Biketober Newcastle 2021 A behaviour change program to get more people riding bikes in Newcastle Local Website Proposal City of Visalia RFP No. 25-26-37 Professional Services for Active Transportation Plan (ATP) Non-Infrastructure Programs A Proposal from Love to Ride
VISALIA
4 Table of Contents Section A - Cover Letter ..................................................................................................................... 2 Section B - General Information ......................................................................................................... 5 Executive Summary ............................................................................................................................ 8 Section C – Organization, Staff Qualifications & Proposed Approach .............................................. 11 C.2 Project Management Approach .................................................................................................. 20 C.3 Key Personnel, Alignment, and ATP/CTC Expertise ................................................................. 22 C.4 Project Approach, Scope of Work, City Participation ................................................................. 24 C.4.2 Phase I – Completed Work .................................................................................................... 25 Section D - Related Experience ........................................................................................................ 48 Section E - Proposal Fee Structure As required by the RFP the proposed fee structure is included with the unbound original in a sealed envelope. ............................................................................... 54 Section F - Conflict of Interest .......................................................................................................... 55 Required Forms, Certifications, Signatures ...................................................................................... 56 Appendix A – Phase I Documentation and Draft Schedule 25Ds ..................................................... 57 Appendix B – Resumes of Key Personnel ........................................................................................ 58 Appendix C – Digital Tools ............................................................................................................... 59 Appendix C - Digital Tools Supporting Program Delivery ................................................................. 60 5 Section B - General Information B.1. Firm Information • Firm Name: Love to Ride, LLC • Business Address: 8735 Dunwoody Place, Suite N, Atlanta, GA 30350 • Telephone Number: (310) 906-7897 • Fax Number: N/A • Email Address: [email protected] B.2 Proposal Contacts • Primary Proposal Contact: o Name: Thomas Stokell o Title: Chief Executive Officer o Phone: (470) 509 4032 or (310) 906-7897 o Email: [email protected] • Secondary Proposal Contact: o Name: Laura Cisneros o Title: Senior Account Executive o Phone: (512) 750-9584 o Email: [email protected] B.3 City Contract Point of Contact Proposal-level coordination will be handled by Love to Ride’s Proposal Contact. Day-to-day project management, staffing, and delivery roles are described in Section IV.C – Organization, Staff Qualifications, and Proposed Project Approach.
B.4 Type of Organization • Type: Limited Liability Company (LLC) • Small Business: Yes • Minority-Owned Business: No • Women-Owned Business: No B.5 Tax and Business Registration Information • Federal Tax Identification Number: 47-311-9436 • City of Visalia Business Tax Certificate: Application will be completed prior to commencement of work in accordance with City requirements. 6 B.6 Owners, Officers, and Key Personnel • Owner / Officer: o Thomas Stokell – Chief Executive Officer • Key Personnel: o Thomas Stokell – Chief Executive Officer o Laura Cisneros – Senior Account Executive o Will Caiger – Projects Director o Amy Couch – Project Manager o Laurence Boon – Product Manager (Resumes and detailed role descriptions are provided in Section IV.C and accompanying attachments.) B.7 Department of Industrial Relations (DIR) Registration • DIR Registration Number: 1000965306 B.8 Insurance Information • Workers’ Compensation Carrier: The Hartford • General Liability Carrier: CFC Underwriting Limited • Automobile Liability Carrier: N/A • Errors & Omissions Carrier: CFC Underwriting Limited (Proof of insurance and policy details will be provided in accordance with City contract requirements.) B.9 References • Bennett Foster Atlanta Regional Commission [email protected] • Emanuel Andrews Houston-Galveston Area Council [email protected] • Matt Miller Ecology Action – Santa Cruz [email protected]
7 B.10 Subconsultants Love to Ride will engage the subconsultants and advisory partners identified in this proposal to provide local and subject-matter expertise in support of delivery of the City of Visalia’s ATP Non-Infrastructure Program outputs. These subconsultants support specific functions such as local technical guidance, community-based outreach, bicycle safety education, and subject-matter advisory services. All subconsultants will operate under Love to Ride’s direction and within City-approved scopes of work. Love to Ride will serve as the Prime Consultant and retain full responsibility for project coordination, quality control, reporting, and compliance with all City of Visalia and California Transportation Commission requirements. Subconsultant information will be finalized and provided prior to contract execution in accordance with RFP requirements. 8 Executive Summary Love to Ride is excited and ready to partner with the City of Visalia, local organizations, and community members across the Highland, Santa Fe, and Goshen project areas to deliver the ATP Cycle 7 Non-Infrastructure Program. This is a multi-year, multi-grant investment with high expectations for compliance, coordination, and measurable results. The proposed approach aligns directly with the Scope of Services and Required Services outlined in the RFP and reflects the City’s stated objectives for equitable, data-driven, and deliverable-focused non-infrastructure programming. This investment provides a meaningful opportunity to deliver measurable increases in walking and bicycling while maximizing the return on ATP funds across all three project areas. Love to Ride has carefully reviewed the RFP requirements, CTC guidance, approved program outputs, and project constraints to develop a delivery approach that is achievable, compliant, and low risk.
Phase I: Output Revisions and CTC Readiness Love to Ride has completed Phase I of this project by developing evidence-based, ATP-compliant recommendations for revised outputs and scopes. We have provided clear rationale for each recommended change and provided full draft the text that can be utilized in Exhibit 25-D forms. Our goal is to make the delivery of this project as easy as possible for the City of Visalia. To that end, we have drafted the copy the three Exhibit 25-D (one for each project area) that the city can review and edit as they see fit for submission to the CTC. We have carefully considered the aims of the project, the original output levels, scope and budget allocations, alongside 1) input from our local partners and our team members with expertise in NI program delivery (best practices and what actually works); and 2) a data-led understanding of the realities of each project area, e.g. how many schools are in each area and their catchment areas. We have developed revised output numbers and a scope that is needed to successfully deliver the project and which balances feasibility of delivering the outputs and the best use of the available budget.
Phases II and III: Implementation Approach Following CTC approval, Love to Ride proposes a cost-effective and fully compliant plan for delivering Phases II and III. The approach integrates community engagement, education, encouragement, and data-driven monitoring to achieve measurable behavior change outcomes while meeting all ATP reporting and accountability requirements. 9 Expertise and Team Love to Ride specializes in ATP non-infrastructure delivery and has direct experience implementing ATP-funded programs. Non-infrastructure program delivery is our core area of expertise. The proposed team combines national best practice with local knowledge: • Safe Routes to School Expertise: Through the Safe Routes Partnership consulting team, Love to Ride brings nationally recognized SRTS expertise that complements our in-house experience working directly with school communities. • Local Delivery Partners: Local partners, including VRPA and local contractor Mark Walls, bring deep relationships within the Visalia community. Mark trained all League Certified Instructors in Visalia, and the local team maintains strong connections with schools, community groups, workplaces, and community leaders. Additional experienced staff based in nearby Fresno bring further continuity and local understanding.
Technology and Engagement Love to Ride already operates the technology and digital tools required by the RFP, including platforms that support community engagement, safety education, data collection, mapping, and reporting. These tools allow the City to leverage proven systems without introducing procurement or implementation risk. Digital tools are intentionally integrated with real-world engagement. They support participant follow-up, ongoing education, and continued encouragement after in-person activities (such as bicycle skills classes, led rides, and community events). This integrated approach enables effective delivery, engagement and behavior change at scale across all three project areas Behavior Change and Equity Love to Ride’s approach is grounded in proven behavior change frameworks and translated into practical actions that help people shift trips from driving to walking and bicycling. Programs combine skills training, social norms, peer-to-peer encouragement, and timely prompts to achieve measurable mode shift. Our team brings extensive experience delivering place-based, equity-focused non-infrastructure programs. Outreach strategies are tailored to specific neighborhoods, schools, and populations to ensure programs are welcoming, accessible, and responsive to local needs in each project area. 10 Project Management, Compliance, and Reporting Love to Ride has robust quality assurance, fiscal management, and reporting systems in place. We are experienced in working with ATP-funded programs and public agencies that require accurate budgeting, invoicing, and audit-ready documentation. While the three ATP projects will be implemented concurrently, each will be managed, tracked, and reported as a distinct grant-funded effort, with independent cost tracking and grant-specific reporting. The proposed delivery model maintains strict project separation and accountability while reducing unnecessary duplication in outreach and administration. This approach allows efficiencies without compromising CTC compliance.
Low-Risk Delivery Love to Ride represents a low-risk, high-capacity partner for the City of Visalia, with established systems already in use on ATP-funded and comparable California public-sector programs. The systems, processes, and delivery models proposed are already in active use in communities like Visalia. No new or untested tools are required. Love to Ride is prepared to deliver this program in full compliance with ATP requirements, CTC expectations, and City of Visalia policies, delivering measurable increases in walking and bicycling and maximizing the impact of this ATP investment across all three project areas. 11 Section C – Organization, Staff Qualifications & Proposed Approach This section outlines our project team, governance approach, and phased staffing structure demonstrating that Love to Ride possessed the expertise required to successfully deliver the technical review of the Phase and the subsequent contingent planning and implementation Phases II and III.
C.1.1 Team Composition and Relevant Experience Love to Ride - Prime Consultant and Subconsultant Team Love to Ride brings the City of Visalia a team with deep experience delivering active transportation non-infrastructure programs under complex public-sector funding, reporting, and compliance requirements. Our team combines experienced Love to Ride staff with specialized subconsultants to ensure successful delivery under complex public-sector funding, reporting, and compliance requirements. We have experience in delivering ATP-aligned programs in California and comparable large-scale, multi-jurisdictional initiatives nationally, where successful delivery depends on navigating different communities and local conditions, successful community engagement, and strict compliance and reporting requirements.
Love to Ride – Prime Consultant Experience Love to Ride has delivered active transportation encouragement, safety education, and community engagement programs for public agencies across California, including ATP-aligned work in Santa Cruz, Shasta County, and San Diego. In these jurisdictions, Love to Ride worked within established Active Transportation Program frameworks to support non-infrastructure outputs tied to behavior change, safety outcomes, and participation growth. These programs required coordination with city and county staff, school partners, advocacy organizations, and regional agencies, as well as adherence to defined scopes of work, timelines, and reporting expectations. Across these California programs, Love to Ride has repeatedly managed delivery in environments with overlapping jurisdictions and governance structures. This has included coordinating activities across multiple corridors, neighborhoods, and school catchments while maintaining consistency in documentation and performance measurement. Love to Ride’s experience in these settings directly informs its approach to Visalia’s three-area ATP Non-Infrastructure program, where localized delivery must be balanced with centralized accountability and reporting. Beyond California, Love to Ride has led and supported some of the most complex active transportation behavior change programs in the United States. This includes a region-wide program for the Houston-Galveston Area Council spanning 13 counties, as well as a multi-jurisdictional regional program in the Atlanta metropolitan area. These initiatives required coordination across numerous cities, counties, employers, and partner organizations, each operating under different 12 procedures and expectations. Love to Ride managed complex financial tracking, task-level cost documentation, and structured reporting to support reimbursement-based funding, agency oversight, and audit readiness. This experience demonstrates Love to Ride’s ability to operate effectively within complex government systems and deliver compliant, defensible outcomes at scale.
Subconsultants and Advisory Partners – Relevant Experience As Prime Consultant, Love to Ride integrates strategic subconsultants to maximize local impact while maintaining sole accountability for project success. We assume full responsibility for coordination, quality assurance, reporting, and strict adherence to all City of Visalia and California Transportation Commission (CTC) requirements (p. 8). Compliance Note: All proposed partners are registered with the California Department of Industrial Relations (DIR) in accordance with RFP p. 2. Final subconsultant details will be confirmed prior to contract execution.
Safe Routes Partnership – School-Based and Youth-Focused Program Delivery (20+ years of experience) Safe Routes Partnership (SRP) brings more than 20 years of experience delivering school-based transportation safety education and Safe Routes to School–aligned programming. SRP has worked extensively with schools, school districts, and public agencies to coordinate assemblies, rodeos, and family-focused education efforts that require careful scheduling, adherence to school protocols, and compliance with public funding requirements. This experience is directly applicable to ATP Non-Infrastructure programs that include student and family engagement as core outputs and ensures that school-based activities are delivered efficiently and documented accurately.
VRPA – Local and Place-Based Community Engagement (37 year’s experience) VRPA contributes experience in localized outreach, partner coordination, and community activation in support of active transportation programs delivered in collaboration with public agencies. VRPA’s work has involved operating within municipal and regional program structures, supporting neighborhood-level engagement while aligning with broader agency goals, timelines, and documentation standards. This experience strengthens the team’s ability to deliver place-based engagement in Visalia’s project areas while maintaining consistency with ATP reporting and compliance requirements.
13 Mark Wall – ATP and Active Transportation Program Advisory and Delivery Support (40+ years of experience) Mark Wall brings more than 40 years of experience in active transportation planning and program development and implementation. His background includes advising public agencies and project teams on non-infrastructure program design, interpretation of ATP-approved outputs, implementation feasibility, and documentation practices. As an advisor, Mark Wall supports alignment between approved scopes of work and real-world delivery, helping to reduce compliance risk and strengthen the defensibility of reported outcomes. Overall our team composition leverages functional expertise required by the RFP: • Active Transportation Planning & Behavior Change: Expertise in developing data-driven programs that lead to measurable mode shift and community health improvements. • Safe Routes to School (SRTS) Coordination: Specialized expertise through the Safe Routes Partnership for school-adjacent programming, education, and family engagement events. • Community Outreach & Local Coordination: Deep local knowledge and engagement capacity provided via VRPA Technologies and Mark Wall for authentic, place-based community connection. • Digital Engagement & Data Visualization: Implementation and management of a multilingual platform for increased outreach, data collection, and mapping/geospatial functionality. • Grant Compliance & Reporting: Management of State and Federal grant-funded projects, including adherence to DIR requirements, prevailing wage standards, and rigorous performance metric reporting for the CTC.
C.1.2 Governance Structure and Accountability Project governance is organized into a three-tiered hierarchy to ensure clear authority, fiscal accountability, and compliance with California Transportation Commission (CTC) and Caltrans requirements. This structure establishes the City as the policy lead and Love to Ride as the Prime Consultant responsible for delivery and audit readiness. 14 Table C.1: Tiered Governance Tier Entity Role in Governance, Reporting, and Coordination Tier 1 City of Visalia The City of Visalia retains ultimate authority over policy direction, ATP grant administration, and formal approvals. The City will designate a Project Manager/Contract Administrator to provide oversight, review deliverables, and coordinate approvals in accordance with ATP and City requirements.
Tier 2 Love to Ride Love to Ride serves as the Prime Consultant and single point of accountability for program execution. Love to Ride is responsible for overall project management, internal team coordination, budget and schedule control, quality assurance/quality control, and compliance with California Transportation Commission (CTC), Caltrans, and City requirements.
Tier 3 Love to Ride - Delivery Love to Ride’s internal delivery team supports this role and includes program and campaign delivery, digital platform and data management, marketing and communications, and finance and compliance support. All program activities, reporting, and coordination with subconsultants are managed through Love to Ride.
Tier 4 VRPA Technologies / Safe Routes Partnership / Mark Wall Subconsultants and local partners provide specialized expertise and place-based delivery support under the direction and management of Love to Ride. Subconsultants do not contract directly with the City and operate within the scope, schedule, and quality standards established by the Prime Consultant. 15 Governance Controls & Compliance To maintain transparency, the project utilizes defined controls aligned with ATP guidelines: • Formal Approvals: Documented checkpoints for all version-controlled deliverables. • Contingent Activation: No work on Phase II or III proceeds without formal City and CTC authorization. • Change Management: All scope, schedule, or budget adjustments require City-approved amendments.
16 C.1.3 Scaled Staffing Model To support the City of Visalia’s ATP Cycle 7 Program, we utilize a Scaled Staffing Model that mirrors project phases and authorization status. This 'right-sized' approach ensures fiscal efficiency during planning while providing a robust structure for full-scale implementation. Phase I was executed by a core team of four Love to Ride staff and specialized subconsultants; this configuration remains for Phase II (contingent on CTC approval) to translate outputs into an implementable work plan.
Table C.1.a – Key Roles and Responsibilities by Phase Tier Role / Organization Key Responsibilities Phase I Phase II Phase III Tier 1 City of Visalia – Project Management
Policy oversight; ATP grant administration; review and approval of scopes, deliverables, and reporting submissions. ✔ Oversight
✔ Oversight
✔ Oversight
Tier 2 Love to Ride – Senior Project Management (Prime Consultant) Single point of accountability; project management and direction; compliance leadership; budget and schedule control; QA/QC; coordination and direction of subconsultants and advisors; CTC and City reporting. ✔ Lead
✔ Lead
✔ Lead
Tier 3 Love to Ride – Program & Campaign Delivery
Program strategy; encouragement and safety campaign design; communications planning; campaign execution; performance measurement and evaluation framework. ✔ Lead
✔ Lead
✔ Lead
17 Tier 3 Love to Ride – Technical & GIS Platform Management Oversight of digital engagement platform; campaign configuration and optimization; management of data outputs and mapped information to support reporting and planning needs. N/A ✔ Ongoing
✔ Ongoing
Tier 4 VRPA Technologies Place-based outreach coordination; stakeholder, school, and business outreach; coordination of project-area teams; logistical support for LCI-led activities; outreach documentation and participant tracking. ✔ Validation
✔ Outreach / Coordination
✔ Outreach / Coordination
Tier 4 Mark Wall – League biking Instructor (LCI)
Delivery of bicycle safety education for students and adults; bicycle demonstrations; community rides; bike trains and bike buses; activity-level documentation and participation counts. Managing other LCIs, local volunteers. Community engagement and education. ✔ Validation
✔ Advisory
✔ Coordination / Delivery
Tier 4 Safe Routes Partnership School program design guidance; youth safety education validation; alignment with Safe Routes to School best practices and school calendars. ✔ Validation
✔ Advisory
Staffing Scale by Phase (Prime, Coordination, and Delivery) 18 Category Phase II – Post-CTC Approval Phase III – Program Delivery Primary Focus Love to Ride – Prime Consultant 4 6 Project management and compliance; direction of subconsultants; ATP and CTC reporting; financial management; digital platform, data, and campaign delivery. Staffing increases during campaign design, launch, and reporting periods.
