swr eng services packet a

Washington State Department of Transportation

SOUTHWEST REGION ENGINEERING SERVICES

June 20, 2016

Submitted by

S T A T E M E N T O F Q U A L I F I C A T I O N S

Packet “A”

Allen Hendy, PE | Sr. Project Manager 700 Washington Street, Ste. 401 Vancouver, WA 98660d: 360.906.6786 | c: 360.907.7420

WSDOT SOUTHWEST REGION ENGINEERING SERVICES - PACKET ‘A’ 1

Table of ConTenTs:Criteria 1: Qualifications/Expertise of Firms on Team . . . . . . .1

Criteria 2: Qualifications of Proposed Project Managers . . . .12

Criteria 3: Key Team Members Qualifications . . . . . . . . . . . . .18

Criteria 4: Firm’s Project Management System . . . . . . . . . . . .24

Criteria 1: QUALIFICATIONS/EXPERTISE OF FIRMS ON TEAM

PACKET ‘A’: RFP Criteria 1- 4

A. Firms’ Expertise, Staffing, and Organization

Team Expertise and Benefits to WSDOTOtak offers WSDOT trusted leadership and a proven team to assist the WSDOT Southwest Region (SWR) with general engineering services for a wide variety of project and staff augmentation needs. We understand that the SWR has been through some significant changes over the past few years and is challenged with delivering a program that meets new DBE and practical design goals with limited staff and resources. The Otak team includes some unique qualifications that set us apart:

• Allen Hendy, our Engineering Resource Manager, has 12 years of experience working at WSDOT. He understands the systems and processes, and he has trusted working relationships with SWR staff.

• Otak’s primary teaming partner, CH2M, provides a deep bench of resources well versed in WSDOT project delivery including the recent design of the I-5/NW La Center Road interchange. CH2M also brings additional experience implementing successful DBE utilization and mentoring programs including a 22% DBE utilization on TriMet’s Portland-Milwaukie Light Rail project.

• Faye Burch, our DBE Program Manager, has a proven track-record developing programs for the City of Portland and TriMet to foster DBE firm certification, utilization, and development that meet or exceed participation goals.

• Our team’s roadway and stormwater designers have extensive hands-on WSDOT project delivery experience. Ben Bross, Guy Caley, and Tim Horton are former WSDOT employees ,and Andy Kutansky and James Shamrell have been co-located with WSDOT on similar GEC contracts.

Otak and our diverse team are available and prepared to support WSDOT with a wide variety of resources for this contract. We have experienced roadway and stormwater engineers ready to co-locate. We are set up with a full-service team to deliver interchange, bridge, roundabout, and roadway paver projects or prepare design-build RFPs as needed. In addition, our team includes specialists in practical design, InRoads,

stormwater design, environmental permitting and DBE program management to facilitate quality deliverables, mentor small businesses and WSDOT staff, and meet the program goals.

Experienced Engineering Resource ManagerAllen Hendy will serve as the Engineering Resource Manager (ERM) for this contract. Allen will work directly with the Project Development Engineer and project offices to assist in determining resource needs and the best consultant staff to meet individual project or co-location needs. He will lead our diverse team of highly skilled professionals with the passion and energy he is known for at WSDOT.

Allen brings with him more than a decade of direct hands-on experience managing and delivering large and small projects for the Southwest Region. His effective project management and coordination of SWR and consultant staff was instrumental in the successful delivery of the I-5 Salmon Creek Interchange. This collaborative management approach has earned him the trust of WSDOT designers and managers that will allow Allen to quickly and efficiently integrate the Otak team into SWR projects. Allen understands the core values and principles that make WSDOT a premier transportation agency in the country and will be able to instill these within the Otak team. Allen knows what it takes to co-locate a consultant team into a project office and develop high quality plans, specifications and estimates that meet or exceed WSDOT standards. He will utilize these skills, past experiences, and trusted relationships to lead the OTAK team and support WSDOT in program development, training, or seamless project delivery.

Otak has Teamed with CH2MOtak and CH2M have teamed up for this contract to provide WSDOT with a deep benchof personnel spanning a broad range of resources for staff augmentation or full-service project delivery. CH2M has a strong background in working with WSDOT and delivering projects. Project Manager, Darren Hippenstiel recently managed CH2M’s design and environmental documentation for the I-5 - NW La Center Road Interchange project. He worked very


closely with Dave Bellinger and SWR staff through all phases of the project design to obtain WSDOT approval in just 14-months. Darren understands what it takes to deliver a WSDOT project and will support Allen managing specific projects.

Disadvantaged-Business ProgramWSDOT is challenged with meeting new aspirational participation goals of 10% Minority-owned (MBE), 6% Women-owned (WBE), 5% Small business (SBE) and 5% Veteran-owned businesses. Otak realizes these goals represent a significant change and challenge for WSDOT and will be an important component to a successful partnership. We are pleased to introduce Faye Burch of F.M. Burch & Associates, who will serve as our team’s DBE Program Manager. Faye has a proven track-record and has been recognized nationally for developing successful DBE programs for a variety of local agencies. Faye has served on the National DBE Transportation board and is an active member of OAME. She used this experience and her relationships to help TriMet develop a DBE Program that is now considered a national standard. Through her efforts at TriMet, the DBE program for the Milwaukie East Side project achieved a 29% DBE utilization. Faye also has many personal relationships with Vancouver/Portland area minority firms and will work to get new firms certified, facilitate accurate monitoring, and mentor new firms.

Otak is committed to helping WSDOT achieve the DBE goals set for projects. The Otak team is very diverse and includes 10 currently certified disadvantaged firms and four additional firms with pending certifications to help deliver these projects and meet the goals. Allen will work with Faye Burch, to ensure that every effort is made to not only meet the needs of the project or task, but exceed the DBE participation goals. CH2M also has a proven track record of teaming with smaller DBE firms on large projects such as Sound Transit’s Central East HCT Study (21% DBE participation) and TriMet’s Portland to Milwaukie West Final Design (22% DBE participation). Otak and CH2M are committed to fostering a healthy and growing economy for the Region. We are excited about this opportunity to help the local small businesses grow and gain the valuable experience of working with WSDOT and Otak.

Roadway and Stormwater TeamOtak’s Roadway and Stormwater teams have extensive hands-on experience working at WSDOT and co-locating with WSDOT project teams. This depth of experienced staff allows the flexibility to perform multiple projects simultaneously and assurance that all work will be designed and checked in accordance with WSDOT design requirements. Our experienced roadway/civil/InRoads engineers include Ben Bross and Tim Horton who worked at WSDOT for 10 years each. Ben’s experience as both the designer and field inspector on the US 97 – Wildlife Connection project, provided valuable perspective on the importance of practical and

constructible designs. Tim has delivered a number of projects for the Olympic Region and is very experienced in WSDOT design standards and utilizing InRoads to complete projects. Andy Kutansky and James Shamrell have both successfully co-located with WSDOT project teams on the I-5 Mellen to Blakeslee and Tacoma HOV GEC projects respectively. Andy was instrumental in mentoring and training staff on InRoads during his past assignment. Scott Christopherson also brings 16 years of roadway and stormwater design experience, including the engineer of record for the recent I-5/NW La Center Road Interchange project.

To supplement our experienced Roadway Engineers, the Otak team offers four HRM certified engineers experienced in designing stormwater collection, quality, and detention facility designs. Guy Caley has 28 years of experience including working as a Sr. Hydraulic Engineer for WSDOT. Greg Laird is also a Washington certified Floodplain manager and Theo Malone has recent experience designing the stormwater systems on the NE99th Street/SR-503 intersection. Deva Alves also has 14 years of stormwater experience including the treatment facility design for the recent I-5 / NW La Center Road Interchange

Availability and Flexibility to Support Agency Needs One of the benefits Otak will bring to the SWR is that we are a highly-skilled local firm with a wide range of professional resources that are available and flexible to support your needs. Otak has team members that excel in production and others that can train and mentor younger staff in InRoads, roadway design, and stormwater design. We understand that staffing and project issues can arise at a moment’s notices. Allen will work closely with the SWR Project Development Engineer and Project Engineers to anticipate these needs and will be able to select the most appropriate resources or team for the task, project or co-location needs. Having the right-sized project team is essential to Allen’s success delivering projects on time and within budget.

New Way of Doing BusinessOtak understands that WSDOT has a new way of doing business using practical design and solutions to achieve least cost savings with limited resources. Our team is here to help fill those gaps and are well versed in performance-based design versus standards-based. CH2M’s Stephanie Forman, recently led the

Team Benefits for WSDOT SWR• Broad range of staff resources, technical expertise,

and hands-on experience with SWR practices.

• Experienced staff available for co-location, staff augmentation, InRoads training and mentoring.

• DBE Program Manager to to help WSDOT develop and monitor a DBE Program that meets and exceeds its gaols.


Practical Design Study of the SR518 Eastbound Offramp to Des Moines Memorial Drive project and facilitated practical design training sessions for consultants and contractors. Stephanie’s experience and lessons-learned will guide our team and the SWR to the forefront in practical design and documentation.

Engaging the communities to develop context sensitive solutions is also a key aspect to meeting performance and least cost expectations. Adrienne DeDona, with JLA Public Involvement, is very familiar with SW Washington and will develop strategies to obtain community input, decision making, and buy-in.

Staff AugmentationWe anticipate that there will be specific project requirements as well as staff augmentation needs for individual project offices. Allen will help the project development engineer and project offices determine what method of delivery will be most appropriate for a project or task. For co-location needs in a project office, Allen will select several resumes from our deep bench or resources who are most qualified to perform the work. He will review the selected candidates closely with the Project Development engineer and project engineer to determine the most qualified resource(s) who are a best fit to meet WSDOT’s project and DBE goals. Our team members will be available for interviews during this process if WSDOT can meet the staff prior to co-location. Allen will also work closely with the team members to define the specific scope, schedule and budget for their assignment, help get them established within the project office and be there to review work products.

Project Assignments The nature of this contract could result in individual projects being assigned to Otak for delivery. We have assembled a full service team to deliver entire projects from conception through PS&E. We have included key team members to manage the NEPA and permitting process as well specialists for geotechnical and structural design services, pavement design, stormwater design and roadway design. We will quickly assign project tasks and begin delivering essential design documents, environmental documents and engaging the community and stakeholders immediately upon Notice to Proceed. Otak will work closely with the project engineer to develop a detailed scope of work to ensure we have a clear understanding of the project needs. Allen or Darren will develop a project management plan that will be reviewed and approved by WSDOT. This will include project controls, quality management, a project schedule and project reporting guidelines. Otak and our team will adhere to this scope and the elements of the project management plan.

Organized for DBE Participation and MentorshipIt is important that our team provide not only the high-quality services required by WSDOT, but also be able to meet the specific

disadvantaged business participation goals required for state and federal funding programs. In our team organization chart, several disciplines have two firms listed. To provide the DBE firms the opportunity to learn and grow, our team has committed experienced resources to help guide and mentor them. For example, Dana Beckwith with DBE firm, Global Transportation, has great experience performing WSDOT traffic studies and design. However, we want to make sure that our team could support WSDOT for a larger project if needed. This is why we also have Kittelson & Associates on our team. They have the capacity to assist Dana with a large job while still meeting the DBE goals for WSDOT.

The Otak team understands the importance of mentoring the DBE sub-consultants to develop these firms and provide high-quality deliverables. Our team will provide supplemental support to smaller firms for contractual, invoicing, as well as technical issues. In our experience, this additional support is essential to help develop small and disadvantaged firms and achieve the new program goals.

We have teamed with Wannamaker Consulting, Inc. to lead tasks related to NEPA. CH2M will check NEPA and environmental permitting deliverables for compliance with WSDOT requirements. 3D Infusion has excellent InRoads and Microstation experience with WSDOT and will be available to fufill staff augmentation needs. Otak and CH2M will mentor them in the WSDOT design process if needed. Magnan Consulting is a veteran owned business that will perform WSDOT plan and cost estimate reviews. Ott-Sakai will support Magnan with constructability reviews, design build RFP development and value engineering. Marianne Zarkin is a well-respected landscape architect with great experience with ODOT and the Portland Metro area. Otak will support Marianne with landscape design.

Our design team also includes Skillings Connolly, a veteran owned engineering firm that has been working with all six of WSDOT’s Regions successfully for over 30 years and will be available to provide staff augmentation support, if needed. RhinoOne Geotechnical Engineering will provide geotechnical support and is experienced with WSDOT design methods and criteria. Michael Minor & Associates (MM&A) has extensive experience working on WSDOT highway and arterial roadway projects that require detailed noise and vibration analysis. Wiser Rail brings senior project engineering experience for rail design and road crossings.

Our DBE team members are supported by

experienced staff to guide and mentor

them, giving them the opportunity to learn and grow while performing

work for WSDOT.


Applied Archaeological Research (AAR) has expertise in the pre-contact and historical archaeology of SW Washington. JLA Public Involvement has a long history of public involvement and outreach in the Southwest Region for both WSDOT and local agencies. Pavement Services, Inc. (PSI) is a veteran owned business that has performed pavement design and analysis for projects throughout Washington using the WSDOT Pavement Design Guide and providing high quality pavement systems at the lowest life-cycle cost. The biologists at EKB Ecological Services

and the scientists and permitting specialists at Environmental Science & Assessment (ES&A) have detailed knowledge of local, state and federal assessment and permitting protocols, and excellent working relationships with SW Washington local agencies.

The table below summarizes our team’s services and expertise for the SWR contract. We feel that this team of highly skilled professionals will be able to serve all the needs of WSDOT while meeting the DBE targets and goals assigned to specific projects or tasks.

SUMMARY OF TEAM FIRMS, SERVICES, AND EXPERTISE

Firm Services/Expertise for the SWR Projects Number of Years

Number of Employees D/SBE, M/WBE, Veteran OwnedWA & Metro US Total

Otak Project management; civil/roadway; practical design; bridges/structures; stormwater; landscape architecture; survey/mapping

34 197 234 n/a

CH2MRoadway engineering; drainage design; environmental engineering; permitting; structural engineering; design- build preparation; VE/CRA studies ; practical design

70 869 10,602 n/a

F.M. Burch & AssociatesMinority, Women, Emerging, Veteran and/or Disadvantaged Business Enterprises program development and management; cultural diversity and compliance training and monitoring

22 2 2 DBE/SBE, MWBE

Applied Archaeological Research (AAR) Cultural resource management 20 8 8 Pending

3D InFusion Microstation/InRoads 14 4 4 DBE/SBE, MBE

EKB Ecological Services (EKB)

Endangered Species Act; biological assessments; federal/state/local environmental permitting; migratory bird nest surveys; habitat surveys

10 1 1Pending

(OR: DBE/W/ESB)

Environmental Science & Assessment (ES&A)

Wetland assessment; environmental permitting; mitigation design 20 5 5 Pending

Global Transportation Engineering (GTEng) Transportation engineering; lighting and signal design 20 4 4 DBE/SBE, MWBE

JLA Public Involvement Public involvement and stakeholder outreach 27 17 WBEKittelson & Associates (KAI) Transportation analysis and design; ITS; IJR 30 41 180 n/a

Magnan Consulting Services (MCSI) Constructability, cost estimate and plan reviews 13 12 12 VOB

Marianne Zarkin, L.A. Planting and irrigation design; streetscape design; mitigation and restoration 25 3 3 DBE/SBE, WBE

Michael Minor (MM&A) Air quality/noise/vibrations analysis and mitigation 25 3 3 DBE/SBE, MBE

Ott-Sakai and Associates

Constructability; construction scheduling and phasing; cost estimating; subject matter experts for VE studies and cost risk analysis

50 10 10 DBE/SBE, MBE

Pavement Services Pavement engineering, design, and testing 31 7 7 VOB

RhinoOne Geotechnical engineering services 6 3 3 DBE/SBE, MBE

Skillings Connolly Civil and highway engineering 33 35 36 VOB

Wannamaker Consulting NEPA compliance and documentation 24 1 1 Pending

Wiser Rail Rail engineering 25 1 1 Pending


Project Team OrganizationThe project team key staff and discipline leads are listed in the Organization Chart [below]. These individuals will be dedicated for the full duration of the assigned projects. Any changes to the team personnel will be fully discussed with and reviewed and approved by the WSDOT Contract Manager.

WSDOT SOUTHWEST REGION ENGINEERING SERVICES

Kevin Miller, PEContract Manager

PRINCIPAL-IN-CHARGE

Tim Kraft, PE Otak

CIVIL/ROADWAYAndy Kutansky, PE Otak *Ben Bross, PE Otak*Scott Christopherson, PE CH2M *James Shamrell, PE CH2M *Tim Horton, PE Skillings Connolly *

BRIDGES/STRUCTURESDoug Sarkkinen, PE, SE Otak *Melissa Moncada, PE CH2M

STORMWATER/HYDRAULICSTheo Malone, EIT, ENV SP, LID Otak *Greg Laird, PE, CFM Otak

Guy Caley, PE CH2M

Deva Alves, PE CH2M

GEOTECHNICAL ENGINEERINGRajiv Ali, PE RhinoOne

PAVEMENT DESIGNJohn Duval, PE, GE PSI

Skyler Chaney, EIT PSI

MICROSTATION/INROADSVijay Deodhar 3D Infusion *

TRAFFIC DESIGN/ANALYSISDana Beckwith, PE PTOE GTEng

Marc Butorac, PE, PTOE KAI

NEPA COMPLIANCE / DOCUMENTATIONKarin Fusetti CH2M

Lynda Wannamaker Wannamaker

ENVIRONMENTAL DISCIPLINESEnvironmental Permitting Steve Mader, PhD CH2M

Air/Noise & VibrationMichael Minor MM&A

Cultural/Historic ResourcesBill Roulette, MA, RPA AAR

Wetlands/HabitatWallace Leake ES&A

Biology/ Biological AssessmentsElisabeth Bowers EKB

DESIGN SERVICES STAFF

PROJECT MANAGERS

Darren Hippenstiel, PE CH2M Allen Hendy, PE Otak

ENGINEERING RESOURCE MANAGER

Allen Hendy, PE Otak

DESIGN BUILD PREPARATIONSteve Litchfield, PE CH2M

Bill Ott Ott-Sakai

RAIL DESIGN/COORDINATIONTom Wiser Wiser Rail

SURVEYJon Yamashita, PLS Otak

PUBLIC INVOLVEMENTAdrienne DeDona JLA

LANDSCAPE ARCHITECTUREDavid Haynes, LA, LEED Green Assoc. Otak

Marianne Zarkin, LA MZLA

COST/CONSTRUCTABILITY/VERABill Ott Ott-Sakai

Whitney Bowles, III, PE, LEC Magnan

PRACTICAL DESIGNStephanie Forman, PE CH2M

QA/QC MANAGERS

Tim Kraft, PE, ENV SP Otak Steve Litchfield, PE CH2M

DBE PROGRAM MANAGER

Faye Burch F.M. Burch

= Disadvantaged Business (or pending)

* = Potential Collocation Staff

D = D/SBE, M/WBE firm (or pending)


Subconsultant Firm Project (Otak as Prime Consultant) Subconsultant Project Role(s) Dates of Service

CH2MNorth Shore Sewer Transmission System; Camas, WA

Structural, mechanical, instrumentation and control, HVAC, odor control, design, cost estimating, risk analysis and management

1/15 – ongoing

Applied Archaeological Research, Inc. (AAR)

Camas High School Parking Lot Improvement; Camas, WA Obtained excavation permit, tested and evaluated site 12/15 – 06/16

3D InFusion OR 47: Beaver Creek Bridge Replacement; Columbia County, OR Microstation/InRoads Begins 08/16

Elizabeth Bowers (prior to EKB)

Fifth Plain Creek Bridge Replacement; Vancouver, WA

Wetland Delineation and Habitat Assessment, Joint Aquatic Resources, Permit Application, Shoreline Permit Application Packet, SEPA Checklist

02/13 – 02/15

ES&A Hwy 101 Agate Beach Wayside Improvements; Newport, OR

Wetland delineation; Wetland fill permitting; ESA Compliance 04/14 – 07/15

Dana Beckwith (prior to GTEng)

West Main Street Realignment; Kelso, WA Signal Design, Signing, Striping, Construction Staging 03/15 – 10/15

JLA Public Involvement River Terrace Master Plan; Tigard, OR Facilitation of the Stakeholder Working Group 04/13 – 09/14

Kittelson & Associates NE Jackson School Road; Hillsboro, OR Traffic engineering, traffic operations, safety assessment, conceptual design, cost estimating 10/15 – ongoing

Michael Minor SE 20th Street/NW 38th Avenue Improvement Project; Camas, WA Traffic Noise Analysis 01/14 – 04/14

Ott-Sakai and Associates Detention Facility Retrofit at 151st Pl SW; Snohomish County, WA Constructability, Cost Estimate, Construction Schedule 09/15 – 05/16

RhinoOne Engineering City of Portland Fuel Facilities; Portland, OR Geotechnical Engineering Services Currently Under

negotiations

Wannamaker Consulting McGilchrist SE Corridor Improvements; Salem, OR NEPA Compliance and Documentation 10/15 – ongoing

Wiser Rail Wilsonville East-West Connector Alternative Analysis; Wilsonville, OR Rail Design & Coordination 05/16 – ongoing

B. Project Team Collaboration in the Past Three Years

C. Key Staff AvailabilityOtak and our team understand that predicting future workload and timelines for project development and delivery can be very challenging in the ever-changing public works sector. Engineering Resource Manager, Allen Hendy will be able to assist the WSDOT Program Manager and Project Development Engineer in predicting what the needs are for the project offices and the Region. Otak and CH2M have assembled a pool of resources that are available to WSDOT that can either be assigned to a project directly under a consultant Project Manager or that can be augmented into the local WSDOT project offices to help deliver projects. Allen and Faye Burch will work closely with WSDOT staff

Otak has put a tremendous amount of effort into building our relationships not only with our clients, but also with the subconsultants we team with to deliver projects. We have built the foundation of customer service and quality into our core values and we expect the same out of our team of subconsultants. This is the reason we have selected the team we have. We have delivered multiple projects with some of these team members and

to evaluate each of the tasks to determine the team members that have the most experience and will be the best fit for that role. This will allow the consultant management team the flexibility to ensure that WSDOT gets the best team for their value and can meet the project timelines and budget.

The table on the following page identifies our projected monthly availability for key team members through the first 24 months of the contract. We anticipate the same basic levels of availability to continue from month 25 through the end of the contract. We also have the ability to adjust this up or down depending on your needs and the volume of concurrent task orders/projects.

have heard from many of our clients about the exceptional work products and customer service as the reason they continue to hire Otak for their projects. We take pride in being a prime that is known for taking care of their teams and clients, and we plan to do the same for WSDOT. Below are examples of projects we have successfully teamed with these subconsultants within the past three years.


