commuter bus, and on- demand services) with available resources and projected growth requires thoughtful consideration of community mobility needs, travel demand and equity concerns.

TMD utilized a data-driven approach along with a robust public input process to understand current ridership patterns, the local demand for transit, and transit’s role in broader regional travel patterns within Los Angeles County. The TDP will guide the city’s investment in bus transit and other public mobility services over the coming years. Key objectives included ensuring appropriate service levels to new and changing communities, equitably serving the residents of the Santa Clarita Valley, and /f_i nding ways to strengthen Santa Clarita Transit’s role and position within the community. The /f_i nal TDP was completed in late 2024.

This project was /f_i nished in budget and on schedule.

What does the Draft Plan include?
More consistent service
■ We’ve adjust some routes’
alignments and simplified
schedules. ■ Service will operate at the same
frequency all day and allow for
easier transfers between buses.

Strengthening on-demand services
■ Add more GO! on-demand service
within the current boundaries, as
guided by demand and available
funding.
■ Make operational improvements to
enhance the customer experience.

Improving the customer experience ■ Planning for bus stop improvements with a prioritized
list of stop locations.
■ Provide clearer public information
and timetables. ■ Improve connections with
Metrolink.

Planning for the future ■ Restore service levels to meet growing demand. ■ Improve frequencies on key routes.
■ Provide longer hours of service
into the evening.

Invest in local bus network, leverage
other regional commuter services ■ Your input and our analysis showed the need for improved local mobility options.
■ We are proposing to discontinue several
commuter routes to invest in local service. ■ Discontinued commuter routes have alternate travel options.

Introduce fare capping
■ Pay per trip up to a maximum price.

Once you have paid up to the cap
for that day or week, additional
rides on the same service tier
(Local, Commuter) will be free.
2024 Transportation
Development Plan (TDP)
Community Input
We collected input from riders, community members,
bus operators and stakeholders through surveys and
listening sessions in Fall 2023 and early 2024.

Goals and Objectives
We developed straightforward route concepts that align
with City goals and objectives for transit. The Final Plan recommendations may be implemented in the coming
years as funding allows.

An analysis of existing conditions
We studied recent changes and growth in community
demographics and travel patterns and analyzed current
bus system ridership and performance.

Welcome! What is the Santa Clarita TDP?
The TDP is a roadmap for public transit improvements in Santa Clarita for the next 10 years. The Plan will serve as an update to the 2019 TDP and help to ensure that investments in public mobility align with the City goals for transit.

What informed the Draft TDP?

PROJECT SCHEDULE
Phase I – Summer-Fall 2023
■ Collected community input
■ Studied existing conditions
Phase II – Winter-Spring 2024
■ Developed draft service concepts
■ Share concepts with public for
review and feedback
Phase III – Spring-Summer 2024
■ Update Plan based on public feedback
■ Present Final Plan to community
2024 Transportation Development Plan (TDP)
WANT TO LEARN MORE AND SHARE YOUR FEEDBACK?
Scan this QR code or visit our website to read more about the draft service concepts and take a brief survey. santaclaritatransit.com/TDP Draft Route Concepts
Ridership on Local routes
has recovered even though
service levels have not
been fully restored.

Most residents work
outside of the City and
most City workers come
from elsewhere.

Across all public, non-work
travel, most trips that
start in Santa Clarita stay
within the City.

Post-COVID, residents are
traveling later and taking
shorter trips. Travel within
Santa Clarita has increased.

Commuter route ridership
has not returned at the
same pace. Ridership on
commuter routes is 60%
of pre-COVID levels.

How are people traveling and what’ s changed since COVID and the last TDP in 2019?
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LOS ANGELES COUNTY MTA
(LA METRO)

TIME FRAME
2017-2020
CLIENT
Los Angeles County Metropolitan
Transportation Authority
1 Gateway Plaza
Los Angeles, CA 90012
BUDGET
$1.3 Million

PROJECT PRIME
Cambridge Systematics

SUBCONSULTANT & ROLE
TMD -Service Evaluation and
development of recommended
service and capital plan. Overall
percent of work completed
unknown.

CONTACT
Joseph Forgiarini
Senior Director Service
Performance and Analysis
(213) 418-3400
[email protected]

PRINCIPAL-IN-CHARGE
Russell Chisholm

PROJECT MANAGER
Melissa Sather

ADDITIONAL KEY PERSONNEL
China Langer
Tim Baker
Bobbi Jo Duley
Stuart Geltman
Ankit Singh
NEXTGEN BUS STUDY AND IMPLEMENTATION (2017- 2020)
TMD and Cambridge Systematics completed the NextGen Bus Study, LA Metro’s /f_i rst comprehensive look at its bus network in 25 years. The goal of the project was to build a World Class bus system in Los Angeles County that better meets the needs of residents and visitors and re/f_l ects their travel preferences and customer expectations.

TMD led the evaluation of service network performance, developing ridership, service access, route pro/f_i les, capacity utilization, running time, and on-time performance reports for all 158 lines in LA Metro’s network. TMD in-house tools were used to develop a methodology for evaluating the right mix of services on major corridors, combining information on actual customer trip lengths, origin- destination patterns, current service performance, bus stop spacing, and stop-level ridership. As part of this project, TMD explored new methods of data visualization in Tableau, ArcGIS, and HASTUS™ NetPlan. Cambridge Systematics completed a comprehensive analysis comparing regional travel patterns using cell phone location-based service data with TAP card data to understand the differences in travel behavior between transit riders and the general public. TMD worked closely with this data to extract insights for how the network should be redesigned to capture a larger mode share and better connect origin-destination patterns.

TMD led the development of new service and network concepts and /f_i nalized the service recommendations in three discrete network scenarios, working closely with Metro staff to review alternatives for each corridor and network subarea.

This effort involved understanding the services and operations of dozens of other transit providers in the region and their integration with Metro service. TMD’s service alternatives included operating resource estimates for each route and an assessment of rider bene/f_i ts and impacts. The /f_i nal plan involved changes to every single one of Metro’s 158 routes - a true system restructuring. Changes included new alignments, upgraded frequencies and spans, discontinuation of low- performing segments, and consolidation of Local and Rapid lines into enhanced routes on major corridors. For Tier 1 and Tier 2 corridors, TMD also identi/f_i ed a series of capital improvements designed to improve operating speeds and reduce delay including dedicated bus lanes, bus bulbs, stop consolidation/relocation, and transit signal priority. The /f_i nal plan was approved by the Board in October 2020, and TMD will continue to support implementation of the NextGen Bus Plan over the next /f_i ve years. The project budget and schedule increased due to LA Metro staff’s desire to include additional rounds of stakeholder and public engagement. “
TMD did tremendous work partnering with Metro over the past three years to redraw the lines on the map. NextGen is the largest bus network redesign in the country, and the most ambitious, pioneering new analyses and setting new standards for best practices in conducting similar projects. We were able to pull it off with very little push back by the time it reached the Board which can be attributed to signi/f_i cant outreach and continuous tweaking of the plan to address many of the concerns.
– Conan Cheung, Chief Operations Of/f_i cer | LA Metro Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 21 City of Gardena - GTrans
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■ FOOTHILL TRANSIT COMPREHENSIVE OPERATIONAL
ANALYSIS (2021-2022)
Foothill Transit evaluated its current bus network by
conducting a Comprehensive Operation Analysis (COA).

The study, also known as Foothill Transit Forward, deter- mined where improvements in bus service could be made.

The goal was to create a service plan that would make
Foothill Transit a more convenient and useful transportation option across the San Gabriel Valley. The first step involved examining current service by reaching out to customers
and local stakeholders, assessing the transit landscape, and analyzing each bus line. Once gathered, the project team used this information to develop recommendations for bus service improvements and shared these recommendations
with the public for further input and confirmation. Foothill Transit followed the agency’s formal process for service plan changes, with the earliest changes occurred in the Fall of 2023.

The study was a 20-month effort led by Nelson/Nygaard,
with Arellano Associates (AA) supporting the outreach
component. AA developed and implemented an outreach
plan that included engagement strategies tailored to the diverse stakeholders within the project area, including riders and non-riders such as businesses, community members,
residents, and schools. The plan reflected the dominant languages of the communities served by Foothill Transit, including English, Spanish, and Chinese. Emphasis was
placed on creative engagement techniques to reach audi- ences that might not have been reached through tradi -
tional methods, particularly during the evolving COVID-19 pandemic. AA utilized its toolbox of digital and virtual outreach methods to inform and engage the public and
gather meaningful feedback to support the technical
process.

Joe Raquel, Director of Planning
Foothill Transit
100 S. Vincent Ave., Ste 200, West Covina, CA 91790
(626) 931-7226 | [email protected]
■ LA METRO BUS RAPID TRANSIT (BRT) VISION AND
PRINCIPLES STUDIES (2019-2021)
The BRT Vision & Principles Study established a compre- hensive vision for BRT project development, selection, and operation in Los Angeles County. Key project deliverables included:
■ The development of local BRT standards
■ A Design Guideline handbook
■ Identification of Measure M candidate corridors and
a future BRT network
To assist Metro in achieving the goals of the study, the outreach team worked closely with the technical contractor and Metro to develop a comprehensive outreach program
designed to inform, educate, and solicit input from a variety of stakeholders, including municipal transit operators, city officials, elected officials, Metro employees, community and transit organizations and members of the general public.

Activities included stakeholder workshops, presentations and project briefings, survey engagement, and formation of a Technical Advisory Committee. The team also worked with Metro’s NextGen Bus Plan project staff to leverage opportunities for outreach at public meetings and collabo- rate where possible to assist in maximizing outreach options and stakeholder relationships and share data relevant for both projects.

Paul Backstrom, Manager Transportation
Planning, Long Range Planning
Los Angeles County Metropolitan Transportation Authority One Gateway Plaza, Los Angeles, CA 90012
(213) 922-2183 | [email protected]
Subcontractors’ Relevant Project Experience
Arellano Associates’ relevant project experience includes:

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■ CITY OF GARDENA GTRANS MICROTRANSIT PILOT -
PUBLIC OUTREACH (2023-2025)
In spring 2024, the City of Gardena’s Transportation Depart- ment (GTrans) launched an 18-month pilot program for a
new on-demand microtransit service to serve both para - transit users and other residents.

Initially, the program included four vehicles. Following the pilot period, GTrans staff will return to the Gardena City Council in the summer of 2025 to receive direction on the continuation of the service. GTrans’ new microtransit service will operate within the boundaries of the City of Gardena, and it will also extend to some locations that the current paratransit service covers. Major destinations within the city, such as parks, shopping centers, casinos, libraries, the Civic Center, senior residences, hospitals, and connection points to other transit lines, will be served. The City’s objective for this new service is to enhance mobility, reduce congestion, and promote sustainable transportation options.

Arellano Associates (AA) supported the City’s efforts to educate existing paratransit riders and senior citizens. AA led efforts to transition these riders to the new service by coordinating 20 how-to-ride presentations and several
outreach pop-up events aimed at informing and educat -
ing residents of Gardena of this new service. AA’s outreach activities also include the development of social media and digital content to promote the service. Following the launch of the paratransit portion of the program, AA supported the full public launch of the Bolt microtransit service. AA drove up ridership through coordinating 10 street engage- ments in the community by visiting local businesses and well-trafficked areas in the city to provide free ride coupons and information on the program. AA also supported GTrans at five pop-up events throughout the city, helping to boost ridership and raise awareness of the program.

Mickala Jauregui, Administrative Coordinator
City of Gardena
1700 W. 162nd Street, Gardena, CA 90247
(310) 217-9507 | [email protected]
■ MONTEBELLO BUS LINES COMPREHENSIVE
OPERATIONAL ANALYSIS (2021-2022)
This project involved developing and administering a
Comprehensive Operational Analysis (COA) for the agency’s transit system. Montebello Bus Lines (MBL) is the third- largest municipal bus system in Los Angeles county serving communities of Alhambra, Bell Gardens, San Gabriel,
Boyle Heights, Commerce, Downtown Los Angeles, East
Los Angeles, La Mirada, Montebello, Monterey Park, Pico Rivera, Rosemead, South Gate, and Whittier. The COA of
existing operational services and programs identified future options, services, and programs that will improve and maxi- mize ridership within the service area.

Arellano Associates (AA) developed an outreach program
designed to build project awareness, promote stakeholder participation, and collect valuable community input.

Project goals included creating a plan that solicited broad and innovative community input and addressed resident
goals and objectives throughout different phases of the project. Outreach and engagement strategies were geared toward the diverse stakeholders within the project area and included public meetings, stakeholder discussions, digital surveys, and online outreach.

John Soria, Transit Administration Manager
City of Montebello
400 S. Taylor Ave., Montebello, CA 90640
(323) 558-1625 | [email protected]
FIgu Re 6: ARELLANO ASSOCIATES' POPUP OUTREACH EVENT FOR

MONTEBELLO'S COA
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by the Board in September 2023. For this effort, Four Nines was the prime contractor with TMD supporting the efforts as a subcontractor.

Christopher Quinn, Project Manager
Regional Transportation District
1660 Blake Street, Denver, CO 80202
(303)-299-2439 | [email protected]
■ BEN FRANKLIN TRANSIT COMPREHENSIVE FARE
STUDY (2021-2024)
Four Nines assessed BFT’s fare structure, policies, and tech- nologies to meet the agency’s goal of providing a stream- lined experience for riders. Four Nines analyzed a zero fare alternative considering the impact on ridership, fare simplification, data collection, and cost management. The development of fare strategies and evaluation of alterna- tives empowered BFT to redefine its goals as an agency and create measures of success to review progress towards those goals. Key staff turnover at BFT resulted in a delayed adop- tion of the new fare structure; the high quality deliverables the Four Nines team produced in earlier project stages were invaluable in bringing newer agency staff up to speed on the project’s history.

Kevin Sliger, Chief Planning & Development Officer
Ben Franklin Transit
1000 Columbia Park Trail, Richland, WA 99352
(509) 734-5107| [email protected]
■ ANCHORAGE TRANSIT FARE STUDY (2024-2025)
Four Nines is undertaking a fare study to identify and
recommend fare structures for both their fixed route and paratransit services to attract new riders, increase rider - ship, improve the customer experience, promote transit
as a travel option, improve boarding times and efficiency, reduce agency costs, minimize the impact to fare revenue, encourage fare simplicity, and enhance access and equity.

This study includes a current state analysis, peer review, SWOT analysis, and zero fare analysis to understand the costs and benefits of implementing a zero fare policy in order to develop a recommended fare structure. Currently, Four Nines has completed the current state analysis, peer review, SWOT analysis, and zero fare analysis. We are facili- tating a workshop with Anchorage staff to further develop a recommended fare structure. Four Nines will conduct a Title VI fare equity analysis, if appropriate, for the selected fare alternative.

Stephen Stone, Project Manager
Municipality of Anchorage Public Transit Department
632 W 6th Avenue, Anchorage, AK 99501
(907) 343-4083 | [email protected]
■ DENVER RTD SYSTEMWIDE FARE STUDY AND EQUITY
ANALYSIS (2021-2022)
Four Nines conducted a comprehensive review of RTD’s fare structure and pass programs. The Systemwide Fare Study
and Equity Analysis explored trade-offs associated with fare alternatives and programs to achieve equity, simplic- ity, and affordability goals with a strong emphasis on direct customer input. Four Nines managed and supported public engagement efforts. The firm evaluated the fare alternatives both quantitatively and qualitatively, helping RTD present two fare alternatives to stakeholders and the public, includ- ing a Title VI Fare Equity Analysis. Four Nines also supported and managed three Feedback Panel Meetings as well as
three public meetings, ultimately ensuring one fare recom- mendation—representing technical advice, stakeholder
feedback, and customer input—was successfully adopted
The Four Nines Technologies relevant project experience includes:

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■ LADOT ON-CALL TRAFFIC DATA COLLECTION
(2005-PRESENT)
NDS is the on-call traffic data collection company for LADOT.

Over the past few years, NDS has conducted approximately:
■ 2,000: average daily traffic counts
■ 1,000: turning movement counts
■ 500: observation studies
■ Multiple radar studies
In addition to the CMP program, NDS was selected to
complete the 2013 Congestion Management Program
(CMP) Highway Monitoring Program for the City of Los
Angeles.

Jaclyn Garcia, Acting Supervising
Transportation Planner I
Los Angeles Department of Transportation
100 S. Main St., 10th Floor, Los Angeles, CA 90012
(213) 928-9606 | [email protected]
■ OCTA BUS SCHEDULE CHECKING CONTRACT (1996-
1998, 2002-PRESENT)
OCTA awarded NDS five (5) three-year contracts to perform approximately 15,000 hours of schedule checking per
year. The schedule checking program has allowed OCTA
to improve scheduling and perform their duties more effi- ciently and cost effectively as a result of the data collected.

Schedule changes initiated as a result of the study are saving OCTA significant money each year, increasing ridership, and enhancing riders’ perception of OCTA’s service and
commitment.

Bryan Vonada, Bus Operations
Orange County Transportation Authority
550 S. Main St., Orange, CA 92862
(714) 560-5890 | [email protected]
■ OCTA TRANSIT O-D DATA COLLECTION (2009-2014,
2017-CURRENT)
OCTA awarded NDS a two-year contract to perform
on-board data collection on approximately 2,000 bus trips (approximately 2,000-3,000 hours) per year during the AM and Mid-day periods. The contract was extended for two
additional years. The survey form supplied by OCTA has the following data elements: Origin location, Origin-end trip purpose, Alighting location, Destination-end trip purpose, transfer, type of fare used to board, age group of rider, household income, etc.

Jim Sterling, Planning and Analysis
Orange County Transportation Authority
550 S. Main St., Orange, CA 92862
(714) 560-6282 | [email protected]
NDS’ relevant project experience includes:

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|FACEBOOK
KEY PERSONNEL OVERVIEW AND BIOS • PROJECT ORGANIZATION • WORKLOAD ALLOCATION SUMMARY • AVAILABILITY AND CAPACITY • RESUMES

KEY PERSONNEL
4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 26 City of Gardena - GTrans
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Stuart Geltman | TMD
Project Role: Project Manager
Stuart brings over 25 years of experience
serving public transportation providers throughout
the country as a transportation Project Manager. He has developed service plans for large and small transit opera- tors, completed system evaluations and network redesigns, developed new fare policies and programs, helped develop Bus Rapid Transit (BRT) programs, and has created and
updated agency service standards. Stuart has successfully supported transit agencies as they have grown service,
proposed new funding through ballot initiatives, and reori- ented service around new rail lines and BRT services. He has also conducted analyses of transit facilities to determine the optimal capacity at transit centers and operating and maintenance facilities. Over the span of his career, he has led or worked on transit planning projects in 25 states and five different countries. Stuart is also fluent in Spanish. As Project Manager, Stuart will serve as the primary point of contact with GTrans staff and will be responsible
for managing the project’s performance, schedule,
budget, and staff resources. He will also lead the
Inglewood feasibility study and development of the
service restructuring plan.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Victor Valley Transit Authority COA
■ LA Metro Special Event Planning Support
■ Prince Georges County Transit Vision & Service Operations Plan China Langer | TMD
Project Role: Project Principal
Over the past nineteen years, China, TMD’s
President, has managed a broad spectrum of
transit service planning projects for TMD, from extensive system-wide Comprehensive Operations Analyses (COAs)
to more narrowly focused corridor service restructuring and support activities, such as ridership data collection, on-board passenger surveys, and Title VI and Environmental Justice analyses. Most recently, she has served as Project Principal/ QA/QC manager for several post-COVID network redesigns
including OCTA Making Better Connections Project, RTA
Sustainable Services Plan, and SunTran COA. In addition to her project leadership skills, she brings detailed technical expertise and experience in service evaluation (fixed route and paratransit), market assessment, consumer research, service plan development, strategic visioning, and inclusive stakeholder outreach and in-reach. As Project Principal, China will review all task work, ensuring application
of best practices and all deliverables meet TMD’s
corporate QA/QC standards.

CHINA’S RELEVANT PROJECT EXPERIENCE INCLUDES:
■ GTrans Service Planning Support (2024)
■ LA Metro NextGen Bus Study
■ City of Santa Clarita Transit Development Plan
Key Personnel Overview
TMD approached the staffing for this effort with a clear understanding of the GTrans’ goal to conduct a COA. Our team reflects all critical areas of expertise and experience needed to perform the tasks described in the proposed Scope of Work.

Our proposed project personnel have worked together on several projects, and brings a balance of broad experience with industry best practices and knowledge of mobility and transit issues in the South Bay region of Los Angeles County. We have included the proposed personnel’s resumes, complete with more detailed project experience, beginning on page 35 of this proposal.

The TMD key project team members include:

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Ankit Singh | TMD
Project Role: Senior Planner/GIS Data
Analyst
Ankit is a dedicated transportation planner
originally from New Delhi, relocated to the United States to pursue his graduate studies at Rutgers University’s Edward J. Bloustein School of Planning and Public Policy. At TMD, Ankit has made significant contributions to various proj - ects through his adept data analysis skills, GIS expertise, and research of best-practices. He has demonstrated his problem-solving acumen by evaluating the on-time perfor- mance of transit services, conducting costing analyses based on newly designed parameters, analyzing Headway based
operations, assessing ridership impacts, and performing GIS-based walkshed, Transit Propensity, Site Suitability and accessibility analyses. Ankit will lead all GIS analysis work throughout the project, and lead the Latent and
Future Demand Estimation in Task 6.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ AC Transit Realign
■ OCTA Transit Optimization Study
■ WTA (WA) Microtransit Feasibility Analysis
Al Bolan | TMD
Project Role: Principal Scheduler
Al Bolan brings over 44 years of experience in
scheduling, runcutting, rostering, and training. Throughout his career as a scheduler/supervisor at Coast Mountain Bus Company (CMBC) in Vancouver, BC, Al was an integral
part of numerous service expansions, rail introductions, and projects to streamline transit schedules which saved CMBC $30M a year. His goal with every client is to provide efficient transit service for customers while ensuring cost-effective solutions. Al also worked for Trapeze™ as an application support analyst, helping hundreds of schedulers, planners, and IT staff utilize their scheduling and runcutting tools while offering techniques for better solutions. Al will review and make recommendations to GTrans holiday
schedules in Task 2.1.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ City of Montebello Scheduling Support
■ CATA (MI) On-Call Scheduling Support
■ Bozeman (MT) TDP , Fixed Route Schedules
Daniel Peña | TMD
Project Role: Senior Planner
Daniel brings diverse experience working on a
variety of transit planning, performance evalu-
ation, and policy related projects. Daniel has rejoined TMD after working as a Senior Transit Planner for the Metro - politan Council in the Twin Cities, Minnesota. Daniel’s work with the Metropolitan Council included evaluating transit service performance, developing long range transit plans, developing regional transit policy, peer research, evaluating grant proposals, and working with stakeholders on regional projects. During his previous experience with TMD, Daniel worked on SRTPs/COAs throughout the US including Los
Angeles, Buffalo, Austin, and San Antonio. He is also fluent in Spanish. Daniel will provide support throughout the
project, including the evaluation of existing GTrans
services and development of network scenarios. He
will also lead Task 2.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ City of Santa Monica Big Blue Bus COA
■ Sound Transit Service Planning Support
■ Victor Valley Transit COA
Gary Hewitt | TMD
Project Role: Microtransit SME
Gary Hewitt brings nearly 30 years of transit
planning and operations experience. Prior to
joining TMD, he worked for several small municipal and
large regional transit agencies in Southern California, including OCTA, City of Irvine, LA Metro, and City of Glen- dale. Through this experience he has developed transit
service recommendations for fixed-route and microtransit services, provided planning and implementation support for agency innovation projects, managed short and long-range transit studies, and collaborated with Board members and stakeholders. He holds a BS in Urban & Regional Planning from California State Polytechnic University, Pomona. Gary will lead the Microtransit Analysis in Task 9.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ City of Santa Monica Big Blue Bus COA
■ City of Pasadena Short Range Transit Plan
■ WTA (WA) Microtransit Feasibility Analysis
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The Arellano Associates key project team members include:

Edgar Gutierrez | AA
Project Role: Outreach PIC
Edgar Gutierrez brings 18 years of experience
in community relations and public outreach, with
a strong focus on transit projects across Los Angeles County.

As Project Director at Arellano Associates, he has led strategic engagement for Metro initiatives including the Metro G Line (Orange) Bus Rapid Transit and Sepulveda First/Last Mile. Edgar excels in stakeholder engagement, message development,
and inter-agency coordination. As a fluent Spanish speaker, he effectively connects with diverse communities, particularly Latino and underserved groups. His leadership ensures equi- table outreach and impactful public involvement for transit corridor planning and implementation across complex urban environments. Edgar will provide strategic oversight for all public outreach and engagement initiatives.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ LA Metro, G Line (Orange) Bus Rapid Transit
■ LA Metro Orange Line Sepulveda First/Last Mile
■ Omnitrans, West Valley Connector
Nora Casillas | AA
Project Role: Outreach Task Lead
Nora Casillas is a Deputy Project Manager for
Arellano Associates and brings over 20 years of
expertise in project management and equity-driven outreach for transportation initiatives across LA County. She has led stake- holder engagement and public involvement for key projects such as the Foothill Transit COAs, Metro’s ZEB Program, and Recon- necting Communities and Neighborhoods. Nora specializes in inclusive engagement strategies that foster trust and collabora- tion among agencies, communities, and stakeholders. Fluent in Spanish, she ensures access and participation for underserved populations. Her leadership in planning and facilitation supports community-centered transportation programs that prioritize sustainability, accessibility, and public benefit. Nora will lead all activities outlined in the Public Involvement Plan and manage public outreach and engagement initiatives.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Foothill Transit, COA
■ LA Metro, Zero Emissions Bus Program
■ LA Metro, Reconnecting Communities and Neighborhoods
Bobbi Jo Duley | TMD
Project Role: Graphic Designer
Bobbi Jo Duley is a professional graphic and
web designer with over 25 years of experience
providing custom design and marketing services for a
broad range of customers and projects. As TMD’s in-house graphic designer, she works closely with our clients to plan and produce online and print media, build custom project websites, and produce other collateral, such as surveys, brochures, posters, maps, etc., to inform and engage
project stakeholders. Her custom graphics and strategic infographics also help make TMD’s technical planning work and deliverables more accessible to diverse audiences. With a background in Fine Arts and a proficiency in a full range of design and publishing applications (Adobe Creative
Suite, WordPress, HTML, etc.), Bobbi brings a comprehen- sive creative approach to all of her design work. Bobbi will be responsible for translating our findings and
recommendations into dynamic and compelling visual
messages. She will also lead the layout of the final
report.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Los Angeles Metro NextGen Bus Study
■ City of Santa Clarita Transit Development Plan
■ City of Pasadena Short Range Transit Plan
Associate Planners | TMD
Project Role: Technical Support
In addition to the aforementioned key project staff, TMD’s in-house team of associate planners will remain available to provide additional technical support to ensure a successful outcome for Gardena. With extensive experience in many
cities similar to Gardena, TMD’s planning team offers a comprehensive set of data analysis, data visualization, and research skills to support this proposed effort. From assessing existing market and service conditions to support- ing the development of recommendations, our planning
staff brings a rigorous, professional approach and a strong commitment to sustainable transportation planning to all of TMD’s projects. TMD’s Planning Team will support
all technical analyses throughout the project.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 29 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel4
Maeve will provide fare policy subject matter exper-
tise and support through the task.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Central County Transportation Authority - Fare Study
■ Jacksonville Transportation Authority - Comprehensive Fare Study & Fare Collection Consulting Services
■ Denver RTD Systemwide Fare Study and Equity Analysis
Amy Martin | Four Nines
Project Role: SME - Fare Collection
Four Nines’ Senior Consultant Amy Martin
brings more than 10 years of experience in fare
policy, fare collection, and regional transportation planning to the team. Amy co-leads the fare collection practice for Four Nines and has been a primary author of fare collection current state assessments, peer reviews, and SWOT analyses for CapMetro in Austin, COTA in Columbus, and RTD in
Denver. Amy focuses on understanding currently available and developing fare collection technology and ensuring fare collection strategies developed for individual public transit agencies meet the current and future needs of the agencies, customers, and overall fare strategy. Amy will provide valu- able insight into fare technology for this project. Amy also understands the intersection of technology and fare policy and is an integral part of understanding the implementability of fare policy strategies in Four Nines’ fare collection and policy projects. Amy will evaluate Gardena’s existing
fare structure and help develop recommendations
with fare collection and technology capabilities in
mind.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ COTA (OH)- Fare Collection Assistance & Fares Analysis ■ CapMetro - Fare Collection Consulting Services
■ Denver RTD - Account-Based Ticketing Implementation Support & Systemwide Fare Study and Equity Analysis
Christina Winberry | Four Nines
Project Role: Fare Policy Task Lead
Christina has been focused on fare policy
and fare equity since joining Four Nines in
2021. She provides fare strategy, peer review, best practice, and GIS and data analysis services. Christina is currently leading a comprehensive fare study for the Public Trans- portation Department of Anchorage, AK, considering
opportunities to simplify fare product offerings, grow rider- ship, and improve the payment experience for customers.

