Wood_County_OWMP_Feasibility_Study_RFQ_Final_Draft_-_Dec_20.pdf

REQUEST FOR QUALIFICATIONS (RFQ)

WOOD COUNTY WORKFORCE TRANSIT FEASIBILITY STUDY

Toledo Area Regional Transit Authority

1127 West Central Toledo OH, 43610

Issued December 23, 2024

RESPONSES MUST BE SUBMITTED ELECTRONICALLY TO:

https://procurement.opengov.com/portal/tarta

TABLE OF CONTENTS

TABLE OF CONTENTS

SECTION I. OVERVIEW

A. Summary

B. Instructions for Electronic Submittal

C. Contact Information

D. Solicitation Timeline

E. Agency and Partnership Background

SECTION II. TECHNICAL REQUIREMENTS

A. Scope Requirements

B. Expected Qualifications

C. Summary of Expected Deliverables

D. Statement of Qualifications Submission Guidelines

E. Evaluation Criteria

F. Scoring Matrix

G. Selection Process

APPENDIX A – STUDY SCOPE

A. Project Background

B. Project Overview

C. Proposed Deliverables ......................................................... Error! Bookmark not defined.

SECTION I. OVERVIEW

A. Summary

The Toledo Area Regional Transit Authority (TARTA) invites Statements of Qualification

(SOQ) from qualified and experienced firms to support an Ohio Workforce Mobility Program

Feasibility Study. This study will focus on a minimum of a 5-year span of workforce mobility needs and potentially a 10-year timeframe related to transit planning, pilot studies and implementation in Wood County, Ohio, and will include tasks such as workforce and municipality stakeholder engagement, comprehensive transit service analysis and service recommendations, financial planning, and connection point site(s) selection.

B. Instructions for Electronic Submittal

TARTA is accepting electronic submissions. Respondents shall create a FREE account with

OpenGov Procurement by signing up at https://procurement.opengov.com/signup. Once you have completed account registration, browse back to this page, click on “Submit Response,” and follow the instructions to submit the electronic statement of qualifications.

This procurement is funded by the United States Department of Transportation, Federal

Transit Administration. Funds are administered through the Ohio Department of Transportation.

Proposers will be required to comply with all applicable FTA, State, and Local rules and regulations.

If a firm has a Disadvantaged Business Enterprise (DBE) certification for Ohio, they may attach it to their submission for consideration. TARTA has an overall DBE goal of 10% although there is not a specific goal set for this study.

A pre-proposal conference will be held virtually by TARTA staff on Wednesday, January 8, 2025, at 3:00 p.m. EST. All interested parties are encouraged to attend using this link. Please post any questions by Wednesday, January 15, 2025, on OpenGov.com. The posted questions with answers provided by TARTA will appear on OpenGov on or before Friday, January 17, 2025.

Please review the entire Request for Qualifications (RFQ) carefully, including the Appendix, before submitting your qualifications. Statements of Qualifications must be received in accordance with requirements set forth in this RFQ by 4:00 p.m., EST, Wednesday, January 29, 2025.

C. Contact Information

Project Contact:

Sam Melden

Chief Communications & External Affairs Officer

1127 W Central Ave

Toledo, OH 43610 Email:

smelden@tarta.com Phone:

Project Manager:

Kali Sawaya https://procurement.opengov.com/signup https://procurement.opengov.com/signup https://teams.microsoft.com/l/meetup-join/19%3ameeting_NjAwOTE1NTItYTZhOC00MjcyLWEzMTUtNjAwNDEzMjM4MjU0%40thread.v2/0?context=%7b%22Tid%22%3a%222071c032-a0b1-4c9a-8521-ddcf41b59e8f%22%2c%22Oid%22%3a%2235e6eae1-b827-4324-996f-436d64d68d94%22%7d https://teams.microsoft.com/l/meetup-join/19%3ameeting_NjAwOTE1NTItYTZhOC00MjcyLWEzMTUtNjAwNDEzMjM4MjU0%40thread.v2/0?context=%7b%22Tid%22%3a%222071c032-a0b1-4c9a-8521-ddcf41b59e8f%22%2c%22Oid%22%3a%2235e6eae1-b827-4324-996f-436d64d68d94%22%7d https://teams.microsoft.com/l/meetup-join/19%3ameeting_NjAwOTE1NTItYTZhOC00MjcyLWEzMTUtNjAwNDEzMjM4MjU0%40thread.v2/0?context=%7b%22Tid%22%3a%222071c032-a0b1-4c9a-8521-ddcf41b59e8f%22%2c%22Oid%22%3a%2235e6eae1-b827-4324-996f-436d64d68d94%22%7d

Transit Planning Project Manager

130 Knapp Street

Toledo, Ohio 43604

Email: ksawaya@tarta.com

Phone: (419) 820-3507

Procurement Contact: Zach

Morrison

Procurement Manager

1127 W Central Ave

Toledo, OH 43610

Email: zmorrison@tarta.com

Phone: (734) 770-2770

D. Solicitation Timeline Table 1. Solicitation Timeline

Project Release Date: Friday, December 23, 2024

Virtual Pre-Proposal Conference: Wednesday, January 8, 2025 at 3:00pm

(link)

