1_Discipline 6_ Firm Experience.pdf

Firms’ Experience Providing Services in Discipline 6 Prime: Jacobs Engineering Group Inc. (Jacobs) Jacobs Engineering Group Inc. (Jacobs), Arizona Board of Technical Registration #11111, is a multidisciplinary firm with deep roots in Arizona, serving the region since 1968 with a locally grounded team backed by national and global subject matter experts. Our longstanding partnership with the Arizona Department of Transportation (ADOT), Metropolitan Planning Organizations (MPOs), Councils of Governments (COGs), and other planning entities reflects our commitment to delivering high-quality services in planning, program management, engineering, and technical advisory roles. In alignment with the Multimodal Planning Division’s mission to provide the highest quality transit research, plans, and programs to the public, our firm brings extensive experience supporting Federal Transit Administration (FTA) recipients and subrecipients across Arizona’s rural and small urban communities.

We have successfully delivered transit planning and programmatic consulting services under FTA Sections 5310, 5311, and 5305, including Coordinated Mobility Programs and statewide transit planning initiatives both in Arizona and across the country. Our portfolio spans traditional and emerging transit solutions for urban, regional, and rural communities, including:

Fixed route and shuttle bus services On-demand transit service planning Micro-transit and Autonomous vehicle integration Circulator shuttle, Local and intercity bus systems Intercity rail planning (LRT) Bicycle and pedestrian facilities planning ADA services and special needs transportation for private and charitable services

We understand the procurement requirements and compliance standards necessary to support Federally Recognized Tribal Agencies, MPOs, COGs, non-profits, local governments, and transit authorities. We are proud to contribute to the Department’s vision by advancing inclusive, multimodal transportation solutions that enhance mobility and access for all Arizonans.

Delivering Holistic, Compliant, and Impactful Transit Solutions Across Arizona

Successful transit investment requires a clear understanding of where transit fits into each community’s multimodal landscape.

It is critical to understand current and future growth patterns to successfully address growth and mobility needs. Jacobs’ portfolio of local and national planning studies and related activities spans over 100 transportation and transit planning studies throughout the country. Our successful delivery hinges on our holistic approach evaluates current and future demand, identifies system gaps, and aligns investments with budgetary realities. This approach enables us to develop precise, realistic and defensible recommendations for transit program modifications and investments within budgetary constraints, to produce the greatest impact for the communities they serve.

In support of the Department’s transit objectives, we provide comprehensive services including grant writing and close-out, program development and branding, operational process support, and technical training for eligible entities. We assist with FTA and state compliance, conduct site visits and civil rights audits, and support drug and alcohol policy reviews. Our expertise also includes asset management, capital replacement planning, and the development of safety and Transit Asset Management Plans—ensuring every recommendation is both visionary and implementable.

Discipline 6: Coordination and Mobility Management Projects Jacobs is a recognized leader in advancing mobility management strategies and coordinated transit planning that respond to the diverse needs of communities and service providers across Arizona and beyond. Our approach integrates multimodal planning with stakeholder-driven coordination frameworks—ensuring that transit solutions are not only technically sound but also operationally feasible and socially responsive. We begin by partnering closely with transit agencies, human service organizations, MPOs, and local governments to define shared objectives that reflect both operational priorities and community values. These vision and mission statements serve as the foundation for comprehensive assessments of service performance, demographic trends, funding opportunities, and emerging technologies. The result is a mobility strategy that is visionary yet grounded in the realities of implementation, long-term sustainability, and equitable access.

Planning That Supports Coordinated Service Delivery Our planning process is iterative and inclusive, incorporating scenario modeling, cost-benefit analysis, and structured stakeholder engagement to ensure that strategies are feasible, defensible, and adaptable. We embed evaluation mechanisms from the outset—using key performance indicators, feedback loops, and service monitoring tools to guide adjustments and measure success over time.

