Techincal Proposal

TECHNICAL PROPOSAL

Speed Mana gement a nd Automated Speeding E nfo rcement Ma nag ement
Solicitation No. DTHN22-07-R-00056

Submitted To:
Larry J. Gooding, Senior Contract Specialist
DOT/NHTSA
Office of Acquisition, Room W51-1235301
1200 New Jersey Avenue SE Room W51-123
Washington, D.C. 20590
Telephone: 202-366-9555
Submitted By:
M. Davis and Company, Inc.
1520 Locust Street
3rd Floor
Philadelphia, PA 19102
Telephone: (215) 790-8900
Fax: (215) 790-8930
DUNS Number: 879067460

Submission Date:
August 27, 2007

I. TABLE OF CONTENTS
SECTION

PAGE*

II. Introduction

1 (4)

III. Technical Approach for Project Completion

8 (11)

Task 1. Attend Kick off Meeting:

8 (11)

Task 2. Prepare Workplan:

8 (11)

Task 3. Prepare Draft of Federal Notice:

8 (11)

Task 4. Geographic Area (Site Selection):

8 (11)

Task 5. Define Survey Objective,
Develop/Program Instrument
and Conduct Pre-test:

19 (22)

Task 6. Prepare Documentation for
Approval of the Survey by the
Office of Management and Budget (OMB):

20 (23)

Task 7. Conduct Engineering Studies:

21 (24)

Task 8. Design Enforcement Plan:

23 (25)

Task 9. Develop Public Information
and Education Campaign:

25 (28)

Task 10. Implement Speed
Management Program:

30 (34)

* Page number in Parenthesis is for the PDF Version.

Table of Contents (Continued)
Task 11. Finalize Design and
Conduct Communications and Media Survey:

31 (35)

Task 12.Data Collection and Evaluation:

35 (39)

Task 13. Prepare Quarterly Progress Report:

45 (49)

Task 14. Prepare Final Report:

45 (49)

Task 15. Final Briefing:

46 (50)

IV. Related Experience and Management Capability

46 (50)

V. Proposed Staff Qualifications and Experience

49 (54)

VI. Related Corporate Experience & Past Performance

51 (55)

VII. Disclosures of Conflict of Interest

65 (70)

APPENDIX A: Resumes

66 (71)

APPENDIX B: Certifications and Representations
(Section K and L of RFP)

* Page number in Parenthesis is for the PDF Version.

124 (129)

Demonstration and Evaluation of Speed
Management and Enforcement Project
II. INTRODUCTION
Nearly seventy years ago, J. Stannard Baker began publishing a series of
comprehensive training manuals for police that soon became a veritable bible for
crash investigators nationwide. While these workhorse reference books were
primarily dedicated to the “How To” aspects of crash investigations, in later
versions he concentrated on why crashes occurred.
In the 1975 Traffic Accident Investigation Manual (Northwestern University Traffic
Institute) he described his thoughts on the issue of the causation factors for
accidents. He defined cause as “the combination of simultaneous and sequential
factors without which the result could not have occurred”. He then defined factor
as “any circumstance contributing to a result without which the result could not
have occurred”. He further said that each factor is an element which is necessary
to produce the result, but not, by itself, sufficient. Substitute “crash” or “accident”
for “result” and you have the birth of Baker’s “Accident Causation Chain Theory”.
His theory holds that if you modify or eliminate any one factor in the chain, the
chain would be broken and the crash would not have occurred. For example, a
very young driver is driving down a rain slick roadway, at night, with faulty wiper
blades, on bald tires and at a speed too fast for conditions, runs off the roadway
and strikes a tree. Baker would hold that by making a positive change to any one
of these factors (i.e. a seasoned driver versus a young, inexperienced, risky
driver or ample tire tread versus bald tires), the crash would have been avoided.
Modern causal relationship theorists would argue, correctly so, that a favorable
modification to a single factor might not be sufficient to erase the crash event.
But, they would agree that it would reduce the potential of the crash taking place
to some greater or lesser degree – depending upon the factor involved.
This discussion is intended to focus attention on the premise that there may be
any number of factors that, together, contribute to a traffic crash. However, the
entire traffic safety community would agree that one that contributes far too
frequently to serious crashes is speeding. An analysis of too many fatal crashes
concludes with speeding, or speed to fast for conditions, as a principal
contributing factor.
Speeding reduces a driver’s ability to steer safely around curves or objects in the
roadway, extends the distance necessary to stop a vehicle, and increases the
distance a vehicle travels while the driver reacts to a dangerous situation.

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This proposed NHTSA demonstration project is intended to reduce incidents of
speeding on targeted roadways and, thereby, reduce the number and severity of
crashes taking place on those roadways. The special focus of this demonstration
project is on the integration of automated speed enforcement (ASE) with
traditional speed enforcement countermeasures to maximize the impact of both
strategies.
.
Also, an inherent objective of this demonstration project is to assess the overall
and specific impact of the integration of these enforcement speed
countermeasures and associated communication and education plan.
Additionally, any lessons learned that would be helpful to other communities
implementing a similar program needs to be reported. These lessons should
include, if possible, the configuration of resources which appeared to be effective
and challenges that prospective communities should be prepared to address.
The MDAC Team proposes the research question for this demonstration project
could be:
“How are vehicle speed and crash rates and public perceptions impacted by the
implementation of a long-term, rigorous enforcement campaign of targeted high
speed, high crash roadways possessing appropriately posted speed limits which
integrate automated and traditional selective enforcement speed
countermeasures as well as a focused public education campaign?"
II-A. UNDERSTANDING OF STATEMENT OF WORK
NHTSA’s primary objective is to save lives by reducing injuries and fatalities on
the nation’s roadways. Research projects, such as this integrated enforcement
demonstration program to reduce speeding on targeted roadways are a major
component of the agency’s strategy for achieving that objective. Given NHTSA
expends substantial resources for a multitude of intervention programs and has
many partners, NHTSA needs to understand the effectiveness of its initiatives
nationally, regionally and by other dimensions of interest. The capability to
obtain and disseminate this information to States and other partners is a core
component of NHTSA’s role as a leader, facilitator and resource in identifying,
making operational and promoting effective intervention approaches within traffic
safety behavioral program areas depends upon the core component of obtaining
and disseminating information to States and other partners. The process
involves an ongoing evaluation of the effectiveness of intervention initiatives and
programs.
The issue of speed and its relationship to crashes and attendant injuries and
fatalities has always been a NHTSA priority. NHTSA considers a crash being
speed related if any driver involved in the crash is charged with a speedingrelated offense or if a police officer indicates that racing, driving too fast for
conditions, or exceeding the posted speed limit was a contributing factor in the
crash.
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In the latest available US DOT sponsored report Analysis of Speeding-Related
Fatal Motor Vehicle Traffic Crashes, August 2005, the following data were
reported. About a third of all fatalities in 2002, or 13,713, that occurred in motor
vehicle traffic crashes were speeding-related. That is at least one of the drivers
involved in the crash was speeding. The 2002 data indicates the highest number
of speeding-related fatalities since 1991, when 13,915 persons were killed.
The enforcement of speed laws has been a law enforcement duty and
responsibility almost since the advent of the automobile. The mechanisms for
speed enforcement have evolved from stopwatches, to pacing speeders, to
VASCAR, to RADAR to LIDAR (Laser) – and now to automated speed
enforcement (ASE) using photo-radar technology.
Photo-radar equipment combines a camera and radar with electronic controls to
detect and photograph a speeding vehicle. The unit can photograph the driver's
face and the front license plate if deployed to photograph oncoming traffic or the
rear license plate if deployed to photograph receding traffic, or both. The
equipment extracts the license number of the speeding vehicle from the photo
and a citation is sent to the registered owner of the vehicle. The latest versions of
ASE incorporate digital imaging and laser technology (instead of radar) to
achieve the same outcome in a more efficient and effective manner.
The special focus of this demonstration project utilizes the integration of ASE
with traditional speed enforcement countermeasures to maximize the impact of
both strategies on reducing speeds and crashes.
Over a dozen countries worldwide have been using automated speed
enforcement for over 30 years. In the United States, ASE use has been spottier
and less successful with only about a dozen states and three dozen cities
adopting the technology over the past decade or so. The relative lack of use of
ASE in the US appears not to be a function of legal acceptance but public and
political approval. Even in locations permitting ASE, its use is often restricted to
rail road crossings and school zones. Concerns about “big brother” tactics and
how the revenues gained from ASE will be used seem to be principal concerns.
Still, in those locations where ASE is allowed, public approval ratings are almost
always favorable.
NHTSA considers ASE to be a supplement to, not a replacement for, traditional
speed enforcement countermeasures. The purpose of this project is to establish
a long-term, consistent application of integrated automated speed enforcement
and traditional speed enforcement countermeasures combined with a sustained
public information and education initiative. The desired output of this project is to
showcase ASE in a successful speed enforcement initiative that reduces overall
speeds and crashes associated with them while raising public awareness and
understanding. In doing so, the merits of ASE may be documented and
presented nationwide in an effort to promote its use.
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Therefore, the MDAC Team is an appropriate partner for NHTSA given it is multidisciplined, has exceptional expertise in speed enforcement and general traffic
safety issues, advertising and promotions, behavioral programs, evaluation
methodologies, the capability to initiate telephone surveys both quickly and
appropriately, multi-task and provide a high level of experienced staff for contract
tasks.
M. Davis and Company, Inc.’s team is exceptional by all standards and is
committed to providing superior service and results. MDAC successfully
manages project teams to deliver high quality. MDAC is known for seamlessly
transitioning from previous contractors and exceeding previous performance
levels. The team provides redundancy within key tasks and a level of
collaboration that ensures highly qualified and experienced team members are
collectively addressing NHTSA project needs.
II-B. PROJECT OBJECTIVES
Develop a self sustaining and effective speed management program using both
traditional and automated enforcement methods. The project will incorporate
setting rational speed limits, a public communications plan, and rigorously
enforced speed limits over a defined geographic area to achieve higher
compliance with speed limits and reduction in speeding related crashes.
II-C. STUDY SUCCESS FACTORS
The approach in this proposal rest on key success criteria, inclusive of the
following:
 Proven expertise in traffic safety and the design, implementation and
management of selective speed enforcement countermeasures.
The MDAC Team has retained the services of Inspector Richard Miller, Michigan
State Police (retired), a seasoned and credible law enforcement professional with
a long and extensive traffic safety background of over 35 years. While with the
Michigan State Police (MSP), Mr. Miller was once responsible for planning and
implementing all MSP selective enforcement programs involving speed, alcohol
and safety belts. While serving a one-year assignment with NHTSA, he authored
much of the original NHTSA Police Traffic RADAR training program still in use
nationwide. He later was personally responsible for selective speed enforcement
efforts as a MSP post commander at both general service and expressway post
operations over a twelve year period. Mr. Miller is the recipient of the coveted
Michigan State Safety Commission Traffic Safety Award for Outstanding Long
Term Contributions to Traffic Safety.
 Extensive knowledge regarding the history and present application of
Automated Speed Enforcement (ASE) technology.

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The MDAC Team, through Mr. Miller, has acquired an in depth knowledge of
ASE technology and issues. Mr. Miller spent a second career as Community
Safety Services Manager for AAA Michigan. In that capacity he served on a
number of state and national committees having an expressed interest in ASE
and red light cameras. Mr. Miller has testified before the Michigan legislature and
presented on law enforcement panels on the issue of automated enforcement.
 An ability to conduct precise traffic safety engineering studies, road
safety audits and the professional experience to compile and make
meaningful the data derived.
Opus International Consultants, an engineering firm with a long history of
providing and documenting in depth engineering studies for traffic safety projects
has been retained as a sub-contractor for the MDAC Team. Opus has
conducted many similar studies under the purview of the Federal Highway
Administration and has an outstanding reputation in this specialized field.
 The project design, sampling and data analysis expertise is exemplary.
The MDAC Team, most notably Opus International Consultants and HDR/HLB
Decision Economics, Inc, has undertaken significant projects nationally and
internationally, which has required a rigorous level of project design expertise,
data analysis, report development and consultation.
 A demonstrated ability to achieve response rates in excess of industry
norms.
The MDAC team has extensive experience completing large RDD telephone
studies. The studies have been related to multiple industries, government
agencies, geographies, incomes, races/ethnicities, languages and many other
variables. Our experience with various clients and diverse populations,
interviewing training and staffing continues to contribute to our success in
achieving high response rates.
The MDAC Team has achieved response rates of 40% or greater in studies
fielded in less than two weeks. However, given we will not utilize pre-notification
letters we intend to suggest other measures to achieve or exceed industry norms
for surveys that do not use extraordinary means for raising response rates.
 Capability to complete the required surveys for NHTSA per
specifications, within budget and on schedule.
The MDAC Team has successfully completed RDD telephone projects for
Fortune 500 companies, NHTSA and other agencies and offices within DOT, and
other federal agencies, including HHS and HUD.
 Experience developing, evaluating advertising and promotion
campaigns designed to increase awareness, change attitudes and
modify behavior.
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Ron Campbell, a senior consultant for this project is a preeminent authority on
advertising and promotion campaigns. Ron developed his skills over two and
one-half decades at “blue chip” advertising agencies, like Foote, Cone & Belding,
Benton & Bowles and other agencies where his responsibilities included
accounts such as Proctor & Gamble, Richardson Vick, Sears, The Southland
Corporation, and The Drackett Company. Additionally, he has managed projects
for government agencies, such as, The Fannie Mae Foundation, The Fannie Mae
Corporation, Department of Housing and Urban Development and the Food and
Drug Administration.
II-D. PROJECT TEAM
The project team for this project is lead by M. Davis and Company, Inc. (MDAC),
one of the premier market research, strategic market planning, opinion
measurement and program evaluation organizations with extensive experience
completing quick turnaround, RDD surveys and while surpassing response rates
of 50%. Additionally, the Principal Investigator for the Team will be Inspector
Richard Miller, Michigan State Police (retired). Mr. Miller is an expert in traffic
safety with extensive experience in development of enforcement plans,
automated enforcement technology, traditional speed enforcement measures
and the dynamics and challenges of implementing an integrated speed
enforcement campaign. MDAC will be supported, by Worth Associates, Inc. a
renowned communications firm that has former State Dot communications
directors on their team; Opus International Consultants, a well respected
engineering firm with exceptional expertise in conducting engineering studies;
and, HDR/HLB Decision Economics, Inc., a premier transportation consulting
company serving DOT and other government entities as well as the private
sector both nationally and, internationally.
M. Davis and Company, Inc. is the prime MDAC Team, a role it has undertaken
on government projects for HUD, DOD, DOT and HHS. As the prime MDAC
Team, MDAC will provide management oversight, interface with the COTR,
ensure deliverables are provided per specifications and on-time and maintain
client satisfaction. Additionally, MDAC will lead the research design,
questionnaire modifications, sample generation, interviewer training/refusal
avoidance, execution of surveys, data base preparation and processing, analysis
and report development.
M. Davis and Company, in business for 21 years, has worked with all business
sectors, from Fortune 500 corporations (Exxon Mobil, General Motors, Motorola)
to a variety of state and Federal agencies. Within the public sector, MDAC has
worked with such governmental organizations such as the U.S. Department of
Transportation, Federal Transit Administration, South Carolina Department of
Highways, U.S. Department of Health and Human Services, U.S. Department of
Housing and Urban Development, U.S. Army Reserve, and the Pennsylvania
Department of Economic Development to name a few, along with other
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transportation entities such as AMTRAK, Septa, and FirstGroup America (First
Transit Management and First Transit Contracting).
At present, MDAC is conducting studies for NHTSA related to Impaired Driving,
Nighttime Driving and Passenger Fatalities. Additionally, MDAC is conducting
The Omnibus Household Survey for the Bureau of Transportation Statistics
(BTS), Department of Transportation. MDAC is the prime on all of the
aforementioned projects. MDAC consistently achieves response rates as high as
50% or greater for the surveys it conducts.
Additionally, MDAC has conducted over 100,000 interviews for health care
providers serving the Medicaid and Medicare eligible communities. These
interviews were designed, in-part, to assess the health of respondents, their
housing and living conditions, ability to travel to medical appointments, the
pharmacy and undertake shopping for household essentials. The information
was used to develop health risk scores and specific interventions to help
respondents cope with ongoing quality of life challenges. The interviews were
conducted in-language (e.g. English, Spanish and Russian).
MDAC headquarters are located in downtown Philadelphia office. MDAC has
100 state of the art telephone interviewing stations (CATI). The call centers have
both in-bound (toll-free number access) and out-bound, remote monitoring
capability suitable for survey research and administration, customer satisfaction
tracking, quality assurance monitoring, help desk operations and many other
functions.
Overall, the firm has worked with Fortune 500 companies, federal agencies,
housing authorities, housing and community development agencies community
organizations, transit providers, government agencies and other entities on large,
complex, highly sensitive and visible projects/engagements to develop,
implement and evaluate strategic and action plans to improve programs, service
delivery and outcomes. We have experience with multi-cultural populations
(Latino, Russian, Haitian, Portuguese, Chinese, Vietnamese, and other
populations where English is not the primary language spoken at home), and
have successfully worked with low-income, elderly, physically and mentally
challenged, homeless, and other special needs populations.
At MDAC, we believe our clients are buying results, not volumes of data. To
achieve success we supply our clients with solutions, not just more information
about existing problems. Our holistic approach not only includes forging a close
relationship with our clients by becoming their trusted partner, but a strategic
initiative to address problems facing the respective organization. We build
bridges between objectives and performance through our holistic approach of
providing the appropriate design, unending pursuit of excellence and
commitment to execution and project outcomes.
In sum, the MDAC Team is an exemplary combination of expertise committed to
working with the National Highway Traffic and Safety Administration to
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successfully implement and manage a demonstration speed management
program.

III. TECHNICAL APPROACH FOR PROJECT COMPLETION
TASK 1: ATTEND KICKOFF MEETING
The MDAC Team will meet with the NHTSA Contracting Officer’s Technical
Representative (COTR) and other invited parties at the Department of
Transportation (DOT)/NHTSA headquarters building located in Washington, D.C.
within two weeks following contract award to provide an informal briefing of the
work plan based on the proposal. At this meeting the MDAC Team shall present
its overall approach to the project and an exchange will occur with the COTR and
other invited parties that will clarify any ambiguities that may have arisen.
TASK 2: PREPARE WORK PLAN
The MDAC Team will prepare a detailed work plan and schedule for conducting
the demonstration project based on comments from NHTSA at the kickoff
meeting. The work plan shall describe the roadway types and amount of data to
be collected, procedures and equipment to be used, plans for engineering,
enforcement, including automated speeding enforcement, and a communications
and media plan. The plan shall also contain a description of the major events
along with a schedule and a major time scale identifying the beginning and
completion dates for each task. The sequence in which the tasks shall be
performed and the major milestones established in conformance with the project
objectives shall be provided. The work plan shall contain specific evaluation
research questions or issues to be addressed in this project. If needed, MDAC
will revise the work plan as NHTSA requests.
TASK 3: PREPARE DRAFT OF FEDERAL NOTICE
The MDAC Team will collaborate with NHTSA in the development and
submission of the Federal Register Notice. The MDAC Team will address all
OMB concerns until the Federal Register Notice is approved.
TASK 4: GEOGRAPHIC AREA (SITE) SELECTION
The success of this demonstration project will be dependent on finding a host
jurisdiction that meets a large number of critical criteria, many already listed
within the NHTSA RFP. To expedite the screening process, these factors will
need to be placed in a hierarchal order. In doing so, opportunities to screen out
potential sites without further time or consideration wasted will be identified. The
MDAC Team intends to approach this process in the following manner.

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Task 4.1 Establish Whether ASE is Currently Permitted or, at Least, Not
Prohibited
The first criterion that must be met is whether a potential host agency already
has the authority to conduct Automated Speed Enforcement (ASE) within their
jurisdiction. Attachment 1 represents a literature search list of states and
municipalities within states that appear to be currently conducting ASE as of July,
2007. This list, which is very likely incomplete, was compiled using information
gained from the Insurance Institute for Highway Safety website as well as
contacts made with a handful of ASE equipment vendors. This first review
yielded about three dozen total sites for consideration.
Assistance from NHTSA as well as a deeper investigation will likely reveal
additional agencies for consideration - including where ASE may be lawful but
not currently being conducted. It appears that about half of all states have no law
specifically permitting or prohibiting ASE. Unfortunately, at first glance, there
also appears to be little or no automated speed enforcement activity on the
horizon for these states.
It must be stressed that simply the absence of a law prohibiting automated
enforcement does not imply that it is, therefore, lawful. In any case, unless a
state not currently conducting ASE is identified as primed and ready to go, the
process for introducing ASE to law enforcement, government and the public and
then implementing it may fall well outside the time constraints of this project
proposal. As importantly, there is no guarantee that any such effort undertaken
to introduce ASE would be successful.
A related issue for jurisdictions already conducting ASE will be whether the
program has grown so mature that all appropriate roadways have already been
repeatedly targeted for speed enforcement, either ASE or traditional
countermeasures. The focus of this demonstration project is to establish a
sustained speed enforcement effort on roadways where doing so can result in a
positive modification in overall vehicle speeds and crashes. Agencies already
having exercised aggressive, successful speed enforcement strategies
throughout their jurisdictions over a long period of time may not be suitable
candidates. Also, the public may have already formed an opinion, positive or
negative, about ASE that might not be swayed by this demonstration project.
Ideally, this effort should be targeted within a jurisdiction that has just recently
added ASE as an option and may not have exhibited intensive levels of
traditional speed enforcement on all problem roadways.

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Task 4.2 Size of City or Municipality
A host jurisdiction must possess a sufficient population base to support
satisfactory traffic volumes and attendant crashes to permit evaluation
methodologies to assign statistical significance to data. While some smaller
jurisdictions, neighboring much larger ones, may demonstrate significant
numbers of crashes on their arterial roadways, it is unlikely they will possess
sufficient law enforcement resources to meet the intensive needs of this
demonstration project.
Attachment 2 represents a first screening of the known ASE jurisdictions based
on population figures obtained from the US Census Bureau. For purposes of
this discussion, the minimum population for consideration will be 200,000 and the
maximum 1,500,000. Screening all known potential ASE sites by population
reduces the number of possible sites by nearly two thirds.
Task 4.3 The Geographic Area Should Have a Mixture of Suburban and
Rural Roadway Characteristics (From C.2 GENERAL REQUIREMENTS):
The NHTSA RFP stipulates that this project target urban arterial, collector,
suburban and rural roadways. This effectively describes posted speed limits
typically ranging from 35-55MPH. Preliminary research on the current
applications of ASE indicates that many states and/or municipalities restrict ASE
to low-speed enforcement of school zones and/or residential neighborhoods.
Attachment 3 represents a first screening of probable applications of ASE and
posted speed limits within the existing list of candidates. It is not yet clear what
the ASE speed limit policies are of some these states and municipalities. Even
so, by applying this criterion, other ASE issues identified in this process, plus
basic population requirements, the total number of currently known ASE
jurisdictions drops to less than one third of the original list of candidates.
The MDAC Team does not imply that the attachments represent a final listing of
all possible ASE project candidate sites or a completely accurate picture of
population and basic ASE program issues to consider. It is only intended to
provide a rough outline of these issues in respect to what the MDAC Team will
face in searching out possible candidates for this project. An in-depth literature
search will be conducted, with NHTSA assistance, including contact with
appropriate existing ASE sites upon award of the contract.
Task 4.4 Rationally Set Speed Limits (From C.2 General Requirements)
The NHTSA RFP clearly requires that road segments being considered for
enforcement have been evaluated as being posted with rational speed limits, a
concept central to the demonstration.

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While it is certain that some road agencies around the country may unduly react
to political or public pressure in setting speeds, that should not infer all do so.
The MDAC Team will make every effort to ascertain during the site selection
process whether candidate jurisdictions are stringent about setting appropriate
speed limits or, at least, determine how promptly posted speed limits can be
modified.
The RFP language requires that sites selected having inappropriately set speed
limits have those speed limits changed prior to project implementation. In the
MDAC Team’s experience, these changes are neither a swift or certain process.
The RFP timetable seems to describe identifying and changing speed limits
within a very short period. If successful at all, such changes typically take a
minimum of six months and more likely a year or more to work through the
system.
Choosing enforcement locations already demonstrating suitable posted speed
limits will significantly speed up the implementation of the program while
simultaneously meeting the core and important objective of fairness to the public.
In the MDAC Team’s opinion, this will represent a critical criterion.
Task 4.5 Additional Site Selection Criteria
The following criteria from the RFP require minimal discussion and will need to
be established through additional literary research and sites visits of candidate
jurisdictions:
 The existence of an identified speeding problem as evidenced by crash
data;
 A traffic data system capable of providing required data on crashes,
speeds, citations, and enforcement hours;
 Operational data that are readily available and that will indicate where and
when traffic activities and when traffic related criminal arrests occur;
(Written permission from authoritative sources who control access to that
data must be obtained);
 Sufficient law enforcement resources to conduct the study and to support
the types of enforcement strategies proposed and that agency personnel
are trained to NHTSA approved standards for speed enforcement
(RADAR, LIDAR, etc.)
 An onsite manager who has a close association with the patrol, data and
traffic sections of the law enforcement agency;
 A written agreement from the chief administrative officer, or other political
equivalent, of the site’s willingness to participate in the study. The
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agreement must also demonstrate the willingness of applicable law
enforcement, highway engineers, prosecutors, judges and required other
persons (i.e., driver improvement personnel) to also participate.
Task 4.6 Identify a Minimum of Three ASE Candidate Sites for NHTSA
Review
To the maximum extent possible, the MDAC Team will screen possible sites
remotely through written and telephone communications. However, the MDAC
team Principal Investigator will need to visit an agreed upon short list of potential
candidate jurisdictions to personally assess viability for final NHTSA review.
NHTSA staff may wish to accompany the MDAC representative on these site
visits.
From the final, screened list of candidate sites identified for this project, NHTSA
will select one for demonstration project implementation. MDAC will, of course,
provide their best analysis regarding the suitability of each of these sites. If
requested, the sites will be ranked by the MDAC team.

