Jacobs_Proposal_-_543-24_Program_Management_for_Crash_Detection_and_Prediction_Proof_of_Concept_Solutions__1_.pdf

December 21, 2023

Ohio Department of Transportation Office of Contract Sales, Purchasing Services 1980 West Broad Street

Columbus, OH 43223 Subject: Proposal – 543-24 Program Management for Crash Detection and Prediction Proof of Concept Solutions

Jacobs respectfully submits our proposal to provide services to assist the Ohio Department of Transportation (ODOT), in further development of the Event Streaming Platform (ESP).

We are excited about the opportunity to support ODOT in its goals focused on improving safety, operations, and efficiencies of transportation throughout Ohio. We recognize that this contract requires a wide spectrum of skills and expertise at the state and federal level to meet the needs of ODOT. With this in mind, we have brought together a team of local and national experts to best assist in delivering this program and positioning for federal funding opportunities. The two use cases you identified – connected vehicle applications and transportation data analytics are of growing interest for DOTs. ODOT’s innovation and resultant findings will have profound impacts not only in Ohio but around the globe. Jacobs is a leader in both areas providing transportation engineering expertise and data analytics to leverage the data available to you.

Our integrated team provides trusted resources, with experience in successfully delivering safety, mobility and digital solutions for clients across Ohio and the US who work in partnership to drive best practices and innovation. With the inclusion of Polygon

Solutions, we provide ODOT with a multi-faceted team that together will deliver unparalleled expertise to assist ODOT with meeting its objectives.

If you have any questions, please contact Andy Wolpert or Doug Stachler. We appreciate your consideration.

Sincerely, Jacobs Engineering Group Inc.

Andy Wolpert, PE andrew.wolpert@jacobs.com

614-825-6706

Project Manager

Doug Stachler, PE douglas.stachler@jacobs.com

614-825-6754

Manager of Projects

Ohio Transportation Client Service Leader

Proposal Area A: Implementation/Management Plan/Work Plan

Evaluation Criteria #1

Project Understanding and Experience in Transportation Engineering

At the heart of DriveOhio’s program initiatives is data. We have experience in deploying and supporting regional data aggregation and sharing platforms which provide rich data sets for data driven actions across regional agencies, including connected vehicle event data (CV2X). Connected vehicle (CV) data will be crucial for delivering use cases that improve mobility services, operational improvements, as well as establishing efficient data sharing across operational boundaries. ODOT has established a strong foundation for data ingestion with the Event Streaming Platform (ESP). Our team is well equipped to provide guidance on shaping a roadmap to continue advancing the CV2X program at ODOT using the ESP as the backbone for data aggregation and application deployment and management. Working with rich data sets from Honda and other Original Equipment Manufacturers (OEM) will lead to more robust roadway maintenance programs as well as more efficient traffic management operations.

Achieving Vision Zero is core to ODOT’s highway safety program. Intelligent Transportation Systems (ITS) have been successful in the integration of transportation technologies into new operational approaches to achieve Vision Zero, yet transportation practitioners know there is still untapped potential in connected vehicles. Similarly, the rich availability and sheer volume of real-time and static transportation data still begs that more could be done in predictive analytics. Each of these premises are foundational in the two use cases that ODOT will implement for the Phase 1 USDOT SMART Grant funding. The Phase 1 SMART

Grant intends to prototype concepts, build internal buy-in and partnerships with stakeholders, and report on results, to inform how these concepts may be scaled up. These use cases provide a unique opportunity for ODOT to evaluate and contribute to two growing areas of interest in transportation engineering – CV applications and transportation data analytics. ODOT’s innovation and resultant findings will have profound impacts not only in Ohio but on a global scale.

The ”Incident Detection and Response Initiation” use case intends to leverage airbag safety deployment alerts transmitted from

OEM data streams to identify, detect, and respond to crashes in areas that might otherwise be undetectable from CCTV or vehicle detectors, or that may otherwise go through communication channels, such as through 911 calls, with latencies that could result in lives lost.

Jacobs understands this opportunity and in 2021 we worked on a similar deployment for Road User Charging (RUC) America where we worked on a team that developed a concept of operations, a system architecture, and pilot deployment that used automated vehicle (AV) location data provided by an AV delivery company, Udelv, to implement a mileage-based user fee. This project allowed the team to interface with vehicle data and communication systems.

The “Crash Prediction and Proactive Mitigation” use case will create a system that can ingest and fuse both real-time and historical roadway data sources to help traffic operations predictively analyze and proactively prepare for areas that have a higher likelihood for crashes or incidents. This use case is very similar to Hive, a digital solution Jacobs recently created to make use of available vendor, OEM, and historical crash/incident data and advanced analytics that identify problem “hot-spots” which enable DOTs to address the need of “how can we make better use of the data we already have to help improve safety and reduce crashes?”

Furthermore, Hive Safety creates recommendations of mitigation measures, or treatments, and provides benefit/cost ratios for several potential solutions based on guidance from the USDOT Highway Safety Manual. Mitigation measures can be compared easily and then the selected measures tracked for effectiveness. Jacobs will apply its expertise in creating safety systems like

Hive to maximize success implementing this use case and ensure ODOT will meet USDOT deadlines.

