07/06/2021 ITEM NO. 3 - CONSIDERATION OF PROFESSIONAL SERVICES AGREEMENT FOR TRANSIT SERVICE EVALUATION (SPEC. NO. 61-010)AGENDA ITEM NO.3
AGENDA STAFF REPORT
City of West Covina I Office of the City Manager
DATE: July 6, 2021
TO: Mayor and City Council
FROM: David Carmany
City Manager
SUBJECT: CONSIDERATION OF PROFESSIONAL SERVICES AGREEMENT FOR TRANSIT
SERVICE EVALUATION (SPEC. NO.61-010)
RECOMMENDATION:
It is recommended that the City Council take the following actions:
1. Authorize the City Manager to negotiate and execute a Professional Services Agreement with IBI Group
Professional Services (USA) Inc. (IBI Group), effective July 15, 2021, in an amount not to exceed
$69,880, for an evaluation of transit service, and authorize the City Manager to execute any amendments
to the agreement; and
2. Adopt the following Resolution:
RESOLUTION NO.2021-75 — A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF WEST COVINA, CALIFORNIA, ADOPTING A BUDGET AMENDMENT FOR THE
FISCAL YEAR COMMENCING JULY 1, 2021 AND ENDING JUNE 30, 2022 (TRANSIT
SERVICES EVALUATION)
BACKGROUND:
The City provides a fixed route shuttle and a demand response Dial -a -Ride service. The City is experiencing a
decline in overall ridership in both services and is exploring opportunities to improve usage. Transportation
services are provided through a contractor. The contractor, MV Transportation, Inc. (MVT) has been the City's
contractor since 2014. MVT is currently providing services on a month -to -month basis to allow for the
evaluation of transit services.
Prior to issuing a Request for Proposals (RFP) for transit services to bring a contractor on a more permanent
basis, the City wants to evaluate the City's ridership trends and demands to identify the best model of service
delivery to meet the needs of the community. This information will then be used to inform the upcoming
RFP for transportation services.
DISCUSSION:
On April 27, 2021, staff issued an RFP for Transit Evaluation Services to include:
9 Development of a Project Management Plan and a Project Schedule.
• Development of a community and stakeholder Outreach Plan, which includes two community meetings
and two presentations to the City Council.
• Development and conducting of a Transit User Survey.
• Researching all pertinent data, documents and plans available at the City, and at other entities, for the
establishment of existing conditions; developing a technical analysis of the current West Covina Transit
service and other regional transit services in West Covina, assessing overall service availability and
gaps; and determining the needs for current and future transit services in the City.
• Development of alternative analysis for transit service delivery, considering a mix of service delivery
modes, such as: fixed route, paratransit, and transportation network company services to address the
needs of multiple user groups, as well as service times, levels of service, routes (fixed, modified fixed,
etc.) and transit stops.
• Development of a cost analysis for each transit alternative and reviewing potential funding sources for
capital and operating needs, as appropriate.
• Development of a Service Restructuring Plan that details transit service recommendations and includes
an Implementation Plan.
On June 3, 2021, staff received proposals from two (2) firms:
Vendor Location Cost
IBI Group Irvine, CA $69,880
Via Mobility New York, NY JE $57,600
The proposals were reviewed by staff for completeness, relevant experience, scope of services provided,
qualifications of proposed project team, detailed work plan and cost-effectiveness. After review, staff
determined that the proposal from IBI Group was the most comprehensive and demonstrated the best
understanding of the information and recommendations to be included in the transit evaluation services. IBI
Group's proposal included a Managing Principal and Project Manager who both have over 20 years of
experience with the firm with additional years of relevant prior experience. IBI Group has successfully
completed many projects in southern California, including for San Gabriel Valley agencies: City of Arcadia,
City of Duarte, City of Monrovia.
Apart from the strength of IBI Group's proposal, staff is not recommending the low bidder. This is due to
concern that they are based out of state, and they requested contract exceptions to the agreement with the City
which included modifications to the indemnification language and a limitation of liability. Via Mobility is a
wholly -owned subsidiary of Via Transportation, Inc. headquartered in New York City. Via is registered in
California as a Transportation Network Company and is focused on providing on -demand technology and
subsidized support services to the public sector. The firm directly manages private operations in numerous
cities in the United States.
Pursuant to the proposed agreement, IBI Group will conduct a transit service evaluation, with a total
compensation not to exceed $69,880. IBI Group's proposal indicated an anticipated completion of a final
report to the City within a five -month timeframe. If they are selected and given notice to proceed in July, they
should have the final report completed by December 2021.
LEGAL REVIEW:
The City Attorney's Office has reviewed the agreement and approved it as to form.
OPTIONS:
The City Council has the following options:
1. Approve Staffs recommendation; or
2. Provide alternative direction.
Prepared by: Kelly McDonald, Public Services Manager
Fiscal Impact
FISCAL IMPACT:
Total cost for the transit evaluation services is not to exceed $69,880. The cost will be fully covered by
Proposition A Incentive Funds, which cannot be exchanged. Metro has approved the use of the funds for this
activity. The attached budget amendment will appropriate these funds into new account 121.61.5140.6110, as
well as additional funds anticipated for the future development of a transit service request for proposals.
Attachments
Attachment No.
1 - PSA with IBI Group
Attachment No.
2 - IBI Group - Proposal
Attachment No.
3 - Via Mobility Proposal
Attachment No.
4 - RFP
Attachment No.
5 - Budget Amendment 2021-75
CITY Achieve Fiscal Sustainability and Financial Stability
COUNCIL Enhance the City Image and Effectiveness
GOALS &
OBJECTIVES:
ATTACHMENT NO. 1
CITY OF WEST COVINA
PROFESSIONAL SERVICES AGREEMENT
WITH
IBI GROUP PROFESSIONAL SERVICES (USA) INC.
FOR
TRANSIT EVALUATION SERVICES
THIS AGREEMENT is made and entered into as of the 15th day of July, 2021 ("Effective
Date"), by and between the CITY OF WEST COVINA, a municipal corporation ("City"), and IBI
GROUP PROFESSIONAL SERVICES (USA) INC., a Florida corporation ("Consultant').
WITNESSETH:
A. WHEREAS, City proposes to utilize the services of Consultant as an independent
contractor to City to conduct an evaluation of the City's transit service, as more fully described
herein; and
B. WHEREAS, Consultant represents that it has that degree of specialized expertise
contemplated within California Government Code Section 37103, and holds all necessary
licenses to practice and perform the services herein contemplated, except that if Consultant is
required to but does not yet hold a City business license, it will promptly obtain a business license
and will not provide services to the City until it has done so; and
C. WHEREAS, City and Consultant desire to contract for the specific services
described in Exhibit 'W'and desire to set forth their rights, duties and liabilities in connection with
the services to be performed; and
D. WHEREAS, no official or employee of City has a financial interest, within the
provisions of Sections 1090-1092 of the California Government Code, in the subject matter of this
Agreement; and
E. WHEREAS, Consultant responded to the City's Request for Proposals dated April
27, 2021, incorporated via this reference as if fully set forth herein, and Consultant's response to
the Request for Proposals was a material inducement to the City ultimately entering into this
Agreement.
NOW, THEREFORE, for and in consideration of the mutual covenants and conditions
contained herein, the parties hereby agree as follows:
1.0. SERVICES PROVIDED BY CONSULTANT
1.1. Scope of Services. Consultant shall provide the professional services described
in the Scope of Services, attached hereto as Exhibit "A," and Consultant's Proposal, attached
hereto as Exhibit "B," both incorporated herein by this reference.
1.2. Professional Practices. All professional services to be provided by Consultant
pursuant to this Agreement shall be provided by personnel experienced in their respective fields
and in a manner consistent with the standards of care, diligence and skill ordinarily exercised by
professional consultants in similar fields and circumstances in accordance with sound
professional practices. Consultant also warrants that it is familiar with all laws that may affect its
performance of this Agreement and shall advise City of any changes in any laws that may affect
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Consultant's performance of this Agreement. Consultant shall keep itself informed of State and
Federal laws and regulations which in any manner affect those employed by it or in any way affect
the performance of its service pursuant to this Agreement. The Consultant shall at all times
observe and comply with all such laws and regulations. City officers and employees shall not be
liable at law or in equity for any claims or damages occurring as a result of failure of the Consultant
to comply with this section.
1.3. Performance to Satisfaction of Citv. Consultant agrees to perform all the work to
the reasonable satisfaction of the City. Evaluations of the work will be conducted by the City
Manager or his or her designee. If the quality of work is not satisfactory, City in its discretion has
the right to:
(a) Meet with Consultant to review the quality of the work and resolve the
matters of concern;
(b) Require Consultant to repeat the work at no additional fee until it is
satisfactory; and/or
(c) Terminate the Agreement as hereinafter set forth.
1.4. Warranty. Consultant warrants that it shall perform the services required by this
Agreement in compliance with all applicable Federal and California employment laws, including,
but not limited to, those laws related to minimum hours and wages; occupational health and
safety; fair employment and employment practices; workers' compensation; and all other Federal,
State and local laws and ordinances applicable to the services required under this Agreement.
1.5. Non-discrimination. In performing this Agreement, Consultant shall not engage in,
nor permit its agents to engage in, discrimination in employment of persons because of their race,
religion, color, national origin, ancestry, age, physical or mental disability, medical condition,
genetic information, pregnancy, marital status, sex, gender, gender identity, gender expression,
sexual orientation, or military or veteran status, except as permitted pursuant to Section 12940 of
the Government Code.
1.6. Non -Exclusive Agreement. Consultant acknowledges that City may enter into
agreements with other consultants for services similar to the services that are subject to this
Agreement or may have its own employees perform services similar to those services
contemplated by this Agreement.
1.7. Confidentiality. Employees of Consultant in the course of their duties may have
access to financial, accounting, statistical, and personnel data of private individuals and
employees of City. Consultant covenants that all data, documents, discussion, or other
information developed or received by Consultant or provided for performance of this Agreement
are deemed confidential and shall not be disclosed by Consultant without written authorization by
City. City shall grant such authorization if disclosure is required by law. All City data shall be
returned to City upon the termination of this Agreement. Consultant's covenant under this Section
shall survive the termination of this Agreement.
1.8. Public Records Act Disclosure. Consultant has been advised and is aware that
this Agreement and all reports, documents, information and data, including, but not limited to,
computer tapes, discs or files furnished or prepared by Consultant, or any of its subcontractors,
pursuant to this Agreement and provided to City may be subject to public disclosure as required
by the California Public Records Act (California Government Code Section 6250 et seq.).
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Exceptions to public disclosure may be those documents or information that qualify as trade
secrets, as that term is defined in California Government Code Section 6254.7, and of which
Consultant informs City of such trade secret. The City will endeavor to maintain as confidential all
information obtained by it that is designated as a trade secret. The City shall not, in any way, be
liable or responsible for the disclosure of any trade secret including, without limitation, those
records so marked if disclosure is deemed to be required by law or by order of the court.
2.1. Compensation. Consultant shall be paid in accordance with the fee schedule set
forth in Exhibit "C," attached hereto and made a part of this Agreement (the "Fee Schedule").
Consultant's total compensation shall not exceed Sixty -Nine Thousand Eight Hundred Eighty
Dollars ($69,880.00).
2.2. Additional Services. Consultant shall not receive compensation for any services
provided outside the scope of services specified in the Consultant's Proposal unless the City,
prior to Consultant performing the additional services, approves such additional services in
writing. It is specifically understood that oral requests and/or approvals of such additional services
or additional compensation shall be barred and are unenforceable. Should the City request in
writing additional services that increase the Scope of Services, an additional fee based upon the
Consultant's standard hourly rates shall be paid to the Consultant for such additional services.
Such increase in additional fees shall be limited to 25% of the total contract sum or to the
maximum total contract amount of $25,000, whichever is greater. The Department Head or City
Manager is authorized to approve a Change Order for such additional services.
2.3. Method of Billing. Consultant may submit invoices to the City for approval on a
progress basis, but no more often than once a month. Said invoice shall be based on the total of
all Consultant's services which have been completed to City's sole satisfaction. City shall pay
Consultant's invoice within forty-five (45) days from the date City receives said invoice. Each
invoice shall describe in detail the services performed, the date of performance, and the
associated time for completion. Any additional services approved and performed pursuant to this
Agreement shall be designated as "Additional Services" and shall identify the number of the
authorized change order, where applicable, on all invoices.
2.4. Records and Audits. Records of Consultant's services relating to this Agreement
shall be maintained in accordance with generally recognized accounting principles and shall be
made available to City for inspection and/or audit at mutually convenient times from the Effective
Date until three (3) years after the termination or expiration of this Agreement.
3.0. TIME OF PERFORMANCE
3.1. Commencement and Completion of Work. Unless otherwise agreed to by the
parties, the professional services to be performed pursuant to this Agreement shall commence
within five (5) days from the Effective Date of this Agreement. Said services shall be performed
in strict compliance with the Project Schedule approved by City as set forth in Exhibit "D," attached
hereto and incorporated herein by this reference. The Project Schedule may be amended by
mutual agreement of the parties. Failure to commence work in a timely manner and/or diligently
pursue work to completion may be grounds for termination of this Agreement.
3.2. Excusable Delays. Neither party shall be responsible for delays or lack of
performance resulting from acts beyond the reasonable control of the parry or parties. Such acts
shall include, but not be limited to, acts of God, fire, strikes, material shortages, compliance with
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laws or regulations, riots, acts of war, or any other conditions beyond the reasonable control of a
party. If a delay beyond the control of the Consultant is encountered, a time extension may be
mutually agreed upon in writing by the City and the Consultant. The Consultant shall present
documentation satisfactory to the City to substantiate any request for a time extension.
4.0. TERM AND TERMINATION
4.1. Term. This Agreement shall commence on the Effective Date and continue for a
period of six (6) months, ending on January 14, 2022, unless previously terminated as provided
herein or as otherwise agreed to in writing by the parties.
4.2. Notice of Termination. The City reserves and has the right and privilege of
canceling, suspending or abandoning the execution of all or any part of the work contemplated
by this Agreement, with or without cause, at any time, by providing at least fifteen (15) days prior
written notice to Consultant. In the event of such termination, Consultant shall immediately stop
rendering services under this Agreement unless directed otherwise by the City. If the City
suspends, terminates or abandons a portion of this Agreement such suspension, termination or
abandonment shall not make void or invalidate the remainder of this Agreement.
If the Consultant defaults in the performance of any of the terms or conditions of this
Agreement, it shall have ten (10) days after service upon it of written notice of such default in
which to cure the default by rendering a satisfactory performance. In the event that the Consultant
fails to cure its default within such period of time, the City shall have the right, notwithstanding
any other provision of this Agreement, to terminate this Agreement without further notice and
without prejudice to any other remedy to which it may be entitled to at law, in equity, or under this
Agreement.
The City also shall have the right, notwithstanding any other provisions of this Agreement,
to terminate this Agreement, at its option and without prejudice to any other remedy to which it
may be entitled to at law, in equity, or under this Agreement, immediately upon service of written
notice of termination on the Consultant, if the latter should:
a. Be adjudged a bankrupt;
b. Become insolvent or have a receiver of its assets or property appointed
because of insolvency;
C. Make a general assignment for the benefit of creditors;
Default in the performance of any obligation or payment of any
indebtedness under this Agreement;
e. Suffer any judgment against it to remain unsatisfied or unbonded of record
for thirty (30) days or longer; or
Institute or suffer to be instituted any procedures for reorganization or
rearrangement of its affairs.
4.3. Compensation. In the event of termination, City shall pay Consultant for
reasonable costs incurred and professional services satisfactorily performed up to and including
the effective date of the City's written notice of termination, within forty-five (45) days after the
effective date of the notice of termination or the final invoice of the Consultant, whichever occurs
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last. Compensation for work in progress shall be prorated based on the percentage of work
completed as of the effective date of termination in accordance with the fees set forth herein.
4.4. Documents. In the event of termination of this Agreement, all documents prepared
by Consultant in its performance of this Agreement including, but not limited to, finished or
unfinished design, development and construction documents, data studies, drawings, maps and
reports, shall be delivered to the City within ten (10) days of the effective date of the notice of
termination, at no cost to City.
5.0. INSURANCE
5.1. Minimum Scope and Limits of Insurance. Consultant shall obtain, maintain, and
keep in full force and effect during the life of this Agreement all of the following minimum scope
of insurance coverages with an insurance company authorized to do business in California, with
a current A.M. Best's rating of no less than A:VII, and approved by City:
(a) Broad -form commercial general liability, including premises -operations,
products/completed operations, broad form property damage, blanket
contractual liability, independent contractors, personal injury or bodily injury
with a policy limit of not less than Two Million Dollars ($2,000,000.00),
combined single limits, per occurrence. If such insurance contains a
general aggregate limit, it shall apply separately to this Agreement or shall
be twice the required occurrence limit.
(b) Business automobile liability for owned vehicles, hired, and non -owned
vehicles, with a policy limit of not less than One Million Dollars
($1,000,000.00), combined single limits, per accident for bodily injury and
property damage.
(c) Workers' compensation insurance as required by the State of California,
with Statutory Limits, and Employer's Liability Insurance with a limit of no
less than One Million Dollars ($1,000,000.00) per accident for bodily injury
or disease. Consultant agrees to waive, and to obtain endorsements from
its workers' compensation insurer waiving subrogation rights under its
workers' compensation insurance policy against the City, its officers,
agents, employees, and volunteers for losses arising from work performed
by Consultant for the City and to require each of its subcontractors, if any,
to do likewise under their workers' compensation insurance policies.
By execution of this Agreement, the Consultant certifies as follows:
I am aware of, and will comply
Code, requiring every employer
Workers' Compensation or to
commencing any of the work.
with, Section 3700 of the Labor
to be insured against liability of
undertake self-insurance before
The Consultant shall also comply with Section 3800 of the Labor Code by
securing, paying for and maintaining in full force and effect for the duration
of this Agreement, complete Workers' Compensation Insurance, and shall
furnish a Certificate of Insurance to the City before execution of this
Agreement by the City. The City, its officers and employees shall not be
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responsible for any claims in law or equity occasioned by failure of the
consultant to comply with this section.
(d) Professional errors and omissions ("E&O") liability insurance with policy
limits of not less than One Million Dollars ($1,000,000.00), combined single
limits, per occurrence or claim, and Two Million Dollars ($2,000,000.00)
aggregate. Architects' and engineers' coverage shall be endorsed to
include contractual liability. If the policy is written as a "claims made" policy,
the retroactivity date shall be prior to the start of the work set forth herein.
Consultant shall obtain and maintain said E&O liability insurance during the
life of this Agreement and for five (5) years after completion of the work
hereunder. If coverage is canceled or non -renewed, and not replaced with
another claims -made policy form with a retroactive date prior to the
effective date of this Agreement, Consultant shall purchase "extended
reporting" coverage for a minimum of five (5) years after completion of the
work.
If the Consultant maintains higher limits or has broader coverage than the minimums
shown above, the City requires and shall be entitled to all coverage, and to the higher limits
maintained by the Consultant. Any available insurance proceeds in excess of the specified
minimum limits of insurance and coverage shall be available to the City.
5.2. Endorsements. The insurance policies are to contain, or be endorsed to contain,
the following provisions:
(a) Additional Insureds: The City of West Covina and its elected and appointed
boards, officers, officials, agents, employees, and volunteers are additional
insureds with respect to: liability arising out of activities performed by or on
behalf of the Consultant pursuant to its contract with the City; products and
completed operations of the Consultant; premises owned, occupied or
used by the Consultant; automobiles owned, leased, hired, or borrowed by
the Consultant.
(b) Notice of Cancelation: Each insurance policy required above shall provide
that coverage shall not be canceled, except with notice to the City.
(c) Primary Coverage: The Consultant's insurance coverage shall be primary
insurance as respects the City of West Covina, its officers, officials, agents,
employees, and volunteers. Any other insurance maintained by the City of
West Covina shall be excess and not contributing with the insurance
provided by this policy.
(d) Waiver of Subrogation: Consultant hereby grants to City a waiver of any
right to subrogation which any insurer of said Consultant may acquire
against the City by virtue of the payment of any loss under such insurance.
Consultant agrees to obtain any endorsement that may be necessary to
affect this waiver of subrogation, but this provision applies regardless of
whether or not the City has received a waiver of subrogation endorsement
from the insurer.
(e) Coverage Not Affected: Any failure to comply with the reporting provisions
of the policies shall not affect coverage provided to the City of West Covina,
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its officers, officials, agents, employees, and volunteers.
(f) Coverage Applies Separately: The Consultant's insurance shall apply
separately to each insured against whom claim is made or suit is brought,
except with respect to the limits of the insurer's liability.
5.3. Deductible or Self Insured Retention. If any of such policies provide for a
deductible or self -insured retention to provide such coverage, the amount of such deductible or
self -insured retention shall be approved in advance by City. The City may require the Consultant
to purchase coverage with a lower retention or provide proof of ability to pay losses and related
investigations, claim administration, and defense expenses within the retention. The policy
language shall provide, or be endorsed to provide, that the self -insured retention may be satisfied
by either the named insured or City.
5.4. Certificates of Insurance. Consultant shall provide to City certificates of insurance
showing the insurance coverages and required endorsements described above, in a form and
content approved by City, prior to performing any services under this Agreement. The City
reserves the right to require complete, certified copies of all required insurance policies, including
endorsements required by these specifications, at any time.
5.5. Non -limiting. Nothing in this Section shall be construed as limiting in any way the
indemnification provision contained in this Agreement.
6.0. GENERAL PROVISIONS
6.1. Entire Agreement. This Agreement constitutes the entire agreement between the
parties with respect to any matter referenced herein and supersedes any and all other prior
writings and oral negotiations. This Agreement may be modified only in writing, and signed by the
parties in interest at the time of such modification.
6.2. Representatives. The City Manager or his or her designee shall be the
representative of City for purposes of this Agreement and may issue all consents, approvals,
directives and agreements on behalf of the City, called for by this Agreement, except as otherwise
expressly provided in this Agreement.
Consultant shall designate a representative for purposes of this Agreement who
shall be authorized to issue all consents, approvals, directives and agreements on behalf of
Consultant called for by this Agreement, except as otherwise expressly provided in this
Agreement.
6.3. Key Personnel. It is the intent of both parties to this Agreement that Consultant
shall make available the professional services of Steve Wilks, who shall coordinate directly with
City. Any substitution of key personnel must be approved in advance in writing by City's
Representative.
6.4. Notices. Any notices, documents, correspondence or other communications
concerning this Agreement or the work hereunder may be provided by personal delivery, Email
or by U.S. mail. If by U.S. mail, it shall be addressed as set forth below and placed in a sealed
envelope, postage prepaid, and deposited in the United States Postal Service. Such
communication shall be deemed served or delivered: a) at the time of delivery if such
communication is sent by personal delivery; b) at the time of transmission if such communication
is sent by Email; and c) 72 hours after deposit in the U.S. Mail as reflected by the official U.S.
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postmark if such communication is sent through regular United States mail.
IF TO CONSULTANT:
IBI Group
18401 Von Karman Ave, Suite 300
Irvine, CA 92612
Tel: (949) 872-9451
Email: swilks@ibigroup.com
Attn: Steve Wilks
IF TO CITY:
City of West Covina
1444 West Garvey Ave. South
West Covina, CA 91790
Tel: (626) 939-8494
Email: kmcdonald@westcovina.org
Attn: Kelly McDonald
6.5. Attorneys' Fees. If litigation is brought by any party in connection with this
Agreement against another party, the prevailing party shall be entitled to recover from the
opposing party all costs and expenses, including reasonable attorneys' fees, incurred by the
prevailing party in the exercise of any of its rights or remedies hereunder or the enforcement of
any of the terms, conditions, or provisions hereof.
6.6. Governing Law. This Agreement shall be governed by and construed under the
laws of the State of California without giving effect to that body of laws pertaining to conflict of
laws. In the event of any legal action to enforce or interpret this Agreement, the parties hereto
agree that the sole and exclusive venue shall be a court of competent jurisdiction located in Los
Angeles County, California.
6.7. Assignment. Consultant shall not voluntarily or by operation of law assign,
transfer, sublet or encumber all or any part of Consultant's interest in this Agreement without
City's prior written consent. Any attempted assignment, transfer, subletting or encumbrance shall
be void and shall constitute a breach of this Agreement and cause for termination of this
Agreement. Regardless of City's consent, no subletting or assignment shall release Consultant
of Consultant's obligation to perform all other obligations to be performed by Consultant
hereunder for the term of this Agreement.
6.8. Indemnification and Hold Harmless. Consultant agrees to defend, with counsel of
City's choosing, indemnify, hold free and harmless the City, its elected and appointed officials,
officers, agents and employees, at Consultant's sole expense, from and against any and all
claims, demands, actions, suits or other legal proceedings brought against the City, its elected
and appointed officials, officers, agents and employees arising out of the performance of the
Consultant, its employees, and/or authorized subcontractors, of the work undertaken pursuant to
this Agreement. The defense obligation provided for hereunder shall apply without any advance
showing of negligence or wrongdoing by the Consultant, its employees, and/or authorized
subcontractors, but shall be required whenever any claim, action, complaint, or suit asserts as its
basis the negligence, errors, omissions or misconduct of the Consultant, its employees, and/or
authorized subcontractors, and/or whenever any claim, action, complaint or suit asserts liability
against the City, its elected and appointed officials, officers, agents and employees based upon
the work performed by the Consultant, its employees, and/or authorized subcontractors under this
Agreement, whether or not the Consultant, its employees, and/or authorized subcontractors are
specifically named or otherwise asserted to be liable. Notwithstanding the foregoing, the
Consultant shall not be liable for the defense or indemnification of the City for claims, actions,
complaints or suits arising out of the sole active negligence or willful misconduct of the City. This
provision shall supersede and replace all other indemnity provisions contained either in the City's
specifications or Consultant's Proposal, which shall be of no force and effect.
6.9. Independent Contractor. Consultant is and shall be acting at all times as an
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independent contractor and not as an employee of City. Consultant shall have no power to incur
any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent.
Neither City nor any of its agents shall have control over the conduct of Consultant or any of
Consultant's employees, except as set forth in this Agreement. Consultant shall not, at any time,
or in any manner, represent that it or any of its agents or employees are in any manner agents or
employees of City. Consultant shall secure, at its sole expense, and be responsible for any and
all payment of Income Tax, Social Security, State Disability Insurance Compensation,
Unemployment Compensation, and other payroll deductions for Consultant and its officers,
agents, and employees, and all business licenses, if any are required, in connection with the
services to be performed hereunder. Consultant shall indemnify and hold City harmless from any
and all taxes, assessments, penalties, and interest asserted against City by reason of the
independent contractor relationship created by this Agreement. Consultant further agrees to
indemnify and hold City harmless from any failure of Consultant to comply with the applicable
worker's compensation laws. City shall have the right to offset against the amount of any fees due
to Consultant under this Agreement any amount due to City from Consultant as a result of
Consultant's failure to promptly pay to City any reimbursement or indemnification arising under
this paragraph.
6.10. PERS Eligibility Indemnification. In the event that Consultant or any employee,
agent, or subcontractor of Consultant providing services under this Agreement claims or is
determined by a court of competent jurisdiction or the California Public Employees Retirement
System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall
indemnify, defend, and hold harmless City for the payment of any employee and/or employer
contributions for PERS benefits on behalf of Consultant or its employees, agents, or
subcontractors, as well as for the payment of any penalties and interest on such contributions,
which would otherwise be the responsibility of City.
Notwithstanding any other agency, state or federal policy, rule, regulation, law or
ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors
providing service under this Agreement shall not qualify for or become entitled to, and hereby
agree to waive any claims to, any compensation, benefit, or any incident of employment by City,
including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to
any contribution to be paid by City for employer contribution and/or employee contributions for
PERS benefits.
6.11. Cooperation. In the event any claim or action is brought against City relating to
Consultant's performance or services rendered under this Agreement, Consultant shall render
any reasonable assistance and cooperation which City might require.
6.12. Ownership of Documents. All findings, reports, documents, information and data
including, but not limited to, computer tapes or discs, files and tapes furnished or prepared by
Consultant or any of its subcontractors in the course of performance of this Agreement, shall be
and remain the sole property of City. Consultant agrees that any such documents or information
shall not be made available to any individual or organization without the prior consent of City. Any
use of such documents for other projects not contemplated by this Agreement, and any use of
incomplete documents, shall be at the sole risk of City and without liability or legal exposure to
Consultant. City shall indemnify and hold harmless Consultant from all claims, damages, losses,
and expenses, including attorneys' fees, arising out of or resulting from City's use of such
documents for other projects not contemplated by this Agreement or use of incomplete documents
furnished by Consultant. Consultant shall deliver to City any findings, reports, documents,
information, data, in any form, including but not limited to, computer tapes, discs, files audio tapes
or any other related items as requested by City or its authorized representative, at no additional
9
IBI Group Professional Services (USA) Inc.