Jacobs has applied this methodology across a wide range of transit and mobility modes, including:

Microtransit and demand-responsive services ADA paratransit and specialized transportation for seniors and individuals with disabilities Local and intercity bus systems Circulator and shuttle services Bicycle and pedestrian infrastructure Intercity rail and regional connectors Mobility-on-demand platforms and autonomous vehicle pilots

We also support critical coordination activities such as:

Mobility Management Program Development Transportation Demand Management (TDM) Human Services Transportation Coordination Plans Air Quality Conformity and Environmental Justice Analysis System Safety and Security Planning

Stakeholder Engagement That Builds Trust and Alignment

Jacobs is deeply committed to inclusive and transparent engagement. We design and facilitate workshops, roundtables, and visioning sessions that bring together transit riders, advocacy groups, nonprofit organizations, tribal partners, and underserved communities. These engagements are structured to surface local insights, build consensus, and foster long-term collaboration across agencies and jurisdictions.

Our team’s experience navigating complex stakeholder environments—combined with our technical rigor and understanding of federal coordination requirements—ensures that every plan we deliver is resilient, equitable, and built to evolve with the changing needs of the regions we serve.

Discipline 6: Relevant Firm Experience Town of Queen Creek Mobility Options and Connectivity Feasibility Study, Queen Creek, AZ

The Town of Queen Creek undertook a strategic mobility study to identify opportunities for enhancing multimodal transportation across both local and regional scales. The project focused on improving access and connectivity for short intra-town trips as well as longer regional journeys, with the overarching goal of creating a more integrated and responsive transportation network. Through a combination of data-driven analysis, stakeholder engagement, and a comprehensive survey of public attitudes toward emerging mobility solutions, the study provided a nuanced understanding of current travel behaviors, infrastructure gaps, and future mobility aspirations. This effort positioned Queen Creek to proactively shape its transportation future in a way that supports growth, equity, and livability.

Based on the findings, the study recommended a suite of near-term strategies tailored to the town’s unique context and readiness. These included the implementation of Microtransit services to address first-mile/last-mile challenges, partnerships with Transportation Network Companies (TNCs) to expand flexible ride options, the development of Mobility Hubs to centralize access to multiple modes, and public education campaigns to promote Resident-Owned Micromobility. While innovative concepts such as Mobility as a Service (MaaS), circulator systems, robotaxis, and autonomous shuttles were explored, they were not recommended for immediate deployment due to cost, infrastructure, and community readiness considerations. The resulting implementation plan offers a pragmatic roadmap for Queen Creek to evolve into a more connected and accessible

Ambadipudi, Ravi Rectangle community, while remaining adaptable to future technological advancements. The study detailed implementation plan and funding considerations for each of mobility option recommended to the Town.

Paratransit Fleet Optimization and Zero Emissions Transition (2023 – Ongoing) Jacobs is spearheading a comprehensive study to optimize Honolulu's paratransit system, focusing on fleet review, service planning, and the transition to zero-emissions. As the Honolulu Department of Transportation Services (DTS) prepares for this transition, they aim to determine the optimal fleet size and mix required to efficiently deliver paratransit services throughout their operational area.

Jacobs developed RouteFind, an advanced on-demand transit service model capable of replicating existing service characteristics. The model was then leveraged to define the optimal service plan, fleet size, and vehicle mix, including detailed operating and capital cost projections. The study also encompasses a thorough evaluation of potential charging and maintenance facility locations, along with capital improvement recommendations to support the necessary charging infrastructure for the zero-emissions fleet. This forward-thinking approach ensures Honolulu's paratransit system will be not only environmentally sustainable but also fiscally responsible and operationally efficient for years to come.

Washington County, First/Last Mile Transit Connections Plan, Washington County, OR (2023 – Ongoing)

This project was a coordinated effort to develop a robust toolkit and action plan to increase bicycle and pedestrian access at 40 major transit stations in the county. The Jacobs team reviewed best practices and case studies to develop various strategies to improve transit access in suburban, rural, and town center settings. Based on our assessment of local conditions, we developed a project list, highlighting strategies to improve first/last-mile access and connectivity at transit stations. Our recommendations focused on implementable, cost-effective solutions tailored to each station's unique context, ensuring a tangible impact on active transportation networks. This comprehensive approach aims to create more accessible and user-friendly transit environments, encouraging greater adoption of sustainable travel modes.

