AECOM Summary of Negotiations_Response.pdf

Rev. 03/2025

1655 W. Jackson St., MD 100P

Phoenix, AZ 85007

10/10/2025

Jennifer Bixby, PE, PTOE Vice President AECOM Technical Services, Inc.

7720 North 16th Street, Suite 100 Phoenix, AZ 85020

Subject: Summary of Negotiations BPM007068 - On Call Transit Consultant Services

Dear Jennifer Bixby, PE, PTOE:

Pursuant to A.R.S. §41-2534(F) and A.A.C.R2-7-C314, the State of Arizona, Department of Transportation hereby requests revisions to your submitted offer in response to the above referenced Request for Proposal. This request represents your company’s opportunity to address the items discussed during our negotiations, held on Friday, October 10, 2025, at 8:30AM MST.

The following is a summary of our discussion and the areas of your proposal that need to be addressed:

1. Attachment #3 Forced Labor Of Ethnic Uyghurs Ban

• The form was incomplete; can you please complete and resubmit the form?

2. Discipline 1

• Firm Experience- Can the firm provide examples of rural transit experience or clarify which examples cited are rural?

• Firm Experience- Can you provide the dates for the examples cited?

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

• Project Manager (PM) Resume- Provide examples of rural transit experience (if any) or clarify which examples cited are rural?

• Project Manager (PM) Resume- Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

• Key Personnel Bios (excluding PM’s)- Not all staff demonstrated rural experience, can you provide additional examples for the team members that do not demonstrate that (if any)?

3. Discipline 2

• Firm Experience- Can you provide the dates for the examples cited?

Docusign Envelope ID: 1C628065-6468-4F40-83CC-7D62E2B32684

4. Discipline 3

5. Discipline 4

• Firm Experience- Can the firm provide examples of experience relevant to the requirements of the discipline? Per the submitted matrix limited scope requirements were met.

6. Discipline 5

7. Discipline 6

• Project Manager (PM) Resume- Provide examples of asset management experience (if any) or clarify which examples cited are?

8. Pricing

• Would you care to improve upon your pricing?

This is an opportunity to improve upon any of the evaluation categories with emphasis on the areas that we discussed. Any changes made to the offer documents when submitting them in the revision process must be clearly identified. This can be done by using a change log or otherwise identifying the section numbers that have been revised.

Please respond via email to kgreene@azdot.gov no later than 3:00 PM AZ MST on October 17, 2025.

If additional time is necessary to respond to the above items, please notify me as soon as possible.

If you have any questions or concerns, please do not hesitate to call me at (602) 712-4879.

Sincerely, Kelly Greene Procurement Officer

Cc: File

Arizona Department of Transportation Summary of Negotiations BPM007068 On Call Transit Consultant Services

AECOM 1

1. Attachment #3 Forced Labor of Ethnic Uyghurs Ban ADOT Discussion Item:

• The form was incomplete; can you please complete and resubmit the form?

AECOM Response:

Please see the completed form (file name: 3 – Forced Labor of Ethnic Uyghurs Ban.pdf) attached to the email.

AECOM 2

2. Discipline 1: Transit Planning Studies ADOT Discussion Item (Discipline 1):

• Firm Experience – Can the firm provide examples of rural transit experience or clarify which examples cited are rural?

• Firm Experience – Can you provide the dates for the examples cited?

AECOM Response:

Table 1, below, lists the projects provided in the original Discipline 1 submittal and details which are rural projects along with their start and end dates.

Table 1: Discipline 1 Firm Experience Update

Project Name Rural Project Start Date End Date CAG Pinal County Mobility Gap Analysis 2024 2025

MAG Regional Transportation Plan (MOMENTUM) 2022 2022 NACOG Verde Valley Master Transportation Plan 2024 2026

MAG BRT Regional Feasibility Study 2019 2021 Capital Metro Bergstrom Spur Phase 1: Transit Feasibility Study

2022 Present

Mesa Transit Master Plan 2022 2025 Chandler Transportation Master Plan Update 2018 2020 Mountain Line Downtown Connection Center 2020 2022

Phoenix Downtown Neighborhood Transit Study (DASH Circulator)

2022 2023

Phoenix On-Demand Microtransit Assessment 2022 2023 Valley Metro Maintenance of Way Asset Inventory Assessment

2025 Present

UDOT Cedar Transit Study 2024 Present

Phoenix Public Transportation Agency Safety Plans (multiple reporting years)

2021 Present

MASSDOT Comprehensive Regional Transit Plan 2020 2021 Additional Projects with Rural Experience NCDOT Sanford Microtransit Project 2020 2022

LakeTran On-Demand Service / Microtransit Modernization Study

2022 2023

MASSDOT Comprehensive Regional Transit Plan 2020 2021

Regional Mobility Management Feasibility Study, Massachusetts Department of Transportation

2022 2023

Camden County Coordinated Public Transit – Human Services Transportation Plan Update

2025 2025

AECOM 3

Project Name Rural Project Start Date End Date Southeast Michigan Coordinated Public Transit – Human Services Transportation Plan

2025 2025

Montana Statewide Rural Transit Needs Study 2025 2025

Georgia Department of Transportation Group Transit Asset Management Plan

2021 2022

AECOM 4

ADOT Discussion Item (Discipline 1):

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

AECOM response:

Job roles for the staff on the org chart are included in Table 2.

