HomeMy WebLinkAboutJacob's Engineering Group Inc. - OH.3 Community Planning (Grant Writer)Fiscal Year 2024-2025
006Qj00000DVZEvIAPCounty of Hawaii
Housing and Community Development
OH.3) Community Planning (Grant Writer)
Professional Services for Fiscal Year 2024-2025
Statement of Qualifications
Submitted by: Jacobs Engineering Group Inc.
June 30, 2024
PART II - GENERAL QUALIFICATIONS
LETTER OF INTEREST
PART I - CONTRACT SPECIFIC QUALIFICATIONS
Table of Contents
SECTION A-D:
SECTION G:
SECTION H-I:ADDITIONAL INFORMATION AND
AUTHORIZED REPRESENTATIVE
SECTION F:
SECTION E:
CONTRACT INFORMATION
ARCHITECT-ENGINEER POINT OF CONTACT
PROPOSED TEAM
ORGANIZATIONAL CHART OF PROPOSED TEAM
RESUMES OF KEY PERSONNEL PROPOSED
FOR THIS CONTRACT
EXAMPLE PROJECTS WHICH BEST ILLUSTRATE
PROPOSED TEAM’S QUALIFICATIONS
FOR THIS CONTRACT
KEY PERSONNEL PARTICIPATION IN
EXAMPLE PROJECTS
1003 Bishop Street,
Pauahi Tower, Suite 1340
Honolulu, HI 96813
T: +1.808.943.1133
www.jacobs.com
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June 30, 2024
ATTN: Ms. Susan Kunz, Administrator
Housing and Community Development, County of Hawaii
1990 Kinoole Street, Suite 102
Hilo, Hawaii 96720
Email: ohcd@hawaiicounty.gov
Subject: Statement of Qualifications - Professional Services for Fiscal Year 2024-2025
Dear Ms. Kunz,
Jacobs Engineering Group Inc. (Jacobs) brings over 45 years of experience
providing innovative solutions to Hawaii. We value our partnerships with clients
across the state and look forward to applying our depth of knowledge and
dedicated staff to advance your mission and goals. Jacobs is committed to
providing professional, financially responsible, and dependable service for the
County of Hawaii and submit our Statement of Qualifications for
OH.3) Community Planning (Grant Writer).
For additional information, we are also submitting statement of qualification with the Planning Department for the
following category:
OH.2) Community Planning (Environmental Assessment).
Jacobs leads the global professional services sector, delivering solutions for a more connected, sustainable world.
Our proven approaches have helped clients to prioritize investment options and stack funding sources to maximize
total program value delivered; we will apply these same approaches to take best advantage of the County of
Hawaii’s funds. Our team will serve as your trusted partner to provide:
Fully integrated local team with extensive reach-back capability into our global team. We are a global
organization of over 60,000 employees, including over 100 engineers, planners, and scientists based in Hawaii.
One of our defining capabilities is to build a blended team of local and global experts to work closely and
collaboratively with the County of Hawaii. We carefully select individuals with knowledge and experience in
delivering similar services. The result is a vastly experienced team of experts and engineering practitioners who
will apply their knowledge to deliver critical projects efficiently. Our team is supported by our Financial Services
and Government Relations team in Washington, DC, to maximize our value offerings to our municipal and
private clients. We offer the County of Hawaii a local, solutions-oriented firm with a contextual understanding of
the County of Hawaii’s needs and priorities, combined with our national funding and financing expertise, to
assess opportunities to leverage federal funds and develop a spending strategy.
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Industry leadership from our proposed team’s experience in developing many of the industry best practice
approaches and tools. As a leading provider of planning, design, and engineering services, we provide end-to-
end solutions for our clients’ most complex challenges related to climate change, energy transition, connected
mobility, integrated water management, and smart cities. We aim higher and are dedicated to implementing
necessary process changes, finding new methods and approaches to solving problems, or redeploying proven
products or services to improve the lives of people everywhere. Our approaches to facilitating prioritization of
investment options and to financial planning strategies overall were developed and tested through industry
association research projects that we have led. These include the Capital Planning Strategy Manual and Capital
Funding Imperatives projects that we led for the Water Research Foundation.
Commitment to exploring the full universe of funding and financing options. Our Government Relations team
in Washington, DC, routinely tracks emerging federal legislation, such as the American Jobs Plan (Infrastructure
Bill) that is currently in development, so that we can bring information on opportunities for federal funding to
our clients. In addition, we use our subscription to the GrantFinder service and other direct research to look for
additional opportunities for federal, state, and foundation funding that might be available to supplement the
County of Hawaii’s funding. As an example of our track record in helping clients to secure federal funding, during
the first four years of the Water Infrastructure Finance and Innovation Act (WIFIA) low-interest loan program
(which is administered by the Environmental Protection Agency and which provides unique flexible repayment
terms), we helped clients secure funding for more than $1.8 billion in total project value.
We understand the County of Hawaii. Jacobs has a long history of working with the County of Hawaii which
dates to when we were CH2M Hill. Our comprehensive understanding of your objectives and challenges,
combined with our technical resources, enables us to respond quickly, apply existing knowledge, and develop
and implement expedited solutions.
Immediate availability of our key staff and depth of resources translates into responsiveness and a
commitment to delivering your wide array of projects efficiently. Our team is immediately available to the
County of Hawaii to deliver specialized planning and design services to meet your specific needs and goals.
I am your point of contact responsible for responding to all your requests and concerns and will make sure resources
are available when needed. We have proposed staff who bring the specific expertise necessary for your requested
services and we will find additional resources to meet other needs that may arise. Please feel free to contact me at
808.440.0229 or by email at John.Padre@jacobs.com to further discuss our qualifications or opportunities to work
together.
Yours sincerely,
Jacobs Engineering Group Inc.
John Padre, AICP
Principal-In-Charge
006Qj00000DVZEvIAPPART I:
CONTRACT SPECIFIC QUALIFICATIONS
006Qj00000DVZEvIAPSECTION A-D:
CONTRACT INFORMATION
ARCHITECT-ENGINEERING POINT OF CONTACT
PROPOSED TEAM
ORGANIZATIONAL CHART OF PROPOSED TEAM
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
ARCHITECT–ENGINEER QUALIFICATIONS
PART I – CONTRACT-SPECIFIC QUALIFICATIONS
A. CONTRACT INFORMATION
1. TITLE AND LOCATION (City and State)
Professional Services for Fiscal Year 2024-2025, County of Hawaii, Hawaii
2. PUBLIC NOTICE DATE
June 1, 2024
3. SOLICITATION OR PROJECT NUMBER
B. ARCHITECT-ENGINEER POINT OF CONTACT
4. NAME AND TITLE
John Padre, AICP, Principal-In-Charge
5. NAME OF FIRM
Jacobs Engineering Group Inc.
6. TELEPHONE NUMBER
808.440.0229
7. FAX NUMBER
8. E-MAIL ADDRESS
John.Padre@jacobs.com
C. PROPOSED TEAM
(Complete this section for the prime contractor and all key subcontractors)
(Check)
9. FIRM NAME 10. ADDRESS 11. ROLE IN THIS CONTRACT PRIME J-V PARTNER SUB-CONTRACTOR a.
Jacobs Engineering Group
Inc.*
☒ CHECK IF BRANCH OFFICE
1003 Bishop Street, Pauahi Tower, Suite 1340,
Honolulu, HI 96813 Prime Consultant
D. ORGANIZATIONAL CHART OF PROPOSED TEAM ☐ (Attached)
Upon selection, Jacobs will provide a project-specific organization chart.
* In 2017, Jacobs Engineering Group Inc. (JEG) acquired CH2M, which became a wholly-owned subsidiary. Jacobs Government Services Company (JGSC) is a wholly
owned subsidiary of Jacobs Engineering Group Inc. (JEG), and it is the legal contracting entity for US federal government projects located outside the continental
United States (OCONUS). JEG is the corporate parent of JGSC. This SF330 proposal includes personnel resources from both JGSC and JEG, including acquired CH2M
personnel resources.
006Qj00000DVZEvIAPSECTION E:
RESUMES OF KEY PERSONNEL PROPOSED
FOR THIS CONTRACT
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
John Padre, AICP
13. ROLE IN THIS CONTRACT
Principal-In-Charge/Project Manager 14. YEARS EXPERIENCE
a. TOTAL
24
b. WITH CURRENT FIRM
24
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Honoulu, Hawaii
16. EDUCATION (DEGREE AND SPECIALIZATION)
MBA, Executive Management and Strategic Marketing
BA, Botany
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
American Institute of Certified Planners (AICP): #33278
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
John has 24 years of management and technical experience in the fields of renewable energy, sustainable materials management,
environmental liabilities management, multimodal transportation, transit-oriented development, information technology and data
management, and land revitalization and restoration. His primary responsibilities are to oversee the successful completion of
environmental due diligence, hazardous waste remediation, environmental planning and permitting, and software application
development projects. In a technical capacity, John has served as a project manager and planner for the siting and permitting of wind
and solar renewable energy facilities; development of county and municipal-level solid waste materials management plans;
federally-funded rehabilitation of bridges; cleanup and revitalization of blighted properties for purposes of transit-oriented
development, multimodal transportation, and habitat restoration; and the construction, activation, and operation of a light rail
system. John also serves in specialized roles performing as the environmental professional for property environmental due diligence
projects, environmental planner for transportation-related and transit-oriented development projects, and as a senior technical
advisor for species conservation or control projects.
Professional Organizations:
Member, American Planning Association
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Integrated Solid Waste Management Plan (ISWMP), City and County of Honolulu,
Department of Environmental Services, Refuse Division, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2019
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. 2018 update of the City & County of Honolulu Integrated Solid Waste Management Plan prepared in
accordance with Hawaii Revised Statues 342G. Coordinated the data gathering, assessment, strategies development for source
reduction; recycling and bioconversion; household hazardous waste and electronic waste; public education and materials
marketing; facility capacity and siting; solid waste generation; energy balance, system cost analysis, enterprise zones; and
alternative technologies that are components of the City’s waste management and minimization efforts. The project included
an evaluation of the City’s convenience centers, transfer stations, waste-to-energy facility, and landfills. As Project Manager,
John coordinated the Jacobs’ project team, interfaced with the City’s leadership team, and supported the facilitation of the
advisory committee activities, including outreach to regulatory agencies, commercial waste management and recycling
organizations, public interest groups, and interested community members. The plan documented conditions, outlined issues
and concerns, and developed strategies, recommendations, and implementation plans.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Integrated Solid Waste Management Plan (ISWMP), County of Kauai, HI PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2019
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Project involves updating the County of Kauai Integrated Solid Waste Management Plan being prepared in
accordance with Hawaii Revised Statues 342G. Jacobs is coordinating the data gathering, assessment, strategies development
for solid waste collection, source reduction, recycling and bioconversion, special wastes, household hazardous waste and
electronic waste, public education, materials marketing and procurement, evaluation of long-term disposal options, energy
balance, system cost analysis, and alternative technologies. The project includes an evaluation of the County’s existing refuse
transfer stations and the Kekaha Landfill and recommending an action plan to implement proposed solid waste elements
including source reduction and operational efficiency improvements. Role involved coordinating the Jacobs’ project team,
interfacing with the County’s leadership team, and supporting the facilitation of the advisory committee activities, including
outreach to regulatory agencies, commercial waste management and recycling organizations, public interest groups, and
interested community members. When complete, the plan will document existing conditions; outline issues and concerns; and
develop strategies, recommendations, and implementation plans.
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c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Integrated Resource and Solid Waste Management Plan (IRSWMP), County of Hawaii,
Department of Environmental Management, Solid Waste Division, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2019
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Project involved the updating of the City & County of Honolulu Integrated Solid Waste Management Plan
being prepared in accordance with Hawaii Revised Statues 342G. Jacobs coordinated the data gathering, assessment,
strategies development for source reduction; recycling and bioconversion; household hazardous waste and electronic waste;
public education and materials marketing; facility capacity and siting; solid waste generation; energy balance, system cost
analysis, enterprise zones; and alternative technologies that are components of the City’s waste management and minimization
efforts. The project included an evaluation of the City’s existing convenience centers, transfer stations, waste-to-energy facility,
and landfills. Role involved coordinating the Jacobs’ project team, interfacing with the City’s leadership team, and supporting
the facilitation of the advisory committee activities, including outreach to regulatory agencies, commercial waste management
and recycling organizations, public interest groups, and interested community members. Upon its completion, the plan
documented existing conditions, outline issues and concerns, and develop strategies, recommendations, and implementation
plans.
d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Guam EPA Sustainable Materials Management Program, Guam Environmental
Protection Agency (EPA), Government of Guam, GU
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2019
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Senior Technical Consultant and Deputy Program Manager. Deputy Program Manager for the implementation of the Guam
Environmental Protection Agency zero-waste plan to initiate tasks such as greening of roadway infrastructure, food waste
program, closure of military installation landfills, grant funding, and coordination of international zero-waste conference.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
BMP Improvements at Various Refuse Transfer Stations, County of Kauai,
Hanalei, Hanapepe, Kapaa, Lihue, and Kauai, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2021
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Environmental Planner. Coordinated and served as an environmental professional to evaluate environmental due diligence
needs in preparation for National Environmental Policy Act (NEPA) environmental documentation and supporting technical
reports for the engineering design improvements of four transfer stations within the County.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
John Barker, PE
13. ROLE IN THIS CONTRACT
Project Manager 14. YEARS EXPERIENCE
a. TOTAL
20
b. WITH CURRENT FIRM
18
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Boise, Idaho
16. EDUCATION (DEGREE AND SPECIALIZATION)
ME, Civil Engineering
BS, Geological Engineering
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
Professional Engineer: Idaho #13565, Washington #46710,
Alaska #CE 13029
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
John is responsible for client satisfaction and the growth of our business Idaho. He brings 20 years of escalating leadership
experience within our Boise office, having previously served in project management and overall portfolio delivery roles. John also
served as our Boise office manager of projects, which included oversight of water, transportation, and facilities projects with an
annual revenue of approximately $9 million. In this role, he provided guidance and support to Jacobs’ project managers in
effectively and efficiently delivering their projects. John has managed design projects and studies for both public and private sector
clients. His project management roles have included stand-alone geotechnical services for foundation design of structures and
multi-discipline projects for water conveyance and storage and highway/bridge transportation.