Question Submission Deadline: Wednesday, January 15, 2025

Question Response Deadline: Friday, January 17, 2025

Submission Deadline: Wednesday, January 29, 2025

Respondents Ranked by Qualifications: Monday, February 10, 2025

Anticipated Negotiation dates Monday, February 10 – Friday February 28, Finance Committee: Thursday, March 13, 2025

Board Approval Thursday, March 20, 2025

Anticipated Notice to Proceed: Friday, March 21, 2025

E. Agency and Partnership Background

TARTA, the Regional Transit Authority and lead agency on this project, is proud to serve northwest Ohio, providing essential public transportation to the Toledo Metro area through fixed routes, paratransit (TARTA Move), and on-demand (TARTA Flex) services. Covering over 300 square miles in Lucas County and Rossford, TARTA operates 32 bus routes, connecting approximately 2 million passengers annually to jobs, education, healthcare, and other vital destinations. Our mission is to ensure accessible transit for all, regardless of age, race, physical ability, or economic background.

https://teams.microsoft.com/l/meetup-join/19%3ameeting_NjAwOTE1NTItYTZhOC00MjcyLWEzMTUtNjAwNDEzMjM4MjU0%40thread.v2/0?context=%7b%22Tid%22%3a%222071c032-a0b1-4c9a-8521-ddcf41b59e8f%22%2c%22Oid%22%3a%2235e6eae1-b827-4324-996f-436d64d68d94%22%7d https://teams.microsoft.com/l/meetup-join/19%3ameeting_NjAwOTE1NTItYTZhOC00MjcyLWEzMTUtNjAwNDEzMjM4MjU0%40thread.v2/0?context=%7b%22Tid%22%3a%222071c032-a0b1-4c9a-8521-ddcf41b59e8f%22%2c%22Oid%22%3a%2235e6eae1-b827-4324-996f-436d64d68d94%22%7d https://teams.microsoft.com/l/meetup-join/19%3ameeting_NjAwOTE1NTItYTZhOC00MjcyLWEzMTUtNjAwNDEzMjM4MjU0%40thread.v2/0?context=%7b%22Tid%22%3a%222071c032-a0b1-4c9a-8521-ddcf41b59e8f%22%2c%22Oid%22%3a%2235e6eae1-b827-4324-996f-436d64d68d94%22%7d

The Ohio Workforce Mobility Partnership (OWMP) was developed as a collaborative initiative to address workforce transportation challenges across Ohio, including areas that are not adequately served by a public transit system yet are expected to have significant job and economic development growth. For example, the program is able to fund transit planning that is aligned with economic growth objectives with a particular focus on connecting workers to job opportunities in underserved and rural areas, The program was initiated by the Ohio

Department of Transportation (ODOT) in response to a statewide need for innovative transit solutions that could support workforce development and reduce employment barriers. OWMP emphasizes collaboration among local governments, transit agencies, private transportation providers, and employers. These partnerships are intended to align resources, such as federal and state transit funding, with employer contributions to create flexible transportation options tailored to workforce needs.

Two other key regional agencies; the Toledo Metropolitan Area Council of Governments

(TMACOG) and the Great Lakes Community Action Partnership (GLCAP) are partnering with

TARTA and Wood County businesses and stakeholders in the implementation of the OWMP program goals in our area. TMACOG is a non-partisan regional planning partnership made up of voluntary governmental members in northwest Ohio and southeast Michigan. Together, TMACOG members work on transportation, water quality, and other economic development endeavors that affect quality of life in the Toledo region. The Great Lakes Community Action

Partnership (GLCAP) actively supports transit to enhance community access to essential services, improve workforce mobility, and foster regional economic growth. GLCAP works to address barriers that limit transportation opportunities for populations in urban and rural areas of ten northwest Ohio counties.

SECTION II. TECHNICAL REQUIREMENTS

A. Scope Requirements

The Wood County Ohio Workforce Mobility Program (OWMP) partnership is looking for

Statements of Qualification (SOQ) from experienced and qualified firms to assist with the Wood

County Workforce Transit Feasibility Study. This initiative will focus on workforcecentric transit planning in Wood County, Ohio, with a 5–10-year planning horizon. Key components include stakeholder collaboration, detailed public transit service analysis and recommendations for any new public transit services, financial development and service deployment strategic plan, and physical and virtual connection site identification, to advance workforce mobility solutions county-wide. Additional details on the project scope can be found in the Appendix.

B. Expected Qualifications It is expected that the selected consultant will demonstrate a variety of experience and expertise in the following subject areas.

Table 2. Expected Qualifications

Transit and

Multimodal Service

Planning

Knowledge of Multimodal Systems in Mixed systems: Expertise in integrating different transit modes, such as buses, vanpool, private transit providers, bike/pedestrian infrastructure, especially focusing on creating seamless connections between rural, suburban, or mixed rural-urban area systems. Familiar with planning the location of multimodal transit facilities and mobility hubs or connection points, including park and ride.

Workforce Mobility

Focus

Employer Engagement: Experience conducting outreach to local employers, understanding their workforce transportation needs (assess workforce commuting patterns, peak hours, and critical locations) and developing employer-driven transit solutions.

Workforce Development Focus: Understanding of how transit supports economic growth and workforce development, including access to education and training. Integrate transit routes with job training sites, workforce development agencies, and community colleges.

Rural Workforce Transit Systems: Knowledge of challenges specific to rural transit, including low-density service planning, cost-effectiveness, and community engagement. A track record of designing transit solutions that support workforce access to employment hubs, especially in rural areas.