Table 2: Discipline 1 Job Roles

Name Contract Role Jennifer Bixby Principal Jennifer Love Project Manager Daksha Masurkar Project Manager Tyler Besch Project Manager Andrew Ittigson Consultant Chelsey Waterman Analyst Jill Cahoon Consultant Jewels Carter Consultant Abby Tomlinson Marketing & Meeting Specialist Estella Hollander Planner Kristen Lueken Analyst Lauren Lynch Analyst Mihir Aranala GIS/Technical Krystal Oldread Analyst Dillon Kennedy Analyst Tahmid Haq Developer Tassos Leotsarakos Analyst Scott Shea Analyst Derek Chisholm Consultant Kashmala Tahir Planner Chris LaRue Consultant Satyen Patel Consultant Tim Simon Consultant Dani Madubuike Planner Gavin Poindexter Consultant Patrick Coleman Consultant Andrew Walker Analyst Katie DeSandro Technical Writer Deanna Bomholt Purchasing/Procurement Officer Darla Harza Administrative/Financial Support

AECOM 5

• Project Manager (PM) Resume – Provide examples of rural transit experience (if any) or clarify which examples are rural?

AECOM Response:

Table 3, below, includes examples of rural transit experience from each project manager’s resume.

Table 3: Project Manager's Rural Transit Experience Name Rural Project Experience Jennifer Love, PE, AICP, LEED AP, ENV SP

• Transit Planner, North Central RTD Zero Emissions Bus (ZEB) Plan

• Project Manager, Gila County Transit Governance Study, Central Arizona Governments (CAG)

• Project Manager, Sun Corridor MPO Eloy Transit Feasibility Study, Eloy, AZ

• Project Manager, Cedar City to Brian Head Transit Feasibility Study, Cedar City, UT

• Task Manager, General Consulting Services, Flagstaff, Northern AZ Intergovernmental Public Transportation Authority (NAIPTA)

Daksha Masurkar, AICP • Lead Planner, CAG Transit Governance Study, Gila County, AZ

• Project Manager, Central Arizona Governments Mobility Gap Analysis, AZ

• Task Lead, Sanford Microtransit Project, Sanford, NC, NCDOT Integrated Mobility Division

Tyler Besch • Principal, General Consulting Services, Flagstaff, Northern AZ Intergovernmental Public Transportation Authority

(NAIPTA)

• Transit Planner, Sierra Vista Short Range Transit Plan, Sierra Vista, Arizona (ADOT)

AECOM 6

• Project Manager (PM) Resume – Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

AECOM Response:

Quality is a culture at AECOM and is inherent in the way we manage our projects. We apply risk-based thinking in all our actions, from managing documentation to planning and executing the technical work. This way of thinking and acting empowers our team members to consider the project goals rather than focusing solely on their specific disciplines. We are one of the few professional and technical firms in North America certified to the ISO 9001:2015 standard.

To confirm the technical accuracy of our deliverables, AECOM employs a rigorous quality process (shown in Figure 1) that includes self-checking, checking, and back-checking. Team members start by thoroughly reviewing their own work, confirming it meets technical and ADOT requirements. A designated verifier then examines the work for compliance with standards and project objectives, followed by an independent back-check by a principal verifier who instills objectivity and alignment with best practices. This multi-layered approach is supported by detailed documentation, feedback loops, and iterative reviews to address any discrepancies and refine deliverables. Our project manager is responsible for an additional final review of all deliverables prior to submittal to ADOT.

Our quality manager confirms our review process is followed by all team members, including our subconsultants.

These guiding principles add value to this contract by maintaining a consistent focus on client satisfaction, collaboration, coordination, and providing quality deliverables and reviews. By fostering a culture of transparency, technical excellence, and continuous improvement, AECOM's projects consistently meet our internal quality standards, as well as those set by our clients.

Figure 1: AECOM's Quality Assurance Process

AECOM 7

The project manager will schedule regular bi-weekly check-ins with the agency project manager to provide updates on project progress, discuss the project schedule and budget status, identify next steps, and make necessary project decisions to move the project forward. Along with the project manager, the principal will help identify key staff and subject matter experts who align with the project scope and budget. Coordination with relevant technical stakeholders will be planned based on the client’s discretion, depending on the project phase, data requirements, and the technical support needed throughout the project’s duration. AECOM will submit timely invoices and progress reports to ADOT to ensure transparency of the budget spent versus the overall budget, and to document the project work completed for each invoice period.

AECOM 8

• Key Personnel Bios (excluding PMs) – Not all staff demonstrated rural experience, can you provide additional examples for the team members that do not demonstrate that (if any)?

AECOM Response:

Table 4, below, specifies the rural project experience for the Discipline 1 staff provided.

Table 4: Key Personnel Rural Transit Experience

Name / Role Rural Project Experience Andrew Ittigson – Transit Service Implementation Plans, Short Range Transit Plans, System Efficiency Study

• Task Lead, 5-Year Transit Plan and 20-Year Transit Vision, NAIPTA

• Project Manager, Transit Planning On-Call Planning Services, Topeka Metro, Topeka, KS

Chelsey Waterman – Transit Service Implementation Plans

• CFI Program Grant Development, MetroLINK Mass Transit District, Moline, IL Grant Writing Support

• Transit Implementation Plan Lead, Gila County Transit Governance Study, Central Arizona Governments (CAG)

Jill Cahoon, GISP, ENV SP – Transit Operations Planning Studies

• Project Manager, Coordinated Public Transit-Human Services Transportation Plan, South Jersey Transportation Authority (SJTA), Camden County, NJ

• Senior Planner, Comprehensive Specialized Transportation Plan, Utah Transit Authority, Wasatch Front, UT

Jewels Carter, RA – Transit Facility Planning

• Facility and Transit O&M Lead, Culver City Transportation Department (CityBus)

• BEB Transportation Facility Electrification Transition Plan, Culver City, CA

• Transportation and ZE Infrastructure Subject Matter Expert, Anne Arundel County, A/E Buildings/Architecture - EV Bus Fleet Study, Hunt Valley, MD

Abby Tomlinson – Transit Marketing Plans

• Public and Stakeholder Outreach Task Lead, ADOT Electric Vehicle Infrastructure Deployment Plan, Statewide, AZ