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Palouse Groundwater Basin Alternative Water Supply, Subconsultant to Alta Science and
Engineering, Moscow, ID, and Pullman, WA
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Principal-in-Charge. John provides client check-in for progress and internal support to the Jacobs delivery team to identify the
right resources (such as Mike Matichich, our Senior Financial and Grants Advisor). His work as part of this project included
exploring strategies for phasing each of the supplemental water supply alternatives and laying out the approach to allow each
of the four large projects to be implemented in a phased manner, with projected cash flow requirements allocated over time.
One of Jacobs’ roles for the project has been to develop a financing strategy for the substantial capital costs for the four
identified options, which range from $60 million to $80 million.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Consulting Services for American Rescue Plan Act (ARPA), City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Principal-in-Charge. John participated in meetings and helped develop a strategy for the use of $37 million in ARPA funding
received by the City of Boise. The City sought to invest ARPA funds in critical service areas such as mental health and wellness,
food security, broadband expansion, small business support, childcare, infrastructure, water, and transportation. Jacobs
developed a project prioritization rubric to score projects recommended by the City of Boise. This scoring effort was followed
by a funding strategy development memorandum outlining opportunities to leverage the funding with state and federal loan
and grant opportunities to maximize the impact on preferred projects. Jacobs is currently following up this effort with the
development of a Safe Streets for All grant for the City of Boise to align with a transportation initiative.
c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Boise, Lander Street WRF Phase I Improvements, City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2021 Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Principal-in-Charge. John’s responsibilities include facilitation of regular check-ins with the City project manager and City
Public Works director to seek feedback on Jacobs team performance, discuss various issues, and proactively address any
concerns. He also served as geotechnical engineer of record for Phase I improvements, including field exploration, monitoring
of groundwater levels, recommendations for design excavations, and bearing capacity of structures. Project features include a
pump station, headworks facility, and UV treatment infrastructure. John prepared geotechnical engineering recommendations
in a design report and authored earthwork specifications. He participated in services during construction, including review and
approval of method compaction specifications in coordination with the contractor.
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d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Eagle Sewer District Lagoon Expansion, Eagle Sewer District, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2021 2022
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Principal-in-Charge. John’s responsibilities include the facilitation of regular check-ins with the district manager to seek
feedback on the Jacobs team's performance, discuss various issues, and proactively address any concerns. He served as
geotechnical engineer of record, overseeing a subsurface exploration program, data reduction, evaluating embankment
settlement, and developing structural design recommendations. He also prepared a geotechnical engineering design report
and reviewed technical specifications developed by the project civil engineer.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Terra Nativa Subdivision Landslide, City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2016
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Geotechnical Engineer. John served as a trusted advisor to the Public Works staff during the evaluation of the landslide. He
reviewed technical materials and supported discussions with internal city legal and engineering teams.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
Mike Matichich
13. ROLE IN THIS CONTRACT
Senior Financial and Grants Advisor
14. YEARS EXPERIENCE
a. TOTAL
46
b. WITH CURRENT FIRM
42
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Arlington, Virginia
16. EDUCATION (DEGREE AND SPECIALIZATION)
MURP (Urban Economics)
AB, Politics and Government
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
Mike provides firm-wide leadership of the Jacobs Financial Services consulting team to help clients identify and implement funding,
financing, and rate strategies. This includes exploring emerging forms of finance and grant funding. He routinely helps clients
prioritize investment options and then develop and implement funding and financing strategies to implement the identified highest-
priority projects.
In the first four years of the WIFIA loan program administered by U.S. EPA, he has helped clients secure loans for more than $1.5
billion in total project value. He works closely with Jacobs’ Government Relations team in Washington, DC, to track available funding
for client programs, and uses other resources and research, such as the GrantFinder service, to help clients explore opportunities for
federal, state, and foundation grants to leverage existing resources that they have access to. Mike has also served as a key member of
a team assembled by the Natural Resources Defense Council (NRDC) to support development of an improved project pre-
development process to accelerate access to capital for priority public infrastructure projects that provide the opportunity to
accomplish important public service objectives while also providing the opportunity to accomplish important social equity
community benefits such as quality jobs for local low-income and minority populations, and structuring projects in ways that
encourage the use of local contractors.
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Consulting Services for the American Rescue Plan Act (ARPA), City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2022
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Mike served as project manager to identify federal, state, and foundation funding sources to leverage the
$37 million the City of Boise, Idaho received from the American Rescue Plan Act (ARPA). The project, which was completed in
June 2022, identified 94 viable funding programs the City could use to leverage its ARPA funding. The City prioritized 38 of
those programs for priority follow-up attention, and Jacobs is currently supporting the City in developing a grant application to
the U.S. Department of Transportation’s Safe Streets grant program for one of the City’s priority projects.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Development of Financial Strategy for Palouse Basin Aquifer Committee’s Capital
Program, PBAC, Moscow, ID
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2021
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Senior Financial Consultant. As part of Jacobs’ support to the PBAC, Mike served developed presentation material and
facilitated a dialogue of PBAC leadership members on priorities for the funding program for their capital program, estimated to
be $60 million to $80 million. He also guided research on grant and loan programs available through the Washington and
Idaho state agencies, reviewed organizational and financing powers available within state-enabling legislation for the cities and
counties within the PBAC service area to work together to finance the large capital project options, and assessed the strengths
and weaknesses of the available options. He conducted runs of the GrantFinder tool to identify additional potential grant funds
that could be leveraged and worked with the team to develop a memorandum summarizing the findings of the research and
recommended path forward toward development of an implementable financing plan.
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c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Cost-Benefit Analysis, Nature-Based Resiliency Solutions, Tyndall AFB, FL PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2021
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Task Lead. Mike led the development of three case studies to investigate opportunities to reduce military capital spending by
using alternative funding and financing mechanisms. Case studies included alternative funding/financing to implement energy
resiliency measures, coastal restoration and resiliency measures, and childcare through privately developed and operated
methods. The effort resulted in identifying over 40 interested partner organizations, whose help is being enlisted to identify
funding sources for nature-based coastal resiliency defenses to accomplish Air Force objectives. Mike led development of a
multi-objective decision analysis framework to evaluate benefits and costs for a range of nature-based coastal defense options
developed by Jacobs’ coastal engineers. He served as senior technical reviewer for a number of alternatives evaluations for the
Tyndall AFB project, including models set up to evaluate the cost-benefit ratio and potential savings of various IFS options and
several site-specific options for the sequencing and use of specific buildings as the Rebuild Program was implemented.
ProjectSelect, a business case support tool that Mike co-developed with Clean Water Services, was used to support these
analyses.
d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
CIP Project Prioritization Framework Update; Sanitary and Stormwater Asset
Management Plan 2017; City of Ann Arbor, MI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2018
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Task Lead. As part of an in-progress asset management study for the City of Ann Arbor, Mike recently facilitated a workshop to
refresh the CIP prioritization framework that was initially developed by Jacobs and the city as part of a 2006 water system
master planning effort and which was subsequently expanded by the city to support the prioritization of capital projects in 10
city departments for more than 10 years. The update process included revisiting the formulation of prioritization criteria and
the performance measures used to assess the contribution of candidate projects to the criteria, based on Ann Arbor’s
experience in working with the current framework and examples from our work with more than 40 water, wastewater, and
stormwater utilities in addressing prioritization issues.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Funding Strategies for Open Space in Detroit, Center for Community Progress,
Detroit, MI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2016
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Lead Financial Analyst. Mike led the identification of more than 45 conventional and innovative funding options for a diverse
range of open space options for the City of Detroit, which ranged from urban agriculture to addressing stormwater
management needs. He led the assessment of appropriateness of the funding options in addressing the eight priority uses for
open space identified by Detroit Future City. The resulting matrix of funding option serves as a template the city, developers,
and other stakeholders used to develop specific funding plans for development projects. The funding options matrix was
included in an appendix to the study developed for Detroit Future City by the Center for Community Progress.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
Russell Koff, AICP
13. ROLE IN THIS CONTRACT
Infrastructure Funding and Grants Lead
14. YEARS EXPERIENCE
a. TOTAL
17
b. WITH CURRENT FIRM
2
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Denver, Colorado
16. EDUCATION (DEGREE AND SPECIALIZATION)
MA, Urban Planning
BA, Political Science
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
American Institute of Certified Planners (AICP): #31414
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
Russell is an expert on federal funding programs that support infrastructure projects and has led dozens of competitive federal and
state funding applications on behalf of cities, ports, transit agencies, state DOTs, and other entities. His efforts have helped to secure
more than $400 million for important infrastructure investments from funding programs such as the USDOT BUILD (formerly TIGER)
program, the MARAD Port Infrastructure Development Program, the Federal Transit Administration’s Passenger Ferry Grant
Program, and State of California resiliency grant programs. He routinely advises clients on funding strategy, project eligibility and
competitiveness for Federal funding programs.
Prior to joining Jacobs, Russell served as program manager for a large consultancy’s BUILD and FEMA BRIC grant writing practice,
providing leadership for the development, preparation, and submission of grant applications. He works with clients to develop
funding applications and shape project scopes to align with federal grant criteria. Russell’s grant strategy and application
development efforts have secured hundreds of millions of dollars in federal funding for agencies such as the City of Los Angeles, the
South Carolina Ports Authority, the City of Seattle, Amtrak, LA Metro, and Washington.
Professional Organizations
Member, American Institute of Certified Planners (AICP), American Planning Association
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Consulting Services for the American Rescue Plan Act (ARPA), City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Infrastructure Funding and Grants Lead. The City sought to invest ARPA funds in critical service areas such as mental health
and wellness, food security, broadband expansion, small business support, childcare, infrastructure, water, and transportation.
Jacobs developed a project prioritization rubric to score projects recommended by the City of Boise. This scoring effort was
followed by a funding strategy development memorandum outlining opportunities to leverage the funding with state and
federal loan and grant opportunities to maximize the impact on preferred projects. Jacobs is currently following up this effort
with the development of a Safe Streets for All grant for the City of Boise to align with a transportation initiative.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
FEMA Building Resilient Infrastructure & Communities (BRIC) Grant Program Strategy
and Application Development, Various Clients, Various Locations
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Infrastructure Funding and Grants Lead. Russell serves as an expert on FEMA’s newest and largest competitive grant program
– BRIC. In 2020 and 2021, Russell led the development of several BRIC grant applications, including one for a large coastal
city, helping to shape a complicated and multi-phased flood mitigation project into an eligible grant submittal. He presented
the project to the state’s hazard mitigation officer, helping the client to develop a critical relationship with an important
stakeholder and potential future funding partner.
c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Port Infrastructure Development Program (PIDP) Grant Application,
Mississippi State Port Authority at Gulfport, Gulfport, MS
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2022
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Senior Advisor. Russell served as a senior advisor for a FY 2022 PIDP application that is currently under review by USDOT. The
project would expand the Port and provide for resilience upgrades to protect against future storms.