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TASK 4

SITE SELECTION – ATTACHMENT 1

COMMUNITIES WITH AUTOMATED ENFORCEMENT SPEED CAMERAS
A PARTIAL LIST AS OF JULY 2007

Arizona
Avondale
Chandler
Glendale
Mesa
Paradise Valley
Phoenix
Pinal County
Prescott Valley
Scottsdale
Tucson
Tempe
Colorado
Boulder
Denver
Fort Collins
District of Columbia
Iowa
Davenport
Louisiana
Lafayette
Maryland
Montgomery County`
New Mexico
Albuquerque

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North Carolina
Charlotte/Mecklenberg
Ohio
Akron
East Cleveland
Northwood
Toledo
Oregon
Beaverton
Medford
Portland
Tennessee
Jackson
Red Bank
Texas
Cactus
Chillicothe
Marble Falls
Rhome
Washington
Auburn
Lakewood
Bonney Lake
Tacoma
Spokane

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TASK 4 SITE SELECTION – ATTACHMENT 2
COMMUNITIES WITH AUTOMATED ENFORCEMENT SPEED CAMERAS
A PARTIAL LIST AS OF JULY 2007
Population (<200K)
Arizona
Avondale
Chandler
Glendale
Mesa
Paradise Valley
Phoenix
Pinal County
Prescott Valley
Scottsdale
Tucson
Tempe

55K
211K
233K
432K
14K
4million
271K
26K
218K
508K
158K

Colorado
Boulder
Denver
Fort Collins

93K
557K
126K

District of Columbia

581K

Iowa
Davenport

97K

Louisiana
Lafayette

112K

Maryland
Montgomery County`

932K

New Mexico
Albuquerque

472K

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North Carolina
Charlotte/Mecklenberg

584K/827K

Ohio
Akron
East Cleveland
Northwood
Toledo

212K
26K
5K
309K

Oregon
Beaverton
Medford
Portland

80K
67K
538K

Tennessee
Jackson
Red Bank

61K
12K

Texas
Cactus
Chillicothe
Marble Falls
Rhome

3K
1K
5K
.5K

Washington
Auburn
Lakewood
Bonney Lake
Tacoma
Spokane

45K
59K
10K
197K
196K

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TASK 4 SITE SELECTION – ATTACHMENT 3
COMMUNITIES WITH AUTOMATED ENFORCEMENT SPEED CAMERAS
A PARTIAL LIST AS OF JULY 2007
(Communities in Bold represent possible target sites as of this writing)
Population (<200K)
Issues
Arizona
Avondale
Chandler
Glendale
Mesa
Paradise Valley
Phoenix
Pinal County
Prescott Valley
Scottsdale
Tucson
Tempe

55K
211K
233K
432K
14K
4million
271K
26K
218K
508K
158K

Colorado
Boulder
Denver
Fort Collins

93K
557K
126K

District of Columbia

581K

ASE Enforcement
No apparent restrictions

School zones only

School zones &
residential areas I.E very low speeds
Any moving infraction

Iowa
Davenport

Unknown
97K

Louisiana
Lafayette

112K

Maryland
Montgomery County`

932K

School zones & < 35MPH
residential only

New Mexico
Albuquerque

472K

No apparent restrictions

Unknown

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North Carolina
Charlotte/Mecklenberg

584K/827K

Ohio
Akron
East Cleveland
Northwood
Toledo

212K
26K
5K
309K

Oregon
Beaverton
Medford
Portland

80K
67K
538K

Tennessee
Jackson
Red Bank

61K
12K

Suspended as of the end
of 2006 by ACLU suit??
No apparent restrictions

No apparent restrictions
City saturated with ASE
No apparent restrictions

Texas
Cactus
Chillicothe
Marble Falls
Rhome

Unknown
3K
1K
5K
.5K

Washington
Auburn
Lakewood
Bonney Lake
Tacoma
Spokane

45K
59K
10K
197K
196K

School zones only

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TASK 5: DEFINE SURVEY OBJECTIVE, DEVELOP/PROGRAM SURVEY
INSTRUMENT AND CONDUCT PRE-TEST
Task 5.1 Define Survey Objective
The MDAC Team will work with the Client in understanding its goals and
objectives for the public attitude and perception surveys prior to and after
changes and enhancements have been made to speed limits and enforcement
tactics in the demonstration sites. Given that the implementation stage spans 24
months in duration, the MDAC Team recommends an optional third survey to be
administered 12 months into the program implementation to detect early signals
of changing public perception. This optional survey will enable the Team and the
Client to address any misconceptions or even lack of awareness that the public
may have about the enhanced enforcement activity and possibly modify the
enforcement and communications plans to improve chances of its success.
At this stage, it is essential that clarity is achieved in the definition of the survey’s
target population (the population to which inferences are applied). The public can
constitute many different elements: residents, businesses, tourists, commuters or
frequent, moderate or infrequent users of the road segments. The location(s)
from which to select respondents for the survey is vital so that the survey
population actually overlaps with the users of the road segments. The team will
discuss and confirm with the client, its desired level of precision for population
parameters at the overall target population level or at any finer levels of
population aggregations (often referred to as strata or sub-populations). The
Team recommends producing critical opinion estimates with a margin of error ± 5
percent at the 95 percent confidence level. Having different levels of stratification
for which precise estimates are required impacts final sample size. The team will
discuss, recommend and gain approval from the client as to the nature and
definitions of the target population including stratification, the unit in the
population that is to be sampled (household, person, etc), geographic boundaries
from which the units are sampled, the levels of precision per sub-population, and
finally the method and frequency of survey collection.
It is the opinion of the Team, that telephone interviewing be the preferred
collection method as it allows for the screening of respondents who do not quality
as members of the survey’s target population. Depending on the collection
method, the source for the sampling frame can vary. It can range from available
residential and business telephone exchanges if the surveys are to be
administered using telephone interviewing or to electronic lists from database
brokers if the client desires a mail out survey.
In summary, by defining the following survey elements per survey phase, survey
objectives can be set allowing for the best possible survey design and analysis.
1. Target population(s)
2. Sampling Unit
3. Sampling Frame
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4. Method of collection (e.g., telephone interview, mail-out, on-line)
5. Frequency and timing of surveys (2 or 3 phases)
6. Level of desired precision
The proposal is based on conducting 500 interviews in the demonstration site
and an equal number of interviews in the comparison site. With this sample
configuration changes of +/- 6.2%would be significant at a 95% level of
confidence assuming an observed percent of 50%. The MDAC Team proposes
three waves of surveys (pre, mid-term and post).
TASK 5.2 Develop/Program Survey Instrument and Conduct Pre-Test
In conjunction with the Client, the MDAC Team will carefully craft questions that
will solicit in an unbiased manner opinions and perceptions of the public using
the selected demonstration sites. Questionnaires for the pre-program, post
program and possibly mid-term implementation phases will be developed at this
stage. This makes sense as questions can be designed so that pre, in progress
and post analytic results can be compared in a consistent manner. This task is
iterative in nature as feedback needs to be collected from all stakeholders.
An introductory greeting appropriate for selected method of collection will be
developed at this stage in collaboration with the Client. An agreement needs to
be reached as to who will be recognized as the survey sponsor with contact
information in the form of a phone number or e-mail such that the public can
voice concerns or questions.
Prior to the launch of the two surveys, both pre-program and post-program
questionnaires will be piloted to ensure that the questions are comprehensible
and that responses meet planned ranges and values. (Since Program
Implementation survey will be identical to post-program questionnaire, only one
questionnaire needs to be piloted even if both phases will be implemented).
Team will run a test with members of the public using the same survey collection
method. For example, if the client has agreed to a telephone interviewing, then
the pilot tests will be run using the same collection method. A minimum of 10
surveys needs to be completed for the pre-test per survey (pre-program/postprogram). The survey instrument and possibly table shells will be adjusted based
on feedback.
 Selection of potential testers
 Evaluate data responses from test surveys
 Adjust instrument as required based on test results and feedback
TASK 6: PREPARE DOCUMENTATION FOR APPROVAL OF THE SURVEY
BY THE OFFICE OF MANAGEMENT AND BUDGET (OMB)
The agency must not only respond to the comments in the Federal Register
itself, but must also address them in the OMB package. The MDAC Team will
assist the client’s project staff in formulating responses to comments for both the
Federal Register and the OMB package. The types of responses will, of course,
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depend on the nature of the comments. However, based on the comments
received thus far on other surveys, it is reasonable to expect that one major
category of issues that will arise is adding topics (and therefore questions) to the
survey to gain additional information not initially anticipated, but without
compromising the purpose and focus of the survey or unduly increasing the
interview length.
The MDAC team will create the survey instrument in the English language first.
After the survey instrument is completed in the English language, a Spanish
version will be created utilizing a Spanish translator. MDAC has utilized Spanish
translators for survey instruments for many previous federal government studies.
TASK 7: CONDUCT ENGINEERING STUDIES
A critical component to the success of this demonstration project will be the
identification of a sufficient number of road segments within the host community
having a statistically significant number of traffic crashes for analysis. These
crashes will need to be reviewed to determine associated causation factors to
establish that speed is a factor in a significant enough number of cases to
warrant speed enforcement interventions.
An in depth analysis of the architecture and environment of the roadways, traffic
flow and count, speeds and other factors will also be needed to ascertain if the
roadways are posted with appropriate speed limits.
At the end of the demonstration project a complete analysis of the crash and
speed data compiled will ascertain the effectiveness of the project in reducing
speeds and crashes. Specifically, this will include the following subtasks.
Task 7.1 Identification of Target Segments
Using a minimum of three years of baseline crash distribution data provided by
the host agency or municipal road agency:
 Identify high crash segments using several methods including crash
frequency and crash rate. The segment crash rates will be compared to
an established average crash rate for the region. Using the concept of the
critical crash rate, those segments with crash rates “critically” higher than
the average rate will be identified. A second analysis of the critical crash
rate will be conducted using the crash prediction models recently
developed for the Federal Highway Administration’s SafetyAnalyst
software. Segments with critically high crash rates generally exhibit sitespecific safety issues that may be correctable through safety
improvements which include enforcement.

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 Determine if crashes on these segments have any relationship to
excessive speed.
 Establish whether the volume of these crashes represent a statistically
significant sample for analysis.
 Attempt to confirm that the environment for these segments will not likely
change over the course of the enforcement period (i.e. major road
improvements, traffic volume changes due to a new shopping mall,
factory, etc.).
A list will be prepared containing approximately 20 candidate segments that
exhibit critically high crash rates. For these intersections, the crash data will be
revisited and a crash type (e.g. angle, rear end, off road) will be assigned to each
record. The number and proportions of each crash type will be tabulated for
each segment. A statistical analysis will be conducted to compare the
proportions of crash types at the segments to regional and national averages.
Those crash types that are identified as being over-represented will be
highlighted. The list of intersections with critically high crash rates,
supplemented by the list of over-represented crash types, will be presented to
the host agency for review.
Task 7.2 Choose Target Segments
Obtain concurrence from the host agency on suitable segments for ASE and
traditional speed enforcement
 From the total number of viable segments, select a reasonable number for
enforcement purposes.
 If feasible, approximately 25% of these segments will represent ASE
enforcement locations.
 If a minimal number of segments are validated, revisit the ratio between
ASE and traditional selective enforcement segments.
 Establish optimal periods within each segment for enforcement.
Task 7.3 Review Existing Speed and Volume Data
Review existing speed and volume data, if available, for these high crash
segments.
 If unavailable, conduct traffic studies to obtain the data as needed.
 Existing data or traffic studies conducted through a sub-contract with a
local traffic data collection vendor to gather appropriate speed related data
including time of day, day of week, 50th percentile, 85th percentile,
average, individual vehicle headway or arrival time, etc. in accordance
with the established NHTSA standard: Guidelines for Setting Safe and
Reasonable Speed Limits
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Task 7.4 Review Posted Speed Limits of Target Segments
Establish if the segments identified have rational speed limits posted
 If not, seek appropriate changes, if feasible, within the timeframe of this
project
 If not feasible, seek alternative segments that do have rational speed
limits posted
Task 7.5 Identify a Reference Group
Using the same methodology, identify similar road segments in a community
separated from the host community’s media market (and within the same state)
to use as statistical controls
 Establish that the control community law enforcement and road agencies
will not be targeting these segments for special speed selective
enforcement patrols or road improvements.
 Attempt to confirm that the environment for these segments will not likely
change over the course of the enforcement period (i.e. traffic volume
changes due to new shopping mall, factory, etc.)
Task 7.6 Traffic Data Collection for the Study Period (Duplicated in Task 12a)
Through a sub-contract with a local traffic data collection vendor, quarterly traffic
surveys will be conducted to record traffic volumes and speed data as stipulated
in Task 12a...
 For the duration of the 24 month enforcement project plus 3 months prior
and 3 months post data
 For both enforcement and control segments
 100 % of the enforcement and control sites will be surveyed at the
beginning, mid-point and end of the implementation phase
 At least 50% of the enforcement and control segments will be surveyed
on a quarterly basis with the specific segments rotated each quarter
 If the segments involve over 1 mile of urban roadway or 5 miles of
suburban or rural roadways, multiple survey points may be needed.
 Assess the impact on traffic operations when gathering and reviewing data
TASK 8: DESIGN ENFORCEMENT PLAN
The specific design of the enforcement plan will be dependent on a number of
variables, most important the current capabilities and enforcement policies of the
host agency and the environment, traffic flow and crash history of the road
segments selected. The selection and procurement process for suitable ASE
and other speed enforcement equipment will be impacted by the agency’s
current status in terms of both. That agency’s level of experience with ASE will
be a decisive factor in how quickly and smoothly this project will get underway.

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An agency with no previous ASE background will require an extended period of
time for gaining necessary governmental, public and judicial acceptance,
obtaining needed equipment, officer training, as well as the ratification of an
acceptable citation processing system. There would likely then be a testing
phase of some length before active speed enforcement using ASE could be
initiated.
Task 8.1 Host Agency
The site selection screening process should have already identified a host law
enforcement agency exhibiting a clear and long-term commitment to traffic
safety. Any city with a population of 200,000 or greater will likely have a well
staffed and trained traffic enforcement unit possessing state of the art equipment
(RADAR, LIDAR, etc.) for traditional selective speed enforcement.
An optimal agency will also have a traffic enforcement activity reporting system
that includes either a quick turnaround for data entry if paper citations and daily
activity written reports are used or, better yet, point of contact input of the
enforcement activity by in-car computer.
Task 8.2 ASE and Other Speed Equipment Selection and Procurement
In a best case scenario, the host agency will already have an existing contract for
ASE and other speed enforcement equipment. If so, the MDAC Team could
arrange for an additional ASE unit to be purchased/leased or take over the cost
of an already acquired ASE unit that would then be committed to this
demonstration project. If the selected agency has no previous experience with
ASE, the MDAC Team would assist the agency in obtaining bids and selecting a
suitable ASE vendor. However, this is a scenario considered a last resort given it
would likely add months to the timeline required for getting the project up and
running.
As a point of budgetary interest, the costs associated with ASE appear to range
widely depending on the vendor selected. Also, in every case found so far by the
MDAC Team, ASE equipment is leased rather than purchased outright. In most
cases, the vehicle (usually a van) housing mobile ASE equipment is also part of
the lease arrangement. At this point, the MDAC enforcement plan proposed
does not include fix mounted (non-staffed) ASE equipment as they would be too
costly to install and maintain at the number of enforcement sites contemplated.
ASE equipment leases are expensive. The cost ranges from $2,500 per month
for a dated “wet film” technology camera system used in Portland, Oregon (with
an agency supplied vehicle) to $10,500 per month for a state of the art digital
ASE system (with vehicle) in Phoenix, Arizona. In all cases found to date, this
cost includes a vendor supplied citation processing system. This citation
processing portion of the lease represents the largest share of the cost. It should
also be noted that there does not appear to be any appreciable economy of scale
in leasing additional ASE equipment. In other words, a second ASE unit would
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likely cost roughly double what a single unit would cost. Not knowing which
vendor will be used, for purposes of this proposal the MDAC Team will need to
cite the highest lease cost known for a single ASE unit.
Additional equipment to be considered for this project would include RADAR and
LIDAR speed detection devices, a speed display trailer and portable signage to
be used to help inform the public about the existence of the enforcement zones.
Task 8.3 Enforcement Sites
Working with the on-site manager and city engineering staff, the MDAC Team
will, again, review the enforcement sites selected in the engineering task for
overall suitability from an officer and public safety standpoint. Safe locations
within each site will be identified for active enforcement using ASE and traditional
speed enforcement countermeasures.
Task 8.4 Enforcement Strategies
To the extent that crash and speed data permits, MDAC Team will work with the
on-site manager to identify specific time of day and day of week periods within
each enforcement zone where speeds are highest and contributing to crashes.
An enforcement plan will be developed which targets enforcement in two to four
hour blocks, systematically and consistently rotating ASE and traditional speed
enforcement through the multiple sites selected.
As stipulated within the RFP, the MDAC Team will strive to achieve an ASE
component of the enforcement representing about 25% of the overall
enforcement. However, discussion will need to be held over exactly how this
25% is targeted. One aspect of ASE is that the identification and citing of a
motorist is accomplished without officer interaction and the need for the motorist
to pull off the roadway at the time of the violation. This permits ASE to be used
during higher traffic volume periods where traditional selective enforcement
countermeasures can constitute a danger to the officer and the public.
Assuming NHTSA supports this strategy, the MDAC Team intends to encourage
the participating agency to target ASE during these high-volume, high risk
periods to maximize the impact of the overall enforcement plan.
TASK 9: DEVELOP PUBLIC INFORMATION AND EDUCATION CAMPAIGN
The public information campaign is centered on three key objectives:
1. Create buy-in to the project among law enforcement officials, judicial
stakeholders (judges, prosecutors, etc.), and related transportation agency
leaders and staff, to build relationships that will enhance the effectiveness
of the effort, and leverage available resources in support of the campaign.
2. Attract a cadre of private sector partners to expand NHTSA’s and local
officials’ capabilities in carrying out the campaign.
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3. Reach the broad audience of potential “speeders,” while concentrating
special effort on the segments of the target population most involved in
speeding fatalities.
The challenge inherent in the need for the campaign is how to sustain a dialogue
and influential relationship with an audience in a populous media market
throughout the full two-year project period with a limited and cost-effective budget
for outreach activity.
Task 9.1 Campaign Strategies
The MDAC Team proposes a two-year public outreach campaign strategy that
leverages local private sector resources and highly creative use of popular media
to penetrate deeply into the consciousness of a population typical of the likely
candidate sites.
The team anticipates working with local entities such as the state Office of
Highway Safety, state and municipal transportation agency public information
staff, other state and regional law enforcement staff with duties related to public
outreach, local traffic safety committees and any academic or other programs in
the region involved with influencing safe driving behavior. It should be noted,
however, that the proposed budget is sufficient that this campaign does not
depend upon their contributions toward direct costs for success.
Campaign strategies must be developed around the specific demographics and
outreach costs of the site selected as well as the specific timing of the two-year
project period. That said, a campaign is envisioned that will include sustained,
consistent public communication with common elements that are easily
recognizable and quite memorable.
Task 9.2 Pre-Enforcement Program Activities
The campaign begins behind the scenes with outreach to all official stakeholders
in law enforcement, the judiciary, and transportation agencies. In this sense, the
campaign begins as technical efforts get underway and initial steps involve
individual outreach to key influencers by credible personnel from NHTSA and the
MDAC team. Any necessary documentation describing the project is created as
these efforts get underway and personal outreach begins to public information,
safety resources, and other entities and individuals to attract their creative input
and involvement and determine the level of support resources available.
As technical and other preparations near completion, a series of stakeholder
briefings on the goals, objectives and design of the proposed public information
campaign – conducted in person, by web, by teleconference or in briefing
documents, as appropriate, will be undertaken. This will include sharing of the
evolving campaign material and plans, with an opportunity for feedback and input
into all activities. As the campaign launch date nears, a staging meeting is
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conducted with those who will be instrumental to the campaign’s success within
agencies who have become full participants, through which final details are
addressed, such as those related to the kick off press conference and attendant
event logistics.
Task 9.3 Public Outreach Campaign
As official stakeholder roles, responsibilities and commitments begin to take
form, outreach to a wide group of community partners with affinity to the issues
involved in the speed enforcement project begins. These might include lead
partners such as a local hospital center, news organization (newspaper, radio
and/or TV), and/or major employer as well as high profile local businesses such
as an automobile dealership, popular retailers, regional insurance companies,
and similar businesses.
A relationship with each will be developed in which the partner commits to a
specific set of activities over the two year period. These might include:
 “flagging” the partner’s routine advertisements with campaign messages
 creating a website linked to the partner’s site that serves as a central
clearinghouse for campaign information
 hosting public events, distributing campaign materials, creating cobranded campaign collateral materials such as hats or t-shirts,
 and a host of other possible efforts customized to the partner’s needs and
stake in the issue
The goal is a consistent drumbeat of activity and level of visibility across the twoyear time period, with strategic peaks that are aligned with more general public
outreach to be carried out with project funding.
Task 9.4 Campaign Kickoff
A kick-off phase is envisioned that would center on a two-month period in which
the campaign would reach a high level of initial public recognition, and
expectations would be set for the duration of the full campaign.
Key to influencing public behavior is capturing public attention early in the project
process. The volume of information showering the average person on a daily
basis demands either a large budget or a high volume of consistent outreach – or
both – in order to penetrate the public consciousness and remain relatively front
of mind. Thus, the kick-off begins with a press conference featuring a local male
hero – an athlete, musician, cultural icon, or other figure – who would appeal to
the leading audience of speed-related offenders, young males between the ages
of 18 and 34, while also drawing attention and respect from the broad population.
The community of local partners is introduced at this press conference and initial
announcements are made about the slate of activities planned for the two-year
period. Local (and possibly State or National) leaders, including those in law
enforcement, are also featured in the press conference.
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Simultaneously, distribution of an attractive promotional/educational brochure
begins, and pre-recorded radio PSAs delivering the campaign’s message begin
to air. Each is offered in English and Spanish languages.
After two weeks, a four week “splash” campaign is folded into the ongoing kickoff activities. This campaign targets an audience that can have a major impact
on a reduction in speeding violations, such as males 18-34. It includes highly
creative use of “out of home” media and might feature a concentrated outreach
effort in a popular gathering place for the audience, such as a nightclub,
shopping or recreation district. If this demographic is chosen, the elements of the
splash campaign might involve:
 An illuminated billboard featuring a compelling message appearing in a
prime location.
 Individuals might be employed on a temporary basis to pass out the
campaign’s brochures on street corners in the district on at least one peak
volume day for each of the four weeks
 “pop” promotions such as outreach items (water bottles, energy bars,
coffee cup wrappers, temporary tattoos, restaurant or snack shop table
tent cards)
 indoor media such as posters
 outdoor media such as street signage, among other possible items
Participating radio stations can be asked to concentrate use of the PSAs during
this period or stations with the proper demographic can be targeted for a paid
media campaign to ensure message delivery during this heavy outreach period.
Since research shows the possible target demographic spends a number of
hours each week online for both professional and personal purposes,
opportunities to leverage that media for this campaign are also indicated. A tier
of internet and viral media in both English-speaking and Hispanic online
destinations is envisioned as budget permits.
The power of television in penetrating audience consciousness remains strong.
Even in a multi-media world, if it can be accomplished within the financial
parameters of the project, production of a television commercial is factored into
the recommendations. This would be executed as a PSA, with heavy working of
local stations to ensure its use and delivery during key campaign windows. Or it
can be used as a paid advertisement in order to control the delivery and ensure
the success of the production investment. In addition, all partners will be asked
to roll out, through their own marketing capabilities (i.e., scheduled ads, flyers,
billboards, bill stuffers, etc.), their plans and commitments for the campaign
throughout the two-month “splash” period.
Task 9.5 Ongoing Campaign Activities
As the more intensive level of the splash campaign wanes, two more weeks of
heightened partner activity continue to establish the ongoing campaign. This will
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include higher than average radio coverage to maintain the public outreach level
as it transitions into a sustained degree of consistency.
A steady series of outreach opportunities and events delivered by partner
organizations (and local officials, as appropriate) carries forward the theme. This
will expand its geographic focus to include all key enforcement areas or similarly
relevant locations, establishing a reliable ‘heart beat’ of messaging and visibility
for the campaign throughout the remainder of the project period.
A second and third press event to address needs, announce progress and roll
out planned or new activities is envisioned at the mid- and end-points of the longterm campaign.
It is important to note that this overall campaign, while targeting a specific
demographic, such as young adult males, is designed to also reach those with
affinity to the target audience, such as young women, who track similarly to
males in their driving behavior regarding speeding fatalities.
The campaign strategy, thus, leverages a two-month core period to attract
significant partner relationships and launch sustaining, dynamic activity to
influence public opinion and behavior. The core “splash” period targets a high
value audience of potential offenders, while concentrating paid media on
relatively low-cost, high-impact delivery mechanisms effective at reaching that
audience.
Project funds are thus concentrated on leverage points that deliver additional
paid media and high impact activity (each through the involvement of private
sector partners) at minimal cost to the project.
Public awareness will, of course, be measured prior to the campaign kick off and
at the end of the project period.
Enclosed is a sample campaign, indicating timeline, proposed activities and costs
for a market typical of the likely candidate sites for the speed enforcement
project, namely Tucson, Arizona.

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Task 10: IMPLEMENT SPEED MANAGEMENT PROGRAM
Implementation of the speed management plan will be coordinated between the
host jurisdiction, NHTSA and the MDAC Team. Representatives of the MDAC
Team will be on hand for program implementation and be readily available to
address operational issues that may arise.
Task 10.1 ASE Project Launch
Working with the host agency, the MDAC Team will conduct a media launch for
the implementation of the speed enforcement project.
Task 10.2 Managing the ASE Project
The MDAC Team will remain in contact with the on-site manager on a weekly
basis to keep apprised of the ongoing status of the program. The MDAC Team
will provide detailed contact information sufficient to permit the host agency
instant communication, as needed, to address any issues impacting the program.
It is important that the MDAC Team be perceived as available and committed to
this enforcement project. The MDAC Team will send a representative for a brief
site visit once per quarter throughout the enforcement period. During this
quarterly visit, the MDAC Team’s representative will review enforcement, speed,
engineering data and other pertinent information as well as personally confirm
compliance with the stated speed management program objectives and the
guidance provided in Appendices A, B & C of the RFP. Significant issues and
project milestones will be reported to NHTSA in a quarterly progress report.
Task 10.3 Midpoint Assessment of ASE Project
At the one-year anniversary of the speed management program or earlier, if
necessary, an assessment process will be initiated to determine how program
objectives are being met and take a snapshot of the current impact of the
program on speeds and crashes in the target segments.
An extended site visit by the MDAC Team will take place for a complete review of
all available enforcement, speed, crash and engineering data as well as any
other available information regarding the program. Key persons and offices
involved in this project will be interviewed and any necessary program course
corrections will be coordinated between the host jurisdiction, NHTSA and the
MDAC Team. (Note: This is not to imply that adjustments will not be made at
other points, as needed.)

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Task 10.4 Project Conclusion
At the two-year end point for the enforcement phase, the MDAC Team will make
an extended site visit to assist the host agency with any necessary steps in
bringing the ASE project to closure. This will include the termination of NHTSA
financial support ASE equipment leases and citation processing systems. The
other NHTSA purchased speed enforcement equipment (RADAR, LIDAR, speed
trailers, etc.) will remain with the host agency.
Meetings will be held with all key officials involved in this project to receive their
perspectives on the success of the effort.
TASK 11: FINALIZE DESIGN AND CONDUCT COMMUNICATIONS AND
MEDIA SURVEY
After defining the survey’s objective and target population, the Team can move
on to the next stage to design the sample survey methodology. This includes the
sampling strategy, minimum sample size calculations and estimates of sampling
weights if applicable. The type of population parameter estimators (averages,
totals, proportions, ratio) and their corresponding variance estimators are
defined. If the Client’s wish is to run a telephone survey, random digit dialing will
be used to select respondents. Based on the survey’s goals, the sample will be
either a simple random sample (SRS) or stratified SRS of households,
businesses or other types of units of analyses. Conservative minimum sample
sizes will be derived based on the possibility that the most variable situation
unfolds where respondents tend to provide answers yielding 50 percent selection
of one question option over another and an assumed average non-response rate
of 40 percent. The non-response rate can be adjusted once the method of
collection is confirmed. In summary, the following sub-tasks will be implemented
to satisfy the overall project objectives:
1.
2.
3.
4.

Develop sampling strategy (simple, stratified, etc)
Set sample size
Define population parameter estimators and variance estimators
Define sampling weights

Task 11.1 Design of Table Shells (Table Stubs)
The Team recommends at this stage to introduce the development of the table
shells or stubs that will house the results of survey collection and analyses.
Ultimately, the table shells will form part of the interim draft results and final
results of the surveys. A mark as to the efficiency of the questionnaire is that
every probing question provides data directly into at least one of the table shells.
In this manner, superfluous questions can be avoided and hence reduce
response burden for the respondent. Prior to the collection of response, the
Team will look to the client for final acceptance of table shell designs.

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Task 11.2 Interviewer Training
The interviewers will be trained on the administration of the specific
questionnaire.
Task 11.3 Execute the Survey: Pre-Program (MDAC)
The primary task of this survey administration is to conduct a uniform and
systematic data collection effort among the target population (18 and older) that
live in the demonstration and comparison markets. The MDAC Team employs
appropriate measures to ensure quality control, conversion of refusals into
completed interviews and gaining high response rates. The MDAC Team
monitors 10% to 20% of the interviewers work. MDAC puts experienced
interviewers and supervisors on the refusal conversion team to provide the best
possible chance of converting a refusal into a completion. MDAC also calls at
different times of the day to reach respondents and gain high response rates.
Finally, MDAC offers special training on Confidentiality issues by a Project
Manager who also is an attorney. The project manager explains all requirements
the law imposes upon all team members from the interviewers to the Project
Director.
Task 11.4 Process and Analyze the Data: Pre-Program
Upon delivery of the survey results to the Team, the Team’s statisticians and
programmers will develop an analytical file in preparation for statistical analysis.
The following sub-tasks summarize the activities that will support Task 11.9.
1.
2.
3.
4.
5.
6.