Hours of Availability through the 36-month Contract Period

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 36

OTA

K (

Prim

e)

Allen Hendy, PE 87 87 87 104 104 104 104 104 104 122 122 122 140 140 140 140 140 140 170 170 170 170 170 170 170/mo

Tim Kraft, PE 70 70 70 87 87 87 104 104 104 104 104 104 122 122 122 122 122 122 140 140 140 140 140 140 170/mo

Andy Kutansky, PE 87 87 87 122 122 122 140 140 140 140 140 140 170 170 170 170 170 170 170 170 170 170 170 170 170/mo

Ben Bross, PE 87 87 87 122 122 122 140 140 140 140 140 140 170 170 170 170 170 170 170 170 170 170 170 170 170/mo

Theo Malone, EIT, ENV SP, LID 87 87 87 122 122 122 140 140 140 140 140 140 170 170 170 170 170 170 170 170 170 170 170 170 170/mo

Greg Laird, PE, CFM 70 70 70 87 87 87 104 104 104 104 104 104 122 122 122 122 122 122 140 140 140 140 140 140 170/mo

Doug Sarkkinen, PE, SE 70 70 70 87 87 87 104 104 104 104 104 104 122 122 122 122 122 122 140 140 140 140 140 140 170/mo

Jon Yamashita, PLS 70 70 70 87 87 87 104 104 104 104 104 104 122 122 122 122 122 122 140 140 140 140 140 140 170/mo

David Haynes, LA, LEED Green 87 87 87 104 104 104 104 104 104 122 122 122 140 140 140 140 140 140 170 170 170 170 170 170 170/mo

CH2M

(M

ajor

Sub

cons

ulta

nt)

Darren Hippenstiel, PE 40 40 80 80 80 80 80 80 80 80 100 130 130 130 130 130 130 130 130 130 130 130 130 130 130/mo

Steve Litchfield, PE 80 80 80 80 100 100 100 120 120 120 120 120 120 150 150 150 150 150 150 150 150 150 150 150 150/mo

Steve Mader, PhD 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40 40/mo

Scott Christopherson, PE 80 80 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150/mo

James Shamrell, PE 40 40 40 40 40 40 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80/mo

Karin Fusetti 50 100 100 100 100 100 100 120 120 120 120 120 120 150 150 150 150 150 150 150 150 150 150 150 150/mo

Melissa Moncada, PE 120 120 120 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150/mo

Guy Caley, PE 80 80 80 80 80 80 80 80 80 80 80 80 140 140 140 140 140 140 140 140 140 140 140 140 140/mo

Deva Alves, PE 80 80 80 120 120 120 120 120 120 120 120 120 120 150 150 150 150 150 150 150 150 150 150 150 150/mo

Stephanie Forman, PE 40 40 40 80 80 80 80 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150/mo

D/S

BE, /

M/W

BE P

artic

ipat

ion

Faye Burch (FM Burch) 40 40 40 40 40 40 50 50 50 50 50 50 50 50 50 50 50 50 50 50 60 60 60 60 60/mo

Elisabeth Bowers (EKB) 40 40 40 40 40 40 50 50 50 50 50 50 50 50 50 50 50 50 50 50 60 60 60 60 60/mo

Whitney Bowles (Magnan) 140 140 140 140 140 140 140 140 140 140 140 140 160 160 160 160 160 160 160 160 160 160 160 160 160/mo

Michael Minor (MM&A) 60 60 60 60 60 60 80 80 80 80 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100/mo

Marianne Zarkin (MZLA) 48 48 48 56 64 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96/mo

Bill Ott (Ott-Sakai) 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50/mo

Vijay Deodhar (3D InFusion) 40 40 40 40 40 40 40 40 40 40 40 40 80 80 80 80 80 80 80 80 80 80 80 80 80/mo

Dana Beckwith (GTEng) 32 32 32 32 32 32 24 24 24 24 24 24 24 24 24 24 32 32 24 24 24 24 24 24 24/mo

Rajiv Ali, PE (RhinoOne) 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43 43/mo

Lynda Wannamaker (WC) 20 20 20 20 20 20 20 20 20 20 20 20 30 30 30 30 30 30 60 60 60 60 60 60 120/mo

Tim Horton (Skillings) 65 65 65 65 65 65 65 65 65 65 65 65 65 160 160 160 160 160 160 160 160 160 160 160 160/mo

Subc

onsu

ltant

s

Marc Butorac (KAI) 60 60 80 100 80 60 100 100 80 80 80 100 120 120 120 120 120 120 120 120 120 120 120 120 120+/mo

Bill R. Roulette (AAR) 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80/mo

John Duval (PSI) 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80/mo

Skyler Chaney (PSI) 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96 96/mo

Wallace Leake (ES&A) 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60/mo

Tom Wiser (Wiser Rail) 10 10 15 15 15 20 20 20 40 40 40 40 40 40 80 80 80 80 80 80 80 80 80 80 80/mo

Although it is difficult to predict workload out 9 months or more, we are committed to providing WSDOT with the services you need, and we are confident that we have the availability to provide all of these services.


OTAK, INC. - Project Management and Multiple DisciplinesSalmon Creek Interchange Project; Vancouver, WA – Otak provided design and construction engineering services for this complex interchange project located on I-5 and I-205 that constructed a new overcrossing on 139th Ave and included local road improvements, freeway widening, intersection design, stormwater facility design and staging and phasing plans. Otak’s services included Stormwater and Hydraulic Design, Pump Station design, Park and Ride Design, Site plan review with Clark County, Design Documentation Package, Co-location for Stormwater and InRoads support and training, Construction staging plans for Phase 2, Dewatering and TESC plans, Structural Wall Design, Construction Engineering support, and Project management. Fees: $374,699 / Client: WSDOT and Clark County

West Main Street Realignment; Kelso, WA – Otak provided full service engineering and design for this project that realigned West Main Street in Kelso, WA. The project included an extensive public outreach plan to inform the local businesses and solicit feedback from the community to help understand the needs and desires of the users. The project enhanced the safety of this important business district in Kelso. Otak was responsible for the roadway design, pedestrian facilities, stormwater, landscaping, support for environmental permitting and NEPA, right-of-way, public involvement and construction management. Otak worked closely with WSDOT Local Programs for the design, environmental and right-of-way phases of the project. Fees: $2,037,972 / Client: City of Kelso

SE McGilchrist; Salem, OR – Otak is responsible for the roadway design, stormwater management, structures design, pedestrian facility design, and coordination and support for traffic design and environmental permitting. This project will widen one of Salem’s busiest freight corridors to a 3-lane section that includes new horizontal and vertical alignments, intersection improvements, new culverts, utility relocations, rail crossing, stormwater management facilities, and a detailed staging plan for construction. Fees: $1,120,923 / Client: City of Salem

CH2M - Multiple DisciplinesTacoma/Pierce County HOV GEC Program; WSDOT; Tacoma and Fife, WA – CH2M worked collaboratively with WSDOT as part of a 10-year, $1.6 billion program to deliver transportation improvements for the Tacoma/Pierce County HOV Program. The CH2M team performed 8 major structure designs, urban arterial redesign, utility coordination, consultation with Native American Tribes, support for utilities and permitting, maintenance of traffic and drainage design while co-located with WSDOT in a staff augmentation role. CH2M was responsible for analyzing the addition of HOV lanes to the I-5 corridor in Tacoma and Fife. Fees: $59. 5 million / Client: WSDOT

I-5, Mellon Street to Blakeslee Junction, WSDOT: Vancouver, WA – CH2M provided an experienced roadway design engineer, Andy Kutansky, PE (now employed with Otak) in this staff augmentation assignment. Andy was co-located in the SWR offices for several months, working as a member of the WSDOT design team to deliver this project. Fees: $147,258 / Client: WSDOT

I-5/NW La Center Road Interchange Project; LaCenter, WA – Work includes water and cultural resources work to support environmental documentation, preliminary and final roadway, stormwater, pavement, geotechnical, and bridge design of improvements within the WSDOT right of way. Designs were prepared in full compliance with WSDOT design standards including the Highway, Bridge, Hydraulics and Highway Runoff Manuals and in close coordination with the staff in the WSDOT Southwest Region office. Fees: $1.75 million / Client: Kittelson & Associates / Cowlitz Tribe

D. Team’s Demonstrated Experience Otak and our diverse team of professionals will provide WSDOT with the expertise and experience you are looking for to help engage the community and stakeholders, develop practical solutions and deliver the projects for the SWR on time and within budget. Our collective firms average over 26 years of experience providing the range of required expertise needed for WSDOT’s projects, as demonstrated by our project samples below.

Team’s Relevant Projects within the Past Three Years


RHINO ONE GEOTECHNICAL (ROG) - Geotechnical EngineeringI5/NW La Center Road Interchange Project; LaCenter, WA – ROG developed the Geotechnical Data Report (GDR) which is being used by CH2M and WSDOT to develop storm water detention system concepts for the interchange project. Work included installation of nine borings to a depth of 40 feet along the center median and shoulders of I5. ROG coordinated work with WSDOT and produce this data in five weeks to keep the project on schedule. Fees: $32,000 / Client: Kittelson & Associates / Cowlitz Tribe

Fourth Plain Bus Rapid Transportation System, Downtown to Westfield Mall, Vancouver, WA – Rhino One recently completed geotechnical investigation for the CTRAN’s fourth plain BRT project which included co-ordination of Traffic Control, permits, utilities along high-traffic areas along five miles of Fourth Plain Boulevard, development of Work, Health and Safety Plan, completion of twenty-seven borings along fourth plain boulevard, five borings at Maintenance Facility, three borings in the Westfield Mall, laboratory Tests and development of Geotechnical Data Report. This study also included field infiltration tests along the Fourth Plain Boulevard, Maintenance Facility and at the Vancouver Mall for developing geotechnical parameters for storm water treatment and disposal facilities. Fees: $78,000 / Client: Lane Transit District

WANNAMAKER CONSULTING– NEPA Compliance and DocumentationWest Eugene EmX Extension NEPA EA and AA; Eugene OR – Lead environmental planner responsible for NEPA strategy, public involvement, agency coordination, managing discipline experts, and preparing FTA compliant Alternatives Analysis, Locally Preferred Alternative Report, Environmental Assessment, and FONSI for 8.8 mile extension of bus rapid transit system. Fees received: $1,075,000 / Client: Tom Schwetz, Lane Transit District, 541-682-6203

Boones Ferry Road Improvements NEPA CE Phases 1 and 2; Lake Oswego OR – Lead environmental planner responsible for managing environmental team, coordinating with agencies, managing technical analysis, and preparing NEPA baseline analysis. Fees: $70,000 / Client: City of Lake Oswego

KITTELSON AND ASSOC. (KAI) – Traffic Design/AnalysisI-5/NW La Center Road Interchange Project; La Center, WA – Prepared a transportation impact analysis, interchange justification report, NEPA reevaluation report, and final plans, specifications, and estimates for the new interchange. Spurred by a future casino, resort, and tribal center for the Cowlitz Tribe, and regional growth within the greater La Center area, KAI led a multi-disciplinary team to study, plan, and functionally design a new interchange form and modify the nearby local roadway network. Fees: $3,900,000 / Client: Cowlitz Tribe

SR 432 Rail Realignment and Highway Improvement Project; Kelso, WA – KAI led the traffic operations and safety analyses which was used as a foundation for the project. Developed over thirty roadway and intersection concepts for six distinct study area locations. The evaluation of each concept takes into consideration a variety of issues ranging from roadway and rail operations, impacts to businesses and residences, accessibility, safety, environmental impacts, and stakeholder support. The final stages of this project included refining concepts, assessing their impacts on the transportation system, and leading a screening process with the project’s Technical Advisory Committee (TAC) and Executive Committee (EC) to identify a set on preferred concepts for the preliminary engineering phase. Fees: $187,100 / Client: Cowlitz-Wahkiakum Council of Government

GLOBAL TRANSPORTATION ENGINEERING (GTENG) – Traffic Design/AnalysisI-5/NW La Center Road Interchange Project; La Center, WA – Prepared a transportation impact analysis, interchange justification report, NEPA reevaluation report, and final plans, specifications, and estimates for the new interchange. Spurred by a future casino, resort, and tribal center for the Cowlitz Tribe, and regional growth within the greater La Center area, KAI led a multi-disciplinary team to study, plan, and functionally design a new interchange form and modify the nearby local roadway network. Fees: $3,900,000 / Client: Kittelson & Associates / Cowlitz Tribe


EKB ECOLOGICAL SERVICES, LLC (EKB) - Biology / Biological AssessmentsColumbia River Crossing; Vancouver, Washington (ODOT/WSDOT) – Elizabeth worked on the project in the planning phase while she was an employee of Parametrix. Her services included BA for 10 species listed by the Endangered Species Act; Federal and State Permit Applications; FEIS Water Quality and Hydrology Technical Report; and Marine Mammal Monitoring. Fees: Unknown; Client: Federal Highways Administration (FHWA)

JLA PUBLIC INVOLVEMENT - Public OutreachFourth Plain Transit Alternatives, Vancouver WA – In order to proactively engage a diverse cross-section of the community along the corridor JLA oversaw the decision-making strategy and managed a robust community outreach program for the project, including residents, businesses, schools, commuters and transit users, community leaders and the broad general public. Efforts focused on educating and informing stakeholders about the project, the decision-making process and the transit alternatives being proposed (initially the six most promising alternatives and following that, the two to three most promising, and finally, the Locally Preferred Alternative, or LPA. The preferred alternative resulted in a Bus Rapid Transit Solution). Fees: $235,000 / Client: KC-TRAN

F.M. BURCH & ASSOC. – DMWESB Coordination/MentorshipMilwaukie East Final Design; Portland, OR – FM Burch’s responsibilities were to identify diverse firms (DMWESB Certified), develop business skills for each firm, create a mentorship program, and regularly monitor and assist DMWESB firms with problem-solving. Fees: $200,000.00 / Client: Stacy and Witbeck

1-205/ Portland Mall Max Project Design; Portland, OR – FM Burch identified the certified firms, worked directly with firms to create long-term mentoring partnerships, and ensured that all regulations were upheld or exceeded. Fees: $140,000 Client: Stacy and Witbeck

3D INFUSION – CADD Drafting ServicesODOT: OR Hwy 20 - 3D InFusion provided on-site CADD drafting services utilizing MicroStation and InRoads for a highway redesign project involving civil, geotechnical and structural design drafting work. Services were provided from 5/2013 thru 5/2016. Fees: $387,000 / Client: ODOT Region 2

APPLIED ARCHAEOLOGICAL RESEARCH, INC. – Cultural Resource ManagementFourth Plain Bus Rapid Transit Project; Vancouver, WA – AAR conducted an investigation of the APE defined for the project that included background research, archaeological modeling, field studies, and an assessment of historic properties. AAR prepared correspondence used by the funding agency and a project technical report. Fees: $31,412

MICHAEL MINOR & ASSOC. (MM&A )– Noise/Vibration and Air Quality AnalysisPuyallup River Bridge Replacement Project, Tacoma WA – Performed a technical traffic noise analysis for the replacement of the Puyallup River Bridge on Eells Street in Tacoma Washington. The major land use near the site is light to heavy industrial, which are not normally considered noise sensitive uses under the Federal Highway Administration or WSDOT. The major concern in this area is a Native American Ceremonial Site, located south of the bridge, along the south shore of the Puyallup River. MM&A worked closely with Tim Sexton on the scope and methods for this special traffic noise study. Fees: $8,000 / Client: WSDOT

MARIANNE ZARKIN LANDSCAPE ARCHITECT (MZLA) – Landscape ArchitectureOR-47 Roundabouts; Washington County/Forest Grove, OR – OR-47 is a high-speed corridor with a history of serious accidents at the intersection with Verboort Road. Washington County and ODOT are working to improve the safety of the corridor by adding a roundabout at this intersection in addition to one at a new roadway at David Hill Road. MZLA provided planting designs for the roundabouts and approaches as well as street trees and vegetated stormwater facilities. The roundabout at Verboort Road is now under construction. Fees: $40,000 / Client: Washington County


PAVEMENT SERVICES, INC. – Pavement DesignNewell Street Reconstruction; Westport, WA – Developed an innovative design for full depth reclamation (FDR) with cement in support of the City of Westport, Washington and the Washington State Transportation Improvement Board (TIB). The FDR section provided the structural capacity required to support planned traffic revisions at a substantial cost savings of approximately 30 percent compared to reconstruction, which was the primary alternative. Fees received: $16,725 / Client: Washington State Transportation Improvement Board

ENVIRONMENTAL SCIENCE & ASSESSMENTS (ES&A) – Wetlands/Habitat AssessmentsSellwood Bridge Replacement, Portland, OR – ES&A’s tasks included state and federal waterway fill permits, Coast Guard permit, habitat surveys, and agency consultation. Fees: $140,000 / Client: Multnomah County / CH2M

Washougal WWTP Improvements; Washougal, WA – ES&A’s tasks included wetland delineation, SEPA checklist, and local, state and federal permits. Fees: $33,000 / Client: City of Washougal, WA

OTT - SAKAI - Cost ConstructabilitySR 99, Alaskan Way Viaduct Replacement Program; Seattle, WA – Ott-Sakai provided constructability, construction phasing, Construction durations: 2001-2016. Fees: $1,000,000+

Y-11693, Y-11239, &-11693, Y-10772 & Y-10018 WSDOT On-Call Subject Matter Expert Services Master Agreement; Statewide – Subject Matter Expertise for various workshops (CEVP, CRA, and VE Studies), from 2008 to present. Fees: $600,000+ / Client: WSDOT

WISER RAIL – Railroad EngineeringCornelius Pass Extension Crossing; Hillsboro, OR – The City is extending Cornelius Pass south of TV Highway in Hillsboro crossing the Portland & Western Railroad. The crossing will be the longest crossing in the State of Oregon at 195’ of panels. It involves 6 gates and one cantilever as well as the closure of 229th Avenue and 3 private crossings. Tom was responsible for the design concept, ODOT Order preparation, preliminary design and final construction plan set. The project involved the crossing, a reprofile of the track, coordination of agency permitting, ditching and drainage, track undercutting, signal design, and tie replacement. Responsible for coordinating UPRR design standards and MUTCD crossing requirements. Fees: $249,498 / Client: Portland & Western Railroad

SKILLINGS CONNOLLY - Civil Engineering (Staff Augmentation)Third Street Improvements; McCleary, WA – Skillings Connolly completed the pre-design study, alternative analysis, and public involvement similar to WSDOT’s Practical Solutions strategy, as well as the PS&E to reconstruct Third Street from Mox Chehalis Road to East Oak Street. This project restored the physical condition of the roadway, improved pedestrian safety with new sidewalks, added bulb-outs north of E Hemlock St, and improved mobility via intersection improvements and improved sight distance. The design included reconstruction of Third Street by recycling the existing pavement and adding new hot-mix asphalt. It included adding parking, shared use bike lane, new curb, gutter, sidewalk, ADA standard curb ramps, and driveway construction. Fees: $375,575 / Client: City of McCleary

204th Street SW Extension and Improvements; Lynnwood, WA – This TIB funded project completes a missing section of 204th Street SW from 68th Avenue W to SR-99. Skillings Connolly provided all PS&E to improve and extend roadway, modify utilities, and improve stormwater. They designed three lanes with bike lanes, curb, gutter, sidewalk, and illumination on each side. Per our design, the intersection at 68th and 204th will be improved with a roundabout. We provided analysis and redesign to reconstruct three additional intersections affected by the new roadway. The City’s utility infrastructure along 204th Street SW was expanded and retrofitted to accommodate the new design and the City’s growth. The stormwater system was designed according to the most current DOE Stormwater Manual and included relocating or adjusting catch basins, adding additional storm pipe, and providing stormwater treatment in an underground treatment facility. Fees: $922,400 / Client: City of Lynnwood


CRITERIA 2: QUALIFICATIONS OF PROPOSED PROJECT MANAGERS

Allen is a senior project manager with more than 14 years of experience working in public works and transportation as a project manager and construction manager. His experience includes a wealth of project management and civil engineering experience during his twelve years with WSDOT and while working at Otak. Allen served in a variety of roles while at WSDOT, worked with nearly every office and department, and has gained the trust of many of the staff that we expect to be working with during this contract.

Allen served as Assistant Area Engineer for Vancouver for nearly eight years and was responsible for delivering part of the Nickel and TPA programs for the Vancouver office. During his time as the Assistant Project Engineer, Allen gained valuable experience in the WSDOT “cradle to grave” design and construction process. He understands how to lead an office or project team to deliver the projects and build the trust of the community. Accountability and transparency are Allen’s strong suits. He was often called upon to report at quarterly meetings and to the Clark County Board of Commissioners. He understands the importance of keeping accurate records and developing detailed specific reports for the appropriate audience. This is something that will be of great benefit to the SWR in the role of ERM.

Allen also served as the SWR Value Engineering and Cost Risk Assessment Coordinator for several years. In this role, Allen helped other offices and project teams facilitate the Value Engineering process and identify practical solutions for complex projects. He was instrumental in developing the “Mini VE Study” model that has been used on a variety of smaller projects to analyze challenges and issues similar to the large VE study. Leading the Cost Risk Assessment effort helped Allen to gain an understanding of potential risks and mitigation techniques that are associated with WSDOT projects. Allen will utilize these skills in the role of the ERM to ensure that the projects being delivered by the Otak team account for any potential risks, as well as to help the project office identify key areas to focus efforts and develop mitigation strategies.

Allen was also Chief Operations Engineer for the Emergency Operation Center for several years while at WSDOT. In that role, he learned the importance of designing roads and highways that can withstand the forces of Mother Nature, as well as the resource needs of a project office or Region during times of large-scale emergencies. and will use this to help guide the design teams. He will apply these valueable insights as he guides the design teams.

Allen can view the project design from a contractor’s perspective, a skill he acquired in his role as SWR AGC Structures representative. He knows the importance of producing plans that are biddable and follow specifications that are practical and attainable for the contractor and serve the agency in their best interest. This will help guide him and his team to deliver projects and specifications that are attractive to contractors and meet the highest standard of quality for the department.

12 years with WSDOT serving in a variety of roles brings a unique perspective and comprehensive

understanding of WSDOT standards

to Allen’s role of Engineering

Resource Manager

ALLEN HENDY, PE - Engineering Resource Manager / Project Manager Otak

Unique Benefits that Allen brings to WSDOT

- Depth of experience with WSDOT staff in the SW Region - Understanding of how to deliver successful projects for the SWR from conception through construction. - In-depth knowledge of WSDOT design and construction standards

“Allen was always dedicated to a unified approach to project management during the Salmon Creek Interchange Project. He and I

worked closely to manage costs and changes while looking for opportunities to optimize the

strengths of the WSDOT and County teams.”

Jean Singer, PE, Capital Project Manager, Clark County Public Works


A. Similar Project Experience

WSDOT: I-5 RECONSTRUCT INTERCHANGE AT NE 134TH STREET (SALMON CRK INTERCHANGE PROJECT) | Vancouver, WA (9/2004 –9/2013)

Responsibilities: While employed with WSDOT, Allen was responsible for managing and delivering the Environmental Assessment, project design and PS&E, and managing construction of the $140 Million project. This project was a partnership with Clark County Public works and was funded through the 2003 Nickel Gas Tax along with funding from FHWA, Transportation Improvement Board and Regional Mobility Grants. This project was built in 4 phases and included three new bridge structures over I-5 and I-205 with drilled shaft foundations, demolition of an existing structure, seismic retrofitting 2 existing structures, noise walls, stormwater facilities including a pump station, adding an additional lane to the interstate in both directions and various other local street improvements. The project was successfully completed in September 2014. The project also won the Washington State Design Excellence award.

CITY OF KELSO: YEW STREET RECONSTRUCTION | Kelso, WA (01/2016-present)

Responsibilities: As Project Manager, Allen was responsible for managing the delivery of the 100% PS&E for a project that will widen approximately 1300 feet of a residential collector in Kelso, WA and provide stormwater management for the area. This project will add street parking, bike lanes, sidewalk and landscape features to help enhance the aesthetics of the corridor. Work includes updates and modifications to previous plans and special provisions to meet current WSDOT Specifications. Allen will also be the Construction manager for the project and oversee the construction inspection team.

CITY OF SALEM: MCGILCHRIST STREET SE CORRIDOR IMPROVEMENTS Salem, OR (12/2015 – present)

Responsibilities: As Project Manager of the roadway design team, Allen was responsible for delivering alternative analysis and 60% design for potential funding of a multi-phase construction project. This project will widen the existing arterial into a five-lane section. It includes several challenges such as dense utility corridors throughout project, three creek crossing culvert replacements and significant stormwater design challenges.


McGilchrist Street SE Corridor Improvements

“Allen did an excellent job of keeping me aware of

design issues and followed up on every review comment.