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d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
United States Department of Transportation (USDOT) BUILD (RAISE) Grants,
Various Clients, Various Locations
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☐ Check if project performed with current firm
Infrastructure Funding and Grants Lead. Russell has led the development of four successful RAISE/BUILD grants, as well as
many others that have been highly rated by USDOT. Most recently, he served as the lead author of a winning 2021 application
for a multimodal trail project that will provide transit access to a low-income community in Washington County, Oregon. The
funding application secured $12.2 million for the project. Russell advised the county on how best to address new Biden
administration grant evaluation criteria, and he provided guidance on post-selection negotiations with USDOT. Other
successful RAISE grants that Russell led include a “complete streets” project in Hays, Kansas, as well as a roadway
improvement project in Wichita. For each of these efforts, Russell worked with the client to shape the project narrative and
align it with USDOT priorities.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
United States Department of Transportation (USDOT) INFRA Grants, Various Clients,
Various Locations
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Infrastructure Funding and Grants Lead. Russell has led and supported numerous federal INFRA grant applications, including
two successful 2021 funding proposals (out of only 24 awards nationwide) for a seaport access project on behalf of the City of
Seattle ($11 million) and a highway safety project in Indiana ($70 million). The 2021 INFRA grant program was the first
competitive infrastructure funding program released by the Biden administration, and Russell helped to articulate each
project’s benefits related to resiliency and racial equity – key priorities of the new administration – which proved successful in
advancing the funding proposals and ultimately securing federal funds.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
Fair Yeager, PE
13. ROLE IN THIS CONTRACT
Management Consultant 14. YEARS EXPERIENCE
a. TOTAL
29
b. WITH CURRENT FIRM
29
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Tempe, Arizona
16. EDUCATION (DEGREE AND SPECIALIZATION)
MSCE, Civil Engineering
BSE, Civil Engineering
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
Professional Engineer: Arizona #35903
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
Fair has 29 years of experience as an engineer and management consultant in the water industry. She specializes in management
consulting, asset management, and integrated water master planning. Throughout her career, she has supported both municipal and
private clients across the United States.
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Consulting Services for the American Rescue Plan Act (ARPA), City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2022
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Task Manager. Fair served as the task manager and administrative workstream lead on behalf of the City’s team to implement
a prioritization process of projects considered for ARPA funding and a tool to maximize project investment value. Tasks
included documenting project prioritization methodology, subsequent prioritization results, and documenting the process to
intake and manage approved projects. As a result of the effort, the City identified several high priority projects using ARPA
funds, including those that leveraged external partners, for implementation.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Capital Funding Imperatives: Best Practices for Identifying, Prioritizing, Funding, and
Resourcing Capital Improvement Programs, Project 4493, Water Research Foundation
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2016
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Fair served as project manager and team member of the prioritization case study topic to build upon AWWA’s
Capital Planning Strategy Manual. The project was funded to address best practices for identifying, prioritizing, funding, and
resourcing for utility Capital Improvement Programs (CIPs). The project included development of a literature review and
definition of the overall capital planning, funding, and implementation process. It also included the development of case
studies contributed by participating utilities and other products that advance the water industry’s understanding of the parts of
this process where there is the greatest opportunity to add value. The participating utility team included over twenty utilities
from the US, Canada, and Australia. Six primary focus areas were identified for the development of case studies and related
targeted research: balancing system development needs with asset management, program implementation approaches and
systems, business case evaluations, prioritization of projects and initiatives, increasing stakeholder involvement and customer
research, and capital program funding approval and resourcing processes.
c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Emergency Management and Safety Program Organizational Assessment,
Tucson Water Department, AZ
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2020
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Fair led the team through an appraisal of Tucson Water’s (TW) emergency management and safety program
organization through a Strengths/Weaknesses/Opportunities/Threats (SWOT) assessment and an Urgency/ Performance
Analysis (UPA). Both the SWOT and the UPA considered the uniqueness of TW’s large service area with numerous remote
facilities and focus on safety, security, and emergency management functions. Task efforts included benchmarking TW’s
emergency management program organizational structure and staffing with similar water utilities. Results generated from the
SWOT, UPA and benchmarking were compiled in a workshop and subsequent memorandum that included recommendations
with action plans to support organizational improvement. The entire effort was delivered virtually using online, collaborative
tools.
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d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Integrated Strategic Plan Update, Central Arizona Water Conservation District (CAWCD),
AZ
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2017
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Fair led and co-facilitated the update of CAWCD’s Integrated Strategic Plan (ISP) that is a multi-year action
plan integrating the Board’s strategic plan, departmental business plans, and CAWCD’s biennial budget. Initial efforts included
gathering opinions from key internal stakeholders, including incoming leadership and members of the Strategic Planning
Oversight Committee (SPOC), to confirm the refreshed ISP’s intended purpose, content, and reporting. Fair facilitated CAWCD’s
staff via workshops to identify key strategies in the 2011 ISP that are relevant to maintain in the ISP update, document
strategies for each of the Board’s Strategic Plan Key Results Areas and identify performance metrics for each strategy.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
One Water 2100 Master Plan, Tucson Water Department, AZ PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Fair serves as project manager on Jacobs’ scope elements of the project to develop an updated master plan
for Tucson Water, which spans several jurisdictions in Pima County. Tasks include development of land use planning
assumptions, population projections, extensive analysis of billing data to determine use patterns, time-phased growth
projections and accompanying water demand, and capital plan development.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
Betsy Roberts, PE, LEED AP
13. ROLE IN THIS CONTRACT
Project Support 14. YEARS EXPERIENCE
a. TOTAL
48
b. WITH CURRENT FIRM
33
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Boise, Idaho
16. EDUCATION (DEGREE AND SPECIALIZATION)
MS, Environmental Engineering
BS, Civil Engineering
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
Professional Engineer: Idaho #7412, Oregon #89547PE
Leadership in Energy and Environmental Design (LEED APTM)
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
Betsy brings a strong background in capital improvement, master, and project planning from serving as City Engineer for
municipalities, including the cities of Sun Valley, McCall, and Ontario. Through this experience, she is well versed in presenting to
agencies and the public; conducting plans and strategy sessions for future growth and development; and assessing, budgeting, and
prioritizing projects and executing designs. Betsy has worked for all of these communities to discover and prepare both state and
federal grants as well as coordinate with other consultants preparing grants on behalf of the City of Ontario. She has also overseen
countless civil engineering designs that developed into construction documents, and projects on the ground.
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Consulting Services for the American Rescue Plan Act (ARPA), City of Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Local Technical Advisor. The City sought to invest ARPA funds in critical service areas such as mental health and wellness, food
security, broadband expansion, small business support, childcare, infrastructure, water, and transportation. Jacobs developed a
project prioritization rubric to score projects recommended by the City of Boise. This scoring effort was followed by a funding
strategy development memorandum outlining opportunities to leverage the funding with state and federal loan and grant
opportunities to maximize the impact on preferred projects. Jacobs is currently following up this effort with the development of
a Safe Streets for All grant for the City of Boise to align with a transportation initiative. Betsy used her 30-plus years of local
experience to identify regional grant opportunities and funding partners.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Valley Regional Transit Projects, Valley Regional Transit, Boise, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing 2022
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Betsy worked closely with the Valley Regional Transit Capital Projects Manager and Planning Manager to
develop a Facility Master Plan for the Orchard Facility while creating construction documents for Phase 1 of the planned
improvements. During the project, federal funding became available for the FY 2022 Low or No Emission Grant Program, Betsy
supported the Transit Grant team to prepare a grant in less than three weeks.
c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Fast-Track DEQ Vehicle Replacement Grant Application Support at Boise Airport,
City of Boise, Boise, ID
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2020
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager. Boise Airport (BOI) contacted Betsy on the morning of May 7, 2020, to inquire about familiarity with the VW
Settlement program and if Jacobs could assist with an application prior to the extended deadline of June 1, 2020. Betsy was
able to identify the right technical resource and respond to BOI with a resounding YES! by lunchtime of the same day. During
the course of regular coordination with the Department of Environmental Quality (DEQ,) Jacobs learned the preferred electric
hybrid shuttle bus was not eligible through the program as it was not a “like for like” replacement of the planned retired
vehicle. Jacobs partnered with BOI to quickly pivot our application support efforts with less than two weeks to go and found an
approvable path with DEQ. Final Application documents were submitted prior to the deadline and BOI received approval from
DEQ. As project manager, Betsy was responsible for identifying resources, client coordination with BOI, solutions development,
and quality review of the successful grant application.
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d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Roadway and Pathway Bond Project, City of Sun Valley, Sun Valley, ID PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2022 2022
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
City Engineer/Project Manager. Betsy served as program manager for the City’s $17.5 million Roadway and Pathway Bond—
the program has come in budget and ahead of schedule. In addition to roadway and pathway infrastructure bond work, as the
City’s Engineer from 1996 – 2021, Betsy assisted the City with miscellaneous planning, design, and survey tasks as well as
ongoing capital improvements. She also supported the City in developing several state and federal grants. While not successful
on every grant attempt, she was able to help the City secure a grant to replace a critical bridge structure.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
On-Call Engineering and Management Services Contract, Northwest and West Boise
Sewer District, Boise, ID
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
District Engineer/Project Manager. Betsy served as project manager for Northwest Boise Sewer District (NWBSD) on-call
services and now West Boise Sewer District (WBSD), where strong connections to Ada County Highway District (ACHD), the City
of Boise, and the local canal companies are crucial as current WBSD projects are integrated into ACHD projects, and industrial
expansion in the District clearly impacts flow volumes and water quality at City of Boise treatment facilities. She supported the
consolidation of the NBSD when the contract with the City of Boise was sunsetting and is currently assisting WBSD through a
similar process.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
Abbey Mayer, AICP
13. ROLE IN THIS CONTRACT
Senior Consultant 14. YEARS EXPERIENCE
a. TOTAL
20
b. WITH CURRENT FIRM
5
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Honolulu, Hawaii
16. EDUCATION (DEGREE AND SPECIALIZATION)
MA, English
BA, Art
Graduate Diploma, Accounting
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
American Institute of Certified Planners (AICP): #31479
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
Abbey is a senior project manager and planner with 20 years of experience leading planning organizations and projects in Hawaii. He
specializes in environmental compliance; resiliency, climate change, and coastal planning; transportation planning; transit-oriented
design (TOD); community-based master planning; real estate acquisitions and relocation; multi-jurisdictional permitting strategies;
project financing and fiscal oversight; and government and non-government organization (NGO) management and liaisons.
Professional Organizations
Member, American Planning Association, Hawaii Chapter
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Strategic Planning, Environmental and Permitting Services, Hawaiian Electric Company,
Honolulu, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Client Account Manager and Project Manager. Abbey manages the consulting services master agreement with HECO and
Hawaii Electric Light Company (HELCO) for environmental and permitting assessments for electrical systems upgrades, repair,
and replacement; negotiated and executed a new five-year master services agreement. Projects have included environmental
permitting and compliance work in Hawaii.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Thirty Meter Telescope (TMT), National Science Foundation (NSF), Hawaii Island, HI PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Hawaii Compliance and Permitting Lead. Abbey is providing environmental compliance and permitting plans to NSF as part of
their due diligence process on evaluating the possibility of contributing funding for the construction of the TMT on Mauna Kea.
Evaluation of compliance included State of Hawaii Conservation District permitting and rules, Coastal Zone Management Act
(CZMA) federal consistency compliance, Hawaii Environmental Protection Act (HEPA, Ch. 343 HRS) compliance, and potential
conflicts in requirements and procedures between Hawaii and federal Endangered Species Act and Historic Preservation Acts.
c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Moderating Oahu’s Traffic Conditions, City and County of Honolulu,
Department of Transportation Services (DTS), Honolulu, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2020
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager/ROW and NEPA Specialist. The goal of the project is to implement proven techniques, modes, and strategies
to stabilize travel time reliability and increase mobility in Honolulu. Abbey oversaw the gathering, analyzing, and documenting
transportation system performance data, re-evaluating methods to monitor the performance of the multimodal transportation
system, and developing various possible growth scenarios. Abbey served as a NEPA and ROW specialist, facilitating strategic
and critical land acquisitions and dispositions for current and future transit operations for the DTS, maintaining compliance
with the Uniform Relocation Assistance and Real Property Acquisition Act (URA) and all associated FTA, State of Hawaii, and
City and County of Honolulu real estate acquisition, disposition, and relocation regulations, laws, ordinances, and rules.
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d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Honolulu Rail Transit Project, Honolulu Authority for Rapid Transportation (HART),
Honolulu, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2018 2018
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Director of Planning, Permitting, and Right-of-Way (ROW). Abbey administered, managed, and coordinated the Planning,
Permitting, and Right-of-Way Division for Honolulu’s $8.2 billion, 20-mile, 21-station, elevated guideway, light rail transit
system (Honolulu Rail), which consists of planning, environmental, transit property acquisition and relocation, agency and
permits, and grant management. He oversaw the preparation of documents to comply with the National Environmental Policy
Act (NEPA), other federal environmental regulatory acts including the Endangered Species Act, the Clean Water Act, the Clean
Air Acts, the National Historic Preservation Act (NHPA), and Section 4(f) of the Department of Transportation Act. Abbey led an
organization of approximately 30 HART staff, along with over 50 project consultants. He administered an overall project
budget of approximately $390 million.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
2045 Oahu Regional Transportation Plan (ORTP), Oahu Metropolitan Planning
Organization (OahuMPO), Honolulu, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2021
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Project Manager and Senior Planner. Abbey managed eight individual task orders under this contract. Total value of
$700,000. Task orders include projects such as the 2045 Oahu Regional Transportation Plan Update, 2045 Transportation
Revenue Forecast and Alternative Financing Models, and the Congestion Management Process (CMP) Update.
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E. RESUMES OF KEY PERSONNEL PROPOSED FOR THIS CONTRACT
(Complete one Section E for each key person.)