VRPA Technologies – Local Coordination 2 3 Place-based outreach coordination; school, business, and stakeholder engagement; logistical support for LCI-led activities; outreach documentation and participant tracking.
Delivery Team – Licensed biking Instructor (Mark Wall) 1 Scales with approved outputs: 1-5 Direct delivery of bicycle safety education (students and adults); demonstrations; community rides; bike trains and bike buses; activity-level documentation.
Total Active Team 7 10–15* Coordinated Non-Infrastructure delivery, documentation, and reporting, scaled to approved outputs and delivery peaks. *Delivery team effort increases during campaign periods and SRTS-related activities (i.e. Bike Rodeos), consistent with approved output quantities.
City Staffing Resource Estimates Love to Ride programs are designed to be highly efficient with minimal impact on internal City resources. We manage day-to-day operations while collaborating closely with City staff for high-level approvals and oversight. 19 Facilities and Office Locations The proposed team operates through a combination of local and national offices, enabling Love to Ride to pair place-based delivery in Visalia with experienced program management and technical support. Love to Ride Facilities: • Project Management: Love to Ride’s Project Manager is based in Austin, Texas and will provide day-to-day coordination. This includes scheduled site visits to Visalia to support City coordination, partner alignment, and key engagement activities. • Headquarters Support: Program oversight, compliance, finance, marketing, and digital platform management are supported through Love to Ride’s U.S. headquarters in Atlanta, Georgia. Additional technical and product support is provided through the firm’s international offices. • Digital Infrastructure: Love to Ride’s cloud-based engagement platform and data systems do not require City-provided office space or specialized facilities. Subconsultant Facilities • Local Support: Local, in-person activities in Visalia will be supported by Fresno-based subconsultant VRPA and Mark Wall based in the City. VRPA will utilize its local offices and community facilities, including schools, community centers, and City-approved venues, to support meetings and engagement activities. No additional facilities are required from the City of Visalia. Note that approximately 40% of the hours on this project will be spent out in the community by our on-the-ground team, engaging the community, conducting training, visiting and working with schools, leading rides, etc.
20 C.2 Project Management Approach
Project Understanding & Strategic Approach We understand that the City of Visalia is looking to streamline three separate state-funded grants into one clear, unified plan. Love to Ride’s approach aim to reduce the burden on City staff with a robust project management approach and a flexible staffing team that updates the original grant goals to fit Visalia’s needs today, making sure the program is both realistic and fully compliant.
Phased Execution Strategy Our management model aligns directly with the City's phased requirements to protect funding eligibility and ensure on-time delivery: • Phases I & II (Refinement & Approval): We employ "Backward Planning" to meet California Transportation Commission (CTC) deadlines. Our team will finalize revised outputs by March 14, 2026, to ensure inclusion in the May 14, 2026, CTC meeting agenda. • Phase III (Implementation): To maximize the grant performance period, we develop program assets during the approval window, allowing for an immediate launch once the Notice to Proceed (NTP) is issued.
Reporting & Accountability To support the City’s administrative and audit requirements, we provide: • Strategic Coordination: Regular check-ins focused on milestone progress, upcoming deliverables, and proactive risk mitigation. • Audit-Ready Documentation: Monthly progress reports and invoices link every cost directly to a specific ATP output, facilitating seamless state reimbursement. • Performance Transparency: The Love to Ride platform provides the City with real-time participation data and geographic coverage logs, ensuring all activities meet geographic and demographic targets.
21 Our Internal Quality Standards Before any report or invoice reaches your desk, it goes through our internal "clean-up" process: • The Senior Review: Our Senior Project Manager personally reviews every technical output to ensure its polished, accurate, and 100% ATP-compliant. • Financial Integrity: Our finance team cross-checks every charge against the approved Scope of Work, ensuring the City is always in a "ready-to-audit" position. • Labor & Compliance: We take the headache out of DIR registrations and certified payroll, managing those details internally so your team can focus on the program's impact.
Schedule Control & Strategic Milestones Our project schedule is structured to ensure adherence to CTC meeting calendars and Caltrans District 6 preparation timelines.
Project Milestone Target Date Compliance & Risk Mitigation Output Refinement Feb – Mar 2026 Technical Validation: Grounding proposed revisions in evidence-based data to ensure a defensible case for CTC amendment approval.
Final Filing Submission Mar 14, 2026 Schedule Buffer: Finalizing all outputs to accommodate the technical review period required by Caltrans District 6 and the Office of Federal Resources.
CTC Approval Meeting May 14, 2026 Responsive Coordination: Maintaining team availability to address technical inquiries from the Commission to ensure an uninterrupted transition to Phase III.
Program Launch June 2026 Immediate Deployment: Activating program materials developed during the approval window to maximize the summer performance period and grant life cycle. 22 Summary of Accountability This management approach provides the City with clear, defensible documentation that maintains full ATP and CTC compliance. By utilizing our Scaled Staffing Model and established Governance Structure, we ensure timely reimbursement, successful grant administration, and final closeout for all three project areas. C.3 Key Personnel, Alignment, and ATP/CTC Expertise The individuals listed below have been specifically selected for their expertise in ATP/CTC compliance, large-scale behavior change, and project accountability. This team is committed to the City of Visalia for the full duration of the contract, ensuring that the institutional knowledge gained during the refinement phases stays with the project through final closeout.
Commitment to Project Continuity We recognize that consistent leadership is vital for navigating the CTC's multi-year approval and implementation cycles. As required by this RFP, the team identified above-specifically the Senior Project Manager, Laura Cisneros-is fully committed to the City of Visalia for the entire duration of the project.
Individual Project Role & Operational Function Experience & Expertise Tenure CEO Executive Sponsor
Executive Oversight: Final authority for prime consultant accountability; approves strategic revisions and major deliverables; ensures SB 1 and ATP grant compliance and high-level policy alignment.
National Strategy Lead: 20+ years directing transportation behavior change programs, intervention evaluation and reporting. 20+ Years
Senior Project Manager
Strategic & Day-to-Day Lead: Primary City liaison; directs scope refinement and output validation; manages all day-to-day subconsultant coordination, California ATP Specialist: 8 years leading state-funded programs for Santa Cruz, San Diego, Sacramento, and Shasta County. 8 Years
23 Laura Cisneros task scheduling, and LAPM Chapter 10 compliance. Expert in navigating CTC amendment processes.
Global Project Manager Will Caiger
Implementation Manager: Oversees internal campaign delivery workflows; ensures performance metrics align with approved schedules; manages cross-team technical implementation.
Performance Expert: 5 years managing multi-phase AT programs. Specialist in translating complex grant outputs into actionable, data-driven campaign strategies. 5 Years
Technology Lead Laurence Boon
GIS & Data Integrity: Manages geospatial boundaries and platform optimization; ensures data hygiene for reporting; maps corridor-specific participation to meet ATP standards.
Systems Specialist: 4 years optimizing digital engagement platforms for public-sector clients. Ensures all data meets ATP-NI geographic reporting standards. 4 Years
Program Coordinator Olivia Wallis
Compliance Control: Manages documentation versioning; tracks campaign schedules; provides internal audit support for financial and invoice documentation.
Operations Specialist: 3 years managing compliance workflows and documentation for publicly funded programs, ensuring 100% audit readiness for grant closeouts. 3 Years
24 C.4 Project Approach, Scope of Work, City Participation C.4.1 Project Understanding and Approach Understanding the City’s Needs Love to Ride understands that the City of Visalia requires an approach that effectively delivers its three ATP Non-Infrastructure grants-responding to current community conditions while maintaining alignment with the safety, equity, and accountability commitments approved by the California Transportation Commission (CTC). Our approach addresses two immediate needs: 1. a clear, defensible refinement of the approved outputs for the Highland, Santa Fe Street, and Goshen project areas; and 2. a delivery strategy capable of implementing those outputs successfully over the life of the grants.
Integrated, Implementation-Ready Framework Drawing on national experience, California-specific ATP delivery, and local knowledge of Visalia’s neighborhoods, schools, and corridors, Love to Ride establishes an implementation-ready framework that prioritizes feasibility, documentation, and long-term impact.
Platform-Enabled, Place-Based Delivery Delivery is structured through place-based model that pairs targeted in-person engagement with a scalable platform-enabled support, education and encouragement. Local insight informs where and how activities are sequenced, ensuring that safety education, Safe Routes to School efforts, community rides, and Bicycle Friendly Driver Training directly reinforce corridor safety goals and infrastructure investments.
Behavior Change and Safety Outcomes The program strategy is grounded in proven behavior change theory and focuses on reducing barriers, building confidence, and supporting repeat participation among new and occasional users. Coordinated in-person and digital delivery ensures consistent messaging, equitable access, and reliable tracking of participation and outcomes across all project areas. 25 Data, Documentation, and Accountability Love to Ride’s digital platform supports planning-grade data collection and defensible documentation aligned with CTC reporting expectations, reducing administrative burden on City staff while strengthening program oversight and audit readiness.
Measurable, Compliant Results The result is a compliant, actively managed Non-Infrastructure program that leverages local knowledge as a force multiplier and delivers measurable outcomes tied directly to Visalia’s ATP investments. C.4.2 Phase I – Completed Work Approach to Revisions Love to Ride has completed Phase I of this project by preparing a complete, CTC-compliant set of revised ATP Non-Infrastructure outputs reflecting current implementation conditions following award of all three projects. Phase I revision work was completed as part of this proposal, consistent with the RFP and Addendum requirements. Our goal is to make the delivery of this project as easy as possible for the City of Visalia. To that end, we have drafted the copy the three Exhibit 25-D (one for each project area) that the city can review and edit as they see fit for submission to the CTC. You can find draft Exhibit 25-Ds in Appendix A. The revisions do not change project intent, goals, eligibility, geographic focus, or approved funding. All revised outputs remain fully eligible under the ATP Non-Infrastructure Program and maintain equivalent or improved community benefit. No budget is associated with Phase I work; budget estimates included in this proposal apply only to Phases II and III, which are contingent on CTC approval. The City will submit the revised outputs and required LAPG exhibits for consideration at the May 14, 2026, CTC meeting. Final scopes, schedules, and fees for Phases II and III will be negotiated and executed following CTC approval, consistent with City procurement requirements. 26 Scope Review Methodology and Rationale for Proposed Revisions The proposed revisions to the Non-Infrastructure outputs and related budget assumptions for each project area were developed through a structured, delivery-focused review process. This process aimed to ensure that approved outputs remain feasible, effective, and compliant under current implementation conditions. The CTC-approved Non-Infrastructure outputs, schedules, and budget assumptions were reviewed and amended to ensure that the program can be delivered successfully over the three-year project period. The review considered both conditions specific to each area and the practical implications of delivering all three ATP Cycle 7 projects concurrently. The review methodology included the following steps: • Review of approved ATP materials The original Cycle 7 application, CTC-approved outputs, and supporting budget assumptions were reviewed to confirm continued alignment with ATP eligibility requirements, project intent, and performance expectations. This review provided the baseline against which feasibility, delivery risk, and program effectiveness were assessed. • Best practice and local partner consultation Discussions with practitioners who understand which activities work well in practice and constitute best practice — along with those that are less impactful or more difficult to deliver effectively — were incorporated into the review. Consultation with people delivering this work in Visalia helped ensure that proposed outputs reflect both national best practice and local delivery realities. • Verification of schools and corridor conditions School locations and attendance zones within and adjacent to each project area were mapped and verified to establish an accurate count of eligible schools. This verification informed adjustments to school-based Safe Routes to School education and encouragement outputs to better align with the number of eligible sites in each project area. • Assessment of delivery feasibility and implementation risk Careful consideration was given to how many of each output is appropriate for the project area to achieve the aims of the project and also be realistically delivered over the three-year period. Participation assumptions, volunteer reliance, weather sensitivity, local context, and national best practices were evaluated to identify outputs where adjustments would improve certainty of completion without reducing overall community benefit. • Review of program quality, safety, and incentive assumptions Incentive quantities, unit costs, and safety standards were reviewed to ensure that budgeted materials — such as bicycle locks and helmets — meet their intended safety and security purpose and reflect best-practice ATP Non-Infrastructure program delivery. These reviews 27 informed refinements to budget assumptions to improve program quality, safety outcomes, and accountability. • Evaluation of coordinated delivery across three projects Following the award of all three ATP Cycle 7 projects, opportunities for coordinated planning and more cost-effective delivery were reviewed for adjacent geographies and similar output types. This evaluation sought to reduce unnecessary duplication while maintaining clear accountability, reporting, and compliance for each individual grant. This combined methodology and review process was used to develop both the revised output recommendations and the qualitative estimates of impacts on walking, bicycling, and safety presented in later sections of this document. All revised outputs remain eligible under the ATP Non-Infrastructure Program and preserve or improve the net benefits identified in the original application. Detailed output-by-output rationale and supporting corridor school mapping are provided in Appendices A and B. 28 Revisions - Project Area Context Alignment of Project Area Context – Goshen–Visalia Corridor The Goshen–Visalia Corridor serves a historically auto-oriented community and was framed in the City’s ATP application as an equity and connectivity-focused investment emphasizing safety and readiness ahead of full infrastructure completion. Mode split data confirms high auto reliance, despite average trip lengths that suggest long-term potential for shorter active trips. Prior to completion of improvements, much of the corridor functions as a higher-stress environment for bicycling. Engagement therefore prioritizes skills-building, safety education, and confidence development in lower-stress locations, particularly schools, which serve as anchors for early participation. Revisions to Goshen’s Non-Infrastructure outputs reflect this emphasis by maintaining robust school-based education and encouragement while conservatively scaling activities dependent on weather, volunteer participation, or corridor-wide comfort. Phase III delivery applies defined project boundaries and targeted messaging to support data collection and project-specific reporting.
Revised Output Table - Goshen Visalia Corridor Connection Project CTC Approved Output Originally Approved Numbers Revised Numbers for CTC Approval Bicycle Skills Classes 32 32 Community Biking Challenges 8 8 Community Demonstrations / Events 10 10 Community Bike Rides 32 24 Community (line item #5 in sheet) 12 12 Afterschool Programs 10 4 Bike Rodeos (SRTS) 8 8 SRTS Encouragement Days 8 15 School Assemblies w/ … 4 12 Schools w/ Bicycle Train Programs 2 2 A detailed explanation of the rationale behind each of the revised outputs is provided in Appendix A. 29 Highland Project Area Context and Rationale for Output Revisions The Highland project area is located within a citywide bicycling environment supported by the City of Visalia’s Safe Routes to School (SRTS) Master Plan. In its ATP Non-Infrastructure application, the City identified Highland as a school- and neighborhood-focused area, prioritizing youth safety and short local trips. The area’s flat topography, compact block structure, and school-adjacent land uses support this emphasis on short-distance, utilitarian travel that is most feasible for walking and bicycling. Travel behavior data indicates continued reliance on private vehicles, and many neighborhood streets function as higher-stress environments for people walking and bicycling. Engagement strategies therefore prioritize skills-building, safety education, and confidence development in lower-stress and controlled settings—particularly school campuses and school-adjacent environments—where participants can build familiarity and comfort before transitioning to on-street riding. Because the Highland project area includes a limited number of elementary and secondary schools, school-based programming has been calibrated to realistic participation levels and delivery capacity. While school-related and short local trips represent a subset of overall travel demand, they account for a meaningful share of trips most likely to contribute to incremental increases in walking and bicycling mode share. Prioritizing safety education, repeated exposure, and confidence development supports gradual changes in travel behavior over time, particularly for youth and families. The revised Non-Infrastructure outputs reflect this reality by aligning activity levels with achievable participation while maintaining a focus on measurable outcomes within the Highland project boundary. Revisions to Highland’s Non-Infrastructure outputs emphasize school-year–aligned programming, scalable skills education, and activities with a high degree of delivery control. Outputs that rely heavily on volunteer participation, third-party coordination, or higher on-street comfort have been conservatively adjusted to ensure feasibility and accountability. Phase III delivery supports this approach through targeted outreach and platform-enabled participation and trip tracking within the Highland project area, enabling consistent documentation of engagement levels, trip characteristics, and active transportation participation over the course of the project.
Revised Output Table - Highland Community Connectivity Project CTC Approved Output Originally Approved Numbers Revised Numbers for CTC Approval Bicycle Skills Classes 20 20 Community Biking Challenges 8 8 Community Demonstrations / Events 2 6 Community Bike Rides 32 24 30 Community (line item #5 in sheet) 12 12 Afterschool Programs 10 4 Bike Rodeos (SRTS) 32 8 SRTS Encouragement Days 32 18 School Assemblies w/ … 4 6 Schools w/ Bicycle Train Programs 4 2 Project Area Output Revisions and Rationale – Santa Fe Project Area Context The Santa Fe Street corridor is identified in the City’s ATP application as a visibility and demonstration corridor, emphasizing safety awareness and phased adoption as infrastructure improvements come online. Existing conditions remain auto-oriented, with traffic volumes and intersections contributing to higher-stress conditions for walking and bicycling. The project area includes a limited number of schools, making high-volume school-based programming impractical. Engagement therefore emphasizes scalable, controllable activities such as bicycle skills education, community challenges, outreach, and demonstration events, while calibrating school-dependent programs to realistic capacity. Revisions to Santa Fe’s Non-Infrastructure outputs reflect this approach. Phase III delivery supports targeted corridor-adjacent engagement, platform-enabled tracking, and project-specific reporting aligned with evolving corridor conditions.