Next Generation High-Capacity Transit Study Services, Santa Clara VTA The project involved a comprehensive strategic assessment of the existing light rail transit system, focusing on key performance indicators such as operating characteristics, service reliability, operating costs, ridership trends, capital investment requirements, and fleet condition. This evaluation provided a foundational understanding of the system’s current strengths and limitations, enabling the team to identify areas for improvement and innovation. The assessment also examined how the system aligned with broader regional mobility goals, funding realities, and long-term sustainability targets, ensuring that any proposed changes would be both technically feasible and programmatically defensible.

Building on this analysis, the team developed a series of high-level, exploratory concept alternatives to reimagine the future of the corridor. These included retrofitting existing vehicles with advanced in-vehicle technologies, procuring new automated transit vehicles, and converting the rail corridor into a bus rapid transit (BRT) system. A particularly forward-looking concept explored the transformation of the light rail infrastructure and right-of-way into a dedicated, rubber-tire facility designed for automated vehicle operations. Each alternative was evaluated for its potential to enhance service efficiency, reduce lifecycle costs, improve rider experience, and support emerging mobility technologies. The concepts were framed to spark dialogue among stakeholders and guide future investment decisions with a clear understanding of trade-offs and opportunities.

SACOG Regional Transit Network Plan, CA Jacobs is leading a team developing the SACOG Regional Transit Network, a plan for a network of high-capacity transit (HCT) corridors across the Sacramento region. These corridors may develop into express bus, bus rapid transit (BRT), or light rail transit (LRT) corridors with future investment. Jacobs and Nelson\Nygaard analyzed existing and future conditions across a geographically and demographically diverse area spanning more than 6,100 square miles.

We developed a comprehensive set of transit corridor evaluation measures for fast and reliable service, equitable investment, access and connectivity, financial stewardship, and sustainable development.

Jacobs developed a high-capacity transit (HCT) network of three complementary service types that accounts for the region’s size, land uses, and transportation assets. Long-distance HCT corridors link the region’s six counties via existing freeways.

Medium-distance HCT corridors serve major job centers and densely populated and growing neighborhoods via arterial roads.

Ambadipudi, Ravi Rectangle

Ambadipudi, Ravi Rectangle

Short-distance HCT corridors build upon the success of key existing local bus corridors. Jacobs and prioritized the HCT corridors for inclusion in the region’s Metropolitan Transportation Plan/Sustainable Communities Strategy. We also identified appropriate service levels and infrastructure improvements. To help facilitate implementation, we helped guide discussions about funding and governance of the regional transit network.

Zero-Emission Bus Transition Blueprint, VTA, Santa Clara County, CA

Jacobs successfully completed the Zero-Emissions Bus (ZEB) Transition Blueprint for the Santa Clara Valley Transportation Authority (VTA), delivering a comprehensive and actionable roadmap to achieve a fully zero-emission bus fleet by 2040. The final Blueprint integrates technical assessments, operational modeling, infrastructure planning, and energy analysis into a cohesive strategy that aligns with VTA’s long-term goals and the California Air Resources Board’s Innovative Clean Transit regulation. Through a phased approach, the team developed a defensible and inclusive plan that balances capital investment sequencing, community benefit, resiliency, and evolving technology. The Blueprint provides VTA with a clear implementation path, including prioritized projects, cost estimates, and a funding strategy, while also offering near-term decision-making tools that support long-range outcomes.

Throughout the study, Jacobs addressed key challenges inherent to zero-emission fleet transitions. The team facilitated cross-departmental coordination to evolve operational practices alongside new technologies, ensuring organizational readiness for battery electric and hydrogen fuel cell buses. Innovative infrastructure solutions were developed to overcome space constraints in the Bay Area, maximizing utility and minimizing cost. In partnership with PA Consulting, Jacobs also navigated the complexities of power and fuel availability, leveraging deep expertise in California’s energy landscape and utility coordination.