Form Revised November 2020
cost to the City. Consultant or Consultant's agents shall execute such documents as may be
necessary from time to time to confirm City's ownership of the copyright in such documents.
6.13. Electronic Safeguards. Consultant shall identify reasonably foreseeable internal
and external risks to the privacy and security of personal information that could result in the
unauthorized disclosure, misuse, alteration, destruction or other compromise of the information.
Consultant shall regularly assess the sufficiency of any safeguards and information security
awareness training in place to control reasonably foreseeable internal and external risks, and
evaluate and adjust those safeguards in light of the assessment.
6.14. Economic Interest Statement. Consultant hereby acknowledges that pursuant to
Government Code Section 87300 and the Conflict of Interest Code adopted by City, Consultant
is designated in said Conflict of Interest Code and is therefore required to file an Economic Interest
Statement (Form 700) with the City Clerk, for each employee providing advice under this
Agreement, prior to the commencement of work, unless waived by the City Manager.
6.15. Conflict of Interest. Consultant and its officers, employees, associates and
subconsultants, if any, will comply with all conflict of interest statutes of the State of California
applicable to Consultant's services under this agreement, including, but not limited to, the Political
Reform Act of 1974 (Government Code Section 81000, et seq.) and Government Code Sections
1090-1092. Consultant covenants that none of Consultant's officers or principals have any interest
in, or shall acquire any interest, directly or indirectly, which will conflict in any manner or degree
with the performance of the services hereunder, including in any manner in violation of the Political
Reform Act. Consultant further covenants that in the performance of this Agreement, no person
having such interest shall be used by Consultant as an officer, employee, agent, or subconsultant.
Consultant further covenants that Consultant has not contracted with nor is performing any
services, directly or indirectly, with any developer(s) and/or property owner(s) and/or firm(s)
and/or partnership(s) owning property in the City and further covenants and agrees that
Consultant and/or its subconsultants shall provide no service or enter into any agreement or
agreements with a/any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s)
owning property in the City prior to the completion of the work under this Agreement.
6.16. Prohibited Employment. Consultant will not employ any regular employee of City
while this Agreement is in effect.
6.17. Order of Precedence. In the event of an inconsistency in this Agreement and any
of the attached Exhibits, the terms set forth in this Agreement shall prevail. If, and to the extent
this Agreement incorporates by reference any provision of any document, such provision shall be
deemed a part of this Agreement. Nevertheless, if there is any conflict among the terms and
conditions of this Agreement and those of any such provision or provisions so incorporated by
reference, this Agreement shall govern over the document referenced.
6.18. Costs. Each party shall bear its own costs and fees incurred in the preparation
and negotiation of this Agreement and in the performance of its obligations hereunder except as
expressly provided herein.
6.19. No Third Party Beneficiary Rights. This Agreement is entered into for the sole
benefit of City and Consultant and no other parties are intended to be direct or incidental
beneficiaries of this Agreement and no third party shall have any right in, under or to this
Agreement.
6.20. Headings. Paragraphs and subparagraph headings contained in this Agreement
10
IBI Group Professional Services (USA) Inc.
Form Revised November 2020
are included solely for convenience and are not intended to modify, explain or to be a full or
accurate description of the content thereof and shall not in any way affect the meaning or
interpretation of this Agreement.
6.21. Construction. The parties have participated jointly in the negotiation and drafting
of this Agreement and have had an adequate opportunity to review each and every provision of
the Agreement and submit the same to counsel or other consultants for review and comment. In
the event an ambiguity or question of intent or interpretation arises with respect to this Agreement,
this Agreement shall be construed as if drafted jointly by the parties and in accordance with its
fair meaning. There shall be no presumption or burden of proof favoring or disfavoring any party
by virtue of the authorship of any of the provisions of this Agreement.
6.22. Amendments. Only a writing executed by the parties hereto or their respective
successors and assigns may amend this Agreement.
6.23. Waiver. The delay or failure of either party at any time to require performance or
compliance by the other of any of its obligations or agreements shall in no way be deemed a
waiver of those rights to require such performance or compliance. No waiver of any provision of
this Agreement shall be effective unless in writing and signed by a duly authorized representative
of the party against whom enforcement of a waiver is sought. The waiver of any right or remedy
in respect to any occurrence or event shall not be deemed a waiver of any right or remedy in
respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.
6.24. Severability. If any provision of this Agreement is determined by a court of
competent jurisdiction to be unenforceable in any circumstance, such determination shall not
affect the validity or enforceability of the remaining terms and provisions hereof or of the offending
provision in any other circumstance. Notwithstanding the foregoing, if the value of this Agreement,
based upon the substantial benefit of the bargain for any party, is materially impaired, which
determination made by the presiding court or arbitrator of competent jurisdiction shall be binding,
then both parties agree to substitute such provision(s) through good faith negotiations.
6.25. Counterparts and Electronic Signatures. This Agreement may be executed in one
or more counterparts, each of which shall be deemed an original. All counterparts shall be
construed together and shall constitute one agreement. Counterpart written signatures may be
transmitted by facsimile, email or other electronic means and have the same legal effect as if they
were original signatures.
6.26. Corporate Authority. The persons executing this Agreement on behalf of the
parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said
parties and that by doing so the parties hereto are formally bound to the provisions of this
Agreement.
6.27. Taxpayer Identification Number. Consultant shall provide City with a complete
Request for Taxpayer Identification Number and Certification, Form W9, as issued by the Internal
Revenue Service.
[SIGNATURE PAGE FOLLOWS]
11
IBI Group Professional Services (USA) Inc.
Form Revised November 2020
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
by and through their respective authorized officers, as of the date first above written.
CITY OF WEST COVINA,
A municipal corporation
Date:
David Carmany
City Manager
CONSULTANT
Date
Signature
Name and Title
Date
Signature
Name and Title
ATTEST:
Lisa Sherrick
Assistant City Clerk
APPROVED AS TO FORM:
Date:
Thomas P. Duarte
City Attorney
APPROVED AS TO INSURANCE:
Date:
Helen Tran
Human Resources and Risk Management
Director
12
IBI Group Professional Services (USA) Inc.
Form Revised November 2020
ATTACHMENT NO. 1
EXHIBIT A
SCOPE OF SERVICES
Project Management and Schedule
Consultant shall provide a Project Management Plan that includes staffing and project
approach. Consultant shall develop a Project Schedule with milestones leading toward
the adoption of the plan. It is expected that regular meetings with City staff be
conducted.
Outreach Plan
Consultant shall develop a community and stakeholder Outreach Plan which includes,
at a minimum, two community meetings. The community meetings shall be advertised
through a multimedia campaign including newspaper, seat drops, community groups,
local organization websites, social media, etc. The Outreach Plan shall include two
presentations to the City Council.
Transit User Survey
Consultant shall develop a Transit User Survey that will be available online as well as in
print. Consultant shall conduct and administer the survey.
Transit Needs Assessment and Service Restructuring Plan
Consultant shall research all pertinent data, documents and plans available at the City,
and at other entities, for the establishment of existing conditions; develop a technical
analysis of the current West Covina Transit service and other regional transit services in
West Covina, and assess overall service availability and gaps; and determine the needs
for current and future transit services in the City.
In response to the assessed needs, Consultant shall develop alternative analysis for
transit service delivery. The analysis should consider a mix of service delivery modes,
such as: fixed route, paratransit, and transportation network company services to
address the needs of multiple user groups. The analysis should also include service
times, levels of service, routes (fixed, modified fixed, etc.) and transit stops using
developed evaluation criteria. Consultant shall develop a cost analysis for each transit
alternative and review potential funding sources for capital and operating needs, as
appropriate. Based on the analysis of needs, existing use, service alternatives, and
sustainable funding levels, Consultant shall develop transit service recommendations. In
addition to transit service recommendations, the Service Restructuring Plan shall
include an Implementation Plan (steps to implement Service Restructuring Plan).
EXHIBIT B
CONSULTANT'S PROPOSAL
TO BE ATTACHED FOLLOWING CITY COUNCIL APPROVAL.
EXHIBIT C
FEE SCHEDULE
Cast Categories
Hourly
Rate
Task 1
Task 2
Task 3
Task 4
'Total
1-SII Tasks)
11
Project
Administration
& Reporting
Outreach Plan
C'ommuniq and
'I7ansil Lsrr
Sun'e5s
Transit Seeds
Assessment and
Sent
Kes[ruetu ring
Plan land
Final Report)
Hours
Amount
HoursAmour!
Hour,.Immure
/lour.
Invnent
Hnurs
.Imuunt
1Rl argues
William Deb- Managing Principal
S 260.00
8
$2080
$320
$520
8
$2.080
55200
Stowe Willus - Pmjw Manager
S 200.00
16
$3,200
36
57,200
16
53,200
40
$8,00o
$21,600
David Sharfarz
S 125.00
0
$0
0
$0
4
SS00
60
S7,50o
58,000
Jason Rosenblum
S 95.00
0
$0
0
$0
36
53,420
40
SINN)
57,220
Roan RrwoJ s Assarigon rf'R I t
Daniel Bartelson
S 190.00
6
$1,140
32
$6,080
R
1 51,520
12
52,280
58
$11,020
Jenna Tour
S 180.00
0
$0
24
54.320
4
$720
R
51440
36
56480
Michael RaAer fnrarnanana/
Derek 11'uog
S 185 (M)
4
S7401
0
S0
a
Sit
32
$5,920
46
S6,660
Subtotal- Professional Fees
��
57.1611
94
SI8,1211
711
S9,1180
200
$31,620
S66,I1411
Other Direct Cosa f ODC-s
Trans ortmion/ ldm2c
5400
Virtual Engagement Platform
S2 500
Prinim rora hics/Delive
S900
Subtotal-ODCa:
s3a00
GRANDTOTAL
569.880
EXHIBIT D
PROJECT SCHEDULE
Tasks
July
Month
2021
August December
-
Task 1 - Project Management & Coordination
Task 2 - Outreach Plan
Task 3 - Community & Transit User Surveys
Draft Community& Transit User Surveys
Task 4 Transit Needs Assessment Service
Restructuring
Plan
- and
O Draft Deliverable
O Final Deliverable
ATTACHMENT NO.2
I B I
RFP NO. 61-010
Transit Service Evaluation
GO WEST
SHUTTLE
r� IBI Group
18401 Von Ka"an Ave., Suite 300
ID I Irvine CA 92612
D tel 949 833 5588
' ' fax 949 833 5511
June 3, 2021
Office of the City Clerk
City of West Covina
Attn: Kelly McDonald
1444 W. Garvey Avenue S. #317
West Covina, CA 91790
Transit Service Evaluation — 61-010
IBI Group, in collaboration with Evan Brooks Associates, Inc. (EBA) and Michael Baker International
(MBI), is pleased to submit our proposal to assist the City of West Covina in the evaluation of Go West
Shuttle and Dial -A -Ride services. The firms have previously collaborated on projects requiring
specialization in transit/mobility, community engagement, municipal financing, and policy development.
Our Team. We have assembled an experienced team of senior professionals who have planned and
managed all aspects of multi -modal urban, community -based, commuter, regional, ADA paratransit and
market specific (including business, hospitality and employee based) transit systems. Our project team
will be led by William Delo an IBI Group Managing Principal. Our proposed Project Manager is Steve
Wilks, a veteran transit/mobility expert who brings a holistic approach to the project.
IBI Group will have primary responsibility for project management, service evaluation, identification and
analysis of transportation/mobility options, policy development, data tracking/reporting, and authoring of
the Service Restructuring Plan. Complementing IBI Group's role are the following subject matter experts:
Evan Brooks Associates, experts in leading complex, multijurisdictional transportation and transit
projects that require inclusionary buy -in from multiple stakeholders, will lead and facilitate the engagement
and stakeholder constituency outreach elements utilizing best practices and new environmental -driven
techniques; and Michael Baker International, a recognized leader in public finance and specialize in
transit financial and sustainability planning and transit performance reviews.
Project Understanding: Our approach to addressing prescribed evaluation and planning objectives is
focused on three components:
Investigation (Initiate and Explore) — Evaluation of Go West transit services combined with a data -
oriented approach to understanding the community and its needs related to mobility will be augmented by
a participatory community engagement effort.
Innovation (Expand and Express) — Create a bold vision for mobility in West Covina that is informed by
the project team's expertise and that incorporates and updates past ideas and planning efforts. The
community will also be engaged to craft this vision and contribute to the identification of solutions that
meet their existing and future mobility needs.
Solutions (Execute) — The result of this effort will be a mobility strategy that is actionable and that
contains a range of solutions, addressing community needs for mobility — Transit Needs Assessment and
Service Restructuring Plan.
Our technical approach focuses on making this initiative a bridge to the future. The past few years has
ushered in dramatic innovations in local transit service design and service delivery methods.
We Have an Outstanding Project Manager. Steve Wilks, IBI Group, will serve as Project Manager and
lead mobility planner. He will be substantively engaged in all project tasks and will serve as the primary
point of contact for City staff in all matters pertaining to this assignment. Steve is well -prepared for the
City of West Covina
Transit Service Evaluation — 61-010 - 2 of 2 - June 3, 2021
role with over 40-years of professional experience in the evaluation, planning and operation of public
transit systems. This has included the management of paratransit for the elderly and disability
communities, working with the taxi/livery cab industry and transportation network companies (TNCs),
designing SMART shuttle operations and providing creative/innovative solutions for the transportation
industry including the integration of multiple modes and developing first/last mile operational and strategic
solutions. His experience covers the development and assessment of new and emerging technologies/
information systems relating to next-gen mobility solutions and Mobility as a Service (MaaS) platform.
We Provide Outstanding Service and Products. The IBI Team has a long list of satisfied clients
throughout California and the West. We encourage you to contact our references and you will see that
our performance on similar projects is both technically sound and well managed.
The following proposal is structured in conformance with your requirements as described in your Request
for Proposal document. The proposal articulates our understanding of study objectives, identifies a
proposed work plan and methodology together with a proposed schedule of work and budget and
introduces our team members and corporate qualifications.
We acknowledge receipt of the following two addenda:
1. 05/11/21 Amendment 1
2. 05/13/21 Q and A
This proposal shall remain in effect for ninety (90) calendar days.
As a Managing Principal of IBI Group, I certify that I am authorized to sign this letter on behalf of the firm
and am able to bind the company to the proposal submitted and any contract awarded as a result of this
Solicitation.
On behalf of the entire team, we thank you for the opportunity to submit this proposal and look forward to
further discussing our qualifications and approach. We welcome your questions in the meantime. I may
be reached at (949) 833-5588 or bdelottaibiaroua.com at your convenience. Alternatively, Steve Wilks
may be contacted at: swilksttaibiarouo.com.
Yours sincerely,
ff7[eTZ e -
14IC4�0'k
William Delo
Managing Principal
Steve Wilks
Associate
Contents
ProjectSummary...................................................................................................................................1
Work Plan
................................................................................. 7
Task 1: Project Management and Schedule............................................................................. 7
ProjectSchedule.......................................................................................................... 8
Task2: Outreach Plan................................................................................................................. 9
Task 3: Community and Transit User Survey......................................................................... 10
Task 4: Transit Needs Assessment and Service Restructuring Plan...................................11
FeeSchedule........................................................................................................................................ 22
Excluded or Subcontracted Services................................................................................................ 23
Qualifications - Corporate - Projects - Team................................................................................... 24
Corporate Qualifications.......................................................................................................... 25
IBIGroup.......................................................................................................................... 25
Select Project Experience and References.............................................................. 26
Evan Brooks Associates, Inc.
.. 31
Select Project Experience and References.............................................................. 32
Michael Baker International............................................................................................ 33
Select Project Experience and References..
.. 34
ProjectTeam.............................................................................................................................. 35
IBIGroup .................................
.. 36
Evan Brooks Associates............................................................................................. 37
Michael Baker International....................................................................................... 37
Appendix A - Resumes
Appendix B - Required Forms
JUNE 3, 2021
Project Summary
The City of West Covina is requesting professional support to conduct a Transit System Evaluation of its Go
West public transportation program; including shuttle, dial -a -ride, and recreational transit components. This
opportunity comes at a time of significant challenges for public transportation, as well as exciting innovations in
microtransit and personal mobility on demand (PMoD) services that are changing the look and feel of local public
transportation.
IBI Group is enthusiastic about this project, both for its timeliness and the opportunity it provides to critically
evaluate the City's local transit system at an unusually dramatic inflection point. The evaluation will provide
a foundation for the City and its residents to chart a realistic course for improvements that fit contemporary
consumer preferences and expectations for local mobility and access to the regional transit network. The study
will focus on Go West's three component programs administered by the Community Services Division of the
Public Works Department.
GO West Covina Shuttle Routes
The Blue, Green and Red Shuttles run hourly around the City on one-way
loop alignments serving destinations including Plaza West Covina, Eastland
Shopping Center, Heights Shopping Center, the Civic Center complex, Senior
Citizens Center, Cameron Community Center, and West Covina High School,
among others. Buses run on weekdays only between 6:30 am and 7:00 pm.
Shared ride curb -to -curb service provided by advanced reservation
to persons with disabilities and residents 55 years of age and older.
Travel anywhere within City limits and up to 3 miles beyond for medical
appointments. Service is available on weekdays from 8:00 am until 5:30 pm,
and on Sunday from 8:00 am until 2:30 pm.
The Recreational Transit Program subsidizes selected recreational
transportation services operated for West Covina residents by non-profit
entities such as schools and civic organizations with a minimum of 15
participants. Eligible entities are limited to two trips per calendar year and
are reimbursed after the service has been provided at a rate of $5 per rider,
and up to $500 per trip.
We can appreciate the strategic significance of the Transit System Evaluation
and the City's interest in timely performance. Shuttle and Dial -a -Ride
services are operated by MV Transportation under a seven-year contract (five
years plus two one-year options) originally executed by the City in 2014. In
March 2021, the West Covina City Council agreed to extend the contract on
a month -to -month basis for up to one year to provide time for City staff to
administer a formal procurement process leading to a new service contract.
IBI is pleased to note that our project team, led by project manager Steve
Wilks, has extensive experience with service contracting to help ensure that
project deliverables contain the detailed information that City staff will need
to craft exacting procurement specifications.
JUNE 3, 2021
Ridership at a Crossroads
Not only in West Covina but nationwide, transit ridership was devastated by the Covid-19 pandemic in 2020. Go
West shuttle lines experienced year -over -year monthly ridership declines of 65% - 85% during the initial months
of the pandemic (April -June 2020); Dial -a -Ride experienced a comparable loss; and subsidized recreational
trips likely dropped to zero. While anticipating that ridership will rebound gradually in the coming months to
years as pandemic -related impacts subside and people adjust individually to "new normal" travel needs, it will
be challenging to reverse the gradually downward trend in fixed route ridership that preceded the pandemic. In
many US cities, fixed route transit ridership has been declining gradually since the 2008-09 financial crisis.
Looking ahead, Go West's currently depleted transit ridership base, coupled with
reasonable expectations for future recovery constitute a favorable environment
for introducing systemic changes focusing on innovative service design, next -
generation technologies, and enhanced integration with the regional transit
network. Post -pandemic changes affecting travel needs, financial prosperity,
and social outlook could enable Go West to reach many new potential customers
looking for affordable mobility with modern service quality characteristics. Three
broad areas of opportunity are foreseen:
• Flexible service design innovations including microtransit services offering "first mile -last mile" connections to
the regional transit network, and personal mobility on demand (PMoD) services allowing customers to hail a
ride and pay their fare using a smart phone or other mobile device.
• Applied technologies making optimal use of mobile devices and the Internet to enhance customer access to
schedule information, reservations and vehicle hailing systems, vehicle locations in real-time, and simplified
fare payment.
• Alternative service delivery mechanisms engaging transportation network companies (TNC), "smart" taxis, and
other contract service providers.
Local Planning in a Regional Context
Area
aza West Covina
a
8 +
West Covina occupies 16 square miles in the heart of the San
Gabriel Valley; it is ringed by the neighboring cities of Baldwin
Park and Covina to the north, Pomona to the east, El Monte to
the west, and unincorporated Valinda and West Puente Valley
to the south. The roadway network is highly integrated with
those of neighboring communities and other parts of the region.
The 1-10 Freeway bi-sects the City east -west, and the 1-210,
1-605, SR 57 and SR 60 Freeways form a frame around it.
In comparison, Go West is somewhat less integrated into the
regional transit network. Key regional transit connections
are beyond the City limits; notably Metro's J Line's eastern
terminus in El Monte, San Bernardino Metrolink stations in
Baldwin Park and Covina, and Gold Line stations in Irwindale
and Duarte. The major regional interface occurs at Plaza
West Covina, where the Blue and Red Lines meet several
Foothill Transit routes, including Silver Streak express bus
providing a one -seat ride to Union Station in generally under
50 minutes via the I-10 busway.
JUNE 3, 2021
IBI Group fully appreciates West Covina's strategic position relative to regional transit network development.
The City is the "next stop" east of the Metro J Line terminal station at Santa Anita Avenue in El Monte. Foothill
Transit's current Business Plan includes the proposed West Covina Transit Center among its three-year priority
list of capital projects:
`... at the center of Foothill Transit's service area. In particular, West Covina
Parkway on the south side of West Covina Plaza is a major transit corridor with
multiple local and commuter express lines serving the corridor. Current bus stop
amenities along West Covina Parkway are inadequate and parking for Foothill
Transit Customers is limited. In light of the condition of existing transit amenities,
ridership volumes and corresponding parking demand generated in the area,
Foothill Transit is in discussions with the City of West Covina and the owners of
the mall on possible improvements including a transit center facility along West Covina Parkway. A shared use
parking facility and transit center location will be discussed as part of the transit center development.
Our technical proposal builds on an assumption that the Transit System Evaluation should generate
recommendations that embrace the framework of regional transit goals and objectives articulated by Metro,
Metrolink, and Foothill Transit. These agencies acknowledge that municipal transit systems in LA County have
a critical role in the functional hierarchy of services that comprise a fully accessible regional transit network. We
believe the City would be well-advised to coordinate Go West system improvements with stated aims of these
regional agencies.
Among Metro's Vision 2028 Plan stated goals, for example:
"Explore opportunities for expanding access to shared, demand -responsive transportation options for everyone.
The prevalence of transportation networking companies (TNCs), such as Uber and Lyft, is generating new
demand -responsive travel options for many people." 2
Similarly, Metrolink's Strategic Business Plan identifies several ways to optimize station access on a line -by-line
basis:
• Station access audits and strategy development through partnership with cities in targeted areas.
• Schedule and service integration review and consideration of pilots through collaboration with local transit
agencies to drive mutually beneficial growth in ridership.
• Collaborate with station stakeholders to enhance station design to incorporate convenient facilities for transfer
to and from ride -hailing services.
• Potential for partnerships with ride -hailing companies to pilot station access services and guaranteed ride
home.'
' Foothill Transit FY 2021 Business Plan and Budget, p. 23.
2 Metro Vision 2028 Plan, p. 27. See: http.//media.metro.net/about_us/vision- 2028/report metro_ vision_ 2028-p1an_2018.pdf
' Metrolink Business Plan, p. 40. See: https://metrolinktrains.com/globa/assets/about/agency/strategic-plarvmetro/ink- strategic -
plan -final --- full-report--r. pdf
JUNE 3, 2021
Foothill Transit's FY 2021 Business Plan speaks directly to potential partnerships to help create new first/last mile
services in the communities it serves during the next three years:
"With the proliferation of Transportation Network Companies (I-NCs) such as Uber, Via, and Lyft, Foothill Transit
will look into possible partnerships to solve the first/last mile barrier which may be preventing people from using
the transit system. Foothill Transit, in partnership with Metro, has implemented a Mobility on Demand (MOD)
pilot program whereby customers within a two-mile radius of El Monte Station can utilize services provided by
Via to get to and from the station. If the pilot is successful, it could serve as a model for other locations within the
Foothill Transit service area to either replace low -productivity lines or provide coverage to areas where regular
fixed route service would not be viable. In addition. Foothill Transit will support and work with member cities
that are interested in forming Partnerships with TNCs to provide MOD or microtransit service within their cities
(emphasis added).4
With the evolving mobility landscape including the initiatives of Foothill Transit, LA Metro, and Metrolink, we
applaud West Covina in their intent to advance a TNC pilot program. We acknowledge City Council's approval
on May 6th of an amendment to the agreement with their current provider to incorporate the TNC pilot. The pilot
is anticipated to launch later this summer.
Critical Assessment of System Performance
IBI Group recognizes the need for an analytical perspective and objective appraisal of service quality as perceived
by Go West customers, front line employees, as well as key stakeholders and the public. We recognize the
importance of accurate findings and presenting them in an approachable way using well-defined criteria.
Charting the best course for the future requires a solid understanding of the existing transit system at an
appropriate level of detail. Given uncharacteristically low ridership at present, our proposed work scope omits
the traditional analytic approach premised on counting every passenger boarding and alighting at every bus stop
on every trip in the fixed route system. This approach would present only a fractional view of Go West's pre -
pandemic performance and likely understate its potential role in the local travel market.
Our technical approach balances a higher -level quantitative analysis
with a qualitative analysis of current services and background market
conditions to better understand how the existing service products
respond to the 2021 operating environment. It is instructive to
compare Go West service attributes to modern consumer preferences
and expectations for key choice criteria such as safety, travel time,
cost, and availability.
(may Conceived in the 1970s as a `low cost / low ridership" solution for suburban residents without
cars, the one-way loop shuttle service design emphasized area -wide coverage as the defining
criterion with less concern for key service attributes that are important to users such as operating
vz�i span (days/hours), schedule frequency, directness of travel, and onboard travel time. One-way
operation and circuitous routing did ensure that that most residents would live within 1/4-mile of a
bus stop; however, other equally important service quality criteria were overlooked. As a result, long wait times
and slow travel speeds made it less likely that discretionary consumers would choose Go West. Weekday -only
service leaves those who depend on Go West for basic mobility without transportation on weekends and eight
major holidays.
4 Foothill Transit FY2021 Business Plan and Budget, p. 23.
JUNE 3, 2021
Similarly, Go West's conventional paratransit service model was conceived at a time when
reservations were needed days in advance and daily schedules were compiled manually by transit
schedulers and dispatchers. Dial -a -Ride patrons must submit a paper application to register for
service eligibility; and eligible customers call into a single `800' phone number to make and cancel
reservations, inquire about arriving buses and return trip appointments, and other communication that might
be required. As a result, many callers may experience long hold times at busy times of the day. All fares must
be paid in cash ($0.50) at time of boarding, which can present a particular
hardship for some persons with disabilities.
The City's Recreational Transit Program is based on a user -side subsidy
concept and reimburses eligible non-profit organizations for recreational group
trips provided for West Covina residents. Given its transactional nature, it is
beneficial to periodically review the distributions and other aspects of program
administration to ensure that the program is achieving its intended purposes.
Our scope of work and budget provide the means for a detailed review of the
Recreational Transit Program in cooperation with City staff.
Changing Technology and Consumer Preferences
Advancing technologies and new business models are expanding institutional
and service delivery choices for local transit providers. This is an exciting time in terms of personal mobility
options, and IBI Group is a practice leader in next -generation service planning for urban and suburban fixed
route transit and paratransit systems. Increasingly, the modes are converging into flexible "hybrid" services
made even more convenient with the latest communications technologies for ride -hailing and reservations.
New service options include on -demand microtransit and personal mobility services offered by transportation
network companies (TNC) such as Uber and Lyff, and "smart" taxi companies with enhanced ride -hailing and
fare payment methods; as well as publicly operated flexible services operated by a growing number of California
transit systems and community -based services. We appreciate the limitations of these new service modes;
nevertheless, a revitalized Go West transit program inevitably needs to embrace consumer preferences and
expectations for the mobility services they use.
Critical Financial Assessment
Transit financing is a perennial for California transit agencies, and particularly so for smaller municipal systems.
The City utilizes mostly Proposition C and Measure R Local Return funds to cover transit operating expenses.
Local return funds are sales tax proceeds allocated to LACMTA and reallocated to the 88 local governments in
LA County based on population. Transit operating expenses totaled $1.25 million in 2019, offset 4.2% by about
$52,000 in farebox revenues. 5 The City spent approximately 39% of the estimated $3.06 million in Local Return
funds received from Prop C and Measure R in 2019.1
IBI Group recognizes the complex fiscal realities that confront the City of West Covina and only made worse
by the pandemic. In December 2020, the California State Auditor's Office designated the City as a high risk for
bankruptcy. Accordingly, our proposal includes a thorough analysis of transit revenues and expenses going
back five fiscal years using data reported to the National Transit Database and Caltrans. A methodological
approach based on direct communication with funding entities and a survey of contract service providers in the
region will ensure that our recommendations are affordable from the outset, and sustainable over time.
5 City of West Covina 2019 National Transit Database Profile.
5 LACMTA FHY 2019 Transit Fund Allocations, p. 26, Attachment A.
JUNE 3, 2021
Conduct Extensive and Interactive Stakeholder Engagement:
Understanding user and stakeholder needs is going to be critical.