Revised Output Table - Sante Fe CTC Approved Output Originally Approved Numbers Revised Numbers for CTC Approval Bicycle Skills Classes 32 32 Community Biking Challenges 8 8 Community Demonstrations / Events 10 10 Community Bike Rides 32 24 Community (line item #5 in sheet) 12 12 31 Afterschool Programs 5 1 Bike Rodeos (SRTS) 10 2 SRTS Encouragement Days 32 9 School Assemblies w/ … 5 5 Schools w/ Bicycle Train Programs 4 1 Phase I Conclusion Phase I, as required by this RFP, is complete and provide CTC-compliant revised ATP Non-Infrastructure outputs for ready submittal for CTC consideration. These revisions preserve the approved intent and eligibility and establish the foundation for post-approval Phases II and III. Draft Exhibit 25-Ds for each project area can be found in Appendix A. 32 C.4.3 Phase II - Post-CTC Approval Implementation (Contingent Work) As required under Phase I, Love to Ride has prepared and submitted draft Phase II and Phase III materials, including preliminary scopes of work, schedules, and anticipated service categories, as part of this proposal. These materials are provided for City and CTC review only and are intended to demonstrate implementation readiness and alignment with ATP requirements. All Phase II and Phase III materials submitted under Phase I are preliminary and contingent and do not represent final scopes, fees, schedules, or contractual commitments. Final refinement and confirmation will occur during Phase II, following CTC approval of the revised Non-Infrastructure outputs and in coordination with the City.
Task 1 – Scope and Fee Proposal for Post-Approval Work As required by the RFP, Love to Ride has included a preliminary Phase III scope of work, implementation approach, and planning-level fee information with this proposal for City and CTC review. Fee information is submitted under separate cover in accordance with the RFP. Following CTC approval of the revised outputs, Love to Ride will coordinate with the City and subconsultants to finalize the Phase III scope of work, fee, schedule, and deliverables in alignment with ATP eligibility requirements, approved outputs, and grant timelines. The finalized scope and fee will be incorporated into the executed agreement.
Task 2: Preliminary Schedule for Implementation Phase The preliminary schedule below outlines the anticipated post-approval implementation timeline for the City of Visalia’s ATP Cycle 7 Non-Infrastructure programs. The schedule is aligned with the anticipated California Transportation Commission (CTC) approval date of May 14, 2026, and the implementation timelines established in the approved ATP grant applications. Phase I output revisions are completed as part of this proposal and are not included as post-approval activities. Following CTC approval, the detailed Phase III implementation plan and final schedule will be refined in coordination with the City, consistent with approved outputs and CTC requirements. The schedule identifies key milestones for startup, implementation, progress reporting, and completion. 33 Task 2: Preliminary Schedule for Implementation Phase Milestone / Phase Anticipated Timing Description CTC Approval (Context) May 14, 2026 Anticipated California Transportation Commission approval of revised ATP Non-Infrastructure outputs. Phase I revisions are completed and submitted as part of the proposal and are not scheduled as post-award activities. Startup & Phase II May–June 2026 Contract execution following CTC approval; project kickoff; confirmation of roles, coordination procedures, QA/QC processes, and reporting cadence; identification and confirmation of key stakeholders and delivery partners; finalization of the Phase III implementation workplan in coordination with City staff and local partners. Phase III Program Launch June 2026 Initiation of Phase III Non-Infrastructure program delivery consistent with the approved ATP grant timelines, including platform configuration, outreach coordination, and preparation for campaign-based and ongoing program activities. Ongoing Program Implementation Years 1–3 (per grant timeline) Delivery of Phase III activities in alignment with the approved ATP grant schedules, including campaign-based encouragement programs, community outreach and education, Safe Routes to School coordination, Bicycle Friendly Driver Training, and continuous digital engagement and data collection. Progress Reporting Monthly and Campaign-Based Ongoing progress reporting to the City in accordance with CTC reporting guidelines, including monthly status updates, quarterly reports, campaign-specific participation and outcome summaries, and documentation supporting ATP accountability and compliance requirements. Annual Review & Adjustment Annually Annual review of implementation progress and outcomes to inform refinements to subsequent program cycles, consistent with approved outputs and ATP guidance. Program Completion & Closeout End of Phase III (per grant timeline) Completion of all Phase III Non-Infrastructure activities in accordance with the ATP grant schedule, including final reporting and documentation required for project closeout. 34 Task 3 – Project Management Plan In accordance with Section III.C, Phase II, Task 3 of the RFP, Love to Ride will deliver this project under the direction of a Senior Project Manager, who serves as the City’s primary point of contact and single point of accountability for scope, schedule, budget, and compliance. The Senior Project Manager oversees day-to-day coordination, subconsultant management, quality control, and CTC-aligned reporting to ensure all work remains consistent with approved ATP outputs. Project management is implemented through the governance structure, staffing model, and phased delivery approach described in Sections C.1–C.3. Love to Ride manages internal workflows and documentation while coordinating with City staff at defined approval points. Reporting, documentation, and communication practices will align with City and CTC requirements, with integration into City-preferred systems where applicable, ensuring transparent oversight and audit-ready records throughout the project.
Task 4 – Project Management and Reporting Following execution of the post-approval agreement, Love to Ride will provide ongoing project management and reporting support throughout Phase III. This includes coordination with the City’s Project Manager, regular progress meetings, preparation of progress reports and invoices, and maintenance of documentation required for ATP compliance. Reporting will be conducted in accordance with CTC reporting guidelines and will draw from platform-based participation data, campaign results, and documented in-person activities, culminating in final Non-Infrastructure reporting at project closeout.
Phase II Conclusion Upon completion of the Phase II tasks described above, the City and Love to Ride will have an approved scope, schedule, and management framework in place to support timely and compliant Phase III Non-Infrastructure program delivery following CTC approval.
C.4.5. Phase III – Program Delivery and Implementation (contingent work) Delivery Framework: How Love to Ride Delivers the Approved Scope Phase III implementation is delivered through a platform-enabled, place-based framework that integrates campaigns, outreach, safety education, community feedback, and documentation into a coordinated system of delivery. The Love to Ride digital platform and mobile app serve as the central system for engagement, communication, and reporting, including the collection of participant feedback related to comfort, safety, and riding conditions. Rather than treating each Non-
35 Infrastructure activity as a standalone task, Love to Ride deploys the approved scope through a shared operating model that ensures activities are appropriately timed, targeted, reinforced, and documented across all project areas. This framework reflects how Love to Ride has successfully delivered ATP-aligned Non-Infrastructure programs in California and nationally and is designed to support consistency, compliance, and measurable outcomes over the life of the grants.
Campaigns as the Organizing Delivery Structure Campaigns serve as the primary organizing structure for Phase III delivery. Each campaign defines the timing, audience focus, messaging, and documentation window for multiple approved outputs, including community outreach, bicycle safety education, Safe Routes to School (SRTS) activities, Bicycle Friendly Driver Training (BFDT), and the collection of community feedback. Campaign cycles provide: • Defined engagement windows for concentrated outreach, participation, and feedback • Sequenced promotion before, during, and after campaigns using the Love to Ride platform and mobile app • Consistent documentation periods for tracking outputs, participation counts, and community input Place-Based Targeting by Project Area Delivery is structured around the Highland, Santa Fe Street, and Goshen project areas using established geo-fences. Place-based targeting enables Love to Ride to: • Direct outreach, messaging, safety education, and feedback prompts to participants within each project area through the platform and mobile app • Tailor engagement based on corridor characteristics, schools, and community context • Document participation and community feedback by project area to support ATP reporting and planning use.
Community Feedback and Targeted Engagement Community feedback is collected through multiple complementary vehicles to ensure broad participation and accessible input. Feedback vehicles include: • Anonymous online and in-app surveys and prompts 36 • In-app route comfort and incident reporting • Direct email outreach and follow-up • In-person surveys and interviews conducted at community events and activities All feedback is summarized at an aggregate level to support defensible reporting and planning-level analysis. Targeted engagement tools are used to: • Prompt participation and feedback through announcements, email outreach, and app-based notifications • Re-prompt individuals who have not responded during active delivery periods • Reinforce key safety and behavior messages for participants who have engaged Integration of Safety Education, SRTS, and Feedback Bicycle safety education, SRTS activities, and community feedback collection are integrated within the broader delivery framework rather than delivered as isolated efforts. Safety education content and BFDT promotion are surfaced through the Love to Ride platform and mobile app during campaigns, while feedback tools are used to capture participant experience related to school routes, family riding conditions, and perceived safety near schools. SRTS delivery is coordinated through school profiles and family-facing tools, supporting youth safety education, family participation, and school-specific feedback aligned with campaign schedules.
Coordinated Digital and In-Person Delivery Phase III delivery pairs Love to Ride’s digital platform and mobile app with in-person activities led by local partners. The platform and app serve as the primary systems for promotion, registration, communication, feedback collection, and documentation, while in-person activities provide visibility, trust-building, and hands-on engagement.
37 C.4.6 Scope of Work Task 1 Campaign Planning Campaign Planning and Delivery Approach Leveraging the capabilities described in the Delivery Framework, Love to Ride will develop coordinated campaign plans to guide Phase III delivery of the CTC-approved Non-Infrastructure outputs identified in Attachment G. Campaign planning will be anchored by the Love to Ride Visalia website (the Site), which serves as the community-facing front end of the engagement platform and the primary vehicle for campaign promotion, participation tracking, and ATP-compliant documentation. The Site will be configured with geotargeted boundaries that include: (1) a citywide boundary inclusive of the Goshen community, and (2) discrete project-area boundaries for Highland, Santa Fe Street, and the Goshen–Visalia Corridor, to be finalized in coordination with City staff following approval. This structure supports both community-wide engagement and project-level accountability. Campaigns will be seasonally sequenced to provide sustained encouragement throughout the year, with an emphasis on foundational rider confidence, skills, and comfort as precursors to regular bicycling for everyday transportation. Campaign planning will explicitly account for variation in rider experience, perceived traffic stress, and corridor conditions across project areas to ensure that proposed activities are feasible, targeted, and aligned with approved output quantities. As part of campaign planning, Love to Ride will define how digital campaign components and complementary in-person activities are coordinated during implementation, while reserving specific delivery methods for subsequent Phase III tasks. Planning outputs will consist of implementation-ready campaign frameworks that support consistent delivery, transparent oversight, and defensible CTC reporting following Notice to Proceed.
Proposed Annual Campaign Structure Love to Ride recommends three annual campaigns to establish a consistent, behavior-change-driven program rhythm while responding to seasonal riding patterns. Two community-wide campaigns will be scheduled during higher-participation months and designed to engage organizations and schools. These campaigns leverage team-based participation and institutional partners to recruit new and occasional riders, normalize bicycling as a transportation option, and efficiently deliver education, encouragement, and data collection at scale. A third campaign in December will focus on individual rider safety and encouragement, when participation is more personal and conditions present higher risk. This campaign emphasizes short trips, visibility, and safety skills to support rider confidence during lower-daylight months while continuing to generate meaningful safety and network feedback. 38 Annual Campaign Calendar • Bike Month (May) • Walk & Biketober (October) • Winter Wheelers (December) Campaign Components and Documentation Each campaign will include the development and delivery of the following core components, structured to align with ATP reporting requirements. Campaign Project Plan A tactical plan defining: • Launch and promotion timelines • Target audiences, partners, and influencers • Outreach and communication strategies • Milestones and performance tracking measures Community Engagement and Documentation Targeted strategies to engage: • Project-area schools, organizations, and businesses • Identified community stakeholders Each campaign will generate a summary documenting: • Total participation and organization participation • Participation by project area • Engagement with priority populations • Outreach logs and activity records 39 Platform- and Campaign-Centered Delivery Campaigns will be planned and delivered through the Love to Ride Visalia platform, which serves as the central hub for engagement and documentation, including: • Community-facing campaign pages with aggregated participation metrics, challenges, and leaderboards • Individual, school, employer, and organization profiles to support peer encouragement • Partner-facing dashboards and data exports to document approved outputs and performance measures • Integration of in-person activities—such as safety workshops, school programs, and community events—as campaign-supported components Behavior Change, Safety, and SRTS Integration Campaigns will apply evidence-based behavior change methods, including audience segmentation, targeted encouragement, and gamified challenges, to support new and occasional riders. Bicycle safety education will be incorporated as a core campaign component through digital content, in-person workshops, and documented participation aligned with approved outputs. Safe Routes to School (SRTS) activities will be integrated through Walk and Ride to School campaigns, including youth safety workshops, family engagement challenges, and school-specific profiles. All SRTS activities will be documented in alignment with approved outputs and ATP reporting requirements.
Privacy, Coordination, and Evaluation Campaign delivery will respect participant choice and privacy through voluntary participation, non-GPS options, and the use of aggregated, anonymized data for reporting. Love to Ride will coordinate with the City and project partners to identify key stakeholders by project area and support periodic coordination touchpoints before, during, and after campaigns. This approach strengthens local capacity, supports continuous improvement, and maintains alignment with approved outputs and City priorities. For each campaign, Love to Ride will track KPIs aligned with ATP requirements, including participation by project area, transportation-related trips, safety and SRTS participation, and school and employer engagement. Results will be summarized through required progress reports using platform data, surveys, manual reporting, and documented in-person attendance. 40 Task 2 – Community Outreach, Engagement, Education Love to Ride will deliver coordinated community outreach and education activities that expand participation in active transportation, strengthen bicycle safety and confidence, and generate documented community feedback aligned with approved ATP Non-Infrastructure outputs. Task 2 activities are delivered through the Phase III delivery framework, combining campaign-based digital engagement with place-based, in-person programming across the Highland, Santa Fe Street, and Goshen project areas.
Community Outreach - Community-Led and Digitally Supported Our outreach strategy is that community outreach is delivered through a balanced model that pairs Love to Ride’s digital platform and mobile app with in-person, community-led engagement. Digital tools support coordination, communication, feedback collection, and documentation, while project-based in-person teams support local activities remain central for trust-building, relationship development, and participation among communities that prefer or require non-digital engagement. Participation in digital tools is voluntary. Love to Ride does not require GPS tracking, and individuals may participate through manual reporting or in-person activities without creating digital profiles. This approach respects participant privacy and acknowledges that some populations are sensitive to tracking technologies or prefer low-barrier participation options.
Outreach, Marketing, and Promotion Each campaign is supported by a complete, customized marketing and promotions package designed to reach priority audiences and support participation across delivery channels. Campaign-specific outreach includes: • Branded social media and print materials tailored by audience and project area. • Geotargeted announcements, email outreach, and app-based notifications aligned with the Highland, Santa Fe Street, and Goshen project areas to ensure messages are locally relevant. • Targeted messaging sequenced by campaign phase (pre-campaign, active delivery, and follow-up) to support recruitment, participation, and reinforcement. • Multilingual outreach materials and translated content to reduce participation barriers. • Partner-ready toolkits - including flyers, posters, social media assets, employer tools, presentations, and short-form digital content-to extend reach through trusted local channels.
41 Marketing and promotion are coordinated with in-person activities so that digital outreach reinforces, rather than replaces, community presence. All marketing, promotional, and outreach materials will be developed in coordination with the City and project partners and will be subject to City review and approval prior to public release, consistent with applicable branding, accessibility, and ATP program guidelines.
Outreach and Education Activities Outreach and education activities will include: • Community-led rides and demonstrations designed to build rider comfort and introduce local routes. • Bicycle safety education workshops and pop-up events delivered in coordination with local partners. • School-based Safe Routes to School (SRTS) activities, including assemblies, family events, bike buses, and walk-and-roll activities. • Distribution of multilingual educational and promotional materials through schools, community organizations, and events. • Embedded project-area–based delivery teams that combine local outreach coordination, bicycle safety education, and trusted community partnerships. Participation in in-person activities is documented through attendance logs, brief surveys, and optional digital check-ins to support ATP-compliant tracking.
Community Feedback Collection Community feedback is embedded into outreach and education activities to capture participant experience and planning-relevant insight. Feedback tools include brief, accessible surveys delivered digitally or in person to collect information on: • Rider comfort and confidence • Perceived safety and route conditions • Barriers to participation and opportunities for improvement Where appropriate, feedback prompts are geotargeted by project area or corridor to support location-specific insights while maintaining participant anonymity. Results are summarized at an aggregate level to support documentation, evaluation, and planning use.
42 Safe Routes to School (SRTS) Outreach SRTS outreach is delivered through Love to Ride’s Walk and Ride to School programming and aligned with campaign schedules and school calendars. Activities focus on youth safety education, family engagement, and demonstration of safe school connections. School profiles support participation tracking and school-level feedback summaries for reporting.
Documentation and Reporting All outreach, education, marketing, and feedback activities under Task 2 are documented through the Love to Ride platform and supplemented with documented in-person records. Documentation includes participation counts, event tallies, outreach records, and aggregated, location-aware feedback related to safety, comfort, and barriers, supporting approved Non-Infrastructure outputs and required progress reporting.
Task 3 - Bicycle Friendly Driver Training Love to Ride existing Bicycle Friendly Driver Training (BFDT) that will delivered as a coordinated campaign-supported safety activity throughout Phase III. Training will be promoted citywide through the Love to Ride platform and marketing channels, integrated with school- and community-based outreach, and reinforced through targeted safety messaging focused on school zones and Safe Routes to School priorities. Delivery will include digital training modules, promotional and point-of-sale materials, and documented participation aligned with approved ATP outputs.