Figure 1. Oregon DOT Milage-Based Fee Project

Figure 2. Hive Safety

These cutting-edge investments exemplify Jacobs continued interest and understanding of how technologies can improve transportation engineering in ways that go beyond traditional infrastructure projects.

Management Plan

Servicing as an extension of ODOT’s staff, Jacobs’ Project Manager, Andy Wolpert, will use his extensive professional experience in managing application and software development, traffic safety, ITS, and infrastructure projects. He will serve as the single point of contact and respond promptly to your requests. He will develop a project management plan (PMP) tailored to the technical needs of this project to deliver the project and the protocols necessary to ensure seamless communication with the

Development Team. The PMP will describe the overall goals, planning partners and participants, organizational structure, project governance, scope, schedule, budget, and project management approach. The PMP also defines deliverables, document management, quality control and quality assurance procedures, work breakdown structures (WBS), risk management, and the methods used to plan, monitor and control delivery.

Communication is critical and leads to successful project execution. Andy will organize weekly coordination meetings with

ODOT and the Development Team to provide information, clarify responsibilities, monitor risks, and track progress to meet the delivery date of January 31, 2025. A risk assessment and register will be developed and tracked throughout the life of the project and reviewed during project meetings. Managing risks will be key to success and we understand how to mitigate potential challenges.

◼ Jacobs understands the development of the proof of concept will be performed under another RFP and potentially by another consultant. Establishing a relationship, collaboration, and delivery partnership will help ensure successful management and development of the two use case proof of concepts.

◼ Working with a single OEM data source may establish data requirements that are not universal to other OEM providers. Understanding other OEM sources and developing a minimal standard of data requirements will ensure more seamless integration as new OEM data providers come on board.

◼ There is a potential the available data sources do not correlate to an accurate safety prediction and more data sources or enriched/derivative data sources will be required. Early Exploratory Data Analysis and Feature Engineering can be lightly performed to increase confidence prior to a complete build of the proof of concept.

◼ OEM data streams should not conflict with other crash identification systems and data may have extreme latency due to poor coverage in rural areas. Establishing geographic boundaries and procedural rules for alert hierarchy and states can help avoid very late and/or conflicting alerts.

◼ End-User engagement and feedback will be required to ensure alerts and notifications are meaningful and do not create “information overload” and become ignored.

◼ Obtaining data sharing agreements, particularly from OEMs, can be a long process. Jacobs has proven legal and contractual frameworks that cover important areas specialized to this type of arrangement. These include data privacy, development of derivative analytics, sublicensing, post-termination rights, IP development, cybersecurity requirements, ownership, etc.

◼ Controlling costs and managing requirements and preferences associated with the use cases to ensure development of the proof of concepts stays within the budget.

Acknowledging the potential for evolving project requirements, Jacobs' project management process is designed with flexibility to accommodate continuous refinement and alignment with the project scope. This adaptive approach leads to the finalization of a comprehensive business requirements matrix, which incorporates the discussed use cases and serves as a roadmap for subsequent project phases. Understanding the problem must be the leading driver in innovation and technology. Defining the goals, objectives, and outcomes early in the process will lay the foundation for effective messaging and gaining stakeholder approval. Identifying KPIs to tell the story of opportunities and successes will define the roadmap for future Phase 2 SMART grant work in Ohio and promote ODOT’s vision across the US.

To best partner with ODOT and the Development Team to deliver the Phase 1 effort, a hybrid project management approach, combining traditional waterfall, systems engineering practices and agile software development methodologies, best suits providing the deliverables defined in our Tasks below. Agile delivery is a risk management tool that delivers early success and identifies early failures to maximize project success. The hybrid approach allows for some of the certainties and confirmation of a waterfall project approach (e.g., agreed upon deliverables, upfront certainty, cost estimates, and timeline schedule), while offering the speed and agility of an agile approach (e.g., iterations, active stakeholder involvement, speed). Executing this approach for a Farm Evaluation software project for the California Rice Commission provided cost certainty, a commitment to a timeline, and delivered the work tasks via an agile approach to allow for iterative development, changes to scope, and rapid deployment. By using this same approach, Jacobs, the Development Team, and ODOT will be able to commit to aligned goals, while being able to deliver quickly and adapt to change. For further understanding of how Jacobs plans to implement this approach to the proof-of-concept solutions, see the Development of System Architecture section.

The following technical descriptions include our proposed methodology to implement and manage tasks that result in the deliverables as set forth in the RFP.

Deliverables:

◼ Project Management Plan

◼ Risk Register (updated throughout)

Task 1: Stakeholder Engagement

Stakeholder engagement and the documentation of user and systems needs is not only a critical first step, but foundational to providing traceability from the user to the system function. We have experience in facilitating the inclusion of advanced technology in various divisions and programs at ODOT. As part of our project execution plan, we propose engaging with the end users regularly during the development of the Concept of Operations and Requirements. The goal will be to document consensus at each milestone in the project. Our engagement strategy will enhance success by including central office and district staff.