Because of Allen’s detailed approach, there were no

questions from contractors during bidding and no

bid addendums required for design corrections or

clarifications. The contract documents are well put

together and I am looking forward to the construction

phase, for which we amended Otak’s contract to add

construction inspection and engineering services.”

Timothy Shell, PE, Sr . Engineer, City of Kelso

(re: Yew Street Reconstruction)

I-5 Salmon Creek Interchange Project


Darren Hippenstiel, PE Project Manager CH2M

Darren Hippenstiel is a project manager and roadway designer with experience in roadway enhancement projects, pavement design (including pervious pavements), grading, modeling, parking lot design, agency and stakeholder coordination, and services during construction. He has worked on all phases of project development—conceptual planning through construction—with a focus on incorporating low-impact sustainable design solutions, including bicycle and pedestrian facilities, porous pavements, LED street lighting, and stormwater swales. He is familiar with the process of developing alternatives, based on his work with conceptual alternatives analysis and estimating for the Salem Alternate Modes Study and the Seaside Transportation System Plan. He is also familiar with UPRR’s design and coordination requirements through his design work on the East Columbia to Lombard Connector and Portland and Western Railroad design and coordination requirements through his work on projects for the City of Tualatin.

A. Similar Project Experience

WSDOT: I-5/NW LA CENTER ROAD INTERCHANGE | LaCenter, WA (7/2014-1/2016)

Darren is the CH2M project manager for traffic studies, environmental documentation, and preliminary and final engineering plans and specifications for all offsite (off-reservation) infrastructure improvements associated with the development of a gaming casino in LaCenter, Washington, on the greater Cowlitz Reservation, part of a development effort by the Cowlitz Indian Tribe. CH2M is part of a multi-consultant team and is conducting water and cultural resources work to support environmental documentation, as well as preliminary and final roadway, stormwater, pavement, geotechnical, and bridge design of improvements within the WSDOT right of way. The design includes roundabout intersection control of the ramp terminals over traditional signalized control. All designs were prepared in full compliance with WSDOT design standards including the Highway, Bridge, Hydraulics and Highway Runoff Manuals and in close coordination with the staff in the WSDOT Southwest Region office.

CITY OF DAMASCUS: ANDERSON ROAD IMPROVEMENTS | Damascus, OR (2009-2010) Darren managed the Anderson Road Improvements for the City of Damascus as part of CH2M’s City Engineer contract with the city. Work involved preparation of design and construction documents for what was envisioned as a demonstration project to show potential developers the type of preferred construction in the city. The goal was sustainable development that would meet the needs of a growing city at the same time it would maintain a rural character. Street improvements were envisioned with both an urban (curbed) and rural (non-curbed) cross section. Anderson Road incorporated both types of street development project, with an urban section on one side and rural section on other. Also included were certain “green street” sustainable design elements such as porous pavements (roadway and sidewalk), LED street lighting, infiltration rain planters, and stormwater swales. Additional coordination was required with ODOT District 2C because improvements were immediately adjacent to OR212. As part of a public education effort, an interpretive sign was developed and placed adjacent to the sidewalk to educate users.

ODOT: LAKE EWANA TRAIL (Klamath Ave -Spring St) | Klamath Falls, OR (1/2013-present)

CH2M prepared the design and construction documents for the Lake Ewauna Trail project, located in downtown Klamath Falls along the lakefront of Lake Ewauna across the old Modoc Lumber Mill site. The site is being redeveloped following removal of the old lumber mill. The 4,100 feet of lakefront path, a critical piece of the city’s extensive multi-use path system, will provide a trail for multimodal users to travel from the south end of town to downtown. The path extension will also connect to a nature trail that runs south along the lakefront, past the City’s wastewater treatment plant. The path is unique in that it will include an integrated geothermal snowmelt system that will allow use year round, even during the winter, when snow and ice accumulates.

DARREN HIPPENSTIEL, PE - Project Manager CH2M

Anderson Road, Damascus

“All of the work that Darren

recommended has been completed and we are very pleased

with the results.”

-Steve Gaschler, Public Work Director, City of Damascus, OR

Darren brings 13 years of experience

designing and managing

infrastructure projects for public agencies including

WSDOT


As demonstrated below, each of our Project Managers are highly familiar with the state and federal regulations relevant to this WSDOT contract.

ALLEN HENDY has managed a variety of large and small projects directly under WSDOT jurisdiction involving federal and state funding. These have included projects subject to the federal requirements pertaining to funding guidelines, environmental processes, value engineering, property acquisition, and public involvement. The Salmon Creek Interchange project, for example, was a partnership with Clark County that had a variety of funding sources and state and federal requirements that had to be met. He is familiar with the environmental process requiring alternatives development and impact assessments, and has overseen the alternatives assessments for all of the major transportation projects he has managed. He also has organized required value engineering studies and cost risk assessments, and is familiar with requirements of the WSDOT Hydraulics Manual and Stormwater Management Manual for Western Washington for stormwater quality design.

Allen is experienced working with local agencies in Southwest Washington, such as Clark County, City of Vancouver, and others, that often utilize federal funds and are subject to the same state and federal regulations and requirements. Additionally, Allen’s experience managing consultant contracts during his time at WSDOT gives him a unique understanding of WSDOT’s standards and expectations for quality and documentation on design projects.

DARREN HIPPENSTIEL managed CH2M staff’s delivery of the I-5/Northwest LaCenter Road Interchange project, which required infrastructure improvements as part of a redevelopment effort on the greater Cowlitz reservation. Darren’s involvement and support began at the early stages of environmental documentation. CH2M members provided support for cultural and archaeological resources and water resources documents. The project was designed to meet WSDOT construction specifications and design standards for development on the state highway system. Design was fully compliant with all WSDOT and federal requirements, including 404 and 401 certification to deal with stormwater and wetland impacts. In addition, these federal regulations were addressed: NEPA clearances, environmental permitting, and American’s with Disabilities Act (ADA) requirements.

Our team includes an expert in DMWESB advocacy, workforce development, and mentorship. FAYE BURCH, principal consultant of F.M. Burch & Associates, has extensive knowledge of the inner workings or DBE/MWESB/Veteran-Owned Business

B. Familiarity with Relevant State and Federal Regulations and Procedures

participation specifications on a governmental level and on the ground level. She managed the certification office and the Oregon Governor’s MWESB Small Business program for four years in the early 1990’s, and since then, has continued to advise public agencies and the private sector on inclusive policy issues.

Beyond working diligently to achieve goals, Faye has also written specifications and designed program elements for TriMet, Home Forward, and the City of Portland. Faye was on staff to Margret Carter, legislator that created the Oregon OMWESB and helped to design that program model. Faye has worked on the most successful projects in Oregon, which have achieved record equity in subcontracting and workforce diversity and serve as a benchmark for other projects. The projects have received numerous accolades, including DJC Projects of the Year, Woman of vision DJC 2014, DMWESB Advocate of the Year Oregon, and the Native American Chamber of Commerce Advocate.

Credit: WSDOT SWR


C. Examples of Project Management Capabilities

SALMON CREEK INTERCHANGE PROJECT | Vancouver, WA * * This project was very complex and required the coordination of multiple agencies and partners during the duration. This project was one of the many projects the SWR delivered from the Nickel Gas Tax package. The project required a complex alternative analysis and environ-mental assessment. Allen worked closely with the design team, Clark County, and the project stakeholders to deliver a successful project.

PROJECT SCHEDULE: The original schedule for this project was very short and did not account for the many changes that the project was faced with along the way. The commitment date from Clark County to deliver this project was 2007. After work began on the alternative analysis and environmental assessment, it became clear that this project would not have the environmental or right-of-way phase complete by then. Allen worked hard with the funding partners and stakeholders to ensure the challenges and constraints of the project were clearly communicated regarding the delays the project faced and the realistic timeframe for delivering the project and starting construction.

SCOPE OF WORK/SCOPE CREEP: The original scope of the project was an overcrossing with a direct connection for HOV. This was what the funding and the schedule were based off. Shortly after the project started, the RTC released a new traffic model for the region, and WSDOT determined that the HOV Pilot project would not be continued and the HOV lanes would be removed. This traffic model and change to the HOV need showed that the crossing and HOV access was not sufficient to alleviate the congestion and traffic expected in the area. This led to a complete design change which resulted in a much larger project with a footprint that had much more impact to the area and the resources. Allen managed this scope change by frequent communication with the design team, monthly and quarterly reporting to Program Management and headquarters staff and through open houses with the public and affected stakeholders.

BUDGET ISSUES: This project was funded from several sources including the Nickel Gas Tax, Federal funding, TIB funding and Clark County funds. The budget for the project was a challenge to meet throughout the life of the project due to the complex nature of the project and the multiple agencies and partners involved. During the change in design and alternative analysis process, it was established that the project would be required to provide monthly reporting on progress and spending. Allen helped coordinate this effort with the county. After the cost estimates increased to above what was allocated for the project, a cost risk assessment was done for the project. The results of this analysis were used to help budget the remainder of the project. This tool was used through construction to help manage risks to the budget and schedule and communicate with the funding agencies and stakeholders.

CHANGE MANAGEMENT: As described above, this project experienced many changes throughout the 9 years of existence. Allen managed the change by careful and consistent communication with the agencies and partners involved along with the design team to ensure that the changes were documented well and clear direction was provided. Changes were also communicated to the project sponsors and county commissioners on a regular basis to keep them informed. Overall, this resulted in a successful project that the community and stakeholders supported.


D. Washington Professional Licenses/Accreditations

Washington License• Professional Engineer, PE #42636

Washington, 2006

Relevant Training• WSDOT Project Management

Academy, 2007

• WSDOT Traffic Control Supervisor Washington, #007447, 2007

Professional Affiliations• American Society of Civil Engineers

(ASCE)

• American Public Works Association (APWA)

• Transportation and Development Institute (TDI)

** Salmon Creek Interchange Project - Allen’s experience while employed at WSDOT

“Clark County Public Works partnered with WSDOT to deliver the

Salmon Creek Interchange Project. Allen Hendy played a key role as Project Manager for WSDOT and

helped keep the project moving on schedule and budget. He has a can do attitude and is results oriented.”

-Tom Grange, PE – Engineering and

Construction Division Manager, Clark County Public Work


C. Examples of Project Management Capabilities

PROJECT SCHEDULE: Darren led the design services for the I-5/NW La Center Road Interchange project as part of a multi-firm, multi-discipline team. He managed all infrastructure improvements within the WSDOT right of way, including the interchange ramps, overcrossing structure, and minor improvements on the mainline. The project schedule was dictated by a number of factors, including coordination with WSDOT for submittal reviews, coordination with the other design teams assembled for the casino development, and the need to meet a construction completion date of 2017, the opening of the casino. The CH2M team prepared the interchange reconstruction plans on time for each milestone deliverable (60%, 90%, and 100%), and delivered final plans and specifications delivery 3 weeks early to meet a required date for final WSDOT review and approval for the construction permit.

SCOPE OF WORK/SCOPE CREEP: On the I-5/NW La Center Road Interchange project, Darren worked with the owner, project team, and agencies to define jurisdictional boundaries for improvements within WSDOT, Clark County, and City of LaCenter rights of way. The design team established applicable standards and separate pavement, stormwater, and roadway segments to right-size facilities for each jurisdiction, minimizing the initial capital and long-term maintenance costs.

BUDGET ISSUES: The Lake Ewauna Trail project for ODOT and the City of Klamath Falls, Oregon, is a lakefront trail connecting downtown Klamath Falls to other regional trails. The project included the design of a geothermal snowmelt system that will allow users year-round access to the trail, even during cold times of the year when snow/ice are present. At the 95% level of design, the cost estimate was over the programmed amount due to the higher cost of the snowmelt system and an unanticipated cost for disposing of contaminated material. Once the cost issue was discovered, CH2M worked with ODOT and the City to adjust the construction scope by removing certain segments of the trail from the project, while still leaving the option to construct the segments later. Also, because CH2M will be administering the project on behalf of ODOT and the City, we structured our team with a local engineering firm to minimize travel costs to southern Oregon while maintaining a local inspection presence for the duration of construction.

CHANGE MANAGEMENT: Managing change is essential to maintaining project schedule and budget. Darren conducts weekly progress meetings with design teams during peak performance periods to review work updates and allow project team members to discuss current work, any items waiting from other team members, and any issues with the scope. This process keeps all team members engaged, supports taking ownership, and allows out-of-scope items or potential scope creep to be identified early and brought to the attention of the owner. Darren used this process on the I-5/NW La Center Road Interchange project. The stormwater and geotechnical engineering team were notified by WSDOT that additional geotechnical testing would be required as part of the design of stormwater facilities because the project was to rely more heavily on infiltration than detention. Our team worked with closely WSDOT reviewers to agree on the extent of additional testing and to conduct the necessary work. Once it was determined the initial stormwater management approach using infiltration was not suitable for the site, our team quickly shifted gears and developed a more conventional approach of treatment and detention, which was approved with minimal comments from the reviewers.

DARREN HIPPENSTIEL, PE - Project Manager CH2M

D. Washington Professional Licenses/Accreditations

“The City of Damascus contracted CH2M Hill to evaluate and recommend a maintenance program for the roads that were

transferred from Clackamas County to the City of Damascus. Darren Hippenstiel was assigned

as the project manager. We found Darren to be very easy

to work with and his work was practical and professional. ”

-Steve Gaschler, Public Work

Director, City of Damascus, OR

Washington License• Professional Engineer: No. 45603

Washington, 2009

Relevant Training• Project Management Training

(internal)

Professional Affiliations• American Society of Civil Engineers

(ASCE)


CRITERIA 3: KEY TEAM MEMBERS QUALIFICATIONSA. Team Member Qualifications Table

Key Team Member Role/Responsibilities

Knowledge of WSDOT/Public Agency Regulations and Procedures Relevant Projects, Roles, Dates of Service

TIM KRAFT, PE, INV SPPrincipal-In-Charge / QA/QC Manager

Otak

• 20+ years experience managing roadway and stormwater projects in SW Washington for WSDOT and Local Agencies.

• Experienced with Western Washington Stormwater Manual and the Highway Runoff Manual.

• Experienced in quality management of plans, specifications and estimates meeting the requirements of the LAG manual.

• I-5/I-205 NE 134th St. /NE 139th St. Interchange; Vancouver, WA– Project Manager (6/10-11/13)

• Camas STEP Sewer Transmission Main; Camas, WA – Project Manager (8/12 -11/15)

• West Main Street Realignment; Kelso, WA – Project Manager (6/12-11/15)

ANDY KUTANSKY, PE

Civil/Roadway

Otak

• 4+ years’ experience on WSDOT projects, and co-located in SWR office for 6 months from 2012-2013.

• Well-versed in all WSDOT design manuals and best practices for highway and freeway design.

• Mentored WSDOT staff on MicroStation, InRoads, and designing to WSDOT Design Manual and AASHTO’s Roadside Design Guide.

• WSDOT: I-5 Mellen to Blakeslee Project; Centralia, WA – Project Engineer while co-located at WSDOT’s Vancouver office (9/12-5/13)

• WSDOT: I-5 Everett Design-Build - Project Engineer co-located with WSDOT, consultant, and builder (1/06-2/06)

• West Main Street Revitalization; Kelso, WA – Project Engineer (9/15-present)

BEN BROSS, PE

Civil/Roadway

Otak

• Worked at WSDOT for 10 yrs as a civil engineering designer

• Utilizes MicroStation and Inroads in the production of contract plans, digital terrain models, and estimate quantities for WSDOT projects.

• WSDOT: US 97 Wildlife Connectivity; Goldendale, WA – WSDOT Civil Designer (6/11-5/12)

• WSDOT: Biggs Rapids Bridge Deck Replacement Project; Biggs, OR – WSDOT Civil Designer (8/06-6/07)

• WSDOT: SR 518 Eastbound Off-Ramp Improvements; Burien, WA – Otak Civil Designer (10/14-2/15)

THEO MALONE, EIT, ENV SP, LID

Water Resources Engineering Designer

Otak

• LTAP Contract Specification Writing Certificate of Completion

• LTAP HRM Certified (#140389)

• Washington State University LID Certificate of Completion

• HEC-RAS Training Certificate of Completion

• West Main Street Revitalization; Kelso, WA – Civil Designer (3/15-10/15)

• NE 99th Street/SR-503 Intersection; Vancouver, WA – Civil Designer (11/15-current)

• Fir Street/Olequa Bridge Replacement and Walnut Street/Olequa Bridge Scour Repair; Winlock, WA – Civil Designer (9/15-12/15)

GREG LAIRD, PE, CFM

Stormwater Design LeadOtak

• LTAP HRM Certified (#140387)

• Certified Floodplain Manager (ASFPM)

• Experienced in preparation of construction SWPPP based on requirements of the WSDOT Highway Runoff Manual.

• Washington State University LID PSP/ Certificate of Completion

• WSDOT: SR 522 South Campus Access Improvements; Bothell, WA – Task Order Manager (9/04-9/09)

• WSDOT: SR 532-Camano Island to I-5 Corridor Design Build; Island and Snohomish Counties, WA – Drainage Task Lead (10/07-12/08)

• WSDOT: I-90 Snoqualmie Pass East: Hyak to Keechelus Dam Stormwater Permitting and Design; Kittitas County, WA – Otak Project Manager (10/06-10/09)

DOUG SARKKINEN, PE, SE

Bridge and Structures

Otak

• Over 20 years of bridge experience using the WSDOT BDM

• Numerous Retaining Wall projects using WSDOT guidelines

• Familiar with WSDOT Drawing and Specification Standards

• Experience with staff at WSDOT Bridges and Structures office

• WSDOT: Salmon Creek Interchange Project; Vancouver, WA – Structural design lead for project involveing numerous retaining walls and noise walls (4/12-10/14)

• WSDOT: Bridge No 400 - SR900; Renton, WA – Stuctural design lead for removal and replacement of exterior barrier and sidewalk (5/12-6/14)

• WSDOT: NE 130th Ave Overpass over SR502; Vancouver, WA – Precast girder bridge structure with sidewalks (10/98-8/00)




JON YAMASHITA, PLS

Survey and Mapping

Otak

• Over 20 years preparing right of way surveys to LAG manual standards

• Experience retracing numerous WSDOT rights of ways

• Experienced managing permitting and traffic control for surveying on WSDOT properties

• Fir Street/Olequa Bridge Replacement and Walnut Street/Olequa Bridge Scour Repair; Winlock, WA – Project Manager/Project Surveyor (06/15-05/16)

• Discovery Corridor Wastewater Transmission System, Phase 1; Vancouver, WA – Project Surveyor (10/09-6/15)

• Retracement survey of SR-122 through Ike Kinswa State Park – Project Surveyor (6/08)

DAVID HAYNES, LA, LEED GRN

Landscape Architect

Otak

• Over 15 years of experience working on public projects in Southwest Washington

• Familiar with WSDOT Drawing and Specification Standards

• Completed WSDOT Special Provision writing course

• LTAP Contract Specification Writing Certificate of Completion

• Discovery Corridor Wastewater Transmission System; Vancouver, WA – Landscape Architect (11/14 -5/15)

• West Main Realignment, Kelso, WA – Landscape Architect (2/15-6/15)

• Willapa Hills Trail Bridge Replacement; Lewis County, WA – Landscape Architect (7/12-9/12)

STEVE LITCHFIELD, PEQA/QC Manager/Design-Build RFP Development Lead/VE/CRA Studies

CH2M

• Led the preliminary design, permit integration, DB RFP preparation, and DB procurement and construction engineering support for the 1720-ft Tilikum Crossing

• Managed the design and permitting of over 30 bridge projects

• TriMet Tilikum Crossing; Portland, OR – Project manager and owner’s rep for bridge delivered via design-build (6/08-5/13)

• OR 47 Roundabouts at Verboort/Purdin and David Hill Rd; Forest Grove, OR – Project manager (1/14-present)

• ODOT I-84: Exit 64 Improvements; Hood River, OR – Project manager for interchange improvements (9/08-12/11)

STEVE MADER, PHD

Environmental Permitting Manager /Oversight

CH2M

• Environmental compliance manager on six design-build highway/bridge projects in WA and OR; all zero permit violation performance

• Certified Professional in Erosion and Sediment Control, Certified Forester, Certified Senior Ecologist, and Professional Wetland Scientist

• Expertise in federal and state environmental regulations, compliance plans, ecological investigations, biological assessment, construction plans and specifications, and environmental management systems

• I-405/I-5 to SR 169 Stage 2 - Widening and SR 515 Interchange D-B Project; Renton, WA – Manager for environmental plan development and implementation, environmental coordination, monitoring and reporting to WSDOT. 100% compliance and Award (2009-2012)

• I-5 Rush Rd. to 13th St. Environmental Assessment; Centralia, WA – Review for environmental reports on wetlands, vegetation, and fisheries (2004)

• Columbia River Outfall and Effluent Pipeline Capital Projects, Discovery Clean Water Alliance; Vancouver, WA – Acquired local, state, and federal permits (2015-present)

SCOTT CHRISTOPHERSON, PE

Project Engineer/ InRoads Specialist

CH2M

• 16 years of transportation experience specializing in interstate freeway, highway, maintenance of traffic and drainage design

• InRoads Specialist proficient with horizontal and vertical geometry and surfaces

• Experienced at determining and evaluating practical design solutions from his work on six design-build delivery projects

• I-5/ NW La Center Road Interchange; La Center, WA – Project engineer responsible for all maintenance of traffic, roadway, and stormwater conveyance designs and integration with WSDOT (5/14-4/16)

• I-405/I-5 to SR 169 Stage 2 - Widening and SR 515 Interchange D-B Project; Renton, WA – Project engineer responsible for stormwater engineering, modeling, design, and coordination with WSDOT (2009-2012)

MELISSA MONCADA, PEStructural Design

CH2M

• 12 years of experience with structural engineering, including 10 years in bridge and transportation structures and construction and two years working in structural investigations

• Structural designer on the I-5/NW La Center Rd Interchange improvements within WSDOT ROW, including bridge over I-5, retaining walls, and sign structures

• I-5/ NW La Center Road Interchange; La Center, WA – Structural designer for bridge, retaining walls, and sign structures for interchange improvements within WSDOT right of way, and construction support (9/14-present)

• City of Tukwila 40th-42nd Avenue South, Phase III; Tukwila, WA – Designed reinforced concrete cantilever retaining wall at public works facility (3/16-ongoing)


+ Key Staff Resume in Appendix AKey Team Member Role/Responsibilities


JAMES SHAMRELL, PEProject Engineer / InRoads Specialist (Roadway & Civil)

CH2M

• 10 years of experience developing Inroads designs, preparing preliminary and final designs based on WSDOT design manuals and federal guidelines such as AASTHO and MUTCD

• Experience collocating with WSDOT staff preparing WSDOT channelization plans, design exception reports, and final design plans

• Tacoma HOV GEC; Tacoma, WA – Roadway designer for preliminary design through 60% (5/07-2/10)

• Sellwood Bridge Replacement; Portland, OR – Design manager for preliminary and final design, and construction support (2/10-present)

KARIN FUSETTINEPA Manager / Oversight

CH2M

• Environmental planner specializing in all aspects of compliance with the NEPA and Washington’s SEPA regulations

• 25 years of experience leading teams in the preparation of environmental impact statements, environmental assessments, Section 4(f ) and Section 106 for WSDOT

• SR 509 Corridor; Southwest King County, WA – Environmental lead (2015-present)

• SR 520 Pontoon Construction Project; Aberdeen, WA – Environmental task lead (2007-2009)

• SR 520, I-5 to Medina: Bridge Replacement and HOV Project; King County WA – NEPA lead (2005-2011)

GUY CALEY, PEStormwater/Hydraulics

CH2M

• 28 years of experience in water resource environmental analysis, hydrologic and hydraulic analysis, stormwater collection, and construction stormwater design and compliance

• Skilled in low-impact development (LID) stormwater design and construction

• Served as senior hydraulic engineer and lead engineer with WSDOT on numerous transportation projects

• SR518 Eastbound Offramp to Des Moines Memorial Drive; Des Moines, WA – Stormwater and erosion control design (2013-present)

• SR 520 Bridge Replacement and HOV Project; Redmond, WA – Developed conceptual layout and sizing of stormwater facilities for the EIS corridor. (2002-2011)

• I- 5 Rush Road to 13th Street; Lewis County, WA – Drainage design, water quality analyst, and floodplains analyst for the EA (2005-2006)

DEVA ALVES, PEStormwater/Hydraulics

CH2M

• WSDOT Highway Runoff Manual (HRM) Certification with 14 years of experience in hydrology and hydraulic

• Proficiency using KCRTS, WWHM, MGSFlood 3.13, HydroFlow, StormSewers, HydroCAD, StormShed and Hydra

• I-5/ NW La Center Road Interchange; La Center, WA – Drainage engineer, developed the stormwater management plan, drainage treatment and detention designs and integration with WSDOT (4/15-4/16)

• Various Roadway Widenings, Snohomish County, WA – Stormwater engineer for low impact development and water quality BMP designs (12/06-4/11)

STEPHANIE FORMAN, PEPractical Design Solutions

CH2M

• 12 years of roadway and civil design experience, from conceptual to final design

• Specialist on WSDOT design criteria and documentation, including channelization plans, design variances.