Christina recently served as project manager for the Fare Subsidy Research Project for TriMet, reviewing vulnerable population fare program information from agencies across the U.S. She also recently supported Ben Franklin Transit’s Comprehensive Fare Study, which focused on updating
and aligning fare programs and pricing across bus, a new microtransit service, and a variety of ADA and non-ADA
paratransit offerings. She is Four Nines’ Title VI Fare Equity Analysis subject matter expert. Christina will serve as the Fare Policy Task lead.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Municipality of Anchorage - Fare Study
■ TriMet - Fare Subsidy Research Services
■ Denver RTD- Systemwide Fare Study and Equity Analysis Maeve Clements | Four Nines
Project Role: SME - Fare Policy
Support
Maeve Clements has over 15 years of expe-
rience working in transit strategy and planning, survey design, and benchmarking and best practice analysis.

She has worked for Transport for London and MTA New
York City Transit, leading complex research and evaluation projects. Maeve is currently serving as project manager for Central County Transportation Authority’s (Kalamazoo, MI) fare study, reviewing CCTA’s current fare structure across all modes, conducting a peer review, and recommending
alternative fare structures to meet CCTA’s goals. Maeve also recently served as project manager on SFRTA’s Industry Review of Automated Fare Collection Systems project and provided fare policy analysis for RTD’s Comprehensive Fare Study and Equity Analysis.

The Four Nines key project team members include:

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 30 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel4
Ruben Gallegos | NDS
Project Role: Onboard Survey
Coordinator
NDS’ Southwest Regional Manager Ruben
Gallegos has served as the Project Coordinator for cities and counties throughout Southern California including
LADOT and OCTA. He has been responsible for overseeing
the collection of thousands of studies, including special - ized transit studies. Ruben has assisted with the success - ful collection and completion of several transit ridership surveys, including those for the Orange County Transporta- tion Authority, the Riverside Transit Agency, and the City of Santa Monica. Ruben will be responsible for coordi-
nating all collection efforts. Ruben will oversee the
communication and execution between the depart-
ments involved.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ OCTA Bus Ridership Study
■ RTA Sustainable Service Plan
■ City of Santa Monica Big Blue Bus COA
Anthony Truong | NDS
Project Role: Onboard Survey QA/QC
Lead
NDS’ Senior Data Analyst, Anthony Truong
has processed, analyzed, and delivered tens of thousands of studies throughout the nation. He serves as the Lead Data Analyst for all contracts nationwide, including the most recent OCTA project. All counts that have been completed in Southern CA were reviewed by Anthony and his team
prior to data preparation and delivery. Anthony and his team are capable of meeting all contract deliverable require- ments including any customizations that may be required.

Anthony will ensure that the data quality and data
delivery meet project expectations. All data will pass
through Anthony and his team before preparation
and delivery.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ City of Santa Monica Big Blue Bus COA
■ RTA Sustainable Service Plan
■ San Diego MTS Elevate SD Ballot Measure
Craig Jaffe | Four Nines
Project Role: Fare Task Principal
Craig Jaffe is a founding Principal of Four
Nines, a certified Project Management
Professional (PMP), and a licensed CPA with more than 16 years of experience working with clients on enterprise and operational technology, business process, requirements
analysis, software selection, and software implementation.

Craig is also a certified Information Technology Infrastruc- ture Library (ITIL v2) professional. Craig regularly serves as the Principal-in-Charge for Four Nines’ fare policy and Title VI projects. Craig will serve as the Principal in Charge on this project and ensure the quality and timeliness of project deliverables. Craig will also serve as Principal-in-Charge from Four Nines Technologies and oversee the Task 10.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ Ben Franklin Transit (WA) - Comprehensive Fare Study
■ Jacksonville Transportation Authority - Comprehensive Fare Study & Fare Collection Consulting Services
■ RTC Southern Nevada - Title VI Fare Equity Analysis
The NDS key project team members include:

Kevin Deal | NDS
Project Role: Onboard Survey Lead
NDS’ Chief Operations Officer Kevin Deal
has served as Project Manager for OCTA,
LADOT, NYCDOT, and almost every major project in the
company involving nearly all data collection technologies and methodologies available. Kevin has overseen over 20 years’ worth of data collection efforts throughout Orange County and Southern California that will provide invaluable to the success of this project Kevin will be involved in every aspect of the Onboard Ridecheck and Survey.

This includes the data collection process, including
recommendations regarding the use of appropriate
technologies and methodologies for each data collec-
tion task.

RELEVANT PROJECT EXPERIENCE INCLUDES:
■ OCTA Bus Ridership Study
■ RTA Sustainable Service Plan
■ City of Santa Monica Big Blue Bus COA
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 31 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel4
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.
■ First, the lines of authority need to be as straightfor- ward as possible. The principal point of contact is
Project Manager Stuart Geltman, who will manage
the project scope of work, schedule, and budget,
coordinate task work among the team members, and
ensure the timely completion of all deliverables. This
“single point of contact” will facilitate and simplify
open communication for GTrans at all times. Of
course, each of the consultant staff will be available
for direct communication as desired by GTrans. Stuart
will also be supported by our Project Principal and
QA/QC Manager China Langer. China will provide
oversight for all project task work, including the
application of best practices and quality assurance for task deliverables.
■ Second, Stuart will be assisted by Task and Subtask
leads. We’ve assigned key team members to lead
each task and subtask. Each Task Lead will main-
tain effective control over their assigned task and
coordinate task work among the members of the
task team. The Task Leads will report directly to the
TMD project manager. This structure ensures clear
management control of tasks and overall work effort,
but permits flexibility and responsiveness through
assignment of specific task leaders with direct
responsibility for various task elements reporting to
the project manager.

On the following page (Pg. 32), we have provided the
project organization chart which summarizes our proposed team structure and staff assigned to this project by Task.

Workload Allocation
Following the Project Organization Chart, we have included a Workload Allocation Summary Matrix (see Figure 9 on
page 33) which summarizes the proposed staff for this
project, their project role, and the number of hours sched- uled for each task they are assigned for this project.

GTrans Staff Participation
We welcome as much participation from the GTrans
staff in the COA process as they are willing to provide.

We have found that our plans are stronger when they incor- porate the institutional knowledge of agency staff. Through- out the project, we work collaboratively with staff to ensure their feedback is incorporated into each project deliverable.

We anticipate GTrans staff 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 GTrans 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 GTrans service area
as well as route and network historical information.

We estimate GTrans Staff participation for this project will amount to approximately 174 hours. Below (Figure 7) we
have provided responsibilities and hour estimate for GTrans Staff for each task.

Task Meeting
Hours
Deliverable
Review
Hours
Data
Request
Hours
Total
Hours
1 40 2 48
2 4 8 32

2.1 4 4 4 16
3 4 8
4 4 8
5 4 4 12
6 4 4 16
7 8 12 32
8 10 12 44
9 8 4 20
10 10 4 20
11 16 16
Total 62 84 28 174
Project Organization
FIgu Re 7: ESTIMATED GTRANS STAFF PARTICIPATION
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 32 City of Gardena - GTrans
Transportation Management & Design, Inc. Compr ehensive Operational Analysis Key Personnel4
FIgu Re 8: PROJECT ORGANIZATION CHART
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 33 City of Gardena - GTrans
Transportation Management & Design, Inc. Compr ehensive Operational Analysis Key Personnel
Workload Allocation Summary Matrix
4 FIgu Re 9: PROPOSED PROJECT PERSONNEL WORKLOAD SUMMARY MATRIX

PROPOSED PERSONNEL
TASKS
TOTAL
HOURS1 2 2.1 3 4 5 6 7 8 9 10 11
TMD
STUART GELTMAN - PROJECT MANAGER 36 24 12 8 68 12 10 56 62 8 8 28 332 CHINA LANGER - PROJECT PRINCIPAL 4 4 2 4 6 2 2 4 6 4 4 4 46 DANIEL PEÑA - SENIOR PLANNER 32 80 0 0 56 24 40 56 80 0 0 48 416 GARY HEWITT - MICROTRANSIT SME 0 12 0 0 0 0 0 0 0 80 0 0 92 ANKIT SINGH - SENIOR PLANNER / GIS ANALYST 0 96 0 0 0 0 48 28 36 16 0 16 240 AL BOLAN - PRINCIPAL SCHEDULER 0 0 56 0 0 0 0 0 0 0 0 0 56 BOBBI JO DULEY - GRAPHIC DESIGNER 0 24 0 0 0 16 8 0 0 0 0 64 112 CONTRACT MANAGER 0 0 0 0 0 0 0 0 0 0 0 16 16
ASSOCIATE & GIS PLANNERS - TECHNICAL & MAPPING SUPPORT 0 80 0 0 48 44 80 72 96 80 0 56 556 AA
EDGAR GUTIERREZ - OUTREACH PRINCIPAL-IN-CHARGE 2 0 0 5 40 0 0 0 0 0 0 0 47 NORA CASILLAS - OUTREACH TASK LEAD 2 0 0 10 106 0 0 0 0 0 0 0 118 KYLE SANTIAGO, CREATIVE LEAD 0 0 0 0 40 0 0 0 0 0 0 0 40 SENIOR PROJECT COORDINATOR 0 0 0 12 157 0 0 0 0 0 0 0 169 PROJECT COORDINATOR 0 0 0 15 150 0 0 0 0 0 0 0 165
ASSISTANT PROJECT COORDINATOR 0 0 0 20 160 0 0 0 0 0 0 0 180

FOUR NINES
CHRISTINA WINBERRY - FARE STUDY TASK LEAD 0 0 0 0 0 0 0 0 0 0 110 0 110 MAEVE CLEMENTS - SME - FARE POLICY 0 0 0 0 0 0 0 0 0 0 95 0 95 AMY MARTIN - SME - FARE COLLECTION 0 0 0 0 0 0 0 0 0 0 20 0 20 CRAIG JAFFE - FARE TASK PRINCIPAL 0 0 0 0 0 0 0 0 0 0 5 0 5 NDS
KEVIN DEAL - ONBOARD SURVEY LEAD 0 0 0 0 0 23 0 0 0 0 0 0 23 RUBEN GALLEGOS - ONBOARD SURVEY COORDINATOR 0 0 0 0 0 45 0 0 0 0 0 0 45 ANTHONY TRUONG - ONBOARD SURVEY QA/QC LEAD 0 0 0 0 0 31 0 0 0 0 0 0 31 ADMINISTRATIVE 0 0 0 0 0 5 0 0 0 0 0 0 5
FIELD TECHNICIAN 0 0 0 0 0 579 0 0 0 0 0 0 579
TOTAL CONSULTANT HOURS PER TASK 76 320 70 74 831 781 188 216 280 188 242 232 3,498 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 34 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel4
TMD’s organizational structure allows our team to work on multiple projects concurrently. Team members with commitments to other projects will work closely with their Task Leads and PM to ensure availability and accessibility to GTrans staff for all project needs for the duration of the contract. TMD acknowledges that the personnel noted here will remain available to perform the proposed services for the duration of the contract and that any changes to key personnel will be submitted in writing to GTrans.

The table below (Figure 10) summarizes TMD’s and proposed subcontractor’s capacity by showing projects that are currently in process and the estimated availability of our team’s proposed key staff for this project. We have structured our team to ensure the resources necessary to accomplish the tasks described in GTrans’ scope of work are readily available.

Availability and Capacity
FIgu Re 10:

STAFF

AVAILABILITY

AND CAPACITY

SUMMARY
Key Staff Availability Matrix
Team Member, Title
Firm | Years with Firm
Years of
Experience Proposed Project Role
Availability
for This
Project (%)
Current and Projected Workload Through Contract
Current Assigned Project Names
Time
Committed
(%)
Estimated
End Date
(MM, YY)
Stuart Geltman, Project Manager
TMD | Years with Firm: 3 25 Project Manager 50% • START Transit Development Plan and Fare Study • LA Metro Special Event Planning Support
• 30%
• 20%
• 11/25
• 12/25
China Langer, President
TMD |
Years with Firm: 19 19 Project Principal 40%
• Sound Transit Scheduling and Ops Support
• Valley Metro COA
• TMD Business Operations
• 10%
• 15%
• 35%
• 09/25
• 06/26
• Ongoing
Daniel Pena, Senior Planner
TMD |
Years with Firm: 5 10 Sr. Planner,
Task 2 Lead 60%
• Sound Transit On-Call Planning Support
• City of Davis SRTP
• YoloTD SRTP
• 10%
• 15%
• 15%
• 09/25
• 12/25
• 12/25
Ankit Singh, Senior Planner
TMD |
Years with Firm: 3 7 Sr. Planner - GIS,
Task 6 Lead 40%
• Central Contra Costa Transit Authority On-Call
Planning Support
• LA Metro Special Event Planning Support
• OCTA Transit Optimization Study
• 20%
• 20%
• 20%
• 03/26
• 12/25
• 10/25
Gary Hewitt, Project Manager
TMD | Years with Firm: 5 30 Microtransit SME,
Task 9 Lead 35%
• Valley Metro COA
• MTS COA
• Long Beach COA
• 20%
• 25%
• 20%
• 09/25
• 12/26
• 06/26
Al Bolan, Principal Scheduler
TMD |
Years with Firm: 6 44 Principal Scheduler
Optional Task 2.1 Lead 30%
• RATP Dev On-Call Scheduling Support
• SunLine On-Call Scheduling
• Sarasota On-Call Scheduling
• 45%
• 15%
• 10%
• 09/25
• 03/25
• 03/25
Bobbi Jo Duley, Graphic Designer
TMD |
Years with Firm: 8 24 Graphic Designer 50%
• Valley Metro COA
• MTS COA
• Long Beach COA
• 20%
• 15%
• 15%
• 09/25
• 12/26
• 06/26
Edgar Gutierrez, Project Director
Arellano Associates |
Years with Firm: 11 18 Outreach Principal-in-
Charge 20%
• City of LA DOT, Olympic Corridors
• Metro, Sepulveda Pass Express Lanes
• Meto, East San Fernando Valley Transit Corridor
• 25%
• 25%
• 30%
• 01/28
• 12/25
• 08/25
Nora Casillas, Deputy Project Manager
Arellano Associates |
Years with Firm: 3 21 Outreach Task Lead 30%
• Metro, LA 2028 Olympics Transit Improvements

CEQA/NEPA
• Metro, Sepulveda Pass Express Lanes
• County of LADPW, TDM VMT Mitigation Program
• 20%
• 25%
• 25%
• 12/26
• 12/25
• 05/28
Christina Winberry, Associate
Four Nines Technologies | Years with Firm: 3 5 Fare Policy Task Lead 60% • Municipality of Anchorage - Transit Fare Study
• CCTA - Fare Study
• COTA Title VI Analysis
• SJRRC Title VI
• 20%
• 20%
• 20%
• 5%
• 06/25
• 08/25
• 03/26
• 07/25
Maeve Clements, Senior Consultant
Four Nines Technologies |
Years with Firm: 3 17 SME - Fare Policy
Support 35%
• Municipality of Anchorage - Transit Fare Study
• CCTA - Fare Study
• COTA Title VI Analysis
• 25%
• 30%
• 20%
• 06/25
• 08/25
• 03/26
Amy Martin, Senior Consultant
Four Nines Technologies |
Years with Firm: 8 11 SME - Fare Collection 20%
• SJRRC & SJJPA Technical Assistance for New
Ticketing System
• Denver RTD - Account-Based Ticketing
Implementation Support
• Sound Transit - ORCA Fare System Procurement &
Implementation
• 35%
• 20%
• 25%
• 06/27
• 01/26
• 12/26
Craig Jaffe, Co-founder and Principal
Four Nines Technologies | Years with Firm: 13 16 Fare Task Principal 60% • GGBHTD Data Dictionary
• GGBHTD GFI Data Loss
• NCTD Business Systems Analysis
• MTS Insourcing
• 15%
• 5%
• 5%
• 15%
• 08/25
• 08/25
• Ongoing
• 01/26
Kevin Deal, Chief Operations Of/f_i cer
NDS |
Years with Firm: 21 21 Onboard Survey Lead 60%
• Los Angeles DOT On-Call
• New York City DOT On-Call
• New York State Traf/f_i c Count Collection Service
• City of Dallas On-Call
• 5%
• 20%
• 10%
• 5%
• 06/26
• 05/26
• 01/30
• 01/28
Ruben Gallegos, Southwest Regional Manager
NDS | Years with Firm: 7 9 Onboard Survey
Coordinator 60%
• OCTA CMP Counts
• Los Angeles DOT On-Call
• City of Beverly Hills On-Call
• County of San Diego On-Call
• City of Costa Mesa On-Call
• Port of Long Beach On-Call
• 10%
• 10%
• 5%
• 5%
• 5%
• 5%
• 03/26
• 06/26
• 07/26
• 12/28
• 04/26
• 09/25
Anthony Truong, Senior Data Analyst
NDS |
Years with Firm: 7 11 Onboard Survey QA/
QC Lead 55% • All NDS projects and contracts • 45% • N/A Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 35 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Professional Resume
Stuart Geltman, Project Manager

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 with TMD: 3
Years of experience: 25
Overview
Stuart is a project manager with experience in urban transportation systems and transit planning. He has assisted in preparation of comprehensive neighborhood transporta- tion plans, special project plans, short-range transit plans, bus route development plans, transit construction mitigation plans, and terminal studies across 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 with particular expertise in fare policy and analysis.

Stuart is keenly aware of the delicate balance that needs to be made between maximiz- ing ridership and fare revenues, including meeting farebox recovery targets. Stuart has undertaken many short-range planning efforts within the state of California and brings a strong understanding of state funding mechanisms and the political landscape. His /f_l uency in Spanish also allows for multi-lingual facilitation during meetings and outreach events.

Relevant Experience
Los Angeles County Metropolitan Transportation Authority (LA Metro), Special Event Planning Support, Los Angeles, CA, Senior Operations Planner (2024- Present) — Stuart is currently working on special event service planning support with LA Metro.

This work involves updating existing route pro/f_i les generated in 2017 as part of the NextGen Bus Study to deliver comprehensive ridership and performance reports at the route, route segment, trip, and stop level. Using historic ridership data and information on future planned improvements, the team will project a “state of the system” baseline for transit demand in both 2026 during the World Cup and 2028 during the Olympic and Paralympic Games. Stuart is supporting the development of a future Metro network that can help provide spectator and worker transport for the events.

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 conducted a comprehensive fare policy study that recommended changes to fares charged, an open loop fare payment system, and fare capping. 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 review of best practices and current metrics, and the development of metrics and benchmarks for all of AC Transit’s services. The service standards also included sections on how to use the standards, how to evaluated service, and potential corrective actions to improve route and system performance.

Los Angeles Metro G-Line BRT Improvements Project, Los Angeles, CA, Task Lead (2022-2024)
Project Role: Project Manager4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 36 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Stuart Geltman, Page 2
— Stuart lead 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.

Solano Transportation Authority Connected Mobility Implementation Plan, Solano County, CA, Senior Advisor (2021-Present)
— Stuart is supporting the development of recommendations for restructuring SolanoExpress service including developing a BRT lite component and plan for serving new corridors currently without transit.

City of Redding Short Range Transit Plan (SRTP), Redding, CA, Senior Advisor (2023) — Stuart supported the development of service alternatives for the City of Redding SRTP .

Regional Transportation District (RTD) Facilities and Fleet Transition Plan, Denver, CO, Task Leader (2023-2024)
— As part of RTD’s /f_l eet and facilities plan, Stuart developed the workforce training implementation schedule for new technology buses and participated in identifying potential locations for a future bus operations and maintenance facilities.

Prince George 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 is working with the county, WMATA, and WMATA’s consultant team in developing the Better Bus Network plan within Prince George County. This effort includes ensuring that the new network provides the connections that Prince George County residents need to travel within and county and the entire region, adequate service coverage is maintained, and ef/f_i cient schedules are developed.

Houston METRO Evaluation of Current and Planned Services at Addicks Park & Ride Task Order, Houston, TX, Task Lead (2023)
— METRO is in the process of redeveloping the Addicks P&R transit center. Stuart led TMD’s evaluation of current and planned services at Addicks P&R in order to identify the number of bus bays that should be considered in the redesign. He provided several options for METRO to consider based on different operating models.

AECOM, SENIOR TRANSIT PLANNER (1999-2022)
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 identi/f_i ed which services should have the same fare level in an effort to streamline fares. He developed a scheduled for fare modi/f_i cations with the goal to maximize both ridership and revenue.

City of San Luis Obispo Short-Range Transit Plan, San Luis Obispo, CA, Project Manager (2015) — As project manager for the City of San Luis Obispo’s SRTP , Stuart conducted an in-depth analysis of all routes in the system to determine route issues and identify crowding on the system. He developed strategies to address overcrowding in the near term on buses serving the campus of California Polytechnic University as well as improve services to the city as a whole. Stuart also evaluated the service guidelines for the system.

San Bernardino Associated Governments Omnitrans Comprehensive Operational Analysis, San Bernardino, CA, Project Manager (2010-2014)
— Stuart was the Project Manager for a comprehensive operational analysis for the Omnitrans bus system. The analysis included an evaluation of all aspects of the organization to ensure that service was operating as ef/f_i ciently as possible, while providing for the mobility needs of the community, and supporting the development goals of the cities in the service area. This included an evaluation of both directly operated services and contracted services, along with evaluating whether directly operated service should be contracted to a third party.4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 37 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Professional Resume
China Langer, President

LOCATION
Carlsbad, CA

EDUCATION
BA, Urban Studies & Planning,
Communications Minor, University of
California (UCSD), San Diego, CA

EXPERIENCE
Transportation Management
& Design, Inc.

University of California at San Diego,
Physical Planning Department
Years with TMD: 19
Years of Experience: 19
China Langer has been instrumental over the past 19 years in helping TMD transition to the 21st century. She leads and manages a broad spectrum of transit-service planning proj- ects for TMD, from extensive system-wide Comprehensive Operations Analyses (COAs) to more narrowly focused corridor service restructuring and support activities, such as rider- ship data collection, on-board passenger surveys, and Title VI and Environmental Justice analyses. She brings detailed technical expertise and experience in market assessment, consumer research, service evaluation (/f_i xed-route and paratransit), strategic visioning, service plan development, and inclusive stakeholder outreach and in-reach. As well, she has expertise in data collection, comprehensive multivariate market, service, and opera- tions synthesis, and GIS mapping.

Relevant Experience
City of Gardena GTrans Service Planning Support, Gardena, CA, Project Principal (2024)
— TMD conducted a review of Line 1X and Line 4’s service performance and market demand to help the City determine if Line 1X and Line 4 should be restored, modi/f_i ed, or permanently eliminated. China served as Project Principal, guiding TMD’s analysis, /f_i ndings, and recommendations.

Orange County Transportation Authority (OCTA) Making Better Connections Study, Orange County, CA, Project Principal (2021-2024)
— China served as the Project Principal on the Making Better Connections Study and was involved in all aspects of the project including the review of all project deliverables.

Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Project Principal (2022-2023)
— China served as the Project Principal for the RTA SSP , which is a sustainable three- year plan for transit service improvements to improve service spans, frequencies, and realignment of routes to more directly serve major destinations.

Los Angeles County Metropolitan Transportation Authority LA Metro NextGen Bus Study, Project Advisor (2017-2020)
— China supported the NextGen project by leading the evaluation of existing services and serving as an advisor during the development of the network plan.

Sun Tran Comprehensive Operations Analysis, Tucson, AZ, Project Principal (2022- 2024)
—China served as Project Principal for the Sun Systems COA which evaluated the service operated by Sun Tran, Sun Express, Sun Link, and Sun Shuttle in Greater Tucson.

China was responsible for the review and QA/QC of all project deliverables including the analysis of existing conditions and materials for the draft network plan. — China also led the development of SunTran’s Bus Stop Amenity Policy.

Sound Transit Service Planning Support, Seattle, WA, Contract Manager (2022-Present)
— China is managing TMD’s on-call planning support contract with Sound Transit. She has managed tasks ranging from service costing and /f_i nancial forecasting, developing performance monitoring tools and dashboards, reviewing and editing reports, and creating service planning maps.

Project Role: Principal4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 38 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
China Langer, Page 2
NJ TRANSIT NewBus Newark Bus Network Redesign, Newark, NJ, Co-Project Manager (2020-2021) — China managed the day-to-day task work at TMD, and with other team members, worked with NJ TRANSIT staff to gather data, organized an extensive virtual stakeholder and outreach program given the COVID-19 pandemic, and supported the project’s market assessment and service evaluation tasks.

Birmingham-Jefferson County Transit Authority (BJCTA) Comprehensive Operations Analysis, Birmingham, AL, Project Manager (2020-2021)
— China served as Project Manager for a /f_i rst in a generation rethinking of the transit network in Alabama’s largest city. She oversaw the day-to-day management of the project and communication with the client, along with the existing conditions and service design tasks and supported the public outreach and engagement process.

Riverside Transit Agency COVID-19 Service Reduction Plan, Riverside, CA, Senior Advisor (2020-2021) — China served as a Project Advisor to support the identi/f_i cation of service reduction strategies to save costs in the face of declining revenue due to the COVID-19 pandemic.

Nashville WeGo Better Bus Network Restructuring, Project Coordinator (2017-2020) — China managed the day-to-day project work for the Better Bus Network Study and worked closely with both TMD and WeGo staff to ensure all task work was completed on time and that it exceeded WeGo staff’s expectations.

Bi-State Development Agency/St. Clair County District Transit Vision 2020 (COA), Project Manager (2019-2020)
— China managed the day-to-day project task work at TMD, developed content for the MetroQuest survey which collected input from St. Clair County residents on their transit needs, and also played a role in the development of service recommendations.

VIA Metropolitan Transit, San Antonio, TX, Professional Services, Planning Lead (2014-2019), General Planning Consultant (2015-2020), General Services Planning & Scheduling Consultant Services (2022- Present), Contract Manager
— China has worked closely with VIA, often serving as an extension to staff. Key tasks include the South/ West Corridor project, 2040 LRTP , Rapid Transit Network, Scheduling and Planning Support, Downtown Operating Plan, managing a Comprehensive Operations Analysis (branded Better Bus), supporting VIA with re/f_i nements to the Better Bus Plan, planning and developing ridership estimates for MOD, assisting with COVID recovery planning, and conducting a peer review of Bus Stop Amenity Policies.

Rochester-Genesee Regional Transportation Authority (RGRTA) Reimagine RTS - Transit System Redesign Project, Rochester, NY, Project Coordinator (2017-2018) — China served as the primary point of contact for RGRTA coordinating all task work, managing the bi-weekly conference calls, and reviewing all project deliverables, as well as playing an active role in shaping the public and stakeholder involvement plan to ensure an equitable process.

Bi-State Development Agency/St. Louis Metro Reimagined Comprehensive Operational Analysis, Project Coordinator (2017-2018)
— China served as the primary point of contact for Metro, and played an active role in shaping the public involvement plan and in the development of interactive tools to engage the community, as well as participated in the evaluation of existing Metro services and development of service alternatives.

Capital Metropolitan Transportation Authority Capital Metro Connections 2025 (rebranded Cap Remap), Austin, TX, Project Coordinator (2015-2017)
— China managed the Capital Metro Connections 2025 project (rebranded Cap Remap). Her role included working closely with Capital Metro staff in executing a robust community engagement program, a detailed evaluation of existing service and market conditions, and the development of a network plan that focused on improving access to frequent service. Since the implementation of the plan, Capital Metro has seen sustained ridership growth.4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 39 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

EDUCATION
Master of City and Regional Planning,
Cal Poly, San Luis Obispo
Master of Science, Transportation
Engineering, Cal Poly, San Luis Obispo
BA, Anthropology, University Of
California, Los Angeles
BA, Portuguese, University Of California,
Los Angeles

EXPERIENCE
Transportation Management
& Design, Inc.