• PI Task Lead, Central Yavapai Metropolitan Planning Organization, Sundog Connector

Estella Hollander – Regional Mobility and Coordination Planning, Route Planning

• Existing Conditions and Transit Task Lead, Northern Arizona Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

• Financial Task Lead Central Arizona Governments Mobility Gap Analysis, AZ

Kristen Lueken – Ridership Surveys

• Transportation Planner, Utah Transit Authority, Sandy - South Jordan Circulator Study, Sandy and South Jordan, UT

AECOM 9

Name / Role Rural Project Experience

• Transportation Planner, Topeka Metropolitan Transit

Authority, Metro Operations, Capital, & Financial Plan, Topeka, KS

Lauren Lynch, AICP – Ridership Surveys

• Transit Planner, FTA Coordination, East-West Corridor, Milwaukee County, WI

• Transit Planner, Massachusetts DOT, Comprehensive Regional Transportation Plan Updates

Mihir Aranala, GISP – Origins and Destination Study

• Transit Planner, UDOT Cedar Transit Study, UT

• Lead Transit Planner, City of Sedona Uptown Circulation

Study Krystal Oldread – Route Planning • Existing conditions analysis, Deviated Fixed Route

Feasibility Study, New Ulm, MN

• Existing conditions analysis, Brunswick Transit Study, Brunswick, ME

• Transit service analysis and improvements, Southwestern

Community Services Short Range Transit Operations Plan, Sullivan County, NH

• Social and economic impacts analysis and system performance, Tupelo Transit Pilot Program, Tupelo, MS

• Transit Planner, North Central RTD Zero Emissions Bus (ZEB) Plan

Dillon Kennedy, AICP – Regional Planning with Transit Component

• Deputy PM, Planning Lead, Central Yavapai Metropolitan Planning Organization (CYMPO) 2045 Regional Transportation Plan Update, Yavapai County, AZ

• Planning and prioritization lead, Regional Transportation Plan Update, Yuma Metropolitan Planning Organization, Yuma, AZ

• Project Manager, Northern Arizona Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

Tahmid Haq, PhD, PE – Travel Forecasting & Modeling, Safety Plans

• Modeling and Analysis, ADOT US 95, Imperial Dam Rd- Aberdeen Rd Study

• Safety and Operational Analysis, WYDOT Safety and Operational Analysis with Mitigation Strategies for Freeway Truck Traffic

• Modeling and Analysis, WYDOT Automating the Implementation of Updated Grade Severity Rating System

Tassos Leotsarakos – Travel Forecasting & Modeling

• Traffic Modeling Lead, North-South Corridor Study, ADOT, Phoenix, AZ

Scott Shea, PhD, PE – Bike & Pedestrian Network Studies

• Project Manager, SS4A Safety Action Plan Cache Metropolitan Planning Organization (CMPO), Cache County, UT

AECOM 10

• Safety Lead, Northern Arizona Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

Derek Chisolm, AICP, LEED GA, ENV SP – Complete Streets Studies

• Project Manager, National Complete Streets Assessment, Nationwide, FHWA

• Principal Investigator, NCHRP, 55-21 Equity and Complete Streets Maintenance

Kashmala Tahir – Safety Plans • Safety Expert, Georgia Department of Transportation, Public Transportation Agency Safety Plans

• Transit Planner, Arizona Department of Transportation (ADOT), Multimodal Transportation Planning, Service Development Plan

Chris Larue – Safety Plans • Safety Task Lead, Texas Department of Transportation, TPP Corridor Planning, TxDOT

Satyen Patel – Transit Asset Management Plans

• Transit Asset Management Lead, Bus Stop Condition Assessment Evaluation, Virginia DRPT, VA

• Transit Asset Management Lead, RIDOT Commuter Rail Facilities Condition Assessment Requirements, RIDOT, RI

• Asset Management SME, Federal Highway/Transit Administration Condition and Performance Report 24th and 25th Edition, USDOT, Washington DC, 2022 - 2024

AECOM 11

3. Discipline 2: Transit Planning Tasks ADOT Discussion Item (Discipline 2):

• Firm Experience – Can you provide the dates for the examples cited?

AECOM Response:

Table 5, below, lists the projects provided in the original Discipline 2 submittal and details which are rural projects along with their start and end dates.

Table 5: Discipline 2 Firm Experience Update

Project Name Rural Project Start Date End Date Valley Metro Downtown Hub Bus Route Study 2024 2025 DART On-Call Consulting Services 2010 Present Valley Metro Planning Support Services 2007

Present

Central Arizona Governments, Mobility Gap Analysis

2024 2025

Park City Park & Ride Transit Analysis 2021 2021

VIA Metropolitan Transit Mobility On-Demand Support Services

2021 Present

Phoenix On-Demand Microtransit Assessment 2022 2023 Valley Metro Maximum Passenger Load and Running Time Analysis Study

2023 2024

Victor Valley Transit Comprehensive Operations Analysis

2023 Present

UDOT Cedar City Transit Study 2024 2025

Mountain Line Downtown Connection Center 2020 2022

Mesa Transit Master Plan 2050 2022 2025 Chandler Transportation Master Plan Update 2018 2020 Additional Projects with Rural Experience City of Sedona Uptown Circulator Study 2025 Present

Lubbock Citibus Comprehensive Operations Plan 2019 2020

AECOM 12

ADOT Discussion Item (Discipline 2):

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

AECOM Response:

Job roles for the staff on the org chart are included here.

Table 6: Discipline 2 Job Roles

Name Contract Role Jennifer Bixby Principal Tyler Besch Project Manager Andrew Ittigson Project Manager Estella Hollander Planner Jill Cahoon Consultant Victor Xie Analyst Daksha Masurkar Analyst Patrick Coleman Consultant Abby Tomlinson Marketing & Meeting Specialist Jessica Rietz Analyst Angie Bauer-Fellows Analyst Jeff Saldin Analyst Scott Bressler Planner Mihir Aranala GIS/Technical Jennifer Love Consultant Andrew Walker Analyst Katie DeSandro Technical Writer

AECOM 13

• Project Manager (PM) Resume – Provide examples of rural transit experience (if any) or clarify which examples are rural?

