HDR_ODOT_557-26_Planning_and_Research.pdf

Statement of Qualifications

Planning and Research Invitation No. 557-26

HDR Engineering, Inc.

Supporting Ohio’s Rural Transit Agencies

SAFELY. SUSTAINABLY. EQUITABLY.

Sandusky Transit System

Insert Theme Statement

RE: Invitation No. 557-26 Statewide Planning and Research

Dear Ms. Sara Walton, The Ohio Department of Transportation (ODOT) Office of Transit plays a pivotal role in enhancing communities through financial and technical assistance to public transit systems, local governments, and human service agencies throughout the state. ODOT plays an essential role in delivering quality transportation and guidance and HDR is excited to collaborate with the Office of Transit to support your efforts. We offer:

Ohio leaders with expertise in Ohio Transit Experience. Project Manager, Amy Yost, AICP, has over a decade of experience at the Greater Cleveland Regional Transit Authority, and Project Principal, Matt Selhorst, AICP previously worked at the Ohio Department of Transportation (ODOT). Together, they understand government agency complexities. Amy has been your Deputy Project Manager over the past two years with the ODOT Planning and Research services and is ready to continue pushing boundaries and discovering how transit impacts Ohio communities. Amy has also served as Project Manager for a variety of transit clients throughout the State and is in-tune with challenges our Ohio transit agencies face.

Our transportation planning team is strategically located across Ohio, with four key planners based in Columbus. Amy, a Columbus native, brings local insight and statewide perspective. Nationally, HDR offers the strength of more than 500 transit professionals.

To meet the wide range of needs this contract may require, we offer access to both our experienced local and national HDR teams, along with a group of highly qualified subconsultants and DBE partners who share our deep commitment to ODOT and the long-term success of Ohio’s transit agencies.

Transit Planning, Data Analysis, and Reporting expertise. The HDR team has collaborated with various State Departments of Transportation (DOTs) regarding transit planning and reporting across the country, including Florida DOT, Nebraska DOT, Wyoming DOT, and the Statewide Transit Plan for Mississippi DOT. HDR’s multi-year contract with the Florida DOT Public Transit Office and our latest experience with the ODOT Office of Transit provides us with experience to continue our success in planning, research, compliance and reporting. In addition, we are collaborating with Four Nines Technologies and Foursquare ITP to focus on transit technology, service planning, data, and reporting.

Experienced design professionals for transit engineering and facility projects. HDR has extensive experience managing complex transit projects, establishing project controls to adhere to local requirements and federal regulations, and upgrading transit facilities to meet agency needs. HDR holds contracts with Central Ohio Transit Authority (COTA), Southwest Ohio Regional Transit Authority (SORTA), and Greater Cleveland Regional Transit Authority (GCRTA) for a variety of engineering and planning needs. In addition, our knowledge and relationship with FTA will complete the NEPA process for transit facilities to create a smooth transition into design and/ or construction.

POINT OF CONTACT

N A M E / T I T L E Amy Yost, AICP, Project Manager A D D R E S S 8890 Lyra Drive, Suite 100 C I T Y/ S TAT E / Z I P Columbus, OH 43240 P H O N E 614.557.7114 E M A I L Amy.Yost@hdrinc.com

8890 Lyra Drive, Suite 100, Columbus, Ohio 43240 | T: 614.839.6323

May 14, 2025

Specialists in USDOT and FTA. Several members of our HDR team have held senior-level positions supporting USDOT and FTA grants. Since 2009, HDR has secured $3.15 billion through 125+ successful USDOT discretionary grant applications. Amid an evolving political landscape, we provide our clients with timely insights and strategic guidance – whether it’s navigating new executive orders, understanding political policy impacts, or identifying and securing grant opportunities for transit agencies.

Our subconsultants provide a deep bench of expertise. Foursquare ITP (DBE) has nearly 50 transportation planners, transit service planners, data scientists, GIS experts, and transportation demand management specialists and has worked on transit demand and rural analysis with HDR for COTA and SORTA. We are excited to partner with Four Nine Technologies, a Small Business Enterprise that has extensive experience working with transit agencies on all facets of transit technology acquisition projects, including COTA and Laketran. Together our team delivers the project management tools, technical experience, staff resources, and proven track record to successfully complete tasks for ODOT.

We pride ourselves on our continuous efforts and desires to completely understand our clients needs and preferences and to provide them with professional services which not only meet, but hopefully exceed their expectations. One of the key initial steps in developing this level of understanding is the negotiation and development of a mutually acceptable agreement which properly reflects both parties obligations and expectations. We have carefully reviewed all of the documents and information you provided as a part of your Request for Proposal (RFP) and the terms provided appear to be focused towards suppliers/vendors as opposed to Professional Services. We respectfully request use of ODOT’s Professional Services Terms which are used for all of our ODOT contracts related to Professional Services.

Our HDR team looks forward to continuing to serve ODOT and transit agencies across Ohio through the continuation of this contract. Please feel free to contact Project Manager, Amy Yost, with questions at (e) Amy.Yost@hdrinc.com or (m) 614.557.7114.