The final Blueprint includes a detailed program schedule that visualizes fleet procurement, facility upgrades, utility improvements, and capital project integration—positioning VTA to lead the region in sustainable, resilient transit transformation.

Service Growth Development Plan, Southern California Metrolink, CA

Southern California’s Metrolink has taken a forward-looking approach to regional mobility by completing its Service Growth Development Plan (SGDP), a comprehensive strategy designed to guide the evolution of passenger rail service over the next twenty years. Recognizing the dramatic shifts in travel behavior and commuting patterns following the COVID-19 pandemic, the SGDP provides a robust framework for enhancing service delivery, expanding ridership, and aligning investments with emerging transportation needs. The plan emphasizes the first eight to ten years as a critical window for implementing high-impact strategies, including service frequency improvements, corridor optimization, and multimodal integration. By grounding its recommendations in rigorous data analysis and stakeholder input, the SGDP ensures that Metrolink’s growth trajectory is both responsive and resilient.

The SGDP serves as a unified roadmap for Metrolink and its five member agencies—Ventura County Transportation Commission, Los Angeles County Metropolitan Transportation Authority, Orange County Transportation Authority, Riverside County Transportation Commission, and San Bernardino County Transportation Authority. It outlines coordinated strategies for resource allocation, capital planning, and operational enhancements that reflect regional priorities and funding realities. Importantly, the plan positions Metrolink to adapt to long-term demographic and economic trends while delivering near-term improvements that restore public confidence and increase transit utilization. Through this strategic initiative, Metrolink reinforces its role as a backbone of Southern California’s transportation network and sets the stage for a more connected, efficient, and equitable future.

Zero Emissions Fleet Transition Feasibility Plan, Phoenix, AZ

The Maricopa Association of Governments (MAG) Zero Emissions Study is designed to generate critical insights into the deployment and long-term viability of zero-emission transit vehicles (ZEVs), with a focus on cost-effectiveness, operational performance, capital investment needs, maintenance demands, and scalability across diverse service environments. By examining these factors in depth, the study aimed to support the development of informed, regionally coordinated funding policies that guide future bus procurement decisions and ZEV adoption strategies. The analysis was rooted in a robust data collection effort, including a detailed inventory of existing fleets, review of transition plans and grant documentation, assessment of facility readiness for ZEV operations, and evaluation of utility grid capacity to support charging infrastructure.

Operational data—such as run blocks, peak service requirements, and route characteristics—were also incorporated to build a nuanced understanding of service profiles and their compatibility with emerging ZEV technologies. These findings informed a multi-year implementation framework that aligns technical feasibility with financial planning and policy development. The project represents a strategic opportunity for the City of Phoenix and Valley Metro to advance their alternative fuel vehicle programs, positioning the region to meet sustainability goals while leveraging federal and state funding opportunities.

Ultimately, the study lays the groundwork for a resilient and scalable transition to clean transit technologies, tailored to the unique operational and infrastructure conditions of the Phoenix metropolitan area.

Northwest II Transit Oriented Development Plan, Phoenix, AZ

The Northwest II Transit-Oriented Development (TOD) Plan in Phoenix builds on the city’s successful integration of light rail and land use strategies that have revitalized neighborhoods and expanded mobility options. As part of the Northwest Extension II (NWEII) project, Jacobs is partnering with the City of Phoenix, Valley Metro, and local stakeholders to develop a TOD Policy Plan and an Active Transportation Implementation Plan. These efforts are designed to catalyze strategic investment in infrastructure, affordable housing, and economic development while promoting safe, accessible, and equitable travel choices. The planning framework emphasizes a shift from car dependency to active modes of transportation by enhancing pedestrian and bicycle infrastructure, improving bus connectivity, and designing human-scaled streets that support future mobility innovations such as mobility hubs and shared-use technologies. The project also aligns with existing city transportation plans to strengthen connections between neighborhoods and key community assets.