This approach is designed to provide efficient and effective communication with stakeholders, fostering a cohesive and unified effort across multiple levels throughout the organization.

Jacobs has a multitude of experience in facilitating interagency coordination for project development and data sharing tasks.

Currently, we facilitate regular data sharing and operations meetings between Delaware, New Jersey, and Pennsylvania DOTs which has led to the sharing of communications network assets, data, and idea exchanges between these three agencies who manage people and goods movement along the eastern corridor. We have also developed and helped to enact agreements for data, video, and other information exchanges between our DOT clients, Turnpike Authorities, other DOTs, transit agencies, and local municipalities.

The Division of Information Technology (DoIT) is leading this effort and is one of the primary stakeholders due to data and network security being key components of the project. Jacobs will sustain continuous collaboration with DoIT's various departments such as the Project Management Office, Infrastructure, Security, and Data teams, not only to ensure that this initiative meets technical and security standards but also to facilitate the smooth handover of operational support in the future.

DriveOhio has created the framework and vision for a scalable and replicable solution to improve safety, mobility, and incident management in urban and rural areas across the state. Our team will work with DriveOhio to understand goals and outcomes and provide guidance on shaping a roadmap to continue advancing the safety and mobility program at ODOT using the ESP as the backbone for data aggregation and application deployment and management.

Our experience working with OEMs will be valuable as the team works with Honda Motor Company to understand the needs and challenges. The Jacobs Team has deep experience working directly with OEMs to process, protect, store, and make useful telematics data. In 2022, Jacobs acquired StreetLight Data, Inc, which now operates as a Jacobs division. The StreetLight team, which will support this program, runs a repository that has processed and securely stored 93 billion trips from telematics providers (a mix of OEMs and smart phone apps). The team has a proven track record in protecting user privacy, while maintaining cost-efficient databases. ODOT is one of the hundreds of agencies taking advantage of this tooling.

ODOT’s Office of Traffic Management, the Statewide Traffic Management Center (TMC) and Highway Safety team are additional internal stakeholders who are going to be the end users and validators of the tools developed under this project.

Often older technologies have produced false alarms which dispatch squads to the area only to find nothing either because the vehicles have left the scene or there was never an incident. Their input is critical for successful implementation.

Additional stakeholders include Ohio’s Traffic Incident Management emergency response partners, which include fire & rescue, law enforcement, tow & recovery, and medical responders. These partners can provide valuable perspectives on current practices and needs for the crash prediction and mitigation application. Jacobs clearly understands the challenges incident management emergency response partners are facing as end users of previous tools that have been developed that enhance incident detection and response. Our approach will be to meet individually with each stakeholder to understand the challenges they face and discuss actions for improvement. These areas consist of stakeholder buy-in, updating planning documents, forming applicable stakeholder committees to discuss challenges and identify solutions, and other actions that aim to gain agency consensus on all challenges.

ODOT’s Office of Safety is known nationally as a leader in implementing cutting edge safety procedures and analyses.

Engaging the Office of Safety as an internal stakeholder will be critical to gain buy-in and alignment with ongoing safety initiatives as well as confirming that safety analyses developed from this project are consistent with other statewide practices.

Members of the Office of Safety can reveal any past work related to real-time safety detection/prediction and provide context for predictive crash analysis based on traffic patterns, speed, volumes, weather, pavement conditions, and context classification.

Jacobs has been involved in several aspects of ODOT’s safety program over the last decade supporting efforts including crash prediction modeling, crash data analysis tool development (update to the ECAT tool and development of the CAPE tool), site and corridor traffic safety studies, training development, and general on-call support. Our understanding of the Office of Safety’s priorities and plans moving forward will help bridge the gap between real-time safety analytics and core safety responsibilities.

Deliverables:

◼ All agendas, presentations and meeting summaries for stakeholder meetings applicable to this section

◼ Questionnaire for conducting stakeholder interviews as well as summaries of those interviews

◼ Summary of in-person site visits observing current operations and challenges faced

◼ Summary of working committee meetings (intended to meet monthly to debrief incidents, plan future traffic incident management enhancements and identify current gaps and measures to address those gaps)

Task 2: Data Collection (Requirements and Data Acquisition Strategy)

Jacobs' approach to the Crash Detection and Prediction Proof of Concept initiative with ODOT is characterized by a structured, collaborative methodology with a focus on clear, linear progression. Polygon Solutions will lead the efforts by generating a data needs survey for ODOT to complete, setting the foundation for understanding the project's datasets and requirements. Following this, a comprehensive assessment of the data received from ODOT will be conducted, leading to the collaborative development of a detailed data specifications document.

This document outlines necessary data sources, including internal databases, public datasets, and third-party contributions, to ensure a thorough understanding of the data's structure and logistics.

The next step is the creation of a data registry document, which will be meticulously analyzed to compile all necessary data and information for a comprehensive review.

This document will cover key aspects like data source, privacy, security, and data sharing considerations. Concurrently, we will engage with stakeholders and ODOT's

Data Governance office to ensure that our initiative is in line with ODOT policies.

