Turlock City Council
March 24, 2026

City Council Meeting
Agenda

March 24, 2026
6:00 PM
City of Turlock Yosemite Room
156 S. Broadway, Turlock, California

Mayor
Amy Bublak

Council Members
Kevin Bixel
Cassandra Abram
Erika Phillips
Rebecka Monez
(Vice Mayor)
Interim City Manager
Gary Hampton
City Clerk
Nichole Fiez
City Attorney
George A. Petrulakis

SPEAKER CARDS: To accommodate those wishing to address the Council and allow for staff follow- up, speaker cards are available for any agendized topic or any other topic delivered under Public Comment. Please fill out and provide the Comment Card to the City Clerk or Police Officer.

NOTICE REGARDING NON-ENGLISH SPEAKERS: The Turlock City Council meetings are conducted in English and translation to other languages is not provided. Please make arrangements for an interpreter if necessary.

EQUAL ACCESS POLICY: If you have a disability which affects your access to public facilities or services, please contact the City Clerk’s Office at (209) 668-5540. The City is committed to taking all reasonable measures to provide access to its facilities and services. Please allow sufficient time for the City to process and respond to your request.

NOTICE: Pursuant to California Government Code Section 54954.3, any member of the public may directly address the City Council on any item appearing on the agenda, including Consent Calendar and Public Hearing items, before or during the City Council’s consideration of the item. Members of the public will be allowed three (3) minutes for comments.

AGENDA PACKETS: Prior to the City Council meeting, a complete Agenda Packet is available for review on the City’s website at www.cityofturlock.org and in the City Clerk’s Office at 156 S. Broadway, Suite 230, Turlock, during normal business hours. Materials related to an item on this Agenda submitted to the Council after distribution of the Agenda Packet are also available for public inspection in the City Clerk’s Office. Such documents may be available on the City’s website subject to staff’s ability to post the documents before the meeting.

1. CALL TO ORDER

2. SALUTE TO THE FLAG

3. ROLL CALL AND DECLARATION OF CONFLICTS

4. APPROVAL OF AGENDA AS POSTED OR AMENDED
This is the time for the City Council to remove items from the agenda or to change the order of the agenda. Matters may be taken up out of order of the established agenda by a four-fifths vote of the City Council.

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING AGENDA
Tuesday, March 24, 2026
Next City Council Resolution: 2026-030 Next Ordinance: 1342-CS

5. PROCLAMATIONS, RECOGNITIONS, APPOINTMENTS, ANNOUNCEMENTS,

PRESENTATIONS, AND BRIEFINGS

6. PUBLIC PARTICIPATION
Pursuant to California Government Code Section 54954.3(a), this portion of the meeting is set aside for members of the public to address the City Council on matters that are not listed on tonight’s agenda but are within the subject matter jurisdiction of the City Council. Speakers will be allowed up to three (3) minutes for their comments. Speakers who wish to address a matter listed later on the agenda may be asked to wait until that item is heard. Comments on matters outside the Council’s subject matter jurisdiction may be ruled out of order by the presiding officer and not permitted to continue. Pursuant to Government Code Section 54954.2(a)(3), the City Council may not take action or engage in substantive discussion on items not listed on the posted agenda.

However, the Council or staff may briefly respond to public comments, refer matters to staff, or request that a topic be placed on a future agenda.

7. CITY MANAGER REPORTS/UPDATES
City Manager reports/updates are provided for informational purposes only and no action or discussion may be undertaken. The City Manager may direct department heads to provide reports/updates at the City Manager’s request.

8. CONSENT CALENDAR
All matters listed under the Consent Calendar are considered routine and will be enacted by one motion with no separate discussion. Any item may be removed from the Consent Calendar and considered separately at the request of the Mayor or any Councilmember. Prior to Council action, members of the public may address the Council on the Consent Calendar. If during their Consent Calendar comments, a member of the public requests removal of an item for separate consideration, the Mayor or a Councilmember may do so. Public comment on the Consent Calendar is limited to one (1) minute per speaker, regardless of the number of items addressed by the speaker.

A. Accepting the Weekly Demands of February 27, 2026 through March 5, 2026 in the Amount of $1,400,386.49
B. Accepting the Investment and Cash Report for the Month of February 2026 in the Amount of $329,243,907.43
C. Accepting the Minutes of the March 10, 2026 Regular City Council Meeting D. Approving an Agreement with Nelson\Nygaard Consulting Associates, Inc., in an Amount Not- to-Exceed $299,949.15 for a Period of Three Years for the Development of Short- and Long- Range Transit Plans (Transit)
E. Approving Amendment No. 19 to City Contract No. 2024-111 with NV5, Inc. for Construction Management and Inspection Services for the Roads Program for City Project No. 23-067 in the Amount of $59,887.03 (Roads Program)
F. Awarding Bid and Approving an Agreement with Ace-High Engineering for City Project No. 25- 063 "Geer Road Water Valves Replacement" in the Amount of $295,746.00 (Engineering)

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING AGENDA
Tuesday, March 24, 2026
Next City Council Resolution: 2026-030 Next Ordinance: 1342-CS

G. Approving Amendment No. 1 with Swiftly, Inc., to Extend Access to the Transit Data Platform for Two Additional Years in the Amount of $62,942.07 (Transit) H. Approving an Agreement with KONE Inc. for Elevator Maintenance and Repair Services for a Five-Year Term in an Amount Not-to-Exceed $300,000 (Maintenance) I. Approving Amendment No. 1 to the North America Master Agreement with Konica Minolta Business Solutions U.S.A., Inc. Extending the Term Four Years for Document Management Services and Increasing Total Compensation to $700,000 (Information Technology)

9. FINAL READINGS

10. PUBLIC HEARINGS
A. Reviewing the Annual Military Equipment Report (Police)

11. ACTION ITEMS
A. Appointing Katie O. Lucchesi to the Position of City Attorney for the City of Turlock and Approving the Related Employment Agreement (Human Relations) B. Approving the Purchase of One (1) Pierce Manufacturing, Inc. 107’ Velocity Tractor Drawn Aerial with Tank and Pump, with Funding Allocated from Fund 506 – Vehicle/Equipment Replacement (Fire Department)
C. Provide Direction on Future of Fire Administrative Services Agreement with Modesto and Turlock Fire Department Administration (City Manager's Office)

12. COUNCILMEMBER COMMENTS, ANNOUNCEMENTS AND FUTURE ITEMS

13. CLOSED SESSION
A. Conference with Labor Negotiators, Cal. Gov’t Code §54957.6(a) “Notwithstanding any other provision of law, a legislative body of a local agency may hold closed sessions with the local agency's designated representatives regarding the salaries, salary schedules, or compensation paid in the form of fringe benefits of its represented and unrepresented employees, and, for represented employees, any other matter within the statutorily provided scope of representation.”
Agency Designated Representative: Interim City Manager, Gary Hampton Employee Organization: Turlock Management Association-Public Safety B. Public Employee Appointment, Cal. Gov’t Code §54957(b)(1) Title: City Manager (Discussion Only)
C. Conference with Legal Counsel – Anticipated Litigation, Cal. Gov’t Code §54956.9(d)(2) “For the purposes of this section, litigation shall be considered pending when any of the following circumstances exist... A point has been reached where, in the opinion of the legislative body of the local agency on the advice of its legal counsel, based on existing facts and circumstances, there is a significant exposure to litigation against the local agency.” Potential Case(s): One (1)

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING AGENDA
Tuesday, March 24, 2026
Next City Council Resolution: 2026-030 Next Ordinance: 1342-CS

14. REPORTS FROM CLOSED SESSION

15. ADJOURNMENT

CURRENT INVESTMENT AND CASH BALANCE
The City’s cash and investments as of FEBRUARY 28, 2026 totaled the following:

Invested Cash 325,797,331.29$
Demand Deposits 3,446,576.14$
(excludes outstanding items)
Total Cash and Investments 329,243,907.43$
See the attached Schedule of Investments for detail regarding individual investments.

In compliance with the California Government Code, The City of Turlock has adequate resources to meet its expenditure requirements for the next six months.

COMPLIANCE WITH INVESTMENT POLICY
As of FEBRUARY 28, 2026, the investment portfolio was in compliance with all elements of the City's Investment Policy.

Prepared by: Jamie Gomes, Accountant III

Signature Date Signed
Reviewed and approved as to accuracy by: Michael Abram, City Treasurer Signature Date Signed
Updated: March 18, 2026

INVESTMENT AND CASH REPORT
FOR FEBRUARY 28, 2026
03/18/2026
03/18/2026

CITY OF TURLOCK
Schedule of Investments - As of February 28, 2026
Coupon PurchaseMaturity When
Cost Par Rate YIELD Date Date Market Interest Paid
Local Agency Investment Fund (LAIF) 10,258,070.75$ 10,258,070.75$ n/a 3.871% n/a n/a 10,258,070.75 $ Quarterly Total LAIF 10,258,070.75 10,258,070.75 10,258,070.75 California Asset Management Program (CAMP) 43,817,173.47 43,817,173.47 n/a 3.830% n/a n/a 43,817,173.47 $ Monthly Total CAMP 43,817,173.47 43,817,173.47 43,817,173.47 DEMAND DEPOSITS:

West America Bank Daily Receipts (unreconciled) 3,225,083.78 3,225,083.78 n/a n/a n/a n/a 3,225,083.78 monthly Petty Cash 7,880.00 7,880.00 n/a n/a n/a n/a 7,880.00 n/a Charles Schwab 213,612.36 213,612.36 n/a 3.361% n/a n/a 213,612.36 n/a Total Demand Deposits 3,446,576.14 3,446,576.14 3,446,576.14 CERTIFICATES OF DEPOSIT:

Valley Natl Bk Wayne 245,000.00 245,000.00 n/a 4.600% 4/2/24 4/2/27 247,344.16 Monthly Owen County St Bk Spencer Ind 248,000.00 248,000.00 n/a 5.100% 10/31/23 10/29/27 253,797.74 Monthly JPMorgan Chase Bank 249,000.00 250,000.00 4.400% 4.488% 3/3/25 1/16/30 250,127.50 Jan & July Total Certificates of Deposit 742,000.00 743,000.00 751,269.40

MONEY MARKET AND MUTUAL FUNDS
WestAmerica Bank-MM 21,001,190.00 21,001,190.00 n/a 3.510% 10/23/23 open 21,001,190.00 monthly 21,001,190.00 21,001,190.00 21,001,190.00 U.S. TREASURIES:

US Treasury Note MATURED MATURED 4.000% 4.024% 8/29/25 2/15/26 MATURED Feb & Aug US Treasury Note 1,977,734.38 2,000,000.00 0.750% 1.010% 11/10/21 3/31/26 1,995,078.00 March & Sept US Treasury Note 1,791,406.25 2,000,000.00 0.750% 3.602% 6/16/22 5/31/26 1,985,390.60 May & Nov US Treasury Note 978,398.44 1,000,000.00 4.125% 5.001% 10/19/23 6/15/26 3,003,984.30 Jun & Dec US Treasury Note 1,997,656.25 2,000,000.00 4.125% 4.176% 2/6/24 6/15/26 Jun & Dec US Treasury Note 970,781.25 1,000,000.00 0.875% 1.564% 2/3/22 6/30/26 990,781.20 Jun & Dec US Treasury Note 1,982,187.50 2,000,000.00 4.500% 4.843% 10/3/23 7/15/26 2,006,250.00 Jan & July US Treasury Note 1,918,750.00 2,000,000.00 0.625% 1.565% 2/3/22 7/31/26 1,975,078.00 Jan & July US Treasury Note 1,845,000.00 2,000,000.00 1.625% 3.590% 6/16/22 9/30/26 1,976,796.80 March & Sept US Treasury Note 2,018,664.38 2,000,000.00 4.625% 4.021% 3/3/25 10/15/26 2,011,953.00 Apr & Oct US Treasury Note 1,788,671.88 2,000,000.00 1.125% 4.068% 11/29/22 10/31/26 1,966,953.00 Apr & Oct US Treasury Note 897,343.75 1,000,000.00 1.500% 4.924% 10/19/23 1/31/27 981,601.50 Jan & July US Treasury Note 1,858,750.00 2,000,000.00 2.500% 4.717% 10/3/23 3/31/27 1,978,750.00 March & Sept US Treasury Note 1,859,687.50 2,000,000.00 2.625% 4.735% 10/3/23 5/31/27 1,978,906.20 May & Nov US Treasury Note 1,964,375.00 2,000,000.00 3.250% 3.691% 2/3/23 6/30/27 1,994,453.00 Jun & Dec US Treasury Note 962,187.50 1,000,000.00 2.750% 3.671% 2/3/23 7/31/27 990,351.50 Jan & July US Treasury Bond 2,223,125.00 2,000,000.00 6.375% 3.680% 2/3/23 8/15/27 2,077,812.40 Feb & Aug US Treasury Note 2,004,687.50 2,000,000.00 4.125% 4.062% 7/25/23 9/30/27 2,021,093.60 March & Sept US Treasury Note 2,005,312.50 2,000,000.00 4.125% 4.055% 7/25/23 10/31/27 2,022,343.60 Apr & Oct US Treasury Note 954,531.25 1,000,000.00 3.500% 4.672% 10/3/23 1/31/28 1,001,953.10 Jan & July US Treasury Note 1,947,500.00 2,000,000.00 4.000% 4.665% 10/3/23 2/29/28 2,023,046.80 Feb & Aug US Treasury Note 1,714,062.50 2,000,000.00 1.250% 4.863% 10/19/23 3/31/28 1,914,765.60 March & Sept US Treasury Note 1,959,375.00 2,000,000.00 3.500% 4.026% 2/6/24 4/30/28 2,004,296.80 Apr & Oct US Treasury Note 1,968,906.25 2,000,000.00 3.625% 4.020% 2/6/24 5/31/28 2,010,000.00 May & Nov US Treasury Note 1,704,687.50 2,000,000.00 1.250% 4.860% 10/19/23 5/31/28 1,908,203.00 May & Nov

INVESTMENT DETAIL
3/18/2026 Page 1 of 4
S:\Finance\ACCTG\BANK\FYE 6-30-2026\Council\
Investment Schedule 25-26

CITY OF TURLOCK
Schedule of Investments - As of February 28, 2026
Coupon PurchaseMaturity When
Cost Par Rate YIELD Date Date Market Interest PaidINVESTMENT DETAIL US Treasury Note 1,703,437.50 2,000,000.00 1.000% 4.528% 11/13/23 7/31/28 3,780,937.20 Jan & July US Treasury Note 1,755,078.13 2,000,000.00 1.000% 4.012% 2/6/24 7/31/28 Jan & July US Treasury Note 1,761,250.00 2,000,000.00 1.125% 4.014% 2/6/24 8/31/28 1,892,656.20 Feb & Aug US Treasury Note 2,008,125.00 2,000,000.00 4.375% 4.272% 3/28/24 8/31/28 2,046,718.60 Feb & Aug US Treasury Note 2,014,375.00 2,000,000.00 4.625% 4.440% 5/28/24 9/30/28 2,060,703.00 March & Sept US Treasury Note 2,050,000.00 2,000,000.00 4.875% 4.269% 3/28/24 10/31/28 2,074,687.40 Apr & Oct US Treasury Note 1,905,625.00 2,000,000.00 3.125% 4.258% 3/28/24 11/15/28 1,986,250.00 May & Nov US Treasury Note 501,386.72 500,000.00 4.375% 4.294% 2/5/25 11/30/28 512,734.35 May & Nov US Treasury Note 3,996,250.00 4,000,000.00 3.500% 3.534% 2/12/26 12/15/28 4,011,874.80 Jun & Dec US Treasury Note 1,754,062.50 2,000,000.00 1.375% 4.257% 3/28/24 12/31/28 1,892,109.20 Jun & Dec US Treasury Note 1,965,000.00 2,000,000.00 4.000% 4.417% 5/28/24 1/31/29 2,033,281.20 Jan & July US Treasury Note 1,848,437.50 2,000,000.00 2.625% 4.422% 5/28/24 2/15/29 3,913,124.80 Feb & Aug US Treasury Note 1,863,984.38 2,000,000.00 2.625% 4.250% 6/20/24 2/15/29 Feb & Aug US Treasury Note 1,834,687.50 2,000,000.00 2.375% 4.320% 7/3/24 3/31/29 1,940,156.20 March & Sept US Treasury Note 1,975,000.00 2,000,000.00 4.125% 4.413% 5/28/24 3/31/29 2,042,031.20 March & Sept US Treasury Note 1,997,343.75 2,000,000.00 4.250% 4.280% 7/3/24 6/30/29 2,051,875.00 Jun & Dec US Treasury Note 1,973,281.26 2,000,000.00 4.000% 4.332% 2/10/25 7/31/29 2,036,875.00 Jan & July US Treasury Note 1,900,011.30 2,000,000.00 3.125% 4.348% 2/10/25 8/31/29 1,979,843.60 Feb & Aug US Treasury Note 3,947,343.75 4,000,000.00 3.625% 3.968% 6/23/25 8/31/29 4,025,000.00 Feb & Aug US Treasury Note 1,956,560.00 2,000,000.00 3.875% 4.400% 2/19/25 9/30/29 2,028,750.00 March & Sept US Treasury Note 6,029,296.86 6,000,000.00 4.125% 4.003% 5/30/25 10/31/29 6,140,155.80 Apr & Oct US Treasury Note 1,970,500.00 2,000,000.00 4.000% 4.348% 2/10/25 10/31/29 2,037,812.40 Apr & Oct US Treasury Note 1,958,940.00 2,000,000.00 3.875% 4.352% 2/10/25 11/30/29 2,029,375.00 May & Nov US Treasury Note 1,947,109.38 2,000,000.00 3.875% 4.473% 1/8/25 12/31/29 4,059,687.20 Jun & Dec US Treasury Note 1,934,760.00 2,000,000.00 3.875% 4.618% 1/14/25 12/31/29 Jun & Dec US Treasury Note 1,963,111.78 2,000,000.00 3.500% 3.929% 5/5/25 1/31/30 6,008,905.80 Jan & July US Treasury Note 3,897,880.00 4,000,000.00 3.500% 4.109% 6/9/25 1/31/30 Jan & July US Treasury Note 2,002,578.12 2,000,000.00 4.000% 3.968% 7/18/25 2/28/30 2,039,531.20 Feb & Aug US Treasury Note 1,974,920.00 2,000,000.00 3.625% 3.908% 5/7/25 3/31/30 2,011,718.60 March & Sept US Treasury Note 5,856,562.50 6,000,000.00 3.500% 4.040% 5/30/25 4/30/30 6,005,155.80 Apr & Oct US Treasury Note 1,964,977.56 2,000,000.00 3.750% 4.139% 5/22/25 5/31/30 2,020,625.00 May & Nov US Treasury Note 1,991,718.76 2,000,000.00 3.750% 3.842% 6/30/25 6/30/30 2,020,781.20 US Treasury Note 1,985,460.00 2,000,000.00 3.500% 3.662% 12/31/25 11/30/30 1,999,218.60 May & Nov Total U.S. Treasuries 117,482,835.83 121,500,000.00 121,502,416.35 U.S. AGENCY SECURITIES:

FFCB (Federal Farm Credit Bank) MATURED MATURED 1.560% 1.560% 2/3/22 2/3/26 MATURED Feb & Aug FFCB (Federal Farm Credit Bank) 1,988,990.00 2,000,000.00 4.875% 5.112% 10/19/23 4/20/26 2,003,048.00 Apr & Oct FFCB (Federal Farm Credit Bank) 1,987,672.00 2,000,000.00 4.375% 4.700% 6/20/24 6/23/26 2,004,378.00 June & Dec FFCB (Federal Farm Credit Bank) 957,212.00 1,000,000.00 0.600% 1.580% 2/3/22 8/18/26 986,359.00 Feb & Aug FFCB (Federal Farm Credit Bank) 1,004,300.00 1,000,000.00 4.875% 4.664% 7/3/24 8/28/26 1,006,355.00 Feb & Aug FFCB (Federal Farm Credit Bank) 2,344,629.43 2,358,000.00 4.750% 4.960% 10/3/23 9/1/26 2,371,280.26 March & Sept FFCB (Federal Farm Credit Bank) 2,977,740.00 3,000,000.00 3.625% 3.841% 2/3/23 10/26/26 2,992,596.00 Apr & Oct FHLB (Federal Home Loan Bank) 1,047,690.00 1,000,000.00 2.625% 1.600% 2/3/22 12/11/26 992,910.00 June & Dec FHLB (Federal Home Loan Bank) 983,617.00 1,000,000.00 1.250% 1.600% 2/3/22 12/21/26 981,965.00 June & Dec TVA (Tennessee Valley Authority) 1,907,880.00 2,000,000.00 2.875% 4.300% 7/25/23 2/1/27 1,989,400.00 Feb & Aug FFCB (Federal Farm Credit Bank) 2,003,580.00 2,000,000.00 4.500% 4.435% 3/28/24 3/26/27 2,020,454.00 March & Sept FFCB (Federal Farm Credit Bank) 1,903,352.00 2,000,000.00 2.875% 4.282% 7/25/23 4/26/27 1,985,920.00 Apr & Oct 3/18/2026 Page 2 of 4
S:\Finance\ACCTG\BANK\FYE 6-30-2026\Council\
Investment Schedule 25-26

CITY OF TURLOCK
Schedule of Investments - As of February 28, 2026
Coupon PurchaseMaturity When
Cost Par Rate YIELD Date Date Market Interest PaidINVESTMENT DETAIL FFCB (Federal Farm Credit Bank) 1,999,930.00 2,000,000.00 4.500% 4.500% 6/20/24 5/20/27 2,023,702.00 May & Nov FHLB (Federal Home Loan Bank) 1,995,276.00 2,000,000.00 4.125% 4.190% 7/25/23 6/11/27 2,015,550.00 June & Dec FHLB (Federal Home Loan Bank) 5,000,000.00 5,000,000.00 3.600% 3.600% 2/12/26 8/12/27 4,991,340.00 FFCB (Federal Farm Credit Bank) 1,996,124.00 2,000,000.00 4.625% 4.679% 11/15/23 11/15/27 2,039,538.00 May & Nov FHLB (Federal Home Loan Bank) 1,818,046.00 2,000,000.00 2.500% 4.956% 10/19/23 12/10/27 1,968,662.00 June & Dec FHLB (Federal Home Loan Bank) 1,986,000.00 2,000,000.00 4.250% 4.471% 7/3/24 12/10/27 2,028,320.00 June & Dec FHLB (Federal Home Loan Bank) 1,878,638.00 2,000,000.00 3.250% 4.708% 10/3/23 6/9/28 3,986,244.00 June & Dec FHLB (Federal Home Loan Bank) 1,916,302.00 2,000,000.00 3.250% 4.420% 7/3/24 6/9/28 June & Dec FHLB (Federal Home Loan Bank) 3,000,000.00 3,000,000.00 4.000% 4.000% 8/14/25 8/14/28 3,003,690.00 Feb & Aug FFCB (Federal Farm Credit Bank) 3,000,000.00 3,000,000.00 4.070% 4.069% 8/29/25 8/21/28 3,002,013.00 Feb & Aug FNMA (Fannie Mae) 3,750,000.00 3,750,000.00 4.000% 4.000% 9/26/25 9/25/28 3,750,210.00 March & Sept FFCB (Federal Farm Credit Bank) 2,005,680.00 2,000,000.00 4.625% 4.561% 11/13/23 11/13/28 2,062,734.00 May & Nov FFCB (Federal Farm Credit Bank) CALLED CALLED 4.690% 4.682% 3/3/25 2/13/29 CALLED Feb & Aug FFCB (Federal Farm Credit Bank) CALLED CALLED 4.690% 4.682% 3/3/25 2/13/29 CALLED Feb & Aug FFCB (Federal Farm Credit Bank) CALLED CALLED 4.690% 4.682% 3/3/25 2/13/29 CALLED Feb & Aug FFCB (Federal Farm Credit Bank) 2,026,700.00 2,000,000.00 4.750% 4.444% 5/28/24 4/30/29 2,078,590.00 Apr & Oct FNMA (Fannie Mae) 2,159,700.00 2,000,000.00 6.250% 4.439% 5/28/24 5/15/29 4,342,132.00 May & Nov FNMA (Fannie Mae) 2,174,240.00 2,000,000.00 6.250% 4.261% 6/20/24 5/15/29 May & Nov FHLB (Federal Home Loan Bank) 2,031,170.00 2,000,000.00 4.625% 4.271% 6/20/24 6/8/29 2,073,400.00 June & Dec FHLB (Federal Home Loan Bank) CALLED CALLED 4.900% 4.865% 5/30/25 2/11/30 CALLED Feb & Aug FHLB (Federal Home Loan Bank) 501,425.00 500,000.00 4.950% 4.885% 3/3/25 2/26/30 500,069.00 Feb & Aug FFCB (Federal Farm Credit Bank) 1,398,250.00 1,398,000.00 4.470% 4.465% 7/18/25 3/5/30 1,407,513.39 March & Sept FHLMC (Freddie Mac) 2,001,584.00 2,000,000.00 4.500% 4.480% 7/21/25 5/23/30 2,010,100.00 May & Nov FHLB (Federal Home Loan Bank) 2,002,750.00 2,000,000.00 4.320% 4.288% 7/21/25 7/1/30 2,013,002.00 Jan & July FHLMC (Freddie Mac) 5,000,000.00 5,000,000.00 4.050% 4.050% 2/13/26 8/13/30 4,994,110.00 FNMA (Fannie Mae) 2,000,000.00 2,000,000.00 3.800% 3.800% 2/26/26 8/26/30 1,992,504.00 FHLB (Federal Home Loan Bank) 2,750,000.00 2,750,000.00 4.000% 4.000% 9/26/25 9/11/30 2,744,076.50 March & Sept FFCB (Federal Farm Credit Bank) 1,998,750.00 2,000,000.00 4.120% 4.134% 10/22/25 10/21/30 1,996,924.00 Apr & Oct FFCB (Federal Farm Credit Bank) 2,000,050.00 2,000,000.00 3.870% 3.869% 11/26/25 11/18/30 1,994,506.00 May & Nov FHLMC (Freddie Mac) 999,600.00 1,000,000.00 4.070% 4.078% 1/30/26 12/17/30 998,270.00 Jan & July FNMA (Fannie Mae) 999,500.00 1,000,000.00 4.000% 4.011% 1/30/26 1/21/31 1,000,974.00 Jan & July FNMA (Fannie Mae) 999,900.00 1,000,000.00 4.000% 4.002% 1/30/26 1/28/31 1,005,403.00 Jan & July Total U.S. Agencies 80,496,277.43 80,756,000.00 81,358,242.15

CORPORATE NOTES/BONDS
Microsoft Corp 1,930,730.00 2,000,000.00 3.300% 4.210% 11/29/22 2/6/27 1,992,754.00 Feb & Aug Apple Inc 1,905,342.00 2,000,000.00 3.000% 4.100% 2/3/23 11/13/27 1,984,598.00 May & Nov Stanford University 483,500.00 500,000.00 3.089% 3.975% 4/7/25 5/1/29 490,995.50 May & Nov Walmart Inc 480,800.00 500,000.00 3.250% 4.225% 3/3/25 7/8/29 494,317.00 Jan & July Apple Inc 457,305.00 500,000.00 2.200% 4.298% 3/3/25 9/11/29 952,642.00 March & Sept Apple Inc 462,565.00 500,000.00 2.200% 4.064% 4/7/25 9/11/29 March & Sept State Street Bank 508,360.00 500,000.00 4.782% 4.354% 7/18/25 11/23/29 516,195.50 May & Nov Johnson & Johnson 203,038.00 200,000.00 4.700% 4.358% 3/3/25 3/1/30 1,553,239.50 March & Sept Johnson & Johnson 507,245.00 500,000.00 4.700% 4.358% 3/3/25 3/1/30 March & Sept Johnson & Johnson 304,375.00 300,000.00 4.700% 4.358% 3/3/25 3/1/30 March & Sept Johnson & Johnson 512,700.00 500,000.00 4.700% 4.121% 4/7/25 3/1/30 March & Sept Berkshire Hathaway 445,150.00 500,000.00 1.850% 4.333% 3/28/25 3/12/30 927,914.00 March & Sept Berkshire Hathaway 450,355.00 500,000.00 1.850% 4.094% 4/7/25 3/12/30 March & Sept 3/18/2026 Page 3 of 4
S:\Finance\ACCTG\BANK\FYE 6-30-2026\Council\
Investment Schedule 25-26

CITY OF TURLOCK
Schedule of Investments - As of February 28, 2026
Coupon PurchaseMaturity When
Cost Par Rate YIELD Date Date Market Interest PaidINVESTMENT DETAIL President & Fellows 2,044,490.00 2,000,000.00 4.887% 4.374% 5/7/25 3/15/30 2,080,808.00 March & Sept Visa Inc. 450,190.00 500,000.00 2.050% 4.368% 6/23/25 4/15/30 933,726.00 Apr & Oct Visa Inc. 452,260.00 500,000.00 2.050% 4.297% 7/18/25 4/15/30 Apr & Oct Yale University 1,738,810.00 2,000,000.00 1.482% 4.422% 4/15/25 4/15/30 1,824,522.00 Walmart Inc 500,840.00 500,000.00 4.350% 4.311% 5/30/25 4/28/30 510,642.00 Apr & Oct BlackRock, Inc. 457,665.00 500,000.00 2.400% 4.355% 6/24/25 4/30/30 941,561.00 Apr & Oct BlackRock, Inc. 459,625.00 500,000.00 2.400% 4.266% 6/30/25 4/30/30 Apr & Oct Chevron 452,255.00 500,000.00 2.236% 4.432% 6/23/25 5/11/30 937,380.00 May & Nov Chevron 453,650.00 500,000.00 2.236% 4.393% 7/18/25 5/11/30 May & Nov Alphabet Inc 494,545.00 500,000.00 4.000% 4.245% 5/30/25 5/15/30 503,376.00 May & Nov Alphabet Inc 2,009,580.00 2,000,000.00 4.100% 3.992% 2/23/26 2/15/31 2,011,240.00 Feb & Aug Total Corporate Notes/Bonds 18,165,375.00 19,000,000.00 18,655,910.50

HELD WITH TRUSTEE
Money Market - US Bank - Roads Bond 23,775,966.42 23,775,966.42 n/a 3.150% 1/31/25 open 23,775,966.42 monthly US Treasury Note - US Bank - Roads Bond 10,058,442.39 10,000,000.00 4.500% 4.490% 7/30/257/15/26 10,030,900.00 Jan & July Total Held with Trustee 33,834,408.81 33,775,966.42 33,806,866.42

TOTAL INVESTMENTS 325,797,331.29$ 330,851,400.64$ 331,151,139.04$

TOTAL INVESTMENTS AND
DEMAND DEPOSITS 329,243,907.43 334,297,976.78 334,597,715.18 Note: Market values are as stated by Charles Schwab Investment statements. 3/18/2026 Page 4 of 4
S:\Finance\ACCTG\BANK\FYE 6-30-2026\Council\
Investment Schedule 25-26

City Council Staff Report
March 24, 2026

From:

Prepared by:

Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

2. NARRATIVE:

3. FISCAL IMPACT / BUDGET AMENDMENT:

4. ENVIRONMENTAL DETERMINATION:

5. ALTERNATIVES:

6. ATTACHMENTS:

1. Draft Minutes - City Council Agenda 3.10.2026

City Council Meeting
Minutes

March 10, 2026
6:00 PM
City of Turlock Yosemite Room
156 S. Broadway, Turlock, California

1. CALL TO ORDER

Mayor Bublak called the meeting to order at 6:01 PM.