Public Finance and

Budgeting Expertise

Transit Funding and Revenue Structures: Familiarity with federal, state, and local transit funding sources, including grants, bond issuances, public-private partnerships, and tax incentives.

Understanding of federal programs (e.g., JARCinspired) to support “reverse commute” transportation solutions for less advantaged workers.

Cost-Sharing Frameworks: Skills in developing frameworks for equitable cost-sharing among stakeholders, especially where overlapping service areas and jurisdictions may require shared infrastructure investments.

Resource Pooling Mechanisms: Skills in structuring shared funding mechanisms, such as joint powers agreements or intergovernmental agreements (IGAs) or partnerships, to consolidate funds from multiple transit agencies, municipalities, and private entities.

Policy Analysis: Understanding of federal, state, and local transit policies that influence funding eligibility, including transit-oriented development, workforce development incentives, and sustainability mandates.

Risk Management: Proficiency in assessing financial risks related to project funding and revenue generation, with a focus on managing risks through phased project implementation, diversified funding sources, and adaptive financing.

Traffic Engineering

Commuter Mapping: Ability to map employee residential locations and overlay them with job sites to identify transit demand corridors.

Route Optimization: Skilled in analyzing transit routes to identify inefficiencies, determine optimal stop locations, and assess connectivity between multimodal transport options.

Accessibility and Coverage Analysis: Proficiency in using GIS tools to evaluate the accessibility of transit routes to key areas, such as employment centers, residential zones, and essential services, which helps to identify gaps in service coverage.

Project Management and Stakeholder Coordination

Project Management in Public Transit Projects: Proven experience managing phased, multi-stakeholder transportation projects with strict timelines and milestone tracking.

Stakeholder Engagement Skills: Capacity to organize and facilitate regular stakeholder meetings, gather input from diverse agencies, and communicate progress effectively.

Interagency Collaboration: Experience in working with finance, transit, and economic development departments, fostering interagency cooperation for pooled funding and policy alignment.

C. Expected Workmanship The selected firm is expected to deliver high-quality workmanship, consistently meeting performance standards and project timelines while minimizing errors, rework, and delays.

Continuous improvement processes are expected to achieve superior results. The selected firm shall adhere to industry best practices and demonstrate a commitment to quality assurance throughout the project, ensuring all deliverables meet or exceed applicable standards, specifications, and regulatory requirements.

Insurance and Indemnification: The consultant shall carry professional liability insurance with a minimum coverage limit of $1,000,000 for each occurrence and $2,000,000 in aggregate. This policy must cover all professional activities related to the Transit Feasibility Study and provide protection for the agency against claims resulting from any negligent acts, errors, or omissions.

The consultant shall also indemnify and hold the agency harmless from any claims arising out of or resulting from the consultant’s services under this agreement. Proof of insurance must be submitted within ten days of notice of award and maintained throughout the contract period.

D. Statement of Qualifications (SOQ) Submission Guidelines

Please include:

1. Cover Letter: Introduction to the firm and its interest in the project.

2. Project Vision: Brief description of the proposed methodology for implementing the

Wood County Workforce Mobility Feasibility Study including drafted timelines and milestone tracking. Preferred Project Vision length is less than 10 pages.

3. Relevant Projects: Provide 3 (three) examples of prior similar projects with outcomes.

Provide 3 (three) associated client references with contact information.

4. Expected Qualifications: Summary of the firm’s background, current availability and relevant qualifications as found summarized in (B.) Expected Qualifications. Details on the project team, including resumes and roles of key personnel.

5. Quality Assurance: Provide a brief quality management plan outlining methods for ensuring excellence given current workload and personnel availability.

Please do not include:

Any reference to contract cost or monetary bids for service. This is a qualificationbased solicitation.

E. Evaluation Criteria

The Wood County OWMP partnership will evaluate only those submissions which are received by TARTA on or before 4:00 p.m. EST Friday December 20, 2024. Each submission will be examined to determine compliance with the format requirements specified in the Submission

Guidelines. Any proposal that does not meet the guidelines may be eliminated from competition. The partnership may reject any proposal if it is conditional, incomplete, or containing irregularities.

The written proposals submitted will be evaluated according to the following criteria and their respective weighted importance. The evaluation criteria is described below.

1. Cover Letter and Project Vision Statement

Project vision statement and cover letter demonstrating clear, concise understanding of study goals and deliverables.

a) Understanding and summarizes critical issues, challenges, milestone tasks, and appropriate resourcing

b) Demonstrated understanding of project approach and potential constraints.

c) Describes a credible vision for project success including how the consultant intends to work with the internal working Group, Steering Committee, and the broader

Stakeholder community throughout the study

2. Demonstrated Qualifications from Relevant Projects

Respondents demonstrated experience and expertise of individuals within the responding firm and sub-consultants with projects similar in size, scope, and complexity of the study denoted in this RFQ.

a) Provide up to three (3) similar study projects completed by your firm with references contact information

b) Relevant implementation and success with similar projects.

c) Past performance with clients pursuing projects of similar size and complexity

(Client references names and contact information included)

d) Experience working in communities of approximate size and complexity of Wood

County, Ohio and/or public agencies of comparable size to the project partners.