Sincerely, HDR Engineering, Inc.

hdrinc.com

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Understanding and Approach

Lancaster-Fairfield Public Transit

ODOT Office of Transit | Understanding and Approach

Understanding and Approach The Ohio Department of Transportation (ODOT) Office of Transit is essential to ensure high-quality transportation services across Ohio. HDR is honored to collaborate with ODOT and our Ohio transit agencies to enhance livability, boost local economies, and promote resilience. We believe that by expanding access to healthcare, education, employment, and daily necessities, transit can significantly improve the lives of Ohioans.

Our Ohio-based HDR team, backed by national experts and subconsultants, will provide transit solutions to our Ohio communities. HDR has continually refined management methods, design strategies, and delivery methods to provide our clients with the best outcomes.

Amy Yost will be your overall Project Manager for this contract. Amy has the skill, organization, and personality to lead this contract over the next two years. Amy will be supported by project principals, Matt Selhorst and Becca Nagorsky for the QA/QC process of our work, along with various skilled task leads throughout this planning contract. Through consistent coordination with the ODOT Office of Transit, Amy will successfully manage various tasks, on time, and on-budget. Our approach uses effect program management controls and process to provide proven results.

Task 1: Contract Management

OUR APPROACH

Effective program controls keep projects on schedule and under budget.

schedule, budget and design criteria

communication plan

distributed to all attendees

• Includes a review of action items’ status

• Clearly defined at start of task

• Includes assumptions, deliverables, schedule and work tasks

• Manages changes effectively

• Uses WorkPlan to integrate work

project and task status, tracking, issues and resolution options

• Establishes baseline for approval

• Actively reviewed by managers to assess needs and resources

• Scheduling software capabilities

• Cost-effective delivery

DOCUMENTED

MANAGEMENT PLAN

KICKOFF & PROGRESS

MEETINGS

SCOPE & BUDGET

TRACKING

PROGRESS REVIEW &

REPORTING

SCHEDULE MANAGEMENT PROVEN RESULTS

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Task Orders We have created a team with diverse project backgrounds to execute multiple projects at one time. Our project manager, Amy Yost, will verify task order assignments with the ODOT Office of Transit and understand the scope of work, schedule, and budget requirements to deliver a successful project. Amy will assign one of our experienced task leaders to guide work and development.

She will review the proposed scope of services, deliverables, and schedules, and coordinate with ODOT for approval, and be your point of contact throughout the duration of this contract. Each task order will be prepared with the following elements: scope of work, labor and fee estimate, staffing plan, DBE utilization, and schedule.

Progress Reports and Invoicing Amy will provide schedule and progress reports to verify that work tasks and deliverables are on schedule and on budget. We leverage robust internal HDR systems to monitor staff hours, labor costs, and direct expenses, ensuring accountability and reliable project delivery. Amy will send monthly progress reports with invoices documenting the status of projects.

Biweekly Project Meetings Biweekly project meetings are key to discussing current project status and to communicate potential risks well in advance. After receiving notice-to-proceed, a kickoff meeting will be used to confirm scope, fee, schedule, and communication protocols. Subsequent biweekly meetings will focus on next steps to project delivery and deliverable review.

Task 2: Research The HDR Team will research and explore opportunities for transit agencies regarding fares and transit technology, transit service to medical providers, changes to workforce development, and regional coordination efforts across a variety of geographies. Our HDR Team brings the expertise and experience of working with transit agencies of all sizes and is ready to strengthen existing relationships while building new ones. We will assist rural agencies with operational efficiencies, service coverage, strategic decision-making, and assist ODOT with funding strategies for regional services and targeted service investments as developed by our planning and research.

Transit Technological Enhancements for Fares and Operational Efficiencies Changes in fares, software, and dispatch technologies offer opportunities to transit agencies and their customers, however we must fully understand the costs, benefits, and implications for service. We are excited to partner with Four Nine Technologies, a dedicated transit consulting firm specializing in fare policy, fare collection, and other transit technologies.

The HDR team will initiate this task effort with a targeted industry review of existing app-based payment and booking systems, focusing on their implementation in rural transit settings. Given the widespread use of CTS (Trip Master) and Ecolane among Ohio agencies, the research will include a detailed analysis of the native app offerings from these providers, evaluating their integration capabilities, ease of deployment, and user experience. In addition to CTS and Ecolane, we will also likely review apps provided by other scheduling and dispatching software providers such as Via, Spare Labs, and TransLoc, as well as more traditional trip planning and fare payment apps such as Transit, Moovit, Token Transit, and Masabi that may be capable of interfacing with the apps of scheduling and dispatch providers. We will work with the ODOT to confirm we have the apps most of interest to Ohio’s rural transit providers.