2. SALUTE TO THE FLAG

3. ROLL CALL AND DECLARATION OF CONFLICTS

Present: Councilmembers Cassandra Abram, Kevin Bixel, Erika Phillips, Vice Mayor Rebecka Monez and Mayor Amy Bublak

Absent: None

Councilmember
Abram
Councilmember
Bixel
Vice Mayor Monez Councilmember
Phillips
Mayor Bublak
None None None None None

4. APPROVAL OF AGENDA AS POSTED OR AMENDED

Motion: Approval of Agenda as Posted, motioned by Vice Mayor Monez, seconded by Councilmember Abram and carried 5/0 by the following vote:

Councilmember
Abram
Councilmember
Bixel
Vice Mayor Monez Councilmember
Phillips
Mayor Bublak
None None None None None

5. PROCLAMATIONS, RECOGNITIONS, APPOINTMENTS, ANNOUNCEMENTS,

PRESENTATIONS, AND BRIEFINGS
A. Presentation: Turlock Partnership Incentive Program Check Presentation: Turlock Music Academy

Economic Development Director Anthony Sims introduced the awardee, Turlock Music Academy.

B. Proclamation: Go Green Week 2026 (Regulatory Affairs)

Monica Hernandez delivered a presentation regarding the Go Green week initiative. Juan Tejeda introduced Jessie Marchant from Turlock Scavenger. Municipal Services Director Chris Fisher read the proclamation for Go Green Week.

C. Presentation: Regional Transportation Plan Update from StanCOG

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING MINUTES
Tuesday, March 10, 2026

Chris Gregerson from StanCOG gave a presentation on the 2026 regional transportation plan.

6. PUBLIC PARTICIPATION

Mayor Bublak opened public comment and the following members of the public spoke:

Jason Freitas
Milt Trieweiler
Leslie Stokes
Kelley Coelho
Michael Owens
Shawn Sheridan
Cathy Doo
Mary Jackson
Ron Bridegroom

With no further comments, Mayor Bublak closed public comment.

7. CITY MANAGER REPORTS/UPDATES
A. Monthly Department Reports

Interim City Manager Gary Hampton provided an update on upcoming agenda items, noted revisions to staff reports, and briefed the group on the recently released press statement regarding Measures A and L.

8. CONSENT CALENDAR

Mayor Bublak opened the item for public comment. There were no comments from the public, and Mayor Bublak closed public comment.

Action: Motion: by Vice Mayor Monez, seconded by Councilmember Abram, to adopt the Consent Calendar and carried 5/0 by the following vote:

Councilmember
Abram
Councilmember
Bixel
Vice Mayor
Monez
Councilmember
Phillips
Mayor
Bublak
Yes Yes Yes Yes Yes
A. Accepting the Weekly Demands of February 6, 2026 Through February 26, 2026 in the Amount of $7,826,300.46 and Receiving the Finance Director's Attestation of the Check Registers (Finance)

Action: Approved Motion: Accepting the Weekly Demands of February 6, 2026 Through February 26, 2026 in the Amount of $7,826,300.46 and Receiving the Finance Director's Attestation of the Check Registers (Finance)
B. Accepting the Minutes of the February 24, 2026 City Council Meeting

Action: Approved Motion: Accepting the Minutes of the February 24, 2026 City Council

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING MINUTES
Tuesday, March 10, 2026

Meeting
C. Approving Amendment No. 7 for Task Order No. 3A with CCME, Inc. for Construction Management and Inspection Services for the City of Turlock’s Roads Initiative Program in the amount of $987,611.75 (Roads Program)

Action: Approved Motion: Approving Amendment No. 7 for Task Order No. 3A under the terms of the Master Agreement (City Contract No. 2024-112) with CCME, Inc. (Merced, California office) for Construction Management and Inspection Services for the City of Turlock’s Roads Initiative Program in the amount of $987,611.75 to be funded by Fund 115 “Measure A – Roads” for Bid Package 3 for City Project No. 23-068 as “CCME CM Task Order No. 3A for City Project No. 23-068, Bid Package 3” D. Authorizing Expenditures for Monday.com Subscriptions and Associated Services, in an Amount Not to Exceed $30,000 Per Fiscal Year (City Manager's Office)

Action: Approved Resolution No. 2026-024: Authorizing expenditures for Monday.com subscriptions and associated services, in an amount not to exceed $30,000 per fiscal year E. Authorizing the Interim City Manager to Execute a Vestis Services Uniform Rental Agreement Using Sourcewell Contract Through 2031 for $300,000 (Finance)

Action: Approved Motion: Authorizing the Interim City Manager to execute an Agreement with Vestis Group, Inc., dba Vestis Services LLC, for Uniform Rental and Laundry Services for City Staff, utilizing Sourcewell Cooperative Agreement No. 011124-VST pursuant to TMC 2-7- 08(b)(5), for a Five-Year term through March 31, 2031, in an amount not to exceed $300,000.

F. Approving Amendment No. 2 to City Contract No. 2024-74 "On-Call Development Impact Fee Services" with Harris & Associates, Inc. for Assistance with Development Impact Fee Programs extending term to six (6) years and total compensation not to exceed $250,000 (Engineering)

Action: Approved Motion: Approving Amendment No. 2 to City Contract No. 2024-74 "On- Call Development Impact Fee Services" with Harris & Associates, Inc. for assistance with development impact fee programs extending the term to six (6) years and total compensation not to exceed $250,000.

G. Approving an Agreement with Mountain Cascade, Inc. for $4,895,644 and Authorizing a $490,000 Contingency for Bid Package 3 for City Project No. 23-068 to be Funded by Fund 115 “Measure A - Roads” Bond Proceeds (Roads Program)

Action: Approved Motion: Awarding bid and approving an Agreement between the City of Turlock and Mountain Cascade, Inc., of Livermore, CA, in the amount of $4,895,644.00 and a contingency amount of $490,000.00 (10%) to be funded by Fund 115 “Measure A - Roads” bond proceeds for construction of Bid Package 3 for City Project No. 23-068 “Provost & Pritchard Task Order No. 2 for Roads Program CIP Projects"

Action: Approved Resolution No. 2026-025: Determining the award of bid for construction of Bid Package 3 for City Project No. 23-068 “Provost & Pritchard Task Order No. 2 for Roads

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING MINUTES
Tuesday, March 10, 2026

Program CIP Projects" is exempt from the provisions of CEQA in accordance with Section 15301 of the CEQA guidelines
H. Approving an Agreement with Aqua Source, Inc. for the Purchase of Pool Treatment Products, in an Amount not to Exceed $325,000 for a Five-Year Term to be Funded by Fund 110 (General Fund) (Maintenance)

Action: Approved Motion: Approve an agreement (City Contract 2026-107) with Aqua Source, Inc. for the purchase of Accu-Tab and Acid-Rite pool treatment products, in an amount not to exceed $325,000 for a five-year term to be funded by Fund 110 (General Fund) I. Authorize an Agreement with RTS Solutionz, Inc, doing business as Solutionz, in a format sanctioned by the City Attorney, for the Audio-Visual Systems Upgrades amounting to $627,730.30 for the City Council Chambers, to be charged to Fund 240 Small Equipment Replacement. (Information Technology)

Action: Approved Motion: Approving an agreement (City Contract 2026-0138) with RTS Solutionz, Inc dba Solutionz, in a form approved by the City Attorney, for Audio-Visual Systems Upgrades for the City Council Chambers expensed to Fund 240 Small Equipment Replacement (Information Technology)
J. Determining the construction of City Project No. 23-052 “Mark Thomas Task Order No. 2 for Roads Program - Geer Road” is exempt from the provisions of CEQA in accordance with Section 15301 of the CEQA guidelines and authorizing staff to file the Notice of Exemption (Roads Program)

Action: Approved Resolution No. 2026-026: Determining the construction of City Project No. 23-052 “Mark Thomas Task Order No. 2 for Roads Program - Geer Road” is exempt from the provisions of CEQA in accordance with Section 15301 of the CEQA guidelines and authorizing staff to file the Notice of Exemption
K. Approving the revisions to the job description for Fire Captain (Human Relations)

Action: Approved Resolution No. 2026-027: Approving the revisions to the job description for Fire Captain.

9. FINAL READINGS
A. Second and Final Reading of an Ordinance Authorizing the Levy of Special Taxes in a Community Facilities District, Including Certain Annexation Territory Identified as Annexation No. 1, for City of Turlock Community Facilities District No. 3 (Engineering)

Mayor Bublak opened the item for public comment. There were no comments from the public, and Mayor Bublak closed public comment.

Motioned by Vice Mayor Monez, seconded by Councilmember Abram and carried 5/0 by the following vote:

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING MINUTES
Tuesday, March 10, 2026

Councilmember
Abram
Councilmember
Bixel
Vice Mayor Monez Councilmember
Phillips
Mayor Bublak
Yes Yes Yes Yes Yes

Action: Approved Ordinance 1342-CS: Second and Final reading of an Ordinance authorizing the levy of special taxes in a community facilities district, including certain annexation territory identified as Annexation No. 1, for City of Turlock Community Facilities District No. 3 (Engineering) B. Second and Final Reading of an Ordinance Amending Turlock Municipal Code Title 9 (Zoning Ordinance), Chapter 9-2 (Regulations Applying to All Districts), Article 1 (Special Provisions Applying to All or Several Districts) and Article 3 (Nonconforming Structures and Uses) and Amending Chapter 9-5 (Administration), Article 6 (Conditional Use Permits and Variances) (City Attorney's Office and Development Services Department)

Mayor Bublak opened the item for public comment. There were no comments from the public, and Mayor Bublak closed public comment.

Motioned by Vice Mayor Monez, seconded by Councilmember Abram and carried 5/0 by the following vote:

Councilmember
Abram
Councilmember
Bixel
Vice Mayor Monez Councilmember
Phillips
Mayor Bublak
Yes Yes Yes Yes Yes

Action: Approved Ordinance 1343-CS: Second and final reading of an ordinance amending Turlock Municipal Code Title 9 (Zoning Ordinance), Chapter 9-2 (Regulations Applying to All Districts), Article 1 (Special Provisions Applying to All or Several Districts) and Article 3 (Nonconforming Structures and Uses) and amending Chapter 9-5 (Administration), Article 6 (Conditional Use Permits and Variances)

10. PUBLIC HEARINGS

None

11. ACTION ITEMS
A. Accepting the City of Turlock Economic Development Strategic Plan (Economic Development)

Economic Development Director Anthony Sims presented the item and introduced Fernando Sanchez, Vice President of Kosmont who presented the City of Turlock's Economic Development Strategic Plan.

Mayor Bublak opened public comment and the following members of the public spoke:

Milt Trieweiler
Jordane
Mary Jackson

With no further comments, Mayor Bublak closed public comment.

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING MINUTES
Tuesday, March 10, 2026

Amended Motioned by Councilmember Abram to exclude page 43 (Economic Development Roadmap), seconded by Councilmember Bixel and carried 4/1 by the following vote:

Councilmember
Abram
Councilmember
Bixel
Vice Mayor Monez Councilmember
Phillips
Mayor Bublak
Yes Yes No Yes Yes

Action: Approved Resolution No. 2026-028: Accepting the City of Turlock Economic Development Strategic Plan Update completed by Kosmont & Associates, Inc., DBA Kosmont Companies, excluding page 43 (Economic Development Roadmap), and direct staff to return to the City Council with specific implementation details for Council consideration
B. Adopting Reduced Capital Facilities Fees to Promote Business Growth (Finance)

Finance Director Isaac Moreno presented the item.

Mayor Bublak opened public comment and the following members of the public spoke:

Milt Treiwieler
John Gabelon
Mary Jackson

With no further comments, Mayor Bublak closed public comment.

Motioned by Councilmember Phillips, seconded by Councilmember Bixel and carried 3/2 by the following vote:

Councilmember
Abram
Councilmember
Bixel
Vice Mayor Monez Councilmember
Phillips
Mayor Bublak
No Yes No Yes Yes

Action: Approved Resolution No. 2026-029: Adopting reduced Capital Facilities Fees from Commercial, Retail, and Industrial development projects and appropriating Five Hundred Thousand ($500,000) from unrestricted reserves in Fund 120 (Tourism)

12. COUNCILMEMBER COMMENTS, ANNOUNCEMENTS AND FUTURE ITEMS Councilmember Abram congratulated Joselyn and shared an image of portable bollards she suggested could enhance pedestrian safety at the Farmer’s Market and other events, offering an alternative to using road-closure signs.

Vice Mayor Monez requested a briefing from the City Attorney’s Office regarding public comment procedures and emphasized that the public comment period is intended for addressing matters within the City Council’s jurisdiction, not for electioneering.

Mayor Bublak noted attending the Divas fundraiser for the Salvation Army Turlock Corps over the

CITY OF TURLOCK

CITY COUNCIL

REGULAR MEETING MINUTES
Tuesday, March 10, 2026

weekend and provided an update on the funding allocated for transitional housing in 2025.

13. CLOSED SESSION

City Clerk Nichole Fiez read allowed the Closed Session items.

A. Conference with Labor Negotiators, Cal. Gov’t Code §54957.6(a) “Notwithstanding any other provision of law, a legislative body of a local agency may hold closed sessions with the local agency's designated representatives regarding the salaries, salary schedules, or compensation paid in the form of fringe benefits of its represented and unrepresented employees, and, for represented employees, any other matter within the statutorily provided scope of representation.”
Agency Negotiator: Mayor Amy Bublak
Unrepresented Employee: City Attorney
B. Public Employee Appointment, Cal. Gov’t Code §54957(b)(1) Title: City Attorney

14. REPORTS FROM CLOSED SESSION

None

15. ADJOURNMENT

Mayor Bublak adjourned the meeting at 8:17 PM.

Respectfully Submitted,

___________________________
Kelly Renteria, Deputy City Clerk

City Council Staff Report
March 24, 2026

From: Christopher Fisher, Municipal Services Director
Prepared by: Mauricio Torres, Transit Analyst
Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

Motion: Approving an Agreement (City Contract No. 2026-132) with Nelson\Nygaard Consulting Associates, Inc. in an amount not-to-exceed $299,949.15 for a period of three years for City Project No. 23064 "Short- and Long-Range Transit Plan"

2. NARRATIVE:

The purpose of a Short-Range Transit Plan (SRTP) is to evaluate current transit services, identify potential service enhancements or modifications, and plan for future transit needs over a three-to-five year period. The process examines all aspects of transit service delivery, including administration, procurement, planning, operations, maintenance, and staffing. It also evaluates the historical, financial, operational, and legal impacts of existing services and any proposed changes. The SRTP development process incorporates input from the general public, City staff, key stakeholders, and relevant local and regional planning documents. The Long-Range Transit Plan (LRTP) considers the results of the SRTP process and incorporates longer-term transit needs, including investments in zero-emission vehicles and infrastructure over the next 20 years.

Preparing and adopting a SRTP is considered a best practice to ensure that the City’s transit services operate efficiently and effectively. Additionally, maintaining an adopted SRTP positions the City to pursue grant funding opportunities that may otherwise be unavailable.

The City adopted its current SRTP in February 2020. Implementation of that plan resulted in the creation of an additional fixed route to serve commercial areas in west Turlock and the Amazon Fulfillment Center, which opened in fall 2022. The City also launched an On- Demand service that provides demand-response transportation between the Turlock-Denair Amtrak Station and the city of Turlock, as well as same-day, curb-to-curb service within the city limits.

Although the City employs staff with transit operations experience, development of an SRTP/LRTP requires specialized transit planning expertise and a significant investment of time and resources. Accordingly, the City prepared and issued a Request for Proposals (RFP) to solicit assistance from qualified consultants. On November 20, 2025, the City advertised RFP No. 25-020 – Short- and Long-Range Transit Planning. On January 29, 2026, staff received four (4) proposals from prospective consultants, all of which were determined to be responsive to the RFP requirements. The base cost proposals included all tasks and activities identified in the RFP.

Unlike public works contracts that must be awarded to the lowest responsible bidder, professional services agreements are awarded based on a “best value” determination. Best value is assessed through consideration of relevant experience, project approach, staffing,

Agenda Staff Report
3/24/2026

resources, and cost. An Evaluation Committee comprised of three (3) City staff members reviewed and independently scored each proposal. The individual scores were averaged to determine the final rankings.

Consultant Name Average
Total Points
Kimley-Horn And Associates, Inc. 83
LSC Transportation Consultants, Inc. 76
Nelson\Nygaard Consulting Associates,
Inc.
93 Via Mobility LLC 82

Based on the evaluation criteria established in the RFP, Nelson\Nygaard Consulting Associates, Inc. ("Nelson\Nygaard") received the highest overall score of 93 points and ranked first among the four proposers. The firm achieved the highest scores in Project Approach, Experience, and Team Qualifications, and tied for the highest score in References, demonstrating a strong understanding of the scope of work, highly relevant experience, and a well-qualified project team. While not the lowest-cost proposer, Nelson\Nygaard’s cost proposal was competitive and represented the best overall value when considered in conjunction with its technical qualifications.

After careful review and discussion, the Evaluation Committee recommends awarding the contract to Nelson\Nygaard as the highest-ranked firm that demonstrated the greatest potential to achieve the City’s desired outcomes and provide the best overall value.

3. FISCAL IMPACT / BUDGET AMENDMENT:

The fiscal impact of the proposed action will be $299,949.15, which will be funded by Fund 426 "Transit", account number 426-40-415-241-002.43266 "Transit Planning." Staff is estimating approximately $10,000 in staff time managing and supporting the project, for a total project cost of $310,000.

Sufficient funding has been budgeted for FY 2025-2026 for expenses occurring in this FY.

Sufficient funding will be budgeted in subsequent fiscal years for expenses occurring in those fiscal years.

There is no impact to the General Fund and no budget amendment is required.

4. ENVIRONMENTAL DETERMINATION:

This action is not subject to the provisions of the California Environmental Quality Act (CEQA) in accordance with Section 15378(b)(5) of the CEQA guidelines. This action consists of “organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment” and therefore is not considered a project.

Agenda Staff Report
3/24/2026

5. ALTERNATIVES:

1. Do Not Approve the Agreement.

The City Council may choose not to approve the agreement with Nelson\Nygaard Consulting Associates, Inc. If the agreement is not approved, development of the Short- and Long- Range Transit Plan (SRTP/LRTP) would be delayed. Maintaining an updated SRTP is considered a best practice and supports the City’s ability to demonstrate compliance with Federal Transit Administration (FTA) planning expectations. Staff would return at a later date with additional options for completing the SRTP/LRTP.

2. Direct Staff to Negotiate with the next qualified proposer.

The City Council may direct staff to enter into negotiations with another proposer that responded to the Request for Proposals for the project. City staff does not recommend this approach as the proposed consultant was selected following a competitive solicitation that followed published evaluation criteria.

6. ATTACHMENTS:

1. Contract No. 2026-132 with Nelson\Nygaard

CITY CONTRACT NO. 2026-132 1

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AGREEMENT BETWEEN THE CITY OF TURLOCK
and
NELSON\NYGAARD CONSULTING ASSOCIATES, INC.
for

SHORT- AND LONG-RANGE TRANSIT PLANNING

City Project No. 23064

THIS PROFESSIONAL SERVICES AGREEMENT (the “Agreement”) is entered into by and between the CITY OF TURLOCK, a California municipal c orporation (“City”), and NELSON\NYGAARD CONSULTING ASSOCIATES, INC. , a California corporation (“Professional”), on this 24th day of March, 2026 (the “Effective Date”). City and Professional may be collectively referred to herein as the “ Parties” or individually as “ Party.” There are no other parties to this Agreement.

RECITALS

A. City seeks to hire an independent contractor to perform professional services to assist City with the development of short-range and long-range transit plans (the “Project”).

B. Professional has made a proposal to City to provide such professional services. A description of the services Professional proposes to provide is included in the Scope of Services in Exhibit A attached hereto and incorporated herein by reference (“Services”). City desires to retain Professional to perform the Services, subject to the terms and conditions set forth in this Agreement.

C. The Parties have outlined the schedule or timeline for providing the Services (“Completion Schedule ”), which shall be included in the Scope of Services in Exhibit A .

D. The Parties have outlined the rates an d method of payment to Professional for its performance of the Services under this Agreement (“Compensation Schedule”), which shall be included in the Scope of Services in Exhibit A.

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NOW, THEREFORE, in consideration of the promises and covenants set forth below, the Parties agree as follows:

AGREEMENT

1. Recitals. The recitals set forth above (“ Recitals”) are true and correct and are hereby incorporated into and made part of this Agreement by this reference. In the event of any inconsistency between the Recitals and Section s 1 through 53 of this Agreement, Sections 1 through 53 shall prevail.

2. Term. The term of this Agreement shall be three (3) years and will commence on the Effective Date and terminate on the 23rd day of March, 2029 (“Term”) unless the Parties mutually agree in writing to terminate the Agreement earlier or extend the Term pursuant to this Agreement.

3. Extension of Agreement. [Intentionally Omitted]

4. Effective Date. This Agreement shall only become effective once all of the Parties have executed the Agreement (the “Effective Date”).

5. Work.

5.1. Services. Subject to the terms and conditions set forth in this Agreement, Professional shall provide City the Services described in Exhibit A. Any request for Services not included in Exhibit A will be considered a request for additional or modified Services (“Modification” or “ Modifications”). Professional shall not receive additional compensation for any Modification of the Services unless the Parties agree otherwise in a writing executed by b oth Parties.

5.2. City Requested Modification of Services . City may, by written order, authorize Modifications to the Services described in Exhibit A. If such Modifications cause an increase in the cost or time required for performance of Professional’s Services, the Parties shall enter into a written amendment to this Agreement to adjust the Services and the compensation to be paid to Professional and, if necessary, amend the Completion Schedule or Compensation Schedule. The Services, Completion Schedule , or Compensation Schedule shall not be revised unless City and Professional mutually agree to a written amendment to this Agreement reflecting such revisions, additional compensation, time for performance or such other terms or conditions mutually agreed upon by the Parties.

5.3. Professional Requested Modification in Services . Professional shall not be compensated for work outside the Services described in this Agreement, unless, prior to th e commencement of the Services:

(a) Professional provides City with written notice that specific work requested by City or required to complete the Project is outside the agreed upon Services. Such notice shall:
(1) be supported by substantial evidence that the work is outside the Services; (2) set forth the

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Professional’s proposed course of action for completing the work and a specific request for City to approve the Modification to the Services; (3) set forth the Professional’s proposed revisions, if any, to the Completion Schedule; and (4) set forth the Professional’s proposed revisions, if any, to the Compensation Schedule; and

(b) City agrees that the work requires a Modification;

(c) City approves all adjustments, if any, to the Completion Schedule and Compensation Schedule; and

(d) The Parties execute a written amendment to this Agreement describing any Modification, together with any adjustment in the Completion Schedule and Compensation Schedule for Professional’s work.

6. Compensation.

6.1. Amount, Time and Manner of Payment for Professional Services . City shall pay Professional according to the rates and timing set forth in the Compensation Schedule. City’s total compensation to Professional shall not exceed Two Hundred Ninty -Nine Thousand Nine Hundred Forty -Nine and 15/100ths Dollars ($299,949.15) (“Maximum Payment ”), unless the Parties mutually agree in writing otherwise.

6.2. Deposit. [Intentionally Omitted]

6.3. Subsequent Payments. City shall make monthly payments in the amount invoiced by Professional within thirty (30) calendar days of receiving such invoic e. In the event that an amount of an invoice is in dispute, City shall inform Professional of the amount and basis for the dispute and may withhold the amount which is in dispute until the dispute has been resolved.

6.4. Invoices. Professional shall provi de City with monthly invoices sufficiently evidencing Professional’s expenses and completion of the Services. All invoices furnished to City by Professional shall be in a form approved by City. The payments specified shall be the only payments made to Professional for performance of the Services , including compensation for any Modification. Professional shall submit all billings for Services to City within forty-five (45) days of the performance of such Services. City shall issue payment according to City’s customary procedures and practices for issuing payments to independent contractors.

7. Notice to Proceed. Professional shall not commence the performance of the Services until it has been given notice by City (“Notice to Proceed”).

8. Time of Performance . Professional warrants that it will commence performance of the Services within ten (10) calendar days of the date the agreement was executed and shall conform to the Completion Schedule. The time of performance is a material term of this Agreement relied on by City in entering into this Agreement.

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9. City Assistance to Professional. [Intentionally Omitted]

10. Time and Personnel Devoted to Services . Professional shall devote such time and personnel to the performance of this Agreement, as is necessary to perform the Services in compliance with the Completion Schedule, Compensation Schedule, and this Agreement.

11. Performance by Qualified Personnel; No Subcontracting . Services under this Agreement shall be performed only by competent personnel under the supervision and direct employment of Professional. Professional will conform with City’s reasonable requests regarding assignment of personnel, but all personnel, including those assigned at City’s request, shall be supervised by Professional. Professional is prohibited from subcontracting this Agreement or any part of it unless such subcontracting is expressly approved by City in writing. Neither Party shall, on the basis of this Agreement, contract on behalf of, or in the name of the other Party. An agreement made in violation of this provision shall confer no rights on any Party and shall be null and void.

12. Representations of Professional . City relies upon the following representations by Professional in entering into this Agreement:

12.1. Qualifications. Professional represents that it is qualified to perform the Services provided in Exhibit A and that it possesses the necessary licenses and permits required to perform the Services or will obtain such licenses or permits prior to the time such licenses or permits a re required. Professional shall also ensure that all subcontractors are similarly licensed and qualified.

Professional and all subcontractors shall also obtain a business license from City before they commence performance of the Services. Professional repr esents and warrants to City that Professional shall, at Professional's sole cost and expense, keep in effect or obtain at all times during the Term of this Agreement, any licenses, permits, and approvals which are legally required for Professional to practice Professional's profession at the time the Services are rendered.

12.2. Professional Performance . Professional represents that all Services under this Agreement shall be performed in a professional manner and shall conform to the customs and standards of practice observed on similar, successfully completed projects by specialists in the Services to be provided. Professional shall adhere to accepted professional standards as set forth by relevant professional associations and shall perform all Services required under this Agreement in a manner consistent with generally accepted professional customs, procedures and standards for such Services. All work or products completed by Professional shall be completed using the best practices available for the profession. Professional agrees that, if a Service is not so performed, in addition to all of its obligations under this Agreement and at law, Professional shall re-perform or replace unsatisfactory Service at no additional expense to City.

