BN_SOQ_- PC 1418 -MCDOT_TRANSPORTATION_SYSTEM_PLAN_2050.PDF
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Statement of Qualifications for
Transportation System Plan 2050
Contract No. 2025-017
Due Date: 3/20/2025
Due Time: 10:00 a.m. (Arizona Time)
Dear Members of the Selection Committee,
Re: MCDOT Transportation System Plan 2050 - Project No. TP073
Burgess & Niple (B&N) is excited to submit this Statement of Qualifications for Transportation System
Plan (TSP) 2050. MCDOT and B&N collaboratively produced the award-winning TSP 2040. This
effort resulted in a significant transformation of MCDOT transportation planning processes. It included
virtual stakeholder engagement, scenario planning, project identification and rating system updates,
policy development and much more. These planning elements have now become the baseline
expectation from which to build the new TSP 2050.
B&N proposes the same, proven TSP 2040 key staff, which includes Project Manager Jason
Pagnard and Deputy Project Manager Cynthia Alvarez. We have enhanced our team with the addition
of Kevin Kugler and his Michael Baker International (MBI) colleagues. Our team has an unparalleled
understanding of MCDOT’s people, processes, resources, tools and expectations. Our team stands
ready to go and is looking forward to leveraging our collective MCDOT-B&N momentum to develop
TSP 2050 by:
B&N completed the TSP 2035 and TSP 2040; we will leverage these unique experiences and strong
partnerships to successfully deliver your TSP 2050. B&N is excited to submit our qualifications and
being selected as your consultant of choice. We look forward to the opportunity of building another
award-winning plan with you!
Respectfully submitted,
GETTING IT DONE
B&N understands TSP 2050
is a priority for all of Maricopa
County as one of its
strategic goals. With the
Systems Planning Branch
adoption goal by August 2026,
MCDOT needs a consultant
with the experience and
depth of understanding only
B&N possesses. B&N has
successfully delivered two
MCDOT TSP’s. We know
the process nuances, are
skilled with the data, and have
broad MCDOT organizational
familiarity.
EASING TIP
PROGRAMMING
B&N is a full-service firm
with decades of experience
providing transportation
planning and engineering
services to MCDOT. We know
the TSP is one mechanism
used to identify projects for
TIP programming. B&N will
leverage its robust MCDOT
experience to prepare a strong
implementation plan, with
practical and realistic projects,
for TIP inclusion.
PLANNING
THE FUTURE
Maricopa County continues to
be one of the fastest-growing
counties in the US. The TSP
2050 will guide transportation
investments to support this
growth. B&N successfully
initiated scenario planning with
MCDOT during TSP 2040. We
will dig further into this process
to consider transformative
affects of the evolving
landscapes such as the growth
of suburban and urban areas
from rural areas, technology,
funding and more.
Jason Pagnard, PE
Project Manager & Vice President
p. 480.580.4333 (cell)
e. jason.pagnard@burgessniple.com
1500 N Priest Dr, Ste 102 | Tempe, AZ 85288 | 602.244.8100 | burgessniple.com
Maricopa County Department
of Transportation (MCDOT)
2901 West Durango Street
Phoenix, Arizona 85009
ATTACHMENT A: STATEMENT OF QUALIFICATIONS
2
Section I. Organizational Information
MCDOT | Transportation System Plan 2050 - Project No. TP073
1. FIRM (OR BRANCH OFFICE) NAME AND ADDRESS
a.
Firm (or Branch Office) Name: Burgess & Niple, Inc.
b.
Firm (or Branch Office) Street: 1500 North Priest Drive, Suite #102
c.
Firm (or Branch Office) City: Tempe
d.
Firm (or Branch Office) State: Arizona
e.
Firm (or Branch Office) Zip Code: 85288
2. YEAR ESTABLISHED
Year Established: 1912 (Firm); 1984 (Local Office)
3. OWNERSHIP
a.
Ownership - Type: C-Corporation
b.
Ownership - Small Business Status: Not a Small Business Enterprise
4. CONTACT INFORMATION
a.
Point of Contact Name and Title: Jason Pagnard, PE | Vice President
b.
Point of Contact Telephone Number: 480.580.4333
c.
Point of Contact E-mail Address: jason.pagnard@burgessniple.com
5.
Name of Firm (If block 1a is a branch office): Burgess & Niple, Inc.
Section I. Organizational Information
3
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL
Name
Project Role
Years of Relevant
Experience
Location
(Total)
(Current Firm)
(City, State)
Jason Pagnard, PE
Project Manager
25
25
Tempe, Arizona
Cynthia Alvarez, PE
Deputy Project Manager
10
10
Tempe, Arizona
Kris Popovich
Geospatial and Data
Services
23
20
Columbus, Ohio
David Klebosky, PE, PTOE
Travel Demand
5
5
Tempe, Arizona
Kevin Kugler, AICP
Planning and Policy,
Public Engagement
32
20
Phoenix, Arizona
Brian Snider
Planning and Policy,
GIS/Mapping
11
7
Phoenix, Arizona
Jim Katsafanas, PE, PTOE
Connected and
Automated Vehicles
32
32
Pittsburgh,
Pennsylvania
Jeff Kupko, PE, PTOE
Technology
20
9
Columbus, Ohio
KEY PERSONNEL SUMMARY
Section II. Personnel Availability & Experience
4
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Jason Pagnard
Project Manager
Total
Current Firm
25
25
4. Location (City and State)
Tempe, Arizona
5. Education (Degree and Specializations)
6. Professional Training
BS, Civil Engineering, University of Toledo
PSMJ Project Management Bootcamp
Victor Risk Management
Aspire Leadership
7. Other Professional Qualifications (Organization, Awards, etc.)
Over 25 years of transportation master planning experience, including nearly 15 years within
Maricopa County; Registrations: PE, AZ# 47958; Organizations: American Society of Highway
Engineers (ASHE) - Past President, Member; American Council of Engineering Companies (ACEC)
- Member; Awards: TSP 2040 ACEC Grand Award and American Planning Association (APA) Best
Transportation Plan, Northern Parkway ACEC Honor Award and ACEC People’s Choice
8. RELEVANT PROJECTS (PROVIDED IN SECTION III - FIRM’S EXPERIENCE)
Project Name
Key Personnel Role
MCDOT Transportation System Plan 2040
Project Manager
City of Phoenix Downtown Transportation Plan
Update
Project Manager
MAG Regional Transportation Plan:
MOMENTUM 2050
Project Manager
ADDITIONAL RELEVANT PROJECTS
Title
Project Role
MCDOT Transportation System Plan 2035
Project Manager
Brief Description and Specific Role
Jason led the development of the Maricopa County TSP 2035. TSP 2035 established a framework
for the future transportation needs of County residents, outlining a vision for the planning and
construction of transportation facilities for all users through the year 2035. This plan expanded
and established a new direction for the County touching on all modes of travel, adding a focus on
advancing technologies and identifying additional needs to develop a seamless system - providing
connections to improve people’s lives.
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
Title
Project Role
MCDOT Roadway Connectivity Plan
Project Manager
Brief Description and Specific Role
Jason led the development of the Roadway Connectivity Plan (RCP) that identified, inventoried and
ranked system gaps (needed for new facilities) and inconsistencies on roadways owned, operated
and/or maintained by MCDOT. Similar to the TSP, this County-wide plan reviewed and utilized
MCDOT datasets and aerial imagery. B&N, in partnership with County staff, developed a Roadway
Connectivity Index (RCI) to evaluate and prioritize roadway gaps and inconsistencies. B&N also
identified potential partner agencies for opportunities to coordinate improvement strategies.
Project Owner Reference: Angela Macaluso 602.506.4176; Denise Lacey 602.506.6172
5
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Title
Project Role
MCDOT Planning Branch Manual Development
Project Manager
Brief Description and Specific Role
Jason led the development of a new manual to guide the Maricopa County Planning Branch and
consultants in administrative processes and studies project development. The TSP 2050 will
follow the requirements outlined in the manual, such as project management, file naming and
directory conventions and more. Various templates and forms are included to standardize project
development and documentation. The manual was developed collaboratively with MCDOT.
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
Title
Project Role
MCDOT Federal Aid Guidelines Phase 1
Project Manager
Brief Description and Specific Role
Jason developed MCDOT’s Federal Aid Guidelines to outline the Department’s federally funded
projects process. This provides B&N insight to the growing importance of federal funding at MCDOT
and increased emphasis on federal compliance. The guide documents the steps required for
federal compliance including processes, checklists and reporting requirements for timely project
completion. Phase 1 provided an initial overview of MCDOT’s federally funded projects program.
Similar to the collaboration needed for the TSP 2050, B&N engaged every MCDOT Division and
Branch to understand and detail their role in the federal aid process.
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. MCDOT | Northern Parkway Agua Fria River to 99th Avenue, 5%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. City of Buckeye | Western Buckeye Planning Study, 5%
Transportation System Plan 2050 Availability: 80%
6
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Cynthia Alvarez
Deputy Project Manager
Total
Current Firm
10
10
4. Location (City and State)
Tempe, Arizona
5. Education (Degree and Specializations)
6. Professional Training
BS, Civil Engineering, Northern Arizona University
PSMJ Project Management Bootcamp
Victor Risk Management
Aspire Leadership
7. Other Professional Qualifications (Organization, Awards, etc.)
Career almost exclusively focused on MCDOT projects (20+) from planning through design, often
serving as a Deputy Project Manager or other lead role; Registrations: PE, AZ #69586;
Organizations: American Society of Civil Engineers (ASCE) – Younger Member Forum, Former
President; Awards: TSP 2040 ACEC Grand Award and APA Best Transportation Plan, Northern
Parkway ACEC Honor Award and ACEC People’s Choice
8. RELEVANT PROJECTS (PROVIDED IN SECTION III - FIRM’S EXPERIENCE)
Project Name
Key Personnel Role
MCDOT Transportation System Plan 2040
Deputy Project Manager
City of Phoenix Downtown Transportation Plan
Update
Planning and Policy
ADDITIONAL RELEVANT PROJECTS
Title
Project Role
MCDOT Transportation System Plan 2035
Transportation Engineer
Brief Description and Specific Role
Cynthia assisted in the development of the Maricopa County TSP 2035 including the financial plan
and final plan. TSP 2035 established a framework for the future transportation needs of County
residents, outlining a vision for the planning and construction of transportation facilities for all users
through the year 2035. This plan expanded and established a new direction for the County touching
on all modes of travel, adding a focus on advancing technologies and identifying additional needs to
develop a seamless system—providing connections to improve people’s lives.