IBI Group and EBA bring extensive experience with stakeholder
engagement through our decades of work in engaging with a
diverse group of stakeholders with varying needs. The IBI Group
team places an emphasis on transit's effectiveness in serving the
vulnerable and underserved population and that will be a core
focus of our approach. Given uncertainty with COVID, we are able
to conduct all meetings virtually and will use our Digital Engagement Foyer, as necessary.
JUNE 3, 2021
Work Plan
Task 1: Project Management and Schedule
Project management is a crucial element to ensure that a project of this size, complexity, and duration remains
on schedule and on budget, while also achieving the overall project goals and objectives. The IBI Group Team
will be managed by Steve Wilks, an experienced project manager, who has successfully led the completion
of a range of planning projects with similar scope. Steve will be supported by senior staff identified in our
organization chart.
IBI Group will lead bi-weekly (in -person and via conference call) project management meetings throughout the
duration of the project work program. These meetings will include attendance by appropriate members of the
consultant team, tailored to the agenda topics of each meeting. These monthly project management meetings
will be an integral part of our toolkit to ensuring that the project remains on schedule, and discussion topics
will typically focus on key project elements, including ongoing work items, upcoming meetings and community
engagement events, and the status and timeline for specific project deliverables. To ensure that each meeting is
productive and includes discussion of ongoing work items, IBI Group will prepare a draft agenda prior to each
meeting. The IBI Group Project Manager shall draft and submit agendas to the Project Management team no
less than two days before the bi-weekly call. The IBI Group Team will prepare and submit meeting minutes and a
list of action items for their dissemination no more than two days after the call.
Our history of working on a variety of complex planning projects has allowed our team to refine a tried and true
approach to project management and coordination with our client project manager. We will utilize this knowledge
and experience to ensure that these status meetings are productive and make substantial contributions to
ensuring the project stays on schedule and on budget.
As a result of the ongoing COVID-19 pandemic and social distancing recommendations, we have assumed that
the balance of the 2021 project schedule will require use of online teleconference or video conference meetings
for all meetings. IBI Group offers full capability to host these meetings using the Microsoft Teams platform, which
allows for screen sharing and collaboration within the virtual meeting setting. At such time that social distancing
measures may be relaxed or no longer required, we will be prepared to conduct public engagement meetings
and other stakeholder sessions in person, based on discussions with the city's project management team. We
have assumed that monthly status meetings would occur via telephone or video conference for the duration of
the project to allow for more efficient use of the project budget.
IBI Group believes in and is committed to delivering quality services to our clients on time and within budget.
Our Quality Control Policy is comprised of two elements: an organized approach to each assignment with clearly
defined tasks; and systematic multi -level checking and revision of assignment deliverables prior to their release.
IBI Group's approach to quality control has been developed as part of our ISO 9001 Quality Management
System. The core of the QC approach is to provide independent checks and reviews on all work and
submissions. These quality checks will be included within the work plan and scheduled to ensure adequate time
is allocated.
The quality control effort will be led by Randy Knapick. Randy's role will be to coordinate quality checks on
all elements of the study as well as reviewing all major deliverables. Steve Wilks as Project Manager will be
responsible for day-to-day quality control and oversight taking into account that a fulsome quality control plan
and process covers all products as well as the management of the project.
A kickoff meeting will be held to introduce project participants, get a first-hand appreciation building on our
current knowledge of local transportation issues, clarify project objectives, priorities, deliverables and timelines,
finalize data requirements, and plan the outreach process.
This task includes the preparation and submission (with financial claims) of monthly status reports to the client.
These reports will address fiscal performance, percentage of the work complete, schedule, et cetera, and include
a completed Project Schedule and Cost Monitoring form. Monthly invoices include billing by task: Task Number,
Description, Task Budget, Current Invoice, YTD, and Balance. Monthly Progress Reports will include a summary
JUNE 3, 2021
of financial status, description of work completed, description of work anticipated in the following month, and
description of any problems encountered and how they were resolved.
Risk Management: Having undertaken several studies similar to this initiative, Project Team members are
familiar with the potential risks and problems that may occur. Key challenges may include engaging the
participation of project partners. Our work plan incorporates a significant degree of consultation with a broad
spectrum of stakeholders. This will be designed to have stakeholders participate in the ownership of study
outcomes and the process.
While our demonstrated experience will attest to our ability to successfully complete this project, it is worthy
to note that our team produces "implementable" plans. Key project team members bring direct "hands-on"
program and service management and operations experience. Having been in the employ of public sector
(transit) agencies (and having held senior administrative positions), our team understands what a public
administrator needs in a plan and system evaluation and understands both political realities and sensitivities.
TASK 1 DELIVERABLES:
1. Final and approved Project Management Plan (PMP)
2. Project meeting agendas and meeting minutes
3. Monthly invoices and Progress Reports
Project Schedule
The following presents the study schedule reflecting the timeframe presented in the RFP. Assuming a Notice to
Proceed shortly after City Council approval on July 6.2021 (tentative date), we will complete the study within a
five -month timeframe. A draft and final report will be complete by the end of December 2021.
Tasks
July
Month
2021
August September October November December
Task 1 - Project Management & Coordination
Kck-Off Meeting
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Reporting
Task 2 - Outreach Plan
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Development of Outreach Plan
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DStakeholder
O■■■■■■■■■■■■■■■�
Consultation
Public Meeting■■■■■■■■
meet.°a
■■■■■■°9
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CouncilCity Presentation
Task 3 - Community & Transit User Surveys
Draft Community &Transit User Surveys
■■■■■.■
oesention
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aesemano
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Survey Admininistration
Survey Analysis & Summary Report
Task 4 - Transit Needs Assessment and Service
• • West Services
Evaluation
■■■■■■■■■■■■■■NI
Restructuring
Plan
D104
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NeedsUnmet
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JALOIM■■■■■
RestructuringService Plan
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■o
Dl[Ol■
ODraft Deliverable
OFinal Deliverable
JUNE 3, 2021
Task 2: Outreach Plan
Our team follows a disciplined process for every new marketing or public relations initiative we undertake. We
deliver on our clients' goals and objectives by:
• Developing a clear understanding of project objectives, impact and benefits, and target audiences;
• Developing consistent and clear key messages;
• Creating and executing comprehensive and creative communications outreach campaign(s) to achieve stated
goals and objectives; and
• Evaluating and documenting efforts to maximize effectiveness, and modifying, as needed.
Our initial efforts will be focused on meeting with city
officials to discuss and confirm specific communications
needs. We will then prepare a Public Involvement Plan that
outlines specific communications goals, strategies, and
tactics for community outreach and engagement efforts.
We will ensure the plan will deliver on project objectives
already identified, such as reaching existing and potential
West Covina users of transit/fixed-route bus services
across all demographic groups; documenting public
comments received and translating input into content
that will help inform decision -making; and creating clear
and consistent maps and graphics to illustrate results of
the transit needs assessment and service restructuring
plan including projected impacts. The plan will be actively
used to guide all public involvement activity pertaining to
the project and will also include key project messaging,
identify key stakeholders and target audiences, and outline
an anticipated schedule of implementation. Our toolkit
includes a wide variety of options for engaging the public
including webpage supplements and enhancements, social
media networking, media relations, e-newsletters, email updates, interactive online surveys, video development,
in -person and virtual public meetings and more. Our focus will be to educate, gather input and perhaps most
importantly, listen to what the public has to say.
Public Meetings (A)
The IBI Group team will facilitate two rounds of public meetings at key project milestones. This includes
preparing all technical content and promotional information in accessible electronic and bilingual print formats
and coordinating dissemination in collaboration with city staff.
Our team has successfully conducted similar meetings/workshops using both in -person and virtual formats.
While meeting virtually is relatively new, we have found that the public is very comfortable with the technology
and participation in online public meetings/workshops tends to be higher when compared with in -person
formats. However, we also believe there is still value in meeting in person, particularly for those who lack
dependable internet access. As we get closer to the date of implementation, our team will work closely with city
officials to determine the optimal combination of virtual and in -person meeting opportunities that will cater to
target audience needs and will also take into account any lingering public gathering restrictions.
Two Rounds of Public Meetings - Our team will organize the public meetings/workshops designed to
a. Early in the work plan, introduce the study, share preliminary evaluation of existing Go West Shuttle and
Dial -A -Ride services, and generate dialogue on attendees' perceptions of service quality ("What works well?"
"What isn't working so well?"), reasons for not using existing services, and/or unmet needs; and
JUNE 3, 2021
b. A second public meeting to present study outcomes to date (service evaluation, survey results, etc.) and
present conceptual alternatives (potential service restructuring concepts) with the intent of having the public
assist in translating service concepts into a recommended strategy.
City Council Presentations: The Outreach Plan shall include two presentations to the West Covina City Council.
TASK 2 DELIVERABLES:
1. Public Involvement Plan per description above.
2. Identity Development and Graphic Elements — We will work with the city's project management team and the
project team to establish an identity for the project that aligns with the city's brand standards. This identity will be
used in all communications materials for the study. We will also create maps and graphics as appropriate to help
communicate anticipated changes and impacts for public review and comment.
3. Website Content — We'll develop and provide content for the city's website to promote the study and direct the
public on how to provide input. We'll continue to provide updates on public engagement efforts throughout the
course of the project to be posted on the site.
4. Media Relations — Our team is well -versed in media relations and will prepare news releases at each phase of
public engagement to make the public aware of the study and community input opportunities. We will coordinate
with city officials to support distribution, if needed.
5. Public Meetings — Our team will organize the public meetings/workshops designed to introduce the Go West
Shuttle and Dial -A -Ride services and the public's areas of interest and anticipated levels of use. Information gained
during these sessions will be used to refine messaging and inform decision -making.
6. Pre- and Post -Concept Development Campaign —As part of our outreach efforts, we'll develop a project
awareness campaign to reach the intended audiences and provide opportunities to share their feedback on the
study and potential alternatives. If the city has available space on buses or at bus stop locations, we'll provide
targeted ads that direct transit passengers on how to access information and provide input.
7. City Council Presentations — two presentations at strategic times in the study work plan.
a Summary Report — We will prepare and submit a summary of all public input received to the project team.
Task 3: Community and Transit User Survey
This task will include the preparation and administration of two survey instruments
1. Community Survey: Targeting the community at large to best understand current travel behavior including
service attributes that affect mode choice, and propensity (and under what conditions?) to use a local transit/
shuttle or mobility service; and
2. Transit User Survey: Targeting customers of the Go West Shuttle and Dial -A -Ride services, to best
understanding service quality attributes (What works well? What doesn't work so well?) and the identification
of unmet needs.
Both survey instruments will be made available online and in print and will be produced in both English and
Spanish. The online surveys will be populated on the SurveyMonkey platform with a link from the city's
homepage.
Print copies of the Transit User Survey will be made available on -board Shuttle and Dial -A -Ride vehicles. We will
work with city staff and their contractor (MV Transportation) to coordinate the distribution and collection of (print)
survey forms.
Print copies of the Community Survey will be made available at select sites in the city including City Hall, Cameron
Community Center, Cortez Park Community & Senior Center, Shadow Oak Park Community Center, etc.
The IBI Group team will be responsible for all aspects of the surveys, including questionnaire content and format,
data collection methodology, data processing, and presentation of results. We will work with staff to ensure that
the surveys are consistent with study objectives and community standards.
JUNE 3, 2021 10
TASK 3 DELIVERABLES:
1. Community and Transit User Survey instruments (English and Spanish versions)
2. Uploading survey instruments to SurveyMonkey platform
3. Analysis and summary reports
Task 4: Transit Needs Assessment and Service Restructuring Plan
Task 4 is multifaceted and includes:
Task 4 is multifaceted and includes:
i. A review of background material;
ii. The identification of unmet mobility needs;
iii. An assessment of existing Go West Shuttle and Dial -A -Ride services;
iv. A profile of the evolving mobility landscape including industry best practices; and
v. The development of a Service Restructuring Plan.
L Document Review:
This subtask will focus on the review and provision of a summary
of existing plans to determine the status of these plans including
progress of recommendations and implementation of same. The IBI
Group team is familiar with the document libraries of Foothill Transit,
LA Metro, SCAG, and others in the region, the city's General Plan
and other pertinent background material (fDA audit documents,
documentation of unmet needs, regional coordination plans, etc.).
ii. Unmet Mobility Needs / Transit Needs Assessment
Informed by outcomes from previous tasks including the stakeholder
and community engagement (Task 2), the community and transit user
surveys (Task 3), and the review of background material, this task will
focus on the identification and analysis of mobility gaps in the City of
West Covina. This will include the identification, understanding and
ultimately developing an Action Plan to address, the mobility needs of
persons dependent on, likely to become dependent on or who's lives
will materially improve with better mobility resources and access to
them.
`Mobility' includes the continuum of possible services - motorized and
active transportation options including pedestrian access, wayfinding
and safety; bicycles and bikeshare/e-scooters; car rental; carshare;
fixed route transit; microtransit; paratransit; parking; rideshare; and ridesource
(TNC). Further, discussion of mobility must include consideration of next -
generation technologies reflecting trip discovery and planning, trip booking and
e-hailing, real-time information, mobile payment, etc.
Guiding principles of mobility as indicated by the American Passenger
Transportation Association (APTA) and shown in the diagram here, is the basis
for addressing unmet mobility needs. The IBI team will explore alternatives
such as firstllast mile micro mobility, transportation network companies (TNCs),
ridesharing, and others that could be utilized to meet these needs instead of
making conventional service changes or expanding the existing transit services.
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JUNE 3, 2021 11
The analysis of mobility gaps will include data collected, previous origin/destination studies conducted, and
regional model data. This analysis will include a description of existing travel patterns (including origins and
destinations).
To better understand the transit coverage of the study area, a census block group -based GIS model will be
developed to identify transit dependent populations and measure the connectivity between transit dependent
populations and transit stops, employment centers, retail centers, and other major destinations, such as schools
and medical centers/clinics. The diagram below presents the GIS model structure and analysis process.
GIS Model Structure and Analysis Process
The GIS analysis will assist us in mapping current demand and understanding the ability of current modes in
meeting the current demand to identify any geographic and time gaps in service delivery. Another data source
that can assist in understanding demand is ridership data, as available from National Transit Database (NTD) as
well as the analysis of existing Go West Shuttle and Dial -A -Ride services. Our GIS model and analysis will use
inputs such as the historical trend of demand, projected trends in land use patterns, demography and travel
patterns in the analysis of mobility gaps.
Complementing the GIS modeling will be the use of the LA-DRP's
Equity Indicators Tool, a web -based mapping tool that displays
socioeconomic, demographic and other information to identify areas
that are experiencing greater degrees of challenges. The current
version of the tool displays salient indicators on both the Countywide
and neighborhood level. The tool also includes information on the
percentage of people of color to demonstrate racialized patterns of
inequity, as well as other information related to vulnerable populations
and the quality of the built environment.
We will also consider the use of other tools and plans developed by LA County including the Vision Zero initiative
and Action Plan, the Sustainability Plan, the CalEnviroscreen and the Healthy Places Index.
Additional analysis will include:
• Expanding literature review including documentation of unmet needs/mobility gaps (e.g. Coordinated Public
Transit -Human Services Transportation Plan for Los Angeles County), Title VI analysis reports, etc.) and
meet with staff at the USC Price Center for Social Innovation in support of the Neighborhood Data for Social
Change platform (NDSC).
JUNE 3, 2021 12
• Analysis of spatial (geographic) and temporal (time of day, day of week) gaps.
• Trend analysis - Land use/development patterns, cost of living changes, 211 Call Logs (extent to which
transportation was an inquiry or component of a more primary inquiry).
iii. An Assessment of Existing Go West Shuttle and
Dial -A -Ride Services
Our team will conduct a comprehensive evaluation of the
transit routes and ridership to understand and identify
system performance strengths and weaknesses. Generally,
our approach is to describe baseline conditions using
familiar parameters that are consistent with National Transit
Database (NTD) reporting requirements, TDA performance criteria, and transit industry best practices. Our
assessment will look at the existing service conditions for the following:
• Route analysis - assessment of how each route is structured in terms of serving trip generators and
attractors, points of interest, route length, stop spacing and headways.
• Ridership analysis - assessment of the ridership data for each route and key transfer points to determine
ridership profiles. Our team will work with city staff to obtain ridership data, as available, for all trips on the
three Go West shuttle routes. This analysis will also include an evaluation of operating costs and average
farebox revenue.
• Network analysis - assessment of how the member jurisdiction system integration and coordinates with
other modes (Foothill Transit) transfer opportunities, and park -and -ride or other TDM options.
Our team will utilize this assessment of the existing Go West Shuttle system's most recent performance
monitoring reports to enhance our understanding of the respective transit networks but also to inform the study
and member jurisdictions on ridership profiles where there are opportunities for improvements or areas of focus
and making an initial assessment of appropriate strategies for further consideration.
At the system level, we will compile a 5-year historical analysis
focusing on key performance indicators calculated using
statistical data reported in NTD reports. This exercise will provide
a snapshot of historical performance that is beneficial for trend
analysis and projections going forward.
Based on available data and using spreadsheets and graphics,
within this task the IBI Group team will provide:
Boarding and loading distributions by time of day, day of week.
Comparison to loading standards to show over- and under -
loaded line segments.
Vehicle running time and layover distributions by time of day,
day of week. Comparison to layover standards to show the
unproductive components of vehicle trips.
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• Boarding passengers per vehicle service hour by line segment, by time of day, day of week. Comparison to
service utilization standards to show the unproductive line segments.
• Allocated revenues and costs, revenue/cost performance and net cost per passenger by time of day, day of
week. Comparison to financial standards to show the cost effectiveness of each line/line segment.
Comparison of line structure to the current travel patterns in the service area: Initial efforts would be aimed
at identifying route segments/routes which fail to meet minimum effectiveness and efficiency values. Since the
intention is to improve the overall performance of the transit system, we will also review the well performing
routes where slight changes in running times, recovery times and headways may provide considerable savings in
operating costs without significantly affecting overall performance levels. We will also review loading distributions
to determine headway inconsistencies and the extent that headways can be tailored much closer to the demand
to reduce operating costs without causing overcrowding or affecting the attractiveness of the service.
We understand that drivers collect and report the number of boardings per trip.
The product of this task will be the identification of services that need to be changed including:
• Poor performing services — a route or routes and schedules that are inconsistent with the service concept,
do not meet the guidelines, and are deficient in terms of meeting the needs of the identified travel markets.
The services would be prioritized in terms of being candidates for reduction, discontinuation or restructuring.
• Good performing services - routes and schedules that meet or
exceed the guidelines and are candidates for enhancements.
• Detailed schedule adherence information. The results will be
analyzed by route, time point and time of day.
• A color -coded map will any identify individual timepoints and
segments of routes that experience consistent adherence
issues.
• A summary of findings based on the schedule adherence
analysis.
Fare Structure: Our proposed work plan includes an assessment
of current Shuttle fare structure and rates. We will develop a fare -
type analysis using farebox data as available. We will determine the
present distribution of onboard cash transactions, use of pre -paid
passes, low-income free passes and other fare media as applicable,
supporting our analysis of fare revenue. These data provide
the foundation for projections of ridership impacts arising from
alternative service proposals and fare policy scenarios developed in
later tasks.
Refresh Goals and Objectives: This project offers a timely opportunity for a fresh look at the mission, purpose
and direction of transit system development.
The preparation of a Service Restructuring Plan cannot be updated without direction from the project
management team and the community as to priorities for transit development; for example, which travel markets
to be served, service modes to be provided, costs to be incurred. Our technical approach will place local
preferences in context of federal, state and local guidance on performance measurement and reporting. We also
draw from industry best practices gleaned from the best practices review findings.
We will focus on service design standards as critical planning tools to justify and prioritize the introduction,
expansion or discontinuation of whichever service mode is best suited to the service area. Where applicable,
performance measures will be introduced to facilitate implementation monitoring of service design objectives.
Both quantitative and qualitative measures will be suggested:
JUNE 3, 2021 14
• Quantitative measures focus on the efficiency of transit service with utilization standards (passengers per
revenue hour passenger miles per seat mile), loading standards, schedule adherence standards, productivity
standards (revenue hours per operator), financial standards (farebox recovery, subsidy per passenger).
• Qualitative measures focus on the effectiveness of transit service with accessibility standards for the
markets to be served (route structure and coverage), span of service standards, headway standards,
transferring standards, service coordination standards, new service warrants including the residential and
employment densities required for service extensions.
Dial -A -Ride Review: This subtask will evaluate the city's Dial -A -
Ride service and include consideration of:
• Service Costs - How have costs changed through time and
what is driving these changes? How does productivity affect
the cost per passenger trip? Are trips assigned effectively?
• Service Effectiveness - Reflected in the ability to meet
service cost, productivity and service quality standards and
benchmarks?
• Administrative Oversight — Is there effective contract
monitoring and ongoing evaluation?
• Scheduling/Dispatch Procedural Review — Are scheduling
and dispatch staff making the full use of the scheduling
software? Could service performance and quality be increased by the more effective use of the scheduling
software? Could procedural, policy and service parameters make a difference?
• Fleet Suitability - Are the right vehicles used? Are the vans too big or too small for the achievable loads?
How does the capital plan impact the state of the fleet?
• Analyze impacts/constraints of operating the Dial -A -Ride services within the
prescribed service area, and consideration of integration with LA Access Services
ADA paratransit for residents who fall within the 3/ ADA complimentary paratransit
boundaries.
Review of MV Transportation Contract: The assessment of existing Go West
Shuttle and Dial -A -Ride services will include a review of the city's contract with
MV Transportation. The contract review will include a critical eye on the terms and QW)
conditions in general and performance metrics specifically.
IBI Group team members have assisted several transit agencies in their procurement of a contractor for the
operation of their municipal transit services, are familiar with FTA Third Party Contracting Guidance, requirements
for data management and reporting including key performance indicators (KPIs), data reporting metrics for
NTD reports; etc. and have prepared technical working papers on alternate approaches for contract structure
documents and payment schemes.
In short, the Assessment of Existing Go West Shuttle and Dial -A -Ride Services
subtask will provide a detailed assessment and inventory of Go West Shuttle
and Dial -A -Ride service strengths and weaknesses. Strengths will be built
upon and weaknesses will be corrected by way of providing the foundation for
consideration of service restructuring opportunities.
JUNE 3, 2021 15
Profile of Regional Services: As previously discussed in the Summary
section, key regional transit connections are beyond the City limits;
notably Metro's J Line's eastern terminus in El Monte, San Bernardino
Metrolink stations in Baldwin Park and Covina, and Gold Line stations
in Irwindale and Duarte. The major regional interface occurs at Plaza
West Covina, where the Blue and Red Lines meet several Foothill
Transit routes, including Silver Streak express bus providing a one -seat
ride to Union Station in generally under 50 minutes via the 1-10 busway.
This subtask will provide for a profile of regional transit services
recognizing West Covina's strategic position relative to regional transit
network development. The City is the "next stop" east of the Metro J Line terminal station at Santa Anita Avenue
in El Monte. Foothill Transit's current Business Plan includes the proposed West Covina Transit Center among its
three-year priority list of capital projects.
iv. Profile of The Evolving Mobility Landscape Including Industry Best Practices
The IBI Group team will leverage existing research, both external and
that conducted by our team members, to identify and summarize current
information on first-mile/last-mile and on -demand services from similarly sized
markets to West Covina. IBI Group team members have authored working
papers on the evolving mobility landscape as well as maintaining libraries of
resources. For example, TCRP Report 221: Redesigning Transit Networks
for a New Mobility Future, looks at the integration of bus network redesigns
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with new mobility options and studied the current trends and best practices
in new mobility. This background will provide the IBI Group team with a running start on
this task and allow us to provide an overview gleaned from existing research — both these
examples as well as others, such as TCRP Synthesis 140: Microtransit or General Public
Demand Response Transit Services and the latest research and publications from places
like the Shared -Use Mobility Center and Transit Center.
And at the local/regional level, we will profile creative, innovative solutions such as the City
of Monrovia's GoMonrovia partnership with Lyft and similar initiatives of LA Metro.
v. The Development of a Service Restructuring Plan
Improving GO West Shuttle and Dial -A -Ride services does not only involve
simply rationalizing new service. Particularly in consideration of fiscal realities,
the project team must explore improvements based on better utilization of the
existing resources within a well-defined hierarchy of services. Services provided
by the city must have a clearly defined role. As a practical matter, we will look to
achieve significant service improvements through redeployment of services in a
more efficient and effective manner as well as address identified service gaps or
market segments not adequately served or future service requirements.
The IBI Group team's project approach will integrate the evaluation of alternate
service delivery, institutional, and financial aspects of the project with the service
and capital aspects in identifying opportunities for enhanced service efficiencies
and effectiveness.
Based on the findings from previous tasks, this subtask will focus on the
development of a set of transportation/mobility service strategies. Service
enhancements would be aimed at improving efficiency, connectivity, capacity,
service coverage and transit accessibility. The objective is to develop a set of
practical and implementable service alternatives for the near term as well as a
more strategic long range timeframe. Service strategies should, at a minimum,
a,. C
w.win
n
JUNE 3, 2021 16
meet priority mobility needs while being efficient and sustainable. The range of potential service/mobility
strategies will include, but not be limited to:
• Fixed route, route deviation and /or flexroute services
• SMART feeder shuttles
• Service expansion to fill gaps or serve destinations not currently served
• Hybrid services that might include alternate service delivery types by day of week, time of
day and/or specific geographic areas or destinations
• Shared -use mobility options that might include ride share programs such as Uber and Lyft,
and/or conventional and shared ride taxi services. Of note is consideration of opportunities
to incorporate advanced technologies including smart phone apps for trip booking.
First mile Transit Last mile
mi(
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Sw.w. GAO. I GAO�1164N
Comparative summaries of the alternatives will be prepared. Summaries will include a written description of
the alternative; a clear definition of the alternative's objective (intent), graphics illustrating new (as well as old)
alignments and what destinations are to be served; and tables summarizing service hours coverage, revenue
hours, bus pull out requirements, operating costs, capital implications, and labor agreement implications.
Given the collective experience of the IBI Group core planning team members, a good set of well thought out
and workable set of alternatives will be developed for evaluation and public presentation.
For a systematic analysis to be conducted, a consistent evaluation framework must be developed. The
evaluation framework will address how well each option performs for key functions such as providing the city
with the ability to:
• Finance alternative service/capital plans
• Assure viable travel connections
• Maintain service quality
• Respond to evolving conditions
• Align control and financial contribution
• Function effectively within the transit service delivery network.
For each of the above (Service Alternatives and Service Area Types), service design attributes will be prepared
that include estimated demand, targeted market segments, interoperability and connectivity with existing
services within the project area, cost models and key performance measures.
The evaluation framework element of the matrix will convey:
Program Objectives:
• Expand the reach of the fixed route (Foothill and Metro) network
• Increase transit ridership
JUNE 3, 2021 17
• Contribute to regional (and project area) economic development
• Actively engage in regional Smart Mobility initiatives
• Develop private and public sponsor partnerships
Implementation Strategies:
• Diversify service offerings
• Increase per capita ridership where current Metro or Foothill Transit service is frequent, and capacity is
available
• Create synergies with higher capacity transit services
• Deploy technology to enhance the customer experience
• Transition marginal fixed route segments to flexible services
Evaluation Criteria (include, but be limited to):
• Effectiveness in terms of the population served (including the student, indigent, elderly and disability
communities together with the general public -- residents, commuters, tourists, etc.); and in terms of the
number of trips generated (ridership, by trip purpose);
• Economy - the total cost of providing the service; Consideration of such factors as: capital vs. operating
costs, large capital outlays, and present -valued expenditures over the long-term (as reflected by the
preparation of order of magnitude cost estimates);
• Efficiency - the cost per trip, per vehicle -hour, etc.; Costs to both user and to the funding partners.
• Level of service - hours of service, frequency of service, trip purpose, etc.;
• Quality of Service - to the user; measured in terms: convenience, transfers, trip times, comfort, dignity, and
flexibility (response time, advance booking requirement, etc.);
• Socio-economic factors - impact on employment and social well-being;
• Civil rights implications - delivery of services for persons with disabilities, integration, etc.
• Organizational issues such as operational flexibility, control and accountability, human and labor relations, and
ease of implementation;
• Technical risk -if new or modified equipment is required; Ability of `the appropriate authorities' to support the
equipment (e.g. scheduling systems, vehicles, etc.);
• Political risk - the potential for changes in direction of local, County or State policies; and
• Financial risk - if large capital outlays are required.
Financial Plan and Funding Scenarios: The purpose of the financial plan is to provide a financial road map
for implementing identified alternatives and demonstrating their sustainability. IBI Group team members have
significant experience with transit financial analysis and preparation of transit financial sustainability plans, including
performance audit and evaluation services. Development of the financial plan will result in a phasing strategy for
implementing the capital and operating services that are developed from the proposed alternatives. The team will
develop a fiscally constrained financial plan based on the funding available through local (including Proposition C
and Measure R Local Return funds) and opportunities to leverage federal and state funding programs.