Task 4 - Promotion Content Development Love to Ride will develop and manage outreach and campaign materials to support all program components, building on the marketing and communications framework described earlier in this proposal. Promotional content will be designed to reinforce campaign participation, safety education, and behavior change outcomes across all project areas. Materials will apply proven behavioral science and nudge theory principles to encourage workplace-, school-, and team-based participation, and will incorporate campaign visuals such as maps, trip summaries, and aggregated heat maps to demonstrate program impact and reinforce social norms. All promotional materials will be produced in English and Spanish, with additional languages provided as appropriate based on community needs, consistent with Love to Ride’s multilingual platform and outreach approach. 43 Task 5 Data Collection and Digital Platform Love to Ride will provide and manage a multilingual digital platform and mobile application that serves as the backbone for Phase III engagement, behavior change programming, and ATP-compliant data collection. The platform is designed specifically for Active Transportation Non-Infrastructure programs and is used by jurisdictions across California to support participation, safety education, and planning insight. The platform enables residents to register, participate in campaigns, and receive targeted encouragement to begin riding or increase riding frequency. Engagement is driven by proven behavior change strategies, including audience segmentation, personalized nudges, and social reinforcement through individual, school, employer, and organization-based challenges hosted on the Love to Ride Visalia website. The platform will collect aggregated rider, trip, demographic, and behavioral data through voluntary participation, surveys, and in-app prompts. Planning-focused features include customizable dashboards, self-service reporting, and geospatial tools such as route comfort ratings and aggregated heat maps to support infrastructure evaluation and program oversight. All platform components—including the website, mobile application, communications, and surveys—will be available in English and Spanish, with additional languages supported as appropriate. Platform use, data collection, and reporting will align with approved ATP outputs, City privacy expectations, and CTC reporting requirements. Please see ‘Appendix C – Digital Tools’ to learn more about how the Love to Ride platform, including our app, mapped data dashboard, community- and school-based challenges work.
44 Phase III Delivery - NI Outputs, Deliverables, and Responsibilities Task Subtask Digital Delivery / In-Person Delivery NI Outputs Deliverables Responsible Campaign Planning 1.1 Digital: Configure campaigns; activate individual, business, school, and organization profiles; publish announcements and challenges. In-person: Campaign branding applied to in-person activities and outreach.
Community campaigns Campaign plans; configured platform campaigns; active profiles; announcement records Love to Ride
1.2 Digital: Maintain year-round profiles; schedule seasonal campaigns and announcements. In-person: Align campaign timing with community and school calendars.
Annual NI schedule Campaign calendar; seasonal sequencing plan Love to Ride
1.3 Digital: Segment profiles by rider type and geography; track KPIs and metrics. In-person: Incorporate insights from in-person participation and feedback.
Performance measures KPI framework; rider segmentation summary Love to Ride; Mark Wall
45 Outreach & Education 2.1 Digital: Use organization, school, and business profiles; publish outreach announcements. In-person: Partner-led outreach, Safe Routes events, and field activities.
Community outreach Contact lists; outreach logs; announcement records Love to Ride; VRPA
2.2 Digital: Promote rides; manage registration and reminders. In-person: Facilitate and deliver community rides.
Community rides Attendance counts; ride summaries; feedback logs VRPA; Love to Ride
2.3 Digital: Deploy surveys and in-app prompts. In-person: Collect in-person and post-event feedback.
Community input Survey results; comfort and confidence tallies Love to Ride / VRPA / Mark Wall
2.4 Digital: Promote SRTS activities; manage school profiles and challenges. In-person: Deliver school assemblies, workshops, and family events.
Safe Routes activities School participation counts; event tallies VRPA; Love to Ride
Driver Training 3.1 Digital: Promote BFDT via announcements and profiles. In-person: Distribute POS driver safety materials, including DMV flyers.
Driver safety education Training schedules; promotion records; POS materials Love to Ride
46 3.2 Digital: Deliver BFDT via mobile app and online modules. In-person: Instructor-led or facilitated sessions where applicable.
BFDT sessions Completion counts; digital participation records Love to Ride; Mark Wall
3.3 Digital: Reinforce driver safety through campaigns and in-app messaging. In-person: Reinforcement through partner-led education and materials.
Driver safety outreach Engagement metrics; outreach summaries Love to Ride Content & Materials 4.1 Digital: Host and distribute digital safety and encouragement materials. In-person: Print and distribute materials at events and schools.
Safety & Safe Routes materials Materials inventory; digital and physical assets Love to Ride; Mark Wall
4.2 Digital: Deliver multilingual content digitally via profiles. In-person: Distribute translated printed materials.
Multilingual outreach Language counts; distribution records Love to Ride
4.3 Digital: Generate maps, heatmaps, and visuals from aggregated data. In-person: Use visuals in meetings and community presentations.
Mapping outputs Maps; data summaries Love to Ride
47 Data & Reporting 5.1 Digital: Maintain active profiles and participation tracking. In-person: Capture participation from in-person activities.
Digital platform Active profile counts; participation summaries Love to Ride
5.2 Digital: Collect trip and demographic data digitally. In-person: Manual reporting and attendance tallies.
Usage data Trip counts; demographic summaries Love to Ride
5.3 Digital: Produce dashboards and exports for ATP reporting. In-person: Integrate documented in-person activity records.
NI reporting Campaign reports; output tallies Love to Ride
5.4 Digital: Provide online training and admin tools for City staff. In-person: Facilitated training as needed.
Admin support Training records; support logs Love to Ride
5.5 Digital: Track schedules, documentation, and reporting. In-person: Coordination meetings and close-out activities.
Grant compliance Progress reports; final NI documentation Love to Ride
48 Section D - Related Experience Love to Ride has delivered non-infrastructure active transportation programs for cities, MPOs, and regional agencies across the U.S. that are comparable in scope, funding structure, and compliance requirements to the City of Visalia’s ATP Cycle 7 projects. Our experience includes ATP-funded and federally assisted programs requiring defined outputs, multi-year delivery, school-based education, community engagement, data reporting, and coordination with local partners. In California specifically, we have worked in the following areas, which span small cities to large metropolitan areas to more rural communities. • Santa Cruz • Shasta County • Ventura • The Bay Area • Sacramento • San Diego Santa Cruz, CA Long-Term ATP Non-Infrastructure Program Delivery Client: Ecology Action (on behalf of the Regional Transportation Planning Agency) Funding Source: California Active Transportation Program (ATP) – Non-Infrastructure Program Duration: Since 2018 (9 years) Project Overview Since 2018, Love to Ride has served as the long-term program backbone for Santa Cruz’s ATP-funded non-infrastructure efforts, supporting Ecology Action in delivering sustained, community-wide bike encouragement and safety programming on behalf of the RTPA. The program has operated continuously across multiple ATP cycles, maintaining consistency while evolving to support changing community needs and data expectations.
Role of Love to Ride Love to Ride provided an integrated, platform-enabled delivery model combining digital engagement, in-person activation, program management, and ATP-aligned reporting. Rather than functioning as a one-time campaign vendor, Love to Ride supported ongoing program delivery, ensuring continuity, scalability, and accountability over nearly a decade of implementation.
49 Program Components • Annual Bike Month and Biketober campaigns as consistent community engagement anchors • Employer-based outreach supporting workplace participation and TDM objectives • School-connected engagement and encouragement activities • Digital platform supporting participant registration, trip logging, surveys, and evaluation • Introduction of planning and data tools beginning in 2024 to support evolving agency needs Outcomes and Impact Between 2020 and 2025, the Santa Cruz program demonstrated sustained growth and increasing transportation relevance. Total participation increased 78 percent, from 860 to 1,531 riders. Transportation trips increased 232 percent, from 2,595 to 8,612 trips. Transportation miles increased 159 percent, from 15,097 to 39,070 miles. Occasional rider participation increased 96 percent, a key indicator of mode shift potential. Participating workplaces increased 324 percent, from 79 to 335, reflecting deepening employer engagement. These results show the program’s evolution from an event-based encouragement effort into a transportation-focused behavior change tool aligned with ATP goals.
Compliance and Reporting Love to Ride supported ATP Non-Infrastructure compliance through structured evaluation reports, standardized surveys, and documented outcomes suitable for agency and funder review. Program delivery and reporting were managed by Love to Ride’s project management and delivery teams, minimizing administrative burden on agency staff while maintaining accountability.
Relevance to Visalia Santa Cruz demonstrates Love to Ride’s ability to expand the reach and impact of established active transportation programs through long-term, ATP-compliant delivery. The project highlights sustained engagement, increasing transportation outcomes, strong employer participation, and scalable reporting, directly applicable to Visalia’s multi-project, multi-year ATP Non-Infrastructure implementation needs.
50 Houston–Galveston Region, TX Regional Active Transportation Program Delivery with MPO, State, and Federal Funding Client: Houston-Galveston Area Council (H-GAC) Funding Source: MPO-administered state and federal transportation funds Program Duration: Ongoing (multi-year) Project Overview Love to Ride delivers large-scale, regional active transportation programming across the Houston–Galveston region in partnership with the Houston-Galveston Area Council (H-GAC). The program operates within a complex MPO environment involving multiple jurisdictions, major public agencies, and state and federal funding requirements. Love to Ride supports H-GAC by providing a scalable engagement and data platform capable of meeting rigorous reporting, documentation, and compliance expectations across the region.
Role of Love to Ride Love to Ride serves as the program delivery, data, and reporting backbone for regional bike encouragement initiatives, including Bike the Gulf and Biketober. Working within MPO-led governance structures, Love to Ride coordinates participation across cities, counties, state agencies, and major institutions, while managing campaign execution and producing evaluation outputs suitable for MPO, state, and federal review. This role requires ongoing compliance with multiple, overlapping MPO, state, and federal reporting frameworks, while supporting diverse local partners operating under different procurement, documentation, and accountability requirements.
Program Components • Regional Bike the Gulf platform serving the Houston–Galveston area • Annual Biketober and complementary encouragement campaigns • Engagement across municipalities, counties, state agencies, and major institutions • Workplace-based participation spanning public agencies, universities, healthcare systems, and private employers • Digital platform supporting trip logging, transportation classification, surveys, and evaluation • In-platform route ratings and anonymized safety and incident feedback, generating planning-grade insights into rider comfort, route quality, and safety conditions • Ongoing expansion of mapped route data across the urban core and surrounding areas 51 Outcomes and Impact Houston’s program demonstrates transportation behavior change and data maturity at regional scale. Recent end-of-year results include a regional database of 2,317 riders, including 576 new riders, and participation from 209 workplaces. More than 2.16 million miles and over 143,000 trips have been logged across the region. Transportation relevance is a defining outcome of the program. Approximately 43 percent of all logged trips are transportation trips, reinforcing cycling’s role in everyday travel rather than solely recreational use. New rider participation is gender-balanced, and new users span new, occasional, and regular riders, supporting both rider recruitment and the generation of consistent, high-quality network data. Post-challenge evaluation shows that 69 percent of new riders reported cycling more regularly three months after participation, and 27 percent of all riders increased how often they were cycling. Participant-generated route ratings and safety feedback have expanded mapped coverage across the Houston central business district and surrounding areas, providing planners with insights into commuter corridors, rider comfort, and infrastructure gaps beyond what traditional counts or crash data alone provide.
Compliance and Reporting Love to Ride supports complex MPO, state, and federal compliance requirements through structured evaluation reports, multi-year documentation, standardized methodologies, mapped route ratings, and documented safety feedback designed to remain defensible across funding programs, jurisdictions, and audit contexts. Program delivery and reporting are managed by Love to Ride’s project management and technical teams, reducing administrative burden for MPO staff while maintaining consistent, auditable outcomes.
Relevance to Visalia Houston demonstrates Love to Ride’s ability to operate within highly complex funding, reporting, and governance environments, coordinating multiple jurisdictions under MPO, state, and federal oversight. This experience directly translates to Visalia’s multi-project ATP Non-Infrastructure program, where concurrent grants, compliance rigor, and integrated reporting are critical to successful delivery. 52 Shasta County, CA ATP Non-Infrastructure Program Delivery in a Small / Rural Context Client: Healthy Shasta / Shasta County Funding Source: California Active Transportation Program (ATP) – Non-Infrastructure (with complementary public health funding) Program Duration: 2019–Present Project Overview Love to Ride has supported Shasta County since 2019 as a long-term delivery partner for ATP-aligned, non-infrastructure active transportation programs. The program demonstrates how consistent, right-sized engagement can build participation, generate defensible outcomes, and maintain compliance in a predominantly rural county with limited local staff capacity.
Role of Love to Ride Love to Ride served as the primary platform, program management, and reporting partner, working in collaboration with Healthy Shasta to deliver annual Bike Month, Biketober, and Cycle September programs. Love to Ride provided the digital infrastructure, campaign design, behavior change framework, and evaluation reporting required to sustain the program year over year.
Program Components • Annual countywide Bike Month campaigns • Supplemental Cycle September and seasonal encouragement programs • Workplace-based engagement across public agencies, healthcare, education, and private employers • Digital platform supporting participant registration, trip logging, surveys, and evaluation • Incremental expansion of data and insights to support evolving planning and reporting needs
53 Outcomes and Impact Across multiple years, the Shasta County program consistently engaged new and occasional riders, even in a car-dependent rural context. Recent campaign results demonstrate: • Strong participation from workplaces of all sizes, including county departments and small employers • Measurable increases in riding frequency among new and occasional riders • Transportation trips consistently accounting for a meaningful share of logged rides • High repeat participation rates, indicating sustained behavior change rather than one-time engagement Compliance and Reporting Love to Ride supported ATP Non-Infrastructure compliance through structured evaluation reports, surveys, and documented outcomes aligned with reporting expectations. This approach allowed Shasta County to maintain accountability and reporting continuity despite limited internal staffing resources.
Relevance to Visalia Shasta County demonstrates Love to Ride’s ability to deliver ATP-compliant non-infrastructure programs in smaller jurisdictions, where staffing, geography, and capacity constraints require efficient, scalable solutions. The project highlights dependable long-term delivery, defensible reporting, and the ability to sustain active transportation programs beyond a single grant cycle. 54 Section E - Proposal Fee Structure As required by the RFP the proposed fee structure is included with the unbound original in a sealed envelope. 55 Section F - Conflict of Interest Love to Ride, LLC affirms that it has no actual or potential conflicts of interest that would compromise, or appear to compromise, its ability to perform the services described in this Request for Proposals in an objective, independent, and professional manner. Neither Love to Ride, LLC nor any of its officers, employees, or proposed subconsultants has any financial interest, personal relationship, or business affiliation with any City of Visalia elected official, officer, or employee that would constitute a conflict of interest related to this procurement or the resulting contract. Love to Ride has participated in prior professional meetings and communications with City of Visalia staff in the normal course of business and in relation to active transportation programs. These interactions were strictly professional in nature and did not involve any preferential treatment, decision-making authority, or influence over the preparation, issuance, or evaluation of this RFP. Love to Ride certifies that it will comply fully with all applicable federal, state, and local conflict of interest laws, regulations, and City policies throughout the procurement process and for the duration of any resulting contract. Should any potential conflict of interest arise during the term of the contract, Love to Ride will promptly disclose the matter to the City of Visalia in writing and take appropriate steps to resolve it to the City’s satisfaction. 56 Required Forms, Certifications, Signatures
57 Appendix A – Phase I Documentation and Draft Schedule 25Ds • Draft 25D Text for Goshen Visalia Corridor Connection Project • Draft 25D Text for Beyond Bike Lanes – Elevating Santa Fe Street Project • Draft 25D Text for Highland Community Connectivity Project DRAFT EXHIBIT 25-D - Goshen–Visalia Corridor Connection Project EXHIBIT 25-D REQUEST FOR PROJECT SCOPE CHANGE (Local ATP Projects) Project Name: Goshen–Visalia Corridor Connection Project Implementing Agency: City of Visalia ATP Cycle: Cycle 7 – Non-Infrastructure Introduction / Background The City of Visalia respectfully submits this Request for Project Scope Change for the Goshen–Visalia Corridor Connection Project, an Active Transportation Program (ATP) Cycle 7 Non-Infrastructure award. Following the grant award, the City conducted a detailed review of the approved Non-Infrastructure outputs and associated budget assumptions to confirm feasibility, delivery quality, and alignment with current corridor conditions. This review incorporated updated school location and attendance zone mapping, refined participation assumptions, and a delivery risk assessment across the full implementation period. Based on this review, the City proposes targeted revisions to Non-Infrastructure outputs and associated budget allocations that preserve ATP eligibility and intent while improving delivery certainty, safety outcomes, and accountability. 1. Explanation of the Proposed Scope Change The proposed scope change consists of: • Adjustments to the quantity and distribution of approved Non-Infrastructure outputs, and • Corresponding refinements to budget assumptions necessary to support the effective delivery of the revised outputs, including the hours and materials needed to deliver the adjusted outputs. The proposed changes: • Do not alter the project’s geographic limits • Do not change the fundamental purpose or eligibility of the project • Do not introduce new activity types outside ATP Non-Infrastructure categories • Do not increase total ATP funding or request additional allocation Revised Output Table - Goshen Visalia Corridor Connection Project CTC Approved Output Originally Approved Numbers Revised Numbers for CTC Approval Bicycle Skills Classes 32 32 Community Biking Challenges 8 8 Community Demonstrations / Events 10 10 Community Bike Rides 32 24 Community (line item #5 in sheet) 12 12 Afterschool Programs 10 4 Bike Rodeos (SRTS) 8 8 SRTS Encouragement Days 8 15 School Assemblies w/ … 4 12 Schools w/ Bicycle Train Programs 2 2 A detailed explanation of the rationale behind each of the revised outputs is provided in Appendix A.