Following this, the phase seamlessly transitions into preliminary data assessments, where each dataset is carefully examined to spot any gaps or inconsistencies. This rigorous analysis is critical in identifying the specific data needs vital for addressing ODOT's unique challenges, thereby becoming a fundamental component of our broader initiative.

In tandem with these assessments, discovery sessions are conducted. These sessions play a pivotal role in aligning business requirements with the data specifications, defining the coverage scope, and identifying additional needs, especially in analytics and visualization. They also provide a deeper understanding of the event streaming platform's technical and environmental details. Throughout this entire process, Jacobs is dedicated to ensuring that each step is in alignment with ODOT's goals, striving to deliver a solution that is not only relevant but also adaptable to the evolving needs of the project.

Figure 3. Data Collection Process

Deliverables:

◼ Data Management Plan

◼ Request for Information

◼ Stakeholder Discovery Session(s) Summaries

◼ Development Requirements and Use Case Document

◼ Data Inventory Documentation

◼ Data Specifications Documentation

◼ Gaps Analysis

◼ Finalize Approved Requirements

Task 3: Development of System Architecture

With the high volume of real-time data streaming from the ESP, Jacobs is will assist in delivering the system architectures behind the “Incident detection and response initiation” and the “Crash prediction and proactive mitigation” proof of concepts.

We leverage a comprehensive approach that will align to ODOT’s project and development team goals.

Planning / System Architecture Schematic

The first step is to identify the high-level requirements in the form of features and user stories. We understand that the use cases must allow for adjustments by the stakeholders and development team(s) during the follow-on, technical execution phase.

Our team will use industry standardized templates to document requirements and any revisions requested to provide consistency and facilitate communication around the acceptance criteria and expected outcomes. Jacobs will present a schematic of the digital solutions for the two use cases and identify potential gaps in current ESP architecture that require resolution to support the required data, analysis/models, and required integrations. In addition, we will outline the initial set of architectural requirements so that decisions can be made related to the technology stack, platform, and hosting options and we will develop a conceptual flow diagram to show the steps in a process and relationships between major components of the system.

Requirements Analysis

During the requirements analysis phase, the project team will review the high-level requirements, required data sources, and downstream data integrations to capture the core features that the team deems necessary to deliver a proof of concept for the two use cases. These core features will be defined using an agile methodology and will be in the form of epics and features so that the Development Team(s) can quickly pull into development cycles. This planning approach will be crucial for alignment between Jacobs and the Development Team(s) around necessary features of the proof-of-concept solutions.

Deliverables:

◼ System requirements document, detailing technical requirements including hardware, software, and additional systems, data, and/or software required.

– Documented identified gaps in ESP capabilities and suggested resolutions.

◼ Conceptual Process Flow Diagram detailing ESP, data source integrations, data flow, data analysis/processing and model integration, and data output flows.

◼ Updated High-level architectural overview of the ESP – will include components, interfaces, and data flows supporting the new proof of concept solutions.

Assumptions:

◼ Those with knowledge of ESP will be made available to Jacobs staff for questions and information.

◼ ODOT will provide Jacobs with existing ESP information and conceptual process flow diagrams.

Task 4: Concept of Operations

The delivery of the Concept of Operations is presented below for both identified use cases: 1) Incident Detection and Response

Initiation, and 2) Crash Prediction and Proactive Mitigation. Our approach is driven by Jacobs extensive knowledge including

Transportation Engineers, Connected Vehicle Specialists, Vehicle Data Specialists, Data Engineers, Application Developers, DevOps Specialists, Platform Engineers, GIS Experts, and Data Scientists. With the diverse expertise, Jacobs brings a team who understands the use case problem spaces from both the subject matter and technology perspectives. A comprehensive needs assessment of the use cases, aligned on the project's objectives, will encompass establishing performance metrics, data management strategies and requirements, technical architecture, system observability, visualization requirements, testing plans, policy stakeholder engagement, and providing long-term viability for integration into ODOT’s and external stakeholder operations as Business-As-Usual (BAU).

Jacobs recognizes that the build out and testing of the proof-of-concept solutions will be performed through a separate RFP.

Therefore, we believe that building out a standards-based approach to conceptualization will provide the viability of each use case to be deployed at a scalable level. This gives these solutions a healthy future because they are well documented with best practices, test plans and performance criteria that address scalability and are capable of long-term and sustainable operations.

This comprehensive approach will provide the information necessary for a feasibility assessment of scaling the solutions into statewide production.

The Concept of Operations includes the following phases that provide a roadmap for both use cases. Throughout the development of the Use Cases, Jacobs will align with the Development Team(s) to ensure all defined requirements and performance metrics are being developed correctly and can be involved in Sprint Planning and Review cycles with the

Development Team(s) to assist.

1. Performance Metrics and Baseline – Establish current performance of each use case’s problem space to identify improvements, evaluate data feeds, analysis/models and system architecture to determine conceptual system performance, and establish mutually agreed upon performance metrics with a measurement approach that show clear improvements against the baseline.