To assess real-world usage of these apps, our research will incorporate interviews with up to eight rural transit agencies, state DOTs, or multi-agency consortia or industry groups that represent rural transit agencies. Through these interviews, we will capture insights related to why they chose their selected app provider, the initial capital investment required and ongoing maintenance costs, required staff time for implementation, and perceived return on investment both by agency staff and their riders. Through this research, an industry overview, pros, and cons of various approaches of same or different technology will provide actionable recommendations to help agencies in selecting and deploying apps that align with their operational needs and resources.

As technology continues to evolve, operational efficiencies become feasible.

Through our research, the HDR Team can provide a template to create operational efficiencies and more strategic decision making for transit agencies in Ohio and enhance the communities that these agencies serve.

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Regional Collaboration Economic development within the State of Ohio is booming, with large investments providing job opportunities to Ohioans throughout the state. HDR has evaluated workforce transportation solutions in several communities and statewide throughout Ohio. Under the last planning and research task, HDR evaluated workforce training and transportation from six transit agencies throughout the State. In addition, we researched economic and employment areas by using data sources, such as Replica and StreetLight, to understand travel patterns and how far Ohioans are willing to commute for a job.

HDR has worked with Greater Cleveland Regional Transit Authority (GCRTA), COTA, Delaware County Transit (DCT), Sandusky Transit, and Licking County Transit to develop strategies about workforce development and transportation issues that transit agencies and the region face. HDR will use their existing knowledge and leverage new ideas to develop new approaches to creating regional transit initiatives in areas where collaboration is needed.

Workforce Development HDR is excited to partner with Foursquare ITP, who knows workforce is everything in the delivery of public transportation. They have worked on several studies to improve workforce development in the transit sector. For the American Public Transportation Association (APTA), they led a study to better understand the causes of the transit workforce shortage and deliver insights and actionable strategies to address the transit industry’s urgent workforce challenges. The study was comprised of two phases. Phase 1 included a survey of transit agencies and background research into the macro causes of the shortage, and Phase 2 included a frontline workers survey and in-depth interviews with select agencies to build case studies. They built on their long-standing relationships with transit agencies to survey and interview agency staff at multiple organizational levels to understand these issues’ contours and to learn how they are approaching solutions. They produced both a research report summarizing their findings as well as a toolkit for agencies and their partners to take action today and in the future.

Foursquare ITP also developed a Transit Cooperative Research Program (TCRP) report titled Mental Health, Wellness, and Resilience for Transit System Workers. They co-led research to identify and mitigate factors negatively impacting the mental health, wellness, and resilience of frontline transit workers. Their research team interviewed transit agency leadership staff and frontline managers to understand the broad challenges. They also surveyed frontline workers to better understand the stressors of work-life.

They then used this research to produce a toolkit of solutions such as programs, policies, and tools that agencies can deploy to address resiliency and retention of front-line workers.

Leveraging Foursquare ITP’s knowledge and expertise, the HDR team is confident we will be able to assist ODOT Office of Transit with all their research needs.

Local Agency Outreach Our team specializes in complex projects involving multiple stakeholders. We will use our expertise to provide leadership to guide ODOT and Ohio transit agencies that may be targeted for operational efficiencies, better service coverage, and potential funding strategies. Our approach is very inclusive and brings together stakeholders at the onset of the project, while encouraging staff and stakeholders to share expectations, roles and responsibilities, and insights to help create change at the transit agency level. Through this effort, we will create compelling graphics and provide easy to read narratives for the public to understand the complexities of change that may be required. We’ve set aside budget for in-person and on-site meetings, catering to the preferences of transit agencies. Our team is flexible and committed to meeting the needs of our transit agencies, and recognize the value of face-to-face interactions.

Figure 1 - Trips on Ohio Roadway Network, as part of HDR’s work on Workforce Trip Analysis

APTA Transit Workforce Shortage Report hdrinc.com hdrinc.com | May 14, 2025 4

Task 3: Planning The HDR team is ready to assist the Office of Transit with their future planning needs regarding operations and capital projects.

Through the experience of working with other state DOTs, HDR has developed policy plans, with focus on housing and transportation, transit technology primers, guidebooks for developing premium transit and other technical guidance for local transit to develop efficient, well-connected, community-centric transit systems. In addition, HDR has the experience of developing cost-effective asset management plans, which are critical to providing financial stability and service reliability for transit agencies.

Task Lead, Laura Everitt, recently led Fairfield County Transit and Ashland Public Transit in the development of their Transit Development Plans. Laura has served as Project Manager in 2023 for North Carolina DOT for the Statewide Locally Coordinated Plan and the Rocky Mount Regional Transit Plan for a 10-county area. In addition, she is a key staff member on the Mississippi Statewide Transit Plan currently under development.

Transit Planning Our team has experience working with rural agencies. In 2024, HDR developed the Morgan County Transit Development Plan, assisting Morgan County Transit with integrating its transit services with those of neighboring counties, Noble and Monroe. Amy Yost served as Project Manager and led a transit evaluation of services for the Sandusky Transit System, bringing together over 20 stakeholders to understand the feasibility and costs of providing transit services.

The HDR team has extensive experience providing planning services to state DOTs to support transit agencies, large and small, with their planning needs.