12.3. No Waiver of Claims. The granting of any progress payment by City, or the receipt thereof by Professional, or any inspection, review, approval or oral statement by any representative of City, or state certification shall not, in any way, waive, limit, or replace any certification or approval procedures normally required or lessen the liability of Professional to re -perform or replace unsatisfactory Service, including , but not limited to , cases where the unsatisfactory

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character of such Service may not have been appare nt or detected at the time of such payment, inspection, review or approval.

12.4. City’s Remedies are Cumulative. Nothing in this Section shall constitute a waiver or limitation of any right or remedy, whether in equity or at law, which City or Professio nal may have under this Agreement or any applicable law. All rights and remedies of City, whether under this Agreement or applicable law, shall be cumulative.

12.5. No Conflict of Interest. Professional represents that no conflict of interest will be created under state or federal law by entering into or in carrying out this Agreement.

13. Conformity with Law and Safety . Professional shall observe and comply with all applicable laws, ordinances, codes and regulations of governmental agencies, including federal, state, municipal and local governing bodies having jurisdiction over any or all of the scope of Services, including all provisions of the Occupational Safety and Health Act of 1979 as amended, all California Occupational Safety and Health Regulati ons, the California Building Code, the Americans with Disabilities Act, any copyright, patent, or trademark law, and all other applicable federal, state, municipal and local safety regulations, appropriate trade association safety standards, and appropriate equipment manufacturer instructions. All Services performed by Professional must be in accordance with these l aws, ordinances, codes and regulations.

Professional’s failure to comply with any laws, ordinances, codes, or regulations applicable to the performance of the Services hereunder shall constitute a breach of contract. In cases where standards conflict, the standard providing the highest degree of protection shall prevail.

If a death, serious personal injury or substantial property damage occurs in connection with the performance of this Agreement, Professional shall immediately notify City's risk manager by telephone. If any accident occurs in connection with this Agreement, Professional shall promptly submit a written report to City, in such form as City may require. This report shall include the following information: (a) name and address of the injured or deceased person(s); (b) name and address of Professional's subcontractor, if any; (c) name and address of Professional's liability insurance carrier; and (d) a detailed description of the accident, including whether any of City's equipment, tools or materials were involved.

If a release of a hazardous material, substance, or waste occurs in connection with the performance of this Agreement, Professional shall immediately notify City. Professional shall not store hazardous materials or hazardous waste within City limits without a proper permit from City.

14. Contact by Professional with Project Owner or Project Applicant . Unless otherwise set forth in the Services, neither Professional nor Professional's subcontractors shall directly contact the owner of the property involved in the Project or any party who is the applicant for the Project (“Interested Party”), or an employee or contractor of an Interested Party, on any matter relating to the Project without the prior consent of the Contract Administrator. In no event shall Professional take any instructions or directions from an Interested Party on any matter pertaining to the Professional's Services to be performed for City under this Agreement.

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15. Confidentiality. Professional understands and agrees that, in the performance of Services under this Agreement or in the contemplation thereof, Professional may have access to private or confidential information that may be owned or controlled by City and that such information may contain proprietary or confidential details, the disclosure of which to third parties may be damaging to City (“Confidential Information”).

Professional shall not, either during or after the Term, disclose to any third party any Confidential Information without the prior written consent of Ci ty. If City gives Professional written authorization to make any such disclosure, Professional shall do so only within the limits and to the extent of that authorization. Professional may be directed or advised by the City Attorney on various matters relating to the performance of the Services on the Project or on other matters pertaining to the Project and, in such event, Professional agrees that it will treat all communications between itself, its employees and its subcontractors as being communications which are within the attorney-client privilege.

Notwithstanding the foregoing, Professional may disclose Confidential Information required to be disclosed under law, provided that, prior to disclosure, Professional shall first give notice to City and make a reasonable effort to obtain a protective order requiring that City’s Confidential Information not be disclosed. This exception is limited to the extent di sclosure is required under law.

16. Excusable Delays; Notice to Other Party of Delay. Professional shall not be in breach of this Agreement in the event that performance of Services is temporarily interrupted or discontinued due to a “ Force Majeure ” event which is defined as: riots, wars, sabotage, civi l disturbances, insurrections, explosion, natural disasters such as floods, earthquakes, landslides, fires, strikes, lockouts and other labor disturbances or other catastrophic events, which are beyond the reasonable control of Professional. Force Majeure does not include: (a) Professional’s financial inability to perform; (b) Professional’s failure to obtain any necessary permits or licenses from other governmental agencies; or (c) Professional’s failure to obtain the right to use the facilities of any public utility where such failure is due solely to the acts or omissions of the Professional.

17. Assignment Prohibited. No Party to this Agreement may assign any right or obligation pursuant to this Agreement. Any attempt or purported assignment of any right or obligation pursuant to this Agreement shall be void and of no effect.

18. Suspension of Services by City. City reserves the right to suspend Professional's Services under this Agreement when City determines that it is necessary to do so. When possible, City shall give Professional notice of such suspension and Professional shall, upon receipt of said notice, suspend all Services except any Services, the completion of which is authorized by the notice given by City. If the Services are suspended by City for more than sixty (60) consecutive days, for reasons other than the fault of the Professional, the Professional shall be compensated for Services performed prior to notice of such suspension. When the Project is resumed, the Professional's compensation shall be equitably adjusted by City to provide for expenses incurred by the interruption of the Services. In this regard, Professional shall furnish to City such financial information that, in the judgment of the City Manager , is necessary to determine the reas onable value of the Services rendered by Professional during the period when Services were suspended.

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If the Parties are unable to agree upon the amount of extra compensation which is due to Professional within thirty (30) days of Professional resuming Se rvices, the amount of such additional compensation, if any, that is required to appropriately compensate the Professional for its expenses incurred by the interruption of Services may, upon the request of either Party, be determined by arbitration conducte d in accordance with the “Arbitration of Disputes” section of this Agreement. Such arbitration shall be commenced by the Professional no later than sixty (60) calendar days following the event which entitles the Parties to pursue arbitration unless the Parties agree in writing to an extended time period for commencement of arbitration. Unless otherwise agreed in writing, all Parties shall carry on the Services and perform their duties during any arbitration proceedings, and City shall continue to make payments for the Services in progress as required by this Agreement.

19. Ownership of Work Product . Any and all work, artwork, copy, posters, billboards, photographs, videotapes, audiotapes, systems designs, software, reports, designs, specifications, drawings, diagrams, surveys, source codes, professional or technical information or data, photographs, notes, letters, emails or any original works of authorship created by Professional or its subcontractors or subcontractors in connection with Services performed under this Agreement (“Products”) shall be works for hire as defined under Title 17 of the United States Code, and all copyrights in such works are the property of City. In the event it is ever determined that any Product created by Professional or its subcontractors, or subcontractors under this Agreement, are not works for hire under U.S. law, Professional hereby assigns all copyrights to such Products to City. With the prior written approval of City's point of contact for the Project, Professional may retain and use copies of such Products for reference and as documentation of i ts experience and capabilities.

All Products shall become the property of City irrespective of where located or stored , and Professional agrees to deliver all such documents and in formation to City, without charge and in whatever form it exists, on the completion of the Professional's Services hereunder. Professional shall have no ownership interest in such Products.

All work product of Professional under this Agreement, including written information which City will cause to be distributed for either internal or public circulation, including both preliminary and final drafts , shall be delivered to City in both printed and electronic form, or as may be specified in Exhibit A.

When t his Agreement is terminated, Professional agrees to return to City all documents, drawings, photographs and other written or graphic material, however produced, that it received from City, its contractors or agents, in connection with the performance of it s Services under this Agreement. All materials shall be returned in the same condition as received.

20. Termination of Work by City for Its Convenience. City shall have the right to terminate this Agreement at any time for its convenience by giving notice of such termination to Professional.

In the event City shall give such notice of termination, Professional shall cease rendering Services upon receipt of said notice given as required in this Agreement. If City terminates this Agreement:

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(a) Professional shall deliver copies of all Products prepared by it pursuant to this Agreement.

(b) If City terminates this Agreement for convenience before City issues the Notice to Proceed to Professional or before Professional commences any Services hereunder, whichever last occurs, City shall not be obligated to make any payment to Professional. If City terminates this Agreement after City has issued the Notice to Proceed to Professional and after Professional has commenced performance under this Agreement, City shall pay Profe ssional the reasonable value of the Services rendered by Professional pursuant to this Agreement prior to termination of this Agreement. City shall not in any manner be liable for Professional's actual or projected lost profits had Professional completed t he Services. Professional shall furnish to City such financial information that, in the judgment of the City Manager, is necessary to determine the reasonable value of the Services rendered by Professional prior to termination. In the event of a dispute as to the reasonable value of the Services rendered by Professional prior to termination and the Parties are unable to agree upon said amount within sixty (60) calendar days following the date of the notice of termination by City, such dispute may, upon the request of either Party, be resolved by arbitration conducted in accordance with the “Arbitration of Disputes” section of this Agreement.

(c) Except as provided in this Agreement, in no event shall City be liable for costs incurred by or on behalf of Professional after the date of the notice of termination.

21. Assurance of Performance . If, at any time, City believes Professional may not be adequately performing its obligations under this Agreement or may fail to complete the Services as required by this Agre ement, City may submit a written request to Professional for written assurances of performance and a plan to correct observed deficiencies in Professional's performance. Failure to provide written assurances subsequent to such written request, constitutes grounds to declare a breach under this Agreement.

22. Cancellation for Breach by Either Party. Should either Party fail to substantially perform its obligations in accordance with the provisions of this Agreement, the other Party shall thereupon have the right to cancel the Agreement by giving written notice and specifying the effective date of such cancellation. If City cancels this Agreement for breach and it is subsequently determined that Professional did not fail to substantially perform its obligations i n accordance with this Agreement, then cancellation for breach by City shall be deemed, and treated, as termination for convenience.

Neither Party waives the right to recover damages against the other for breach of this Agreement, including any amount necessary to compensate City for all detriment proximately caused by Professional's failure to perform its obligations hereunder or which in the ordinary course of things would be likely to result therefrom. City reserves the right to offset such damages against any payments owed to Professional.

City shall not in any manner be liable for Professional's actual or projected lost profits had Professional completed the Services required by this Agreement.

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23. Non-Discrimination. In its performance of the Services, Professional shall adhere to City’s EEO Policy which states, “The City is committed to ensuring that all qualified individuals have a full and fair opportunity to compete in all phase of the hiring process and promotion, and to enjoy the benefits of employment with the City. All employees and applicants shall receive equal consideration and treatment in employment without regard to race, color, religion, gender, sexual orientation, national origin, age, disability, genetic information, marital status, amnesty, or status as a covered veteran in accordance with applicable federal or state statutes, the City’s ordinances, resolutions, rules or regulations.”

In addition, all agreements with sub -contractors will include langua ge as required by the Office of Federal Contract Compliance Programs (OFCCP) that requires sub -contractors to maintain equal employment opportunity policies, and, as necessary, affirmative action policies.

24. Arbitration of Disputes. All claims, disputes, and other matters in question between City and Professional arising out of or relating to this Agreement or the breach thereof, including claims of Professional for extra compensation for Services related to the Project , shall be decided by arbitration before a single arbitrator in accordance with the provisions of Sections 1281 to 1284.2 of the California Code of Civil Procedure (the “ Arbitration Laws”) unless the Parties mutually agree otherwise. The provisions of Section 1283.05 of the Arbitration Laws app ly to any arbitration proceeding except as otherwise provided in this Agreement. The arbitrator shall have authority to decide all issues between the Parties including, but not limited to, claims for extras, delay and liquidated damages, if any, provided for in this Agreement, matters involving defects in the work product of the Professional, rights to payment, and whether the necessary procedures for arbitration have been followed. The award rendered by the arbitrator shall be final, and judgment may be entered upon it in accordance with applicable law in any court having jurisdiction thereof.

Notice of the demand for arbitration shall be filed in writing with the other Party. The demand for arbitration shall be made within a reasonable time after the clai m, dispute, or other matter in question has arisen, and in no event shall it be made after the date when institution of legal or equitable proceedings based on such claim, dispute, or other matter in question would be barred by the applicable statute of limitation.

The Parties shall jointly appoint an arbitrator within fifteen (15) calendar days of the date of giving of the notice of the demand for arbitration. If the Parties are unable to jointly agree upon the appointment of an arbitrator within said fif teen (15) calendar day period, and do not agree in writing to extend said period for a fixed period, then either Party may seek to have the arbitrator appointed by the Superior Court of Stanislaus County in accordance with the Arbitration Laws.

If any proceeding is brought to contest the right to arbitrate and it is determined that such right exists, the losing Party shall pay all costs and attorneys' fees incurred by the prevailing party.

In addition to the other rules of law which may be applicable to any arbitration hereunder, the following shall apply:

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(a) Promptly upon the filing of the arbitration , each Party shall be required to set forth in writing and to serve upon each other Party a detailed statement of its contentions of fact and law.

(b) All parties to the arbitration shall be entitled to the discovery procedures as provided in Section 1283.05 of the California Code of Civil Procedure.

(c) The arbitration shall be commenced and conducted as expeditiously as possible consistent with affording reasonable discovery as provided herein.

(d) These additional rules shall be implemented and applied by the arbitrator.

The costs of arbitration shall be borne by the Parties as determined by the arbitrator, but each Party shall bear its own attorney's fees associated with the dispute with the other Party and to the arbitration.

25. Insurance Coverage. During the Term, the Professional, at its own cost and expense, shall maintain in full force and effect policies of insurance set forth herein, which shall be placed with insurers admitted in California with a current A M Best’s rating of no less than A -:VII and will provide City with written proof of said insurance. Professional shall maintain coverage as follows:

25.1. Commercial General Liability. Professional shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office (ISO) form CG 00 01, in the amount of no less than One Million Dollars ($1,000,000.00) per occurrence, Two Million Dollars ($2,000,000.00) general aggregate, and One Million Dollars ($1,000,000.00) products and completed operations for bodily injury, personal injury, and property damage. The general aggregate limit shall apply separately to this Project or the general aggregate shall be doubled.

25.2. Worker’s Compensation Insurance. Professional shall maintain workers’ compensation insurance (Statutory Limits) and Employer’s Liability Insurance with limits of at least One Million Dollars ($1,000,000.00) each accident or disease. Professional shall submit to City, along with the certificate of insurance a Waiver of Subrogation endorsement in favor of City, its officers, agents employees, and volunteers.

25.3. Professional Liability. Professional shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing professional services in the amount of no less than One Million Dollars ($1,000,000.00) per claim and in the aggregate or greater if appropriate for the Professio nal's profession. Any deductibles or self - insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self -insured retentions with respect to City, its elected and appointed councils, commissions, directors, officers, employees, agents, and representatives (“ City’s Agents ”); or the Professional shall provide a financial guarantee satisfactory to City guaranteeing payment of losses and related investigations, claims administration and defense expenses.

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25.4 Commercial Automobile Liability . Professional shall maintain commercial automobile liability insurance using ISO Business Auto Coverage form CA 00 01, or the equivalent, in the amount of no less than One Million Dollars ($1,000,000.00) each accident for owned, leased, hired, non -owned, and borrowed automobiles. The policy shall provide and be endorsed that the City, its officials, officers, agents, employees, and volunteers are included or named as additional insur eds. If Professional owns no vehicles, this requirement may be met through a non-owned auto coverage or an endorsement to the CGL policy.

25.4. Umbrella or Excess Policy. Professional may use Umbrella or Excess Policies to provide the liability limits as required in this agreement. This form of insurance will be acceptable provided that all of the Primary and Umbrella or Excess Policies shall provide all of the insurance coverages herein required. The Umbrella or Excess policies shall be provided on a true “following form” or broader coverage basis, with coverage at least as broad as provided on the underlying policies of insurance. No insurance coverage or policies maintained by the City (“Additional Insured”), whether primary or excess, and which also apply to a loss covered hereunder, shall be called upon to contribute to a loss until the Professional’s primary and excess liability policies are exhausted.

25.5. Waiver of Subrogation. With the exception of professional liability, Professional hereby agrees to waive subrogation which any insurer of Professional may acquire from Professional by virtue of the payment of any loss. The commercial general liability policy , automobile liability policy, and workers’ compensation policy shall be endorsed to contain a waiver of subrogation in favor of City for all work performed by Professional, its agents, employees, independent contractors and subcontractors. Professional shall provide written proof of waiver of subrogation in the Certificate of Insurance. Additionally, Professional agrees to obtain any available endorsements that may be necessary to effectuate this waiver of subrogation.

26. Additional Insurance Requirements . Within five (5) days of the Effective Date, Professional shall provide City with certificates of insurance and amendatory endorsements for all of the policies required under this Agreement (“Certificates and Endorsements”). Such Certificates and Endorsements shall be kept current for the Term of the Agreement and Prof essional shall be responsible for providing updated copies . With the exception of the workers ’ compensation insurance, all of the insurance policies required in this Agreement shall: (a) provide that the policy will not be cancelled, allowed to expire, or materially reduced in coverage without at least thirty (30) days’ prior written notice to City of such cancellation, expiration, or reduction and each policy shall be endorsed to state such. If a carrier will not provide the required notice of cancellation, the Professional shall provide written notice to the City no later than ten (10) days before cancellation; and (b) name City, and City’s Agents as additional insureds with respect to liability arising out of Services, work or operations performed by or o n behalf of Professional and shall be endorsed to state such ; (c) name City of Turlock as a certificate holder (d) cover products and completed operations of Professional, premises owned, occupied, or used by the Professional, or automobiles owned, leased, or hired or borrowed by the Professional ; contain no special limitations on the scope of protection afforded to City; ( e) allow and be endorsed primary with respect to any insurance or self -insurance programs covering City or City’s Agents and any insuran ce or self - insurance maintained by City or City’s Agents shall be in excess of Professional’s insurance and

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shall not contribute to it; ( f) contain standard separation of insured provisions; and ( g) state that any failure to comply with reporting or other provisions of the policy including breaches of warranties shall not affect the coverage provided to City.

27. Indemnification by Professional . To the fullest extent permitted by law , Professional shall defend with legal counsel reasonably acceptable to City, indemnify and hold harmless City and City’s Agents from and against any and all claims, loss, cost, damage, injury (including, without limitation, injury to or death of an employee of Professional or its subcontractors), expense and liability of every kind , nature and description that arise out of, pertain to , or relate to acts or omissions of Professional, or any direct or indirect subcontractor, employee, contractor, representative or agent of Professional, or anyone that Professional controls (collectively “Liabilities”). Such obligations to defend, hold harm less, and indemnify City and City’s Agents shall not apply to the extent that such Liabilities are caused in whole by the sole negligence, active negligence, reckless or willful misconduct of City or City’s Agents, but shall apply to all other Liabilities. With respect to third party claims against the Professional, the Professional waives any and all rights of any type of express or implied indemnity against City and City’s Agents.

28. Liability of City. Notwithstanding any other provision of this Agreement, in no event shall City be liable, regardless of whether any claim is based on contract or tort, for any special, consequential, indirect or incidental damages, including, but not limited to, lost profits or revenue, arising out of or in connection with this Agreement or the Services performed in connection with this Agreement.

29. Independent Contractor. At all times during the Term, Professional shall be deemed to be an independent contractor and shall be wholly responsible for the manner in which Professional performs the Services required under this Agreement. Professional shall be liable for its acts and omissions and those of its employees, contractors, subcontractors, representatives, volunteers, and its agents. Nothing contained herein shall be construed as creating an employment, agency or partnership relationship between City and Professional. City shall have the right to control Professional only insofar as the result of Professional’s Services rendered pursuant to this Agreement; however, City shall n ot have the right to control the means by which Professional accomplishes Services rendered pursuant to this Agreement.

30. Professional Not Agent. Except as City may specify in writing, Professional shall have no authority, express or implied, to act on beha lf of City in any capacity whatsoever as an agent.

Professional shall have no authority, express or implied, pursuant to this Agreement to bind City to any obligation whatsoever.

31. Payment of Taxes and Other Expenses. Payment of any taxes, including California sales and use taxes, levied upon this Agreement, the transaction, or the Services or goods delivered pursuant hereto, shall be the obligation of Professional.

32. Notices. All notices shall be in writing and delivered in person or transmitted by certified mail, postage prepaid. Any Party hereto may at any time, by giving ten (10) days’ written notice to the other Party hereto, designate any other address in substitution of the address to which such

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notice or communication shall be given. Such notices or communications shall be given to the Parties at their addresses set forth below.

If to City: City of Turlock
Attn: Department Director
156 S. Broadway, Suite 150
Turlock, California 95380

With courtesy copies to: City of Turlock, City Attorney’s Office Attn: George A. Petrulakis, City Attorney
156 S. Broadway, Suite 230
Turlock, California 95380-5456

If to Professional: Nelson\Nygaard Consulting Associates, Inc.

Attn: Jennifer Wieland
1629 Telegraph Avenue, Suite 240
Oakland, CA 94612

33. City Contract Administrator . City’s contract administrator and contact person for this Agreement is:

Mauricio Torres, Transit Analyst
City of Turlock, Transit Division
1418 N. Golden State Blvd., Suite 1
Turlock, California 95380
Telephone: (209) 669-2805
E-mail: [email protected]

34. Interpretation. As used herein, any gender includes each other gender, the singular includes the plural and vice versa.

35. Use of City Project Number. Professional or its subcontractors agree to use City Project Number 23064 on all maps, drawings, submittals, billing, and written correspondence that involve City staff or contracted consultants. Nothing in this Section shall preclude Professional or its subcontractors from using their own project numbers for their own internal use.

36. Modification. No alteration, amendment, modification, or termination of this Agreement shall be valid unless made in writing and executed by all of the Parties to this Agreement.

37. Waiver. No covenant, term, or condition or the breach thereof shall be deemed waived, except by written consent of the Party against whom the waiver is claimed, and any waiver of the breach of any covenant, term, or condition shall not be deemed to be a waiver of any preceding or succeeding breach of the same or any other covenant, term, or condition.

38. Assignment. No Party to this Agreement shall assign, transfer, or otherwise dispose of this Agreement, in whole or in part , to any individual, fi rm, or corporation without the prior written

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consent of the other Party. Subject to the forgoing provisions, this Agreement shall be binding upon, and inure to the benefit of, the respective successors and assigns of the Parties hereto.

39. Authority. All Parties to this Agreement warrant and represent that they have the power and authority to enter into this Agreement and the names, titles, and capacities herein stated on behalf of any entities, persons, states, or firms represented or purported to be represented by such entities, persons, states or firms and that all former requirements necessary or required by state or federal law in order to enter into the Agreement have been fully complied with. Further, by entering into this Agreement, neither Party hereto shall have breached the terms or conditions of any other contract or agreement to which such Party is obligated, which such breach would have a material effect hereon.

40. Drafting and Ambiguities. Each Party acknowledges that it has reviewed this Agreement with its own legal counsel, and based upon the advice of that counsel, freely entered into this Agreement. Each Party has participated fully in the review and revision of this Agreement. Any rule of construction that ambiguities are to be resolved against the drafting Party does not apply in interpreting this Agreement.

41. Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the state of California.

42. Venue. Venue for all legal proceedings shall be in the Superior Co urt of the State of California, in and for the County of Stanislaus.

43. Severability. If this Agreement in its entirety is determined by a court to be invalid or unenforceable, this Agreement shall automatically terminate as of the date of final entry of judgment. If any provision of this Agreement shall be determined by a court to be invalid and unenforceable, or if any provision of this Agreement is rendered invalid or unenforceable according to the terms of any federal or state statute, which becomes ef fective after the Effective Date of this Agreement, the remaining provisions shall continue in full force and effect and shall be construed to give effect to the intent of this Agreement.

44. Execution and Counterparts. This Agreement may be executed simultan eously, and in several counterparts, each of which shall be deemed an original, but which together shall constitute one and the same instrument. The Parties agree that this Agreement and any other documents to be delivered in connection herewith may be ele ctronically signed utilizing services such as DocuSign and Nitro Sign, or by transmitting signatures in pdf or similar format, and that any electronic signatures appearing on this Agreement or such other documents are the same as handwritten signatures for the purposes of validity, enforceability, and admissibility.

45. Audit. City shall have access at all reasonable times to all reports, contract records, contract documents, contract files, and personnel necessary to audit and verify Professional’s charges t o City under this Agreement.

46. Entire Agreement. This Agreement, together with its specific references, attachments, and exhibits, constitutes the entire agreement of the Parties with respect to the subject matters hereof

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and supersedes any and all prior negotiations, understanding, and agreements with respect hereto, whether oral or written.

47. Supersedes Prior Agreement. It is the intention of the Parties hereto that this Agreement shall supersede any prior agreements, discussions, commitments, or represen tations, whether written, electronic or oral, between the Parties with respect to the subject matter of this Agreement.

48. Mandatory and Permissive. “Shall” and “will” and “agrees” are mandatory. “May” and “can” are permissive.

49. Successors and Assigns . All representations, covenants, and warranties specifically set forth in this Agreement, by or on behalf of, or for the benefit of, any or all of the Parties hereto, shall be binding upon and inure to the benefit of such Party, its successors and assigns.

50. Headings. Headings used in this Agreement are for reference purposes only and shall not be considered in construing this Agreement.

51. Attorney’s Fees and Costs. If any action at law or in equity not resolved pursuant to the “Arbitration of Disputes” section of this Agreement , including action for declaratory relief, is brought to enforce or interpret provisions of this Agreement, the prevailing Party shall be entitled to reasonable attorney's fees and costs, which may be set by the court in the same action o r in a separate action brought for that purpose, in addition to any other relief to which such Party may be entitled.

52. Necessary Acts and Further Assurances. The Parties shall at their own cost and expense execute and deliver such further documents and ins truments and shall take such other actions as may be reasonably required or appropriate to evidence or carry out the intent and purposes of this Agreement.

53. Time is of the Essence . Time is of the essence in this Agreement for each covenant and term of a condition herein.

[Signatures on Following Page]

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IN WITNESS WHEREOF, the Parties have caused this Agreement to be executed by and through their respective officers thereunto duly authorized.

NELSON\NYGAARD CONSULTING
ASSOCIATES, INC., a California corporation

By:

Print Name:

Title:

Date
CITY OF TURLOCK, a California
municipal corporation

By:

Gary R. Hampton, Interim City Manager

Date:

APPROVED AS TO SUFFICIENCY:

By:

Christopher Fisher, Municipal Services Director

APPROVED AS TO FORM:

By:

George A. Petrulakis, City Attorney

ATTEST:

By:

Nichole Fiez, City Clerk

Jennifer Wieland
Managing Director
03/09/2026

COPY

CITY OF TURLOCK
Short- and Long-Range
Transit Planning
January 29, 2026
RFP NO. 25-020
Proposal Submitted by: Nelson\Nygaard Consulting Associates, Inc.

In association with AIM Consulting and ETC Institute
Exhibit A

1629 TELEGRAPH AVENUE, SUITE 400 OAKLAND, CA 94612 510-506-7582 FAX 503-228-2320 nelsonnygaard.com

January 29, 2026

City of Turlock
Attn: Purchasing
156 S. Broadway, Suite 270
Turlock, CA 95380
RE: Turlock Short- and Long-Range Transit Planning | Proposal Dear members of the selection committee,
On behalf of Nelson\Nygaard Consulting Associates, Inc., I am pleased to submit this proposal to the City of Turlock for Short- and Long-Range Transit Planning services. Since our inception, Nelson\Nygaard has been distinguished by our commitment to creating implementable plans that support local solutions and help build more vibrant, sustainable communities. Transit is the core of our practice—we have extensive experience working with public agencies and municipalities, elected officials, and community stakeholders to envision, develop, and improve transit systems that support community needs. Our plans and recommendations have helped transit agencies across California substantially grow their ridership (e.g., LAVTA), expand and reallocate service with no additional operating costs (e.g., Tri Delta Transit), and establish their operational and customer- facing identities following agency consolidation (e.g., StanRTA).

We have considered the needs of the City and have assembled a team that combines national expertise with local knowledge to complete the study. Our team will be led by Peter Soderberg, Associate Principal, as Project Manager. Peter has over a decade of experience in transit planning, including comprehensive operational analyses and route redesigns, evaluating new service delivery models like microtransit, long range planning and capital improvement plans, and developing context-sensitive strategic plans. Peter will be joined by Derek Cheah, Associate Principal, as Deputy Project Manager, who brings a similarly varied and rich background in transit planning, in addition to extensive experience fostering alignment among diverse stakeholders and ultimately delivering on visions and goals for short- and long-range plans.