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
Title
Project Role
MCDOT Roadway Connectivity Plan
Transportation Engineer
Brief Description and Specific Role
Cynthia produced the RCP that identified, inventoried and ranked system gaps (needed for new
facilities) and inconsistencies on roadways owned, operated and/or maintained by MCDOT. Similar
to the TSP, this County-wide plan reviewed and utilized MCDOT datasets and aerial imagery.
B&N, in partnership with County staff, developed a RCI to evaluate and prioritize roadway gaps
and inconsistencies. B&N also identified potential partner agencies for opportunities to coordinate
improvement strategies.
Project Owner Reference: Angela Macaluso 602.506.4176; Denise Lacey 602.506.6172
7
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Title
Project Role
MCDOT Planning Branch Manual Development
Deputy Project Manager
Brief Description and Specific Role
Cynthia assisted in the development of a new manual to guide the Maricopa County Planning
Branch and consultants in administrative processes and studies project development. The TSP
2050 will follow the requirements outlined in the manual, such as project management, file naming
and directory conventions and more. Various templates and forms are included to standardize
project development and documentation. The manual was developed collaboratively with MCDOT.
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
Title
Project Role
MCDOT Federal Aid Guidelines Phase 2
Project Manager
Brief Description and Specific Role
Cynthia is leading the development of MCDOT’s Federal Aid Guidelines to outline the Department’s
federally funded projects process. This provides B&N insight to the growing importance of federal
funding at MCDOT and increased emphasis on federal compliance. The guide will document the
steps required for federal compliance including processes, checklists and reporting requirements
to ensure timely project completion. Phase 2 builds on the findings of Phase 1 to develop a
comprehensive guide for administration of federally funded projects and supporting standard
operating procedures. Similar to the collaboration needed for the TSP 2050, B&N is engaging every
MCDOT Division and Branch to understand and detail their role in the federal aid process. Phase 2
is ongoing and expected to be completed by June 2025 (currently 80% complete).
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. MCDOT | Federal Aid Guidelines, 15%
2. MCDOT | McDowell Mountain Park Drive Corridor Improvement Study, 15%
3. MCDOT | Northern Parkway Agua Fria River to 99th Avenue, <5%
4. MAG | UPWP and Work Program Financial Assessment, 20%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. MCDOT | Federal Aid Guidelines, 5%
2. MCDOT | McDowell Mountain Park Drive Corridor Improvement Study, 15%
Transportation System Plan 2050 Availability: 80%
8
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Kris Popovich
Geospatial and Data Services
Total
Current Firm
23
20
4. Location (City and State)
Columbus, Ohio
5. Education (Degree and Specializations)
6. Professional Training
BS, Geography, Ohio State University
Aspire Leadership
7. Other Professional Qualifications (Organization, Awards, etc.)
8. RELEVANT PROJECTS (PROVIDED IN SECTION III - FIRM’S EXPERIENCE)
Project Name
Key Personnel Role
MCDOT Transportation System Plan 2040
Geospatial and Data Services
City of Phoenix Downtown Transportation Plan
Update
Geospatial and Data Services
ADDITIONAL RELEVANT PROJECTS
Title
Project Role
MCDOT Transportation System Plan 2035
Geospatial and Data Services
Brief Description and Specific Role
Kris assisted in the development of the Maricopa County TSP 2035 including developing GIS
and mapping. TSP 2035 established a framework for the future transportation needs of County
residents, outlining a vision for the planning and construction of transportation facilities for all users
through the year 2035. This plan expanded and established a new direction for the County touching
on all modes of travel, adding a focus on advancing technologies and identifying additional needs to
develop a seamless system—providing connections to improve people’s lives.
Project Owner Reference: Denise Lacey 602.506.6172; Angela Macaluso 602.506.4176
Title
Project Role
MCDOT Roadway Connectivity Plan
Geospatial and Data Services
Brief Description and Specific Role
Kris served as the lead GIS Specialist to produce the RCP that identified, inventoried and ranked
system gaps (needed for new facilities) and inconsistencies on roadways owned, operated and/
or maintained by MCDOT. Similar to the TSP, this County-wide plan reviewed and utilized MCDOT
datasets and aerial imagery. B&N, in partnership with County staff, developed a RCI to evaluate
and prioritize roadway gaps and inconsistencies. B&N also identified potential partner agencies for
opportunities to coordinate improvement strategies.
Project Owner Reference: Angela Macaluso 602.506.4176; Denise Lacey 602.506.6172
Organizations: Association for GIS Professionals, North American Cartographic Information
Society, Urban Regional Information System Association; Awards: TSP 2040 ACEC Grand Award
and APA Best Transportation Plan, Northern Parkway ACEC Honor Award and ACEC People’s
Choice
9
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. Idaho Transportation Department | Fiscal Year 2026 Statewide Asset Attribute Inventory, 20%
2. Coconino County | Bridge and Culvert Inspection, 5%
3. Hillsborough County | Speed and Safety Report, 5%
4. Belomar | Transportation Plan for 2045, 5%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. Pima County | Safety Explorer Updates, 5%
2. Fern Bluff MUD | GIS Development, 5%
3. Metropolitan Sewer District | Mill Creek WWTP Pump Station, 5%
4. City of Tampa | Master Plan, 10%
Transportation System Plan 2050 Availability: 75%
10
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
David Klebosky
Travel Demand
Total
Current Firm
5
5
4. Location (City and State)
Tempe, Arizona
5. Education (Degree and Specializations)
6. Professional Training
MS, Civil Engineering, University of Arizona
ITE Leadership Training
7. Other Professional Qualifications (Organization, Awards, etc.)
Registrations: PE, AZ# 79341, PTOE #5814; Organizations: Institute of Transportation Engineers
– Committee Chair
8. RELEVANT PROJECTS (PROVIDED IN SECTION III - FIRM’S EXPERIENCE)
Project Name
Key Personnel Role
MAG Regional Transportation Plan:
MOMENTUM 2050
Travel Demand
ADDITIONAL RELEVANT PROJECTS
Title
Project Role
MAG I-10/SR-101L System TI Traffic Analysis
Travel Demand
Brief Description and Specific Role
David served as the Traffic Analysis Engineer for the MAG I-10/SR-101L System Traffic Interchange
study. He collaborated with MAG modeling staff to perform a comprehensive traffic forecast and
detailed analysis. This study aimed to evaluate and enhance the critical junction between the
Interstate 10 (I-10) Papago Freeway and State Route 101L (SR-101L) Agua Fria Freeway, which
serves diverse travel needs including commuter, commercial, industrial, and recreational traffic. The
study leveraged the MAG model to forecast traffic growth and assess traffic patterns and operations
within the interchange and surrounding area. Stakeholders including MAG, ADOT, FHWA, and
local cities like Phoenix, Tolleson, Glendale, and Avondale were engaged to build support around
proposed improvements. The study considered the economic impact of interchange improvements
on local development, particularly in Tolleson. The study's outcomes included recommendations
for traffic operations improvements, geometric designs, and cost estimates for each proposed
alternative, addressing enhancements to the local street grid and freeway interchange
improvements to balance capacity needs, improve access, and support future development.
Project Owner Reference: Quinn Castro 602.254.6300; John Bullen 602.254.6300
Title
Project Role
Pinal County Gold Canyon Transportation Study
Travel Demand
Brief Description and Specific Role
David completed a transportation master plan for Gold Canyon, a large high-growth area with
limited access near the border of Pinal and Maricopa Counties. David collaborated with MAG to
build a sub area model to quickly evaluate new developments and their transportation system
impacts within the area. The community of Gold Canyon is dependent on US 60 to reach the
surrounding transportation system. Pinal County commissioned this study in part to explore
opportunities for more connection options for Gold Canyon. David imported the MAG regional model
into a Visum modeling platform along with corresponding data to build a sub-area travel demand
model. This sub-area model allowed the project team to understand the implications of various
access strategies and communicate these impacts to homeowners in the Gold Canyon community.
Project Owner Reference: Dedrick Denton 520.866.6902; Christopher Wanamaker 520.866.6010
11
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. MAG | Gila Bend Development Study 15%
2. City of Flagstaff | Butler Avenue Roundabout Analysis, 15%
3. City of Peoria | Vistancia and Happy Valley DCR, 15%
4. ADOT | El Mirage Road, SR 303L to Jomax Road DCR, 20%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. City of Buckeye | Western Buckeye Planning Study, 25%
2. City of Phoenix | Intelligent Transportation System Strategic Plan, 15%
Transportation System Plan 2050 Availability: 60%
12
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Kevin Kugler
Planning and Policy, Public
Engagement
Total
Current Firm
32
20
4. Location (City and State)
Phoenix, Arizona
5. Education (Degree and Specializations)
6. Professional Training
MEP, Urban and Regional Planning, Arizona State
University
N/A
7. Other Professional Qualifications (Organization, Awards, etc.)
Registrations: AICP, #12996
8. RELEVANT PROJECTS
Title
Project Role
MCDOT 115th/117th Avenue Corridor
Improvement Study
Project Manager
Brief Description and Specific Role
Kevin led multi-disciplinary teams in transportation planning activities for this road safety analysis
study. MBI conducted a detailed evaluation of a 1.5-mile roadway corridor of 115th Avenue
from Jomax Road to Williams Drive, including the Happy Valley Road intersection in the City of
Peoria. This study included a roadway capacity evaluation, access management analysis, turning
radii calculations, safety/sight visibility mitigation measures, bicycle and pedestrian mobility
enhancements to the corridor and evaluation and recommendation of drainage improvements along
the corridor. Six alternative concepts were evaluated, vetted and prioritized by stakeholders with
one preferred alternative selected for a roadway plan/profile deliverables. MBI coordinated with
MCDOT and the City of Peoria to determine the issues and recommendations for the corridor.
