To develop a new secondary Transit Center and Maintenance Facility from an old car dealership that will help to extended service and efficiency for future growth of all services. We will begin with a soft opening in September, 2025 and develop an Ephrata Transit Master Plan in 2026.

This project aims to develop an in-house infotainment system for our transit fleet, utilizing a combination of custom-built hardware and software. By reducing reliance on external vendors and leveraging open-source platforms, we will create a more flexible, cost-effective, and reliable solution that enhances real-time rider communication.

Recent changes with accounts receivable services have led to greater complexity for A/R procedures. Intercity Transit does not currently have an accounts receivable policy. It has become evident that a developed policy would increase efficiency and clarity for how we perform accounts receivable responsibilities. It will be important to meet with stakeholders in Human Resources for employee-related receivables as well as Vanpool team for discussion and input on key decision points impacting our customers. The end result will be clear guidelines that promote efficiency, stewardship and justice in our accounts receivable billing and collection processes.

The goal of this project is to streamline and modernize the incident and accident report-writing process at Spokane Transit Authority (STA). Currently, supervisors complete reports manually in writing in Dispatch or using fillable PDFs that must be printed and physically submitted. The long term goal is to enhance STA’s existing dispatch software to allow supervisors to create, submit, and store reports directly within the system.

The employee commendation program would be a fun way for me to attempt to lower the amount of negative guest comments we recieve and increase the number of commendations. My hope is to create a fun and competitive enviroment that promotes our employees to go above and beyond with our guests. This project isn't just limited to the drivers but would include any and all employees that directly or indirectly interact with the public.

Project will produce a capital/small and attractive assets policy, an asset lifecycle with well-defined roles and procedures, reconcile and migrate legacy asset data from spreadsheets into an accounting module, and move capital asset additions and deletions from paper based to electronic. This will result in organizational efficiency streamlining workflows and ensuring key steps aren’t missed, establish clear, concise data and process which will be important during the upcoming new facility build, and empower Mountain Line to depreciate assets internally in future fiscal years.

This project aims to enhance the efficiency, reliability, and rider experience of Clallam Transit’s paratransit service. Through cross-department collaboration, targeted process improvements, and user-informed innovation, the goal is to strengthen equitable access while easing operational challenges for staff. Through multiple initiatives, this project supports a stronger, more responsive mobility system for Clallam County.

I propose transforming the Social Pinpoint site into a trusted, year-round digital hub for two-way community engagement. By coordinating efforts across our planning, marketing, and customer experience teams, the site would offer a central space for the public to give feedback on service changes, share rider stories, and stay informed about how their input influences decisions. This approach would move us beyond isolated comment periods toward a more continuous, transparent, and inclusive engagement model.

I am looking to develop a Safety Scorecard to help measure and strengthen the safety culture for each workgroup or location. The scorecard will track metrics such as site inspections, safety committee participation, hazard reporting, and leadership engagement. I hope that this project will make safety culture visible, measurable and actionable.

Work with local organizations to get in connection with local small and diverse businesses to incorporate them into C-TRAN's procurement network. Creating bi-lingual instructions for how to do business with C-TRAN as well as getting setup to do business with WA State government agencies. Share materials to the members of associations such as the Greater Chamber of Vancouver, Hispanic Metropolitan Chamber, and LatinoBuilt Foundation geared towards outreach, education, and assistance in working with government agencies.

This project involves the addition and implementation of a modernized platform that will enhance customer experience and the agency's ability to communicate, assist, and track community needs. Moreover, this will be another tool for us to improve our service quality and engage a wider customer base.

No presentation in Breakout room 4. 

The goal of this project is to develop a strong public outreach marketing campaign sharing why our passengers ride the bus and the many benefits of Public Transit in our community.

No presentation in breakout room 2 at this time.

Making Paratransit Comparable would bring Dial-A-Lift into a modern and innovative world where disabled riders truly have the same freedoms as fixed route riders. Not just with flexible scheduling, but also the peace of mind fixed route riders take from regular, well trained drivers instead of contracted microtransit options. The use of our technology to provide the same near on-demand trip ability fixed route riders have combined with the training and expertise of our operators provides a unique benefit to our disabled community and can be an example for other transit agencies across the nation.

The proposed project will design and implement an interactive digital version of our service guide using digital publishing tools that integrate multimedia, interactivity, and accessibility features. The digital guide will complement existing printed materials, ensuring inclusivity for individuals who prefer or require non-digital formats.

The goal is to modernize our visual identity and messaging to better reflect who we are today and to increase awareness and ridership. By creating a more engaging and recognizable brand, we aim to connect with both current and potential riders in a fresh, meaningful way.

The Peer Insights NTD Comparison Dashboard will compare Pierce Transit to similar agencies using key metrics from the National Transit Database, offering valuable context on performance, efficiency, safety, and service characteristics. By making complex data visual, accessible, and relevant, the dashboard will enhance transparency, support informed decision-making, and foster public trust—especially as the agency considers future funding initiatives.

Kitsap Transit ACCESS utilizes TripSpark software to schedule our Paratransit trips. We have recently started th process of negotiating trips over the phone with our passengers. This new process has proven to be difficult for everyone due to multiple issues, such as lack of adequate training and overall program issues. My goal is to create a program that works with both the customer service team and the scheduling team to create better training processes and to encourage one another. The goal is to not only provide more training but to build better working relationships and possibly learn some new skills through mentoring one another. We all have the same common goal, to provide safe and reliable transportation to our passengers. Working together, we can find better solutions to the issues we have been facing to overcome them and do what we do best!

The aim of this project is to engage members of the public/ adjacent property owners to bus stop locations in order to assist with bus stop observation, ability to add amenities at a stop near them, and bring art or greenscaping to the bus stops. We have locations where "little free libraries", trash receptacles, etc., have been placed by property owners and are being cared for on their own at this time. If we can attach recognition to their efforts, I feel our system as a whole will be easier to keep clean and welcoming for passengers and the community.

An Effective evaluation of a bus operator ensures safety, service quality, regulatory compliance, and helps in making informed management decisions while fostering professional growth

With the lack of any systems or campaigns in place, we are in a unique position to build something fresh, and community driven from the ground up. The plan will lay out how we will define our identity as an agency, engage with local voices, and start to position Valley Transit not as just a service—but as a resource that supports, economic growth, and quality of life.

The Emerging Supervisor Program would be a structured development program designed to prepare internal candidates, typically coach operators, for future leadership roles in field supervision. Participants receive hands-on training, mentorship, and classroom instruction covering policies, service management, labor relations, and safety protocols. The goal is to build a pipeline of well-prepared, knowledgeable supervisors who understand both operations and organizational expectations.

Transit agencies all use the same guidelines for scheduling staff. Could using the scheduling format from other industries help us to become a more attractive place to work? What are the positives and negatives related to our industry? I am specifically looking at 3-3 and 4-4 schedules (3 on/3 off)