Scope Review Methodology and Rationale for Proposed Revisions The proposed revisions to the Goshen–Visalia Corridor Connection Project Non-Infrastructure outputs and related budget assumptions were developed through a structured, delivery-focused review process. This process aimed to ensure that approved outputs remain feasible, effective, and compliant under current implementation conditions. The CTC-approved Non-Infrastructure outputs, schedules, and budget assumptions were reviewed and amended to ensure that the program can be delivered successfully over the three-year project period. The review considered both conditions specific to the Goshen–Visalia Corridor and the practical implications of delivering all three ATP Cycle 7 projects concurrently. This review methodology included the following steps: • Review of approved ATP materials The original Cycle 7 application, CTC-approved outputs, and supporting budget assumptions were reviewed to confirm continued alignment with ATP eligibility requirements, project intent, and performance expectations. This review provided the baseline against which feasibility, delivery risk, and program effectiveness were assessed. • Best practice and local partner consultation Discussions with practitioners who understand which activities work well in practice and constitute best practice—along with those that are less impactful or more difficult to deliver effectively—were incorporated into the review. Consultation with people delivering this work in Visalia helped ensure that proposed outputs reflect both national best practice and local delivery realities. • Verification of schools and corridor conditions School locations and attendance zones within and adjacent to the Goshen–Visalia Corridor were mapped and verified to establish an accurate count of eligible schools. This verification informed adjustments to school-based Safe Routes to School education and encouragement outputs to better align with the number of eligible sites in the project area. • Assessment of delivery feasibility and implementation risk Careful consideration was given to how many of each output is appropriate for the project area to achieve the aims of the project and also be realistically delivered over the three-year period. Participation assumptions, volunteer reliance, weather sensitivity, local context, and national best practices were evaluated to identify outputs where adjustments would improve certainty of completion without reducing overall community benefit. • Review of program quality, safety, and incentive assumptions Incentive quantities, unit costs, and safety standards were reviewed to ensure that budgeted materials — such as bicycle locks and helmets — meet their intended safety and security purpose and reflect best-practice ATP Non-Infrastructure program delivery. These reviews informed refinements to budget assumptions to improve program quality, safety outcomes, and accountability. • Evaluation of coordinated delivery across three projects Following the award of all three ATP Cycle 7 projects, opportunities for coordinated planning and more cost-effective delivery were reviewed for adjacent geographies and similar output types. This evaluation sought to reduce unnecessary duplication while maintaining clear accountability, reporting, and compliance for each individual grant. This combined methodology and review process was used to develop both the revised output recommendations and the qualitative estimates of impacts on walking, bicycling, and safety presented in later sections of this document. All revised outputs remain eligible under the ATP Non-Infrastructure Program and preserve or improve the net benefits identified in the original application. Detailed output-by-output rationale and supporting corridor school mapping are provided in Appendices A and B. 4. Impact of the Proposed Scope Change on Project Cost 4.1 Overall Project Cost The proposed scope and output revisions do not materially change the total approved project cost. • Original Total Project Budget: $590,660 • Revised Total Project Budget: $590,487 There is no change to the ATP funding request as a result of the proposed scope changes. The minor net change in total project cost reflects refinements to delivery assumptions and budget allocations to better align with revised outputs and implementation realities, rather than any expansion of project scope. 4.2 Summary of Budget Refinements by Task Budget refinements were made to align with the revised outputs and updated delivery assumptions identified through the scope review process. Task A – Bicycle Friendly Driver Training (for Motorists) This project is one of three similar ATP projects implementing Bicycle Friendly Driver Training in Visalia. As a result, the original budget assumption for program development costs can be proportionally shared across the three projects, reducing the cost allocation for Task A within this project. Delivery and distribution of the training remain project-specific, and associated delivery costs are unchanged.
Task B – Bicycling Online Engagement Platform Task B includes workshops, education, community engagement, surveys, and tracking of changes in transportation behavior. Additional detail was incorporated to more accurately reflect the staffing roles, hours, and rates required to deliver these elements effectively. The Task B budget has been adjusted to reflect refined staffing assumptions and expanded outreach coordination aligned with actual delivery needs. Task C – Community-Led Bike Rides and Bicycle Education The amount of on-the-ground bicycling education trainer hours was adjusted to align with the revised number and distribution of outputs, including bike rodeos, led rides, and related education activities. The original budget also included a relatively large allocation for incentives and materials, including helmets, bicycle locks, lights, and other items. Based on updated participation assumptions and population context, the quantity of incentive items was reforecast to better match planned activities and avoid over-procurement. In addition, the review identified that a significant share of the original budget would have been directed toward incentives rather than training, outreach, and coordination activities that are essential to effective engagement. As a result, a portion of the budget was reallocated toward community outreach, engagement, project coordination, monitoring, and evaluation to better support program effectiveness. Task D – Senior Project Manager No change. The budget remains at $180,000 to cover City staff time required to manage and oversee the project over the three-year period. 4.3 Explanation of Material Budget Adjustments Adjustment of Staffing Hours Staffing hours were adjusted to reflect the revised outputs and scope. Budget allocations were updated accordingly to ensure sufficient capacity to deliver the revised program elements while maintaining overall cost control. Bicycle Lock Quantity and Unit Cost Adjustment The originally approved project budget included 1,000 bicycle locks at an estimated unit cost of $15 per lock. Upon further review, it was determined that locks at this price point would not reliably meet the intended program objective of preventing bicycle theft, particularly for participants who rely on bicycles for essential transportation. To ensure incentive items fulfill their intended safety and security purpose, the revised budget reflects procurement of 300 higher-quality bicycle locks at an estimated unit cost of $41 per lock, selected to meet a minimum security threshold appropriate for everyday use.
Helmet and Safety Equipment Adjustments Helmet and safety equipment quantities were refined to reflect revised output levels and verified participation assumptions, ensuring adequate supply without over-procurement. Unit costs remain consistent with original assumptions and ATP eligibility guidance. Staffing Rate and Role Refinements Staffing allocations were refined to reflect realistic professional service rates and clearer role definitions, such as senior outreach specialist, outreach coordinator, and evaluation support. These refinements improve accountability, clarity, and delivery quality without increasing the total project cost. 5. Impact on the Project’s Ability to Increase Walking and Bicycling The proposed scope and budget revisions maintain or improve the project’s ability to increase walking and bicycling. While certain activity counts are reduced, these changes are offset by increased emphasis on the activities that have been determined will be most effective for the local project area. It’s important to note that some activities will reach more people than others (e.g. one school-wide SRTS day will reach more people than one bicycle skills class) or have a greater efficacy of encouraging mode shift, therefore, reduced output counts in certain activities don’t directly correlate with the number of people engaged and the level of mode shift achieved. Overall, the revised output mix preserves the net benefit anticipated in the original ATP application. 6. Impact on the Project’s Ability to Improve Safety The revised scope strengthens safety outcomes by: • Focusing the budget on delivering bike safety training and engaging people in this training. Via reallocating budget from incentives to these budget lines. • Prioritizing high-quality safety equipment and ensuring incentive items meet their intended protective purpose • Delivering the most appropriate activities for each community at the most appropriate frequency during the project. No reduction in anticipated safety benefit is expected as a result of the proposed changes.
8. MPO Approval Not applicable. The Goshen–Visalia Corridor Connection Project was funded through the Small Urban and Rural component of the Active Transportation Program. Additional Questions Does this scope change require revalidation of the environmental document? No. The proposed changes are limited to Non-Infrastructure program outputs and budget refinements and do not affect physical project elements or environmental assumptions. Public Outreach Related to the Scope Change The proposed revisions respond to verified implementation conditions and do not alter the project’s overall engagement intent or community focus. Conclusion The City of Visalia respectfully requests approval of the proposed Non-Infrastructure output and budget refinements for the Goshen–Visalia Corridor Connection Project. The revisions preserve ATP eligibility and intent, improve delivery certainty and safety, and position the project for successful and accountable implementation within the Cycle 7 grant period. Attachments • Appendix A – Detailed Revision Rationale By Output - Goshen • Appendix B – School Location and Attendance Zone Mapping Appendix A – Detailed Revision Rationale By Output - Goshen Output Category Approved Revised Rationale Bicycle Skills Classes 32 32 Output Description: Typically, small group bicycle skills training classes, with 1-2 qualified League biking Instructors (LCIs) (number of instructors depends on the number of sign-ups per class) Recommended Adjustment: None Rationale: The number of classes is over the course of the three-year project, averaging approximately one Bicycle Skills Class per month. We have direct control over the delivery with local LCI bike instructors (not reliant on volunteers or other unknowns), and we’re confident we can encourage enough people we engage with to attend a bicycle skills class and build their confidence to fill ~1 class per month. Community Biking Challenges 8 8 Output Description: Community-wide challenges, workplaces and community groups can compete in a fun challenge that encourages more people to ride and walk more often, and for transportation. Includes a school-focused challenge as one of the 3 challenges delivered each year, along with a Bike Month Challenge (May) and Biketober challenge (Biketober). Challenges are hosted on the Love to Ride platform, and are scalable and economic community engagement, encouragement and education. Recommended Adjustment: None Rationale: These challenges are a known program that we have a tried and tested track record of delivering in communities in California, as well as across the country. We can deliver 2 community challenges and 1 school-focused challenge per year, so 9, but have budgeted for and recommended 8 to guarantee delivery of this outcome within the timeframe. These challenges will also engage the community and provide an audience which we can then promote other NI programming (e.g. people who could attend bike skills classes, community rides, etc). Community Demonstrations / Events 10 10 Output Description: Public-facing events designed to promote new or improved infrastructure or routes as they come online, demonstrate safe bicycling practices, distribute educational materials, and/or engage residents in active transportation. Recommended Adjustment: None Rationale: Delivering 3-4 of these events per year in the project area is an achievable output, it’s not expensive, and will support community engagement, safer biking, and infrastructure promotion efforts. Community Bike Rides 32 24 Output Description: Guided group rides led by qualified ride leaders that introduce participants to bicycling on streets or trails, emphasize safety skills, and increase comfort and confidence riding in real-world conditions. Recommended Adjustment: Reduction Rationale: To engage the community and build demand for led group rides, it will likely take some time to build an audience to invite to group rides. Ideally, these would be run monthly, but we have recommended a reduced total number to guarantee delivery of this output, especially given that weather conditions might cause some community rides to be cancelled, or lower demand at some times of the year when it’s too hot or too cold for some people. Community Outreach (Line Item #5) 12 12 Output Description: Targeted engagement activities designed to reach priority populations through in-person outreach, multilingual materials, partnerships with community-based organizations, and culturally responsive communication. Recommended Adjustment: None Rationale: Delivering 4 of these activities per year in the project area is an achievable output, it’s not very expensive, and will support community engagement, safer biking, and infrastructure promotion efforts.
Afterschool Programs 10 4 Output Description: Structured, school-adjacent educational programs delivered outside regular school hours that teach bicycle and pedestrian safety, build travel skills, and encourage active travel to and from school. Recommended Adjustment: Reduction Rationale: Afterschool program engagement can be challenging to set-up given it can often rely on the willingness of 3rd parties (afterschool program organizations) and therefore it makes it hard to commit to 10 programs as a guaranteed output of the program. Bike Rodeos (SRTS) 8 8 Output Description: Hands-on, skills-based safety events - typically for elementary-age students - focused on bicycle handling, traffic awareness, helmet use, and basic rules of the road. Recommended Adjustment: None Rationale: There are enough schools in the Goshen project area (5 elementary schools along the length of the corridor) to justify doing 8 rodeos. SRTS Encouragement Days 8 18 Output Description: Single-day school-based events that encourage walking or bicycling to school, supported by incentives, family outreach, and classroom activities. Recommended Adjustment: Increase Rationale: There are 2 high schools, 2 middle schools and 5 elementary schools along the Goshen project corridor. Typically, 1-3 encouragement days are run in a school in a year (depending on school buy-in and school community needs). This output is achievable and needed given the number of schools. For example, 6 of the 9 schools doing 1 a year for 3 years.
School Assemblies 4 10 Output Description: School-wide educational presentations focused on bicycle and pedestrian safety, active travel benefits, and awareness of safe travel behaviors. Recommended Adjustment: Increase Rationale: There are 5 elementary schools and 2 middle schools in the Goshen project area. We will carry out at least 10 assembly presentations during the course of the project. Schools with Bicycle Train Programs 2 2 Output Description: Organized group bicycling programs where students ride to school together along a planned route under adult supervision, building safety, confidence, and consistency in active school travel. Recommended Adjustment: None Rationale: Parent buy-in and volunteers are essential for the success of a Bike Train program. We will have a paid ride leader for each bike train to provide training, safety support, route planning, and guide the founding, organization and growth of each bike train; however, it’s much harder to guarantee the number of outputs when the output is so reliant on volunteers and parental buy-in for its successful implementation and delivery. Running regular bike trains (as per best practice) will also have high initial running costs and absorb a lot of the budget.
Appendix B – School Location and Attendance Zone Mapping To review and then develop accurate school outputs, we have: 1. Reviewed the Visalia Unified School District maps and overlaid the projects and project areas. We looked at both school location but also importantly looked at the catchment areas for each school in each project area and the direction of travel that students at those schools will take to help determine which schools should be in which project areas. 2. We have also looked at schools as community hubs, through which we can engage the local communities in close proximity to the project areas (both parents and children who live close by) even if the catchment area for some of those schools doesn’t directly contain a project corridor, but is close to it. 3. From developing and analyzing these various maps, we have determined accurate numbers for the schools and then the feasible and appropriate number of school-based events and outputs for each project area. You can see some of the maps we created and analyzed below.
Image C.4.1.1 - Showing the location of elementary schools and their catchment areas with respect to the three project areas.
Image C.4.1.2 - Showing the location of middle schools and their catchment areas with respect to the three project areas.
Image C.4.1.3 - Showing the location of high schools and their catchment areas with respect to the three project areas.
Image C.4.1.4 - Showing the location of VUSD schools
Image C.4.1.5 - The original project area map provided in the RFP.
DRAFT EXHIBIT 25-D - Beyond Bike Lanes – Elevating Santa Fe Street Project EXHIBIT 25-D REQUEST FOR PROJECT SCOPE CHANGE (Local ATP Projects) Project Name: Beyond Bike Lanes – Elevating Santa Fe Street Project Implementing Agency: City of Visalia ATP Cycle: Cycle 7 – Non-Infrastructure Introduction / Background The City of Visalia respectfully submits this Request for Project Scope Change for the Beyond Bike Lanes – Elevating Santa Fe Street Project an Active Transportation Program (ATP) Cycle 7 Non-Infrastructure award. Following the grant award, the City conducted a detailed review of the approved Non-Infrastructure outputs and associated budget assumptions to confirm feasibility, delivery quality, and alignment with current corridor conditions. This review incorporated updated school location and attendance zone mapping, refined participation assumptions, and a delivery risk assessment across the full implementation period. Based on this review, the City proposes targeted revisions to Non-Infrastructure outputs and associated budget allocations that preserve ATP eligibility and intent while improving delivery certainty, safety outcomes, and accountability. 1. Explanation of the Proposed Scope Change The proposed scope change consists of: • Adjustments to the quantity and distribution of approved Non-Infrastructure outputs, and • Corresponding refinements to budget assumptions necessary to support the effective delivery of the revised outputs, including the hours and materials needed to deliver the adjusted outputs.
The proposed changes: • Do not alter the project’s geographic limits • Do not change the fundamental purpose or eligibility of the project • Do not introduce new activity types outside ATP Non-Infrastructure categories • Do not increase total ATP funding or request additional allocation Revised Output Table - Beyond Bike Lanes – Elevating Santa Fe Street Project CTC Approved Output Originally Approved Numbers Revised Numbers for CTC Approval Bicycle Skills Classes 32 32 Community Biking Challenges 8 8 Community Demonstrations / Events 10 10 Community Bike Rides 32 24 Community (line item #5 in sheet) 12 12 Afterschool Programs 5 1 Bike Rodeos (SRTS) 10 2 SRTS Encouragement Days 32 9 School Assemblies w/ … 5 5 Schools w/ Bicycle Train Programs 4 1 A detailed explanation of the rationale behind each of the revised outputs is provided in Appendix A.
Scope Review Methodology and Rationale for Proposed Revisions The proposed revisions to the Beyond Bike Lanes – Elevating Santa Fe Street Project Non-Infrastructure outputs and related budget assumptions were developed through a structured, delivery-focused review process. This process aimed to ensure that approved outputs remain feasible, effective, and compliant under current implementation conditions. The CTC-approved Non-Infrastructure outputs, schedules, and budget assumptions were reviewed and amended to ensure that the program can be delivered successfully over the three-year project period. The review considered both conditions specific to the Elevating Santa Fe Street Project area and the practical implications of delivering all three ATP Cycle 7 projects concurrently. This review methodology included the following steps: • Review of approved ATP materials The original Cycle 7 application, CTC-approved outputs, and supporting budget assumptions were reviewed to confirm continued alignment with ATP eligibility requirements, project intent, and performance expectations. This review provided the baseline against which feasibility, delivery risk, and program effectiveness were assessed. • Best practice and local partner consultation Discussions with practitioners who understand which activities work well in practice and constitute best practice—along with those that are less impactful or more difficult to deliver effectively—were incorporated into the review. Consultation with people delivering this work in Visalia helped ensure that proposed outputs reflect both national best practice and local delivery realities. • Verification of schools and corridor conditions School locations and attendance zones within and adjacent to the Elevating Santa Fe Street Project area were mapped and verified to establish an accurate count of eligible schools. This verification informed adjustments to school-based Safe Routes to School education and encouragement outputs to better align with the number of eligible sites in the project area. • Assessment of delivery feasibility and implementation risk Careful consideration was given to how many of each output is appropriate for the project area to achieve the aims of the project and also be realistically delivered over the three-year period. Participation assumptions, volunteer reliance, weather sensitivity, local context, and national best practices were evaluated to identify outputs where adjustments would improve certainty of completion without reducing overall community benefit. • Review of program quality, safety, and incentive assumptions Incentive quantities, unit costs, and safety standards were reviewed to ensure that budgeted materials — such as bicycle locks and helmets — meet their intended safety and security purpose and reflect best-practice ATP Non-Infrastructure program delivery. These reviews informed refinements to budget assumptions to improve program quality, safety outcomes, and accountability. • Evaluation of coordinated delivery across three projects Following the award of all three ATP Cycle 7 projects, opportunities for coordinated planning and more cost-effective delivery were reviewed for adjacent geographies and similar output types. This evaluation sought to reduce unnecessary duplication while maintaining clear accountability, reporting, and compliance for each individual grant. This combined methodology and review process was used to develop both the revised output recommendations and the qualitative estimates of impacts on walking, bicycling, and safety presented in later sections of this document. All revised outputs remain eligible under the ATP Non-Infrastructure Program and preserve or improve the net benefits identified in the original application. Detailed output-by-output rationale and supporting corridor school mapping are provided in Appendices A and B. 4. Impact of the Proposed Scope Change on Project Cost 4.1 Overall Project Cost The proposed scope and output revisions do not materially change the total approved project cost. • Original Total Project Budget: $590,660 • Revised Total Project Budget: $590,487 There is no change to the ATP funding request as a result of the proposed scope changes. The minor net change in total project cost reflects refinements to delivery assumptions and budget allocations to better align with revised outputs and implementation realities, rather than any expansion of project scope. 4.2 Summary of Budget Refinements by Task Budget refinements were made to align with the revised outputs and updated delivery assumptions identified through the scope review process. Task A – Bicycle Friendly Driver Training (for Motorists) This project is one of three similar ATP projects implementing Bicycle Friendly Driver Training in Visalia. As a result, the original budget assumption for program development costs can be proportionally shared across the three projects, reducing the cost allocation for Task A within this project. Delivery and distribution of the training remain project-specific, and associated delivery costs are unchanged.