HDR creates transit development plans, short- and long-range transit master plans, service planning, capital planning and project development, asset management plans, coordinated human services plans, policy plans, station-area plans, among many others.

Microtransit Planning Experience Our partner, Foursquare ITP has conducted microtransit analyses and studies for more than a dozen clients across the U.S. They can offer their unbiased perspective to clients on whether and in what context microtransit is likely to be successful. They typically recommend microtransit for contexts in which the density or built environment does not support fixed-route transit but where there are populations who have significant transportation limitations and needs. They have developed a microtransit suitability tool, as well as ridership and vehicle estimation tools for proposed future microtransit zones. Notably, their staff recently completed a TCRP report on rural microtransit, which explored case examples from across the nation of agencies who are operating on-demand service across very large geographies. This research uncovered noteworthy findings related to the circumstances in which microtransit can work in a highly rural environment. By using this information, they can assist our transit planning needs for rural and small urban transit systems in Ohio.

Figure 2 - PM Amy Yost presenting to a group of stakeholders for Delaware County Transit

Figure 4 - Morgan County TDP Trip Destinations Analysis

Figure 3 - SWOT Findings for Sandusky Transit System hdrinc.com hdrinc.com | May 14, 2025 5

State Transit Strategy Statewide transit plans provide a strategic framework for supporting the needs of all transit partners, whether they are urban systems with extensive rail networks or rural systems providing lifeline services through demand responsive paratransit. HDR’s holistic planning efforts integrate closely with intercity bus and passenger rail efforts. In 2023, HDR developed the State Transit Strategy for the Florida Department of Transportation. Slightly different than a statewide transit plan, the Strategy focuses on how the DOT supports transit providers across the state and answers the following types of questions:

(1) Given the challenges and opportunities facing transit agencies, what might DOT do differently moving forward?

(2) What capital and operational models are best suited for multimodal integration?

(3) What are the transit expertise and organizational needs within DOT?

(4) How should the DOT approach partnership opportunities and funding in the future?

(5) What investment opportunities should the DOT consider pursuing given the current funding environment?

Our team is equipped with the right people to help the Office of Transit navigate the DOT and the potential changes and hurdles that may come over the next two years.

The HDR Team collected and evaluated data through the Transit Demand and Analysis Research during the previous ODOT Planning and Research contract, which can now be used to further investigate how Ohio counties use transit, which can inform and aid other state departments. Some ideas include investigating transit demand for out-of-state trips to determine trip purpose and need, connecting potential future investments with the existing transit demand, and exploring opportunities for collaboration and interdepartmental alignment within ODOT.

Task 4: Alternative Fuels Ohio’s transit fleets — particularly its small urban and rural fleets — require operational flexibility and the ability to travel long distances across their service days to meet the needs of their customers. There is no one-size-fits-all approach for alternative fuels across the state; propane, CNG, battery electric, and hydrogen offer operational, environmental, and financial tradeoffs. In fact, agencies across Ohio are beginning to select multiple alternative fuels solutions to meet different operational needs, recognizing that certain service types may be suitable for battery-electric, while other service options may be best suited to a different fuel type.

As industry-recognized experts in transportation, energy, and facility design, along with a strong history of working with Ohio-based fleets, we will collaborate with you on research, planning, and design through operations to support Ohio’s transit agencies on their alternative fuels journeys. Our team has experience working on both vehicle and infrastructure solutions across all four alternative fuels. Our collaborative approach with both the ODOT Office of Transit and agencies across the state intends to address some of the common roadblocks that fleets encounter as they consider alternative fuels and fleet transition plans.

Figure 5 - State Transit Strategy Report for FDOT

Figure 6 - North Central Transit hdrinc.com hdrinc.com | May 14, 2025 6

Overcoming Technology Paralysis It is almost impossible to do perfect planning in a world where vehicle technologies are developing so rapidly. Getting off first base is the most important step; fleet transition plans do not involve replacing all vehicles tomorrow with today’s technology. Through a robust technology review and data-driven modeling analysis, we will categorize fleets and service types into “ready to transition” or “continue to evaluate” options. This simple, but straightforward distinction can allow agencies to clearly identify where to start on their alternative fuels journey. Vehicles that are more challenging to transition may become strong candidates for future pilot programs as agencies move from planning to implementation.

Building Consensus through Robust Engagement In our experience, successful fleet transition plans involve multi-pronged engagement with industry, within agencies, and with other key stakeholders.

We maintain strong relationships with technology providers across the industry, understanding the trends in charging and fueling infrastructure and vehicle technology. Engagement within an agency includes aligning leadership, maintenance teams, drivers, and customers to ensure they are on-board with any fleet transition recommendations. Our vehicle maintenance experts have experience in preparing maintenance teams and facilities for battery electric, hydrogen, CNG, and propane transitions. For small urban and rural agencies, close coordination with city and county governments involving shared facilities may be necessary. Depending on the fuel type, engagement with local fire departments and electric utilities may also be required. A successful fleet transition plan requires close coordination with many of these parties, and we have a successful history of accomplishing this on 100+ fleet transition plans across the country.