• Recent practical design solutions experience utilizing 2015 update to the WSDOT DM

• Developed in-house and external training for WSDOT’s Practical Design process

• SR518 Eastbound Offramp to Des Moines Memorial Drive, Burien, WA – Roadway design lead and lead for design documentation. Lead for Practical Design Study using the 2015 update to the WSDOT DM (2013-present)

• I-405/I-5 to SR 169 Stage 2 - Widening and SR 515 Interchange D-B Project, Renton, WA – Roadway design engineer and design document lead; work included channelization plans, design variances, and leading the design documentation package/project file for the project (2009-2012)

RAJIV ALI, PELead Geotechnical Engineer

RhinoOne

• Over 20 years of geotechnical engineering experience on various infrastructure projects for WSDOT, TriMet, and ODOT

• Expertise in geotechnical engineering, earthquake hazard evaluations, foundation design, seismic design and slope-stability analysis in support

• Portland to Milwaukie Light Rail - West Side, TriMet - Geotechnical Engineer (2011 - 2014)

• Sellwood Bridge Replacement Project; Multnomah County, OR - Geotechnical Engineer (2011 - 2016)

• B508 Elkhead Road to Knowles Creek Design Build Project; on I-5 and OR 126 for ODOT - Geotechnical Engineer (2009 - 2011)


+ Key Staff Resume in Appendix A



DANA BECKWITH, PE, PTOETransportation Engineering / Traffic Design

GTEng

• Over 20 years of experience working with WSDOT Southwest Region and local Agencies and in the analysis, design, and construction of transportation projects

• SR 503 Climbing Lanes, Battle Ground, WA – Transportation Engineering Lead (2011-2012)

• Kelso West Main Street Improvement Project, WA – Transportation Engineering Lead (2011-2013)

• Vancouver 137th/138th Improvement Project, WA – Transportation Engineering Lead (10/08-2/14)

MARC BUTORAC, PE, PTOESenior Principal / Project Manager

Kittelson

• 20+ years expereince with SW Washington agencies and WSDOT and understands the applicable regulations and procedures

• Coordinating on project with City of La Center and WSDOT to ensure standards and design expectations are being met at multiple levels of government, including FHWA

• I-5/NW La Center Road Interchange Project, La Center – Project Manager (9/12-present)

LYNDA WANNAMAKERNEPA Compliance

Wannamaker Consulting

• In-depth knowledge of federal environmental compliance process and requirements

• Over 24 years of NEPA compliance experience and the completion of more than 500 NEPA compliance documents, feasibility studies, and alternatives analyses

• West Eugene EmX Extension NEPA EA and AA; Eugene, OR – PM and NEPA Lead (2007-presemt)

• RiverPlace Parcel 3 Affordable Housing; Portland, OR – PM and NEPA Lead (2015-2016)

• Boones Ferry Road Improvements NEPA CE Phases 1 and 2; Lake Oswego, OR - NEPA Lead (2014-present)

MICHAEL MINORTask Lead Noise and Vibration

MM&A

• Noise task manager for projects listed, during which time MM&A authored eight different noise studies, including several traffic studies along with construction noise analysis and noise studies for the SR 520 Floating Bridge Pontoon Construction Project

• SR 520 HOV and Bridge Replacement Project; Seattle, Bellevue – Noise and Vibration (2000-2012)

• Columbia River Crossing Project; Portland OR and Vancouver WA – Noise and Vibration (2007-2014)

• West Main Street Realignment Project; Kelso, WA – Noise and Vibration (2009-2011)

BILL ROULETTEPrincipal Investigator

AAR

• Archaeologist for 32 years, including over 27 years working with a variety of state and federal cultural resource regulations

• Trained in the Section 106 process, and Section 110 of the Nat’l Historic Preservation Act of 1966. Completed projects in accordance with Executive Order 05-05, SEPA, and Forest Practices permits from the Washington State Department of Natural Resources

• Fourth Plain Bus Rapid Transit - Principal Investigator (7/13-7/14)

• Grace Ave., Eaton Blvd/NE 199th to East Main St. improvement - Principal Investigator (9/09 -1/11)

• Midway-Moxee Transmission Line Rebuild and the Midway-Grandview Transmission Line Upgrade – Principal Investigator (3/14-ongoing)

WALLACE LEAKEEnvironmental Task Manager

ES&A

• Expert on state and federal regulatory policies related to wetland and waterway impacts, mitigation planning and land use

• Close working relationships with regulators and has successfully obtained environmental permits for many highly complex projects involving roadways, transit and bridges

• Washougal WTTP Improvements; Washougal, WA - Managed environmental tasks, site assessment, environmental permitting (2013-2014)

• BPA Ross Complex/Covington MHQ Framework Plan; Vancouver and Covington, WA - Environmental task manager for resource assessment, regulatory constraints analysis, impact assessments (2013-2015)

ADRIENNE DEDONAPublic Involvement LeadJLA

• Has relationships with various government agencies, businesses, neighborhood associations and individuals within Southwest Washington

• 49th Street Roundabout, Vancouver WA – Public Involvement Lead (2006-2009)

• Salmon Creek Interchange, Clark County, WA - Public Outreach Manager (2008-2010)

• Chemewa Interchange Area Mangement Plan, Salem OR – Project Manager (2008-2012)




TOM WISERRail Engineering Wiser Rail

• Extensive knowledge of the railroad industry and operation

• Knowlegeable of railway design principles (Both UPRR and BNSF standards)

• Thorough understanding of design standards and codes (MUTCD, FRA, WA Utilities).

• Port of Vancouver Grain Subdivision – Concept through final design; Vancouver, WA - Utilized WSDOT specifications and followed AREMA Guidelines. Followed WA UTC and L&I requirements (2008-2011)

• Pacific Coast Shredding; Vancouver, WA – The radiation detector required a reduced clearance. Washington Utility and Transportation Commission and Labor & Industries clearance requirements of WAC 296-860 (2011-2013)

BILL OTTSr. Construction SpecialistOtt-Sakai

• Construction experience includes 32 years with contractor estimating and constructing 300+ Projects (most WSDOT)

• Served on 160+ Disputes Review Boards of which 84 have been WSDOT Projects

• Served 10 years as Co-Chairman of the AGC-WSDOT Administration Team reviewing issues with the Standard WSDOT Specifications

• SR 99, Alaskan Way Viaduct Replacement Program; Seattle, WA – Constructability, Construction Phasing, Construction Durations (2001-2011)

• 160th Street Loop Ramp North Expressway Relocation (NER)Sound Transit Airport Link; Seattle, WA – Construction estimate, schedule, traffic staging, and Document reviews for ST and POS (2005-2007)

MARIANNE ZARKINPrincipal Landscape Architect

MZLA

• 25 years experience focusing on public infrastructure projects including roadways, bridge mitigation, streetscape, urban design and multi-use pathways

• Created planting plans that comply with local and state regulations

• Oleson Road Bridge Replacement; Beaverton, OR – Landscape Architect (7/13-6/15)

• Oak Creek Bridge Replacement; Corvallis, OR – Landscape Architect – (5/14-5/16)

• OR-47 Roundabouts; Washington County and Forest Grove, OR – Landscape Architect – (5/14-present)

FAYE BURCHMWESB Mentoring

F.M. Burch & Assoc.

• Specializes in development of DBE programs that meet State and Federal mandatory goals.

• Strong background in MWESB and ODOT regulations, including working for the previous governor in Oregon on the certification for ODOT.

• Served as a National DBE Transportation Representative working directly with the FTA, USDOT, and FAA

• Milwaukie Light Rail East and West Corridor; Milwaukie, OR – DBE Equity Program Coordinator (9/12-6/15)

• Beaverton to Wilsonville Commuter Rail; Washington County, OR – DBE Equity Program Coordinator (6/09-9/12)

• Portland Street Car Expansion Project; Portland, OR – DBE Equity Program Coordinator (6/10-9/13)

VIJAY DEODHARInRoads/CAD

3D Infusions

• Performed numerous projects for multiple transportation agencies including WSDOT, ODOT, TriMet, various cities, counties in the Portland Metro area and Puget Sound WA area.

• As sub to CH2M, Vijay performed on site CADD drafting services for Paine Field Airport Runway involving multi-agency coordination and thorough understanding of state, local and federal design guidelines and CADD standards

• WSDOT: SR99 Alaskan Way Viaduct; Seattle, WA – Project Manager (6/12)

• Snohomish County: Paine Field (Boeing Field) Airport Runway; Everett, WA – Project Manager (5/12-10/12)

• Numerous ODOT projects, Since 2002, Largest project was OR Hwy 20, Region 2 – Project Manager (06/12-11/14)

TIM HORTONCivil/Roadway Engineer

Skillings Connolly

• 10 years of experience working in the WSDOT Olympic Region in multiple design and construction offices gives him a full understanding of WSDOT policies and standards

• 13 years coordinating with utility companies for relocation of their facilities insures compliance with the Utilities Manual in both design and construction settings

• WSDOT, SR3 Belfair Area Wide Safety Improvements; Belfair, WA – Project Engineer (2008-present)

• WSDOT, I-5 Grand Mound to Maytown Stage Two - Replace Interchange; Thurston, WA – Designer (2009-2014)

• City of McCleary, Third Street Improvements; McCleary, WA – Deputy Project Manager (2014-present)




WHITNEY BOWLES, III, PE, PEGPS&E Reviews

Magnan Consulting

• 39+ years of extensive knowledge of the building codes, testing procedures as proscribed by ASTM, ACI, A2LA, WSDOT and AASHTO

• Has inspected, tested, and coordinated activities on roadway projects for ICC, FAA, , WSDOT, ODOT USACE, US Navy, and the FHWD

• Edgewood Sewer/Pump LID; Edgewood, WA – Chief Inspector; for const. of 4,930 ft. of gravity sewer and 4,760 ft. of dual force main easements, detailed Daily Inspection Reports, QA/QC (1/10-1/11)

• Puget Sound Naval Shipyard, Farragut Avenue Improvements; Bremerton, WA – Construction QC Manager, coordination, oversight of construction meetings, Submittals, and documentation (5/15-11/15)

• Joint Base Lewis-McChord; Tacoma, WA – Construction QC Manager of a 20-acre concrete Aviation Apron on Gray Army Airfield; coordinating progress and all department personnel, oversight of all field documents (11/12-4/16)

ELISABETH BOWERSPrincipal Biologist

EKB Ecological

• WSDOT-certified Senior Author for Biological Assessments

• Certified Professional Wetland Scientist (#2634)

• Certified Erosion and Sediment Control Lead (CESCL)

• Columbia River Crossing; Vancouver, WA – Project Biologist (2009-2013)

• I-405 – Tukwila to Renton Improvement Project – Phase 1 – Landscape Designer (2007-2008)

• Fifth Plain Creek Bridge Replacement Project – Project Biologist (2013-2015)

JOHN DUVAL, P.E., G.E.Principal Pavement Engineer

Pavement Services, Inc.

• 28 years as a Pavement Engineer with comprehensive understanding of WSDOT Pavement Policy and the WSDOT Geotechnical Design Manual (for pavement practices)

• Knowledge of 1993 AASHTO Guide and Mechanistic-Empirical Pavement Design Guide

• Applies FHWA life-cycle cost analysis procedures to WSDOT, ODOT, and local agency projects

• W. Rose St: City Limit to N. 2nd Ave; City of Walla Walla, WA – Principal Engineer (2013)

• I-5: Exit 119 and 120 Improvements and Lane Widening, O DOT – Principal Engineer (2014)

• Commercial Street Reconstruction, TIB/City of Raymond, WA – Principal Engineer (2015)

SKYLER CHANEY, E.I.T.Pavement Engineer

Pavement Services, Inc.

• Expertise in application of the 1993 AASHTO Guide for Rehabilitation of Pavements and the Mechanistic-Empirical Pavement Design Guide

• Conducted research for WSDOT to optimize asphalt pavement performance for climate zones. Analyzed historical pavement performance from the Washington State Pavement Management System (WSPMS) database

• E. Isaacs Avenue., City of Walla Walla, WA – Principal Engineer (2016)

• OR-126: Torrance Rd to W. 11th Avenue; ODOT – Pavement Engineer (2015)

• Pavement Condition Survey: Eastside Arterial Roads, Clark County Public Works, WA – Pavement Engineer (2015)


CRITERIA 4: FIRM’S PROJECT MANAGEMENT SYSTEM A. Project Management System

Quality Assurance/Quality Control ProcessesOtak has created a culture that recognizes the importance of quality in the work that we produce for our clients. It’s a culture founded on the philosophy that every design professional is responsible for the quality of the work produced by them individually and by the project teams that they are a part of. This attitude is a fundamental element of the more detailed and formal quality control measures established for every project.

To solidify this commitment, Otak has established quality assurance policies and guidelines to ensure consistent work products and efficient processes. Our quality program includes the following elements:

• A Project Management Plan, including a Quality Management Plan, is developed for every project

• A Senior Quality Assurance Reviewer is assigned to every project

• Quality expectations are communicated to the entire project team at the kick-off meeting and reiterated at team meetings

• No work products are sent to the client without thorough quality peer reviews

• Constructability and interdisciplinary reviews are conducted prior to key milestones review of subconsultant materials prior to every submittal

• Quality control documentation and certification will be completed and maintained for project deliverables

For this contract, we have assigned Tim Kraft and Steve Litchfield as our Quality Assurance Reviewers. As Principal in Charge, Tim directs and manages the Otak Vancouver office and is responsible for the quality of the deliverables submitted to clients. He has been serving in this role for our current WSDOT on-call service contract. Steve Litchfield is a Senior Project Manager for CH2M who has led the development, assurance, documentation, and auditing of quality deliverables on several transportation projects. Tim and Steve will assign the appropriate QC reviewers for each project as part of this contract. QC reviewers will be a senior staff

member not directly involved in the day-to-day project activities. All deliverables will go through an in-house peer review, following a checklist format to ensure that all elements of the project are accounted for. This peer review ensures that our standards of quality are applied uniformly and consistently on our projects. Tim and Steve will monitor and oversee the quality review process for all the projects to ensure that a thorough review is being conducted by Otak and/or CH2M staff and to hold the teams accountable for their work products.

The quality management plans for projects will include a table of deliverables and delivery dates that will be reviewed with WSDOT and agreed to by Otak. The will be based on the Deliverables Expectation Matrix developed by WSDOT. This table will be used to track and monitor the progress of deliverables and document the review process, and communicate the expectations to our team. During the 30/60/90 PS&E phases, review comments from WSDOT and others will be consolidated and documented using a quality review spreadsheet. Tim and Steve will use these to ensure that every review comment is addressed and accounted for. This process will provide WSDOT with the information they need to easily conduct the next review for a particular project or work product and to know exactly how the previous comments were addressed or revised.

Tracking System(s) to Monitor Project’s Budget and ScopeWe take pride in our ability to adhere to project budgets and schedules and report on these to our clients. Otak has a proven track record of strong project management to ensure that work is completed efficiently and cost effectively. Otak maintains a number of tools for monitoring staff resources and for successfully managing multiple project budgets concurrently; these include:

• Project Management Plan—A project-specific work plan will be prepared for every project by the project manager. The work plan will follow the WSDOT Project Management Process, shown below in Figure 1, and will outline project objectives, tasks, staff responsibilities, schedule, budget, risk management, change management and communication.

Figure 1: WSDOT Project Management Process


• Resource Management Scheduling— Otak maintains a schedule that monitors all active projects in the office and presents workload projections for assigned team members to ensure capacity needs are met. This will be utilized to ensure that adequate staffing is applied to project timelines and deliverables.

• Deltek Accounting System—A highly sophisticated accounting platform that enables our project managers to track every project, project phase, and staff person working on a project. Data is always current and updated weekly. Project managers always know exactly who is working on their project and how much time is recorded to ensure the level of effort is consistent with project needs. This platform allows for the development of a variety of reports to support our clients reporting needs. Otak will be able to tailor project specific reports for WSDOT to use for monthly or quarterly reporting purposes.

• Earned Value Analysis—Deltek also provides the ability to track earned value for projects. This provides the project manager a real time understanding of how the project is performing in terms of both budget and schedule; an example graph is illustrated in the figure above. This will be available for WSDOT if needed for reporting purposes.

• Design Team Meetings—Communicating project goals and critical information to the design team is imperative to a successful project. Allen and Darren will conduct design team meetings to review staffing resources across all projects and deliverables and adjust levels as necessary to meet delivery schedules. These meetings will be held monthly or more frequent if required by the project specific tasks that are occurring.

Scheduling Program/Process Otak and CH2M use Microsoft Project and the critical path method to develop and track project schedules. Allen and Darren will utilize the WSDOT Master Deliverables List to develop the work breakdown structure and the initial project schedule. The project schedule will be vetted with the design team and reviewed and approved by the WSDOT project engineer. These schedules are scalable depending on the size and complexity of a project and the detail needed for reporting to WSDOT. If appropriate, resources are tracked on the project schedule to gain an understanding of workload and timing to ensure the correct resources are working on the correct tasks related to the critical

path. Schedules are typically updated on a monthly basis, but schedule maintenance can be tailored to fit WSDOT needs on a particular assignment or project.

Allen Hendy has utilized this scheduling software and process successfully on the McGilchrist Street SE Corridor Improvements project for the City of Salem, and both the Yew Street Reconstruction project and the West Main Revitalization Project for the City of Kelso. Allen also developed and maintained the master schedule for SCIP using P6 and Primavera.

Process for Interacting with Internal Project TeamClear communication is the most important part of interacting with a design team. The project management plan will be used as a tool to communicate the project scope, goals and schedule with the team. For the team members that are co-located with WSDOT teams, Allen will work closely with them to ensure that they have clear direction from WSDOT and will be available as needed to address any issues. Allen successfully integrated several consultant team members within his project teams to help deliver projects as well as train and mentor younger staff in InRoads design and Stormwater design using the Highway Runoff manual. This is something that will be very valuable to WSDOT during the next three years as they are faced with a similar situation of having younger staff that will need some training and mentoring in the WSDOT design process. Allen and Darren will meet regularly with their design teams to ensure that the scope, schedule and budget are on track with the project management plan and meeting WSDOT needs.

Otak’s team and resource pool are well versed and ready to take on any task and provide the support to the project offices.

Figure 2: Controlling CostsThe percentage of work completed is greater than actual expenditures, demonstrating the project is under budget.


Allen’s experience at WSDOT will help in selecting the best team member that will not only help deliver projects, but will be able to augment with the WSDOT team that is in place. An important part of co-location is developing relationships and trust with the staff and project engineer; this is something that Allen will be instrumental in helping his teams establish during this contract. He understands how to incorporate consultant staff into a WSDOT project office and will work closely with the SWR managers to ensure this is successful. He will help establish guidelines and boundaries for doing this so the transition can be smooth and seamless. Allen and Darren will hold their teams accountable for delivering quality work products on time and within the agreed upon hours for WSDOT.

Ability to Provide Interaction with Client and/or StakeholdersDuring his 12 years with WSDOT, Allen Hendy was fortunate enough to have served in a variety of roles, working with nearly every office and department in the Southwest Region. He values

the relationships he has with WSDOT and local agency staff, many that we expect to be working with during this contract. Allen understands the importance of listening to the users and stakeholders of projects and incorporating their ideas and suggestions into project elements. On the Salmon Creek Interchange project, he helped lead the team through a complex environmental and public involvement process. Through this experience, Allen gained the trust from the local agencies and community to help guide the project team and consultant team to a successful delivery of the project. As the ERM, Allen will work closely with the Project Development Engineer to develop clear goals and timelines for projects. He will listen to the needs of the project engineers and other partners involved with projects to develop the project management plans. Monthly progress invoices will be clear and concise and provide WSDOT exactly what they need for accounting and reporting purposes.

ConclusionOtak, CH2M, and our team of highly skilled professionals are looking forward to this opportunity to serve the SWR during this contract. We are confident that we have assembled a team that will deliver high quality results with all efficient design team and experts for the right tasks. Working together with CH2M and Faye Burch, we are excited to be in a position to help the small disadvantaged businesses in the area grow and learn more about performing WSDOT work.

Client service is our priority and we believe by establishing Allen Hendy as the Engineering Resource Manager, we will be able to leverage his strong experience, relationships and trust he has developed in the community and at WSDOT. His ability to deliver and manage projects and resources will be the key to a successful partnership once again with WSDOT.

The depth of resources available for this contract is something that sets CH2M aside from others in the industry. Our team will be flexible and adaptable to any request or task order that is assigned and will be ready to co-locate. Our team brings not only local experience but also a long history of delivering projects for WSDOT. We know what it takes and what is expected to help WSDOT deliver what the tax payers of Washington expect, Connecting Washington by finishing key projects, improving freight mobility, supporting a mulit-modal system that improves safety and access, and engaging the community to develop practical performance based solutions. Being accountable and transparent will be a key strategy in working with WSDOT on this contract. Allen and his team understand this and will be in a position to effectively deliver on this. We look forward to working with you!

www.otak.com

Allen Hendy, PE | Sr. Project Manager 700 Washington Street, Ste. 401

Vancouver, WA 98660d: 360.906.6786 | c: 360.907.7420

SOUTHWEST REGIONENGINEERING SERVICES

STATEMENT OF QUALIFICATIONS | JUNE 20, 2016

PACKET A

Request for Qualifications – Southwest Region Engineering Services 1

CRITERION ONE

QUALIFICATIONS/EXPERTISE OF FIRMS ON TEAMA. Firm Listing, Expertise, Experience and ResourcesThe Washington State Department of Transportation (WSDOT) Southwest Region (SWR) is expected to deliver a set of legislatively mandated projects and major new policy initiatives, such as small business inclusion and practical design solutions, without additional staff and with forthcoming senior staff retirements. The WSP | Parsons Brinckerhoff (WSP | PB) team is ready to help you meet these challenges.

Our team is led by Angela Findley, engineering resource manager (ERM), and Jason Tell, principal-in-charge and senior policy advisor. They have the agency relationships, experience and collaborative approach that will deliver successful programs and projects. This team leadership combined with the technical expertise of our in-house staff and subconsultant team members offer the following for the WSDOT SWR engineering services contract:

WSP | PB has successfully delivered projects for SWR over the last 15 years: We offer a long history of staffing multi-year, integrated and co-located general engineering consultant (GEC) teams for WSDOT, including our work on the Columbia River Crossing and Alaskan Way Viaduct (AWV) projects. WSP | PB has held more than 50 on-call contracts with WSDOT, and 86 percent of our team has delivered WSDOT projects. Collectively, our team has worked on more than 100 projects in the area encompassed by SWR (Exhibit 1).