AECOM Response:

Table 7, below, includes examples of rural transit experience from each project manager’s resume.

Table 7: Project Manager's Rural Transit Experience

Name Rural Project Experience Tyler Besch • Principal, General Consulting Services, Flagstaff, Northern

AZ Intergovernmental Public Transportation Authority

(NAIPTA)

• Transit Planner, Sierra Vista Short Range Transit Plan, Sierra Vista, AZ (ADOT)

Andrew Ittigson • Task Lead, 5-Year Transit Plan and 20-Year Transit Vision, NAIPTA

• Project Manager, Transit Planning On-Call Planning Services, Topeka Metro, Topeka, KS

• Transit Planner, Sierra Vista Short Range Transit Plan, Sierra Vista, AZ (ADOT)

• Project Manager, Lubbock Comprehensive Operations Analysis

AECOM 14

• Project Manager (PM) Resume – Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

AECOM Response:

Quality is a culture at AECOM and is inherent in the way we manage our projects. We apply risk-based thinking in all our actions, from managing documentation to planning and executing the technical work. This way of thinking and acting empowers our team members to consider the project goals rather than focusing solely on their specific disciplines. We are one of the few professional and technical firms in North America certified to the ISO 9001:2015 standard.

To confirm the technical accuracy of our deliverables, AECOM employs a rigorous quality process (shown in Figure 2) that includes self-checking, checking, and back-checking. Team members start by thoroughly reviewing their own work, confirming it meets technical and ADOT requirements. A designated verifier then examines the work for compliance with standards and project objectives, followed by an independent back-check by a principal verifier who instills objectivity and alignment with best practices. This multi-layered approach is supported by detailed documentation, feedback loops, and iterative reviews to address any discrepancies and refine deliverables. Our project manager is responsible for an additional final review of all deliverables prior to submittal to ADOT.

Our quality manager confirms our review process is followed by all team members, including our subconsultants.

These guiding principles add value to this contract by maintaining a consistent focus on client satisfaction, collaboration, coordination, and providing quality deliverables and reviews. By fostering a culture of transparency, technical excellence, and continuous improvement, AECOM's

Figure 2: AECOM's Quality Assurance Process

AECOM 15

provide updates on project progress, discuss the project schedule and budget status, identify next steps, and make necessary project decisions to move the project forward. Along with the project manager, the principal will help identify key staff and subject matter experts who align with the project scope and budget. Coordination with relevant technical stakeholders will be planned based on the client’s discretion, depending on the project phase, data requirements, and the technical support needed throughout the project’s duration. AECOM will submit timely invoices and progress

AECOM 16

• Key Personnel Bios (excluding PMs) – Not all staff demonstrated rural experience, can you provide additional examples for the team members that do not demonstrate that (if any)?

AECOM Response:

Table 8, below, specifies the rural project experience for the Discipline 2 staff provided.

Table 8: Key Personnel Rural Transit Experience

Name / Role Rural Project Experience Estella Hollander – Estimating Transit Needs

• Existing Conditions and Transit Task Lead, Northern Arizona Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

• Financial Task Lead Central Arizona Governments Mobility Gap Analysis, AZ

Jill Cahoon, GISP, ENV SP – Transit Operations Plans, Transit Improvement Plans

• Project Manager, Coordinated Public Transit-Human Services Transportation Plan, South Jersey Transportation Authority (SJTA), Camden County, NJ

• Senior Planner, Comprehensive Specialized Transportation Plan, Utah Transit Authority, Wasatch Front, UT

Victor Xie – Comprehensive Operational Analysis

• Task Lead, 20 Years Strategic Business Plan, Northern Indiana Commuter Transportation District (NICTD), Chesterton, IN, Task Lead

• On-Demand/Microtransit Service Modernization Study, Laketran, Painesville, OH

Daksha Masurkar, AICP – Transit Improvement Plans, Capital Needs and Operational Efficiency Studies

• Deputy PM and Lead Planner, MCDOT Fig Springs Roadway Feasibility Analysis, New River, AZ

• Project Manager, Central Arizona Governments Mobility Gap Analysis, AZ

• Task Lead, Sanford Microtransit Project, Sanford, NC, NCDOT Integrated Mobility Division

Patrick Coleman, PE – Transit Modeling

• Transit Modeler, Northern Arizona IPTA BRT, Flagstaff, AZ

• Transit Modeler, Winslow (AZ) Express Bus

• Transit Modeler, St. George (UT) to Zion NP Express Bus

Abby Tomlinson – Marketing Analysis, Branding, Product Development

• Public and Stakeholder Outreach Task Lead, ADOT Electric Vehicle Infrastructure Deployment Plan, Statewide, AZ

• PI Task Lead, Central Yavapai Metropolitan Planning Organization, Sundog Connector

Jessica Reitz – Pre-Engineering /

NEPA

• Deputy Project Manager, I-11 Corridor Alternative Selection Report and Tier 1 EIS, Wickenburg to Nogales, ADOT

• Environmental Planner, Transportation Enhancement On- Call Contract, ADOT

AECOM 17

Estella Hollander – Estimating Transit Needs

• Existing Conditions and Transit Task Lead, Northern Arizona Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

• Financial Task Lead Central Arizona Governments Mobility Gap Analysis, AZ

• Task Order Manager, On-call Environmental Planning, Statewide, AZ, ADOT

• Task Manager, Environmental Planning Statewide Environmental Investigations, ADOT

• Task Manager, Electronic/Paperless JD Guidance Development, ADOT

Angie Bauer-Fellows – Pre- Engineering / NEPA

• Project Manager/NEPA Lead, Davis County, Community Development Block Grant Environmental Review Support, Davis County, UT

• Deputy Project Manager/NEPA Lead, Utah Department of Transportation, Northern Corridor Environmental Impact Statement, St. George, UT

Jeff Saldin, PE – Pre-Engineering

/ NEPA

• Design and Engineering lead, East-West BRT, Madison, WI

AECOM 18

4. Discipline 3: Transit Operations Planning ADOT Discussion Item (Discipline 3):

• Firm Experience – Can the firm provide examples of rural transit experience or clarify which examples cited are rural?