Develop the analytical file
Re-adjust sampling weights based on non-response rates
Run preliminary data analysis on each question to identify outliers
Determine if problem responses per question require imputation
Impute missing or problematic responses as defined in task 11.3
QC/QA (quality control, quality assurance) programming code used to
process data

Task 11.5 Estimate Population Preferences Based on Survey Data: PreProgram
Once data issues have been resolved, statistical algorithms will be applied to the
data to estimate population preferences. All estimates will be weighted according
to the sample design and the finite population correction will be used if the
relative sizes between final sample and target populations warrant so. Unbiased
variance estimates of population parameters will be used to measure the spread
in the estimates. Sub-tasks within Task 11.5 are summarized as follows:
1. Estimate totals, averages, percentages with associated margins of error
and confidence levels
2. QC/QA programming code that produced estimates
3. Output results in table shells
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Task 11.6 Document Results and Report from Pre-Program Survey
An interim report will be issued describing the survey results, survey
methodology and lessons learned. The Team plans to deliver this report within 6
months of award date, dependent on when OMB approval is obtained..
Task 11.7 Questionnaire Revisions for Subsequent Surveys
If any unexpected problems arise after full implementation of the pre-program
survey in terms of respondent comprehension and acceptance, the Team would
like to use this opportunity to incorporate lessons learned form the first phase into
the second phase. If no complications arose in the first phase, this task may be
by passed.
Task 11.8 Execute Mid-Term Implementation Program Survey
The MDAC Team recommends that a mid-term survey be undertaken to
determine the successes and challenges of the demonstration speed
management program. The mid-term assessment will be intended to provide
information that will be utilized to develop recommendations for mid-term
adjustments, if needed, to facilitate the success of the demonstration program.
Given the program will be enforce for two years it is possible to make
adjustments prior to its conclusion. In summary, the mid-term survey is intended
to provide a means to gain a pulse of public attitudes and perception prior to the
end of the demonstration period. Early knowledge may prove beneficial to the
Client as it allows for modifications to the enhanced enforcement program or
communications plan to ensure success of the program.
Task 11.9 Process and Analyze the Data: In Progress Program
Implementation Survey
Upon delivery of the survey results to the Team, the Team’s statisticians and
programmers will develop an analytical file in preparation for statistical analysis.
1. Develop the analytical file
2. Re-adjust sampling weights based on non-response adjustment
3. Run preliminary data analysis on each question to identify outliers
4. Determine if problem responses per question require imputation
5. Impute missing or problematic responses as defined in task 11.3
6. QC/QA programming code used to process data

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Task 11.10 Estimate population preferences based on survey data: Midterm Program Implementation Survey
Once data issues have been resolved, statistical algorithms will be applied to the
data to estimate population preferences. All estimates will be weighted according
to the sample design and finite population correction will be used depending on
the size of the target population. Unbiased variance estimates of population
parameters will be used to measure the spread in the estimates.
1. Estimate totals, averages, percentages with associated margins of error
and confidence levels
2. QC/QA HDR code that produced estimates
3. Output results in table shells
4. Run inferential statistics to determine if shifts in public perception before
and during the program are statistically significant and meaningful.
Task 11.11 Document Results and Report from Pre-Program and Mid-term
Program Implementation Surveys
An interim report will be issued describing the survey results, survey
methodology and lessons learned. The analysis will focus on shifts if any
between the pre-program and program implementation phases. Unexpected
results or results moving in a contrary direction to what has been intended will be
highlighted such that appropriate action can be taken by the Client and the
enhanced enforcement plan and communications Teams.
Task 11.12 Questionnaire Revisions for Post-Program Survey
If any unexpected problems arise after full implementation of the in progress
program implementation survey in terms of respondent comprehension and
acceptance, the Team would like to use this opportunity to incorporate lessons
learned form the previous phase into the third and final phase. If no
complications arose in the previous phase, this task may be by passed.
Task 11.13 Execute Post Program Survey
The post program survey will largely replicate the previous two surveys
(assuming the mid-term option is exercised). However, we will accommodate
changes where appropriate.
Task 11.14 Process and Analyze the Data: Post-Program Survey
Upon delivery of the survey results to the Team, the Team’s statisticians and
programmers will develop an analytical file in preparation for statistical analysis.
1. Develop the analytical file
2. Re-adjust sampling weights based on non-response adjustment
3. Run preliminary data analysis on each question to identify outliers
4. Determine if problem responses per question require imputation
5. Impute missing or problematic responses as defined in task 11.3
6. QC/QA programming code used to process data
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Task 11.15 Estimate population preferences based on survey data: PostProgram Survey
Once data issues have been resolved, statistical algorithms will be applied to the
data to estimate population preferences. All estimates will be weighted according
to the sample design and finite population correction will be used depending on
the size of the target population. Unbiased variance estimates of population
parameters will used to measure the spread in the estimates.
1. Estimate totals, averages, percentages with associated margins of error
and confidence levels
2. QC/QA HDR code that produced estimates
3. Output results in table shells
4. Run inferential statistics to determine if shifts in public perception between
before and after program are statistically significant and meaningful.
Task 11.16 Document Results and Report from completed Media Survey(s)
A draft report of survey results and analysis will be submitted to the Client for
review and input. Based on feedback from the Client, the Team will update report
accordingly. The Team plans to deliver this report within 36 months of award
date, depending on when OMB approval is received.
TASK 12: DATA COLLECTION AND EVALUATION
We propose to conduct the Data Collection and Evaluation requirement under a
work breakdown structure composed of the following sub-tasks.
Task 12a Speed and Crash Data
This data evaluation of the crash and speed data involves:

Data collection and preparation of the multivariate crash prediction models.;

Conducting an evaluation using these multivariate prediction models and
determining the reliability of these crash and speed reduction estimates.
Task 12a.1 Target and Control Segment Data Collection
Through a sub-contract with a local traffic data collection vendor by Opus
International, quarterly traffic surveys will be conducted to record traffic volumes
and speed data.
 For the duration of the 24 month enforcement project plus 3 months prior
and 3 months post data
 For both enforcement and control segments
 100 % of the enforcement and control zones will be surveyed at the
beginning, mid-point and end of the implementation phase
 At least 50% of the enforcement and control segments will be surveyed
on a quarterly basis with the specific segments rotated each quarter
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 If the segments involve over 1 mile of urban roadway or 5 miles of
suburban or rural roadways, multiple survey points may be needed.
 Assess the impact on traffic operations when gathering and reviewing data
The data collected will document individual vehicle speeds, individual vehicle
headway or arrival time and measurement locations, dates and times
Task 12a.2 Target and Reference Group Data Collection
Using the target and control sites data identified in Task 4, the data collected for each
of these sites will include:
1. Number of crashes and their severity;
2. Average Daily Traffic (ADT);
3. Speed Data
4. Geometric configuration of the roadway;
5. Number of approach lanes; and,
6. Geographic location.
Task 12a.3 Develop Multivariate Crash Prediction Models
Crash prediction models will be used to estimate what the crash frequency at
treatment sites had no ASE been implemented. In addition to supporting a postimprovement evaluation, the development of multivariate crash prediction models
can provide a powerful analytical tool. These models can also be used to identify
and prioritize crash-prone locations where ASE would be potentially providing a
safety benefit.
The scope of each model will be based both roadway configuration and severity.
The MDAC team anticipates using a software package such as Generalized
Linear Interactive Modeling (GLIM), a statistical software package produced by
the Numerical Algorithms Group (NAG). The goodness-of-fit of equations and the
number and quality of the prediction variables will be examined. This will be
done through an examination of the GLIM statistics and by plotting the prediction
results. The reliability of the safety estimates will provide a level of confidence in
each safety prediction. The result will be a final set of recommended collision
prediction equations.
Task 12a.4 Conduct Traditional Before-and-After Statistical Analyses
Traditional statistical analyses will be conducted to identify the change in speeds,
crash frequency and severity using the traditional statistical methods such as the
t-test and the chi-square test.

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Task 12a.5 Conduct Empirical-Bayes Analyses
The Empirical Bayes (EB) refinement process is an important step because it
corrects for the regression to mean effects. There are two indicators used to
describe the “safety” of a roadway: Traffic and road characteristics and the
observed crash frequency. By combining these two pieces of information in a
systematic fashion the safety estimate will be improved. A sensitivity analysis
will be conducted to determine the impact of each variable in the model
expression. The results will indicate the impacts of traffic volume, crash
frequency and speeds.
The Empirical-Bayes Approach Defined
A statistically more robust approach than the “Simple Before and After” methodology
is to follow an Empirical-Bayesian (EB) refinement process. In an EB analysis, the
crash prediction for a site is based on two clues: the historical crash experience for
similar intersections (Reference Group) as well as the crash experience at the
treatment site. Both of these traits are combined to provide a more refined safety
estimate that accounts for the RTM effect. Persaud & Nguyen (1998) describe the
EB refinement as a tool to “smooth out the random fluctuation in crash data.” The
process of determining the EB safety estimate is described in detail in Hauer (1997),
and is summarized below in equation (2).
EB Safety Estimate = a x (Predicted) + (1-a) x (Counted) (2)

Where:

a=

1

(3)

1+Var(Predicted)
Predicted
And:

Predicted = number of crashes predicted from a model
Counted = number of crashes counted at the treatment site
Var (Predicted) = variance of the model’s estimate

According to Hauer (1997), the variance of the EB Safety Estimate never exceeds the
EB Safety Estimate and is almost always smaller. The variance of the EB Safety
Estimate can be calculated using equation (4):

Var(EB Safety Estimate) =(1-a) x EB Safety Estimate

(4)

In the case of the negative binomial distribution, the variance of the predicted crash
frequency is defined by equation (5):

Var(Predicted) = (Predicted)2

(5)

k
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Where k is a parameter of the negative binomial distribution.
Therefore, when using the negative binomial assumption, equations (2) and (4) can be
rearranged to yield equations (6) and (7):

EB Safety Estimate = (Predicted) x (k+Counted)
(k+Predicted)
Var(EB Safety Estimate) = (Predicted)2 x (k+Counted)

(6)
(7)

2

(k+Predicted)

The treatment effect of a safety improvement is ideally expressed as an estimated
percent reduction (or increase) in crash frequency. In the context of the EB approach,
the treatment effect may be defined as the difference between the estimated crash
frequency at the treatment site, had the treatment not been implemented and the actual
post-improvement crash frequency at the treatment site.
The EB refinement process accounts for the RTM effect. In order to account for the
other two confounding factors (history and the time trend effect), a comparison group
may be defined. The comparison group comprises a small group of non-treatment sites
considered to be similar to the treatment sites, and may be extracted from the reference
population. The comparison group accounts for unrelated changes in crash frequency
over time. By combining the simple before-and-after change in crash frequency within
the comparison group, the change of crash frequency at the treatment site, and the EB
safety estimate, an Odds Ratio (O.R.) is calculated as shown in equation (8).
O.R. =

Where

( A/ C)
(B / D)

(8)

A = Pre-improvement crash frequency of comparison group
B = EB safety estimate
C = Post-improvement crash frequency of comparison group
D = Post-improvement crash frequency at treatment site

Finally, the treatment effect is calculated as shown in equation (9). The treatment effect
is converted to a percentage to indicate either a percent decrease in crash frequency (a
negative value) or an increase (a positive value).

Treatment Effect = O.R. – 1

(9)

The graph below illustrates how, in theory, the treatment effect is calculated for a typical
intersection. In reality, depending on the actual characteristics of the treatment and
comparison group data being analyzed, the points on the graph fluctuate.

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400
Treatment Sites (had no
treatment taken place)
B

Annual Collision Frequency

300

Treatment Effect
C
Treatment Sites (actual)
200
D

A
Comparison Sites (actual)

100
0

1

BEFORE

2

3

4

5

AFTER

6

7

8

Actual Treatment
Site
Data
EB Estimate
Actual Comparison Sites
Comparison

Task 12a.6 Estimate the Safety Impact of the Speed Enforcement Project
Using the control group we will combine the traditional before-and-after change in
crash frequency and speeds within the reference group, the change of crash
frequency at the treatment sites, the EB estimate, and an Odd Ratio will be
calculated. These values will indicate the estimated safety of the demonstration
project
Task 12b Enforcement Data
Task 12b.1 Evaluation of Enforcement Activity Data Quality and Availability
The first task the Team proposes doing after demonstration sites have been
confirmed is to meet with jurisdiction officials to assess if its enforcement activity
data is available in electronic file format with accompanying data dictionaries and
consistent record layouts. The Team will search if the data structure and code
sets are based on standard reporting formats such as the Uniform Crime
Reporting (UCR) used by many police agencies to record and track enforcement
activities. It is possible that the data may not be stored in an ideal format;
however, the jurisdiction may be able to process an ad hoc request from the
Team such that the raw data files are processed and output in accordance to our
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needs. If that is not possible, the Team may be able to use with permission the
raw electronic files and directly process and standardize the files.
The Team will make a request to the officials responsible for highway safety and
enforcement at the control sites to review what type of data is publicly available
without specific mention that these sites have been chosen for control purposes.
If the data has been recorded in a consistent manner or is based on UCR
standards and is accessible to the public, the data will be gathered as is and
modified by the Team in preparation for evaluation with enforcement activity data
tracked at the demonstration sites. In summary, the following activities outline
what needs to be done in order to fulfill task 12b.1
1. Evaluate data enforcement data at demonstration and control sites;
2. Identify if the following data elements are available by enforcement
category, site, segment and date
a. Number of citations issued
b. Enforcement threshold
c. Enforcement hours
d. Adjudications (if available)
e. Criminal activities;
3. Determine if enforcement activity data can be collected as is or if custom
requests need to be submitted to agencies responsible for policing sites,
or if the Team can directly access raw data files and process files for
reporting and evaluation (IBID)
Task 12b.2 Collection of Enforcement Activity Data
The actual collection method employed by the Team is based on certain
conditions. The following summary outlines possible courses of action.
1. If the Team uncovers that enforcement activity data can be collected for
the purpose of standard reporting and evaluation, it will request data
tracking activities going back at least three months prior to program
implementation and continually during program implementation.
2. If data is not readily available in a standard format from the jurisdictions of
interest but has the potential to be reformatted, the Team will collect the
information commencing three months prior to program implementation
and continually during program implementation.
3. If data is publicly available at the control sites in a standard and consistent
manner comparable to that found in the demonstration sites, the team will
collect data going back at least three months prior to program launch and
during regular intervals over the program’s implementation.
4. If data at the control sites can only be gathered by submitting an ad hoc
request to authorities, then a request for the information will be made near
the end of the program so as not to impact enforcement strategies at
these control sites.
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Task 12b.3 Data Processing and Reporting Structure
If task 12b.1 uncovers suitable enforcement activity data, the Team will prepare
programming code in either MS Access or SAS to process the data in a
consistent manner. In preparation for regular reporting of collected data, the
Team shall prepare table shells that will house collected enforcement activity
data. During this development phase, the Team will assess if imputation methods
need to be employed to deal with missing information. The following activities
summarize the steps required to fulfill task 12b.3:
1. Develop specifications to load and transform collected data
2. Assess if imputation procedures are required to handle missing
observations and implement if necessary
3. Generate data dictionaries for all processed enforcement activity data
files.
4. Design table shells used in the reporting of collected enforcement data
5. Obtain Client approval on table shells and reporting structure
Task 12b.4 Interim Reporting
The RFP has requested that enforcement data be reported on regular intervals. If
the Team finds that enforcement activity data from the sites is easily accessible
on a monthly basis, the Team recommends providing reports commencing at 6
months after award date and every three months until 33 months after award
date or up to 10 reports. Ultimately, the frequency of the reports will rest on
availability of data from the jurisdictions overseeing highway traffic enforcement
at the demonstration and control sites, A compilation of all reports will be
provided within the final report due 36 months after award date.
Task 12b.5 Specification for Dependent Variables (Measures) and Control
Variables
Experimental design guidelines will drive the methodology used by the Team to
detect if modifying the speed management program on selected sites in
conjunction with a publicity campaign can influence and change the degree and
intensity of traffic violations and overall driving enforcement activity
characteristics. The collections of enforcement data will be what the Team tests
and will be referred to as either the dependent variables or measures of the
experimental design or control variables to verify if enhanced speed
management plan met planned objectives.
In order to compare if the enhanced speed management program impacts the
number and type of enforcement activity outcomes, the enforcement activity
observations need to be normalized to account for changes in vehicle density.
Total observed counts or numbers cannot be used as population density plays a
major role in determining final enforcement activity data counts. Recommended
test variables could be average number of citations per Average Daily Travel
(ADT), average number of citation per daily enforcement hours worked or
average number of miles over speed limit on all citations issued within a fixed
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time period. Control variables that need to be tracked are number of enforcement
hours by enforcement category (traditional, ASE), enforcement threshold or
possibly criminal activities. At this stage, the Team will review possible
dependent and control variables and recommend the ones that are most realistic
based on the availability of data at the selected site. In summary, task 12b.5 will
include the following sub-tasks:
1. Define dependent variables that could be influenced by type of enforcement
tactics and can be derived from available data.
2. Define control variables that can be used to validate the degree and intensity
of the implemented enhanced enforcement plan.
3. Recommend most meaningful dependent variables for testing the impact of
program and control variables for validating proof that enhanced enforcement
plan has been implemented as intended.
4. Transform and standardize raw enforcement activity data into dependent
variables for testing or control variables for validating.
Task 12b.6 Evaluation of Enforcement Activities by Site
If enforcement activity data is available prior to the program’s implementation and
this data is comparable in nature within demonstration sites’ post program
implementation, then statistical tests will be used to assess if observed changes
are likely due to the enhanced and sustained speed management program or
could they have happened by chance. Depending on the dependent variable of
interest, the Team will apply inferential tests for differences between two
populations if we want to look at simply pre and post program periods. Of
interest, is the story of enforcement activities as the program unfolds over the two
year period. A time series analysis of dependent observations can uncover if
changes are following a trend or not. By comparing where the trend in values
would have been if no change in the speed management program had taken
place, we can test if observed values could have been due to the program or
could have occurred by chance.
If data from control sites can be collected over the same time span as data
collected from the demonstration sites and the definitions of the various
enforcement activities are identical, the statistical tests will be used to test if
trends and observations are statistically significant or not. Tests that may be
employed will be tests of different population means, regression analysis over
time and chi-square goodness of fit tests.
Exhibit 12.1 presents the results of tracking a hypothetical dependent variable for
a given road segment from the demonstration and control sites that measures
the average miles per hours over the road segment’s set speed limit for all
citations that occurred on the road segment of interest over a given quarter. Both
road segments from the two sites have identical speed limits. In the graph, it
appears that the dependent variable has a significantly dropped after
implementation of the enhanced speed management program within the
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demonstration site relative to the demonstration site’s historical observations and
relative to the control site’s observations.
Exhibit 12.1. Example Trend of a Hypothetical Dependent Variable over
Time

25

Average MPH Over Speed Limit

20

15

10

5
Implementation
Period

Before Implementation

Post
Implementation

0
1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

Quarter
Control

Enhanced Enforcement Plan

The Team will test if the averages per time period are statistically different
between the control and demonstration sites. It will also compare averages over
the time periods within the demonstration site. Finally, regression models will be
fit to the data prior and after program implementation to test if slopes are
significantly different. Tests for adequacy of fit and presence of autocorrelation
will be incorporated into the analysis if required.
The following sub-tasks summarize activities for Task 12b.6 provided data is
available.
1. Implementation of statistical t-tests between population means by time
and site.
2. Development of linear regression models (appropriate for each dependent
variable) over time by site and road segment
3. Implementation of Chi-square tests for significance of association provided
dependent variable of interest can be modeled with this method.

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Task 12b.7 Documentation of Evaluation Results
The Team recommends running preliminary comparison tests before and after
program implementation and between demonstration and control sites at 12
months after start of program implementation in order to obtain a pulse as how
final outcomes may transpire. Within 3 months after program implementation has
completed, a complete evaluation will be done to test if the intervention program
has dramatically impacted enforcement activity outcomes. The following subtasks outline activities that support task 9.7:
1. Document interim evaluation results at 12 months post implementation
start date
2. Document final evaluation results 3 months post implementation end date
3. Within documentation, provide the following:
a. Summary of statistical inferences, tests and model parameters in
tabular form
b. Graphical depiction of changes in dependent variables of interest
over time, segments and sites
c. Graphical depiction of trend lines produced by final regression
models
d. Evaluation of enforcement activity data with reference to results
from perception survey and speed/crash data evaluation.
Task 12c. Communication and Media Campaign
The communications and media campaign should essentially raise the priority of
speeding as a traffic safety issue. There is general agreement that raising the
priority of speeding is perhaps one of the most important steps to be taken and is
essential to facilitate achievement of other objectives. Raising the priority of
speeding often entails achieving the following:
Clearly defining “speeding” and educating the public on the rationale for
setting speeding limits;
Establishing among the public that speeding is a problem and that
speeding-related crashes are avoidable;
Establishing the human capital and financial losses resulting from
speeding;
Shifting the public’s beliefs from “I will probably not be caught when
speeding” to, closer to, “I probably will be caught when speeding”;
Modifying public perceptions such that speeding is viewed as a serious
social problem;
Developing compelling “propositions” that overcome public resistance to
modify their behavior and not speed; and,
Convince government officials, employers and other stakeholders to
actively participate and allocate resources to combat speeding.

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Public attitudes and perceptions will be assessed prior during and after the
campaign to assess changes, if any, between survey periods and between the
demonstration and comparison sites. Specifically, the surveys will be conducted
prior to, during and following speed limit changes and traditional and automated
enforcement changes to determine their linkages to specific outcomes, if any, in
the demonstration area.
TASK 13: PREPARE QUARTERLY PROGRESS REPORTS
MDAC will provide electronic and hard copy quarterly progress reports to NHTSA
staff that detail the previous quarter’s activities along with the other areas
requested in the statement of work. These reports will include accomplishments
during the past quarter, budgetary information, plans for the next quarter, areas
of interest to NHTSA, problems or delays experienced and anything MDAC
wishes NHTSA to undertake to alleviate problems or delays.
TASK 14: PREPARE FINAL REPORT
The ASE demonstration project conclusion will be finalized with a report
documenting the findings of the project. The principle research question identified
for this project is:
“How are vehicle speed and crash rates and public perceptions impacted by the
implementation of a long-term, rigorous enforcement campaign on targeted high
speed, high crash roadways possessing appropriately posted speed limits,
integrating automated and traditional selective enforcement speed
countermeasures coupled with a focused public education campaign?"
Task 14.1 Final Report Draft
Approximately 120 days after the completion of the enforcement campaign stage
(permitting post intervention speed, crash and public perception data to be
compiled), a draft final report will be assembled by the MDAC Team describing
the methodology and project findings and forwarded to NHTSA for review and
comment. This time table may be impacted by the availability of comprehensive
crash data within 120 days.
The reporting format will include three principal sections: An Introduction,
Procedures and Findings. These sections will describe the procedures and
outcomes associated with the speed management program including, the rational
setting of speed limits; the implementation and use of automated and traditional
enforcement, and the communications plan. An additional section entitled
“Lessons Learned” will present any information that can be used by other
communities when implementing a similar program.

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Task 14.2 Final Report Submission
After receiving NHTSA feedback, the MDAC Team will integrate those comments
into a final report to be delivered in a timely manner. The final report will
represent a clear, concise documentation of the overall ASE demonstration
project in an easy to read format. Appropriate multicolor charts and tables will be
included or attached as needed to support the findings. The report will include
contact information for all key players in the project, including the MDAC team.
TASK 15: FINAL BRIEFING
The MDAC Team will present the findings of the demonstration project to NHTSA
in Washington, DC at a briefing in accordance with the schedule of deliverables.

IV. RELATED EXPERIENCE AND MANAGEMENT
CAPABILITY
Our management plan is reflective of the many years of experience of the MDAC
Team in speed management programs, traditional and automated enforcement,
engineering studies and associated equipment, market research, traffic and
consumer data analysis, communication and education campaign, working on
large-scale projects and our ability to consistently deliver quality and excellence
to our clients.
For the Demonstration and Evaluation of Speed Management and
Enforcement Project, a Senior Project Manager, Project Manager Principal
Investigator and Administrative Coordinator will be assigned. The Senior
Project Manager will be responsible for management oversight of the overall
project, proactively identifying opportunities to improve services and outcomes,
and periodic client satisfaction assessments with the COTR. Additionally, the
Senior Project Manager will be available for consultations, as needed, per the
contract. The Project Manager supervises the day-to-day operations of the
project and has extensive project management experience. The Principal
Investigator will be responsible for management and oversight of all speed
enforcement specific components of the project and report deliverables.
Collectively, they have both the accountability to assure the successful
completion of client assignments on time and within budget, and the authority to
resolve client issues, concerns, and problems hindering project progress.
The Administrative Coordinator facilitates execution of project tasks and
submission of deliverables, and ensures required resources/support services are
available to team members.
The project team for the Demonstration and Evaluation of Speed
Management and Enforcement Project will be organized on a task basis,
whereby sub-teams are responsible for specific tasks. Each sub-team will,
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46

minimally, have a team leader and an associate team leader who are equally
aware of their role within each task requirement, the relevant deliverables
and the task performance measures. Assigning two team members to each
task assures that if one team member becomes unavailable (e.g. sick, personal
emergency, etc.) the other member can complete the task on time and per
project specifications.
M. Davis and Company (MDAC) has over twenty two years experience managing
large scale integrated projects as the prime contractor. This experience has
proven that large-scale intensive projects are successful when there is frequent
periodic communication, a specific work plan, ongoing training, experienced staff,
clearly delineated rules and responsibilities, and reporting and monitoring
systems. Consequently, MDAC has refined its overall management system to
permit the simultaneous execution and successful completion of multiple
engagements. Key elements to MDAC's management system for the
Demonstration and Evaluation of Speed Management and Enforcement Project
are discussed below.
Project Management Software: The MDAC team utilizes Microsoft Project to
manage projects and resources. We have also developed specific decision
rules, protocols and standards to facilitate quality customer service.
The MDAC team has developed task protocols based on completing tasks in less
time than required and involving “contingency days” in each task, where feasible.
Also, redundancy has been built into our project management and operations to
ensure consistently timely deliverables per specification.
Weekly project meetings will be scheduled to review overall project operations,
critical paths, content and due dates of deliverables, budget and customer
satisfaction. Decisions are made, where needed; regarding project priority for
staffing allocation to ensure deliverables are per specifications and on time.
Project Communications and Client Satisfaction: The Senior Project Manager
will contact the client periodically to discuss recommendations to continually
improve services and outcomes, address any issues that arise and assess
satisfaction with MDAC team personnel’s technical capability and
responsiveness. Also, after a first draft or final deliverable is received, the Senior
Project Manager may contact the client to assess their satisfaction with
timeliness (delivery or performance), problem responsiveness, quality of
services, technical competency, cost containment and overall satisfaction.
Project Quality Control, Confidentiality and Security
Minimally, the Project Manager, Principal Investigator, Administrative
Coordinator, Key Task Leaders and CATI Facility Directors will conduct project
meetings (as frequently as weekly) to discuss tasks objectives, deliverables and
scheduling. A number of mechanisms may be employed to keep the client well
informed throughout the project. Weekly updates will include the number of
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completed surveys, the response rate and other agreed upon metrics. Quarterly
progress reports will be developed to discuss: Accomplishments during the
reporting period; Funds status by major cost element, the quarter’s obligations,
cumulative obligations, estimated cost to complete, and percent of cost
expended versus percent of completion; Plans for accomplishments in next
reporting period; Preliminary or interim results, conclusions, trends or other items
of information that the MDAC team believes are of interest to NHTSA; Problems
or delays that the MDAC team has experienced in the conduct of his/her
services; and specific action that the MDAC team would like NHTSA to undertake
to alleviate a problem. Additionally, regular telephone meetings, may be
scheduled to follow-up on outstanding tasks, discuss new or emerging
developments/tasks and solicit client feedback.
A project schedule will be created and maintained. It will include due dates of
draft deliverables, for example, analyses, reports, recommendations, survey and
sampling designs, scripts, draft questionnaires, training templates and materials
and performance standards. Internally, the schedule incorporates deliverable
content reviews by the administrative staff, team leader, associate team leader
and project manager. The content review will include, where appropriate,
checking of data sources, data validation, re-interviews to check accuracy of data
collectors, data references and citations, formulas, calculations, methodology,
tasks objectives addressed, grammar and spell checking.
Confidentiality and Security: M. Davis and Company, Inc. has a strict
confidentiality/non-disclosure agreement that is signed and filed for each team
member and staff of other entities with access to respondent data. The
agreement specifically addresses the importance of safeguarding client and
respondent confidentiality, as well as project documents.
MDAC identifies public use data and non-public use data within the data sets.
The non-public use data is safeguarded by not transmitting this data over the
Internet, encryption and adhering to CASRO standards.
Project documents and related materials are assigned a unique, designated
location at our facility. This is to ensure that other MDAC personnel working on a
particular project only has access to materials associated with that particular
project.
For security purposes, we employ passwords on our computer file directors and
servers; again, this is ensuring that electronic files are only available to specific
project staff members. Finally, we maintain nightly backup tapes of all servers
and employ off-site storage of these files.

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V. Proposed Staff Qualifications and Experience
The following are the names and labor categories of all proposed staff members.
Also, included is a chart of the tasks and the personnel/sub-contractors
associated with each task. Please see Appendix A for the resumes of selected
MDAC Team members.
Principal Staff Members
(Include Subcontractors and
Consultants)
Morris Davis
Michael Campbell
Richard Miller
Ron Campbell
Consultant
Louisa Elfman
Programmer
Administration
Call Center Manager
Call Center Supervisor
Interviewers/Data Entry
HDR, Inc.
Opus
Worth Associates

Role/Title in Study
Senior Project Manager/Principal
Project Manager
Principal Investigator
Senior Consultant
Consultant
Project Coordinator
Programmer
Support Staff
Call Center Manager
Call Center Supervisor
Interviewer
Sub-contractor
Sub-contractor
Sub-contractor

SUB-TEAMS and RESPONSIBILITIES
Task Name and Team Members

Responsibilities/Deliverables

Project Administration/Prepare Quarterly
Progress Reports
*M. Campbell, MDAC; *R. Miller, MDAC; M.
Davis, MDAC; L. Elfman, MDAC
Kickoff Meeting
* R. Miller, MDAC; *M. Campbell, MDAC; M.
Davis, MDAC; Jeffrey S. Bagdade, OPUS; S.
Gros, HDR; Monica Worth, Worth
Prepare Work Plan
* R. Miller, MDAC; *M. Campbell, MDAC; R.
Campbell, MDAC; M. Davis, MDAC; Jeffrey S.
Bagdade, OPUS; S. Gros, HDR; Monica
Worth, Worth

Project Preparations, Contractual Issues,
Detailed Task Scheduling, Quarterly
Progress Reports, Procure Relevant
Materials, Time Reporting, Billing Issues
Informal Briefing of Work Plan and Working
Session
Develop Work Plan and Schedule including
Specific Evaluation Research Questions or
Issues to be Addressed

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Prepare Draft of Federal Register Register
Notice Announcing the Study:
*M. Campbell, MDAC; *S. Gros, HDR
Geographic Area (Site) Selection
*R. Miller, MDAC; *J. Bagdade; Opus
Define Survey Objective/Develop Survey
Instrument/Pre-Test
*M. Campbell; *R. Campbell, MDAC; S. Gros,
HDR; Call Center Mgr., MDAC
Prepare Documentation for Approval of the
Survey by the Office of Budget and
Management (OMB)
*M. Campbell, MDAC; *S. Gros, HDR
Conduct Engineering Studies
*R. Miller, MDAC; *J. Bagdade, Opus
Design Enforcement Plan
*R. Miller, MDAC; *M. Campbell, MDAC; J.
Bagdade, Opus
Develop Public Information and Education
Campaign
*R. Campbell, MDAC; *Monica Worth, Worth;
F. Masson, Worth
Implement Speed Management Program
*R. Miller, MDAC; *M. Campbell, MDAC; R.
Campbell, MDAC; M. Worth, Worth; J.
Bagdade, Opus; S. Gros, HDR
Brief/Train Interviewers and Conduct
Communications and Media Survey
*Call Center Mgr., MDAC; *Call Center
Supervisors, MDAC
Data Collection and Evaluation
* R. Miller, MDAC; *J. Bagdade, Opus; S.
Gros, HDR
Prepare Final Report: *R. Miller, MDAC; *M.
Campbell, MDAC; R. Campbell, MDAC; M.
Worth, Worth; J. Bagdade, Opus; S. Gros,
HDR
Final Briefing
*R. Miller, MDAC; *M. Campbell, MDAC; R.
Campbell, MDAC; M. Worth, Worth; J.
Bagdade, Opus; S. Gros, HDR; *M. Davis,
MDAC

Drafting a short (two to three page) notice
for submission by NHTSA to the Federal
Register as required under he procedures
established by OMB for granting
clearances to Federal Agencies.
Develop site selection criteria and identify
potential sites.
Define goal and objectives of the survey,
develop survey instrument and undertake
pre-test.
OMB clearance request documentation and
submit to COTR for submission to OMB
Conduct engineering studies on select
roadways in the demonstration area.
Develop an enforcement plan following the
guidelines outlined by NHTSA.
Develop the public information and
education campaign specific to selected
demonstration market.
Implement the Enforcement and
Communications Plans in accordance with
the guidelines provided by NHTSA.
Train interviewers and Administer Surveys

Gather speed and enforcement data to
assess impact, if any, of speed
management program.
Prepare a report that includes—
introduction, procedures, findings and
lessons learned.
Present the findings of the demonstration
project.