12. NAME
Kristen Nishimura, AICP
13. ROLE IN THIS CONTRACT
Project Manager/Environmental Planner 14. YEARS EXPERIENCE
a. TOTAL
22
b. WITH CURRENT FIRM
2
15. FIRM NAME AND LOCATION (City and State)
Jacobs, Honolulu, Hawaii
16. EDUCATION (DEGREE AND SPECIALIZATION)
BA, Asian Studies
17. CURRENT PROFESSIONAL REGISTRATION (STATE AND DISCIPLINE)
American Institute of Certified Planners (AICP): #025368
18. OTHER PROFESSIONAL QUALIFICATIONS (Publications, Organizations, Training, Awards, etc.)
Kristen is a project manager with 22 years of experience in consulting and public planning. She has effectively spearheaded
planning, design, and permitting projects for various levels of state and federal government in Hawaii, the continental US, and
overseas. Kristen has a proven ability to plan and execute tasks ranging from small budget studies and quick turnaround tasks to
multi-million-dollar, multi-disciplinary programs, always ensuring compliance with internal and external controls, meeting
schedules and milestones, and completing projects within budget.
19. RELEVANT PROJECTS
a.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Kona Open Space Network, County of Hawaii, Department of Planning, Kona, HI PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
Ongoing
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☐ Check if project performed with current firm
Project Manager. Kristen led the team to develop the project strategy for the County’s inaugural open space network pilot
program in the Kona district of Hawaii Island (“Big Island”). This strategy encompasses the design of methodologies for the
establishment of criteria, the selection and ranking of sites, the formulation of plans, the involvement of stakeholders, the
discovery of funding sources, and the program implementation. Leading a team of experts from various disciplines, Kristen is
collaborating with a citizens group to formulate the project from its initial concept to a plan ready for execution.
b.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Hilea Bridge and Ninole Bridge Interpretive Sign Development, US DOT, FHWA, CFL,
Kau, Hawaii
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2022-2023
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Senior Planner. Conducted community engagement and facilitation of input development on the interpretive sign
development for the replaced bridges.
c.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Honolulu Rail Transit Project, General Engineering Consultant Support (GEC III),
Honolulu Authority for Rapid Transportation (HART), Honolulu, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2022-2023
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Task Lead, Planning and Environmental Planning. Kristen successfully led a multi-disciplinary team to conduct a
comprehensive environmental due diligence for Segment 3 design changes, ensuring that HART avoided the costly and time-
consuming process of conducting a supplemental Environmental Impact Statement (EIS). As a result, the agency was able to
save significant project costs and avoid program-wide delays, potentially affecting construction and procurement effort for the
unbuilt segment. The team’s effort resulted in helping HART secure project approval from both the Governor of the state and
the Federal Transit Authority. This successful outcome enabled HART to reaffirm its commitment to receive $744 million in
funding.
Specific tasks include providing planning and environmental services to support updating and implementing NEPA EIS, ROD,
Section 106 Programmatic Agreement, Mitigation Monitoring Program, and other federal, state, and local requirements. Lead
technical teams performing studies and reports, provide advisement on feasibility, cost effectiveness, and regulatory
conformance of transit-associated plans, proposals, special projects, transportation services, and ongoing programs.
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d.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Hilo Bayfront Roundabout EA, DOT Highways, Hilo, HI PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
2023
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Lead Environmental Planner. Kristen directed the environmental planning task on joint NEPA-HEPA EA activity for a
roundabout conversion of the existing intersection at Hilo Bayfront Drive at Waianuenue Avenue. She identified permitting
requirements. The project involvement occurred outside of employment at Jacobs.
e.
(1) TITLE AND LOCATION (City and State) (2) YEAR COMPLETED
Continuously Operating Reference Stations (CORS)/Virtual Reference Station (VRS),
DOT Highways, Eight Locations on Oahu, HI
PROFESSIONAL SERVICES CONSTRUCTION (if applicable)
N/A
(3) BRIEF DESCRIPTION (Brief scope, size, cost, etc.) AND SPECIFIC ROLE ☒ Check if project performed with current firm
Lead Environmental Planner. Kristen developed siting requirements for the placement of CORS/VRS structures throughout
Oahu at eight locations to streamline local and national permitting activities. She directed the preparation of the NEPA CATEX
and HEPA Exemption Declaration and coordinated Sections 7 and 6E consultations. Kristen developed a project approach for
applicability to similar CORS/VRS projects for Maui, Kauai, and Hawaii counties. The project involvement occurred outside of
employment at Jacobs.
006Qj00000DVZEvIAPSECTION F:
EXAMPLE PROJECTS WHICH BEST ILLUSTRATE
PROPOSED TEAM’S QUALIFICATIONS
FOR THIS CONTRACT
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
1
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Palouse Groundwater Basin Alternative Water Supply, Moscow, Idaho, and
Pullman, Washington
PROFESSIONAL SERVICES
Ongoing
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Palouse Basin Aquifer Committee
b. POINT OF CONTACT NAME
Celine Acord, Executive Manager
c. POINT OF CONTACT TELEPHONE NUMBER
208.885.6429
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Cost: $60 million to 80 million
Relevant Services:
Development of financial strategies
Identification of grant and loan programs
Stakeholder engagement
Performance Highlights:
Provided key information for decision making process to the
client
Produced funding considerations not previously
contemplated by the client
Executed the work on-schedule and provided clear
communications
PROJECT DESCRIPTION
The Palouse Basin groundwater aquifer has been declining for
years and many studies and evaluations have previously been
performed to address the situation to stabilize and possibly
restore water to historic levels within the aquifer. The Palouse
Basin Aquifer Committee (PBAC) and its member organizations
strive to identify and implement alternative water supplies in lieu
of continued groundwater withdrawals. From the multitude of
options considered, four unique supply alternatives have been
identified. Work as part of this project included exploring
strategies for phasing each of the supplemental water supply
alternatives and laying out the approach to allow each of the four
large projects to be implemented in a phased manner with
projected cash flow requirements allocated over time.
One of Jacobs’ roles for the project has been to develop a
financing strategy for the substantial capital costs for the four
identified options, which range from $60 million to $80 million.
In working with PBAC to develop the recommended financial
strategy and next steps toward implementation of a financial
plan, we:
Facilitated dialogue with PBAC members on priorities for the
funding program
Researched grant and loan programs available through the
Washington and Idaho state agencies
Reviewed organizational and financing powers options
available within state-enabling legislation for the cities and
counties within the PBAC service area to finance the large
capital project options; assessed strengths and weaknesses of
the available options
Conducted runs of the GrantFinder tool to identify additional
potential grant funds that could be leveraged
Developed a memorandum summarizing the findings of the
research and recommended path forward toward
development of an implementable financing plan
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a Alta Science and Engineering Moscow, Idaho Prime Consultant
b. Jacobs Boise, Idaho Technical Subconsultant
Example cash flow chart for one of the phased alternatives
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
2
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Business Case Study, Stakeholder Coalition Development, and Grant Writing for
Nature-Based Resiliency Solutions, Tyndall AFB, Panama City, Florida
PROFESSIONAL SERVICES
Ongoing
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
U.S. Air Force
b. POINT OF CONTACT NAME
Jeffrey Mixson, Chief, Direct Attack
International Contracts
c. POINT OF CONTACT TELEPHONE NUMBER
850.499.2034
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Relevant Services:
Development of financial strategies, development of
funding coalitions, grant strategy identification, grant
writing
PROJECT DESCRIPTION
After being severely impacted by Hurricane Michael in October
2018, Tyndall Air Force Base (AFB) seeks to rebuild as an
Installation of the Future.
The purpose of the Coastal Resiliency Business Case Study was to
evaluate alternative financing and delivery strategies, accelerate
program development, and reduce or defer reliance on military
construction (MILCON) expenditures to rebuild Tyndall AFB. This
alternative financing study was commissioned to evaluate
external stakeholders’ interest from neighboring communities,
government agencies, conservation groups, academia, and other
groups in nature-based measures with regional resilience co-
benefits to form a coalition to support identification and securing
of funding to support the implementation of nature-based coastal
resiliency solutions.
The technical studies identified several promising nature-based
technologies that merited development and trial at a pilot scale.
A critical aspect of work was the successful identification of
multiple additional funding sources to support the
implementation of nature-based solutions (funding sources that
would not have been available for conventional solutions) and the
identification and engagement of many stakeholders willing to
help secure funding and become partners in implementing the
pilot projects.
While the pilot case studies were being developed, stakeholder
workshops were held in the spring of 2020 with potential
partners.
Due to COVID-19 restrictions, the workshops were held in a virtual
environment through Microsoft Teams meetings and with
communications through social media.
The workshops included potential federal partners, state and local
officials, non-government organizations (NGOs), and members of
academia.
The workshops were an effective means of bringing expertise and
insight from across a wide spectrum of stakeholders into a shared
space where they could collaborate, test new ideas and explore
innovative funding routes. Attendees included organizations such
as the U.S. Fish and Wildlife Service, U.S. Army Corps of Engineers,
including its Engineering with Nature group, Florida Department
of Environmental Protection, Jacobs, the University of Georgia’s
Institute for Resilient Infrastructure Systems, and the University of
Florida Engineering School of Sustainable Infrastructure &
Environment.
The workshops were a resounding success, with over 130
participants representing 30 organizations in attendance. The
workshops and follow-on meetings also enabled the creation of
Coastal Resilience Working Group and identified grant
opportunities worth $1.2 million to $4.1 million.
As part of its support to the virtual stakeholder effort, Jacobs
created a website that could be used to share information with
both the stakeholders and the public at large:
http://tyndallcoastalresilience.com/.
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As part of a follow-on contract, we are supporting the Air Force in
continuing the work of the stakeholder work group and in
developing priority grant applications. Through one of these grant
applications, Tyndall AFB was recently awarded $4.8M from the
Readiness and Environmental Protection Integration (REPI) grant
program to design several of the nature-based coastal resilience
pilot projects.
A second REPI grant valued at $12 million to further develop
some of the nature-based solutions was recently submitted for
consideration. In addition, the National Fish and Wildlife
Foundation, one of the base stakeholders, has already provided
approximately $6 million in supporting resources to aid in the
coastal restoration efforts at the base.
The Tyndall AFB business case study, including the approach to
forming funding coalitions has been recognized as leading model.
The study that we led, and subsequent formation of the
stakeholder workgroup, were honored as the 2021 recipient of
the International Excellence Award in the prestigious Flood and
Coast Awards program by the UK’s Environment Agency, which
performs duties comparable to the EPA, FEMA, and US Army
Corps of Engineers in the US, as detailed in this blog by Tyndall
funding partner USACE, (36) Tyndall Coastal Resilience Study
receives International Excellence award | LinkedIn.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Florida Prime Consultant
STANDARD FORM 330 (REV. 7/2021) | 21
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
3
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
CIP Project Prioritization Framework Update and Financial Plan; Sanitary and
Stormwater Asset Management Plan 2017, City of Ann Arbor, Michigan
PROFESSIONAL SERVICES
2017
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
City of Ann Arbor, Michigan
b. POINT OF CONTACT NAME
Deb Goselin, Systems Planning Engineer,
Systems Planning Unit
c. POINT OF CONTACT TELEPHONE NUMBER
734.794.6430
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Relevant Services:
Development of criteria for evaluating candidate public
investment options, weighting of criteria for investment
options, development of objective measurement scales to
assess contribution by competing investment options,
stakeholder facilitation, financial planning
PROJECT DESCRIPTION
As part of an asset management study for the City of Ann Arbor’s
wastewater and stormwater assets that was conducted in 2016
and 2017, we facilitated a workshop to refresh the CIP
prioritization framework that was initially developed in 2007. The
update process included revisiting the formulation of
prioritization criteria and the performance measures used to
assess the contribution of candidate projects to the criteria, based
on Ann Arbor’s experience in working with the current framework
and examples from our work with more than 40 municipal
agencies in addressing prioritization issues. The resulting updated
prioritization framework was incorporated into the CIP
prioritizations for all 10 city departments for more than 10 years.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Michigan Prime Consultant
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F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
4
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Detroit Open Space Financing Options Study, Detroit Future City, Detroit, Michigan PROFESSIONAL SERVICES
2015
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Detroit Future City (as subconsultant to the
Center for Community Progress)
b. POINT OF CONTACT NAME
c. POINT OF CONTACT TELEPHONE NUMBER
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Relevant Services:
Identification of a wide range of funding and financing
options, assessment of advantages and disadvantages of
funding options to meet specific priority public objectives
for the City’s open space, financial planning process
PROJECT DESCRIPTION
Jacobs identified more than 45 conventional and innovative
funding options for a diverse range of open space options for the
City of Detroit, Michigan; the options ranged from urban
agriculture to addressing stormwater management needs. We also
assessed the appropriateness of the identified funding options in
addressing the eight priority uses for open space identified by
Detroit Future City. The resulting matrix of funding option
provided a template that was used by the city, developers, and
other stakeholders in developing specific funding and
implementation plans for development projects.