A Data-Driven Approach to Alternative Fuels Feasibility In our work with transit agencies across Ohio and nationwide, we take a data-driven approach to all aspects of supporting fleet transition plans. This begins with understanding day-to-day vehicle operations. Daily mileage, hours of service, and service type are typically rate-limiting factors for battery electric transitions. Agencies considering other alternative fuels require a complete picture of vehicle capital costs, infrastructure costs, and fueling, along with the cost and feasibility of implementing maintenance programs. Finally, we use nationally recognized tools to measure well to wheel GHG impacts and

Figure 7 - Site Map of North Central Area Transit Facility environmental air pollutants. Agencies considering alternative fuels want to understand the complete environmental impact of their decisions; this includes the decision to procure alternative fuels powered by renewable sources and the ability for fuel choices to impact air quality non-attainment statuses. At each step of the alternative fuels journey, we let data analysis support the decision-making process.

After completing 100+ fleet transition plans across the country, we know there is no one size-fits-all approach for fleets. We are ready to support individual agencies in all aspects of their journey, along with applying our lessons learned to broader advisory services across the state.

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Task 5: Data and Reporting The General Transit Feed Specification (GTFS) allows public transit agencies to share routes and schedules. Our team member, Foursquare ITP has been pleased to support ODOT’s efforts by developing and validating GTFS feeds for multiple Ohio agencies, along with a GTFS editor workbook and detailed SOP. Our team hopes to continue assisting ODOT with preparing and updating GTFS for inclusion in TIMS through hands-on technical assistance.

Foursquare ITP’s Data Science Team is perfect for this task. As transit planners, they use GTFS and service and demographic data in nearly all of their projects.

Not only do they have experience creating and validating GTFS feeds, but they have also developed a tool called GTFS-to-Existing Conditions that can quickly provide an up-to-date snapshot of all existing services, including routes and their levels of service, and relate those to demographic and other relevant data. They have assisted agencies of all sizes and levels of internal capacity in addressing their data and analysis needs.

Having worked on data analysis efforts with clients ranging in size from WMATA in Washington D.C. and COTA, all the way to small-town providers, Foursquare ITP team members know that there is no one-size-fits-all solution.

They have experience working with agency staff using context-sensitive approaches and, through their work developing resources such as the N-CATT Guidebook of Data Practices for Small Transit Agencies, are deeply aware of the unique challenges faced by smaller providers, whose staff may only dedicate a portion of their time to transit, as well as techniques peer agencies have used to overcome some of these challenges.

They also have experience assisting agencies with their NTD data collection and reporting, including advising them on ways to automate data collection, as well as visualization of data through dashboards and other tools. Many of their planners have themselves worked at transit agencies and are intimately familiar with the NTD data collection and reporting process.

The HDR team will assist the ODOT Office of Transit with federal and state reporting requirements. Some of this work is expected to include analysis and evaluations of service data, performance measure development and monitoring, standardized data reports from scheduling and dispatching software, and financial reporting.

Our team includes several former transit agencies and DOT leaders and staff that can aid ODOT with federal and state reporting requirements. HDR’s Transit Technology Primer, originally created for FDOT, conducted research to document the best practices in scheduling and dispatching software for rural and small urban transit agencies. These experiences highlight our team’s ability to create plans through a process that includes local development and coordination of public transit and human services transportation plans, integrates streamlined data and reporting measures, and incorporates national best practices.

HDR and Foursquare ITP have worked together on the COTA Short Range Transit Plan and Delaware County Transit Strategic Plan, analyzing NTD and GTFS feeds to analyze, identify gaps in services, evaluate ridership, and create recommendations within the financial bounds of the agency. In a rapidly evolving world, the HDR team provides advice and support to transit agencies to improve operations through enhanced technological solutions to save time, money, and energy.

Support for ODOT and Local Agencies Great transit is uniquely tied to its place. It derives from a framework of elements, including demographics and the built environment. Our multidisciplinary team of planners, architects, engineers, and other design professionals will collaborate to promote and advance transit supportive communities in Ohio.

Our HDR team has experience managing the Rural Transit Program (5311), Seniors & Individuals with Disabilities Program (5310), Urbanized Area Transit Program (5307), the Civil Rights (Title VI, DBE, EEO) and Americans with Disabilities Act, and FMCSA requirements, allowing us to be able to assist transit agencies with any analysis and evaluations of service and performance data, and what that means long term their financial reporting.

With our partners at Foursquare ITP, we are equipped to assist in the development of GTFS and maintenance of GTFS for rural and urban transit agencies, along with incorporating in TIMS. Over the last two years, Foursquare has been an integral partner with HDR and ODOT, helping transit agencies across Ohio create and update their GTFS in order to stay compliant with the FTA. These partnerships will continue and grow through this contract.

hdrinc.com hdrinc.com | May 14, 2025 8 managing projects scope, budget, and schedule will be led by project manager Amy Yost. Amy has led previous efforts within the current ODOT contract Project Management task and will continue to bring capable team members to assist with specific projects. Amy has connections with over 500 transit professionals throughout HDR that will aid her in selecting the best team members for specific projects, along with our capable sub consultants.