Project Owner Reference: Angela Macaluso 602.506.4176; Reed Kempton 602.506.7742
Title
Project Role
Pinal County West Pinal-Maricopa Area
Transportation Plan
Project Director
Brief Description and Specific Role
Kevin is responsible for project oversight preparation of a comprehensive, multimodal area
transportation plan for over 270 square miles of the fastest-growing areas of Arizona and Pinal
County, including the City of Maricopa. The Plan is to perform robust travel demand modeling
of ADTs, LOS and VMT’s for design years 2030 and 2040. The Plan will establish a cohesive,
multimodal transportation system that will recommend new roadways, capacity and safety
improvements to existing roadways, Complete Streets policies and cost-efficient transportation
system investment choices for the City and the County. Study elements include travel demand
modeling, safety analysis, freight and rail, transit and a robust stakeholder and public engagement
process at key study milestones. Plan recommendations will include future rights-of-way, enhanced
roadway cross-sections and cost estimates for all recommended infrastructure improvements. The
study will be complete by June 2025 (currently 85% complete).
Project Owner Reference: Keith Brown 520.840.8175; Dedrick Denton 520.866.6902
13
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Title
Project Role
MAG Superstition Vistas Multimodal
Transportation Study
Project Manager
Brief Description and Specific Role
Kevin is responsible for overseeing all aspects of the project, including sub-consultant efforts. MBI
is the prime consultant leading a comprehensive and coordinated assessment and recommendation
of a multimodal transportation network covering a 278 square mile study area that includes portions
of Mesa, Apache Junction, Queen Creek, Florence, eastern Maricopa County and northern Pinal
County. The primary objective of this study is to develop a near-term (2030) and long-range
(2050) multimodal transportation network, including capacity enhancements to existing roadways,
connecting roadway and bicycle/pedestrian infrastructure gaps, newly identified transit services,
rail and freight infrastructure, encouraging connectivity across jurisdictional boundaries in rapidly
growing areas and establishing a first-ever regional roadway network in future ASLD growth areas
that complements future SR 24 and North-South Corridor facilities. The transportation network
alternatives and recommendation will build upon land use plans, travel demand modeling and a
shared vision amongst stakeholders for anticipated development. The study will be complete by
November 2025 (currently 75% complete).
Project Owner Reference: Hannah Quinsey 602.900.4807; Audra Koester-Thomas 602.254.6300
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. MCDOT | Gila River Bridge CAR, 10%
2. MCDOT | Golf Cart Study, 2%
3. MAG | Superstition Vistas Multimodal Transportation Study, 5%
4. Pinal County | West Pinal-Maricopa Area Transportation Study, 10%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. MCDOT | Gila River Bridge CAR, 10%
2. MCDOT | Desert Hills Drive Feasibility Study, 10%
3. MCDOT | Golf Cart Study, 5%
4. MAG | Superstition Vistas Multimodal Transportation Study, 5%
5. City of Surprise | Transportation Master Plan, 10%
Transportation System Plan 2050 Availability: 60%
14
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Brian Snider
Planning and Policy, GIS/Mapping
Total
Current Firm
11
7
4. Location (City and State)
Phoenix, Arizona
5. Education (Degree and Specializations)
6. Professional Training
BA, Sustainability/Urban Dynamics Focus, Arizona State
University; BS, Urban Planning, Arizona State University
N/A
7. Other Professional Qualifications (Organization, Awards, etc.)
Organizations: American Planning Association
8. RELEVANT PROJECTS
Title
Project Role
MCDOT 115th/117th Avenue Corridor
Improvement Study
Deputy Project Manager
Brief Description and Specific Role
Brian managed the daily work production on this project. MBI conducted a detailed evaluation of a
1.5-mile roadway corridor of 115th Avenue from Jomax Road to Williams Drive, including the Happy
Valley Road intersection in the City of Peoria. This study included a roadway capacity evaluation,
access management analysis, turning radii calculations, safety/sight visibility mitigation measures,
bicycle and pedestrian mobility enhancements to the corridor and evaluation and recommendation
of drainage improvements along the corridor. Six alternative concepts were evaluated, vetted
and prioritized by stakeholders with one preferred alternative selected for a roadway plan/profile
deliverables. MBI coordinated with MCDOT and the City of Peoria to determine the issues and
recommendations for the corridor.
Project Owner Reference: Angela Macaluso 602.506.4176; Reed Kempton 602.506.7742
Title
Project Role
Pinal County West Pinal-Maricopa Area
Transportation Plan
Project Manager
Brief Description and Specific Role
Brian is responsible for the management and overall performance of this project. MBI is preparing
a comprehensive, multimodal area transportation plan for over 270 square miles of the fastest
growing areas of Arizona and Pinal County, including the City of Maricopa. The Plan is performing
robust travel demand modeling of ADTs, LOS and VMT’s for design years 2030 and 2040. The Plan
will establish a cohesive, multimodal transportation system that will recommend new roadways,
capacity and safety improvements to existing roadways, Complete Streets policies and cost-efficient
transportation system investment choices for the City and the County. Study elements include travel
demand modeling, safety analysis, freight and rail, transit and a robust stakeholder and public
engagement process at key study milestones. Plan recommendations will include future
rights-of-way, enhanced roadway cross sections and cost estimates for all recommended
infrastructure improvements. The study will be complete by June 2025 (currently 85% complete).
Project Owner Reference: Keith Brown 520.840.8175; Dedrick Denton 520.866.6902
15
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Title
Project Role
MAG Superstition Vistas Multimodal
Transportation Study
Deputy Project Manager
Brief Description and Specific Role
Brian is managing the daily work production on this project. MBI is the prime consultant leading a
comprehensive and coordinated assessment and recommendation of a multimodal transportation
network covering a 278 square mile study area that includes portions of Mesa, Apache Junction,
Queen Creek, Florence, eastern Maricopa County and northern Pinal County. The primary objective
of this study is to develop a near-term (2030) and long-range (2050) multimodal transportation
network, including capacity enhancements to existing roadways, connecting roadway and bicycle/
pedestrian infrastructure gaps, newly identified transit services, rail and freight infrastructure,
encouraging connectivity across jurisdictional boundaries in rapidly growing areas and establishing
a first-ever regional roadway network in future ASLD growth areas that complements future SR 24
and North-South Corridor facilities. The transportation network alternatives and recommendation
will build upon land use plans, travel demand modeling and a shared vision amongst stakeholders
for anticipated development. The study will be complete by November 2025 (currently 75%
complete).
Project Owner Reference: Hannah Quinsey 602.900.4807; Audra Koester-Thomas 602.254.6300
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. MCDOT | Golf Cart Study, 10%
2. MCDOT | Gila River Bridge CAR, 5%
3. MAG | Superstition Vistas Multimodal Transportation Study, 10%
4. Pinal County | West Pinal-Maricopa Area Transportation Study, 10%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. MCDOT | Gila River Bridge CAR, 5%
2. MCDOT | Desert Hills Drive Feasibility Study, 10%
3. MCDOT | Golf Cart Study, 10%
4. MAG | Superstition Vistas Multimodal Transportation Study, 10%
5. City of Surprise | Transportation Master Plan, 10%
Transportation System Plan 2050 Availability: 55%
16
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Jim Katsafanas
Connected and Automated
Vehicles
Total
Current Firm
32
32
4. Location (City and State)
Pittsburgh, Pennsylvania
5. Education (Degree and Specializations)
6. Professional Training
BS, Regional Development & Urban Planning, University
of Arizona
N/A
7. Other Professional Qualifications (Organization, Awards, etc.)
Registrations: PE, PA #PE053548E; PTOE #903; Organizations: Board of Directors, Intelligent
Transportation Society of America; Board of Directors, ACES Mobility Coalition; Transportation
Research Board ACP20 Freeway Operations Committee Member
8. RELEVANT PROJECTS
Title
Project Role
NW33 Innovation Council of Governments US 33
Smart Mobility Corridor Program Management
Program Manager
Brief Description and Specific Role
As the Program Manager, Jim provided program management leadership and oversight, technical
advisory services to the client and systems engineering for the deployment of a V2X connected
vehicle environment, including the infrastructure, roadside units, on-board units and associated
applications. Michael Baker was the program manager for the USDOT Advanced Transportation
Congestion Management Technologies Deployment (ATCMTD) Grant for the US 33 Smart Mobility
Corridor.
Project Owner Reference: Eric Phillips 937.642.6279; Megan O'Callahan 614.410.4420
Title
Project Role
Logistics Innovation and Vehicle Electrification
Zone Feasibility Study
Project Manager
Brief Description and Specific Role
As the Project Manager, Jim led the development of the feasibility study and vision plan for a
regional smart logistics and electrification zone centered around an electric vehicle manufacturing
plant, a EV battery manufacturing facility and numerous warehousing, manufacturing and
distribution centers in Lordstown, Ohio. Michael Baker prepared the Vision and Action Plan
to address middle-mile freight using a multi-pronged approach to smart logistics: (1) vehicle
electrification, (2) connected and automated-ready infrastructure, and (3) future-focused, fully
automated intermodal freight transfer yards to maximize the efficiency, reliability, and safety of
freight mobility, and (4) automated bus transit and first and last mile service.
Project Owner Reference: Stephen Zubyk 234.254.1513; Jim Kinnick 330.779.3800
17
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Title
Project Role
New Jersey Sports and Exposition Authority
Meadowlands District Transportation Plan
Subject Matter Expert
Brief Description and Specific Role
Jim provided technical advisor services under the emerging technologies category for
implementations and technology deployments that should be included in the Meadowlands District
2045 Transportation Plan. Jim’s efforts focused on identifying emerging technologies in the transit
and freight areas that could be implemented in the future. Michael Baker provided overall support to
the Meadowlands on their 2045 Transportation Plan update.
Project Owner Reference: Nadereh Moini 201.460.4616; Sara Sundell 201.507.3379
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. Regional Industrial Development | Corporation Pennsylvania Safety Transportation and Research
Track Program Management, 25%
2. Pennsylvania Department of Transportation | Transformational Technology Open End, 25%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. Regional Industrial Development Corporation | Pennsylvania Safety Transportation and Research
Track Program Management, 20%
2. Pennsylvania Department of Transportation | Transformational Technology Open End, 25%
Transportation System Plan 2050 Availability: 45%
18
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
KEY PERSONNEL RESUMES
1. Name
2. Role In This Contract
3. Years Experience
Jeff Kupko
Technology
Total
Current Firm
20
9
4. Location (City and State)
Columbus, Ohio
5. Education (Degree and Specializations)
6. Professional Training
MS, Transportation Engineering, University of Pittsburgh N/A
7. Other Professional Qualifications (Organization, Awards, etc.)
Registrations: PE, PA #PE077556, PTOE #3097; Organizations: Institute of Transportation
Engineers; Intelligent Transportation Society of America
8. RELEVANT PROJECTS
Title
Project Role
City of Columbus Smart Columbus Project
Management Office Staffing Support
Project Manager
Brief Description and Specific Role
Jeff provided project management services to the City of Columbus' Smart City program. His
technical duties included system engineering document preparation and review and preliminary
and final design development as he managed the delivery of several of the projects in the Smart
Columbus portfolio, such as Smart Mobility Hubs, Multimodal Trip Planning Application, Connected
Electric Automated Vehicles and Prenatal Trip Assistance. Jeff oversaw the plan for Electric Vehicle
(EV) charging deployment at several Smart Mobility Hubs and managed the first two automated
shuttle deployments in Ohio. He provided input and visioning into the Multimodal Trip Planning
Application that integrates data feeds such as GTFS, GBFS and on-demand services into one
planning app as well as how the system could incorporate fares and booking.