Metropolitan Council (Saint Paul, MN)
San Francisco Municipal Transportation
Agency
Marin Transit
San Luis Obispo Regional Transit
Authority
Years with TMD: 5
Years of experience: 10
Overview
Daniel Peña has diverse experience working on transit planning, transit performance evaluation and transit policy. Daniel has rejoined TMD after working for six years as a transit planner for the Metropolitan Council in the Twin Cities, Minnesota. Daniel’s work with the Metropolitan Council included evaluating transit service performance, developing long range transit plans, developing regional transit policy, peer research, evaluating grant proposals and working with diverse stakeholders on regional transit projects. With his previous experience with TMD, Daniel worked on Comprehensive Operations Analyses throughout the country, including Buffalo, Los Angeles, Austin and San Antonio.

Relevant Experience
City of Santa Monica “Brighter Blue” Big Blue Bus Comprehensive Operational Analysis, Santa Monica, CA, Senior Planner (2023-2024)
— Daniel was on the team for Big Blue Bus’s COA. He worked on evaluating existing conditions, which included managing the market assessment and working on the evaluation of service performance.
— Daniel worked on the team for developing a service performance dashboard using PowerBI.

City of Davis UniTrans Short Range Transit Plan, Davis, CA, Deputy Project Manager (2024-Present)
— Daniel is serving as the deputy project manager of the City of Davis COA, leading the analysis of existing conditions, analysis of transit performance and shaping the public outreach effort.
— Daniel lead the effort to develop a survey that engaged with university students, non- student riders and paratransit riders.

Yolo Transportation District Short Range Transit Plan, Woodland, CA, Deputy Project Manager (2024-Present)
— Daniel is serving as the deputy project manager of the Yolo County COA, leading the analysis of existing conditions, analysis of transit performance and shaping the public outreach effort.
— Daniel is leading the effort to update YoloBus Goals, Objectives, and Performance Measures. Daniel lead workshops with the client to understand what their needs for the COA were and how new goals and objectives could re/f_l ect those.

Sound Transit Service Planning Support, Seattle, WA, Senior Planner (2022-Present) — Daniel is currently the lead planner working on Sound Transit’s on-call planning support contract. He has worked on developing annual service plans, conducting quarterly service performance analyses and assisted in the development of several long range planning projects.
— Daniel conducted an analysis of peer regions’ performance metrics to inform the development of Sound Transit Performance Standards.

Victor Valley Transit Authority Comprehensive Operational Analysis, Hesperia, CA, Senior Planner (2023-2024)
— Daniel was on the team that developed Victor Valley Transit Authority’s COA. Daniel worked on conducting an analysis of existing conditions, which included developing an interactive tool analyzing transit performance at the segment level.

Professional Resume
Daniel Peña, Senior Planner
Project Role: Senior Planner, Task 2
Lead4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 40 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Daniel Peña, Page 2
Great Falls Transit District Transit Development Plan, Great Falls, MT, Senior Planner (2023-Present) — Daniel is currently on the team working Great Falls Transit’s COA. Daniel is leading the effort to analyze and improve the agency’s paratransit services.

Houston METRO Title VI Service Equity Analysis of Fare Policy, Houston, TX, Senior Planner (2023-Present)
— Daniel managed the Title VI analysis of multiple fare policy scenarios for Houston METRO. The scenarios analyzed included alternate fare media, fare-capping schemes, and changes to points of sale for fare media including elimination of the back of bus reloaders and cashless operating systems at park & ride lots.

METROPOLITAN COUNCIL (SAINT PAUL, MN), SENIOR PLANNER (2016-2023) — Worked in a technical capacity on several corridor studies in the Twin Cities region with projects ranging from developing BRT alignments, developing streetcar alignments and analyzing transit feasibility in highway corridors
— Served as project manager on several regional transportation projects, including developing scopes of work, developing project schedules, budgets and evaluating proposals — Led technical analysis projects, including regular evaluations of regional transit performance — Worked on projects that translated regional policy into implementation measures, including developing criteria for and selecting projects to receive Federal transportation funding TRANSPORTATION MANAGEMENT & DESIGN, INC., ASSOCIATE PLANNER (2015-2016) Los Angeles Department of Transportation Transit Service Analysis, Los Angeles, CA, Associate Planner (2015-2016)
— Evaluated existing bus service
— Analyzed and recommended changes to paratransit service — Recommended changes to both community circulator and commuter services — Engaged with the public through pop up informational stands and /f_i eld interviews in both English and Spanish
VIA Metropolitan Transit, San Antonio, TX, Professional Services Task Order - Comprehensive Operational Analysis, Associate Planner (2016)
— Conducted /f_i eldwork to evaluate current transit operations — Analyzed and recommended potential alignments for BRT service In downtown San Antonio — Evaluated existing service design and performance evaluation standards Capital Metropolitan Transportation Authority Capital Metro Connections 2025 (rebranded Cap Remap), Austin, TX, Associate Planner (2015-2016)
— Developed and recommended service changes for bus service in the Capital Metro service area NFTA Metro On-Call Planning Services, Buffalo, NY, Associate Planner (2015-2016) — Evaluated existing transit service at the regional and sub regional level — Analyzed and recommended changes to bus operations in downtown Buffalo — Developed and recommended service changes on a by route basis for all NFTA service — Developed cost projections for recommended service changes Davenport CitiBus Comprehensive Operations Analysis, Davenport, IA, Associate Planner (2015) — Conducted /f_i eldwork to evaluate current transit operations — Analyzed and recommended potential alignments for BRT service In downtown San Antonio — Evaluated existing service design and performance evaluation standards4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 41 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

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 | OCTA
2012 City Manager Performance
Award | City of Irvine

EXPERIENCE
Transportation Management
& Design, Inc.

OCTA
City of Irvine
LACMTA
City of Glendale
Years with TMD: 5
Years of Experience: 30
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
City of Pasadena Short Range Transit Plan, Pasadena, CA, Project Manager (2023- 2025)
— Gary served as the Project Manager, assisting the City of Pasadena with their Short- Range Transit Plan update. The project includes analysis of the City’s /f_i xed-route and paratransit services including ridechecks and customer surveys. He will also be assisting in the public outreach and development of service recommendations.

Gold Coast Transit District Short Range Transit Plan, Oxnard, CA, Project Manager (2023-2024)
— Gary served as the Project Manager for Gold Coast’s Short-Range Transit Plan update. He is leading the existing conditions analysis and development of service recommendations. The project also includes 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.

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.

Whatcom Transportation Authority Microtransit Feasibility Analysis, Whatcom County, WA, Project Manager (2023-2024)
— Gary led the evaluation of the potential performance of microtransit service in different areas within WTA’s service boundaries. Based on the evaluation he identi/f_i ed recommended operations and technology features for each zone.

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.

Project Role: Microtransit SME, Task
9 Lead4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 42 City of Gardena - GTrans
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Gary Hewitt, Page 2
Riverside Transit Agency 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 classi/f_i cations and standards match RTA’s latest operation.

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.

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.

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.
— For this project, 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 (2021-2022) — 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 /f_i xed-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.

Led the following projects:
■ OC Bus 360 Bus Service Optimization
■ OC Transit Vision (Transit Master Plan)
■ Connect OC-LA Transit Study
■ OCTA Transit Security & Operations Center Site Selection and Planning ■ OC Flex Microtransit Planning and Implementation4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 43 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Professional Resume
Ankit Singh, Senior Planner

EDUCATION
Master of City and Regional Planning
(Transportation Studies Certi/f_i cation),
Edward J. Bloustein School of Planning
and Public Policy, Rutgers University
Bachelor of Planning, School of
Planning and Architecture, New Delhi

EXPERIENCE
Transportation Management
& Design, Inc.

Alan M. Voorhees Transportation Center,
Rutgers University
Delhi Integrated Multi-modal Transit
System Limited
Years with TMD: 3
Years of Experience: 6
Overview
Ankit is a dedicated transportation planner from New Delhi who relocated to the United States for graduate studies at Rutgers University’s Edward J. Bloustein School of Planning and Public Policy, where he worked at the Alan M. Voorhees Transportation Center con- ducting GIS-based accessibility analysis for the New Jersey Climate Change Alliance and evaluating the 15-minute city concept. Prior to his graduate studies, he gained experience at the Delhi Integrated Multi-Modal Transit System working on bus route rationalization, socio-economic cost assessments of road accidents, and traf/f_i c studies.

At TMD, he has made signi/f_i cant contributions to various projects through his adept data analysis skills, GIS expertise, and research of best-practices. He has demonstrated his problem-solving acumen by evaluating the on-time performance of transit services, conducting costing analyses based on newly designed parameters, analyzing Headway based operations, assessing ridership impacts, and performing GIS-based walkshed, Transit Propensity, Site Suitability and accessibility analyses.

Relevant Experience
Alameda-Contra Costa Transit District (AC Transit) “Transit Realign” Network Redesign, Alameda County, CA, Associate Planner (2023-2024) — Ankit led the GIS effort for this project which is a reimagining of AC Transit’s bus network. The project involves the development of three different network scenarios.

Ankit analyzed ridership and performance data, comparing pre- and post-COVID trends. He developed individual route pro/f_i les, segment-level performance maps, and ridership maps used to inform the development of service recommendations.

Furthermore, Ankit is responsible for reviewing the service standards of peer agencies, which contribute signi/f_i cantly to the development of new evaluation policies and standards for AC Transit’s Reimagined Network.

Orange County Transportation Authority (OCTA) Transit Optimization Study, Orange County, CA, Senior Planner (2024-Present)
— Ankit serves as a Transit Data Analyst and Planner for the OCTA Transit Optimization Study, using advanced data analysis and spatial modeling to identify and address delays along OCTA bus transit routes. He integrates diverse datasets, including GTFS, roadway speed models, ridership trends, and equity layers, to assess transit performance and prioritize improvements for disadvantaged communities. Ankit develops methodologies using metrics like Average Delay in Passenger Minutes and Bus Speed to Free Flow Speed Ratios to evaluate congestion impacts during peak periods. His work provides actionable insights for optimizing service, enhancing operational ef/f_i ciency, and aligning transit improvements with equity goals.

Los Angeles County Metropolitan Transportation Authority (LA Metro) Headway- Based Operations Pilot, Associate Planner (2023-2024)
— Ankit is supporting the development of a pilot program to test LA Metro’s Headway-Based Operation, leveraging his analytical skills to evaluate pre- and post- implementation performance using context-speci/f_i c metrics and data such as End-of- Line Departures, End-to-End Running times, Headway Consistency, and incident logs.

Additionally, he is analyzing operator-level data to understand the impact of operator experience on performance. Ankit is also tasked with synthesizing operator survey results to provide comprehensive insights.

Project Role: Senior Planner/GIS
Analyst, Task 6 Lead4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 44 City of Gardena - GTrans
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Ankit Singh, Page 2
Whatcom Transportation Authority (WTA) Transportation Planning On-Call, Western Washington University Service Planning Task Order, Senior Planner (2024-Present) — Ankit is actively involved in redesigning and optimizing bus services primarily serving the travel needs of Western Washington University students. In this project, he has applied his analytical skills to evaluate travel patterns, peak load periods, and demand hours that in/f_l uence the current service. Ankit has also contributed to the development of multiple scenarios, incorporating factors such as seasonal variations in demand and anticipated future developments in the study area, to ensure the system’s functionality and adaptability.

Whatcom Transportation Authority Microtransit Feasibility Analysis, Whatcom County, WA, Associate Planner (2023-2024)
— Ankit was the lead associate engaged in meetings aimed at de/f_i ning Microtransit zones and reviewing operation frameworks applicable to WTA. Leveraging Replica data, he performed comprehensive origin- destination analysis to determine average internal and external trips within each zone. Additionally, Ankit utilized ArcGIS tools to evaluate demand dynamics and trip patterns, providing valuable insights into the feasibility of implementing Microtransit services.

Sound Transit Service Planning Support, Seattle, WA, Associate Planner (2022-Present) — Ankit has been helping to model ridership and performance data for Sound Transit. He assisted in building a Power BI dashboard that integrates ArcGIS and quantitative data to display detailed charts and maps re/f_l ecting service performance data.
— Ankit prepared a costing workbook for the client that includes performance metrics related to revenue hours, revenue miles, in-service time and layovers for the existing and future milestones.

Los Angeles Metro G-Line BRT Improvements Project, Los Angeles, CA, Associate Planner (2022- 2024)
— Ankit conducted a comprehensive analysis by cross-referencing running time, dwell time, and intersection delay data to uncover opportunities for service improvements. Moreover, he utilized GIS tools to conduct an in-depth access/egress analysis, identifying critical transfer points along the project corridor. Ankit evaluated on-time performance and further assessed road intersection delays by analyzing effective delays and crossing speeds.

Regional Transportation District (RTD) Zero-Fare August Impact Analysis, Denver, CO, Associate Planner (2022)
— Ankit conducted a ridership impact analysis using advanced data sorting and indexing techniques to evaluate the outcomes of the Zero Fare policy.

Detroit Department of Transportation (DDOT) On-Call Planning and Scheduling Services, Detroit, MI, Associate Planner (2021-2023)
— Ankit played a pivotal role in supporting the GIS aspects of the project, utilizing ArcGIS to conduct detailed analyses of service performance at both route and stop levels. He also identi/f_i ed key intersections with high boarding and alighting activity to inform Capital Improvement Programs. Ankit actively participated in brainstorming sessions, contributing proposals and alternatives to address system-level challenges faced by the client. Additionally, he utilized ArcGIS to create maps showcasing recommended route alignments.

Caltrans District 4 Bay Area Transit Plan, San Francisco, CA, Associate Planner (2023-2024) — Ankit conducted GIS-based analysis to identify and highlight areas requiring interventions for infrastructure improvements and enhanced accessibility. Utilizing advanced GIS techniques, he applies spatial scoring aligned with the project’s goals and objectives to pinpoint priority areas for targeted action.4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 45 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

EDUCATION
British Institute of Technology,
Burnaby, B.C.

External Courses Including: CICSU,
DBASE, PL 1, Assembler, FORTRAN,
COBOL, Management
Information Systems, Microsoft Access
Internal Courses Including: Trapeze™
DOS, Windows NT
Trapeze™, EOC Training, Cognos Team
SME, Insight Discovery
AWARDS
Trapeze™ Innovation Award – 2013

EXPERIENCE
Transportation Management
& Design, Inc.

A.D. Bolan Transit Scheduling and
Consulting
Trapeze™ Software
Coast Mountain Bus Company
Years with TMD: 6
Years of experience: 44
Professional Resume
Al Bolan, Senior Scheduler
Overview
Al Bolan brings over 44 years of experience working for a prominent transit agency, Coast Mountain Bus Company (CMBC) in Vancouver, BC. Throughout his career as a scheduler/ supervisor, Al was an integral part of numerous service expansions, rail introductions, and projects to streamline transit schedules which saved CMBC $30M a year. His goal with every client is to provide an ef/f_i cient transit service for customers while ensuring cost- effective solutions. Al also worked for Trapeze™ as an application support analyst helping hundreds of schedulers, planners, and IT staff utilize their scheduling and runcutting tools, while offering techniques for better solutions. During this time, Al acquired a tremendous amount of knowledge in Trapeze™ database structure and implementation. With TMD, Al has provided scheduling training and has developed timetables and optimized services in both the Trapeze™ and Optibus™ transit scheduling platform.

Relevant Experience
Capital Area Transportation Authority (CATA) On-Call Planning & Scheduling Support Services, Lansing, MI, Project Manager (2023-Present) — Using CATA’s Trapeze™ system, Al helped CATA develop the runcut and roster for each service change on as-needed basis.

Sun Tran Runcut Review, Tucson, AZ, Project Manager (2024) — Using SunTran’s Trapeze™ system, Al reviewed SunTran’s latest runcut and roster and tested different scenarios to reduce the number of 4/10 shifts.

Roaring Forks Transportation Agency (RFTA) Scheduler Training, Aspen, CO, Lead Scheduler (2021-Present)
— Using RFTA’s Trapeze™ system, with remote access, Al has been providing on-call scheduling support to RFTA. Work has included applying timetable changes for Weekday, Saturday, and Sunday service; completing runcuts for Weekday, Saturday, and Sunday with the modi/f_i ed timetables.
— Al has also provided Scheduler Training. He provided training in Trapeze™ FX and Blockbuster, Ancillary Data, Tools, Route De/f_i nition, Trip Building, Blocking, and Rostering. He has created “test exercises” to assist the scheduler in understanding the concepts.

Sarasota County Area Transit (SCAT) Bus On-Call Scheduling Services, Sarasota, FL, Lead Scheduler (2021-Present)
— Using SCAT’s Trapeze™ systems (FX, Blockbuster, and OPS), with remote access, Al has been providing on-call scheduling support to SCAT. Work has included applying timetable changes for Weekday, Saturday, and Sunday service; completing runcuts for Weekday, Saturday, and Sunday with the modi/f_i ed timetables; correcting data integrity issues; creating two roster options for Union to review; assisting with GTFS and TSDE exports; creating mock Shuttle schedules for Weekdays and Saturdays.

Kings County Association of Governments (KCAG) KART Fixed-Route Schedule Study, Hanford, CA, Principal Scheduler (2021-2023)
— Al developed timetables using Optibus™ for the restructured transit service in Hanford, CA in response to the opening of a relocated Downtown transit hub.

Project Role: Principal Scheduler, Task

2.1 Lead4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 46 City of Gardena - GTrans
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Suffolk Transit Corporation Scheduling Support, Suffolk County, NY, Principal Scheduler (2021, 2023) — Al Developed timetables using Optibus™ scheduling software. — He created deadhead and relief tables for all garages as well as analyzed the deadheads by garage. — He blocked trips in Optibus™ and created the runcut, rosters, and driver paddles as well as requested statistics to submit to SBC.

RATP Dev USA Central Midlands Transit COMET Scheduling and Planning Support, Columbia, SC, Lead Scheduler (2021-2022)
— Al conducted a scheduling function review and developed functional /f_l ow charts that included identifying opportunities to improve department processes, particularly focusing on effectively integrating available software tools to improve staff ef/f_i ciency. — Updated Optibus™ running times utilizing AVL and Swiftly data — Developed runcutting scenarios for both the University of South Carolina service and COMET’s local routes RATP Dev USA District Department of Transportation (DDOT) DC Circulator Scheduling Support, Washington DC, Lead Scheduler (2021)
— Al improved the ef/f_i ciency, effectiveness, reliability, and compliance of the DC Circulator service, vehicle, and crew schedules utilizing Optibus™
— He developed runcutting strategies that would reduce operator pay and personnel requirements while meeting DDOT’s service delivery conditions and RATP’s collective bargaining agreement — Al assessed the current utilization of ZEBs in route services and developed alternative operating schedule/ vehicle blocking and operator runcut strategies that better addressed range issues while reducing disruptions to the customer timetables.

HRDC Redesign Streamline 2020 Transit Development Plan, Bozeman, MT, Principal Scheduler (2019- 2021)
— Using Optibus™, Al develop timetables for each new Streamline route proposed in the Transit Development Plan. The new schedules took into account interlining, traf/f_i c variations, and /f_l uctuations in daily demand, etc. Al also developed vehicle blocking and runcut that will included driver layover times/locations, timing for driver shift changes, and the number and length of all the various driver shifts needed to carry out the schedule in its entirety.

Transit Authority of River City (TARC) Scheduler Training, Louisville, KY, Project Manager (2021- 2022)
— Al conducted a one-week virtual training course. He provided training in Trapeze™ FX and Blockbuster, Ancillary Data, Tools, Route De/f_i nition, Trip Building, Blocking, and Rostering. Al also created “test exercises” to assist the scheduler in understanding the concepts.

Metropolitan Atlanta Rapid Transit Authority (MARTA) Trapeze™ Training Support, Atlanta, GA, Lead Scheduler (2021-2022)
— Al conducted a one-week virtual training course.He provided training in Trapeze™ FX and Blockbuster, Ancillary Data, Tools, Route De/f_i nition, Trip Building, Blocking, and Rostering. Al also created “test exercises” to assist the scheduler in understanding the concepts.

VIA Metropolitan Transit Scheduler Training, San Antonio, TX, Lead Scheduler (2020-2021) — Al provided training in Trapeze™ FX and Blockbuster, Ancillary Data, Tools, Route De/f_i nition, Trip Building, Blocking and Rostering for two new schedulers. He created “test exercises” to assist the new schedulers in understanding the concepts.
— Al also conducted a training session to assist VIA with their runcutting module Blockbuster. During the session TMD made recommendation on how VIA could better utilize the Blockbuster module to improve ef/f_i ciency. 4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 47 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Professional Resume
Bobbi Jo Duley, Graphic Designer

EDUCATION
BA, Kinesiology and Fine Arts
University of Colorado, Boulder, CO

APPLICATIONS
Adobe Creative Suite: Illustrator,
InDesign, InCopy, Photoshop,
Dreamweaver
WordPress, HTML, CSS
Microsoft Of/f_i ce Suite

EXPERIENCE
Transportation Management
& Design, Inc.
gaiacreative
delphine
Years with TMD: 8
Years of Experience: 24
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 pro/f_i ciency 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
City of Santa Monica Big Blue Bus “Brighter Blue” Comprehensive Operational Analysis, Santa Monica, CA, Graphic Designer (2023-2024) — Bobbi developed a rider pro/f_i le graphic and the layout for a printed rider survey.

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.

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 pro/f_i le sheets.

Los Angeles County Metropolitan Transportation Authority, LA Metro NextGen Bus Study, Graphic Design (2019-2020)
— Bobbi led the offsetting of routes on various maps to present to the public the comparison of existing vs. proposed changes.

Victor Valley Transit Authority (VVTA) Comprehensive Operations Analysis, Victorville, CA, Graphic Designer (2023-2024)
— Bobbi designed a custom template for the route pro/f_i le sheets, as well as for the route recommendations.
— She developed custom graphics to be used in a survey memo.

Riverside Transit Agency (RTA) Sustainable Services Plan, Riverside, CA, Graphic Designer (2022-2023)
— Bobbi designed outreach materials, including a surveyor badge, /f_l yer 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, report design, and an infographic illustrating the /f_i ndings from an onboard survey.

Project Role: Graphic Designer4
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 48 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Bobbi Jo Duley, Page 2
Great Falls Transit (GFT) Transit Development Plan, Great Falls, MT, Graphic Designer (2023-2024) — Bobbi developed a rider pro/f_i le graphic, and led the design and layout for the onboard and community surveys.

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 /f_i nal 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 a custom template for the route pro/f_i le sheets and generated 2019 and 2023.

Sound Transit Service Planning Support, Seattle, WA, Graphic Designer (2022-Present) — Bobbi 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.

Sun Systems Comprehensive Operations Analysis, Tucson, AZ, Graphic Designer (2022-Present) — Bobbi led the design and layout of the Final Report, and developed custom graphics, including rider pro/f_i le, and service and capital improvement graphics.

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 pro/f_i le 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 and Service Evaluation, including custom infographics and charts.

Des Moines Area Regional Transit Authority On-Call Planning Services, Des Moines, IA, Graphic Design (2021)
— Bobbi developed a custom theme and graphics for the ArcGIS StoryMap and oversaw the look and feel of the /f_i nal deliverable.
— She led the design and layout of additional assets and printed materials, including a printed spiral- bound booklet, handouts, posters, custom icons, a summary table, frequency and span charts, etc.

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 /f_l yer, 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 /f_i nal deliverable.

Anaheim Transportation Network Center City Corridors, Anaheim, CA, Graphic Design (2021) — Bobbi developed custom graphics for a presentation comparing different transit modes.

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.4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 49 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

E. Gutierrez|Page 1
Professional Summary
Edgar Gutierrez has 18 years of community relations and land use experience having worked on projects for various Southern California public agencies. For Arellano Associates, Edgar provides premiere client services for urban and transportation planning projects, strategic communications, message development, inter-agency relations, stakeholder engagement, and overall project organization and implementation. He has exhibited a tremendous ability to relate to both public and private sector clients, as well as evaluate their needs and offer excellent “real-time” conventional and innovative solutions. His professional services have been executed in the areas of transportation, air quality, land use, equity as well as other policy and legislative projects.

Edgar advises on equity-focused projects, leveraging his experience in coalition building and stakeholder outreach to diverse communities, including Latino and underserved groups. Edgar’s fluency in Spanish enhances his ability to engage multicultural audiences. He has successfully led outreach for rail transit, managed lanes, transit- oriented corridors, and first/last mile projects. In his role as Project Director, Edgar oversees project teams, optimizes project management practices, and contributes to the professional growth of senior staff, ensuring excellence and continuous improvement in all aspects of project performance.

Project Experience
LLooss AAnnggeelleess CCoouunnttyy MMeettrrooppoolliittaann TTrraannssppoorrttaattiioonn AAuutthhoorriittyy ((MMeettrroo)),, OOrraannggee LLiinnee BBuuss RRaappiidd TTrraannssiitt ((BBRRTT)) IImmpprroovveemmeennttss PPrroojjeecctt,, LLooss AAnnggeelleess –– SSaann FFeerrnnaannddoo VVaalllleeyy,, CCAA (Sept. 2017 – March 2019)
Up to $320 million in improvements were studied for the Metro Orange Line (MOL), an existing 18-mile BRT Corridor in the San Fernando Valley that has been operating since 2005. Improvements include enhancements to operating speeds, capacity, and safety, while addressing passenger needs and minimizing disruption to the San Fernando Valley residents. Edgar served as the Project Manager for Arellano Associates assisting with the implementation of various outreach services, including public meetings, project awareness surveys at MOL BRT stations, corridor tours with elected offices and key stakeholders, event booths and pop-up information tables, and the production of supporting informational materials and communication tools.

Edgar Gutierrez
PPrroojjeecctt DDiirreeccttoorr

EEdduuccaattiioonn
Master of City & Regional
Planning, California Polytechnic
State University, San Luis Obispo,
2008
Bachelor of Arts, Sociology,
University of California, Santa
Barbara, 2006
Bachelor of Arts, Spanish,
University of California, Santa
Barbara, 2006
YYeeaarrss wwiitthh AArreellllaannoo AAssssoocciiaatteess 11 YYeeaarrss ooff EExxppeerriieennccee
18 AArreeaass ooff EExxppeerrttiissee
• Project Management
• Strategic Planning
• Public Speaking
• CEQA/NEPA
• Urban & Regional Planning
• CBO Partnerships
• Targeted Outreach, EFC
• Rail Transit (light rail,
regional, high-speed)
• First/Last Mile, TOD, TOC
• Managed Lanes (HOV,
Express Lanes, Smart
Freeways, toll)
• Event Planning
• Biliterate: English & Spanish

4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 50 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

E. Gutierrez|Page 2
MMeettrroo AAccttiivvee TTrraannssppoorrtt PPrrooggrraamm CCyyccllee 11 –– GG LLiinnee ((OOrraannggee)) SSeeppuullvveeddaa SSttaattiioonn FFiirrsstt//LLaasstt MMiillee PPllaann,, VVaann NNuuyyss,, CCAA (July 2022 – March 2024)
The G Line (Orange) Sepulveda Station currently serves riders using the G Line to commute to and from the San Fernando Valley into North Hollywood or another stop along the G Line busway. This project aims to improve access and first/last mile opportunities to the future relocated G Line station. Edgar serves as the Principal-in-Charge on this project and is continually providing guidance for the implementation of the public participation plan as well as supporting the technical team and Metro with the development of in-person engagement strategies and staffing in-person pop-up survey events.

OOmmnniittrraannss,, WWeesstt VVaalllleeyy CCoonnnneeccttoorr,, SSaann BBeerrnnaarrddiinnoo CCoouunnttyy,, CCAA (2016 – 2017) Arellano Associates provided project outreach for the previous Alternatives Analysis phase and was brought back to oversee outreach for the environmental review phase of this project providing bus rapid transit to west valley communities of Pomona, Montclair, Ontario, Rancho Cucamonga, and Fontana.