2. Data Requirements – Build off the Data Collection task with context from the defined Performance Metrics to establish required data sources, formats, update frequency, and relevance to the analysis and use case. This will include establishing best practices/standards for data management, metadata, archival (ephemeral/intermediary vs.

persistent), and appropriate handling of any Personally Identifiable Information (PII).

3. Design Specifications and ESP Integration – Build off the System Architecture and Conceptual Process Flow to develop design specifications for each use case and how the data will flow, processing logic be applied, and how data sources and external systems will interact and integrate with ESP.

4. Testing Plan - define requirements for simulation and testing of each use case and system, including use of historical data, data flows, accuracy, alerts, and performance at peak load. Considerations will be made for a growing stream of data and testing requirements will involve assessing performance against increasing data loads and demands.

5. Monitoring and Maintenance Plan - Developed and documented for use in the next phase of work. The plan will include the following key items:

– Performance Metrics Monitoring – Define KPIs relevant to system performance, uptime, response time, throughput, and error rates.

– Alerting and Notification – Automated system to detect breached thresholds and anomalies with clear procedures established for escalating issues.

– Troubleshooting and Problem Resolution – Establish plans for bug tracking, patch management, standardized process for logging/ticketing of incidents, and system audits.

Deliverables:

◼ Draft and Final Concept of Operations Document, including:

– Performance Metrics and Measures Requirements and Approach

– Design Specifications and Conceptual Process Flow Diagram for ESP Integration

– Data Requirements Documentation

– Testing Plan Documentation

– Monitoring and Maintenance Plan Documentation

Assumptions

◼ ODOT will provide data and/or documentation that helps Jacobs define baseline performance

◼ ODOT will provide any existing data standards, including PII requirements

Task 5: Policy and Agreements

We will work with ODOT to inventory and review the existing policies and agreements as it relates to the data exchange through the ESP and identify any gaps or modifications required. Based on a review of the Central Ohio ITS Architecture there are currently 50 data interfaces planned to/from the ESP. A key consideration for the project team is who should and will be able to access the data being exchanged through ESP to support this project’s two use cases, as it could contain sensitive information like crash data.

Currently not included in the 50 data interfaces are the Vehicle OEM’s, so priority will be placed on facilitating the required agreements and policy changes needed to bring these stakeholders within the ESP. Our StreetLight staff have worked on developing data contracts with OEMs both providing data to, and sourcing data from connected vehicle providers. The team has proven legal and contractual frameworks that cover important areas specialized to this type of arrangement. These include data privacy, development of derivative analytics, sublicensing, post-termination rights, IP development, cybersecurity requirements, ownership and more.

Connections to roadside devices reside within ODOT, so should not require any additional legal or administrative framework to integrate into the ESP, but will we evaluate the needs of integrating other third-party data providers -private and public- to support the crash predication and proactive mitigation use case.

As noted above, we have numerous experiences in facilitating data, video and other IP sharing agreements between public agencies and external stakeholders, and will work with ODOT and your selected Development Team to develop the requirements and documents necessary to facilitate the necessary integration through the ESP. Our experience has been that these types of activities tend to lead to delays in project delivery if not conducted early and proactively, so that will be our approach. As Program

Manager, we will work with your Development Team to address these policies and agreements early so that it does not impact the schedule or deliverable.

◼ Data sharing agreements

◼ Memorandum outlining required policy changes

Task 6: Implementation of Proof of Concept

Jacobs will work with the Development Team to deliver an Implementation Report that will evaluate the project results against defined performance metrics and provide a feasibility analysis that will detail overall technical, financial, and operations feasibility of the use cases. Draft reports will be provided to ODOT for review before a final report is delivered.

For the Implementation Test, performance metrics will be provided, defined by system requirements, agreed upon system performance measures in the Concept of Operations, and accuracy in prediction and detection. Jacobs will work with ODOT to define acceptable accuracy and system performance metrics to be measured against.

The Feasibility Analysis report will document the overall viability and practicality of advancing the two use cases into a more production ready environment and detail findings, uncovered challenges and constraints, potential risks and mitigation strategies, future recommendations, and conclusion to help decision-makers determine an approach to a next phase.

Recommendations may include modifications to the scope and alternative solutions to challenges and risks that limit the viability to scale the use cases.

In the Feasibility Analysis, Jacobs will work with the Development Team to deliver the required sections detailed in the RFP, including an Executive Summary, Technical Feasibility, Financial Feasibility, Operational Feasibility, Benchmarking, and a

Conclusion. In addition to these sections, Jacobs will also provide sections for Risk Assessment, which will identify and document potential risks and challenges that will impact the success in later phases, and suggest mitigation strategies to be explored, and can expand the Benchmarking to include a scan of commercially available systems and technology.