3. Workforce Mobility Expected Qualifications

Demonstrated firm experience and familiarity with applicable approaches, negotiations, regulations and statues on Workforce Mobility transit feasibility and planning studies as reflected in Section II, B. Expected Qualifications.

a) Demonstrated experience with workforce-related public transit projects which include corporate businesses, multi-jurisdictions, economic development, and civic institutions.

b) The ability to provide the necessary technical knowledge, skills, and experience spanning planning, financial and outreach including qualifications of assigned personnel.

c) Assigned personnel years in business, resumes listing licenses and certifications, client references, especially in government and/or non-profit organizations that demonstrate the respondent’s qualifications to perform the services requested by this RFQ.

4. Timely Project Management and Effective Collaboration

Demonstrated experience and expertise in developing and managing a prompt schedule and completing projects in a timely manner. Demonstrated abilities to work with a similar partnership and stakeholders effectively, cooperatively, and efficiently.

Quality Assurance plan included for contingencies.

a) Consultants’ availability (provide a listing of current projects and their timelines) and any sub-contractor qualifications (if applicable) and references.

b) Ability of firm to substitute or add people with experience to project, if necessary.

c) Detailed past successful outreach experience from similar projects where multiple stakeholders (public and private transit agencies, businesses, jurisdictions, universities, and public) are involved.

d) Past Project timeliness and budget management on similar projects

F. Scoring Matrix Table 3. Evaluation Criteria and Relative Weights

Criteria Relative

Weight

Cover Letter and Project Vision Statement 25%

Demonstrated Qualifications from Relevant Projects 25%

Workforce Mobility Oriented Expected Qualifications 20%

Timely Project Management and Effective Collaboration 30%

Total 100%

G. Selection Process

The contract will be awarded based on the following process in accordance with the Brooks Act and TARTA Procurement Policy. The Brooks Act Qualifications-based procurement is required when a Feasibility Study that leads to engineering and construction is conducted. The emphasis is on qualifications above cost. An evaluation committee, made up of members from the Project

Partnership and TARTA staff, will review and privately score all proposals that meet the submission criteria. The respondents will then be ranked based on their scored qualifications.

The highest ranked respondent will be invited for an oral interview (virtual or in-person) with the evaluation committee. TARTA’s representatives will enter negotiations with the firm on a fair and reasonable contract scope and rate. This may involve refining the project scope to align with both parties’ expectations. If a mutually acceptable agreement is reached, the committee brings the terms to the Board. If an agreement cannot be reached, TARTA may terminate negotiations and proceed with the next-highest ranked firm. The final selection and proposed contract terms are presented to the TARTA Board of Directors for review and formal approval. If the TARTA Board is not satisfied, the negotiations may reconvene with the selected form or continue with the next-highest ranked firm.

TARTA may require confirmation of information furnished by a respondent and require additional evidence of qualifications to perform the Services described in this RFQ. TARTA reserves the right to:

1. Reject any or all of the proposals, at its discretion;

2. Remedy errors in the RFQ;

3. Cancel the entire RFQ;

4. Issue subsequent RFQ;

5. Appoint evaluation committees to review submissions;

6. Seek the assistance of outside technical experts to review submissions;

7. Approve or disapprove the use of particular subcontractors and suppliers;

8. Establish a short list of respondents eligible for discussions after review of written submissions;

9. Solicit best and final offers (BAFO) from the highest ranked respondent;

10. Negotiate with any, all or none of the respondents;

11. Award a contract to one or more respondent;

12. Accept a contract with the respondent it believes is in the best interest of the organization;

13. Disqualify the proposal(s) upon evidence of collusion with intent to defraud or other illegal practices on the part of the proposer(s);

14. Waive any informalities or irregularities in any proposal, to the extent permitted by law; and

15. Award a Contract without interviews, discussions or negotiations.

APPENDIX – STUDY SCOPE

A. Project Background Wood County, Ohio, is a mix of rural and suburban settings with a diverse economic base and a strong sense of community. Located in the northwestern part of the state, the county is home to Bowling Green, which serves as the county seat and is a key cultural and educational hub, largely due to Bowling Green State University (BGSU). The county's location near the Toledo

Metropolitan Area provides residents with access to urban amenities while maintaining a quieter, suburban or rural lifestyle. The county’s road transportation network, including major east-west and north-south interstates and proximity to Lake Erie, makes it accessible for residents and especially attractive to businesses. Wood County combines its agricultural roots with a growing industrial presence and a strong educational sector, providing its overall economic and social vitality. The recent Toledo Region CEDS report shows Wood County as the sole positive population percentage change in the regional area with a % population change of

3.53% between 2011 and 2021.