Project Owner Reference: Mandy Bishop 614.645.7723; Ryan Bollo 614.645.3946
Title
Project Role
Alaska Department of Transportation and Public
Facilities Fairbanks and North Pole EV
Infrastructure Implementation Plan
Project Manager
Brief Description and Specific Role
Jeff was responsible for leading the development of the Fairbanks & North Pole Electric Vehicle
(EV) Charging Infrastructure Implementation Plan. His responsibilities included overseeing the
team delivering on the study and providing subject matter expertise. He facilitated the Steering
Committee meetings comprised of key local stakeholders and businesses and the public outreach
campaign, including a survey and two public open houses, to ensure the plan was publicly driven.
Existing conditions were documented, and Jeff led the data-driven analysis by using Michael
Baker's EV-RIDE(SM) tool to identify priority areas for the installation of EV charging with CMAQ
and CRP funding, as well as consider additional funding avenues. The plan was drafted and
reviewed by FAST Planning who commented that it exceeded their expectations.
Project Owner Reference: Jackson Fox 907.205.4276; Randi Bailey 907.451.2386
19
Section II. Personnel Availability & Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Title
Project Role
Contra Costa Transportation Authority Shared
Autonomous Vehicles (SAV) Deployment
Project Manager
Brief Description and Specific Role
MBI is a subconsultant in deploying two SAVs on two different routes across Contra Costa County:
in Bishop Ranch and Rossmoor. Jeff is MBI’s Project Manager, overseeing and coordinating internal
resources and providing technical input to the project. Overall, MBI is tasked with supporting the
development of technical documents, coordination of vehicle licensing and approvals, technical
support and procurement for V2X communications to enable the SAV to traverse a signalized
intersection and other deployment activities. Jeff supported the development of the test plan to
secure automated operation on City of San Ramon streets and to prove adequate operation of the
SAVs per the Automated Driving Systems (ADS) grant and contract requirements. The study will be
complete by December 2025 (currently 65% complete).
Project Owner Reference: Shelley Caran 407.330.8276; Tim Haile, 925.256.4735
9. AVAILABILITY
Current Workload Summary (projects, total time commitments)
1. Alaska Energy Authority | NEVI Program Support, 20%
2. Contra Costa Transportation Authority | SAV Deployment 2, 15%
Anticipated Workload During Contract Period
(projects, anticipated time commitment during this contract)
1. Alaska Energy Authority | NEVI Program Support, 20%
2. PennDOT | PennSTART Facility Program Management, 10%
3. PennDOT | Transformational Technologies Open-End, 20%
Transportation System Plan 2050 Availability: 50%
7. Brief Description of Project and Relevance to Contract | B&N completed the MCDOT
Transportation System Plan (TSP) 2040. The TSP guides the planning of limited resources for all
unincorporated Maricopa County. The TSP 2040 establishes a plan for the future transportation
needs of Maricopa County residents across three planning horizons – 2025, 2030 and 2040 – after
a thorough review of the MCDOT transportation system, planning documents and processes,
stakeholder plans and funding information.
The TSP 2040 expanded planning activities beyond capacity projects to include active transportation,
structures, drainage, safety, ITS and preservation/maintenance. The TSP 2040 sought to balance
needs across a variety of categories. Performance metrics were developed to support the
overarching needs developed, enabling MCDOT to assess the effectiveness of their program in the
coming years. B&N performed a feasibility review for project recommendations and noted items that
could drive up project costs in developing estimates for programming. A life-cycle cost analysis was
performed so MCDOT could assess funding availability over the 20-year planning period and plan
for capital, maintenance and operational needs. A potential Recommended Investment Choice (RIC)
model was developed to provide funding and programming flexibility in outer year horizons.
Completion date variance was due to process adjustments from the COVID-19 pandemic and to
allow for additional stakeholder review periods. A subsequent TSP 2040 supplement was issued
through the planning on-call for $46,205 to address out-of-scope requests and extend project time
after Board of Supervisors (BOS) adoption for closeout activities (completed December 2021).
Challenges and Partnering Efforts | To develop the plan, B&N worked closely with MCDOT,
Office of Enterprise Technology (OET) and an Advisory Committee composed of representatives
from other Maricopa County departments, local and regional governments within and surrounding
Maricopa County, private utilities and railroads and state agencies. Primary project challenges, how
they were overcome and partnering efforts include:
Response to COVID-19 Pandemic - The COVID-19 pandemic occurred mid-way through the
planning process requiring MCDOT and the B&N team to quickly adapt. Online engagement was
expanded to gather input and share information. As virtual tools such as an interactive map were
already in place, B&N leveraged these tools to facilitate Advisory Committee engagement and
outreach with the public and youth. The TSP virtual presence provided MCDOT a platform to
provide county-wide leadership in the early phases of the pandemic.
GIS and Planning Tool Development - The TSP 2040 included a sizable GIS component. B&N
used GIS software to analyze current and future level of service (LOS) for the transportation
system. GIS software was also used to model transportation system needs and projects for public
input through the use of an online interactive map. A new Planning Tool was developed that
automated the capacity project rating system (PRS) to facilitate project evaluation.
Scenario Planning - B&N conducted peer reviews and evaluated potential policies. Peer reviews
informed scenario planning, emerging technology considerations, roadway design features
and programming. A series of scenario planning workshops were conducted to investigate the
potential impacts of funding availability; changes in social preferences; and how innovative
technologies affect travel demand, mode choice and other factors. B&N collaborated with MAG
20
Section III. Firm's Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
1. ROLE OF FIRM X PRIME SUB-CONSULTANT
Section III. Firm’s Experience on Public Agency Transportation Projects
2. PROJECT TITLE
3. PROJECT LOCATION
MCDOT Transportation System Plan 2040
Phoenix, Arizona
4. START DATE 5. COMPLETION DATE
6. PROJECT COST
November 2018
ORIGINAL
ACTUAL
ORIGINAL
FINAL
November 2020 October 2021
$2,299,423
$2,299,423
21
Section III. Firm's Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
Owner Objectives | The project met the owner’s objectives to develop a long-range transportation
plan that accommodates the needs of all users now and in the future. The TSP 2040 included an
extensive Advisory Committee, public and youth engagement process through in-person and virtual
events at key milestones. An implementation plan was developed that recommended projects
for programming in short, mid and long-term horizons. This information was used to facilitate TIP
programming.
RELEVANT PROJECT FEATURES
Partnered with MCDOT and an Advisory Committee of other Maricopa County
departments, local and regional governments, private utilities and railroads and state
agencies.
Performed scenario planning workshops to investigate potential changes in funding
and rapidly evolving transportation needs.
Revised the Project Rating System and produced a GIS-based tool for evaluating and
scoring projects.
8. PROJECT OWNER’S INFORMATION
PROJECT OWNER
CONTACT NAME CONTACT EMAIL
CONTACT PHONE NO.
MCDOT
Angela Macaluso
angela.macaluso@maricopa.gov
602.506.4176
9. KEY PERSONNEL (FROM SECTION II)
NAME
ROLE
NAME
ROLE
Jason Pagnard
Project Manager
Kris Popovich
Geospatial and Data
Services
Cynthia Alvarez
Deputy Project
Manager
to utilize the regional travel demand model to evaluate changes in land use, work from home,
peak hour spread, technology influence, connected and autonomous vehicles and other factors.
The outcome of this effort was used as a resiliency screening for programming and underscored
the importance of flexible programming in outer years to address rapidly changing transportation
needs. Four white papers were developed to investigate potential policies.
Public and Stakeholder Engagement - Public and stakeholder involvement were critical. GIS-
based interactive maps were used to facilitate Advisory Committee reviews, as well as public
outreach. Facebook ad buys, themed materials, public-facing content and other means were
leveraged to boost participation. Despite the pandemic, over 1,000 comments were received to
help shape the plan. B&N and MCDOT actively engaged the Advisory Committee throughout
the Plan development process with the primary purposes of maintaining a regionally connected
roadway network and cultivating important relationships among the many agencies.
7. Brief Description of Project and Relevance to Contract | B&N completed a Downtown
Transportation Plan Update for the City of Phoenix. This Transportation Master Plan evaluated the
traffic circulation patterns due to rapid, significant growth and development in the area. The total
population was forecasted to grow nearly 70 percent and employment to grow 13 percent. The study
area was bounded by Interstate 10 on the north, Tonto Street to the south, 7th Street to the east and
7th Avenue to the west. Downtown Phoenix is also home to several high-profile entertainment venues
including the Entertainment District, which includes two professional sporting venues and the city's
convention center. Significant light rail transit investments were planned. Stakeholders including City
staff, businesses, residents, emergency service providers, advocacy groups and Valley Metro staff
were involved throughout the study process to identify the impact of the development surge and
to evaluate strategies to accommodate travel demand. Ultimately, a capital improvement plan was
prepared to address travel needs of all users: vehicular, pedestrian, cyclists, transit, etc.
The study evaluated route planning and temporary traffic management strategies associated with the
expected 50,000 plus attendance to the various events held in the Entertainment District. The study
evaluated site evacuation scenarios, routing and event dissipation times through simulation modeling
and engagement with city transportation officials and first responders.
Completion date variance was due to client-requested scope additions and impacts from the
COVID-19 pandemic. Cost variance was due to updating simulation models and alternative
development analysis to account for significant new development activities that arose mid-project.