AECOM Response:

Table 9, below, lists the projects provided in the original Discipline 3 submittal and details which are rural projects along with their start and end dates.

Table 9: Discipline 3 Firm Experience Update

Project Name Rural Project Start Date End Date Valley Metro Downtown Hub Bike Routes Study 2024 2025 VIA Metropolitan Transit Mobility On-Demand Support Services

2021 Present

Park City Park & Ride Transit Analysis 2021 2021

Valley Metro Maximum Passenger Load and Running Time Analysis Study

2023 2024

Victor Valley Transit Comprehensive Operations Analysis

2023 Present

UDOT Cedar City Transit Study 2024 2025

Mesa Transit Master Plan 2050 2022 2025 Chandler Transportation Master Plan Update 2018 2020 DART On-Call Consulting Services 2010 Present Valley Metro Planning Support Services 2007

Present

CDOT DTR Faster Transit Capital Program Support Services

2022 Present

Additional Projects with Rural Experience City of Sedona Uptown Circulation Study 2025 Present

Lubbock Citibus Comprehensive Operations Plan 2019 2020

AECOM 19

ADOT Discussion Item (Discipline 3):

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

AECOM Response:

Job roles for the staff on the org chart are included here.

Table 10: Discipline 3 Job Roles

Name Contract Role Jennifer Bixby Principal Daksha Masurkar Project Manager Jill Cahoon Project Manager Estella Hollander Planner Krystal Oldread Developer Kristen Lueken Analyst Cole Pouliot Operations Manager Chelsey Waterman Analyst Andrew Ittigson Consultant Patrick Coleman Consultant Gavin Poindexter Consultant Mihir Aranala GIS/Technical Andrew Walker Analyst Katie DeSandro Technical Writer

AECOM 20

• Project Manager (PM) Resume – Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

AECOM Response:

Quality is a culture at AECOM and is inherent in the way we manage our projects. We apply risk-based thinking in all our actions, from managing documentation to planning and executing the technical work. This way of thinking and acting empowers our team members to consider the project goals rather than focusing solely on their specific disciplines. We are one of the few professional and technical firms in North America certified to the ISO 9001:2015 standard.

To confirm the technical accuracy of our deliverables, AECOM employs a rigorous quality process (shown in Figure 3) that includes self-checking, checking, and back-checking. Team members start by thoroughly reviewing their own work, confirming it meets technical and ADOT requirements. A designated verifier then examines the work for compliance with standards and project objectives, followed by an independent back-check by a principal verifier who instills objectivity and alignment with best practices. This multi-layered approach is supported by detailed documentation, feedback loops, and iterative reviews to address any discrepancies and refine deliverables. Our project manager is responsible for an additional final review of all deliverables prior to submittal to ADOT.

Our quality manager confirms our review process is followed by all team members, including our subconsultants.

These guiding principles add value to this contract by maintaining a consistent focus on client satisfaction, collaboration, coordination, and providing quality deliverables and reviews. By fostering a culture of transparency, technical excellence, and continuous improvement, AECOM's

Figure 3: AECOM's Quality Assurance Process

AECOM 21

provide updates on project progress, discuss the project schedule and budget status, identify next steps, and make necessary project decisions to move the project forward. Along with the project manager, the principal will help identify key staff and subject matter experts who align with the project scope and budget. Coordination with relevant technical stakeholders will be planned based on the client’s discretion, depending on the project phase, data requirements, and the technical support needed throughout the project’s duration. AECOM will submit timely invoices and progress

AECOM 22

• Key Personnel Bios (excluding PMs) – Not all staff demonstrated rural experience, can you provide additional examples for the team members that do not demonstrate that (if any)?

AECOM Response:

Table 11, below, specifies the rural project experience for the Discipline 3 staff provided.

Table 11: Key Personnel Rural Transit Experience

Name / Role Rural Project Experience Estella Hollander – Route Planning, Schedule Development

• Project Manager, City of Sedona Uptown Circulation Study

• Project Manager, Mountain Line Route 7 Optimization Pilot

Krystal Oldread – Schedule Development

• Existing conditions analysis, Deviated Fixed Route Feasibility Study, New Ulm, MN

• Existing conditions analysis, Brunswick Transit Study, Brunswick, ME

• Transit service analysis and improvements, Southwestern Community Services Short Range Transit Operations Plan, Sullivan County, NH

• Social and economic impacts analysis and system performance, Tupelo Transit Pilot Program, Tupelo, MS

Kristen Lueken – Estimating Service Costs & Associated Fleet, Estimating O&M Cost

• Transportation Planner, Utah Transit Authority, Sandy South Jordan Circulator Study, Sandy and South Jordan, UT

• Transportation Planner, Topeka Metropolitan Transit Authority, Metro Operations, Capital, & Financial Plan, Topeka, KS

Cole Pouliot, ENV SP – Fleet & Operational Support Needs

• Project Manager, North Central RTD Zero Emissions Bus (ZEB) Plan

• Zero Emissions Transit Project Manager, Minnesota

• Valley Transit Authority, Zero-Emission Bus Transition Plan, Burnsville, MN

• Task Lead, Rhode Island Public Transit Authority, Action Plan for Electrification and Service Growth, Providence, RI