Currently, Wood County, an area of about 620 square miles has around 45 square miles of its land area served by some form of local public transit. City resident’s do have access to three separate on-demand micro transit systems in three of the county’s largest cities; Bowling Green, Perrysburg and Rossford, though their ranges are limited. Rossford’s area of 5.4 square miles is part of the TARTA Flex (pre-scheduled and on-demand micro transit) system. Adjacent to

Rossford on the west, the City of Perrysburg’s Ride Right (advancedrequest micro transit) serves an area of 11.5 square miles within city limits. Bowling Green’s BG Transit demand-response micro transit service area extends one mile beyond city limits, covering an area of approximately 28 square miles, providing mobility in the center of the county. There are two installments of fixed line service county-wide. In the city of Rossford along the north boundary of Wood County with the south boundary of the City of Toledo, a TARTA fixed line route (Route

10) extends approximately 8 miles south to an Amazon Fulfillment Center and a shopping district found along the Rossford, Perrysburg city boundary. Rossford, OH is the only municipality in Wood County that is a member jurisdiction in TARTA, the Toledo RTA. Rossford is also the only member jurisdiction in TARTA that is not in Lucas County. The other fixed route service in the county is provided by the BGSU Shuttle service and provides an essential, though limited network of fixed line service for student and workforce mobility on and near campus in

Bowling Green. The county struggles to attract private for-profit taxi services, although there are a few. Black and White Cab provides the fullest spatial and temporal range. Ziggy Zooms is a new student owned taxi service providing service late on weekend evenings around the BGSU campus. Uber, Lyft and other on-demand services are often so patchy as to be prohibitively expensive.

Although suitable for short, local trips within municipalities, the current state of transit is inadequate for the workforce and the growing industrial sector in Wood County. Many of the underserved job sites have been developed as suburban style business parks and campuses in

Perrysburg Township, an area outside both the TARTA Rossford service area and the Perrysburg city boundaries. This area was originally covered by the Regional Transit Authority between

1972 and 2012, when many of these facilities were built. In 2012 a rider on a House Bill set aside the unanimous consent ordinarily required to change transit authority membership and permitted the City of Perrysburg and Perrysburg Township to submit to its own voters a ballot question to withdraw from TARTA. The law took effect June of 2011 and both areas left the RTA in November of 2012, leaving the Perrysburg Township 795 Business Corridor a workforce mobility desert.

The state of Ohio’s OWMP program, educational institutions (Owens Community College and

Penta Career Center) and many employers throughout the Wood County area are the driving force in pursuing this Feasibility Study. Employers in Perrysburg Township have faced difficulty in filling jobs due to transit gaps. By connecting workers to job sites via public transit, particularly in areas with significant job growth potential, the program aims to boost Wood Counties employment rates and support its local economy. As Figure 1. shows, the geographic areas around the 795 Corridor host many of the region’s jobs.

Figure 1. Employment Density in Wood County, 2021.

For many years organizations like TMACOG and GLCAP have been urging policy makers to explore ways to add service in Perrysburg Township and Northwood, connect Bowling Green to the Toledo Metro area and coordinate with adjacent rural county transit systems (like Seneca county’s NCAT and Hancock County’s HATS). ODOT’s OWMP emphasizes collaboration among local governments, transit agencies, private transportation providers, and employers. These partnerships are intended to align resources, such as federal and state transit funding, with employer contributions to create flexible transportation options tailored to workforce needs.

ODOT and other state agencies provide funding opportunities and technical assistance to support participating regions in developing transit solutions. This often takes the form of grants, subsidies, and programmatic guidance on service planning, vehicle acquisition, and operational management.

1. Project Objectives

This Transit Feasibility Study should provide a thorough assessment and strategic recommendations for public transportation services to meet current and future workforce mobility demands in Wood County for a 5-10 year planning horizon, with an emphasis on

Perrysburg Township. The study should include adherence to the following objectives:

a) Build on Existing Insights: This study leverages data from TARTA’s Comprehensive

Operational Analysis (COA) TARTA Next suggesting an enhanced connection point in

Wood County (page 52-53). The 2022-2026 Wood County Coordinated Public and

Human Services Transportation Plan that provides recent county-wide data like

Major Trip generators and insights gathered from Wood County Stakeholder groups.

Digital resources that TMACOG has recently developed like the Justice 40 web-based mapping tool kit designed to help planners, stakeholders, and decision-makers assess and prioritize investments that aim to direct 40% of certain federal benefits to disadvantaged communities. Finally, big data resources like the ODOT subscription to the StreetLIght Insight program can be accessed by firms partnering with Ohio agencies. Other recent studies that should be referenced include Wood County

Economic Development plans, City and Township Economic Development plans, and the Toledo Regional Comprehensive Economic Development Strategy (CEDS).

b) Strengthen Workforce Mobility: By assessing the transit needs of major employment corridors like those found along 795 and I-75, the study will identify and prioritize routes and services that directly serve these areas, improving accessibility for both current and future employees in Wood County. Employeeled vanpools, in-house transit services, and other micro transit model solutions should also be explored as short and long-term solutions.

c) Attract Employers: A well-designed transit network is attractive to companies who rely on accessible public transportation. This feasibility study would present findings on optimal transit services and mobility solutions that can enhance Wood and Lucas counties' appeal as employer-friendly regions.

d) Establish Multimodal Connection Point(s): The study includes location analysis for establishing built and virtual multimodal Connection Points in Wood County, ensuring they are conveniently located and accessible, which is vital for commuters who require seamless transit options.

e) Support Job Growth: Given Wood County’s upward job trend in manufacturing and logistics, as noted in the 2021 Ohio Economic Profile, the study would assess the long-term transit requirements of an estimated 1,000-1,500 new jobs. This helps ensure that new transit-dependent workers have reliable transportation options, particularly as many job seekers may lack personal vehicles.

2. Scope of Work

The study is to identify and assess whether various workforce transit solutions are achievable, financially sustainable, and likely to meet the identified OWMP objectives in Wood County.