The funding options matrix was included in an appendix to the
study developed for Detroit Future City by the Center for
Community Progress and posted to the DFC blog in November
2015: https://detroitfuturecity.com/2015/11/12/ccposreport/.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Michigan Subconsultant
b. Community Progress Michigan Prime Consultant
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F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
5
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Performance Benchmarking for Effectively Managed Water Utilities, Multiple Locations PROFESSIONAL SERVICES
2014
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Water Research Foundation
b. POINT OF CONTACT NAME
Linda Reekie, Research Manager
c. POINT OF CONTACT TELEPHONE NUMBER
303.347.6100
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Cost: $300,000 revenue plus $330,000 of in-kind services
Relevant Services:
Identified practice areas and performance measures for each
of the EUM ten attributes
Developed performance scales for each measure
Developed, pilot tested, and finalized a self-assessment
benchmarking tool for each attribute, practice area, and
associated performance measure
PROJECT DESCRIPTION
Jacobs led a research project for the Water Research Foundation
(WRF), to create a benchmarking framework and tool that can be
used by water and wastewater utilities to conduct self-
assessments for the 10 attributes of EUM identified in an EUM
document that was sponsored by EPA and six water industry
associations, as published in 2008. The EPA representative to the
original Primer, Jim Horne, served on the Project Advisory
Committee for the WRF project, and the six industry associations
(Association of Metropolitan Water Agencies, American Water
Works Association, National Association of Water Companies,
National Association of Clean Water Agencies, and Water
Environment Foundation) served as advisors to the research
effort. Our role included:
Leading development of a literature on the current state of
practice within the 10 attributes and current performance
metrics
Working with a team of 45 participating utilities to develop
and test an EUM-focused benchmarking framework and tool,
which was developed as a user-friendly Excel spreadsheet
application
More than 25 utilities conducted self-assessments and provided
feedback during the testing phase that was included in the project
design.
Over 80% of the utilities found that EUM benchmarking process
and tool identified in this project were useful in identifying target
areas for management attention and in identifying strategies to
address gaps that are identified through the benchmarking
process.
Feedback from the utilities was incorporated into the final version
of the tool. Both the tool and project report were made available
as public documents by WRF on its website in early 2014 at:
https://www.waterrf.org/research/projects/performance-
benchmarking-effectively-managed-water-utilities
Jacobs facilitated a day-long workshop to gain insights from
utilities that used the benchmarking tool/process and
documented the findings in a final report submitted to WRF.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Denver, Colorado Prime Consultant
STANDARD FORM 330 (REV. 7/2021) | 24
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
6
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Consulting Services for the American Rescue Plan Act (ARPA), Boise, Idaho PROFESSIONAL SERVICES
Ongoing
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
City of Boise
b. POINT OF CONTACT NAME
Kathy Griesmyer
c. POINT OF CONTACT TELEPHONE NUMBER
208.608.7000
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Cost: $214,906
Relevant Services:
Grant and loan strategies, applications
Project management and cost control
Financial strategy
Capital project prioritization
Performance Highlights:
Identifying a community-oriented approach to allocating
the ARPA funding
Augmenting the ARPA money to accomplish key City
priorities such as protecting existing housing, providing
additional affordability housing, and quality/affordable
childcare
PROJECT DESCRIPTION
The Jacobs team is assisting the City of Boise in developing a
strategy for utilizing the $37 million ARPA fund and maximizing
project investment value. The City sought to leverage their ARPA
funds in key service areas, including mental health and wellness,
food security, broadband expansion, small business support,
childcare, infrastructure, water, and transportation. Jacobs
developed a project prioritization rubric to score projects
recommended by the City of Boise. This scoring effort was
followed by a funding strategy development memorandum
outlining opportunities to leverage the funding with state and
federal loan and grant opportunities to maximize the impact on
preferred projects. Jacobs is currently following up this effort with
the development of a Safe Streets for All grant for the City of
Boise to align with a transportation initiative.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Boise, Idaho Prime Consultant
Priority ranking of hypothetical Boise ARPA funding investments,
based on contribution to potential prioritized values.
Cumulative costs of illustrative Boise ARPA investment options.
STANDARD FORM 330 (REV. 7/2021) | 25
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COUNTY OF HAWAII | OH.3) COMMUNITY PLANNING (GRANT WRITER)
F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
7
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Grant Application Support - CDBG-MIT, BRIC, RAISE, Resilient FL,
Pinellas County, Florida
PROFESSIONAL SERVICES
2022
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Pinellas County Public Works and
Utilities
b. POINT OF CONTACT NAME
Anita Wang, P.E., Grants Coordinator (PW)
Tom Menke, P.E., Engineering Manager (Utilities)
c. POINT OF CONTACT TELEPHONE NUMBER
727.464.8934
727.453.3611
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Relevant Services:
Grant management
Budget, schedules, and cost analysis
Performance Highlights:
Our efforts resulted in $20.1 million in federal and state
funding, with another $25 million request under
consideration.
PROJECT DESCRIPTION
Funding is a common priority need of all Florida municipalities in
order to support their Capital Improvement Programs. To support
the County’s funding initiatives, Jacobs provided technical
support and an application development strategy for various
grant programs. Our work resulted in $20.1 million secured in
federal and state funding with another $25 million request under
consideration.
Jacobs supported Pinellas County Utilities and Public Works
Departments with completion of Housing and Urban
Development (HUD) Community Development Block Grant-
Mitigation (CDBG-MIT), Building Resilient Infrastructure and
Communities (BRIC), Resilient Florida, and Rebuilding American
Infrastructure with Sustainability and Equity (RAISE) grant
applications.
Our work included guidance on project applicability to various
grant programs, assisting the County in compiling internal data
and information, and creating unique support materials such as
renderings, completed FEMA Benefit-Cost Analysis (BCA) and
other benefit analyses, prepared schedules and project
descriptions, as well as other grant requirements for each
submittal. The Pinellas County Joe’s Creek Greenway Restoration
Project grant application received $17.1 million in funding from
CDBG-MIT.
Jacobs also supported the fiscal year 2021 RAISE grant request
for $25 million. Our team met all grant deadlines, even with
compressed schedules. We supplied all deliverables on-budget.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Tampa, Florida;
Arlington, Virginia Prime Consultant
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F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
8
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Program Management for the Critical Infrastructure Renewal & Replacement Program,
Louisville, Kentucky
PROFESSIONAL SERVICES
2022
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Louisville-Jefferson County Metropolitan
Sewer District (MSD)
b. POINT OF CONTACT NAME
David Johnson, PE, Chief Engineer
c. POINT OF CONTACT TELEPHONE NUMBER
502.540.6392
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Relevant Services:
Grant/loan management
Program management
Project controls
CIP coordination
Staff training & mentoring
Transparency & reporting
Performance Highlights:
Recommended an approach to renegotiate the schedules for
remaining Consent Decree projects with state and federal
Regulators to expedite resolution of higher priority capital
needs
PROJECT DESCRIPTION
Jacobs supported MSD in implementing its Master Plan. Over the
past 18 months, the team put a strong focus on mentoring MSD
staff to implement a strategy for updating the $4 billion
wastewater, stormwater, and flood protection Integrated Master
Plan based on asset criticality, risk mitigation, future regulatory
mandates, integrated planning opportunities, and affordability
constraints. Mentoring activities included working with staff to
develop a planning process for the CIP that focuses on vetting
projects via business case evaluations, prioritization matrices,
regulatory compliance, operational perspective, and potential
funding opportunities. Jacobs developed MSD’s project controls
staff regarding the best practices for monitoring, tracking, and
reporting capital program considerations, including budget
management, schedule milestones, and change management
procedures. We recommended and facilitated technical
discussions to renegotiate the schedules for remaining Consent
Decree projects with state and federal regulators to expedite
resolution of higher priority capital needs.
The team found opportunities to maximize external funding
sources, including participation in the USEPA’s WIFIA loan
program, United States Army Corps of Engineers Reliability
Improvements Program, FEMA’s BRIC grant program, and the
State Revolving Fund (SRF) low-interest loan program).
CLIENT COMMENDATION “ Jacobs has been a trusted delivery partner of
MSD’s for almost two decades... Jacobs has
performed a wide variety of planning, design, and
program management services for MSD, acting as
an extension of our staff in many respects. ” —Brian Bingham, Chief of Operations,
Louisville-Jefferson County MSD
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs
Louisville, Kentucky;
Tampa, Florida;
Cincinnati, Ohio;
Washington DC
Prime Consultant
Tracking of Cashflow Forecast vs. Approved Budget
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F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
9
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
Program Management for the Wet Weather Improvement Program and
Asset Management Program, Cincinnati, Ohio
PROFESSIONAL SERVICES
2018
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Metropolitan Sewer District of Greater
Cincinnati (MSDGC)
b. POINT OF CONTACT NAME
Tony Parrott, former Executive Director
MSDGC
c. POINT OF CONTACT TELEPHONE NUMBER
502.540.6533
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Cost: $6 million
Relevant Services:
Grant/loan management
Program management
Project controls
CIP coordination
Staff training & mentoring
Transparency & reporting
Performance Highlights:
Development of an “affordable” regional wet weather plan
in accordance with USEPA’s Financial Capability Indicators.
Provided the client with a prioritization tool and
methodology that can be used to assess and justify the
investments for each year’s CIP
PROJECT DESCRIPTION
In 2010, MSDGC had a team of 30 consultants engaged in the
planning, design, and construction of the $1 billion Phase 1
Consent Decree program. Jacobs led all consultants and executed
an aggressive strategy, using the principles of adaptive
management to plan, prioritize, finance, and oversee the
execution of over 100 projects by the end of 2018, meeting all
Consent Decree milestones. We worked with MSDGC to develop
new and enhanced systems, processes and policies, as well as
staff configuration and capabilities, to prepare them for managing
an increased annual CIP spend. We transitioned the program from
consultant-run to client staff-run, through mentorship, training,
and strategic hiring. Our structured transition of the work
performed by consultants resulted in a well-organized, energized,
engaged, and capable client team that took over management of
MSDGC’s long-term Capital Improvement Program.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Cincinnati, Ohio Prime Consultant
PMIS Project Level Dashboard
Community Design Workshop for the MSDGC Wet Weather
Improvement Plan.
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F. EXAMPLE PROJECTS WHICH BEST ILLUSTRATE PROPOSED TEAM’S
QUALIFICATIONS FOR THIS CONTRACT
20. EXAMPLE PROJECT KEY NUMBER
10
21. TITLE AND LOCATION (City and State) 22. YEAR COMPLETED
General Architecture and Engineering (A&E) Services, Three-year IDIQ,
Moses Lake, Washington
PROFESSIONAL SERVICES
Ongoing
CONSTRUCTION (if applicable)
23. PROJECT OWNER’S INFORMATION
a. PROJECT OWNER
Port of Moses Lake
b. POINT OF CONTACT NAME
Don Kersey, Executive Director
c. POINT OF CONTACT TELEPHONE NUMBER
509.762.5363
24. BRIEF DESCRIPTION OF PROJECT AND RELEVANCE TO THIS CONTRACT (Include scope, size, and cost)
KEY RELEVANCE
Cost: $1.5 million (estimated engineering cost)
Relevant Services:
Grant writing and funding application support
Access to database of multiple funding sources
Administration and reporting
Project management
Construction management
Project controls
Performance Highlights:
Bringing sustainable, time-saving solutions
PROJECT DESCRIPTION
The Port of Moses Lake is blessed with assets that few ports in the
Pacific Northwest can match. From air freight capacity to highway
access, from affordable power to future rail, the Port drives Grant
County’s growth. We understand the Port’s assets and operations,
and we are using our corporate connections to help the Port
flourish as their strategic business partner.
Our team is supporting the Port in identifying and pursuing
funding sources to secure their future capital improvement
projects. We are developing strategies and supporting grant
applications to attract financial leverage from state and federal
programs such as ARRA, TIGER, BUILD, FASTLANE, and INFRA, to
name a few. Our focus is to provide the Port with a clear and
strongly supported statement of need for the capital
improvement planning, including the Port’s goals and objectives.
Our team is identifying potential organizations, programs, and
opportunities to leverage funding. We are creating a plan for
sustaining this effort and developing a strategy for building their
funding base. Our goal is to be a continued partner for the Port of
Moses Lake and help find solutions that provide them the ability
to continue successful economic growth and implement key
capital improvement projects that benefit the Port and its
surrounding communities.
25. FIRMS FROM SECTION C INVOLVED WITH THIS PROJECT
(1) FIRM NAME (2) FIRM LOCATION (City and State) (3) ROLE
a. Jacobs Cincinnati, Ohio Prime Consultant
We are providing the Port of Moses a full suite of architecture and
engineering (A&E) program services.
006Qj00000DVZEvIAPSECTION G:
KEY PERSONNEL PARTICIPATION IN
EXAMPLE PROJECTS
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26. NAMES OF KEY PERSONNEL
(From Section E, Block 12)
27. ROLE IN THIS CONTRACT
(From Section E, Block 13)
28. EXAMPLE PROJECTS LISTED IN SECTION F
(Fill in “Example Projects Key” section below before completing table. Place “” under project key
number for participation in same or similar role.)