Challenges and Partnering Efforts | To develop the plan, B&N worked closely with the City
of Phoenix Street Transportation Department (Traffic Operations), Community and Economic
Development, Public Transit Department and Planning and Development Department; Downtown
Phoenix Inc.; Valley Metro; MAG; and significant business interests and residential groups. Primary
project challenges, how they were overcome and partnering efforts include:
Response to COVID-19 Pandemic - The COVID-19 pandemic occurred mid-way through the
planning process. Online engagement was expanded to gather input and share information. The
virtual presence provided Phoenix a platform to continue engaging the public and stakeholders
during the pandemic.
Scenario Planning - B&N conducted a series of workshops that explored three scenarios.
The scenarios ranged by changes in development and land use, level of investment and travel
modes with increased active transportation. B&N collaborated with the Maricopa Association of
Governments (MAG) to utilize the regional travel demand model. The outcome of this effort was
used to inform City Council and the stakeholders on future capital investment strategies as well as
policies regarding growth and development.
Public and Stakeholder Engagement - Public and stakeholder involvement was critical. In-
person meetings and virtual engagement were utilized to obtain input. Despite the pandemic, over
300 comments were received to help shape the plan. The overwhelming input ultimately led to
generating a third scenario focused on active transportation.
22
Section III. Firm's Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
1. ROLE OF FIRM X PRIME SUB-CONSULTANT
2. PROJECT TITLE
3. PROJECT LOCATION
City of Phoenix Downtown Transportation Plan Update
Phoenix, Arizona
4. START DATE 5. COMPLETION DATE
6. PROJECT COST
April 2018
ORIGINAL
ACTUAL
ORIGINAL
FINAL
June 2019
October 2020
$299,995
$324,991
Owner Objectives | The project met the owner’s objectives to answer City Council’s questions
regarding rapid growth and development and their impacts on the downtown transportation system.
The project had an extensive public and stakeholder outreach process. Scenarios were used to
explore different investment strategies and inform policies on future growth and development.
23
Section III. Firm's Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
RELEVANT PROJECT FEATURES
Partnered with an influential stakeholder group consisting of City of Phoenix
departments, MAG, Valley Metro, business interests and residential advocacy groups.
Performed scenario planning workshops to investigate changes in growth and
development and investment strategies.
Identified a strategic list of projects for capital improvement program development for
the densification of the Phoenix urban core.
8. PROJECT OWNER’S INFORMATION
PROJECT OWNER
CONTACT NAME CONTACT EMAIL
CONTACT PHONE NO.
City of Phoenix
Matt Wilson
matthew.wilson@phoenix.gov
480.519.6963
9. KEY PERSONNEL (FROM SECTION II)
NAME
ROLE
NAME
ROLE
Jason Pagnard
Project Manager
Kris Popovich
Geospatial and Data
Services
Cynthia Alvarez
Planning and Policy
7. Brief Description of Project and Relevance to Contract | B&N provided support services to
MAG for the development of the new Regional Transportation Plan (RTP): MOMENTUM 2050. The
policy-based RTP addresses various regional infrastructure needs including freeways, arterial streets,
transit, active transportation and more. B&N’s role was to provide programmatic and implementation
elements of the freeway program. B&N assessed project feasibility, completed the project needs
list, assessed project performance with established performance metrics, developed four scenarios
for different funding constraints and regional investment priorities, cross-referenced modes of travel
(e.g., Freeways with transit access needs), facilitated travel demand model development, developed
programming cost estimates and evaluated project phasing and programing sequencing. The MAG
2050 travel demand model was utilized to support scenario development and assess performance.
The completion date variance was due to performing work ahead of schedule.
Support staff proposed for the TSP 2050 was integral in performing B&N’s services for the MAG RTP.
These include David Lenzer, Rachel Feeck, Eileen Imbus, Dana Biscan, and Aubry Joannes.
Challenges and Partnering Efforts | MAG led the development of the RTP; B&N worked closely
with MAG acting as an extension of their staff. Primary project challenges, how they were overcome
and partnering efforts include:
Expedited Schedule - MAG contracted with B&N with the understanding that the firm would
leverage its transportation planning expertise, staffing, resources and MAG familiarity to complete
this high-profile regional transportation plan. Both MAG and B&N were operating under a highly
aggressive schedule. Critical path items included obtaining stakeholder consensus, assembling
scenarios, performing travel demand analysis, assessing results, estimating costs and responding
to member agency requests. B&N completed its services ahead of schedule.
Stakeholder Engagement - Stakeholder engagement focused on supporting MAG staff in
addressing MAG member agency requests for information and technical analyses. Requests
were numerous, some were conflicting and all had to be completed expeditiously. MAG sought
and achieved unanimous member agency support for the RTP. This was important as a show of
support for the Proposition 479 vote authorization.
Scenario Planning - B&N supported MAG in scenario planning development and analysis. B&N
was responsible for assembling four scenarios with different funding constraints and regional
investment priorities. B&N developed a model coding process to efficiently convey the scenarios
to the MAG modeling team for the travel demand analysis. MAG and B&N collaborated to assess
the scenario planning results.
24
Section III. Firm's Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
1. ROLE OF FIRM X PRIME SUB-CONSULTANT
2. PROJECT TITLE
3. PROJECT LOCATION
MAG Regional Transportation Plan: MOMENTUM 2050
Phoenix, Arizona
4. START DATE 5. COMPLETION DATE
6. PROJECT COST
January 2021
ORIGINAL
ACTUAL
ORIGINAL
FINAL
September 2021 August 2021
$199,978
$199,978
Owner Objectives | The project met the owner’s objectives to develop a regional transportation
plan that had unanimous support of its member agencies. The policy-based RTP programmatic
strategy provides greater flexibility and allows the region to be nimble, responding and adapting to an
ever-changing future.
25
Section III. Firm's Experience
MCDOT | Transportation System Plan 2050 - Project No. TP073
RELEVANT PROJECT FEATURES
Leveraged the MAG 2050 travel demand model and coordinated with MAG modeling
staff.
Performed scenario planning to evaluate the effectiveness of infrastructure investment
levels to accommodate growth and development within the region.
Provided technical analysis in support of a flexible, programmatic strategy allowing the
region to be nimble in responding and adapting to an ever-changing future.
8. PROJECT OWNER’S INFORMATION
PROJECT OWNER
CONTACT NAME CONTACT EMAIL
CONTACT PHONE NO.
MAG
John Bullen
jbullen@azmag.gov
602.254.6300
9. KEY PERSONNEL (FROM SECTION II)
NAME
ROLE
NAME
ROLE
Jason Pagnard
Project Manager
David Klebosky
Travel Demand
26
Section IV. Capacity and Project Plan
MCDOT | Transportation System Plan 2050 - Project No. TP073
1. WORKLOAD AND FIRM CAPACITY
General Firm Overview
Section IV. Capacity and Project Plan
B&N has provided planning and engineering services since 1912, the same year Arizona became
a state. The firm has a staff of over 600 employees in 27 offices across the nation. Since 1984,
our Tempe office has provided professional services to Maricopa County. Our experience with the
MCDOT Planning Branch spans over a decade of successes, including:
Delivering the TSP 2040.
Facilitating and shepherding the TSP 2035.
Advancing Maricopa County planning and engineering state-of-the practice including process
improvements, strategic plans, standard operating procedures, manuals and guidelines.
B&N’s experiences with MCDOT uniquely qualifies our team to support the agency in providing
connections that improve people’s lives through the Transportation System Plan 2050. Our team
consists of B&N and MBI. Both firms are located in Maricopa County: B&N in Tempe and MBI in
Phoenix.
Firm Insurability
B&N will furnish a Certificate of Insurance meeting the County’s insurance requirements. Our
professional liability insurance company, Continental Casualty Company, has an A.M. Best
Company rating of “A XV” and is authorized to transact insurance in the state of Arizona.
1A. ORGANIZATIONAL CHART
B&N’s organizational chart, illustrated in Figure A, clearly identifies the lines of authority, coordination
and limits of capacity for each key member of the team.
Your Trusted
Project
Manager!
Jason Pagnard
“I have enjoyed collaborating with the MCDOT Planning Branch to
deliver the TSP 2035 and the award-winning TSP 2040! Together, we have
significantly advanced transportation planning for Maricopa County. I am
eager to continue our strong partnership and achieve TSP 2050 adoption
in August 2026.”
FIGURE A.
ORGANIZATIONAL CHART
BOLD NAME = KEY STAFF
XX% = AVAILABILITY
MBI = MICHAEL BAKER INTL.
Cynthia Alvarez, PE |
80%
Kevin Kugler, AICP MBI |
60%
Brian Snider MBI | 55%
Erin Grushon, AICP | 40%
Dana Biscan, PE | 35%
Kaelin Hawkins | 80%
PLANNING &
POLICY
Kris Popovich | 75%
Brian Snider MBI | 55%
Aubry Joannes | 70%
Bryan O'Reilly | 65%
GIS/DATA/MAPPING
Kevin Kugler, AICP MBI |
60%
PUBLIC
ENGAGEMENT
Jeff Kupko, PE, PTOE MBI
| 50%
Jim Katsafanas, PE,
PTOE MBI | 45%
TECHNOLOGY
Cynthia Alvarez, PE | 80%
Kaelin Hawkins | 80%
FUNDING
David Klebosky, PE,
PTOE | 60%
Randy Kill, PE, PTOE | 35%
TRAVEL DEMAND
Cynthia Alvarez, PE | 80%
DEPUTY
PROJECT MANAGER
Jason Pagnard, PE | 80%
PROJECT MANAGER
David Lenzer, PE | 25%
Eileen Imbus, PE | 35%
Rachel Feeck, PE | 35%
ENGINEERING
LEGEND
27
Section IV. Capacity and Project Plan
MCDOT | Transportation System Plan 2050 - Project No. TP073
Essential Management Functions
Jason Pagnard is an accomplished project
manager with over 25 years’ experience
delivering over $5 billion worth of transportation
infrastructure investments. He led the TSP 2040,
which was adopted by the Maricopa County
Board of Supervisors in 2021. He was also
engaged by MCDOT to bring the TSP 2035 to
a successful conclusion. Jason is uniquely
experienced to deliver the TSP 2050 for an
August 2026 Board of Supervisors adoption!