Through the study process, it is expected that participants will explore various transit solutions, technology tools and financial models to help strengthen the workforce rider experience. These include, but are not limited to resource pooling, cost sharing with private businesses, consolidating funds from multiple transit agencies, common fare cards and shared routing technology.

This study seeks to assess the feasibility of coordinating existing transit service areas through the identification of built and virtual multi-modal connection points county-wide. Data-driven findings are sought to determine if connection point transit planning should advance to a design and implementation phase. As deemed feasible, this study may recommend routes, costs, scheduling considerations, and future funding sources for county-wide transit services and mobility hub(s)/connection point(s). As a study enhancement, workforce transit planning elements are suggested amongst the various phases of the Feasibility Study. It is expected that the study will conclude with recommendations on how to proceed by addressing workforce mobility needs in Wood County in the short (5 year), and longer term (10 year) timeframes.

3. Geographic Scope

The geographic scope is limited to Wood County and connecting with adjacent county’s transit systems. The focus of this study is Perrysburg Township and the areas surrounding the 795 corridor. The I-75 corridor and its nearby businesses are also of key importance.

4. Project Organization

TARTA will partner with the consultant to convene technical and stakeholder groups to oversee and participate in the study. The following guidelines should be utilized while the consultant interacts with these groups:

a) Project Management: The TARTA Transit Planning Project Manager Kali Sawaya is the primary point of contact for all contract and project management. Marissa

Bechtold is the contact at TMACOG and Jim Oliver is the primary contact at

GLCAP. The TARTA Chief Executive Officer Laura Koprowski and the Chief

Communications & External Affairs Officer Sam Melden will provide leadership and oversight to the Project Manager. TARTA, TMACOG and GLCAP will dedicate subject matter experts as needed from staff to an internal working group maintaining project facilitation. The consultant will provide a lead project manager to manage external coordination. The consultant will have a direct interface with Kali Sawaya and lead and coordinate participants in meetings at a negotiated pace throughout the project duration.

b) Steering Committee: TARTA and the consultant shall establish a Steering Committee who will receive and consider technical information and public feedback on the study alternatives, as well as make advisory recommendations. Kali Sawaya will oversee this group. The consultant will work with the TARTA Project Manager and internal working group in preparing for and undertaking meetings of the Steering Committee including meeting agendas and minutes, presentation materials and technical memoranda through the duration of the study. Composition of the group is determined by the Project Manager, Consultant, Project Partners and Sam Melden.

c) Stakeholders: Engagement objectives and pace to be determined by selected consultant in cooperation with TARTA project management and phased study areas.

See Proposed Study Overview below for further suggestions.

B. Study Overview

The following Study Overview found in Appendix Tables 1 and 2 is provided to guide this

Feasibility study's efforts to fulfill its stated and desired outcome and purpose. A Feasibility study typically serves as a steppingstone for introducing transit and mobility services (, while a master plan is a broader, strategic document guiding a transit network's evolution over time.

For several of the study phases, Workforce Transit Master Plan elements are being suggested as allowed by funds. These elements will be pursued in counsel with project partners and Wood

County stakeholders. It is expected that the OWMP partnership will negotiate phases and deliverables with the respondent subject to stakeholder alignment. Not all phases or deliverables may be accomplished. The project’s expected timeline has work commencing in

March 2025 through February 2026.

The following outlines are provided as general guidance for the respondent in preparing the proposal and timeline and is not intended to limit the respondent's professional expertise and creativity in designing a work program, transit solutions, milestones, and intermediate deliverables in achieving the desired outcomes of this analysis.

The first three phases of the feasibility study in Appendix Table 1. divides Wood County into three workforce mobility study areas based on geographic area and workforce density for pilot studies.

Appendix Table 1. Workforce Mobility Pilot Studies Overview Phases I through III

Workforce Mobility

Pilot Studies (steps performed for each

Phase 1-3 study areas)

Phase I:

795 Corridor

(suburban, moderate workforce density)

Phase II:

I-75 Corridor

(interstate-oriented development, low workforce density)

Phase III:

Outer Wood County areas (optional)

(rural, very low workforce density)

1. Identify geographic area

Area north of US 23 and SR 163 to the north Wood County Line

Area south of US 23 and within 2.5 mile radius of I-75 to the south Wood County line

Outlying areas of

Wood County, not included in Phase I or

II, from to the east and west Wood

County lines

2. Gather workforcerelated and Community

Stakeholders by study area

Companies:

Owens Community

College, Penta, First Solar, Whirlpool, Chrysler

Toledo Machining, Fed Ex, Norplas, Tri-

State, Rudolph

Libbe and others

Communities:

Northwood, Rossford, Perrysburg

Township, Wallbridge, Millbury

Companies:

UPS, CSX

Transportation, NuProduce

(Abbott), Data

Center, Lubrizol, Principal Business Enterprises, KBS, and others

Perrysburg, Dunbridge, Bowling

Green, Cygnet, North Baltimore

Companies: Home Depot Distribution, Otterbein Senior Life, small businesses around Luckey, Fostoria, Hoytville, Grand Rapids and other municipalities

Luckey, Pemberville, Fostoria, Grand

Rapids, Haskins, West Millgrove, Tontogany, Hoytsville

3. Data Collection and

Needs Assessment

Origin/Destination workforce and community surveys, Shift hours, workforce need determined, utilize demographic data from TMACOG Justice 40 Census Tract data, Land Use and Demographics and other data as needed.