We are joined by two trusted partners in this effort, AIM Consulting and ETC Institute. We have previously worked with both firms on successful transit projects across the country and in Northern California. AIM has served as a trusted public and stakeholder engagement partner for numerous short- and long-range planning efforts in Stanislaus County and across the state, from Santa Barbara County to Yuba County. ETC Institute brings more than 40 years of experience developing transportation surveys and regularly conducts on-board surveys in Northern California. Collectively, we will take a fresh look at the issues facing Turlock Transit and work collaboratively with the city to identify a sustainable path forward for transit in the near term and into the future.

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City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | ii
We hope you will recognize the strengths of our proposal, staff capabilities, and firm experience as indications of our capacity to carry out this project. We submit our proposal in accordance with the terms and conditions outlined in the Request for Proposal, and our offer will remain in effect for at least one hundred and eighty (180) days from the date of submittal, January 29, 2026. If we can provide any additional information about our firm or this proposal, please do not hesitate to contact Peter Soderberg at [email protected] or 206-576-9974.

Sincerely,

Peter Soderberg Jennifer Wieland
Project Manager Managing Director

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | iii
Table of Contents
Qualifications and Experience .................................................................................................................. 1 Firm Introduction ............................................................................................................................................. 1 Subcontractors ................................................................................................................................................ 3 Project Team Experience ................................................................................................................................ 3 Methodology ............................................................................................................................................ 7 Project Understanding ..................................................................................................................................... 7 Our Approach ................................................................................................................................................... 8 Schedule ........................................................................................................................................................ 24 Staffing ................................................................................................................................................. 24 Staff Hours and Availability ........................................................................................................................... 42 Similar Projects ..................................................................................................................................... 42 AIM Experience .............................................................................................................................................. 47 ETC Experience ............................................................................................................................................. 48 Fee Proposal .......................................................................................................................................... 49

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 1

QUALIFICATIONS AND EXPERIENCE
Firm Introduction
Nelson\Nygaard Consulting Associates, Inc. is an internationally recognized firm committed to developing transportation
systems that promote vibrant, sustainable, and accessible communities. Founded by two women in 1987, Nelson\Nygaard has grown from its roots in transit planning to a full-service transportation firm with more than 165 people in offices across the United States.

In keeping with the values set by our founders, Nelson\Nygaard puts people first. We recognize that transportation is not an end by itself but a platform for achieving broader community goals of mobility, equity, economic development, and healthy living. Our hands-on, national experience informs but doesn’t dictate local solutions. Built on consensus and a multimodal approach, our plans are renowned as practical and implementable.

Nelson\Nygaard is a C-corporation with work for this project being completed from our Oakland, Los Angeles, and Seattle offices. The parent company of Nelson\Nygaard is Perkins&Will, Inc., an interdisciplinary, research-based architecture and design firm. Senior officials of the company include Jennifer Wieland (Chief Executive Officer & Director), Brodie Robertson Stephens (Secretary), Todd Gilles (Chief Financial Officer/Treasurer), Thaddeus Wozniak (Vice President), and Jonathan Watts, (Vice President). To learn more about our work, visit www.nelsonnygaard.com.

Nelson\Nygaard specializes in:

Transit Cities and Streets Mobility Management,
Access, and Policy

Urban Corridors Parking and Demand
Management
Active Transportation
and Safety

Main Contact:

Peter Soderberg,
Associate Principal
Role: Project Manager
206-576-9974
[email protected]

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 2

Transit Planning
Transit planning is at the core of Nelson\Nygaard’s practice. Our national and international experience covers all types of transit, from the largest and most complex transit systems to small, rural systems.

We specialize in redesigning existing services to make them more effective, developing new services such as light rail, BRT, and streetcar, and crafting Transit Master Plans that set practical strategies to move transit from today into the future.

Our approach is comprehensive, collaborative, and creative. Working together, we help identify needs and opportunities to develop practical plans that communities will embrace.

Nelson\Nygaard has a history of partnering with the City of Turlock to improve its transit services, most notably covering the previous two Short-Range Transit Plans (SRTPs) and a follow-on ridership guide. Our prior stakeholder and community engagement equips us with valuable relationships, understanding of their priorities, and ex-post lessons of what recommendations resonate. We will use these learnings as a starting basis for our proposed approach, balanced with the need to bring a fresh perspective to respond to the evolved travel patterns, uncertain funding sources, and other challenges we have observed over the past six years.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 3
Subcontractors
The Nelson\Nygaard team is joined by two subconsultant partners for this project, AIM Consulting, Inc. (AIM) and ETC Institute (ETC). AIM staff are community and stakeholder engagement specialists with a long history of fostering public participation and building agency relationships across the Central Valley. They will lead such efforts for both the Short Range Transit Plan (SRTP) and Long Range Transit Plan (LRTP) phases of work, while also supporting the SRTP Marketing and Outreach Plan. ETC are nationwide specialists in survey design and administration, and they will lead the onboard rider survey of the SRTP engagement task, in close collaboration with Nelson\Nygaard and AIM. AIM and ETC’s qualifications are described below.

AIM was established in 2005 with one overriding goal in mind: to be an active participant in community building and encourage others to do the same through civic engagement. AIM’s public participation professionals are committed to the communities they work, in both a professional capacity and as volunteers. AIM, an S-Corporation located in Sacramento, is certified as a SBE, WBE, and DBE firm.

AIM offers strategic communications and public participation consulting services, and specializes in projects in the natural and built environment that make a positive difference within the community.

With more than 30 years of experience, their team of professionals develops public participation programs that bring diverse community members together and creates a space for constructive dialogue that respects all individuals and leverages the positive work of the engaged community.

AIM’s communication strategies include both earned and paid media, online and social media, presentations, and grassroots awareness campaigns. They establish strong partnerships with public agencies, private businesses, community-based organizations, and advocacy groups. They research and adopt, when appropriate, industry best practices of communication technologies and have instilled a consistent quality assurance process.

ETC is uniquely positioned to support Nelson\Nygaard to ensure that the City of Turlock receives high-quality survey results. As the nationwide leader in performing Origin Destination (OD) Surveys for the FTA, ETC has collaborated directly with FTA modeling and planning staff to establish guidelines for OD methodologies and has extensive experience in California. ETC has partnered with Nelson\Nygaard on a number of transit surveys for clients such as the cities of San Antonio, TX; Charleston, SC; Kansas City, MO; Culver City, CA; and Chapel Hill, NC, among others.

With more than 40 staff members and 40 years of experience in designing and administering transportation-related market research, ETC has served state departments of transportation, transit agencies, and metropolitan planning organizations. The firm has administered more than 250 onboard transit surveys and conducted over 300 transportation-related research studies encompassing a wide array of topics. These include public transit, travel behavior, major investment studies, corridor studies, congestion management systems, commuter rail, light rail, park-and-ride, pedestrian/bicycle paths/lanes, and various other subjects. ETC’s main office is located in Kansas. They have a long history of working on projects across California and are frequent teaming partners with Nelson\Nygaard.

Project Team Experience
We are pleased to offer the City of Turlock a team whose members offer strong transit planning and public outreach expertise. Our proposed project team consists of ten team members, including staff from two subconsultant firms—AIM and ETC. Our team structure is shown in the organizational chart on the following page. Their professional experience is described in the bios after.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 4
Organizational Chart

Peter Soderberg, Associate Principal | Nelson\Nygaard

PROJECT MANAGER
Peter has more than 11 years of transportation planning experience with transit agencies across the county and specializes in transit service planning, fare analyses, and short- and long-range planning. His experiences include leading a network consolidation study in Everett, WA, developing a ten-year strategic plan for Spokane Transit Authority, and leading the development of the transit fare evaluation practice at Nelson\Nygaard. Recently, Peter has helped identify and prioritize short-range and long-range transit improvements through SRTPs, LRTPs, and COAs for several transit agencies in California, including SacRT, Tri Delta Transit, and LAVTA. Peter is an experienced project manager and service planner who strives to create implementable plans that improve accessibility and meet community needs.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 5
Derek Cheah, Associate Principal | Nelson\Nygaard

DEPUTY PROJECT MANAGER
Derek brings over a decade of project management, technical leadership, and stakeholder coordination experience. Through his short- and long-range planning work for numerous California transit agencies, he has amassed a deep understanding of their key opportunities and challenges, including ridership retention and growth in the wake of the Covid-19 pandemic, fare changes to support various agency goals, and performance-driven service changes and realignments. He leads multidisciplinary teams to understand clients and stakeholders’ core transportation needs in depth and deliver objective, evidence-based advice to meet opportunities and address challenges. Derek will work closely with Peter, various stakeholders, and the technical team to ensure a coordinated project, drawing on best practice experience in managing multi-disciplinary and multi- stakeholder projects.

Thomas Wittmann, Senior Principal | Nelson\Nygaard

PRINCIPAL-IN-CHARGE
Thomas has more than 30 years of experience in transportation planning, specializing in transit operations and capital planning. He has nationwide experience with large and small transit systems, and his operations experience includes high-capacity transit feasibility studies, COAs, TMPs, transportation development plans, optimization studies, and management performance reviews. He has worked across Northern California helping agencies like LAVTA, Tri-Delta Transit, and Marin Transit. Recently, he completed work for SamTrans where four weeks after implementation, ridership was up 18% without any increase in cost or operator hours. He also helped take Missoula fare free and developed the service plan that improved ridership by more than 70%.

Brendan Rahman, Associate Principal | Nelson\Nygaard

ADVISOR
Brendan helps agencies tell their transportation stories by bringing together clear communication, vivid graphic design, and thoughtful analysis. He is familiar with transit in Turlock, having worked on the previous Short-Range Transit Plan. As design lead and deputy project manager, he produced rider guides including easy-to-read system maps and schedules, and conducted a bus stop inventory and easy-to-understand bus stop infrastructure and maintenance map. He will support this project with that past knowledge.

Brendan’s experience also includes projects that span transit, walking, biking, curb management, and commute strategies.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 6
Katie DeMaio, Community Engagement Lead | AIM

PUBLIC OUTREACH LEAD
Katie is a facilitation and community engagement specialist with more than 12 years of strategic communications and community relations experience.

She has worked on transit projects across Northern California including short range transit plans for Yuba Sutter Transit, Mendocino Transit, and MTD in Santa Barbara. Katie develops and implements public outreach plans to keep communities informed and engaged. She assists clients with creating content for ongoing messaging, collateral materials, social media content, and interactive online engagement tools for public information and community engagement. Katie also manages and coordinates logistics for stakeholder interviews, focus groups, community meetings, traveling workshops, and special events.

Fred Gsell, Vice President | ETC

SURVEY LEAD
Fred has unmatched proficiency in the specialized field of origin-destination surveys for transit systems. Fred serves as a distinguished project manager for ETC, bringing over 20 years of invaluable expertise in public transit research to the forefront. Throughout his career, Fred has maintained a steadfast focus on OD studies, essential for updating local travel demand models, facilitating Title VI compliance, and supporting New and Small Starts projects. With a portfolio that likely surpasses that of any other professional in the country, Fred has overseen a multitude of transit OD surveys, equipping him with unmatched proficiency in this specialized field.

Christopher Tatham, CEO | ETC

SURVEY SUPPORT
For 30 years, Chris has managed more travel behavior surveys than anyone else in the U.S. His extensive experience encompasses almost every type of travel survey, including on-board transit surveys, household travel surveys, external station origin-destination surveys, visitor surveys, and more. With more than two million participants engaged in surveys under his management, Chris possesses an unparalleled depth of knowledge in design, implementation, and successful execution of travel behavior research. As ETC Institute’s visionary, Chris pioneered the firm’s onboard intercept survey methodology, revolutionizing how transit agencies conduct onboard survey research.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 7

METHODOLOGY
Project Understanding
Since Turlock Transit’s last SRTP was finalized
and adopted in February 2020, a lot has changed
in the City, Stanislaus County, and the broader
Central Valley. Amid this change—including
evolving travel patterns driven by a rise in remote
and hybrid work, agency consolidation at the
county level, and uncertainty over state and
federal funding sources—Turlock Transit has
sustained a remarkably strong ridership recovery
and productivity growth when compared to pre-
pandemic levels: from 188,000 unlinked trips in
total and 6.9 per revenue-hour in 2019, Turlock
Transit grew to 337,000 total trips and 10.6 per
revenue-hour by 2024. Furthermore, on-demand
service launched in 2022 and has proven equally successful.

At the same time, delivering such impressive service and growth has not been and will not be easy.

Operating costs rose by more than 30% for fixed-route service as a whole and almost 50% on a per- vehicle mile basis over the same five-year period. Declining or uncertain federal and state funds, particularly for operations, are coupled with increasing capital needs, most notably fleet renewal and electrification as mandated by the state. Countywide and regional changes, such as the recent operator consolidation to form StanRTA, demand constant adaptability to new stakeholder and political interests.

With myriad opportunities and challenges in front of the City, this is the right time to pause, reflect, and refocus on today’s trends and tomorrow’s anticipated needs. The Nelson\Nygaard team is here to guide you towards a sustainable post-pandemic future: building on your successes and rider priorities, having realistic conversations about tradeoffs and cuts, and positioning for short- and long-term success in coordination with stakeholder partners. We have the opportunity to right-size service to prioritize your fastest-growing markets, improve coordination with StanRTA and other regional partners, and leverage capital investments currently being implemented (such as electric vehicles coming online this year and a new Valley Rail/ACE station within the next five years).

As previously introduced, we have guided many peer agencies through these uncertain times during the past five years—from your partners at StanRTA, to those further afield in the Tri-Valley Area, Madera County, and Sacramento—helping them navigate tradeoffs and make difficult but informed decisions about their short- and long-term priorities. Our project manager, Peter Soderberg, recently led a similar combined SRTP and LRTP effort for LAVTA and a Comprehensive Operational Analysis for Tri Delta Transit, and strives to create implementable plans that respond to community and stakeholder needs.

He will lead the joint Nelson\Nygaard and Turlock team to identify and prioritize quick wins in the short term before zooming out to more strategic and visionary ideas in the long term—all informed by rigorous technical analysis and targeted community and stakeholder input.

The below sections detail our proposed approach to helping the City capitalize on opportunities and tackle challenges alike, starting with the SRTP and following with the LRTP.

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City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 8
Our Approach
Phase 1: Short-Range Transit Plan (SRTP)
The SRTP is an opportunity to assess how Turlock Transit’s current service levels meet today’s travel needs and to make adjustments that improve efficiency, effectiveness, and most importantly improve mobility.

Task 1: Project Management and Coordination
We will initiate the project with a kickoff meeting, led by Nelson\Nygaard and City staff, and with operations staff from Storer Transit Systems and other relevant stakeholders as needed in attendance.

The meeting will cover the following:
 Project goals, objectives, priorities, expectations, internal issues and sensitivities, and potential challenges and opportunities
 Project management, communication, and decision-making protocols  Overall project schedule, key milestones, and deliverables  Overall outreach and community engagement approach, including identifying the best time windows for public engagement events
 Plan for immediate next steps, upcoming meetings, and deliverables Following the kickoff meeting, we will distribute a meeting summary that will also serve as a project management plan (PMP), a living document that can be updated during the duration of the project. The PMP will outline the agreed-upon communication and documentation protocols and include a reference to the project schedule.

Over the course of the project, Project Manager Peter Soderberg and Deputy Project Manager Derek Cheah will facilitate regular project management meetings via Microsoft Teams (exact frequency to be determined at kickoff meeting) to discuss key decision points, track project progress including task and deliverable updates, review budget status, elevate potential issues, and agree on any necessary mitigation measures. They will be accompanied by meeting agendas and brief summaries with key decision points and action items. Peter and Derek will also be available for ad-hoc meetings to discuss any timely issues that may arise in between regular meetings.

Peter and Derek will submit monthly progress reports accompanying project invoices. The reports will include work tasks completed and tracking towards milestone completion, existing or anticipated issues that may affect project budget or schedule, and anticipated work activities or corrective actions for the following month.

Deliverables:
 Kickoff meeting summary
 Regular project management meetings
 Monthly progress reports

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 9
Task 2: Data Collection and Existing Conditions Analysis A rich upfront understanding of existing transit performance and ongoing constraints and opportunities is critical to informing a context-sensitive SRTP. Our data collection and existing conditions analysis aims to build this understanding through a variety of desktop research, primary data collection, and secondary data analysis tasks.

We will review existing plans and documents to inform at a high level the local and regional policy context, recent and current planning efforts, and future goals and priorities. These plans and documents may include:
 Local and regional transit plans, including Turlock Transit’s prior SRTP and StanRTA’s Comprehensive Operations Analysis (COA)
 Other transportation and general plans, including the City of Turlock’s General Plan and StanCOG’s Regional Transportation Plan and Sustainable Communities Strategy (RTP/SCS)  Other relevant City documents, including contracts and agreements with existing contractors and vendors, and budgets and audits
In parallel, we will prepare a list of secondary data needs and sources, covering both transit performance metrics—such as service levels, ridership, and on-time performance—as well as broader demographic and travel patterns that drive transit ridership. In particular, we can leverage our subscription to third-party, location-based travel pattern data sources, such as Replica, to understand the existing transit market within the city and how it has evolved since the last SRTP. Nelson\Nygaard has used this data on numerous projects to develop recommendations for new transit services in areas where little or no transit currently exists. We will supplement this market assessment with a transit propensity evaluation, based on population and employment densities, major activity centers, and demographic characteristics.

Figure 1: Sample transit propensity evaluation developed for LAVTA

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 10
After we have built a baseline knowledge of how transit functions and performs today based on existing plans
and available secondary data, we will seek to enrich that understanding by speaking with City and regional
transit stakeholders one-on-one or in small group
settings. Our conversations will focus on their individual and broader agency goals and priorities, challenges
they encounter on a day-to-day basis and/or anticipate
in the future, and opportunities they see to improve
transit performance from their unique perspectives.

Our Existing Conditions Memo will summarize our
collective findings and local understanding from
previous steps, and their applicability to subsequent
tasks. In particular, the memo will feature maps and
other visualizations to distill key trends over time
and/or by geography. Contents may include:
 Regional performance hotspot maps,
highlighting areas with high service levels,
ridership, and/or on-time performance issues
 One-page route profiles, showing detailed
service and performance characteristics by
route, included as a link to a web-based
interactive dashboard and/or as static
attachments to the memo
 Stakeholder interest maps summarizing
opportunities and challenges gleaned from plan
review and stakeholder conversations
Deliverables:
 Existing Conditions Memo
 Data summary and visualization files
Figure 2: Sample route profiles developed for StanRTA

As a key component of our Existing
Conditions Memo, the route profiles will
be concise yet data-rich summaries
detailing numerous aspects of a given
route’s service, ridership, and
performance. Data we present may
include:
 A route description and map
 Service description, including
service patterns, span,
frequency by time of day, key
transfer points, and stop
spacing
 Ridership characteristics and
patterns, including total daily
boardings and boardings by stop
 Performance metrics, including
productivity (passengers per
revenue-hour or -mile), average
speed, and schedule efficiency
We will conclude each route profile with
a brief summary of comparative
strengths and weaknesses, which will
form the basis of our service
recommendations developed in Task 5.

Example route profile dashboard we
built for the Transit Agency of Northern
Kentucky (TANK)

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Nelson\Nygaard Consulting Associates, Inc. | 11
Task 3: Public and Stakeholder Engagement
A critical success factor for any SRTP is hearing
from the public and stakeholders, mainly existing
and prospective riders, and leveraging their input
to guide both the plan’s foundational elements as
well as its specific recommendations.

Recognizing this upfront need, our approach to
community engagement, public communications,
and stakeholder outreach—led by AIM in
partnership with Nelson\Nygaard and ETC—
prioritizes hearing from as many voices as
feasible and is fully integrated into the planning
process from day one.

The AIM team will work closely with the City and
regional partners upfront to design and implement
an integrated engagement program. We will develop
a comprehensive Public Outreach Plan outlining engagement goals, methods, locations, partner strategy, materials, and timelines for both SRTP and LRTP phases. We will also create a detailed engagement schedule aligned with service planning milestones, draft alternatives, and final deliverables. This Plan and schedule are intended to be living documents that we can adapt to changing needs and conditions over the course of the project.

Another effort that begins early and continues over the project duration is stakeholder mapping and partner coordination. We will identify, cultivate, and manage relationships with key community groups, agencies, institutional partners, and populations most affected by transit decisions. As part of this effort, we will coordinate with identified stakeholders (such as StanCOG, StanRTA, TJPAMC, SJRRC, Stanislaus State, TUSD, Emanuel Medical Center, and community-based organizations) and lead targeted outreach to advocacy groups, service providers, neighborhood associations, affordable housing communities, and local employers.

Our public engagement for the SRTP phase of this project will consist of three phases:
 In parallel with Tasks 2 and 4, the Discovery and Needs Assessment round will inform existing service conditions, barriers, opportunities, and rider experience. We propose two (2) virtual or in-person meetings at non-city facilities, up to three (3) pop-ups at key transit hubs such as the Turlock Transit Center and CSU Stanislaus, an online survey, and targeted outreach to populations that are traditionally harder to reach such as seniors and youth.  The Onboard Survey will dive deeper into specific details about existing travel patterns, rider experience, and unmet transit needs. ETC will lead the design, administration, and analysis of an onboard survey for fixed-route riders and an online survey for paratransit and on-demand riders. More details about our proposed surveying approach are provided on the following callout page.
 The Alternatives Feedback and Validation round will present service recommendations and scenarios drafted in Task 5 in clear, accessible formats and seek feedback that can be incorporated into the final SRTP. Engagement tactics include an additional two (2) virtual or in- person community meetings at non-city facilities, an additional two (2) pop-ups and/or mobile workshops, an online survey, and a digital engagement campaign including social media and email blasts. We will prepare physical and digital visual boards comparing the various route options, frequency changes, microtransit considerations, fare scenarios, and Sunday/evening service concepts.

Figure 3: AIM staff leading pop-up workshops with
transit riders in Santa Barbara, CA

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Project management: ETC understands that the City plans to be an active partner in the design of the survey. At or shortly after the project kickoff meeting, ETC will meet with the project team to discuss questionnaire design (including translations), sampling plan (including plan to achieve representation/coverage), data collection methodology, operational issues, staffing plans, and schedule of proposed project activities. Regular meetings will occur as needed following the startup meeting.

Onboard survey: ETC will design a survey instrument for fixed local routes that will allow the City to maintain trend comparisons while allowing for comparative data with previous surveys conducted and collect additional items as needed. ETC will ensure that Spanish speaking respondents have access to the survey in their own language, and address low English proficiency (LEP) concerns through a combination of survey translation and deploying bilingual interviewers to the appropriate routes along with providing an online option.

ETC will make recommendations for proper sampling to ensure statistical validity for key services and rider subgroupings. At a minimum, ETC will develop a sample plan that has specific goals for each route. If there is a desire to have statistically valid results at the route level that achieves a minimum margin of error, ETC can increase or reallocate samples to meet such needs. Beyond randomly selecting bus runs, ETC recommends tracking surveys in proportion to average ridership figures for each route, in addition to creating separate sample management plans for weekday vs weekend, major service type, and each bus/rail line in the system (by time of day).

ETC staff will administer the onboard survey. If a passenger is riding the vehicle standing up it may be difficult for them to complete the paper survey, especially if the vehicle is very crowded. In that case, the interviewer will offer the passenger the option of scanning the QR code printed on the back of the safety placard each interviewer wears around his/her neck (controlled access only), which will link them to a survey they can complete online. Ordinarily, this option will not be offered to seated passengers, but if a seated passenger asks to use the QR code scan method, the interviewer will allow them to do so. Having multiple survey options is considered best practices for onboard survey research.

Online survey: For paratransit and on-demand service, ETC will design a separate online survey and attempt to distribute it to customers using their contact information, email or phone number, to reach out to all known passengers. This survey will also be available in English and Spanish. In addition to online collection, ETC will have staff available to collect questionnaires for a day each for on-demand and paratransit service.

Quality assurance and control (QA/QC): Completed paper surveys will be shipped back to ETC for data entry and the results will be monitored throughout the data collection period. As part of data processing, ETC will also develop an internal plan to guide all data collection and handling activities. As the surveys are administered, the survey data will be reviewed and if any of the required information is missing or incomplete, the survey will not be counted toward the goal. ETC will collect surveys until enough fully usable surveys are captured to meet the goals and objectives of the survey.

ETC will collect surveys over all day types including at least 250 surveys total for the onboard option.

ETC will attempt to collect as many surveys as possible through the online collection for paratransit and on-demand services, but the total sample size is unknown and will be a product of the size of the contact list and the response rate of customers (given that this service is relatively new it is expected that the contact list is current which should assist with response rates).

Reporting and analysis: A simple report will be created documenting the methodology along with basic descriptive statistics.

Survey Management, Design, and Administration Approach

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We understand that in-person workshops and meetings can face attendance challenges for a variety of reasons. We typically have greater success holding them at locations with pre-existing attendance— most notably the Stanislaus County Fair in July but also locations such as farmers’ markets and grocery stores—but will ultimately prioritize engaging riders and community members in locations and forums that suit them best, whether in person or virtual. AIM has deep experience engaging Stanislaus County and broader Central Valley residents where they feel most heard and comfortable, and our Public Outreach Plan will be tailored to meet their needs and stimulate their interest in the project.

For all engagement platforms and collateral formats, we will prepare multilingual outreach materials (English, Spanish, and other languages as needed) and provide interpretation services for community meetings and targeted focus groups (up to two (2) languages outside of English).

Deliverables:
 Public Outreach Plan and accompanying schedule
 Stakeholder database and coordination/meeting log
 Relevant materials and collateral for engagement activities, including translation and ADA compliance  Facilitation of applicable meetings and events, including interpretation support  Engagement findings summary for each phase
Task 4: Goals, Objectives, and Performance Standards
Complementing the policy and performance context we will build in Task 2, the next upfront component of a successful SRTP is a shared vision for success, supported by actionable goals and measurable performance standards. We will iteratively engage select City and regional stakeholders to define and refine these foundational elements, beginning with a vision and values statement, and followed by SMART (specific, measurable, achievable, realistic, timely) goals and performance metrics that can be applied to subsequent
recommendations.

To create a truly shared vision and set of
values, we will collectively reengage the
stakeholders we spoke to during Task 2
at an interactive and collaborative
workshop. We will prepare a draft
mission, vision, and values statement
based on our learnings from individual
conversations, and engage stakeholders
through a structured set of questions
designed to encourage creative thinking
and collaboration across departments
and agencies.

After holding the workshop and refining
the SRTP vision, we will develop
performance metrics and standards to
ensure the efficiency and effectiveness
of future services, based on peer
statistics and transit industry standards.

Performance standards will include the
methodology by which existing, new, and
modified transit services are evaluated
Nelson\Nygaard led a team of transit experts to
prepare the Spokane Transit Authority’s (STA’s)
strategic roadmap through 2035, articulating a clear
vision, goals, and performance measures for the
region. We collaborated closely with internal
stakeholders and Board members through a series of
workshops, complemented by extensive public
outreach. In doing so, we built a foundation of strong
staff, Board, and public support for STA’s next decade
of service to the community.

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and modified. The identified performance measures will rely on readily available operating data and support a straightforward performance monitoring program. They may vary based on service type or function, and we will make provisions for new routes and service changes.

Deliverables:
 Visioning workshop
 Goals, Objectives, and Performance Standards Memo
Task 5: Service Planning and Alternatives Analysis
With performance metrics and standards in place, our next task is to identify service changes and investments that will increase service quality service quality, improve access to transit and key destinations, and match transit services to demand.

Our starting basis for developing service alternatives is the market assessment in Task 2 and the rider survey in Task 3. With an understanding of where people currently use transit or are likely to do so and what current rider feedback encompasses, we can develop initial recommendations that respond to their needs while maintaining sight of the overall SRTP vision and goals. These may include:
 Route re-alignments to better serve current markets given any revised demand estimates, changes in infrastructure, or other relevant changes
 New routes and route extensions to serve new areas, increase coverage, address unserved travel demands or changing demographics, particularly in areas with significant, noted gaps in service
 Revised spans of service to provide either longer or shorter hours of service to better reflect demand levels, including potential Sunday service
 Service frequency adjustments to better match service levels with demand  Elimination or reduction of non-productive services to improve overall performance and redistribute resources to the highest demand areas
 Amendments to Dial-A-Ride service policies and parameters, scheduling, and dispatch procedures
 Coordination, integration, and/or consolidation with other transit agencies to deliver more streamlined, efficient service
 Changes to, or expansion of, fare policies to boost ridership and/or financial sustainability, including adopting a fare-free policy
 New or alternative service modes and delivery models, such as microtransit and non- emergency medical transportation (NEMT)

Nelson\Nygaard has helped numerous transit agencies adopt fare-free policies, including Iowa City Transit (ICT). Our fare structure and policy review considered implications of a fare- free system, potential impact to ridership and revenue of modeled fare scenarios, and fare and policy recommendations. From analyzing ridership and cost implications of a fare-free policy on fixed-route and paratransit services, we found that adopting a fare-free policy would be the most cost-effective way to achieve ICT’s goal of doubling ridership in 10 years.