◼ Draft and Final Implementation Reports

Proposal Area B: Organizational Structure/Staffing Plan

Evaluation Criteria #2

Project Delivery

As ODOT embarks on this innovative multi-disciplined project, a familiar team that provides credibility, context, and vision in safety, operations, and digital delivery is critical. For this proposal, Jacobs has assembled a team of experts to help create a safer traveling environment for Ohio. Jacobs has tailored this team to meet the specific needs of the contract capitalizing on a trusted relationship with our subconsultant, Polygon Solutions. As Project Manager, Andy Wolpert will be responsible for resourcing this project, ensuring availability, and mobilizing the team. As a seasoned and responsive ODOT delivery specialist, he will serve as an extension of your staff when working with the Development Team and will respond promptly to your requests, drawing from our dedicated team and providing you with a single point of contact. Andy drives a committed and responsive culture through his leadership to ensure timely delivery of key deliverables, but also offers flexibility to drive additional added value.

Throughout Andy’s career, he managed and led multi-disciplined, complex, fast-paced projects ranging from the federally funded Smart Columbus Program to large scale design-build projects like I-670/I-71. Andy will use the skills he’s acquired through these experiences to clearly communicate with ODOT and subconsultants the contract requirements and risks.

Through Andy’s specifically aligned experience delivering projects with many use cases through the Smart Columbus, he understands the challenges of harnessing data to create a safe, and equitable transportation system. Andy managed the development of multiple Smart Columbus Operating System use cases applications, such as Pivot, a Mobility as a Service (MaaS) platform. This multimodal trip planner was developed in collaboration with the Central Ohio Transit Authority (COTA), Mid-Ohio

Regional Planning Commission (MORPC), and input from communities with transportation challenges to communicate transportation options to the public and solve mobility issues. In partnership with The Ohio State University, AbleLink

Technologies, and COTA, Andy also managed the development of the WayFinder application, which provided mobility independence to those that need it most. After the Smart Columbus grant was completed, Andy led the development and management of transportation specific use cases to enhance the Smart Columbus Operating System and assist the city’s engineers and TMC operators. The city used connected vehicle and third-party data to investigate how this information could assist the TMC to make data driven changes to city traffic and signalized intersections. The traffic operations use case provided near real-time insights where existing information did not exist. Data was able to help identify travel delay that could be used to help the TMC operators determine where signal timing changes may need to occur.

Andy will be supported by Michael Brown as the Deputy Project Manager and Subject Matter Expert. Michael's 18-year career is marked by his adeptness in leading teams in developing a wide array of digital solutions, encompassing technologies such as geospatial systems, data analytics, artificial intelligence, computer vision, and robotics. In collaboration with other experts at

Jacobs, Michael has been pivotal in devising digital solutions that span a variety of sectors, including Environmental, Water, Built

Environment, Construction, and particularly, Transportation. Within the Transportation sector, his focus has been on developing safety-centric applications. He has been instrumental in creating tools that use crash data analytics, network screening models, and connected vehicle data to enhance the efficacy of safety measures. Under Michael’s direction, these innovative tools and solutions have been implemented on significant projects for DOT and Metropolitan Planning Organization (MPO) clients and developed into the Jacobs Hive safety analysis product which ingests and integrates a variety of data sources to provide crash data analytics, network screening to identify safety hotspots and tiers, a treatment design tool to identify and develop the highest performing safety improvements, and the ability to measure and monitor effectiveness of implemented safety projects through connected vehicle data. This product, now integrated into the StreetLight Data Product suite, underscores Michael's proficiency in marrying cutting-edge technological solutions with practical applications in the realm of transportation safety.

Subconsultant Partner – Polygon Solutions Polygon Solutions is an Ohio based professional services consulting firm focused on:

◼ Data Solutions

◼ Geographic Information Systems (GIS)

◼ Software Development

◼ Program Management

◼ Linear Reference Systems (LRS) & Location Based Response System (LBRS)

Polygon Solutions has a strong local presence in Ohio and represents decades of expertise in data analytics & visualizations, GIS solutions, software development, and program/project management. They understand the government sector and have a history of success with clients at the State and Local level. Polygon is a registered Minority Business Enterprise (MBE), Encouraging

Diversity Growth and Equity (EDGE) with the State of Ohio. In addition, Polygon Solutions is registered with the Ohio Department of Transportation as a Disadvantaged Business Enterprise (DBE).

Additional Certifications

◼ Minority Business Enterprise: Maryland, Oregon, Tennessee

– Department of Transportations, DBE: Arizona, Colorado, Florida, Indiana, Maryland, Nevada, Oregon, Tennessee

Business Partnership

◼ ESRI

◼ Safe Software/FME

Organizational Chart

Our dedicated core team has been assembled under the structure below. Our personnel and subject matter experts (SME) demonstrate why we believe that to successfully execute this contract, we exceed the necessary combination of traffic operations and safety experience, and transportation software and application expertise. Jacobs has developed a team with local presence and national expertise and resources. Jacobs brings all the required skills and perspectives to successfully deliver the two ESP use cases that create an unprecedented opportunity to improve safety and mobility in the state. Polygon Solutions has a collection of team members that brings experience with complex data analysis, GIS, and application development. Both Jacobs and Polygon bring unique perspectives as several key team members have worked for government entities and understand the challenges that transportation system owners and safety officials face. Going forward in this response, the collective team will be referred to as "Jacobs."