* Team leader(s)

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VI. RELATED CORPORATE EXPERIENCE AND PAST
PERFORMANCE
M. Davis and Company, Inc.
The projects listed below were conducted with “pre-contact mailings” and mail
pieces were sent to approximately 54% of all available numbers. As NHTSA has
requested examples of projects and their response rates, we submit these
studies.
Omnibus Household Survey
Client:
U.S. Dept. of Transportation (DOT),
Bureau of Transportation Statistics
Contact:
Project Duration:

Ms. Lori Putman, COTR 202-366-3556
July 2001 to Present

Sample Methodology:
Sample Size:

Random Digit Dialing
1000 interviews per 10 day period. (Note: The
data collection period for December was extended
to 17 days in part because of the holiday season.)

The M. Davis and Company, Inc. project team was selected from a national
search to conduct the U. S. Department of Transportation’s Omnibus Household
Study, which is a monthly telephone survey of 1,000 randomly selected
households in the nation to gather information regarding commuting habits and
awareness of various Federal safety initiatives through market communication
campaigns. This is the preeminent survey for the U.S. Department of
Transportation (DOT), used to test new initiatives and improve their knowledge
base regarding the prevailing attitudes and perceptions of the American Public.
The survey serves as an information source for the DOT modal administrators,
who can use the survey to support congressional requests, ensure informed
planning and decision making, as well as monitor internal DOT performance.
Surveys are conducted in English and Spanish.
The Omnibus Household Survey employs Random Digit Dialing samples, a
usability study, expert panels, cognitive interviews, pre-tests, ID-Plus to purge
business/non-working numbers, monthly interviewer training, CATI interviewing,
toll free numbers, refusal avoidance and conversion, interviewer monitoring and
validation, data weighting, variance estimation, data processing and detailed
documentation. The components of the study are extensive and rigorous.
Other notable factors about this project are as follows:
 MDAC has achieved a response rate significantly higher than any contractor
for this project;
 Sections of the questionnaire are changed every wave;
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 Data collection must be completed in 10 days;
 More than ten attempts, on average, are made to each number;
 15% to 20% of all calls are monitored;
 10% to 20% of all completed interviews are validated;
 A weighting methodology and variance estimation is utilized for the results;
 Daily updates and weekly project telephone meetings are maintained with the
client; and
 Data and reports are made available to the client on a password-protected
website developed by MDAC, specifically for the project.
The following response rate (AAPOR, RR3) project listings are various survey
months of the U.S. Bureau of Transportation Statistics, Omnibus Household
Survey. In each of the surveys below, there are distinct differences in content,
but also other sections of the survey instrument changed from month to month.
Survey #1: August Survey (Distinct differences in content: Questions about
Mobility)
Total Sample Size: 1102
Total Response Rate: 49.2%
Data Collection Period: 10 days
Survey #2: September Survey (Distinct differences in content: Questions
about Environment)
Total Sample Size: 1047
Total Response Rate: 48.1%
Data Collection Period: 10 days
Survey #3: October Survey (Distinct differences in content: Questions about
National Security, Overall Customer Satisfaction of different modes of
transportation)
Total Sample Size: 1091
Total Response Rate: 49.9%
Data Collection Period: 10 days
Survey #4: December Survey (Distinct differences in content: Questions
about Safety, Telecommuting, Alternate Work Sites, Operating Administration
Modal Questions, Overall Customer Satisfaction of different modes of
transportation)
Total Sample Size: 1125
Total Response Rate: 52.2%
Data Collection Period: 17 days (extended time period due to December
holiday season.)

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Client:

U.S. Dept. of Housing and Urban Development,
Economic and Market Analysis Division,
Office of Economic Affairs,

Contact:
Project Duration:

Marie Lihn, 1-202-708-0590 Extension 5866
September 2006 to Present

Sample Methodology:
Sample Size:

Random Digit Dialing
200-250 per market Recent Movers; open number
Non-recent movers

MDAC conducts Fair Market Rent Telephone Surveys for the U.S. Department of
Housing and Urban Development (HUD). The surveys are Random digit dialing
(RDD) telephone surveys and are conducted in areas designated by HUD staff.
The RDD survey is used to re-benchmark the Fair Market Rent (FMR) if there is
a significant difference. Both metropolitan and non-metropolitan areas are
surveyed.
Section 8 program Fair Market Rents (FMRs) serve as the payment standard
used to calculate subsidies under the Rental Voucher program. The U.S.
Department of Housing and Urban Development (HUD) annually estimates
FMRs for about 350 metropolitan areas and 2,330 non-metropolitan county FMR
areas. HUD uses the most accurate and current data available to develop the
FMR estimates.
Given affordable rental housing is limited in many communities, there are millions
of renter households, particularly low-income households spending more than 50
percent or 30 percent to 50 percent of their income on housing. Consequently,
the Fair Market Rent estimates significantly impact many American households.
HUD sets FMR’s to ensure a sufficient supply of rental housing is available to
Section 8 program participants. However, setting the FMR’s so they are high
enough to permit a selection of units and neighborhoods and low enough to
serve as many low-income families as possible can be a formidable task.
HUD contracts MDAC to conduct the area surveys and in the first wave of four
locations a total of 44, 158 (5,954 + 38,204) call attempts were made to complete
and/or screen the required number of interviews (See table below). Because of
the low incidence rate MDAC completed 653,289 calls to reach the appropriate
number of respondents and attain the desired information.

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Type of Survey

Average
Number
of
Total
Total
Attempts
Number Number
per
of
of Phone
Phone
Attempts Numbers Number

Total Interviewed (movers
and stayers)

Average
Number
of
Minutes
Per
Attempt

Average
Number
of
Minutes Total
Total
Per
Number Number
Phone
of
of
Number Minutes Hours

5,954

2,666

2.23

4.02

8.99

23,956

399.3

38,204

18,338

2.08

1.70

3.54

64,996

1,083.3

Rest of Calls

609,131

102,983

5.91

1.41

8.34 858,805

14,313.
4

TOTAL

653,289

123,987

947,757

15,796.
0

Number who picked up
phone but are screened
out

MDAC achieved the following response rates:
Los Angeles, CA: 52.8%
Bakersfield, CA: 40.5%
Orlando, FL: 40.6%
Hawaii County (non-metropolitan), HA: 58.9%
The above response rates are higher than the previous contractor was able to
attain in recent years according to HUD. MDAC also conducts other studies with
response rates reported including studies with NHTSA.
National Alcohol Crackdown Campaign
Client:
National Highway Traffic Safety Administration,
Contact:
Project Duration:

Alan Block, 1-202-366-6401
July 2006 to Present

Sample Methodology:
Sample Size:

Random Digit Dialing
1200 per wave (pre and post intervention)

MDAC conducts the National Alcohol Crackdown Campaign for NHTSA to assist
in the determination of the impact of the National Alcohol Campaign on the
American Public by measuring public awareness levels of the Campaign and
various initiatives, attitudes and changes in behavior, if any. The response rate
for the first year’s waves are:
Response Rate: Wave 1, 26.6%
Wave 2, 40.3%
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Nighttime Safety Belt Enforcement Demonstration Project
Client:
National Highway Traffic Safety Administration
Contact:
Project Duration:

Alan Block, 1-202-366-6401
March 2007 to Present

Sample Methodology:
Sample Size:

Random Digit Dialing
1200 per wave (pre and post intervention) with 8
waves

MDAC conducts the Nighttime Safety Belt Enforcement Demonstration Project
for NHTSA to assist in the evaluation of the effectiveness of different approaches
to nighttime enforcement of safety belt laws, and their impact over time.
Moreover, the study is designed to foster implementation and evaluation of
improvements to those techniques based upon the results of each succeeding
intervention wave. The response rates for the first three waves conducted so far
are:
Response Rate: Wave 1, 46.3%
2, 45.6%
3, 48.6%

OPUS
RECENT PROJECT EXPERIENCE
AAA Road Improvement Demonstration Program
Client: AAA Auto Club Group
Launched in 1996, the AAA Road Improvement Demonstration Program is an
award winning public-private partnership designed to enhance traffic safety by
reducing the frequency and severity of crashes at intersections. AAA Michigan
worked with municipal, county and state, transportation agencies to more than
400 intersections in the Detroit and Grand Rapids areas. As part of the program
traffic engineering studies were conducted to identify safety and operational
deficiencies, develop mitigation measures and assist with the identification of
funding to implement the improvements. Agencies which have been involved in
the partnership include the City of Detroit, City of Grand Rapids, City of
Milwaukee, City of Madison, Michigan DOT and the Wisconsin DOT. As a result
of this program crashes have been reduced at target locations by more than 25
percent and injuries have been reduced by more than 40 percent. Opus has
conducted more than 150 safety audits as part of this program since 1997

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Road Safety Audit Case Studies
Client: Federal Highway Administration, Office of Safety
To demonstrate the effectiveness of Road Safety Audits (RSA), Opus was
retained to organize and lead a series of ten RSA’s and three additional tribal
RSA’s. The goal of these case studies was to demonstrate the usefulness and
effectiveness of RSA’s for a variety of projects and project stages (design and inservice), and in a variety of agencies (state, county, city, and Tribal) throughout
the United States. Opus compiled the results of all RSA’s in two case studies
documents which will be released by FHWA in 2007.
Road Safety Audit Tribal Case Studies
Client: Federal Highway Administration, Office of Safety & Western Federal
Lands
As a follow-up to the RSA Case Studies project, Opus was retained to conduct
four RSA case studies on tribal lands in New Mexico, Arizona and North
Carolina.The results will be compiled into a case studies document which will be
targeted to tribal transportation agencies.
Road Safety Audits for Locals Training Course
Client: Federal Highway Administration, Office of Safety
In May 2004, the FHWA Office of Safety retained Opus to prepare material
(Powerpoint slides with explanatory notes) for a two-hour presentation on road
safety audits, to be given by FHWA staff. Subsequently, FHWA retained Opus to
expand these materials into a two-day course to be given in a series of “train-thetrainer” sessions designed to introduce staff who worked with local governments
(at the tribal, county, and city levels) to the concept of RSA’s, and equip them to
teach these concepts to others. The Opus materials have been used extensively
by FHWA staff in their presentations on RSA’s, and Opus staff have led four twoday “train-the-trainer” workshops on behalf of FHWA. Opus has recently been
chosen by FHWA’s National Highway Institute to teach the “Road Safety Audits
and Reviews” training course to State DOT’s and local governments for a fiveyear term starting in 2007.
Pedestrian Road Safety Audits Guidelines & Checklists
Client: Federal Highway Administration, Office of Safety
In 2005 Opus was retained as part of a team by FHWA to develop pedestrian
guidelines and checklists for Road Safety Audits. FHWA was concerned that the
existing documentation did not provide practitioners with enough information on
the types of issues to target in a road safety audit when considering pedestrians.
Road Safety Audits and Review Course Development
Client: Federal Highway Administration, National Highway Institute
In 2007 Opus was retained as part of a team to develop a new Road safety
Audits course which will be targeted to traffic engineers, enforcement and other
local officials. The course will be completed by September 2008.

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Wisconsin Road Safety Audit Master Contract
Client: Wisconsin Department of Transportation
In March 2007, the Wisconsin Department of Transportation retained Opus to
lead their first Road Safety Audits Master Contract. As part of this contract Opus
is assisting to develop a framework for the implementation of Road Safety Audits
within WisDOT. Opus will also be conducting Road Safety Audits and providing
other traffic safety advisory services on an as-needed basis for WisDOT until
2009.
Evaluation of Pedestrian Safety in the City of Detroit
Client: Michigan Department of Transportation
NHTSA has identified the City of Detroit as having a disproportionately high rate
of pedestrian fatalities. As a result, Michigan DOT retained Opus was retained as
part of a team to conduct an evaluation of pedestrian safety within the City of
Detroit. This study will include engineering studies which are extremely similar to
those discussed in Task 7.
Evaluation of Automated Enforcement in British Columbia
Client: Insurance Corporation of British Columbia (ICBC)
Opus (formerly Hamilton Associates) was retained by ICBC to conduct a safety
evaluation of a province wide red light camera program. The study included
reviewing sites and conducting a post-improvement evaluation study using crash
data.
In addition to the projects above, within the past two years Opus International
Consultants has conducted traffic engineering studies using the methods outlined
in Task 7 for the following transportation agencies:

City of Champaign, IL

City of Urbana, IL

City of Adrian, MI

City of Detroit, MI

City of Farmington Hills, MI

City of Kettering, OH

City of Green Bay, WI

Champaign County, IL

Brown County, WI

Dane County, WI

Waukesha County, WI

Wayne County, MI

Illinois Department of Transportation

Michigan Department of Transportation

Wisconsin Department of Transportation

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HDR, Inc.
RECENT PROJECT EXPERIENCE
Title of Project:
Client:
Contact:
Contact Number:
Contract Value:
Project Duration:
Sample Methodology:
Sample Size:

NYC DOS Recycling Pilot Project
Bureau of Waste Prevention, Reuse and
Recycling, NYC Department of Sanitation, Robert
Lange
Dan Harkins, HDR Inc.
617-357-7742
$35K (Cdn) (subcontract value)
January 2007 to present
Stratified Simple Random Sample/Census
2,636 sampled bags from a population of 3,505
bags

For the New York Bureau of Waste Prevention, Reuse and Recycling, HDR has
been retained to design a survey that would measure the effectiveness of a
Paper and Metal, Glass, Plastic (MGP) recycling pilot program implemented in
five boroughs of New York City. The survey requires the counting and sorting of
material collected from 160 receptacles to conform to scientific methods of
sample estimation. Each week, HDR samples the bags according to a stratified
sample design such that estimates as to the total weight collected, percent
contamination of recyclables and total weight of contamination can be estimated
for the pilot program. Based on the percent contamination, the Bureau can then
make recommendations as to the cost effectiveness of the program should it
expand to all public spaces in the city.
Title of Project:
Client:
Contact:
Contact Number :
Contract Value:
Project Duration:
Sample Methodology:
Sample Size:

Economic Impact Analysis of New Jersey's
Recreational Boating Industry
Marine Trades Association of New Jersey, Melissa
Danko
Jennifer Curran, HDR Inc.
854-735-8300
$28.2K (Cdn) (subcontract portion)
September 2006 to present
Stratified Simple Random Sample
4,000

For the Marine Trades Association of New Jersey, HDR designed a survey of
New Jersey boat owners conducted to assess their boating activities and boating
related expenditures to estimate the total amount of recreational boating related
expenditures in New Jersey. The survey is an integral part of an Economic
Impact Analysis to quantify the economic contribution the recreational boating
industry makes to New Jersey’s economy.

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Title of Project:
Client:
Contact:
Contact Number:
Contract Value:
Project Duration:
Analysis:
Sample Methodology:
Sample Size:

Services Canada Enhanced Risk Management
Proof of Concept
Accenture
Wai-Ming Yu
416-641-5613, [email protected]
$49K (Cdn)
February 2007 to June 2007
Predictive Risk Model Development
Stratified Simple Random Sample of
Administrative Records
20K

For Service Canada, HDR has been retained by Accenture to develop and test
within a proof of concept framework statistical risk models for Service Canada’s
Employment Insurance (EI) program. Service Canada must ensure that
programs are delivered in accordance with legislation and policy to assure that
the right person receives the right service or benefit at the right time and for the
intended purpose. The Enterprise-wide Risk Management Framework identifies
the risks to the integrity of programs and the mitigations in place to effectively
control those risks. Service Canada’s accountability is supported by reporting to
Parliament and Citizens on the integrity of programs and the effectiveness of risk
management strategies as required under the Management Accountability
Framework. HDR provided professional services for developmental expertise,
implementation of predictive risk model methodology and validation, knowledge
transfer and strategic advice on new risk management approaches to the
Employment Insurance (EI) program. Based on the model that HDR developed,
the top 30% at risk correctly captured 50% of known cases in overpayment. In
fact, the monetary value for those cases in top 30%, represented 74% of all
money owed to the federal government.
Title of Project:
Client:
Contact:
Contact Number:
Contract Value:
Project Duration:
Analysis:
Sample Methodology:
Sample Size:

Optimized CVP Selection Criteria - Regional
Municipality of Waterloo
Regional Municipality of Waterloo
Fazal Al Rahamut, Manager, Automation and
Administration
(519) 883-2309 , [email protected]
$77.2K
June 2006 – April 2007
Predictive Risk Model Development
Stratified Simple Random Sample
3,034

For the Municipality of Waterloo, HDR developed enhanced risk factor scores
which will optimize Waterloo’s Consolidated Verification Process Selection
Criteria. The scores will enable the Ontario Works program within the
municipality to identify cases most likely to be ineligible for benefits or in
overpayment. HDR’s knowledge and familiarity with the Service Delivery Model
Technology database has helped it identify program elements essential for
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building a model with robust predictive abilities. HDR employed techniques of
preliminary data analysis to prepare and identify elements most likely to correlate
with ineligibility or overpayment. Inputs are tested and associated with either
ineligibility or overpayment using logistic regression techniques. Results are
always validated using an independent sample.
Title of Project:
Client:
Contact:
Contact Number:
Contract Value:
Project Duration:
Analysis:
Sample Methodology:
Sample Size:

Transportation Plan
Large Corporation
David Peters, HDR Inc.
425-450-6359
$138.3K (Cdn)
June 2006 to May 2007
Stated Preference Survey and Model
Stratified Simple Random Sample
7,632

For a large corporation based in the U.S.A, HDR designed a stated preference
(SP) survey and model that estimated market share and future demand for
various transportation mode choices within its campus. As the employer was still
in the exploratory phase of identifying the ideal transportation mode solution, it
did not want to present known mode brands to questionnaire respondents. A
generic approach was required so that selections were based on what the mode
provided in terms of trip length and comfort as opposed relying on the brand. A
mathematical rule was developed that related the attributes of a mode to the
percentage of people who would choose to travel by that method. Once the
employer narrowed down its search for the best mode and had the mode’s travel
specifications, it would have an estimate of the percent of people who would use
that mode based on the mathematical rule. With the availability of statistically
sound forecast demands per mode, the employer could then decide which mode
would make the most
Title of Project:
Client:
Contact:
Contact Number:
Contract Value:
Project Duration:
Analysis:
Sample Size:

Drought Management Plan and EIS
Bureau of Indian Affairs, Bob Dachs
Bob Beduhn, HDR Inc.
763-591-5460
$29.4K (Cdn) (subcontract portion)
January 2007 – July 2007
Predictive Risk Modeling & Principal Component
Analysis
56 years of Hydroclimate Data

For the Bureau of Indian Affairs, HDR has been retained for the development of a
statistically based algorithm that forecasts the chance of a severe drought based
on observed monthly environmental factors such as large-scale climatic regimes,
basin precipitation and stream flow. This provides key input for the development
of a drought management plan (DMP) for the operation of the Kerr Hydroelectric
Project on Flathead Lake, Montana. HDR is using logistic regression techniques
to associate observed environmental factors with severe drought incidence and
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to produce an index between 0 and 1 that would indicate the chance of a severe
drought. Further analysis identified the cut-off value of the index that would
correctly predict for a severe drought while keeping the incidence of false
positives to a minimum. Model performance is validated against latest observed
years not used in model development.
Title of Project:

Caseload Assessment and CVP Priority Scoring
Analysis
Client:
Ontario Works in Peel
Contact:
Margaret Radisa, 21 Coventry Road, Suite 203,
Brampton, Ontario, L6T 4V7
Contract Value:
$195K (Cdn)
Project Duration:
June 2003 – May 2006
Analysis:
Predictive Risk Modeling
Sample Methodology:
Stratified Simple Random Sample of
Administrative Records
Sample Size:
351 Observations
For the Municipality of Peel, HDR conducted an analysis of their social
assistance caseload in light of numerous policy changes. The aim was to identify
and to quantify the effect of the underlying cause(s) of recent caseload increases
following the introduction of a new technological database system and recent
economic developments, in order to facilitate a plan of action. Refined the
existing scoring algorithm used to prioritize the sequence of case reviews within
the Ontario Works Program. The purpose of the priority-scoring algorithm is to
optimize the identification of high-risk ineligible cases with a view to reducing
welfare fraud.
Title of Project:
Client:
Contact:
Contract Value:
Project Duration:
Analysis:
Sample Methodology:
Sample Size:

Water and Wastewater Utility Study
Anchorage Water and Wastewater Utility
Timothy Ament [[email protected]]
$14K (cdn)
January 2006 to April 2006
Review of sample methodology and results
Simple Random Sample
745 Household Water Meters (random component)

For Anchorage Water and Wastewater Utility (AWWU), HDR was contracted to
carry out a statistical audit of the data collected under the AWWU Single-Family
Residence Water Use Test Meter Program. The key objective of the analysis
was to assess if the sample date was representative of the population in order to
ensure accuracy in estimates of water consumption per meter per single family
dwelling household. To carry out the objective, the following analysis was
undertaken:
An assessment of the level of accuracy and confidence value of the average
water consumption estimate under the assumption of simple random sampling;
An assessment and analysis of the variability in the meter readings;
Testing for possible bias related to sample collection;
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A review and critique of the sampling methodology used in the collection of meter
readings and recommended improvements to future data collection efforts.
For the Ontario Ministry of Community and Social Services, HDR performed
third-party benefits measurement and risk assessment in relation to a $600
million contract between the Department and Accenture Corporation. Using
econometric and probabilistic risk assessment methods, HDR tracked the
performance of the business case. HDR also measured the realization of
productivity and related benefits as a basis for determining vendor payments
under the partnering agreement for a period of seven years (on-going).
Worth Associates, Inc.
RECENT PROJECT EXPERIENCE
Title of Project:
Client:
Contact:
Contract Number:
Contract Value (if available):
Project Duration:
Sample Methodology:
Sample Size:

ACTT Workshop Documentation
USDOT/Federal Highway Administration
Christopher Schneider, 1200 New Jersey
Ave., SE, Washington, DC 20590
202/404-6272
DTFH61-06-P-00270
$45,760
9/12/2006 to 6/30/2007
n/a
n/a

10012, LLC’s assignment was to support the Accelerated Construction
Technology Transfer (ACTT) program in the Construction and System
Preservation/Office of Asset Management. The tasks involved providing a series
of workshop reports, annual reports, and promotional material.
Title of Project:
Client:
Contact:
Contract Number:
Contract Value (if available):
Project Duration:
Sample Methodology:
Sample Size:

ACTT Workshop Documentation
USDOT/Federal Highway Administration
Christopher Schneider, 1200 New Jersey
Ave., SE, Washington, DC 20590,202/4046272, [email protected]
DTFH61-02-Z-00123
May 2005-April 2006
n/a
n/a

Worth Associates, Inc. was a subcontractor to LGB & Associates, Inc., which
holds the above contract. Worth Associates’ assignment was to support the
Accelerated Construction Technology Transfer (ACTT) program in the
Construction and System Preservation/Office of Asset Management. The tasks
involved providing a series of workshop reports, annual reports, and promotional
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material and participating on Public Information skill set teams at State DOT
workshops. The value of the project to Worth Associates, Inc. was approximately
$178,149.
Title of Project:
Client:
Contact:
Contract Number:
Contract Value (if available):
Project Duration:
Sample Methodology:
Sample Size:

Transportation Curriculum Coordination
Council (TCCC) Website Development
USDOT/FHWA
Christopher Newman, 1200 New Jersey
Ave., SE, Washington, DC 20590, 202-3662023, [email protected]
DTFH61-06-D-00041
$149,930 (first phase of a 5-year IDIQ @
$425,000)
10/2/06 to 10/1/07 (first phase)
n/a
n/a

Worth Associates, Inc. is a subcontractor to Total Network Systems, Inc., which
holds the above contract. Worth Associates’ assignment was to support the
Transportation Curriculum Coordination Council (TCCC), in the Construction and
System Preservation/Office of Asset Management. The task was to develop a
website for this initiative to coalesce into a national curriculum all highway
transportation workforce training courses nationwide, including gap identification.
The website is scheduled to launch September 2007, and includes front end
customer functionality, as well as back end collaboration tools for course
intake/development and TCCC operations by State DOT volunteers who manage
this program as leaders/committee members. The value of the project to Worth
Associates, Inc. is approximately $148,437, with $247,563 as the approximate
value to Worth Associates in Option Years 2-4.
Title of Project:
Case Studies
Client:
Contact:
Contract Number:
Contract Value (if available):
Project Duration:
Sample Methodology:
Sample Size:

Transportation Asset Management (TAM)
USDOT/FHWA
Francine Shaw-Whitson, , 1200 New Jersey
Ave., SE, Washington, DC 20590, (202) 3669981, [email protected]
DTFH61-02-Z-00123
April 2006 – September 2007
n/a
n/a

Worth Associates, Inc. is a subcontractor to LGB & Associates, Inc., which holds
the above contract. Worth Associates’ assignment was to support the
Transportation Asset Management program in the Office of Asset
Management/Evaluation and Economic Investment. The task was to research,
write and produce series of case studies, traveling to and working with State
DOTs to debrief their approaches and activities in a variety of asset management
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subject areas. The value of the project to Worth Associates, Inc. was
approximately $58,000.
Title of Project
Client:
Contact:
Contract Number:
Contract Value (if available):
Project Duration:
Sample Methodology:
Sample Size:

TCCC Business and Communications Plans
USDOT/FHWA
Christopher Newman, 1200 New Jersey
Ave., SE, Washington, DC 20590, 202-3662023, [email protected]
DTFH61-02-Z-000123
March 2005 to July 2006
n/a
n/a

Worth Associates, Inc. was a subcontractor to LGB & Associates, Inc., which
holds the above contract. Worth Associates’ assignment was to support the
Transportation Curriculum Coordination Council (TCCC), in the Construction and
System Preservation/Office of Asset Management. The task was to develop a 5year Business Plan for this initiative and to develop and implement a subsequent
communications and marketing plan, including all related materials (brochure,
PPT, etc.). The value of the project to Worth Associates, Inc. was $27,450.
Title of Project
Client:
Contact:
Contract Number:
Contract Value (if available):
Project Duration:
Sample Methodology:
Sample Size:

Highways for LIFE Success Stories
USDOT/Federal Highway Administration
Mary Huie, 1200 New Jersey Ave., SE,
Washington, DC 20590, 202-366-3039,
[email protected]
DTFH61-02-Z-000123
August 2005 to April 2006
n/a
n/a

Worth Associates, Inc. was a subcontractor to LGB & Associates, Inc., which
holds the above contract. Worth Associates’ assignment was to support the
Highways for L.I.F.E. program in the Office of Asset Management/Construction
and System Preservation. The task was to identify projects, research, write and
produce 25 “success stories” illustrating HFL principles. The value of the project
to Worth Associates, Inc. was $62,500.

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VII. Disclosures of Conflict of Interest
To our knowledge M. Davis and Company, Inc. has no conflict of interests
because of any related past, present, or currently planned interest, financial or
otherwise, in organizations regulated by DOT or organizations whose interest
may be substantially affected by Departmental activities.