• Zero Emissions Transit Project Manager, Town of Park City, Electric Vehicle Rollout Plan and Grant Application, Park City, UT

Chelsey Waterman – Fleet & Operational Support Needs

• CFI Program Grant Development, MetroLINK Mass Transit District, Moline, IL Grant Writing Support

• Planner, CAG Transit Governance Study, Gila County, AZ Andrew Ittigson – Defining Alternatives – Route and Service Type

• Task Lead, 5-Year Transit Plan and 20-Year Transit Vision, NAIPTA

• Project Manager, Transit Planning On-Call Planning Services, Topeka Metro, Topeka, KS

AECOM 23

Patrick Coleman, PE – Demand Forecasting

• Transit Modeler, Northern Arizona IPTA BRT, Flagstaff, AZ

• Transit Modeler, Winslow (AZ) Express Bus

• Transit Modeler, St. George (UT) to Zion NP Express Bus

Gavin Poindexter – Estimating Operations and Maintenance Cost

• FTA Coordination Lead, Inglewood Transit Connector, Inglewood, CA

AECOM 24

5. Discipline 4: Transit Operations Tasks ADOT Discussion Item (Discipline 4):

• Firm Experience – Can the firm provide examples of experience relevant to the requirements of the discipline? Per the submitted matrix limited scope requirements were met.

AECOM Response:

Table 12, below, lists our relevant experience for Discipline 4.

Table 12: Discipline 4 Firm Experience Update Project Name Rural Project Start Date End Date Town of Prescott Valley National Transit Database Reporting

2024 2025

CYMPO 5307 Trams Obligation 2025 2025

Gila County Transit Governance Study 2020 2023

Phoenix Public Transportation Agency Safety Plans (multiple reporting years)

2021 Present

AECOM 25

ADOT Discussion Item (Discipline 4):

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

AECOM Response:

Job roles for the staff on the org chart are included in Table 13.

Table 13: Discipline 4 Job Roles

Name Contract Role Jennifer Bixby Principal Daksha Masurkar Project Manager Estella Hollander Project Manager Krystal Oldread Project Manager Cole Pouliot Operations Manager Chelsey Waterman Analyst Kristen Lueken Analyst Tim Simon Consultant Bob Peskin Consultant Ellie McCarthy Planner Jennifer Love Consultant Mihir Aranala GIS/Technical Chris LaRue Consultant Elliot Lewis Planner Katie DeSandro Technical Writer

AECOM 26

• Project Manager (PM) Resume – Provide examples of rural transit experience (if any) or clarify which examples are rural?

AECOM Response:

Table 14, below, includes examples of rural transit experience from each project manager’s resume.

Table 14: Project Manager's Rural Transit Experience

Name Rural Project Experience Daksha Masurkar, AICP • Project Manager, 5307 TrAMS Obligation , AZ, CYMPO

• Lead Transit Planner, Park City Mountain Resort, Quinn’s Park & Ride Transit Analysis, Park City, UT

• Project Manager, National Transit Database Reporting, Town of Prescott Valley, AZ

Estella Hollander • Task Lead, 5307 TrAMS Obligation , AZ, CYMPO

• Project Manager, Mountain Line Route 7 Optimization Pilot

Krystal Oldread • Transit service analysis and improvements, Southwestern Community Services Short Range Transit Operations Plan, Sullivan County, NH

• Social and economic impacts analysis and system performance, Tupelo Transit Pilot Program, Tupelo, MS

• Analyst, Town of Prescott Valley National Transit Database Reporting

AECOM 27

• Project Manager (PM) Resume – Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

AECOM Response:

Quality is a culture at AECOM and is inherent in the way we manage our projects. We apply risk-based thinking in all our actions, from managing documentation to planning and executing the technical work. This way of thinking and acting empowers our team members to consider the project goals rather than focusing solely on their specific disciplines. We are one of the few professional and technical firms in North America certified to the ISO 9001:2015 standard.

To confirm the technical accuracy of our deliverables, AECOM employs a rigorous quality process (shown in Figure 4) that includes self-checking, checking, and back-checking. Team members start by thoroughly reviewing their own work, confirming it meets technical and ADOT requirements. A designated verifier then examines the work for compliance with standards and project objectives, followed by an independent back-check by a principal verifier who instills objectivity and alignment with best practices. This multi-layered approach is supported by detailed documentation, feedback loops, and iterative reviews to address any discrepancies and refine deliverables. Our project manager is responsible for an additional final review of all deliverables prior to submittal to ADOT.

Our quality manager confirms our review process is followed by all team members, including our subconsultants.

These guiding principles add value to this contract by maintaining a consistent focus on client satisfaction, collaboration, coordination, and providing quality deliverables and reviews. By fostering a culture of transparency, technical excellence, and continuous improvement, AECOM's

Figure 4: AECOM's Quality Assurance Process

AECOM 28

provide updates on project progress, discuss the project schedule and budget status, identify next steps, and make necessary project decisions to move the project forward. Along with the project manager, the principal will help identify key staff and subject matter experts who align with the project scope and budget. Coordination with relevant technical stakeholders will be planned based on the client’s discretion, depending on the project phase, data requirements, and the technical support needed throughout the project’s duration. AECOM will submit timely invoices and progress

AECOM 29

• Key Personnel Bios (excluding PMs) – Not all staff demonstrated rural experience, can you provide additional examples for the team members that do not demonstrate that (if any)?

AECOM Response:

Table 15, below, specifies the rural project experience for the Discipline 4 staff provided.