While ICT initially opted not to adopt such a policy upon our initial recommendation in 2020, they revisited our analysis in 2023 and changed course, ultimately driving an 18 percent ridership growth compared to pre-pandemic levels.

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To bring the different types of recommendations together, we will utilize a scenario-based approach, where some recommendations must be packaged together while others are mutually exclusive. The scenario approach provides the ability to present many potential changes in an understandable manner, and shifts the focus away from “should changes be made?” to “what changes should be made?” We will develop up to three (3) service scenarios and apply our performance metrics, defined in Task 4, to evaluate their effectiveness, benefits, and operational and financial implications. For each, we will describe the proposed service using a combination of maps and graphics that clearly show adjustments to existing bus routes, neighborhoods, and corridors where service would change and assess the impacts on existing riders, particularly disadvantaged and transit-reliant communities.

Figure 4: Nelson\Nygaard’s recommendations for integrating service among three transit operators in Sonoma County

From the three alternative scenarios, we will identify a preferred scenario, likely including the most desired and supported recommendations from each scenario. In a Service Alternatives Analysis Memo, we will describe what the preferred scenario intends to achieve, how the recommendations will work together, and what operational and financial implications the City should be mindful of.

Deliverables:
 Service Alternatives Analysis Memo
Partial or full consolidation of services can help agencies deliver more streamlined and efficient service that benefits riders. Nelson\Nygaard has provided similar consolidation guidance and recommendations for peer agencies across California that have been successfully implemented.

In Stanislaus County, we explored several topic areas—ranging from operations to governance, physical assets to labor force—and presented recommendations for three levels of consolidation for both paratransit and fixed-route service, ultimately leading to the StanRTA service model we know today.

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Task 6: Technology and Innovation Strategy
Since Turlock Transit’s last SRTP, numerous technological advances have benefited both riders and operators alike. By implementing a dedicated technology and innovation strategy for the first time, we can help the City sort through the large assortment of available solutions, identify costs and implementation considerations, and prioritize investing in those areas that are most sensible and/or beneficial for its riders and the City at large.

Our review will cover both new solutions and improvements to existing ones, including:
 Data collection and management: Automatic passenger counters (APC), fare collection boxes, real-time data monitoring and management platforms (e.g., Swiftly)  Customer experience: Real-time information at bus stops and other key offboard locations, mobile app features, customer feedback portals
 Operations: Computer-aided dispatch and automatic vehicle location (CAD/AVL), integrated transit signal priority (TSP), and intelligent transportation systems (ITS) For each solution, we will evaluate its alignment with the preferred service scenario identified in Task 5, capital and operating costs (to be included in the Task 8 Financial Plan), and implementation factors such as staffing capacity for implementation. We will summarize findings from our evaluation and recommendations for implementation in a Technology Strategy Memo.

Deliverables:
 Technology Strategy Memo
Task 7: Marketing and Outreach Plan
While our engagement work in Task 3 seeks to create a SRTP that reflects rider and community values and input, an equally important success factor for the Plan is building awareness and excitement about it among those stakeholders. To inform how to do so, Nelson\Nygaard and AIM will jointly develop a comprehensive marketing, outreach, and communications plan.

First, we will leverage our existing conditions analysis in Task 2 and stakeholder database in Task 3 to identify major transit markets across Turlock Transit’s service area as our priority audience, particularly those that are underserved or otherwise harder to reach. From there, we will partner with key agency and community-based stakeholders to jointly review and develop several strategies for engaging their constituents and getting them excited, including:
 Enhancing visibility of and engagement with existing communication platforms, such as the website, social media, and printed materials
 Developing Plan- and agency-specific branding and messaging, including an ADA- and Title VI- compliant brand kit and style guide
 Refreshing existing or launching new advertising campaigns, particularly on buses and at bus stops
 Holding in-person events, as a continuation of the events held during Plan development as part of Task 3

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For each strategy, we will evaluate the potential effectiveness in reaching target or hard-to-reach communities, as well as costs, required labor, and implementation timeframes. Beyond this evaluation, we will also develop sample messaging for various communications channels and brand kit elements, including fonts, colors, and styles. These elements will ensure that the City and its partners are ready to get the word out in a unified yet targeted approach as soon as the Plan is published.

Our evaluation and emerging recommendations will be summarized in our Marketing and Outreach Plan deliverable.

Deliverables:
 Marketing and Outreach Plan
Task 8: Capital and Financial Planning
A Capital Improvement Plan (CIP) seeks to identify what investments are needed to make the service, technology, and marketing recommendations from Tasks 5-7 a reality and their associated costs. We will focus on the following capital expenditures:
 Fleet: Purchase or lease costs of fleet expansion, upgrade, and replacement, including fleet electrification as mandated by state law
 Facilities: Design and construction costs for improvements or new construction, such as the Transit Operations Facility Project and upgrades at the Transit Center  Infrastructure: Design, construction, and purchase costs for bus stop accessibility improvements, benches, shelters, information kiosks, corridor enhancements, etc.  New or upgraded technology: Potential projects such as mobile app upgrades, etc.

Building off the CIP, we will produce a Financial Plan that more broadly covers capital and operating costs, potential funding and revenue sources, and strategies to improve short- and long-term operational and financial sustainability. Capital cost estimates will include purchase, design, and construction, inflated by an agreed-upon rate for each major cost category. We will separate cost elements that might be financed differently (e.g., rolling stock and other equipment). Operating cost estimates will include unit costs per vehicle revenue hour/mile and per peak vehicle, and lifecycle and maintenance costs for various assets. We will develop capital and operating cost estimates based on a range of industry standards (e.g., National Transit Database operating cost data) and peer projects.

At the same time, we will identify potential new funding opportunities to fund improved service or capital investments per the CIP. We will document currently available operating and capital funding sources; any untapped sources will be identified as potential revenue enhancements in support of recommended service improvements or capital investments. In addition to conventional sources such as state and federal grant programs and local sales taxes, we will explore innovative and dedicated local sources such as vehicle miles traveled (VMT) fees, vehicle registration taxes, and value capture from benefit assessment districts.

Deliverables:
 Five-Year Capital Improvement Plan
 Financial Plan

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Task 9: Draft and Final Short-Range Transit Plan
The Draft SRTP will document findings and recommendations from Tasks 2-8, beginning with existing conditions and public engagement findings before moving into service, technology, marketing, and financial recommendations.

Our visual communications team has been recognized by transit agencies across the country for producing visually engaging, intentionally crafted reports that respond to the needs and understanding levels of varying audiences and stakeholders. For this report in particular, Brendan and team will create an accompanying executive summary, designed to be visually appealing and written in plain language for a public audience, which can be further adapted into fact sheets, stakeholder presentations, and other formats as needed.

We will share the Draft SRTP with City staff for formal review and confirm a list of other reviewers, including key agency partners and other technical or community stakeholders. During the review process, we recommend using SharePoint or another file-sharing tool so that all comments are included in a single document. The Final SRTP will incorporate the comments from City staff and other reviewers.

Deliverables:
 Draft and Final SRTP

Figure 5: Visually engaging excerpts from our Reimagine SamTrans Comprehensive Operational Analysis (COA) Final Report

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Phase 2: Long-Range Transit Plan (LRTP)
Whereas the SRTP is primarily focused on meeting today’s needs, the LRTP phase affords our team and the City the opportunity to create a realistic plan to improve transit mobility over the next 20 years. In particular, the LRTP is an opportunity to test different strategies from various sources (previously vetted plans and newly developed as part of this planning process), illustrate the City’s investment scenarios, and ensure that the City’s investment priorities meet community values and will be supported.

Task 1: Review and Integration
An effective LRTP should complement and be informed by plans and policies that come before it. To that end, we will kick off the LRTP effort by recapping key SRTP findings and recommendations, as well as their applicability to a 20-year horizon, in a short memo. We will also revisit plans and documents reviewed during Task 2 of the SRTP effort, again focusing on project and policy recommendations that apply over the longer planning horizon.

Deliverables:
 Prior Context Memo
Task 2: Visioning and Scenario Development
Transit can be provided in many ways; however, to be most effective, different modes and services must be matched to the correct markets. Appropriate balances must also be developed between demand and coverage-based services, between commuter and frequent traveler services, between urban and suburban services, and other factors. Transit can also be optimized for broader community goals such as mobility, economic development, or equity.

While we understand Turlock’s core transit-related priorities include integrating regional service and contributing to furthering broader economic and community vitality, we will nonetheless draw on previous municipal and regional plans as a starting point to inform and expand on these priorities and help guide the appropriate balances. From there, we will work with City staff and relevant stakeholder partners to workshop transit-specific goals and objectives—following a similarly collaborative and iterative process as Task 4 of the SRTP. At the same time, we will compile long-term background conditions that we know to impact the LRTP’s success, including demographic and economic forecasts and land use plans.

To determine the best way to put the pieces together for Turlock Transit, we will combine different strategies into scenarios, each of which will build upon today’s network, the SRTP, and previous plans such as the City’s General Plan and StanCOG’s RTP/SCS. Each scenario will be centered on a key theme related to a specific geography, mode, and/or LRTP goal, e.g., “Downtown Turlock Focus” or “Fixed- Route Network Focus.”

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These themed scenarios will allow the City, its stakeholder partners, and its constituents to better understand opportunities, concerns, and tradeoffs among the transit system scenarios, relation to other modes of travel and other components including economics and land use. Once developed, we will present them in formats that are easy for stakeholders to understand using maps, written descriptions, and illustrations but at the same time describing the critical elements of each scenario, including specific services, expected impacts, and costs.

Deliverables:
 Visioning workshop
 Scenario Development Memo
Task 3: Service and Network Expansion Analysis
Turlock Transit has options for growth,
between service changes and other
strategies recommended by the SRTP, as
well as regional plans to grow and integrate
service across Stanislaus and surrounding
counties. In parallel with scenario
development in Task 2, we will undertake a
more detailed analysis of options for
Turlock Transit, including future service
corridors within city limits, expanded
service span including Sundays and
evenings, new and improved regional
connections within and around Stanislaus
County, as well as new means of delivering
service altogether.

For each of the scenarios developed in Task
2, we will detail and evaluate corresponding
service and network expansion strategies in
the categories above. Evaluation criteria
will consist of a combination of quantitative
and qualitative measures that will directly
address the Plan’s agreed goals and
objectives, and will include at a minimum ridership estimates, coverage statistics, and anticipated costs. To the extent possible, the evaluation criteria will be limited to measures that are most important, differentiators that will resonate with stakeholders, and can be presented in an easily understandable manner. This ensures that the project team focuses on the most important issues and avoids getting distracted by secondary issues.

After engaging the public on the investment scenarios and specific strategies (per Task 6), we will develop a preferred LRTP scenario. This preferred scenario may include new high-capacity transit corridors, regular service improvements, strategies on how to leverage existing investments, or smaller investments such as first- and last-mile enhancements. We will present this scenario in easily understandable formats, using maps, written descriptions, and illustrations to describe critical elements such as the service, expected impacts, and costs.

Deliverables:
 Service and Network Expansion Memo
As part of StanRTA’s first SRTP and LRTP,
Nelson\Nygaard examined the former Modesto Area
Express and Stanislaus Regional Transit services
and recommended a variety of operational and
customer-facing improvements that StanRTA would
go on to implement. These included items such as
new transit hubs, performance monitoring policies,
pilot programs for new transit services, frequency
improvements on some fixed routes, and shorter
wait times for Dial-A-Ride service.

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Task 4: Infrastructure and Capital Program
Once we have fully developed the
service recommendations of the
preferred scenario, the next step is
to identify the capital investments
required to deliver such
recommendations, including fleet,
passenger facilities, operational
and maintenance infrastructure,
and technology systems. Similar to
the CIP that we will produce in Task
8 of the SRTP, we will present cost
estimates for each investment,
broken down by purchase, design,
and construction, and inflated by an
agreed-upon rate for each major
cost category.

Given the longer planning horizon of
the LRTP, we will also recommend
phasing the investments in five-
year increments (0-5, 6-10, 11-15,
and 16-20 years from Plan
adoption). At this point, our
recommendations will be primarily
based on the relative strategic
importance of each investment
(i.e., which capital investments are needed to deliver the most important service changes and expansions), whereas the more detailed Financial and Implementation Plan in Task 5 will consider other criteria such as funding availability and broader policy goals.

Deliverables:
 20-Year Capital Improvement Plan
Task 5: Financial and Implementation Plan
As alluded to in previous tasks, the LRTP and its recommendations must consider available funding resources and acknowledge the broader fiscal constraints transit agencies are encountering in today’s environment. Increased operating costs, a growing list of capital needs and ambitions (some such as fleet electrification mandated by state law), and declining or uncertain state and federal funding mean that transit agencies must be realistic and disciplined in their long-range planning.

The first step in developing a realistic Financial and Implementation Plan is to extend the analysis horizon in Task 8 of the SRTP to 20 years, including all revenue and cost projections, both capital and operating. We will populate the model with 20-year projections of operating cost drivers, ridership, and capital expense, dedicated revenue, and intergovernmental grants, extending the short-term projections developed for the SRTP. We will then review the projections with City staff to ensure that all future year assumptions are appropriate.

The Utah Transit Authority contracted Nelson\Nygaard to conduct its first LRTP, independent of the Regional
Transportation Plan process. As part of this plan, we
prioritized capital and operating projects into four different implementation tiers using quantitative and qualitative evaluation criteria, ultimately contributing to a systemwide vision for the future that corresponded to the financial projections for transit funding from the constituent MPOs.

View the StoryMap here:
https://storymaps.arcgis.com/stories/13c70e48603241aeae12d b51d513367b

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After agreeing on a 20-year financial baseline with City staff, we will examine and model a series of up to three (3) alternative scenarios addressing:
 Implementation schedules: including project initiation and completion dates, interim staging, and levels of transit service
 Fare pricing and structure: including possibility of dedicating portions of fare revenues to support the capital and/or operations components of the Plan  Funding sources: including increments of existing sources or new sources of funding altogether
 Financing structures: including short- and long-term structures and innovative structures promoted by the US Department of Transportation
 Implementation methods: including design-build-operate-maintain and other structures that might provide for shifting risk to the private sector and accelerating construction timelines  Phasing approaches: including alignment of capital and service investments according to strategic importance, funding availability, and broader policy priorities Our Financial and Implementation Plan deliverable will document the data, assumptions, analytical methodology, results, and conclusions for the baseline and three (3) scenarios described above.

Deliverables:
 Financial and Implementation Plan
Task 6: Public Outreach and Stakeholder Engagement
The success of the LRTP in shaping the
region’s transit investment future
depends on robust engagement that
ensures that the final LRTP reflects
community values. Moreover, strong
public support will be necessary to
implement the LRTP recommendations,
so identifying the most relevant
investment strategies is crucial. Led by
AIM, our LRTP engagement work will
build upon the relationships developed
during the SRTP engagement, as well as
lessons learned about what resonates
with various stakeholders and what does
not.

In the early stages of Task 2, we will
facilitate a long-range vision workshop
with community stakeholders, building on
what we learned from the analogous
workshop and related engagement during the SRTP phase. In particular, we will focus on understanding what people may want to support and why certain investment strategies may be more supported than others.

Figure 6: AIM-led virtual stakeholder meetings for the
Stanislaus Council of Governments
Non-Motorized Transportation Plan

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Later on in the LRTP process, we will gather feedback on potential investment scenarios and service strategies developed in Tasks 2 and 3, with the goal of understanding the level of support for specific investment strategies and the associated tradeoffs. We will engage riders and stakeholders through a virtual or in-person workshop, followed by a social media campaign and public plan activities.

As with the SRTP engagement, we will agree to an engagement schedule, including specific locations and events to attend, with City staff beforehand and adapt it as needed to changing needs and conditions. We will also prepare multilingual outreach materials (English, Spanish, and other languages as needed) and provide interpretation services for community meetings and targeted focus groups (up to two (2) languages outside of English).

Deliverables:
 Stakeholder engagement materials and collateral, including translation and ADA compliance  Facilitation of applicable meetings and events, including interpretation support  Engagement findings summary
Task 7: Draft and Final Long-Range Transit Plan
Our team will produce a Draft LRTP that compiles all of the information and intermediate memos produced in Tasks 2-6. Like the Draft SRTP, the Plan will feature visual exhibits, concise descriptions of Plan elements, and an executive summary. It will also adopt a similar review and comment process prior to finalization.

Figure 7: Visual exhibits developed by Nelson\Nygaard for Kitsap Transit’s LRTP

Deliverables:
 Draft and Final LRTP

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Schedule
We expect this project to be completed by June 2026. Our proposed schedule is detailed below by phase.

STAFFING
Key staff bios begin on page four, detailing their professional experience. Resumes for key staff and support staff are on the following pages.

Details on estimated hours and availability are presented after the resumes.

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Peter Soderberg, Associate Principal
Project Manager

Peter has more than 11 years of transportation planning experience with transit agencies across the county and specializes in transit service planning, fare analyses, and short- and long-range planning. His recent experiences include leading a network consolidation study in Everett, WA, developing a ten-year strategic plan for Spokane Transit Authority, and leading the development of the transit fare evaluation practice at Nelson\Nygaard. Peter is experienced project manager and service planner who strives to create implementable plans that improve accessibility and meet community needs.

Education
M.A., Transportation and Infrastructure Planning, University of Southern California, Los Angeles, CA, 2015 B.A., Program in the Environment and Urban Planning, University of Michigan, Ann Arbor, MI, 2013 Experience
Nelson\Nygaard Consulting Associates, Inc.

Associate Principal, 2025 – Present; Senior Associate, 2022-2025, Associate, 2017–2021  LAVTA Short- and Long-Range Transit Plan (Livermore, Dublin, and Pleasanton, CA) 2019–2024 Peter served as the project manager for a short- and long-range transit plan study in the Tri-Valley area. The goal of this study is to analyze the existing system, conduct public outreach, and develop near-term and long-term recommendations to improve transit service.
 Revitalize Tri Delta Transit (Antioch, CA) 2024 – Ongoing. Peter is serving as deputy project manager and a service planning lead for this comprehensive operational analysis in Eastern Contra Costa County. The key objectives for this study include streamlining fixed-route service to be more direct and effective for the community, as well as adjusting to changing travel patterns in a post-covid operating environment. The outcome seeks to improve service and increase ridership within existing funding levels.  NEORide Regional Fare Study (Northeast Ohio) 2025 – Ongoing. Peter is serving as project manager for this fare study which seeks to develop a new regional fare product to help facilitate seamless interagency transfers across six different agencies in Northeast Ohio. This study involves significant data analysis, fare modeling, and coordination with partner agencies.
 Casper Area Transit Fare Study (Casper, WY) 2023–2024. Peter served as project manager for the first fare evaluation for Casper’s LINK and ASSIST service since the City of Casper assumed operations of transit service. The study included detailed fare modeling, technology assessments, and recommended simplified fares that better align with local peer agency best practices.  Pittsburgh Regional Transit NexTransit System Redesign (Pittsburgh, PA) 2023–Ongoing. Peter is serving as a sector service planning lead for this large system redesign effort. His area of emphasis is the southern portion of the service area and includes evaluating the existing service performance, identifying potential service gaps, and developing potential service improvements for this sector of Allegheny County, PA.  Community Transit Fare Study (Snohomish County, WA) 2023. Peter served as project manager for this comprehensive fare study that evaluated several alternative fare scenarios, including aligning with regional partners, simplifying the fare structure, and aligning with shifting travel patterns. Each scenario was evaluated for anticipated ridership and revenue impacts before developing a preferred alternative for consideration.
 Pierce Transit Bus System Recovery Plan (Pierce County, WA) 2023. Peter served as deputy project manager and service planning lead for this effort to rebuild transit services in Pierce County. As many agencies around the country cut service during the COVID-19 pandemic due to limited resources and staffing shortages, this project provided an opportunity to reevaluate how services should be prioritized and improved in a post- pandemic future.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 26
 Spokane Transit Authority Strategic Planning Services Phase II (Spokane, WA) 2023–2024. Following the completion of STA’s Strategic Planning Services Phase II, Peter continued as a service planning lead for Phase II, which focused on developing near-term and long-term service improvement recommendations.  AAATA On-Demand Service Review (Ann Arbor, MI) 2023. Peter served as deputy project manager and technical lead in reviewing the performance of existing on-demand transit in the Ann Arbor-Ypsilanti area, identifying recommendations to improve service performance, and expanding service during late night periods to align with a voter approved funding millage.  Community Transit Consolidation Study (Snohomish County, WA) 2022-2023. Peter served as project manager for this consolidation study to develop potential future year transit networks under a scenario in which Community Transit and Everett Transit systems are consolidated into a single agency. This work included developing service plans oriented around the opening of two light rail line extensions and evaluating the anticipated performance of proposed transit networks.  DART Fare Study (Dallas, TX) 2022-2025. Peter is currently serving as project manager and fare evaluation lead for a team of consultants evaluating project ridership, revenue, and equity implications for several alternative fare structures for Dallas Area Rapid Transit. Following an existing conditions evaluation, the team is currently identifying potential fare alternatives and building a fare model to evaluate the impacts of each alternative.
 WFRC Regional Zero Fare Study (Salt Lake City, UT) 2022-2023. Peter was the deputy project manager for a study evaluating the potential impacts of multiple iterations of partial and full zero-fare service in the Salt Lake Region. Alternatives evaluated included full zero-fare service, zero-fare on buses only, zero-fare for low- income populations, and maintaining a fare at a lower rate.  CyRide Fareless Transit Study (Ames, IA) 2022. Peter was the project manager for a study evaluating the potential opportunities and impacts associated with a fare free transit system in Ames, IA. The evaluation included reviewing existing fare performance, evaluating ridership and financial impacts, and evaluating capacity constraints and increased demand for paratransit service related to the policy.  Spokane Transit Authority Strategic Planning Services Phase I (Spokane, WA) 2022–2023. Peter served as the deputy project manager for this long-range, strategic planning effort that will set the stage for the next 10 years of transit in Spokane, WA. The plan includes identifying key trends for the region, robust scenario planning, and developing a series of goals and strategies to guide the agency over the next decade.  Durham Transit Plan (Durham, NC) 2021 – 2022. Peter served as a technical lead developing potential future long-term network scenarios, evaluating accessibility metrics for population, employment, and minority groups, and developing cost estimates for specific improvements included within the plan.  Montebello Bus Lines Comprehensive Operational Analysis (Montebello, CA) 2021 – 2023. Peter served as the Deputy Project Manager for a comprehensive operational analysis that explored opportunities for service optimization and increased regional coordination.
 StarTran Transit Development Plan (Lincoln, NE) 2021 – 2022. Peter was a project planner and technical lead for this comprehensive evaluation of StarTran, the transit provider for Lincoln, Nebraska. The TDP update emphasized identifying service and policy changes that will return ridership to pre-pandemic levels. In addition to several service improvements, Peter led an extensive fare evaluation and fare free analysis to inform the tradeoffs from a ridership and revenue perspective related to alternative fare structures.  OKC Moves, EMBARK (Oklahoma City, OK) 2020 – 2022. Peter served as the Deputy Project Manager in this nearly two study, branded as OKC Moves, to evaluate existing transit services in the Oklahoma City region and develop prioritized, long-term recommendations for improving access to employment, developing high frequency transit corridors, and improving service reliability throughout the transit network.  Long Beach Transit Carson Circuit Study (Carson, CA) 2021. Peter served as the project manager in this initiative to study the existing performance of the Carson Circuit fixed-route service and identify opportunities to expand existing Long Beach Transit service or develop new routes to replace local service in the city of Carson while improving regional connectivity.  Rethink Everett Transit (Everett, WA) 2020 – 2021. Peter was a project planner and technical analysis lead for this transit consolidation study. The study assessed various changes in sales tax revenue and potential consolidation of Everett Transit with countywide operator Community Transit. As a part of the technical analysis, Peter developed alternative service networks that were responsive to community priorities and limited resources under three potential growth scenarios.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 27
Derek Cheah, Associate Principal
Deputy Project Manager

Derek is a transportation planner and project manager with over 10 years of project management, technical leadership, and stakeholder coordination experience. He leads multidisciplinary teams to deliver objective, evidence-based advice to address clients' transportation needs and problems across California, from developing and evaluating strategies for transit agencies’ long-term financial and operational sustainability, to building comprehensive cases for investment in regional transit infrastructure. Clients value the wide range of research and analysis methods he deploys to inform his advice and solutions, alongside his deep understanding of the local policy, funding, and stakeholder context. His work has spanned multiple state, regional, and local geographies; as well as a wide range of modes, including urban transit, intercity and regional rail, and shared and micro mobility.

Education
M.S. & M.C.P., Transportation Engineering and Planning, University of California, Berkeley, 2016 B.S., Civil Engineering, Northwestern University, 2014
Experience
Nelson\Nygaard Consulting Associates, Inc., Oakland, CA Associate Principal, 2025 – Present
 Beyond 2026 Long-Term Financial Strategy, Madera County Transportation Commission (Madera, CA) 2025 – Present. Develop and evaluate ridership recovery and growth, service delivery, and capital expansion strategies to improve the long-term financial performance and sustainability of transit in Madera County, in compliance with California SB 125 requirements. Customize a spreadsheet-based financial model to assess financial performance and tradeoffs across a range of future scenarios.  Transit Priority Roadway Assessment, Metropolitan Transportation Commission (San Francisco, CA) 2025 – Present. Lead a team to conduct a data- and stakeholder-driven assessment of potential transit priority treatments to deliver faster, more reliable transit across the Bay Area. Specify an approach to integrate numerous data sources, including APC, AVL, and GTFS, into a comprehensive transit service baseline analysis and delay and reliability hotspot identification. Engage technical stakeholders, including transit operators and roadway owners, from day one to bring them on board with this regional transit priority effort, understand their priorities and concerns in that realm, and collaboratively define an approach to identifying delay and reliability hotspots.
 2026 Fare Study, SamTrans (San Carlos, CA) 2026 - Present. Analyze recent changes in travel patterns, fare product usage, and demographics to inform fare policy and structure recommendations for the first time since Covid-19 pandemic. Update existing fare elasticity model and add new functionality to model ridership and revenue response to a variety of future scenarios.
 Systemwide Performance Evaluation and Recommendations, SFMTA (San Francisco, CA) 2025. Develop a data-driven, repeatable performance evaluation and monitoring process that can be used to inform short- term service changes and long-term plans. Review existing internal evaluation and reporting practices, as well as best practices from peer agencies. Propose a logical framework for translating performance evaluation outputs to service needs and subsequently prioritized recommendations ready for implementation.  82
nd Avenue FX (Frequent Express) Transit Corridor, TriMet (Portland, OR) 2025 – Present. Comparatively evaluate various scenarios of lane dedication for business access and transit (BAT) lanes to improve transit reliability and overall performance. Analyze various performance metrics and differentiating criteria, including transit and auto travel times, business access, stop spacing and amenities, and contribution to wider agency

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Nelson\Nygaard Consulting Associates, Inc. | 28
and regional goals. Present analysis findings in a layperson-accessible report and public engagement materials, driving informed engagement in the selection of a preferred scenario.  Planning for Main Streets, Southern California Association of Governments (Los Angeles, CA) 2025 – Present.

Manage a community engagement and conceptual design effort to transform four state highway corridors to multimodal main streets serving a variety of user needs, in partnership with Caltrans and local jurisdictions.

Collaborate with diverse group of stakeholders to integrate them into the planning process and secure buy-in on corridor-specific findings and recommendations. Incorporate findings from existing conditions analysis and community engagement events into conceptual design process.  Pepper Canyon East District Master Plan, University of California San Diego (San Diego, CA) 2025 – Present.

Advise campus transportation planners and consultant design team on transit operations and multimodal connectivity on a mixed-use, transit-adjacent development on campus. Coordinate team efforts across several transportation topics, including parking, streetscape design, and transportation demand management. Provide feedback on and iteratively refine design concepts for the site, including elements such as transit routes, street cross-sections, and bicycle access.  San Francisco Railyards, Prologis (San Francisco, CA) 2025 – Present. Serve as the general transportation consultant on a development project to repurpose existing industrial land in downtown San Francisco. In collaboration with a team of developers and architects, devise solutions to mobility issues at and adjacent to the project site, including passenger loading, bicycle parking, and intermodal connections. Prepare messaging and presentation materials for use in project application and related conversations with the city and other stakeholders.