Edgar served as Deputy Outreach Manager for this comprehensive community and stakeholder engagement effort including stakeholder and city council briefings, collateral materials development, key messaging development and coordination and facilitation of three rounds of public meetings in each city.

Edgar also led the development and maintenance of the electronic communication tools for the project, including the project website and social media page.

MMeettrroo,, II--440055 ffrroomm WWiillmmiinnggttoonn AAvveennuuee ttoo MMaaiinn SSttrreeeett IImmpprroovveemmeennttss PPrroojjeecctt –– PPAA//EEDD,, CCaarrssoonn,, CCAA (Sept. 2023 – Present)
Metro, in cooperation with Caltrans, the City of Carson, and the South Bay Cities Council of Governments, is proposing to add five auxiliary lanes on I-405 between Wilmington Avenue to Main Street. The purpose of the project is to improve freeway operations and safety through the construction of auxiliary lanes between on- and off-ramps. The project involves the delivery of a Project Approval & Environmental Document (PA&ED) with the anticipated environmental document being an Environmental Impact Report (EIR) in compliance with the California Environmental Quality Act (CEQA) and an Environmental Assessment (EA) in compliance with the National Environmental Policy Act (NEPA). Arellano Associates (AA) is providing support to the technical prime during the legally required milestones for the PA/ED phase. Edgar serves as Principal-in-Charge for the planning and execution of scoping meetings and public hearings, along with all notifications.

MMeettrroo,, II--440055 SSeeppuullvveeddaa PPaassss EExxpprreessss LLaanneess CCoommmmuunniittyy EEnnggaaggeemmeenntt PPrrooggrraamm,, LLooss AAnnggeelleess,, CCAA (Feb. 2020 – Present)
Metro is preparing Project Approval/Environmental Document (PA/ED) for the potential implementation of Express Lanes on this corridor. Edgar is the Principal-in-Charge and Project Manager in support of the I- 405 Sepulveda Pass Express Lanes Project. He ensures the implementation of a comprehensive public participation plan including scoping meetings (virtual), project update meetings, public hearings, regular e-newsletters, targeted outreach to equity focused communities, partnerships with Community Based Organizations (CBOs), briefings, surveys, information booths at local events, and pop-up tables at popular destinations along the corridor. He is currently leading an e-newsletter campaign that includes project updates, presentation videos, interactive tools, and other resources for keeping the stakeholders informed and involved post-scoping and through the rest of the PA/ED process. Edgar also leads the development of project communication tools and informational materials, including two bilingual (English 4

E. Gutierrez|Page 3
and Spanish) interactive StoryMaps – one offers details on the proposed project and the other serves as an educational tool illustrating how Express Lanes work.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 51 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

N. Casillas|Page 1
Professional Summary
Nora Casillas has over 20 years of experience in project management, stakeholder engagement, and equity-focused public outreach for transportation and infrastructure projects. She specializes in developing comprehensive community outreach strategies that address diverse needs while fostering trust and collaboration among clients, stakeholders, and the public. Fluent in Spanish, Nora ensures equitable access to project information and participation for underserved communities. Her expertise in strategic planning, program evaluation, and facilitation has made her a valuable leader in multimodal transportation initiatives, ensuring projects are inclusive and responsive to community needs.

Project Experience
FFooootthhiillll TTrraannssiitt CCoommpprreehheennssiivvee OOppeerraattiioonnaall AAnnaallyyssiiss ((CCOOAA)),, LLooss AAnnggeelleess CCoouunnttyy,, CCAA (Sept. 2022 – Dec. 2022) Foothill Transit Forward was a Comprehensive Operational Analysis (COA) that evaluated the current Foothill Transit’s bus service to enhance efficiency, accessibility, and convenience across the San Gabriel Valley. The project south to develop a service plan that better meets community needs. As Senior Project Coordinator, Nora played a pivotal role in overseeing outreach efforts and stakeholder engagement. Nora coordinated stakeholder meetings, virtual workshops and Spanish-language communications, ensuring accessibility. She also provided regular outreach updates at PDT meetings to maintain team alignment.

LLooss AAnnggeelleess CCoouunnttyy MMeettrrooppoolliittaann TTrraannssppoorrttaattiioonn AAuutthhoorriittyy ((MMeettrroo)),, ZZeerroo--EEmmiissssiioonn BBuuss PPrrooggrraamm MMaasstteerr PPllaann UUppddaattee (Oct. 2024 – Present)
The project assesses needs and opportunities for regional zero- emission bus charging infrastructure, aiming to identify shared solutions that align with Metro’s strategic priorities, including financial planning and potential revenue generation, to advance zero-emission transportation goals. As Deputy Project Manager, Nora coordinates the development of the Draft Regional Charging Communications and Outreach Strategy, including stakeholder identification and conducting interviews, focus groups and a survey to better understand Metro’s commitment to shared charging infrastructure.

MMeettrroo,, RReeccoonnnneeccttiinngg CCoommmmuunniittiieess aanndd NNeeiigghhbboorrhhooooddss ((RRCCNN)),, LLooss AAnnggeelleess,, CCAA (Sept. 2024 – Present)
The initiative includes 33.5 miles of bus priority lanes, 5 mobility hubs, Nora Casillas
DDeeppuuttyy PPrroojjeecctt MMaannaaggeerr

EEdduuccaattiioonn
Master of Arts, Public Policy,
Emphasis in Community &
Economic Development,
University of Southern
California, Los Angeles, 2004
Bachelor of Arts, Sociology,
Emphasis in City & Regional
Planning & Spanish, University of
California, Berkeley, 2000
YYeeaarrss wwiitthh AArreellllaannoo AAssssoocciiaatteess 3 YYeeaarrss ooff EExxppeerriieennccee
21 AArreeaass ooff EExxppeerrttiissee
• Strategic Planning
• Project Management
• Program Planning &
Evaluation
• Stakeholder Engagement
• Public Speaking
• Survey Development and
Analysis
• Bilingual - Spanish

4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 52 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

N. Casillas|Page 2
5 first/last mile locations, 60 bike share stations, and enhancements for the 2028 Games. As Deputy Project Manager, Nora oversees outreach activities for the $162 million RCN grant project, managing client relations, staff coordination, and budget. Nora will collaborate with 11 cities and 4 unincorporated communities to foster strategic partnerships and ensure successful engagement.

MMeettrroo,, LLoonngg BBeeaacchh--EEaasstt LLooss AAnnggeelleess CCoorrrriiddoorr MMoobbiilliittyy IInnvveessttmmeenntt PPllaann ((LLBB--EELLAA CCMMIIPP)),, LLooss AAnnggeelleess,, CCAA (Nov. 2021 – July 2024)
The LB-ELA CMIP represents a transformative collaboration between LA Metro and community stakeholders to address long-standing issues along the I-710 South Corridor. This initiative redefined Metro’s approach to community outreach, resulting in its first-ever community -focused Investment Plan.

Led by Arellano Associates, innovative engagement strategies ensured diverse and representative voices shaped the process, fostering trust with affected communities. Nora ensured an equitable process by equipping Task Force and Committee Members, as well as the public, with the information and tools to participate in this robust process. Nora supervised the day-to-day performance of project tasks and staff and provided quality assurance across all aspects of the project. Nora assisted in the development of content for monthly Task Force, Coordinating Committee, and Zero-Emission Truck Working Group meetings, and contributed to the Investment Plan development. The LB-ELA CMIP received the 2024 Mobility 21 Leadership in Equity award, for its regional impact and inclusive collaboration.

LLoonngg BBeeaacchh TTrraannssiitt CCaarrssoonn NNeettwwoorrkk IInntteeggrraattiioonn SSttuuddyy,, CCaarrssoonn,, CCAA (April 2023 – July 2023) The purpose of the Carson Network Integration Study was to assess the existing conditions of Long Beach Transit routes in the City of Carson since they were first introduced in 2021. The study explored ways to improve service for those using transit within and through Carson while improving regional connectivity.

Nora developed the public participation plan, social media strategy, and the planning and execution of a community survey and key stakeholder interviews during the first phase of the project.

MMeettrroo,, II--440055 SSeeppuullvveeddaa PPaassss EExxpprreessssLLaanneess CCoommmmuunniittyy EEnnggaaggeemmeenntt PPrrooggrraamm, LLooss AAnnggeelleess,, CCAA (Sept. 2023 – Present)
The I-405 Sepulveda Pass corridor, between I-10 and US-101, experiences heavy demand during peak commute hours that exceeds the freeway’s capacity. Metro is preparing Project Approval/Environmental Document (PA/ED) for the potential implementation of ExpressLanes on this corridor. As Deputy Project Manager, Nora manages client communication, staff coordination, community-based organization engagement, and the delivery of multilingual outreach tools. Her work ensures equitable community representation and integration of stakeholder feedback.

LLooss AAnnggeelleess CCoouunnttyy BBiiccyyccllee MMaasstteerr PPllaann UUppddaattee,, LLooss AAnnggeelleess CCoouunnttyy,, CCAA (Feb. 2023 – Aug. 2023) The County of Los Angeles Department of Public Works sought to update the Los Angeles County Bicycle Master Plan (BMP). Last revised in 2012, the BMP establishes a vision for the future of biking in the County. As Deputy Project Manager, Nora played a key role in overseeing outreach strategies during the project’s first phase. Her efforts include virtual workshops, in-person open houses, pop-up events, social media campaigns, email and project helpline communications, and collaboration with community-based organizations to promote project awareness and public participation in the existing conditions survey. 4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 53 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

Christina Winberry
Associate, Four Nines Technologies
Years in Transit: 5 | Years with Four Nines Technologies: 3 Responsibilities: Christina manages several fare study and Title VI equity analysis projects for Four Nines Technologies.

EXPERIENCE
Municipality of Anchorage, Public Transportation Department, Transit Fare Study — Project Manager
2024 - PRESENT
Four Nines is undertaking a fare study to identify and recommend fare structures for both their fixed route and paratransit services to attract new riders, increase ridership, improve the customer experience, promote transit as a travel option, improve boa rding times and efficiency, reduce agency costs, minimize the impact to fare revenue, encourage fare simplicity, and enhance access and equity.

This study will include a current state analysis, peer review and zero fare analysis to understand the costs and benefits of implementing a zero fare policy in order to develop a recommended fare structure.

Gorge Tourism Alliance, Gorge Transit Simplicity Audit and Fare Collection Presentation — Project Manager
2024 - PRESENT
Four Nines is supporting the four transit providers serving the Columbia River Gorge area in Oregon and Washington in a review of their service offerings, bus stop amenities, marketing and customer education, and fare policies. Four Nines will produce a recommendation to simplify and unify their marketing and communication efforts to help increase ridership across all four transit providers. Four Nines will also conduct a fare collection 101 presentation with high level information on fare collection techno logy offerings and alternatives for the four transit providers.

FTA Enhancing Mobility Innovation Grant, Verifying Low-Income Fare Eligibility via Connections to Other State Databases — Researcher
2023 - PRESENT

SERVICE AREAS
Title VI Fare Equity Analysis
Fare Strategy
Fare Collection
Transportation Planning
Stakeholder Outreach
Community Engagement
Academic Research

EDUCATION
BA, Anthropology, Bryn Mawr
College
Master of Urban and
Regional Planning,
Portland State
University

CERTIFICATIONS
GIS Proficiency
Certificate
Four Nines is leading an Enhancing Mobility Grant research effort with Rochester RTS and other partners to investigate the ability to automate enrollment into means-tested low-income fare reduction programs. She has conducted research into both transit low-income fare programs and non-transit low-income programs to understand eligibility processes and determine potential crossovers and efficiencies and is a primary author of the forthcoming research report, which was presented at the Transportation Research Board in early 2025.

San Joaquin Regional Rail Commission & San Joaquins Joint Powers Authority, Technical Assistance for New Ticketing System — Analyst
2022 - PRESENT
Four Nines is supporting SJRRC and SJJPA with two related fare collection projects: the first to procure and implement a new ticketing system for the Altamont Corridor Express (ACE) commuter rail service and the second to replace the San Joaquins’ intercit y rail fare collection system, integrate it with an inventory system, and enable future integrations with ACE and other services such as the CAHSR initial operating segment.

Christina supported development of the Concept of Operations for ACE, management of requirements throughout the RFP development, and has provided best practice information to SJRRC and SJJPA related to their fare program.

Metrolink, Fare Policy, Ridership & Compliance Analysis On-Call — Consultant 2021 - PRESENT
Four Nines is providing on-call support to evaluate fare policy decisions, develop ridership and revenue projections, provide Title VI guidance, and review the Authority’s methodology for calculating unlinked passenger trips and passenger miles traveled for NTD reporting. Recent work has included several Title VI fare equity analyses and service equity analyses, evaluating alternative fare reduction strategies, analyzing recent ridership trends, completing a peer review of Title VI fare policies at other commuter rail agencies to guide Metrolink’s revision of its policies, and reviewing and certifying the methodology for calculating unlinked passenger trips and passenger miles traveled. Fare reduction strategies have included systemwide fare decreases, targeted decreases, introduction of new multi -day passes, and fare capping. Christina has led the 4 Christina Winberry - Four Nines Technologies 2 development of multiple Title VI analysis for Metrolink over the past three years. She has been the primary author of the final report and managed the team conducting the data analysis.

TriMet, Fare Subsidy Research Services — Project Manager 2024 - 2025
Four Nines researched fare practices and programs across America to support vulnerable rider groups, funding sources for these fare policies and programs and peer agencies’ consideration and implementation of fare -less systems. As project manager, Christin a was responsible for the consistency throughout the project. She led development of the transit agency survey that guided the first two phases of the projects and presented interim project findings to TriMet’s Fare Subsidy Working Group.

Ben Franklin Transit, Comprehensive Fare Study — Consultant 2021 - 2024
Four Nines assessed Ben Franklin Transit’s fare structure, policies, and technologies to meet the agency’s goal of providing a streamlined experience and more easily understandable system for riders. The development of fare strategies and evaluation of fare alternatives empowered BFT to redefine its goals as an agency and create measures of success to review progress towards those goals. In addition to a review of BFT’s fixed route and paratransit services, the study included a detailed analysis of BFT’s vanpool program pricing. Christina completed the geospatial analysis required throughout the project to understand current fare usage as well as the current fare distribution network.

CapMetro, Title VI Fare Equity Analysis: Transit Pass for the Unhoused Community – Task Lead 2023
Four Nines conducted a Title VI fare equity analysis for CapMetro’s proposed free fares for people who are unhoused or experi encing housing insecurity. The proposed Transit Pass for the Unhoused Community utilizes the HMIS database for eligibility purposes. Christina used data from CapMetro’s 6-month pilot of the fare program as well as our model from a recent CapMetro Title VI project to conduct this Title VI. The fa re equity analysis, led by Christina, assessed whether the proposed changes would result in either Disparate Impacts on minority customers or a Disproportionate Burden on low-income customers, and concluded with a result of no findings.

Regional Transportation Commission of Southern Nevada, Title VI Fare Analysis — Project Manager 2023
Four Nines reviewed RTC’s existing fare structure and proposed fare changes to conduct an equity analysis. This entails analyzed data from several sources, including customer and visitor travel surveys, as well as sales and transaction data. Four Nines built on these insights and developed a fare and ridership model to assess the effects of the fare change on minority and/or low-income customers, ultimately ensuring a successful fare launch in late 2023. As project manager, Christina led the entire effort including development of the data request, data cleansing, and write up of the final report.

Denver RTD, Systemwide Fare Study and Equity Analysis — Consultant 2021 - 2023
Four Nines conducted a comprehensive review of RTD’s fare structure and pass programs. Three goals were developed to guide the recommendations: Equity, Affordability, and Simplicity. The study process explored the trade-offs associated with different approaches to achieve these goals. The study had a strong emphasis on public outreach to obtain input directly from RTD customers. In addition to the public participation process to obtain public comment on the recommendation, customers and stakeholders were engaged during the review of RTD’s fare structure to identify what is and is not working, consideration of different conceptual fare options, and evaluation of fare alternatives. The RTD Board adopted the new fare structure in summer 2023; the fare structure was implemented in January 2024. Christina provided support throughout the project, including leading development of the SWOT and gathering information on peer Title VI mitigation approaches.

Jacksonville Transportation Authority, Comprehensive Fare Study — Consultant 2021 - 2023
Four Nines investigated fare strategy approaches after developing fare policy and fare collection recommendations aligned with the Authority’s strategic fare strategy goals. During Phase 1, Four Nines conducted a comprehensive fare study of JTA’s existing fare structure and fare policies with a current state analysis, interviews of JTA stakeholders to understand existing pain points and opportunities for improvement, and workshops to explore fare policy and fare collection opportunities. Based on the findings of the current state analysis and the outcomes of the workshops, Four Nines conducted Phase 2 of the project to address fare program and fare collection needs including fare simplification, technology, regional efforts and fare collection enhancements, with a key outcome of Phase 2 of the Comprehensive Fare Study being the development of a set of fare strategy priorities.

CapMetro, Fare Structure Study Task Order — Consultant
2021 - 2022
Four Nines reviewed CapMetro’s current fare structure, products, programs, policies, and pricing and evaluated alternatives as CapMetro Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 54 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Christina Winberry - Four Nines Technologies 2 development of multiple Title VI analysis for Metrolink over the past three years. She has been the primary author of the final report and managed the team conducting the data analysis.

TriMet, Fare Subsidy Research Services — Project Manager 2024 - 2025
Four Nines researched fare practices and programs across America to support vulnerable rider groups, funding sources for these fare policies and programs and peer agencies’ consideration and implementation of fare -less systems. As project manager, Christin a was responsible for the consistency throughout the project. She led development of the transit agency survey that guided the first two phases of the projects and presented interim project findings to TriMet’s Fare Subsidy Working Group.

Ben Franklin Transit, Comprehensive Fare Study — Consultant 2021 - 2024
Four Nines assessed Ben Franklin Transit’s fare structure, policies, and technologies to meet the agency’s goal of providing a streamlined experience and more easily understandable system for riders. The development of fare strategies and evaluation of fare alternatives empowered BFT to redefine its goals as an agency and create measures of success to review progress towards those goals. In addition to a review of BFT’s fixed route and paratransit services, the study included a detailed analysis of BFT’s vanpool program pricing. Christina completed the geospatial analysis required throughout the project to understand current fare usage as well as the current fare distribution network.

CapMetro, Title VI Fare Equity Analysis: Transit Pass for the Unhoused Community – Task Lead 2023
Four Nines conducted a Title VI fare equity analysis for CapMetro’s proposed free fares for people who are unhoused or experi encing housing insecurity. The proposed Transit Pass for the Unhoused Community utilizes the HMIS database for eligibility purposes. Christina used data from CapMetro’s 6-month pilot of the fare program as well as our model from a recent CapMetro Title VI project to conduct this Title VI. The fa re equity analysis, led by Christina, assessed whether the proposed changes would result in either Disparate Impacts on minority customers or a Disproportionate Burden on low-income customers, and concluded with a result of no findings.

Regional Transportation Commission of Southern Nevada, Title VI Fare Analysis — Project Manager 2023
Four Nines reviewed RTC’s existing fare structure and proposed fare changes to conduct an equity analysis. This entails analyzed data from several sources, including customer and visitor travel surveys, as well as sales and transaction data. Four Nines built on these insights and developed a fare and ridership model to assess the effects of the fare change on minority and/or low-income customers, ultimately ensuring a successful fare launch in late 2023. As project manager, Christina led the entire effort including development of the data request, data cleansing, and write up of the final report.

Denver RTD, Systemwide Fare Study and Equity Analysis — Consultant 2021 - 2023
Four Nines conducted a comprehensive review of RTD’s fare structure and pass programs. Three goals were developed to guide the recommendations: Equity, Affordability, and Simplicity. The study process explored the trade-offs associated with different approaches to achieve these goals. The study had a strong emphasis on public outreach to obtain input directly from RTD customers. In addition to the public participation process to obtain public comment on the recommendation, customers and stakeholders were engaged during the review of RTD’s fare structure to identify what is and is not working, consideration of different conceptual fare options, and evaluation of fare alternatives. The RTD Board adopted the new fare structure in summer 2023; the fare structure was implemented in January 2024. Christina provided support throughout the project, including leading development of the SWOT and gathering information on peer Title VI mitigation approaches.

Jacksonville Transportation Authority, Comprehensive Fare Study — Consultant 2021 - 2023
Four Nines investigated fare strategy approaches after developing fare policy and fare collection recommendations aligned with the Authority’s strategic fare strategy goals. During Phase 1, Four Nines conducted a comprehensive fare study of JTA’s existing fare structure and fare policies with a current state analysis, interviews of JTA stakeholders to understand existing pain points and opportunities for improvement, and workshops to explore fare policy and fare collection opportunities. Based on the findings of the current state analysis and the outcomes of the workshops, Four Nines conducted Phase 2 of the project to address fare program and fare collection needs including fare simplification, technology, regional efforts and fare collection enhancements, with a key outcome of Phase 2 of the Comprehensive Fare Study being the development of a set of fare strategy priorities.

CapMetro, Fare Structure Study Task Order — Consultant
2021 - 2022
Four Nines reviewed CapMetro’s current fare structure, products, programs, policies, and pricing and evaluated alternatives as CapMetro 4 Christina Winberry - Four Nines Technologies 3 prepared for the implementation of its new customer payment system. The outcome of the study was a fare strategy that meets CapMetro’s needs as it launches its new payment system and as the region builds out Project Connect that includes expansion of the rail system, a downtown transit tunnel, and expanded bus system, including new park-and-rides and additional BRT and circulator services. This study built on other work being conducted by Four Nines to provide on- call support as CapMetro designs, procures, and implements the customer payment system.

Previous work included modeling the revenue impacts of instituting fare capping in the new account-based system.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 55 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

Maeve Clements
Senior Consultant, Four Nines Technologies
Years in Transit: 17 | Years with Four Nines Technologies: 3 Responsibilities: Maeve is responsible for project managing several fare study and research projects for Four Nines Technologies.

EXPERIENCE
Municipality of Anchorage, Public Transportation Department, Transit Fare Study — Senior Consultant
2024 - PRESENT
Four Nines is undertaking a fare study to identify and recommend fare structures for both their fixed route and paratransit services to attract new riders, increase ridership, improve the customer experience, promote transit as a travel option, improve boa rding times and efficiency, reduce agency costs, minimize the impact to fare revenue, encourage fare simplicity, and enhance access and equity.

This study will include a current state analysis, peer review and zero fare analysis to understand the costs and benefits of implementing a zero fare policy in order to develop a recommended fare structure.

FTA Enhancing Mobility Innovation Grant, Verifying Low-Income Fare Eligibility via Connections to Other State Databases — Researcher
2023 - PRESENT
Four Nines is leading an Enhancing Mobility Grant research effort with Rochester RTS and other partners to investigate the ability to automate enrollment into means -tested low -income fare reduction programs. She has conducted research into both transit low-income fare programs and non-transit low- income programs to understand eligibility processes and determine potential crossovers and efficiencies and is a primary author of the forthcoming research report, which she presented at the Transportation Research Board in early 2025.

North County Transit District, Business Systems Analysis — Consultant 2023 - PRESENT
Four Nines is providing a business systems assessment and plans to NCTD to assist in streamlining data the agency collects and reports to management and NTD. This work includes an agency-wide analysis of the existing data sources and their use, followed by recommendations to maximize and optimize the use of systems to improve decision making and other operational business activities. The project will also result in a set of Standard Operating Procedures to formalize the recommendations and to provide ongoing guidance and reference for NCTD employees. Areas of focus have included performance measure miles, hours and costs, incidents, video surveillance data management, ridership and human resources.

SERVICE AREAS
Fare Policy
Fare Collection
Transportation Planning
Policy Development
Project Management
Benchmarking Research

EDUCATION
Essentials of Survey Design,
University of Southampton
Transport Economics Module of
Transport Masters, Imperial
College London
BA, 2.1 Mathematics &
Economics, University of Kent
at Canterbury

CERTIFICATIONS
Association for Project
Management Introductory
Project Management Certificate
TriMet, Fare Subsidy Research Services — Consultant
2024 - 2025
Four Nines researched fare practices and programs across America to support vulnerable rider groups, funding sources for these fare policies and programs and peer agencies’ consideration and implementation of fare -less systems. As part of the core project team, Maeve led interviews with peer agencies to understand their programs and potential applicability to TriMet. She also was the primary author for the Phase 3 report on zero-fare programs and presented project findings to TriMet’s Board and Fare Subsidy Working Group.

Jacksonville Transportation Authority, Fare Collection Consulting Services — Consultant 2023 - 2024
Four Nines supported the development of a strategy and scope of work for the upgrade of JTA’s fare collection solution to mee t the needs identified in the Comprehensive Fare Study and achieve JTA’s fare strategy goals. The scope of work was developed to us e modern fare technology to support JTA in achieving JTA’s Strategic MOVE2027 Plan goals, support future fare policy improvements, infrastructure improvements like the new U2C program, and other agency -wide goals and values such as financial stability and core values of equity and affordability. She provided project management support and supported requirements development. 4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 56 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Maeve Clements - Four Nines Technologies 2
Washington Metropolitan Area Transit Authority, Fare System Back Office — Consultant 2022 - 2024
Four Nines led a team in support of an upgrade to an easier, faster, and more modern account-based fare collection back office that will allow WMATA to continue to build on the successes of its current card -based SmarTrip technology. Four Nines conducted a current state analysis and defined requirements to guide selection, design, and implementation of WMATA’s next generation electronic fare collection system. Four Nines developed the plan that will guide the back office transition to be accomplished without significant disruption to the rider experience and supported development of the final procurement package; release of the RFP has been delayed due to agency budget constraints. Maeve assisted with developing the current state analysis and requirements development, verification, and management.

South Florida Regional Transportation Authority, Industry Review of Automated Fare Collection System Replacement — Project Manager
2023
Four Nines conducted an industry review of automated fare collection systems and developed an acquisition approach for the replacement of SFRTAs current Nextfare system. The review included a survey and analysis of SFRTA’s AFCS back office functions and de vices. Four Nines authored requirements needed for system replacement, identified and met vendors that best meet SFRTA’s needs, and recommended approaches for acquisition of a new fare collection system. Maeve served as Project Manager and guided the project and all deliverables and was responsible for communications and coordination with the client.

Regional Transportation Commission of Southern Nevada, Title VI Fare Analysis — Senior Analyst 2023
Four Nines reviewed RTC’s existing fare structure and proposed fare changes to conduct an equity analysis. This entails analyzed data from several sources, including customer and visitor travel surveys, as well as sales and transaction data. Four Nines built on these insights and developed a fare and ridership model to assess the effects of the fare change on minority and/or low-income customers, ultimately ensuring a successful fare launch in late 2023. Maeve supported data cleaning and analysis to support development of the Average Fare Analysis and helped author the Equity Analysis Report.

Denver RTD, Systemwide Fare Study and Equity Analysis — Consultant 2022 - 2023
Four Nines conducted a comprehensive review of RTD’s fare structure and pass programs. Three goals were developed to guide the recommendations: Equity, Affordability, and Simplicity. The study process explored the trade- offs associated with different approaches to achieve these goals. The study had a strong emphasis on public outreach to obtain input directly from RTD customers. In addition to the public participation process to obtain public comment on the recommendation, customers and stakeholders were en gaged during the review of RTD’s fare structure to identify what is and is not working, consideration of different conceptual fare options, and evaluati on of fare alternatives. The RTD Board adopted the new fare structure in summer 2023; the fare structure was implemented in January 2024. Maeve led development of the alternatives evaluation, and was the lead author of white papers on grant funded programs and free fares for youth.

Jacksonville Transportation Authority, Comprehensive Fare Study — Consultant 2022 - 2023
Four Nines investigated fare strategy approaches after developing fare policy and fare collection recommendations aligned with the Authority’s strategic fare strategy goals. During Phase 1, Four Nines conducted a comprehensive fare study of JTA’s existing fare structure and fare policies with a current state analysis, interviews of JTA stakeholders to understand existing pain points and opportunities for improv ement, and workshops to explore fare policy and fare collection opportunities. Based on the findings of the current state analysis and the outcomes of the workshops, Four Nines conducted Phase 2 of the project to address fare program and fare collection needs including fare simpl ification, technology, regional efforts and fare collection enhancements, with a key outcome of Phase 2 of the Comprehensive Fare Study being the development of a set of fare strategy priorities. Maeve led the development of the simplification recommendations, including eliminating an underutilized 3-day ticket. She also was the primary author on a memo related to implementing fare capping.