We also bring strong relationships with SWR stakeholders. Project managers Jeanine Viscount and Angela Findley have built relationships with over 12 WSDOT stakeholders on the SR 432 Rail Realignment and Highway Improvements project.

Our team includes 11 former WSDOT agency staff: While with WSDOT, Project Manager Daniel Babuca was the engineering manager responsible for the planning, final design, and design-bid-build procurement of SR 520, I-5 to Medina—West Approach Bridge North Project. In addition to WSDOT experience, many of our staff have direct agency experience where they have

successfully faced challenges similar to those that are being faced now by WSDOT SWR. For example, in his previous role as ODOT Region 1 Manager, Jason Tell delivered almost $300 million of new projects under the Jobs and Transportation Act without additional staff.

Our team brings together some of the top program delivery experts in the Pacific Northwest: Specialized staff, such as design-build expert, Eric Ostfeld, who served in a key role on WSDOT’s second design-build project — the New Tacoma Narrows Bridge — while with WSDOT, and Charissa Rotramel, a leader in regional small business inclusion efforts, will augment WSDOT resources.

We are committed to working closely with SWR to appropriately staff projects with the right resources, at the right time, and seamlessly with WSDOT staff: We understand that WSDOT’s needs will vary and that staffing will evolve throughout the life cycle of the contract. Our team offers flexibility and agility. The size of our firm and the depth of our team resources will allow us to quickly scale up and down as required. A full listing of our team (Exhibit 2) highlights

Exhibit 1: Over the past decade, the combined WSP | PB team has worked in the Southwest Region on over 100 projects that cover a range of sizes and types.

VancouverVancouver

Camas/WashougalCamas/Washougal

NorthBonnevilleNorthBonneville

White Salmon/Bingen

White Salmon/Bingen

Ridge�eldRidge�eldBattle GroundBattle Ground

GoldendaleGoldendale

KalamaKalama

MortonMortonMossyrockMossyrockToledoToledo

KelsoKelso

ChehalisChehalis

WinlockWinlockLong

BeachLong

Beach

IlwacoIlwaco

VaderVader

Castle RockCastle Rock

CentraliaCentralia

Pe EllPe Ell

RaymondRaymondSouthBendSouthBend

CathlametCathlamet

StevensonStevenson

WoodlandWoodland

LongviewLongview SOUTHWEST REGIONSOUTHWEST REGION

SKAMANIASKAMANIACOWLITZCOWLITZ

KLICKITATKLICKITAT

LEWISLEWIS

PACIFICPACIFIC

CLARKCLARK

WAHKIAKUMWAHKIAKUM

99

4444 1010

181888

22

44 4444

66

10 0 10 20 30 MILES

XX Multiple projects in vicinity

WSP | PB team project inWSDOT Southwest Region

Legend

N

Qualifications/Expertise of Firms on Team | CRITERION ONE


staff located in Washington State and in the Portland metro region, and the breadth of the resources this team offers is shown in the organizational chart that follows (Exhibit 4). Additionally, we understand that WSDOT may benefit from the support and training our team can provide in technical areas that range from InRoads to value engineering to small business outreach. A list of potential training areas is provided in Exhibit 5.

B. Experience Working with SubconsultantsWe have worked on many projects with the firms we have assembled for this contract (Exhibit 3). We understand that small business utilization is a priority

Exhibit 2: Our team has a deep bench of resources to augment WSDOT staff.

Firm Name, Location, Staff and Expertise for this ContractYears of

Expertise National

StaffWashington State

& Portland StaffWSP | Parsons Brinckerhoff Project Management, Multi-discipline Engineering, Environmental, Program Delivery, Traffic/Transportation Planning, Construction Management, QA/QC, Small Business Utilization, Design-Build, Project Controls, Hydraulics/Stormwater

130 6,820 265

3D Infusion, Inc. CADD 14 4 4

Akana Construction Management 25 65 25

All Traffic Data Traffic Data 14 20 2

Carlson Testing, Inc. Materials Testing 40 130 74

EKB Ecological Services LLC ESA/Biology 10 1 1

EnviroIssues Communicatons 25 102 101

Marianne Zarkin Landscape Architects Landscape Architecture 50 3 3

PBS Engineering and Environmental Inc. HazMat, Survey, Traffic Engineering, ESA/Biology, Wetlands/Permitting

34 184 172

Rhino One LLC Geotechnical Engineering 6 3 3

Ott-Sakai and Associates, LLC Construction Management (cost estimating/scheduling), Procurement

55 10 10

Stell Environmental Cultural Resouces 12 140 9

Tierra Right of Way Services, Ltd. Right-of-Way/Cadastral

26 75 8

Value Management Strategies, Inc. Value Engineering 26 16 3

TOTAL RESOURCES 467 7,553 680

= Federal or state M/S/V/WBE or D/SBE

for WSDOT, and have included qualified small business firms on our team that we’ve developed strong working relationships with on past projects (many for WSDOT). We also know that for small business inclusion to be meaningful, we need to consider new partnerships. With this in mind, we have initiated teaming arrangements with 3D Infusion Inc., Marianne Zarkin Landscape Architects and Tierra Right of Way Services, Ltd., who have not yet worked with WSP | PB. Exhibit 3: Similar projects undertaken in the past three years with our subconsultant team.

Firm Project Subconsultant’s RoleDates Services Performed

Akana WSDOT, I-90 Tunnel HOV Lane Expansion Project

Co-located for mechanical engineering and inspection services

2015–ongoing

All Traffic Data CWCOG, SR 432 Rail Realignment & Highway Improvements Study

Traffic data 2012–2014

EKB Ecological Services LLC

WSDOT, ODOT I-5 Bridge Columbia River Crossing

Project biologist (while with previous firm)

2009–2013

EnviroIssues Seattle DOT, Freight Master Plan Development

Public information 2014–2015

Ott-Sakai and Associates, LLC

WSDOT, Alaskan Way Viaduct Replacement Program

Constructability, construction phasing, construction durations

2001–2016

PBS Engineering and Environmental Inc.

Lane Transit District, West Eugene EmX Corridor Project, Environmental Services

Environmental services

2013–2015

Rhino One LLC C-TRAN, Fourth Plain Bus Rapid Transit System

Geotechnical engineering

2013–2015

Stell Environmental PennDOT, E02303 WO#1 SR0088 & SR0837 PE

Cultural, wetlands, AA, hazardous waste

2012–2015

Value Management Strategies, Inc.

CWCOG, SR 432 Rail Realignment & Highway Improvements Study

Value engineering 2012–2014



Program DeliveryDesign-Build

Eric Ostfeld, PE ●Procurement Documents

Janiece Christian OSA Small Business Inclusion

Charissa Rotramel ●CEVP

Mark Vinson, PE ●Project Controls

Mark Greengard, CPA ●Scheduling

Mike Brunner

EngineeringHighway Design

Cara Belcher, PE ●Natalie Owen, PE ●Chivanna Pot, PE ●Structural DesignMark Vinson, PE ●Practical Design

Suryata Halim, PE ●

EnvironmentalNEPA

Angela Findley ●Jennifer Rabby, AICP ●

ESA/BiologyElisabeth Kay Bowers EKB ●

Traffic/Transportation PlanningTraffic Engineering

Tony Lo, PE ●

CommunicationsCommunications Lead

Mandy Putney EI ●

Construction ManagementConstruction Management Lead

Jeff Faunce, PE AK ●

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Reso

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sKe

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sCo

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ader

ship

WSDOT SWR Design and Engineering Services Manager

Kevin Miller

WSDOT Area EngineersSusan Fell

Lori FigoneJoanna Lowrey

Devin Reck

WSDOT Project Development Manager

Casey Liles

WSDOT Construction Engineering Manager

Chris Tams

Engineering Resource ManagerAngela Findley ●

Principal-in-Charge/ Senior Policy Advisor

Jason Tell ●QA/QC

Jim Ulrich, PE Cindy Potter, PE

EngineeringHighway Design

Thomas Mudayankavil, PE Brian Roche, PE

John Fenedick, PEKyle Williams

Structural DesignMark Hirota, PE

Quoc Nguyen, PEMichael Miotke, PE

Yakov Polyakov, PE, SEGeotechnical

John Horne, PhD, PEKyle Romney

Rajiv Ali, PhD, PE RHO Hydraulics/Stormwater

Tye Simpson, PE, LEED APRaj Naidu, PE

Hamed Hakimelahi

UtilitiesBrian Roche, PETye Simpson, PE

SurveyTerry Goodman PBS

Materials TestingTy Toller CT

CADDAnthony O’DonnellVijay Deodhar 3DI

Right-of-Way/CadastralLeslie Beaird TRS

Mack Dickerson TRS Landscape Architecture

Marianne Zarkin MZ Value EngineeringRobert Stewart VMS

EnvironmentalNEPA

Scott PolzinESA/Biology

Skip Haak PBSLand Use/Sections 4(f) & 6(f)

Jennifer Rabby, AICP ●Wetlands/Permitting

Greg Swenson PBSGary Stensland PBS

Noise/Air/GHG/EnergyPatrick RomeroGinette Lalonde

Social/Economics/EJStephanie Sprague, AICP

Kirsten TillemanVisual

Larissa King Rawlins, AICPHazardous Materials

Patrick RomeroDerrick May PBS

Water/FloodplainsPeter Geiger

CulturalMichael Chidley SE

Traffic/Transportation PlanningTraffic Engineering

Abby CaringulaLaura Wojcicki, PE

Signals, Signage, IlluminationLawrence Guan, PE

ITSErin Ehlinger, PELes Jacobson, PE

Transportation PlanningSine Adams, AICP

Chris Wellander, PEPaul Arnold

David Shelton, AICPTraffic Data

Clay Carney ATD

Construction ManagementConstruction Management

Bill Carter, PECost Estimating

Bill Ott OSA Kevin Parrish, PE OSA

SchedulingKevin Sakai, PE OSA

LegendAll staff are WSP | Parsons Brinckerhoff unless noted. ● = Key personnel = D/SBE and M/S/V/WBE

3DI 3D Infusion, Inc. AK Akana ATD All Traffic Data CT Carlson Testing, Inc.EKB EKB Ecological Services LLC EI EnviroIssues MZ Marianne Zarkin Landscape Architects OSA Ott-Sakai and Associates, LLC PBS PBS Environmental and Engineering, Inc. RHO Rhino One, LLC SE Stell Environmental TRS Tierra Right of Way Services, Ltd. VMS Value Management Strategies, Inc.

Project ManagersAngela Findley ● Jeanine Viscount, PE ● Daniel Babuca, PE ●

Exhibit 4: The WSP | PB team brings capacity and expertise to meet program and project delivery needs. Exhibit 5: Our team can provide training in a variety of areas.

Sample of WSP | PB Team Training Capabilities ● Communications strategy development, public

engagement best practices ● Construction management ● Construction means and methods, estimating,

constructability, scheduling ● Cultural Resources and Environmental Planning Division

with expertise in compliance and permitting issues ● Cultural resources monitoring and inadvertent discoveries ● FHWA design and bridge inspection ● Function analysis ● Geotechnical engineering field work, analysis, design,

report writing and construction observation and testing services

● HazMat ● InRoads ● LARSA ● Materials testing ● MicroStation ● Module I VA/VE Training Workshop ● Module II VA/VE Training Seminar ● Qualitative risk analysis ● Quantitative risk analysis ● Relocation services ● Right-of-way processes or specific disciplines ● Risk management ● SAP2000 ● Traffic counting ● Value metrics ● Wetlands/permitting/Endangered Species Act



C. Availability of Key Staff and ResourcesOur goal is to support WSDOT’s success and to optimize staffing to meet SWR program and project needs. We understand this may mean leading a task, augmenting SWR staff or training SWR staff so that they can lead tasks. Availability of our key staff is shown in Exhibit 6 as hours available per month for the length of the contract, and is not intended to show proposed staffing levels.Exhibit 6: Availability of key staff and resources.

Name2016 2017 2018–2019

A S O N D J F M A M J J A S O N D per monthProject Managers, Hours by Month

Angela Findley, Engineering Resource Manager, Project Manager 100 100 100 10 100 100 100 120 160 160 160 160 160 160 160 160 160 160

Jeanine Viscount, PE, Project Manager 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100 100

Daniel Babuca, PE, Project Manager - 40 40 40 40 80 80 80 80 80 80 80 80 80 80 80 80 80

Key Staff, Hours by Month

Jason Tell, Principal-in-Charge, Senior Policy Advisor 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60

Charissa Rotramel, Small Business Inclusion 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80

Cara Belcher, PE, Highway Design 40 40 80 80 120 120 120 120 150 150 150 150 150 150 150 150 150 150

Elisabeth Kay Bowers, ESA/Biology EKB 120 120 120 120 80 120 140 140 140 140 140 140 140 140 140 140 80 120

Jeff Faunce, PE, Construction Management Akana 40 40 40 40 40 80 80 80 80 80 80 80 80 80 80 80 80 80

Mark Greengard, CPA, CEVP, Project Controls 80 80 80 120 140 160 160 160 160 160 160 160 160 160 160 160 160 160

Suryata Halim, PE, Practical Design 20 20 40 40 40 40 80 80 80 80 160 160 160 160 160 160 160 160

Tony Lo, PE, Traffic Engineering 80 80 80 80 80 80 100 100 100 100 120 120 160 160 160 160 160 160

Eric Ostfeld, Design-Build 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80

Natalie Owen, PE, ENV SP, Highway Design 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120

Chivanna Pot, PE, Highway Design 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80

Mandy Putney, Communications EnviroIssues 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60

Mark Vinson, PE, CEVP, Structural Design 100 100 100 100 160 160 160 160 160 160 160 160 160 160 160 160 160 160

Jennifer Rabby, AICP Environmental NEPA, Land Use/Sections 4(f ) & 6(f ) 70 70 80 80 80 80 80 80 130 130 130 130 160 160 160 160 160 160



D. Project Examples Demonstrating Required ExpertiseWSP | PB has experience managing more than 50 WSDOT on-call and general engineering consultant contracts (GECs) dating back to 1988. We bring comprehensive experience spanning all project phases relevant to SWR: planning, preliminary engineering/environmental, final design, construction and procurement.

I-5 COLUMBIA RIVER CROSSING EIS Firms: WSP | PB, EnviroIssues (EI), EKB Ecological Services LLC (EKB), Ott-Sakai and Associates, LLC (OSA)

Client: WSDOT/ODOT Amount: $22 million Location: Vancouver, WA and Portland, OR Dates: 2005–2013

Project Relevance: ✔ WSP | PB supported preliminary engineering and SEPA/NEPA providing comprehensive highway engineering services, staff resources and training

✔ Co-located team project with WSDOT in Vancouver

✔ Direct involvement by many local WSP | PB staff as well as staff from subcontractors EnviroIssuues, Ott-Sakai and EKB

Description: WSP | PB was a subconsultant with a team of companies co-located with WSDOT for the I-5 Columbia River Crossing, a replacement bridge between Portland and Vancouver. The project team completed a multimodal environmental impact statement (EIS) for a new bridge, interchange improvements and a high-capacity transit system. The Washington State Legislature withdrew funding for the project in 2013. ODOT retained WSP | PB to advise on project delivery, design and construction issues, and revenues available to support financing.

WSP | PB Relevant Expertise/Services Provided: ● Conceptual engineering services for highway/roadway, transit, traffic, transportation, drainage and geotechnical

● Civil design support for seven interchanges, including the horizontal and vertical alignments of 4.5 miles of I-5 main line, ramps, local streets and a shared-use path

● Project controls ● Analysis of interchange configurations, including a new shared-use path connecting the Marine Drive interchange to downtown Vancouver.

● Local road network designs ● Detailed analysis of right-of-way (ROW) impacts associated with proposed roadway and transit improvements that helped minimize ROW acquisition; reduced impacts to local businesses; and quantified permanent ROW, temporary construction easements, aerial easements over water and rail, and Section 4(f ) areas used to develop cost estimates.

● Analysis of cost and schedule impacts of upgrading the North Portland Harbor Bridge with a seismic retrofit rather than a full replacement.

● Transit planning (modeling, travel and transit analyses, tolling analysis) ● Finance and tolling feasibility ● Regulatory requirements services ● As ODOT Region 1 manager, Jason Tell served on the ODOT-WSDOT Executive Management Group

Relevant Expertise/Services Provided by Other Team Member Firms:Mandy Putney from EI led visual identity, website, outreach tools, social media, tracking and responding to public inquiries, public events, advisory group support, media relations and pre-construction communicationsElisabeth Kay Bowers of EKB, while with a previous firm, was a project biologist and wrote a portion of the biological assessment, prepared federal and state permits, wrote the Water Quality and Hydrology Technical Report for the FEIS, and organized and conducted the marine mammal monitoring effort during test pile installation.Bill Ott of OSA led the cost estimating and served as schedule and constructability subject matter expert as part of the cost estimate validation process (CEVP) workshop.

Team Members Involved:Chivanna Pot (project manager), Jason Tell (member, ODOT-WSDOT Executive Management Group), Cara Belcher (design engineer, highway design), Natalie Owen (highway, street, and shared-use path design engineering), Jennifer Rabby (planner, interviews with vessel operators), John Horne (lead geotechnical engineer), Mandy Putney EI (communications strategy, management support), Elisabeth Kay Bowers EKB (project biologist), Bill Ott OSA, (subject matter expert: construction)



SR 432 RAIL REALIGNMENT AND HIGHWAY IMPROVEMENTS PROJECT STUDY Firms: WSP | PB, All Traffic Data (ATD)

Client: Cowlitz-Wahkiakum Council of Governments (CWCOG) Amount: $1,675,161 Location: Longview, WA Dates: 2012–2014

Project Relevance: ✔ Corridor planning phase project including engineering and environmental services

✔ Regional project that included coordination with WSDOT and stakeholders, including BNSF Railway, CWCOG, Cowlitz County, Port of Longview, City of Longview, City of Kelso

✔ Included local WSP | PB staff as well as staff from subconsultants

Description: WSP | PB led this project to evaluate how the SR 432 rail and highway transportation corridor functions and identify solutions for safety, traffic congestion, system mobility and freight capacity issues. The goal for the study, the first phase of a $200 million capital project funded through a combination of state and federal transportation funding sources, was to develop a suite of affordable solutions to reduce congestion in the Longview Industrial Corridor segment of SR 432, which is predominantly a freight and industrial corridor and sustained by an integrated marine, rail, and roadway transportation network. The project led to follow-on work with WSDOT, the SR 432/SR 433 Intersection.

WSP | PB Relevant Expertise/Services Provided: ● Management of project and developed concepts addressing highway and rail needs in the SR 432 corridor and prioritized improvements for implementation

● Roadway and rail traffic analysis and conceptual design grade-separation of the SR 432/SR 433 intersection

● Freight movement study and analysis ● Environmental studies and Critical Environmental Issues Report ● Public involvement gathering input from project stakeholders (business owners, residents and community groups) and agency coordination

● Close coordination with CWCOG to adjust scope and budget to changing project needs as it developed.

● WSP | PB’s conceptual design is now being carried forward into Phase II for preliminary engineering and environmental analysis

ATD Relevant Expertise/Services Provided: Traffic counts, PM peak turning movement counts and classification

Team Members Involved:Jeanine Viscount (project manager), Angela Findley (deputy project manager/environmental lead), John Fenedick (rail and roadway conceptual design), Tony Lo (traffic analysis or transportation lead), Jennifer Rabby (environmental and public involvement), Clay Carney ATD (traffic data)

SR 520 I-5 TO MEDINA – WEST APPROACH BRIDGE NORTH Firm: WSP | PB

Client: WSDOT Amount: $2,870,350 Location: Seattle, WA Dates: 2012–2016 (design complete)

Project Relevance: ✔ Involved planning, final design and design-bid-build procurement

✔ WSP | PB provided plans, specifications and estimates (PS&E) for a 1.2-mile fixed structure for WSDOT project

✔ Project Manager Daniel Babuca served as engineering manager while with WSDOT

✔ Multidisciplinary team and services provided

Description: As a subconsultant, WSP | PB provided PS&E for a 1.2-mile fixed structure over water that connects the new floating bridge to the Montlake interchange, including a regional shared used path. With nine volumes of plans, more than 800 pages of special provisions and a construction value of about $200 million, it is the largest PS&E project in WSDOT’s history. The project is under construction and scheduled for completion in late 2017. While with WSDOT, Daniel Babuca served as engineering manager responsible for the planning, final design and design-bid-build procurement.

WSP | PB Relevant Expertise/Services Provided: ● Provided PS&E ● Worked side by side with the WSDOT design engineering manager to manage a blended team of more than 50 WSDOT and consultant staff.

● Assisted WSDOT to create a successful coordination process that allowed the design to be completed in a timely manner.

● Managed schedule even as, at various points during the design, and after feedback from the coordination process, extensive design changes had to be made, including structural and architectural modifications.

● Coordinated closely with a large number of internal and external stakeholders, community members and City of Seattle.

● Provided oversight for incorporating the extensive environmental commitments into the contract plans.

Team Members Involved:Daniel Babuca (project manager while with WSDOT), Suryata Halim (senior engineering manager), John Fenedick (supervising engineer), Ginette Lalonde and Patrick Romero (environmental), Jim Ulrich (senior supervising construction engineer)



SR 167 SOUTHBOUND HOT LANES Firm: PBS Engineering and Environmental Inc. (PBS)

Client: WSDOT Amount: $320,000 Location: Auburn to Pacific, WA Dates: 2014–2016

Project Relevance: ✔ Meeting requirements of the Clean Water Act, Endangered Species Act, as well as Washington state regulations

✔ Environmental review critical for design-build

✔ Developing environmental training

Description: As a member of a design-build team, PBS is providing on-site environmental compliance support. The project will widen SR 167, adding an additional lane in the southbound direction and extending the existing high-occupancy toll (HOT) lanes. The project includes repaving, SR 167 bridge widening, intersection improvement and noise walls. The southbound extension will provide congestion relief while improving mobility and safety.

PBS Relevant Expertise/Services Provided: ● Providing Environmental Compliance Plan for the design-build team from design through construction, including review of plans/designs for permit compliance and environmental regulations

● Leading environmental awareness training for design and construction ● Identifying sensitive areas and reviewing contractor plans to prepare required notifications to resource agencies prior to in-water work

● Evaluating temporary erosion and sediment control best management practices and ensuring proper implementation of the project TESC plans

● Preparing water quality monitoring plan and performing water quality monitoring

Team Members Involved: Gary Stensland (wetlands/permitting)

15TH STREET AND AVENUE D ROUNDABOUT Firm: Akana

Client: City of Snohomish Amount: $372,000 Location: Snohomish, WA Dates: 2014–2015

Project Relevance: ✔ Achieved Federal Highway Administration (FHWA) funding and Local Agency Guidelines (LAG) requirements

✔ Construction management of roadway improvement

Description: Akana provided construction management and inspection services for this roundabout on a major arterial. The work consisted of grading, drainage, paving, waterline construction, illumination systems, signal systems, pedestrian islands and crossings, ADA ramps, retaining walls, irrigation and sprinkler system installation, landscaping, traffic signage and striping.

Akana Relevant Expertise/Services Provided: ● Construction management, inspection and administration ● Contractor coordination, tracking quantities, materials approval, tracking Record of Material development and verification, preparing project issues and changes, change order preparation and negotiations, conducting weekly meetings, preparing correspondence and project management reviews

● Development of a construction staging plan to increase construction efficiency and minimize impact to traffic mobility.