Prior Experience
Steer, Los Angeles, CA
Associate, 2017 – 2024
 Link21 Program, San Francisco Bay Area Rapid Transit District (BART) and Capitol Corridor Joint Powers Authority (CCJPA) (Oakland, CA) 2019 – 2024. Led a multidisciplinary team of 50+ consultants and portfolio of strategic planning services to transform rail service in Northern California. Managed numerous contracts, delivery timelines, and budgets. Led a collaborative effort among diverse stakeholders to define problem and vision statements, goals, performance metrics, and alternatives evaluation framework. Wrote a preliminary business case articulating the program’s strategic benefits and economic, financial, and deliverability considerations. Contributed to grant writing and other as-needed strategic advisory support in collaboration with client and consultant team.
 California Statewide Rail Ridership Forecasting, Caltrans (Sacramento, CA) 2017 – 2021. Oversaw a large team delivering multiple technical workstreams in a portfolio of statewide rail planning and forecasting work.

Developed mode choice-based forecasts to inform the ridership and revenue impact of service changes. Led technical work to collect and process third-party origin-destination data to inform travel patterns, and to develop supply networks for different intercity travel modes.  CCJPA Fare Strategy, Capitol Corridor Joint Powers Authority (Oakland, CA) 2024. Delivered a high-level, board-ready evaluation of potential new fare strategies, products, and options for CCJPA. Workshopped policy goals and potential strategies with CCJPA staff in various functions.  Cascadia Ultra-High-Speed Ground Transportation, Washington State Department of Transportation (WSDOT) (Olympia, WA) 2018 – 2020. Prepared a preliminary business case for investing in an Ultra-High- Speed Ground Transportation corridor between Portland, OR and Vancouver, BC. Developed a customized, spreadsheet-based tool to produce ridership and revenue forecasts. Produced forecasts for various project scenarios and analyzed associated benefits, including improved job accessibility and reduced reliance on automobiles.

Other Experience
 Mobility Hub Suitability Analysis, Oakland Department of Transportation (OakDOT) (Oakland, CA) 2015 – 2017.

Developed and applied a multicriteria suitability analysis methodology to locate hubs for transit and shared modes in Oakland, according to an equity- and resiliency-oriented framework. Presented findings to the City of Oakland, SPUR, and TRB Annual Meeting attendees; and published in Transportation Research Record.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 29
Thomas Wittmann, Senior Principal
Principal-in-Charge

Thomas Wittmann has more than 25 years of experience in transportation planning, specializing in transit operations and capital planning. He has nationwide experience with large and small transit systems. His transit operations experience includes high-capacity transit feasibility studies, comprehensive operational analyses, transit master plans, transportation development plans, optimization studies, and management performance reviews. Thomas's transit capital facilities experience includes park-and-ride feasibility studies, park- and-ride operations plans, transit center planning, and ridership forecasts.

Education
MS, Civil Engineering, Transportation, North Carolina State University, 1994 BA, Physics, University of Chicago, 1991
Experience
Nelson\Nygaard Consulting Associates, Inc.

Senior Principal, 2011–Present

 Missoula Transit Strategic Plan, Mountain Line (Missoula, MT) 2024-Ongoing. Thomas is managing this Plan, which updates existing service in the short-term to reallocate resources where high-density growth is happening, and creates a long-term Transit Vision that lays out prioritized service expansion priorities the will keep Missoula moving.
 Zion National Park SR 9 Transportation Study (Springdale, UT) 2024-ongoing. Thomas is leading this effort to stand up a new transit system connecting Kane County, Zion National Park, and Washington County. Key deliverables included a service plan, anticipated stops, demand estimation, and helping the region apply for startup grands, including federal funding. The State of Utah just awarded a $300,000 grant to assist project startup.
 Revitalize Tri-Delta Transit, Tri Delta Transit (Antioch, CA) 2024-Ongoing. Thomas is the project manager for this project, which will revamp Tri-Delta Transit’s network to better meet today’s service patterns. Integration to BART, improving frequency, and leveraging on-demand services are all options considered.  Marin Sonoma Coordinated Service Plan (MASCOTS), Marin Transit (San Rafael, CA) 2024-Ongoing. Thomas is leading this effort which looks to find the appropriate regional service levels in the Highway 101 corridor north of San Francisco. The implementation of SMART service and the commuter market changes to San Francisco are specific items being addressed.
 OKC Moves, EMBARK (Oklahoma City, OK) 2021–2022. Thomas was the project manager of this analysis, which addresses existing operational issues, integrates local service with the NW BRT, and develops a long-term vision to almost double the amount of transit service. Initial recommendations were implemented in October 2023.
 Major Investment Study and Alternatives Analysis, CAMPO (Wake County, NC) 2021-2023. Thomas was the project manager for a study to identify potential extensions to two BRT corridors radiating from Raleigh, NC.

The study identified multiple different options and through a qualitative and quantitative process screened down to two potential options. The technical work was supplemented by an extensive outreach process to ensure that each alignment reflects local needs.
 2050 Moves Long Range Transit Plan, Utah Transit Authority (Salt Lake City) 2022-Ongoing. Thomas is leading this plan, which is designed to create a roadmap of capital and operating investment priorities for the agency.

It also addresses a gap between agency short-range planning efforts and the two MPO’s long-range planning process.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 30
 Cook County Transit Plan, Cook County (Chicago, IL) 2020-2022. Thomas was the project manager, which was intended to help Cook County invest operating and capital dollars to support Cook County’s transit providers. A needs assessment, outreach, and coordination between agencies was conducted. Recommendations highlighted different investment strategies that Cook County could support.  Comprehensive Operational Analysis, IndyGo (Indianapolis, IN) 2021-Ongoing. Thomas is the project manager for this effort to develop a phased implementation plan for the Marion County Transit Plan. This effort helped integrate two new BRT lines with local service, looked at using on-demand services to replace and supplement fixed-route service, and improved service levels in the areas that needed it most.  Comprehensive Operational Analysis, Foothill Transit (West Covina, CA) 2021-2022. Thomas led the comprehensive operational analysis which provided a roadmap for Foothill Transit to recover from the pandemic. It included an equity-based focus on strengthening local service with additional frequency and later evening service. Initial recommendations were implemented in January 2023.  Fleet Forward Long-Range System Plan, Corpus Christi RTA (Corpus Christi, TX) 2022. Thomas was the project manager for this effort, which included a long-range look at bus, capital, and ferry needs. A large portion of the effort was also aimed at pandemic recovery route planning, and how to address operator shortage-related service reductions.
 Mobility for All, The Rapid (Grand Rapids, MI) 2019–2021. Thomas was the project manager of this comprehensive operational analysis to update the route network to better reflect current growth trends.

Recommendations included streamlining service, improving on-time performance, focusing on more all-day frequent corridors, and maintaining coverage with on-demand services. Recommendations were implemented in 2022.
 Iowa City Area Transit Study, Iowa City Transit, Coralville Transit, CAMBUS (Iowa City, IA) 2019–2020. Thomas was the project manager of this comprehensive operational analysis. Recommendations focused on improved coordination of services between the three operators, better serving major retail destinations, and simplifying the route network. Improving weekend service was another key element. Recommendations were implemented in 2022.
 Reimagine SamTrans, SamTrans (San Mateo, CA) 2019–2022. Thomas led a comprehensive operational analysis to improve mobility in San Mateo County. Challenges being addressed include extremely variable running times, scheduling practices, changes in ridership and demographic patterns, and leveraging the Caltrain electrification improvements. A multi-phase implementation plan was developed, and the first phase was implemented in October 2022.
 Torrance Transit Comprehensive Operational Analysis, City of Torrance (Torrance, CA) 2018–2019. Principal- in-Charge for a comprehensive assessment of transit service that included an analysis of existing and future conditions, a robust community engagement plan, development of service improvements, and a capital improvement plan.
 GoDurham Short-Range Transit Plan, (Durham, NC) 2018–2019. Thomas led a project that restructured GoDurham service to address on-time performance and improve frequency in the highest ridership corridors.

Without increasing budget, an additional 9 miles of 15-minute all day service were developed. Service was implemented in January 2020.
 Chapel Hill Transit Short- and Long-Range Plan (Chapel Hill, NC), 2017–2019. Thomas was the project manager of a project to better match Chapel Hill Transit’s service network with current and projected demands. Service levels on the highest ridership areas were improved and Sunday service on limited routes was recommended.

Long-term improvements focused on new high-capacity corridors and serving new development.

Recommendations are expected to be implemented in August 2020.  Long Beach Transit Comprehensive Operational Analysis, Long Beach Transit (Long Beach, CA) 2016–2018.

Thomas served as project manager for a line-by-line analysis designed to shape the future of LBT’s services.

This study evaluated and optimized the network to better meet the needs of Long Beach and its surrounding communities today. Branded as the Systemwide Transit Analysis and Reassessment (STAR) Initiative, this process culminated in a roadmap for improvements to transit service over the next ten years. In addition, supporting elements to the service plan were developed in the form of a series of white papers on topics such as fare policy, speed and reliability improvements, public information practices, and emerging mobility services.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 31
Brendan Rahman, Associate Principal
Advisor

For over 10 years, Brendan has helped tell the transportation story by bringing together clear communication, vivid graphic design, and thoughtful analysis. He produces compelling data visualizations, maps, outreach materials, and summary documents for a wide range of audiences—including community members, key stakeholders, staff, and elected officials. His work spans transit, walking, biking, curb management, and commute strategies. In addition to graphics, Brendan is proficient at project management, data analysis, and geographic information systems.

Education
M.S., Urban Planning, McGill University, 2013
B.A., Economics and Geography, McGill University, 2009
Experience
Nelson\Nygaard Consulting Associates, Inc.

Visual Communications Manager, 2020–Present; Associate, 2015–2020  Turlock Short-Range Transit Plans (City of Turlock, CA) 2015–2016, 2019-2020. Design lead and deputy project manager. Developed new branding, bus stop signs, and bus stop information materials. Produced improved print rider guides for fixed-route and paratransit services, including easier-to-read system maps and schedules. Conducted a bus stop inventory and created an easy-to-understand bus stop infrastructure and maintenance map.
 SFMTA Muni Forward Progress Report (San Francisco, CA) 2024. Design lead. Developed a storyboard, text, graphics, and layout for a 10-year retrospective report for the Muni Forward program. More broadly, Brendan helped SFMTA showcase the benefits of bus reliability improvements, targeting non-technical and technical audiences.
 Translink Bus Speed and Reliability Report (Greater Vancouver, BC) 2022-2023. Design lead. Developed infographics and laid out the report. Brendan helped Translink explain the importance of bus speed and reliability, as well as next steps for the system.
 MBTA Bus Priority Toolkit (Greater Boston, MA) 2022-2023. Developed infographics and diagrams to explain transit priority treatment, including signal priority phasing and transit lanes. Laid out the document including accessibility.
 UTA Long Range Transit Plan (Greater Salt Lake City, UT) 2022-2023. Design lead. Developed infographics, icons, diagrams, and route profiles. Laid out the plan document.  JTRAN Comprehensive Operational Analysis Implementation Support (City of Jackson, MS) 2022-2024.

Redesigned the JTRAN bus system map, passenger information materials, and bus stop signs. Prioritized ease of use for passengers. Assisted in the production of a new website for JTRAN.  Kitsap Long-Range Transit Plan, Kitsap Transit (Bremerton, WA) 2020–2022. Design lead. Produced base maps, outreach materials, and final report deliverables. Created project graphics.  City of Commerce Transit COA Implementation Support (City of Commerce, CA) 2021. Designed public-facing rider information materials, including a redesigned system map that is easy to read, schedules, and rider guide.
 BCDCOG Bus Stop Guidelines (Berkeley-Charleston-Dorchester Council of Governments, SC) 2020-2021.

Developed stakeholder engagement activities to identify bus stop guidelines needs. Designed bus stop guideline graphics.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 32
 SFMTA Transit Corridors Study (San Francisco, CA) 2019-2021. Designed infographics, maps, reports, and presentations to help highlight transit priority measures and focus areas for transit investments in San Francisco.
 Sound Transit System Access Implementation Plan (Greater Seattle, WA) 2019-2021. Design lead. Produced infographics and final report, including a short, public-facing summary document.  Metro Regional Enhanced Transit Corridors (Greater Portland, OR) 2020. Design lead. Developed maps, illustrations, infographics, templates, corridor sheets, and a short, public facing, highly graphic summary report.
 Turlock Short-Range Transit Plans, 2016 and 2020, City of Turlock (CA) 2015–2020. Design lead and deputy project manager. Developed new branding, bus stop signs, and bus stop information materials. Produced improved print rider guides for fixed-route and paratransit services, including easier-to-read system maps and schedules. Conducted a bus stop inventory and created an easy-to-understand bus stop infrastructure and maintenance map.
 Connect OC-LA and OC Transit Vision, Orange County Transportation Authority (Orange County, CA) 2016– 2020. Design lead. Worked with OCTA to chart a 20-year vision for transit in Orange County. Created a project logos and branding. Developed public-facing summary documents. Produced outreach materials including boards, presentations, surveys, social media content, and business cards.  Kitsap Comprehensive Route Analysis, Kitsap Transit (Bremerton, WA) 2016–2018. Produced a project base map that allowed for comparisons at different scales in Kitsap County. Conducted a market analysis using GIS and multiple data sources (Census, American Community Survey, commute surveys, business listings).  Kaua‘i Short-Range Transit Plan, County of Kaua‘i (HI) 2016–2018. Helped Kaua‘i redesign their transit system and schedules to provide more service with no additional operating costs. Led the scheduling efficiency analysis effort to develop new route schedules. Produced outreach boards, project website, and final project reports. Produced new community-facing rider information materials.  TransLink Downtown Layover and Bus Stop, TransLink (Vancouver, B.C.) 2016–2017. Developed a GIS model to assess the viability of bus stop consolidation based on several indicators: stop spacing, ridership, transfer potential, on-time performance, existing stop infrastructure, and wheelchair boardings. Produced maps, graphics, and presentation materials.
 Comprehensive Local Fixed Route Analysis, Pierce Transit (Lakewood, WA) 2016–2017. Produced maps and analysis for different service alternatives based on cost-neutral and expansion scenarios. Developed outreach materials including community meeting boards, and graphics for an online participatory budgeting tool.  Transit Master Plan, Regional Transportation Authority of Middle Tennessee (Nashville, TN) 2015–2017.

Produced an online transit survey to assess public opinion regarding long range transit alternatives. Assisted in the design of a transit guide to help communicate transit planning to the public, as well as its importance for the region.
 System Redesign, Cyride (Ames, IA) 2016. Conducted demographic analyses to locate transit demand. Created route profiles. Produced maps, infographics, and outreach boards.  Transit System Plan, SunTran (St. George, UT) 2015–2016. Developed the layout and graphics for an on-board transit survey as well as an online participatory budgeting tool. Generated ridership maps transit route alternative maps. Designed the layout for the graphics-rich executive summary of the final report.  Comprehensive Operational Analysis, Corpus Christi Regional Transportation Authority (Corpus Christi, TX) 2015. Assisted in the development of an existing conditions report. Generated ridership maps, service scenario maps, and a system map. Produced outreach boards.

Prior Experience
Acacia Consulting and Research, 2012–2015
Associate
HealthBridge Foundation, Livable Cities Division, 2011–2015 Urban Planning and GIS Consultant

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 33
Annie Chan, Associate
Planner

Annie believes in multimodal transportation solutions to help all people get to where they need to go.

Annie combines her writing and data analysis skills with her passion for creating thriving, multimodal cities. She has conducted research on commute durations in southern California and public restroom access in Los Angeles County, as well as a comparative analysis on bicycle boulevard planning and implementation across several US cities. Prior to joining Nelson\Nygaard, Annie worked in the public sector, distilling complex global health issues into data-driven articles for a lay audience.

These experiences shaped her interest in creating transportation solutions that are intuitive for everyone to understand and use.

Education
Master of Urban and Regional Planning, UCLA, 2025
B.S. Statistics, UCLA, 2016
Experience
Nelson\Nygaard Consulting Associates, Inc.

Associate, 2025-Present
Intern, 2024–2025
 Transportation Development Plan and Coordinated Human Services Transit Plan, Kern Council of Governments (Kern County, CA), 2025-Ongoing. Annie is supporting the development of the Coordinated Human Services Transit Plan, a countywide document that identifies transportation needs for older adults, people with disabilities, and people with low incomes. She developed a needs assessment memo after participating in interviews with health services, education, and business affinity groups to understand transportation gaps across Kern County.
 Irvine Transit Feasibility Study, City of Irvine (Irvine, CA), 2024-Ongoing. Nelson\Nygaard is working with the City of Irvine to identify ways to explore possible new jurisdiction models for the provision and operation of public transportation services within City limits. Annie contributed to the existing conditions report and coordinated the data needs requests from the City and Orange County Transportation Authority.  Metro Bakersfield Long-Range Transit Plan, Kern Council of Governments (Bakersfield, CA), 2023-2024.

Nelson\Nygaard conducted a comprehensive survey of services provided by Golden Empire Transit (GET), the main transit agency for Bakersfield, to aid in ongoing post-pandemic recovery. Annie wrote the appendix summarizing the various community engagement events and activities conducted by the team.  Comprehensive Mobility Services Plan, Culver City Transportation Department (Culver City, CA), 2024- Ongoing. Nelson\Nygaard is working with the City of Culver City to identify ways to improve existing mobility and fixed-route bus services. Annie participated in interviews with Dial-A-Ride managers to understand their existing service for seniors and people with disabilities and provide recommendations for future improvements.
 2050 Long Range Transit Plan, Mountain Metro (Colorado Springs, CO), 2023-2024. Nelson\Nygaard led the development of Mountain Metro’s updated long-range transit plan as a critical element of the Colorado Springs region’s 2050 Long Range Transportation Plan (LRTP) update. Annie served as the technical editor for the final report and authored alternative text for the report’s charts and images to align with Web Content Accessibility Guidelines.
 Alameda Student Transit Pass Program, Alameda County Transportation Commission (Alameda County, CA), 2021-Ongoing. Nelson\Nygaard works as a Schools Relations Manager for a program that provides over 30,000 free and reduced transit passes to low-income students in Alameda County. Annie helped update CRM tool forms for several K-12 schools to prepare for the 2024-2025 academic year.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 34
 Transportation Demand Management Plan, CSU San Marcos (San Marcos, CA). 2025-Ongoing. Annie supported in-person engagement to gather input on how campus affiliates travel and the barriers they face in and around campus. She also supported the development of the State of the System report to identify existing commuter programs and circulation of bicycles, pedestrians, and vehicles around the CSU San Marcos campus.
 Campus Circulation Study, California State University Fullerton (Fullerton, CA), 2025. Nelson\Nygaard built upon its previous work on the Transportation Demand Management Plan to improve overall campus circulation and reduce modal conflicts at campus gateways and through campus pathways. Annie supported engagement activities to identify concerns that faculty, staff, students, and other campus affiliates have when traveling on campus to inform future infrastructure projects.
 Bicycle, Pedestrian, and Trails Master Plan Update, City of West Sacramento (West Sacramento, CA) 2025- Ongoing. Nelson\Nygaard is leading efforts to expand the active transportation and recreation network in the City of West Sacramento. Annie led the development of memos about neighborhood electric vehicles (NEVs) and e-bikes to address interest and concerns in this emerging mobility field. Annie also supported the creation of the existing conditions report, making maps of pedestrian and bicycle facilities and leading the plan and policy review.
 Lomita Citywide School Loading Zone Study, City of Lomita (Lomita, CA) 2025-Ongoing. On a team with Toole Design, Nelson\Nygaard is addressing traffic and pedestrian and bicyclist safety surrounding Lomita schools, particularly during drop-off and pick-up times. Annie analyzed pedestrian and bicyclist conditions in ArcGIS to develop secondary routes to and from school.
 Active Transportation Evaluation and Regional Technical Assistance, Caltrans (California) 2023-Ongoing.

Annie is supporting Caltrans in developing project profiles to showcase how jurisdictions across California use ATP grant funding to improve their mobility networks.
 Vision Zero Action Plan, City and County of Honolulu (Honolulu, HI), 2024. Nelson\Nygaard led efforts to identify community-informed actions to prioritize investments that support people over-represented in traffic crashes and address risks on Oahu's High Injury Location streets and intersections. Annie provided support in composing cut sheets detailing information about high-injury corridors and intersections to support safe equitable mobility for all.
 Regional Mapping and Wayfinding, Metropolitan Transportation Commission (Bay Area, CA), 2022-Ongoing.

On a team with Applied Wayfinding, Nelson\Nygaard is aiding in systemwide governance and implementation, stakeholder engagement, and first-last mile considerations for a proposed new wayfinding system on behalf of the Metropolitan Transportation Commission (MTC) that will improve clarity and ease connections across the Bay Area’s 27 unique transit systems. Annie is conducting stakeholder engagement to understand riders’ current wayfinding concerns, creating multimodal movement plans to inform the strategy for the nine pilot sites, and exploring best practices for accessible wayfinding.  Move Culver City, City of Culver City (Culver City, CA), 2024-Ongoing. Nelson\Nygaard is leading the second phase of the Move Culver quick build mobility lanes program. This includes conceptual design through final design and implementation. Annie is contributing to the existing conditions report for the Sepulveda Boulevard Corridor and creating persona profiles to better understand the mobility needs of all users.  Highways to Boulevards Reconnecting Communities Study, Southern California Association of Governments (Southern California), 2023-2025. Nelson\Nygaard worked with SCAG to identify projects that remove, retrofit, or mitigate past harms and negative impacts caused by the rapid expansion of the freeway systems.

Annie created stakeholder engagement materials to support community-based organizations’ efforts to gather public feedback on key transportation barriers and identify projects that would be strong applicants for federal Reconnecting Communities grants.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 35
Bethany Rorem, Associate
Planner

Bethany focuses on connectivity and mobility to create thriving transportation systems and the communities they serve.

Bethany believes that people should have choices for how to get around and that those choices are accessible, safe, and equitable. With a background in community engagement, she looks forward to combining it with her planning experience on transit, infrastructure, and corridor projects.

Prior to Nelson\Nygaard, Bethany worked in the transportation demand management field with large businesses in Seattle to develop commuter benefits programs. Her TDM experience
allows her to bring a people-centered focus to her planning work.

Education
B.A., Urban Studies, University of Texas (Austin, TX), 2020 Experience
Nelson\Nygaard Consulting Associates, Inc.

Associate, 2024–Present
Transit
 Eastern Contra Costa County Transit Authority (ECCTA) Comprehensive Operational Analysis (Contra Costa County, CA) 2025. Bethany assisted in the Comprehensive Operational Analysis of the Eastern Contra Costa Transit Authority (ECCTA), or Tri Delta Transit. Bethany assisted in developing the final report for the COA to share the route changes that Tri Delta Transit will implement.  Madera County Transit Sustainability and Long-Term Financial Strategy, Madera County Transportation Commission (Madera County, CA) 2025-Ongoing. Bethany assisted with producing the existing conditions report and is supporting the evaluation metrics creation and approach.  Sacramento Regional Transit Comprehensive Operations Analysis, SacRT (Sacramento, CA) 2025-present.

SacRT is undertaking a COA to evaluate their service offerings and will update their Short- and Long-Range Transit Plans as part of the process. Bethany contributes to the data analysis for the on-board survey results and the Short Range Transportation Plan updates.
 Student Transit Pass Program, Alameda CTC (Oakland and East Bay, CA) 2024-Ongoing. Bethany is part of a team implementing the Student Transit Pass Program, which provides free transit passes to students at certain schools in the Bay Area. Alameda CTC has asked Nelson\Nygaard to assist with implementation by providing school liaisons to answer questions about the program, help school administrators approve applications and solve issues, provide marketing assistance, and evaluate student transit pass usage.  Access Forward, King County Metro (Seattle, WA) 2024-2025. Metro is currently undertaking a multi-phased project with Nelson\Nygaard’s support to envision the future of paratransit in King County. The firm is presently supporting Metro in guiding the next contract procurement process, and Bethany assists with data analysis of key metrics to support Metro in their decision.  Anaheim Transit Master Plan, City of Anaheim (Anaheim, CA) 2024-Ongoing. The transit plan will recommend short and long-term infrastructure and service improvements for the transit agencies operating within Anaheim. Bethany contributes to the analysis for the existing conditions and future transit demand reports.  Better Bus, TriMet/Oregon Metro (Portland, Oregon) 2024-Ongoing. The Better Bus project identifies potential bus speed and reliability projects within the TriMet service area. Bethany assists with creating visual communications and maps for each speed and reliability project to demonstrate their scope and projected

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 36
benefits. Bethany also contributes to identifying potential bus stop and civil improvement locations along the Better Bus project areas.
 Comprehensive Mobility Services Plan, City of Culver City (Culver City, CA) 2025-Ongoing. Bethany assisted with developing ridership forecasts for the short and long-range recommendations in the plan.  Ferry Terminal Environmental Impact Statement (EIS), Kitsap Transit (Seattle, WA) 2025-Ongoing. Kitsap Transit is currently undertaking an EIS to evaluate locations for a new passenger-only ferry terminal on the Seattle Waterfront. Nelson\Nygaard will produce the Transportation Assessment portion of the EIS. Bethany contributes to the analysis of multi-modal traffic along the Waterfront and serves as a liaison for key Seattle Department of Transportation staff during this evaluation process.  Gallatin Valley Long Range Transportation Plan (LRTP), Gallatin Valley Metropolitan Planning Organization (Gallatin County, MT) 2025-Ongoing. The Gallatin Valley region is developing its first ever LRTP. Bethany serves as the deputy project manager and is contributing to the analysis for the existing conditions and transit-focused analysis for the LRTP.
 Paratransit Accountability Study, Colorado Governor’s Office (Denver, CO) 2025-Ongoing. The legislature of the State of Colorado passed legislation in the 2025 session to provide an assessment of RTD’s paratransit service. Nelson\Nygaard is producing a white paper to present to the committee and Governor’s office, and Bethany is assisting with the research and production of the white paper.  RapidRide K Line Small Starts, King County Metro (King County, WA) 2025-present. King County Metro is submitting a grant application to the Federal Transit Administration’s (FTA) Capital Investment Grants (CIG) Program for funding for their RapidRide K Line project, the newest Bus Rapid Transit line planned for implementation in East King County by 2030. Bethany is currently assisting in writing the land use, zoning, and economic development portions of the grant.
 Sun Metro Fare Evaluation, City of El Paso (El Paso, TX) 2024-2025. As part of Sun Metro’s comprehensive operations analysis, Sun Metro engaged Nelson\Nygaard to perform a third-party evaluation of their new contactless fare payment technology. Bethany analyzed ridership, revenue, and fare media usage data before and after the new technology was implemented to evaluate the effects the technology had.

Prior Experience
Commute Seattle, Seattle, WA
Transportation Specialist, 2022-2024
WeWork, Seattle, WA
Community Lead - Enterprise, 20212022; Senior Community Associate, 2020-- -2021

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 37
Jenny Choi, Associate
Planner

Jenny is passionate about providing accessible transportation options tailored to the unique goals and characteristics of each community.

She strives to address the mobility needs of diverse riders through a combination of informed data analysis and thoughtful community engagement.

Prior to joining Nelson\Nygaard, Jenny worked as a data analyst at a micromobility startup in Korea, where she designed tools to help optimize their e-scooter sharing service. Through internships at WalkBoston and the City of Cambridge, she collaborated on a variety of planning projects, from analyzing pedestrian crash data to building a city-wide solar panel database. During these experiences, Jenny developed her skills in GIS, urban data analytics, and community outreach while exploring her interests in pedestrian accessibility and multimodal transportation.

Education
B.S., Urban Studies & Planning and Mathematics, Massachusetts Institute of Technology, 2022 Experience
Nelson\Nygaard Consulting Associates, Inc.

Associate, 2023–Ongoing
 Wake Transit Plan Update, Capital Area Metropolitan Planning Organization (Wake County, NC) 2023-Ongoing.

As an associate planner, Jenny is supporting the Wake Transit Plan Update, a 10-year financially constrained investment strategy that will set the direction and key initiatives for the Wake Transit Plan, allocating nearly $1 billion in transit projects. As part of this process, Jenny has supported the writing of a State of the Plan cataloguing progress since the last update in 2019; analysis of financial capacity based on existing and future revenues and investments; and the development of investment scenarios aligning with various community and stakeholder goals, as well as community engagement efforts to inform scenario planning.  Longwood Medical Area Bus Circulation Study, Massachusetts Bay Transportation Authority (Boston, MA) 2025-Ongoing. Nelson\Nygaard is working with the MBTA to determine bus circulation through and in the Longwood Medical Area to support future phases of Bus Network Redesign, the MBTA’s redesigned bus network plan. As a GIS and data analyst, Jenny is supporting the analysis of existing conditions and challenges and the development and evaluation of circulation concepts, as well as coordination with other ongoing transportation studies and plans in the area.
 Route Restoration and Equity Index Study, Utah Transit Authority (Salt Lake City, UT) 2024. Jenny supported data analysis and methodology for a study to develop an equity index for UTA to help make service planning decisions. The index accounted for factors including disproportionate socioeconomic burdens, key community destinations, and existing transit quality. The equity index will be used to evaluate future service scenarios and guide decisions on which bus routes to restore coming out of the COVID-19 pandemic.  Fenway-Kenmore Transportation Action Plan, Boston Planning and Development Agency (Boston, MA) 2022- Ongoing. As an associate planner, Jenny is involved in data analysis, mapping, and modeling efforts to establish a multimodal network vision for the Fenway-Kenmore area. This area-wide transportation plan will prioritize transit, active transportation, and safety investments in upcoming development in the area to achieve Go Boston 2030 and other Citywide goals.
 Rhode Island Safe Streets Action Plan, Rhode Island Public Transit Authority (Providence, RI) 2024–Ongoing.