Denver RTD, Zero Fare August Impact Analysis — Consultant 2022
Four Nines conducted the impact analysis for RTD’s “Zero Fare for Better Air” initiative. This is a statewide initiative (Colorado Senate Bill 22- 180). The Impact Analysis assessed the impact of zero fares across RTD’s services on ridership, revenue, operations, and customers. Four Nines led a team undertaking analysis of ridership and performance data and conducting employee focus groups to identify the impacts and produce recommendations for the operation of possible future zero fare programs.

Central Ohio Transit Authority, Strategic Peer Review — Deputy Project Manager 2022
Four Nines conducted a strategic peer review to understand IT organization and operating models within the transit industry. Four Nines 4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 57 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

Amy Martin
Senior Consultant, Four Nines Technologies
Years in Transit: 11 | Years with Four Nines Technologies: 8 Responsibilities: Amy co-leads the Fare Collection Systems portion of the business, and leads several fare collection projects for Four Nines Technologies.

EXPERIENCE
San Joaquin Regional Rail Commission, Title VI Program Update — Project Manager
2025 - PRESENT
Four Nines is leading SJRRC’s triennial update to their Title VI Program Plan, which was last updated in 2022. As part of the update, we are identifying and developing needed updates to SJRRC’s Title VI Plan including a new LEP Four Factor Analysis, LEP Plan, and creation of SJRRC’s first Public Participation Plan.

In addition to completing the program plan update, Four Nines is leading a Title VI Equity Analysis for the two proposed sites for new maintenance facilities as part of SJRRC’s Valley Rail Progra m. Amy is responsible for project oversight and coordination of the technical subconsultant. TMD.

Municipality of Anchorage, Public Transportation Department, Transit Fare Study — Senior Consultant
2024 - PRESENT
Four Nines is undertaking a fare study to identify and recommend fare structures for both their fixed route and paratransit services to attract new riders, increase ridership, improve the customer experience, promote transit as a travel option, improve boa rding times and efficiency, reduce agency costs, minimize the impact to fare revenue, encourage fare simplicity, and enhance access and equity.

This study includes a current state analysis, peer review and zero fare analysis to understand the costs and benefits of implementing a zero fare policy in order to develop a recommended fare structure. Amy led the development of an estimate of current fare collection costs and authored the fare collection section of the peer review, in addition to providing other project support.

San Joaquin Regional Rail Commission & San Joaquins Joint Powers Authority, Technical Assistance for New Ticketing System — Project Manager 2022 - PRESENT
Four Nines is supporting SJRRC and SJJPA with two related fare collection projects: the first to procure and implement a new ticketing system for the Altamont Corridor Express (ACE) commuter rail service and the second to replace the San Joaquins’ intercity rail fare collection system, integrate it with an inventory system, and enable future integrations with ACE and other services such as the CAHSR initial operating segment. As project manager, Amy is responsible for both administrative project oversight as well as providing fare collection subject matter expertise. She has led the development of the ACE Concept of Operations and RFP, design review of the vendor’s documentation, and is supporting a multi-agency working group focused on the future of intercity ticketing in California.

SERVICE AREAS
Fare Collection
Multi-Agency Fare Payment
Technology
Fare Policy Strategy
Transportation Planning
Governance & Organizational
Structures
Academic Research

EDUCATION
MA, City Planning, University of
California, Berkeley
BS, Environmental Policy
Analysis & Planning, University
of California, Davis

CERTIFICATIONS
Project Management
Professional

PUBLICATIONS
TCRP Research Report 234
(2022). Measuring and
Managing Fare Evasion.

Denver RTD, Account-Based Ticketing Implementation Support — Project Manager 2021 - PRESENT
Building on the 2020 high-level transition plan we developed, Four Nines provided detailed transition planning and other implementation support services to RTD as the District replaced its card-based fare collection system with a new account-based system and now as they look towards making their next generation electronic fare collection investment. Recently, Amy has supported efforts related to planning for the launch of open payment acceptance, the sunsetting of select legacy paper ticket products, and requirements development for a new back office fare payment solution.
4 Amy Martin - Four Nines Technologies 3
and assisted with vendor selection, including supporting a pre -proposal conference, providing evaluations of vendor proposals, and attendance at vendor interviews. We oversaw implementation to ensure a smooth transition to the new system.

North County Transit District, Fare Collection Assistance — Consultant 2019
Four Nines provided fare collection consulting support to NCTD as the San Diego region began upgrading its fare collection system, including assessing MTS’ award to INIT, NCTD goals and needs development, Scope of Work development, and development of a regional MOU. The work for this project also includes farebox procurement support for simplified fareboxes that will integrate with the new regional electronic fare collection system.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 58 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Amy Martin - Four Nines Technologies 2
Sound Transit, ORCA Fare System Procurement & Implementation — Consultant 2017 - PRESENT
Since 2016, Four Nines has been the lead consultant for the Seattle region’s project to replace their first generation region al ORCA fare payment system with an open architecture second generation system. The next generation system launched to the public in May 2022 and included a transition from the old to new back office vendor, installation of new field equipment, and the introduction of a new mobile app and website, all while allowing the region’s riders to continue using their existing ORCA smart cards. Amy has supported the region in a variety of ways since joining Four Nines in 2017, including leading the development and maintenance of an integrated program schedule leading up to system launch, authoring a white paper on Be In, Be Out technology and its applicability to the region, and most recently, supporting efforts to streamline eligibility processing for reduced fare customers and launch acceptance of open payments.

Marin Transit, Fare Collection Study — Consultant
2023 - 2024
Four Nines supported a Fare Collection Study, in conjunction with Rebel Group, for Marin Transit as the agency prepares for implementation of the next generation Clipper regional fare collection solution. To meet Marin Transit’s fare collection goals, we developed a suite of farebox and ridership counting alternatives which were weighed against agency evaluation criteria. We conducted interviews with farebox, APC, and other transit technology vendors to understand how their solutions may meet Marin Transit’s needs and leveraged this information to build a recommendation to move towards non-validating fareboxes and the use of APCs for NTD reporting.

Ben Franklin Transit, Comprehensive Fare Study — Consultant 2021 - 2024
Four Nines assessed Ben Franklin Transit’s fare structure, policies, and technologies to meet the agency’s goal of providing a streamlined experience and more easily understandable system for riders. The development of fare strategies and evaluation of fare alternatives empowered BFT to redefine its goals and create measures of success to review progress towards those goals. Amy led the evalua tion of BFT's fare collection technology and identified best -suited options for the agency that will ultimately improve ease of fare payment and support inter-agency or mode transfer payments, resulting in the development of a high level design document for a new fare system.

Denver RTD, Systemwide Fare Study and Equity Analysis — Deputy Project Manager 2021 - 2023
Four Nines conducted a comprehensive review of RTD’s fare structure and pass programs, exploring the trade-offs associated with different approaches to achieve the project’s three guiding principles of Equity, Affordability, and Simplicity. Amy coordinated Four Nines’ subconsultants who were responsible for conducting an extensive public participation process to obtain input directly from RTD customers.

Amy also supported a peer benchmarking effort and authored a memo on the reduction of paper fare products . The RTD Board adopted the new fare structure in summer 2023; the fare structure was implemented in January 2024.

CapMetro, Fare Structure Study Task Order — Consultant
2019 - 2020, 2021 - 2022
Four Nines reviewed CapMetro’s current fare structure, products, programs, policies, and pricing and evaluated alternatives as CapMetro prepared for the implementation of its new customer payment system. The outcome of the study was a fare strategy that meets CapMetro’s needs as it launches its new payment system and as the region builds out Project Connect that includes expansion of the rail system, a downtown transit tunnel, and expanded bus system, including new park -and-rides and additional BRT and circulator services. This study built on other work being conducted by Four Nines to provide on-call support as CapMetro designs, procures, and implements the customer payment system. Previous work included modeling the revenue impacts of instituting fare capping.

Central Ohio Transit Authority, Fares Analysis — Deputy Project Manager 2020 - 2022
COTA recently implemented a new electronic fare management system. In preparation of the new system, Four Nines conducted a f are study that included a current state review, peer benchmarking, fare evaluation and modeling, fare capping analysis, review of nonprofit, employer, and educational pass programs, and Title VI fare equity analysis. This Fares Analysis took place alongside the desi gn and implementation of a new fare management system that greatly increased COTA’s flexibility in enacting new fare policies designed to meet the needs of its riders today and into the future. Four Nines followed on the fare study with support for COTA’s design and implementation of pass programs, including a new low-income program, and the phase-out of legacy paper fare media.

Greater Portland Transit District, Consulting Services for Automated Fare Collection System — Technical Lead 2019 - 2020
Four Nines provided consulting and project management services to Greater Portland Transit District (METRO) as they procured and implemented a new account-based electronic fare collection system. We worked with METRO to create a Concept of Operations including requirements for the new system; provided technical and procurement support through the planning, developing, and issuing of an RFP; 4 Amy Martin - Four Nines Technologies 3
and assisted with vendor selection, including supporting a pre -proposal conference, providing evaluations of vendor proposals, and attendance at vendor interviews. We oversaw implementation to ensure a smooth transition to the new system.

North County Transit District, Fare Collection Assistance — Consultant 2019
Four Nines provided fare collection consulting support to NCTD as the San Diego region began upgrading its fare collection system, including assessing MTS’ award to INIT, NCTD goals and needs development, Scope of Work development, and development of a regional MOU. The work for this project also includes farebox procurement support for simplified fareboxes that will integrate with the new regional electronic fare collection system.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 59 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel

Craig Jaffe
Principal, Four Nines Technologies
Years in Transit: 16 | Years with Four Nines Technologies: 13 Responsibilities: Craig is the Co-Founder and Principal with Four Nines Technologies. He leads all transit technology projects and is the Principal-in-Charge on several fare study projects.

EXPERIENCE
Golden Gate Bridge, Highway and Transportation District, Ridership Data Dictionary Task — Finance Lead
2024 - PRESENT
The District is building a replacement for their existing ridership reporting application. The scope of that project does not currently include data flow mapping, a data dictionary, or an analysis of best practices for ridership reporting. Therefore, the D istrict has asked Four Nines to support the project by filing in those gaps. This effort will enable the resulting application to better meet the needs of the District stakeholders. Craig is leading development of the data flow and data dictionary for all finance related reports.

North County Transit District, Business Systems Analysis — Consultant 2021 - PRESENT
Four Nines is providing a business systems assessment and plans to NCTD to assist in streamlining data the agency collects and reports to management and NTD. This work includes an agency-wide analysis of the existing data sources and their use, followed by recommendations to maximize and optimize the use of systems to improve decision making and other operational business activities. The project will also result in a set of Standard Operating Procedures to formalize the recommendations and to provide ongoin g guidance and reference for NCTD employees. Areas of focus have included performance measure miles, hours and costs, incidents, video surveillance data management, ridership and human resources. Craig is leading the coordination with NCTD and is the subject matter expert for all things reporting.

Marin Transit, APC Procurement Support - Subject Matter Expert 2024
Four Nines recently led the development of an Automated Passenger Counter (APC) procurement for Marin Transit, building on the earlier Fare Collection Study’s recommendation to shift to APC counts for NTD ridership reporting. We conducted vendor outreach t o understand industry offerings and generate interest in the forthcoming RFP and developed the requirements, the scope of work narrative, an independent cost estimate, and evaluation criteria for the procurement. Craig led development of the requirements and supported vendor evaluation.

SERVICE AREAS
Enterprise Resource Planning
Service Provisions, Acquisitions
& Contracting
Information Technology
Governance
Transit Business Operations
Asset Management

EDUCATION
BS, Accounting, Loyola
Marymount University

CERTIFICATIONS
Certified Public Accountant
Project Management
Professional
IT Information Library (ITIL) v2

Jacksonville Transportation Authority, Fare Collection Consulting Services — Principal-in-Charge 2023 - 2024
Four Nines supported the development of a strategy and scope of work for the upgrade of JTA’s fare collection solution to mee t the needs identified in the Comprehensive Fare Study and achieve JTA’s fare strategy goals. The scope of work was developed to use modern fare technology to support JTA in achieving JTA’s Strategic MOVE2027 Plan goals, support future fare policy improvements, infrastructure improvements like the new U2C program, and other agency-wide goals and values such as financial stability and core values of equity and affordability.

Marin Transit, Fare Collection Study — Consultant
2023 - 2024
In conjunction with the Rebel Group, Four Nines supported a Fare Collection Study for Marin Transit as the agency prepares for implementation of the next generation Clipper regional fare collection solution. To meet Marin Transit’s fare collection goals, we developed a suite of farebox and ridership counting alternatives which were weighed against previously developed agency evaluation criteria. We conducted inte rviews with farebox, APC, and other transit technology vendors to understand how their solutions may meet Marin Transit’s needs and leveraged this information to build a recommendation to move towards non-validating fareboxes and the use of APCs for NTD ridership reporting. 4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 60 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Craig Jaffe - Four Nines Technologies
2 Ben Franklin Transit, Comprehensive Fare Study — Principal-in-Charge 2021 - 2024
Four Nines assessed Ben Franklin Transit’s fare structure, policies, and technologies to meet the agency’s goal of providing a streamlined experience and more easily understandable system for riders. The development of fare strategies and evaluation of fare alternatives empowered BFT to redefine its goals as an agency and create measures of success to review progress towards those goals. In addition to a review of BFT’s fixed route and paratransit services, the study included a detailed analysis of BFT’s vanpool program pricing. Four Nines evaluated fare collection technology and identified best-suited options, resulting in the development of a high level design document for a new electronic fare system.

Regional Transportation Commission of Southern Nevada, Title VI Fare Analysis — Principal-in-Charge 2023
Four Nines reviewed RTC’s existing fare structure and proposed fare changes to conduct an equity analysis. This entails analyzed data from several sources, including customer and visitor travel surveys, as well as sales and transaction data. Four Nines built on these insights and developed a fare and ridership model to assess the effects of the fare change on minority and/or low-income customers, ultimately ensuring a successful fare launch in late 2023.

Jacksonville Transportation Authority, Comprehensive Fare Study — Principal-in-Charge 2021 - 2023
Four Nines investigated fare strategy approaches after developing fare policy and fare collection recommendations aligned with the Authority’s strategic fare strategy goals. During Phase 1, Four Nines conducted a comprehensive fare study of JTA’s existing fare structure and fare policies with a current state analysis, interviews of JTA stakeholders to understand existing pain points and opportunities for improvement, and workshops to explore fare policy and fare collection opportunities. Based on the findings of the current state analysis and the outcomes of the workshops, Four Nines conducted Phase 2 of the project to address fare program and fare collection needs including fare simplification, technology, regional efforts and fare collection enhancements, with a key outcome of Phase 2 of the Comprehensive Fare Study being the development of a set of fare strategy priorities.

Golden Gate Transit, Capital/Grant Planning Solution — Project Manager 2019 - 2023
Four Nines provided project management support and oversight to the District as it deployed a new in-house grants and capital planning solution.

We worked with the developer and end users to catalog open items, triage, and begin working through the backlog of open items through regular meetings. The project was managed using an agile approach, helping ensure that both Information Systems and business users were continuously engaged.

Sound Transit, ORCA Fare System Procurement & Implementation — Business Process and Strategy Lead 2016 - 2022
In 2022, the Seattle Region replaced their first generation smart card with an open architecture second generation system. Four Nines led the replacement project. Four Nines previously completed the strategic plan for the system replacement. We developed a high level design and technical requirements in 2016, wrote the RFP for a Systems Integrator in 2017 and we continue to support the project through design, testing and system implementation in 2022. The next generation system launched to the public in May 2022 and included a transition from the old to new back office vendor, installation of new field equipment, and the introduction of a new mobile app and website, all while allowing the region’s riders to continue using their existing ORCA smart cards. Craig led the requirements analysis, design, testing and implementation oversight for the financial and customer relationship management applications.

Golden Gate Transit, APC Assessment – Project Manager
2020 - 2022
Four Nines conducted an assessment of Golden Gate’s Automatic Passenger Counters, including a review of hardware, software, d ata quality, reporting and monitoring processes. The Assessment identified issues and challenges with using APC for NTD reporting and recommendations for improvements. Four Nines then provided the project management to implement the improvements and work with the NTD to adopt AP Cs for ridership reporting. As part of this project, we have developed processes to enable Golden Gate’s ongoing management of their APC system and data.

CapMetro, CRM Needs Assessment Task Order — Task Order Project Manager 2021 - 2022
Four Nines supported CapMetro in their acquisition of a new enterprise Customer Relationship Management (CRM) system. The wor k for this project included assessing the agency’s needs in customer support, marketing, and operations, and developing requirements, business processes and a Scope of Work for the purchase and implementation of Salesforce CRM. The final Scope of Work included requirements for an enterprise CRM solution with a phased implementation to support external and internal customer connections . Craig led all aspects of the task including client coordination, information gathering, strategy development, and creation of the Scope of Work and requirements. 4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 61 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Kevin Deal

CHIEF OPERATIONS OFFICER

BACKGROUND
Mr. Deal has amassed a great deal of experience in every aspect of the data collection industry. His expertise includes field operations, administrative operations, program development, R & D and companywide quality control. He has successfully managed over 50,000 projects from inception to completion which have at times included customized study development as well as customized deliverables. Mr. Deal oversees the annual collection of approximately 20,000 Turning Movement Counts, 25,000 Automatic Traffic Recorder Counts, and thousands of specialized studies.

PROJECT EXPERIENCE
City of Santa Monica Big Blue Bus Comprehensive Operational Analysis | Santa Monica, CA | 2023
NDS was subcontracted by TMD to collect rider surveys consisting of the following monthly data collection requirements:
v 1,150 surveys collected
v 36 routes surveyed
v 30 days to collect (completed in 19)
As Project Manager, Kevin was responsible for the successful execution of all aspects of the project.

Riverside Transit Agency Comprehensive Operational Analysis | Riverside, CA | 2022
NDS was subcontracted by TMD to collect rider surveys consisting of the following monthly data collection requirements:
v 1,100 surveys collected
v 36 routes surveyed
v 30 days to collect (completed in 20)
As Project Manager, Kevin was responsible for the successful execution of all aspects of the project.

LADOT - On-Call Traffic Engineering Surveys | Los Angeles, CA | 2005 - Current NDS is the on-call traffic data collection company for the Los Angeles DOT. Annual data collection consists of approximately
v 700: Average daily traffic counts
v 300: Turning movement counts requiring heavy trucks, buses (school vs. metro), pedestrians (adults vs. children), and bicycles.

Other studies such as travel time, parking, pedestrian and bicycle screenline counts, and spot-speed radar surveys. As Project Manager, Kevin is responsible for the successful execution f all aspects of this contract.

NYSDOT - Traffic Count Collection Service | New York, NY | 2021 - Current NDS is the on-call traffic data collection company for the New York State DOT. Annual data collection consists of approximately:
v 2,800: 3-Day Class machine counts
v 2,500: 3-Day Volume machine counts
v 180: 50hr Non-Intrusive classification counts
v 100: Turning movement counts with varying collection requirements As Project Manager, Kevin is responsible for the successful execution f all aspects of this contract.

EDUCATION
B.S. in Production & Engineering

YEARS OF EXPERIENCE
21 YEARS WITH NDS
21 PROJECT MANAGEMENT
21 SCHEDULING MANAGEMENT
21 DATA COLLECTION

MANAGEMENT
21 PROFESSIONAL ASSOCIATIONS
Member of ITE

LICENSES & CERTIFICATIONS
N/A

4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 62 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Ruben Gallegos

SOUTHWEST REGIONAL MANAGER

BACKGROUND
Mr. Gallegos brings over 20 years of successful management experience leading diverse teams in various environments. His expertise includes field operations, project coordination, and scheduling/employee management. Ruben has successfully managed thousands of turning movement counts, automatic traffic recorder counts, spot speed radar surveys, and has also assisted in the successful coordination and collection of specialized studies throughout Southern California,

PROJECT EXPERIENCE
City of Santa Monica Big Blue Bus Comprehensive Operational Analysis | Santa Monica, CA | 2023
NDS was subcontracted by TMD to collect rider surveys consisting of the following monthly data collection requirements:
v 1,150 surveys collected
v 36 routes surveyed
v 30 days to collect (completed in 19)
As Project Coordinator, Ruben was responsible for direct management of scheduling, field data collection, and data submission.

Riverside Transit Agency Comprehensive Operational Analysis | Riverside, CA | 2022 NDS was subcontracted by TMD to collect rider surveys consisting of the following monthly data collection requirements:
v 1,100 surveys collected
v 36 routes surveyed
v 30 days to collect (completed in 20)
As Project Coordinator, Ruben was responsible for direct management of scheduling, field data collection, and data submission.

LADOT - On-Call Traffic Engineering Surveys | Los Angeles, CA | 2005 - Current Since 2005, NDS has been conducting various traffic counts directly for LADOT on an as-needed basis. This includes the Congestion Management Program (CMP) Highway Monitoring Program for the City of Los Angeles as well as the 2014 “Dress Rehearsal” for the Broadway Streetscape Project. NDS is the on-call traffic data collection company for the Los Angeles DOT. Annual data collection consists of approximately
v 700: Average daily traffic counts
v 300: Turning movement counts requiring heavy trucks, buses (school vs. metro), pedestrians (adults vs. children), and bicycles.

Other studies such as travel time, parking, pedestrian and bicycle screenline counts, and spot- speed radar surveys. As Project Coordinator, Ruben is responsible for direct management of scheduling, field data collection, and data submission.

OCTA | Orange County, CA | 2005, 2007, 2009, 2011, 2013, 2015, 2021, 2025 NDS completed the OCTA CMP Program between 2007 and 2013 and then again in 2021 and 2025. In 2025, the contract requirements included:
v 101: 3-Day Turning movement counts
v 48: 1-Day Turning movement counts
v 20: 48hr Pedestrian/Bicycle/e-Scooter counts
v 50: 24hr Volume counts
v 2: 24hr Freeway mainline classification counts
v Travel time runs
As Project Coordinator, Ruben is responsible for direct management of scheduling, field data collection, and data submission.

EDUCATION
B.S. in Criminology, 2007
University of California, Irvine

YEARS OF EXPERIENCE
9 YEARS WITH NDS
7 PROJECT MANAGEMENT
11 SCHEDULING MANAGEMENT
20 DATA COLLECTION

MANAGEMENT
7 PROFESSIONAL ASSOCIATIONS
Member of ITE

LICENSES & CERTIFICATIONS
N/A

4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 63 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Key Personnel
Anthony Truong

SENIOR DATA ANALYST

BACKGROUND
Mr. Truong is the head of our QC department for all data collected by NDS throughout the country. He is responsible for developing QC related procedures and techniques as well as the development of tools used to analyze the data. He is also responsible for companywide analyst training and direct supervision.

DATA ANALYSIS EXPERIENCE

NATIONWIDE
2019 - Current
v > 340,000 Asset inventory point features
v > 50,000 Turning movement counts
o Various classification and identification requirements § Multi-modal
§ FHWA Classifications
§ Pedestrians (including sub classes)
§ Bicycles (including sub classes)
§ Flow/Contraflow
§ Gender identification
v > 3,800 Pedestrian, Bicycle, Non-Motorist Screenlines v > 45,000 Automatic Traffic Recorders
o Volume, Speed and/or Classification
o Various durations
v > 35 Non-Intrusive Screenline studies
o Wavetronix
v > 4,000 Radar Spot-Speed studies
v > 150 Travel-time corridors
v > 90 Origin-Destination studies of various sizes, various matching matrices, and various methodologies
o License plate collection and matching
o Camera vehicle tracking
o Drone vehicle tracking
o BlueTOAD Bluetooth vehicle tracking
v > 400 Queue studies
v > 450 Parking studies
v > 300 Delay studies
v > 200 Gap studies
v > 30 Saturation flow rate studies
v > 25 Vehicle occupancy studies
v > 400 Compliance study locations
v > 50 Ball-bank studies
v > 165 Drone surveillance/orthomosaic studies

EDUCATION
Bachelors in Finance
Bachelors in Marketing

YEARS OF EXPERIENCE
11 YEARS WITH NDS
7 PROJECT MANAGEMENT
7 DATA COLLECTION

EXPERIENCE
7 DATA QUALITY CONTROL
10 PROFESSIONAL ASSOCIATIONS
None

LICENSES & CERTIFICATIONS
N/A

4 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 PHOTO: @RIDEGTRANS
|FACEBOOK
PROJECT UNDERSTANDING • PROJECT APPROACH •PROJECT SCHEDULE AND MANAGEMENT APPROACH

WORK PLAN
5 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 65 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
The City of Gardena’s GTrans serves a population of 498,000 across 50 sq. mi, extending beyond Gardena’s 5.9 sq. mi borders into six adjacent cities and unincorporated LA
County. GTrans’ bus routes provided 99,671 service hours in FY 2023, carrying 6.8 million unlinked trips. The network is built around Route 2, a bidirectional north-south loop acting as a central spine, and three secondary east-west services (Line 3, 5 and 1X). The “Bolt” microtransit service covers the City of Gardena and doubles as a paratransit service spanning Hawthorne and Gardena. GTrans also operates
three special services: two school tripper routes (Line 3Sch and 4) and a Sunday game express to SoFi Stadium (Line
7X). The network connects extensively with Torrance Transit and LA Metro, and all of GTrans’ regular services connect with Metro rail or busway lines.

GTrans is seeking a qualified firm to conduct a Compre - hensive Operational Analysis (COA) to optimize operations, rethink service patterns and maximize ridership. TMD brings an understanding of GTrans’ specific challenges and oppor- tunities through our past work with GTrans and LA Metro.

Las year, we helped GTrans planning staff assess the post- pandemic future of Line 4 and Line 1X. We have worked
extensively with LA Metro completing the NextGen Bus
Plan and have been supporting Metro in planning for the upcoming World Cup and 2028 Olympic and Paralympic
games.

This project will need to consider:

Demand Changes Since the Pandemic
The COVID-19 pandemic changed regional travel behaviors, and to win back riders, GTrans service needs to adapt to these changes. During the national emergency in spring 2020, GTrans cut service to weekend levels on Line 2, Line 3 and Line 1X, ended Line 1X’s express segment to Downtown LA, suspended service on Line 4, and limited Line 5 to weekdays only. Since 2023, at around 95,000 fixed route revenue hours, GTrans has recovered roughly 69% of its FY 2019 service levels (137,000 fixed route revenue hours) and 65% of its pre-pandemic rider- ship, with recovery stagnating since 2023.

As we’ve worked with agencies across the country, we 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 below generated from Replica travel demand data, this trend is true for the Gardena Service area 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. The COA will consider short and long-term impacts as the pandemic and its associated mobility environment continue to evolve. To assist in this effort, TMD will be leveraging Replica, to identify areas and times where resources may be reallocated to generate new ridership.

Project Understanding
5 FIgu Re 11: REPLICA DATA SHOWING THE % OF DAILY TRIPS BY HOUR IN GARDENA PRE AND POST PANDEMIC Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 66 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan5
Comprehensive Community Engagement
Along with a data-driven operations analysis and service opti- mization, GTrans 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 competi- tive service. We are proposing to conduct comprehensive and targeted engagement activities that supplement and fill in gaps of other current or recent outreach efforts, as well as generate an understanding of current, post-pandemic travel needs. Our recent outreach efforts focusing on both virtual and in-person workshops, online and mobile surveys, and transit intercepts at strategic locations have received high levels of involvement. We will coordinate with GTrans and local project team members to ensure that engagement is conducted representatively throughout the service area and accommodates speakers of languages commonly spoken in the community.

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 effi- cient and effective network design, and increase ridership 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, effi- cient schedules, reliable daily delivery), always optimizing service based on riders’ needs and available resources. Our operational knowledge extends beyond design and schedul- ing to include other aspects impacting the delivery of service.

For example, driver shortages can ruin the best laid out plan and we are working with clients on strategies to address this challenge. The combination of our planning, scheduling, and operational expertise allows us to deliver plans that are ready to be implemented.

Demand Changes in the Future
To meet 2023’s Housing Element targets, Gardena, Torrance and Redondo Beach upzoned areas along GTrans routes,
with further zoning code updates in Compton and Los
Angeles’ Harbor Gateway Community Plan Area under
review. This could change the population trajectory of
Gardena and surrounding communities, which have stayed
roughly stable since 2000.