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65

Appendix A: Resumes
MORRIS R. DAVIS
PRESIDENT
EDUCATION
The Wharton School, University of Pennsylvania
B.S. Finance and Decision Sciences
AFFILIATIONS
American Public Transit Association
African-American Chamber of Commerce of Philadelphia
American Marketing Association
Center for the Advancement and Study of Entrepreneurship, Temple University
Conference of the Minority Transportation Officials
Council of the American Survey Research Organizations
Board Member and Secretary
The Council for Marketing & Opinion Research
Task Force Member
Delaware Minority and Women-Owned Business Association
National Association of Housing and Resources Organizations
National Association of Market Developers
PROFESSIONAL EXPERIENCE
M. Davis and Company, Inc.
Philadelphia, PA
President
National Corporate Research:
 Conducted landmark multiple city transportation study to quantify differentials in
travel time between auto and transit for the Federal Transit Administration. Data
is the basis for the book “Policy and Planning as Public Choice (Mass transit in
the United States)”.
 Developed research design and sample design for national door-to-door field
survey in twenty-four cities and managed a workforce of over 200 surveyors.
 Designed and managed first ever multi-state field study for the health care
industry. Observers utilized personal recorders to memorialize their discussions
and observations of respondents. Managed over 100 observers.
 Developed first ever multi-stage stratified sample for a multi-year national field
study of thirty-six hundred customers to assess shopping behavior, attitudes and
usage.
 Designed and conducted customer satisfaction study (15,000 member mailing) of
over 170 health care providers serving Medicaid recipients. Developed individual
reports for each provider to direct their efforts to better service Medicaid patients.
 Developed research design and sampling methodology for multiple nationwide
evaluation field studies for Fortune 500 companies, including Anheuser-Busch,

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Buick Motor Division, Chrysler Corporation, Coca-Cola USA, Dial Corporation
and Hyatt Corporation.
 Developed sampling design for two nationwide retail audit systems, one for the
hair care industry and the other for the beverage industry. Both included twenty or
more cities and 1,000 retailers.
 Conducted major tracking and attitudinal studies for the Delaware River and Bay
Authority, Denny’s Inc., Department of Health and Human Services, Georgia
Power, Mobil Oil Corporation, Motorola Corporation, Prudential and other health
corporations throughout the United States.
Strategic Planning, Marketing and Evaluation:
 Developed Empowerment Zone and Enterprise Community application
(submitted to the Department of Housing and Urban Development) for the city of
Chester, PA. This is a depressed city with 40,000 residents, of which twenty-five
percent (25%) live below the poverty level, have limited access to and utilization
of health care and a high proportion of low birth weights. Created a
comprehensive 10 years strategic plan with extensive input from residents,
community leaders, major corporations, federal, state, county and city officials.
The plan addressed economic, health, housing and infrastructure/municipal
service department.
 Conducting a comprehensive study of long-term health and social service needs
for the Delaware Department of Health and Social Services (DHSS). Its focus was
the entitlement eligible and working poor populations. The study included: 1)
determining whether there was a need for an additional State Service Center in
New Castle County, DE, 2) reviewing and developing health and service access
utilization data, 3) conducting a financial feasibility of operational costs, and 4)
conducting construction/rehabilitation and environmental abatement costs
assessments of probable physical locations. Presented findings to the Secretary of
DHHS, the State Budget office and state legislators.
 Conducted national tracking study for the U.S. Department of Health and Human
Services to evaluate their Childhood Immunization Campaign and recommend
additional strategy and tactics to improve the campaign’s effectiveness. The
campaign is part of a major initiative of the Clinton Administration, which is
dedicated to improving infant immunization rates, and sustaining them long term.
 Evaluated for several managed Medicaid Plans their member handbook, PCP
directory, newsletters, health brochures and other literature to assess recall,
overall effectiveness and comprehension among members with low literacy
and/or poor eyesight. Utilized focus groups and surveys to gain feedback from
Medicaid eligible members.
 Developed marketing plans in conjunction with our clients for numerous health
care planning and Medicaid managed care plans. The specific objectives of these
engagements were to: 1) increase retention of existing members 2) gain new
members from the ranks of dissatisfied members of competing health plans, and
3) develop plans to increase quality of services, utilization, decrease the
proportion of missed PCP and specialist appointments, and decrease inappropriate
use of emergency care services.

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 Designed and conducted first ever baseline and media effectiveness study for a
Medicaid managed care client. Conducted focus groups to help develop
positioning statements and advertising themes. Additionally, identified
deficiencies in information systems from senior management’s perspective.
 Designed and conducted customer satisfaction studies specific to health care
providers serving Medicaid recipients. Developed proprietary individual reporting
for system and tools to help improve service to their Medicaid patients.
Recent Conferences, Seminars and Workshops:
 “Uncovering Interviewer Satisfaction/Motivation” Presenter, 2003 CMOR
Annual Respondent Cooperation Workshop
 Serving Unique Transportation Needs, 2002 APTA Bus and Paratransit
Conference
 “Market Research, An Undervalued and Under Used Tool for Success” 2001
NFBPA Annual Forum
 Evaluator of projects for Transit Cooperative Research Program’s governing
board (TOPS) for consideration in formulating the Fiscal Year 1999 Research
Program
 “Customer Service for the 21st Century” 1999 COMTO National Meeting and
Training Conference
 Participation in “New Paradigms for Public Transportation: A Future Search and
Next Steps” Transit Cooperative Research Program
 TCRP Screening Panel-Member (1998)
 Problem Statements of Selected Research Fields-Transit Planning, Policy-Related
and Selected Forward Looking Topics
 African American Mobility Symposium, Moderator (1997)
The Impact of Welfare Reform and The Market Opportunity for Transit Systems
in the Lower Income Market. Lower-income Americans, notably African
Americans, particularly in the metropolitan areas are the largest segment of Public
Transit Users. The majority of travel for low-income users are intra-city routes,
however, these routes have generally been under funded and services reduced.
 American Public Transit Association Annual Meeting, Moderator (1997)
“Leaders with Vision: Turning Challenges into Opportunities”
 New Paradigms for Transportation Sponsored by TCRP, Moderator (1997)
The TCRP Oversight and Project Selection Committee has initiated a process to
assist transit agencies in their efforts to identify, understand and capitalize on the
new paradigms for transportation. The transportation industry is experiencing
challenges not unique to their industry.
The Wellington Group
Philadelphia, PA
Partner and Vice President-Marketing Services
1983-1985
Responsible for strategic planning, development of new account areas
Director-Marketing Services

1980-1983

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Developed new accounts, serviced current accounts, supervised and conducted secondary
research, supervised field research staff and conducted analyses of market research data
Research Associate
1978-1980
Solicited small business accounts, conducted secondary research, assisted in the
development of research plans, participated in field research, gathered data on the target
industries and consumer markets and wrote industry reports

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Richard James Miller
WORK EXPERIENCE
Community Safety Services Manager
AAA Michigan/Auto Club Group (ACG)
Dearborn, Michigan - 2000-2006
Managed a staff of 10 professionals engaged in the development and implementation of
AAA traffic safety programs.
Responsible for the administration and presentation of specialized programs on alcohol
driving awareness, teen driving/driver education, senior mobility, occupant
restraints/child passenger safety, distracted driving, traffic safety workshops for school
children – as well as other traffic safety issues as they become public priorities.
Assisted in the identification and development of key traffic safety policies and priorities
on behalf of the company.
Media spokesperson on traffic safety and corporate liaison with state and local officials
with responsibility in these areas. Over 200 interviews completed.
Managed the AAA Michigan Road Improvement Demonstration Program (RIDP)
directed at reducing serious crashes at high-risk urban signalized intersections through
low-cost engineering improvements. This program has reduced total traffic crashes by
more than 25% and injury crashes by more than 40% at hundreds of dangerous
intersections in Detroit and Grand Rapids, Michigan. The AAA RIDP has been
successfully exported to Madison and Milwaukee, Wisconsin where similar results are
expected.
Represented the company's safety interests to federal, state and local traffic safety
organizations including the National Highway Traffic Safety Administration, Federal
Highway Administration, AAA Foundation for Traffic Safety, and numerous state and
local law traffic safety groups.
Coordinated the eleven AAA Michigan/Michigan Office of Highway Safety Planning
traffic safety committees spread throughout Michigan. These regional AAA/OHSP
groups are committed to bringing transportation related professionals from every
discipline together for networking opportunities to impact traffic safety problems in their
local areas.
Provided support to AAA Michigan's Government Relations management staff on
legislation related to traffic safety issues including alcohol enforcement, teen driving,

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distracted driving, child passenger safety, truck safety, speed enforcement, and
motorcycle helmet laws - including frequent testimony before state legislature.

Key Accomplishments:
2005-06 The ACG representative on AAA National’s Alcohol Safety Workgroup
committed to using AAA’s collective resources to positively impact the problem of
drinking and driving.
2005-06 The ACG representative for the U.S. Road Assessment Program (USRAP) pilot
project targeted on assigning risk values to primary roadways in Michigan and Iowa.
Both state's Departments of Transportation, the FHA and AAA Foundation for Traffic
Safety were partners.
2005 Served as a pilot AAA club for the implementation of CarFit, a program to assist
seniors better “fit” within their motor vehicles.
2005 Partnered with the University of Michigan to develop a children’s booster seat story
and coloring book, “Sammy the Squirrel”. Over 200,000 copies of these books were
subsequently distributed nationwide to elementary schools, day care centers and other
child education facilities.
2004-05 Served on the R&D committee for AAA National's “Roadwise Review – A Tool
to Help Seniors Drive Safely Longer”.
2003-04 Participated as an executive steering committee member for the first North
American Conference on Elderly Mobility, held in Detroit, Michigan in August 2004.
2002-06 Michigan Network of Employers for Traffic Safety Executive Committee
member.
2002-04 Chaired the Data Action Team under the Governor's Traffic Safety Advisory
Commission. Charged with transitioning Michigan's traffic crash report from paper to
electronic entry by police officers.
2002 Served on the Michigan Office of Highway Safety Planning Driver Education
Committee and helped produce a new parent orientation kit (including video) for parents
of novice GDL drivers.
2001-06 Member of the Michigan Office of Highway Safety Planning (OHSP) Drunk
Driving traffic safety committee. This committee was charged with advising OHSP on
enforcement and education opportunities to address drunken driving issues in Michigan.

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2001-06 The ACG representative on the AAA National Traffic Safety Sub-committee.
This small, select group represented all 80 plus AAA clubs nationwide on traffic safety
policy and education issues.
2001-06 Member of the Michigan Association of Chief's of Police Traffic Safety
Committee.
2001-06 Chair of the Michigan Deer Crash Coalition – directed and produced the video
“Stay Clear of Deer All Year” distributed to driver education classes statewide
Chief of Police City of Plymouth, Plymouth, Michigan - 2000
Directed 14 sworn police officers for the City of Plymouth and a budget of over one
million dollars.
Served as the city's law enforcement representative in the Downriver Mutual Aid Task
Force, a consortium of agencies committed to mutual assistance during critical events.
Responded to numerous inquiries and policy requests from the City of Plymouth
Commission, the citizens of Plymouth, and the media.
Managed the renovation of the police facilities to the extent that budget permitted.
Began several initiatives to upgrade critical police equipment, departmental policy, and
enforcement strategies to the extent that city commission and union restrictions allowed.
Michigan State Police (MSP) East Lansing, Michigan – 1973-1999
Inspector, Assistant Sixth District Commander (1996-99)
Operational responsibility over eight state police posts with 250 sworn and civilian staff
in the western portion of Michigan’s lower peninsula.
Directed MSP efforts at critical incidents (hostage situations, natural disasters, etc.).
Trained as a Public Information Officer and handled numerous significant media issues
for the District.
Audited post operations and conducted internal investigations on behalf of the
Department.
F/Lieutenant, Flat Rock Post Commander (1985-96)
Commanded a Detroit metropolitan area MSP expressway post comprising over 60 sworn
and civilian staff. The Flat Rock Post was one of only three of 60 MSP posts dedicated

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to highway patrol functions. Drunk driving enforcement, speed enforcement, and other
high-risk driver violations formed the core of the post’s enforcement responsibilities.
The Flat Rock Post won the Michigan Mother’s Against Drunk Driving annual award for
enforcement excellence for four consecutive years. Over the eleven year tenure as Flat
Rock Post Commander the post averaged over 1000 drunken driving arrests per year.
Responsible for managing critical incidents on the expressway, hostage situations as
requested by local police, VIP motorcades and investigations of other police agencies as
assigned by county prosecutors and the Michigan Attorney General’s office.
F/Lieutenant, Sandusky Post Commander (1983-85):
Commanded a rural MSP post in the eastern thumb area of Michigan comprised of 15
sworn and civilian staff.
Basic responsibilities similar to Flat Rock Post Commander with greater emphasis on
responding to criminal calls for service.
Sergeant & Lieutenant, Traffic Services Division (1978-83)
Responsible for oversight of all HQ directed alcohol, selective enforcement, and speed
related projects.
Wrote and administered over $2 million in federal traffic safety grants
Authored the Michigan State Police Traffic RADAR Training curriculum. This training
ultimately served as the basis for the NHTSA national curriculum.
MSP Director's representative on Michigan's legislative Drunk Driving Task Force.
Served legislature as a primary technical resource in revising Michigan's OUIL laws to
include Per Se and Pre-arrest Breath Testing provisions. Developed the Michigan Prearrest Breath Testing equipment training course.
Trooper, Erie & Lansing Posts (1973-78)
Duties included general patrol with special emphasis on traffic enforcement.
Key Accomplishments:
1990-2000 Responsible for conducting several resource allocation studies for the
Department to determine appropriate Trooper staffing levels for over 60 state police
posts.
1993 Recipient of the Michigan State Safety Commission Traffic Safety Award for
Outstanding Long Term Contributions to Traffic Safety.

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1989-94 Over a five-year period, chaired and co-chaired Monroe County, Wayne County
and Huron Valley AAA Michigan/OHSP Traffic Safety Committees.
1979-80 One-year IPA assignment with the National Highway Traffic Safety
Administration (NHTSA) in Washington, DC. Served as technical advisor on a variety of
police traffic services programs involving speed, alcohol and occupant restraint
enforcement.

EDUCATION
Michigan State University East Lansing, Michigan
Bachelor's Degree in Criminal Justice - 1973
Central Michigan University
Mt. Pleasant, Michigan
Masters Degree program in Public Administration
24 Credits completed
OTHER RELATED TRAINING
Certified as a AAA CarFit instructor-trainer.
Certified as a AAA Driver Improvement Program Instructor for Fleet, Mature Operator
and First Offender training.
Certified as a NHTSA/SAFE KIDS Child Passenger Safety Seat Technician.
Graduate of the Northwestern University Traffic Institute (NUTI) School of Police Staff
& Command, Evanston, Illinois. A ten-week intensive management training course with
emphasis on traffic safety issues. Class standing: Number 1. Later accepted as an adjunct
faculty member at both NUTI and Eastern Michigan University Schools of Police Staff
and Command. Areas of expertise: Traffic Safety Management; Resource Allocation &
Work Scheduling.
Alcohol Preliminary Breath Test device instructor.
Horizontal Eye Gaze Nystagmus/drug recognition expert instructor.
RADAR & LASER speed device instructor.
Graduate of the Northwestern University Traffic Institute Advanced Accident
Investigation Training.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

AFFILIATIONS
Northwestern University Traffic Inst. Alumni Association
Michigan Association of Chief’s of Police

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Michael G. Campbell, Esquire
*Member of Bar of PA and NJ
Since 1988
EXPERIENCE
M. DAVIS AND COMPANY, INC., MARCH 2000 TO PRESENT,
PROJECT DIRECTOR: Direct the handling of project issues and interact with all
levels in the organization. Responsible for all client contact.
Manage Multi-million dollar contract with the U. S. Department of Transportation,
Bureau of Transportation Statistics conducting nationwide monthly Random Digit
Dialing Omnibus Household Survey of 1,000 respondents asking about transportation
usage and opinions. Coordinate all phases of project from Planning and Pre-testing
through Fielding and Report-Writing. Chair weekly teleconference with government
personnel for progress updates. Also, manage U.S. Department of Housing and Urban
Development Fair Market Rent Random Digit Dialing survey to determine appropriate
subsidization levels for market areas across the United States.
Other Duties Include:
 Reviewing and modifying existing protocols; developing new operational
protocols and standards document (eg.,: lead time to complete specific tasks
before starting new tasks; standardization of procedures, checklist of specific
standardized tasks with an audit trail) to ensure timely, high quality and costeffective deliverables.
 Writing and editing proposal document sections for bids.
 Downloading proposal documents and information from the Internet.
 Coordinating proposal project details with outside professional partner team
members using telephone, fax machine and Internet e-mail.
 Devising Questionnaires: Writing and editing questions and potential responses
for mail and Internet surveys.
 Creating coding categories for open-ended questions and coding into computer
system.
 Tabulating data using survey system and the statistical package for the Social
Sciences (SPSS).
 Conducting data analysis and interpretation for projects.
 Creating data tables and charts for projects.
 Writing and editing sections of reports: Top-line and final reports for projects.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 Utilizing SPSS 9.0 on computer to format database, input data, maintain database,
tabulate data, analyze data, run appropriate statistical tests, cross tabulations and
prepare charts, graphs, tables.
 Using WordPerfect Office and Microsoft Office: Access, Excel, Word.
EDUCATION
TEMPLE UNIVERSITY SCHOOL OF LAW, JURIS DOCTOR
UNIVERSITY OF PENNSYLVANIA, THE ANNENBERG SCHOOL OF
COMMUNICATION, MASTER OF ARTS DEGREE IN COMMUNICATION
 Multiple Regression, scaling and path analysis methodological training for large
sample data.
 Content analysis methodological training.
 Analyzed Federal Communications Commission (FCC) Policy and Regulations
and First Amendment Caselaw in relation to traditional media (broadcast and
print) and new communications technology (satellite communication, highdefinition TV and cable TV).
 Conducted study in SPSS analyzing how political, social, economic and cultural
relationships among over 100 nations predicted importation patterns of
communications products (films) from six highly-industrialized nations.
Assimilated numerous data sources; formatted database; entered data; checked
data for outlying values; transformed data where appropriate; recoded data where
necessary; ran frequencies, summaries, central tendency tests; described
Univariate characteristics, Bivariate relationships; ran tests for linearity and
homogeneity of variance; ran statistics, tables, charts and graphs; and conducted
Multiple Regression analysis with a variance explained of .47 overall and .87 for
an individual country analysis. Wrote a final report accepted as a Master’s
Thesis.
 Conducted study in SPSS analyzing how increased cable TV penetration reduced
traditional network television station advertising revenues. Researched data
sources, formatted database, entered appropriate data, tabulated data, conducted
cross tabulations and statistical tests, analyzed the data and wrote a final report.
CREIGHTON UNIVERSITY, BACHELOR OF ARTS
MAJOR: Journalism/Mass Communications
MAJOR: Organizational Communications
 Used SPSS data system for statistical coursework and training.
 Conducted study of Doctors, Dentists and Lawyers and their opinions and beliefs
as to professionals being allowed to advertise their services. Devised mail
questionnaire, entered data, tabulated data, conducted analysis and wrote final
report.
 Coursework: Statistics I and Statistics II

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

RONALD CAMPBELL SENIOR CONSULTANT,
STRATEGIC PLANNING AND QUALITATIVE RESEARCH
Ron is a senior consultant/strategic planner for M. Davis and Company, Inc. In this role
he manages major engagements and undertakes analysis and report writing. He is also a
professional moderator and conducts focus groups and in-depth interviews. Ron has
expertise in strategic planning and media consulting. He also has specialized competency
in regard to multi-cultural populations inclusive of the development of targeted marketing
plans and executions. Long term clients of over a decade include: The Fannie Mae
Foundation and The Fannie Mae Corporation, as well as GSD&M.
Ron developed his skills over two and one-half decades at “blue chip” advertising
agencies, like Foote, Cone & Belding and Benton & Bowles, where his responsibilities
included accounts such as Proctor & Gamble, Richardson Vick, Schlitz Brewing Co. and
Sears.
As a Group Director at the Uniworld Group, one of the largest African-American owned
advertising companies in the nation, Ron lead the account teams in the development of
innovative ideas and new product roll-outs, for The Coors Brewing Company, The
Southland Corporation, and The Drackett Company.
Ron has provided his unique skills to The Chisholm-Mingo Group, another premier
African-American owned advertising company, where his responsibilities included the
integration of Media, Research and Account Planning, to develop insightful and effective
communications plans for The Chisholm Mingo Group clients. While at The ChisholmMingo Group Ron was involved in evaluating a General Motors Seat Belt Campaign
designed to motivate seat belt use.
As a result of Ron’s expert experience he is an exemplary strategic planner and developer
with extensive experience in media and the marketing communications process.
Ron holds a B.S. from New York University and an M.S. in Advertising from the
University of Illinois, at Champaign Urbana. He is a native New Yorker and a disciple of
Tai Chi Chuan, as well as an avid skin diver.
Ron is past president of the Ethnic Marketing Leadership Council, of the American
Marketing Association/NY.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

LOUISA ELFMAN

PROJECT COORDINATOR

Education
Drexel University
Philadelphia, PA
Bachelor of Science International Area Studies
Concentration: Marketing and Latin American Studies
Experience
March 2004 – Present
M. Davis & Company
Philadelphia, PA
Project Coordinator/Database Manager/Data Analyst
Responsible for assembling background research in all phases of assigned projects.
Assists Senior Project director and Project Director in running all aspects of a project.
Assists Sales Director in coordinating meeting, lunch and/or dinner presentations, and
other arrangements, as needed. Responsible for coordinating the working CATI
production to be used during the project fielding. Collaborates with computer
programmers to develop surveys for fielding. Coordinates with sub-contractors and inhouse staff during all phases of project. Monitors Call Center operations, to ensure all
phases of project are running optimally.
June 2003 – March 2004 M. Davis & Company
Philadelphia, PA
Market Research Assistant
Responsible for undertaking research to support projects. Helps members of the call
center team with computer and survey questions. Assists call center supervisor and other
members of management team with the administrative duties of market research projects,
as assigned.
June 2003-Present
Private Consultant
Philadelphia, PA
Research/Business Consulting/Administrative/Bookkeeping
Assisted businesses and people with daily transactions and report writing. Taught
computer basics to people of various ages. Bookkeeping for restaurants and product
related businesses. Responsible for finding information on the internet, telephone, and
library to improve product placement, marketing, and customer service.
June 1997 – June 2001

The Meyers Group

Philadelphia, PA

Research Administrator
Supervised research operations and general office administration for information services
firm, consisting of an inbound/outbound call center, data processing unit, and data quality
unit for the Delaware Valley and Northern New Jersey regions. Participated in primary
research activities through daily interaction with clients and industry sources to ensure
consistent quality metrics and standards are met in a deadline-driven production

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

environment. Utilized proprietary database and management tools to create specific
reports for internal and external clients, primarily on a weekly and monthly basis.
Assisted research manager in administration of decentralized field personnel, forecasting
staffing needs to meet monthly production deadlines, coordinating training and support of
existing staff, and new hire orientation.
Computer Skills:
Proficient in the use of Macintosh and IBM computer systems.
Software Proficiency: Windows NT Server, Fox Pro, Microsoft Windows 2000,
Microsoft Office 2000, WordPerfect Office, Database (Various packages), Pascal, Basic,
Lotus, Excel, Filemaker, Access 2000 PageMaker, Quick Books, Claris Cad, Access,
Mystat, Veritas, Microsoft Outlook, Wincati, Ci3, Sensus, etc.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

MONICA WORTH
RESUME OF EXPERIENCE:
TRANSPORTATION

PROFESSIONAL HISTORY
PRESIDENT, WORTH ASSOCIATES, INC. September 1987 to Present, Sperryville,

Virginia. Provide public affairs, marketing, Washington representation, and
organizational development services to national and international clients, including the
U.S. federal government. Transportation is Worth Associates’ primary client sector.
Recent Duties:
Manage communications support to U.S. Federal Highway Administration (FHWA)

Highways for L.I.F.E. program, including supervision of tasks such as identification,
research, writing, editing, and production of “success stories” illustrating innovation in
highway delivery at the State DOT level (includes Section 508 compliance services).
Manage communications support to FHWA Office of Asset Management on

Transportation Curriculum Coordination Council (TCCC), Accelerated Construction
Technology Transfer (ACTT), and Transportation Asset Management programs,
including oversight of tasks such as development of a five-year business plan,
communications plan and website (TCCC); research, writing, editing, and production of
workshop and annual reports (ACTT); and research, writing, editing, and production of
State DOT case histories (TAM) – including Section 508 compliance services on all.
Supervise communications support to FHWA Office of International Programs on print

material (including Section 508 compliance services).
Managed development of comprehensive communications audit, subsequent

communications plan, individual marketing plans to accelerate adoption of innovative
technologies and all resulting products and services for American Association of State
Highway and Transportation Officials (AASHTO)/FHWA Technology Implementation
Group (AASHTO TIG).
Provide communications counsel to coalition of U.S. Federal Highway Administration,

AASHTO and leading transportation industry construction groups; produce all

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

marketing material including brochures, videos, and reports, provide website content and
oversee website design, provide all industry and mainstream press relations, assist with
conference planning and thematic development, create and produce collateral material
in support of organization’s programmatic aims, provide annual communications plan.
Recent Achievements:
Worth led a subcontracting team for LGB & Associates, Inc. that was credited with

providing, within 6 months, 40% of the basis for the firm’s selection as USDOT’s 2005
Prime Contractor of the Year.
Worth is the recipient of a 2006 Federal Highway Administration “Partnership in

Excellence Award” from Acting Administrator, J. Richard Capka.

December 1990 to August 1992, The Funding
Center, Alexandria, Virginia. Directed client relations activity for international fund
raising consulting group. Analyzed needs and designed service packages for small
community groups to major multilateral agencies (budgets of $300,000 to $100+
million). Instituted and managed quality assurance program.
DIRECTOR OF CLIENT RELATIONS

PUBLIC AFFAIRS/FUND RAISING CONSULTANT August 1987 to December 1990,

Washington, D.C. Provided public affairs and fund raising counsel to regional and
national not-for-profit organizations, with emphasis on comprehensive resource
development. Consultant to association management and public relations firms. Taught
organizational development workshops and board seminars. Edited guidebook to U.S.
trade system for council of Pacific governments. Coordinated corporate fund raising for
$300,000 annual gala for Spina Bifida Association of America. Managed fund raising
for religious life center at The George Washington University, including direct mail,
events, and major gifts.
DEVELOPMENT COORDINATOR/EAST COAST July 1985 to July 1987, The American

Film Institute, Washington, D.C. Coordinated East Coast fund raising for $12 million
national arts organization. Coordinated top two Washington support groups, including
council of 15 leading corporations. Conducted special project fund raising. Managed
35 special events in one year (corporate/congressional receptions, major celebrity
galas). Managed individual and corporate major gift development. Provided
diplomatic, Congressional, and celebrity liaison.
PUBLIC AFFAIRS/DEVELOPMENT CONSULTANT November 1982 to August 1984,

Auckland, New Zealand. Served clients ranging from tourist attractions to investment
banking group. Provided pro bono fund raising counsel to N.Z. national symphony.
Raised start-up funds for PBS documentary on aboriginal art (in conjunction with
Metropolitan Museum of Art tour). Performed industry relations services for venture
capital group on $60+ million film production agreement. Wrote copy for major
airline’s Pacific market campaign (largest advertising account in New Zealand).

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

PROFESSIONAL AFFILIATIONS
Worth chairs the Ad Hoc Roadway Public Affairs Committee (AHRPAC), a group of communications
directors from major transportation associations and Congressional committees. AHRPAC seeks to improve
outreach to the public regarding transportation needs and expectations in order to increase investment in
infrastructure. AHRPAC members include senior communications staff from AAA, AASHTO, the
Associated General Contractors, the American Highway Users Alliance, the National Stone, Sand and
Gravel Association and the U.S. House of Representatives Transportation and Infrastructure Subcommittee.
Member, IABC and PRSA.

PERSONAL
Age 50. U.S. Citizen.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Flavio Masson
Experience
10012, LLC, New York, NY
Creative Director, Founding Partner
2003 - Present
Interactive and traditional accounts. Key Clients: AARP, Bravo TV, Comcast, The
Golf Channel, HBO, IDT/Tuyo, KNBC and Showtime.
Lumina Americas, Inc., New York, NY
Senior Art Director
2001-2003
Interactive and traditional accounts. Key Clients: Bustelo Coffee, JPMorgan
Chase, KMart, Kraft Foods and Nike
Small World Media, Inc., New York, NY
Senior Graphic Designer & Producer
1998-2001
Head of a group of designers, production artists and interns. Assisted in
managing the production & localization of large scale websites for the U.S., Latin
American & Asian Markets; led the creation of online & off line ad campaigns.
Novas Imagens, São Paulo, Brazil
Graphic Designer
1995-1998
Education
School of Visual Arts, New York NY
Escola Superior de Propaganda e Marketing, São Paulo, Brazil
Marketing and Advertising
Languages
Fluent in Portuguese, Spanish and German.
Awards
ADDYs
"Voices of Civil Rights" Project

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Client: AARP
Mature Media Awards
"Voices of Civil Rights" Project
Client: AARP
Webby Awards
"Voices of Civil Rights" Project
client: AARP
PR Week
Voices of Civil Rights Project
Targeted Audience Award Finalist/Multicultural Marketing Campaign of the Year
Client: AARP
Media Relations HQ
Voices of Civil Rights Project
Bulldog Award and Bronze Award: Public Service/Public Education
Client: AARP
Society of National Association Publications
Excel Competition/Gold Award
"Voices of Civil Rights" Project
client: AARP
APEX
Award of Excellence
"Voices of Civil Rights" Project
client: AARP
NABJ
Finalist – Salute to Excellence / New Media – Best Online Project
"Voices of Civil Rights" Project
client: AARP
Cine Golden Eagle 2005
Original soundtrack for "Dorothy Height: A Woman of Excellence"
Client: AARP
Communicator Award 2007
Original Soundtrack for "The Lure of Money: Save it, Invest it, Protect it"
Client: AARP
Latino Marketing Awards
Interactive Marketing, Best Campaign
Client: Kraft Foods

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

CHARLOTTE GRIEVE

HDR DECISION ECONOMICS INC.