Team Members Involved: Jeff Faunce (construction manager)

I-5/LA CENTER INTERCHANGE IMPROVEMENT PROJECT Firm: Rhino One LLC (RHO)

Client: WSDOT Amount: $ 32,292 Location: La Center, Washington Dates: 2015–2015

Project Relevance: ✔ Geotechnical engineering for SWR interchange

✔ Coordinated with WSDOT and produced data in five weeks to meet the schedule

Description: As a sub, RHO developed a geotechnical data report (GDR) for the stormwater management facility for this interchange improvement. The GDR is being used by the prime firm and WSDOT to develop stormwater detention system concepts.

RHO Relevant Expertise/Services Provided: ● Geotechnical field investigation, including nine borings and eight test pits along the center median and shoulders of I-5 on a fast track

● Laboratory testing ● Groundwater monitoring and GDR.

Team Members Involved: Rajiv Ali (geotechnical engineer)

CLARK COUNTY RELOCATIONS, NE 94TH STREET AND NE 47TH AVENUE IMPROVEMENT PROJECTS Firm: Tierra Right of Way Services, Ltd. (TRS)

Client: Clark County Department of Public Works Amount: $ 34,384 Location: Vancouver, WA Dates: 2013–2014

Project Relevance: ✔ Regional project with WSDOT oversight

✔ Mitigated cost with recommended design change

Description: TRS prepared a relocation plan reviewed by WSDOT and Clark County for compliance with the LAG Manual for this project to construct a two-lane arterial with center turn lane/median, bike lanes, and sidewalks and two travel lanes.

TRS Relevant Expertise/Services Provided: ● ROW relocation plan ● Relocation assistance services ● Budget management to deliver under budget

Team Members Involved: Mack Dickerson (project director for ROW)



OR-47 ROUNDABOUTS Firm: Marianne Zarkin Landscape Architects (MZ)

Client: ODOT/Washington County Amount: $40,000 Location: Washington County/Forest Grove, OR Dates: 2014–2016 (design complete)

Project Relevance: ✔ Application of roadway improvements for safety, emission reduction and reduced costs

✔ Roadway landscape architecture, erosion control and stormwater facilities

Description: OR-47 is a 55 mph corridor with a history of deadly accidents at the intersection with Verboort Road. ODOT and Washington County are working together to improve safety at this intersection by adding a roundabout, as well as a second roundabout one-mile south. These improvements are a new application of roundabouts into a rural setting.

MZ Relevant Expertise/Services Provided: ● Landscape architecture, including planting design for street trees, medians and roundabout islands

● Seeding mixes for erosion control and stormwater facilities

Team Members Involved: Marianne Zarkin (lead landscape architect)

I-90/SR-902 INTERCHANGE IMPROVEMENTS Firm: Value Management Strategies, Inc. (VMS)

Client: WSDOT Amount: $32,000 Location: Spokane, WA Dates: 2012–2013

Project Relevance: ✔ Project to support WSDOT in determining best options for interchange improvements

Description: WSDOT is considering improvement options to the interchange to meet future demand. At the time of the value engineering (VE) study, no improvements to the interchange were designed. The purpose of the VE study was to develop a geometric design to establish a new interchange layout. Given the planning-level nature of the VE study, no project cost estimate was available at the time of the study.

VMS Relevant Expertise/Services Provided: ● Planned, facilitated and documented VE study ● Performed preliminary modeling to determine travel demand forecast and identified advance scoping options that address future demands

Team Members Involved: Rob Stewart (lead for value engineering)

ELLIOTT BAY SEAWALL REPLACEMENT CULTURAL RESOURCES MONITORING Firm: Stell Environmental (SE)

Client: Seattle Department of Transportation (SDOT) Amount: $186,199 Location: Seattle, WA Dates: 2013–2016 (substantially complete)

Project Relevance: ✔ Large-scale, multi-season and multi-phase project in Washington state

✔ Training provided based on identified monitoring and IDP protocols

Description: Stell archaeologists are monitoring for precontact and historic period archaeological materials and components in the Seattle waterfront. Cultural finds are assessed for their context, and historic maps are used to assist in identifying relationships to historic structures and seawall construction elements.

SE Relevant Expertise/Services Provided: ● Monitoring for precontact and historic period archaeological materials and components

● Researching in Washington Information System for architectural and archaeological records

Team Members Involved: Michael Chidley (cultural resources lead, principal investigator)

CLARK COUNTY PAVEMENT PRESERVATION Firm: Carlson Testing, Inc. (CT)

Client: Clark County Amount: not disclosed Location: Various Clark County locations Dates: summer 2013–fall 2013

Project Relevance: ✔ Regional project for WSDOT stakeholder, Clark County

Description: CT provided project management of material testing, which involved all phases related to the placement of asphalt overlays working directly with Clark County.

CT Relevant Expertise/Services Provided: ● Paving and related material testing

Team Members Involved: Ty Toller (lab manager)

2014 INTERSTATE SIGN REPLACEMENT PROJECT Firm: 3D Infusion, Inc. (3DI)

Client: ODOT Amount: $112,000 Location: OR Dates: 5/2013–5/2016

Project Relevance: ✔ Relevant services provided on-site for roadway project

Description: As a subconsultant, 3DI provided CADD drafting services for highway signage that involved civil, geotechnical and structural disciplines.

3DI Relevant Expertise/Services Provided: ● On-site CADD drafting services (MicroStation)

Team Members Involved: Vijay Deodhar (CADD lead)


CRITERION TWO

QUALIFICATIONS OF PROPOSED PROJECT MANAGERSAngela FindleyENGINEERING RESOURCE MANAGER/PROJECT MANAGER

Angela Findley is a respected, collaborative and highly responsive project manager. She is available to begin providing the right technical resources to support WSDOT immediately. Angela will be dedicated and responsive to WSDOT as she is with all her clients. She brings experienced leadership and is committed to collaborating with WSDOT to tailor an effective strategy that

provides staffing to advance project delivery in accordance with state procedures and federal, state and local regulations. Over the past 18 years, Angela has delivered a variety of WSDOT and local agency projects as project manager, deputy project manager, or as a technical task lead. As a project manager, she is adept at balancing long-term delivery goals with a team’s day-to-day tasks. To keep projects on schedule and within budget, she clearly communicates and clarifies expected task outcomes and listens to the team’s input on ways to improve, add value, and streamline efficiencies, all while continually evaluating risk potential and proactively planning contingency actions should issues emerge.

A. Angela Findley’s Similar Project Management ExperienceSR 432/SR 433 INTERSECTION Client: WSDOT Location: Longview, WA Project Dates: 2015–ongoing

Angela is the project manager for advancing the SR 432/SR 433 Intersection project through alternatives development/screening and environmental compliance This is located in the heart of the Longview Industrial Corridor and supports roadway, rail and marine freight transport and transfers.

Angela's Responsibilities: ● Leading a multidiscipline team of traffic analysts, environmental specialists and rail analysts ● Providing ongoing team coordination with WSDOT roadway design and Cowlitz County project management and public involvement staff

● Managing a complex project where the future conditions will be substantially different than existing conditions

● Resourcing the extensive bench of WSP | PB staff across the US to bring the right skillset to the project and address unique project issues associated with the intersection’s multimodal freight transportation aspects

Relevance to WSDOT SWR Engineering contract: ✔ Providing project management of multidiscipline team, advice and mentoring

✔ Providing local agency coordination ✔ Quickly pulling resources for emergent tasks and specialty skillsets ✔ Coordinating with WSDOT stakeholders and managing communication ✔ Managing project budget, schedule and scope of work/scope creep ✔ Managing change throughout the life of the project

SR 502 CORRIDOR WIDENING Client: WSDOT Location: Battle Ground, WA Dates: 2006–2014

To assist WSDOT in widening a 5-mile stretch of SR 502 between I-5 and Battle Ground from two to five lanes. Angela provided project management and oversaw the alternatives analysis and screening, environmental documentation, extensive public outreach services, and pre-construction mitigation compliance.

Angela's Responsibilities: ● Served as the environmental task leader and deputy project manager (2006–2010) and as project manager (2010–2014), coordinating with WSDOT staff throughout

● Led project through numerous issues, including ROW acquisition, access management, business and residential relocation, farmland conversion, wetland fill, historic property adverse effects and public controversy

● Managed team members through preparation and release of the Draft EIS, public hearing, Final EIS and Section 4(f ) Evaluation, and record of decision issued by FHWA and SEPA

● Led team in assisting WSDOT with pre-construction and mitigation commitment tasks

Relevance to WSDOT SWR Engineering Contract: ✔ Project management and strategic leadership working directly for WSDOT

✔ Environmental compliance ✔ Regulatory agency coordination ✔ Coordination with WSDOT stakeholders and communication management

✔ Management of project budget, schedule and scope of work/scope creep ✔ Management of change throughout the life of the project

Qualifications of Proposed Project Managers | CRITERION TWO


US 97 BEND NORTH CORRIDOR Client: ODOT Location: Bend, OR Dates: 2007–2014

Angela led the multidisciplinary team to complete a record of decision for ODOT to satisfy NEPA compliance for this 5-mile safety and mobility improvement project in Bend. The project was recognized as the WTS Portland Chapter’s Project of the Year in 2014.

Angela's Responsibilities: ● Led a large multidisciplinary team to complete conceptual design, traffic analysis, environmental impact assessment methodology, environmental technical reports, a Section 4(f ) Evaluation, Draft and Final EISs, and a record of decision

● Tailored the EIS work plan to leverage the alternatives screening conducted during the preceding refinement plan process to minimize reanalysis of past work

● Oversaw the public involvement program that included six public open houses, a public hearing, a website, newsletters, online surveys, and door-to-door business and environmental justice surveys

Relevance to WSDOT SWR Engineering Contract: ✔ Project management and interagency coordination ✔ Robust 1,300-page response to public comments received on Draft EIS ✔ NEPA, Section 106, Section 4(f ), ESA, SAFETEA-LU and MAP-21 compliance strategy

✔ Stakeholder communication and communication management ✔ Management of project budget, schedule and scope of work/scope creep ✔ Management of change throughout the life of the project

B. Familiarity with Relevant Regulations and Procedures ● Angela has an extensive understanding of WSDOT’s Environmental Manual, federal and state regulations, and procedures. ● She understands WSDOT project delivery requirements and expectations for project schedules, budgets and QA/QC. ● Angela has experience coordinating with SWR staff on multidiscipline projects and on communications procedures.

C. Detailed Project Management ExperienceSR 432/SR 433 INTERSECTION Client: WSDOT Location: Longview, WA Project Dates: 2015–ongoing

Schedule Management: ● Balances the schedule with advancing deliverables while managing risks associated with this independent, controversial project

● Employs strong coordination with WSDOT and Cowlitz County to develop an overall project schedule and sub-schedule for the alternatives development phase

● Coordinates schedule closely between traffic, design and project management teams ● Mentors County’s project manager on identifying risks and on tailoring risk mitigation plans so that project decisions are based on solid technical analysis and are cognizant of schedule impacts

● Where risks materialize, provides the team with multiple scenarios, including the resulting schedule impacts, to arrive at educated decisions

Scope of Work/Scope Creep Management: Angela brings extensive contracting experience to clients, so she can easily incorporate change into contract scopes and budgets through preparation of contract amendments or use of contingency tasks. The extent of controversy associated with a proposed coal export terminal near the SR 432/433 intersection presented several scope creep challenges due to the public’s interest in any potential overlap in the two projects. Angela led the team in incorporating changes into the contract scope to expand traffic analysis, adjust to an increased level of environmental documentation to generate a defensible NEPA decision, and gather additional rail operations data.

Budget Issues and Management: ● Identifies opportunities to credit any unused budget on completed or obsolete tasks ● Facilitates agreement on any amended scope of work to be performed ● Engages key technical staff to confirm that budget drafts are realistic and have the appropriate balance of senior/junior staffing for best value and quality work

● Seeks client review of all budgets, and is open to negotiate so that both parties reach a mutually acceptable outcome.

● Shepherds the transfer of the project task order to a newly issued master on-call agreement, which is when the contract amendment will be fully executed.

● Prepares conceptual cost estimates for WSDOT and the County for subsequent phases so that high-level budget discussions can occur and appropriate budget allocations can be made so that the project can proceed without stoppages due to funding.

Arising Project Changes Management: WSDOT’s use of practical design in the alternatives development process presented an interesting change from traditional methods used on past projects. Angela participated in several joint WSDOT/County sessions to brainstorm an approach that generates of a range of alternatives that start with minimal-level improvements and then builds on elements until a solution is found that optimizes cost and benefit. Angela created a screening matrix with evaluation criteria that would meet the practical design mandate as well as comply with NEPA.



SR 502 CORRIDOR WIDENING EIS Client: WSDOT Location: Battle Ground, WA Project Dates: 2006–2014

Schedule Management: ● Managed team to meet an aggressive schedule to publish the Final EIS in March 2010 and record of decision in June 2010

● As WSDOT began ROW acquisition, oversaw the final archaeological resource surveys and historic property mitigation before construction began in 2014

Scope of Work/Scope Creep Management: This project involved elevating the level of environmental documentation from an EA to an EIS midway through the project and implementing compliance with SAFETEA-LU Section 6002. Additionally, FHWA requested expediting a Section 4(f ) evaluation to address property acquisition related to a wetland mitigation site. Angela’s effective leadership skills and experience working with WSDOT and FHWA resulted in quickly amending the contract to perform the additional work while having no impact to initiating work for the new NEPA delivery schedule.

Budget Issues and Management: ● Co-led the annual cost-to-complete analysis from 2007-2009 to adjust task budgets and tasks scopes. This resulted in task budget credits that could be applied to new scope requests that offset part of the new work request budgets.

Arising Project Changes Management: Initially, WSDOT assumed EA documentation would be adequate. However, Angela worked closely with WSDOT to periodically monitor ROW and wetland impacts, which were identified as early risk factors that could cause significant impacts. As a result, her team quickly transitioned the project to an EIS process that fully complied with SAFETEA-LU Section 6002 requirements and kept the project moving forward when WSDOT and FHWA determined the project environmental classification should change from and EA to an EIS. Angela also transitioned seamlessly into the consultant project manager role after serving as an active deputy project manager.

US 97 BEND NORTH CORRIDOR EIS Client: ODOT Location: Bend, OR Project Dates: 2007–2014

Schedule Management: The economic downturn in 2007–2010 resulted in the team needing more time to re-evaluate alternatives that met affordability and best value goals. To recover some of the schedule slippage, Angela accelerated the traffic analysis and production of the environmental documents. She responded with a detailed plan and risk contingency strategies to move the Draft EIS to publication in July 2011. Similarly, after addressing public controversy associated with the project in 2011-2012, she again developed an aggressive but realistic step-wise plan, including close coordination with FHWA staff, to publish the Final EIS in August 2014. The record of decision was signed as expeditiously as possible in September 2014. Scope of Work/Scope Creep Management: All the alternatives developed initially in 2007 for an economically booming Bend were realized to be too extensive and costly as the ramifications of the economic downturn became known. Over two years, ODOT down-scaled the alternatives to more affordable solutions, which required previous baseline work to be similarly rescaled due to changing project footprints. Angela responded by utilizing contingency tasks in the contract to conduct new fieldwork, analysis and documentation to stay abreast the alternatives changes. She had set up these contingency tasks in the contract for more agile responses to changing scope/budget conditions compared to more time- consuming full contract amendments.

Budget Issues and Management: When managing a large project in the PE/NEPA phase, there are many unknowns at the outset of the project about the number of alternatives to be evaluated, the extent of public input, and the eventual preferred alternative to advance to final design. To develop a budget that could adapt to changes and emergent issues, Angela collaborated with ODOT to contract the project in five phases so that more realistic budgets could be developed based on interim project decisions. As each new phase was contracted, Angela returned all unused budget as a credit, which could be applied to new work and minimize the overall project budget. Arising Project Changes Management: In addition to significant changes in the project alternatives, there was extensive public comment received on the alternatives presented in the Draft EIS. Angela led the team through a robust process to analyze all substantive comments, provide thorough responses, update technical analysis as needed, and clearly capture changes and clarifications made in the Final EIS. Among the most noteworthy was the updated traffic analysis, again resulting from the economic downturn, which affected the population and employment assumptions that were the foundation of the projected traffic projections and the underpinning of the project’s purpose and need. Angela took the lead in thoroughly explaining complex technical jargon in layperson terms so the public could understand the traffic analysis presented in the Draft EIS, how and why the analysis was updated in the Final EIS, and why the resulting changes still supported the need for the proposed project improvements.

D. Professional Licenses/Accreditations for Project ManagerAngela was certified internally by WSP | Parsons Brinckerhoff as a project manager in 2001 and as a Senior Project Manager in 2007.



Jeanine Viscount PROJECT MANAGER Jeanine Viscount is a proven leader who inspires teams to work hard and deliver for clients. She has led several major efforts in the SWR region, working closely with WSDOT and WSDOT stakeholders, including CWCOG for the SR 432/433 Highway/Rail Realignment Feasibility Study, and for BNSF and the Port of Vancouver in Vancouver. In her 30 years of project

experience, Jeanine has led many multidisciplinary civil and rail design projects and managed technical design of roadway and rail infrastructure improvements, environmental analysis and community outreach activities. She is highly regarded by clients for her attention to detail and ability to drive the decision-making process on complex projects among varying constituencies.

A. Jeanine Viscount’s Similar Project Management ExperienceAMTRAK STATION RELOCATION TO FREIGHTHOUSE SQUARE Client: WSDOT Rail Location: Tacoma, WA Project Dates: April 2013–ongoing

Preliminary engineering and final design services for a new Amtrak station to be located within the existing Freighthouse Square building, new second platform/canopy/ access path, new #11 crossover, and two signal bungalows.

Jeanine’s Key Responsibilities: ● Management of project delivery and coordination of all project aspects, including engineering design, operations analysis, stakeholder coordination, permitting, constructability reviews, risk assessments, and rail crossing hazards analysis

● Strategic stakeholder outreach strategy development ● Construction contract package strategy ● Supervision of architectural, structural, mechanical/electrical, and civil task leads ● Strict attention to compressed schedule due to client target date for new service start and limitations of American Recovery and Reinvestment Act of 2009 (ARRA) funding timeline

Relevance to WSDOT SWR Engineering Contract: ✔ Project management and strategic leadership working directly for WSDOT ✔ Project delivery management for multidiscipline project ✔ Coordination with WSDOT stakeholders ✔ Management of project budget, schedule and scope of work/scope creep ✔ Management of change throughout the life of the project

SR 432 RAIL REALIGNMENT AND HIGHWAY IMPROVEMENTS PROJECT STUDY Firm: WSP | PB Client: Cowlitz-Wahkiakum Council of Governments (CWCOG) Location: Longview, WA Dates: 2012–2014

WSP | PB served as the prime consultant on this project is to develop a suite of affordable solutions that reduce congestion in the Longview Industrial Corridor segment of SR 432, which is predominantly a freight and industrial corridor that is sustained by an integrated marine, rail and roadway transportation network.

Jeanine's Responsibilities: ● Managed multidiscipline team to provide roadway and rail conceptual design, roadway and rail traffic analysis, environmental, public involvement, and survey and mapping expertise

● Worked hand-in-hand with the CWCOG and project executive committee, which comprised WSDOT, Cowlitz County, City of Longview, City of Kelso, Port of Longview, Cowlitz Economic Development Council and BNSF Railway, to develop concepts that addressed highway and rail needs in the SR 432 corridor and prioritize these improvements for implementation

● Managed team to develop conceptual design grade separation of the SR 432/SR 433 intersection, being carried forward into Phase II for preliminary engineering and environmental analysis

● Adapted to the changing needs of the project, met all schedule milestones, and delivered the project on budget; when tasks were underspent or not required, credits and budget reallocations were made

Relevance to WSDOT SWR Engineering Contract: ✔ Project in SWR ✔ Coordination with 12 WSDOT stakeholders ✔ Coordination with business owners, residents, and community groups, to ensure design solutions reflect community needs

✔ Management of project budget, schedule and scope of work/scope creep ✔ Management of change throughout the life of the project



BNSF RAILWAY WATERFRONT ACCESS PROJECT Client: BNSF Railway Location: Vancouver, WA Project Dates: March 2008–ongoing

Final design of three packages for infrastructure improvements: design of shoofly track, redesign of BNSF mainline and two railroad bridges; major roadway depression; and advanced utility package. Construction services are ongoing.

Jeanine's Responsibilities: ● Managed highly complex project delivery, implementation, monitoring, updating ● Managed design work including track alignment, geotechnical investigation, access road design, wall and bridge design, grading, utility relocation and construction staging

● Led significant interfacing with BNSF staff to optimize construction staging and maintain operations in the adjacent Vancouver yard

● Managed adjacent street work and advanced utility work contract packages including road design, jacking and boring a 36-inch sewer link under BNSF mainline tracks, regional trail expansion, traffic signal and illumination design, utility design and grading

● Supervised two major contract managers and fostered relationship between the City of Vancouver and BNSF

● Paid strict attention to compressed schedule in order to meet funding obligation windows

Relevance to WSDOT SWR Engineering Contract: ✔ Work for WSDOT stakeholders, BNSF Railway and City of Vancouver ✔ Project in SWR ✔ Management of highly complex, multidiscipline project ✔ Comprehensive engineering disciplines included in project ✔ Coordination and facilitation of consensus for work for two agencies ✔ Management of project budget, schedule and scope of work/scope creep ✔ Management of change throughout the life of the project

B. Familiarity with Relevant Regulations and Procedures ● Jeanine has an extensive understanding of engineering principles, and of WSDOT, FRA and FHWA regulations, procedures and guidelines ● Recent projects have received funding from BNSF, TIGER grants, Federal Rail Administration (FRA) High Speed Rail grants, Housing and Urban Development (HUD), Department of Commerce, Department of Revenue (Local Revitalization Financing), and Local Improvement Districts, as well as private developers

C. Detailed Project Management Experience

AMTRAK STATION RELOCATION TO FREIGHTHOUSE SQUARE Client: WSDOT Rail Location: Tacoma, WA Project Dates: April 2013–Ongoing

Project Schedule Management: Design was completed on a fast-track seven-month final design schedule due to an unexpected and protracted community involvement process. Continuous coordination efforts, multidiscipline on-board reviews, a reduction in the number of submittals, BIM modeling/clash detection, and significant overtime efforts were part of the methodology for successful project execution on this stringent schedule.Scope of Work/Scope Creep Management: The team was required to modify construction contract packaging upon completion of 100-percent design to shift major portions of work to the adjacent ongoing Sound Transit Tacoma Trestle construction contract within a four-week period. Major redesign of the second platform to meet Sound Transit standards was also required. Jeanine and team staff coordinated closely with WSDOT to define the new contract package strategy to meet the schedule and define the details of the new scope. The team met every one of the submittal milestone dates in spite of the stringent schedule.

Budget Issues and Management: Due to major changes in construction contract package delivery at the 100-percent design level, significant effort and redesign was required. Jeanine led the team to prepare new scope and budget and performed a budget reallocation to identify if there were existing funds to cover these new project efforts. It was determined that there was sufficient budget to cover the new work as a result of design efficiencies and rigorous record-keeping. Arising Project Changes Management: Upon delivery of the 30-percent plan set to FRA, WSDOT was advised by FRA that it could not approve unless it had a clear understanding of the interfaces between the Amtrak Station, Sound Transit Tacoma Trestle and Point Defiance Bypass projects. Jeanine brought in rail signal experts to develop a master schematic incorporating all of the project’s signal systems. The assignment was completed within a two-week period. This effort was especially challenging as buy-in was needed from Sound Transit, BNSF, Tacoma Rail and other consultants within this timeframe. The team successfully delivered the submittal and FRA subsequently approved advancement into final design.