Stakeholder and public engagement have been central to the planning process, ensuring that the resulting strategies reflect the values and needs of the communities served by the NWEII corridor. Jacobs has facilitated a series of workshops, pop-up events, and targeted outreach sessions to gather input from residents, business owners, advocacy groups, and historically underserved populations. These conversations have helped shape the vision for the corridor, identify barriers to active transportation, and surface opportunities for inclusive economic growth. The team has also worked closely with city departments and elected officials to ensure policy alignment and long-term feasibility. By grounding the TOD and active transportation plans in community-driven priorities, the project aims to deliver lasting benefits that are equitable, resilient, and reflective of Phoenix’s evolving urban identity.

Lake Havasu MPO, Transit Feasibility Study and Plan, Lake Havasu, AZ Jacobs evaluated Lake Havasu’s historical operations and funding for their influence in the Regional Transit Feasibility/Implementation Plan. Marc Pearsall, Jacobs’ Project Lead, was instrumental in implementing the new plan that created a blueprint for a public transit service that connects Lake Havasu City area residents and visitors to destinations throughout the region. By exploring expectations of residents for public transportation service, the area’s unmet need and demand for transit service will be assessed to evaluate transit service options and strategies to meet current and future needs. A recommendation and implementation plan for short- and long-term public transportation improvements will be developed.

Central Arizona Governments (CAG), Greater Gila County Transit Feasibility Study, CAG Area, AZ

Jacobs’ team members worked with CAG to evaluate the need for transit service and develop a feasible Transit Service Plan to improve the quality of life for residents in Gila County. Key project tasks included:

Completing a robust feasibility analysis, including estimating demand, developing a transit demand model to determine potential stop locations, and surveying 30 existing transit services to identify service gaps and duplications.

Developing a Transit Service Plan for the Payson Senior Center that includes one intracity circulator route, a Star Valley to Payson fixed route, and a morning and evening commuter route. We also recommended a fare structure, capital equipment needs, marketing plan, and developed a 2-year budget.

Working with Cobre Valley Community Transit (CVCT) and San Carlos Apache Tribe (SCAT) Transit to evaluate service schedule changes, fare structure updates, generate a marketing plan, and identify ideal transfer points and times and long-term expansion opportunities.

Conducting a region-wide outreach campaign that resulted in over 400 surveys

Pinal County, Pinal County Transit Feasibility Study, Pinal County, AZ

Jacobs served as a subconsultant as part of the project team for the Pinal County Transit Feasibility Study. The purpose of this transit feasibility study was to determine how to transform the ideas developed in the Pinal County Comprehensive Plan from concepts into reality. The study included the following three key components:

Conducting a market analysis to determine short- and long-term transit demand.

Developing short- and long-term transit strategies that ranged from local bus service to commuter rail to/from

Phoenix.

Conducting a governance analysis to determine the institution or institutions that should provide transit service.

Recommended improvement options ranged from specialized transit improvements within individual cities to developing a Regional Transportation Authority that would be responsible for all transportation modes.

ADOT, Cobre Valley Community Transit (CVCT) Study and San Carlos Apache Tribe (SCAT) Transit Feasibility Study, AZ

Jacobs worked with the CVCT and SCAT on numerous occasions to implement, refine, and enhance transit service in the Globe- Miami and San Carlos Reservation. Key project tasks and successes included:

Conducting a market analysis and evaluating the feasibility of transit services based on socioeconomic characteristics, existing and future transit demand, and stakeholder and public feedback.

SCAT: Developing a phased Transit Implementation Plan that included a service plan, paratransit and van pool service, maintenance plan, system budget, fare structure and fare zones, and marketing plan.

CVCT: Collaborating with the Town of Miami, City of Globe, and Gila County to conduct a budget and performance analysis of an existing demand-response system to determine the feasibility of developing two deviated fixed routes.

Assisting SCAT in obtaining funding for four projects identified in the SCAT Transit Feasibility Study, including establishing a Tribal Transit Department.