Task B – Bicycling Online Engagement Platform Task B includes workshops, education, community engagement, surveys, and tracking of changes in transportation behavior. Additional detail was incorporated to more accurately reflect the staffing roles, hours, and rates required to deliver these elements effectively. The Task B budget has been adjusted to reflect refined staffing assumptions and expanded outreach coordination aligned with actual delivery needs. Task C – Community-Led Bike Rides and Bicycle Education The amount of on-the-ground bicycling education trainer hours was adjusted to align with the revised number and distribution of outputs, including bike rodeos, led rides, and related education activities. The original budget also included a relatively large allocation for incentives and materials, including helmets, bicycle locks, lights, and other items. Based on updated participation assumptions and population context, the quantity of incentive items was reforecast to better match planned activities and avoid over-procurement. In addition, the review identified that a significant share of the original budget would have been directed toward incentives rather than training, outreach, and coordination activities that are essential to effective engagement. As a result, a portion of the budget was reallocated toward community outreach, engagement, project coordination, monitoring, and evaluation to better support program effectiveness. Task D – Senior Project Manager No change. The budget remains at $180,000 to cover City staff time required to manage and oversee the project over the three-year period. 4.3 Explanation of Material Budget Adjustments Adjustment of Staffing Hours Staffing hours were adjusted to reflect the revised outputs and scope. Budget allocations were updated accordingly to ensure sufficient capacity to deliver the revised program elements while maintaining overall cost control. Bicycle Lock Quantity and Unit Cost Adjustment The originally approved project budget included 1,000 bicycle locks at an estimated unit cost of $15 per lock. Upon further review, it was determined that locks at this price point would not reliably meet the intended program objective of preventing bicycle theft, particularly for participants who rely on bicycles for essential transportation. To ensure incentive items fulfill their intended safety and security purpose, the revised budget reflects procurement of 300 higher-quality bicycle locks at an estimated unit cost of $41 per lock, selected to meet a minimum security threshold appropriate for everyday use.
Helmet and Safety Equipment Adjustments Helmet and safety equipment quantities were refined to reflect revised output levels and verified participation assumptions, ensuring adequate supply without over-procurement. Unit costs remain consistent with original assumptions and ATP eligibility guidance. Staffing Rate and Role Refinements Staffing allocations were refined to reflect realistic professional service rates and clearer role definitions, such as senior outreach specialist, outreach coordinator, and evaluation support. These refinements improve accountability, clarity, and delivery quality without increasing the total project cost. 5. Impact on the Project’s Ability to Increase Walking and Bicycling The proposed scope and budget revisions maintain or improve the project’s ability to increase walking and bicycling. While certain activity counts are reduced, these changes are offset by increased emphasis on the activities that have been determined will be most effective for the local project area. It’s important to note that some activities will reach more people than others (e.g. one school-wide SRTS day will reach more people than one bicycle skills class) or have a greater efficacy of encouraging mode shift, therefore, reduced output counts in certain activities don’t directly correlate with the number of people engaged and the level of mode shift achieved. Overall, the revised output mix preserves the net benefit anticipated in the original ATP application. 6. Impact on the Project’s Ability to Improve Safety The revised scope strengthens safety outcomes by: • Focusing the budget on delivering bike safety training and engaging people in this training. Via reallocating budget from incentives to these budget lines. • Prioritizing high-quality safety equipment and ensuring incentive items meet their intended protective purpose • Delivering the most appropriate activities for each community at the most appropriate frequency during the project. No reduction in anticipated safety benefit is expected as a result of the proposed changes.
8. MPO Approval Not applicable. The Elevating Santa Fe Street Project was funded through the Small Urban and Rural component of the Active Transportation Program. Additional Questions Does this scope change require revalidation of the environmental document? No. The proposed changes are limited to Non-Infrastructure program outputs and budget refinements and do not affect physical project elements or environmental assumptions. Public Outreach Related to the Scope Change The proposed revisions respond to verified implementation conditions and do not alter the project’s overall engagement intent or community focus. Conclusion The City of Visalia respectfully requests approval of the proposed Non-Infrastructure output and budget refinements for the Elevating Santa Fe Street Project. The revisions preserve ATP eligibility and intent, improve delivery certainty and safety, and position the project for successful and accountable implementation within the Cycle 7 grant period. Attachments • Appendix A – Detailed Revision Rationale By Output - Elevating Santa Fe Street Project • Appendix B – School Location and Attendance Zone Mapping Appendix A – Detailed Revision Rationale By Output - Elevating Santa Fe Street Project Output Category Approved Revised Rationale Bicycle Skills Classes 32 32 Output Description: Typically, small group bicycle skills training classes, with 1-2 qualified League biking Instructors (LCIs) (number of instructors depends on the number of sign-ups per class) Recommended Adjustment: None Rationale: The number of classes is over the course of the three-year project, averaging approximately one Bicycle Skills Class per month. We have direct control over the delivery with local LCI bike instructors (not reliant on volunteers or other unknowns), and we’re confident we can encourage enough people we engage with to attend a bicycle skills class and build their confidence to fill a class per month. Community Biking Challenges 8 8 Output Description: Community-wide challenges, workplaces and community groups can compete in a fun challenge that encourages more people to ride and walk more often, and for transportation. Includes a school-focussed challenge as one of the 3 challenges delivered each year, along with a Bike Month Challenge (May) and Biketober challenge (Biketober). Challenges are hosted on the Love to Ride platform, and are scalable and economic community engagement, encouragement and education. Recommended Adjustment: None Rationale: These challenges are a known program that we have a tried and tested track record of delivering in communities in California, as well as across the country. We can deliver 2 community challenges and 1 school-focussed challenge per year, so 9, but have budgeted for and recommended 8 to guarantee delivery of this outcome within the timeframe. These challenges will also engage the community and provide an audience for other NI programming (e.g. people who could attend bike skills classes, community rides, etc).
Community Demonstrations / Events 10 10 Output Description: Public-facing events designed to promote new or improved infrastructure or routes as they come online, demonstrate safe bicycling practices, distribute educational materials, and/or engage residents in active transportation. Recommended Adjustment: None Rationale: Delivering 3-4 of these events per year in the project area is an achievable output, it’s not expensive, and will support community engagement, safer biking, and infrastructure promotion efforts. Community Bike Rides 32 24 Output Description: Guided group rides led by qualified ride leaders that introduce participants to bicycling on streets or trails, emphasize safety skills, and increase comfort and confidence riding in real-world conditions. Recommended Adjustment: Reduction Rationale: To engage the community and build demand for led group rides, it will likely take some time to build an audience to invite to group rides. Ideally, these would be run monthly, but we have recommended a reduced total number to guarantee delivery of this output, especially given that weather conditions might cause some community rides to be cancelled, or lower demand at some times of the year when it’s too hot or too cold for some people. Community Outreach (Line Item #5) 12 12 Output Description: Targeted engagement activities designed to reach priority populations through in-person outreach, multilingual materials, partnerships with community-based organizations, and culturally responsive communication. Recommended Adjustment: None Rationale: Delivering 4 of these events per year in the project area is an achievable output, it’s not very expensive, and will support community engagement, safer biking, and infrastructure promotion efforts.
Afterschool Programs 5 1 Output Description: Structured, school-adjacent educational programs delivered outside regular school hours that teach bicycle and pedestrian safety, build travel skills, and encourage active travel to and from school. Recommended Adjustment: Reduction Rationale: In the Sante Fe project area is only 1 elementary schools n the Santa Fe project areas), 1 middle school and 1 high school. Afterschool program engagement can be challenging to set-up given it can often rely on the willingness of 3rd parties (afterschool program organizations) and therefore it makes it hard to commit to 5 programs being establish as a guaranteed output of the program. Bike Rodeos (SRTS) 10 2 Output Description: Hands-on, skills-based safety events - typically for elementary-age students - focused on bicycle handling, traffic awareness, helmet use, and basic rules of the road. Recommended Adjustment: Reduction Rationale: There is only 1 elementary school in the Sante Fe project area. SRTS Encouragement Days 32 9 Output Description: Single-day school-based events that encourage walking or bicycling to school, supported by incentives, family outreach, and classroom activities. Recommended Adjustment: Reduction Rationale: There are not enough schools in the Santa Fe project area to carry out 32 SRTS Encouragement days. There are only 3 total schools in the area. To achieve the original output, we’d need to get every school onboard (it can be difficult to get 100% buy-in from every school) and run 3 days a year at each school. Revised output to 9 days to guarantee delivery of these outputs.
School Assemblies 5 5 Output Description: School-wide educational presentations focused on bicycle and pedestrian safety, active travel benefits, and awareness of safe travel behaviors. Recommended Adjustment: None Rationale: Given there is 1 elementary schools and 1 middle school, we will carry out at least 5 assembly presentations during the course of the project (approximately 1 per year over 2 schools) Schools with Bicycle Train Programs 4 1 Output Description: Organized group bicycling programs where students ride to school together along a planned route under adult supervision, building safety, confidence, and consistency in active school travel. Recommended Adjustment: Reduction Rationale: Parent buy-in and volunteers are essential for the success of a Bike Train program. We will have a paid ride leader for each bike train to provide training, safety support, route planning, and guide the founding, organization and growth of each bike train; however, it’s much harder to guarantee the number of outputs when the output is so reliant on volunteers and parental buy-in for its successful implementation and delivery. Running regular bike trains (as per best practice) will also have high initial running costs and absorb a lot of the budget.
Appendix B – School Location and Attendance Zone Mapping To review and then develop accurate school outputs, we have: 1. Reviewed the Visalia Unified School District maps and overlaid the projects and project areas. We looked at both school location but also importantly looked at the catchment areas for each school in each project area and the direction of travel that students at those schools will take to help determine which schools should be in which project areas. 2. We have also looked at schools as community hubs, through which we can engage the local communities in close proximity to the project areas (both parents and children who live close by) even if the catchment area for some of those schools doesn’t directly contain a project corridor, but is close to it. 3. From developing and analyzing these various maps, we have determined accurate numbers for the schools and then the feasible and appropriate number of school-based events and outputs for each project area. You can see some of the maps we created and analyzed below.
Image C.4.1.1 - Showing the location of elementary schools and their catchment areas with respect to the three project areas.
Image C.4.1.2 - Showing the location of middle schools and their catchment areas with respect to the three project areas.
Image C.4.1.3 - Showing the location of high schools and their catchment areas with respect to the three project areas.
Image C.4.1.4 - Showing the location of VUSD schools
Image C.4.1.5 - The original project area map provided in the RFP.
• Oversee development of project management plans, QA/QC procedures, reporting frameworks, and risk mitigation strategies. • Ensure programs remain on schedule and within approved budgets while supporting audits, reviews, and funding agency inquiries. • Guide engagement strategies that balance digital tools with in-person delivery, ensuring equitable participation and sensitivity to privacy and data concerns. SELECTED PROJECT AND PROGRAM EXPERIENCE Santa Cruz County, California Senior Program Lead Supported long-running countywide active transportation and behavior change programs delivered in partnership with local agencies and nonprofit organizations. Managed sustained program delivery over multiple years, emphasizing consistent implementation, reporting, and accountability. Supported integration of engagement programs with county and regional planning efforts, and helped agencies demonstrate measurable outcomes tied to safety, mode shift, and community participation. State of Florida – District-Level Active Transportation and Multimodal Programs Senior Project Lead Managed active transportation and multimodal behavior change programs delivered at the district level. Coordinated implementation across multiple jurisdictions within district boundaries, aligning delivery with district priorities and reporting requirements. Supported compliance, documentation, and performance reporting consistent with state transportation objectives. Houston-Galveston Area Council, Texas Senior Program Lead Led regional active transportation and behavior change initiatives supporting one of the largest metropolitan planning organization regions in the country. Coordinated with MPO staff, local jurisdictions, and partner organizations to deliver programs aligned with regional mobility, safety, and air quality goals. Supported data-driven reporting and documentation to inform planning, evaluation, and future investment decisions. Regional and Statewide Active Transportation Deployments (Multiple States) Program Lead Led statewide and multi-region programs using coordinated delivery models that balance centralized governance with local customization. Supported MPOs and regional agencies in maintaining consistent delivery, reporting, and compliance across diverse local contexts. LEADERSHIP AND DELIVERY APPROACH Brings structure, clarity, and follow-through to complex programs with multiple stakeholders and funding constraints. Demonstrates a strong ability to bridge strategy and execution, from high-level program design to tactical implementation oversight. Operates with a collaborative leadership style grounded in accountability, transparency, and public-sector trust. Possesses a deep understanding of how non-infrastructure and multimodal programs operate in practice. 58 Appendix B – Resumes of Key Personnel
Thomas Stokell - Resume Founder & Chief Executive Officer | Love to Ride, LLC Active Transportation • Behavior Change • ATP / Federal & State Grant Delivery Professional Summary Founder and Chief Executive Officer of Love to Ride, an internationally recognized active transportation and behavior change consultancy delivering large-scale, grant-funded non-infrastructure programs for cities, regions, MPOs, and state agencies. With more than 20 years of leadership experience in bicycling, walking, and sustainable transportation, Thomas brings deep expertise in ATP-eligible program design, community engagement, Safe Routes to School, data-driven behavior change, and audit-ready program delivery. Thomas has led the design and implementation of hundreds of non-infrastructure active transportation programs across North America, the UK, Australia, and New Zealand, supporting cities to achieve measurable mode shift, equitable engagement outcomes, and full compliance with state and federal funding requirements. As CEO, he serves as executive sponsor, technical advisor, and senior reviewer for all ATP-funded and federally funded work undertaken by Love to Ride. Professional Experience Love to Ride, LLC Founder & Chief Executive Officer | May 2014 – Present Founded and lead Love to Ride, a global active transportation behavior change consultancy and technology platform supporting cities, regions, MPOs, nonprofits, and employers. Relevant Experience & Achievements: • Led delivery of active transportation programs in 200+ cities across 12 countries • Supported 50+ regional and metropolitan planning organizations worldwide • Engaged ~700,000 participants, including 140,000+ new or infrequent riders • Designed and implemented education, encouragement, and evaluation programs • Oversaw development of digital engagement and data platforms used for program tracking, reporting, and GIS-compatible outputs • Directed multi-phase programs integrating Safe Routes to School, community rides, bicycle education, and driver awareness training • Provided executive oversight for grant compliance, reporting, and audit readiness As CEO, Thomas personally oversees all ATP-funded and federally funded work, ensuring program scopes are realistic, defensible, equitable, and fully compliant with funding requirements.
Civic Dinners (Inclusivv) Co-Founder & Advisor | 2014 – Present Co-founded a civic engagement platform enabling cities, regions, nonprofits, and community leaders to convene structured, facilitated conversations around complex public issues. Relevant Experience: • Designed engagement processes for cities and civic institutions • Built tools and methodologies for inclusive, place-based community engagement • Experience directly applicable to ATP community outreach, stakeholder engagement, and equity-focused programming M.K. Gandhi Institute for Nonviolence Board Member | March 2014 – January 2020 Served on the Board of a nationally recognized nonprofit promoting nonviolence, community leadership, and civic responsibility. Relevant Experience: • Governance and fiduciary oversight • Strategic guidance for education and community programs • Emphasis on equity, trust-building, and community-centered approaches Challenge for Change Ltd Managing Director / Founder | December 2008 – May 2014 Founded and led a behavior change consultancy delivering cycling, walking, and sustainable transport campaigns for public agencies and employers. Relevant Experience: • Designed and delivered large-scale travel behavior change campaigns • Managed program delivery, marketing, and reporting • Direct predecessor to Love to Ride’s current non-infrastructure program model 90 Seconds Director (UK) | April 2011 – February 2014 Established and scaled the UK arm of an international media company. Relevant Experience: • Organizational setup and early-stage scaling • Marketing, communications, and stakeholder engagement • Experience applicable to public-facing campaign delivery and messaging HSC – New Zealand Marketing Executive | 2005 – 2007 National Bike Week Coordinator | 2001 – 2004 Early career roles designing and coordinating national bicycle promotion campaigns based on behavior change theory and techniques. Relevant Experience: • Delivery of nationwide bicycling encouragement programs • Coordination of partners, events, and public communications • Longstanding professional focus on bicycling and active transportation Education Bachelor’s Degree (Marketing) Victoria University of Wellington, New Zealand Laura Cisneros Senior Project Manager | Public Sector Austin, TX (Remote) 512-750-9584 | [email protected] linkedin.com/in/laura-cisneros-texas Professional Summary Senior Project Manager with 8+ years of experience leading complex, multi-stakeholder initiatives for states, cities, regional agencies, nonprofits, and community partners. An ecosystem thinker with a proven ability to manage multijurisdictional nuance while leading projects from RFP through delivery. Highly adaptable relationship-builder deftly deploying empathy to bring about consensus. Brings deep expertise in transportation, urban mobility, and public-sector systems, with a strong track record of coalition-building, facilitation, KPI tracking, and adaptive problem-solving to move projects from planning to implementation. Core Skills & Competencies • Project & Program Management • Scope, Schedule & Risk Management • Strategy & Implementation Planning • State & Federal Compliance • Multi-Jurisdictional Coordination • Cross-Functional Team Leadership • Grant & Funding Strategy • Performance Reporting & Documentation • Active Transportation & Multimodal Programs • Community Engagement, Facilitation, Workshops & Convenings • Project Management Tools (Asana, Monday, Trello) • District & MPO Partnerships Professional Experience Love to Ride – Regional Sales Executive / Senior Project Lead 2018 – Present | Remote LOVE TO RIDE, LLC Senior Account Executive / Project & Program Lead 2018 – Present Serve as senior project and program lead for nationally scaled active transportation and multimodal initiatives delivered in partnership with state DOT districts, MPOs, regional councils of governments, and local jurisdictions. Responsible for guiding agencies from program definition through implementation, compliance, reporting, and performance evaluation. Key responsibilities and accomplishments include: • Lead delivery of complex, multi-year non-infrastructure and behavior change programs funded through State and Federal transportation sources. • Manage national and regional accounts spanning multiple jurisdictions, often operating concurrently under different funding, reporting, and approval frameworks. • Translate grant applications, approved outputs, and policy objectives into defensible scopes of work, implementation schedules, and performance measures. • Direct cross-functional internal teams (project management, data, product, marketing, and engagement) and external partners to ensure coordinated delivery. • Serve as primary point of contact for agency project managers, ensuring alignment on expectations, approvals, documentation, and reporting cadence. • Support agencies in scope refinement, output revisions, and implementation adjustments required to reflect on-the-ground conditions while maintaining eligibility and compliance. [email protected]
+44 7590 833623
Bridport, Dorset
I n d u s t r y K n o w l e d g e
Discovery
Strategy
Roadmapping
Planning
Project Management
Wireframing
AI
SEO/CRO
Analytics
T o o l s & T e c h n o l o g i e s
Jira, Product board, Notion,
Figma, Slack, Google
Workspace, GA4/Firebase
Analytics, Hot Jar, Intercom,
Emarsys, Metabase...