We will create a table using specific criteria to assess existing and potential funding sources to identify viable
revenue for the financial plan. The table will be spreadsheet based and will evaluate revenue sources against
criteria such as eligibility, funding levels, timing, formula or discretionary, and responsible agency. The outcome
of the evaluation will assist in determining those funding sources that could be viable to pay for the operating,
maintenance, and capital cost requirements for the future services.
JUNE 3, 2021 18
Develop annual transit operating and capital improvement budgets. This subtask will include working with
the project partners to develop annual transit operating and capital improvement budgets.
Identify future equipment, facility, and infrastructure needs. A restructured and more dynamic transit/
mobility services may require the necessary infrastructure to support operations and capital improvements. We
will identify future equipment, technology, facility, and infrastructure needs.
Develop an implementation plan that best matches service objectives and available funding. Under
financial constraints, the Service Restructuring Plan must be congruent with the available funding and the
need to be self-sustaining. Whether the level of proposed transit projects drives the funding plan or vice versa,
a careful balance of meeting transit customer demand with available resources is an underlying theme of the
implementation plan. We will perform a financial capacity analysis to evaluate the relative financial feasibility of
implementing the recommendations in the plan. Our analysis will cover the period of the study and include an
assessment of the impact between the transit service structure, the cost of providing the service, and projected
revenue.
Development of Working Cost Model. A key element of this task is the development of a working cost model
(Excel spreadsheet format). The model will include: service concept, service area characteristics (sq. mi.,
population, population density), service model, level of service (operating span, number of vehicles in service,
revenue hours, etc.), travel demand utilization and ridership, cost per hour, annual cost, cost per trip, fare
revenue, net costs, and subsidy per trip. The model will provide for a range (low and high) of travel demand,
order of magnitude costs, subsidies, etc.
Based on outcomes including the analysis of alternate delivery schemes and route alignments, capital and
operating cost estimates will be developed. Included (based on previously determined ridership projections) will
be revenue projections.
For each of the alternate route alignments and/or candidate neighborhood service areas (and preferred delivery
scheme), cost estimates will be developed for two operating scenarios; direct operating service and contract
service. Contracted service will be operated by third -party contractor using contract provided vehicles. For
illustrative purposes, the following presents examples of cost estimates prepared for a similar engagement.
These examples highlight the key elements that will be incorporated in the cost estimation task.
Ope-ratm d and Maintenance Cost I paect gteranonl
Miss f- "+ I dlA ..m -_ I - ., r.. _" V :I £ "3, I . _
f_ Ar:: ua',' hr W,-Ia:a:: - 7j, :dl Re;enu ,I, Ceadi e4d Hums
2- Anrual `iehicle Miles = Anrual Revenue Verse hdJes- ?nnuai Ceadhead Miles
Opara(ind and Maintenance Coals IConaaUed Ssrvical
2 Annual Vehicle Mlles = Anmral Revenue VeWle Mdes • Annual Deadhead tdlles
2. CTS: Conaacted Semce
Capital Cost
OpersNq and Malntensnee Cost {Direct OPM110A)
JUNE 3, 2021 19
Recommendations — A Way Forward: A clear path forward strategy will be developed from the comparative
analysis, cost model, and technical review and form the basis for the development of a blueprint for
implementation.
For illustrative purposes, an example of our phased approach is provided below and presents the strategy,
deployment elements, roles and responsibilities, timeframe and key milestones or deliverables.
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Final Report
The IBI team will work with the city's project management team to lay out
a near -term and long-term action plan based on study outcomes including
a recommended approach. The action plan will be framed out with basic
detail contracting models, service plans, and program and policy enhancements that would need to occur for
the model to be implemented. This will also identify potential pilots to test models before full implementation is
considered. A full implementation plan, including funding needs, will be provided for the potential pilots.
This is the final task in the planning process. It identifies the steps and coincident schedules necessary for
the plan to successfully evolve. This task will summarize the costs for the strategy selected in terms of annual
budgets. The Action Plan will also suggest targets for the various steps and components, to ensure that
progress (towards the implementation goal) can be measured.
External influences always play havoc with long-term plans. The implementation plan will account for
uncertainty and risk as much as possible, delineating alternate paths if critical decisions are yet to be made.
Regarding the "steps" mentioned above, the specific sub -tasks will be as follows:
• Identify the specific steps in the plan corresponding to each of pre -identified component parts;
• Merge and sequence these steps in a logical order;
• Translate the steps into a series of resource requirements (e.g. human, facilities, vehicles, computers,
financial, etc.);
• Review the overall budget and resource plans over the next several years, and compare them with the
requirements for near term service delivery; and
• Mesh the steps in the plan with the resource constraints by appropriate phasing of the steps.
JUNE 3, 2021 20
This part of the implementation plan will resemble a PERT or CPM diagram and will be cognisant of the
"indivisibilities" of the steps in the sequencing, realizing that deployment ought not to be interrupted during the
implementation.
The Action Plan (An Eye on the Future) will clearly articulate a recommended administrative and operational
framework for the coordination of transportation services. Also included will be a menu of strategic growth
strategies to guide the implementation. To gauge the effectiveness of the implementation strategy, we will
develop an evaluation framework incorporating measures of effectiveness and efficiency. Paramount to the
success is the net impact on partnering agencies or organizations.
The Action Plan will provide the following information for each priority service:
• Route structures and service levels (spans and headways) required including schematic route layouts by area.
• Operating characteristics including running time and recovery, revenue hours, vehicle and staffing
requirements.
• Supporting facilities and programs required for the service.
• Forecasts of the ridership, operating and financial impacts over a five-year planning period.
• The most appropriate service configuration/operation based on geographic coverage and portraying planned
levels of service hours and service miles.
TASK 4 DELIVERABLES:
1. Transit Needs Assessment and Service Restructuring Plan
2. Implementation Plan
During the project, we will produce several deliverables/Working Papers leading to the production of the draft and
final reports. In addition to the final deliverables (including digital versions) identified above, key milestone deliverables
include:
• Project Management Plan and Detailed Project Schedule
• Outreach Plan
• Transit Survey
• Financial Analysis
• Transit Alternative Analysis and Recommendations
• Meeting minutes and presentation materials.
JUNE 3, 2021 21
Fee Schedule
Presented below is our proposed fee structure including the allocation of resources by task to complete this
project. Based on the anticipated levels of effort as presented, we propose to complete this Transit Service
Evaluation project for a total cost (not -to -exceed limit) of $69,880 inclusive of professional fees and direct
expenses.
Cost Categories
Hourly
Rate
Task 1
Task 2
Task 3
Task 4
Total
(All Tasks)
Project
Administration
& Reporting
Outreach Plan
Community and
Transit User
Surveys
Transit Needs
Assessment and
Service
Restructuring
Plan (and
Final Report)
Hou rs
Amount
Hours
Amount
Hours
Amount
Hours
Amount
Hours
Amount
1Bf Groun
William Delo- Managing Principal
$ 260.00
8
$2,080
2
$520
2
$520
8
$2,080
20
$5,206
Steve Wilks- Project Manager
$ 200.00
16
$3,200
36
$7,200
16
$3,200
40
$8,000
108
$21,600
David Sharfarz
$ 125.00
0
$0
0
$0
4
$500
60
$7,500
64
$8,000
Jason Rosenblum
$ 95.00
0
$0
0
$0
36
$3,420
40
$3,800
76
$7,220
from Brooks Associates /EBAI
Daniel Bartelson
$ 190.00
6
$1,140
32
1 $6,0801
8
$1,520
12
1 $2,280
58
$11,020
Jenna Tout] e
$ 180.00
0
$0
24
$4,320
4
$720
8
$1,440
36
$6,480
Michael Baker In tern adonat
Derek Wong
$ 185.00
4
$740
0
$0
0
$0
32
$5.920
36
$6,660
Subtotal- Professional Fees
34
$7,160
94
$18,120
70
$9,880
200
$317020
$66,180
Other Direct Costs / ODC51
Transportation/Mileage
$400
Virtual Engagement Platform
$2,500
Printin /Re ro a hics/Delive
$800
Subtotal - ODCs:
$3,700
GRAND TOTAL
$69,880
JUNE 3, 2021 22
Excluded or Subcontracted Services
Recreation Transit Program: As referenced in the previously presented Summary, our proposed work plan will
provide a commentary on the City's Recreation Transit program including administrative/governance, operating,
and financial characteristics.
City Staff Involvement: Our work program assumes the participation of city staff in bi-weekly project status
meetings/conference calls, the timely review of draft and final technical memos and reports, and assist in the
logistics of public meetings and distribution of community and transit user surveys.
Subcontracted Services: As presented herein (including corporate and team qualifications) IBI Group is pleased
to have the involvement of Evan Brooks Associates (EBA) and Michael Baker International (MBI). The former
(EBA) will lead efforts on the Outreach Plan. The latter (MBI) will principally be involved in the financial planning
elements of the work plan.
JUNE 3, 2021 23
Qualifications - Corporate - Projects - Team
The following presents the qualifications of the IBI Group team, including subcontractors Evan Brooks
Associates and Michael Baker International. This section presents the following:
• Corporate Qualifications;
• Select Project Experience and References; and
• Project Team.
JUNE 3, 2021 24
Corporate Qualifications
r—__1 IBI Group is a leading international, multidisciplinary provider of a broad range
I B I IBI GROUP of professional services focused on the physical development of cities since
1974. Our expertise spans urban design and planning, building and landscape
architecture, engineering, transportation system solutions, active transportation
planning, communications networks, and software development. We have organized these services into three
streams — Intelligence, Buildings and Infrastructure — to ensure a holistic approach to creating innovative,
responsive, and intelligent solutions for our clients in both the public and private sectors.
Over the years, IBI Group has growth both organically and through strategic acquisitions. Today we have over
70 offices located around the world, employing more than 2,600 professionals and support staff. More than 300
of our staff architects, planners, designers, and engineers are LEED accredited. IBI Group's approach to any
project balances the three pillars of sustainability: the social, environmental, and economic spheres of influence.
We strive to create projects that communities can be proud of and that benefit the community now and for
generations to come.
Areas of Expertise
The firm has an industry leading practice in "end -to -end" design, management and operational support for
public transit and paratransit systems. This assignment will be managed and staffed from our Irvine office. Our
transit practice has a long track record of planning and designing effective, field -proven fixed -route and demand -
responsive public transportation systems through public outreach, market research, performance analysis, and
strategic visioning. We work for large and small transit systems, municipal and county governments in dozens of
urban, suburban and rural communities located throughout the U.S. and Canada.
Transit Planning & Operations Services
IBI Group provides a full range of services related to the movement of people, goods and information within and
between facilities. The firm's transportation planners and engineers are involved in all facets of transportation
projects. IBI Group is a leader in the application of technology and information, offering intelligent transportation
systems (ITS) and advanced public transportation solutions to effectively manage and operate transportation
systems.
Areas of Expertise
The multi -disciplinary organization of IBI Group allows our firm to provide the City of West Covina with an
experienced, knowledgeable, and creative team of in-house professionals. Our core practice is transportation
planning, allowing us to offer a team of transportation planners and engineers who are keenly aware of the
transportation issues present in Los Angeles County and the State of California. Specifically, the IBI Group team
offers consulting services in the following areas specific to advances and/or alternative transit services:
• Service planning
• Transit operations planning
• Bus rapid transit (BRT)
• Transit restructuring studies
• Comprehensive Operational
Analysis (COA)
• Intelligent transportation systems
• Smart Shuttles
• Microtransit and e-Hailing
strategies
• Park and Ride analysis and
planning
• Environmental Justice (EJ)/
community -based transit plans
• Transit feasibility analyses
• Short -Range Transit Plans
(SRTPs)
• Long -Range Transportation
Plans
• Transit Master Plan
• Transit Oriented Development
• Transportation Demand
Management strategies
• First mile -Last mile solutions
• Mobility management/accessible
transportation
• ADA compliant reviews
• Asset Management
• Facilities evaluation and design
JUNE 3, 2021 25
IBI GROUP / RFP NO. 61-010 TRANSIT SERVICE EVALUATION
Contact Information
IBI GROUP
18401 Von Karrnan Avenue, Suite 300, Irvine CA 92612
tel (949) 833-5588 fax (949) 833-5511
Principal -in -Charge: Bill Delo bdelo@ibigroup.com
Project Manager: Steve Wilks swilks@ibigroup.com
Financial Condition
IBI Group is in excellent financial health and no conditions exist that would impede its ability to provide the
professional services for this project.
Declarations
IBI Group has no outstanding or pending complaints as determined through the Better Business Bureau or State
of California Department of Consumer Affairs.
IBI Group has no conflict of interest in the completion of this Transit Service Evaluation project.
This proposal including pricing and terms and conditions shall remain valid for 90 days from the date of submittal
of the proposal to the City.
IBI Group acknowledges receipt of Amendment #1 (May 11, 2021) and the Questions and Answers (May 13,
2021).
Select Project Experience and References
The following projects provide a sample of the relevant experience IBI Group brings to the City of West Covina's
Transit Service Evaluation. This range of projects cover the continuum of key functionalities required for
successful outcomes of this Transit Service Evaluation including:
• The evaluation of existing services;
• Survey research, consultation and outreach;
• Financial analysis, capital and operating cost projections and asset management;
• Demographic profiles, travel demand estimation and travel demand management;
• Regulatory compliance including R/C ratios, service (and design) standards, performance measures, etc.;
• Social justice;
• State and Federal procedures including regulatory and legislative compliance and funding programs;
• Community collaboratives; and
• Reengineering/alternate delivery scenarios.
Further, these projects reflect a range of regional, urban, and small urban environments as well as multimodal
transport services.
JUNE 3, 2021 26
Comprehensive Operational Analysis, Short Range
Transit Studies, Transit Development Plans
City of Duarte, CA; Morongo Basin Transit Authority, CA; Visalia Transit,
CA; City of Tracy, CA; City of Elk Grove, CA; Glenwood Springs, CO;
Niagara Regional Transit, ON.
Comprehensive evaluation of services including the review of transit (fixed route and Bial-
a-ride/on-demand/paratransit) service needs and requirements and development of service
improvement options to best meet mobility needs, review of current transit policies and
procedures; and the development of an action plan to guide the implementation of transit
service improvements over the next 5+ year period.
Transit Shuttle/Circulator Feasibility Studies
Fountain Valley, City of Tustin, City of Vernon
Feasibility of a local transit circulator and other microtransit solutions addressing the
transportation/mobility needs of city residents, the business community and visitors to the
City. First/last mile solutions providing connectivity to higher capacity transit services.
Arcadia Transit Development Plan - Local and
Commuter Services
Project Manager for the preparation of a FY 2016-2020 Transit Development Plan for the
City of Arcadia CA. Key issues included first -last mile operational solutions to provide
station connectivity to the extension of the Gold Line LRT line from Pasadena; enhanced
performance metrics; and public outreach.
Monrovia Station Square Transit Connection Study
Monrovia, CA
The Gold Line Extension in the San Gabriel Valley includes a new light rail station in the City
of Monrovia. Developed and analyzed range of alternate transit/mobility solutions for optimal
Gold Line connectivity.
Porterville Transit - Short Range Transit Plan (SRTP)
Pp�TER Review of transit service needs and requirements and development of service improvement
TRRANV�LILT options to best meet the mobility needs of residents and visitors of the City; a review of
KAIV current transit policies and procedures; and the development of an action plan to guide the
implementation of transit service improvements over the next 5+ year period.
Reference:
Richard I. Tree, Transit Manager
P: (559) 782-7448
E: rtree@ci.porterville.ca.us
JUNE 3, 2021 27
(SANDY
access
Specialized Transportation Strategic Plan
Primary responsibility for research into best practices for next -generation mobility operations
and technologies including paratransit operations, service delivery and current and emerging
technologies. Facilitated public engagement strategy and Peer Agency Workshop.
Reference:
Brian Lane, Senior Transit Planner
San Diego Association of Governments (SANDAG)
P: (619) 699-7331
E: Brian. lane@sandag.org
Los Angeles - Access Services, (AS)
(a) Needs Analysis and Related Services: For Los Angeles County's CTSA, retained
to provide professional services for the review of alternate organizational models and
software/telecom requirements for the delivery paratransit services throughout Los
Angeles County.
(b) Regional Integration of Paratransit Resources: Retained to identify and subsequently
enable local dial -a -ride agencies and other third -party entities to transmit their unused
paratransit capacity into the existing Uniform Scheduling System (USS) operated by
AS. Resulting framework was an Internet -based electronic "marketplace" — enabling
participating agencies to buy and sell the demand for and available capacity on their
respective paratransit or dial -a -ride services.
Anaheim Transportation Network/Anaheim Resort
Transportation
Service Evaluation and Capacity Building Plan: Comprehensive evaluation and outreach
efforts resulting in an enhanced passenger transportation system as part of Anaheim's short
and long-range transportation solutions. Responsible for the preparation of the Anaheim
Resort Transportation's "ART 2035," a plan to guide the future of ART services including
the feasibility of alternate service delivery scenarios, financial/fiscal analysis, ridership
estimation, and deployment of advanced technologies.
ATN Cost Allocation Model: As an adjunct to the Capacity Building Plan project, developed
a comprehensive working/iterative Cost Allocation Model (ATN Formula Funding Allocation
Options) to address a range of development types/land-use categories, and alternate
approaches including business valuation and trip generation (cost distribution based on the
daily number of vehicle trips precipitated by the properties).
JUNE 3, 2021 28
�}�('�• Anaheim Transportation Network/Anaheim Resort
V� Vl Transportation
A N A H E I M Anaheim CtrCity Microtransit Conceptual Plan: Profiling Existing Conditions -. A
discussion of the CtrCity service area and existing transportation resources serving the
area; Microtransit: State of the Industry. An overview of the microtransit and ride -share
industries; Destination District / Downtown Shuttle Case Studies; Demand / Ridership
Estimates. Commentary on high-level demand/ridership estimates based on the review
of trip generation rats from various development types; Alternate Delivery Concepts /
Scenarios. Discussion of alternate delivery schemes for servicing the CtrCity service area;
and CtrCity Conceptual Plan. A preferred plan articulating service delivery type, operating
characteristics and preliminary cost estimates.
Reference:
Diana Kotler, Executive Director
Anaheim Transportation Network
P:714-563-5287
E: dkotler@atnetwork.org
Alternate Mobility Service Strategies - Next
Generation Mobility
Metropolitan Tulsa Transit Authority (MTTA), Tulsa, OK
Currently evaluating Nightline and Sunday transit services, identifying Next -Gen
mobility best practices/opportunities; identifying Guiding Principles, Objectives, Service
Standards, and an Evaluation Framework for alternate mobility deployment; Developing
recommendations and a blueprint for implementation.
�' 1�■f First and Last Mile Strategies Study - Central Ohio
Transit Authority (COTA)
Columbus, OH
Development of first and last mile strategies to address connectivity to major trip attractors
and generators, expand personal mobility for COTA customers and provide a blueprint for
collaborative implementation of mobility solutions. Work program includes a comprehensive
analysis of existing conditions, best practices, current and emerging technologies, and
opportunities for the deployment of potential pilot projects. Resulting menu of first -last mile
service alternatives and service area types, included a dynamic working model to present
scalable service design options reflecting a range of ridership estimates, levels of service
(frequency) annual costs, revenue, costs per trip, and subsidies per trip.
Reference:
Elliott Doza, AICP, Project Manager Service Planning
33 N. High St. Columbus, Ohio, 43215
P:614-308-4402
E: dozaec@cota.com
JUNE 3, 2021 29
ff� Rochester Analysis of Mobility Options
ill IBI Group was selected by RGRTA conduct a mobility study to analyze the seven community
mobility zones and identify the mobility products available in the zones. IBI Group published
a report as a companion document to the Reimagine RTS initiative of restructuring of transit/
mobility services. The focus of this mobility study was to identify preferred new mobility
options for each of seven community zones that will see reductions or eliminations of former
GENESEE fixed -route services following the implementation of the Reimagine network. The work plan
included profiling community demographic characteristics, outreach/consultation, reporting
on next -generation mobility best practices, preparation of an evaluation framework and
recommended deployment strategies for each of the seven zones.
Reference:
Julie Tolar, GISP
Director of Service Planning
Regional Transit Service
1372 East Main Street
Rochester, NY 14609
jtolar@myRTS.com
585-654-0724
Mobility -On -Demand Strategic Plan - Humboldt
"I County Association of Governments (HCAOG)
Eureka, CA. (Work -in -progress)
�® Developing a shared vision for mobility -on -demand concepts and deployments in Humboldt
County. Work plan includes an analysis of exiting conditions, identification of unmet needs,
next -generation mobility best practices including current and emerging technologies, and
opportunities for the deployment of potential pilot projects.
Reference:
Dona Smith, Senior Planner
Humboldt County Association of Governments
611 1 Street, Suite B, Eureka, CA 95501
(707) 444 8208
oona.smith@hcaog.net
JUNE 3, 2021 30
For more than a decade, Evan Brooks Associates, Inc. (EBA), a disadvantaged, small
business enterprise (D/SBE) and California Corporation, has been at the forefront of
providing all types of transportation and transit plans for public sector agencies —
including working with local communities to develop American Planning Association (APA)
awarded sustainability, transportation, and transit plans; preparing alternative analyses for
cities and, more notably, for the Los Angeles County Metropolitan Transportation Agency (Metro); and securing
$2.1 billion for more than 180 transportation and transit projects throughout Northern and Southern California.
EBA's team of American Institute of Certified Planners (AICP) certified planners, International Association for
Public Participation (IAP2) community engagement specialists, and professional engineers work collaboratively
with clients, stakeholders, and communities to address all types of mobility challenges. EBA is currently
comprised of 10 employees and has staff that will be dedicated to this project for the next 12 months.
Having 16 years of experience leading complex, multijurisdictional transportation and transit projects that require
inclusionary buy -in from multiple stakeholders, Daniel Bartelson will serve as the Outreach Lead and oversee
all work related to the outreach plan (Task 2). Daniel's work history includes serving as the Project Manager on
various contracts with cities and regional agencies, such as the cities of Irvine and Santa Ana, the Los Angeles
County Metropolitan Transportation Authority (Metro), and the Shasta Regional Transportation Agency. Daniel
has experience leading advisory and interagency working groups; developing public awareness campaigns; and
organizing community outreach to target under -represented populations. Daniel uses evidence -based methods
to engage multicultural communities via design charrettes, workshops, pop -ups, park audits, and other outreach
strategies to develop safe and healthy parks, increase access to recreational opportunities, and create street
design concepts and transit route improvements that reduce congestion, potential for collisions, and support
safer walking and bicycling environments. He conducts services using culturally -appropriate methods and is
intimately familiar with municipal transportation planning practices, and programmatic budgeting and control, as
well as coordinating with local cities and counties because his public sector career spans more than a decade
and includes serving several cities in various capacities, including Deputy City Manager, for the cities of West
Hollywood, South Pasadena, Lawndale, and Signal Hill. Daniel will be available for the full duration of the project.
Daniel will be assisted by EBA's Jenne Tourje, as well as other support staff for outreach efforts. Please refer to
resumes for descriptions of their previous projects and responsibilities.
JUNE 3, 2021 31
Select Project Experience and References
Rail to Rail/River Active Transportation Corridor
CDMetro Project Alternative Analysis - Segment B
Los Angeles County Metropolitan Transportation Authority (Metro)
This project aimed to connect the Crenshaw/LAX Line at the Fairview Heights Station with
the Los Angeles River via a new intermediate transportation use within the Metro -owned
Harbor Subdivision rail right-of-way. EBA led a community -driven Alternatives Analysis
(AA) to screen and evaluate all alternatives in order to identify a Preferred Alternative (PA).
The AA process included identifying stakeholders, building consensus among four (4)
municipalities, the County of Los Angeles, and a diverse group of community organizations,
businesses, and residents. Addressing local neighborhood concerns in order to gain
their support, confidence and cooperation during interagency and community outreach
meetings was paramount to the success of the project. EBA was also charged with
organizing and facilitating several public outreach meetings, as well as the development of a
technical advisory committee (TAC) and a community advisory committee (CAC) to quickly
disseminate information through participants channels and obtain feedback for draft mobility
design options. The culmination of this work helped to identify the PA, enabling Metro
to pursue the development of a community -supported active transportation connection
between the Metro Blue Line Slauson Station at S. Santa Fe Avenue to the Los Angeles
River.
Reference
Contact: Robert Machuca, Project Manager
1 Gateway Plaza, Los Angeles, CA 90012
(213) 922-4517
MachucaR@metro.net
Commuter Connector Express Line (Transit)
1"14 L'
Feasibility Study, Project Management and Outreach
- Campaign
Baldwin Park, California
Funded through the 2013 Metro ExpressLanes Net Toll Revenue Reinvestment grant
program, this project sought to provide a direct expansion to the City's existing circulator
shuttle. The objective was to shuttle business and medical commuters quickly from the
City's Transit Center and Metrolink Baldwin Park Station to the City's major employment
centers including the regionally recognized Kaiser Permanente Baldwin Park Medical
Center and United Parcel Service (UPS), south of the 1-10 Freeway. EBA conducted a GIS
route analysis to determine the feasibility of the project and implemented a community
outreach program to survey the sentiment, support, and opinion of stakeholders. Outreach
included bi-lingual (English/Spanish) pop-up displays, workshops, and surveys. EBA utilized
information from the route analysis and community input to generate a feasibility plan of
action for the City of Baldwin Park Express Line. EBA also assisted the City through the
RFP process to select a transit vendor, select designs for the transit line buses, and planned
the kick-off event. Currently, EBA is responsible for marketing the new line, which has
included social media, window displays, promotional rewards programs, and raffles.
JUNE 3, 2021 32
Reference
Sam Gutierrez, P.E., Director of Public Works
14403 Pacific Ave, Baldwin Park, CA 91706
(626) 813-5255; sgutierrez@baldwinpark.com
Norwalk Community Congress
Norwalk, California
As part of the City of Norwalk's effort to strengthen community connections, EBA
facilitated the city's first Community Congress Forum in nearly 20 years. The forum invited
more than 200 community members, 30 city staff, and 10 department heads to work
together in collaboration to identify and address critical city functions. Utilizing social
planning techniques, the forum provided community participants an opportunity to be
heard, share concerns, and shape and plan future initiatives — with the final goal being
to identify solutions and seek consensus. The one -day event led groups of participants
through seven break-out sessions led by a facilitator, moderator, and table captain.
Each session addressed one of seven key issue areas (e.g. Transportation, Economic
Development, Infrastructure, Social Services, etc.). A final report containing all findings and
recommendations was prepared, as well as an infographic that was shared with participants.
The project concluded on budget and on schedule. The success of this event has inspired
the city to conduct a Youth Community Congress Forum.
Reference
Inez Alvarez, former Parks and Rec. Superintendent (current City of Monterey Park
Recreation and Community Services Director)
12700 Norwalk Blvd, Norwalk, CA 90650
(626) 307-1497
ialvarez@montereypark.ca.gov
Michael Baker International (MBI) is a recognized leader in providing a full range
of environmental, planning, engineering, transportation, and municipal services to
I N T E R N A T 1 0 N A L cities, counties, and special districts, as well as to state and federal governments.
We attribute our success to our focus on understanding and meeting our clients'
needs in the most efficient and creative manner possible. No matter what the assignment, Michael Baker works
to ensure a team approach in identifying effective strategies for resolving project challenges. We have offices
located throughout the country to serve our clients, with a strong presence in California with 15 offices. We offer
a local perspective for rural to medium -size jurisdictions, enhanced by our broad experience to help clients
achieve a successful outcome. Michael Baker has been in business for 77 years and acquired Pacific Municipal
Consultants (PMC) in 2015, maintaining a large office base in Rancho Cordova and serving a healthy public
sector client base.
Derek Wong, AICP is MBI's Department Manager - Public Finance. Derek will have primary responsibility
for the financial planning elements and brings significant knowledge of relevant transportation funding and
public transit laws including critical funding such as regional, state, and federal grants. Derek is familiar with the
nuances of law affecting funding eligibility, including recent state legislation that may have significant impact on
transit operations and transit allocations.
Michael Baker International finance services include but are not limited to the following:
• Financial planning and revenue enhancement, including financial projections and policy analysis, plus rate and
user fee studies;
JUNE 3, 2021 33
• Capital improvement planning and financing, including infrastructure financing plans and development impact
fee and connection fee studies;
• Economic and fiscal policy analysis of proposed projects and plans, including government reorganizations
studies; and
• Special district creation and implementation, including district formation and Proposition 218 voter
campaigns.
Select Project Experience and References
Anaheim Transportation Network. Integrated
Transportation Capacity Study
As part of the IBI Group consultant team, Michael Baker International provided financial
analysis of proposed service enhancements for Anaheim Resort Transportation serving the
entertainment and hospitality district of Anaheim. The work task also included an evaluation
of governance opportunities that would provide the structure for service enhancement.