EXPERIENCE SUMMARY
Charlotte Grieve specializes in applied statistics. Through her academic
excellence, she has acquired an advanced knowledge of statistical theory, while
her work experience has enabled her to develop strong analytical skills in survey
design and analysis, regression modeling, time series analysis, and multivariate
statistics. Additionally, Charlotte has developed sound programming skills in
SAS, SPSS and S-Plus. Her diverse knowledge of statistics in combination with
her programming abilities provides the necessary foundation to successfully
apply statistics to a variety of projects.
PROFESSIONAL QUALIFICATIONS
 M.Math, Statistics, University of Waterloo, Waterloo, Ontario, Canada (2006)
 B.Sc. (Honours), Mathematics and Statistics, McMaster University, Hamilton,
Ontario, Canada (2005)
SELECTED PROJECTS
For MBIA Insurance Corporation, conducted an independent risk analysis of
traffic, revenue and financial forecasts for a series of 4 toll roads in central
Mexico in support of the firm’s due diligence process for a debt refinancing
transaction. Uncertainty inherent in key forecast parameters was assessed
probabilistically and a model with a risk analysis simulation overlay was
developed to forecast toll road traffic and revenues. The risk-adjusted revenue
forecast was then linked into the Concessionaire’s financial model to evaluate the
probability outcomes of financial variables such as debt service coverage ratio
and claims on senior debt.
For the New York City Department of Sanitation (DSNY), provided statistical
support for the development of a sample survey conducted to assess the efficacy of
a pilot program that placed recycling receptacles in selected city parks and ferry
terminals. The pilot was initiated to gauge the cost effectiveness of this method of
recycling, measured as the net yield of recyclables as a percentage of total material
deposited. Developed a stratified sampling scheme, and conducted statistical
analysis of survey results to estimate the average percentage of contamination in
Paper and Metal, Glass and Plastic (MGP) recycling receptacles. The results of
this survey will be used as a decision making tool by DSNY in determining whether
and how the pilot recycling program will be expanded.
For the Marine Trades Association of New Jersey, assisted in the sample survey
design and sample size determination for a survey of New Jersey boat owners
conducted to assess their boating activities and boating related expenditures to
estimate the total amount of recreational boating related expenditures in New
Jersey. The survey is an integral part of an Economic Impact Analysis to
Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

quantify the economic contribution the recreational boating industry makes to
New Jersey’s economy. Estimation, analysis and preparation of the survey
results are future responsibilities.
For Environment Canada, utilized academic research papers as guidance to
develop a recipe to assess the accuracy of self-reported facility pollutant
emissions data collected and maintained in the National Pollutant Release
Inventory.
For HDR, provided statistical support for the development of a strategic planning
model to be used in support of the HDR 2012 strategic planning process.
Developed a database for analysis using historical HDR financial data and U.S.
Economic growth factor data. Built linear regression models to assess the
relationship between HDR’s financial performance over time and internal and
external factors of interest. Model results were used to forecast HDR’s financial
performance through 2012 in the face of varying economic scenarios.
For HDR, assisted in the development of a logistic regression model for the
Bureau of Indian Affairs to forecast the likelihood of a severe drought occurring in
the Flathead Lake Basin. This was in support of the development of a drought
management plan for the operation of the Kerr Hydroelectric Project on Flathead
Lake, Montana. Key responsibilities were the development of the modeling
database and conducting a preliminary data analysis to identify potential
modeling variables.
For Hamilton Health Science’s Ontario CritiCall Program, conducted collaborative
research with critical care physicians to establish patient transfer trends and
report on critical care resource availability in Ontario. Presented findings at the
2005 American Thoracic Society conference. Used cluster analysis and
regression modeling techniques to evaluate the effectiveness of the Ontario
CritiCall Program as an emergency referral service for physicians in Ontario
hospitals.
For the United Nations Environment Programme (UNEP) Global Environment
Monitoring System for Freshwater Quality and Assessment (GEMS/Water),
developed and implemented methodology to identify freshwater quality trends on
a per country basis. Using historical global water quality data archived by UNEP
GEMS/Water, conducted a time series analysis on key water quality parameters
(nutrients, organic contaminants, microbiological agents, etc.) to ascertain
temporal patterns of water quality in a given country, with a special interest in
African countries. Results were used to support UNEP GEMS/Water capacity
building initiatives in developing countries for the acquisition and management of
water quality information.
EMPLOYMENT HISTORY
 Statistician, HDR Decision Economics, November 2006 - Present

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 Teaching Assistant, University of Waterloo, Department of Statistics and
Actuarial Science, September 2005-August 2006
 Data Analyst, Hamilton Health Sciences (Ontario CritiCall Program), May
2004-December 2004
 Data Analyst, Environment Canada (United Nations Environment Programme
(UNEP) Global Environment Monitoring System for Freshwater Quality and
Assessment), January 2003-August 2003
 Teaching Assistant, McMaster University, Department of Mathematics and
Statistics, December 2001-December 2003

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

MAY RAAD-YOUNG

HDR DECISION ECONOMICS INC.

EXPERIENCE SUMMARY
Ms. Raad-Young holds an M.SC in Mathematics, and has over eighteen years of
experience in statistical and marketing fields. May has proven ability and
experience at synthesizing the central problem from an overall business issue.
Extensive managerial and organizational skills combined with hiring, managing
and coaching a team of professionals allow May to manage complex projects to
ensure timely delivery. A strong understanding of marketing principles both
strategic and tactical planning, market research, and business case analysis
provides May with the versatility to tackle the challenges facing businesses and
agencies. May has advanced analytical and planning skills, advanced knowledge
of statistical theory and modelling, market research and problem solving
techniques. She has eighteen years of experience using SAS (Statistical
Analysis Software, Base SAS, SAS STAT, SAS ETS, SAS IML) on her many and
varied statistical projects and surveys. Prior to joining HDR Decision Economics
Inc., May gained a thorough knowledge of the telecommunications industry, with
ten years experience with Bell Canada and Stentor Resource Centre Inc.
HDR Decision Economics
May 2007 – June 2007
MBIA Mexico Toll Project
For MBIA Insurance Corporation, May and her team conducted an independent
analysis of traffic forecast models for four toll roads located Mexico in support of
the firm’s due diligence process for a debt refinancing transaction. These
regression models would provide a measure of uncertainty related to forecast
parameters. Uncertainty inherent in key forecast parameters was assessed
probabilistically and a model with a risk analysis simulation overlay was
developed to forecast toll road traffic and revenues. The risk-adjusted revenue
forecast was then linked into the Concessionaire’s financial model to evaluate the
probability outcomes of financial variables such as debt service coverage ratio
and claims on senior debt.
Roles and Responsibilities:
 Defining tasks, deliverables
 Project management and development of regression models
 Providing advice and recommendations as to which models were the most
suitable for purpose at hand
 Planning, directing, controlling the activities of team within scheduled
times and budget parameters
 Reporting on progress of project on a predetermined schedule
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems; documentation of project and results.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 Supervising the testing of various regression models in order to the find
model with the best fit and whose price and GDP elasticities landed in the
range of economic theory
HDR Decision Economics
Accenture Resource Allocation Model

April 2007 – May 2007

For Accenture, May provided support in Accenture’s task of building a resource
allocation model for the US Customs and Border Protection Agency. May
provided statistical analysis insight and support to synthesize and analyse clientprovided data. She assisted Accenture personnel in developing the model,
primarily by providing assistance with algorithms, statistical analysis, and
application of best practices. The client was challenged with selecting the best
regression variables to use from a list of dozens. May suggested an approach as
part of a preliminary data analysis phase that quickly sifted through the large set
to find the optimal for modelling. The client was pleased with the approach and
accepted it as valid for the project at hand. Through her analysis and evaluation,
May was able to show that problems with the data and data collection method
prevented the creation of models whose parameters could be used in a resource
allocation method. She documented her results in a whitepaper with
recommendations as how future data collection should be implemented and what
types of regression models could be used to support the client’s needs.
Roles and Responsibilities:
 Provide statistical consultation
 Develop and validate various regression techniques
 Participate in client meetings to discuss best practices in statistical
analyses
 Document and present results
HDR Decision Economics
Service Canada Proof of Concept

February 2007 – March 2007

HDR has been retained by Accenture to develop and test within a proof of
concept framework statistical risk models for Service Canada’s Employment
Insurance (EI) program. Service Canada must ensure that programs are
delivered in accordance with legislation and policy to assure that the right person
receives the right service or benefit at the right time and for the intended
purpose. The Enterprise-wide Risk Management Framework identifies the risks
to the integrity of programs and the mitigations in place to effectively control
those risks. Service Canada’s accountability is supported by reporting to
Parliament and Citizens on the integrity of programs and the effectiveness of risk
management strategies as required under the Management Accountability
Framework. May and her team provided professional services for developmental
expertise, implementation of predictive risk model methodology and validation,
knowledge transfer and strategic advice on new risk management approaches to

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

the Employment Insurance (EI) program. The client had originally set a project
timeline of 6 months. Due to budget and time considerations, the project was
scaled back to 8 weeks. May and her team met their commitments and
deliverables despite the reduction of time. Based on the model that May
developed, the top 30% at risk correctly captured 50% of know cases in
overpayment. In fact, the monetary value for those cases in top 30%,
represented 74% of all money owed to the federal government.
Roles and Responsibilities:
 Project management and implementation
 Briefing senior management
 Defining tasks, costs, deliverables
 Obtaining approval for recommended solutions
 Planning, directing, controlling the activities of project team within
scheduled times and cost parameters
 Monitoring the design and implementation against goals, objectives and
milestones
 Reporting on progress of project on a predetermined schedule
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems; documentation of project and results.
 Defining specifications for modeling database extractions
 Validating extracts with client’s ISIT group
 Sampling of modeling and validation datasets
 Performing a preliminary data analysis to identify potential modeling
variables
 Developing logistic regression equations
 Validating model predictions
 Optimizing risk criteria for highest return on investment
HDR Decision Economics
Public Space Recycling Pilot Project

February 2007 – Present

HDR has been retained by the Bureau of Waste Prevention, Reuse and
Recycling to design a survey that would measure the effectiveness of a Paper
and Metal, Glass, Plastic (MGP) recycling pilot program implemented in five
boroughs of New York City. The survey requires the counting and sorting of
material collected from 180 receptacles to conform to scientific methods of
sample estimation. Each week, HDR samples the bags according to a stratified
sample design such that estimates as to the total weight collected, percent
contamination of recyclables and total weight of contamination can be estimated
for the pilot program. Based on the percent contamination, the Bureau can then
make recommendations as to the cost effectiveness of the program should it
expand to all public spaces in the city.
Roles and Responsibilities:
 Project management and implementation of survey design

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 Briefing senior management
 Defining tasks, costs, deliverables
 Sample survey design
 Sample size determination
 Estimation and analysis of results
 Sample collection form: development and design
 Design and implementation of data collection
methodologies
 Table stub design
 Preparation and presentation of results

and

processing

HDR Decision Economics
December 2006 – Present
Predictive Models for the Drought Management Plan for the Operation of
the Kerr Hydroelectric Project on Flathead Lake, Montana
HDR has been retained by the Bureau of Indian Affairs to develop an
Environmental Impact Statement and a drought management plan (DMP) for the
operation of the Kerr Hydroelectric Project on Flathead Lake, Montana. May is
providing a key component of the DMP with its development of a statistically
based algorithm that forecasts the chance of a severe drought based on
observed monthly environmental factors such as large-scale climatic regimes,
basin precipitation and stream flow. May is using logistic regression techniques
to associate observed environmental factors with severe drought incidence and
to produce an index between 0 and 1 that would indicate the chance of a severe
drought. Further analysis will identify the cut-off value of the index that would
correctly predict for a severe drought while keeping the incidence of false
positives to a minimum. Model performance is validated against latest observed
years not used in model development.
Roles and Responsibilities:
 Project management and implementation
 Briefing senior management
 Defining tasks, costs, deliverables
 Obtaining approval for recommended solutions
 Planning, directing, controlling the activities of project team within
scheduled times and cost parameters
 Reporting on progress of project on a predetermined schedule
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems; documentation of project and results.
 Sampling of modeling and validation datasets
 Performing a preliminary data analysis to identify potential modeling
variables
 Developing logistic regression equations
 Validating model predictions

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HDR Decision Economics
December 2006 – Present
Evaluation of the Effectiveness of the Policy Frameworks for Accessible
Transportation in Canada and the United States
Transport Canada has retained HDR to evaluate the impact of existing legislative
provisions and codes of practice, and to determine whether other measures are
needed to improve access to the federally regulated transportation system. The
results of this evaluation will be drawn on by the Department for future
discussions on a proposed National Disability Act. As such, an assessment of a
standards-based approach to barrier removal versus a performance-based
approach is sought in preparation for upcoming interdepartmental discussions. In
addition, HDR’s evaluation and study will subsequently allow the Department to
assess the effectiveness of the U.S. regulatory model and compare it to the
effectiveness of the Canadian regulatory/voluntary model. Advice to the
Department on whether the U.S. regulatory model could be successfully
implemented in the Canadian federal transportation network is also sought. The
study is to include a state-of-the-art review of methods of evaluating voluntary
versus mandatory regulatory models, formulation of an effectiveness and gap
analysis framework based on the state-of-the-art and application of the
effectiveness and gap analysis on the existing frameworks based on in-house
measurement tools.
Roles and Responsibilities:
 Review current Canadian (federal/provincial) and US accessibility
regulatory models
 Review existing evaluation methodologies
 Perform comparative analysis of US and Canadian regulatory frameworks
 Perform comparative analysis of Performance-based versus Standardsbased assessments
 Prepare and present proposed evaluation framework approaches
 Customize statistical/analytical framework to evaluate effectiveness of
current TC codes of practice
 Preparation and presentation of results
HDR Decision Economics
Recreational Boating Survey in New Jersey

November 2006 – Present

The Marine Trades Association of New Jersey retained HDR to conduct an
Economic Impact Analysis in an effort to quantify the economic contribution of
the recreational boating industry to New Jersey’s economy. Activities involve
development of a survey of boat owners on their boating activities and boating
related expenditures, estimation of total boating related expenditures in New
Jersey, and the use of the IMPLAN model to estimate the economic impact of
these expenditures. The impacts will be estimated in terms of output,
employment, income, and tax revenue in the local economy and in terms of
direct, indirect, and induced impacts.

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Roles and Responsibilities:
 Sample survey design
 Sample size determination
 Estimation and analysis of results
 Questionnaire development and design
 Design and implementation of data
methodologies
 Preparation and presentation of results

collection

and

processing

HDR Decision Economics
October 2006 – November 2006
Estimating Framework and Results Pertaining to Defense Logistics Agency
Transition Costs
For Accenture, May estimated slippage in contractor and user productivity related
to transitioning IS/IT teams responsible for the maintenance and development of
the Defense Logistics Agency’s (DLA) Business Modernization (BSM) effort. The
estimates of the transitional costs will be used by Accenture in their bid for the
contract renewal. As Accenture is currently the incumbent, the Defense Logistics
Agency would not need to bear the full cost of transition if the contract were
awarded to Accenture. May used non-linear estimation techniques to uncover
Accenture’s learning curve during its contract on the BSM. Any new team taking
over the project would require a ramp up time before it could perform at the same
level of efficiency as the incumbent. The rate of learning based on the Accenture
learning curve model at 9, 12 and 18 months earlier was used as starting points
for any new team to produce a range in the costs of productivity slippage. The
methodology used to produce final cost impacts was summarized using structure
and logic diagrams.
Roles and Responsibilities:
 Review and analyse client’s business problem
 Prepare and present proposed approaches
 Define information specifications required from client
 Meet with client stakeholders to understand client’s method of project
costing
 Develop statistical method to model ramp up time for new IS/IT team
 Document results
HDR Decision Economics
June 2006 – September 2006
Campus Transportation Plan: Stated Preference Survey and Model
For a large corporation based in the U.S.A, May designed a stated preference
(SP) survey and model that estimated market share and future demand for
various transportation mode choices within its campus. As the employer was still
in the exploratory phase of identifying the ideal transportation mode solution, it
did not want to present known mode brands to questionnaire respondents. A
generic approach was required so that selections were based on what the mode
provided in terms of trip length and comfort as opposed relying on the brand. A
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mathematical rule was developed that related the attributes of a mode to the
percentage of people who would choose to travel by that method. Once the
employer narrowed down its search for the best mode and had the mode’s travel
specifications, it would have an estimate of the % of people who would use that
mode based on the mathematical rule. With the availability of statistically sound
forecast demands per mode, the employer could then decide which mode would
make the most economical sense.
Roles and Responsibilities:
 Project management of SP model creation and implementation
 Briefing senior management
 Defining tasks, costs, deliverables
 Obtaining approval for recommended solutions
 Planning, directing, controlling the activities of project team within
scheduled times and cost parameters
 Monitoring the design, implementation and survey launch against goals,
objectives and milestones
 Reporting on progress of project on a weekly basis
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems; documentation of project and results.
 Designing SP questionnaire in order to collect population estimates from
which to gauge performance of SP model
 Designing SP survey sampling methodology, creating sample lists per
survey
 Designing optimal SP experimental design under constraint of only 8
choices per subject
 Developing programs to cleanse questionnaire response
 Analyzing and presenting survey results
 Estimating and validating transportation utilities by means of conditional
logit modeling
HDR Decision Economics
May 2006 - Present
Ontario Works Caseload Cost Savings through Enhanced CVP Risk Flags
for the Regional Municipality of Waterloo
For the Municipality of Waterloo, May is developing enhanced risk factor scores
which will optimize Waterloo’s Consolidated Verification Process Selection
Criteria. The scores will enable the Ontario Works program within the
municipality to identify cases most likely to be ineligible for benefits or in
overpayment. May’s knowledge and familiarity with the Service Delivery Model
Technology database has helped her identify program elements essential for
building a model with robust predictive abilities. She employs techniques of
preliminary data analysis to prepare and identify elements most likely to correlate
with ineligibility or overpayment. Inputs are tested and associated with either
ineligibility or overpayment using logistic regression techniques. Results are
always validated using an independent sample.
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Roles and Responsibilities:
 Project management and implementation
 Briefing senior management
 Defining tasks, costs, deliverables
 Obtaining approval for recommended solutions
 Planning, directing, controlling the activities of project team within
scheduled times and cost parameters
 Monitoring the design and implementation against goals, objectives and
milestones
 Reporting on progress of project on a predetermined schedule
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems; documentation of project and results.
 Defining specifications for monthly SDMT extractions
 Validating monthly extracts with client’s ISIT group
 Creating modeling analytical database
 Sampling of modeling and validation datasets
 Performing a preliminary data analysis to identify potential modeling
variables
 Developing logistic regression equations
 Validating model predictions
 Designing pilot test for enhanced CVP scores
 Optimizing risk criteria for highest return on investment
HDR Decision Economics
March 2006 – May 2006
Ontario Works Regional Municipality of Peel’s Optimization of the CVP
Selection Criteria and Caseload Review
Upon joining HDR Decision Economics, May completed an in-progress project
for the “Ontario Works Regional Municipality of Peel’s Optimization of the CVP
Selection Criteria and Caseload Review” project. Using models built by the HDR
Decision Economics, she updated the monthly scoring process for the Region of
Peel Ontario Works program. She provided the Municipality of Peel with technical
documentation on the Enhanced CVP risk ranking algorithm and built a process
for them so that the region can continue updating the risk scores on their own.
May presented results to Peel and summarized total savings to the municipality
due to the implementation of the Enhanced CVP Selection Criteria. Her work with
Peel exposed her to the details of the SDMT database and CVP review
methodology and case lifecycle.
Roles and Responsibilities:
 Project management and implementation
 Briefing senior management
 Defining tasks, costs, deliverables
 Obtaining approval for recommended solutions

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 Planning, directing, controlling the activities of project team within
scheduled times and cost parameters
 Monitoring the design and implementation against goals, objectives and
milestones
 Reporting on progress of project on a predetermined schedule
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems; documentation of project and results.
 Transferring monthly risk ranking process from SPSS to Excel in
preparation of delivery to client
 Documenting model development, results and implementation rules
 Training client’s ISIT prime to run monthly process
 Tracking performance of model against observed results
HDR Decision Economics
Transit Cooperative Research Program

March 2006 – May 2006

In support of the Transit Cooperative Research Program in the U.S.A, May built a
statistical model that can forecast ridership demand for complementary
paratransit services required by the Americans with Disabilities Act (ADA). The
model uses survey data provided by selected agencies currently complying with
service regulations. Through preliminary data analysis and regression
diagnostics, May found that a log-linear model best explained the relationship
between agency and population characteristics with variation in ridership
demand.
Roles and Responsibilities:
 Creating an analytical database from survey components
 Testing various regression models in order to the find model with the best
fit and whose price elasticities in the range of economic theory
 Presenting results of tests with recommendations to client
HDR Decision Economics
Anchorage Water and Wastewater Utility (AWWU)

March 2006 – April 2006

AWWU required a statistical analysis of the data collected under the single-family
residence test meter program. The purpose of the test meter program is to
determine the appropriate monthly flat rates for single-family residential
customers, based on the consumption patterns of households with test meters
installed.
The key objective of this analysis was to assess the
representativeness of the sample data to ensure accuracy in the extrapolation of
consumption to the population of single-family dwelling households. It was found
that the test meters groups reasonably represent the same population and that
there was no indication of bias in sample collection. However, the estimates
proposed were 10.6% lower and 41% higher than AWWU’s estimates for line
size of 0.63+0.75 and 1.0 inch respectively, after removing extreme outliers,

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evaluating the consistency of historical data and using improved extrapolation
methods.
Roles and Responsibilities:
 Reviewing statistical analysis of survey data and provided expertise as to
whether the analysis supported client’s objective
 Preparing analyses and recommendations within report format for client
 Meeting with client to discuss findings and recommendations
HDR Decision Economics
Toluca

March 2006 – April 2006

HDR Decision Economics was retained by MBIA to provide an independent
opinion with respect to the methodology utilized to determine the value of the
residual interest component of the refinancing of the existing Mexico-Toluca Toll
Road concession and debt. The outcome of this review was an assessment by
HDR as to the reasonableness of the approach used to estimate the residual
interest.
Roles and Responsibilities:
 Reviewing methodological approaches taken
 Evaluating and documenting implications of modeling results
HDR Decision Economics
Electronic Health Records

March 2006 – May 2006

HDR was retained by Accenture to assist in the ground-breaking initiative to
improve health care quality and reduce unnecessary costs by minimizing errors,
speeding diagnosis, and improving information sharing among providers in New
York’s neediest communities in the City of New York. The City sought an
appropriately qualified vendor to provide an electronic health record system to
approximately 800 primary care providers who serve the poorest and sickest
New Yorkers. The program will reduce disparities in the quality of care by making
available to safety net providers electronic health records that can interface with
each other, with existing electronic information systems, and with emerging
regional health information exchanges.
Roles and Responsibilities:
 Researching and reporting current epidemiological statistics on diabetes,
heart disease and Alzheimer’s disease by state, race, poverty level and age
within the United States
Bell Canada
January 2003 – February 2006
Associate Director, Small Medium Business Markets
As the team lead for the Customer Intelligence Analytics team, May provided
leadership and vision to team members. She championed and guided

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implementation of customer focused marketing for the Small and Medium
business market. May led a team of professional statisticians, market analysts
and programmer analysts. She was responsible and accountable for projects
related to customer focused marketing, customer vulnerability risk indices,
customer sales potential indices, customer segmentation, optimized contact
strategy and marketing research programs. Many of her projects related to
identifying which customers should or should not be targeted for various
programs. May and her team maintained a set of 30 different vulnerability, sales
potential, and identification models. Her team built the first statistically based
customer segmentation models for both the Small and Medium Business
markets. Her team provided training to marketing primes as how to incorporate
the segmentation into marketing plans. Assignment of segment categories and
analyses of customer movements from one segment to another was completely
done within May’s team. The viable segmentation scoring system allowed
marketing to develop strategic and tactical plans and operationalized service
queue rules for the call centers. All predictive models and segmentation scores
were updated on a scheduled basis and validation of models’ performance
provided to marketing.
Key Projects and Achievements:
SMB Retail Roll-out Plan - Proposed, developed and implemented process to
identify which Bell World Stores were ideal stores to introduce Bell business
products and services.
Regional New Product Introduction Plan - Proposed, developed and
implemented process to recommend regions most suitable for new product
introduction
List Potential Index – Proposed, developed, implementation and monitored
process to rank telemarketing campaign lists as to their potential to purchase per
product category
SMB Customer Needs Segmentation - Proposed, developed, implementation
and monitored process to assign each Bell customer into a segment based on
the needs and attitudes of those customers in the Small and Medium Business
Markets. This was Bell’s first business segmentation model based on statistical
modeling work.
New Business identification - Proposed, developed, implemented and monitored
process as how Bell can identify customers that are new to Bell.
Decision Maker Index – Proposed and specified process as how to identify which
Bell customers’ location housed the Business’ decision maker. May directed
developers as how to implement the process.
DM Campaign Management System – Reviewed current DM process, identified
gaps that prevented measurement of direct mail campaigns’ performance,
recommended, tested and implemented interim solution.
Customer Segmentation Training – Developed marketing plans that
demonstrated how marketing can use customer segmentation to implement
customer focused marketing.

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Home Based Business Identification - Proposed, developed, implemented and
monitored process as how to identify which Bell Business customer ran the
business out of a home office.
Bell SMB Customer Risk Identification System – Developed and implemented
business rules and approaches that would rank which of Bell’s customers were
most at risk in the era of voice over internet competitive services
Market Research Program Coordination – Prioritization, planning and budgeting
of market research and survey proposals across all marketing teams within SMB.
Bell Mobility Sales Potential Index – Built Bell Mobility’s first sales potential
model. Model ranked which Bell Customers were most likely to purchase
wireless service from Bell Mobility.
Web Site Builders Propensity Model – Built a model that would rank which
customers were most likely to build a web site. Team used external information
to help define identification rules.
High Speed Internet and Basic DSL Response Models – Proposed, developed,
implemented and monitored response models - This project market the first time
that response models based on telemarketing campaign results were built for the
SMB team.
Telemarketing (TM) Optimization Project – Audit of current TM process,
identification of gaps in the process, recommendations as how Bell can improve
the process to reduce costs and grow sales
High Value Customer Segmentation – Team implemented proof of concept to
validate if Bell can maintain and benefit from this type of segmentation developed
by an outside consulting firm. Tested impact of segmentation within call centre
environment to see if segmentation aided sales
Next Logical Product - Proposed, developed, implemented and monitored
process to identify what are the top 3 products to offer a customer in the
telemarketing channel.
Roles and Responsibilities:
 Project management of team and implementation of team’s projects
 Briefing senior management on progress of team and deliverables
 Defining tasks, costs, deliverables
 Obtaining approval for recommended solutions
 Planning, directing, controlling the activities of project team within
scheduled times and cost parameters
 Monitoring the design and implementation against goals, objectives and
milestones
 Reporting on progress of projects on a weekly basis
 Meeting with stakeholders to discuss and resolve problems
 Preparing plans, charts, tables and diagrams to assist in analyzing or
displaying problems
 Documenting projects and results
 Identifying and prioritizing modeling, segmentation and analytical activities
to drive strategic marketing goals and customer management planning
 Providing leadership and vision to team members
 Providing subject matter expertise on statistical and business matters
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 Developing and implementing analyses in support of customer focused
marketing
 Promoting team and results across marketing groups in Bell Canada
 Hiring and developing staff
Bell Canada
Associate Director, Segment Expansion Team

January 2001 – December 2002

In this role, May was expected to develop market plans or analyses to
recommend or support strategic objectives for markets of interest. May’s focus
on the team was to develop marketing plans for Bell’s entry into new markets.
She developed and finalized the 2002 Bell Nexxia Western Marketing Plan within
two months of joining the team. With the success of the Western Plan, May was
asked to co-author the 2002 and 2003 Bell Nexxia National Marketing Plans.
May was able to incorporate her analytical skills to create take-to-market plans
using her own primary analyses, market analysis and implementation
methodology. Her approach was later used by the team lead as a template for
future take-to-market plans.
Roles and Responsibilities:
 Developing market plans or analyses for markets of interest.
 Establishing/compiling Western and International customer database (
firmographics, revenues, products) to support market plan and offer
development, and market analysis and revenue forecasting
 Forecasting market size by business segment, line of product and geography.
 Providing guidance to team members on using marketing information system
files for the purpose of take to market activities
 Providing marketing support for sales persons
 Targeting new marketing opportunities for Western, International and general
Nexxia markets.
 Analyzing, developing and supporting Western and International offers in
conjunction with take to market activities.
Bell Canada/Stentor Resource Centre Inc.
Database Marketing Specialist

November 1995 - December 1998

May’s main role was to develop and implement predictive models and
segmentation for business markets. May’s recruitment into SRCI in 1995 was
timely as the telecommunication industry was undergoing transformation from
monopolistic environment to equal access. Companies such as Bell Canada,
AGT, BCTel and Manitoba Tel formed an alliance in 1992 to prepare for
competition. That alliance was the Stentor Resource Centre Incorporated. SRCI
realized that new marketing tools such as data mining, predictive modeling and
customer focused marketing were the key to maintaining revenue growth in the
era of competition. May’s achievements included building the first set of business
predictive models for SRCI and its owner companies, Bell Canada, AGT, BCTel,
Manitoba Tel, SaskTel, Maritime Tel and Newfoundland Tel. She was one of

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three designers of a modeling database that allowed the company to generate
models from conception to list generation from 4 months to 4 weeks. The
modeling database combined customer profiles from all provinces across
Canada into a model ready state. May and her team designed, built and tested
the database within a three month period. Prior to the termination of the alliance,
May ran a workshop for AGT and BCTel to transfer intellectual property on the
data mining and predictive modeling process. After the dissolution of SRCI in
1998, May was immediately hired into Bell Canada to continue in her role as
database marketing specialist. The database that she and her two colleagues
built is still being used to generate and build new models for Bell Canada. May
was prime modeler on the following projects:
 Toll-Free Vulnerability Index Model: Generation I
 Outbound Long Distance Vulnerability Index Model: Generation I
 Toll-free Vulnerability Index Model : Generation II
 Frame Relay Sales Potential Index Model
 Composite Vulnerability Index Model
 Advantage Optimum Contract Sales Potential Model
 Long Distance Contract Sales Potential Model
 Frame Relay Contract Sales Potential Model
 Calling Card Stimulation Model
Roles and Responsibilities:
 Investigating the aims of proposed modeling objectives or data collection and
processing activities through discussions with telecommunications clients or
subject matter personnel on precise modeling or survey objectives, related
constraints, considerations and concepts.
 Planning the methodological activities required in accordance with
approaches specified, taking account of implications of cost, timeliness and
quality of data outputs.
 Collaborating in interdisciplinary project teams assembled for the planning,
development and implementation of DBRM models or data collection and
processing procedures in order to ensure that their own activities are
completed within established target dates.
 Designing specifications for creation of a DBRM database that is suitable for
data mining, modeling and relationship marketing activities.
 Developing, programming and verifying specifications to meet customized
market/product/customer analyses
 Formulating, programming and verifying statistical models for utilization in
database relationship marketing (DBRM), survey, study or test applications.
 Initiating and conducting evaluation projects related to DBRM (as they pertain
to the telecommunications industry), sample surveys and administrative data.
 Solving programming challenges related to work with large data files.
 Testing and evaluating new technology and new data sources to meet needs
of DBRM models and of business ad hoc requests.
 Evaluating software packages for use in data mining, modeling or surveys.