O t h e r S k i l l s
Basic HTML, Marketing,
People Management,
Entrepreneurial Operating
System (EOS), Privacy/
compliance...
S o c i a l
www.linkedin.com/in/
laurence-boon/
S u m m e r y
e x p e r i e n c e
Aug 2021 - Present - 4 years, Bristol
Nov 2016 - Aug 2021 - >4 years, Bath
I'm a collaborative and mission-driven product leader who enjoys rallying teams around meaningful work. I care deeply about generating outcomes that make a real difference — whether that's helping people travel more sustainably, lead happier lives or simply feel slightly more invigorated thanks to exercising.
Over the years, I’ve contributed to the growth and evolution of multi- million pound organisations, shaped impactful digital products, and helped dozens of direct reports flourish.
Head of Product / Senior Product Manager
Love to Ride LTD
Directly collaborated with CEO to design and deliver a transformational roadmap. Aided the business in expanding it’s customer offer into an adjacent vertical growing revenue by 30%. Lead and manage both web and app teams and sit on the Management Team.
Much of my time has been focused on delivering new capabilities and technical milestones (automatic logging, route rating, GIS tools), we are presently moving into a growth and optimisation phase.
Group Product Manager (and various other roles)
Blackhawk Network / Cyclescheme
I slowly transitioned from leading Cyclescheme’s marketing effort to leading it’s product effort. This also bloomed into supporting the launches of sister products such as Childcarescheme, Phonescheme and Techscheme.
I led both external and internal resources to achieve business goals.
Highlights included managing the adoption of new legislation to grow sales which ultimately increased profit by over £1m, leading the effort to make an the enterprise GDPR ready and innovating in the salary sacrifice space for city hire bikes and bikes on demand.
Laurence Boon
Impact Oriented Product Leader
E d u c a t i o n
Bath Spa University
Bachelor's Degree
Media Communications and
Cultural Studies
2005 - 2008 - Grade: 2:1
C o u r s e s
Diploma in Promotional
Marketing - Distinction,
Essentials of Management
(residential), various
analytics...
A c c o l a d e s
Represented Cyclescheme on
You & Yours - Radio 4,
selected for BikeBiz's 2012 -
30 under 30, worked with
Chris Boardman on
ChooseCycling campaign,
guest speaker at House of
Lords e-bike workshop...
R e c e n t P r o j e c t s
Increase awareness of Rate
my Routes feature, publish
free-to-access versions of the
Biking Feedback Map, email
automation upgrade...
F a v o u r i t e R e c o m m e n d a t i o n
“Laurence is a great product
manager and a true cycling
and product firebrand. He
stands out at Love to Ride as
someone who is actively
involved and influential
across all areas of the
business, consistently giving
100% in every situation—a
rare quality... ”
Board Member
Cycle to Work Alliance
The Cycle to Work Alliance is a policy coalition of five of the leading providers of the cycle to work scheme, including Cyclescheme, Cycle Solutions, Evans Cycles, Halfords, and Vivup.
I represented Cyclescheme on the alliance where I collaborated with competitors to secure the future of the scheme and expand its reach, breadth and impact.
Marketing Manager
GrassRoots (GRG) / Cyclescheme
I developed and executed strategic marketing initiatives across Cyclescheme, Computingscheme, Phonescheme, and Childcarescheme. I covered B2B/B2B2C/B2C campaigns, digital advertising, and brand communications.
I was responsible for the inception, organisation and execution of Cycle to Work Day. Previous events saw #cycletworkday trend on Twitter as a result of tens of thousands of people taking to the saddle and documenting their journeys on social media. The event enjoyed widespread national media coverage (broadcast, print & digital) and inspired hundreds of people to run events across the UK.
Founder
Impact of the Drop
In April 2005 I founded Impact of the Drop. We were one of Bath's longest running underground club nights.
The night was born of a desire to share the music that my friends and I are passionate about. We wanted to give revellers a glimpse at the calibre of club night you would more often find in London, Berlin or Barcelona! I still run events intermittently.
Aug 2020 - Aug 2021 - 1 year, London
Jan 2013 - Nov 2016 - 4 years, Bath
Apr 2005 - present - >19 years, Bath/Bristol/Bridport
Professional Profile Executive program and project leader responsible for managing Love to Ride’s global projects team and ensuring the successful delivery of complex, multi-market active transportation and behavior change programs. Oversees large, distributed project portfolios with a focus on delivery assurance, operational discipline, and performance management. Provides senior leadership across project management, behavioral science, data and insights, and regional delivery teams to ensure campaigns are implemented smoothly, risks are proactively managed, and reporting is accurate, defensible, and decision-ready for public agencies, funders, and executive stakeholder CORE RESPONSIBILITIES • Provide strategic leadership for Love to Ride’s global projects portfolio, spanning North America, Europe, and Australasia • Manage and mentor the global projects team, including project managers, regional leads, behavioral specialists, and delivery partners • Direct the planning and execution of large-scale, multi-market campaigns such as Cycle September and Winter Wheelers • Establish and maintain project governance frameworks covering scope, budgets, schedules, risk management, and quality assurance • Standardize project management tools, workflows, and reporting across the organization (including Asana, CRM, and internal dashboards) • Oversee research, evaluation, and reporting functions to ensure defensible, high-quality behavioral and mode-shift analysis • Ensure all programs are grounded in behavior change science, including the Fogg Behavior Model, COM-B, and Nudge theory • Act as senior internal advisor on project feasibility, scalability, and delivery risk for new partnerships and innovation pilots
SELECTED PROJECT HIGHLIGHTS Atlanta Regional Campaign (United States) • Oversaw the strategic delivery of a multi-year Love to Ride program supporting the Atlanta Regional Commission • Guided cross-team coordination to deliver large-scale participation outcomes, including millions of logged miles and measurable engagement across employers and residents • Ensured robust reporting and evaluation to support regional transportation, air quality, and public health objectives Venice Demonstration Project (Italy) • Led the planning, strategy, and winning approach for Love to Ride’s Venice Demonstration Project in partnership with UrbanTide • Directed development of a data-driven, behavior-change–led pilot integrating mobility data, stakeholder engagement, and localized campaign design • Oversaw delivery planning grounded in behavioral science and scalability, positioning the project as a transferable model for other European cities • Development of Love to Ride Walking Program • Oversaw the strategic development and launch of Love to Ride’s walking program, expanding the platform beyond cycling • Guided integration of walking into existing behavior change frameworks, campaigns, and reporting tools • Ensured the program aligned with public-sector needs around inclusivity, accessibility, and short-trip mode shift OPERATIONAL & GOVERNANCE LEADERSHIP • Built and maintained a global “center of excellence” for project delivery, ensuring consistency across regions while allowing for local adaptation • Implemented standardized project controls for budget tracking, risk escalation, and performance monitoring • Led internal reviews of delivery performance to continuously improve efficiency, quality, and partner satisfaction • Supported executive leadership with clear, data-driven reporting on project outcomes, risks, and strategic opportunities
Livy Wallis
Project Manager| [email protected] | Bristol, UK
Experienced Project Manager with over three years at Love to Ride, delivering complex, multi-stakeholder active travel and behaviour change projects across the United States, UK, and Europe.
PROFESSIONAL EXPERIENCE
Love to Ride — Project Manager
2023 – Present
• Lead the end-to-end delivery of active travel and behaviour change programmes across the US, UK and Europe, ensuring projects are delivered on time, within scope, and to client expectations. • Currently project managing the Love to Ride project in Shasta County, California, coordinating local authorities, partners, and internal teams.
• Oversee multiple concurrent projects across different geographies and time zones, balancing competing priorities and deadlines.
• Act as the primary point of contact for clients, maintaining strong relationships and clear communication throughout the project lifecycle.
• Track project progress, risks, and budgets, producing clear updates and reports for internal and external stakeholders.
Love to Ride — Project Administrator
2022 – 2023
• Supported the Love to Ride team across UK and international active travel projects. • Liaised with partners and clients to support smooth project coordination. • Developed a detailed understanding of Love to Ride’s platform, delivery model, and behaviour change approach.
EARLIER EXPERIENCES (SELECTED)
Climate Emergency Engagement Assistant — De Montfort University (Remote) 2022
• Conducted research into community, voluntary, and business climate action.
Account Executive — Campus Group, London
• Managed client accounts and supported the delivery of nationwide student engagement campaigns, coordinating ambassadors and internal teams.
EDUCATION
MSc Sustainability and Behaviour Change (Distinction)
Centre for Alternative Technology | 2020 – 2022
BA Geography with Year Abroad (Upper 2:1)
University of Manchester | 2015 – 2019
Year Abroad: University of Hong Kong
Mark Wall Associates Page 1
Mark Wall
Public Transit Professional
Cyclist, Active Transportation Advocate
Background
After a very rewarding 40-plus-year career in public transit planning and management, my “retirement” focus is on projects that I love. These may include innovative transit projects, but will certainly include bicycle and pedestrian advocacy. My professional experience includes organization building and development, policy analysis, and leadership roles with a variety of organizations. I am very proud that I have been referred to as the leading advocate for rural transportation in California. All of this translates well into my desire to work locally with policy makers, planners, engineers, and community organizations to help create a bike and pedestrian friendly atmosphere that enhances quality of life.
Transit Experience
Principal - Mark Wall Associates
Lake Transit Authority (1996 – 2025) Lake County, CA
As General Manager for 23 years, and consultant advisor for the past six years, guided formation of the joint powers authority in July 1996, and developed service plans, facilities, and funding programs. Lake Transit is a leading rural transit provider with high ridership per capita, a consistently high fare revenue to operation cost ratio, and low cost per unit of service. These attributes are based on taking a full-service, multi-modal approach as a responsive institution for the community despite the challenges and constraints of rural population density and funding.
Lake Transit provides local bus routes, intercity bus routes connecting to the San Francisco Bay Area, and ADA paratransit services. In the wake of the Valley Fire National Emergency in 2015, initiated the LakeLinks non-profit to provide emergency relief and on-going non-emergency medical transportation.
Redwood Coast Transit Authority (2004-2016) Del Norte County, CA As Executive Director for12 years, guided formation of the joint powers authority in 2005, developed service plans, budgets, and grant programs. Initiated service to Redwood N.P., interlined service with Greyhound, established intercity service to Oregon.
Consulting Projects - Various Clients (1995-2020)
As a consultant to rural and small urban transit agencies, provided guidance on a wide variety of policy and operational issues. Prepared transit development plans, ADA plans, operations and maintenance analyses, and managed procurement of operations and maintenance contracts.
Clients included City of Roseville, San Benito County Local Transportation Commission, Fresno County Economic Opportunities Commission, Tehama County Local Transportation Commission, Mariposa County, and the Lake County/City Area Planning Council.
Transit Manager/Management Analyst
City of Visalia (1984-1995)
As Transit Division Manager/General Services Analyst, developed transit system operating and capital plans, prepared and managed budgets, grants, marketing programs, vehicle specifications and procurements, and managed operations contract procurement and oversight. Implemented the City’s first fixed route network. Provided liaison to state and federal agencies. Conducted various analyses and research for fleet maintenance and solid waste divisions.
Mark Wall Associates Page 2
Transportation Planner
Fresno County Economic Opportunities Commission (1982 – 1984) Fresno, CA As Transportation Planner, analyzed unmet elderly and disabled transportation needs in the metropolitan Fresno area and rural Fresno County, negotiated service coordination agreements with non-profit social service transportation providers, developed and implemented the initial operations program and budget for the Fresno Metro and Rural Consolidated Transportation Services Agency providing coordinated service for fifteen agencies, prepared and managed grant applications, prepared various analyses, reports, and plans.
Bicycling Experience
Freedom describes my experience as a child when the bicycle was a means to explore the world.
It gave me pride to “compete” in a roadeo, and to show that I was independent enough to bicycle to school. In my teens, freedom and responsibility lead to opportunity as I bicycled 4,000 miles annually to deliver newspapers and collect from my customers. In my late 20’s, I sold my car so that I could afford to return to college. I then commuted about 15 miles daily between my home, my part-time job in Downtown Fresno, and school at Fresno State. In my 40s, I began riding for health as a “serious” recreational cyclist, and have ridden more than 90,000 miles, including long- distance tours, century and double-century endurance rides, and many rides around Tulare County. Today, I remain a recreational cyclist, but I am also making the bicycle my daily transportation mode of choice.
Active Transportation Advocate
Active Transportation Advisory Committee (ATAC)
Tulare County Association of Governments (TCAG) (2018-2026) I joined the ATAC in 2018, becoming Vice Chair in 2021, and Chairman in 2022. The ATAC supports TCAG members in their efforts to improve the safety, ease, and comfort of active transportation in every jurisdiction in the County. Committee work has included review of Active Transportation Program (ATP) and similar grant applications; receiving reports about ATP projects, bicycle safety outreach, public safety data, data collection tools, Active Transportation Planning, and much more; participation in implementing Smart Cycling bicycle safety education in Tulare County, and facilitating the training of League of American Bicyclists (LAB) Cycling Instructors to provide a volunteer pool to teach bicycle safety to all ages in Tulare County.
Board Member / Advocacy Director / President
Southern Sierra Cyclists (SSC) (2016-Present)
As a Board Member, Advocacy Director, and currently as President, I am involved in shaping club policy and participating in a wide variety of club projects. Advocacy efforts include all of the following:
• Keep SSC members informed about local, state, and national advocacy efforts; changes in state law that may impact cyclists; bicycle facility plans and proposals. • Liaison with other bicycling organizations on advocacy efforts. • Liaison with local governments and Caltrans to stay informed about bicycle facility plans and projects, and to provide input on behalf of SSC.
• Organizing SSC members to testify at public meetings concerning bicycle plans and proposed projects.
• Writing letters of support for local projects and grant applications.
Mark Wall Associates Page 3
Advisory Committees
City of Visalia 2017-2022
I have served on various City of Visalia committees as an active transportation advocate. These include:
• Waterways & Trails Committee 2017-2019
• Visalia Senior Games – Bicycle Committee 2018-2019
• Environmental Committee 2019- 2021
• Citizens Advisory Committee 2021-22
Transit Bike Programs 1992 - 2018
As a transit professional, I have always been interested in facilitating the first and last mile. In 1992, I ordered bike racks as original equipment for Visalia transit buses. Gillig Corporation told us that we were the first to do so. Brochures were prepared to introduce bus riders and cyclists to the new bike racks. At Lake Transit and Redwood Coast Transit, I collected statistics on bike boardings, and began surveying cyclists’ origins and destinations to see how much bike travel expanded bus route service area. Eventually, bike/bus trips became so popular that we increased rack capacity and began exploring bike storage and bike-sharing feasibility.
Sponsor - Greenhouse Montessori Bike and Walk to School Contest (1999) When my son attended Greenhouse Montessori pre-school, I sponsored a Bike and Walk to School contest for all of the children attending the school. With the help of their parents, kids kept a daily log of their walking and bicycling. The grand prize winners got their names and handprints in a concrete “plaque” at the base of a red bicycle-shaped bike rack that I donated and installed with help from other parents at the school. It remains there today! Other Relevant Transportation Experience
Founder/Chairman/Board Member/Member Emeritus
California Association for Coordinated Transportation - CalACT (1984-Present) Mr. Wall is the founding chairman of CalACT and has served on the board of directors for 33 of the past 39 years. He has served on the executive, legislative, finance, and conference committees, has served as chairman of the Rural Transit Assistance Program Advisory Board, and has taken an active role with various project oriented adhoc committees. He is the first recipient of the CalACT Hall of Fame award, and is a lifetime member emeritus. CalACT is the nation’s largest state transit association.
Committee Member/Board Member
Transportation Research Board (2013-2019)
As a member of the Rural Public and Intercity Bus Committee, participated in the development of research topics and reviewed proposals and research studies for possible inclusion in the Transportation Cooperative Research Program, and for presentation at national conferences.
Various
Mr. Wall has served on a long list of local, state, and federal committees and boards. These range from founding member of the board of NASTA, the predecessor to Community Transportation Association of America (CTAA), to various Caltrans and CARB advisory committees.