4. Assessment of

Transit Service

Options specific to the study area

Vanpools

• Corporate partnerships

• TARTA covers 50% of Enterprise Commute program cost

(must originate in Lucas County/Rossford)

Fixed route bus expansion and/or create new express bus service

Micro transit expansion (contracted funding agreements)

• Perrysburg Transit

• TARTA Flex

• Bowling Green Transit

• 3rd Party Micro transit Provider (Via, RideCo)

Potential future county-wide transit solution (see Phase V)

5. Identify potential location(s) for Mobility

Hubs/Connection

Points, built or virtual to connect local transit systems and to service as an amenity to riders

TARTA,

Perrysburg Transit, Private for Profit, Non-Emergency

Medical Transport

(NEMT)

TARTA,

Perrysburg Transit, BGSU Transit, Bowling Green

Transit, Ziggy

Zooms, Hancock

Area Transit Service

(HATS), other

Private for Profit, NEMT

NCAT (eastern counties), HATS (southern county), Western counties (CAC, HCTN), Private for Profit, NEMT

6. Service

Frequency

Customized per study area based on Needs Assessment

7. Financial Analysis Each relevant workforce solution presented with cost comparisons and projections for businesses, municipalities, transit agencies, counties, taxpayers. Provide a 5-10 Year Capital and Operating Plan for each service option identified that includes financial projections.

8. Implementation and Workforce Pilot Study

Selection

Customized workforce mobility decisions made for each phase’s study area by associated workforce and community stakeholders

– selection of a locally preferred alternative for workforce mobility.

Short and Long-term plans and KPI’s determined for Service option pilot studies.

A desired outcome of the pilot studies enabled in Phases I, II and III would be the creation of

Wood County workforce communities who might combine in support of a particular transit solution. Then work together to implement that solution on a pilot basis. As the solutions are tested by workforce success indicators, the communities are empowered with the understanding of whether the pilot transit solutions are meeting their goals. A successful consultant might address how to facilitate and encourage productive interactions.

Appendix Table 2. County-wide Planning Overview Phases IV, V, VI

Phase IV: Connection Point

Site Selections

Phase V: Wood County-Wide

Transit Solution Designs

Phase VI: Financial Planning

Outcome #1: TARTA

Wood County

Connection Point

Feasibility Study Location identified and routed.

Outcome #2: Virtual and

(potential) physical

Connection Point Locations identified county-wide and in conjunction with existing transit systems withing the county and surrounding counties public micro transit systems (TARTA, NCAT, HATS, CAC, HCTN)

Wood County Stakeholders and decision makers to examine and envision countywide public transit solutions including:

Micro transit with Semi-Fixed Routes (node to node or Check point deviation services), Common fare cards, Common routing technologies. A larger service area potentially facilitated by expansion of HATS, NCAT, BG Transit, Perrysburg

Transit, TARTA service, or consider TARTAs third party partners Via for common technology platform and Masabi for payment. Enlist another 3rd party micro transit service provider or a combination of options.

Develop frameworks for equitable cost-sharing among stakeholders. Strive for efficient and sustainable use of FTA Funding designations, Resource Pooling between municipalities, businesses, partnerships and NET Medicaid private providers.

Utilize the “Justice 40 tool” to determine eligibility for various funding based on indicators like income level, environmental burden, and access to clean resources.

Support for sustainable transportation and workforce training.

Using results from short-term pilots to inform scalable, long-term transit investments, the Final report should be both a strategic document for decision-makers and a practical roadmap for implementing transit solutions that align with Wood County’s workforce needs.

C. Proposed Deliverables

It is expected that the selected consultant will deliver the following deliverables in the process of performing a Wood County Mobility Transit Feasibility Study.

Task 1. Stakeholder and Public Engagement in Phase I, II, III, IV, and V

1.1 Stakeholder Meeting Scheduling

1.1.1 Conduct Study Kickoff Meeting with Phase I, II, III and V Breakouts (Mar 2025)

1.1.2 Organize and conduct Phase Progress Meetings and Updates

1.1.3 Organize and conduct Specialized Meetings as designed, such as:

o 1.1.3.1 Workshops o 1.1.3.2 Business and Community Site visits o 1.1.3.3 Focus Groups based on Study areas o 1.1.3.4 Focus group for university, community college, career center o

1.1.3.5 Planning Review Meetings

• 1.1.4 Organize Final Meeting (Feb/Mar 2026)

1.2 Stakeholder and Public Engagement Activities

• 1.2.1 Identify and engage key stakeholders, including:

o Business officials. o Wood County, city, and community officials.

o University and community college representatives. o

Transit agencies and private providers. o Community groups.

o Wood County Residents.

• 1.2.2 Conduct stakeholder mission and visioning exercises at each Phase.

• 1.2.2 Provide Study-wide monthly stakeholder information portal and/or newsletter updates throughout the study duration.

1.3 Presentation of Findings and Recommendations

• 1.3.1 Present and share graphics for initial proposed services and location of possible mobility hub(s)/connection point(s).

• 1.3.2 Create Report(s) for detailed designs, financial strategies, and operations for various phases.

• 1.3.3 Stakeholder and Public Engagement Summary

• 1.3.4 Present Final Wood County Mobility Transit Feasibility Study Report.