Figure 4. Organizational Chart

Key Staff Availability

The key staff proposed here are ready and available to deliver this project for ODOT. Listed below is key staff time on project tasks and percentage of time available for the contract.

Table 1. Staff Tasks and Availability

Key Personnel Tasks % of Person’s Time to Each Task % Available for Contract

Andy Wolpert, PE

Project Manager

Task #1: Stakeholder Engagement 30% 50%

Task #4: Concept of Operations 5%

Task #5: Policy and Agreements 5%

Task #6: Implementation of Proof of Concept 10%

Key Personnel Tasks % of Person’s Time to Each Task % Available for Contract

Michael Brown

Deputy Project Manager

Task #1: Stakeholder Engagement 5% 40%

Task #2: Data Collection 5%

Task #3: Development of System Architecture 15%

Task #4: Concept of Operations 10%

Task #6: Implementation of Proof of Concept 10%

Brian Davenhall

Lead Developer

Task #1: Stakeholder Engagement 5% 50%

Task #2: Data Collection 5%

Task #3: Development of System Architecture 15%

Task #4: Concept of Operations 10%

Task #6: Implementation of Proof of Concept 10%

Brian Depan, PE

Traffic Engineering SME

Task #1: Stakeholder Engagement 5% 30%

Task #2: Data Collection 5%

Task #4: Concept of Operations 15%

Task #6: Implementation of Proof of Concept 5%

Treea Sekala, PE

Traffic Operations SME

Task #1: Stakeholder Engagement 5% 60%

Task #4: Concept of Operations 10%

Task #6: Implementation of Proof of Concept 10%

Alex Maistros, PE

Traffic Safety SME

Task #1: Stakeholder Engagement 5% 50%

Task #2: Data Collection 5%

Task #4: Concept of Operations 20%

Task #6: Implementation of Proof of Concept 5%

Brian Burkhard, PE

CV/AV SME

Task #1: Stakeholder Engagement 5% 30%

Task #4: Concept of Operations 5%

Task #6: Implementation of Proof of Concept 5%

Josh Fuoco

Software Architect

Task #1: Stakeholder Engagement 5% 50%

Task #2: Data Collection 5%

Task #3: Development of System Architecture 15%

Task #4: Concept of Operations 10%

Task #6: Implementation of Proof of Concept 10%

Chris Davis

Platform Engineer

Task #2: Data Collection 5% 40%

Task #3: Development of System Architecture 15%

Task #4: Concept of Operations 5%

Task #6: Implementation of Proof of Concept 5%

Stacey Black

Transportation Incident

Management SME

Task #1: Stakeholder Engagement 5% 60%

Task #4: Concept of Operations 5%

Task #6: Implementation of Proof of Concept 5%

Christopher Gerspacher

Data Engineer

Task #2: Data Collection 5% 30%

Task #3: Development of System Architecture 5%

Task #4: Concept of Operations 5%

Task #6: Implementation of Proof of Concept 5%

Key Personnel Tasks % of Person’s Time to Each Task % Available for Contract

Kevin Hathaway

Data Scientist

Task #2: Data Collection 5% 30%

Task #3: Development of System Architecture 5%

Task #4: Concept of Operations 5%

Task #6: Implementation of Proof of Concept 5%

Dean Tran

Transportation Data

Analyst

Polygon (DBE)

Task #1: Stakeholder Engagement 10% 40%

Task #2: Data Collection 15%

Task #4: Concept of Operations 5%

Anthony Clark

GIS Architect

Polygon (DBE)

Task #2: Data Collection 15% 20%

Task #4: Concept of Operations 5%

Vivek Lakshmi

Database Administrator

Polygon (DBE)

Task #2: Data Collection 20% 30%

Task #4: Concept of Operations 5%

Daniel Sung

Business Analyst

Polygon (DBE)

Task #2: Data Collection 20% 25%

Task #4: Concept of Operations 5%

Project Team and Relevant Experience Andrew Wolpert, PE, Project Manager, Jacobs

Andrew (Andy) Wolpert has over 23 years of engineering experience ranging from Design-Build delivery to sophisticated intelligent transportation solutions. Building off a national civil/transportation engineering background, Andy has successfully led multiple, multimillion-dollar technology projects designed to provide equitable, safe, and reliable transportation that have advanced mobility at a national level. His leadership and communication skills enabled him to deliver complex projects that required extensive public outreach, managing stakeholder expectations, and effective coordination with multiple government (federal, state, and local) and private entities.

PROJECT EXPERIENCE

Project Manager. Nevada DOT Smart Mobility Plan, Carson City, NV. Jacobs is leading the development of the NDOT Smart Mobility Roadmap to provide a more efficient, sustainable, and resilient transportation system for the state. Focal points of the plan include building upon existing data systems to collect near real-time data and enrich new datasets to provide data-driven decisions and expanding Nevada’s intelligent and connected infrastructure to improve safety and mobility for emergency services and the public.