Table 15: Key Personnel Rural Transit Experience

Name / Role Rural Project Experience Cole Pouliot, ENV SP – Fleet Management

• Zero Emissions Transit Project Manager, Minnesota

• Valley Transit Authority, Zero-Emission Bus Transition

Plan, Burnsville, MN

• Task Lead, Rhode Island Public Transit Authority, Action

Plan for Electrification and Service Growth, Providence, RI

• Zero Emissions Transit Project Manager, Town of Park City, Electric Vehicle Rollout Plan and Grant Application, Park City, UT

Chelsey Waterman – Fleet Management, Personnel Management

• CFI Program Grant Development, MetroLINK Mass Transit District, Moline, IL Grant Writing Support

Kristen Lueken – Budget Management

• Transportation Planner, Utah Transit Authority, Sandy South Jordan Circulator Study, Sandy and South Jordan, UT

• Transportation Planner, Topeka Metropolitan Transit Authority, Metro Operations, Capital, & Financial Plan, Topeka, KS

Tim Simon, AICP – Budget Management

• Task Lead, Lane Transit District, MovingAhead, Eugene, Oregon

• Task Lead, Rio Grande Valley MPO, Rio Grande Valley Regional Transit Development Plan, Edinburg, Texas

Bob Peskin, PhD – Budget Management

• Senior Consultant, Tennessee DOT Long-Range Transportation Plan, TN

• Senior Consultant, Peninsula Corridor Joint Powers Authority, Peninsula Corridor Electrification Program, San Carlos, CA

Ellie McCarthy – Data Analysis and Reporting

• Task Lead, National Transit Database Reporting, Town of Prescott Valley, AZ

AECOM 30

6. Discipline 5: Strategic Planning ADOT Discussion Item (Discipline 5):

• Firm Experience – Can the firm provide examples of rural transit experience or clarify which examples cited are rural?

AECOM Response:

Table 16, below, lists the projects provided in the original Discipline 5 submittal and details which are rural projects along with their start and end dates.

Table 16: Discipline 5 Firm Experience Update

Project Name Rural Project Start Date End Date MetroPlan Creative Local Match Plan 2025 2025

MCDOT Discretionary Grant Preparedness 2022 2022 CAG Gila County Transit Governance Study 2020 2023

NACOG Verde Valley Master Transportation Plan 2024 Present

Chandler Transportation Master Plan Update 2018 2020 CYMPO RPT 2045 Update 2018 2020

City of Phoenix Transportation 2050 Discretionary Grant Preparation

2021 2026

MAG Regional Transportation Plan (MOMENTUM) 2022 2022 Sun Corridor Metropolitan Planning Organization Regional Transportation Plan Update

2023 2024

ADOT NEVI Plan 2024 Present

City of Tempe – Discretionary Grant Preparation 2024 Present Additional Projects with Rural Experience ADOT Corridor Profile Studies, AZ 2021 2023

North Central RTD Zero Emissions Bus (ZEB) Plan 2022 2023

AECOM 31

ADOT Discussion Item (Discipline 5):

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

AECOM Response:

Job roles for the staff on the org chart are included in Table 17.

Table 17: Discipline 5 Job Roles

Name Contract Role Jennifer Bixby Principal Dillon Kennedy Project Manager Chelsey Waterman Project Manager Jennifer Love Consultant Daniel Harmonick Planner Lincoln James Consultant Estella Hollander Planner Toni Horst Consultant Kendall Myers Analyst Daksha Masurkar Analyst Ed Parks Consultant Abby Tomlinson Marketing & Meeting Specialist Gavin Poindexter Consultant Tyler Besch Consultant Mihir Aranala GIS/Technical Katie DeSandro Technical Writer

AECOM 32

• Project Manager (PM) Resume – Provide examples of rural transit experience (if any) or clarify which examples are rural?

AECOM Response:

Table 18, below, includes examples of rural transit experience from each project manager’s resume.

Table 18: Project Manager's Rural Transit Experience

Name Rural Project Experience Dillon Kennedy, AICP • Deputy Project Manager, 2045 Regional Transportation Plan

Update, CYMPO, Yavapai County, AZ

• Project Manager, Northern Arizona Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

• Project Manager, ADOT Corridor Profile Studies, AZ

• Deputy Project Manager, Arizona Department of

Transportation (ADOT) P2P Implementation

• Project Manager, City of Kingman Federal Grants, Kingman, AZ

• Programming Lead, Sun Corridor MPO, SCMPO RTP Update, AZ

• Deputy Planner & Public and Stakeholder Outreach

Coordinator, CYMPO Sundog Connector Design Concept Report

Chelsey Waterman • Project Manager, Strategic Plan Update, MetroLINK, Moline, IL

• Project Manager FTA/MetroLINK Cybersecurity Assessment

Tool, Moline, IL

• Project Manager, BEB Key Performance Indicator (KPI) Project, MetroLINK, Rock Island, IL

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• Project Manager (PM) Resume – Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

AECOM Response:

Quality is a culture at AECOM and is inherent in the way we manage our projects. We apply risk-based thinking in all our actions, from managing documentation to planning and executing the technical work. This way of thinking and acting empowers our team members to consider the project goals rather than focusing solely on their specific disciplines. We are one of the few professional and technical firms in North America certified to the ISO 9001:2015 standard.

To confirm the technical accuracy of our deliverables, AECOM employs a rigorous quality process (shown in Figure 5) that includes self-checking, checking, and back-checking. Team members start by thoroughly reviewing their own work, confirming it meets technical and ADOT requirements. A designated verifier then examines the work for compliance with standards and project objectives, followed by an independent back-check by a principal verifier who instills objectivity and alignment with best practices. This multi-layered approach is supported by detailed documentation, feedback loops, and iterative reviews to address any discrepancies and refine deliverables. Our project manager is responsible for an additional final review of all deliverables prior to submittal to ADOT.

Our quality manager confirms our review process is followed by all team members, including our subconsultants.