In the next four years, GTrans will carry crowds for the 2026 World Cup and 2027 Super Bowl LXI in SoFi Stadium. And
during the 2028 Olympics, GTrans will play a central role carrying fans to games hosted in the Inglewood and Dignity Health (Carson) sports complexes.

TMD will look at these and other local trends, helping
GTrans plan for changing demands.

Regional Transit Integration
GTrans functions as a piece of the larger South Bay transit network. With the June 2025 completion of the Metro K
Line, GTrans has an opportunity to integrate its east-west services with this new corridor.

Furthermore, the rise of on-demand mobility options such as transportation network companies (TNCs) and GTrans’
own microtransit service has added to the complexity of the current mobility environment. These options provide residents with more choices for getting around, but they also present challenges for integration with existing transit services.

Considering these changes, it is essential for GTrans to ensure seamless integration with new and future transfer locations and modes for both local and regional travel.

This involves not only considering how existing and
future connections will change travel patterns, but also actively involving relevant stakeholder representatives in the planning process to propose and implement service
improvements.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 67 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan5
Task 1: Project Administration
Project Kick-Off Meeting
TMD will facilitate an on-site kick-off meeting within thirty (30) days of the NTP to provide an opportunity for our
team to:
■ Discuss project expectations, goals, objectives, and
outcomes to reach agreement and understanding of
these important overarching project elements.
■ Confirm and discuss the project work plan.
■ Review the project schedule.
■ Discuss our team’s coordination and communication
protocols and QA/QC plan.
■ Review initial data needs, including discussion of
TMD’s proposed data share site, which is Microsoft
Teams. This tool will allow GTrans and TMD to seam-
lessly communicate, transfer files, and review project
deliverables.

TMD will prepare and distribute a kick-off meeting agenda and associated materials to allow attendees to review ahead of the meeting. TMD will also prepare and submit minutes from the kick-off meeting to GTrans. Input collected from the kick-off meeting will inform the development of the Project Work Plan.

Following the kick-off meeting, key TMD team members will conduct fieldwork to better understand existing GTrans
service, ridership, and operations. Time in the field will be split between riding buses (“being the customer”), driving route alignments, and meeting with scheduling, operations, and planning staff to assess opportunities and challenges of system operation. The field time will help the TMD team understand not only the route alignments,but also how the service is delivered in terms of operator and schedule perfor- mance, customer relations, passenger boarding/alighting procedures, and vehicle and passenger facility performance and maintenance. The local geography, street network,
transit markets, trip generators, and operating conditions will also be important observations and will inform our work in subsequent tasks.

Development of Project Work Plan
TMD will prepare a detailed Project Work Plan (PWP) follow- ing the project kick-off meeting. Specifically, the PWP will include:
■ Team charter that describes how the team will handle
internal and external communications, decision making
methodologies, and assumptions about data availabil-
ity, communication issues, travel, task elements, etc.
■ Scope of Work describing our team’s approach to
each task and sub-task.
■ Project Schedule that highlights all project deliv-
erables, project meetings, stakeholder engagement
events, and key milestones.
■ Quality Assurance/ Quality Control Plan that
will detail our team’s quality control and assurance
procedures for all project deliverables.
■ Communication Protocols detailing how our team
will handle internal and external communications.

TMD will document all assumptions and confirm them with GTrans staff before completing a draft of the PWP . The draft PWP will be submitted to GTrans staff for review. TMD will finalize the PWP based on GTrans staff’s feedback and will submit a final version to GTrans for approval.

Project Approach
FIgu Re 12: TMD'S PROPOSED PROJECT MANAGER, STUART GELTMAN, ON-SITE CONDUCTING FIELDWORK.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 68 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Existing Conditions Analysis
Data Collection
To establish a framework for evaluating the existing condi- tions of GTrans’ current services, TMD will compile available information to develop a comprehensive overview of the
GTrans network and mobility offerings. Compiled data will include:
■ Service and Operating data for all routes, including:
» Ridership (APC, hand counted and farebox) at the
stop, trip, and day of the week level
» AVL data
» Revenue hours and revenue miles
» Operating schedules
» Route transfer data
» Transit center layout plans including bus bay route
allocation and capacity, operator restroom facilities,
and other amenities
■ Financial data for all routes including:
» Operating and Fare Revenue
» Average Fare (by route if available)
» Operating cost (cost per hour and cost per mile)
■ Previously collected stakeholder, rider, and public
feedback. This will also include identification of
lessons learned from previous outreach to inform the
Public Outreach Plan in Task 3 and on-board survey in
Task 5.
■ Relevant plans and documents such as any local,
regional, and state-level planning and policy docu-
ments that impact the planning, funding, and imple-
mentation of transit service in GTrans service area.

TMD will also collect additional data from other available sources to inform Task 6 including, but not limited to:
■ US Census demographic data
■ Travel pattern data from Replica
■ New and planned developments
■ Zoning and land-use data
The network and mobility offerings overview, compiled and analyzed service data, will facilitate the key service analysis components in the following subtasks.

Service Analysis
Meeting and Reporting
At the start of the project TMD will conduct weekly meet- ings with GTrans staff to discuss the project progress, resolve any issues that develop, and share key findings. These meet- ings can transition to be bi-weekly or monthly based on the project needs. TMD proposes to host these meetings using Microsoft Teams.

Each month, TMD will submit a monthly invoice and prog- ress report that documents work performed and planned
work for the following month.

TMD understands that clear communication is integral to the success of any project. The project manager will ensure that both internal and external communication is of the highest priority throughout the project. We work hard to identify any potential issues early on so the study process is not impacted and can be completed on time and on budget.

Task 1 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, Project Manager
(TMD)
• Daniel Peña, Senior Planner (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review of project kick-off agenda and
participation in project kick-off meeting;
• Optional participation in fieldwork following the
kickoff meeting;
• Review and approval of the PWP;
• Participation in project meetings and review of
monthly invoices and progress reports.

Task Deliverables
• On-site project kick-off meeting, including
agenda and notes.
• Project Work Plan including Team Charter, Scope
of Work, and Project Schedule
• Project Coordination Meetings
• Set up and maintenance of a project Teams site
• Monthly progress reports and invoices
Task 2: Route Profiles and
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 69 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 system level summaries to day type, to route-level, to trip- level, and to stop level detail. TMD’s SAS will produce a key set of service and operating data for each route that will be used to inform the service evaluation as well as the develop- ment and evaluation of the redesigned network scenarios and recommended plan. TMD will complement the quantitative
SAS reports with qualitative efforts described above as well as interviews with staff and operators as well as our field observa- tions. In the SAS Dashboard GTrans staff will be able query the following for each route (pending data availability) which will inform the line by line analysis:
■ Passenger Activity including annual, monthly, and
daily ridership; average weekday, Saturday, and Sunday
ridership by time of day and by trip time.
■ Service Statistics including days of service, span of service, service levels (headways) by time period and day type, revenue hours and miles, and non-revenue hours
and miles
■ Productivity at the route and segment level includ-
ing passengers per revenue hour, passengers per trip,
passengers per revenue mile
■ Service Quality including passenger loads by route
segment relative to capacity along with the duration of high loads
■ Service Reliability at the route and segment level
including on-time performance, average bus speeds,
and running times.

TMD will use the SAS data exports to generate individual route profiles that provide a detailed look of each route’s (Data Analysis, Mapping, and Creation of
Route Profiles)
The Service Analysis will focus on developing a comprehen- sive understanding of GTrans’ services (both at the system and route level) in order to identify opportunities to improve the customer experience and service performance.

The service analysis will be based on taking the ridership and on-time performance data collected as part of the on-board ridecheck and importing them into TMD’s Service Analysis System (SAS) PowerBI dashboards.

The SAS is a proprietary program developed in-house by
TMD staff for detailed analysis of service ridership and operating performance. The SAS also allows for efficient analysis at the route segment level, which is unique to TMD’s approach and helps to develop a stronger under-
standing of how the system works. Understanding changes in performance across individual route segments will help ensure that frequency is being invested in the right parts of the network and that solutions are being right-sized to demand. The segment analysis also allows us to efficiently compare performance on multiple routes that operate
on the same corridor. By breaking segments in the same
place on overlapping routes we can generate system- wide productivity, reliability, and frequency segment maps that show network performance rather than route performance.

TMD’s SAS uses online platforms (PowerBI and ArcGIS Online) to visualize the results. Users are able to drill down from the FIgu Re 13: EXAMPLE ONLINE SAS INTERACTIVE DASHBOARD
Example Online
SAS Interactive
Dashboard
.

Click here to view a
video demonstration
of the SAS.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 70 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 exports, and our knowledge of industry best practices, our team will seek to answer the following questions when
evaluating GTrans’ service:
■ 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 route, segment, direction, time
of day and day of week?
■ Service Efficiency and Effectiveness: Which routes
have the highest productivity (measured in boardings
per revenue hour) 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
customers to understand? Are there any load or
overcrowding issues on certain trips? Is the service
that is not meeting the 90 percent on-time targets?
How well does the current service meet customer
expectations?
■ Service Availability: How are service resources?
Does current service frequency meet today’s market
needs? Will expansion of service hours, days, and
frequency create a more attractive transit 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?
How does that network affect both linked and
unlinked ridership?
■ Service Access: Does bus stop spacing optimize
speed and access? What first/last mile connections
are available, including pedestrian and bicycle
connections?
■ Financial Review: Is the current fare structure
designed to promote riding or does the structure
disincentivize making additional trips? How are
current funding sources projected to change over the
life of the plan relative to operating and maintenance
costs?
■ 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 GTrans’ services?
performance within the context of the overall transit network.

The content of the route profiles can be tailored and can include:
■ Description of frequency and span by day type
■ Ridership by day type and overall system rank
■ Productivity by day type and overall system rank
■ Metrics comparing pre- & post-pandemic service
performance
■ Stop-level ridership map
■ Summary of key findings
In addition, TMD will also generate the following maps using ArcGIS to illustrate service performance:
■ Average daily boardings by stop for current service
(weekdays, Saturdays, Sundays)
■ Average frequency by route segment (peak and off-
peak, for weekdays, Saturdays, and Sundays)
■ Average productivity by route segment (weekdays,
Saturdays, Sundays)
Using data collected in previous subtasks, the SAS data Farebox Recovery
Productivity
Percent of operating cost recovered
through fares

Weekday Local Average
Saturday Local Average
Sunday Local Average
Passengers per revenue hour

Weekday Local Average
Saturday Local Average
Sunday Local Average
Daily Boardings
Number of daily passengers

Weekday Local Average
Saturday Local Average
Sunday Local Average
System Rank
System Rank
System Rank
Average
Average
Average
Average
Peak Frequency (in minutes)
Average
Average
Route
Route Performance - 2021 Weekday Saturday Sunday

Weekday hours of operation:

Saturday hours of operation:

Sunday hours of operation:

Weekday Passenger Ridership
Data Source: RTC (2021)
System Rank
System Rank
System Rank
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£¤395
Energy Way
Ridge St
Villanova Dr
Jones St
Caballo Dr
Sutro StW 6th St
Apple St
Deming Way
Hymer Ave
Santa Ana Dr
Linden St
Linda Way
Galletti Way
Industrial Way
Filbert Rd
Mae Anne Ave
W Arroyo St
Westfield Ave
Telegraph St
Capital Blvd
Moran St
Beldon WayAkard Dr
Marietta Way
Broadway Blvd
la Rue Ave
Allen St
Brinkby Ave
Thoma St
Capitol Hill Ave
S Center St
E 2nd St
Latimore Dr
Casazza Dr
Stoker Ave
Monroe St
Kirman Ave
S Stanford Way
St Lawrence Ave
Ryland St
Gentry Way
E Grove St
N McCarran Blvd Ralston St
Rainbow Ridge Rd
Wrondel Way
W 1st St
Foster Dr
Washington St
E Taylor St
Harvard Way
Lymberry St
Lymbery St
Edison Way
Redfield Pkwy
Lander St
Warren Way
Market St
Vine St
Kuenzli St
Summit Ridge Dr
Holcomb Ave
S Wells Ave
Stewart StW 2nd St
E Glendale Ave
E Greg St
Mount Rose St
Freeport Blvd
Locust St
Pembroke Dr
Hunter Lake Dr
Marsh Ave
Terminal Way
Airway Dr
S Arlington Ave
Vassar St
Prater Way
Glendale Ave
Mira Loma Dr
Idlewild Dr
Greg St
Neil Rd
W 7th St
Mayberry Dr
California Ave
McCarran Blvd
Lakeside Dr
S Rock Blvd
Mill St
Plumas St
W 4th St
S McCarran Blvd
Reno-Tahoe
International
Airport
Average Weekday Boardings:
10!
1,000
!
100!50!
N
Transit Demand Potential
Very High
High
Moderate
Low
Very Low
1 24 Hours
24 Hours
24 Hours

35.5 10.7%

33.3 19.8%

29.4 Above
Above
Above
Above
Above
Above

17.4%21.1%

12.1%

11.6%
1,510 1,419
2 2
1,249
2 18.0

19.1 19.5
30 30 30
444
662
554
South Virginia
Local
1 1
1 20% 15% 14%
Daily Passenger Boardings
Productivity
(Boardings per Revenue Hour)
Cost Per Passenger
Fare Box Recovery
Weekday Passenger Boardings
Route Performance:

Weekday
Saturday
Sunday
1,320 859 846
4:45 AM to 9:24 PM 6:05 AM to 9:17 PM 6:30 AM to 9:17 PM 17 20 20

21.4 $4.69

15.8 $6.38

15.5 $6.48
System Average
System Rank
System Average
System Average
12%
2 3
$8.32
System Average
System Rank
System Average
System Average
17%
2 2
$6.07
System Average
System Rank
System Average
System Average
13%
2 3
$7.91

88.0% 86.4% 85.8%
Data Source: APC, Farebox, Operating Statistics and Performance Indicators Report Port Hueneme - Oxnard Transit Center
Route 1
Peak Frequency (min.)
The average time, in minutes, between buses
Hours of Operation
The hours the bus is in service
The average number of daily boardings
The number of boardings divided by the number
of revenue hours the bus is in operation
The total cost to operate the route per day,
divided by average daily boardings
On-Time Performance
The percentage of trips that arrive on time
(no more than 1 minute early or 5 minutes late)
Passenger revenue divided by the operating
costs
2023
FIgu Re 14:

SAMPLE ROUTE

PROFILES
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 71 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 2.1: Holiday Schedule
(Optional)
TMD is one of the only firms in the country with a dedicated transit scheduling practice and staff members with real- world transit planning and operations experience.

TMD will conduct a comprehensive review of GTrans holiday service by undertaking a thorough review of three years of historical ridership data and operational performance. Our analysis will examine service patterns and ridership demand for major holidays including New Year’s Day, Martin Luther King Jr. Day, Memorial Day, Juneteenth, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day, identifying trends in passenger travel behavior and operational effi - ciency while analyzing boardings per revenue hour, sched- ule adherence, and cost-effectiveness metrics for existing holiday operations. TMD will also review GTrans operator work rule during this process.

Based on the analysis, TMD will develop recommended
schedule adjustments to GTrans holiday service. Our recom- mendations will focus on maximizing efficiency while ensur- ing adequate service coverage for essential trips. Recom- mendations may include changes to frequency, service
hours, and route alignments. TMD will provide GTrans will draft and final holiday schedules for each line.

Task 2.1 Summary
Project Team Personnel
• Al Bolan, Task Leader, Principal Scheduler (TMD)
• Stuart Geltman, Project Manger (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Supply historic data needed to successfully
evaluate GTrans' holiday service;
• Review and provide comments on the draft and
final schedules.

Task Deliverables
• Draft and Final Holiday service schedules.

TECHNICAL MEMORANDUM
TMD will develop a Service Analysis technical memorandum that includes include all findings as well as all applicable GIS maps and graphics from the previous subtasks.

Task 2 Summary
Project Team Personnel
• Daniel Peña, Task Leader, Senior Planner (TMD)
• Stuart Geltman, Project Manger (TMD)
• Ankit Singh, Senior Planner (TMD)
• Gary Hewitt, Microtransit SME (TMD)
• Bobbi Duley, Graphic Designer (TMD)
• Associate Planners (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Supply data needed to successfully execute the
on-board ridecheck including list of all bus stops
by routes and operator paddles/blocks;
• Help facilitate the notification of the ridecheck to
bus operators;
• Work with TMD team to identify any potential
days that would be considered non-representative
of a typical service day.
• Supply additional data needed to successfully
evaluate GTrans' existing service; review; and
• Provide comments on Service Analysis Technical
Memorandum and Route Profiles.

Task Deliverables
• Raw and cleaned on-board ridecheck data
• Service Analysis (draft and final)- includes
information on system overview, systemwide
performance, and route-level performance .
• PowerBI Dashboard integrating origin-destination
and service performance data.
• Route Profile sheets summarizing line-by-line
performance.
• All accompanying ArcGIS or csv data files used to
make maps.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 72 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 3 Summary
Project Team Personnel
• Nora Casillas, Task Leader (AA)
• Edgar Gutierrez, Principal (AA)
• Stuart Geltman, Project Manger (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review draft and final PIP.

Task Deliverables
• Living engagement plan that allows for
refinement of tactics based on effectiveness, with
adjustments made in coordination and agreement
with GTrans.

Task 4: Public Outreach and
Community Meetings
Our team views the public engagement process as a critical element to the successful implementation of the study’s recommendations – how the plan is developed and how
it supports the overall vision for GTrans will be of strategic importance in fostering support for recommended changes.

To ensure success our team will facilitate a comprehensive engagement process that will utilize a variety of forums to involve the bus operators, staff, and the community in a phased approach that encourages vital community input,
builds ownership, and results in strong advocacy for the plan’s recommendations. Our approach to successfully
execute an engaging and inclusive community engagement
process in outlined below.

Communication Materials and Tools
To support the Gardena COA public engagement efforts,
AA will draft and design a suite of clear, accessible, and visually consistent outreach materials to communicate key project information and encourage community participa-
tion. All materials will be developed with a unified branding approach and translated into English and Spanish. This suite will reinforce the connection between the Gardena COA
process and opportunities for residents to shape future transit service improvements.

Task 3: Public Involvement Plan
Arellano Associates (AA) will lead the public outreach efforts for the COA, ensuring inclusive and meaningful community participation throughout the study. AA will develop and implement a multi-phase, equity-based Public Involvement Plan, coordinate with GTrans staff and project partners, and facilitate public meetings, surveys, pop-up events, and digital and in-person outreach.

Public Involvement Plan
At the onset of the project, AA will develop a detailed Public Involvement Plan (PIP) that outlines a robust strategy for engaging the public throughout the planning process. The PIP will describe how and when the community will be
involved, the range of opportunities available to provide input, and how that input will be reviewed and incorpo - rated into project recommendations. AA will design a multi- channel approach that includes public meetings, surveys, community events, and targeted outreach to ensure diverse participation. The plan will establish a schedule of engage- ment activities, including a minimum number of public
meetings with proposed dates and times, and will detail strategies for public notification such as digital commu - nications, print materials, and social media. Additionally, the plan will outline protocols for responding to public comments and inquiries.

Engagement will be structured across three phases:
■ Phase 1: Will occur at the onset of the COA effort in order to gather public input about their overall mobility needs, travel demands, and perspectives on/awareness
of the existing GTrans network.
■ Phase 2: Will occur during Task 8, focusing on the solici- tation of feedback about the draft network scenarios.

Feedback on any recommended fare changes developed
in Task 10 can also occur during this phase.
■ Phase 3: Will occur during Task 11 to present final
recommendations and collect final community input
before implementation, ensuring we value and consider
all feedback.

The PIP be a living document; engagement tactics may be adjusted based on their effectiveness, in coordination with GTrans and with their agreement.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 73 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Operator Engagement
TMD recognizes the critical importance of operator input in the COA process. TMD will engage GTrans operators to capture invaluable frontline knowledge and operational
insights from those with firsthand experience of route condi- tions, passenger patterns, and daily operational challenges that may not be fully captured in other data. TMD will
facilitate three focus group meetings with GTrans opera- tors, scheduled to accommodate varying shifts and ensure broad participation. The first meeting will explore route- specific operational challenges, schedule adherence issues, passenger loading patterns, infrastructure limitations, traffic impacts, and safety concerns. The second meeting will gather operator feedback on draft recommendations
before public sharing, while the third will focus on final COA recommendations. TMD will utilize proven facilitation techniques to create an open environment where opera-
tors feel comfortable sharing candid feedback, conducting both group discussions and individual interviews to capture diverse perspectives and gather recommendations for
service improvements including schedule adjustments, route modifications, stop relocations, and operational procedures that could enhance service reliability and customer satisfac- tion. All operator feedback will be documented through
detailed meeting summaries organized by route and topic area, with findings integrated into subsequent analysis to ensure proposed service changes are both data-driven and operationally feasible.

Communications Materials Include:

Branding Package: A cohesive visual identity—including
logo, color palette, and typography—will be created to
ensure all Gardena COA materials are recognizable and
visually unified across platforms and engagement phases.

Informational Fact Sheet: A concise, community-friendly handout will describe the purpose of the Gardena COA,
how input will influence transit service changes, key project milestones and timeline, and ways to stay involved.

Frequently Asked Questions (FAQ): A straightforward
FAQ document will be developed to address common ques-
tions about the COA process, participation opportunities, and anticipated outcomes.

Webpage: Clear, accessible web content will be developed for inclusion on a project webpage hosted by the City of Gardena, featuring project background, timeline, upcoming events, engagement tools, contact information, mecha -
nisms for the public to submit comments and questions,
and access to key documents.

Meeting Flyers: Visually engaging bilingual flyers will be created to promote public meetings, with versions format- ted for digital distribution, social media, and print.

Social Media Toolkits: Customized toolkits will be devel- oped to support each major outreach campaign, highlight- ing engagement opportunities—including public meetings, events, and surveys—through consistent messaging, visuals, and key dates for social media use by the City and project partners.

Outreach Database Development and Maintenance:

A centralized contact and comment database will be
established and maintained, building on existing database resources, to track stakeholder engagement, meeting atten- dance, survey responses, and all related correspondence throughout the project.

FIgu Re 15:

EXAMPLES OF

OPERATOR

ENGAGEMENT
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 74 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 VIRTUAL MEETINGS
To expand the reach of the public engagement efforts, our team will conduct one (1) virtual public meeting to coin - cide with the timing of the other community meetings in each phase (total of 3 meetings). 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 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. We will provide live interpretation to ensure language access for all participants.

BUS STOP INTERCEPTS/POP-UP ENGAGEMENT
Because attendance at general public meetings can be
sparse, TMD proposes “Pop Up” sessions at significant
ridership or key community locations. 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 execute two (2) pop-up events prior to each public open house meeting to raise awareness and promote participation (total of 6 pop-up meetings). In addi- tion, TMD can help develop interactive activities for use at the events. One example 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. This is a fun conversation starter that also provides a good reflection community priorities.

Public Engagement
Our team possesses a number of innovative approaches to engage the community. Specific strategies that may be most beneficial to the GTrans COA are discussed below. The final mix of proposed strategies will be developed in collabora- tion with GTrans staff during the development of the PIP .

OPEN HOUSE OR COMMUNITY MEETINGS
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 busy schedules to participate. Our team 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. Our team proposes a total of three (3) in-person public meetings, one meeting in each phase. Meeting venues will be determined in collaboration with the GTrans staff. We will provide live interpretation to ensure language access for all participants.

We will prioritize public meeting logistics with
accessibility considerations in place. Our team
will ensure that all public meetings are held
in accessible locations and provide necessary
accommodations including live interpretation,
translated materials, and live captioning/sign
language interpreters if needed.

FIgu Re 16: EXAMPLES FROM VARIOUS TMD PROJECT OUTREACH EVENTS Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 75 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 5: On Board Rider Survey
NDS will lead the on-board rider survey. The survey will collect route-level origin-destination and demographic
information from riders as well as feedback on desired
service improvements, satisfaction with GTrans service, and use of the system. The results will be used to inform the service analysis (Task 2), the restructuring plan (Task 8), Microtransit Analysis (Task 9) and Fare Study (Task 10). The on-board survey will occur at the same time as the on-board ridecheck (see Task 2).

Survey Instrument
TMD will work collaboratively with GTrans to develop a
survey instrument. The survey will build off of recent
customer surveys, diving into more specifics related to answers derived from that survey. For example, under -
standing that riders want more frequent service, asking questions about on which routes or at what times of day more frequency is desired. The survey will be as brief as possible in order to minimize customer time completing
the survey and ensure each question gets answered. The
survey will include both multiple-choice questions as well as open-ended questions. We use the survey to understand how riders weigh different trade-offs when choosing to
take transit, especially related to wait time, walk time, ride time, and cost.

Format
The survey will be available in English and Spanish and will be distributed on-board to riders on a very thick card-stock paper.

Sampling Plan and Distribution
TMD will develop a sampling plan to distribute up to 1,500 surveys across the GTrans network. This will result in a confi- dence level per line of 95% with a precision of ±5%. The team, led by NDS, will spend up to two weeks in the field distributing the surveys on each one of GTrans’ lines and will refer to recent ridership data to ensure that response rates by route reflect GTrans’ overall ridership. A modified version of the survey can also be provided to non-riders at community events or through email or online channels.

Promotion
Our team will develop a poster to promote the survey. The posters can be placed inside vehicles and at major locations.

Our team recommends including an incentive such as a Visa Gift Card or iPad to encourage rider participation.

Outreach Summary Report
AA will prepare an internal Outreach Summary Report that documents all community engagement activities conducted over the course of the project. The report will summarize outreach methods, participation levels, key themes from community input, and how feedback informed project devel- opment. The deliverable will be a written report intended for internal use by the project team and GTrans staff.

Task 4 Summary
Project Team Personnel
• Nora Casillas, Task Leader (AA)
• Edgar Gutierrez, Principal (AA)
• Engagement Support Staff (AA)
• Stuart Geltman, Project Manger (TMD)
• Daniel Peña, Senior Planner (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Identification of high-traffic activity centers/
community events;
• Coordination support to assist with planning,
scheduling, and promoting each public meeting
phase;
• Participation from agency staff at meetings to
provide project context and engage with attendees.

Task Deliverables
• Visual identity including logo, color palette, and
typography guidelines
• One-page Fact Sheet summarizing the COA purpose,
goals, timeline, and opportunities for community
involvement
• FAQ Document answering common questions about
the COA process
• Content for a City-hosted webpage with project
details and engagement tools
• Flyers to promote public meetings
• Social media toolkits to support each outreach
campaign and highlight engagement opportunities
• Centralized database to track engagement,
feedback, and participation
• Three (3) Operator Focus Group Meetings
• Three (3) public in-person open house meetings, one
during each phase.
• Three (3) Virtual public meetings, one during each
phase.
• Six (6) pop-up events, two during each phase.
• Post-public meeting summaries documenting
attendance, input, and community concerns to
inform ongoing planning and outreach
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 76 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 6: Latent and Future
Demand Estimation
In order to understand the underlying demand for transit services, TMD will examine latent and future demand
through the lens of the “Four Ds”: density, destinations, design, and demand.

Density: The density analysis will summarize existing
population, employment, and demographic characteris -
tics of GTrans’ service area, all of which influence the local demand for transit use. TMD will use ArcGIS and available data from the 2020 US Census and the most recent Ameri- can 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 GTrans lines 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 throughout
GTrans’ service area and in the South Bay including essen- tial services, education centers, supermarkets, healthcare facilities, and cultural destinations. TMD will also review responses from the on-board survey 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 GTrans’ service area. The design analysis will also identify any physi- cal 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.

Analysis
NDS will complete the data entry into an excel database.

TMD will analyze the results of the survey and develop a survey summary. The survey summary report will include
an overview of the survey data collection process and the results. The results will be used to inform subsequent tasks.

Task 5 Summary
Project Team Personnel
• Kevin Deal, Task Leader (NDS)
• Ruben Gallegos, Data Collection Coordinator
(NDS)
• Anthony Truong, Data Entry (NDS)
• Stuart Geltman, Project Manger (TMD)
• Daniel Peña, Senior Planner (TMD)
• Bobbi Duley, Graphic Designer (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review the draft survey instrument;
• Help facilitate the notification of the on-board
survey to bus operators.