Task 7: Governors Apportionment Support

HDR will work with Ohio’s Small Urban Systems to provide technical assistance support, program development, and personal development wherever and whenever it is needed. Working with ODOT, we have the right team to offer transit agencies the support they need. HDR, Foursquare ITP, and the Four Nines Technology team are ready and able to assist.

The HDR Team offers deep experience in the following:

Small Urban System Technical Assistance HDR staff have managed FTA regulatory and compliance reviews with (ODOT Office of Transit and FDOT). Our team reviews and assesses how local agencies comply with federal and state laws, rules, requirements, and regulations. HDR will collaborate with ODOT and transit agencies on key areas, such as FTA compliance, financial management, procurement, data gathering and reporting, financial statement, and NEPA. Our skilled team is ready to provide the support these agencies need.

Program and Personnel Development HDR has a proven track record of developing long-term goals, service strategies, funding strategies, and grant support to our transit clients. With the new administration, the USDOT has been rolling out their policy priorities which have created uncertainty and changes. HDR’s Financial Advisory Services professionals stand ready to assist transit agencies and ODOT offices seeking to navigate their federal funding opportunities. The 2025 appropriations cycle takes us through year 4 of 5 in the Infrastructure Investment and Jobs Act (IIJA), which has continued funding levels adopted in FY 2025, bringing good news for public transit. Our team is ready to share knowledge, experience, and insights to help agencies develop their staff, either through peer-to-peer exchanges, training development, succession planning, and documentation. Our team is ready to be “boots on the ground” and meet transit agencies where they to support their ongoing development.

Task 6: Project Management The HDR Team will use its deep bench of staff across the State of

Ohio and the United States to provide ODOT Office of Transit with project management assistance on special projects. Our process will deliver successful results with efficient schedules and reliable budgets.

National Environmental Protection Act (NEPA) and Section 106 ODOT is currently navigating the FTA process for NEPA and Section 106 across nine transit facilities statewide. Over the last two years, HDR has been a valuable partner, offering FTA guidance, resources, and support by documenting class of actions, categorical exclusions, architectural surveys, and archeological surveys, if applicable. HDR will continue to work with ODOT and these transit agencies as we finalize documentation and move into construction management.

Maintenance facility/Transit Center Construction Management The HDR Transit Facility team is ready to help rural transit agencies design a transit facility that meets their needs within their available budget. HDR manages a variety of capital projects that include bus stop design, transit facilities, and transit centers. Brice Clawson, our HDR Construction Services Manager, has managed multiple maintenance facility improvements for COTA.

For ODOT Office of Transit, he will provide day-to-day oversight, manage the scope, budget, and schedule, lead technical work, conduct site visits, and ensure compliance with all applicable Federal requirements for transit facilities within the State of Ohio. He will monitor and report on construction progress, support environmental assessments, support contract development and execution, and provide strategic direction to projects when needed.

Brice will be supported by our Project Principal Matt, who has overseen the construction of COTA’s CMAX and associated facility construction and our Construction Services Manager, Jeff Lechak, who served as Resident Engineer for the Euclid Corridor Transportation Project in Cleveland Ohio. HDR has managed several transportation construction projects throughout the State, including transit facilities and bus stops for COTA. HDR will be a partner with the transit agencies as some facilities start and complete design work and move towards construction management and oversight and verifying they adhere to FTA rules, regulations, and policies.

Other Project Management Work Other project management work, including technical writing, independent research, information gathering and data collection, data analysis, and hdrinc.com hdrinc.com | May 14, 2025 9

Organizational Structure and Experience

ODOT Office of Transit | Organizational Structure and Experience

TASK 1: CONTR ACT MANAGEMENT (5%)

Organizational Chart

Amy Yost, AICP

CONTR ACT /

PROJECT MANAGER

Becca Nagorsky

SENIOR ADVISOR / QA/AC

Matt Selhorst, AICP

PROJECT PRINCIPAL

TASK 2:

RESEARCH

Pat Anater, AICP Lead

Mania Flaskou Steven Schrayer, AICP 2 Workforce Development

Amy Martin, PMP 1

Curtis Pierce, PMP, ACP 1 Transit Fares and

Technology

David Totten, AICP Regional Coordination

Scope Items Include:

TASK 7:

5307 GOVERNORS

APPORTIONMENT

SUPPORT

Scope Items Include:

Personnel Development

and Compliance

TASK 6:

PROJECT MANAGEMENT

Scope Items Include:

TASK 3:

PL ANNING

Scope Items Include:

• Local, Regional, and Statewide Transit Planning

• Coordinated Transit and Capital Plans

TASK 5:

DATA AND

REPORTING

Scope Items Include:

• Performance Measurement and Monitoring

• Evaluation of Service and Demographic Data

• Data Reporting for Scheduling and Dispatching Software

• Development and Maintenance of GTFS

TASK 4:

ALTERNATIVE FUELS

OPER ATIONS

Scope Items Include:

Laura Everitt, Esq., AICP Lead

David Totten, AICP Local, Regional, and

Statewide Planning Efforts for Transit Coordination

Planning

Alanna McKeeman, AICP 2 Service Planning

Nate Macek, AICP Funding Strategies

Betty Hull Stakeholder Outreach

Rob Mowat Lead

Conor Willis, AICP Matt McLaughlin, PE

Laura Lamboley Alternative Fuels

Operations

Steven Schrayer, AICP 2 Lead

Adam Recchia 2

GTFS

Braden Davis Federal and State Reporting

Amy Yost, AICP Lead

Deb Henson, ENV SP NEPA & Section 106

Laura Everitt, Esq., AICP Program Development

Mark Fuhrmann FTA Coordination

Amy Martin, PMP 1

Curtis Pierce, PMP, ACP 1

Support

Amy Yost, AICP Lead

Brice Clawson, LEED AP, CCM

Matt Selhorst, AICP Facilities

Jeff Lechak, PE Construction Management

Nate Macek, AICP Discretionary Grants

LEGEND

1 - Four Nines Technologies

2 - Foursquare ITP

10hdrinc.com | May 14, 2025

Amy is a senior transportation planner in HDR’s Cleveland Office where she successfully plans and implements transit solutions with a focus on strategic long-range planning, workforce transit solutions, transit-oriented development, data analysis, and stakeholder collaboration.

She has successfully managed and represented transit in various planning projects throughout the Ohio region and has collaborated with municipalities, various government agencies, non-profits, and the public. Prior to HDR, she spent a decade at Greater Cleveland Regional Transit Authority, focusing on long range strategic planning in the Engineering and Project Management division.

RELEVANT EXPERIENCE

EDUCATION

MS, Urban Planning and Development, Cleveland State University, 2016

BA, Urban Planning, Miami University, REGISTRATIONS

American Institute of Certified Planners No. 31945

PROFESSIONAL MEMBERSHIPS

American Planning Association Ohio Cleveland Chapter Director

American Planning Association Ohio State Board Member

WTS, Member

INDUSTRY TENURE

12 Years/2 Years with HDR

AVAILABILITY

65%

Project Manager

Ohio Department of Transportation Office of Transit, Planning and Research, OH. Contract Project Manager. HDR is providing technical support to rural, small urban, and large urban transit agencies across Ohio to align efforts regarding FTA standards and compliance, GTFS, workforce development, feasibility of electrification, and special projects as assigned.

As a task lead, Amy is focusing on Statewide Workforce Transit research, the NEPA process for rural transit facility projects, and Statewide Transit Demand analysis.

Central Ohio Transit Authority (COTA), Short Range Transit Plan, Columbus, OH. Deputy Project Manager. The Short Range Transit Plan (SRTP) will guide the transit agency for the next five years through transit service analysis, scenario planning, and key operational efficiencies. This project involves extensive communication and outreach with key regional stakeholders, municipalities, and the general public. This project hosted 12 public meetings and met with each municipality throughout the COTA service region.

Greater Cleveland Regional Transit Authority, Transit Barrier Access Study, Cleveland, OH. Project Manager. This comprehensive planning project will combine literature review and data analysis to identify transit barriers that exist within Areas of Persistent Poverty. As deputy project manager, Amy will oversee complex issues, such as equity and access limitations, as this 15-month project progresses.

Southwest Ohio Regional Transit Authority, On-Call Services, Cincinnati, OH. Task Project Manager. HDR is the on-call planning team responsible for a variety of planning projects. Amy is lead on several tasks, including the coordination with the Federal Transit Administration to achieve NEPA and Section 106 to move forward with construction on bus stop improvements and transit facilities, creation of Title VI documentation, and finalizing the Short Range Transit Plan.

Sandusky Transit System, Evaluation of Transit Services, Sandusky, OH.

Project Manager. Amy was responsible for the evaluation of existing services, financials, market trends, stakeholder engagement, funding analysis, and establishment of immediate, medium, and long term goals for the Sandusky Transit System. This project included two steering committee meetings that focused on bringing together the business community with city officials to discuss the future of public transit.

Delaware County Transit, Strategic Plan , Delaware County, OH.

Deputy Project Manager. This strategic plan will be the North Star for development over the next five years for Delaware County Transit (DCT). Amy is the Deputy Project Manager and focuses on the analysis of DCT operations and funding, along with Delaware County’s growth and transit market and input from DCT customers, community leaders, and the public the plan will have short, medium, and long term recommendations. The plan will define the agency’s goals, opportunities, and strategies for the future. This plan consisted of three steering committee meetings, bringing together a diverse group of stakeholders throughout the County to discuss the future of DCT. In addition, this project reached customers and the general public in two public meetings.