These guiding principles add value to this contract by maintaining a consistent focus on client satisfaction, collaboration, coordination, and providing quality deliverables and reviews. By fostering a culture of transparency, technical excellence, and continuous improvement, AECOM's

Figure 5: AECOM's Quality Assurance Process

AECOM 34

provide updates on project progress, discuss the project schedule and budget status, identify next steps, and make necessary project decisions to move the project forward. Along with the project manager, the principal will help identify key staff and subject matter experts who align with the project scope and budget. Coordination with relevant technical stakeholders will be planned based on the client’s discretion, depending on the project phase, data requirements, and the technical support needed throughout the project’s duration. AECOM will submit timely invoices and progress

AECOM 35

7. Discipline 6: Coordination & Mobility Management Projects ADOT Discussion Item (Discipline 6):

• Firm Experience – Can the firm provide examples of rural transit experience or clarify which examples cited are rural?

AECOM Response:

Table 19, below, lists the projects provided in the original Discipline 6 submittal and details which are rural projects along with their start and end dates.

Table 19: Discipline 6 Firm Experience Update

Project Name Rural Project Start Date End Date CAG Pinal County Mobility Gap Analysis 2024 2025

URSTA Statewide Training Coordinator 2023 2024

ADOT COG/MPO Manual Update 2025 Present

New York Metropolitan Transportation Council Public Transit – Human Service Transportation Plan

2024 2025

CAG Gila County Transit Governance Study 2020 2023

UTA Comprehensive Specialized Transportation Plan

2021 2021

RTA Coordinated Public Transit – Human Services Transportation Plan Update

2021, 2026 2021, 2026

MASSDOT Comprehensive Regional Transit Plan 2020 2021

Regional Mobility Management Feasibility Study, Massachusetts Department of Transportation

2022 2023

Camden County Coordinated Public Transit – Human Services Transportation Plan Update

2025 2025

Southeast Michigan Coordinated Public Transit – Human Services Transportation Plan

2025 2025

Montana Statewide Rural Transit Needs Study 2025 2025

Additional Projects with Rural Experience Georgia Department of Transportation Group Transit Asset Management Plan

2021 2022

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ADOT Discussion Item (Discipline 6):

• Organizational Chart - Can you please provide the job roles for the staff on the org chart that aligns with the job roles for this solicitation as per the Pricing Sheet attachment #12.

AECOM Response:

Job roles for the staff on the org chart are included in Table 20.

Table 20: Discipline 6 Job Roles

Name Job Role Jennifer Bixby Principal Estella Hollander Project Manager Jill Cahoon Project Manager Cole Pouliot Operations Manager Satyen Patel Consultant Daksha Masurkar Analyst Rosie Liu Planner Jason Green Analyst Scott Baker Consultant Chelsey Waterman Analyst Mihir Aranala GIS/Technical Katie DeSandro Technical Writer

AECOM 37

• Project Manager (PM) Resume – Provide examples of rural transit experience (if any) or clarify which examples are rural?

• Project Manager (PM) Resume – Provide examples of asset management experience (if any) or clarify which examples cited are?

AECOM Response:

Table 21, below, includes examples of rural transit and asset management experience from each project manager’s resume. Please note that we have asset management expertise from Satyen Patel and Cole Pouliot, who have worked with rural transit agencies and will be helping out with any asset management tasks or projects.

Table 21: Project Manager's Rural Transit Experience

Name Rural Project Experience Asset Management Experience Estella Hollander • Project Manger, MetroPlan

Creative Local Match, Flagstaff, AZ

• Existing Conditions and Transit

Task Lead, Northern AZ Council of Governments, Verde Valley Master Transportation Plan & Safety Action Plan 2024, Verde Valley, AZ

• Financial Task Lead Central Arizona Governments Mobility Gap Analysis, AZ

• Mobility Manager, Developed an inventory of all Section 5310 funded vehicles in the Flagstaff MPO region

• Project Manager, Mountain Line Strategic Investment Plan, Developed a criteria for prioritizing vehicles and capital assets for grant funding

Jill Cahoon, GISP, ENV SP

• Project Manager, Coordinated Public Transit-Human Services Transportation Plan, South Jersey Transportation Authority (SJTA), Camden County, NJ

• Senior Planner, Comprehensive Specialized Transportation Plan, Utah Transit Authority, Wasatch Front, UT

• Senior Transit Planer, Updated the inventory of existing human services transportation providers, including vehicles, for the public transit demand response and fixed-route service providers in Chicago, IL

AECOM 38

• Project Manager (PM) Resume – Provide more details as to the quality control (qa/qc) practices and the PM's plan to ensure that projects are delivered within scope, schedule, budget.

AECOM Response:

Quality is a culture at AECOM and is inherent in the way we manage our projects. We apply risk-based thinking in all our actions, from managing documentation to planning and executing the technical work. This way of thinking and acting empowers our team members to consider the project goals rather than focusing solely on their specific disciplines. We are one of the few professional and technical firms in North America certified to the ISO 9001:2015 standard.

To confirm the technical accuracy of our deliverables, AECOM employs a rigorous quality process (shown in Figure 6) that includes self-checking, checking, and back-checking. Team members start by thoroughly reviewing their own work, confirming it meets technical and ADOT requirements. A designated verifier then examines the work for compliance with standards and project objectives, followed by an independent back-check by a principal verifier who instills objectivity and alignment with best practices. This multi-layered approach is supported by detailed documentation, feedback loops, and iterative reviews to address any discrepancies and refine deliverables. Our project manager is responsible for an additional final review of all deliverables prior to submittal to ADOT.

Our quality manager confirms our review process is followed by all team members, including our subconsultants.

These guiding principles add value to this contract by maintaining a consistent focus on client satisfaction, collaboration, coordination, and providing quality deliverables and reviews. By fostering a culture of transparency, technical excellence, and continuous improvement, AECOM's

Figure 6: AECOM's Quality Assurance Process

AECOM 39

provide updates on project progress, discuss the project schedule and budget status, identify next steps, and make…