Task Deliverables
• Draft and final versions of the survey in English
and Spanish;
• Excel database of collected responses;
• Survey summary report.

FIgu Re 17: EXAMPLE SURVEY INSTRUMENT, PROMOTIONAL

MATERIALS, AND RESULTS INFOGRAPHIC
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 77 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Demand: The demand analysis will examine how people
travel throughout GTrans’ 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 the South Bay, 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.

REPORT
TMD will develop a Latent and Future Demand Report that includes include all findings as well as all applicable GIS maps and graphics from the “Four Ds” analysis.

Task 6 Summary
Project Team Personnel
• Ankit Singh, Task Leader, Senior Planner (TMD)
• Stuart Geltman, Project Manger (TMD)
• Daniel Peña, Senior Planner (TMD)
• Bobbi Duley, Graphic Designer (TMD)
• Associate Planners (TMD)
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review and provide comments on the Latent and
Future Demand Technical Memorandum.

Task Deliverables
• Latent and Future Demand Report.
• All accompanying ArcGIS or csv data files used to
make maps.

Æ
Æ
Congress & Larned
Street Transit Lanes
McNichols
Streetscape
12th St/Rosa Parks
Streetscape
East Jefferson CorridorRosa Parks Transit
Center (Existing)
!(8
!(39
!(10
!#"$75
!#"$375
!#"$96
!#"$94
State Fair
Transit Center
Coleman A Young
International
Airport

C A N A D A
Lake St Clair
Detroit
River
Proposed, Planned, or Recent
Improvements
Proposed Connection Corner
Proposed Mobility Hub
Street Infrastructure Project
ConnectTen Network (24/7 Service)
DDOT Transit Network
Source: Proposed Connection Corners and Mobility
Hubs from DDOT Transit Capital Upgrades Preview (TCUP). °
0 10.5 Mile
DDOT Reimagined Bus Network Redesign Market Assessment
26 7,035
84,110
People
Jobs
¾W
¾W
¾W
¾W
G
¾Ó
¾Ó
¾Ó
¾Ó
¾Ó¾Ó
¾Ó
ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ
ÅÆÄ
³A
¾H
¾H
Æ
16th Ave
MLK Jr Blvd
Randolph St
11th St
Lafferty-Vermont St
Madison St
W Larned St
Newark St
Dalzelle St Leverette St
16th St
Congress St
Vermont St
1st St
17th St
Orleans St
18th StSainte Anne St
Temple St
Bagley St
W Lafayette Blvd
E Larned St
W Fort St
SaintAubinStAntiet
am
Ave
RivardSt
LafayetteStE
EJeffersonAve3rdSt
Russell
St
GratiotAve
Woodward A
ve
CassAve
CliffordSt
TrumbullSt
Grand River Ave
2ndAve
RosaParks B
lvd
Michigan Ave
W
ashing
tonBlvd
Park Pl
CheneSt
!(10
Detroit River
!#"$75
!#"$375
¬(42
¬(47
¬(4
¬(95
¬(23
¬(2
¬(80¬(31
¬(16
¬(19
¬(27
¬(67
¬(1
¬(9
¬(5
¬(40
¬(96
¬(92
¬(89
¬(3
¬(6
¬(29
¬(52
¬(18
Rosa Parks TransitCenter

C A N A D A
°
0 0.1 0.05 Mile
Key Destinations
¾Ó Neighborhood
¾Ó
¾5 Regional Shopping
ÅÆÄ Vocational Program
ÅÆÄ Middle or High School
ÅÆÄ
G Medical
G Hospital
¾W Government Service
¾H Recreation
³A
DDOT Transit Network
Æ
DDOT Transit Center/
Key Transfer Point
1 Food
Farmer's
¾Ó
¾Ó
Supermarket
Library
College/University
Market
Market
Pantry
Clinic
Center
Farmington Hills
Southfield
Detroit
Metro
Airport
Royal Oak
Wayne
South 1
Warren
Downtown
Grosse
Pointe
Washtenaw
County
Dearborn West
St. Clair
Shores
Wayne
West
Wayne
South 2
Livingston
County
Monroe
County
Livonia
Macomb North
Oakland North
District 5B
Midtown
Highland
Park
District 6
Dearborn
District 5A
Hamtramck
District 3
District 7
District 2
District 4
District 1
Belle Isle
Detroit
River
Lake St. Clair

C A N A D A
Trips To and From Downtown
Average Weekday Total Trips (All Modes)
More than 10,000
7,500 - 10,000
5,000 - 7,500
2,500 - 5,000
Fewer than 2,500
Regional Study Areas
Downtown
Other Areas
Trips over 0.5 miles from September-November 2019.

Source: Replica °
0 2 1 Miles

DOWNTOWN
6%
31%
63%
3% Youth (Under 18)
55% Minorities
16% Low-Income Population
8% People with Disabilities
28% Zero-Vehicle Households
16% Young Adults (18-24)
11% Seniors
General Public Weekday Travel (Source: Replica)
Key District Demographics
■ Internal District Trips ■ Internal DDOT Service Area Trips ■ Trips Outside DDOT Service Area Key findings:
■ One-quarter of all study area jobs are in Downtown, drawing in trips from all over Greater Detroit; unsurprisingly, it has the greatest percentage of trips coming from outside the study area
■ Experienced a 30% growth in population between 2013 and 2019 as well as the greatest increase in median household income from $25000-$30,000 to $50,000-$60,000
Downtown
FIgu Re 18: SAMPLE MARKET ASSESSMENT MATERIALS
Regional Study Areas 2013 2019
Percent
Change 2013 2019 Change 2013 2019 Change 2013 2019
Percent
Change Regional Study Areas
District 1 105,406 105,032 0% 35-39 35-39 — 30-35 K 30-35 K — 6,763 7,971 18% District 1 District 2 106,906 105,398 -1% 35-39 35-39 — 30-35 K 30-35 K — 7,658 8,523 11% District 2 District 3 94,077 84,429 -10% 30-34 30-34 — 25-30 K 30-35 K ↑* 6,178 6,042 -2% District 3 District 4 92,946 82,262 -11% 30-34 30-34 — 25-30 K 30-35 K ↑ 7,273 6,220 -14% District 4 District 5A 43,728 36,250 -17% 35-39 35-39 — 20-25 K 20-25 K — 6,301 5,551 -12% District 5A District 5B 48,363 47,183 -2% 40-44 40-44 — 20-25 K 30-35 K ↑↑ 7,944 7,838 -1% District 5B District 6 94,333 89,348 -5% 30-34 30-34 — 20-25 K 25-30 K ↑ 7,244 7,362 2% District 6 District 7 102,475 100,439 -2% 30-34 30-34 — 20-25 K 25-30 K ↑ 8,035 8,491 6% District 7 Downtown 5,427 7,035 30% 40-44 30-34 ↓↓ 25-30 K 50-60 K ↑↑↑↑↑ 1,303 1,204 -8% Downtown Midtown 13,002 17,465 34% 30-34 25-29 ↓ 15-20 K 20-25 K ↑ 3,053 3,417 12% Midtown Hamtramck 22,258 21,822 -2% 25-29 25-29 — 25-30 K 25-30 K — 1,202 1,172 -2% Hamtramck Highland Park 11,293 10,867 -4% 40-44 35-39 ↓ 15-20 K 15-20 K — 1,928 2,099 9% Highland Park Dearborn 58,998 59,056 0% 25-29 25-29 — 30-35 K 35-40 K ↑ 1,743 1,827 5% Dearborn Study Area 799,212 766,586 -4% 30-34 30-34 — 25-30 K 30-35 K ↑ 66,625 67,717 2% Study Area *One ↑ or ↓ per data bracket jump
Zero-Vehicle
Households
Population Median Age Median Household Income
Regional
Study Areas
Youth
(Under Age 18)
Young Adult
(Ages 18-24)
Senior
(Ages 65+)
Minority Low-Income
People with
Disabilities
Zero-Vehicle
Households
Regional
Study Areas
District 1
25%
10%
15%
95%
30%
20%
19% District 1
District 2
23%
10%
17%
96%
28%
19%
21% District 2
District 3
25%
11%
11%
92%
33%
16%
20% District 3
District 4
27%
10%
11%
93%
35%
19%
21% District 4
District 5A
21%
12%
14%
87%
42%
21%
34% District 5A
District 5B
16%
7%
21%
84%
32%
25%
33% District 5B
District 6
31%
10%
10%
81%
41%
17%
24% District 6
District 7
29%
10%
12%
89%
38%
21%
23% District 7
Downtown
3%
16%
11%
55%
16%
8%
28% Downtown
Midtown
12%
26%
10%
67%
39%
16%
41% Midtown
Hamtramck
32%
13%
8%
46%
45%
11%
19% Hamtramck
Highland Park
25%
9%
19%
95%
45%
22%
46% Highland Park
Dearborn
34%
13%
10%
11%
38%
12%
11% Dearborn
Study Area
26% 11% 13% 82% 35% 18% 23% Study Area
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 78 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Special Event Service
TMD will leverage our work with other regional providers in planning for the 2026 World Cup and 2028 Los Angeles Olympics to develop a service plan for special events occur- ring at SoFi Stadium, Intuit Dome, and the Kia Forum in accordance with FTA guidelines. The Special Event Service Plan will include service parameters for different event types including major sporting events, mega-events like the World Cup and Olympics, and community events, with
routing design connecting SoFi Stadium, Intuit Dome, and the Kia Forum to major park-and-ride locations such as
Harbor Gateway Transit Center and Southwest College.

Each special even service plan will be developed in Remix and will include:
■ Map illustrating the proposed route alignment by
direction, including long-short route patterns where
necessary
■ Proposed service frequencies and service spans
■ Estimated revenue miles and revenue hours
■ Estimated vehicle requirements Operating cost
estimates
■ Ridership and Revenue Projections using an elasticity model approach
TMD has been providing special event planning to LA Metro and OCTA in preparation for the 2026 World Cup and 2028 LA Olympic and Paralympic Games. TMD’s planners possess hands-on experience and in-depth familiarity with the
existing South Bay transit services, operating environment, and local communities and can leverage this knowledge in developing a Special Event Service Plan for GTrans.

Task 7: Service Expansion to
Inglewood Feasibility Study
Leveraging work completed from the previous Tasks, TMD
will conduct a feasibility study for expanding GTrans service to the City of Inglewood and the Inglewood Entertainment District, developing special event service protocols in prepa- ration for the 2026 World Cup and 2028 Los Angeles Olym- pics, and evaluating the implementation of a local Line 7.

TMD welcomes as much participation from GTrans staff in the brainstorming process for this task as they are willing to provide. We have found that our service recommenda-
tions are stronger when they incorporate the institutional knowledge from agency staff.

Inglewood Service Expansion Analysis
TMD will use our Remix license to identify potential routes that connect GTrans’ service area with the City of Ingle - wood and the Inglewood Entertainment District. Potential alternatives developed will include connections to key desti- nations including SoFi Stadium, Intuit Dome, Kia Forum, and Inglewood Transit Center, while assessing integration opportunities with Metro Lines 205 and 211/215 to create seamless regional connectivity. For each alternative develop, TMD will provide:
■ Map illustrating the proposed route alignment by
direction, including long-short route patterns where
necessary
■ Proposed service frequencies by time period and for
special events
■ Proposed service spans
■ Estimated revenue miles and revenue hours
■ Estimated vehicle requirements
■ Transfer opportunities
■ Operating cost estimates
■ Ridership and Revenue Projections using an elasticity model approach
FIgu Re 19: TMD STAFF INCLUDING PROPOSED PROJECT MANAGER,

STUART GELTMAN, CONDUCTING A SITE VISIT OF A VENUE FOR THE LA GAMES.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 79 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 8: Provide Multi-Year
Service Expansion and/or
Restructuring Plan
TMD will develop comprehensive multi-year service expan- sion and restructuring plans for GTrans through a collabora- tive, data-driven approach that builds upon the findings from Tasks 1-7 to create phased implementation strategies spanning immediate (1-3 years), mid-range (3-5 years),
and long-range (5-7 years) timeframes. Building off the comprehensive analysis conducted in previous tasks, our redesign network scenarios will be developed collabora - tively between TMD and GTrans staff through an inclusive brainstorming process that welcomes extensive participa- tion from GTrans staff, as we have found that our service plans are stronger when they incorporate the institutional knowledge of agency personnel. This in-depth involvement in the brainstorming process helps build staff ownership of the final plan, which significantly increases the chances of successful implementation after the project’s conclusion.

TMD will employ our proven two-step development process combining “top-down” regional and network analysis with “bottom-up” individual route assessment to create holistic service recommendations:
■ Top-down analysis will provide a big-picture view
of how GTrans connects with neighboring regions,
interfaces with Metro’s network, and positions itself
for future growth including the 2026 World Cup
and 2028 Olympics, ensuring we build an integrated
transit network rather than just a compilation of
individual routes
■ Bottom-up analysis will allow TMD to understand
the operational details of each GTrans line and
recommend specific changes to improve efficiency
and everyday operations, with particular focus on
the route-specific improvements outlined in the RFP
including:
» Line 1X schedule and frequency optimization based
on existing demand
» Line 2 potential separation into two lines with
better Metro coordination and integration with
Metro Lines 205 or 211/215
» Line 3 improvements to MLK Transit Center
connectivity and service reliability
Local Line 7 Service Design & Planning
Additionally, this task will evaluate the feasibility of imple- menting a local Line 7 service. TMD will leverage previous task findings to assess the utilization of the existing Line 7X and potential market demand for a new local Line 7. TMD will determine if there should be any changes to the existing 7X alignment, the appropriate local stop spacing and service patterns, what major destinations should be served, includ- ing transfer points within the existing GTrans network. The local Line 7 service alternatives will be developing using our Remix license and will include:
■ Map illustrating the proposed route alignment and
stop locations
■ Proposed service frequencies and service spans
■ Estimated revenue miles and revenue hours
■ Estimated vehicle requirements
■ Transfer opportunities
■ Operating cost estimates
■ Ridership and Revenue Projections using an elasticity model approach
Task 7 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, Project Manger
(TMD)
• Daniel Peña, Senior Planner (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Participate in brainstorming sessions with TMD
staff;
• Review and provide comments on the service
expansion, special events, and Local Line 7 service
alternatives.

Task Deliverables
• Feasibility report describing service alternatives to expand service to the City of Inglewood and the
Inglewood Entertainment District, support Special
Events, and new Local Line 7.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 80 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Using our in-house Remix license and the established
Transit Toolkit, TMD will develop detailed recommendations for each Line. Recommendations will be developed based on the agreed upon budget scenario (±0%, ±5%, ±10%)
and will include:
■ Service Parameters by line and day of week, proposed
route alignments with efficiency improvements, service
frequencies and spans, estimated revenue miles and
hours, and vehicle requirements by type
■ Route and Network maps illustrating the proposed
route alignment by direction, including long-short route patterns where necessary
■ Network Integration: Transfer opportunities with
particular focus on creating seamless connections within the GTrans network and with regional partners, removal
of excessive service duplication within GTrans system
and with other agencies
■ Access and Equity Analysis: Assessment of effects
on transit access by examining ridership impacts across different demographic groups, evaluation of population
percentages within 0.25 and 0.5 miles of frequent and
standard service, and overall equity impact assessment
■ Capital Requirements: Identification of capital needs including any required infrastructure such as transit
centers, layover facilities, and technology elements,
along with associated costs for each implementation
phase
■ Special Event Planning: Service parameters for
upcoming special events including World Cup
2026, Olympics 2028, major sporting events, and
concerts, with routing, frequency, fleet, and operator
requirements.

After the recommendations have been finalized, TMD will develop a phased implementation plan following the time periods outlined in the RFP - immediate (1-3 years), mid- range (3-5 years), and long-range (5-7 years). The key to a successful implementation process 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 fleet requirements for each service type. For each implementation date, service statistics (revenue miles and revenue hours) and vehicle and other capital requirements would be documented, as well as anticipated financial impacts (costs, revenues).
» Line 4 ridership-based service level assessment and
operational improvements
» Line 5 enhanced Vermont Corridor connectivity on
El Segundo Blvd
» Line 7X weekend service expansion feasibility for
Friday and Saturday service
» Line G operational improvements for schedule and
frequency optimization
A key component of TMD’s approach is identifying a suite of potential transit products through our “Transit Toolkit” methodology, matching different service types to market typologies and opportunities throughout the GTrans service area. This toolkit will establish different service tiers that allow solutions to be “right-sized,” whether that means traditional fixed-route transit, enhanced express services, special event operations, or alternative mobility options such as expanded microtransit services. TMD has signifi - cant experience integrating microtransit, TNCs, and other innovative transportation solutions into transit planning, which will be particularly valuable given GTrans’ recent implementation of the Bolt microtransit service and the need to optimize its integration with fixed-route operations.

FIgu Re 20: 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.

A
C
e
D
B
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 81 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 9: Microtransit Analysis
TMD will conduct a comprehensive evaluation of GTrans’
newly implemented Microtransit service (Bolt Powered)
to understand travel patterns, rider behavior, and opera- tional performance since the December 2024 launch of
the co-mingled service model. Our analysis will begin
with a detailed data review of the existing paratransit and on-demand ridership patterns, utilizing available trip data, scheduling records, and customer demographics to estab- lish baseline performance metrics. TMD will work closely with GTrans staff to access and analyze data from the
software-based dispatch and optimization system, exam-
ining trip origins and destinations, service response times, vehicle utilization rates, and customer satisfaction indica- tors. We will also conduct comparative analysis with peer microtransit operations to benchmark GTrans’ performance against industry standards and identify opportunities for improvement.

TMD will evaluate the current service area boundaries and operational parameters through spatial analysis and demand modeling techniques, utilizing demographic data, employ- ment centers, and existing transit connectivity to assess the effectiveness of the current zone design. Our team will analyze the efficiency of the co-mingled model by examin- ing how paratransit and on-demand trips are integrated, identifying potential conflicts or synergies between the two service types, and evaluating the impact on overall system productivity. We will assess service hours, vehicle deploy- ment strategies, and fare structure effectiveness while identifying barriers to on-demand ridership growth through customer survey analysis and stakeholder interviews. TMD will also examine the technology platform’s performance, including app usage patterns, booking preferences, and
any technical barriers that may be limiting service adoption.

Phase 2 - Public Outreach
After the service recommendations have been reviewed
and vetted by GTrans staff, TMD and AA will share the draft recommendations with the public and collect feedback.

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.

Following the collection of public feedback, TMD will work with GTrans staff to update the service plan. The final service plan will be detailed in the final report (see Task 11).

Task 8 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, Project Manger
(TMD)
• Daniel Peña, Senior Planner (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Participate in brainstorming sessions with TMD
staff;
• Review and provide comments on the service
alternatives.

Task Deliverables
• Draft and final service plan, developed in Remix,
phased over three time periods.

FIgu Re 21: EXAMPLE MICROTRANSIT ANALYSIS
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 82 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 10: Fare Study
Four Nines will lead the Fare Study to review Gardena’s existing fare structure and develop recommendations.

Existing Fare Structure Assessment
The existing fare structure assessment will include:
■ Review of Gardena’s current fare structure, includ-
ing fare policy and goals as well as fare levels, and
payment options
■ Documentation on past programs and incentives
■ Analysis of Gardena’s current fare structure using
metrics such as revenue cost recovery ratios, fare
media usage, and fare payment method usage
■ Demographic information of riders will be assessed
per fare product as data is available
■ Evaluation of Gardena’s fare structure’s current
strengths and weakness, as well as opportunities for
change

DATA GATHERING
To understand Gardena’s current state and identify existing strengths and weaknesses, Four Nines will hold an initial conference call with GTrans staff to better understand the agency’s existing fare policy and goals. Four Nines will also work with TMD and GTrans to collect the data needed to
conduct the Fare Study. Potential data may include:
■ Current fare products & pricing
■ Ridership and revenue by service type, fare product,
rider category, and month
■ Pass sales: quantity and revenue by pass type
■ Fare collection technologies and capabilities
■ Transfer and joint pass agreements, including revenue sharing provisions
■ Ridership and revenue impacts of prior fare changes
■ Operating costs
■ Ridership, fare revenue, and operating cost projec-
tions for 5-year forecast period
We will try to leverage data provided already for other tasks in order to minimize demands on GTrans staff.

Based on our analysis, TMD will develop targeted recom- mendations for service improvements including potential modifications to service area boundaries, adjustments to service hours and vehicle deployment, strategies to increase on-demand ridership, and enhancements to operational
efficiency. Using the Remix On-Demand model as well as
our in house excel microtransit demand estimator, TMD
will develop recommendations for boundary changes and/
or new zone areas to serve. Our recommendations will
include implementation timelines, resource requirements, and expected performance outcomes. TMD will also
develop performance monitoring metrics and evaluation
frameworks to track the success of implemented changes
and ensure continuous improvement of the microtransit
program. TMD’s analysis and recommendations will be
compiled into a Microtransit Analysis report.

Task 9 Summary
Project Team Personnel
• Gary Hewitt, Task Leader, Microtransit SME (TMD)
• Stuart Geltman, Project Manger (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Provide data needed to analyze GTrans' Bolt
Powered service;
• Review and provide comments on
recommendations;
• Review draft and final microtransit analysis
report.

Task Deliverables
• Draft and final microtransit analysis report.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 83 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Task 11: Project Close-Out
TMD will develop a draft and final COA plan document
synthesizing the previous tasks and final service recommen- dations. The plan will be written in a manner that will make it easily understandable for the public and City Council with generous use of graphics.

A PowerPoint presentation will also be developed summa- rizing the final COA plan and project process, including outreach activities. TMD will provide the City and GTrans with all data that was collected over the course of the plan- ning effort, delivered in a format available for immediate and future use. The final plan will be presented to the City Council and members of the general public in the third
round of outreach outlined in Task 3.

Task 11 Summary
Project Team Personnel
• Stuart Geltman, Task Leader, PM (TMD)
• Daniel Peña, Senior Planner (TMD)
• Ankit Singh, Senior Planner (TMD)
• TMD Associate Planners
• China Langer, Project Principal (TMD)
GTrans Staff Resources Required
• Review of draft and final report;
• Review of City Council PowerPoint presentation.

Task Deliverables
• Draft electronic version of the final report;
• Ten (10) bound and one (1) unbound hard copy
and one (1) electronic copy of the final report;
• Draft and final City Council Presentation.

Four Nines will analyze the collected data to develop an understanding of the distribution of ridership and fare revenue among fare products. The ridership and revenue
information collected at this stage will be valuable in evalu- ating not only the current fare structure and pricing but also in developing fare recommendations.

Four Nines has supported many transit agencies
across the country with assessing their fare
structures and developing fare structure changes.

We will ensure a comprehensive analysis of GTrans
existing fare structure by examining Gardena’s fare
and ridership data in conjunction with the onboard
survey data to determine fare product usage by low-
income and minority populations to ensure any fare
recommendations are accessible to all of Gardena’s
riders.

Recommend Fare Structure Changes
Four Nines will develop fare recommendations based on the Existing Fare Structure Assessment. After initial recommen- dations are developed, Four Nines will facilitate a discussion with the Project Team and key staff. Based on staff input, the recommendations will be finalized and incorporated
in to Fare Structure Recommendations report. This report document the methodology and findings from the exist-
ing fare structure assessment and final recommendations outlining fare structure/fare level changes. A draft and final version will be shared with GTrans staff for review.

Task 10 Summary
Project Team Personnel
• Christina Winberry, Task Leader (Four Nines)
• Craig Jaffe, Principal (Four Nines)
• Maeve Clements, SME Fare Policy (Four Nines)
• Amy Martin, SME Fare Collection Systems (Four Nines)
• Stuart Geltman, Project Manger (TMD)
GTrans Staff Resources Required
• Participate in data gathering conference call;
• Support the collection of data needed to
successfully execute fare study;
• Provide input on fare recommendations; review
draft and final fare structure report.

Task Deliverables
• Draft and final Fare Structure Recommendations
report.

FIgu Re 22: SAMPLE FINAL
REPORT
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 84 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan5
Additional Scope Tasks
Beyond the core COA scope, TMD offers comprehensive
additional services to support GTrans through implemen- tation and beyond. With our team’s scheduling expertise in Trapeze™, we can help GTrans develop timetables for the final COA plan recommendations. Our support can
extend beyond the timetable development to also include blocking, rostering, and runcut. In addition, 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 accessibility and operational performance. TMD can also conduct comprehensive Title VI Service Equity Analysis of both the final COA and Inglewood Service Expansion recommendations to ensure compliance
with federal civil rights requirements and equitable service distribution across all community demographics. Addi -
tionally, our data collection capabilities through partner NDS allow us to perform independent on-board ridership
and on-time performance validation studies to verify the accuracy of GTrans’ existing APC and AVL systems, provid- ing confidence in data integrity and system performance metrics that will guide future operational decisions.

Should GTrans wish to pursue any of these additional
services, TMD is prepared to develop customized scope and cost proposals tailored to the GTrans’ and the City’s specific needs and priorities.

Potential Challenges
The primary challenge for this COA will be managing the aggressive 6-month project timeline while ensuring compre- hensive analysis and meaningful community engagement.

Success will depend heavily on GTrans staff providing
required data promptly at project initiation and conduct - ing expedited reviews of all deliverables to maintain project momentum. TMD will address these challenges through
proactive project management including early data requests, clearly defined review timelines with built-in contingencies, weekly progress meetings to identify potential bottlenecks before they impact the schedule, and concurrent task execu- tion where possible to maximize efficiency. Our team will also establish clear communication protocols and dedicated points of contact to ensure rapid response times, while lever- aging our extensive experience with similar tight timelines on other similar COA projects to anticipate potential delays and implement mitigation strategies that keep the project on track without compromising the quality and thoroughness of our analysis and recommendations.

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 PowerBI 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 find-
ings are translated into compelling visual narratives that effectively 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.

Potential Challenges and Technical Innovations
FIgu Re 23: TMD'S TRANSIT TOOLKIT
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 85 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
Project Schedule
As directed in the RFP , TMD has prepared a 6-month project schedule for GTrans’ proposed COA (see Figure 25 on the following page), incorporating all items and milestones defined in the scope of services and presented in our
proposal. To achieve this project schedule it will require close collaboration with GTrans staff through regular coordina- tion meetings, timely reviews and feedback on deliverables, and active participation in key project milestones 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 GTrans 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
possible. As appropriate, reallocate staff and technol- ogy 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 GTrans staff to resolve any billing issues, should they arise.