Orange County Transportation Authority. Triennial
Performance Audit
Working in partnership on a consultant team, Michael Baker International conducted
OCTA Transportation Development Act performance audits of OCTA including in its capacity as a
regional transportation planning agency, and as a transit provider. The team reviewed and
evaluated the efficiency and effectiveness of operations, maintenance, and management,
and developed findings and recommendations to improve future service provision.
Reference:
Ricco Bonelli, Principal Auditor, Internal Audit Department
Orange County Transportation Authority
550 South Main Street
Orange, CA 92863
714 560-5384
Rbonelli@octa.net
Morongo Basin Transit Authority
Short Range Transit Plan Financial Analysis and Cost Allocation Plan. As part of the IBI
Group consultant team, Michael Baker International managed a funding plan for the SRTP
comprised of an operations and capital plan that assessed current and forecasted funding
sources and amounts. Cash flow analysis of revenues and costs was conducted for the
preferred service plan. A cost allocation plan was also developed that evaluated options for
equitable distribution of operating revenue from member agencies. Increased revenues were
made by the member agencies to support the transit system.
Reference:
Mark Goodale, General Manager
Morongo Basin Transit Authority
62405 Verbena Rd, Joshua Tree, CA 92252
760-366-2395
mark@mbtabus.com
JUNE 3, 2021 34
Project Team
The following introduces our core project team comprised of mobility professionals from IBI Group, Evan Brooks
Associates, Inc., and Michael Baker International.
All of the firms have committed to the availability of professional staff to perform the work for the duration of the study.
The Organization Chart presented below presents the proposed lead for each key task as well as the proposed lead-
ership and reporting structure. In our experience, it is important to have a project manager overseeing staff activities
in close coordination with the Principal -in -Charge and working closely with task leads through the project. In addition,
having the staff member most experienced with each phase of activity and working closely with support staff ensures
the best outcome for each task, and we have chosen task leads accordingly.
IBI Group hereby assures the City of West Covina that no key staff included in our proposal will be removed or reas-
signed without prior approval. Project team resumes are provided in Appendix A.
Organizational Chart
OUTREACH PLAN
& COMMUNITY
ENGAGEMENT
DANIEL BARTELSON (EBA)
JENNA TOURJE (EBA)
STEVE WILKS (IBI)
STEVE WILKS (01)
PROJECT MANAGER
TRANSIT NEEDS
ASSESSMENT & SERVICE
RESTRUCTURING
DAVID SHARFARZ (IBI)
STEVE WILKS (IBI)
JASON ROSENBLUM (IBI)
TRANSIT USER
SURVEY
STEVE WILKS (IBI)
JASON ROSENBLUM (IBI)
DANIEL BARTELSON(EBA)
FINANCIAL ANALYSIS
DEREK WONG (MBI)
TRANSPORTATION
OPTIONS ANALYSIS &
EVALUATION
IBI
DAVID SHARFARZ (IBI) EBA
STEVE WILKS (IBI) MBI
WILLIAM DELO AICP (BI)
MANAGING PRINCIPAL
FINAL REPORT &
PRESENTATION
STEVE WILKS (IBI)
DANIEL BARTLESON (EBA)
DEREK WONG (MBI)
IBI GROUP
EVAN BROOKS ASSOCIATES, INC.
MICHAEL BAKER INTERNATIONAL
JUNE 3, 2021 35
r__1 Bill Delo, Principal -in -Charge with IBI Group brings close to 20-years of
I B I IBI GROUP experience in transportation planning and traffic engineering. His primary role will
be that of Quality Assurance and Control (QA/QC) Officer and he will be directly
responsible to the city for the relevance, accuracy and timeliness of all project
deliverables.
Steve Wilks, an IBI Associate will serve as Project Manager and transit/mobility subject matter expert. He
will be substantively engaged in all project tasks and will serve as the primary point of contact for City of West
Covina staff in all matters pertaining to this assignment. Steve is well -prepared for the role with over 40-years
of professional experience in the planning and operation of public transit systems and a particular focus on
community and paratransit services. This has included the management of paratransit for the elderly and
disability communities, working with the taxi/livery cab industry and transportation network companies (TNCs),
designing SMART shuttle operations and providing creative/innovative solutions for the transportation industry
including the integration of multiple modes and developing first/last mile operational and strategic solutions. His
experience covers the development and assessment of new and emerging technologies/ information systems
relating to next-gen mobility solutions and Mobility as a Service (MaaS) platform.
Included in his experience is approximately ten years of direct project experience with public transit agencies,
which has led to a comprehensive and intimate understanding of management strategies and the functional
requirements of administration, operations and service delivery. His experience covers the evaluation of
operational performance, management practices, data management and reporting, and compliance with
pertinent regulations and legislation within a paratransit operating environment.
Steve was the principal analysist in the evaluation of service performance and author of transit/mobility
strategies in similar engagements for the Cities of Duarte, Monrovia, and Arcadia.
Further, he has been responsible for conducting a variety of service and program evaluations, review of
alternate delivery frameworks, strategic, operational, service and policy planning including quality planning
facilitation through the successful conduct of consultative sessions in workshop and focus group settings.
David Sharfarz, a Senior Transit professional with IBI group with a career background in public transportation
with 45 years of experience as staff and consultant to transit systems, local and regional governments, not -for -
profit service providers, and private sector clients. He specializes in operations planning for fixed route transit,
paratransit, and rideshare service providers; vehicle and crew scheduling; financial and program planning and
evaluation; organizational development; customer research and engagement; grant initiatives and compliance
assessments.
Jason Rosenblum, a transportation/mobility planner and will serve as a researcher for analysis, review and
data collection for this project. Jason has 7 years of collegiate planning experience. Jason specializes in multi -
modal transit and spatial data analysis within the field geographic information science.
Since joining IBI earlier in the year, Jason has had a hand in numerous transportation projects, including the
North San Fernando proposed BRIT Alignments study, the San Clemente Arterial Study, and numerous site and
transit assessment reports.
JUNE 3, 2021 36
Daniel Bartelson, MPA, MBA, Principal, brings 16 years of experience leading complex,
multijurisdictional transportation and transit projects that require inclusionary buy -in
from multiple stakeholders, Daniel has experience leading advisory and interagency
working groups; developing public awareness campaigns; and organizing community
outreach to target under -represented populations. Daniel uses evidence -based methods to engage multicultural
communities via design charrettes, workshops, pop -ups, park audits, and other outreach strategies to develop
safe and healthy parks, increase access to recreational opportunities, and create street design concepts and
transit route improvements that reduce congestion, potential for collisions, and support safer walking and
bicycling environments. He conducts services using culturally -appropriate methods and is intimately familiar with
municipal transportation planning practices, and programmatic budgeting and control, as well as coordinating
with local cities and counties because his public sector career spans more than a decade and includes serving
several cities in various capacities, including Deputy City Manager, for the cities of West Hollywood, South
Pasadena, Lawndale, and Signal Hill. Daniel will be available for the full duration of the project.
Jenna Tourj6, is a planner, strategist, and community builder with more than 10 years of experience in active
transportation, healthy communities, and community engagement. She is passionate about partnering with
communities on the path to creating healthy, whole and equitable places, where people love where they live and
have a voice and a stake in the future. Through her career, Jenna has experience working with elected officials,
staff, and residents in multiple cities and counties in Southern California. She has led projects related to health,
active transportation, transportation planning, community planning, flood -risk & resiliency, and parks and open
space.
Derek Wong, AICP, Department Manager - Public Finance, has 25 years of project
management and consulting experience specializing in transit financial management,
INTERNATIONAL
transportation funding forecasting and analysis, transit performance audits, and
municipal infrastructure financing. He has managed complex engagements that require the identification and
analysis of revenues and costs for local and regional projects and programs, including for the transportation
and development communities. Mr. Wong has developed cost allocation methods, conducted fiscal and
economic analyses, and provided solutions for revenue strategies and funding mechanisms that involve
consensus building with local community stakeholders and governing boards to bridge funding shortfalls
for capital facilities and ongoing operations. His work includes developing funding plans for Short and Long
Range Transit Plans and Comprehensive Operations Analysis, undertaking transit funding equity analysis, and
evaluating performance metrics of transit agencies.
JUNE 3, 2021 37
Appendix A - Resumes
IBI GROUP RESUME
William DeIO AICP Education
Director
B.A. (Environmental Analysis and Design),
University of California, Irvine, CA, 2000
Mr. Delo is a Director of IBI Group and a Transportation Planner with
Experience
20+ years of experience in transportation planning, multi -modal
planning, ative transportation, and traffic engineering. Mr. Delo is an
2001-Present
experienced project manager. His transportation planning experience
P P 1 9 P P 9 P
IBI Group, Irvine, CA, Transportation
planner/Associate
includes the preparation of multi -modal plans, complete streets plans,
first/last mile plans, and conceptual design efforts. He has also led a
P P g
zooazool
Civic Solutions, Inc. (City of Santa Monica, City of
variety of creative and inclusive community engagement efforts as part
Ontario, City of Rancho Santa Margarita),
of his planning projects.
Assistant Planner
1999-2000
Representative Experience
Orange County Transportation Authority,
Orange, CA, Assistant Transportation Analyst
Anaheim Transportation Network/Anaheim Resort Transportation —
Memberships
Service Evaluation and Capacity Building Plan — Principal -in -Charge
of IBI Group's comprehensive evaluation and outreach efforts resulting
American Planning Association
in an enhanced passenger transportation system as part of Anaheim's
Association of Pedestrian and Bicycle
short and long-range transportation solutions.
Professionals
Principal -in -Charge of subsequent ATN/ART contract to develop the
Registrations
Anaheim CtrCity Microtransit Conceptual Plan, having led to ART'S
Certified Planner, American Institute of Certified
deployment of the FRAN service.
Planners #019993
SR41/Ave 9 Sustainable Transportation Study, Fresno, CA —
Project manager for this multi -modal sustainable transportation study
identifying recommendations for the SR-41 and Avenue 9 corridors in
Fresno and Madera Counties.
OCTA Active Transportation Plan, Orange County, CA — Project
Manager for IBI Group's effort to prepare the first ATP for Orange
County. Project elements included identification of pedestrian priority
areas, regional bikeways, and pedestrian and bikeway design toolboxes.
Project involved extensive and creative community engagement efforts.
Purple Line First/Last Mile Plan, Los Angeles, CA — Project Manager
for this project involving the planning, community engagement, and
preliminary engineering efforts for first/last mile active transportation
improvements at four proposed Purple Line subway stations in West Los
Angeles.
Metro First and Last Mile Strategic Plan, Los Angeles, CA — Mr.
Delo was the deputy project manager for this study effort focused on
developing a set of First/Last Mile guidelines and policies for Metro and
SCAG.
Coast Highway Corridor Study, Oceanside, CA — Project manager for
this study that determined the feasibility of implementing a road diet with
roundabouts for this 3.5 mile corridor.
Metro Transit Supportive Planning Toolkit, Los Angeles, CA — Mr.
Delo was the project manager for this Metro -led effort to create a web -
based countywide toolkit of TOD policies, plans, and strategies.
Orange and Los Angeles Intercounty Transportation Study,
Orange/Los Angeles Counties, CA— Mr. Delo was the project
r1
manager for this multi -modal transportation study analyzing
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IBI GROUP RESUME
William Delo AICP
transportation issues and needs along the border between Orange and Los Angeles Counties
Arroyo Seco Parkway National Scenic Byway Corridor Management Plan, Los Angeles, CA —
Mr. Delo was Deputy Project Manager and task lead for the transportation analysis for this project
that involved the preparation of the Arroyo Seco Parkway Corridor Management Plan for Caltrans
District 7.
College Connector Streetcar Feasibility Study, Fullerton, CA — Mr. Delo was the transportation
task lead evaluating alignment options, ridership demand, physical constraints, and transit
technologies for this streetcar feasibility study. The proposed alignments would link Downtown
Fullerton with Cal State Fullerton.
Kern COG HOV-BRT Feasibility Study, Kern County, CA — Mr. Delo was the project manager for
this study, which examined the feasibility and demand for high -occupancy vehicle (HOV) lanes and
bus rapid transit (BRT) services in Bakersfield and Kern County.
Kern COG Commuter Rail Feasibility Study, Kern County, CA — Mr. Delo was the deputy project
manager for this study, focused on evaluating the need for and feasibility of implementing commuter
rail services within Kern County.
Riverside Reconnects Streetcar Feasibility Study, Riverside, CA — Mr. Delo was the
transportation task lead for IBI Group on this study evaluating the transportation and economic
feasibility for a streetcar service linking West Riverside, Downtown Riverside, and the University of
California, Riverside. The feasibility study evaluated alignment options, ridership demand, physical
constraints, and transit technologies.
IBC Trails Feasibility Study, Irvine, CA — Mr. Delo was the Project Manager of this feasibility study,
examining the potential for implementation of multi -use trails along rail and flood control channels.
VTA TOD Station Access Studies, San Jose, CA — Project manager for two light rail station
access studies for VTA in San Jose. Examining strategies to improve bicycle and pedestrian access
to the Tamien and Blossom Hill light rail stations.
West Carson TOD Specific Plan, West Carson, CA — IBI Principal in Charge overseeing the
development of the mobility and infrastructure elements for this Specific Plan.
Figueroa Corridor Streetscape Plan, Los Angeles, CA — This project proposes to recreate the
streetscape along Figueroa Street in Los Angeles between the Financial D istrict/Sta pies Center and
Exposition Park/USC. Primary project elements include a separated and protected bike lane,
pedestrian improvements, and streetscape improvement. Mr. Delo was the task leader for the traffic
analysis and traffic design portions of the work effort.
West Athens/Westmont TOD Specific Plan, West Athens, CA — IBI Principal in Charge
overseeing the development of the mobility and infrastructure elements for this Specific Plan.
Orem State Street Corridor Master Plan, Orem, UT — Transportation task lead, examining the
feasibility of implementing a multi -way boulevard with high capacity transit along State Street.
Metro Gold Line Foothill Extension Bus Interface and Parking Garages, Arcadia to Azusa, CA
— Mr. Delo managed IBI Group's efforts as a subconsultant on this project. IBI was responsible for
the identification of possible refinements to bus operations and the development of conceptual
designs for six park -and -ride facilities that will serve the proposed light rail stations along this
extension of the Metro Gold Line.
Crenshaw -LAX Light Rail Bicycle Station Access Study — Mr. Delo led the completion of an
assessment of potential strategies for improving bicycle connections to three Inglewood light rail
stations.
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IBI GROUP RESUME
Steven Wilks
Associate
Combined with academic studies in Urban Planning, Steve has over
forty years of professional experience in the planning and operation of
public transit and next-gen mobility services including microtransit,
shuttles, paratransit and other community -based transport. This has
included the management of paratransit for the elderly and disability
communities, working with the taxi/livery cab industry and transportation
network companies (TNCs), designing SMART shuttle operations and
providing creative/innovative solutions for the transportation industry
including the integration of multiple modes and developing first/last mile
operational and strategic solutions.
His experience covers the development and assessment of new and
emerging operational (e-hailing) and technologies/information systems
relating to next-gen mobility solutions and Mobility as a Service (MaaS)
platform. Further, Steve has managed various operational and
technology projects that have included procurement processes on behalf
of several transit agencies, including schedule and budget control,
identification of technical specifications, authoring RFP documents,
vendor evaluations and negotiations.
Complementing his operating experience, Steve has been responsible
for conducting a variety of service and program evaluations (including
COAs and SRTPs), review of alternate delivery frameworks, strategic,
operational, service and policy planning including quality planning
facilitation through the successful conduct of consultative sessions in
workshop and focus group settings.
Steve has been engaged by private and public -sector clients throughout
North America and the United Kingdom.
Representative Experience
Education
Bachelor of Applied Arts (Urban Planning),
Ryerson University, 1978
International Politics, McMaster University, 1977
Experience
1995-Present
IBI Group, Associate, Irvine, California
1993 -1995
Transportation Management Inc. (TMI), Senior
Consultant (1994 & 1995: Pamtransit Coordinator
management contract with Ann Arbor
Transportation Authority (AATA), Ann Arbor, MI
1989 - 1993
Hickling Corporation, Toronto, Ontario, Manager
of Practice in Disability & Ageing
1986 -1989
Wheerfrans Department & Corporate Planning,
Toronto Transit Commission, Tomnto, Ontario,
Policy Analyst
1982 -1986
Edmonton Transit/ DATS, City of Edmonton,
Alberta, Planning Supervisor
1981 - 1982
BC Transit, Victoria, British Columbia, Custom
Transit Planner
1978 -1981
Transportation Systems Design Department &
Edmonton Transit, City of Edmonton, Alberta,
Transportation Planner
Transit Service Evaluations - Short Range Transit Studies: City of Duarte, CA; City of Arcadia,
CA; Morongo Basin Transit Authority, CA; Visalia Transit, CA; City of Tracy, CA; Porterville Transit,
CA; City of Glenwood Springs, CO. Review of transit service needs and requirements and
development of service improvement options to best meet mobility needs, review of current transit
policies and procedures; and the development of an action plan to guide the implementation of
transit service improvements over the next 5+ year period.
Transit Shuttle/Circulator Feasibility Studies: Fountain Valley, City of Tustin, City of Vernon
Feasibility of a local transit circulator and other microtransit solutions addressing the
transportation/mobility needs of city residents, the business community and visitors to the City.
First/last mile solutions providing connectivity to higher capacity transit services.
Monrovia Station Square Transit Connection Study, Monrovia, CA —The Gold Line Extension in
the San Gabriel Valley includes a new light rail station in the City of Monrovia. Developed and
analyzed range of alternate transit/mobility solutions for optimal Gold Line connectivity.
Arcadia Transit Development Plan — Local and Commuter Services: Project Manager for the
preparation of a Transit Development Plan for the City of Arcadia CA. Key issues included first -last
mile operational solutions to provide station connectivity to the extension of the Gold Line LRT line
from Pasadena; enhanced performance metrics; and public outreach.
Duarte Transit Review/Improvement Plan: Retained to prepare a 5-Year Development Plan for the r-1
City of Duarte, CA. Key elements of the work plan include opportunities for service restructuring in
preparation for the extension of the Gold Line LRT line from Pasadena; possible introduction of new I B
services; and public outreach. I I
ibigroup.com
IBI GROUP RESUME Steven Wilke
Anaheim Transportation Network/Anaheim Resort Transportation — Service Evaluation and
Capacity Building Plan — Project manager and principal author of comprehensive evaluation and
outreach efforts resulting in an enhanced passenger transportation system as part of Anaheim's
short and long-range transportation solutions. Responsible for the preparation of the Anaheim
Resort Transportation's "ART 2035," a plan to guide the future of ART services including the
feasibility of alternate service delivery scenarios, financial/fiscal analysis, ridership estimation, and
deployment of advanced technologies. Key study outcomes included the development of microtransit
delivery scenarios within a framework of first -last mile strategies and the development of a
comprehensive working Cost Allocation Model reflecting a range of development types/land-use
categories, and alternate approaches including business valuation and trip generation).
Subsequent ATN/ART contract to develop the Anaheim CtrCity Microtransit Conceptual Plan, having
led to ART's deployment of the FRAN service.
First and Last Mile Strategies Study - Central Ohio Transit Authority (COTA), Columbus, OH —
Project Manager responsible for the analysis of exiting conditions, best practices, current and
emerging technologies, and opportunities for the deployment of potential pilot projects.
Analysis of Mobility Options - Regional Transit Service (RTS), Rochester, NY - Responsible for
the analysis of best practices, current and emerging technologies, development of conceptual
alternatives/service modes, evaluation framework/analysis and opportunities for the deployment of
potential pilot projects including service planning.
North San Diego County CA Transit (NCTD) 2020 Mobility Plan, San Diego, CA — Responsible
for service planning and financial analysis specific to community -based transit services: substitution
of non-traditional service for marginal fixed routes in lower density areas for marginal fixed routes.
The NCTD Mobility Plan included transit access to Camp Pendleton.
Mobility -On -Demand Strategic Plan — Humboldt County Association of Governments
(HCAOG), Eureka, CA - Developing a shared vision for mobility -on -demand concepts and
deployments in Humboldt County. Work plan includes an analysis of existing conditions, identification
of unmet needs, next -generation mobility best practices including current and emerging technologies,
and opportunities for the deployment of potential pilot projects.
(Chicago) Regional Transportation Authority (RTA) — ADA Paratransit Innovation Study —
Project manager for this recently awarded study to undertake a comprehensive analysis of innovations
to enhance paratransit service efficiencies, effectiveness and the customer experience. Work plan
includes the identification of challenges to future sustainability, identification and analysis of potential
innovations, literature review and state of practice, modeling and analysis of potential innovations, and
the development of an action plan including the identification of potential pilot projects.
OCTA Go Local Step Two Detailed Transit Service Planning - Project Manager responsible for
further refinement of the Go Local Step One concepts of Subregion 2 and Subregion 5 and evaluate
each service's viability to provide community based transportation solutions for First/Last Mile -
Metrolink station connectivity. Subsequently retained to develop a sketch up ridership estimation tool
for new bus transit systems.
SANDAG Short -Distance Vanpool Feasibility Study & Pilot Project, San Diego, CA — Evaluate
the feasibility of vanpool or similar services to address first and last -mile service for transit riders.
Steve was the Project Manager for this transportation study addressing marketing study, operations
plan, pilot project plan, implementation and monitoring/evaluation of a six-month pilot project.
Santa Barbara County Association of Governments (SBCAG), TDA Triennial Performance
Audit, Santa Barbara, CA — As a Subconsultant to PMC, responsible for the review of the County's
SMOOTH and Easy Lift CTSAs including evaluating their effectiveness and recommending key
performance measures and providing a commentary on ITS applications.
San Diego Association of Governments (SANDAG) — Specialized Transportation Strategic
Plan — 2035 —Sub consultant on this recently awarded contract. Primary responsibility for the
development of operational and service delivery strategies.
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IBI GROUP RESUME
David Sharfarz
Senior Transportation Consultant
Mr. Sharfarz has a career background in public transportation with 45 years
of experience as staff and consultant to transit systems, local and regional
governments, not -for -profit service providers, and private sector clients. He
specializes in operations planning for fixed route transit, paratransit, and
rideshare service providers; vehicle and crew scheduling; financial and
program planning and evaluation; organizational development; customer
research and engagement; grant initiatives and compliance assessments.
Representative Experience
Microtransit / Mobility -on -Demand / Paratransit
Columbus OH First Mile -Last Mile Vehicular Strategies — Lead service
planner on IBI team retained by COTA to develop implementation plan for
pilot projects introducing mobility -on -demand and microtransit services to
complement recently restructured fixed route network. Prepared
prototypical service plans for inner city neighborhoods, suburban
communities, and outlying semi -rural areas.
Arcadia CA Alternative Service Plan — Lead service planner on IBI team
retained to design and assist with implementation of new municipal fixed &
flexible route feeder services supporting the opening of LA Metro Gold Line
LRT extension to Azusa.
Anaheim CA Resort Transit Capacity Building Study — Lead planner on
IBI team retained by the Anaheim Transit Network (ATN) partnership to
develop next -generation plan for surface transportation services in and
around the Disneyland resort and Platinum Triangle.
Tracy CA Service Restructuring — Lead service planner on IBI team
retained to redesign TRACER fixed route and complementary paratransit
services including microtransit and mobility -on -demand service options.
Tustin CA Microtransit Alternatives — Lead service planner on IBI team
retained to assess the feasibility of microtransit and mobility -on -demand
service as supplemental local transportation in a suburban Orange County
municipality.
Education
Master of Arts, Chinese Studies
School of Asian & Near Eastern Studies
Washington University, St. Louis, MO, 1990
Master of Public Administration
Rockefeller College of Public Policy
State University at Albany, Albany, NY, 1976
Bachelor of Arts, Political Science
City University of New York — Brooklyn College
Brooklyn, NY, 1974
Experience
2009-1present
IBI Group, Boston, MA
Senior Transportation Consultant
2000-2009
Nelson\ Nygaard Consulting Associates, Anchorage
AK / Boston, MA
Principal
1989 - 2000
Transportation & Logistics, Denver CO
Principal
1988.1989
BiState Development Agency/Metro, St. Louis, MO
Manager, Service Development
1986.1988
Municipality of Anchorage Transit Department,
Anchorage, AK,
Manager of Planning and Special Projects
1984.1986
DKS Associates, Oakland, CA
Senior Transportation Planner
1981.1984
Central Contra Costa Transit Authority, Concord CA
Manager of Service Development and Operations
Planning
1978-1981
Rochester -Genesee Regional Transportation
Authority, Rochester, NY
Planning Manager(1978-79)
Paratransit Project Manager (1979-81)
1976.1978
Central NY Regional Transportation Authority,
Syracuse, NY
Rural Transit Project Director
Laguna Beach CA Transit Development Plan — Lead service planner on 1976
PEACE Inc., Syracuse NY
IBI team retained to conduct an operational review of municipal fixed route, Procurement & Transportation Officer
festival trolley and paratransit services; and assess viability of microtransit
service models.
Vernon CA First —Last Mile Service Plan - Lead service planner on IBI
team retained to assess viability of supplemental transportation services in
the industrial City of Vernon CA.
Addison County VT System Evaluation — Retained by rural transit
agency to conduct service evaluation, prepare recommendations and r-1
provide implementation support leading to improved system of fixed and I B
flexible routes, demand response and volunteer services. I t
ibigroup.com
IBI GROUP RESUME David Sharfarz
Transit Planning and Evaluation
San Gabriel Valley Gold Line Phase 2A Bus Interface Plan — Task leader for bus planning on multi-
disciplinary design/engineering team assisting the Gold Line Construction Authority with the extension
of LA Metro's LRT line from Pasadena to Azusa, California.
Crenshaw/LAX LRT Bus Interface Plan — Task leader for bus planning on multi -disciplinary
design/engineering team assisting the Los Angeles Metropolitan Transportation Authority (LAMTA)
with implementation of Metro's planned Crenshaw/LAX LRT line in west LA.
Yuma AZ Short Range Transit Plan — Lead service planner on IBI team retained to assist YMPO and
YCIPTA with development of a FY 2021-2026 SRTP for YCAT fixed route, paratransit and vanpool
services.
North San Diego County CA Transit Mobility Plan — Lead fixed route service planner on IBI team
retained to develop five-year Service Plan and two-year Business Plan for multi -modal provider of
commuter rail, LRT, fixed -route bus and paratransit services.
Morongo Basin CA Short Range Transit Plan - Lead service planner on IBI team retained to develop
a FY 2020-2024 operating and capital plan for MBTA serving Twentynine Palms, Yucca Valley and
Palm Springs CA.
Porterville CA Short -Range Transit Plan - Lead service planner on IBI team retained by the Tulare
County Association of Governments to develop a FY 2018-2022 SRTP forthe municipal transit system.
Visalia CA Transit Short -Range Transit Plan — Lead service planner on IBI team retained by the
City to develop a FY 2017-2021 SRTP for the municipal transit system.
Elk Grove CA Transit Comprehensive Operations Analysis — Lead service planner on IBI team
retained to conduct a systemic review of E-Tran system operating local and commuter services in
metro Sacramento CA.
San Diego CA Bayfront Shuttle Studies — Lead service planner on teams retained for successive
service development projects for the Port of San Diego; including Big Bay Shuttle Enhancement Study;
Big Bay Shuttle Demonstration Evaluation; and Cabrillo Shuttle Feasibility Study.
Transit Operations Planning
Orange County CA Go Local Service Plans — Lead service planner on IBI team retained to develop
service designs and operating schedules for transit shuttle and circulator routes serving cities of
Anaheim, Brea, Buena Park, Fullerton, La Habra, Placentia, Yorba Linda, Aliso Viejo and Mission
Viejo.
Columbus OH Task Order Transit Planning & Scheduling — Retained as technical resource for
COTA Planning and Scheduling departments during the implementation planning phase of its Transit
System Redesign (TSR) project; previously IBI team task leader for TSR evaluation of existing
conditions.
Los Angeles Downtown DASH Service Scheduling & Runcutting — Provided production scheduling
and run cutting support to LADOT contract service provider (Veolia) of high frequency DASH shuttle
bus system in Downtown Los Angeles.
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IBI
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ibigroup.com
IBI GROUP RESUME
Jason Rosenblum AICP CANDIDATE Education
Transportation Planner
Master of Urban& Environmental Planning,
Arizona State University, AZ, 2018
Mr. Rosenblum is a Transportation Planner of IBI Grou s Irvine office
p p
Bachelor of Science in Urban Planning, Arizona
State University, AZ, 2017
with project experience ranging from specific area plans to citywide
parking occupancy analysis. He has expertise in transportation,
Experience
alternatives evaluation, urban design, land use, and transit planning, as
2ot&—Present
well as a strong background in geographic information science, including
IBI Group, Irvine, CA, Transportation Planner
geospatial analysis. Mr. Rosenblum also has specific planning
2017-2018
experience related to active transportation, parking/curb management,
City of Mesa, AZ, Planning Intern
and complete streets. Mr. Rosenblum has expertise in community
2017
outreach in both public and private planning sectors. Mr. Rosenblum is
City of Tempe, AZ, Community Development and
an American Institute of Certified Planners Candidate, and is projected
Planning Intern
to become a Certified Planner in 2021.