Jason will be the primary point of contact for
MCDOT Project Manager Angela Macaluso. He
will be supported by Deputy Project Manager
Cynthia Alvarez. Jason and Cynthia provide a
successful leadership team built on 9+ years
working together collaboratively with MCDOT,
including completing the TSP 2040 and TSP
2035. B&N’s leadership team benefits MCDOT
by providing higher quality, timely responses and
effective management.
Completing the TSP 2050 will be a complex
process. A strong partnership between MCDOT
and B&N is needed. Jason and Cynthia partnered
with Angela on the prior two TSPs as well as
on-call projects. Jason and Cynthia also have
a successful record with Denise Lacey and
the broader Systems Planning Branch. B&N’s
leadership team provides MCDOT a trusted,
stable partner that is skilled with the data,
understands the organizational dynamics
and knows the process to meet the County’s
schedule commitments.
B&N commits the same key staffing that delivered
our award winning MCDOT TSP 2040 for the
duration of this contract. This commitment will
provide consistency, maintain quality and promote
communication. B&N will utilize Project Gateway,
B&N’s project management tool, that Jason
will setup with activities aligning with the TSP
2050 scope of work. Throughout each project
phase, clear team and individual objectives are
established, communication is facilitated and
activities are tracked. The project schedule will
be developed in Microsoft Project for consistency
with MCDOT scheduling practices.
B&N and Subconsultant Roles
Our extensive experience with MCDOT and our
diverse skill sets, gives us the knowledge and
expertise needed for the TSP 2050.
B&N will lead the contract and be the primary
consultant. Our team consists of B&N and MBI.
Both firms have a proven, collaborative record
providing planning services to MCDOT.
MICHAEL BAKER INTERNATIONAL
MBI is a long-standing, trusted advisor to MCDOT
with over 10 years of MCDOT transportation
planning and engineering experience. MBI's role
and value includes:
Engagement: Kevin Kugler has strategized,
facilitated and successfully conducted 300+
stakeholder/community meetings over his
career. He and his firm have a compelling
reputation for effective engagement with the
public and stakeholders that reach far into the
community, maximizing input received. MBI
introduced MCDOT to their digital engagement
platforms and capabilities. Their tools have
been utilized on large-scale projects for
MCDOT and ADOT. This has led to MCDOT
altering their approach to virtual engagement.
Federal Funding: Experience and expertise
in bridging the gap between recommending
projects and identifying a direct linkage with
local, regional and federal funding processes
and opportunities.
Emerging Technologies: Extensive track
record in the emerging transportation
technologies arena via direct project
experiences at many locations across the
country. MBI has renowned individuals who
have spearheaded initiatives in vehicle
electrification, automated/connected vehicles,
Intelligent Transportation Systems (ITS),
Traffic Management and Transportation
Systems Management and Operations
(TSMO) and Smart Mobility solutions such as
mobility-as-a-service (MaaS).
1B. WORKLOAD AND STAFF AVAILABILITY
Project Manager Capacity
Jason Pagnard has ample (80%) availability
to lead this contract!
PROJECT GATEWAY
PROJECT GATEWAY
B&N will provide Angela weekly
reports from Project Gateway to
indicate task status to ensure the
schedule is being met.
We evaluated our workload and staffing
commitments; B&N has the capacity and the
financial resources to complete the TSP 2050
on schedule. With 38 professionals based in
Arizona, we do not need to “staff up.” B&N’s firm-
wide annual contract value is over $165 million.
Our financial resources are strong; we have not
experienced any financial difficulties in meeting
our contractual obligations to our clients. MBI has
a local staff of 80 to effectively complete their role
on this contract and provide B&N support.
Jason and our key personnel will be made
immediately available upon receiving Notice
to Proceed (NTP). Our key personnel will be
committed for the contract duration.
Strategies for Time Management and
Timely Performance
Jason employs a combination of techniques and
tools for timely performance:
Weekly schedule review, with updates
proactively given to MCDOT
Weekly project meetings with subconsultant
MBI to manage workflow and deliverables
Weekly use of B&N’s proprietary “Project
Gateway” real-time project management tool
and custom spreadsheets to track and allocate
staffing resources
Bi-weekly discipline touchpoints to address
project details
In addition to the above strategies, Jason and
Cynthia will meet with Angela on a bi-weekly
basis throughout the project. Schedule and task
completion status will be discussed.
Flexibility for Owners Needs
Navigating the planning process requires flexibility
to meet owner needs and keep the project on
track. B&N prides itself on its creativity and
flexibility. Three relevant examples are:
JASON HAS CAPACITY!
His current commitments are managing the
existing MCDOT Transportation Planning on-
call contract and MCDOT TT0600 Northern
Parkway (design completion May 2025).
His roles have been limited to make him
available for your TSP 2050.
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MCDOT | Transportation System Plan 2050 - Project No. TP073
TSP 2040 AC Engagement: B&N led
the TSP 2040, which relied on in-person
engagement with a robust Advisory
Committee (AC) of 60+ representatives from
over 25 municipalities and agencies around
the county. Due to COVID-19, B&N
seamlessly pivoted mid-project and recrafted
the engagement strategy to a virtual
process. In addition, MCDOT leveraged
the TSP to provide a platform for dialog on
industry issues impacted by the pandemic.
TSP 2040 AC Materials Review
Process: B&N sought input from the AC
on how best to share and review large
sets of information. Based on the input,
B&N changed course and leveraged
the interactive map to share data and
recommendations and to obtain information
on new infrastructure and developments.
This led to increased participation and
higher quality reviews by the committee.
MAG RTP - MOMENTUM 2050: During
scenario planning, MAG member agencies
submitted numerous project requests
for plan inclusion. Under an expedited
schedule, B&N was tasked to quickly
analyze the requests as they came in,
provide technical documentation and
develop scenarios based on a range of
funding availability and agency priorities.
2. PROJECT PLAN
2A. MAJOR TASKS INVOLVED
TSP 2050 Overview
Maricopa County is one of the fastest-growing
counties in the nation, transforming rural
landscapes into suburban and urban areas.
The TSP 2050 will set expectations for the
future transportation network, identifying a
well-connected, safe transportation system that
functions for all users. It will guide the planning
of limited resources for a large geographic area
with infrastructure investments aligning with
the County's evolving needs. The completion
of the TSP 2050 is a Maricopa County strategic
goal with plan adoption slated by the Systems
Planning Branch for August 2026.
With TSP 2040, MCDOT updated its
approach to system planning. This includes
updating system data, revising needs
identification, identifying complete projects that
comprehensively address system needs beyond
capacity, expanding public and stakeholder
engagement, exploring a broad range of funding
issues and conducting scenario planning
activities.
B&N, having completed the TSP 2040 and
TSP 2035, recognizes this is an opportunity
for MCDOT to address an uncertain and
evolving future for providing connections that
improve people’s lives and system resiliency.
Considerations include technological impacts
on transportation; TSMO solutions; increasing
costs for maintenance, operations and capital
expenditures; County transition from rural to
suburban; and uncertain funding.
B&N will leverage our unique MCDOT
experiences for:
Project Issues & Approach
Outreach and Engagement
Implementing a comprehensive and inclusive
engagement plan will be a key factor for the
success of TSP 2050. Our team will establish an
expanded engagement and outreach approach
designed with an “early and often” framework
including methods that will reach far and
across the County to maximize community and
stakeholder input. The process will build upon
existing partnerships and also identify and retain
new relationships. A combination of in-person
and virtual activity-based and technology-based
engagement methods will be utilized to capture
input from a wide-spread and diverse audience.
Our team will prepare materials in Spanish,
Mandarin and others as needed for Title VI.
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Stakeholder Involvement
An AC, likely over 60 representatives, will be
strategically developed comprising of MCDOT
staff and partner agencies in the county and the
adjacent surrounding areas as well as state and
federal departments, transportation entities and
utility companies. The AC will provide input on
process and data, advise the Project Team on
concurrent issues and efforts and provide input
on the community outreach plan, materials and
tactics. B&N leveraged the OET interactive map
in TSP 2040 to solicit AC input and expedite
material review, which can be carried forward
in TSP 2050. AC meetings will be held virtually
to maximize participation; however, in-person
gatherings could be considered for meetings with
unique objectives such as visioning and scenario
planning workshops.
TSP 2040 VIRTUAL AC MEETING
To maximize AC participation, meeting topics
need to be informative and interactive to foster
engagement. This can be accomplished through
industry expert guest speakers and virtual
engagement tools such as breakout rooms. A
new external stakeholder group will be formed
to collaborate with specific subject-matter
experts and focus groups that have an inherent
interest and influence on the County’s growth
and multimodal transportation network (e.g.,
AI, electric and automated vehicles, funding,
densification and development, and TSMO).
Public Participation
To maximize public participation, we will
leverage in-person and electronic engagement
opportunities. The campaign is anticipated to
launch in Phase Two; the Project Team will
coordinate with the Communications Branch
to develop a plan for public and stakeholder
outreach in Phase One. Input will be received
through the project website, interactive map,
community surveys and virtual meetings. Public
input on Baseline Conditions and Implementation
Plan will be sought during Phases Two and Five.
GETTING IT DONE
A TSP addressing county-wide
transportation needs for adoption
in August 2026.
PLANNING THE FUTURE
Development of more “What if”
scenarios and produce scenario
action plans to accommodate
growth, technology and funding.
EASING TIP PROGRAMMING
Identification of practical and
realistic projects with the near-term
horizon for TIP Programming.
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Similar to TSP 2040, which received over 1,000
public comments, we can leverage social media
and the AC to build awareness and drive traffic to
virtual public meetings and information.
We will utilize the MBI digital engagement
platforms and capabilities for virtual public
meetings. This platform provides the ability to
deliver presentations, conduct Q&A periods,
display virtual information boards and collect
comments. MBI recently implemented this
approach on the MCDOT Desert Hills Study.
For those with limited internet access, particularly
disadvantaged communities, we will execute
a go-to-them approach to absorb face-to-face
engagement in the form of in-person public open
houses. Upon request, we anticipate some in-
person events with communities such as PORA,
SCHOA, Desert Hills, and New River.
Youth Engagement
The youth represent the future – In fact, 32% of
the County’s population is under the age of 24
and integrating their input will result in a plan that
considers the needs for future generations. The
Project Team will leverage resources and best
practices through targeted collaboration with
organizations such as Arizona State University
(ASU), Maricopa County School Superintendents
Office, and STEM programs and schools within
underprivileged communities.