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 Identify and solving problems of data quality through a review of specified
data collection and processing activities.
 Analyzing historical information related to a project for purpose of
documentation.
 Identifying and implementing specific activities which would benefit from new
methods and techniques.
 Uncovering reasons for data inconsistencies and advising subject matter
personnel of the problem and recommending solutions for correction.
 Initiating activities to ensure that deliverables meet time frames and that the
results are of highest quality.
 Independently managing assigned project tasks.
 Preparing project proposals that assess clients’ needs, project requirements
and deliverables.
 Training and coaching team recruits in the techniques of DBRM modeling as
they pertain to the telecommunications industry.
 Interviewing candidates for role of DBRM specialist.
 Advising marketing, content and analysis personnel on the presentation of
DBRM models, survey statistics, including quality measures, and the
statistical analysis of data and interpretation of results.
 Preparing technical notes and reports on the data quality aspects of, and
methodology employed in, the DBRM models, survey, studies or tests, and
the results obtained.
 Preparing and lecturing in seminars on results of DBRM models and data
analysis.
 Readily transferring statistical and programming knowledge to team
members.
 Organizing and managing a statistical and programming reference library for
team members.
 Communicating to team members the availability of statistical and
programming courses.
Statistics Canada
Sample Survey Methodologist

December 1987 - November 1995

May’s role was to investigate and develop statistical methodology to implement
sample survey collection, data analyses and statistical modeling. May began her
career in the federal government. Her achievements included analyses that
linked air borne pollution to urgent and emergent respiratory admissions in
Ontario hospitals. The success of that project led to further national funding to
apply research methods to data from all provinces in Canada. Her work on the
International Travel Survey led to the first report that documented the history,
methodology and nature of the survey reports. During her career at Statistics
Canada, May worked on the following projects:
 Annual Motor Carrier of Freight Survey Level III
 Passenger Bus Surveys

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 International Travel Survey
 Ontario Human Health and Acid Rain Project
 Canadian School Art Survey
 Data Analysis Resource Centre
 Federal Information Collection Group
Roles and Responsibilities:
 Investigating the aims of proposed modeling objectives or data collection and
processing activities through discussions with telecommunications clients or
subject matter personnel on precise modeling or survey objectives, related
constraints, considerations and concepts.
 Planning the methodological activities required in accordance with
approaches specified, taking account of implications of cost, timeliness and
quality of data outputs.
 Collaborating in interdisciplinary project teams assembled for the planning,
development and implementation of models or data collection and processing
procedures in order to ensure that their own activities are completed within
established target dates.
 Developing, programming and verifying specifications to meet customized
statistical analyses, and for the estimation of survey statistics.
 Formulating, programming and verifying statistical models for utilization in
survey, study or test applications.
 Developing, verifying and testing methods for data coding, editing and
imputation using generalized edit and imputation software.
 Initiating and conducting evaluation projects related to sample surveys and
administrative data.
 Solving programming challenges related to work with large data files.
 Evaluating software packages for use in modeling projects or surveys.
 Identifying and solving problems of data quality through a review of specified
data collection and processing activities.
 Analyzing historical information related to a project for purpose of
documentation.
 Identifying and implementing specific activities which would benefit from new
methods and techniques.
 Uncovering reasons for data inconsistencies and advising subject matter
personnel of the problem and recommend solutions for correction.
 Initiating activities to ensure that deliverables meet time frames and that the
results are of highest quality.
 Independently managing assigned project tasks.
 Coordinating with universities, Statistics Canada Personnel Division, and
managers in the methodology divisions the interviewing and hiring of statistics
co-operative students for work-term assignments.
 Preparing technical notes and reports on the data quality aspects of, and
methodology employed in, surveys, studies or tests, and the results obtained.
 Preparing and lecturing in seminars on results of data analysis.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 Readily transferring statistical and programming knowledge to team
members.
 Organizing and presenting information sessions to recruited co-operative
students at the beginning of their work term.
EDUCATION
 Dalhousie University, Master of Science in Mathematics, 1988
 Dalhousie University, Bachelor of Science in Mathematics, 1986

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

STÉPHANE GROS, PH.D.

HDR DECISION ECONOMICS INC.

EXPERIENCE SUMMARY
Dr. Stéphane Gros is an applied economist with diverse skills in research, data
analysis, econometrics and computer programming. Dr. Gros holds a graduate
degree in statistics and has used his quantitative skills in empirical studies in the
areas of transportation economics, urban economics, and public and private
finance. He has been involved in various research projects in the United States,
Canada and Europe.
PROFESSIONAL QUALIFICATIONS
Professional Associate, Economics & Finance, HDR Engineering
Ph.D., Economics, University of Delaware
M.Sc., Economics, University of Delaware
M.Sc., Applied Statistics, Université Lumière Lyon II, France
B.Sc., Econometrics, Université Lumière Lyon II, France
SELECTED PROJECTS
For the U.S. Army Corps of Engineers (USACE), helped conduct a
comprehensive market analysis and cost and schedule risk analysis for the
construction of a multi-billion-dollar 100-year hurricane protection system, in
the city of New Orleans (Louisiana). Led the development of the risk analysis
model.

For the New York Department of Environmental Protection (NYDEP),
participated, as lead risk modeler, in the assessment of a variety of capital
investment projects aimed at increasing the supply of water to New York City,
under the Water Dependability Program. Projects included the reactivation of
an abandoned water treatment plant in Yonkers, NY, interconnections with
the New Jersey water conveyance system, the construction of a major water
desalination facility on Staten Island, and the construction of a 76-mile
aqueduct for intakes in the Catskill/Delaware watersheds.

For the New York Department of Environmental Protection (NYDEP), led the
assessment of cost and schedule risks associated with the dewatering and
repair of the Delaware aqueduct, a major arterial in the New York City water
conveyance system.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

For the Community of Financial Services of America (CFSA), led a statistical
analysis of payday advance services customer data to estimate expected
service duration, and to assess its determinants. Failure-time analysis
techniques were applied to millions of customer records, collected from
service providers located across the country.

For the Washington State Department of Transportation (WSDOT), led the
development of a Cost-Benefit analysis model for assessing the construction
of SR-704 (a six-mile east-west link between I-5 and SR 7 in Pierce County,
Washington) and four other build alternatives, including transit service
expansion, addition of HOV lanes, and widening of existing roadways.

For the Columbia River Crossing (CRC) consortium, led the cost and schedule
assessment of sixteen improvement alternatives, along a portion of the I-5
corridor over the Columbia River, between Vancouver, Washington and
Portland, Oregon.

For the Washington State Department of Transportation and Federal Highway
Administration, developed an innovative approach and risk-based model for
assessing alternative construction sites and methods to be used in the SR
520 floating bridge replacement project.

For the Utah Department of Transportation (UDOT), led the development of a
risk analysis simulation model for assessing the cost and schedule of five
improvement alternatives (alignments) for State Route 108 (from West Haven
in Weber County to Syracuse in Davis County). Also helped facilitate the risk
analysis workshop conducted as part of the assessment.

For the Port of Seattle (POS), led the development of a simulation model used
in the assessment of cost and schedule risks associated with the construction
of a rental car facility at Seattle International Airport, in the City of SeaTac.

For the New York, New Jersey Port Authority (NYNJPA), developed a
methodology and helped develop a simulation model for assessing a variety
of “small projects” (projects under $250 million) included in the Port
Authority’s annual capital plan.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

For Texas Utilities (TXU), led the development of a risk analysis model for
assessing the cost and schedule associated with the rehabilitation and
conversion of five power plants.

For the Arizona Department of Transportation Aeronautic Division, helped
develop and implement a methodology for assessing the economic benefits
(and return on investment) of the division’s capital grant and loan programs.

For the New York Department of Environmental Protection (NYDEP), led the
development and estimation of a simulation model used in the assessment of
cost and schedule risks associated with the construction of a major ultraviolet
water treatment facility.

For the Montana Department of Transportation (MDT), led a major regional
economic development study aimed at assessing whether the Montana
portion of the Theodore Roosevelt Expressway corridor (a designated highpriority trade corridor between Canada and the Dakotas) should be expanded
from two to four lanes. The study included a survey of local stakeholders and
repeated outreach efforts in the impacted communities.

For the Dakota, Minnesota & Eastern Railroad (DM&E), led the assessment of
construction cost and schedule risks for the new build portion of a major rail
line investment project between Wyoming and Minnesota.

For the Federal Highway Administration (FHWA), Transportation Infrastructure
Finance and Innovation Act (TIFIA) Joint Program Office, developed a
revenue forecasting and financial simulation model to assess the financial
feasibility of an intermodal (car rental and passenger train) facility at Warwick
international airport, in Providence, Rhode Island.

For the Washington State Department of Transportation (WSDOT), developed
a simulation model for the assessment of cost and schedule risks associated
with the widening of Interstate 5 between Grand Mound and Maytown, under
WSDOT’s Cost Risk Assessment (CRA) program.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

For the South Placer Regional Transportation Authority, conducted a financial
feasibility study (including the estimation of risk adjusted toll revenue and of
construction, operating & maintenance costs) for the Placer Parkway, a
proposed 15-mile transportation corridor linking Sutter County and Placer
County, in Northern California.

For the Minnesota Department of Transportation (MNDOT), developed a
methodology and risk analysis model to estimate the costs and benefits
associated with the acceleration of highway projects, through design/build
contracts or other means. The model was demonstrated with data from the
ROC52 construction project, located west of Rochester, Minnesota.

For CSX Corporation, Virginia, conducted cost-benefit analysis for seven rail
improvement projects in the Richmond – Norfolk Corridor. Projects included
replacements of air operated switches, implementation of WYE tracks, and
various rail-road connections. Benefits to both CSX Corporation and the State
of Virginia (in the form of reduced passenger train delays, reduced highway
congestion, and reduced highway maintenance costs) were estimated.

For the Knik Arm Bridge and Toll Authority (KABATA), developed transaction
and revenue projections for a 2-mile toll bridge across Knik Arm, connecting
the Municipality of Anchorage and the Mat-Su Borough, in Alaska.

For the Wisconsin Department of Transportation (WisDOT), examined the
relationship between federal, state and local funding assistance and statewide transit ridership. Developed 20-year projections for transit ridership,
benefits, and costs.

For the Alaska Railroad Corporation, participated in risk analysis workshops
and developed cost and schedule risk analysis models for the Northern Rail
Extension project (an 80-mile rail extension south of Fairbanks).

For the Federal Transit Administration, Lower Manhattan Recovery Office
(LMRO), led the statistical modeling efforts for the assessment of budget and
event risks associated with the construction of the Fulton Street Transit
Center and the rehabilitation of the South Ferry Station.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 For Accenture and Lockheed Martin, developed and implemented a business
case model for Lockheed Martin’s technical proposal to the Department of
Homeland Security Customs and Border Protection, under a forthcoming
initiative aimed at strengthening the Southern and Northern borders (the
America’s Shield Initiative, or ASI).

 For the San Diego Association of Governments (SANDAG), helped design
and implement a survey-based assessment of the economic impacts of
border wait times in the San Diego - Baja California Border region. Economic
impacts were estimated for both personal trips and freight movements.

 For the Federal Highway Administration (FHWA), Transportation
Infrastructure Finance and Innovation Act (TIFIA) Joint Program Office,
developed risk-adjusted toll revenue projections for the LA-1 Leeville Bridge
project, in Louisiana.

 For MBIA Insurance Corporation, developed a traffic and toll-revenue risk
analysis forecasting model for the privatization of the Chicago Skyway,
Chicago Illinois (MBIA was the bond insurer for one of the bidding teams).
Also produced risk tables for the associated debt service coverage ratio and
other financial indicators.

 For the Federal Highway Administration (FHWA), Transportation
Infrastructure Finance and Innovation Act (TIFIA) Joint Program Office,
developed risk-adjusted revenue projections for the Miami Airport Rental Car
Facility. Reviewed and updated a financial model to help assess the feasibility
of the facility. Produced risk tables for the project life coverage ratio and the
annual TIFIA debt service coverage ratio.

For the Washington State DOT, participated in risk analysis workshops
organized under the Cost Estimate Validation Process (CEVP). Also helped
draft recommendations to improve the existing processes and tools.

 For the Columbus Ohio Transit Agency (COTA), reviewed and updated the
agency’s financial model and financial plan for the construction of a light rail
system through the northern section of Columbus, Ohio.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 For MBIA Insurance Corporation, developed a traffic and toll-revenue
forecasting model to help assess the coverage of revenue bonds issued by
the Dulles Greenway, a 14-mile privately owned toll-road located in Eastern
Loudoun County, Virginia.

 For Transport Canada, conducted a cost-benefit analysis for a major light rail
investment in the Richmond-Vancouver corridor (British Columbia).

 For the Colorado Department of Transportation (CDOT), helped estimate the
economic benefits associated with relocating a major rail route along the
Colorado Front Range (away from downtown Denver).

 For the National Business Association of Aviation (NBAA), developed a model
for estimating the economic impacts of DCA closure and Temporary Flight
Restrictions (TFR) in the aftermath of 9/11.

 For Accenture and the U.S. Department of Homeland Security, participated in
the development and implementation of a business case for Accenture’s
technical proposal to the Department of Homeland Security, under the USVISIT program (Releases 2B and higher).

 For the U.S. Department of Housing and Urban Development (HUD),
provided statistical and programming support for maintaining and updating
the Department’s Moving To Opportunity (MTO) research database.

 For the University of California in Los Angeles (UCLA), helped develop a
sampling plan and sample design for surveying households living in selected
Transit Oriented Development (TOD) neighborhoods in the San Francisco
and San Diego areas. Developed computer code (in SAS) to read, restructure and distribute survey data.

 For the Bureau of Transportation Statistics (BTS), U.S. Department of
Transportation, developed templates and computer code (in SAS) to analyze
data collected through the Omnibus Survey Program. Estimated frequencies
and standard errors, wrote survey documentation, and distributed survey
datasets and survey results (the survey was conducted on a monthly basis).

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 For L.A. Access, helped develop and estimate a series of econometric
models for predicting the demand for paratransit services in the Los Angeles
area.

 For the Federal Transit Administration (FTA), U.S. Department of
Transportation, participated in the development of a Geographic Information
System (GIS) - based decision support tool to help evaluate public
transportation projects across the United States.

 For the Wisconsin Department of Transportation (WISDOT), helped develop a
methodology for assessing the social and economic benefits of public
transportation in various sectors (including education, healthcare, and
tourism) in the State of Wisconsin.

 For MBIA Insurance Corporation, developed a risk-based toll-revenue
forecasting model to assess the financial consolidation of two major toll-road
agencies in Orange County, California.

 For the City of Vincennes, Indiana, developed a cost-benefit analysis model
to assess a multi-million dollar investment project aimed at relocating CSX
tracks to the east of the City.

 For the Federal Highway Administration (FHWA), provided recommendations
for updating assumptions in the Highway Economic Requirements System
(HERS) model; including value of time estimates for freight and travel time
reliability metrics.

 For the Canada - United States, Ontario - Michigan Transportation
Partnership, provided technical assistance on a number of economic issues,
including the economic assessment of various road-based investment
alternatives.

 For the City of Dayton, Ohio, developed a spreadsheet-based benefit-cost
analysis model to help evaluate transit improvement alternatives along the

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

“Heritage Trail.” The model estimates traditional public transportation benefits
(travel cost savings, low-cost mobility, etc.) as well as economic impacts
associated with increased visitor spending.

 For the City of Palmdale, California, conducted an economic risk analysis of
the tunneling costs, and overall construction costs, associated with building a
High Speed Rail system in California.

 For the Maricopa Association of Governments (MAG), Arizona, conducted a
benefit cost analysis and ranking of eighteen public transportation investment
projects in the greater Phoenix area.

 For the Federal Highway Administration (FHWA), Transportation
Infrastructure Finance and Innovation Act (TIFIA) Joint Program Office,
developed a risk analysis model to evaluate the financial feasibility of a major
toll road project in San Diego County, California (SR-125).

 For the Federal Highway Administration (FHWA), Office of Freight
Management, helped develop a methodology for estimating the benefits of
highway improvements to the freight sector, including the long-term impact of
highway performance on shippers’ logistic organization.

 For the Ohio Kentucky Indiana (OKI) Regional Council of Governments,
developed and implemented a methodology for evaluating major
transportation initiatives in the I-75 Corridor, including transit investments and
highway improvements (e.g., lane addition, HOV lane, peak period truck
restrictions).

 For the Federal Highway Administration (FHWA), participated in the
development of a methodology for assessing the economic development
impacts of highway investment projects in economically depressed areas.
Case studies included the evaluation of a highway bypass and improved
highway interchange in Imperial County, California.

 For the Federal Highway Administration (FHWA), Transportation
Infrastructure Finance and Innovation Act (TIFIA) Joint Program Office,

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

helped develop an econometric model for projecting future sales tax revenue
aimed at financing a major highway investment project in Reno, Nevada.

 For MBIA Insurance Corporation, developed a risk analysis model to evaluate
the financial feasibility of a major toll road project (part of the Central Texas
Turnpike) in the Austin metropolitan area. The model provided an assessment
of the risk profile of existing traffic and revenue projections, along with
projected debt service coverage ratios under alternative risk scenarios.

 For the Southwest Ohio Regional Transit Authority (SORTA), developed
ridership, fare-box revenue, and operating cost projections for MetroMoves, a
major bus improvement project in the Greater Cincinnati area.

 For Transport Canada, developed and implemented a risk analysis computer
model (TransDEC) for analyzing transit investments. The model allows for
the evaluation of investments in new transit capacity (new starts) and
modernization investments (such as tracks rehabilitation, improved signaling
or fleet replacement).

 For the Southeastern Pennsylvania Transportation Authority (SEPTA),
provided an econometric analysis of the demand for two ride-sharing
programs, the federally mandated ADA program and the Shared-Ride
Program (SRP), for the elderly. Demand projections were generated in a riskanalysis framework.

 For the Ohio Kentucky Indiana (OKI) Regional Council of Governments,
Southwest Ohio Regional Transit Authority (SORTA), and Transit Authority of
Northern Kentucky (TANK), developed a computer program to evaluate a
major bus expansion and light rail investment project. The program uses risk
analysis to estimate congestion relief benefits, affordable mobility benefits,
and economic development benefits associated with light rail.

 For the Ontario Ministry of Community and Social Services (MCSS),
performed multivariate data analysis to help develop an activity-based
approach to funding the costs incurred by delivery agents when administering
the financial and employment services provided under the Ontario Works
program.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 For Consulting and Audit Canada, reviewed and evaluated various
methodologies for assessing the impact of federal user fees on the
commercial shipping industry in Canada.

For the Southern California Association of Governments (SCAG), developed a
financial model to evaluate the feasibility of extending SR-91 High Occupancy
Toll (HOT) lanes from their present terminus, and of adding intermediate
access points.

For the Houston - Galveston Area Council (HGAC), conducted a cost-benefit
analysis for the Flex-Van Initiative, an innovative vanpool commuter services
program. The objective of the study was to develop threshold demand
estimates to ensure that van pool services can be efficiently provided in a
given geographic area.

For the Montana Department of Transportation (MDT), assessed the economic
feasibility of building a bypass connecting US 87 and US 191, northeast of the
Town of Lewistown, Montana. The benefits and costs of the project were
estimated with StratBENCOST.

For the Placer County Department of Public Works, California, reviewed the
Department of Public Works 2000-2001 Master Plan and helped reconcile
revenue estimates for the County Road Fund.

For Consulting and Audit Canada, developed taxonomy to help compare
marine charges levied in Canada and the United States. Estimated
comparative fees for a representative number of point-to-point movements
along alternative Canada versus U.S. oriented routes.

For the Agency for Motorway Construction and Operation, Poland, integrated
risk analysis components into a financial model developed by Deutsche Bank
AG London to evaluate the financial feasibility of a major toll road project (the
A2 motorway).

For the City of Palmdale, California, helped conduct a critical review of a
preliminary alignment choice made by consultants for the California High

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Speed Rail Commission. Reviewed the modeling procedures, ridership
forecasts, alignment costs, and environmental impacts within a risk analysis
framework.

For the Maricopa Association of Governments (MAG), Arizona, developed a
model to estimate the social benefits associated with future park-and-ride lots
along existing and planned freeway facilities throughout the County. The
ultimate goal of the model is to help select target areas and sites for the parkand-ride lots.

For the Arizona Department of Transportation (ADOT), developed a
spreadsheet model to conduct cash flow analysis. The model estimates yearend cash balances based on revenue projections, underway programs and
expected future program expenditures spread over a 5-year horizon.

For the Arizona Department of Transportation (ADOT), updated econometric
models and computer simulation programs to forecast revenues flowing into
the Arizona Highway User Revenue Fund and the Maricopa County Regional
Area Revenue Fund.

For the National Cooperative Highway Research Program (NCHRP), updated
a Risk Analysis model used in the evaluation of highway, rail, and airport
investment projects. Improved the user interface from a Fortran-based
program to a Visual Basic platform.

For the Federal Transit Administration (FTA), U.S. Department of
Transportation, developed an econometric model to test the impact of transit
on the magnitude of agglomeration economies in major U.S. metropolitan
statistical areas.

For Federal-Express (FedEx) and United Parcel Services (UPS), developed a
simulation model to evaluate the economic impact of granting coterminalization rights and Fifth-Freedom rights in the U.S.-Canada air cargo
bilateral agreement. The model uses commodity flow data and carrier cost
data to provide a quantitative estimate of the impact.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

For Transport Canada, Highway Policy Division, updated a model to evaluate
the economic and environmental impacts of nationwide highway investment
projects (totaling $17 billion worth of highway improvements).

For the Metropolitan Transit Authority of New-York City (NYMTA), updated
econometric models to forecast the demand for, and productivity of, AccessA-Ride paratransit services.

For the Federal Transit Administration (FTA), U.S. Department of
Transportation, developed a hedonic price model to measure the impact of
transit on commercial property value, in central business district for various
cities in the U.S.

For the University of Delaware, International Programs and Special Sessions,
created a record-keeping and reporting system for the financial transactions
associated with domestic and international study programs.

For the Ecole Supérieure d'Application du Génie, co-managed Computer
Aided Education Center; developed multimedia software and other computerbased education tools; exchanged information with other centers.

For Rhône-Poulenc Ltd., investigated various statistical techniques to help
summarize and analyze laboratory measurements (data reduction and
storage was performed in GRAMS/IR).

EMPLOYMENT HISTORY
Principal Economist, HDR Inc., March 2005 – Present
Principal Economist, HLB Decision Economics Inc., October 2003 – March
2005
Senior Economist, HLB Decision Economics Inc., March 1999 – October 2003
Economist, HLB Decision Economics Inc., November 1998 – February 1999
Research/Teaching Assistant, University of Delaware, Department of
Economics and Department of Mathematical Sciences, September 1994 –
December 1998
Programmer/Database Manager, University of Delaware, International
Programs and Special Sessions, summer 1996 and summer 1997

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Programmer/Assistant Manager, Ecole d’Application du Génie at Angers,
France (12-month military service in the Engineer Corps), September 1993 –
August 1994
Data Analyst, Rhône-Poulenc Ltd., France, three-month internship, summer 93
Teaching Assistant, Université Lumière Lyon II, Faculté de Sciences
Economiques et de Gestion, France, October 1992 – May 1993
Programmer/Database Manager, Caisse Régionale d'Assurance Maladie
Rhône-Alpes, France, two-month internship, summer 92

AFFILIATIONS
Phi Kappa Phi, the National Interdisciplinary Honor Society
Omicron Delta Epsilon, the International Economics Honor Society
American Economic Association

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Jeffrey S. Bagdade, P.E.
Vice President & Senior Transportation Engineer
Synopsis:
 Eight years of work experience throughout the United States and Canada.
 Experienced in road safety, traffic operations, traffic control devices, pedestrians, bicycles
and older drivers.
 Expert in road safety audits.
 Extensive experience in developing partnerships between public-sector agencies.
 Effective project manager for multi-disciplinary teams on complex projects with
constrained schedules.
 Comprehensive experience in developing safety related policies.
Main Qualifications:
 Registered Professional Engineer (Michigan, Wisconsin)
 Bachelor of Science, Civil Engineering, Michigan State University, 2000
 Master of Science, Civil Engineering, Michigan State University, 2002
 Master of Business Administration (in-progress), Wayne State University, expected 2008
Key Memberships and Appointments:
 Voting Council Member representing AAA, National Committee of Uniform Traffic Control
Devices
 Member, NCUTCD Signals Technical Committee
 Vice Chair, Transportation Safety Council of the Institute of Transportation Engineers
 Member, TRB Traffic Control Devices Committee
 Member, TRB Road Safety Audits Subcommittee
 Member, State Advisory Committee, Michigan MUTCD
 Member, GTSAC Intersection Safety Advisory Committee (Michigan)
 Member, GTSAC Pedestrian/Bicycle Safety Action Team (Michigan)
Awards
While managing the Road Improvement Demonstration Program for AAA, it was the recipient of
the following awards:
 2001 Southeast Michigan Council of Governments/Metropolitan Affairs Coalition Joint
Public Service Award for the best public/private partnership in Southeast Michigan
 2003 AAA National Recognition Award for the best Public Affairs project
 2004 Council of State Governments Associate Award for best public/private partnership
between a private organization and a state government
 2005 Michigan Governor’s Traffic Safety Advisory Committee Award for Outstanding
Contributions to Traffic Safety

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Transportation Engineering and Planning
Major Project Achievements:
AAA Michigan Road Improvement Demonstration Program
Project Manager and Engineer, 1999-2005.
Managed and coordinated all aspects of this innovative program both internally and externally for
AAA Michigan while employed as their traffic engineer. Tasks included developing public/private
partnerships identification of hazardous locations and directing road safety audits and reviews.
Examples include:
 Evergreen Road Corridor Study, Detroit, MI
 Seven Mile Road Corridor Study, Detroit, MI
 McNichols Road Corridor Study, Detroit, MI
 Warren and Cass, Warren and Anthony Wayne Intersection Safety Audits, Detroit, MI
 Michigan Street Corridor Study, Grand Rapids, MI
 Lake Michigan Dr. (M-45) and Collindale Intersection Safety Audit, Grand Rapids, MI
th
 24 Street Corridor In-Service Safety Audit, Port Huron, MI
AAA Wisconsin Road Improvement Demonstration Program
Project Manager, 2004-2005
Consultant Project Manager, 2006-Present
Tasks included program development, setting up public/private partnerships, stakeholder
consultation, identification of hazardous locations, directing and conducting road safety audits
and reviews and public information component. Examples include:
th
 South 27 Street (STH 241)Corridor Study, Milwaukee and Greenfield, WI
 Layton Blvd. (STH 57) and National (STH 59) Safety Audit, Milwaukee, WI
 STH 100 and Bluemound Road, Wauwatosa, WI
 Fish Hatchery Rd. and Greenway Cross Intersection Safety Audit, Madison, WI
 Park St and Regent Street Intersection Safety Audit, Madison, WI
AAA Road Improvement Demonstration Program Evaluation
Project Manager, 2001-2005
Provided oversight of several program evaluations which included the application of several
statistical methods including traditional before-and-after and Empirical Bayes. Tasks also
included participation in the dissemination of the results to government leaders, the engineering
community and the public.
City of Detroit/AAA Michigan Road Safety Partnership
Project Manager. 1999-2005.
Managed the long-term road safety partnership between the City of Detroit’s Traffic Engineering
Division and AAA Michigan. Conducted road safety audits at all stages of design (conceptual,
preliminary and detailed design) for City of Detroit corridor, intersection and interchange
improvement projects. Safety reviews were conducted at hundreds of the city’s intersections as
part of their annual road project development process. These reviews included a site visit, review
of the collision history, identification of collision causes, suggesting engineering countermeasures
(vehicular and pedestrian) and cost benefit analyses. Various citywide traffic safety engineering

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

initiatives were also evaluated to identify the safety and economic benefits. Some notable
projects are listed below:
o Livernois Road Design Stage Safety Audit for the conversion to a boulevard
o Warren & I-75 Interchange Safety Improvements
o Harper & Chalmers & Hayes Intersection Safety Improvements
o Traffic Signal Removal at low volume intersections
o Countdown Pedestrian Signal Conversion
Kettering School Zone and Major Crossing Review
Project Manager, 2006
Client: City of Kettering, Ohio
Opus was retained by the City of Kettering to review pedestrian facilities from a safety
perspective around all the City’s schools. The study included a review of Safe Routes to School,
designated school crossings and related signing and intersection control. This study focused on
the review of existing facilities, identifying deficiencies from the perspective of vulnerable road
users, and developing solution options.
Burlington Bypass Road Safety Audit
Project Manager, 2007
Client: Wisconsin Department of Transportation
Tasks included conducting a Road Safety Audit of the proposed Burlington Bypass (portions of
STH 11, STH 36 and STH 83) which is planned for Racine and Walworth Counties.
Seven
safety issues were been identified in this RSA. Suggestions for improvements were identified
and are described in an audit report to the WisDOT Project Manager.
FHWA Road Safety Audit Case Studies
Project Engineer, 2007
Client: Federal Highway Administration
To demonstrate the effectiveness of Road Safety Audits, the FHWA Office of Safety retained
Opus to organize and lead a series of ten RSA’s and three additional tribal RSA’s. The goal of
these case studies was to demonstrate the usefulness and effectiveness of RSA’s for a variety of
projects and project stages (design and in-service), and in a variety of agencies (state, county,
city, and Tribal) throughout the United States.
Detroit Pedestrian Safety Evaluation
Project Manager, 2007
Client: Michigan Department of Transportation
Opus was recently retained by the MDOT as part of a team with Wayne State University to
conduct an evaluation of pedestrian safety in the City of Detroit. This study will involve a detailed
analysis of the crash data to help pinpoint the specific issues related to pedestrian safety and
countermeasures.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

USRAP (Road Assessment Program)
Project Engineer, 2004-2005
Participated in the advisory committee for the AAA Foundation for Traffic Safety and helped plan
the pilots in Michigan and Iowa, Project Engineer, 2004-05.
Pedestrian and School Traffic Safety Studies with AAA Michigan
Project Engineer, 1999-2005
Conducted site evaluations of over 150 schools throughout Michigan which included analyses of
traffic flow, circulation, pedestrian facilities, walk routes, bus stops and site access. Project
Engineer, 1999-2005
Rural Road Safety Partnership between 3M and AAA Wisconsin
Project Engineer, 2005
Organized the partnership between the private organizations and the public agencies, which
conducted safety reviews of stop-controlled intersections and curves on low volume roads in
Polk, Rusk and St. Croix counties in Northern Wisconsin.
Michigan Senior Driver Showcase Corridor
Project Engineer, 2003-2004
Working closely with Michigan DOT and FHWA Michigan Division, developed a corridor which
included many of the recommendations from the FHWA Older Driver Handbook to determine
which items would be feasible for widespread implementation by MDOT, county and municipal
road agencies in Michigan.
Guest lecturer for traffic engineering graduate courses at Wayne State University and Marquette
University, 2002-Present.