Jenny is supporting community engagement efforts, analyzing trends in crash data, and developing project, program, and policy recommendations for both local and statewide safety action plans. The Nelson\Nygaard

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 38
team is working closely with eight Rhode Island municipalities and regional stakeholders on these road safety planning efforts.
 Go Boston 2030 Update (Boston, MA) 2023-Ongoing. Jenny is supporting the project team to review and update the 2017 GoBoston citywide multimodal transportation master plan. As part of this process, the project team is coordinating across City departments to track what has been accomplished and what needs to be done in the next six years for the City to stay on track with meeting the planning goals.  Summer Street Bus Lane Pilot Evaluation, City of Boston Transportation Department (On-Call Task Order) 2023-2024. Jenny supported a before-and-after evaluation of the redesign of a major corridor connecting Boston’s main shipping port and residential neighborhood through a booming mixed-use neighborhood to Downtown Boston. The evaluation covered a variety of performance and safety metrics, including multimodal volumes, person throughput, speeds, transit reliability, and bus/truck lane or bike lane violations.  Transit First Framework Development, City of Boston Transportation Department (On-Call Task Order) 2023- 2024. Jenny was involved in conducting peer research and internal stakeholder meetings to develop a policy and strategy to put transit first in the City’s approach to transportation planning, design, analysis, and community engagement. Understanding that the City does not operate transit service, this policy covered the key issues that the City has direct control over or can influence through other actions.  Alexandria Real Estate TDM and Shuttle Analysis and Performance Monitoring, Alexandria Real Estate (Cambridge, MA) 2023-Ongoing. As a project planner, Jenny is supporting ongoing efforts to manage and operate ARE's last-mile shuttle network, which launched in January 2023 and connects commuters to MBTA service. The project team monitors shuttle performance monthly to continuously look for chances to increase ridership and operational efficiency. This project will provide commute management solutions for ARE's Greater Boston portfolio, including opportunities to manage parking assets, promote public transit and bikeshare use, and improve shuttle service.
 Tufts Veterinary Campus Parking Action Plan (Grafton, MA) 2024-Ongoing. Jenny supported the analysis of occupancy data by user group. This analysis informed scenario modeling and the development of management and supply recommendations to accommodate campus population growth as class sizes and faculty expand.
 Alnylam TDM and Shuttle Service Planning, Alnylam Pharmaceuticals (Cambridge, MA) 2023-2024. Jenny led market analysis and parking capacity evaluation to support the Nelson\Nygaard team in developing commute management strategies for a growing company in Cambridge’s Kendall Square biotechnology hub. Facing an imminent parking capacity crunch, the project team analyzed a variety of strategies for transit promotion, TDM program, or parking pricing under different return-to-office and employee growth scenarios.  Brown University Institutional Master Plan Transportation Element, Brown University (Providence, RI) 2022- 2024. Jenny supported with traffic data analysis and visualization for the transportation component of Brown’s update of its institutional master plan. It integrated the recommendations for Around Brown, the transportation master plan completed by Nelson\Nygaard in 2021.  Brown University Flexible Parking Implementation, Brown University (Providence, RI) 2022-2024.

Nelson\Nygaard supported Brown University’s efforts to design and implement a daily parking program. Jenny led an initial analysis of existing parking supply and demand in order to identify which lots and garages can be included in the program. The project helped Brown manage parking demand more effectively and encourage more people to commute by modes other than driving.

Prior Experience
SWING Mobility, Seoul, South Korea
Product & Customer Insights Analyst, 2022
MIT City Form Lab
Undergraduate Researcher, 2022
City of Cambridge Community Development Department (CDD) Urban Planning Data Intern, 2021-2022

916-442-1168
[email protected]
Sacramento, CA
www.aimconsultingco.com

REFERENCE

CONTACT
SKILLS
209.468.3053
[email protected]
Najee Zarif, P.E.

Phone:

Email :

San Joaquin County
Project Management
Community Relations
Stakeholder Facilitation
Time Management
Leadership
Effective Communication
Critical Thinking
Public Meetings
Transportation
Construction Management
Transit
Land Use
Community Relations
Environment

KATIE DEMAIO

COMMUNITY ENGAGEMENT SPECIALIST &

OWNER AT AIM CONSULTING

PROJECT EXPERIENCE

EDUCATION

PROFILE
Katie is a facilitation and community engagement specialist with more than 12 years of strategic communication and community relations experience. Katie develops and implements public outreach plans to keep communities informed and engaged. She assists clients with creating content for ongoing messaging, collateral materials, social media content, and interactive online engagement tools for public information and community engagement. Katie also manages and coordinates logistics for stakeholder interviews, focus groups, community meetings, traveling workshops, and special events.

Transportation
Transit
Outreach Management
Broadway Complete Streets - City of Sacramento 2024
Central City Mobility - City of Sacramento 2024
West Texas Complete Street - City of Fairfield 2024
SACOG Mobility Hub Framework - SACOG 2024
Envision Broadway Oak Park - City of Sacramento 2024
Folsom Blvd Class I Overcrossing Feasibility Study - City of Folsom 2024 Envision Hopper Ave - Santa Rosa - 2023
McKinley Interchange - City of Manteca 2024
Mendocino Transit Short Range Transit Plan - 2024
MTD Moves Ahead - Santa Barbara Short-Range Transit Plan 2022 Yuba Sutter Transit - Short-Range Transit Plan 2023
North Valley Passenger Rail Strategic Plan - BCAG 2024
General Plan Update 2040 - City of Sacramento 2024
Mills Crossing Design Charrette - City of Rancho Cordova 2023 Health Education Council - School Lunch Program Assessment 2024 Citrus Heights Arcade Cripple Creek Construction Drone Videos 2024 Parks Master Plan - El Dorado County 2023
Stormwater Utility Rate Increase - City of Rancho Cordova 2023 2000-2004Bachelor of Arts
James Madison University, Harrisonburg VA

FOCUS AREA

Fred Gsell
Vice President of Field Operations

Education:

Master of Science -
Biometry
Louisiana State
University Medical
Center, New Orleans

Bachelor of Science
Quantitative Business
Analysis
Louisiana State
University, Baton
Rouge

Years of
Experience: 20+

Registrations:

Transportation
Research Board

Areas of Expertise:
• Transit Survey
Design
• Collection
Methodology
• Sample Design
• Questionnaire
Design
• Ancillary
Collection Design
• Business
Development
• Staff Management

Fred Gsell serves as a Project Manager and Director of Field Operations for ETC Institute. Over the last 15 plus years his primary focus has been on public transit research, specifically Origin – Destination (OD) Studies that were either targeting updates to local travel demand models (including Activity-based Modeling), transit planning, Title VI, Before and After Survey, and New and Small Starts projects. In addition, he also has led significant efforts in other areas of transit research, including customer satisfaction, market research, and user/non-user studies. These studies supported many different transit modes, including all forms of public bus, light rail, subway, commuter rail, and ferries. For these studies he has managed all elements involved including methodological design, questionnaire and sample design, data collection management, processing and expanding data, and report writing. In addition to transit studies, he has also been involved in high-speed rail feasibility studies, household travel studies, and other types of social science research.

Prior to joining ETC in January of 2013, he was a leader in transit management and research, business development, and managed the Statistical Services Department for NuStats in Austin, TX.

Relevant Project Management Experience since 2022
• Denver, CO Onboard Survey, project manager
• Culver City, CA Onboard Survey, project manager
• Buffalo, NY Onboard Survey, project manager
• Seattle, WA Onboard Survey, project manager
• Los Angeles, CA Onboard Survey, project manager
• Charleston, SC Onboard Survey, project manager
• Fresno, CA Onboard Survey, project manager
• Anchorage, AK Onboard Survey, project manager
• Cincinnati, OH Onboard Survey, project manager
• Salt Lake City, UT Onboard Survey, project manager
• San Diego, CA Onboard Survey, project manager
• Hampton Roads Transit, VA Onboard Survey, project manager • Broward County Transit, FL Onboard Survey, project manager • Victor Valley, CA Onboard Survey, project manager
• Santa Clarita, CA Onboard Survey, project manager
• Columbus, OH Onboard Survey, project manager
• Reno, NV Onboard Survey, project manager
• Austin, TX Onboard Survey, project manager
• Las Vegas, NV Onboard Survey, project manager
• Minneapolis – St Paul, MN Onboard Survey, project manager • San Antonio, TX Onboard Survey, project manager
• Charlotte, NC Onboard Survey, project manager
• Indianapolis, IN Onboard Survey, project manager
• Williamsburg, VA Onboard Survey, project manager
• Houston, TX Onboard Survey, project manager
• Albuquerque, NM Onboard Survey, project manager
• Tucson, AZ Onboard Survey, project manager

Chris Tatham
Project Principal, CEO

Education:

M.B.A. Kansas State
University, Management,
graduated first in class
B.A. Princeton University,
N.J.

Economics/Political-
Science, magna cum
laude

Years of Experience:
30+

Registrations:

Certificate of Proficiency
in Latin American Studies

Mr. Tatham has extensive experience with the design and administration of onboard transit surveys, external origin-destination surveys, household travel surveys, and other transportation related market research. During the past ten years, he has designed and supervised the administration of surveys in more than a dozen states.

He specializes in the management of large data collection projects related to transportation and urban transit planning. Having been certified as a combat logistician by the U.S. Army Logistical Management College in Fort Lee, Virginia, Chris has superior skills for planning and coordinating complex tasks that are required for the successful administration of large on-site data collection efforts.

Relevant Project Experience (transit and other transportation) • Nashville (WeGo Transit) On-board Transit Survey, project manager • Phoenix (Valley Metro) On-board Transit Survey, project manager • Oakland (AC Transit), Onboard Transit Survey, project manager • San Jose (VTA), Onboard Transit Survey, project manager • San Francisco (Muni), Onboard Transit Survey, project manager • Bay Area (BART) Onboard Transit Survey, project manager • Phoenix Onboard Transit Survey, project manager
• Dallas Metroplex (NCTCOG) Onboard Transit Survey, project manager • Hampton Roads Onboard Transit Survey, project manager • Cleveland Area Regional Onboard Transit Survey, project manager • St Louis (EWGCOG) Regional Onboard Transit Survey, project manager • Charlotte Onboard Transit Survey, project manager
• Columbus Onboard Transit Survey, project manager
• Atlanta 20-County Regional Onboard transit survey, project manager • Phoenix (Valley Metro) Onboard Transit survey, project manager • Honolulu Onboard Transit Survey, project manager
• Tyler-Longview Workplace Survey
• San Antonio Comm Vehicle Survey
• Waco Household Travel Survey
• Waco Commercial Vehicle Survey
• Waco Workplace Survey
• Killeen-Temple HTS
• Killeen-Temple Comm Vehicle Survey
• Killeen-Temple Workplace Survey
• Detroit (SEMCOG) Commercial Vehicle Survey
• Ohio DOT Statewide Customer Assessment Survey
• Maricopa Association of Governments Establishment Survey • Denver (DRCOG) Commercial Vehicle Survey
• Kansas DOT Statewide Customer Satisfaction Survey
• Tennessee DOT Statewide Customer Satisfaction Survey
• San Antonio Area Transportation Needs Assessment Surveys • DirectionFinder National City Services Survey
• National COVID-19 Health Assessment Survey

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 42
Staff Hours and Availability
Below we have indicated the anticipated hours of service for each individual assigned to work on this project per the RFP and evaluation criteria.

Staff Estimated Hours Estimated Availability
Peter Soderberg, Project Manager
(NN)
112 20%
Derek Cheah, Deputy Project
Manager (NN)
204 20%
Thomas Wittmann, Principal-in-
Charge (NN)
20 10%
Brendan Rahman, Advisor (NN) 60 10%
Bethany Rorem, Planner (NN) 196 25%
Jenny Choi, Planner (NN) 196 25%
Annie Chan, Planner (NN) 360 35%
Katie DeMaio, Community
Engagement Specialist (AIM)
63 20%
Fred Gsell, Survey Lead (ETC) 80 20%
Christopher Tatham, Survey
Support (ETC)
4 10%

SIMILAR PROJECTS
Nelson\Nygaard has served hundreds of transit clients, and we are proud of our record of positive relationships with them—enjoyed both during and after project completion. Some of our most relevant projects are highlighted on the following pages and include a reference. Each reference can speak to our team’s depth of transit planning experience, effective project management skills, deliverables, and project outcomes. We have also included projects from our subconsultant partners.

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 43

Livermore, CA
LAVTA Comprehensive Operational Analysis
Nelson\Nygaard conducted a Comprehensive Operational Analysis (COA) for the Livermore-Amador County Transit Authority (LAVTA). This project was a comprehensive assessment of all LAVTA fixed-route services, which consist of local routes serving the Tri-Valley cities of Dublin, Pleasanton, and Livermore, with an additional express route connecting to Walnut Creek. Nelson\Nygaard analyzed the existing performance of LAVTA services and conducted an extensive market analysis, including a household telephone survey and onboard rider survey. We developed a short-term service plan with a focus on the following goals:
 Improved ridership and farebox recovery of Rapid service, a BRT service connecting cities in the Tri-Valley
 Improved access to BART rail service
 Reduced duplication of service
 Simplified service
Nelson\Nygaard developed an innovative approach to improving BART access: leverage partnerships with pooled ride-hailing and local taxi services to replace a low-productivity fixed-route service. Multiple subsidy models and service areas were discussed in piloting “Go Dublin”—a user- side subsidy program in partnership with Uber, Lyft, and De Soto Cab—in January 2017. The COA also developed a roadmap for the future of transit in the Tri-Valley. Long-term recommendations include capital improvements, park-and-ride based service, increased service levels to neighborhoods, and improved BART and ACE feeder and distributor services. LAVTA ridership had increased 21% since implementation of Nelson\Nygaard’s recommendations and was one of the few systems with ridership growth between 2017 and 2019. Since 2019, Nelson\Nygaard has assisted LAVTA to update their short- and long-range transit plan. Our recommendations provide a series of improvements to LAVTA’s transit network that proactively serve future growth areas in the region. It also aligns with public priorities and new regional transit investments in the Tri-Valley. The final report was completed in 2024.

Project Duration
2014–2016, 2019-2024

Client
Livermore-Amador County
Transit Authority
1362 Rutan Court, Suite 100
Livermore, CA 94551

Client Contact
Christy Wegener,
Executive Director
925-455-7555
[email protected]

Key Staff
Thomas Wittmann,
Principal-in-Charge
Peter Soderberg, Project
Manager

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 44

Antioch, CA
Revitalize Tri Delta Transit COA
In 2023, Tri Delta Transit was at a crossroads. Eastern Contra Costa County had continued to grow with traditionally more affordable housing than much of the Bay Area. That growth was an impetus for the BART extension serving Bay Point, Pittsburg, and Antioch which opened in 2018. Yet, Tri Delta Transit’s ridership has not grown in conjunction with continued economic development. By 2023, the average systemwide ridership was only six passengers per hour. An optimization study was conducted during the pandemic to help bring back ridership. However, results were disappointing: Tri Delta Transit was operating more service hours than before the pandemic, yet ridership was still significantly less.

Revitalize Tri Delta Transit is an ambitious plan to transform service—not just make small tweaks—all within existing funding levels. Led by Nelson\Nygaard, this comprehensive operational analysis focused on the riders’ experience by centering the priorities of current riders and the greater East County community identified during phase one of the engagement process. Key objectives included streamlining fixed-route service to be more direct, as well as adjusting to changing travel patterns in a post-pandemic operating environment.

After undertaking a data-driven market assessment and existing conditions analysis, Nelson\Nygaard developed two alternatives to transform service, focusing on different tradeoffs and benefits for riders. After presenting these alternatives for public input, we developed a preferred alternative that combines the best aspects of each alternative. The preferred alternative expands innovative services in low density areas; reduces duplication of service; and includes a 900% increase in the number of jobs, residents, and low-income residents that have access to 30-minute bus service—all at no additional operating costs.

Project Duration
2024-2025

Client
Eastern Contra Costa
Transit Authority
801 Wilbur Avenue
Antioch, CA 94509

Client Contact
Toan Tran
Chief Operating Officer
925-848-1603
[email protected]

Key Staff
Thomas Wittmann, Project
Manager
Peter Soderberg, Deputy
Project Manager

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 45
Glendora, CA
Glendora Short-Range Transit Plan
The Glendora Short-Range Transit Plan involves a comprehensive review of Glendora’s shuttle and Dial-A-Ride services. With travel patterns changing following the pandemic and the new A Line Station opening in Glendora in 2025, there is an opportunity to examine the service and recommend changes.

Nelson\Nygaard kicked off the project with an examination of systemwide ridership, regional travel patterns, and a market analysis. Phase 1 outreach from the public helped to identify the barriers to using transit in the community and the community’s biggest priorities for improving transit.

Through a series of workshops with the city, we developed a new all-day community shuttle route to connect to the new A Line station and retail and commercial areas that were previously not served by Glendora Transit.

We also identified minor changes to the school routes to make them more direct and easier to understand.

Phase 2 public outreach presented the proposed changes to the community and gathered strong, positive feedback. We developed a service plan and schedule was developed to go with the proposed changes, along with an implementation plan that identified bus stop locations for the new service. We also refreshed Glendora Transit’s marketing materials and schedules. The project is currently in the final documentation stage and preparing for city council adoption.

Project Duration
2023-Ongoing

Client
City of Glendora,
Transportation Division
410 E. Dalton Avenue
Glendora, CA 91741

Client Contact
Vanessa Nalbandian
Former Management
Analyst, City of Glendora
909-596-7664 ext. 0
[email protected]

Key Staff
Thomas Wittman, Principal-
in-Charge

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 46

Madera, CA
Beyond 2026: Madera County Long-Term
Financial Strategy
Madera County’s three transit operators—Madera County Connection, Madera Metro, and Chowchilla Area Transit—face various challenges in maintaining long-term financial sustainability, including inconsistent ridership recovery and growth since the Covid-19 pandemic, uncertain state and federal funding sources, and insufficient staff capacity to deliver on committed plans and projects. In parallel, the California State Transportation Agency (CalSTA) has mandated the development of a long- term financial plan to demonstrate the implementation of ridership recovery and retention strategies and forecast future operating funding requirements.

Nelson\Nygaard is working with the Madera County Transportation Commission (MCTC) to customize a financial model to analyze various future funding scenarios to comply with CalSTA Senate Bill (SB) 125 requirements. Beyond that, in collaboration with MCTC and the three transit operators, we are developing and evaluating a wide range of service, operational, and capital strategies to grow ridership, deliver service more efficiently, and prioritize capital investments. Our approach centers on a multi-criteria evaluation framework that accounts for the various stakeholders’ shared and individual goals.

Our collaboration with MCTC and its member transit operators will ensure that they are not only well positioned to benefit from future state discretionary funding, but also ready to pursue long-term strategies and actions that can benefit their bottom line in various ways.

Project Duration
2025-Ongoing

Client
Madera County
Transportation Commission
2001 Howard Rd
Madera, CA 93637

Contact
Natalia Austin, Senior
Regional Planner
559-675-0721 ext.6
[email protected]

Key Staff
Derek Cheah, Project
Manager
Bethany Rorem, Planner

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 47

AIM EXPERIENCE
Santa Barbara Metropolitan Transit District - MTD Moves Ahead Client: Santa Barbara Metropolitan Transit District (MTD) Dates: October 2021 – June 2023
Reference: Hillary Blackerby, Planning and Marketing Manager, Santa Barbara Metropolitan Transit District, [email protected], 805.963.3364 x218
In October 2021, Santa Barbara MTD launched
MTD Moves Ahead, which was a community
process to create a Short-Range Transit Plan
to guide the development of their bus
service, infrastructure investment, and
identification of capital needs for MTD’s bus
system over the following five years. To
prioritize the community’s needs and desires
for bus services, MTD sought community
input from everyone, including current riders,
non-riders, employees, employers, students,
people with disabilities, seniors, and civic
leaders. The nine-month-long (October 2021-
June 2022) community engagement process
involved collecting public feedback on the
local bus system, community priorities for
service, and what should be improved for the
future.

Public outreach activities developed by AIM
included the following:
 Virtual Listening Session
 Project Surveys (2)
 Pop-up workshops (3)
 Informational Video
 Public Information & Notification
 Communication Collateral

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 48

ETC EXPERIENCE
Tucson Transit On-Board Survey
Client: City of Tucson, AZ
Dates: 2015, 2019, 2022, 2025
Reference: Davita Mueller, 520-206-8825, [email protected] ETC Institute conducted a system-wide transit on-board study in the city of Tucson, most recently in 2025. ETC collected more than 10,000 OD interviews from riders on the Tucson area transit systems consisting of both bus and rail services on SunTran and SunLink. The project also collected on-to-off counts for select SunTran routes. The purpose of the Tucson Transit On-Board Survey was to garner information regarding transit users’ travel patterns and trip-making behavior for the following reasons:
 Comply with Title VI & Environmental Justice analysis and reporting  Comply with and enhance regional transit studies (e.g., High-Capacity Transit Study)  Update Pima Association of Governments (PAG’s) Regional Travel Model The primary objectives of the Tucson Transit Onboard Survey are as follows:
 Incorporate data into the City of Tucson Transit Title VI Program  Obtain the best quality data from all segments of public transportation users  Obtain the best statistical quality of survey sample along transit routes as required to enhance the effectiveness of the regional transit model
RTD Transit On-Board Survey
Client: Denver Regional Transit District (RTD), CO
Dates: 2015, 2019, 2024
Reference: Lee Cryer, 303-299-2410, [email protected] ETC Institute conducted a system transit on-board study in the Denver Boulder area in 2024. ETC collected more than 20,000 OD interviews from riders on the Denver– Boulder area transit system consisting of both bus and rail services. The project also collected on-to-off counts for select RTD routes.

The purpose of the Denver Transit On-Board Survey was to garner information regarding transit users’ travel patterns and trip-making behavior for the following reasons:
 RTD, along with the local MPO and COG will use the data for travel model estimation, calibration, and validation to support transportation planning decisions  RTD will support a Full Funding Grant Agreement (FFGA) for a portion of the Eagle P3 project and a Small Starts Grant Agreement (SSGA) for the Southeast Rail Extension (SERE) project  The surveys conducted in this project will serve as the “After” surveys for the Gold Line and SERE, which opened in April 2019 and May 2019, respectively, and support transit planning for the entire Denver region
 The data will be used to comply with Title VI & Environmental Justice analysis and reporting

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 49

FEE PROPOSAL
The total fee for this project is $299,949 for all tasks presented in the scope of work of this proposal. The detailed budget below shows the breakdown of costs by task and hours per team member.

Nelson\Nygaard Costs

Budget continued on the following page
Senior
Principal 2
Associate
Principal 1
Associate
Principal 1
Associate
Principal 1 Associate 2 Associate 1 Senior Project
Accountant
Bill Rate 320.00 215.00 215.00 215.00 150.00 130.00 175.00 Hours Cost Phase Description

1.00 Short-Range Transit Plan

1.10 Project Management and Coordination 4.00 40.00 60.00 12.00 116.00 24,880.00

1.20 Data Collection and Existing Conditions
Analysis

4.00 8.00 4.00 60.00 60.00 136.00 20,240.00

1.30 Public and Stakeholder Engagement 4.00 8.00 8.00 20.00 3,620.00

1.40 Goals, Objectives, and Performance
Standards

2.00 4.00 8.00 4.00 16.00 34.00 6,480.00

1.50 Service Planning and Alternatives Analysis 4.00 8.00 12.00 8.00 60.00 60.00 152.00 24,100.00

1.60 Technology and Innovation Strategy 4.00 4.00 16.00 24.00 48.00 7,240.00

1.70 Marketing and Outreach Plan 4.00 4.00 24.00 16.00 48.00 7,400.00

1.80 Capital and Financial Planning 4.00 12.00 8.00 24.00 24.00 72.00 11,880.00

1.90 Draft and Final Short-Range Transit Plan 4.00 8.00 24.00 8.00 80.00 64.00 188.00 30,200.00 Phase 1.00 Total 14.00 80.00 140.00 32.00 280.00 256.00 12.00 814.00 136,040.00

2.00 Long-Range Transit Plan

2.10 Review and Integration 2.00 4.00 8.00 14.00 2,330.00

2.20 Visioning and Scenario Development 2.00 4.00 8.00 4.00 16.00 34.00 6,480.00

2.30 Service and Network Expansion Analysis 2.00 8.00 12.00 8.00 24.00 24.00 78.00 13,380.00

2.40 Infrastructure and Capital Program 4.00 8.00 4.00 16.00 16.00 48.00 7,920.00

2.50 Financial and Implementation Plan 4.00 8.00 4.00 16.00 16.00 48.00 7,920.00

2.60 Public Outreach and Stakeholder
Engagement

2.00 8.00 10.00 2,150.00

2.70 Draft and Final Long-Range Transit Plan 2.00 8.00 16.00 8.00 40.00 40.00 114.00 18,720.00 Phase 2.00 Total 6.00 32.00 64.00 28.00 112.00 104.00 - 346.00 58,900.00 TOTAL HOURS 20.00 112.00 204.00 60.00 392.00 360.00 12.00 1,160.00 194,940.00 SUBTOTAL BILLABLE COSTS 6,400.00 24,080.00 43,860.00 12,900.00 58,800.00 46,800.00 2,100.00 194,940.00 NN Labor
Nelson\Nygaard Labor Costs
Soderberg,
Peter
Cheah, Derek Rahman,
Brendan
Associate 2 Associate 1 DeLucchi,
Gina
Wittmann,
Thomas

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 50
AIM Costs

Budget continued on the following page
DeMaio, Katie Outreach
Manager
Molina, Felix Outreach
Coordinator
Tran, Darlene
Senior
Outreach
Manager
Outreach
Manager
Senior
Outreach
Coordinator
Outreach
Coordinator
Graphic
Designer
Bill Rate $191.31 $160.28 $142.33 $106.32 $218.53 Hours Cost Phase Description

1.00 Short-Range Transit Plan

1.10 Project Management and Coordination - -

1.20 Data Collection and Existing Conditions
Analysis
- -

1.30 Public and Stakeholder Engagement 47.00 40.00 47.00 92.00 25.00 251.00 37,336.97

1.40 Goals, Objectives, and Performance
Standards
- -

1.50 Service Planning and Alternatives Analysis - -

1.60 Technology and Innovation Strategy - -

1.70 Marketing and Outreach Plan 4.00 2.00 12.00 18.00 3,708.16

1.80 Capital and Financial Planning - -

1.90 Draft and Final Short-Range Transit Plan - - Phase 1.00 Total 51.00 42.00 47.00 92.00 37.00 269.00 41,045.13

2.00 Long-Range Transit Plan

2.10 Review and Integration - -

2.20 Visioning and Scenario Development - -

2.30 Service and Network Expansion Analysis - -

2.40 Infrastructure and Capital Program - -

2.50 Financial and Implementation Plan - -

2.60 Public Outreach and Stakeholder
Engagement

12.00 6.00 8.00 8.00 34.00 5,748.50

2.70 Draft and Final Long-Range Transit Plan - - Phase 2.00 Total 12.00 - 6.00 8.00 8.00 34.00 5,748.50 TOTAL HOURS 63.00 42.00 53.00 100.00 45.00 303.00 46,793.63 SUBTOTAL BILLABLE COSTS 12,052.53 6,731.76 7,543.49 10,632.00 9,833.85 46,793.63

SUBCONSULTANT MARKUP -
TOTAL COSTS 46,793.63
AIM Consulting
Labor
AIM Consulting

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 51
ETC Costs and Subconsultant Totals

Budget continued on the following page

Tatham, Chris Gsell, Fred G IS Manager Data Manager QA/QC Manager
Senior
Researcher
Analyst Field
Supervisor
Support Staff
Supervisor
Support Staff
Project Advisor Project
Manager
GIS Manager Data Manager QA/QC
Manager
Senior
Researcher
Analyst Field
Supervisor
Support Staff
Supervisor
Support Staff
Bill Rate $282.90 $231.65 $259.07 $231.65 $190.98 $152.03 $89.45 $101.01 $121.72 $70.91 Hours Cost Phase Description

1.00 Short-Range Transit Plan

1.10 Project Management and Coordination - - - -

1.20 Data Collection and Existing Conditions
Analysis
- - - -

1.30 Public and Stakeholder Engagement 4.00 80.00 24.00 14.00 32.00 32.00 16.00 80.00 2.00 22.00 306.00 51,415.52 557.00 88,752.49

1.40 Goals, Objectives, and Performance
Standards
- - - -

1.50 Service Planning and Alternatives Analysis - - - -

1.60 Technology and Innovation Strategy - - - -

1.70 Marketing and Outreach Plan - - 18.00 3,708.16

1.80 Capital and Financial Planning - - - -

1.90 Draft and Final Short-Range Transit Plan - - - - Phase 1.00 Total 4.00 80.00 24.00 14.00 32.00 32.00 16.00 80.00 2.00 22.00 306.00 51,415.52 575.00 92,460.65

2.00 Long-Range Transit Plan

2.10 Review and Integration - - - -

2.20 Visioning and Scenario Development - - - -

2.30 Service and Network Expansion Analysis - - - -

2.40 Infrastructure and Capital Program - - - -

2.50 Financial and Implementation Plan - - - -

2.60 Public Outreach and Stakeholder
Engagement
- - 34.00 5,748.50

2.70 Draft and Final Long-Range Transit Plan - - - - Phase 2.00 Total - - - - - - - - - - - - 34.00 5,748.50 TOTAL HOURS 4.00 80.00 24.00 14.00 32.00 32.00 16.00 80.00 2.00 22.00 306.00 51,415.52 609.00 98,209.15 SUBTOTAL BILLABLE COSTS 1,131.60 18,531.66 6,217.63 3,243.04 6,111.47 4,864.88 1,431.12 8,080.68 243.44 1,560.00 51,415.52 98,209.15

SUBCONSULTANT MARKUP - -
TOTAL COSTS 51,415.52 98,209.15
Total
Subconsultants
Labor Hours
Total
Subconsultants
Labor Costs
ETC Institute
Labor
ETC Institute

Short- and Long-Range Transit Plan | Proposal
City of Turlock
Nelson\Nygaard Consulting Associates, Inc. | 52
Final Totals

Bill Rate
Phase Description

1.00 Short-Range Transit Plan

1.10 Project Management and Coordination 116.00 24,880.00 - 24,880.00

1.20 Data Collection and Existing Conditions
Analysis 136.00 20,240.00 - 20,240.00

1.30 Public and Stakeholder Engagement 577.00 92,372.49 4,500.00 2,000.00 6,500.00 98,872.49

1.40 Goals, Objectives, and Performance
Standards 34.00 6,480.00 - 6,480.00

1.50 Service Planning and Alternatives Analysis 152.00 24,100.00 - 24,100.00

1.60 Technology and Innovation Strategy 48.00 7,240.00 - 7,240.00

1.70 Marketing and Outreach Plan 66.00 11,108.16 - 11,108.16

1.80 Capital and Financial Planning 72.00 11,880.00 - 11,880.00

1.90 Draft and Final Short-Range Transit Plan 188.00 30,200.00 - 30,200.00 Phase 1.00 Total 1,389.00 228,500.65 4,500.00 2,000.00 6,500.00 235,000.65

2.00 Long-Range Transit Plan

2.10 Review and Integration 14.00 2,330.00 - 2,330.00

2.20 Visioning and Scenario Development 34.00 6,480.00 - 6,480.00

2.30 Service and Network Expansion Analysis 78.00 13,380.00 - 13,380.00

2.40 Infrastructure and Capital Program 48.00 7,920.00 - 7,920.00

2.50 Financial and Implementation Plan 48.00 7,920.00 - 7,920.00

2.60 Public Outreach and Stakeholder
Engagement 44.00 7,898.50 300.00 300.00 8,198.50

2.70 Draft and Final Long-Range Transit Plan 114.00 18,720.00 - 18,720.00 Phase 2.00 Total 380.00 64,648.50 300.00 - 300.00 64,948.50 TOTAL HOURS 1,769.00 2,000.00 609.00
SUBTOTAL BILLABLE COSTS 293,149.15 4,800.00 2,000.00 6,800.00 299,949.15

SUBCONSULTANT MARKUP -
TOTAL COSTS 299,949.15
Total Travel
Expenses
Total Misc.