Electronic Engagement
Cutting-edge technology will be used for digital
engagement to collect input. A project website
will be created as a central hub for the TSP
2050 which will host online community surveys,
interactive mapping exercises and function as
the landing page for the virtual public meeting
platform. The Project Team will coordinate with
the County’s OET and Infrastructure Technology
Center (ITC) on all technology-based engagement
platforms, including the project website,
interactive online mapping, digital surveys and the
Notify MCDOT Tool – See, Click, Fix.
Phase One — Work Plan
Phase One consists of the Work Plan.
It will detail the foundational elements of TSP
2050 including design theme, schedule, study
area, data collection process, AC and public
engagement plan, conflict resolution plan and
quality procedures. A key issue during Phase One
includes:
Develop Theme and Templates
Issue: A theme/brand is needed for consistency
amongst all documents and materials.
Approach and Benefit: B&N will develop themes
and templates unique to the TSP 2050 that
are consistent with the new Maricopa County
branding. This will expedite the development and
approval of branding and allow the team to get a
quick start on technical analysis.
Phase Two — Baseline Conditions
Phase Two summarizes the existing and
known future conditions within the Project
Influence Area. It is critical to accurately identify
and assess the existing and future conditions as
they set the baseline and inform Phases Three to
Five. Key issues during Phase Two include:
Data Collection and Management
Issue: TSP 2050 is a data-driven planning
process. Timely data collection and proper
management are essential for final plan success.
Approach and Benefit: From significant
experience, B&N knows MCDOT's datasets.
Immediately after NTP, B&N will utilize our data
collection spreadsheet to initiate and manage
the data request. This allows our team to hit the
ground running with data collection, analysis and
mapping.
A major new resource for the TSP is Cartegraph
asset information. We will coordinate with
MCDOT Asset Management group to use this
data. B&N will supplement MCDOT data sets
where needed with those available from the
AC. This will come through obtaining files and
leveraging the interactive map. For example,
we will engage entities such as the Maricopa
County Air Quality Department and ADOT to
obtain locations of electric charging stations to
supplement data from the ongoing MCDOT EV
Charging Infrastructure Siting Plan.
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1
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MCDOT | Transportation System Plan 2050 - Project No. TP073
A major challenge with incorporating data from
other agencies is rectifying differences in their
file management and reference systems. We
understand that OET has resolved this issue
with MAG data. We will implement the process
we developed in TSP 2040 to address these
differences with other entities.
Data Updates
Issue: Data sources are typically a snapshot in
time in fast-growing Maricopa County. TSP 2040
made great strides to expand datasets. Updates
since its completion, and new datasets per the
RFQ, need to be integrated.
Approach and Benefit: B&N will utilize a grid
system to create and update the datasets listed
in the scope of work based on aerial imagery
and recently completed plans and projects by
the AC. The County areas will be divided among
the team for timely completion. We will identify
the most necessary datasets for analysis needs
and encourage a prioritization process of quality
checks. Updates will follow the OET Database,
Feature Class and Table Standard Operating
Procedure.
MAG Regional Travel Demand Model
Issue: The MAG regional travel demand model
(TDM) covers a large area. Spot checks are
needed to validate the model within areas critical
to MCDOT/County needs (e.g., Sun City, Sun
Lakes, Anthem and others).
Approach and Benefit: B&N will coordinate
with MCDOT to identify up to eight subareas
to perform a screenline analysis. Based on the
findings, B&N will determine the potential need
for model refinements. We frequently collaborate
with MAG’s regional modeling and socioeconomic
data analysis groups and know their processes,
model outputs and available datasets. We know
how to identify and rectify model inaccuracies to
efficiently assess model data. B&N has extensive
experience in developing thematic mapping to
communicate changes within subareas at the TAZ
level to identify trends.
Phase Three —Transportation System
Needs Analysis
Phase Three identifies the system wide
needs for four planning horizons; it will inform
implementation in Phase Five. Proficiency in
leveraging various data sets is critical. Key issues
during Phase Three include:
PRS and Planning Tool Updates
Issue: TSP 2040 refined the PRS and included
development of a Planning Tool to assist in project
identification, rating, prioritization and tracking.
As priorities evolve and additional needs are
identified, there is a potential need for additional
refinements to the PRS and Planning Tool.
Approach and Benefit: B&N was integral in the
refinements of the PRS and development of the
Planning Tool during TSP 2040. We will meet
with MCDOT to gain an understanding of what is
working well and areas for improvement. Based
on the input received, our team will recommend
updates to MCDOT and revise documentation
as needed. Our unrivaled knowledge and
understanding of these systems allows our team
to recommend updates.
We understand MCDOT’s interest in potentially
adding Life Cycle Cost Analysis (LCCA) and Cost-
Benefit (C/B) analysis to project ratings. B&N
included LCCA considerations for the Financial
Analysis in Phase 5 for TSP 2040, which can be
further developed and incorporated with project
ratings. B&N can incorporate similar LCCA and
C/B methods we developed for the ADOT corridor
profile studies, which are leveraged for prioritizing
investments around the state.
Needs Identification
Issue: Transportation needs inform project
development. It is imperative that needs address
a variety of users and transportation issues so
complete projects are developed.
Approach and Benefit: B&N will utilize the
findings from Phase Two and input from the AC
and public to inform needs identification. TSP
2040 identified needs for nine categories. B&N
will work MCDOT and the results of the needs
identification to add or remove need types based
on evolving MCDOT priorities. System needs will
be identified for the 2025, 2030, 2040 and 2050
planning horizons.
3
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Recommended Investment Choice
Issue: Future funding and transportation needs
are unknown. MCDOT needs a flexible framework
for funding and programming.
Approach and Benefit: Due to an uncertain
future, B&N recommended in TSP 2040 a
transition towards a policy-based programming
model for outer-year horizons. We evaluated
the MCDOT TIP bins and how a RIC could be
implemented. Our approach to refining the RIC
will be centered on collaboration and engagement
with MCDOT Divisions and Branches. This will
assist in identifying the funding and system
needs of each group and their challenges with
maintaining and operating a safe/efficient system.
These discussions will be facilitated in
tandem with Phase 4 Visioning exercises and
performance metrics since adoption of TSP
2040. The RIC development will be considered in
concert with the funding analysis in Phase Five
This approach will provide a baseline for analysis
and discussions with MCDOT centered around
adjusting investment categories and funding
levels. The ultimate goal will be focused on
funding organizational priorities that will
deliver the greatest return on investment.
Phase Four — Vision
Phase Four refines goals, objectives,
strategies and performance measures. Enhanced
scenario planning workshops will be conducted.
Peer reviews of agencies with similar challenges,
such as TSMO strategies, will be performed.
Partnerships and engagement are vital for
success. Key issues during Phase Four include:
Scenario Planning
Issue: How we travel and where we live is
changing - uncertainty can be mitigated in part
through scenario planning.
Approach and Benefit: Our approach to the
scenario planning workshop series will build
upon the foundation of successful workshops
conducted in TSP 2040. We will enhance the
process by expanding the number of “drivers
of change” that can influence plausible futures
and develop a tangible listing of actionable
items. For example, the B&N team is familiar
with the national implications that the USDOT
Saving Lives V2X Accelerator grant provides
for the County. Your willingness to be a national
leader demonstrates how MCDOT is embracing
emerging technologies and that connected
vehicles will be influential in the outcomes of this
TSP. The intent is to build awareness and identify
triggers and actionable steps. Our approach is a
four-step process below (Figure B).
Strategic Planning Elements
Issue: TSP 2040 set guiding principles and
performance measures. As Maricopa County
is rapidly growing, transportation needs are
changing resulting in a need to review the TSP
2040 strategic planning elements.
Approach and Benefit: B&N collaborated closely
with MCDOT to establish the guiding principles
and performance measures. B&N will leverage
this experience to lead MCDOT in reviewing and
potentially updating strategic planning elements.
YOU SHOULD KNOW!
B&N is currently collaborating with all
MCDOT Division and Branches on the
new MCDOT Guidelines for Administration
of Federal Funds. We will leverage these
relationships to facilitate RIC development.
4
Workshop #3 Our Path Moving Forward?
•
Presentation of results
•
AC will discuss and determine recommended
strategies and policy considerations
Workshop #2 How do We Prepare?
•
Develop four alternative futures on the region’s
transportation system
•
AC will be divided into groups to discuss
agency perspectives and explore alternative
futures within the context of four future funding
parameters; AC will identify “if this, then that” in
different scenarios
Workshop #1 Where are We Going?
Drivers of Change Guest Lecturer Series
1.) Value and process of the scenario planning
workshops
2.) Where Are We Today?
3.) Signs of Change Guest Lectures:
a. Urbanization (Land Use, Density, Zoning, and
Development)
b. Transportation Technology/System Electrification
c. Economy/Tourism
d. Emergency Management and Response
Pre-Workshop Assessment & Reporting
Where are We Today?
Overview of existing conditions and state, regional
and local trends that are likely to impact the future
of transportation in Maricopa County.
FIGURE B. SCENARIO PLANNING APPROACH
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Our approach is centered on engaging MCDOT
Leadership and Division and Branch Managers
for potential modifications. The performance
measure tracking system will be updated.
Phase Five — Implementation Plan
Phase Five develops an implementation plan
that emphasis TIP programming and long-range
visioning. A funding analysis will be completed
to inform the plan. Policies in areas such as
impact of EVs, connected and autonomous
vehicles, active transportation and suburbanism/
development will be investigated. Key issues
during Phase Five include:
TIP Programming and Long-Range Visioning
Issue: Developing realistic, complete projects
will facilitate TIP programming. These projects
will address a variety of needs maximizing
available resources and reducing impacts during
construction. For horizons beyond the TIP,
MCDOT indicated the desire for more flexible and
adaptable transportation framework incorporating
scenario planning results and peer reviews.
Approach and Benefit: The Planning Tool will
be utilized to review and combine needs and
develop initial project lists. B&N will review the
initial project lists for feasibility. Our team is
equipped with “plangineers” who understand
MCDOT’s project development process from
planning to construction - projects are practical
and comprehensive for inclusion in the MCDOT
TIP. This approach has the effect of minimizing
impacts to the public by focusing on a “one dig”
approach to addressing multiple needs. During
TSP 2040, B&N combined over 1,000 need types
into 200 projects. Once projects are reviewed,
they are scored utilizing the PRS.We will partner
with MCDOT to define the implementation plan
framework for outer-years in line with the RIC
model from Phase Four. This will provide MCDOT
with flexibility for an uncertain and complex future.