Transportation Policy and Advocacy
Major Project Achievements:
Represent AAA on the National Committee on Uniform Traffic Control Devices, 2003-Present.
 Participated in the development of the following items related to traffic safety policy in
Michigan:
o Michigan Manual on Uniform Traffic Control Devices, 2002-Present
o Michigan Comprehensive Highway Safety Plan, 2004
o Michigan Intersection Safety Action Plan, 2002-2004
o Michigan Non-Motorized Safety Action Plan, 2005
o Michigan DOT policy on the use of Clearview Font on freeway guide signs, 2004
o Michigan DOT policy on the timing of traffic signal clearance intervals, 2001-2003
o Michigan DOT policy on the use of pedestrian countdown signals, 2003-2004
o Michigan Traffic Records System Improvement, 2001-2004
o Southeast Michigan Council of Governments policy on the use of automated
enforcement, 2000

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

 Assisted AAA in the development of the road safety engineering components of the Get
there America public awareness campaign for the US congressional transportation
reauthorization plan, 2001-2005.

Major Publications and Papers:
 Bagdade, J.; Bryson, R.; Quesnell, C.; Gibbs, M., (2006) Road Safety Audits: The
Milwaukee Experience, Compendium of Papers, Institute of Transportation Engineers
Annual Meeting, Milwaukee, Wisconsin, USA.
 Bagdade, J.; Lariviere, K.; Morena, D., (2006) Michigan’s Senior Driver Showcase
Corridor: Implementation of Low Cost Safety Improvements for Senior Drivers, ITE
Journal, January 2006, Institute of Transportation Engineers, Washington, DC, USA.
 Gibbs, M.; and Bagdade, J., (2004) In-Service Safety Audits: The AAA Michigan Road
Improvement Demonstration Program, Compendium of Papers, Institute of
Transportation Engineers Annual Meeting, Orlando, Florida, USA.
 Bagdade, J., (2004) Low Cost Intersection Improvements Reduce Crashes for Senior
Drivers, Compendium of Papers, Institute of Transportation Engineers Annual Meeting,
Orlando, Florida.
 Bagdade, J., (2004) AAA’s Road Improvement Program Make’s Intersections Safer,
Compendium of Papers, Institute of Transportation Engineers Technical Conference,
Irvine, California.
 Bagdade, J., (2004) AAA Expands Intersection Safety Program to Wisconsin, Urban
Transportation Monitor Vol. 18, No. 16, Lawley Publications, Burke, Virginia.
 Bagdade, J., (2003) AAA’s Road Improvement Program Makes Urban Intersections
Safer: Analysis of Five-Year Results Released, Urban Transportation Monitor Vol. 17,
No. 3, Lawley Publications, Burke, Virginia.
 Bagdade, J., (2002) AAA’s Road Improvement Demonstration Program Makes Urban
Intersections Safer, Michigan ITE Fall Edition, Institute of Transportation Engineers
Michigan Section.

Solicitation No. DTHN22-07-R-00056 M. Davis and Company, Inc. 8-27-07

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

SECTION K - REPRESENTATIONS, CERTIFICATIONS, AND OTHER
STATEMENTS OF OFFERORS
1. 52.204-7 - ANNUAL REPRESENTATIONS AND CERTIFICATIONS (JAN 2005).
(a) (1) If the clause at 52.204-7, Central Contractor Registration, is included in this solicitation, paragraph
(b) of this provision applies.
(2) If the clause at 52.204-7 is not included in this solicitation, and the offeror is currently registered in
CCR, and has completed the ORCA electronically, the offeror may choose to use paragraph (b) instead of
completing the corresponding individual representations and certifications in the solicitation. The offeror
shall indicate which option applies by checking one of the following boxes:
[ x ] (i) Paragraph (b) applies.
[ ] (ii) Paragraph (b) does not apply and the offeror has completed the individual representations
and certifications in the solicitation.
(b) The offeror has completed the annual representations and certifications electronically via the On-Line
Representations and Certifications Applications (ORCA) website at http://orca.bpn.gov. After reviewing the
ORCA database information, the offeror verifies by submission of the offer that the representations and
certifications currently posted electronically have been entered or updated within the last 12 months, are
current, accurate, complete, and applicable to this solicitation (including the business size standard applicable
to the NAICS code referenced for this solicitation), as of the date of this offer and are incorporated in this
offer by reference (see FAR 4.1201); except for the changes identified below [offeror to insert changes,
identifying change by clause number, title, date]. These amended representation(s) are also incorporated in
this offer and are current, accurate, and complete as of the date of this offer.
FAR CLAUSE

TITLE

DATE

CHANGE

Any changes provided by the offeror are applicable to this solicitation only, and do not result in an update to
the representations and certifications posted on ORCA.
(End of Provision)
2. 52.219-9 – SMALL BUSINESS SUBCONTRACTING PLAN (JAN 2002)
(a) This clause does not apply to small business concerns.

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(b) Definitions. As used in this clause-“Commercial item” means a product or service that satisfies the definition of commercial item in section 2.101 of
the Federal Acquisition Regulation.
“Commercial plan” means a subcontracting plan (including goals) that covers the offeror’s fiscal year and that
applies to the entire production of commercial items sold by either the entire company or a portion thereof (e.g.,
division, plant, or product line).
“Individual contract plan” means a subcontracting plan that covers the entire contract period (including option
periods), applies to a specific contract, and has goals that are based on the offeror’s planned subcontracting in
support of the specific contract except that indirect costs incurred for common or joint purposes may be
allocated on a prorated basis to the contract.
“Master plan” means a subcontracting plan that contains all the required elements of an individual contract plan,
except goals, and may be incorporated into individual contract plans, provided the master plan has been
approved.
“Subcontract” means any agreement (other than one involving an employer-employee relationship) entered into
by a Federal Government prime Contractor or subcontractor calling for supplies or services required for
performance of the contract or subcontract.
(c) The offeror, upon request by the Contracting Officer, shall submit and negotiate a subcontracting plan, where
applicable, that separately addresses subcontracting with small business concerns, veteran-owned small business,
service-disabled veteran-owned small business, HUBZone small business concerns, small disadvantaged business,
and with women-owned small business concerns. If the offeror is submitting an individual contract plan, the plan
must separately address subcontracting with small business, veteran-owned small business, service-disabled
veteran-owned small business, HUBZone small business, small disadvantaged business, and women-owned small
business concerns with a separate part for the basic contract and separate parts for each option (if any). The plan
shall be included in and made a part of the resultant contract. The subcontracting plan shall be negotiated within
the time specified by the Contracting Officer. Failure to submit and negotiate the subcontracting plan shall make
the offeror ineligible for award of a contract.
(d) The offeror’s subcontracting plan shall include the following:
(1) Goals, expressed in terms of percentages of total planned subcontracting dollars, for the use of small
business, veteran-owned small business, service-disabled veteran-owned small business, HUBZone small
business, small disadvantaged business, and women-owned small business concerns as subcontractors.
The offeror shall include all subcontracts that contribute to contract performance, and may include a
proportionate share of products and services that are normally allocated as indirect costs.
(2) A statement of -(i) Total dollars planned to be subcontracted for an individual contract plan; or the offeror’s total
projected sales, expressed in dollars, and the total value of projected subcontracts to support the
sales for a commercial plan;
(ii) Total dollars planned to be subcontracted to small business concerns;

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

(iii) Total dollars planned to be subcontracted to veteran-owned small business concerns;
(iv) Total dollars planned to be subcontracted to service-disabled veteran-owned small business;
(v) Total dollars planned to be subcontracted to HUBZone small business concerns;
(vi) Total dollars planned to be subcontracted to small disadvantaged business concerns; and
(vii) Total dollars planned to be subcontracted to women-owned small business concerns.
(3) A description of the principal types of supplies and services to be subcontracted, and an identification
of the types planned for subcontracting to -(i) Small business concerns,
(ii) Veteran-owned small business concerns;
(iii) Service-disabled veteran-owned small business concerns;
(iv) HUBZone small business concerns;
(v) Small disadvantaged business concerns, and
(vi) Women-owned small business concerns.
(4) A description of the method used to develop the subcontracting goals in paragraph (d) (1) of this
clause.
(5) A description of the method used to identify potential sources for solicitation purposes (e.g., existing
company source lists, the Procurement Marketing and Access Network (PRO-Net) of the Small Business
Administration (SBA), veterans service organizations, the National Minority Purchasing Council Vendor
Information Service, the Research and Information Division of the Minority Business Development
Agency in the Department of Commerce, or small, HUBZone, small disadvantaged, and women-owned
small business trade associations). A firm may rely on the information contained in PRO-Net as an
accurate representation of a concern’s size and ownership characteristics for the purposes of maintaining
a small, veteran-owned small, service-disabled veteran-owned small, HUBZone small, small
disadvantaged, and women-owned small business source list. Use of PRO-Net as its source list does not
relieve a firm of its responsibilities (e.g., outreach, assistance, counseling, or publicizing subcontracting
opportunities) in this clause.
(6) A statement as to whether or not the offeror included indirect costs in establishing subcontracting
goals, and a description of the method used to determine the proportionate share of indirect costs to be
incurred with -(i) Small business concerns;
(ii) Veteran-owned small business concerns;
(iii) Service-disabled veteran-owned small business concerns;
(iv) HUBZone small business concerns;
(v) Small disadvantaged business concerns; and
(vi) Women-owned small business concerns.

Solicitation No. DTHN22-07-R-00056

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(7) The name of the individual employed by the offeror who will administer the offeror’s subcontracting
program, and a description of the duties of the individual.
(8) A description of the efforts the offeror will make to assure that small business, veteran-owned small
business, service-disabled veteran-owned small business, HUBZone small business, small disadvantaged
business, and women-owned small business concerns have an equitable opportunity to compete for
subcontracts.
(9) Assurances that the offeror will include the clause of this contract entitled “Utilization of Small
Business Concerns” in all subcontracts that offer further subcontracting opportunities, and that the
offeror will require all subcontractors (except small business concerns) that receive subcontracts in excess
of $550,000 ($1,000,000 for construction of any public facility) to adopt a plan similar to the plan that
complies with the requirements of this clause.
(10) Assurances that the offeror will -(i) Cooperate in any studies or surveys as may be required;
(ii) Submit periodic reports so that the Government can determine the extent of compliance by the
offeror with the subcontracting plan;
(iii) Submit Standard Form (SF) 294, Subcontracting Report for Individual Contracts, and/or SF
295, Summary Subcontract Report, in accordance with the paragraph (j) of this clause. The
reports shall provide information on subcontract awards to small business concerns, veteranowned small business concerns, service-disabled veteran-owned small business concerns,
HUBZone small business concerns, small disadvantaged business concerns, women-owned small
business concerns, and Historically Black Colleges and Universities and Minority Institutions.
Reporting shall be in accordance with the instructions on the forms or as provided in agency
regulations.
(iv) Ensure that its subcontractors agree to submit SF 294 and 295.
(11) A description of the types of records that will be maintained concerning procedures that have been
adopted to comply with the requirements and goals in the plan, including establishing source lists; and a
description of the offeror’s efforts to locate small business, veteran-owned small business, servicedisabled veteran-owned small business, HUBZone small business, small disadvantaged business, and
women-owned small business concerns and award subcontracts to them. The records shall include at least
the following (on a plant-wide or company-wide basis, unless otherwise indicated):
(i) Source lists (e.g., PRO-Net), guides, and other data that identify small business, veteranowned small business, service-disabled veteran-owned small business, HUBZone small business,
small disadvantaged business, and women-owned small business concerns.
(ii) Organizations contacted in an attempt to locate sources that are small business, veteranowned small business, service-disabled veteran-owned small business, HUBZone small business,
small disadvantaged business, or women-owned small business concerns.
(iii) Records on each subcontract solicitation resulting in an award of more than $100,000,
indicating --

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

(A) Whether small business concerns were solicited and if not, why not;
(B) Whether veteran-owned small business concerns were solicited and, if not, why not;
(C) Whether service-disabled veteran-owned small business concerns were solicited and, if
not, why not;
(D) Whether HUBZone small business concerns were solicited and, if not, why not;
(E) Whether small disadvantaged business concerns were solicited and if not, why not;
(F) Whether women-owned small business concerns were solicited and if not, why not;
and
(G) If applicable, the reason award was not made to a small business concern.
(iv) Records of any outreach efforts to contact -(A) Trade associations;
(B) Business development organizations;
(C) Conferences and trade fairs to locate small, HUBZone small, small disadvantaged, and
women-owned small business sources; and
(D) Veterans service organizations.
(v) Records of internal guidance and encouragement provided to buyers through -(A) Workshops, seminars, training, etc., and
(B) Monitoring performance to evaluate compliance with the program’s requirements.
(vi) On a contract-by-contract basis, records to support award data submitted by the offeror to
the Government, including the name, address, and business size of each subcontractor.
Contractors having commercial plans need not comply with this requirement.
(e) In order to effectively implement this plan to the extent consistent with efficient contract performance, the
Contractor shall perform the following functions:
(1) Assist small business, veteran-owned small business, service-disabled veteran-owned small business,
HUBZone small business, small disadvantaged business, and women-owned small business concerns by
arranging solicitations, time for the preparation of bids, quantities, specifications, and delivery schedules
so as to facilitate the participation by such concerns. Where the Contractor’s lists of potential small
business, veteran-owned small business, service-disabled veteran-owned small business, HUBZone small
business, small disadvantaged business, and women-owned small business subcontractors are excessively
long, reasonable effort shall be made to give all such small business concerns an opportunity to compete
over a period of time.

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

(2) Provide adequate and timely consideration of the potentialities of small business, veteran-owned small
business, service-disabled veteran-owned small business, HUBZone small business, small disadvantaged
business, and women-owned small business concerns in all “make-or-buy” decisions.
(3) Counsel and discuss subcontracting opportunities with representatives of small business, veteranowned small business, service-disabled veteran-owned small business, HUBZone small business, small
disadvantaged business, and women-owned small business firms.
(4) Confirm that a subcontractor representing itself as a HUBZone small business concern is identified as
a certified HUBZone small business concern by accessing the Central Contractor Registration (CCR)
database or by contacting SBA.
(5) Provide notice to subcontractors concerning penalties and remedies for misrepresentations of business
status as small, veteran-owned small business, HUBZone small, small disadvantaged or women-owned
small business for the purpose of obtaining a subcontract that is to be included as part or all of a goal
contained in the Contractor’s subcontracting plan.
(f) A master plan on a plant or division-wide basis that contains all the elements required by paragraph (d) of this
clause, except goals, may be incorporated by reference as a part of the subcontracting plan required of the
offeror by this clause; provided -(1) The master plan has been approved;
(2) The offeror ensures that the master plan is updated as necessary and provides copies of the approved
master plan, including evidence of its approval, to the Contracting Officer; and
(3) Goals and any deviations from the master plan deemed necessary by the Contracting Officer to satisfy
the requirements of this contract are set forth in the individual subcontracting plan.
(g) A commercial plan is the preferred type of subcontracting plan for contractors furnishing commercial items.
The commercial plan shall relate to the offeror’s planned subcontracting generally, for both commercial and
Government business, rather than solely to the Government contract. Commercial plans are also preferred for
subcontractors that provide commercial items under a prime contract, whether or not the prime contractor is
supplying a commercial item.
(h) Prior compliance of the offeror with other such subcontracting plans under previous contracts will be
considered by the Contracting Officer in determining the responsibility of the offeror for award of the contract.
(i) The failure of the Contractor or subcontractor to comply in good faith with -(1) The clause of this contract entitled “Utilization Of Small Business Concerns;” or
(2) An approved plan required by this clause, shall be a material breach of the contract.
(j) The Contractor shall submit the following reports:
(1) Standard Form 294, Subcontracting Report for Individual Contracts. This report shall be submitted
to the Contracting Officer semiannually and at contract completion. The report covers subcontract award
data related to this contract. This report is not required for commercial plans.

Solicitation No. DTHN22-07-R-00056

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(2) Standard Form 295, Summary Subcontract Report. This report encompasses all the contracts with
the awarding agency. It must be submitted semi-annually for contracts with the Department of Defense
and annually for contracts with civilian agencies. If the reporting activity is covered by a commercial plan,
the reporting activity must report annually all subcontract awards under that plan. All reports submitted at
the close of each fiscal year (both individual and commercial plans) shall include a breakout, in the
Contractor’s format, of subcontract awards, in whole dollars, to small disadvantaged business concerns
by North American Industry Classification System (NAICS) Industry Subsector. For a commercial plan,
the Contractor may obtain from each of its subcontractors a predominant NAICS Industry Subsector and
report all awards to that subcontractor under its predominant NAICS Industry Subsector.
(End of Clause)
Alternate I (Oct 2001). When contracting by sealed bidding rather than by negotiation, substitute the following
paragraph (c) for paragraph (c) of the basic clause:
(c) The apparent low bidder, upon request by the Contracting Officer, shall submit a subcontracting plan, where
applicable, that separately addresses subcontracting with small business, veteran-owned small business, servicedisabled veteran-owned small business, HUBZone small business, small disadvantaged business, and women-owned
small business concerns. If the bidder is submitting an individual contract plan, the plan must separately address
subcontracting with small business, veteran-owned small business, service-disabled veteran-owned small business,
HUBZone small business, small disadvantaged business, and women-owned small business concerns, with a separate
part for the basic contract and separate parts for each option (if any). The plan shall be included in and made a part of
the resultant contract. The subcontracting plan shall be submitted within the time specified by the Contracting Officer.
Failure to submit the subcontracting plan shall make the bidder ineligible for the award of a contract.
Alternate II (Oct 2001). As prescribed in 19.708(b) (1), substitute the following paragraph (c) for paragraph (c) of
the basic clause:
c) Proposals submitted in response to this solicitation shall include a subcontracting plan that separately addresses
subcontracting with small business, veteran-owned small business, service-disabled veteran-owned small business,
HUBZone small business, small disadvantaged business, and women-owned small business concerns. If the offeror is
submitting an individual contract plan, the plan must separately address subcontracting with small business, veteranowned small business, service-disabled veteran-owned small business, HUBZone small business, small disadvantaged
business, and women-owned small business concerns with a separate part for the basic contract and separate parts for
each option (if any). The plan shall be included in and made a part of the resultant contract. The subcontracting plan
shall be negotiated within the time specified by the Contracting Officer. Failure to submit and negotiate a
subcontracting plan shall make the offeror ineligible for award of a contract.
3.

52.230-1 COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION (JUN 2000)
(NOTE: This notice does not apply to small businesses or foreign governments. This notice is in three parts,
identified by Roman numerals I through III.)

Offerors shall examine each part and provide the requested information in order to determine Cost Accounting
Standards (CAS) requirements applicable to any resultant contract.

Solicitation No. DTHN22-07-R-00056

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If the offeror is an educational institution, Part II does not apply unless the contemplated contract will be subject to
full or modified CAS coverage pursuant to 48 CFR 9903.201-2(c)(5) or 9903.201-2(c)(6), respectively.
I. Disclosure Statement--Cost Accounting Practices and Certification
(a) Any contract in excess of $500,000 resulting from this solicitation will be subject to the requirements of the Cost
Accounting Standards Board (48 CFR Chapter 99), except for those contracts which are exempt as specified in 48
CFR 9903.201-1.
(b) Any offeror submitting a proposal which, if accepted, will result in a contract subject to the requirements of 48
CFR Chapter 99 must, as a condition of contracting, submit a Disclosure Statement as required by 48 CFR 9903.202.
When required, the Disclosure Statement must be submitted as a part of the offeror's proposal under this solicitation
unless the offeror has already submitted a Disclosure Statement disclosing the practices used in connection with the
pricing of this proposal. If an applicable Disclosure Statement has already been submitted, the offeror may satisfy the
requirement for submission by providing the information requested in paragraph (c) of Part I of this provision.
Caution: In the absence of specific regulations or agreement, a practice disclosed in a Disclosure Statement shall not,
by virtue of such disclosure, be deemed to be a proper, approved, or agreed-to practice for pricing proposals or
accumulating and reporting contract performance cost data.
(c) Check the appropriate box below:
[ ] (1) Certificate of Concurrent Submission of Disclosure Statement. The offeror hereby
certifies that, as a part of the offer, copies of the Disclosure Statement have been submitted as follows:
(i) Original and one copy to the cognizant Administrative Contracting Officer (ACO) or cognizant Federal agency
official authorized to act in that capacity (Federal official), as applicable; and
(ii) One copy to the cognizant Federal auditor.
(Disclosure must be on Form No. CASB DS-1 or CASB DS-2, as applicable. Forms may be obtained from the
cognizant ACO or Federal official and/or from the loose-leaf version of the Federal Acquisition Regulation.)
Date of Disclosure Statement: __________________
Name and Address of Cognizant ACO or Federal Official Where Filed: _________________________
The offeror further certifies that the practices used in estimating costs in pricing this proposal are consistent with
the cost accounting practices disclosed in the Disclosure Statement.
[ ] (2) Certificate of Previously Submitted Disclosure Statement. The offeror hereby certifies that the required
Disclosure Statement was filed as follows:
Date of Disclosure Statement: __________________
Name and Address of Cognizant ACO or Federal Official Where Filed: ________________________
The offeror further certifies that the practices used in estimating costs in pricing this proposal are consistent with the
cost accounting practices disclosed in the applicable Disclosure Statement.

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

[ ] (3) Certificate of Monetary Exemption. The offeror hereby certifies that the offeror, together with all divisions,
subsidiaries, and affiliates under common control, did not receive net awards of negotiated prime contracts and
subcontracts subject to CAS totaling $50 million or more in the cost accounting period immediately proceeding the
period in which this proposal was submitted. The offeror further certifies that if such status changes before an award
resulting from this proposal, the offeror will advise the Contracting Officer immediately.
[ ] (4) Certificate of Interim Exemption. The offeror hereby certifies that (i) the offeror first exceeded the monetary
exemption for disclosure, as defined in (3) of this subsection, in the cost accounting period immediately preceding the
period in which this offer was submitted and (ii) in accordance with 48 CFR 9903.202-1, the offeror is not yet
required to submit a Disclosure Statement. The offeror further certifies that if an award resulting from this proposal
has not been made within 90 days after the end of that period, the offeror will immediately submit a revised certificate
to the Contracting Officer, in the form specified under subparagraph (c) (1) or (c) (2) of Part I of this provision, as
appropriate, to verify submission of a completed Disclosure Statement.
Caution: Offerors that are currently required to disclose because they were awarded a CAS-covered prime contract
or subcontract of $50 million or more in the current cost accounting period may not claim this exemption (4).
Further, the exemption applies only in connection with proposals submitted before expiration of the 90-day period
following the cost accounting period in which the monetary exemption was exceeded.
II. Cost Accounting Standards--Eligibility for Modified Contract Coverage
If the offeror is eligible to use the modified provisions of 48 CFR 9903.201-2(b) and elects to do so, the offeror shall
indicate by checking the box below. Checking the box below shall mean that the resultant contract is subject to the
Disclosure and Consistency of Cost Accounting Practices clause in lieu of the Cost Accounting Standards clause.
[ ] The offeror hereby claims an exemption from the Cost Accounting Standards clause under the provisions of 48
CFR 9903.201-2(b) and certifies that the offeror is eligible for use of the Disclosure and Consistency of Cost
Accounting Practices clause because during the cost accounting period immediately preceding the period in which
this proposal was submitted, the offeror received less than $50 million in awards of CAS-covered prime contracts and
subcontracts. The offeror further certifies that if such status changes before an award resulting from this proposal, the
offeror will advise the Contracting Officer immediately.
Caution: An offeror may not claim the above eligibility for modified contract coverage if this proposal is expected to
result in the award of a CAS-covered contract of $50 million or more or if, during its current cost accounting period,
the offeror has been awarded a single CAS-covered prime contract or subcontract of $50 million or more.
III. Additional Cost Accounting Standards Applicable to Existing Contracts
The offeror shall indicate below whether award of the contemplated contract would, in
accordance with subparagraph (a)(3) of the Cost Accounting Standards clause, require a change in established cost
accounting practices affecting existing contracts and subcontracts.
[ ] yes [ ] no
Alternate I (Apr 1996). As prescribed in 30.201-3(b), add the following subparagraph (c) (5) to Part I of the basic
provision:
[ ] (5) Certificate of Disclosure Statement Due Date by Educational Institution. If the offeror is an educational
institution that, under the transition provisions of 48 CFR 9903.202-1(f), is or will be required to submit a Disclosure

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

Statement after receipt of this award, the offeror hereby certifies that (check one and complete):
[ ] (i) A Disclosure Statement Filing Due Date of _____________ have been established with the cognizant
Federal agency.
[ ] (ii) The Disclosure Statement will be submitted within the 6-month period ending _________months after
receipt of this award.
Name and Address of Cognizant ACO or Federal Official Where Disclosure Statement is to be filed:
_________________ _________________________

4. TYPE OF BUSINESS
Check the appropriate selection(s) from the following:
x

Small Disadvantaged Business
Other Small Business
Large Business
JWOD
Nonprofit Educational Org.
Nonprofit Hospital
Women-Owned Business
Historically Black College/Univ.
_____Minority Institution

Other Non-Profit Organization
State/Local Govt - Education
State/Local Govt - Hospital
Other State/Local Government
Foreign Contractor
Domestic Contractor Performing
Outside US
Veteran-Owned Small Business
____Service Disabled Veteran-Owned
Small Business Concern

Concern

5. AUTHORIZED NEGOTIATORS
The offeror or quoter represents that the following persons are authorized to negotiate on its behalf with the
Government in connection with this request for proposals or quotations: (list names, titles, and telephone
numbers of the authorized negotiators).
Name
Morris R. Davis
6.

Title
President

Telephone #
(215)790-8900__

TECHNICAL DATA CERTIFICATION
The offeror certifies that it has not delivered or is not obligated to deliver to the Government under any contract
or subcontract the same or substantially the same technical data included in its offer, except as set forth below:
[ x] None
[ ] Contract No. (Subcontract No., if applicable):
Agency Name and Place of Delivery:

Solicitation No. DTHN22-07-R-00056

PR No. NTI-07-02631

__________________________________________________

7. REPRESENTATION OF COMPLIANCE WITH THE ELECTRONIC AND INFORMATION
TECHNOLOGY ACCESSIBILITY STANDARDS (Applicable to contracts which furnish Electronic and
Information Technology (EIT) products and services.)
(a). Submission of the representation referenced in paragraph (b) and (c) is a prerequisite imposed by 36
CFR 1194 for making or entering into this contract.
(b). The offeror represents by fully completing the Electronic and Information Technology Accessibility
Standards Evaluation spreadsheet (attachment located in Section J of this solicitation) that the products
and services offered in response to this solicitation comply with the Electronic and Information
Technology Accessibility Standards at 36 CFR 1194, unless stated otherwise within the spreadsheet.
(c). The offeror further represents that all EIT products and services represented in the Electronic and
Information Technology Accessibility Standards Evaluation spreadsheet (attachment located in Section J
of this solicitation) that are less than fully compliant are offered pursuant to extensive market research,
which ensures that they are the most compliant products and services available to satisfy this solicitation’s
requirements.
8. NOTIFICATION OF DEFECTIVE INVOICES
Each Contractor receiving an award will be requested to identify a person or office to be contacted for prompt
notification regarding the receipt by the Government of a defective invoice.
Name _P. Ashley_Chanthamaly_____________________________
Title Assistant Business Manager___________________________
Address 1520 Locust Street, 3rd Floor________________________
City & State _Philadelphia, PA_________ Zip Code _____19102_____________
Telephone No. __(215)790-8900________ Fax No. ___(215)790-8930________

9.

OTHER COMMUNICATIONS
To facilitate other communications, please provide your organizational FAX number(s):
___Fax Number: (215)790-8930_______________________
_________________________________________________