WATERFRONT ACCESS PROJECT Client: BNSF Railway Location: Vancouver, WA Project Dates: 2008–2013

Project Schedule Management: Jeanine accompanied BNSF’s local staff and the national vice president of engineering to a meeting with project partner, the City of Vancouver, to ascertain if a redesign could be accomplished in a short time, allowing the project to meet a funding obligation window. Jeanine committed to provide a complete redesign of the rail and bridge project within three months and successfully met this commitment. Scope of Work/Scope Creep Management: During project scoping, it was believed that a single environmental document would be sufficient to capture the proposed work. However, as it became clear that the project would be advanced and let in three separate contracts, it was determined that three separate environmental documents would need to be prepared. Under Jeanine’s leadership, the team prepared the scope, schedule and budget documentation to capture this change in scope, and advanced the work as expeditiously as possible to maintain overall project schedule.

Budget Issues and Management: At 60-percent completion of design, WSP | PB prepared a cost-to-complete assessment to determine if additional budget was required to cover out-of-scope work. As a result of rigorous record-keeping of out of scope work, it was determined that although part of the new work could be covered by existing budget surplus, additional budget would be required. The thorough documentation of out of scope work allowed the client to expeditiously issue a contract modification.Arising Project Changes Management: Four months into the schedule, it became clear that the adjacent property owner was not going to sell a key parcel that would allow realignment of one of the roadways. WSP | PB put the design work on hold and assisted the client by developing several alternative alignment concepts. This also caused the environmental documentation effort to be significantly altered and subsequently fast-tracked.

SR 432 RAIL REALIGNMENT AND HIGHWAY IMPROVEMENTS PROJECT STUDY Client: Cowlitz-Wahkiakum Council of Governments (CWCOG) Location: Longview, WA Dates: 2012–2014

Project Schedule Management: Within a two-week period, WSP | PB prepared a TIGER grant application for the SR 432/433 project. WSP |PB led this effort and successfully incorporated comments from two rounds of review by multiple active partners within this stringent timeline. The team successfully completed the application which was submitted prior to the deadline.Scope of Work/Scope Creep Management: : The original project was structured to develop design options and environmental documentation to improve traffic at the SR 432/433 Interchange and the adjacent Longview area. Upon development of the design options, the CWCOG and WSDOT determined that the project should instead focus on a feasibility study and not be advanced into environmental documentation. WSP | PB adjusted the scope and budget and resources to meet this new work plan

Budget Issues and Management: As various additional scope items were requested by CWCOG, WSP | PB continuously reviewed the original budget against the new work to ensure there were sufficient funds to accomplish the requested work. There was a balance between scope reductions and additions and the work was completed within the existing budget. Arising Project Changes Management: Early in the project, there was major dissatisfaction between the executive committee members and the CWCOG about the management approach to the project and proposed CWCOG resources. The WSP | PB team conducted interviews with each executive committee member to identify their concerns, held a chartering workshop, and worked with the CWCOG to restructure its team and approach such that all parties were supportive of the project.

D. Professional Licenses/Accreditations for Project ManagerJeanine is a licensed Professional Engineer in the State of Washington, 2000 (#37592).



Daniel Babuca, PE PROJECT MANAGERDaniel Babuca understands WSDOT’s perspective and project delivery. He is an accomplished leader with a proven record overseeing the delivery of transportation planning, preliminary design, final PS&E, design support during construction, procurement and construction management. His previous WSDOT project management experience required a thorough

and extensive understanding of engineering principles; WSDOT design and construction manuals; local agency design standards; environmental regulations; and permitting requirements involving local jurisdictions, transit, state, and FHWA requirements and regulations. An excellent communicator, he has facilitated outreach and coordination among diverse stakeholder audiences

to bring about effective solutions that are well-suited to the communities they serve. Prior to joining WSP | PB, Daniel was an engineering manager and project engineer with WSDOT. During his 15-year tenure, he successfully developed and supervised well-organized and high-performing teams for major infrastructure projects, including the SR 520 Bridge Replacement and HOV Program and. Daniel has managed and supervised multiple teams of more than 30 that include both WSDOT staff and consultants. With WSDOT, he was responsible for the scope, schedule, and budget of corridor engineering design, ROW and utility programs, and technical studies. He developed contract scopes of work, independent cost estimates, and project delivery schedules, and was directly responsible for design engineering contracts exceeding $50 million in aggregate.

A. Daniel Babuca’s Similar Project Management ExperienceSR 520, I-5 TO MEDINA—WEST APPROACH BRIDGE NORTH PROJECT Client: WSDOT Location: Seattle, WA Project Dates: 2012–2014

Project completed PS&E for a 1.2-mile fixed structure over water that connects the new floating bridge to the Montlake interchange, including a regional shared used path. With nine volumes of plans, more than 800 pages of special provisions and a construction value of about $200 million, it is the largest PS&E project in WSDOT’s history.

Daniel’s Responsibilities: ● While with WSDOT, was the engineering manager responsible for the planning, final design, and design-bid-build procurement of an approximately $200 million project

● Developed an outreach process to align WSDOT policies, city goals, transit agency objectives, and community desires (seven community councils)

● Built and maintained a qualified and integrated design team of WSDOT and consultants, consisting of interdisciplinary functions to ensure successful project delivery

● Supervised the conceptual and final engineering design of the West Approach Bridge to ensure future accommodation for light rail transit (LRT) deployment, including the civil and structural design, ROW acquisition, environmental and construction permitting, and construction engineering support

● Managed all aspects of the design-bid-build procurement for the project, including the development and assembly of the contract PS&E.

Relevance to WSDOT SWR Engineering Contract: ✔ Engineering management and strategic leadership while with WSDOT

✔ Major $200-$300M WSDOT project ✔ Delivery of planning, final design, and design-bid-build procurement

✔ Close coordination and outreach to stakeholders ✔ Management of integrated design team ✔ Management of project budget, schedule and scope of work/scope creep

✔ Management of change throughout the life of the project



SR 520, MEDINA TO SR 202—EASTSIDE TRANSIT AND HOV PROJECT Client: WSDOT Location: Bellevue, WA Dates: 2008-2012

This project completes and improves the 2.3-mile HOV system from Evergreen Point Road in Medina to 108th Avenue Northeast in Bellevue. The improved six-lane corridor now includes two general purpose lanes and one transit/HOV lane in each direction.

Daniel’s Responsibilities: ● While with WSDOT, was the engineering manager responsible for the planning, conceptual design, and design-build procurement of a $306 million contract, managing a design team at a co-located project office

● Developed an outreach process to align with WSDOT policies, city goals (six local jurisdictions), transit agency objectives and community desires

● Built an integrated design team of WSDOT and consultants, consisting of interdisciplinary functions ● Supervised the conceptual engineering of the Eastside project, including all major structures to ensure future accommodation for LRT

● Managed all aspects of the design-build procurement, including the RFQ, RFP and proposal evaluations

Relevance to WSDOT SWR Engineering Contract: ✔ Engineering management and leadership while at WSDOT ✔ Management of integrated design team at co-located office ✔ Delivery of planning, conceptual design, and design-build procurement

✔ Close coordination and outreach to stakeholders ✔ Management of project budget, schedule and scope of work/scope creep

✔ Management change throughout the life of the project

SOUTH LINK PARKING GARAGE DESIGN-BUILD Client: Sound Transit Location: SeaTac, WA Project Dates: 2014–ongoing

A 1.6-mile extension of LRT that includes one design-build contract consisting of 1.6 miles of double-track LRT elevated guide-way with a new interim terminal station and one design-build contract consisting of an adjacent 1,050-stall parking garage. The parking garage includes all civil, structural, MEP, architectural and systems components.

Daniel’s Responsibilities: ● Currently the resident engineer responsible for the design coordination and construction management of the S445 South 200th Link Extension parking garage project

● Supports client by implementing and managing the design review process of contractor submittals and the day to day construction activities to ensure compliance with contract requirements and adherence to Sound Transit criteria

● Coordinates with client managers, construction resident engineers, design groups and the City of SeaTac in the design development and project interface between two design-build contracts and a third follow-on design-bid-build contract.

Relevance to WSDOT SWR Engineering Contract: ✔ Design coordination and construction management for multidiscipline project

✔ Coordination with client staff, construction resident engineers, design specialty groups and stakeholders

✔ Design-build and design-bid-build contracting ✔ Management of budget, schedule and scope of work/scope creep

B. Familiarity with Relevant Regulations and Procedures ● Daniel spent 15 years as a WSDOT employee as an engineering and senior project manager, and as a result, is proficient familiar with WSDOT policies and procedures. ● Daniel has a thorough and extensive understanding of WSDOT engineering principles, WSDOT Design Manual, AASHTO Green Book, local agency design standards, environmental regulations, and permitting requirements.

C. Detailed Project Management ExperienceSR 520, MEDINA TO SR 202—EASTSIDE TRANSIT AND HOV PROJECT Client: WSDOT Location: Bellevue, WA Dates: 2008–2012

Project Schedule Management: This project needed to be complete in 2014, leaving about a year to develop the project from environmental documentation to construction starting. In order to mitigate schedule risk, Daniel led a concurrent PS&E and design-build process until full funding for construction was identified. Once funding was in place, he worked with WSDOT leadership to structure and deliver a six-month design-build procurement process.Scope of Work/Scope Creep Management: Daniel managed a significant scope of work for the 2.5 miles of highway reconstruction, five interchanges, and the relocation and construction of two transit stations, and moved the project through environmental and community requirements.

Budget Issues and Management: Prior to advertisement of the project, Daniel implemented third-party constructability review, CEVP and value engineering workshops to confirm that project scope could be realized within budget constraints.Arising Project Changes Management: After project was awarded, Daniel was co-located in the project office to provide final design oversight for WSDOT. He worked closely with WSDOT, local jurisdictions, regulatory agencies, and design- builder to ensure project requirements were met while balancing the environmental, community and transit interest through the implementation and participation of task force meetings, over-the-shoulder review, milestone review, and change order negotiations.



SR 520, I-5 TO MEDINA—WEST APPROACH BRIDGE NORTH PROJECT Client: WSDOT Location: Seattle, WA Project Dates: 2012–2014

Project Schedule Management: Project schedule was driven by the $300 million TIFIA loan secured for the construction of the project. Through the implementation of a technical working group, Daniel was able to accelerate project deliver schedule and gain City of Seattle, King County Metro, and Seattle Design Commission concurrence on major project features and scope during a four-month preliminary design phase.Scope of Work/Scope Creep Management: Daniel led a team of bridge engineers, architects, urban designers, civil and stormwater engineers while consulting with WSDOT leadership, the Seattle Design Commission and the public to gain concurrence and approval on the new bridge redesign. The redesign resulted in significantly improved bridge architecture and aesthetics, incorporation of seismic isolation bearings and a sustainable design approach that reduced concrete quantities from the initial design by nearly 50 percent.

Budget Issues and Management: This project is one phase of a larger reconstruction of the Westside corridor on SR 520. During preliminary design, Daniel implemented scope and cost reduction measures to meet available funding. He led redesign of the new bridge and the elimination of 42 drill shafts and interim interchange connections to maintain two existing bridges in operations. The bridge abutments and the interim interchange connections were designed to be forward compatible and to facilitate future phases of construction.Arising Project Changes Management: Implemented a proactive approach to change management by instituting CEVP and VE workshops, monthly review and updates to design and construction risk registers, biweekly coordination/resolution meetings with HQ ASDE and FHWA, PS&E milestone reviews, and contractor and third-party feasibility review. Provided quarterly updates on scope, schedule and budget to SR 520 Program Management.

SR 520 EVANS CREEK WETLAND MITIGATION PROJECT Client: WSDOT Location: Redmond, WA Project Dates: 2010–2012

Project Schedule Management: This project served as the primary wetland mitigation site for the project effects of the SR 520 Eastside Transit and HOV project. Due to the extent of the anticipated wetland impacts and a complicated right-of-way process of the mitigation site, it was not feasible to construct the mitigation ahead of the project effects as required by regulatory and permitting agencies. Through coordination with regulatory agencies, Daniel was able to gain concurrence to construct mitigation within the corridor through the Eastside design-build project and the off-site Evans Creek mitigation project. This approach allowed the Eastside Transit and HOV project to be constructed on schedule.Scope of Work/Scope Creep Management: As part of the permitting process, it was required that WSDOT’s mitigation site be compatible with the City’s long range plans for the development of the adjacent site and a creek realignment. Daniel implemented a multidisciplinary design and permitting effort to determine if a backwater channel requirement by the regulatory agencies could be designed to be compatible with the City’s future plans. This allowed the project to move forward on schedule with minimal impacts to project scope while not compromising WSDOT’s mitigation requirements.

Budget Issues and Management: The sole access to construct the wetland mitigation site was to be provided via a temporary work bridge. The environmental permits required a 10-year plant establishment and monitoring period of the site post construction. The team worked with the HQ bridge office to develop contract requirements for the temporary work bridge that would achieve a 10-year life span without excessive investment in throwaway infrastructure.Arising Project Changes Management: The acquisition of the mitigation site was tenuous with a potential for a high-cost acquisition. The site was formerly farmland that had severely altered the natural topography and hydrology of the site. In order to mitigate project risk prior to final PS&E and to ensure that project site was suitable for WSDOT’s mitigation needs, Daniel led a coordination effort with the property owners to negotiate access to the site prior to acquisition to conduct site investigations and monitoring of ground water levels. This effort informed the preliminary design and environmental permitting of the SR 520 Eastside project and confirmed the wetland and stream mitigation needs between in-corridor and off-site locations.

D. Professional Licenses/Accreditations for Project ManagerDaniel is a licenced Professional Engineer in the State of Washington, 2005 (#41950).


CRITERION THREE

KEY TEAM MEMBERS' QUALIFICATIONSWe have assembled a team with comprehensive skills to meet the SWR’s needs, including planning, engineering, environmental, construction management and communications. We will support SWR with a focus on flexibility, capacity, technical excellence and innovation. Our experienced staff will be available from day one and is committed to SWR’s success.

Our team’s extensive history of delivering WSDOT projects is complemented by experience as WSDOT employees and co-locating with WSDOT staff.

Several of our team members have worked at WSDOT, which means we have knowledge and hands-on experiences to help us get started right away. These include Project Manager Daniel Babuca; Kevin Sakai (construction management

- scheduling), who started his career at WSDOT; and Les Jacobson (ITS), who was with the agency for 22 years. Eric Ostfeld (design-build) was a project engineer from 1998–2006 and Bill Carter (construction management) was with WSDOT for 30 years. Michael Chidley (cultural) worked as a cultural resources specialist for WSDOT for six years and Leslie Beaird (right-of-way/cadastral) was responsible for development and implementation of training for staff, consultants and local agency employees at WSDOT from 1998–2012.

Many of our team members have co-located for WSDOT projects. From WSP | PB, this includes Thomas Mudayankavil, Suryata Halim, Chivanna Pot, Natalie Owen, Cara Belcher, and Mark Greengard, who was co-located on the AWV program for more than a decade. Many subconsultant firms have also co-located for WSDOT, including Ott-Sakai, EnviroIssues, Akana, Tierra and PBS.

Jason Tell PRINCIPAL-IN-CHARGE & SENIOR POLICY ADVISOR Jason Tell has been in your shoes: Jason's 20 years working for ODOT prior to joining WSP | PB means that he can play multiple roles to support WSDOT, including as advisor, project manager and stakeholder facilitator. As a former ODOT region manager in Portland, he is familiar with transportation issues across the region, and he was a member of the Southwest

Washington Regional Transportation Council (RTC). Jason understands public agency challenges—and knows how to implement solutions.

ODOT: Columbia River Crossing, Portland, OR and Vancouver, WA 2008–2014While at ODOT, Jason served on the executive management group that informed major decisions for this multibillion-dollar, multimodal, bi-state project. The Oregon and Washington state departments of transportation developed a project that would replace the I-5 bridge, extend light rail to Vancouver, improve closely spaced interchanges, and enhance pedestrian and bicycle pathways. Project development stopped in 2013 due to lack of construction funding.

ODOT: Oregon Route 217 Interchange Management Study, Portland to Tigard, OR 2010–2014While with ODOT, Jason served as chair of the project steering group. This effort was an innovative approach to transportation corridor planning that used least-cost planning strategies to investigate potential improvements. As a result of the study, ODOT launched its RealTime program in July 2014.

ODOT: Congestion Pricing Pilot Program, OR 2009–2011 While with ODOT, Jason served as project manager for the Section 3 congestion pricing pilot program enacted by the Oregon Legislature as part of the 2009 Jobs and Transportation Act. The program increased the state’s understanding of congestion pricing and how it might help manage congestion in the Portland region. This collaborative effort engaged top officials in the Portland region. A final report was delivered in May 2011.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Jason understands delivering a set of legislatively earmarked projects. As region manager for ODOT, he was responsible for delivering almost $300 million of projects listed in the Jobs and Transportation Act, all of which were on track to be completed on time and within budget at the time he left ODOT.

● He is familiar with managing state employees and understands recruitment/retention challenges and launching new programs. With ODOT, he created and implemented the Region 1 Leadership Academy as part of a region-wide succession plan to address widespread retirements, preparing a new group of employees to step into management.

21WSDOT PROJECTS WHERE TEAM CO-LOCATED

76%TEAM MEMBERSWITH WSDOTEXPERIENCE

11STAFF WHO HAVE WORKEDAT WSDOT

Key Team Members' Qualifications | CRITERION THREE


Charissa Rotramel SMALL BUSINESS INCLUSION Charissa Rotramel will connect you to small businesses: Charissa is WSP | PB’s small business outreach lead for Oregon and Southwest Washington, serving as a liaison with certified firms and public agency small business program staff. She will provide WSDOT with support in achieving or exceeding the state’s small business utilization goals, accelerating connections

and opportunities for innovative outreach. Charissa’s perspective as part of a prime consultant firm that regularly teams with certified firms will provide insights to effective and achievable outreach and utilization. She works closely with public agencies to develop initiatives to support utilization, and has strong relationships with resources across the community that can be called upon to support WSDOT. During WSP | PB project delivery, Charissa ensures utilization goals and mentorship commitments are met. She is skilled at building consensus and commitment among internal staff to provide meaningful opportunities to certified firms.

Program-Level Support 2009–ongoingCharissa provides leadership to and support of numerous outreach organizations and agency committees. She has strong relationships with diversity practitioners and small businesses. These activities include chairing the Business Diversity Institute (BDI), which provides education and resources for certified firms, as well as the Diversity Practitioners Summit, which brings together staff from public and private organizations to discuss challenges, resources and solutions for outreach program management and delivery. The BDI board includes representatives from ODOT, City of Portland, Multnomah County and Port of Portland. Charissa also serves on the Oregon Association of Minority Entrepreneurs (OAME) Advisory Board and on the ODOT DBE Goal Setting Committee. She is often asked to participate on panels and other public forums to educate and support small businesses.

Project-Level Support 2009–ongoing Working with project managers, Charissa leads outreach for specific project pursuits, including event coordination, communication strategies, documentation and teaming decisions. She identifies mentoring and growth goals for team small businesses and develops project plans to ensure those goals are met throughout the life of the project.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Charissa serves on ODOT’s DBE Goal Setting Committee and understands the challenges of providing meaningful opportunities for small businesses.

● She has strong relationships with agencies and organizations providing structure and resources to small business utilization policy in Oregon and SW Washington.

Cara Belcher, PE HIGHWAY DESIGNCara Belcher knows WSDOT highway design and documentation: Cara is knowledgeable about intersection design, interchange design, cost estimating and design documentation engineering. Her expertise is strengthened by her experience in construction management, and she is adept at multijurisdictional coordination and contract administration.

Cara worked at the WSDOT’s Southwest Region Headquarters building for nine months as a fully integrated design team member while part of the I-5/Mellen Street to Blakeslee Junction project, and was co-located with WSDOT as part of the Columbia River Crossing project.

WSDOT: Mellen Street to Blakeslee Junction Phase 2, Centralia, WA 2012–2013Cara worked alongside WSDOT staff in multidisciplinary teams to deliver this complex highway improvement project. Her primary responsibility was creating accurate 3D drawings for use in the development of final PS&E.

Southwest Washington Regional Transportation Council: Interstate 205 Bus on Shoulder Feasibility Study, Clark County, WA 2016–ongoingCara is serving as project manager for this study to determine the feasibility of implementing bus on shoulder along the I-205 corridor. As a subconsultant, WSP | PB will provide bus on shoulder expertise, lead a design workshop, develop policy and bus operating concepts, provide design for capital improvements, and develop cost estimates.

ODOT/WSDOT: I-5 Columbia River Crossing Environmental Impact Statement, Portland, OR, and Vancouver, WA 2011–2015As a member of the highway design team, Cara developed roadway designs, including conceptual plans, construction staging concepts and associated estimates in support of the Columbia River Crossing environmental impact statement. She also worked with ODOT and WSDOT to document design decisions and provide technical support to project advisory committees.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Cara was a design engineer and InRoads specialist on I-5 Mellen Street to Blakeslee Junction. Created design data handoff package for WSDOT field office

● She was the Washington-side design lead for Columbia River Crossing and coordinated the design documentation and WSDOT SWR and HQ approval process.



Elisabeth Kay Bowers ESA/BIOLOGY (EKB)Biologist Elisabeth Kay Bowers is natural resource expert in Washington: Elisabeth has provided natural resources services in Washington and Oregon for 10 years. She has experience in NEPA, wetland delineation/mitigation, the Washington wetland rating system, local/state/federal environmental permitting, and project management. She is a certified Professional Wetland

Scientist and an on-call qualified WSDOT biological assessment senior author.

ODOT/WSDOT: Columbia River Crossing; Vancouver, WA 2009–2013While with Parametrix, Elisabeth worked as a project biologist in the planning phase between 2009 and 2013. She wrote several sections of the biological assessment that analyzed project impacts to species listed by the Endangered Species Act (ESA) and prepared the state and federal permit applications for the project, including applications for both Washington and Oregon. Elisabeth also authored the Water Quality and Hydrology Technical Report for the Final EIS that analyzed project impacts to waterways in the vicinity of the project area. During the test pile program associated with the project, she developed training materials for WSDOT and consultant field staff performing marine mammal monitoring

Clark County: Cedar Creek Bridge Replacement Project, Woodland, WA 2013–2015While working as a project planner/biologist at PBS Engineering and Environmental, Elisabeth prepared the major environmental documentation for this project. The biological assessment for the project analyzed impacts to ESA-listed species within Cedar Creek and the Lewis River. Technical impact analyses included sections on turbidity and suspended sediment, shading and artificial light, channel modification, and stormwater management. Species analyzed for this biological assessment were Chinook salmon, coho salmon, steelhead trout, chum salmon, Pacific lamprey, and eulachon. Elisabeth also prepared permit documents for the project, including the Joint Aquatic Resources Permit Application, SEPA checklist, Wetland Determination Report, Critical Areas Report, and Shoreline Permit Application Packet. Coordinated project design information needs.

Clark County: Fifth Plain Bridge Replacement Project, Brush Prairie, WA 2013–2015While working as a project planner/biologist at PBS Engineering and Environmental, Elisabeth delineated the wetlands at the site and wrote the Wetland Delineation and Habitat Assessment Report. In addition, she prepared permit documents for the project, including the Joint Aquatic Resources Permit Application, SEPA checklist, NEPA supporting documents (sole source aquifer, environmental justice, hazardous materials, and floodplain), and Shoreline Permit Application Packet. Coordinated project design information needs.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Elisabeth is a certified Professional Wetland Scientist. ● She received qualifications to be an on-call WSDOT biological assessment senior author.

Jeff Faunce, PE CONSTRUCTION MANAGEMENT (AKANA)Jeff Faunce delivers construction projects that meet WSDOT requirements. Jeff has an extensive background constructing federally-funded highway, roadway and bridge projects throughout Washington state. He has become a trusted advisor for multiple local agencies, who regularly hire him on a sole-source basis to provide pre-construction design review and

construction management services, as well as to rescue projects experiencing significant schedule delays and complicated claims issues.