Southwest Ohio Regional Transit Authority, Grant Support, Cincinnati, OH. Transit Planner. This project guides the agency through the local, regional, and federal grant opportunities to assist in the development of key operational and transit service efficiencies at SORTA. This advisory service provides education and program management solutions to navigate rapidly changing grant opportunities to remain competitive and to reach the agency’s goals and objectives.

LinkUS Program Management, Columbus, OH. Transit Planner. The project team will help COTA oversee and coordinate the projects and other strategic initiatives throughout the LinkUS program. The LinkUS program focuses on a regional approach to increasing mobility in Central Ohio, including the development of five BRT corridors, transit-supportive infrastructure, and equitable transit-oriented development. As program management team, we coordinate several committees that contribute to the success of the LinkUS initiative.

Central Ohio Transit Authority (COTA), Title VI Update, Columbus, OH.

Transit Planner for the Title VI update which included compiling the general requirement documents necessary for compliance with Title VI. This includes facilitating an equity analysis for facilities, service, and fares; creating service area profile maps; reviewing current service standards and disparate impact and disproportionate burden (DI/DB) policies; and conducting a review of the public participation plan and Language Access Plan.

Amy Yost, AICP

“Public Transit is important for every resident in the State of Ohio, including rural communities. I am excited to bring my expertise and love for transit to this contract.”

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Matt Selhorst, AICP Principal In Charge Matt’s experience includes managing the project development process, planning and safety studies, public involvement, environmental documentation, and traffic engineering assignments with alternatives development. He has successfully managed planning studies, design plans, right-of-way acquisition, and construction administration projects. Matt has managed and conducted analysis for over 50 projects during his last 20 years as a private consultant for State DOTs, counties, transit authorities, municipalities, and MPOs.

RELEVANT EXPERIENCE

Central Ohio Transit Authority (COTA), General Engineering Services (GES) Contract, Columbus, OH.

Project Manager. Matt is managing the HDR on-call contract with COTA to provide transit planning, engineering and architectural consulting services for a variety of public works projects.

COTA, Cleveland Avenue CMAX Bus Rapid Transit, Columbus, OH.

As Project Manager Matt oversaw the day to day operational staff, budgets and schedule to successfully deliver this $48 M project. Matt led all aspects of the project including environmental, grant writing, design, and construction administration. COTA was awarded $37.4M in federal construction funding based on HDR’s preliminary work. The project is a 15.6-mile transit service improvement with 32 new stations/shelters (62 platforms), transit signal priority (TSP), real-time arrival information, distinctly branded CNG low-floor vehicles, a park and ride lot, and a transit center facility.

ODOT District 6, FRA-16-4.84 Broad and James safety improvements, Columbus, OH.

Project Manager. Matt managed the development of a feasibility study and design plans to add turn lanes, medians, and traffic signal improvements to improve the safety at one of the highest crash intersections in the City of Columbus while not impacting the transit stops.

Discretionary Grant Funding, ODOT, Statewide, OH.

Project Principal for this task order contract. Administers the contract with ODOT Central office and assures that the HDR planning resources nationwide have been available to complete the tasks as they are assigned.

EDUCATION

MS, Civil Engineering, The Ohio State University, 1998 MCRP, The Ohio State University, 1998 BA, Urban and Regional Planning, Miami University, REGISTRATIONS

American Institute of Certified Planners

INDUSTRY TENURE

32 Years/15 Years with HDR

AVAILABILITY

20%

Becca Nagorsky Senior Advisor / QA/QC Becca has long had a passion for public transit, and this foundation has guided her career journey.

She is a trusted leader with 17 years of experience, committed to driving sustainable, forward-thinking transit solutions. Becca is a highly regarded urban planner and transit expert with a proven track record of leading cross-functional teams to deliver insightful analyses on high-profile projects. Becca is committed to providing fast, convenient and easy transportation options that help people choose transit, based on an understanding of how different modes of transit complement one another and work together to enhance mobility.

RELEVANT EXPERIENCE

Metrolinx, Transit Planning Team – Various Projects, Greater Toronto and Hamilton Area, Ontario, Canada.

Vice President - Stations Planning (2022-2025), Director - Project Planning (2018-2021), Manager - Project Planning, Senior Advisor – Planning and Policy (2014-2016), and Transportation Planner – Planning and Policy (2012-2014). During her tenure with Metrolinx, Becca managed projects ranging from station studies to corridor analyses to region-wide network strategies. Through effective communication practices, Becca provided intelligence to CEOs and Chiefs, Ministers and Deputy Ministers, and elected officials on planning initiatives and analysis, coupling technical expertise with communications acumen to gain buy-in.

Becca has consistently pursued thought leadership in the transit planning sphere. Her conference presentations and publications are a testament to this, including a Transportation Research Board (TRB) paper looking at how a German network design could be applicable to the Toronto context and a Transportation Association of Canada (TAC) conference presentation applying “Decision- Making Under Deep Uncertainty” techniques to transit decision-making.

Throughout this period, Becca consistently demonstrated her ability to effectively manage her teams. She led the stations planning team through an 18-month period of zero staff turnover, a testament to inclusive and empowering team culture and leadership.