2016
Flood Control District of Mancopa County, AZ,
Planning and Project Management Intern
Representative Experience
OCTA Freeway BRT Concept Study, Orange County, CA — Memberships
Developed the Purpose and Need Report to study the introduction of
Freeway BRT in Orange County on the Interstate 5 and State Route 55. American Planning Association
Analyzed data and created high-level GIS maps related to existing
conditions and no build scenarios regarding demographics and travel
conditions. Thoroughly aggregated data related to prior studies from
OCTA, Caltrans, and others. Conducted a freeway BRT peer review to
study takeaways from existing freeway BRT in Los Angeles, San Diego,
Minneapolis, and Ontario.
Caltrans Orange County Freeway -Arterial Transit Enhancement
Study, Orange County, CA — Lead as deputy project manager for OC
FATES. Developed the Purpose and Need Report, lead the parametric
analysis for to determine best corridor scenarios for enhanced transit,
and will lead the development of service alternatives for freeway bus
rapid transit on high -performing freeways in Orange County. Leading
project management tasks such as PDT meetings and client check -ins.
Metro Orange Line Sepulveda Station First Last Mile Plan, Los
Angeles, CA — Conducted a walk audit of the Metro Orange Line
Sepulveda Station. Analyzed, consolidated, and visualized all barriers,
strengths, and observed behaviors within a half mile radius of the
station. Analyzed and documented existing site conditions for a wide
range of pedestrian and bicyclist factors. Created an in-depth first last
mile improvements map based upon corridor -specific treatments.
Metro Purple Line Extension First Last Mile Plan, Los Angeles and
Beverly Hills, CA — Created and prioritized actionable pedestrian and
bicyclist improvements to mitigate the first last mile dilemma. Analyzed
the existing site conditions for four future Purple Line extension stations
based upon LA Metro's First and Last Mile Strategic Plan. Created point
of interest, land use, key access corridor, pedestrian shed maps, among
other data in a spatial network for the alignment initial report.
Irvine Business Complex (IBC) Trails Feasibility Study and
Implementation Plan, Irvine, CA — Created the final report and r-
performed the opportunities/constraints analysis for the IBC Trails study, I B
which focuses on potential active transportation and linear park
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IBI GROUP RESUME Rosenblum AICP CANDIDATE
amenities in a residential growth area. Assisted the City in outreach
efforts to solicit public feedback on potential trail characteristics. Created
GIS maps for numerous transportation characteristics such as ADT,
transit routes, level of stress, and bike/ pedestrian collisions. Prioritized
the implementation of trails in a three -term strategy by weighing design
components, cost estimates, and avenues for funding.
City of Orange Parking Standards and Regulations Assessment,
Orange, CA — Conducted a full revision of City of Orange off-street
parking regulations. Revision included an analysis of current City of
Orange code, six peer cities, the ITE Parking Generation Handbook, and
independent field studies. Proposed a new parking rate for every land
use in the City of Orange, and justified each recommended rate based
on multiple factors. Consolidated all data into a final report.
Rancho San Antonio Preserve Access Study, Midpeninsula
Regional Open Space District, CA — Analyzed and evaluated a host of
multimodal Transportation Demand Management strategies that would
benefit the open space Preserve to mitigate their parking demand and
supply constraints by improving Preserve access. TDM strategies were
evaluated by scoring strategies based upon numerous factors to rank the
strategies most suitable for the region. Documented current conditions,
existing parking demand, and extensive public input to effectively
determine the most suitable TDM strategies.
City of Hermosa Beach Parking Study, Hermosa Beach, CA —
Analyzed occupancy and inventory counts for on -street parking on a
street by street basis for multiple varying times of week throughout the
entire city. Analyzed off-street public and private parking occupancy and
inventory counts. Analyzed land use patterns in conjunction with
occupancy reaching over maximum capacity and made specific
recommendations to City Staff to lessen parking demand for peak times
and events.
Parking Demand and Generation Study for the City of Costa Mesa,
Costa Mesa, CA — Created a report for the City of Costa Mesa that
assessed the delta between traditional office and creative office,
assessed the efficiency of shared parking between office use and event
use, and determined if a mix of uses created additional parking demand
by administering parking inventory counts at comparative site locations.
On -Street Parking and Intersection Turning Movement Study for the
North San Fernando Bus Rapid Transit Corridor, San Fernando
Valley, CA — Researched recent EIS reports and traffic studies of new
developments along proposed alignments of the future North San
Fernando BRT line. Consolidated reports and findings into quantitative
data for analysis. Studied segments of on -street parking requirements for
multiple locations within the San Fernando Valley. Study included an
analysis of existing parking restrictions among all segments of the
potential alignment.
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DANIEL BARTELSON, MPA, MBA
Principal, Business and Project Administration
Education
Summary of Experience
• Master of Public Administration
Having 16 years of experience leading complex, multijurisdictional
(MPA), Villanova University
transportation and transit projects that require inclusionary buy -in
• Master of Business
from multiple stakeholders, Daniel has experience leading advisory
Administration (MBA),
and interagency working groups; developing public awareness
University of Arizona
campaigns; and organizing community outreach to target under-
represented populations. Daniel uses evidence -based methods to
• BA, Political Science, UCLA
engage multicultural communities via design charrettes, workshops,
pop -ups, park audits, and other outreach strategies to develop safe
Professional Experience
and healthy parks, increase access to recreational opportunities, and
create street design concepts and transit route improvements that
• Principal, Business and Project
reduce congestion, potential for collisions, and support safer walking
Administration, Evan Brooks
and bicycling environments. He conducts services using culturally -
Associates (present)
appropriate methods and is intimately familiar with municipal
• Adjunct Faculty Instructor
transportation planning practices, and programmatic budgeting and
(Master of Public
control, as well as coordinating with local cities and counties because
Administration 8031 — Financial
his public sector career spans more than a decade and includes
Management Course),
serving several cities in various capacities, including Deputy City
Villanova University (present)
Manager, for the cities of West Hollywood, South Pasadena,
• Vice President, Evan Brooks
Lawndale, and Signal Hill. Daniel will be available for the full duration
Associates
of the project.
• Deputy City Manager, City of
Signal Hill Euclid Street Corridor Improvement Project I City of Anaheim
Project lead, under KOA, to prepare engineering documents and
• Assistant to the City oversee environmental compliance for the City's HSIP-funded Euclid
Manager/Human Resources Street Corridor Improvement Project. The project, located on Euclid
Director, City of Lawndale Street from Glenoaks Avenue to Cresent Avenue, involved
• Management Analyst, Office of installation of new mast arms, left turn phasing, and an emergency
the City Manager, City of south vehicle preemption system; intersection lighting; new signal
Pasadena hardware; and new raised medians. EBA prepared the appropriate
• Administrative Analyst, Office CEQA documentation prior to construction of the project and
of the City Manager, City of worked with Caltrans District 12 to ensure adherence to the Local
South Pasadena Assistance Procedures Manual. The project will improve car safety
for the more than 357,000 residents and visitors who use the
Certifications corridor as part of their daily commute
• Certified in Safe Routes to Commuter Connector Express Line Feasibility Study and Ridership
School Local Planning, National Campaign I City of Baldwin Park
Center for Safe Routes to Project manager responsible for conducting a feasibility study of
School potential routes to expand the City's existing circulator shuttle to
include the Metrolink Baldwin Park Station and major employment
centers south of the 1-10 Freeway (e.g., Kaiser Permanente Baldwin
Park Medical Center and United Parcel Service [UPS]). Project
Municipal Funds included a community outreach program to survey the sentiment,
Management support, and opinion of stakeholders, as well as ridership campaign
after the new routes began operating.
• South Pasadena Rogan Funds
Allocation, Reimbursement, TIGER -funded Rail to Rail/River Active Transportation Corridor
and Quarterly Report (Orange Project Alternative Analysis - Segment B I Los Angeles
Grove Avenue/SR-110 Metropolitan Transportation Authority (Metro)
Interchange Improvements Project manager responsible for leading this USDOT TIGER -funded
• South Pasadena Rogan Funds project and overseeing team of subconsultants, including AECOM,
Allocation, Reimbursement, Kittelson and Associates, and TransLink, through a comprehensive,
and Quarterly Report (Fair Oaks
Avenue/SR-110 Interchange community -rich alternative analysis. Daniel was charged with
Improvements organizing and facilitating several public outreach meetings, as well
• South Pasadena Gold Line STIP as the development of a technical advisory committee (TAC) and a
-Transit Oriented/Gold Line community advisory committee (CAC) to quickly disseminate
Station Development information through participants channels and obtain feedback for
draft mobility design options.
Sustainability Project Planning and Implementation Services I Los
Angeles Metropolitan Transportation Authority (Metro)
Task lead and strategic counsel to Metro for internal and external
sustainability policies and projects. Daniel assisted Metro in
identifying, prioritizing, and developing competitive sustainability
initiatives and projects that can be operated utilizing grant funding
sources.
Norwalk Community Congress I City of Norwalk
Project advisor responsible for facilitating the city's first community
forum in nearly 20 years. The forum invited more than 240
community members and city staff to work together in collaboration
to identify and address critical city functions. Utilizing social
planning techniques, the forum provided community participants an
opportunity to be heard, share concerns, and shape and plan future
initiatives — with the goal being to identify solutions and consensus.
First/last Mile Analysis, Concept Plans and Partnership for the
Metro Bus Station, Gateway Center and Santa Anita Complete
Streets Project I City of El Monte
Project manager charged with the evaluation of alternatives to safely
and appropriately address interactions between a total of 1,526 daily
combined buses and shuttles lines, vehicular traffic, bicyclists, and
pedestrians near the Metro -El Monte Bus Station. Alternatives,
including various bikeway classes, pedestrian bridges, and improved
level crossings were considered before finalizing a recommendation
for development of a Complete Streets corridor on Santa Anita.
Daniel Bartelson
JENNA TOUR) E,AICP,IAP2
Outreach Advisor
Education
Summary of Experience
• B.A. International
Jenna Tourje is a planner, strategist, and community builder with
Development, University of
more than 10 years of experience in active transportation, healthy
California, Irvine
communities, and community engagement. She is passionate about
• M.S. Urban and Regional
partnering with communities on the path to creating healthy, whole
Planning, university of
and equitable places, where people love where they live and have a
California, Irvine
voice and a stake in the future. Through her career, Jenna has
experience working with elected officials, staff, and residents in
Professional Experience
multiple cities and counties in Southern California. She has led
projects related to health, active transportation, transportation
• Founder, Collab Local
planning, community planning, flood -risk & resiliency, and parks and
• Senior Community Planner,
open space.
Michael Baker International
• Millenium Ten Coordinator,
LA River Master Plan i LA County Public Works
Codman Square Development
Lead facilitator providing facilitation for Advisory Group sub -
Corporation
committees as a contractor to Kearns and West. The LA River Master
• Vice President of Community
Plan is a comprehensive blueprint covering all 51 miles of the River.
Development, Universityof
California, Irvine
The effort to update the LA River Master Plan was launched in late
• Data and Evaluation, Santa Ana
2016 to modernize an existing 1996 plan, synthesize more recent
Building Healthy Communities
ideas for portions of the River, and bring a coherent and
comprehensive vision to the transformation and re -imagining of the
• Hope Center Coordinator, Mika
LA River.
Community Development
Corporation
Rim of the World Active Transportation Plan i SANBAG
Certifications
As public involvement manager on the project, responsibilities
included direction and coordination of outreach and engagement
• American Institute of Certified
activities throughout the planning process. Specific outreach
Planners (AICP), 2014, 027398
programs and activities included interactive online surveys, pop-up
workshops, stakeholder tours, asset mapping, and community
• Licensed International
workshops.
Association of Public
Participation Trainer (IAP2),
15th Street Corridor Bicycle Boulevard I City of Long Beach
2014
Public Involvement Manager responsible for managing, coordinating,
and facilitating outreach and engagement activities for a citywide
network of bicycle boulevard projects on local neighborhood
roadways.
Enhanced Mobility and Complete Streets Transition Plan I City of
Laguna Beach
Planner providing writing support and plan structure for a Complete
Streets transition plan that will provide the policy framework for the
city to implement physical and operational changes to the roadway
network to improve conditions for all users including bicycles,
pedestrians, transit, and motor vehicles.
We Make a Difference
I N T E R N A T 1 0 N A L
Derek Wong, AICP
Department Manager— Public Finance
Mr. Wong has 25 years of project management and consulting
experience specializing in transit financial management, transportation Years with Michael Baker: 15
Years with Other Firms: 10
funding forecasting and analysis, Transportation Development Act (TDA)
performance audits, and infrastructure financing of public facilities. He Degrees
has managed complex engagements that require the identification and M.B.A., 1995, Economics/Business,
analysis of revenues and costs for local and regional projects and California State Polytechnic
programs, including for the transportation and development university, San Luis Obispo
communities. He develops training materials and provides updates to B.S., 1993, Environmental Analysis
funding manuals to help agencies effectively administer crucial funding and Planning, university of
programs and comply with legal provisions. Mr. Wong has developed California, Davis
cost allocation methods, and various revenue strategies and funding Licenses/Certifications
mechanisms that involve consensus building with local community American Institute of Certified
stakeholders and governing boards to bridge funding shortfalls for Planners, California, 2001, 016553
capital facilities and ongoing operations.
Relevant Project Experience
Anaheim Transportation Network, CA. Integrated Transportation Capacity Study. Provided financial
analysis of proposed service enhancements for Anaheim Resort Transportation serving the entertainment
and hospitality district of Anaheim. Evaluated governance opportunities that would provide the structure for
service enhancement.
Morongo Basin Transit Authority, CA. Short Range Transit Plan Financial Analysis and Cost Allocation
Plan. Managed funding plan for the SRTP comprised of an operations and capital plan that assessed current
and forecasted funding sources and amounts. Cash flow analysis of revenues and costs was conducted for
the preferred service plan. A cost allocation plan was also developed that evaluated options for equitable
distribution of operating revenue from member agencies. Increased revenues were made by the member
agencies to support the transit system.
Orange County Transportation Authority, CA. Triennial Performance Audits. Conducted performance
audits of OCTA and public transit systems receiving TDA. These operators include OCTA and City of Laguna
Beach Transit. The audit included developing performance metrics and conducting evaluation of the
efficiency and effectiveness of operations, maintenance, and management. Developed findings and
recommendations to improve future service provision.
Maricopa Association of Governments, AZ. Transit Operations and Maintenance Cost Estimates.
Worked with consultant team to provide analysis of transit operations and maintenance cost and capital
1
projects for metropolitan Phoenix. Collected data, conducted site visit, and assembled broad data sources to
develop a cost model with current and projected revenues and costs for a 20-year period. The outcomes
assist Maricopa Association of Governments with data to pursue extension of a regional transportation sales
tax.
City of Tracy, CA. Short Range Transit Plan Financial Analysis. Managed funding plan for Short Range
Transit Plan. Prepare current assessment white paper outlining current funding sources and amounts.
Develop cash flow revenues and costs for preferred service plan including on -demand transit mode and local
fixed route operations.
City of Elk Grove, CA. Comprehensive Operations Analysis (COA). Provided financial analysis, revenue
identification, and financial forecast for a COA study that undertook a full analysis of transit services and
provided system -wide recommendations and an implementation plan.
Stanislaus County, CA. Comprehensive Operations Analysis. Managed a COA study that undertook a full
analysis of transit services and provided system -wide recommendations and an implementation plan.
Conducted ride checks, interviews, and financial analyses to prepare performance analysis and service
improvement plan.
Humboldt County Association of Governments, CA. Transit Development Plan. Managed the SRTPs for
eight transit systems in Humboldt County. Conducting existing conditions assessment, on -board surveys, and
interviews with each transit operator staff. A financial operations and capital plan is also being developed
that provides projections for near -term operations and asset replacement.
Solano Transportation Authority, CA. Transit Sustainability Study. Conducted a study that focused on
existing financial conditions and performance trends of six Solano County transit operators. Assessed
operations and capital expenditures and determined the relative financial sustainability to continue current
services.
Loudoun County Transit, VA. Capital Cost Analysis. Conducted evaluation of procurement options for the
County fixed route fleet. Conducted analysis of bus lease versus ownership in the context of the County's
service growth.
Greater Richmond Transit Company, VA. Transit Development Plan Update. Provided financial analysis
including a cost allocation process for each transit mode and revenue and cost forecast. Developed
operations and capital funding programs that determine the feasibility of expanded service and infrastructure
improvements in light of current state fiscal crisis for transit.
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Appendix B - Required Forms
Attachment A
NONCOLLUSION DECLARATION TO BE EXECUTED BY
BIDDER AND SUBMITTED WITH BID
The undersigned declares:
I am the Managing Principal of IBI Group , the party making the foregoing bid.
The bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association,
organization, or corporation. The bid is genuine and not collusive or sham. The bidder has not directly or indirectly
induced or solicited any other bidder to put in a false or sham bid. The bidder has not directly or indirectly
colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or to refrain from
bidding. The bidder has not in any manner, directly or indirectly, sought by agreement, communication, or
conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any overhead, profit, or
cost element of the bid price, or of that of any other bidder. All statements contained in the bid are true. The bidder
has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof,
or divulged information or data relative thereto, to any corporation, partnership, company, association,
organization, bid depository, or to any member or agent thereof, to effectuate a collusive or sham bid, and has
not paid, and will not pay, any person or entity for such purpose.
Any person executing this declaration on behalf of a bidder that is a corporation, partnership, joint venture, limited
liability company, limited liability partnership, or any other entity, hereby represents that he or she has full
power to execute, and does execute, this declaration on behalf of the bidder.
I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct
and that this declaration is executed on June 3, 2021 [date], at Irvine [city], CA [state]."
Firm IBI Grouo ,/ �
(Signature)
Street 18401 Von Karman Ave., Suite 300 William Delo, Managing Principal
(Print Name & Title)
City Irvine State CA Zip 92612
x
Attachment D
SUBCONTRACTOR CAMPAIGN CONTRIBUTION N
ACKNOWLEDGMENT FORM
Proposer [or Consultant] is required to identify any known subcontractor who will provide
goods or services with an anticipated or actual value of $15,000 or more in connection
with any contract which may be awarded pursuant to this Request for Proposal if the
proposed contract with the Proposer [or Consultant] has an anticipated or actual value of
$30,000 or more.
By my signature below I certify that as a subcontractor I reviewed and am in compliance
with the City of West Covina Municipal Code section 2-405.50, in reference to campaign
contributions to any individual holding City elective office.
CONTRACTOR:
Company: IBI Group
William Delo
Title: Managing Principal
Date: May 28, 2021
SUBCONTRACTOR:
Evan Brooks Associates, Inc.
Company:
By: Hal Suetsugu
Title: President -Managing Partner
Date: May 28, 2021
x
Attachment D
SUBCONTRACTOR CAMPAIGN CONTRIBUTION N
ACKNOWLEDGMENT FORM
Proposer [or Consultant] is required to identify any known subcontractor who will provide
goods or services with an anticipated or actual value of $15,000 or more in connection
with any contract which may be awarded pursuant to this Request for Proposal if the
proposed contract with the Proposer [or Consultant] has an anticipated or actual value of
$30,000 or more.
By my signature below I certify that as a subcontractor I reviewed and am in compliance
with the City of West Covina Municipal Code section 2-405.50, in reference to campaign
contributions to any individual holding City elective office.
CONTRACTOR:
Company: IBI Group
By:
Title: Managing Principal
Date: June 1, 2
SUBCONTRACTOR:
Company: Michael Baker International, Inc.
Title: Associate Vice President
Date: June 1, 2021
■ ..... � ri �� iii
1
I
Submitted by Via Mobility, LLC
via
(A wholly owned subsidiary of Via Transportation, Inc.)
V vice
June 3, 2021
Dear Ms. Morales,
Subject: RFP 61-010: Transit Service Evaluation
Via Mobility, LLC
10 Crosby Street, Floor 1
New York, NY 10013
www.ridewithvia.com
We are pleased to present Via Mobility, LLC's proposal to develop the Transportation Service
Evaluation Study (the "Study") for the City of West Covina, CA.
Via applauds the City's desire to identify the best model of public transit service delivery to meet the
needs of the community. The City of West Covina currently contracts three fixed -route alignments
and a dial -a -ride paratransit service. These services have experienced steady ridership declines over
recent years and the City seeks to explore new opportunities to increase ridership, reduce
congestion, and improve mobility for residents. Possible alternatives include changes to bus routes,
or new service models such as partnerships with Transportation Network Companies (TNCs) to
supplement dial -a -ride service. By understanding how adjustments to existing transit service and the
introduction of new models can best improve mobility, this Study will provide the City with
recommendations for a more flexible, attractive, and sustainable transit service.
Via is the world's leading planner, designer, and operator of innovative public mobility systems. As a
pioneering developer of technology -enabled transit systems with expertise in fixed -route transit,
traditional demand -response "dial -a -ride" systems, and paratransit, we are uniquely well -positioned
to carry out this exciting project on behalf of the City. Further, Via recently acquired Remix, the only
collaborative mapping and transit planning platform for transportation decision -making. If selected,
the Study will be developed by our dedicated planning and consulting team, Via Strategies. Via
Strategies brings many years of traditional transit planning and consulting experience coupled with
the unique insights that stem from the Via Group's experience as a developer of transit technology
and operator of transit services.
We would welcome the opportunity to discuss or clarify anything included in our proposal.
Best regards,
Confidential and Trade Secret Transit Service Evaluation 1 1
Signed:
Name: Zachary Wasserman
Title: Manager
Legal name of Company: Via Mobility, LLC
Date: June 3, 2021
Contact Name: Cathal O'Gorman
Title: Principal, Via Transportation
Email: cathal@ridewithvia.com
Phone: +1 857 320 9109
Confidential and Trade Secret Transit Service Evaluation 1 2
Table of Contents
1, Cover Letter
2. Project Summary
Via Overview
Proposed schedule:
Staffing Overview
3. Methodology
3.1 Project Kick -Off and Management
3.2 Outreach and Survey
Deliverable: Outreach Plan, Transit Survey
3.3 Transit Needs Analysis
3.4 Service Alternatives Design and Simulation
3.5 Recommendations and Implementation
3.6 Final report
4. Fee Schedule
5. Excluded or Subcontracted Services
6. List of Projects Conducted
Proposed Contract Exceptions
1
4
5
6
7
12
13
14
15
15
16
20
21
22
23
24
30
Confidential and Trade Secret Transit Service Evaluation 1 3
2. Project Summary
The City of West Covina seeks to understand how to improve public transportation for local
residents and visitors and ensure public transit services are operated cost-effectively. Through a
contract with MV Transportation, the City currently operates three fixed -routes and a dial -a -ride
paratransit service. The City provides approximately 35,000 annual trips, with a cost per passenger
exceeding $201.
80,000
60,000
N
n
40,000
C
C
Q
20,000
0
Ridership — Cost per unlinked trip
2016 2017 2018 2019
Year
$30.00
$20.00
n
O
N
O
$10.00 U
$0.00
FTA reporting shows declining ridership and increasing cost per trip since 2016.
Source: NTD Transit Agency Profiles
Through stakeholder engagement, community outreach, a review of previous studies, and
simulations using Via's fixed -route and demand -response software, Via will determine several
potential service design alternatives for the City. These scenarios are likely to include fixed -route bus
routes, partnerships with Transportation Network Companies (TNCs), dedicated dynamically -routed
fleets (often known as on -demand transit or microtransit), and a combination of these. Via will
outline methods for improving the existing dial -a -ride paratransit system, such as investigating the
potential to co -mingle paratransit and on-demand'microtransit'together using a single fleet, as well
as changes to eligibility and trip origin/destination restrictions. If data is available, Via will also study
the TNC pilot the City is seeking to launch in the coming weeks.
' Data provided in the RFP indicates a cost of $28 per trip while NTD data shows $22 per trip in 2019.
Confidential and Trade Secret Transit Service Evaluation 1 4
Via Overview
Via's dedicated transportation planning and consulting practice, Via Strategies, is committed to
optimizing transit networks all over the world. Traditional transportation consulting firms often lack
direct experience with transit or on -demand transit operations; our consulting practice fills this
much -needed gap in the market. Using our specialized planning approach and proprietary
simulation software, our expert transit planning consultants can analyze a partner's entire
transportation network and provide recommendations to complement the planning work the
partner has already undertaken. Our consulting team has performed transit planning studies for a
variety of partners around the world, in cities as large as Los Angeles and London, to smaller and
less dense communities like Columbus, Ohio and Montpelier, Vermont.
Via Strategies leverages the Via Group's global experience actually implementing, operating, and
optimizing the world's most advanced public mobility systems to create bespoke recommendations
that are informed by unparalleled real -world knowledge. Via Strategies' experience includes:
• Fixed -route transit planning: We specialize in redesigning existing transit services to make
them more productive, cost-effective, and sustainable. By leveraging collaborative transit
planning software, Remix, we are able to quickly generate routes and understand costs,
coverage, and demographics served by different route variations. We are highly skilled at
incorporating key performance indicators such as ridership, service productivity, and
on -time performance data — both system -wide and for individual fixed routes — to highlight
agencies' challenges and opportunities for innovative service delivery. We have a deep
understanding that transit planning requires tradeoffs between coverage -oriented and
ridership -oriented services, and are adept at helping agencies strike an effective balance
between the two.
Microtransit service planning: The Via Group has designed and deployed hundreds of
successful on -demand transit services globally, including in partnership with LA Metro in Los
Angeles. Via's proven service planning guides our clients through a structured process, broad
enough to ensure no innovative on -demand transit use -case opportunity is missed while
detailed enough to produce a clear path to deployment if desired. Our proprietary
simulation tool, a core component of our service planning offering, allows Via to test
potential services and to clarify trade-offs between quality of service (QoS) and operational
efficiency.
Transit innovation studies: Via has worked with numerous transit agencies to develop
cohesive strategies to advance regional transit priorities and induce a modal shift from
driving alone to transit and other transit -supportive modes, such as on -demand transit,
micromobility, and rideshare.
Confidential and Trade Secret Transit Service Evaluation 5
Operations and project management expertise: Asa consultancy, a software company,
and a transit operator, Via has highly specialized experience planning and delivering
state-of-the-art on -demand transit technology with efficient day-to-day operations. We have
developed playbooks to launch and manage fleets, drivers, customer support, and all
day-to-day operations.
Via affirms that we have:
• A minimum of three (3) similar projects within the last three (3) years providing the same or
similar services requested in this RFP.
• No outstanding or pending complaints as determined through the Better Business Bureau
or State of California Department of Consumer Affairs.
• Administrative and fiscal capability to provide and manage the proposed services.
Proposed schedule:
The City of West Covina has indicated a target completion date of December 2021. The table below
outlines Via's proposed 6 month schedule, which can be easily adjusted upon request. Via proposes
to use weekly or bi-weekly meetings to provide regular updates and seek input from the City
throughout the study. The final deliverable will capture all recommendations from the Study.
Task
1: Project Kick -Off and Management
(fromMonths
.
W
2: Outreach and Survey
3: Transit Needs Analysis
4: Service Design and Simulation
5: Recommendations and Implementation Plan
6: Final Report
Confidential and Trade Secret Transit Service Evaluation 1 6
Staffing Overview
Via has assembled a team with global expertise and local experience. Together, we are prepared to
deliver the full project scope outlined in the RFP to realize the goals of the Study. The proposed team
structure is shown below. Additional team members will be involved throughout the project based
on their areas of expertise. Resumes for the Project Director (Daniel Berkovits), Project Manager
(Cathal O'Gorman), Project Team Members (David Perlmutter and Gal Kramer), are included on the
following pages. Via does not propose to use subcontractors for this project.
Existing Conditions Analysis
David Perlmutter
Gal Kramer
Josh Allmayer
Dan Berkovits
Project Director
Cathal O'Gorman
Project Manager
Simulation and Service
Design
David Perlmutter
Gal Kramer
Josh Allmayer
Implementation
Plan
Evgeniya Fedorova
Lindsay Berger
Kate Welsh
Yannis Simalakis
Confidential and Trade Secret Transit Service Evaluation 1 7
Daniel Berkovits
Vice President
Dan will serve as Project Director and coordinate the project team's analysis and
planning.
Dan is a Vice President at Via and leads Via Strategies,
Via's dedicated planning and consulting team. He
works to develop and apply strategies for cities and
public agencies to increase the quality, breadth, and
accessibility of mobility networks. He brings extensive
experience working in and for the public sector to
solve complex challenges related to planning for and
SELECTED VIA PROJECT EXPERIENCE
Multimodal Transit Development Plan
Summit County, Utah 12020-present
Project Director
Comprehensive transit planning process culminating in
an advanced network incorporating high -frequency
and direct fixed routes, on -demand transit, and a MaaS
solution.