Task 2. Wood County Workforce Mobility Needs Assessment Reports in Phase I, II, III and V

2.1 GIS and Data Analysis

• 2.1.1 Analyze existing service routes, coverage areas, stops, and schedules.

• 2.1.2 Create Origin/Destination maps for Workforce and Educational institution by Study

Area

• 2.1.2 Potentially include data from private demand-response services

2.1.3 Evaluate connections with surrounding counties systems and regional transit providers like state funded GoBus and Froggy Transportation.

2.2 Needs Assessment

• 2.2.1 Assess current service gaps and overlaps.

• 2.2.2 Analyze how current transit meets workforce needs in Wood, Lucas, and Hancock counties.

• 2.2.3 Align findings with projected job growth along the 795 and I-75 corridors.

2.3 Preliminary Recommendations

• 2.3.1 Identify built and virtual connection points and shared service zones.

• 2.3.2 Propose Wood County Mobility Transit Plan elements, including mission and vision, feasibility, financial planning and 5- and 10-year objectives.

• 2.3.3 Ensure service recommendations address Wood County’s ability to connect regionally to Lucas County and Toledo.

Task 3. Transit Planning and Service Design in Phase I, II, III, IV, V

3.1 Service Expansion and Optimization

• 3.1.1 Design new or expanded bus routes to connect workforce hubs with residential areas.

• 3.1.2 Explore the feasibility of on-demand services (e.g., microtransit, ridesharing) for flexible workforce mobility.

• 3.1.3 Evaluate the integration of vanpools, carpooling, and other cost-effective transportation options.

3.2 Multimodal Transportation Solutions

• 3.2.1 Assess multimodal transit connections (bus, rail, bike-share, etc.) to improve workforce access.

• 3.2.2 Design integration points for seamless travel across modes (e.g., transit hubs, carpool lots).

3.3 Accessibility and Inclusivity

• 3.3.1 Ensure all transportation services are accessible to workers with disabilities (ADA compliance).

• 3.3.2 Incorporate universal design principles into new transit stations and routes.

3.3.3 Design services to address the specific needs of transit-dependent populations, including elderly, low-income, and non-English speaking communities in the workforce.

Task 4. Multi-Entity Operational Coordination Strategy Reports in Phase I, II, III, V

4.1 Scheduling and Fare Coordination

• 4.1.1 Explore options for schedule alignment across companies, as well as transit providers.

• 4.1.2 Investigate a unified fare system or pass.

4.2 Demand-Response Integration

• 4.2.1 Coordinate with public and private providers to integrate door-to-door and microtransit services.

• 4.2.2 Develop complementary services (Vanpool and Micro transit backup) for flexible workforce mobility.

4.3 Multimodal Connection Point Integration

• 4.3.1 Recommend connection point locations compatible with public and private providers.

• 4.3.2 Address accessibility requirements for all vehicle types.

• 4.3.3 Investigate Express Service from TARTA to Wood County from TARTA’s Downtown

Toledo Transit Hub

• 4.3.4 Explore workforce scheduling connectivity from micro transit providers in adjacent east, south and western counties.

4.4 Centralized Scheduling and Real-Time Information in Phase V

• 4.4.1 Evaluate centralized scheduling system feasibility.

• 4.4.2 Investigate integration with adjacent micro transit systems.

Task 5. Financial and Policy Analysis Report in Phase I, II, III and VI

5.1 Resource Pooling and Funding Strategies

• 5.1.1 Investigate shared funding and grant opportunities.

5.1.2 Propose collaborative resource-sharing frameworks.

5.2 Policy Alignment

• 5.2.1 Work with stakeholders to align service standards and policies.

• 5.2.2 Recommend shared technology platforms.

5.3 Cost-Benefit Analysis

• 5.3.1 Conduct analysis of multimodal service expansions.

• 5.3.2 Develop an initial implementation budget.

5.4 Phased Rollout Strategy

• 5.4.1 Propose a step-by-step implementation plan

Task 6. Multimodal Connection Point in Phase IV

6.1 Location Selection and Concept Design

• 6.1.1 Finalize TARTA Connection Point location.

• 6.1.2 Propose additional Wood County connection virtual and physical points.

• 6.1.3 Compile report on Multimodal connection points county-wide.

Final Comprehensive Transit Feasibility Study Report

7.1 Comprehensive Report

• 7.1.1 Compile findings from all tasks and phases.

• 7.1.2 Include service and operational recommendations.

7.2 Implementation Roadmap

• 7.2.1 Develop a roadmap for phased rollout of multimodal solutions.

7.3 Final Stakeholder Workshop

• 7.3.1 Present the final report to stakeholders.

• 7.3.2 Align on next steps (5 years) and long-term (10 year) objectives.

D. Conclusion

This study provides a chance to create a sustainable, integrated public transportation system that will serve as a model for connecting communities, supporting local industries, and building a resilient workforce for years to come. The Wood County OWMP program presents an opportunity for change making. It contains the necessary ingredients to address critical workforce mobility challenges while driving regional economic growth and improving community access to jobs and services. The county stands at a pivotal moment to rethink and revitalize its transit infrastructure. By aligning transit solutions with the needs of workers, employers, and underserved populations, Wood County can not only close transportation gaps but also foster equitable economic opportunities and attract new businesses.