Safety Task Lead. NCHRP Report 17-45, Enhanced Safety Prediction Methodology and Analysis Tool for Freeways and Interchanges, Texas Transportation Institute and the National Academies. Andy was part of the development team of the Interchange Safety Analysis Tool – Enhanced (ISATe) which implemented the Highway Safety Manual methodologies for crash predictions for freeways and interchanges. Andy performed testing of the ISATe methodologies for TTI using real world projects to compare crash history and crash prediction models. Andy’s team used ISATe to use crash prediction comparison for the alternative development and evaluation for the I-270/US 33 interchange. This was the first project in the country to quantify safety performance for freeways and interchange alternatives.

Deputy Program Manager. Smart Columbus Program, City of Columbus, OH. Andy was responsible for leading the day-to-day operations and grant management of the Smart Columbus Program and managing several projects for the $59M USDOT Smart City Challenge initiative. Responsibilities included:

◼ Multimodal Trip Planning Application: Managed the development of a smart phone application and web portal using Open Trip Planner to aggregate public transportation (COTA and OSU CABS), bike-share, scooter-share, ride hailing, and carpooling to provide customized trip options and navigation from origin to destination.

◼ Mobility Assistance Application: Managed the development of a customized smart phone application to allow users with cognitive disabilities to gain mobility independence by using COTA’s fixed bus route system.

◼ Connected Autonomous Electric Vehicles: City project manager for the deployment of self-driving transit shuttles to connect Linden residents with jobs, services, and COTA bus service. Project included robust public engagement with law enforcement and emergency services to develop appropriate response plans based on possible scenarios.

◼ Connected Vehicle Environment: Managed the data collection and evaluation of 85 roadside units at intersections and on-board units in over 1000 vehicles. Responsible for the evaluation of performance measures including improving operator safety and intersection safety (red light running), reducing speeds in school zones, transit signal priority, emergency vehicle pre-empt, reducing freight delay (freight signal priority).

◼ Leading the performance measurement plan development and data collection and acting as the city liaison to USDOT, as well as state and local stakeholders to build consensus, even between those with competing interests.

◼ Working with multidisciplinary, consultant teams for project delivery.

◼ Overseeing and assisting with the development of systems engineering documents.

Education | Qualifications M.S., Civil Engineering, The Ohio State University

B.S., Civil Engineering, Ohio Northern University

Registrations | Certifications

Professional Engineer: OH

Responsibilities:

Technical Project and Program Management Advanced Mobility System Policy, Planning, Implementation, Operations, and Data Analyses

Years of Experience: 23 Contact: Shawn Thompson, 614.825.6757

Michael Brown, PE, Deputy Project Manager, Jacobs

Over 18 years of experience with data science, data engineering, geospatial technology, and software/application development. Michael uses these technical skills as a Solutions Architect, Technical Lead, and Technical Marketer to develop new, cutting-edge solutions for Jacobs clients across a diverse range of needs and markets, including: Water, Environmental, Transportation, Telecom, and more.

PROJECT EXPERIENCE

Data and Technology Director. Jacobs Hive. As Jacobs’ integration platform for the Transportation market, Hive brings together historically fragmented data, applications, and agencies to provide clients unified results, greater efficiencies and enhanced insights into their organization and operations. Hive is focused on two solutions:

◼ Hive Prioritize - a transparent and efficient way to rank, weigh, and prioritize projects and better analyze and report on Key Performance Indicators (KPIs) that matter most.

◼ Hive Safety Analytics - predictively screens roadway networks for anomalous safety conditions providing recommended countermeasures and more real-time monitoring of effectiveness of implemented safety projects.

Data and Technology Director. Project Information Management System. Technical lead for PIMS where Michael leads over 20 staff including developers, geospatial technologists, engineers, and project managers. PIMS is a digital transformation of traditional workflows and information management for design and construction projects. PIMS is a web-based platform that integrates traditionally disparate applications, data, and workflows into a single, authoritative platform. PIMS provides:

◼ Web and mobile based forms for both field and office data collection workflows.

◼ Manages thousands of construction progress photos in a photo viewer.

◼ Provides visual dashboards and web applications for tracking project status and KPIs.

Data and Technology Director. Navy CLEAN Field Automation Solutions and Technology (FAST). Led the development team in creating mobile data collection forms, database design, web mapping applications, automated analytics and reporting, dashboards, and program homepage. Project team included geospatial technologists, data engineers, field sampling team leads, and programmers. The FAST program is an ongoing support solution that is utilized where field data collection and sampling occur.

Data and Technology Director. Engage AI. Leveraging Generative AI, lead the Jacobs team developing AI enabled solution suite for Public Commenting and Involvement. Engage AI pulls in Public commenting data from a variety of sources, including voicemail, recorded townhalls, digital forms, postcards/mailers, and more, normalizes this data into a standard format, and leverages Generative AI agents to instantly process the themes, topics, sentiment, summaries, and draft responses and reports required by Jacobs clients and regulators.

Data and Technology Director. Jacobs Platforms: Alluvial, Echo and Acuity. Manage the Global Data & Technology practice at Jacobs which provides Digital Platforms for Jacobs teams.