Funding Analysis
Issue: An analysis is needed to investigate four
diverse funding scenarios. As part of this process,
accurate project costs are needed.
Approach and Benefit: B&N will utilize revenue
forecasts from Elliott D. Pollack & Company as
the primary source to identify available state and
local funding through the planning horizon. We
will also source information from the Maricopa
County Department of Finance and MAG. From
our work with MAG and ADOT, B&N is familiar
with Proposition 479 funding. We will leverage
this experience to best position MCDOT for
regional funding opportunities. Costs will be
developed that incorporate capital, operation and
maintenance costs. We understand MCDOT has
new operation and maintenance cost models
based on Cartegraph data.
B&N will analyze four funding scenarios to
illustrate the impacts on implementation. B&N will
leverage our experience in funding analysis for
the TSP 2040 and the MAG RTP. Our approach
will inform programming, guide RIC development
and provide an understanding of major funding
changes and potential mitigation strategies.
Federal Funding
Issue: As inflation and construction costs
continue to rise, and with uncertainties with
funding, there may be an increased need for
MCDOT to expand potential funding sources.
B&N is supporting this effort through the
development of the MCDOT Guidelines for
Administration of Federal Funds.
Approach and Benefit: MCDOT recently
developed a funding strategy that identified
federal funding programs that could be used in
the TIP. Our team will incorporate this resource
during the development of the implementation
plan and project list. In addition to identifying
potential partnership opportunities for multi-
jurisdictional projects, our team will align near-
term projects with candidate state and federal
grant funding sources. We understand MCDOT
is actively looking to hire a grant coordinator.
Our team will collaborate with the new grant
coordinator to perform a review of grant program
parameters and Notices of Funding Opportunities
to provide MCDOT with identification of an
anticipated preliminary likelihood of grant
application success and funding award based on
each unique project scope. If a grant coordinator
is not hired, B&N and MBI have federal funding
experts and grant writers on staff. We stay on
top of current federal funding changes such as
changing IIJA funded investments. This will assist
MCDOT with prioritizing future grant funding
application/acquisition efforts.
Phase Six — Final Report
Phase Six summarizes the TSP 2050
planning process from Phase One to Phase Five
leading to a project list by horizon. Navigating the
review process is critical for plan adoption. Key
issues during Phase Six include:
Public Facing Document
Issue: The final plan will be prepared for TAB and
BOS approval and for public consumption.
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Approach and Benefit: The final plan will be
developed so that it can be easily understood by
the public. Our team will check for accessibility
and elements such as color, font sizes and gray
scale printing readiness. B&N will begin preparing
the final plan early in the process to allow MCDOT
to review in sections and streamline the review
and approval process.
TAB and BOS Approval
Issue: The TSP 2050 needs TAB and BOS
approval to be adopted by August 2026.
Approach and Benefit: Our schedule in Section
2b shows NTP in July based on the RFQ. We will
leverage our MCDOT experience to expedite the
schedule for an earlier start. We will work towards
TAB approval in June 2026 and BOS adoption
in August 2026 to meet the Systems Planning
Branch adoption goal. Our team has gone
through the TAB and BOS approval process
for TSP 2035 and 2040. This experience
is invaluable for TSP 2050. We will prepare
materials based on our best practices to facilitate
TAB and BOS review including a project-list and
phase summaries. We will support MCDOT in
quarterly updates to the TAB.
2B. PROJECT MANAGEMENT APPROACH
AND TEAM ORGANIZATION
Project Management Approach
Jason Pagnard is familiar with MCDOT’s
processes and expectations. He fosters
communication through frequent, productive
meetings with MCDOT and internally with the
team. Jason proactively engages Angela
Macaluso. When potential issues were identified
during TSP 2040, he immediately contacted
Angela to discuss and outline potential solutions.
To manage the team, Jason will implement the
Work Plan developed in Phase One. It outlines
the study purpose, objectives, scope, schedule,
budget, data collection plan, design themes/
templates, AC database, conflict resolution plan
and QA/QC plan with checklists. The work plan
will identify key project goals and potential issues
and challenges to establish project priorities.
The Work Plan will be provided to the entire B&N
team to set expectations and will be followed
throughout all phases of this project.
Timing and Staff Scheduling
Jason uses the tools and systems for time
management, staff scheduling, budget monitoring
and managing the project described in Section
1b on Page 27 and Section 2d on Page 35.
Budget Monitoring and Project Tracking
Jason uses B&N’s “Project Gateway” to monitor
budgets and track progress. This real-time project
management tool is checked weekly allowing
Jason to adjust as required. The expenditure
forecast will be provided monthly to MCDOT.
Jason will work with Angela to prepare anticipated
cost schedule to plan fiscal year cash flow.
Schedule
Figure C below depicts the preliminary project
schedule illustrating tasks, critical path items
and interrelationships of essential elements and
events. Upon receiving Notice to Proceed, Jason
will work with Angela to develop the detailed
schedule consistent with the scope of work.
At kickoff, input will be solicited from the AC to
finalize the schedule. Key considerations include
critical path items such as Data collection, key AC
meeting dates, MCDOT and AC review periods,
and TAB and BOS approval of final plan.
FIGURE C. PROJECT SCHEDULE
The schedule was developed for plan adoption by August 2026, based on TSP 2035 and TSP 2040 lessons learned.
TASK
2025
2026
J
A
S
O
N
D
J
F
M
A
M
J
J
A
Outreach and Engagement
Phase 1 - Work Plan
Phase 2 - Baseline Conditions
Phase 3 - Transportation System Needs Analysis
Phase 4 - Vision
Phase 5 - Implementation Plan
Phase 6 - Final Report
Public Meeting
TAB Approval
Deliverables (including 25 day review period)
Mini-Kickoff Meeting
Advisory Committee Meeting
Scenario Workshops
BOS Approval
Policy Development
MCDOT Systems Planning Branch
Stated BOS Adoption August 2026
B&N knows MCDOT GIS requirements. We
collaborated with MCDOT and OET throughout
the TSP 2040 to ensure all GIS data produced
followed the Database, Feature Class and
Table Standard Operating Procedure for naming
convention and completion of meta data. We
will utilize knowledge for TSP 2050 to provide
MCDOT and OET data that is ready to use and
ease data processing by the Planning Tool.
2D. TEAMS APPROACH TO SCHEDULE
MANAGEMENT AND QUALITY PROGRAM
Schedule Management
Jason will work with Angela to review and finalize
the schedule shown in Section 2b (Figure C) on
Page 34. As Deputy Project Manager, Cynthia will
work closely with Jason to monitor the schedule
and ensure deadlines are met. The final schedule
will be a point of emphasis at progress meetings
and will be updated monthly. The following
methods will be used to assure the project
remains on schedule:
Immediately initiate quick start tasks - work
plan development, schedule detailing and
data collection
Frequently monitor schedule deadlines
Focus on and facilitate critical path elements
Include float in the schedule
Use broad staffing resources to shift priorities
and meet schedule demands
Avoid rework through frequent coordination
and implementing QA/QC reviews
Quality Enhancement
B&N’s approach to quality combines proactive
management of staff and established procedures.
Our Quality Control Plan (QCP), including quality
expectations and accountability, is discussed at
the kickoff meeting. The QCP, which will conform
to B&N’s Quality Management Program, includes
an independent Project Quality Assurance
Manager to verify the QC process is followed.
B&N’s quality control process includes:
Expectations communicated and emphasized
at internal team meetings
Use of checklists developed as part of the
Work Plan QCP plan in Phase One
Formal independent reviews by seasoned
professionals of working papers, technical
analysis and deliverables at least two weeks
prior to MCDOT submittal
Review of all subconsultant deliverables at
least two weeks prior to MCDOT submittal
Utilizing established branding for consistency
throughout the entire team
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2C. UNDERSTANDING AND KNOWLEDGE
OF PROCEDURES AND REQUIRED
DOCUMENTATION
Procedures
From over a decade working with the Planning
Branch, and a 40-year history working with
MCDOT, B&N has an extensive understanding
and knowledge of MCDOT’s procedures and
document requirements. We have strong working
relationships with County staff including MCDOT,
OET, ITC, MCPRD and MCRED.
B&N understands preferences and requirements
which promotes schedule management, reduces
costs and facilitates MCDOT staff reviews.
B&N has collaborated with MCDOT on many
of its procedural manuals. Jason and Cynthia
authored the Planning Branch Manual, MCDOT
Guidelines for Administration of Federal Funds,
and MCDOT-MCPRD Strategic Plan for Park
Roadways and related documents. B&N has
provided updates that were incorporated in the
MCDOT Project Development Manual (PDM).
We prepared a recent update to the MCDOT
Roadway Design Manual (RDM). B&N is familiar
with the procedures and standards required
for consultants and MCDOT staff.
Beyond transportation planning, B&N provides
professional engineering services to MCDOT.
We use the MCDOT PDM and the RDM for
scoping and final design projects. We are also
very familiar with data external to MCDOT. This
includes data from FCDMC (GIS and aerial
mapping data), MAG (TDM and socioeconomic
data), ADOT and others.
Documentation
Through our extensive MCDOT experience, B&N
has gained understanding and knowledge of the
project documentation required for this TSP 2050
We understand Planning Branch requirements
and preferences for writing style, formatting and
document outlines which facilitates the QA/QC
process. We are familiar with the new County
Website and Brand Standards Guide which
defines logo usage, colors and fonts.
We will utilize the new County branding standards
to establish a unique look/feel to TSP 2050.
We have a substantial history working with the
MCDOT Strategic Communications and Outreach
Division. We are familiar with their requirements
and preferences for public outreach processes.
YOU SHOULD KNOW!
B&N co-located with MCDOT during TSP 2040.
Jason participated in the Planning Branch’s
annual strategic planning. We have a unique
perspective of MCDOT’s procedures.
36
Attachment C. Contract Acceptance Form
MCDOT | Transportation System Plan 2050 - Project No. TP073
Attachment C
CONTRACT ACCEPTANCE
The draft contract has been reviewed and is accepted without any specific
contract exclusions, modifications, or exceptions.
_____________________________
Principal of the Firm
_______________________________
Printed Name
_______________________________
Title
_______________________________
Date
Jason Pagnard
Vice President
3/11/2025