On -Demand Transport Service Analysis
Auckland Transport (NZ) 1 2020-2021
Project Director
Analysis of opportunities to replace underperforming
fixed -route buses with on -demand transport solutions.
Microtransit/Paratransit Simulation Studies
Utah Transit Authority 1 2019-2020
Project Director
Long-term microtransit service planning effort to
identify, simulate, and prioritize microtransit
opportunity zones across UTA's seven county service
area incorporating a paratransit innovation analysis.
Montpelier Microtransit Feasibility Study
Vermont Agency of Transportation 12019
Project Director
Assessment of the feasibility of replacing
underperforming fixed -route buses with on -demand
microtransit in Vermont's capital city.
implementing new infrastructure. Prior to joining Via,
Dan managed a variety of interdisciplinary consulting
engagements for public and private -sector clients at
AECOM; led an award -winning, participatory long-term
recovery and resiliency program to address the
impacts of Hurricane Sandy and other natural
disasters, and worked as a land -use lawyer.
PROFESSIONAL EXPERIENCE
Director of Strategy, Via Transportation, Inc.
2019 - present
Associate Vice President and Senior Manager,
Planning, AECOM
2017-2019
Associate, Greenberg Traurig, LLP
2016-2017
Managing Director, Community Reconstruction and
Assistant General Counsel, NYS Governor's Office of
Storm Recovery
2015-2016
Policy Director and Assistant General Counsel, GOSR
2014-2015
Senior Policy Analyst, GOSR
2013 - 2014
Research and Policy Assistant, Brookings Institution
Metropolitan Policy Program
2008-2009
EDUCATION
J.D., Harvard Law School (Cambridge, MA), 2013
MUP, Harvard Graduate School of Design (Cambridge,
MA), 2013
B.A., Sociology, University of Chicago (Chicago, IL), 2007
Cathal O'Gorman
2R PRINCIPAL
r
As the Via Project Manager, Cathal will serve as the main point -of -contact and will
oversee the daily implementation of all aspects of the project.
Cathal is a Principal at Via and one of the founding
members of Via Strategies, Via's dedicated new
mobility planning and advisory team. He works with
agencies to assess their existing transportation
landscape, identify opportunities for innovative
mobility solutions, and simulate new mobility and
transit services using Via's proprietary planning and
simulation tools.
SELECTED VIA PROJECT EXPERIENCE
Milton Keynes Demand Response Transit Study
Milton Keynes, UK 12020
Cathal led a study for Milton Keynes Council focused
on simulating the impact of combining subsidized bus
routes with community transport in order to reduce
cost and improve service quality due to the impacts of
COVID-19.
Auckland Transport Bus Replacement Analysis
Auckland, New Zealand 1 2020
Cathal simulated the impact of replacing 13
underperforming bus routes across Auckland with
on -demand transport. The study enabled Auckland
Transport to understand the impacts on ridership,
service quality, and budget.
Glenwood Springs On -Demand Transit Study
Glenwood Springs, CO 12019
Cathal analyzed the feasibility of converting the Ride
Glenwood Springs fixed -route buses to an on -demand
service. In addition to extensive simulation and
analysis, Cathal led all public engagement efforts for
this study, including conducting rider surveys and
stakeholder focus groups.
Cathal brings extensive mobility experience gained
from his research and analysis at iVentures, BMW's
mobility -focused venture capital fund, and his position
with iSee.ai, an autonomous driving startup based in
Boston. Prior to his MBA at Harvard Business School,
Cathal worked on strategic projects for companies in
the Asia -Pacific region as an associate at McKinsey &
Company.
SELECTED PROJECT EXPERIENCE, CONT.
Utah Transit Authority Microtransit Planning Project
Salt Lake County 12018 - 2020
Cathal led a study that identified potential microtransit
service zones across the UTA service area, simulated
their performance, and ranked each zone based on its
performance against the Authority's goals and
objectives. The study was partially funded by the Utah
Developmental Disability Council and included in-depth
recommendations on how to ensure microtransit is
accessible for all.
PROFESSIONAL EXPERIENCE
Principal, Via Transportation, Inc.
2018 - present
Associate, BMW i Ventures
2017
Associate, McKinsey & Company
2014-2016
EDUCATION
MBA, Harvard Business School (Cambridge, MA), 2018
B.Eng., Chemical and Material Engineering, University of
Auckland (Auckland, NZ), 2014
David Perlmutter
TRANSIT PLANNING PRINCIPAL
As Project Support, David will assist with the development of new transit solutions
for the City of Pembroke.
David Perlmutter specializes in crafting transit plans
that offer riders superior service adapted to the age of
on -demand mobility. His approach to transportation
planning prioritizes strengthening multimodal
networks so that people can easily connect with jobs,
services, and one another.
SELECTED PROJECT EXPERIENCE
Alternative Transit Service Model Study
City of Colorado Springs, CO 12020
Advised a transit innovation study by evaluating
performance of fixed -route networks, designing and
simulating on -demand service zones, and improving
connections to micromobility and other sustainable
transportation options.
Transit Feasibility Study
River Parishes Transportation Authority 12020
Provided spatial analysis support for the evaluation of
on -demand and fixed -route transit alternatives in a
systemwide redesign of a legacy demand -response
transportation service in St. Charles, St. James, and St.
John the Baptist Parishes, Louisiana.
L.A. Metro Microtransit Pilot
Los Angeles, CA 12018 - 2019
David developed a ridership estimation methodology
and supported service design for an on -demand
transit pilot project aimed at expanding the reach of
Metro's fixed -route services.
Before joining Via, David worked as a transportation
planner for Nelson\Nygaard, supporting transit, TDM,
and shared mobility studies for communities
throughout the United States. He brings strong GIS and
data analysis skills needed to evaluate transit
operations as well as design service alternatives.
PROFESSIONAL EXPERIENCE
Transit Planning Principal, Via Transportation, Inc.
2020 - present
Associate Transportation Planner, Nelson\Nygaard
2015 - 2020
Transportation Research Intern, Regional Plan
Association
2014-2015
College Aide, New York City Transit
2013 - 2014
Geo Operations Lead, Google (contract via Adecco
Technical)
2013
GIS Content Analyst, Apple (contract via Pro
Unlimited)
2012-2013
Business Development Representative, Bright Media
Corporation
2011 - 2012
EHS Manager, SBM Management Corporation
2010 - 2011
EDUCATION
M.S., Urban Planning, Columbia University (New York,
NY), 2015
B.A., Geography, Community & Environmental Planning,
University of Washington (Seattle, WA), 2010
Gal Kramer
Associate
Gal is a Transit Planning Associate at Via. She works
with city and transit agency partners to develop and
design forward -thinking microtransit and multimodal
transit systems. She brings analytical and technical
experience in transportation planning from previous
SELECTED PROJECT EXPERIENCE
TransLink On -Demand Transport Study
Queensland, Australia 12021
Gal helped prepare a study evaluating on -demand
transit opportunities in the Gold Coast region. This
included evaluating the existing transportation system,
demographics, land -use, and commute patterns in order
to best plan new on -demand transit services.
GPMTD Microtransit Study
Peoria, IL 12021
Gal supported the microtransit study in Peoria, Illinois by
contributing to the evaluation of the current
transportation system mapping and analyzing new
opportunities for microtransit services in the county.
Adult Services Transport Study
Hertfordshire, UK 12021
Gal simulated and assessed various scenarios for
paratransit service in Herefordshire County, UK
Green Line Transformation Budget Analysis*
Boston, MA 1 2020
Gal designed an operations and maintenance cost model
for the MBTA. The project included estimates of the
long-term impacts of the Green Line Transformation
capital upgrades on future annual operating budgets.
Additional assessments were conducted to evaluate the
impact of COVID-19 as it related to delays in capital
delivery schedules and changes in ridership patterns.
experience at the Massachusetts Bay Transportation
Authority and Massachusetts Port Authority. She has a
Masters in Urban Planning from Harvard University's
Graduate School of Design, and a B.A. from McGill
University.
Track 61 Opportunities Analysis 12019
Gal researched and evaluated the future
opportunities for Track 61 in Boston, a non -operating,
formerly industrial rail line partially owned by the
Massachusetts Port Authority. The project evaluated
various fixed -route possibilities for both freight and
passenger rail.
PROFESSIONAL EXPERIENCE
Transit Planning Associate, Via Transportation, Inc.
2021 - present
Rappaport Public Finance Fellow,
Massachusetts Bay Transportation Authority
2020
Transportation and Planning Analysis Intern,
Massachusetts Port Authority
2018
Research Assistant, Steinhardt Social Research
Institute
2015-2016
EDUCATION
MUP, Harvard Graduate School of Design, 2020
B.A. Geography, McGill University, 2017
B.A. Intl. Development, McGill University, 2017
*Completed prior to working at Via, Transportation, Inc.
3. Methodology
While other planning and transportation consulting firms may have some limited experience
evaluating a range of different transit services (e.g., on -demand transit), the Via Strategies team does
innovative transit planning work every day. If selected by the City to carry out the Study, we will
leverage this expertise and experience to design the most effective and efficient transit service for
people living and working in West Covina.
Further, Via recently acquired Remix Software, Inc., the
only collaborative mapping platform for transportation ■
decision -making. For this project, the Via team will utilize ' , re m I x
Remix Transit, which empowers planners to approach
service planning holistically through data -driven
decision -making, visualization, and collaboration. Remix consolidates demographic and operational
data in one place, facilitating quick creation of fixed -route transit routes. Remix provides immediate
geospatial statistics and analysis with resource requirements, cost estimates, timetables, and
demographic impacts as routes are modified for various scenarios. This web -based platform is
user-friendly and offers streamlined transit planning, presentation materials, community outreach,
and stakeholder feedback processes.
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Screenshot from Remix showing the interaction between fixed -routes and on -demand transit service.
Confidential and Trade Secret Transit Service Evaluation 1 12
3.1 Project Kick -Off and Management
We will begin by facilitating a kickoff meeting with the City to discuss goals, expectations, key issues,
and communications protocols to ensure a smooth project from start to finish. Specific tasks to be
included in this meeting are the following:
• Discuss project goals, impetus, potential obstacles, logistics, and key decision makers
• Finalize the project timeline and scope of work, including draft and final report reviews
• Establish roles, communication protocol, and expectations, including frequency of meetings
with the City
• Discuss available sources of data for existing conditions analysis and any remaining data
needs
• Identify key stakeholders to include in engagement strategy
• Discuss the public engagement and outreach format, schedule, and key events; identify
social media strategies and existing outlets
• Establish format for recording meeting minutes, which will be shared immediately following
each meeting with the City
Following this meeting, we will prepare a detailed project schedule, data request memo, and outline
of the public outreach strategy. Via will also work with the City to develop realistic and attainable
goals, objectives, and performance measures for a future transit service. This step is essential to
clarifying what key stakeholders and potential riders value in a transit service, as well as how the
service will be evaluated. Common performance metrics include:
• Ridership
• Utilization (riders per vehicle hour)
• Cost per passenger
• Customer satisfaction
• Headways
• Transfers (if required)
• Average and maximum wait time (time between ride request and pick-up)
• Average and maximum in -vehicle journey time
These transit service goals, objectives, and performance measures will be summarized in a brief
presentation.
At Via, we believe in proactive project management. To assure this, we will organize regular calls
(typically bi-weekly) with City staff to discuss project status, critical -path issues, next steps, and
timelines. Our project manager (Cathal O'Gorman) will be the primary point of contact throughout
the process. A deputy project manager will also be available to the City to ensure that we are able to
Confidential and Trade Secret Transit Service Evaluation 1 13
quickly respond to any requests, and a project director will be available to quickly resolve any issues
that may arise.
Deliverable: Project Management Plan and Detailed Project Schedule
3.2 Outreach and Survey
Stakeholder Engagement
Via will work with the City to develop a list of key stakeholders to interview. This will include
employers, residents, existing transit riders, non -transit riders and community leaders, among
others, to give context and insight into improving transit service in West Covina. The key partners
selected for interviews will reflect all parts of the community on -demand transit is intended to serve.
These interviews will provide critical information on the community's understanding and outlook on
existing transit, populations that would be especially important to serve, and crucial operational and
design insights.
Public Engagement
The Via team will engage with the general
public through two main methods:
Survey: Via will develop a survey
instrument to be distributed among the
general public. The survey is intended
to evaluate local transportation needs
and to develop an understanding of
preferences with respect to afuture
transit service. We suggest promoting
the survey via social media, City email
distribution lists, stakeholder groups,
and including a project information
sheet. Upon collection of all completed
surveys, our team will enter all data
collected from the survey and analyze
the results. The image on the right
shows proposed project manager,
Cathal O'Gorman, conducting a survey
as part of a transit study in Glenwood
Springs, CO.
Confidential and Trade Secret Transit Service Evaluation 1 14
2. Community Meetings: Via will conduct a minimum of two community meetings. Depending
on public health guidelines, Via employees will hold these meetings in person. These
meetings will be an opportunity for the public to provide input on the current transit service
levels in West Covina and also comment on any proposed improvements or changes that are
developed as part of this study. Via will ensure each meeting is well marketed through a
multimedia campaign.
Deliverable: Outreach Plan, Transit Survey
3.3 Transit Needs Analysis
Market Analysis
The Via team will use the latest demographic data from the Census Bureau a to develop maps
depicting the spatial distribution of populations with a high propensity to use transit (i.e. seniors,
people with disabilities, low-income people, racial/ethnic minorities, and zero -vehicle households) to
identify areas with high transit needs. We will complete a similar analysis of employment and
employee origins/destinations.
We will supplement these data with development, population, and employment forecasts, if
available. We will also work with City staff and key stakeholders to identify major travel activity
centers in the local area, such as grocery stores, hospitals, clinics, social services agencies, schools,
and entertainment centers. From these findings, we will identify where transit market opportunities
exist, particularly those which are unserved or underserved under current or future conditions.
Public Transportation Analysis
The purpose of this task is to analyze the performance of the existing fixed -route and
dial-a-ride/paratransit services in West Covina, and to identify strengths and weaknesses of the
current service design. The Via team will review ridership on the Red, Blue, and Green bus lines to
determine their current performance. In particular, the project team will identify:
• Areas that are not within 1/4 or Yz mile of existing bus stops
• Bus routes or segments with low utilization.
• Bus routes or segments with a high cost per passenger.
• Bus routes with very poor service quality, such as infrequent service and indirect trips.
• Bus routes with poor on -time performance.
• Bus routes or segments with declining long-term ridership.
For each of these criteria, we will assess performance during both peak and off-peak times. This task
will also focus on understanding the impact of COVID-19 on bus routes as some areas may have
been more significantly affected than others.
Confidential and Trade Secret Transit Service Evaluation 1 15
We will also review existing dial -a -ride services, including trip volumes, origin -destination pairs,
vehicle miles, and vehicle hours. This will enable the Via team to understand current ridership travel
patterns and service performance.
Finally, Via will also work with the City to examine any data related to taxi, carpool, and ride
matching programs, providing further information about potential transit ridership. We will
summarize these findings of existing public transportation options to identify opportunities for
integration with the proposed new transit services in the Study.
3.4 Service Alternatives Design and Simulation
Our approach in developing transit service alternatives is to look at how transit services can better
serve travel demand and promote regional connectivity, and to consider what types of services are
practical and financially feasible given local resources. The service alternatives will take into account
West Covina's demographics, community feedback, stakeholder input, information learned from the
evaluation and analyses in previous tasks, and more.
We will closely examine which transit model(s) would best serve the City, including, but not limited
to:
• Traditional or modified fixed -route bus system
• TNC (rideshare) partnership using driver's private vehicles (e.g., Uber, Lyft partnership)
• Microtransit using a dedicated fleet
• Paratransit or traditional dial -a -ride
While traditional fixed -route services run on set routes and schedules, most microtransit and TNC
partnerships are zone -based, meaning that customers can travel to and from origins and
destinations within the designated zone, although they may be asked (if they are able) to walk a
short distance to a pickup or drop-off point in order to optimize routing of shared rides for
efficiency. Some services only allow first- and last -mile connections to transit or mobility hubs.
Others provide door-to-door service. Regardless of service model, a key step in developing a plan for
transit service is identifying which modes can efficiently improve mobility and access to opportunity.
We will develop a map and a basic overview of service characteristics, including population and
employment within a short walk from the proposed route(s) or within the proposed on -demand
transit service zone, likely customer use cases, estimated ridership, key destinations served, and
recommended service parameters (e.g. maximum rider wait times, maximum walking distances to
pickup locations, and allowances for detours to aggregate demand). As described below, we use our
proprietary simulation tools and approaches to understand the costs and benefits of each of these
service alternatives.
Confidential and Trade Secret Transit Service Evaluation 1 16
Fixed -Route Service Design
The Via team will assess the existing routes and develop new alternatives that more efficiently
incorporate residential areas and key destinations. We will use Remix Transit, as shown below, to
quickly create and modify routes. This software tool will immediately estimate cost based on route
length, headways, and service hours, as well as demographics served based on a quarter of a mile
radius of proposed bus stops and uploaded demographic data. Further, City staff will also have
access to Remix Transit, and through collaborative tools, the City will be able to comment directly on
the proposed routes, facilitating a richer discussion between the City and the Via team. We have a
deep understanding that transit planning requires tradeoffs between coverage -oriented and
ridership -oriented services, and are adept at helping agencies strike an effective balance between
the two.
Image of a transit network and population density in Remix Transit
On -Demand Transit and Paratransit Service Simulations
For each service alternative identified, Via will conduct simulations to determine the dynamic
relationship between service zone boundaries, service parameters like maximum and average wait
time, walk distance to pickup/dropoff, and journey times; and fleet size/cost. This highly technical
exercise leverages Via's proprietary simulation tool, which allows us to predict how different service
zones, fleet configurations, and on -demand / prescheduled / fixed -route service models will perform
as real services. Below we outline the basic steps our project team will follow to simulate the
potential zones:
Upload service zone options. The origins and destinations of all trips are limited to these
zones. We can easily iterate upon these boundaries as we go, helping to understand how
small boundary changes impact overall service performance.
Confidential and Trade Secret Transit Service Evaluation 1 17
2. Generate underlying road map by pulling data within the service zone boundaries from
OpenStreetMap, including all roads categorized by type, turn restrictions, and street
walkability and drivability information.
Screenshot of via's simulation tool, showing a potential on -demand transit zone (outlined in dark blue).
The orange -green lines show roads, with different widths representing different road classifications,
each with a different traffic speed. The blue dots represent virtual bus stops, discussed below.
3. Determine traffic speeds by querying Google's Maps APIs for traffic speeds specific to the
time of day during which the service is being simulated. This ensures that wait times and trip
times of the simulated service reflect real -world traffic data at the time of day for which
service is being modeled.
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Confidential and Trade Secret Transit Service Evaluation 1 18
Screenshot of Via's simulation tool, showing the different road types in a
on -demand transit zone. Each road type has a different average vehicle
speed, taken from Google's Maps AN based on the selected time of day.
4. Set "terminals," in the case of on -demand services, to designate staging areas for vehicles
that do not have active ride assignments. Terminals are safe parking areas that are
distributed throughout the service zone. When empty, vehicles will be routed to the terminal
where the system has predicted demand. This ensures that each vehicle is used efficiently
and that passengers will benefit from the shortest possible wait times.
5. Generate "Virtual Bus Stops," to determine safe places for pickups and drop-offs, for
on -demand transit and deviated fixed -route services. By default, Via's simulation tool
generates Virtual Bus Stops throughout a zone, at points where vehicles can safely park and
pickup and drop-off passengers, whether as part of an on -demand transit service, a
pre -scheduled service, or a deviated fixed -route service.
6. Create demand scenario(s) to simulate the number and types of trip requests we expect to
see in a given zone. Using information gathered in the demand analysis phase, combined
with Via's experience operating alternative transit services, we can estimate travel patterns
within the zone, and input them into the simulation tool.
7. Set simulation parameters by determining the optimal configuration for achieving the
service quality and passenger aggregation targets. These inputs — like fleet size, vehicle
capacity, optimal wait times, and walk distances to/from Virtual Bus Stops — are those we
adjust most frequently when creating and iterating upon a new service.
Confidential and Trade Secret Transit Service Evaluation 1 19
Statistics
aovaAd,egesb
79 / 20.59 = 3.84
Rides Van Hours Utilisation
OA(t )
milli
NVYop -IXgw/t (mlu) oPDX Iowa]
NeNp Welt(x) PVWa WYk(eeo)
01:10:08
we
West Covina
O
O
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UnPTOPa a ryT
Oo 0000 IB 1 O 0, Q O OJ Q� Q QO C) O •O ( O
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O, "O ' 15 1 p eg. •O 0— • O N
Screenshot of a simulation of on -demand service performed using Via's simulation tool. The map displays routing, pickups, and
drop-offs, while the dashboard left of the map displays key performance indicators including the number of requests, wait time
distributions, and pickup and drop-off walking distance.
After these variables are set, the scenario is ready to run. We perform a number of different
simulations for each zone and service type, demonstrating how adjusting service parameters will
impact the quality of service, capacity, and efficiency. A screenshot of the simulation tool is shown
above. The map displays routing, pickups, and drop-offs, while the dashboard left of the map
displays key performance indicators including the number of requests, wait time distributions, and
pickup and drop-off walking distance.
3.5 Recommendations and Implementation
We will evaluate the simulation results and identify the optimal transit solution. The recommended
transit solution will be based on the feasibility, cost, and effectiveness of addressing identified
transit needs. The Via team will work with the City to assess the tensions and tradeoffs that arise in
the tested transit solutions, and will utilize a matrix that analyzes the costs and benefits of each
potential transit solution. Via aims to provide a data -driven understanding of how these decisions
are expected to change a service, and how to optimize the balance between quality of service and
efficiency. Depending on the selected alternative, Via will develop service restructuring and
implementation plans and a budget. This will include:
Routes (if applicable). If a fixed -route service is selected, the conceptual service design will
include route maps, stops, service hours, and service frequencies. If an on -demand transit
Confidential and Trade Secret Transit Service Evaluation 1 20
service is selected, the conceptual service design will include the service zone, service hours,
and quality of service targets (e.g., average wait times).
• Number of vehicles. Via's simulations provide an estimate of the number of vehicles
required to serve anticipated demand levels, which will be included in the service plan. The
Via team will also specify vehicle capacity and type (e.g., electric vehicles).
• Overall budget. Based on the estimated service level (e.g., number of vehicles, hours of
service), the Via team will develop a 3-year budget for the proposed transit service.
• Number of staff. The service plan will include the number of full- and part-time staff
required to operate the transit service.
• Funding. Via has extensive experience in developing funding strategies for transit services
that incorporate federal, state, local, and private funding in addition to farebox revenue. We
will examine all existing funding sources and also review potential new sources of funding
for the City.
Deliverables: Financial Analysis, Transit Alternative Analysis and Recommendations
3.6 Final report
Via will develop a final report that captures all deliverables and outcomes from the Study. It will
include all interim deliverables such as task memorandums, final maps, tables, and more.
Deliverables: Meeting minutes and presentation materials, Transit Needs Assessment and Service
Restructuring Plan, Implementation Plan
Confidential and Trade Secret Transit Service Evaluation 1 21
4. Fee Schedule
Via proposes to complete the full scope of work described in the proposal above for a total
not -to -exceed cost of $57,600. This cost includes all Via labour and expenses, as well as the
technology fee for our proprietary on -demand transit simulation tool (waived).
Via Mobility, LLC
RFP - Transit Service Evaluation
City of West Covina
4 WIck
All pricing in USD
Task
Blended Hourly Rate
Hours
Total Cost
1. Project Kick -Off and Management
$175
32
$5,600
2. Outreach and Survey
$175
60
$10,500
3. Transit Needs Analysis
$175
80
$14,000
4. Service Alternatives Design and Simulation
$175
80
$14.000
5. Recommendations and Implementation
$175
48
$8,400
fi. Final Report
$175
12
$2,100
Total
312
$54,600
2. Overhead and Technoloov Fees
Fee Tvoe Unit Price Quanti Total Cost
Use of Via's proprietary simulation tool 345;1990 1 Waived
Use of Remix Transit 3i9;999 1 Waived
Total Waived
2. Travel and Marketing
Fee Tvoe Total Cost
Travel to West Covina, CA (maximum two trips) $2,000
Marketing (survey, community meetings) $1,000
Total $3,000
TOTAL PRICE $57,600
Confidential and Trade Secret Transit Service Evaluation 1 22
5. Excluded or Subcontracted Services
Via has the team, experience, and tools to complete all requested tasks. We do not propose to
engage any subcontractors for this Study.
Confidential and Trade Secret Transit Service Evaluation 1 23
6. List of Projects Conducted
As illustrated by the map below, Via Strategies has completed over 40 transportation planning
studies since 2019'. On the following pages, we have provided case studies for three studies with
similar scopes --Colorado Springs, CO, Utah Transit Authority, UT, and River Parishes, Louisiana. As
requested in the RFP Section 10.16, each reference includes contact information.
UK Norway
Milton Keynes Council Oslo I Konsentra
Warwickshire County Council
Cheshire West & Chester Council
Hertfordshire County Council Japan
Buckinghamshire Council
Vamato
Germany
North America Berlin
Hanover
Breslau, ON Los Angeles, CA l Metro Kassel
Columbus, OH I COTA Mobile County, AL I SARPC Rhein -Neckar Region VRN
Dallas, TX Montpelier. VT
Glenwood Springs. CO Niagara & Brampton, ON
Flathead County, MT Peoria, IL
Fuquay Varina, NC Peterborough, ON New Zealand
Hall County, GA Norfolk, VA I HRT
Hennepin County, MN Porterville, CA Israel Auckland Transport
Jackson, MS River Parishes, LA Avalon Highways Australia
Kennett Square, PA Salt Lake City, UT I UTA
Las Cruces, NM Suffolk County, NY Rosh Haayin Sydney
Las Vegas, NV I RTC Summit County, UT Melbourne
Louisville, KY I TARC Monash University
Queensland
V
vio
Map of Via's transportation planning studies.
In addition to the planning case studies, every Via- and Remix-powered service shown on the map
below has utilized our proven innovative transit planning methodology and tools.
500+
Partnerships
26
Countries
350
Engineers
m •,w S7Bg 12all
,-
rJ
Map of Via and Remix partnerships around the world.
Several confidential studies are not included on this map
Confidential and Trade Secret Transit Service Evaluation 24
Below, we have provided a list of all similar projects that have been completed or are in progress:
Client
Dallas Area Rapid Transit (DART)
Project Name
Microtransit Feasibility Study
Hall Area Transit
Microtransit Feasibility Study
Canterbury Regional Council
On -Demand Feasibility Study
Region Hannover
Simulation study for outer Hannover to re -define the
strategyfor demand -oriented transport
Utah Transit Authority
South Salt Lake County Simulation Study
Regional Municipality of Niagara
West Niagara Simulation Study
VTrans
Microtransit Feasibility Study 2019
City of Glenwood Springs
On -Demand Public Transit Planning Project
City of Norfolk
Multimodal Transportation Study
South Alabama Regional Planning
Commission
Mobile Area Demand Response Feasibility Study
City of Fuquay-Varina
Microtransit Planning Study
Utah Transit Authority
Microtransit Planning Study
Region Hannover
Simulation study for outer Hannover to re -define the
strategyfor demand -oriented transport
Kasseler Verkehrsgesellschaft (KVG)
On -Demand Verkehre in Kassel
Brampton Transit
On -Demand Transit Planning and Modeling
Monash University Australia
Consulting Study
Colorado Spring
Alternative Transit Service Model Study
Utah Transit Authority
Paratransit Study
River Parishes Transit Authority
Transit Feasibility Study
European Commission Innovation
and Networks Executive Agency
Urban logistics feasibility study and pilot
City of Annapolis
Redevelopment of Parking Facilities and Resilience
Infrastructure
Warwickshire County Council
Rural Mobility Fund Expression of Interest
Central Ohio Transit Authority
COVID-19 Emergency Service Planning
Verkehrsverbund Rhein -Neckar
On -Demand Verkehre im VRN
Central Ohio Transit Authority
Mobility On Demand Planning
Auckland Transport
Bus Replacement Analysis
Cheshire West and Chester Council
Rural Mobility Fund Expression of Interest
City of Las Cruces NM
Short Range Transportation Plan
City of Jackson, Mississippi
Transportation Plan Study
Milton Keynes Council
Demand Response Transit (DIRT) Study
Greater Peoria Mass Transit District
Microtransit Study
Confidential and Trade Secret Transit Service Evaluation 1 25
Auckland Transport
Pukekohe and Papakura / Takaanini On -Demand Planning
Department of Transport and Main
Roads (TMR)
Demand Response Transport Enabling Technology Pilot
Hennepin County Minnesota
Enhanced Transportation for Seniors and Individuals with
Disabilities Study
Hertfordshire County Council
Feasibility Study Adult Services Transport
Hertfordshire County Council
Rural Mobility Fund Phase 2
Buckinghamshire Council
Rural Mobility Fund Phase 2
Peterborough Transit
Peterborough On -Demand Planning Study
Confidential and Trade Secret Transit Service Evaluation 1 26
CASE STUDY
UTA Microtransit Planning Study
PARTNER
Utah Transit Authority
LOCATION
Salt Lake City, Utah
DURATION
Phase 1
Dec 2018 - May 2019
Phase 2
Oct 2019 - Present
STAFF
Project Director
Dan Berkovits
Project Manager
Cathal O'Gorman
REFERENCE
Jaron Robertson, UTA
IRobertson@rideuta.com
+1 (801) 287-2161
In the images to the
right, the potential
microtransit zones are
shown in blue.