1 2 3 4 5 6 7 8 9 10
John Padre, AICP Principal-In-Charge/Project Manager
John Barker, PE Project Manager
Mike Matichich Senior Financial and Grants Advisor
Russell Koff, AICP Infrastructure Funding and Grants Lead
Fair Yeager, PE Management Consultant
Betsy Roberts, PE, LEED AP Project Support
Abbey Mayer, AICP Senior Consultant
Kristen Nishimura, AICP Senior Consultant
29. EXAMPLE PROJECTS KEY
NO. TITLE OF EXAMPLE PROJECT (FROM SECTION F) NO. TITLE OF EXAMPLE PROJECT (FROM SECTION F)
1 Palouse Groundwater Basin Alternative Water Supply,
Moscow, Idaho, and Pullman, Washington 6 Consulting Services for the American Rescue Plan Act
(ARPA), City of Boise, Boise, Idaho
2
Business Case Study, Stakeholder Coalition
Development, and Grant Writing for Nature-Based
Resiliency Solutions, U.S. Air Force, Tyndall AFB,
Panama City, Florida
7
Grant Application Support – CDBG-MIT, BRIC, RAISE,
Resilient FL, Pinellas County Public Works and Utilities,
Pinellas County, Florida
3
CIP Project Prioritization Framework Update and
Financial Plan; Sanitary and Stormwater Asset
Management Plan 2017, City of Ann Arbor, Michigan
8
Program Management for the Wet Weather Improvement
Program and Asset Management Program, Metropolitan
Sewer District of Greater Cincinnati (MSDGC),
Cincinnati, Ohio
4 Detroit Open Space Financing Options Study,
Detroit Future City, Detroit, Michigan 9
Program Management for the Critical Infrastructure
Renewal & Replacement Program, Louisville-Jefferson
County Metropolitan Sewer District (MSD),
Louisville, Kentucky
5
Performance Benchmarking for Effectively Managed
Water Utilities, Water Research Foundation,
Multiple Locations
10
General Architecture and Engineering (A&E) Services,
Three-year IDIQ, Port of Moses Lake,
Moses Lake, Washington
006Qj00000DVZEvIAPSECTION H-I:
ADDITIONAL INFORMATION AND
AUTHORIZED REPRESENTATIVE
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H. ADDITIONAL INFORMATION
30. PROVIDE ANY ADDITIONAL INFORMATION REQUIRED BY THE AGENCY. ATTACH ADDITIONAL SHEETS AS NEEDED.
1 | FIRM INFORMATION
ABOUT JACOBS
Jacobs is committed to global sustainability, which exemplified in how we operate our business, how we perform our work, how we
partner with clients and other organizations, and how we continue to look at ways to make a positive environmental, societal, and
economic difference for businesses, governments, and communities locally and around the world.
Jacob is invested in making the world a better place—from addressing water scarcity and aging infrastructure to ensuring access to life-
saving therapies and protecting against sophisticated cyberattacks—what we do is more than a job, it’s an investment in the success of
our clients, communities, and future generations. Therefore, we bring a thoughtful and collaborative approach to every one of our
partnerships and help our partners make a positive impact on the world. Regardless of project size, we use best practices to provide a
comprehensive and proactive approach to any project and deliver our clients’ vision of success.
Jacobs Operations: Leadership on Climate Change
In April 2020, we published our first Climate Action Plan, committing to 100%
renewable energy for our operations in 2020 and net zero carbon for our
operations and business travel by 2030. Alongside achieving our 2020 targets,
we developed science-based carbon-reduction targets for our direct and
indirect emissions, approved by the Science-Based Targets Initiative.
In FY20, we saw a 33% reduction in total, calculated carbon emissions
(Scopes 1 and 2 and a portion of Scope 3) to 116,466 tCO2e, as well as a 50%
reduction in our travel-related carbon emissions—compared to our updated
FY19 baseline. Most of these emissions reductions directly resulted from
changes in operations due to the pandemic. We also outlined how we will start
to bring climate uncertainty into the mainstream as part of our enterprise level
risk assessment process, in line with recommendations made by the Task Force
for Climate-related Financial Disclosure (TCFD).
Our ESG Disclosures Report provides supplementary information regarding our
environmental, social, and governance (ESG) performance, organized according
to the Sustainability Accounting Standards Board (SASB) framework.
Sustainable Solutions for Clients
Together with our clients, we craft solutions that affect the way people live. From accelerating the next generation of innovators to
developing the world’s first ultra-low emission zone, and from helping communities recover to protecting public health by monitoring
water quality, we solve for better, never losing sight of our responsibility to each other. For example:
Alongside Shell Pipeline Company, we turned more than 96,000 plastic bottles into a natural infrastructure solution helping
protect Louisiana’s shrinking coastline and serving as a model for balancing coastal infrastructure integrity and an evolving natural
environment
Transforming space waste into building blocks for future exploration and sustainability, our innovative solution for beneficial reuse
of heat-resistant materials also eliminated $50,000 in disposal costs at Kennedy Space Center
Employing digital twin technology and simulations, we helped one confidential, private-sector client reduce energy consumption by
33% using control-logic operational improvements
Through safely managing one of the world's-largest remediation programs, the Central Plateau at the U.S. Department of Energy’s
Hanford Site, we’ve cleaned up more than 19.3 billion gallons of groundwater to date—supporting the overall mission of protecting
the Columbia River
Our Commitment
Jacobs provides several online reports detailing our
policies and plans related to sustainable business
practices, including:
Jacobs Climate Action Plan captures the shared
passion and pride of our people as we work to
preserve our planet for future generations
Jacobs Sustainability Strategy (2018-2020) sets
out our plans for integrating sustainability into our
business
Jacobs Sustainability Reports detail our progress
toward our goals, going back to 2009
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DIVERSITY, EQUITY, & INCLUSION
At Jacobs, we do things right, we challenge the accepted, we aim higher, and we live inclusion. In the face of these challenging times, we
must focus on resilience, strength, and connection to emerge stronger, together. We, like you, are committed to diversity in employment
and to increasing contracting opportunities for certified Disadvantaged, Minority-Owned, Women Owned, Emerging Small Business
(D/M/W/ESB) enterprises. In addition to meeting requirements for subcontracting, we work closely with our D/M/W/ESB partners to
identify appropriate, meaningful, and significant roles—with a commitment to truly deliver value on those scope assignments and
promote a more inclusive workforce for future generations.
Our Cultural Competency/Diversity Training Efforts
Jacobs is committed to improving our talent management and development processes by distributing training, professional
development, career advancement, and mentoring equitably across the company. A sampling of how we achieve this includes:
Jacobs Employee Networks (JENs). Our eight, active networks represent more than 23,000 employees, working to promote inclusion
and equality companywide. These employee-led and organized groups are centered around offering opportunities to collaborate with
others around the world and continuously develop a safe workplace where employees can be their authentic selves. A few examples
include our Women’s Network, Prism, Harambee, and Careers Network JENs’ collaboration with human resources to appoint the first
female executive vice president in the company’s history; install gender-neutral bathroom facilities in offices; provide leadership
development programs to accelerate advancement for black employees to mid- and senior-level leadership; and increase hiring to total
959 interns and 873 graduates globally.
Diversity in Succession Planning. We’re developing all our talent to confirm we have broadly diverse candidate and succession pools
and preparing our globally talent for more senior roles. Our Women’s Network and Harambee JENs play a strong role in providing
monthly career development presentations, regularly posting internal leadership positions, and being a constant advocate for diversity
at all career levels, companywide.
Employee and Leadership Development Training. Jacobs offers more than 30 new Inclusion & Diversity eLearning courses for all
employees to help advance awareness. Nearly all our employees (98%) have completed conscious inclusion training to develop the
skills necessary to foster a more inclusive and diverse workplace. We also annually offer executive internships where young employees
can partner with executive leaders to increase their business acumen and broaden their professional expertise across all career types.
Professional, Executive, and/or Technical Staff Comprising Women and/or Minorities
Having a culture of belonging where everyone can join in and thrive allows us to recruit and retain the best global talent and drive
innovative solutions for our business, clients, and communities. That’s why in a company of more than 60,000 professionals, our
diversity counts are at:
60%
Executive Team
55%
Board
31%
Women
17%
Minorities
Companywide Jacobs’ Northwest Region (including Hawaii)
We are continuously striving to increase our diversity counts by setting a goal
to achieve a 40-40-20 gender-balanced workforce around the globe (40%
men, 40% women and 20% open to any gender) over the next five years.
Processes used to Recruit Women and Minorities. Jacobs actively recruits
woman, minority, disabled, and veteran applicants at all levels. This is
achieved by posting promotional opportunities; assisting employees in
identifying promotional opportunities, tuition reimbursement, training, and
educational programs to enhance promotions and opportunities for job
rotation or transfer; and evaluating job requirements for promotion.
A Culture of Service
Jacobs is an Industry Liaison with the Better Business
Bureau (BBB), where we partner with local agencies and
firms to foster STEAM career paths in Hawaii. Jacobs has
partnered with the City and County of Honolulu,
University of Hawaii, Department of Education, and local
firms to outreach to K-12students.
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Company Initiatives to Promote Opportunities and Encourage Community Inclusion and Outreach Efforts
Company Initiatives to Advance Community Inclusion. Over the last year, we have seen tangible examples of progress from our
approach to inclusion, the most remarkable being the launch of our global Action Plan for Advancing Justice and Equality. Driven by
members of our Black employee network, Harambee, in partnership with our executive leadership team and Jacobs’ board of directors,
the plan sets out actionable initiatives and measurable objectives to address embedded and systemic racial inequalities both within
Jacobs and in comm unities across the world. Other recent diversity and inclusion achievements include:
Jacobs Equality Matching Campaign. Launched the Jacobs Equality Matching Campaign, matching up to $100,000 of employee
donations to eligible causes dedicated to inclusion, equality, and justice around the world.
Incentivize and Reward Inclusive Leadership. Created the global TogetherBeyond Inclusive Leader of the Year Award to incentivize and
reward inclusive leadership.
Joined the Business Coalition. This group of more than 270 leading U.S. employers—including many of our clients—support passing
federal legislation providing the same basic protections to LGBTI+ people as those afforded to other protected groups under U.S.
federal law.
Position on the NSBE Board of Corporate Affiliates. We have a goal to strengthen our commitment to developing and hiring the best
diverse talent with organizations like the U.S. National Society of Black Engineers (NSBE), the U.S. Society of Hispanic Professional
Engineers (SHPE) and Building Equality, the U.K. construction industry’s leading LGBTI+ alliance. This year, we were proud to take our
place on the NSBE Board of Corporate Affiliates—their top national support level—and we are proud to have one of our leaders, Freddie
Fuller, currently serving as National Chair of the Community of Minority Transportation Officials (COMTO).
The Valuable 500. We joined the Valuable 500, an organization seeking to place and keep disability inclusion on business leadership
agendas across the globe.
Outreach Efforts for Underserved Communities. Successful team inclusion relies on developing relationships within the consultant
community. Inclusion begins when individuals build rapport, understand each other’s strengths and experiences, and identify mutually
beneficial opportunities to pursue. We believe the strength of Jacobs’ inclusion strategy and plan is centered around continuously
building these relationships, which all begins with outreach—networking to make those initial connections that eventually lead to
successful project delivery.
Our Plan to Obtain Maximum Utilization of Small Businesses
As a prime consultant, our responsibility is to share work won through large contracts with smaller firms. To that end, we continue to
nurture our partnerships with the small, diverse businesses who can provide the experience and resources we need to deliver our
projects. Our strategy is focused on building valuable partnerships and capacity for our partner firms. We develop an inclusion plan
specific to each project, balancing the project’s needs with inclusion goals. Jacobs has a long history of supporting and serving as
mentors for small businesses in Hawaii.
Mentoring, Technical, or Other Business Development Services We Provide to Previous or Current Small Business
Subcontractors or Partners
For Jacobs, inclusion is about more than meeting percentage goals. Mentoring is simply the natural progression of our relationships
with our subconsultants, which builds their expertise, broadens their network, and strengthens their business acumen. We customize our
approach to the unique needs of each relationship based on the specific challenges and desired outcomes. For each task order, we
collaborate with the appropriate subcontractors to develop a technical approach and establish budget and schedule controls. We assess
each subcontractor’s workload and availability to deliver quality work products within the schedule. We develop staffing plans for each
assignment, drawing on our D/M/W/ESB team members to provide meaningful growth opportunities for future work, reflecting our
understanding and commitment to client’s small business goals. We create opportunities using these and other approaches:
Mentor D/M/W/ESB staff by delegating project management duties for small projects to our partner firms. In addition, production
and senior technical staff across all partner firms are available for quality control and mentoring roles
Provide meaningful and substantial roles on all work orders or contracts to leverage and develop our partner’s capabilities
Provide opportunities for thought leadership. Our D/M/W/ESB partners bring unique perspectives, and we capitalize on this to
deliver broadly informed projects, plans, and policy to our clients
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PRINCIPAL PLACE OF BUSINESS AND OFFICE LOCATIONS
Jacobs first project in Hawaii started with the design of the new Kihei Sewer Treatment
Plant and Kihei Sewerage system in 1971. Since then, we have been dedicated to
delivering complex projects and providing world-class expertise to our Hawaii clients.