Firm Bio VRPA Technologies, Inc. (VRPA) offers consul8ng services throughout California and other Western States. Specialized service areas include mul8modal transporta8on planning, traffic engineering analysis, civil engineering and construc8on management/ oversight, public outreach and facilita8on, and environmental assessments. At VRPA, we combine planning knowledge, engineering exper8se, and professionalism with crea8ve thinking, innova8ve problem-solving, and comprehensive public outreach and facilita8on efforts. The result is an extraordinary firm that possesses the exper8se and ability to look across disciplinary boundaries for solu8ons others may overlook. This innova8ve approach is evident by the breadth of services available to our diverse clientele, which includes both the public and private sectors consis8ng of State governments, regional agencies, transit and rail operators, coun8es, and ci8es, as well as private planning and engineering firms. Our capabili8es in mee8ng client needs and finishing projects on budget and schedule are demonstrated through the successful comple8on of projects, including mul8modal transporta8on plans and projects with community and stakeholder input, regional transporta8on plans with extensive public outreach and technical components, and traffic and environmental impact assessment projects for local ci8es and coun8es. VRPA has been in business for 38 years and collec8vely accumulated over three hundred and thirty (330) years of professional planning and engineering experience. We pride ourselves on a desire to tackle unique projects from an innova8ve angle. One such specialized experience is our capability to convey technical planning and engineering informa8on in a meaningful way to the general public and stakeholders. VRPA has extensive experience providing public outreach for Active Transportation Plans (ATPs), including work for the City of Fresno, the Fresno Council of Governments (Fresno COG), and the Madera County Transportation Commission (MCTC). VRPA is currently delivering community engagement services for City of Visalia projects that include the Shirk Street Capacity Enhancement project, Riggin Avenue Widening and Improvement, and Caldwell Avenue Widening.
FIRM AT A GLANCE Name: VRPA Technologies, Inc. (VRPA) Founded: 1988 Locations: Headquarters in Fresno, CA; branches in San Diego, Berkeley, Morro Bay, Honolulu, HI and Prescott, AZ Services OPered: Transportation Planning, TraPic Engineering, Civil Engineering, Environmental Assessments, Public Outreach and Facilitation
Project Experience
City of Fresno, Active Transportation Plan and Bicycle, Pedestrian and Trails Master Plan Update The Fresno Active Transportation Plan (ATP) is a comprehensive guide outlining the vision for active transportation in the City of Fresno, and a roadmap for achieving that vision. The ATP envisions a complete, safe, and comfortable network of trails, sidewalks, and bikeways that serves all residents of Fresno . VRPA worked as a subconsultant to enhance public outreach for the development of the ATP and the Bicycle, Pedestrian, & Trails Master Plan (BPTMP) update.
VRPA’s project responsibilities included the development of a Community Outreach Plan identifying engagement strategies to obtain feedback from the public and to convey the direction that the Plan update needed to take to remain vital and fundable under current State ATP guidelines. VRPA develope d a listing and assessment of key stakeholders and the best means to engage these key community members. VRPA also assisted with Stakeholder Advisory Committee working sessions , and the development and co - facilitation of a series of public workshops to gather input and feedback from the community members Project Reference: Jill Gormley, Assistant Director, Traffic Engineering Division, City of Fresno, 2600 Fresno Street, Fresno, CA 93721, (559) 621-8650, [email protected] Fresno Council of Governments Fresno County Regional Active Transportation Plan The Fresno County Regional Active Transportation Plan (ATP) was developed to serve as a comprehensive guide outlining the vision for biking, walking, and other human - powered transportation in Fresno County and a roadmap for achieving that vision. The ATP envisions a complete, safe, and comfortable network of trails, sidewalks, and bikeways that serves all who live and work in the Fresno County region. VRPA led public outreach services during development of the ATP in coordination with Fehr & Peers, and Fresno Council of Governments (Fresno COG) staff.
VRPA’s project responsibilities included s ending invitations to key stakeholders, preparation of meeting materials, and the co -facilitation of local small group meetings covering all 15 Cities and the County of Fresno. VRPA also participated in the collection and compilation of information on past expenditures for bicycle and pedestrian facilities and programs , and assisted with researching and drafting Final report sections.
Project Reference: Robert Phipps, Executive Director, Fresno Council of Governments, 2035 Tulare Street, Suite 201, Fresno, CA 93721, (559) 233-4148 ext. 210, [email protected]
Madera County Transportation Commission, Active Transportation Plan The Madera County Active Transportation Plan (ATP) envisions a comprehensive bicycle and pedestrian network across Madera County. As the region’s Metropolitan Planning Organization (MPO), the Madera County Transportation Commission (MCTC) is responsible for the adoption of the County’s Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS) and Transportation Improvement Program (TIP) as required by State and Federal law. The ATP supports these processes by providing a long range vision for the bicycle and pedestrian network across the county. The plan simultaneously considers countywide connections as well as local networks for the City of Madera, the City of Chowchilla, and selected unincorporated communities. As a subconsultant, VRPA led all public outreach activities for the ATP planning process and also contributed to the development of the Existing Conditions and Implementation and Funding chapters of the Final ATP. VRPA’s project responsibilities included the development of a webpage linked to the MCTC website, preparation of a bilingual stakeholder survey, and facilitation of meetings for the Stakeholder Advisory Committee. VRPA also co-facilitated public workshop and participated in pop-up events throughout the Madera County region, allowing easy access for stakeholders and the public to provide feedback and suggestions. VRPA was also assisted with the existing plan assessment, and the review and analysis of potential funding sources. Project Reference: Patricia Taylor, Executive Director, Madera County Transportation Commission, 2001 Howard Road, Suite 201, Madera, CA 93637, (559) 675-0721 Extension 1, [email protected] City of Visalia, Shirk Capacity Enhancement Project The Shirk Capacity Enhancement project spans from School Ave to Riggin Ave and consists of widening the east side of Shirk St at various locations to accommodate four lanes of travel with a center two-way left turn lane, buffered Class II bike lanes, curb and gutter, median curb, signalization and street lighting, striping, and the installation of approximately 8,200 lineal feet of 48” mainline sanitary sewer line and storm drain line. The project will modify existing traffic signals to accommodate the new street configuration as well as install a new traffic signal at Doe Ave and Shirk St. VRPA is currently providing public outreach services for this project, in coordination with construction management team NV5 and City of Visalia staff. VRPA’s project responsibilites have included the development of a Public Outreach and Engagement Plan and preparation of press release and social media content. VRPA also oversaw the preparation of a public kick-off meeting noticing mailer and co-facilitated the public kick-off meeting. VRPA has also been responsible for the creation and distribution of text message notifications, informing interested parties of construction updates. Project Reference: Kolton Walker, PE, Construction Manager, NV5, 2109 West Bullard Avenue, Suite 145 Fresno, California 93711, (559) 355-9506 or [email protected]
Key Staff Bios Georgiena Vivian is the founder and President of VRPA Technologies, Inc. (VRPA), which she established in 1988. With over 53 years of experience, she is a recognized leader in transportation planning and financing, traffic engineering, transportation demand management and transportation systems management (TDM/TSM), intelligent transportation systems (ITS) planning, sustainable communities planning, environmental analysis, and public outreach. Georgiena has led the preparation of numerous regional and local transportation plans, including corridor studies, congestion management programs, county blueprint initiatives, multimodal and smart growth studies, and associated public outreach programs. Under her leadership, VRPA has built a strong reputation for delivering comprehensive, community-focused, and forward-thinking transportation and environmental planning solutions. Hector Guerra has more than 22 years of experience providing technical and outreach services in support of transportation and community planning projects. At VRPA Technologies, Inc., Hector specializes in public outreach, research, marketing, and administrative coordination, ensuring that complex technical information is effectively communicated to diverse audiences. He is highly skilled at translating technical concepts into clear, accessible language and has successfully engaged the public in a wide range of settings, including community workshops, public hearings, stakeholder meetings, and bilingual outreach events. Hector’s expertise supports the development of inclusive and transparent planning processes, fostering meaningful participation from residents, businesses, and community organizations. Resumes. See attached 59 Appendix C – Digital Tools
60 Appendix C - Digital Tools Supporting Program Delivery Introduction to Love to Ride’s Digital Tools Love to Ride provides an established digital engagement platform and companion mobile application to support the delivery of Active Transportation Program (ATP) Non-Infrastructure activities, including education, encouragement, Safe Routes to School (SRTS), community outreach, and evaluation. These digital tools are already in use across multiple California and national ATP-funded programs and are available for immediate deployment. They are designed to support, reinforce, and extend on-the-ground program delivery, not replace in-person engagement. Together, they provide a consistent system for participant registration, activity tracking, communication, survey collection, and reporting aligned with ATP documentation expectations. A key strength of Love to Ride’s platform is its ability to support multiple projects running concurrently while maintaining clear separation of participants, outreach activities, and reporting outputs. This ensures that each project area, corridor, or target community can be managed within a single coordinated system while still producing project-specific data and audit-ready documentation.
Platform: Behavior Change and Engagement Capability Love to Ride’s platform is built specifically to drive behavior change at scale. It is designed to support individuals across different stages of readiness, from those who have never ridden a bike, to occasional riders, to regular cyclists who can influence and encourage others. The platform applies proven engagement principles including reducing barriers to entry, creating positive reinforcement, strengthening social norms, and providing timely prompts that encourage people to take action. Participants are supported through clear calls to action, visible progress tracking, and structured campaign moments that make biking feel achievable and socially supported. This approach is especially effective in reaching new and infrequent riders, who often need more than information alone. Love to Ride combines motivation, recognition, and social participation features that encourage users to try biking in a low-pressure way, and then continue riding over time. Behavior change is reinforced through a combination of tools including team participation, progress dashboards, milestone achievements, encouragement messaging, and opportunities for community recognition. This creates a repeatable system that supports both short-term participation gains and longer-term habit formation. 61 Community and Workplace Challenges Love to Ride provides a proven challenge platform that cities can use to deliver ATP-eligible encouragement campaigns, such as Bike Month or neighborhood-based biking challenges, while tracking participation and outcomes for reporting. These campaigns can be configured to align with Bike Month, community events, corridor-specific initiatives, neighborhood-based outreach, or project-area engagement priorities. Challenges provide a structured and time-bound engagement opportunity that encourages participation from a broad audience, including people who may not typically ride a bike. Participants can join individually or as part of a workplace or community team, helping create social motivation and peer-to-peer encouragement. The platform supports challenge configuration with defined timeframes, eligibility criteria, and project-area groupings. This allows the City to track participation and results separately for each ATP-funded project, while still offering residents one simple, consistent program to join. Challenge tools support both real-time engagement and evaluation, including: • participant registration and enrollment • a variety of simple or popular ride and activity logging solutions • team and group participation plus referral tools • engaging leaderboards that segment at workplace, local, industry and national levels • progress tracking and completion metrics • engagement summaries suitable for ATP reporting
62 These features allow Love to Ride to deliver high-participation encouragement programs with consistent documentation and reduced administrative burden for City staff.
63 School Engagement and Safe Routes to School (SRTS) Challenges Love to Ride provides dedicated school engagement tools designed to support Safe Routes to School programming and school-based encouragement and education efforts. The platform includes functionality to engage students, families, and school staff in a format appropriate for school communities. School challenges can be configured at the school level and aggregated by neighborhood or project area. This supports both school-specific engagement and broader corridor-based or community-based SRTS efforts. These tools enable the City and delivery partners to activate and monitor participation and engagement in a consistent way. The solution is easy to adopt and avoids safeguarding concerns by being a parent and teacher first platform. The solution is focused on student impact and captures school and class level attributes (student population etc.) and then captures, ranks and celebrates activation, engagement, consistency, improvements and final leaderboard positions. School tools are designed to support positive and inclusive participation. They emphasize encouragement and accessibility, making them suitable for new riders and families who may be trying active travel for the first time. Reporting is supported through real-time dashboards and exportable summaries that track participation and outcomes at the student, class, school, and project-area level, enabling clear, audit-ready documentation for SRTS evaluation and ATP reporting.
64 Mobile App: Enabling Engagement, Insight, and Impact The Love to Ride mobile app is a core program tool that supports participant engagement, behavior change, and high-quality data collection. It is designed to work seamlessly in people’s everyday lives, making participation easy while delivering meaningful insight for program delivery and evaluation. For participants, the app removes friction by making it simple to log bike trips - including short, everyday journeys that are often missed by traditional data sources. This low-effort approach is particularly effective for engaging new and infrequent riders who do not use biking computers/gadgets or wish to get their phone out of their pocket at the start and end of every trip. Through the Rate My Routes feature, participants can easily share how safe and comfortable they feel on the routes they use. This provides direct, place-based feedback grounded in real journeys, strengthening engagement while generating decision-ready insight relevant to local context. For program partners, the app delivers consistent, reliable data on participation, trips, and rider experience, reducing reliance on one-off surveys and strengthening baseline and follow-up evaluation. It also supports ongoing engagement through targeted prompts and encouragement aligned with campaign goals. Together, the Love to Ride app and Rate My Routes functionality make participation easy, deliver unique lived-experience insight, and robust data and support impactful, evidence-backed outcomes.
65 Data Collection, Insight, and Reporting Framework Love to Ride provides a comprehensive, integrated data framework that supports ATP NI–aligned evaluation, reporting, and decision-making. The platform is designed to capture multiple complementary data inputs and translate them into clear, accessible outputs for both public transparency and professional use. Data Inputs The platform captures a wide range of participant, activity, and network-related inputs, including: • Participant demographics (collected on a voluntary basis, where appropriate) • Baseline, pre-, and post-challenge surveys, capturing confidence, perceived barriers, attitudes, and self-reported safety • Activity and engagement data, such as trips logged, challenge participation, courses completed, and social engagement (e.g. encouragements and high fives) • Geospatial trip data, capturing where and how people ride, including short everyday journeys • Route comfort and safety feedback via the Rate My Routes feature, reflecting perceived comfort and stress levels • Reports of infrastructure issues and incidents, including user-identified problem areas • Custom surveys, deployable as needed for specific project areas, neighborhoods, events, or target groups These inputs can be collected digitally and alongside in-person outreach, improving response rates and ensuring consistent documentation across project activities. Data Outputs All collected data flows into Love to Ride’s Insights and reporting environment, enabling both real-time monitoring and formal evaluation outputs, including: • Live metrics and reporting within the Insights dashboard, supporting day-to-day program management • Post-campaign reports, summarizing participation, engagement, and key outcomes • Final evaluation reports, suitable for grant close-out, audits, and stakeholder reporting • A public-facing Biking Feedback Map, visualizing aggregated rider comfort and safety perceptions • Professional planning tools, including the Rider Comfort & Safety Map and Heatmap, providing anonymized, filterable insight for transport professionals Data can be exported in commonly used formats to support City reporting, Caltrans documentation, and audit-ready evaluation. This structured approach reduces manual data handling, improves transparency, and strengthens the defensibility of program outcomes. 66 Bike Education: Driver Education Course and Additional Learning Content Love to Ride’s platform supports scalable education delivery through digital courses, informational content, and targeted communications. This will include a driver education course, as well as additional short educational modules designed to improve safety awareness and rider confidence. Educational content can be delivered through structured course pages, tips and guidance articles, and digital prompts that reinforce key safety messages during campaign periods. This allows the City and delivery partners to provide consistent education messaging across different project areas and participant groups. The platform also supports communication through emails, push notifications and in-platform announcements, enabling delivery of timely safety and encouragement content that aligns with program activities. Messaging can be designed to support different audiences, including new riders, students and families, and community members participating through outreach events. Integrating education into the engagement platform allows Love to Ride to pair encouragement with practical learning, helping participants build confidence, improve safety knowledge, and turn initial participation into sustained riding.
67 Community Features: Photos, Stories, and Shared Engagement Love to Ride includes community-oriented features that encourage participants to share their experiences through stories and photos. These tools support positive program visibility and help strengthen community norms around biking. Participant stories and shared content help make biking feel relatable and achievable, particularly for new riders who may be uncertain about getting started. This social proof plays an important role in behavior change by showing biking as a normal activity across different ages, backgrounds, and confidence levels. Community content can also be used to reinforce campaign messaging and highlight local participation, helping build momentum during challenge periods and creating additional opportunities for recognition and celebration. This contributes to a stronger sense of community, which supports longer-term participation beyond the initial program period.
68 Transportation Planning Dashboard and Reporting Love to Ride provides a reporting and dashboard environment that enables partners to track participation, engagement, and evaluation results in real time and through post-program reporting. The platform supports both day-to-day program monitoring and longer-term documentation for grant reporting and audits. A key strength of the system is its structured approach to data management. Participation and survey results are stored in a consistent format that supports project-specific tracking while allowing program-wide coordination. The reporting tools support standard ATP NI metrics including: • participation counts • engagement over time • challenge completion and activity levels • survey completion rates and results • summaries suitable for progress reporting Where appropriate, demographic and equity-relevant fields can also be collected on a voluntary basis to support equity analysis aligned with ATP guidance. Data can be exported in commonly used formats to support City reporting requirements, Caltrans documentation, and audit-ready evaluation. This reduces manual data handling, improves transparency, and strengthens defensibility of program outcomes.
69 Survey, Feedback, and Route Perception Tools Love to Ride’s platform includes built-in tools to support evaluation through surveys and participant feedback collection. These tools are commonly used to capture pre- and post-event insights, including participant confidence, perceived barriers to biking, and self-reported safety perceptions. Surveys can be customized and deployed for specific project areas, neighborhoods, events, or school communities. They can be delivered digitally and alongside in-person outreach activities, improving response rates and enabling consistent documentation. In addition to surveys, Love to Ride provides optional route perception tools that enable participants to share how safe or comfortable they feel on the routes they use. This lived-experience feedback is aggregated and visualized through both a public-facing ‘Biking Feedback Map’ and a professional ‘Rider Comfort & Safety Map’, helping contextualize participant experience while supporting robust program evaluation. The result is a clearer understanding of perceived conditions on the network, alongside traditional participation and behavior data. These tools support ATP-aligned evaluation and documentation while providing actionable insight into how participants experience biking in the project area.