The Utah Transit Authority (UTA) engaged Via to assist in the deployment
of simulation tools to understand the supply and demand for on -demand
microtransit services within UTA's service area. Via was selected as UTA's
partner for the project through a competitive procurement process, and
over several months we worked closely with a cross -functional team from
UTA to develop and iterate microtransit service models, making
recommendations around UTA's critical questions, such as the cost,
expected ridership, and expected quality of service under different
scenarios.
Via explored three key use -cases for microtransit:
1. First mile / last mile trips: To transport riders to and from a nearby
train station, core bus route, or other designated transit connections
within a fixed geographic area, i.e., zone.
2. Community service: To transport riders anywhere within a zone or a
microtransit in areas that have limited demand for traditional transit
services.
3. Late night / weekend coverage: To transport riders anywhere within
a zone at times when UTA transit services are less frequent or not
available.
The study identified 20 potential microtransit zones across the region.
Each zone was simulated and prioritized, creating a roadmap for future
expansion of microtransit that will be seamlessly integrated into UTAs
existing bus and rail network. The project was completed in September
2020 and UTA is currently in the process of implementing many of the
recommendations outlined in the report.
Saratoga Springs — Springville/
Spanish Fork
C South Utah County
W
via
CASE STUDY
Transportation Innovation Study
PARTNER
Confidential North
American Transit Agency
LOCATION
Mountain West, USA
DURATION
February 2020 -
November 2020
STAFF
Project Director
Dan Berkovits
Project Manager
Cathal O'Gorman
Project Advisor
David Perlmutter
REFERENCE
Available Upon
Request
The study is investigating
several innovative
transportation modes
designed to be accessible
for all residents.
Via is currently conducting a transportation innovation study for a transit
agency in the US Mountain West. The agency is investigating the feasibility
of operating alternative transit models to provide more attractive and
flexible mobility options to customers and to entice new passengers from
single occupancy vehicles. Additionally, the agency is seeking to improve
value for money by right -sizing their service delivery according to rider
demand.
The study involves developing a broad range of innovative transit
alternatives, including mobility -as -a -service, on -demand transit, bikeshare,
micromobility, and more. Transit ridership data will be analyzed to identify
underperforming routes. Demographic and economic data will be
assessed to determine transit potential and need. This assessment will
ensure the transit network serves all residents, including traditionally
underserved communities. Via also will simulate service performance for
on -demand transit using a proprietary simulation tool. Each alternative
transit mode is also being assessed through a detailed peer review that
includes interviews with dozens of agencies across the US.
When completed in July 2020, the project will provide the agency with a
prioritized list of transportation alternatives, including lessons learned
from peer agencies across the US. It will include a financial analysis to
ensure all recommendations are feasible.
W L I ��
Y
via
CASE STUDY
Transit Feasibility Study and Financial Y
Analysis via
PARTNER Via closely analyzed sources and uses of RPTA's funding and developed
River Parishes Transit
Authority (RPTA)
LOCATION
St. John and St. Charles
Parishes, Louisiana
DURATION
April 2020 -
November 2020
STAFF
Project Director
Dan Berkovits
Project Manager
Josh Allmayer
Project Support
David Perlmutter
REFERENCE
operational alternatives for the Authority to manage their
demand -response service more cost-effectively. With an important funding
source dwindling, RPTA commissioned the study to understand how to
deliver demand -response service within a reduced budget.
RPTA serves two rural, yet urbanizing, parishes next to the New Orleans
metropolitan area. Despite the interconnectivity of the region, RPTA and
neighboring transit agencies operate separate services that can have
overlapping demand patterns. Further, the current service lacks the
capacity to serve current and potential demand, which exacerbates the
pressure from the loss of funding. Via structured the study as follows:
1. Existing conditions analysis. Through stakeholder interviews and
extensive data analysis, Via assessed demand patterns, current
service barriers and disparities for customers, the regional transit
network, and comparative costs with regional peers and national
averages.
2. Transit service analysis. Via developed service design alternatives
that examined service consolidation with a neighboring transit
agency, replacement of demand -response with fixed route or a
hybrid option, dispatch of trip requests to TNCs, and different vehicle
counts and service parameters for a demand -response service.
3. Financial analysis. Via reviewed cost data from RPTA and external
sources to understand the potential for RPTA to operate their service
at a lower cost per hour. Through modeling of available funding and
comparative costs of regional providers and alternative operating
models, Via produced clear insights into the potential for lower
Lauren Andrews operating costs.
4. Operational and management alternatives. Via estimated the
Senior Transit Planner costs to RPTA for four operational alternatives and the increased
landrewsPsolutient.com vehicle hours needed to sufficiently serve demand.
+1 (504) 236-1336
m
Laplace
o Q�
This map shows eomerry
e
RPTA's demand m cc8 0 „
patterns fora a
typical service �— Kenner _
da :;,. o O
o m
bo a 4 Elm,
wayyama.
®=m1,
Boui[e
Proposed Contract Exceptions
Via respectfully requests the following deviation from the sample contract. We look forward to
discussing these requests at any time.
• Section 5.3 - Consultant requests that City's approval on deductible/self-insured retentions
be limited to those in excess of $100k.
• Section 8 - Consultant requests to retain the ability to hire counsel of its choosing but agrees
to notify City and provide the City input opportunity; we request that indemnity obligations
be specific to third -party claims and that a customary limitation of liability be included as
may be mutually agreed to by Consultant and City.
Confidential and Trade Secret Transit Service Evaluation 1 30
DocuSign Envelope ID: 86239177-585A-45C1-B7C1-EA8D9FB2AOC2
Attachment A
XNONCOLLUSION DECLARATION TO BE EXECUTED BY
BIDDER AND SUBIVHTTED WITH BID
The undersigned declares:
I am the Manager of Via Mobility, LLC the party making the foregoing bid.
The bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association,
organization, or corporation. The bid is genuine and not collusive or sham. The bidder has not directly or indirectly
induced or solicited any other bidder to put in a false or sham bid. The bidder has not directly or indirectly
colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or to refrain from
bidding. The bidder has not in any manner, directly or indirectly, sought by agreement, communication, or
conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any overhead, profit, or
cost element of the bid price, or of that of any other bidder. All statements contained in the bid are true. The bidder
has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or
divulged information or data relative thereto, to any corporation, partnership, company, association, organization,
bid depository, or to any member or agent thereof, to effectuate a collusive or sham bid, and has not paid, and
will not pay, any person or entity for such purpose.
Any person executing this declaration on behalf of a bidder that is a corporation, partnership, joint venture, limited
liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power
to execute, and does execute, this declaration on behalf of the bidder.
I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct
and that this declaration is executed on 06/03/2021 [date], at New York City [city], NY [state]."
DocuSigned by:
Firm Via Mobility, LLC r�gYYg W&Sst,n+ou
twAw
Street 10 Crosby Street, 2nd Floor Zachary Wasserman, Manager
(Print Name & Title)
City New York State NY Zip 10013
ATTACHMENT NO.4
REQUEST FOR PROPOSAL
Approved
Transit Service Evaluation Pau ' M
GENERAL:
61-010
Effective Date:
4/27/21
The City of West Covina (City) is seeking proposals from qualified vendors to provide
Transit Service Evaluation services.
2. RFP SCHEDULE:
• RFP release: 04/27/2021
• Questions due: 05/06/2021 -10:00 a.m.
• Responses to questions due: 05/13/2021
(Responses will be posted on the City's Planet Bids site)
• Proposals due: 06/3/2021
• Selection of proposer: 06/10/2021
• Council Approval (Tentative Date): 07/06/2021
(City Council agenda items are posted on www.westcovina.org/agenda on the
Wednesday prior to the first and third Tuesdays each month.)
PROPOSAL SUBMISSION:
Proposals must be for the entire scope of services outlined in this RFP. Incomplete
proposals will not be considered. Three (3) bound and sealed copies and 1 electronic
copy (flash drive is preferred method, emails not accepted) are to be submitted to the
Office of the City Clerk, along with the attached "Statement of Non -Collusion by
Contractor' (Attachment A), and if applicable a Subcontractor Campaign Contribution
Acknowledgment Form (Attachment D) must be filled out and returned with the proposal,
no later than 3:00 p.m. (Thursday), 06103/2021. Submissions received after this
deadline will be rejected. Submissions by facsimile or electronic mail will not be
accepted. Proposals shall be submitted and addressed as follows:
U.S. Mail:
Office of the City Clerk
City of West Covina
Attn: Kelly McDonald
1444 W. Garvey Avenue S. #317
West Covina. CA 91790
In -person or Courier Service:
Office of the City Clerk
City of West Covina
Attn: Kelly McDonald
1444 W. Garvey Avenue S. #317
West Covina, CA 91790
Please clearly identify the package: "Transit Service Evaluation — 61-010"
Transit service Evaluation RFP #61-010
4. CONTACT WITH CITY OFFICIALS AND REPRESENTATIVES:
The sole City Representative as contact person for all questions and matters regarding
this RFP is Kelly McDonald. The Representative can be reached via e-mail at
kmcdonald(a�westcovina.org. Proposers that contact any City official or Representative
other than the designated City Representative as set forth in the RFP will result in the
disqualification of that proposer with no further consideration given to the proposal
submitted.
All questions regarding the specifications in this RFP are required to be addressed to the
City Representative by email with kmcdonald(a)westcovina.org in the email subject line
by the designated date and time. Responses with be posted on the City's Planet Bids
site.
5. CONTRACT PERIOD:
The initial term of the agreement shall be completion and presentation of final evaluation
report.
6. BACKGROUND:
The City has a population of 105,101 and covers approximately 16 square miles in area.
It is a largely residential city that has a large commercial section along the Interstate 10
corridor. The City is a full service, general law city that operates under the Council -City
Manager form of government and provides a full range of municipal services including
police and fire services as well as street maintenance and repair, building and
engineering, planning, and parks and recreational activities. The City offers sixteen parks,
four community centers, a Sports Complex and a County operated library. The City
consists of 9 departments.
The City currently contracts for fixed route and dial -a -ride paratransit service. The fixed
route consists of three alignments. Collectively, the three routes extend approximately
40 miles in length and include 136 stops. The City's dial -a -ride paratransit service
operates within city limits and extends three miles beyond for medical trips.
The City utilizes Proposition C and Measure R Local Return funds to fully cover
transportation services costs. In the March 2019 to March 2020 contract year, the total
operating cost of the program was $1,017,000. Over this same time, the fixed route
provided 35,263 rides and the dial -a -ride provided 10,647 rides. The City has been
experiencing a decline in overall ridership in both services and is exploring opportunities
to improve usage. For example, through the current transit service contractor, the City is
planning a pilot program to incorporate a transportation network company to supplement
the dial -a -ride service.
The City contracts MV Transportation (MVT) to provide transportation services, including
operations and maintenance. MVT maintains an office and parks its fleet on space leased
2 Transit Service Evaluation RFP #61-010
from the City at the Maintenance Yard located at 825 S Sunset Ave, West Covina.
Currently, the transportation service contract on a month -to -month basis.
The purpose of this evaluation to identify the best model of service delivery to meet the
needs of the community and, thereby, inform the upcoming request for proposals for
transportation services.
The City's regional transit service is provided by Los Angeles County Metropolitan
Transportation Authority and Foothill Transit, through multiple bus lines. Metrolink Train
Stations are located nearby in the neighboring Cities of Baldwin Park and Covina.
7. SCOPE OF SERVICE:
The selected consultant shall perform the following services
Proiect Management and Schedule
Consultant shall provide a Project Management Plan that includes staffing and project
approach. Consultant shall develop a Project Schedule with milestones leading toward
the adoption of the plan. It is expected that regular meetings with City staff be conducted.
Outreach Plan
Consultant shall develop a community and stakeholder Outreach Plan which includes, at
a minimum, two community meetings. The community meetings shall be advertised
through a multimedia campaign including newspaper, seat drops, community groups,
local organization websites, social media, etc. The Outreach Plan shall include two
presentations to the City Council.
Transit User Surve
Consultant shall develop a Transit User Survey that will be available online as well as in
print. Consultant shall conduct and administer the survey.
Transit Needs Assessment and Service Restructuring Plan
Consultant shall research all pertinent data, documents and plans available at the City,
and at other entities, for the establishment of existing conditions; develop a technical
analysis of the current West Covina Transit service and other regional transit services in
West Covina, and assess overall service availability and gaps; and determine the needs
for current and future transit services in the City.
In response to the assessed needs, Consultant shall develop alternative analysis for
transit service delivery. The analysis should consider a mix of service delivery modes,
such as: fixed route, paratransit, and transportation network company services to address
the needs of multiple user groups. The analysis should also include service times, levels
of service, routes (fixed, modified fixed, etc.) and transit stops using developed evaluation
3 Transit Service Evaluation RFP #61-010
criteria. Consultant shall develop a cost analysis for each transit alternative and review
potential funding sources for capital and operating needs, as appropriate.
Based on the analysis of needs, existing use, service alternatives, and sustainable
funding levels, Consultant shall develop transit service recommendations. In addition to
transit service recommendations, the Service Restructuring Plan shall include an
Implementation Plan (steps to implement Service Restructuring Plan).
DELIVERABLES
A complete set of all documents shall be submitted in a digitized format, on a universally
accessible storage medium and shall be in a format compatible with the City's computer
hardware and software. Electronic copies of all exhibits including maps, charts and tables
shall be provided to the City.
Milestone Deliverables:
• Project Management Plan and Detailed Project Schedule
• Outreach Plan
• Transit Survey
• Financial Analysis
• Transit Alternative Analysis and Recommendations
• Meeting minutes and presentation materials.
Final Deliverables:
• Transit Needs Assessment and Service Restructuring Plan
• Implementation Plan
8. PROPOSAL FORMAT:
The proposal should be straightforward, concise and provide "layman" explanations of
technical terms that are used. Emphasis should be concentrated on conforming to the
RFP instructions, responding to the RFP requirements, and on providing a complete and
clear description of the offer. Proposals that appear unrealistic in the terms of technical
commitments, lack of technical competence or are indicative of failure to comprehend the
complexity of this proposal may be rejected. The proposal should contain the sections in
the order indicated below. This standardization will facilitate evaluation of the
comparative merits of all proposals submitted. The proposal should contain the sections
in the order indicated below.
8.1 COVER LETTER
Provide a letter of introduction, approximately one (1) page in length, including
the name, address, and telephone number of the person(s) to contact who will
be authorized to represent your firm. This letter shall be signed by an officer of
the bidding firm authorized to bind the firm to all commitments made in the
proposal.
4 Transit Service Evaluation RFP #61-010
8.2 PROJECT SUMMARY SECTION
The Project Summary Section should describe your understanding of the City,
the work to be done, and the objective to be accomplished referring to specific
sections of the Scope of Service.
8.3 METHODOLOGY SECTION
Provide a detailed description of the approach and methodology to be used to
accomplish the Scope of Service of this RFP to achieve client satisfaction, along
with a proposed time -line to compete the project.
8.4 FEE SCHEDULE (Attachment B)
The fee schedule should include any total project cost, hourly rate, miscellaneous
fees and other anticipated expenses
8.5 EXCLUDED OR SUBCONTRACTED SERVICES
Provide details of any necessary services relating to the Recreation Transit
process which will not be included in your proposal, including those which the
Consultant expects to be performed by City staff and/or by other contractors or
subcontractors. If you intend to subcontract any portion of the work, identify the
subcontractor(s) and provide details regarding their qualifications.
8.6 LIST OF PROJECTS CONDUCTED
Provide a complete listing of all similar projects that have been completed and or
in process.
9. CAMPAIGN CONTRIBUTIONS:
9.1 Applicants and proposers for city contracts with a total anticipated or actual
value of $30,000 or more, except for public works contracts required to be
competitively bid, and related persons, are prohibited from making
campaign contributions to any individual holding City elective office.
In addition, no person acting as a subcontractor for a city contract, shall
make a contribution to a council member where an individual subcontract
has a total anticipated or actual value of fifteen thousand dollars
($15,000.00) or more. Please see West Covina Municipal Code section 2-
405.50
9.2 If a subcontractor is utilized for any part of the proposal then a completed
Subcontractor Campaign Contributions Acknowledgement Form (Attachment D)
is required to be returned with proposal.
5 Transit Service Evaluation RFP #61-010
10. TERMS AND CONDITIONS:
i[II<iE.9Ee1011:111I011I 31LYAI6`I.9I010190]0Zil001go -Al R
The Consultant must sign the submission of proposals in longhand with his/her
usual signature. Submission of proposals by partnerships must be signed with
the partnership name by the principal partner, followed by the signature and
designation of the partner signing; submission of proposals by corporations must
be signed with legal name of the corporation by president and secretary, or other
person(s) authorized to bind it in the matter. The name of each person signing
shall be typed or printed below the signature.
10.2 LATE SUBMISSION OF PROPOSALS
Any submission of proposals received after the due date and time specified in this
RFP will not be considered.
10.3 WITHDRAWAL OF SUBMISSION OF PROPOSALS
Any service provider may withdraw his submission of proposals, either personally
or by written or facsimile request at any time prior to the time set for the proposals
opening, provided that written confirmation of any facsimile withdrawal of the
signature of the service provider is placed in the mail and postmarked prior to the
time set for the opening thereof. Negligence on the part of the service provider in
preparing his/her submission of proposals confers no right of withdrawal or
modification of his/her submission after such submission has been opened.
10.4 ADDENDUM TO THE RFP
If it becomes necessary to revise any part of this RFP, an addendum to the RFP
will be posted on the City's website. All addenda issued during the time of bidding
will be incorporated into any resulting contract.
10.5 LETTERS OF OBJECTION
Any Proposer believing that any part of the RFP, including the specifications
and/or the evaluation procedures, is discriminatory against the Proposer or
precludes the Proposer from being given reasonable consideration in the
evaluation process must submit a letter prior to the scheduled opening date
specified in this RFP. The letter shall be submitted to the City's Purchasing
Manager clearly stating the specific objection and the areas of concern to the
Prosper and including a proposed method for resolution of such objections.
Proposers are cautioned that any such objections not timely raised in the manner
specified herein shall not be considered. The City, upon timely receipt of any
such letter of objection, shall consider the Proper's objection and, when in the
opinion of the City, a modification of the RFP shall serve the best interest of the
6 Transit Service Evaluation RFP #61-010
City, revisions to the RFP, in the form of a written addendum shall be issued to all
Proposers.
10.6 REJECTION OF SUBMISSION OF PROPOSALS
10.6.1 The RFP does not commit the City to award any contract.
10.6.2 The City reserves the right, at its sole discretion, to reject any or all
proposals without penalty, to waive irregularities in any proposals or in
the RFP procedures, and to be the final judge as to which is the
responsible, qualified proposal.
10.6.3 Any proposal which contains items not specified, items which are
incorrect, which does not complete all the items scheduled, or does not
respond to items in the manner specified in this RFP, and proposals
received by telephone, facsimile or telegraph, may be considered non
responsive and may be rejected on these bases in the sole discretion
of the City.
10.6.4 Proposals offering less than 90 days for acceptance from the proposed
closing date may be considered non -responsive and may be rejected.
10.6.5 Non -acceptance of any proposal will not imply any criticism of the
proposal or convey any indication that the proposal was deficient. Non-
acceptance of any proposal will mean that another proposal was
deemed to be more advantageous to the City, or that no proposal was
deemed acceptable.
10.7 PUBLIC INFORMATION
10.7.1 The proposals may be kept confidential until a contract is awarded. At
that time, all proposals and documents pertaining to the proposals will
be open to the public, except for the material that is proprietary or
confidential. The City Clerk will not disclose or make public any pages
of a proposal on which the offeror has stamped or imprinted
"proprietary" or "confidential' subject to the following requirements.
10.7.2 Proprietary or confidential data shall be readily separable from the
proposal in order to facilitate eventual public inspection of the non -
confidential portion of the proposal. Confidential data is normally
restricted to confidential financial information concerning the offeror's
organization and data that qualifies as a trade secret. The cost of
services proposed shall not be designated as proprietary or confidential
information.
7 Transit Service Evaluation RFP #61-010
10.7.3 If a request is received for disclosure of data for which a Proposer has
made a written request for confidentiality, the City Clerk shall examine
the Proposer's request and make a written determination that specifies
which portions of the proposal should be disclosed. Unless the
Proposer takes legal action to prevent the disclosure, the proposal will
be so disclosed. The proposal shall be open to public inspection subject
to any continuing prohibition on the disclosure of confidential data.
10.8. PROPOSAL VALIDITY PERIOD
Submission of the proposal will indicate that the pricing, terms and conditions
stated in the Vendor's response remain valid for 90 days from the date of submittal
of the proposal to the City.
10.9.1 The Contractor shall not make news releases pertaining to an award
resulting from proposals made in response to the RFP without prior
written approval of the City of West Covina Finance Director.
10.9.2 In addition, the successful service provider must agree not to release
any advertising copy mentioning the City or quoting the opinion of any
City employee without written approval by the City.
10.10 AWARD OF CONTRACT
10.10.1 Award of any contract arising from any proposal submitted as a result of
this RFP may require approval by the West Covina City Council as
presented by City Ordinances and Codes. City Council agendas are
posted on www.westcovina.org/agenda on the Wednesday prior to the
first and third Tuesdays each month.
10.10.2 The City's standard terms and conditions shall govern any contract
awarded. If, after award of contract, Proposer provides additional terms
or conditions, such terms or conditions shall be void.
10.10.3 The City reserves the right to award a contract for services described in
this RFP in part or in whole to a single bidder or to multiple bidders;
whichever may be deemed in the best interest of the City.
10.10.4 The award will be made in writing to the responsible bidder whose
proposal is determined to be the most advantageous for the City, taking
into account all the evaluation criteria set forth in this RFP.
8 Transit Service Evaluation RFP #61-010
10.11 SUPPLIER SELECTION
Proposals will be evaluated to determine the consultant or firm best suited to
complete the project based on qualifications, experience and pricing including:
Qualifications and experience as provided in a resume or statement of
qualifications; Ability to effectively communicate and conduct presentations; Cost
of annual contract; Reference checks. All Proposers should identify or affirm each
of the following requirements:
10.11.1 Have a minimum of three (3) similar projects within the last three (3)
years providing the same or similar services requested in this RFP.
10.11.2 Have no outstanding or pending complaints as determined through the
Better Business Bureau or State of California Department of Consumer
Affairs.
10.11.3 Have the administrative and fiscal capability to provide and manage the
proposed services.
10.12 CONFLICT OF INTEREST
Except for items that are clearly promotional in nature, mass produced, trivial in
value and not intended to invoke any form of reciprocation, employees of the City
may not accept gratuities, entertainment, meals or anything of value whatsoever
from current or potential Consultants.
10.12.1 The offer of such gratuity to an employee of the City shall be cause for
declaring such supplier to be an irresponsible service provider and
preventing him/her from bidding.
10.12.2 Proposer must not have contributed to the campaigns of any local official
serving West Covina over the twelve months preceding the issuance of
the RFP.
10.13 PERMITS AND LICENSES
The successful service provider and all of his/her employees or agents shall
secure and maintain in force such licenses and permits as are required by law,
including a City Business License.
9 Transit Service Evaluation RFP #61-010
10.14 ASSIGNMENT
The contractor shall, under no circumstances, assign any contract issued as a
result of this proposal by any means whatsoever, or any part thereof to another
party without express written permission of the governing board for the City.
10.15 INDEPENDENT CONTRACTOR STATUS
It is expressly understood that the proposer named in any contract entered into
by the City is acting as an independent contractor and not as an agent or
employee of the City.
10.16 REFERENCES
The Proposer/Contractor shall submit with his/her proposal a list of at least three
u clients using the same service being proposed, with names, addresses, and
telephone numbers. A survey of references will be made to determine, among
other things, the supplier's success in meeting the needs of the contracting
agency in a timely manner.
10.17 AGREEMENT TO CONDITIONS AND ADDITIONAL REQUIREMENTS
Proposals submitted without comment to the specified terms and conditions are
deemed to agree with those conditions. Proposers acknowledge that due to the
type of service requested a formal contract may be required. The attached
"Statement of Non -Collusion by Contractor" (Attachment A) form must be
filled out and returned with the proposal. The City reserves the right to reject
any or all proposals.
10.18 CANCELLATION
The City may terminate its agreement with the supplier at any time by giving at
least 30 days' notice in writing. If the City terminates the agreement, the supplier
will be paid for the time provided and expenses incurred up to the termination
date. The City shall assume no additional liability.
10.19 ORAL PRESENTATIONS
An oral presentation by the proposers in final contention for award of an
Agreement for Services may be required as a regular part of the bid process. The
purpose of the oral presentation would be twofold: first, to allow the proposer to
demonstrate capabilities of the firm and to clarify proposer's responses to the
RFP; second, to allow the City staff to meet the proposer's key personnel who
would be assigned to this project. Attendance at such a presentation shall be at
the proposer's expense.
10 Transit Service Evaluation RFP #61-010
10.20 PIGGYBACKING OPTION
The City would like to make the same pricing structures available to other local
and State agencies. Bidders shall indicate in their proposal whether they shall
extend pricing and for what length of time. Inclusion is not mandatory and will
have no bearing on the contract award.
11. INSURANCE:
Insurance requirements are included in the attached Professional Services
Agreement.
12. ATTACHED FORMS:
12.1 Attachment A Statement of Non Collusion by Contractor
12.2 Attachment B Fee Schedule
12.3 Attachment C Professional Services Agreement
12.4 Attachment D Subcontractor Campaign Contribution Acknowledgement Form
11 Transit Service Evaluation RFP #61-010
ATTACHMENT NO.5
RESOLUTION NO.2021-75
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
WEST COVINA, CALIFORNIA, ADOPTING A BUDGET
AMENDMENT FOR THE FISCAL YEAR COMMENCING
JULY 1, 2021 AND ENDING JUNE 30, 2022 (TRANSIT
SERVICES EVALUATION)
WHEREAS, the City Manager, on or about June 15, 2021, submitted to the City Council
a proposed budget for the appropriation and expenditure of funds for the City for West Covina for
Fiscal Year 2021-22; and
WHEREAS, following duly given notice and prior to budget adoption, the City Council
held public meetings, considered and evaluated all comments, and adopted a budget for the fiscal
year commencing July 1, 2021 and ending June 30, 2022; and
WHEREAS, amendments must periodically be made to the budget to conform to changed
circumstances following adoption of the budget.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF WEST COVINA,
CALIFORNIA DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City Council hereby approves Budget Amendment No. 003, attached
hereto as Exhibit A, related to Fiscal Year 2021-22.
SECTION 2. The City Clerk shall certify to the adoption of this resolution and shall enter
the same in the book of original resolutions and it shall become effective immediately.
APPROVED AND ADOPTED this 6th day of July, 2021.
APPROVED AS TO FORM
Thomas P. Duarte
City Attorney
Letty Lopez-Viado
Mayor
ATTEST
Lisa Sherrick
Assistant City Clerk
I, LISA SHERRICK, Assistant City Clerk of the City of West Covina, California, do
hereby certify that the foregoing Resolution No. 2021-75 was duly adopted by the City Council of
the City of West Covina, California, at a regular meeting thereof held on the 6th day of July, 2021,
by the following vote of the City Council:
AYES:
NOES:
ABSENT:
ABSTAIN:
Lisa Sherrick
Assistant City Clerk
EXHIBIT A
VJ 11MUMMYI ►1U1 ►1
CITY OF WEST COVINA
BUDGET AMENDMENT
BA # 003
Posted By:
Date Posted:
Date: 7/6/2021 Fiscal Year: 2021/2022
Requested by: Kelly McDonald Amount: 85,000.00
Dept/Div: Public Services Description: Transit Service Evaluation
EXPENDITURES
Account Number
Dept/Account Description
Current Budget
Proposed
Amendment
Amended Budget
121.61.5140.6110
Professional Services
85,000
85 000
REVENUES
Account Number
Account Description
Current Budget
Proposed
Amendment
Amended Budget
REASON/JUSTIFICATION Please be specific)
City receives Proposition A Incentive Funds from Metro for self -reporting to the National Transit Database. The
funds cannot be exchanged.
APPROVALS
City Council Approval Date (if required, attach minutes):
Dept Head Approval:
Date:
Finance Director: Date:
Funds Available? ❑ Yes ❑No
❑ Approval Not Required
City Manager: Date:
Comment: ❑ Approved ❑ Denied