We primarily serve our clients with locally-based engineers, planners, and scientists in
our Honolulu office, who provide a vast range of specialized expertise in transportation,
water, wastewater, and environmental engineering, in all project phases—from
planning to construction. Our full-service capabilities allow us to provide holistic and
comprehensive professional services that can be customized and scaled to deliver
projects large or small. Our local teams are frequently supported by industry experts,
who bring best practices and lessons learned from delivering projects around the world.
2 | AGE OF THE FIRM AND AVERAGE NUMBER OF EMPLOYEES
Founded in 1947, Jacobs leads the global professional services sector delivering solutions for a more connected, sustainable world.
With more than 60,000 professionals worldwide, we provide a full spectrum of services including scientific, technical, professional, and
construction and project management for business, industrial, commercial, government and infrastructure sectors. Over the past five
years, we have had approximately 54,716 employees on average.
3 | EDUCATION, TRAINING, AND QUALIFICATIONS OF KEY MEMBERS
Please refer to Section E for the education, training, and qualifications of our key members proposed for this contract. Upon project
award, we will collaborate to provide a comprehensive team with the skills and understanding of island environments necessary to
successfully deliver high quality work products.
Jacobs’ first office in Hawaii was opened
in Maui, located behind the old Kahului
Railroad Station. The Maui office hosted
OMI’s Contract No. 1 in collaboration
with former Mayor Arakawa.
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4 | CLIENT REFERENCES
Our goal is to meet or exceed the expectations of our clients, collaborating to deliver high quality work products and services that
achieve our clients' goals and visions.
Recent notable Hawaii projects we are involved in include, but are not limited to:
Honouliuli WWTP Phase 1A, 1B, 1C, and Biogas Upgrades, City and County of Honolulu (Ongoing)
Kamehameha Highway Wastewater Pump Station Upgrade and Wetwell Improvements Projects,
City and County of Honolulu (Ongoing)
Kamehameha Highway Wastewater Pump Station Force Main Replacement and Utility Bridge Demolition, City and County of
Honolulu (Ongoing)
Waimea WWTP Clarifier Modification, Hawaii American Water (Ongoing)
Mauna Lani Sewage Pump Station 1a Upgrades and Force Main 1A Replacement, Hawaii American Water (Ongoing)
NPDES Storm Water Technical Training, City and County of Honolulu (Ongoing)
Strategic Planning, Environmental, and Permitting Services, Hawaiian Electric Company (Ongoing)
Facility/Infrastructure and Environmental Architect Engineering Services, Air Force Center for Engineering and the Environment
(Ongoing)
Construction Management Services for Airfield Maintenance and Repair Projects Statewide, HDOT (Ongoing)
Kahului Airport Apron Pavement Structural Improvements Phase II, Kahului Airport, HDOT (Ongoing)
Hawaii Statewide Transportation Plan, HDOT (Ongoing)
Oahu Regional Transportation Plan, Oahu Metropolitan Planning Organization (Ongoing)
Interstate H1 Eastbound (EB) Improvements Ola Lane Overpass to Likelike Highway Off-Ramp, HDOT (Ongoing)
Honolulu Rail Transit Project, Multiple Contracts, HART (Ongoing)
Moderating Oahu’s Traffic Conditions, City and County of Honolulu (Ongoing)
Integrated Solid Waste Management Plan, County of Kauai (Ongoing)
Construction Management Services for Runway 8L Widening and Miscellaneous Improvements, Phase 2, Daniel K. Inouye
International Airport, HDOT (Ongoing)
Hawaii Bridge Program, Central Federal Lands Highway Division (2022)
Lahaina Wastewater Reclamation Facility Modifications, Stage 1A, County of Maui (2021)
Waianae WWTP Improvements and Upgrade, City and County of Honolulu (2021)
Honouliuli WWTP Outfall Condition Assessment, City and County of Honolulu (2020)
Kalaupapa National Historical Park (NHP) Electrical System Rehabilitation, National Park Service (2020)
National Environmental Policy Act (NEPA) Compliance for Construction of a Distributed Common Ground Station Pacific Hub at
Joint Base Pearl Harbor-Hickam, USACE Honolulu District (2020)
Lahaina WWRF Odor Control Project, County of Maui (2019)
Integrated Solid Waste Management Plan, City and County of Honolulu (2019)
Construction Management Services for Runway 8L Widening and Miscellaneous Improvements, Phase 1, Daniel K. Inouye
International Airport, HDOT (2019)
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We are proud of the services we have delivered to our valued Hawaii clients since 1971. For more information, we encourage contacting
our current client references:
Client Name/Title/Organization Organization Contact Information
Ken Tatsuguchi *
Head Planning Engineer
Hawaii Department of Transportation (HDOT),
Highways Division
808.587.1830
Jon Nouchi *
Deputy Director
City and County of Honolulu,
Department of Transportation Services (DTS)
808.768.8304
Vance Tsuda *
Project Director
Honolulu Authority for Rapid Transportation (HART) 808.768.8943
Kim Suzuki *
Wastewater Engineering &
Construction Division Assistant Chief
City and County of Honolulu,
Department of Environmental Services (ENV)
808.768.8410
Benton Ho *
Facilities Maintenance Section Head
Hawaii Department of Transportation (HDOT),
Airports Division
808.836.6411
* Currently rendering services for
5 | PROMOTIONAL OR DESCRIPTIVE LITERATURE
COMPANY EXPERIENCE
Our consultants, economists, former utility managers, project managers, and subject matter experts (SMEs) help clients improve their
direction, processes, and performance through practical vision and strategy alignment, workforce planning, delivery, and financial
strategies.
Our knowledgeable staff and proven approach enable our clients to meet or
exceed their objectives and implement sustainable change.
At Jacobs, we’re challenging today to reinvent tomorrow by solving the world’s
most critical problems for thriving cities, resilient environments, and operational
advancement, turning abstract ideas into realities that transform the world for
good. With a talent force of more than 60,000 professionals solely focused on
strategic consulting, we provide a full spectrum of consulting, working
collaboratively throughout the infrastructure life cycle from strategy, financial
advice, business case and planning advice, through to capital and operational
delivery improvements for our client’s organizations. Our solutions work through
clients’ strategies, organization, and assets to reduce risk, improve institutional
outcomes, and provide a return on investment.
As part of our strategic consulting solutions, we also provide management and financial consulting solutions, as shown in below.
Exhibit 1: Jacobs’ strategic consulting solutions.
Management Consulting Financial Consulting Management Consulting Financial Consulting
Visioning and strategic planning
Scenario planning
Facilitation
Performance management
Organizational, change, and resource
assessments
Business process optimization and
implementation
Expense and revenue forecasts
Rate and fee studies
Financial planning
Cost-of-service studies
Affordability programs
Bond feasibility
Grant and loan strategies,
applications
Capital project prioritization
Revenue enhancement
Benefit-cost analysis
System valuations
Business case evaluations
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PROJECT MANAGEMENT AND COST CONTROL
We have developed a proven system for managing and delivering projects that all our task order managers are required to follow, and
we perform periodic internal project delivery audits to deliver compliance with the standard procedures and key requirements that make
up our management system. Our project management, deliver cost, and schedule systems are scalable to meet the needs of each
project, and provide consistency and efficiency.
Our Project Delivery System (PDS) provides the framework to plan our work and deliver high-quality, responsive services. We developed
the PDS by reviewing more than 3,000 projects to identify the characteristics of the most successful projects, as well as the most
frequent and costly contributors to negative performance. This review concluded that successful projects are executed as a system, not
as a series of tasks.
The PDS enables our staff to successfully execute each task order within contractual terms – namely, quality, cost, schedule, and
performance. The PDS guides all aspects of a project, providing a consistent, efficient, and effective means for successful performance
and delivery. We believe that the keys to achieving schedule and budget commitments are: (1) project planning, (2) project chartering
and teaming, and (3) frequent project communication at all levels.
Our project management (and cost control) approaches encompass the following:
Developing the Project Execution Plan
Establishing Project Systems
Chartering the Team
Managing the Team
Managing Change
Managing Quality
Managing Health and Safety
Managing Project Financials
Manage Project Controls
Review and Report
Closing the Project
Meeting Deadlines for Scheduled Deliverables
Over the last decade, the County of Hawaii has managed its services through times of substantial change, including responding to
regulatory challenges, attrition at many levels of the County of Hawaii’s staff organization, natural disasters, and to a pandemic that
necessitated a changed focus on public health issues. Throughout these unpredictable years, the County of Hawaii has maintained its
focus on providing quality services to its citizens and planning for sustainability and enhanced quality of life for its citizens.
Our approach to supporting the County of Hawaii in these efforts employs prioritization and financial planning processes and tools that
we have used to successfully help other municipalities and agencies define investment programs that maximize value for stakeholders.
This is the kind of effort that Jacobs is excited to support. We know how to support the County of Hawaii in best using these federal
funding resources to address the most pressing immediate needs, while positioning the County of Hawaii for long-term enhanced
sustainability and economic prosperity.
PROJECT TASKS
This section identifies the specific tasks that we will conduct to help the County of Hawaii identify investment opportunities that offer the
best opportunity to meet priority near-term and long-term needs.
Project Initiation
We have found that it is useful to have a project kickoff workshop with key participants from the client organization and consulting team
to make certain there is alignment on the goals for the project and the specific path forward that will be used to accomplish key tasks.
Prior to the kickoff meeting, we will work closely with the County of Hawaii’s designated program manager to collect existing
background material, such as any lists of candidate projects/uses for the federal funds that have been developed by the County of
Hawaii and any background material or insights related to plans for use of the federal funds, to support development of slide shows and
supporting materials for a productive kickoff meeting.
The kickoff meeting will be used to confirm alignment on goals for the study, the approach, and schedule. In addition, during the kickoff
meeting we will address issues such as:
Which stakeholders should be included in the project prioritization and financial planning efforts
Early insights on potential leveraging opportunities for various types of investment options, based on the current state of
development of federal stimulus legislation and other potential sources of leveraging funds
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Priority Project/Investment Identification
Jacobs has helped dozens of municipal agencies to prioritize their investment options based on the contribution that the investment
options make to accomplishing prioritized goals and objectives. When we helped the City of Ann Arbor, Michigan, to prioritize the
projects in their CIP for water treatment and water resources as part of a master plan study in 2007, Ann Arbor adopted the approach
and tool that we licensed to them to prioritize investments for all 10 city departments, ranging from transportation to water and public
building projects.
To create a transparent process for prioritizing the candidate uses for the funds, we will work with key stakeholders through a
prioritization process that will include identification and weighting of relevant criteria. We will then work closely with the County of
Hawaii to develop a scoring system to measure the contributions of the candidate projects to meeting the criteria.
Strategic Funding Plan
To identify the best way to integrate the funds into the County of Hawaii’s overall financial planning process, including identifying the
best opportunities to leverage the money into additional outside funding, we recommend using a systematic, four-step financial
planning process that efficiently aligns the funding choices with a community’s overall financial objectives, such as maintaining a strong
credit rating, providing fair and equitable taxes and user charges to customers, etc. The four steps that are illustrated below are detailed
in the subtasks that follow.
Following a systematic financial planning process improves the opportunity to maximize funding and benefits to stakeholders and customers.
Step 1. Identify and Prioritize Goals and Objectives for the Funding Program
A key step in successful financial planning is identifying key priorities for the financial program. The relative importance of sometimes
competing objectives for the financial program can affect the attractiveness of the candidate financing and funding options. The exhibit
below shows some of the funding program goals that are important in selecting funding mechanisms. For example, some options for
leveraging federal funds may involve taking advantage of low-interest low options with flexible repayment plans, such as the loans
offered in the water sector by U.S. EPA through the Water Infrastructure Financing and Innovation Act (WIFIA) loan program. For some of
these options, the relative importance of revenue generation vs. potential impact on financial ratings or other goals should be
considered.
To set the stage for the consideration of different leveraging funding options, we will facilitate a discussion of the drivers/goals specific
to the County of Hawaii’s financial program.
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Step 2. Identify and Evaluate Candidate Funding Strategies and Options to Leverage the Funds
Through our work with other clients that have accessed federal funds, we understand that there are numerous options for leveraging
these funds. For example, in the first four years of the EPA’s WIFIA loan program, we have helped clients secure low-interest loans with
flexible repayment terms for more than $1.7 billion in project value, providing up to 49% funding for the projects; the matching share
for these loans has come from a wide variety of sources, including grants, state revolving fund (SRF) loans, municipal bonds, and direct
charges. The exhibit below illustrates the wide range of funding sources that could be used as additional investments to build on the
projects for which the County of Hawaii uses the funding.
Federal stimulus money can be integrated with many other funding sources to fully fund your resilience programs.