Task Start Date End Date
Task 1: Project Administration 7/7/25 12/31/25
Task 2: Route Profiles and Existing
Conditions Analysis 7/10/25 8/29/25
Optional Task 2.1: Holiday Schedule 11/17/25 12/31/25
Task 3: Public Involvement Plan 7/14/25 8/1/25
Task 4: Public Outreach and
Community Meetings 8/4/25 12/31/25
Task 5: On Board Rider Survey 8/4/25 10/3/25
Task 6: Latent and Future Demand
Estimation 7/10/25 8/29/25
Task 7: Service Expansion to
Inglewood Feasibility Study 9/15/25 10/31/25
Task 8: Provide Multi-Year Service
Expansion and/or Restructuring Plan 9/15/25 10/31/25
Task 9: Microtransit Analysis 9/1/25 10/3/25
Task 10: Fare Study 7/10/25 9/22/25
Task 11: Project Close-Out 11/24/25 12/31/25
5 Project Schedule and Management Approach
FIgu Re 24: GTRANS COA TARGET DELIVERABLES DATES
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 86 City of Gardena - GTrans
Transportation Management & Design, Inc. Compr ehensive Operational Analysis Work Plan5
Proposed Schedule
FIgu Re 25: GTRANS PROPOSED COA TIMELINE WITH DELIVERABLES AND MILESTONES 07/07/2025-07/13/202507/14/2025-07/20/202507/21/2025-07/27/202507/28/2025-08/03/202508/04/2025-08/10/202508/11/2025-08/17/202508/18/2025-08/24/202508/25/2025-08/31/202509/01/2025-09/07/202509/08/2025-09/14/202509/15/2025-09/21/202509/22/2025-09/28/202509/29/2025-10/05/202510/06/2025-10/12/202510/13/2025-10/19/202510/20/2025-10/26/202510/27/2025-11/02/202511/03/2025-11/09/202511/10/2025-11/16/202511/17/2025-11/23/202511/24/2025-11/30/202512/01/2025-12/07/202512/08/2025-12/14/202512/15/2025-12/21/202512/22/2025-12/28/202512/29/2025-01/04/2026 Task 1: Project Administration 7/7/25 12/31/25
Task 2: Route Profiles and Existing
Conditions Analysis 7/10/25 8/29/25
Optional Task 2.1: Holiday Schedule 11/17/25 12/31/25
Task 3: Public Involvement Plan 7/14/25 8/1/25
Task 4: Public Outreach and
Community Meetings 8/4/25 12/31/25
Task 5: On Board Rider Survey 8/4/25 10/3/25
Task 6: Latent and Future Demand
Estimation 7/10/25 8/29/25
Task 7: Service Expansion to
Inglewood Feasibility Study 9/15/25 10/31/25
Task 8: Provide Multi-Year Service
Expansion and/or Restructuring
Plan
9/15/25 10/31/25
Task 9: Microtransit Analysis 9/1/25 10/3/25
Task 10: Fare Study 7/10/25 9/22/25
Task 11: Project Close-Out 11/24/25 12/31/25
Monthly Progress Reports
Bus Operator Engagement
Community Engagement Deliverable Completed
TMD Milestones
Project Kick-Off Meeting On-Board Survey
Project Website Updates/Webinar
COA - [ Gardena GTrans ]
TASK Start Date End Date
Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25
City Council Presentation
07/07/2025-07/13/202507/14/2025-07/20/202507/21/2025-07/27/202507/28/2025-08/03/202508/04/2025-08/10/202508/11/2025-08/17/202508/18/2025-08/24/202508/25/2025-08/31/202509/01/2025-09/07/202509/08/2025-09/14/202509/15/2025-09/21/202509/22/2025-09/28/202509/29/2025-10/05/202510/06/2025-10/12/202510/13/2025-10/19/202510/20/2025-10/26/202510/27/2025-11/02/202511/03/2025-11/09/202511/10/2025-11/16/202511/17/2025-11/23/202511/24/2025-11/30/202512/01/2025-12/07/202512/08/2025-12/14/202512/15/2025-12/21/202512/22/2025-12/28/202512/29/2025-01/04/2026 Task 1: Project Administration 7/7/25 12/31/25
Task 2: Route Profiles and Existing
Conditions Analysis 7/10/25 8/29/25
Optional Task 2.1: Holiday Schedule 11/17/25 12/31/25
Task 3: Public Involvement Plan 7/14/25 8/1/25
Task 4: Public Outreach and
Community Meetings 8/4/25 12/31/25
Task 5: On Board Rider Survey 8/4/25 10/3/25
Task 6: Latent and Future Demand
Estimation 7/10/25 8/29/25
Task 7: Service Expansion to
Inglewood Feasibility Study 9/15/25 10/31/25
Task 8: Provide Multi-Year Service
Expansion and/or Restructuring
Plan
9/15/25 10/31/25
Task 9: Microtransit Analysis 9/1/25 10/3/25
Task 10: Fare Study 7/10/25 9/22/25
Task 11: Project Close-Out 11/24/25 12/31/25
Monthly Progress Reports
Bus Operator Engagement
Community Engagement Deliverable Completed
TMD Milestones
Project Kick-Off Meeting On-Board Survey
Project Website Updates/Webinar
COA - [ Gardena GTrans ]
TASK Start Date End Date
Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25
City Council Presentation
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 87 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 Communication & Issue Resolution
With decades of experience serving as both a prime and
subcontractor, we have developed a proven set of admin- istrative protocols to facilitate open communication with our clients. We provide our clients with frequent updates as well as formal and informal review of work in prog - ress. We have included Figure 26 below to summarize
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 GTrans
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
- TAG
- GTrans Staff including
Operators
- Other key internal/external
stakeholders
- Community-at-large
At Key
Project
Milestones
Conference
call, webinar,
or in person
To ensure GTrans is fully aware of the state of the project, client liaison will include:
■ Frequent informal reviews and discussions of work in
progress with GTrans project staff where appropriate.
■ A formal review of the draft deliverables by the
GTrans Project Manager.
■ Regular contact between TMD and the GTrans
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 Principal, 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 GTrans.

Management Approach
With over 500 successfully-completed transit planning proj- ects in our portfolio, TMD fully understands the communica- tion, collaboration, and coordination required to accomplish the tasks identified in GTrans’ RFP . We approach this work with a sincere commitment to the following objectives:
■ To ensure GTrans project success through profes-
sional business management.
■ To provide timely project information and maintain
open communication and trust with GTrans 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 GTrans staff
to review, and provide input to ensure that work
products meet all of GTrans’ 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 GTrans staff.

Management Team
Our Project Management Team will consist of a Project
Manager, and Project Principal with key administrative
support from TMD’s Controller, Melody Kitchens. TMD’s
Project Manager and primary point of contact will be Project Manager, Stuart Geltman. He will be responsible for the day-to-day management of GTrans contract and taskwork.

Stuart will work closely with GTrans staff on all aspects of the technical work, including coordinating efforts among the task leaders, monitoring schedules and budgets, and ensuring the timely completion of all deliverables. Project Oversight will be provided by our proposed Project Principal, TMD President, China Langer. This oversight team will be responsible for ensuring the overall quality and timeliness of all taskwork performed under this contract.

To further elaborate on TMD’s team structure and proposed staff for this project, we have included a project organiza- tion chart (Figure 8) as part of our Staffing Plan beginning on page 26 of this proposal.

FIgu Re 26: GTRANS COA PROJECT COMMUNICATIONS SUMMARY
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 88 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 TMD quality control levels include:
■ Technical Staff - ensure data integrity using TMD’s
service and ridership statistical and GIS analysis tools’ validation capabilities. Ensure use of best practices by following TMD standard operating procedures.
■ Task Leads - 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 recom-
mendations and approves for release to the client. If
GTrans encounters an issue, the project principal will
be available to address and mitigate any issues or
Figure 27 illustrates how TMD’s QA/QC process is applied to key task elements.

Quality Assurance and Control
TMD will provide all services described in a professional, complete, and competent manner. TMD’s QA/QC program
enforces the following elements:
■ Initial project task delivery discussion with client and staff that identifies key quality control points, goals and objectives, and stresses high quality outcome
achievement requirements.
■ Applying TMD procedures and processes for specific
tasks (e.g., GIS mapping, data analysis, or report
writing), which follow industry best practices.
■ Formal review of all working documents and techni-
cal deliverables by the QA/QC Manager, Project
Principal, Project Manager, and Task Leaders.
■ Communication with the GTrans Project Manager
reviewing the work to ensure full achievement of
project task objectives.

In addition, our proposed team structure 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.
• Review collected data
• Identify any data gaps
• Data audit algorithms:
» Screen incomplete
records
» Screen duplicative
entries
» Compare with
baseline data
» Confi rm formulas and
data links
• Multiple levels of review
Data Analysis
• Review data before
it enters the ArcGIS
Environment
• Converted GIS data
checked against the
inputs to ensure it’s
consistent and matches
• After any analysis or
tool is run, examine the
results to ensure they
make sense
• Multiple levels of review
GIS Analysis
• Apply industry best
practices
• Multiple levels of review,
including technical editor
• Ensure Section 508 and
LEP compliance
Technical Reports
• Apply industry best
practices
• Multiple levels of review,
including technical editor
• Ensure Section 508 and
LEP compliance
Policy Document
FIgu Re 27: EXAMPLES OF TMD'S APPLICATION OF OUR CORPORATE QA/QC POCESS TO KEY TASK ELEMENTS Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 89 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 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.

Data Requirements and
Policies
As part of the project kick-off meeting, TMD will provide GTrans 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 GTrans
■ 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.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 90 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Work Plan
5 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 GTrans’ 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
GTrans.

Existing TMD Project
Commitments
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 28 below summarizes TMD’s current projects that will be underway or are anticipated to be in progress during the proposed timeframe of this project. TMD’s proposed Project Manager, Stuart Geltman, is leading only 1 of the projects listed below that will occur during the proposed timeline for GTrans’ COA. More
detailed information about proposed staff’s availability and capacity can be found in the Availability Matrix (Figure 10) on page 34 of the proposal.

Project Start and Estimated
End Date
Broomfield Transit Needs Assessment
(Broomfield, CO) 04/2024 - 12/2025
MTS Transit Insourcing Feasibility Study
(San Diego, CA) 08/2024 - 06/2026
OCTA Transit 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 06/2024-12/2025
City of Davis Short Range Transit Plan 06/2024-12/2025
FIgu Re 28: EXISTING TMD PROJECT COMMITTMENTS
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 PHOTO: @RIDEGTRANS
|FACEBOOK

REPORTING AND REPORT SAMPLES
6 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 92 City of Gardena - GTrans
Transportation Management & Design, Inc. Comprehensive Operational Analysis Reporting and Report Samples
As requested in the RFP , TMD is including a selection of current and past work samples that are similar to this proposed project. Below is the list of work samples included to demonstrate TMD’s qualifications to successfully undertake this study and can be accessed by clicking on each individual report or at the following link below:
https://drive.google.com/drive/folders/1YDjNdFAlkLRqN5DIAnn1lSJvjlsFlyIM?usp=share_link Reporting and Report Samples
6 How often will my bus run?
Updated Draft Proposals: July 2020
How is my bus changing?
*Peak: 6-9am/3-7pm, Midday: 9am-3pm, Evening: 7pm-12am, Owl: 12-4am 200 22
2 302 2
2 44
44 2 302 4
4 302
Brentwood
Bel-Air
Hollywood
Elysian Park
Pacific P
alisades
Santa Monica
Beverly Hills
West Hollywood
14TH ST
SUNSET BLVD 26TH ST

FAIRFAX AV
1ST ST

VETERAN AV

OCEAN AV

HOOVER ST

VINE ST

VERMONT AV

ALVARADO ST

SUNSET BLVD

MAIN ST

ROBERTSON BLVD

WILTON PL

BEVERLY DR

BEVERLY GLEN BLVD

DOHENY DRDOHENY DR
·|}þ2
·|}þ170
·|}þ110
·|}þ187
·|}þ1
·|}þ60
!"#405
!"#10
Los Angeles
Downtown
Atwater Village Silv er Lake
Century City
Westlake
Echo Park
7TH ST
Pico-Union University Park
Westwood

SUNSET BLVD

SANTA MONICA BLVD

HILL ST

BROADWAY
More Frequency
Simpler Network
New Links
New Line 2: Merge Lines 2 and 302 on Sunset Bl with Line 200 (Alvarado/Hoover):
• New Line 2 would follow existing Lines 2 & 302 routes on Sunset Bl between UCLA and Hollywood, merging with
existing Line 200 at Sunset & Alvarado to Exposition Park/ USC via Alvarado, Hoover, Figueroa and MLK Jr
• New Line 2 would provide direct route between USC/
Exposition Park and Hollywood and high frequency service for all bus stops on Sunset Bl and Alvarado St
• Underutilized bus stops would be consolidated to balance speed, reliability, and accessibility
• Line 4 would remain serving Sunset Bl east of Alvarado St through Downtown LA
Existing Line 2
Sunset Blvd
Frequency*
Peak Midday Evening Owl
NextGen
Line 2
Weekday 7.5 min 10 min 15 min 60 min
Saturday 12 min 12 min 15 min 60 min
Sunday 12 min 12 min 15 min 60 min
Existing
Line 2
Weekday 11 min 15 min 27 min 30-60 min
Saturday 18 min 16 min 27 min 30-60 min
Sunday 22 min 20 min 30 min 30-60 min
NOVEMBER, 2019
LA Metro NextGen Bus Plan |
Route Profiles & Presentation

LOS ANGELES COUNTY METROPOLITAN

TRANSPORTATION AUTHORITY
(LA METRO) | LOS ANGELES, CA
Pasadena Transit Short Range
Transit Plan | Survey Materials
CITY OF PASADENA | PASADENA, CA
Santa Clarita 2024 Transit
Development Plan | Final
Report

CITY OF SANTA CLARITA
| SANTA CLARITA, CA
Making Better Connections Study
Appendix
March 2023
Final Report
Making Better
Connections Study
March 2023
Santa Monica Big Blue Bus
Brighter Blue COA | Final Report

CITY OF SANTA MONICA
| SANTA MONICA, CA
OCTA Making Better
Connections | Final Report &
Appendix

ORANGE COUNTY TRANSPORTATION
AUTHORITY (OCTA) | ORANGE, CA
Victor Valley Transit Authority
COA | Final Report

VICTOR VALLEY TRANSIT AUTHORITY (VVTA)
| VICTORVILLE, CA
City of Santa Clarita Transit
2024 Transportation
Development Plan
Final Report | January 2025
Prepared by:

What type of place are you COMING FROM?
❑ Home
❑ School
❑ Shopping
❑ Recreation
❑ Work
❑ Medical
❑ Other:

Name of Place, Address, or Intersection:

How did you GET FROM the place you first started from to the FIRST bus or train you used for this one-way trip?
❑ Walk
❑ Bike
❑ Was dropped off by someone
❑ Drove alone and parked
❑ Drove or rode with others and parked
❑ Taxi / Uber / Lyft
❑ Other:

At what stop did you get on this Pasadena Transit bus?
What type of place are you GOING TO?
❑ Home
❑ School
❑ Shopping
❑ Recreation
❑ Work
❑ Medical
❑ Other:

Name of Place, Address, or Intersection:

How will you GET TO your destination after you get off the LAST bus or train you will use for this one-way trip?
❑ Walk
❑ Bike
❑ Will be dropped off by someone
❑ Will drive alone and park
❑ Will drive or ride with others and park
❑ Taxi / Uber / Lyft
❑ Other:

At what stop will you get off this Pasadena Transit bus? Bus and Rail Services Used for This Trip (Circle Current Route):
1st Route 2nd Route 3rd Route 4th Route
START
END
Did you have access to a car to make this trip?
❑ Yes
❑ No
Please tell us how often you have used the following:

In 2019 (pre-COVID)
In the last month
1-3 times/
month
1-4 times/
week
5+ times/
week
I did not
use
1-3 times/
month
1-4 times/
week
5+ times/
week
I have not
taken
Pasadena Transit ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
Metro A (Gold) Line ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
Metro Bus ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
Foothill Transit ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
Other bus ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
Metro Micro n/a n/a n/a n/a
❍ ❍ ❍ ❍
Uber / Lyft ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
Taxi ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍
What time Monday thru Friday is it MOST important to have more frequent service (i.e., more buses)? (Select one) ❑ Early morning (4:00-6:00 am)
❑ AM rush hour (6:00-9:00 am)
❑ Midday (9:00 am to 3:00 pm)
❑ PM rush hour (3:00-6:00 pm)
❑ Early evening (6:00-9:00 pm)
❑ Later evening (9 pm+)
What time of the week is it MOST important to expand operating hours? (Select one) ❑ Earlier on weekday mornings
❑ Later on weekday evenings
❑ Earlier on Saturday mornings
❑ Later on Saturday evenings
❑ Earlier on Sunday mornings
❑ Later on Sunday evenings TURN OVER
Pasadena Transit Onboard Survey
We are looking for feedback on how to improve public transportation services provided by the City of Pasadena. Your information and responses will be used for transportation planning purposes only. Thank you for your help!
Scan the QR code
above to complete
on your phone.

Pasadena
Short Range
Transit Plan
UPDATE /two.lf/zero.lf/two.lf/four.lf
The Department of Transportation is currently updating its Short Range Transit Plan (SRTP). This document will provide guidance for five years of programming of transit service development and investments that support the policy goals for the City’s public transit services. The plan is updated every five years and takes into consideration current transit usage and emerging trends.

We are seeking input and engagement from our riders and residents in order to get feedback on our draft recommendations. Your comments will help shape the final plan! Get Involved
For more information, please
call (626) 744-4055 or
visit bit.ly/PasadenaSRTP

PROJECT SCHEDULE

PROJECT FOCUS
» New Travel Patterns
» Zero Emission Bus Operations
» Regional Integration
» Improved Bus Stop Amenities

GOALS OF THE SRTP
» Five-year plan for proposed bus service changes
designed to increase transit ridership and improve the
customer experience
» New service design based on the current mobility
trends in the region
Review Existing
Conditions
Winter 2024
Recommendation
Feedback Workshops
Fall 2024 Finalize SRTP
Early 2025
Develop Draft
Recommendations
Summer 2024
SRTP Priority Public
Workshops
Spring 2024
On-Board Survey
Fall 2023

PASADENA TRANSIT ONBOARD SURVEY
Survey takers will be riding our buses in October to get your feedback on how to improve City public transportation services. You can also take the survey using your phone by November 10th.

Scan the QR code above to complete on your phone.

Escanee el código QR de arriba para completarla en su teléfono.

Սկանավորեք վերը նշված QR կոդը հեռախոսով լրացնելու համար:
扫描上方二维码即可在手机上完成。
위의 QR 코드를�스캔하여�휴대폰에서�완료하십시오.

Quét mã QR ở trên để hoàn thành trên điện thoại của bạn.

Pasadena Transit Pasadena TransitIdentity Guidelines 2015 Identity Guidelines 2015Design Elements / Logo Design Elements / Logo08 09 This is the primary mark for Pasadena Transit. Alternative version of the logo. This allows for vertical placement on surfaces that may compete with the mark.

Primary Logo Alternative Logo
h/t_tps:/ /arcg.is/nGXHH
Victor Valley Transit Authority COA
Final Report - June 2024
Big Blue Bus
Brighter Blue COA
Final Report | June 2024
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 22 of 43

FORM A

PROPOSAL SUBMISSION CHECKLIST

This checklist shall be completed and returned with your proposal. Failure to return this checklist and the required documents may be cause for considering the proposal non - responsive.

DESCRIPTION

REQUIRED
FORMS

REFERENCE
LETTER
PROPOSER’S

INITIALS

1. Proposal Submission Checklist (This Form) FORM A

2. Transmittal Letter Form FORM B

3. Business Questionnaire FORM C

4. Addendum Acknowledgement FORM D

5. Designation of Subcontractors FORM E

6. Affidavit of Non-Collusion FORM F

7. Conflicts of Interest Statement FORM G

8. Payment Milestone Schedule FORM H

9. Cost Proposal (refer to instructions) ATTACHMENT A

Company Name:

Name of Proposer
initialing document
(print):

Email address of
Company Contact:

Signature:

Title:

Date:

CL
CL
CL
CL
CL
CL
CL
CL
CL
Transportation Management & Design, Inc.

China Langer
[email protected]
President
06/16/2025
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 23 of 43

FORM B

TRANSMITTAL LETTER FORM

City of Gardena GTrans
Dana Pynn, Assistant Director of Transportation
13999 S. Western Ave.

Gardena, CA 90249

1. Proposer acknowledges receipt of RFP 2024-09 and Addenda No. (s)

2. Proposer acknowledges its familiarity with requirements defined in Scope of Services.

3. This offer shall remain firm for days from the RFP close date. (minimum 120)

Company Name:

Address:

Telephone:

Print Name/Title:

E-mail:

Date Signed:

Signature:

1, 2
120
Transportation Management & Design, Inc.
2701 Loker Ave. W., Suite 110
Carlsbad, CA 92010
(760) 476-9600 Ext. 107
China Langer / President
[email protected]
06/16/2025
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 24 of 43

FORM C

BUSINESS QUESTIONNAIRE

1. Name of Proposed Contractor ("Business”, herein): __________________________________________________

___________________________________________________________________________________________

Doing Business As: ___________________________________________________________________________ Other business name, if applicable)
EIN#______________________________ NACIS Code______________________________

2. Business Mailing Address: _____________________________________________________________________ Street Address
_____________________________________________________________________ City State Zip Code

3. Business Telephone Number: ( ) _____________________ Fax Number: ( ) ________________________

E-mail address: _______________________________________________________

4. Business Type: Individual Corporation Partnership Joint Venture

5. Number of Years in Business: __________________________________________________________________

6. Annual Gross Revenue: (M represents Millions)

$1M or less $1M-$5M $5M-$10M $10M-$16M $16M or Over

7. Number of Employees:

Less than 50 50-100* 101-750 751-1,000 1,001 or over

8. Is Business Owned by Minority Ethnicity? Yes No

9. Ethnic Group: African American Hispanic American Native American Asian Pacific American Subcontinent Asian American Caucasian Other (Please Specify) _____________________________________

10. Female Owned Business? Male Owned Business?

11. Type of Work Performed: Construction Wholesale/Distributor Manufacturing Professional Service General/Technical Service Retail

12. Please provide a brief description of your materials and/or services:

13. Is the Business a subsidiary of another entity? Yes No

14. Has the Business, or any officer or partner thereof, failed to complete a contract? Yes No

15. Is any litigation pending against the Business? Yes No

16. Has the Business ever been declared a "not responsible" vendor by a public agency? Yes No

17. Has the Business been debarred, suspended, proposed for debarment, declared ineligible, voluntarily excluded or otherwise disqualified from bidding, proposing or contracting? Yes No

Transportation Management & Design, Inc.
33-0825432
541320, 541611, 541614
2701 Loker Ave. W., Suite 110
Carlsbad
CA
92010
760
476-9600
[email protected]
X
X
X
N/A
Not Applicable
36 X
Transportation Management & Design, Inc. provides comprehensive transit planning and scheduling consulting services.

Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 25 of 43

FORM C Continued

BUSINESS QUESTIONNAIRE

18. Has the Business been a defaulter, as principal, surety or otherwise? Yes No

19. Has the government or other public entity requested or required enforcement of any of its rights under a surety agreement on the basis of a default or in lieu of declaring the Business in default? Yes No

20. Is the Business in arrears upon a contract or debt? Yes No

21. Are there any proceedings pending relating to the Business' responsibility, debarment, suspension, voluntary exclusion or qualification to receive a public contract? Yes No

22. Have liquidated damages or penalty provisions been assessed against the Business for failure to complete the work on time or for any other reason? Yes No

23. If a "yes" response is given under questions 15 through 22, please provide a detailed explanation including dates, references to contract information, contacts, etc. (attach additional pages as necessary). GTrans reserves the right to inquire further with respect thereto.

24. Name of principal financial institution for financial responsibility reference.

Name of Bank:

Address:

City and State:

Officer familiar with proposer’s account:

Federal Taxpayer I.D. number:

25. Please check all classifications that apply to your business:

DBE WBE MBE SBE SBRA LSAF

I, individually and on behalf of the business named above, do by my signature below certify that the information provided in this questionnaire is true and correct. I understand that if the information provided herein contains any false statements or any misrepresentations: 1) GTrans will have the grounds to terminate any or all contracts which GTrans has or may have with the business; 2) GTrans may disqualify the business named above from consideration for contracts and may remove the business from GTrans ’ proposers list; or/and 3) GTrans may have grounds for initiating legal action under federal, state or local law.

Note: This questionnaire is also a certification form; the information requested will be used to determine small business status as per 13 CFR Part 121. Additionally, this information will allow GTrans to report the amount of subcontracting activity with all businesses that offer the commodities and services used by GTrans.

Printed Name: Title

Signature of Owner: Date:
(Owner, CEO, President, Majority Stockholder or Designated Representative)

33-0825432
Carlsbad, CA
2550 El Camino Real, Carlsbad, CA 92008
Bank of America
Gregory Davlin
China Langer
President
06/16/2025
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 26 of 43

FORM D

ADDENDUM ACKNOWLEDGEMENT

Proposer acknowledges receipt of the following addenda which are attached to the Proposal:

Addendum No. _____________ Date __________________
Addendum No. _____________ Date __________________
Addendum No. _____________ Date __________________

Failure to acknowledge the receipt of all addenda may cause the Proposal to be considered non-responsive.

If Proposer is a corporation, state the legal name of the corporation and the name(s) of person(s) authorized to sign Proposals; if a partnership, state true name of firm and the names of all individual partners; if an individual, state name in full. ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________

Date: ______________________, 20____
Company: __________________________
Signed: ____________________________
Name: _____________________________
Title: ______________________________
Telephone: __________________________

06/02/2025
2 05/14/2025
1 Transportation Management & Design, Inc.

China Langer, President
Melissa Sather, Executive Vice President
Melody Kitchens, CFO
June 16
25 Transportation Management & Design, Inc.

China Langer
President
(760) 476-9600 Ext. 107
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 27 of 43 FORM E

DESIGNATION OF SUBCONTRACTORS
Propose shall provide the names and business addresses of each subcontractor who will perform work under the contract.

Attach additional copies of this form if more space is needed.

Company Name and Address /
Contact Name and Phone No.

INCLUDE LICENSE NUMBERS
DBE
(Included in
CUCP List)
(Yes / No)
Small
Business
Enterprise
(Yes / No)
Description of
Work/Services
% of
Work
Estimated
Dollar
Amount

Arellano Associates
5851 Pine Avenue, Suite A
Chino Hills, CA 91709
Genoveva Arellano
(909) 627-2974
Christina Winberry
(267) 909-7153
Public engagement and
Outreach
Yes
Yes
CUCP #:
41199
CA DGS #:
2000360
21%
Four Nines Technologies
101 Madera Del Presidio
Corte Madera, CA 94925
No
Yes
CA DGS #:
1751254
Transit fare policy, collections,
and technologies consulting
services
$ 44,675.00
$ 91,891.05
$ 35,059.35
National Data & Surveying Services, Inc.
106 N Poinsettia Pl.

Los Angeles, CA 90036
Ruben Gallegos
(323) 782-0090
No
Yes
Transit data collection and
surveying
CA DGS #:
40052
NAICS: 541614, 541611, 541512,
541613, 541614, 541618
NAICS: 541820, 541611, 541613
NAICS: 541990
19%
7%
CA SOS #
3454187:

CA SOS #:
1992868
CA SOS #:
201134010121
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 28 of 43

FORM F

AFFIDAVIT OF NON-COLLUSION

Submit this form with the Price Proposal, failure to do so is grounds for disqualification.

I hereby swear (or affirm) under penalty of perjury that:

1. I am the Proposer (if the Proposer is an individual), a partner in the proposal (if the Proposer is a partnership), or an officer or employee of the proposing corporation and have authority to sign on its behalf (if the Proposer is a corporation);

2. The Proposer has independently produced the attached proposal(s) without collusion, agreement, understanding or planned common course of action, with any other source, that would limit independent proposing competition;

3. The contents of the proposal(s) have not been communicated by the Proposer and or its employees and or agents to any person not an employee and or agent of the Proposer or its surety, on any bond furnished with the proposal, and will not be communicated to any such person prior to the official opening of the proposal, and

4. I have fully informed myself regarding the accuracy of the statements made in this affidavit.

Proposer’s Company Name

Legal Structure (corp./partner/proprietor)

Principal Office Address

City, ST, Zip

Phone Number

Fax Number

E-Mail

Federal Employer Identification Number

Title of Person Authorized to Sign

Print Name of Person Authorized to Sign

Authorized Signature and Date

Transportation Management & Design, Inc.

Corporation
2701 Loker Ave. W., Suite 110
Carlsbad, CA 92010
(760) 476-9600
N/A
[email protected]
33-0825432
President
China Langer
06/16/2025
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31

RFP 2024-09 Comprehensive Operational Analysis Page 29 of 43

FORM G

CONFLICTS OF INTEREST STATEMENT

Proposers shall provide a list of all entities with which it has relationships that create, or would appear to create, a conflict of interest with the work that is contemplated by this project. The list should indicate the name of the entity, the relationship to the Proposer, and a discussion of the conflict.

Name of Entity:

Relationship to Proposer:

Conflict: _

Name of Entity:

Relationship to Proposer:

Conflict:

Name of Entity:

Relationship to Proposer:

Conflict:

OR

I, , hereby certify that
Authorized Official
has no known relationships that
Company
create or would appear to create a conflict of interest with the work that is contemplated by this project.

Executed this _ day of , 20

By
(Signature of Authorized Official)

Not Applicable
Not Applicable
Not Applicable
China Langer
Transportation Management & Design, Inc.
16th
June
25 Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 RFP 2024-09 Comprehensive Operational Analysis Page 30 of 43 FORM H

SAMPLE INVOICE
Attach a copy of sample invoice with this form that complies with Section I (O), “Invoicing and Payment.” The copy should be visible and easy to read.

See Attached
Docusign Envelope ID: 851F8F41-D540-42A9-A68A-AEFD2D837C31 City of Gardena Invoice number 1111-01 Invoice date 07/07/2025