Expenses
Total
Direct
Expenses
Total
Costs
Total
Labor Hours
Total
Labor Costs

City Council Staff Report
March 24, 2026

From: Christopher Fisher, Municipal Services Director
Prepared by: Fred Pezeshk, P.E., Roads Program Manager
Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

Motion: Approving Amendment No. 19 for Task Order No. 5B under the terms of the Master Agreement (City Contract No. 2024-111) with NV5, Inc. (Fresno, California office) for Construction Management and Inspection Services for the City of Turlock’s Roads Initiative Program in the amount of $59,887.03 to be funded by Fund 115 “Measure A – Roads” for Bid Package 3 for City Project No. 23-067 as “NV5 CM Task Order No. 5B for City Project No. 23-067, Bid Package 3”

2. NARRATIVE:

On February 25, 2025, the City Council approved Task Order No. 5 as Amendment No. 10 under the terms of the Master Agreement with NV5, Inc. to provide Construction Management and Inspection Services for City Project No. 23-067, Bid Package 3, which includes the following streets:

City Project No. 23-067 Bid Package 3
Street Name From To Length
(ft)
District
N. Quincy Rd. Marie Dr. E. Hawkeye Ave. 1,115.00 1
Linn Ct. Mira Flores Dr. North End 436.00 1
La Sombra Ct. Mira Flores Dr. Mira Flores Dr. 1,177.00 1 Novo Dr. E. Canal Dr. Mira Flores Dr. 948.00 1
Arbor Wy. N. Berkeley Ave. N. Quincy Rd. 2,680.00 1
Karen Wy. Arbor Wy. Christine Wy. 259.00 1
Christine Wy. Karen Wy. Heppner Wy. 692.00 1
Heppner Wy. Arbor Wy. Christine Wy. 262.00 1
California Ave. N. Berkeley Ave. N. Johnson Rd. 1,332.00 1 El Paseo Dr. E. Canal Dr. Arbor Wy. 1,787.00 1
Linda Vista Dr. El Paseo Dr. N. Johnson Rd. 456.00 1
Zinfandel Ln. N. Johnson Rd. Corello St. 2,386.00 1
Charles Pl. Wallace Street N. Johnson Rd. 636.00 1
Wallace St. E. Marshall St. Charles Pl. 335.00 1
Total Length 14,501.00

Scope of services for construction management and inspection is described in three (3) activity components: Pre-Construction, Construction Management and Inspection, and Post- Construction. However, since the design was still ongoing at the time, each Task Order only included the scope and fee for “Pre- Construction” activities.

Agenda Staff Report
3/24/2026

Upon completion of the design, critical items, such as the final scope of construction work, the engineer’s estimate of probable construction costs, sequencing of construction, and the number of working days, were determined and a detailed scope of services for the remaining activities was developed. Subsequently, on June 10, 2025, the City Council approved Amendment No. 13 for Task Order No. 5A to provide for the scope of services and fee associated with “Construction Management and Inspection” and “Post-Construction Services” activities.

As construction has progressed, the need has been identified for additional effort as required to:

• Support the extended construction schedule which has resulted in additional hours for construction inspection staff
• Address the contractor’s potential claims
• Provide for construction management and inspection services for reconstruction of El Paseo Drive upon completion of the sanitary sewer main replacement under City Project No. 25-051 (Reconstruction of El Paseo Drive under City Project 23-067 Bid Package 3 was suspended in the meantime and the reconstruction of California Avenue was postponed as a result)

The above items were not included in Task Order 5A as they were unforeseen when Amendment No. 13 was approved.

Task Order 5B provides for the costs associated with construction inspection staff hours, claims resolution efforts, and construction management and inspection services for El Paseo Drive.

3. FISCAL IMPACT / BUDGET AMENDMENT:

The fiscal impact of the proposed Amendment No. 19 for NV5 CM Task Order No. 5B will be $59,887.03 which will be funded from Fund 115 “Measure A – Roads”, account number 115-10-115.43327 “Construction Management.” The cumulative fiscal impact, including previous Amendment is estimated to be $1,317,318.74.

City Project No. 23-067, Bid Package 3
Amendment No. 10 for CM Task Order No. 5 $ 66,231.87 Amendment No. 13 for CM Task Order No. 5A $1,191,199.84 Amendment No. 19 for CM Task Order No. 5B (Proposed) $ 59,887.03 Total Estimated Fiscal Impact $1,317,318.74

Appropriate funds have been allocated during Fiscal Year 2025-26 budget process to cover these Amendments.

4. ENVIRONMENTAL DETERMINATION:

Approving the amendment for the task order described above will not have a direct or reasonably foreseeable indirect physical change in the environment. Therefore, the proposed actions are not subject to the provisions of the California Environmental Quality Act (CEQA) in accordance with Section 15378 (Project) because they consist of

Agenda Staff Report
3/24/2026

“organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment” and therefore is not considered a project.

5. ALTERNATIVES:

A. Council could choose not to approve the proposed Amendment. Staff does not recommend this alternative as it is essential to ensure that adequate resources are made available for management and inspection of construction activities and to avoid delaying the construction.

B. Provide staff with direction on how to proceed.

6. ATTACHMENTS:

1. Amendment No. 19 for Task Order No. 5B under the terms of the Master Agreement (City Contract No. 2024-111) with NV5, Inc.

CITY CONTRACT NO. 2024-111, Amendment No. 19 for Task Order No. 5B

AMENDMENT NO. 19 FOR TASK ORDER NO. 5B
Under the Terms of the

MASTER AGREEMENT BETWEEN THE CITY OF TURLOCK
and
NV5, INC.
for

CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES
City Contract No. 2024-111

City Project No. 23-067; Bid Package 3

THIS AMENDMENT NO. 19 for Task Order No. 5B under the terms of City Contract No. 2024-111 is entered into by and between the CITY OF TURLOCK, a California municipal corporation (“City”), and NV5, INC., a California corporation (“Professional”), on this ______ day of ___________ 2026 (the “Effective Date of Task Order No. 5B”). City and Professional may be collectively referred to herein as the “Parties” or individually as “Party.” There are no other parties to this Amendment No. 19.

WHEREAS, the Parties hereto previously entered into a Master Agreement (City Contract No. 2024-111) dated February 27, 2024, for Construction Management and Inspection Services for Roads Program Capital Improvement Program (CIP) Projects (“Agreement”); and

WHEREAS, Construction Management and Inspection Services comprise three (3) components: Pre -Construction, Construction Management and Inspection, and Post - Construction; and

WHEREAS, Agreement stipulates that the scope of services and fees associated with specific projects will be agreed upon through task orders approved under the terms of Agreement by a written amendment to the Agreement; and

WHEREAS, Amendment No. 10 provided for the scope of services and fees for “Pre - Construction” services for Bid Package 3 for City Project No. 23-067 as “NV5 CM Task Order No. 5 for City Project No. 23-067, Bid Package 3;” and

WHEREAS, Amendment No. 13 provided for the scope of ser vices and fees for “Construction Management and Inspection” and “Post-Construction” services for said City Project as “NV5 CM Task Order No. 5A for City Project No. 23-067, Bid Package 3;” and

WHEREAS, additional effort is required to support the extended construction schedule, to resolve contractor’s potential claims, and to provide construction management and inspection

CITY CONTRACT NO. 2024-111, Amendment No. 19 for Task Order No. 5B

services for reconstruction of El Paseo Drive once the sanitary sewer main replacement project is completed under City Project No. 25-051 (Reconstruction of El Paseo Drive under City Project 23-067 Bid Package 3 was suspended in the meantime and the reconstruction of California Avenue was postponed as a result), the costs of which were not included in Amendment No. 13, as they were unforeseen at the time; and

WHEREAS, City desires that Professional provide said additional scope of services as “NV5 CM Task Order No. 5B for City Project No. 23-067, Bid Package 3;” and

WHEREAS, Amendment No. 19 for Task Order No. 5B provides for the additional scope of services and associated fees for said City Project.

NOW, THEREFORE, the Parties hereto mutually agree to amend the Agreement as follows:

1. Exhibit T, attached hereto and incorporated herein by reference, is hereby added to the Agreement.

2. Recital B of the Agreement is amended to read as follows:

B. Professional has made a proposal to City to provide such professional services. A description of the services Professional proposes to provide is included in the Scope of Services in Exhibits A through T attached hereto and incorporated herein by reference (“Services”). City desires to retain Professional to perform the Services, subject to the terms and conditions set forth in this Agreement.

3. Recital C of the Agreement is amended to read as follows:

C. The Parties anticipate that one or more projects for Services shall be determined through creation of a Task Order as a City -requested modification of services under Section 5.2 of this Agreement which shall be approved by written amendment to this Agreement. The Parties shall outline the schedule or timeline for providing the Services agreed upon under each Task Order (“Completion Schedule”), which shall be included in one or more written amendments to this Agreement. Such Completion Schedule is included in Exhibit T.

4. Recital D of the Agreement is amended to read as follows:

D. The Parties shall outline the rates and method of payment to Professional for its performance of the Services under this Agreement as determined under each Task Order (“Compensation Schedule”), which shall be included in one or more written amendments to this Agreement. Such Compensation Schedule is included in Exhibit T.

5. Section 5 of the Agreement is amended to read as follows:

5.1. Services. Subject to the terms and conditions set forth in this Agreement, Professional shall provide City the Services described in Exhibits A through T. Any request for Services not included in Exhibits A through T will be considered a request for additional or mo dified Services (“ Modification” or “ Modifications”).

CITY CONTRACT NO. 2024-111, Amendment No. 19 for Task Order No. 5B

Professional shall not receive additional compensation for any Modification of the Services unless the Parties agree otherwise in a writing executed by both Parties.

5.2. City Requested Modification of Services. City may, by written order, authorize Modifications to the Services described in Exhibits A through T. If such Modifications cause an increase in the cost or time required for performance of Professional’s Services, the Parties shall enter into a written amendment to this Agreement to adjust the Services and the compensation to be paid to Professional and, if necessary, amend the Completion Schedule or Compensation Schedule. The Services, Completion Schedule, or Compensation Schedule shall not be revised unless City and Professional mutually agree to a written amendment to this Agreement reflecting such revisions, additional compensation, time for performance or such other terms or conditions mutually agreed upon by the Parties.

6. Section 6 of the Agreement is amended to read as follows:

6.1. Amount, Time and Manner of Payment for Professional Services. City shall pay Professional according to the rates and timing set forth in the Compensation Schedule for each Task Order within each Amendm ent to the Agreement . Each Compensation Schedule shall include an exhibit based on Exhibit 10 -H of Caltrans Local Assistance Procedures Manual (LAPM). Professional will be allowed to include an amount for the anticipated salary increases as calculated per Exhibit 10-H. City’s total compensation to Professional shall not exceed the cumulative amount resulting from each Task Order with each approved Amendment to the Agreement. The compensation for Amendment No. 1 9 shall not exceed Fifty-Nine Thousand Eight- Hundred-Eighty-Seven Dollars and Three Cents ($ 59,887.03), and One Million Three-Hundred-Seventeen Thousand Three-Hundred-Eighteen Dollars and Seventy- Four Cents ($1,317,318.74) for City Project No. 23 -067, Bid Package 3 (“Maximum Payment”), unless the Parties mutually agree in writing otherwise.

Amendment 10 for Task Order No. 5 $ 66,231.87
Amendment 13 for Task Order No. 5A $1,191,199.84
Amendment 19 for Task Order No. 5B $ 59,887.03
Project 23-067, Bid Package 3 Not-to-Exceed Amount $1,317,318.74

7. Execution and Counterparts . This Amendment may be executed simultaneously, and in several counterparts, each of which shall be deemed an original, but which together shall constitute one and the same instrument. The Parties agree that this Amendment and any other documents to be delivered in connection herewith may be electronically sig ned utilizing services such as DocuSign and Nitro Sign, or by transmitting signatures in pdf or similar format, and that any electronic signatures appearing on this Agreement or such other documents are the same as handwritten signatures for the purposes o f validity, enforceability, and admissibility.

8. All other terms and conditions of the Agreement shall remain in full force and effect for the Term of the Agreement.

[Signatures on Following Page]

CITY CONTRACT NO. 2024-111, Amendment No. 19 for Task Order No. 5B

IN WITNESS WHEREOF, the Parties have caused this Amendment No. 19 to be executed by and through their respective officers thereunto duly authorized.

PROFESSIONAL

NV5, INC., a California corporation

By:

Lori Goodwin, Vice President

Date
CITY

City of Turlock, a California
municipal corporation

By:

Gary R. Hampton, Interim City Manager

Date:

APPROVED AS TO SUFFICIENCY:

By:

Christopher Fisher,
Municipal Services Director

APPROVED AS TO FORM:

By:

George A. Petrulakis, City Attorney

ATTEST:

By:

Nichole Fiez, City Clerk

03/03/2026

2109 W. Bullard Ave., Suite 145 | Fresno, CA 93711 | www.nv5.com | office: 559.661.5220 | fax: 559.492.3457

March 2, 2026
Fred Pezeshk, PE
Roads Program Manager
City of Turlock
156 S Broadway, Turlock, CA 95380
via email to [email protected]

SUBJECT: City of Turlock Contract No. 2024-111 T.O. #5B (Project No. 23-067 BP3)

Re: Task Order #5B – Additional Services for Task Order #5

Dear Mr. Pezeshk,

Please find attached NV5’s revised 10-H1 Cost Proposal dated 03/02/2026 to perform the additional construction management services requested for Turlock Roads Program CIP Contract No. 23-067 BP3. As previously discussed with you, unforeseen contract scope changes have occurred during the project that have exceeded our ability to complete the construction and post-construction scope of services within the original budget. Brief summaries of these additional services are listed below:

1. Delays to Project Completion Date
Per Note 5 in the submitted cost proposal for Task Order #5A, our cost estimate was based on the construction phase of the project being completed within 120 working days, and time extensions may result in additional construction management services and fees. Per the project’s Notice to Proceed issued by the City on June 18, 2025, the first working day on the project was July 7, 2025 with an anticipated completion date of December 29, 2025. Due to unanticipated project delays associated with contract change orders, adverse weather, and a project suspension due to the concurrent El Paseo Sanitary Sewer Main Replacement project (City Project 25-051), the anticipated project completion date has been extended to April 10, 2026. These additional 69 working days were not included in the cost proposal for Task Order #5A.

Name Classification/Title WDs Hours
per
Day
Total
Hours
Billing
Rate
Amount
Kramer Walker, PE Resident Engineer 69 6 414 $324.70 $134,425.80 John Seymour, PE Assistant R.E. 69 2 138 $221.20 $30,525.60 Neil Novotny, EIT Project Engineer 69 4 276 $124.78 $35,267.28 Lead Inspector Brian Klassen 69 9 621 $205.09 $127,360.89 Inspector Abe Davis 69 9 621 $222.35 $138,079.35
TOTAL $465,658.92

2109 W. Bullard Ave., Suite 145 | Fresno, CA 93711 | www.nv5.com | office: 559.661.5220 | fax: 559.492.3457

During the performance of the contract, NV5 experienced efficiencies that reduced the overall cost of the construction management services provided. As a result of these efficiencies, a total of -($406,069.12) shall be credited to the City.

Name Classification/Title Total Hours Billing Rate Amount Kramer Walker, PE Resident Engineer -414 $324.70 -$134,425.80 John Seymour, PE Assistant R.E. -138 $221.20 -$30,525.60 Neil Novotny, EIT Project Engineer -276 $124.78 -$35,267.28 Lead Inspector Brian Klassen -621 $205.09 -$127,360.89
Inspector Abe Davis -353 $222.35 -$78,489.55
TOTAL -$406,069.12
A net amount of $59,589.80 is requested for the extended project completion.

SUMMARY
Based on the contract scope changes described above, NV5 requests a contract amendment of $59,887.03 to complete the Task Order #5 services for the project, summarized as follows:

Item # Description Amount
#1 Delays to Project Completion Date $59,589.80
#2 Additional Escalation $297.95
Exhibit 10-H1 Rounding (-$0.72)
TOTAL $59,887.03

NV5 has been and will continue to manage staff hours to help with budget efficiency while providing the required level of services through the remaining construction and post-construction activities.

We appreciate your attention and consideration to this matter. If you have any questions or need additional information, please feel free to call me at (559) 240-5494.

Sincerely,
NV5, Inc.

Kramer Walker, P.E.

Construction Manager

Local Assistance Procedures Manual Exhibit 10-H1
Cost Proposal
Note: Mark-ups are Not Allowed
Consultant
Project No. 23-067 BP 3 Contract No. 2024-111 Task Order #5B Date 3/2/2026

DIRECT LABOR
Hours Actual Hourly Rate Total
0 $124.77 $0.00
0 $85.00 $0.00
0 $47.95 $0.00
0 $47.40 $0.00
0 $84.06 $0.00
0 $78.81 $0.00
268 $85.44 $22,897.92
0 $80.00 $0.00
268

LABOR COSTS
a) Subtotal Direct Labor Costs $22,897.92
b) Anticipated Salary Increases (see page 2 for calculation) $114.49 c) TOTAL DIRECT LABOR COSTS [(a) + (b)] $23,012.41

FRINGE BENEFITS
d) Fringe Benefits (Rate: 0.00% ) e) Total Fringe Benefits [(c) x (d)] $0.00

INDIRECT COSTS
f) Overhead (Rate: 136.58%
) g) Overhead [(c) x (f)] $31,430.35
h) General and Administrative (Rate: 0.00% ) i) Gen & Admin [(c) x (h)] $0.00

j) Total Indirect Costs [(e) + (g) + (i)] $31,430.35
FIXED FEE (Profit)
q) (Rate: 10.00% )
k) TOTAL FIXED PROFIT [(c) + (j)] x (q)] $5,444.28
l) CONSULTANT'S OTHER DIRECT COSTS (ODC) - ITEMIZE (Add additional pages if necessary) Quantity Unit Unit Cost Total
0 Calendar Day $120.00 $0.00
TBD TBD ACTUAL $0.00
l) TOTAL OTHER DIRECT COSTS $0.00
m) SUBCONSULTANT'S COSTS (Add additional pages if necessary) Subconsultant 1: BSK (Material Testing) $0.00
Subconsultant 2: UNICO (QA Survey) $0.00
m) TOTAL SUBCONSULTANTS $0.00
n) TOTAL OTHER DIRECT COSTS INCLUDING SUBCONSULTANTS [(l)+(m)] $0.00 TOTAL COST [(c) +(j) + (k) + (n)] $59,887.03
NOTES:

1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.

2. The cost proposal format shall not be amended. Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and established by a cognizant agency or accepted by Caltrans.

3. Anticipated salary increases calculation (page 2) must accompany.

EXHIBIT 10-H1 COST PROPOSAL

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (DESIGN, ENGINEERING AND ENVIRONMENTAL STUDIES)
NV5, Inc.

Classification/Title Name
CM / Resident Engineer Kramer Walker, PE*
Project Engineer Neil Novotny, EIT
Assistant Resident Engineer John Seymour, PE*
Labor Compliance Officer Marty Sanchez
Lead Inspector Matt Ramsey**
Inspector Abe Davis**
Inspector Brian Klassen**
Backup Assistant RE Kolton Walker, PE
Description of Item
Per Diem
Arborist Services

Local Assistance Procedures Manual Exhibit 10-H1
Consultant Contract No. 2024-111 Task Order #5B Date 3/2/2026

1. Calculate Average Hourly Rate for 1st year of the contract (Direct Labor Subtotal divided by total hours) Avg Hourly 5 Year Contract
Rate Duration
$22,897.92 = $85.44 Year 1 Avg Hourly Rate
Avg Hourly Rate
Year 1 $85.44 + = $89.71 Year 2 Avg Hourly Rate
Year 2 $89.71 + = $94.20 Year 3 Avg Hourly Rate
Year 3 $94.20 + = $98.91 Year 4 Avg Hourly Rate
Year 4 $98.91 + = $103.85 Year 5 Avg Hourly Rate
Year 5 $103.85 + = $109.05 Year 5 Avg Hourly Rate
Total Hours
per Year
Year 1 90.00% * = 241.2 Estimated Hours Year 1
Year 2 10.00% * = 26.8 Estimated Hours Year 2
Year 3 0.00% * = 0.0 Estimated Hours Year 3
Year 4 0.00% * = 0.0 Estimated Hours Year 4
Year 5 0.00% * = 0.0 Estimated Hours Year 5
Total 100% = 268.0
Year 1 $85.44 * = $20,608.13 Estimated Hours Year 1
Year 2 $89.71 * = $2,404.28 Estimated Hours Year 2
Year 3 $94.20 * = $0.00 Estimated Hours Year 3
Year 4 $98.91 * = $0.00 Estimated Hours Year 4
Year 5 $103.85 * = $0.00 Estimated Hours Year 5
= $23,012.41
= $22,897.92
= $114.49 Transfer to Page 1
NOTES:
1 This is not the only way to estimate salary increases. Other methods will be accepted if they clearly indicate the % increase, the # of years of the contract, and a breakdown of the labor to be performed each year. 2 An estimation that is based on direct labor multiplied by salary increase % multiplied by the # of years is not acceptable. (i.e. $250,000 x 2% x 5 yrs = $25,000 is not an acceptable methodology) 3 This assumes that the year one rates expire 03/31/26 and salary increases due to escalation are effective 04/01/26. 4 Calculations for anticipated salary escalation must be provided.

EXHIBIT 10-H1 COST PROPOSAL Page 2 of 3

ACTUAL COST-PLUS-FIXED FEE OR LUMP SUM (FIRM FIXED PRICE) CONTRACTS (CALCULATIONS FOR ANTICIPATED SALARY INCREASES)
NV5, Inc.

Direct Labor Subtotal Total Hours
5%
per Cost Proposal per Cost Proposal
268

2. Calculate hourly rate for all years (Increase the Average Hourly Rate for a year by proposed escalation %) Proposed Escalation
5%
5%
5%
5%
Total

3. Calculate estimated hours per year (Multiply estimate % each year by total hours) Estimated % Total Hours
Completed Each Year per Cost Proposal
268.0
268.0
268.0
268.0
268.0

4. Calculate Total Costs including Escalation (Multiply Average Hourly Rate by the number of hours) Avg Hourly Rate Estimated hours Cost per Year(calculated above) (calculated above) Direct Labor Subtotal before Escalation
Estimated total of Direct Labor Salary Increase
241
27 0
0 0
Total Direct Labor Cost with Escalation

Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Certification of Direct Costs:

I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the contract terms and the following requirements:

1. Generally Accepted Accounting Principles (GAAP)

2. Terms and conditions of the contract

3. Title 23 United States Code Section 112 - Letting of Contracts

4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures

5. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of Engineering and Design Related Service

6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable) Prime Consultant or Subconsultant Certifying:

Name: Lori Goodwin Title *: Senior Vice President
Signature : Date of Certification (mm/dd/yyyy): 3/2/2026 Email: [email protected] Phone Number: 559-661-5228
Address: 2109 West Bullard Avenue, Suite 145, Fresno, CA 93711 * An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent the financial information utilized to establish the cost proposal for the contract.

List services the consultant is providing under the proposed contract:

Construction Management Services
EXHIBIT 10-H1 COST PROPOSAL Page 3 of 3
All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be retained in the project files and be in compliance with applicable federal and state requirements.

Costs that are noncom pliant with the federal and state requirements are not eligible for reimbursement.

Local governments are responsible for applying only cognizant agency approved or Caltrans accepted Indirect Cost Rate{s).

LPP 15-01

January 2018

City Council Staff Report
March 24, 2026

From: Christopher Fisher, Municipal Services Director
Prepared by: Janine Lee, Associate Engineer
Agendized by: Gary Hampton, Interim City Manager

1. ACTION RECOMMENDED:

Motion: Awarding bid and approving an Agreement with Ace-High Engineering, of Brentwood, California, in the amount of $295,746.00 and authorizing a construction contingency amount of $29,574.00 (10.0%) for the construction of City Project No. 25-063 "Geer Road Water Valves Replacement" to be funded by Fund 420 "Water Enterprise"

Resolution: Determining the award of bid for the construction of City Project No. 25-063 “Geer Road Water Valves Replacement” is exempt from the provisions of CEQA in accordance with Section 15302 (Replacement or Reconstruction) of the CEQA Guidelines

2. NARRATIVE:

The purpose of City Project No. 25-063 "Geer Road Water Valves Replacement" is to replace existing gate valves identified by City staff as being partially or fully inoperable prior to the rehabilitation of the asphalt concrete road segments on Geer Road between Wayside Drive and Hedstrom Road which are part of the Roads Program construction projects.

The main elements of the scope of work for this project consist of:
• Replace 19 existing gate valves (various sizes)
• Adjust frames and covers to grade
• Trench restoration

City staff advertised this project on February 21st, 2026 through the Turlock Journal and on the City’s website for construction projects. On March 9th, six (6) bids were received. Ace- High Engineering of Brentwood, California, was the lowest responsible bidder with a base bid amount of $295,746.00.

Bid Summary:

Staff reviewed the bids for bidder responsiveness and responsibility and recommends