We use the following key resources to help provide clients access to up-to-date opportunities for outside leveraging resources.
Jacobs’ proactive Government Relations team in Washington, DC, which continuously monitors funding options being made
available through federal legislation
Our use of GrantFinder and other funding research to identify up to date federal, state and foundation grant options
One requirement for any project is to “identify eligible funding sources to meet County of Hawaii’s strategic priorities, both for short-
term and long-term resiliency investments.” Our Government Relations team’s effort will help us efficiently support this requirement.
Step 3. Test Revenue-Generating Capability Against Needs
It is important to test whether the revenues that are likely to be generated from a selected strategy will provide the funds necessary to
accomplish the target program objectives. We will work with the County of Hawaii to develop forecasts that show the project
requirements to accomplish program objectives for the areas where funds are being applied, and whether the funds, in combination with
potential revenues from leveraging sources, are likely to support accomplishing the target objectives.
Step 4. Develop Implementation Plan
We will work with the County of Hawaii to develop an implementation plan that leverages funding for the selected investments. This will
include:
Identifying the deadlines for key grant and loan programs identified for implementation activities
Identifying strategies to improving the County of Hawaii’s opportunity for success in the grant and loan programs, such as potential
grouping of projects to improve the likelihood of scoring well, based on the evaluation criteria used for the specific targeted grant
and loan programs
Suggesting strategies for partnering with other local agencies that have received funding through the federal stimulus legislation
and exploring opportunities to develop coalitions to achieve a common goal
We have successfully helped several clients to create a coalition of stakeholders to support funding development for a common
purpose. For example, when Tyndall AFB was substantially damaged by Hurricane Michael in 2018, Jacobs was hired to help in planning
for the rebuilding of the base. As part of that effort, our proposed Project Manager Mike Matichich led a business case study to evaluate
whether there were nature-based coastal resilience options that would be a useful part of the strategy for protecting the rebuilt base,
and whether there were outside parties interested to partner with the base to provide resources to support the solutions. As part of that
effort, Jacobs facilitated several stakeholder workshops to test partnership interest in building regional coastal resilience, evaluating
alternative financing and delivery strategies, accelerating program development, and reducing or deferring reliance on military
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construction expenditures to rebuild Tyndall AFB. Attendees included organizations such as the U.S. Fish and Wildlife Service, U.S. Army
Corps of Engineers (USACE), Florida Department of Environmental Protection, Jacobs, the University of Georgia’s Institute for Resilient
Infrastructure Systems, and the University of Florida Engineering School of Sustainable Infrastructure & Environment.
The workshops were a resounding success, with over 130 participants representing 30 organizations in attendance. The workshops and
follow-on meetings also enabled the creation of a Coastal Resilience Working Group and the initial identification of grant opportunities
worth $1.2 to $4.1 million. Subsequent stages of the project have enabled the group to identify synergies between 10 regional
programs and opened over 10 potential funding opportunities for the project worth up to $20 million.
Project Report and Recommendations
We will develop a final project report that integrates the findings of the preceding tasks, including:
Documentation of the projects/investments selected for use of funding and the basis for selection
Primary target financing funding options for leveraging funds into additional investment in the County of Hawaii community
Recommended implementation plan, including strategies for maximizing outside funding options and for collaborating with other
regional partners to increase the value of benefits delivered to County of Hawaii residents and businesses
PROJECT DELIVERY APPROACH
Communication Strategy
We will conduct bi-weekly check-in calls with the County of Hawaii on the status of the scoped activities and progress against milestone
deliverables. We will update to County of Hawaii leadership or other stakeholders as required. Through regular communication, we will
pivot as necessary to meet the needs of changing federal requirements or local County of Hawaii dynamics.
Budget and Schedule Management
Our projects are set up internally using a work breakdown structure, which assigns a budget for each discrete task. Our internal time
charging software requires labor to be recorded to specific tasks for tracking of overall project performance. This allows us on a real-
time basis to identify project tasks that are burning ahead of schedule, or lagging behind schedule, and make adjustments accordingly.
Resolving Concerns
We will maintain regular touchpoints with the funds’ program manager and County of Hawaii leadership to obtain feedback and insight
on the consulting team’s performance. We embrace an approach of direct communication and healthy dialogue. We will adjust our
consulting services delivery as dictated by County of Hawaii’s needs or by changing program guidelines through direct communication
and transparent processes.
UNIQUE APPROACHES AND CAPABILITIES TO ENHANCE PROGRAM DELIVERY
Our unique approaches and capabilities to enhance program delivery for this assignment include the following:
Proven approach and support tools to enable efficient and transparent prioritization of the candidate uses for the funds
Proven approach to conducting financial planning that supports identifying leveraging opportunities for the funds that are in
alignment with the County of Hawaii overall financial/funding objectives
Our Government Relations team as a key resource in tracking federal funding programs and evolving requirements for
qualifications for those funds
Our research tools, such as our subscription to the GrantFinder service to efficiently identify potential emerging federal, state, and
foundation grant options
Our track record in exploring funding partnership opportunities through facilitation of collaborative workshops and development of
shared communication platforms, such as the website that we created to support the funding partnership effort described above at
Tyndall AFB, which can be seen at http://tyndallcoastalresilience.com/.
In addition, in response to COVID-19, we have taken appropriate steps to protect the health and well-being of our people as well as the
continuity of our business operations. We continue to follow the current CDC, state, and local guidance related to safety precautions for
employees and clients.
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We have adopted mitigation strategies and protocols based on recognized world standards and guidelines, applying companywide
travel restrictions and travel bans as necessary, implementing remote working for most of our employees, and leveraging best practices
and technology to communicate with and provide solutions to our clients. We have also implemented protocols for any employees,
partners or subcontractors traveling or working at essential client sites that consider the requirements of the work, client, and location.
We have spent the last years refining our ability to facilitate workshops, group activities, and garner stakeholder input in a virtual and
online environment, often using Microsoft Teams or other web-based communication platforms of interest to our clients. We employ
intuitive, collaborative tools that allow participants to engage; examples include using MURAL, a web-based whiteboard application,
and other tools that our team has successfully deployed, and which can be used as appropriate, to support collaboration for this project.
GRANT APPLICATION EXPERIENCE
Project funding today is more complex than ever before, requiring multiple partnerships and involving the private sector. Today’s
funding environment requires a strategy that includes a continuous quest for funds—starting at the project planning stage and
sometimes continuing through construction. We have demonstrated experience in acquiring funds in today’s competitive fiscal
environment. Our knowledge of grant and low-interest loan funding programs available from the Idaho Transportation Department and
FHWA, Transportation Infrastructure Bond (TIB), Freight Mobility Strategic Investment Board (FMSIB), EPA, and Federal Emergency
Management Agency (FEMA), to name just a few, coupled with our ability to write successful grant applications and broker stakeholder
agreements with potential partners, and our strategic relationships with legislators in both Idaho and Washington, DC, are key in lining
up needed project funding. Our Government Relations team in Washington, DC, routinely tracks federal grant initiatives; our use of the
GrantFinder service described earlier to supplement those efforts provides early insight on potentially applicable grant funds.
Success in Helping Clients Secure Grants and Low-Interest Loans
We have a strong track record in helping clients identify projects that are good candidates for grant and low-interest loan programs and
to develop successful applications. For example:
For Tyndall AFB in Florida, we developed a successful grant application for $4.8 million that was recently awarded from the REPI
program to design several of the nature-based coastal resilience pilot projects that we identified in our business case study.
As second REPI grant to further develop some of the nature-based solutions was recently submitted for consideration. In addition,
the National Fish and Wildlife Foundation, one of the base stakeholders, has already provided approximately $6 million in
supporting resources to aid in the coastal restoration efforts at the base.
Jacobs has helped transportation clients throughout the United States secure more than $250 million in grants from the many
grant programs administered through the Department of Transportation.
Jacobs has helped clients secure low-interest loans with extremely favorable repayment terms for more than $1.7 billion in total
project value during the first four years of the WIFIA loan program administered through US EPA, which was initiated in 2017. In
addition to interest rates as low as 1.27%, these clients have taken advantage of the flexible repayment terms, which allow
repayment to be delayed until five years after substantial construction of the project has been completed.
During the earlier round of federal stimulus legislation, the American Recovery and Reinvestment Act of 2009 (ARRA), when some
of the stimulus money for the water sector was made available as principal forgiveness loans, which were essentially grants, we
helped water sector clients qualify for $120 million in such funding.
Jacobs brings experience in obtaining federal money for our clients – we know the keys to success:
Identifying funding opportunity
Using data to demonstrate a need
Developing a compelling story around the application with state, local, regional, and political support
I. AUTHORIZED REPRESENTATIVE
The foregoing is a statement of facts.
31. SIGNATURE
32. DATE
June 30, 2024
33. NAME AND TITLE
John Padre, AICP, Principal-In-Charge
006Qj00000DVZEvIAPPART II:
GENERAL QUALIFICATIONS
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ARCHITECT–ENGINEER QUALIFICATIONS 1. SOLICITATION NUMBER (If any)
PART II – GENERAL QUALIFICATIONS
(If a firm has branch offices, complete for each specific branch office seeking work.)
2a. FIRM (OR BRANCH OFFICE) NAME
Jacobs Engineering Group Inc.
3. YEAR ESTABLISHED
1947
4. UNIQUE ENTITY IDENTIFIER
623838237
5. OWNERSHIP
2b. STREET
1003 Bishop Street, Pauahi Tower, Suite 1340
a. TYPE
Corporation
2c. CITY
Honolulu
2d. STATE
HI
2e. ZIP CODE
96813
b. SMALL BUSINESS STATUS
6a. POINT OF CONTACT NAME AND TITLE
John Padre, AICP, Principal-In-Charge
7. NAME OF FIRM (If block 2a is branch office)
Jacobs Engineering Group Inc.
DUNS# 074103508 6b. TELEPHONE NUMBER
808.440.0229
6c. E-MAIL ADDRESS
John.Padre@jacobs.com
8a. FORMER FIRM NAME(S) (If any) 8b. YR. ESTABLISHED 8c. UNIQUE ENTITY IDENTIFIER
9. EMPLOYEES BY DISCIPLINE* 10. PROFILE OF FIRM’S EXPERIENCE AND
ANNUAL REVENUE FOR LAST 5 YEARS*
a. Function
Code b. Discipline c. No. of Employees
(1) FIRM (2) BRANCH 002 Administrative 6322 9
006 Architect 1291 5
007 Biologist 221 9
012 Civil Engineer 1989 2
016 Construction Manager 1448 7
018 Cost Engineer/Estimator 572 2
021 Electrical Engineer 1834 2
024 Environmental Scientist 733 7
025 Fire Protection Engineer 119 1
029 Geographic Information System Specialist 351 2
030 Geologist 267 3
047 Planner: Urban/Regional 1031 4
048 Project Manager 5099 5
915 Project Controls 1350 19
914 QA/QC Specialist 999 8
939 Technologist 1066 2
060 Transportation Engineer 1870 2
062 Water Resources Engineer 902 6
OTHER EMPLOYEES 33452 14
Total 60916** 109
a. Profile Code b. Experience c. Revenue Index Number
(see below) B02 Bridges 10
C15 Construction Management 10
E11 Environmental Planning 10
E12 Environmental Remediation 10
H07 Highways; Streets; Airfield Paving;
Parking Lots
10
UO1 Unexploded Ordnance Remediation 2
R03 Railroad; Rapid Transit 10
S04 Sewage Collection, Treatment and
Disposal
10
S13 Storm Water Handling & Facilities 10
T03 Traffic & Transportation Engineering 10
W02 Water Resources; Hydrology; Ground Water 10
S07 Solid Wastes; Incineration; Landfill 10
11. ANNUAL AVERAGE PROFESSIONAL SERVICES
REVENUES OF FIRM FOR LAST 3 YEARS*
(Insert revenue index number shown at right)
PROFESSIONAL SERVICES REVENUE INDEX NUMBER
1. Less than $100,000 6. $2 million to less than $5 million
2. $100,000 to less than $250,000 7. $5 million to less than $10 million
a. Federal Work 10 3. $250,000 to less than $500,000 8. $10 million to less than $25 million
b. Non-Federal Work 10 4. $500,000 to less than $1 million 9. $25 million to less than $50 million
c. Total Work 10 5. $1 million to less than $2 million 10. $50 million or greater
12. AUTHORIZED REPRESENTATIVE
The foregoing is a statement of facts.
a. SIGNATURE
b. DATE
June 30, 2024
c. NAME AND TITLE
John Padre, AICP, Principal-In-Charge
*The resources presented in this Part II represent the Jacobs Engineering Group Inc. family of companies inclusive of all Jacobs legal entities mentioned in this submittal.
** The total employee metrics were last updated in April 2023.
John Padre, AICP
Principal-In-Charge
1003 Bishop Street,
Pauahi Tower, Suite 1340
Honolulu, Hawaii 96813
John.Padre@jacobs.com
+1.808.440.0229
Contact:006Qj00000DVZEvIAP