City of Snohomish: 15th Street and Avenue D Roundabout, Snohomish, WA 2014–2015Jeff and his team provided construction management oversight for this project that dramatically improved an intersection that was previously rated at level of service of “F,” a failing grade for traffic delays. Today, it is rated at the best possible level of service “A”. The intersection’s stormwater runoff is now treated naturally through rain gardens. The project also added sidewalk and bicycle improvements. Landscaping is designed to be attractive but also to minimize maintenance. These are just a few of the design features incorporated in the project.

WSDOT: Pacific Highway Bridge, Tukwila, WA 1999–2000Jeff was the construction manager for this federally funded project that entailed demolition and reconstruction of the Pacific Highway Bridge over the Duwamish River. Completed in three phases to not interrupt traffic, it provides a new five-lane bridge with sidewalks and bike paths. Because of lead paint on the existing bridge, the project required abatement during construction. Retaining, rockery, geogrid and sheet pile walls were built; bike paths were joined; and extensive BMPs were required during dewatering because of the proximity of the work to a fish-bearing river.

Seattle DOT: Seawall Project, Seattle, WA 2012–2014As construction manager, Jeff provided technical expertise on heavy civil projects applicable to the GC/CM process for this $300 million dollar project. He created an effective phasing plan for work and performed risk assessments of the project, as well as provided a risk matrix to be proactive in identification, quantification and development of risk mitigation strategy for cost, schedule, quality and safety. Akana identified and implemented cost- and schedule-saving measures that resulted in a savings of $30 million.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Jeff has a detailed understanding of LAG Manual and federal aid requirements. He ensures that his projects are properly documented and consistently pass WSDOT project management reviews.

● He has extensive experience with Americans with Disabilities Act (ADA) requirements. He works closely with contractors to set them up for success in meeting these requirements.



Mark Greengard, CPA CEVP, PROJECT CONTROLS Mark Greengard knows WSDOT project controls: Mark co-located with WSDOT for 11 years —from 2001 to 2012—on the Alaskan Way Viaduct (AWV) project. He collaborated with WSDOT managers and directors in an integrated-team delivery model and implemented cost control and budget tracking systems for several WSDOT contracts, serving as principal point of contact

for the Consultant Services Office and agreement compliance at headquarters.

WSDOT: AWV and Seawall Replacement Program, Seattle, WA 2001–2012Mark served as program manager for the consultant team on one of the largest infrastructure projects in the western US. He was responsible for financial oversight of the consultant contract from inception through July 2012, and developed program controls for each phase from environmental documentation through final design and/or RFP as applicable. Mark oversaw contract administration of 49 subconsultants and tracked cost budgets totaling $240 million under two GEC contracts. He worked closely with WSDOT personnel in pioneering co-location facility policies in an integrated delivery team setting.

WSDOT: Statewide Program Management Group, Agreement Compliance Services, Olympia, WA 2010Mark was brought in for the post-audit stage of the agreement based on his extensive technical knowledge and experience with the company’s Financial Management Information System (MIS). Coordinating with WSDOT compliance officers, Mark prepared supplemental job-cost reports as requested and conveyed key information about the company’s Financial MIS compliance with federal business-system requirements.

WSDOT: 1998 On-Call Movable Bridge Design and Inspection, Seattle, WA 1998–2003Mark served as the project’s full-service contract administrator on this series of task order contracts. WSP | PB furnished design, inspection and construction support services in western Washington, notably for the Hood Canal Bridge East Half Replacement/West Half Widening Project ($30 million constructed value). Mark was responsible for all project control functions and was instrumental in negotiating the closing value of the consultant contract with Bridge Preservation. Additional tasks covered O&M manual review services and facility inspections.

WSDOT’s First Avenue South Bridge, Seattle, WA 1997–2000Mark coordinated intergovernment agency agreements at closeout with representatives of WSDOT, the City of Seattle and the consultant Team. He orchestrated negotiation and adjudication of post-audit results among the interested parties.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Mark’s expertise covers project risk management and mitigation and the CRA and CEVP process.

● He is knowledgeable about intergovernmental agency agreement compliance. ● He has extensive experience with federal regulatory environment/rules interpretation.

Suryata Halim, PE PRACTICAL DESIGNSuryata Halim has worked side by side with WSDOT to implement design solutions: For the past 10 years, Suryata has served in key leadership roles for WSDOT’s SR 520 Bridge Replacement and High-Occupancy Vehicle (HOV) program, projects for which he co-located with the agency. As the corridor discipline manager, he has responsibilities for overall design aspects including

incorporation of practical design. Suryata facilitated the effort for the practical solution initiative on the SR 520 Bridge Replacement and HOV Program.

WSDOT: SR 520 West Approach Bridge North, Statewide, WA 2011–ongoing Suryata is the overall segment project manager for the GEC, working side-by-side with a WSDOT design engineering manager in guiding a blended team of over 50 WSDOT and consultant staff to provide PS&E for a 1.2-mile fixed structure over water that connects a new floating bridge to the Montlake interchange and includes a regional shared used path. Suryata assisted WSDOT to create a successful coordination process with internal and external stakeholders, community members, and various departments of the City of Seattle that allowed the design to be completed in a timely manner.

WSDOT: SR 520 I-5 to Medina, Seattle, WA 2009–2011 Suryata served as the civil discipline manager and project manager for the development of the preferred alternative for this project to support the Final EIS development, with a construction value expected to be more than $2 billion. Work involved providing numerous design scenarios and impacts to support WSDOT in discussion with elected officials and the public. It required an aggressive schedule with rigid deadlines and constantly changing scenarios. The project was completed within the planned schedule and budget.

WSDOT: SR 520 Eastside HOV and Transit Project, Seattle, WA 2008–2010 Suryata served as the civil discipline manager and project manager for the development of the preliminary engineering and Request for Proposal for this $300+ million design-build project. He managed the roadway design elements of the 30-percent plans, estimates, and technical requirements for the design-builder. The work included preparing pre-approved multiple design deviations, ADA “Maximum Extent Feasible”, fish passages, and traffic control plans for the numerous, complex construction stages of the project, which required close coordination with all disciplines and with the seven cities on the corridor from Medina to Redmond. The project was delivered on time and within the stipulated budget.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● As the project manager for the SR 520 West Approach Bridge North, Salim has oversight responsibilities to deliver one of the largest PS&Es that WSDOT has ever had.

● Suryata is currently coordinating various WSDOT technical resources, including HQ Design, as the SR 520 corridor discipline manager.



Tony Lo, PE TRAFFIC ENGINEERINGTony Lo brings creative solutions to planning and design teams: Tony combines his planning expertise and traffic engineering background to develop and evaluate transportation solutions for highway projects, transit systems, and non-motorized planning studies. He is familiar with a wide range of traffic analysis programs and transportation planning tools.

CWCOG: SR 432 Rail Realignment and Highway Improvements Study, Longview, WA 2012–2015WSP | PB led a multidisciplinary team for stakeholder outreach and review of current and future corridor uses for both rail and highway for this project that evaluated and documented potential impacts of expanded rail cargo service in the Longview area near and across the SR 432 corridor. As the transportation modeling lead for the rail crossing analysis, Tony’s primary tasks included reviewing demand model volume forecasts and operational analysis results, performing rail crossing queuing analysis, providing concept improvement screening support and oversight of key traffic analysis deliverables to the client, and participating in public involvement/outreach.

WSDOT: SR 164 Bypass Feasibility Study, Auburn, WA 2008–2010Tony was the project manager for this feasibility study for potential bypass options for the SR 164 corridor. This study expanded on the results of a previous route development plan study and further analyzed options to address local congestion near the interchange of SR 164 and SR 18. The project team assessed environmental impacts, traffic circulation and design constraints at the pre-30-percent design level. The outcome of this work was a preferred bypass option that addresses the various needs of stakeholders in terms of access, traffic congestion relief, safety, and minimizing environmental impacts.

WSDOT: SR 9 Corridor Planning Study, Snohomish County, WA 2007-2010Tony served as project manager for this long-range planning study that developed a foundation and road map for future intersection and roadway improvements. He managed all aspects of the project, with key tasks related to environmental review, traffic forecasting and analysis using Synchro and VISSIM software, GIS mapping, conceptual design, screening of alternatives and cost estimating.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Tony has experience working on projects that involve multiple agency stakeholders. ● He is familiar with WSDOT standards and practices, and cognizant of how these interface with local and regional agency/jurisdictional standards.

● He has knowledge of practical design solutions and traffic analysis guidelines such as WSDOT’s recently published VISSIM analysis protocol.

Eric Ostfeld, PE DESIGN-BUILDEric Ostfeld was a key player on WSDOT’s second design-build project: Eric has extensive experience working on design-build projects for public agencies. As a project engineer for WSDOT from 1998–2006, he worked on the new Tacoma Narrows Bridge design-build project. More recently, he has delivered several significant projects for governmental agencies in Canada.

Minister of Infrastructure and Transportation (MIT): PTH59/101 and Intersection Upgrades at PTH59/PR202, Winnipeg, MB, Canada 2015–2016Eric was project sponsor on this project to design and construct a systems interchange at PTH 59N/101 and intersection upgrades to PTH 59/PR202. The $200 million project consists of the. The main components of the project are a new stormwater system, eight bridges, one cut-and-cover tunnel, 40 lane-km of new highway, and traffic management. Eric was responsible for design team performance and contractual relationships. His role included senior management partnering with the design-build team and owner. (Work performed prior to joining WSP | PB).

Government of Guam Department of Public Works (DPW): Guam Island-wide Program Management Services, Tamuning, GU 2010–2010As Parson’s design-build manager and working as co-program manager with WSP | PB, Eric managed design-build projects from preliminary design through procurement, construction management, and contract administration for roadway improvements island-wide. His responsibilities included preparing request for proposal documents, drafting contract requirements specific to design-build projects, managing program-level budgets, reviewing design plans, and managing contractors constructing the projects.

Province of Alberta, Alberta Infrastructure & Transportation: Northeast Stoney Trail (Calgary Ring Road), Calgary, AB, Canada 2007–2009With Parsons and in the role of design-build coordinator, Eric managed a subconsultant design team located in seven offices throughout North America. His responsibilities included preparing and maintaining the Design Quality Management Plan and its processes and procedures, leading interdisciplinary coordination efforts, preparing monthly earned-value reports for subconsultant design services. He facilitated meetings with staff and the client and provided leadership to designers and field engineers.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Eric served in a key role on WSDOT’s second design-build project (New Tacoma Narrows Bridge), establishing the basis for oversight practices and expectations.

● He is a current member of the WSDOT/AGC/ACEC D-B Committee, directly contributing to WSDOT’s design-build procedures.



Natalie Owen, PE, ENV SP HIGHWAY DESIGN WSDOT SWR staff have worked side by side with Natalie Owen: Natalie co-located with WSDOT on the Columbia River Crossing project, where she was responsible for highway, street and shared-use path design engineering. Her particular areas of expertise are highway engineering, local street design, and bicycle and pedestrian facility design.

ODOT/WSDOT: I-5 Columbia River Crossing, Portland, OR, and Vancouver, WA 2005–2013Natalie was responsible for highway, street and shared-use path design engineering associated with the final environmental impact statement, general bridge permit application, and plans development for construction packages of the I-5 corridor project. Assignments included alternatives design of the Hayden Island and Marine Drive interchanges, design of mainline I-5, drafts of design exceptions, identification of ROW, quantity take-off for cost estimates, and roadway plan sheet production. Natalie was responsible for a significant network of local streets and intersections for both ODOT and the City of Portland for more than six years, including the design of a roadway/light rail transit/shared-use path at-grade intersection. She worked extensively with bicycle and pedestrian advisory groups and stakeholders in the design of the project’s bicycle and pedestrian facilities.

SDOT: Seattle Waterfront Redevelopment Project, Seattle, WA 2007–ongoingNatalie was responsible for the design of 26-kilovolt duct banks along Railroad Way in conjunction with a multi-year program to rebuild Seattle’s waterfront following the removal of the AWV. The program spans the waterfront from Pioneer Square to Belltown and includes a rebuilt Elliott Bay Seawall; a new surface street providing access to and from downtown; and new parks, paths and access to Elliott Bay.

City of Hillsboro TV Highway Refinement Plan, Hillsboro, OR 2014–ongoingNatalie’s responsibilities included conceptual-level roadway layout for 5 miles of TV Highway between Maple Street and 198th Street. The project merged input from ODOT, City of Hillsboro, Washington County, and TriMet with the TV Highway Corridor Plan to produce a set of multimodal plans and cross sections to assist the City with future development ROW setbacks. The project required balancing the cross-sectional requirements of vehicular, bicycle, pedestrian and transit modes. The context-sensitive solution combines current geometric standards with existing conditions and ROW constraints to address the agencies’ future vision for the corridor.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Natalie knows design standards for WSDOT, as well as ODOT and local city and county jurisdictional guidelines.

● She is proficient in the application and principles of the ADA, as well as federal, state and local bicycle and pedestrian facility design guidelines.

Chivanna Pot, PE HIGHWAY DESIGNChivanna Pot solves complex design challenges: Chivanna has 21 years of experience in roadway design and associated drainage and utilities. His highway experience includes horizontal and vertical alignments, as well as final design for interchanges and roadway improvements. He is proficient in the use of InRoads, Geopak, MicroStation, and AutoCAD

Civil 3D software. Chivanna co-located with WSDOT on the Columbia River Crossing project.

WSDOT: Columbia River Crossing, Vancouver, WA 2005–2014 Chivanna was project manager and civil engineer for conceptual design improvements for the I-5 Corridor from Victory Boulevard in Portland, Oregon, to SR 500 in Vancouver, Washington, which included mainline and interchange improvements. Responsibilities included designing the mainline horizontal and vertical alignment, ramps and local road design, as well as performing quantity take-offs, writing and requesting design exceptions, and performing quality assurance/quality control of plans.

Western Federal Lands Highway Division: Going-to-the Sun Road, Glacier National Park, MT 2014–2016Chivanna serves as the project manager for the final PS&E, which includes lowering part of the roadway profile; reconstructing the existing roadway section; and replacing a pedestrian path, parking lot, and kiosk buildings. He manages the design team, including architectural and surveying subconsultants. Other responsibilities include designing horizontal and vertical alignments; performing an engineer’s estimate, including quantity take-offs; preparing the special provisions; developing a construction staging plan and schedule; and coordination with Western Federal Lands Highway Division.

Western Federal Lands Highway Division: Montana 236 South of Big Sandy, Big Sandy, MT 2015–2016Chivanna serves as the project manager for this 12-mile paving project. His responsibilities include designing the horizontal and vertical alignment; requesting design exception; performing engineer’s estimate and quantity take-offs; preparing the special provisions; and coordination with Montana Department of Transportation, Western Federal Lands Highway Division and utility owners. Other responsibilities include the inventory of existing roadway features, such as signs, roadway approaches, culverts and fencing.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Chivanna is well-versed on WSDOT’s Design Manual and preparation of deviations and request.

● He has thorough knowledge of AASHTO’s A Policy on Geometric Design of Highways and Streets and the Manual on Uniform Traffic Control Devices.

● He has coordination experience with FHWA and Federal Aviation Administration (FAA).



Mandy Putney COMMUNICATIONS LEAD (EnviroissuEs)Mandy Putney will reach WSDOT stakeholders with a range of communication tools: Mandy works on Washington and Oregon transportation projects as they are designed, permitted and reviewed, notifying communities of traffic and construction effects as projects are implemented. She has worked on WSDOT mega-projects during the NEPA and SEPA planning and

permitting processes, giving her knowledge of the agency’s approach and public involvement requirements. Mandy was co-located with WSDOT for the duration of the Columbia River Crossing project.

ODOT: Columbia River Crossing Project, Portland/Vancouver, WA 2007–2014Mandy provided communications strategy/management support by developing media plans, preparing press releases and communicating with media. She provided bi-state coordination support for Transportation Commissions, Department of Transportation executives and treasurers’ offices; developed materials and messages; and coordinated neighborhood and community outreach programs.

WSDOT: SR 520 Bridge Replacement & HOV Program, Bellevue/Seattle WA 2004–2007As deputy communications and outreach manager, Mandy developed and implemented a communications strategy to engage and educate populations living within the project corridor and the region as the project’s Draft EIS was under development and public review. She managed staff, oversaw outreach and communication tasks, facilitated internal and external meetings, and provided budget tracking and oversight. She served as a liaison between this project and the AWV Program, including coordinating communications required during an independent expert review panel of both projects.

Bonneville Power Administration: I-5 Corridor Reinforcement, Clark/Cowlitz Counties, WA 2010–ongoingMandy provides communications strategy support, including project messaging, materials development and community outreach during the NEPA process as options are considered to site a new 500 kV transmission line. In support of the release of a draft environmental statement (DEIS). She develops outreach and communication plans and timelines.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Mandy knows that resolving issues related to WSDOT projects is the product of setting clear expectations, and that identifying potential issues and ensuring a process is in place to address them will allow the team to reach key milestones.

● She has a strong understanding of WSDOT policies and practices as they relate to the engagement of the general public, stakeholders and property owners, jurisdictional partners and media relations.

● She has a firm grasp of state and federal environmental policy act processes and public involvement requirements.

Jennifer Rabby, AICP ENVIRONMENTAL NEPA, LAND USE/SECTIONS 4(f) & 6(f)

Jennifer knows environmental compliance in Washington: Jennifer will bring her familiarity with WSDOT regulations to work undertaken as part of this on-call contract. She is currently serving as the deputy project manager on WSDOT’s SR 432/SR 433 project and previously served as deputy project manager on the SR 502 Corridor Widening Project EIS.

WSDOT: SR 502 Corridor Widening Project EIS, Battle Ground, WA 2008–2014As deputy project manager, Jennifer was in charge of producing a reader-friendly EIS for this 5-mile roadway widening project from I-5 to Battle Ground. Jennifer also led the Section 4(f ) evaluation, land use discipline report, and indirect and cumulative effects analysis. Jennifer prepared the record of comments, record of decision, and administrative record. She also managed the cultural resources subconsultant, supported public involvement, and ensured compliance with WSDOT's environmental procedures manual and guidelines on reader-friendly documents.

WSDOT: Industrial Way/Oregon Way Intersection Project, Longview, WA 2015–ongoingJennifer is leading the EIS document preparation as deputy project manager for this project to grade-separate two state highways from rail lines, coordinating environmental specialists' efforts and working with Cowlitz County on public involvement activities, including preparation for and attendance at open houses. She is also serving as the lead for Section 4(f )/Section 6(f ) and land use. Jennifer is overseeing preparation of the cumulative impacts analysis, which will include the impacts of the highly contentious Millennium Bulk Terminal coal export facility.

CWCOG: SR 432 Rail Realignment and Highway Improvements Study, Longview, WA 2012–2015Jennifer served as the deputy environmental task lead for environmental inventory and evaluation of selected environmental resources. Jennifer also provided coordination and quality assurance review of public involvement and freight survey tasks performed by subconsultants. She staffed a station at an open house to explain proposed roadway concepts and answer questions from members of the public.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Demonstrated experience using WSDOT’s Environmental Manual and Reader-Friendly Tool Kit to lead in-depth NEPA analyses

● She has a thorough understanding of land use regulations and requirements for Section 4(f ) and Section 6(f ) properties.



Mark Vinson, PE CEVP, STRUCTURAL DESIGNMark Vinson has designed numerous WSDOT structures: Mark’s design and construction experience encompasses leadership in both the office and the field. His responsibilities have included conceptual, preliminary and final design; preparation of construction plans and specifications; plan detail and constructability review; cost-risk assessment and cost estimate

validation process (CEVP); utility investigation; and construction administration support. Mark co-located with WSDOT on the AWV program.

WSDOT: Lenora to Battery Street Earthquake Upgrade Project, Seattle, WA 2007–2008As deputy project manager and structural task lead, Mark was responsible for coordinating a multidisciplinary design team, directing final structural design, authoring the seismic upgrade strategy technical memorandum, and preparing construction documents. One of the five Moving Forward projects for this program, upgrades consisted of improvements to both seismic performance and safety. Task responsibilities also included participation in cost risk assessment and constructability workshops. Mark prepared PS&Es to WSDOT standards.

WSDOT: South Holgate Street to South King Street Viaduct Replacement Project, Seattle, WA 2008-2012Mark was the structural task lead responsible for coordinating construction support services as well as the type, size and location (TS&L) report; preliminary plans; and PS&E to WSDOT standards. Project included 11 grade separation structures. Tasks included phased construction for traffic maintenance; demolition plans (including select removals of existing viaduct); urban multi-use path; overhead sign structures; foundations for signals, offset light poles, and high-mast luminaires; and buried vaults. Coordination included BNSF, City of Seattle, Port of Seattle, utilities, construction sequencing, and traffic control. Task responsibilities also included participation in CEVP and constructability workshops.

WSDOT: Interstate 5 Skagit River Bridge Replacement, Seattle, WA 2013Mark served as the technical advisor for structural components and integration on this design-build project that replaced the temporary emergency truss bridges put in place following the May 2013 collapse of the north span of the 1955 multi-span through truss bridge. The new permanent span meets WSDOT contemporary expectations and was installed overnight to minimize traffic impacts.

Understanding of WSDOT and Other Relevant Regulations/Procedures: ● Mark has diverse, demonstrated experience working with WSDOT, AASHTO, FHWA, IBC, railroad, U.S. Army Corps of Engineers, and other agency regulations and procedures.

● He is a certified WSDOT Bridge Inspector, 2003 (G0305)

Exhibit 7: Our staff is proficient in current WSDOT standards and guidelines. WSDOT Standards, Procedures and GuidelinesOur team has current understanding of the following:

✔ AASHTO: A Policy on Geometric Design of Highways and Streets ✔ FHWA Financial Plans Guidance (2014) ✔ FHWA Major Project Program Cost Estimating Guidance (2007) ✔ FHWA Project Management Plan Guidance (2009) ✔ FHWA Technical Advisory (T6640.8A) ✔ Manual on Uniform Traffic Control Devices (MUTCD), Washington State Modifications ✔ Regulatory Permits: NPDES, HPA, NEPA/SEPA, Corps Section 404/Section 10 ✔ WSDOT Bridge Design Manual Volume 1-2 (M23-50) ✔ WSDOT Construction Manual (M4-01) ✔ WSDOT Cost Estimating Guidance (M3034-03) ✔ WSDOT Design Manual (M22-01) ✔ WSDOT Environmental Manual (M31-11) ✔ WSDOT Geotechnical Design Manual (M46-03) ✔ WSDOT Highway Capacity Manual ✔ WSDOT Highway Runoff Manual (M31-16) ✔ WSDOT Hydraulic Manual (M23-03) ✔ WSDOT Local Agency Guidelines (M36-63) ✔ WSDOT Materials Manual (M46-01) ✔ WSDOT Project Risk Management Guidance for WSDOT Projects, 2014 ✔ WSDOT Right-of-Way Manual (M26-01) ✔ WSDOT Sign Fabrication Manual (M55-05) ✔ WSDOT Specification Amendments and General Special Provisions (GSPs) ✔ WSDOT Standard Specs for Road/Bridge/Construction (M41-10, M21-01) ✔ WSDOT Traffic Manual (M51-02) ✔ WSDOT Utilities Manual (M22-87)

26Request for Qualifications – Southwest Region Engineering Services

CRITERION FOUR

FIRM'S PROJECT MANAGEMENT SYSTEMWSP | PB’s success delivering WSDOT projects stems from our commitment to delivering quality projects on time and within budget—the principle at the heart of our project management system. This commitment has been consistently demonstrated as WSP | PB has met or exceeded deliverable dates established by funding timelines; embedded staff in the SWR office to mentor and assist with design deliverables; and co-located in WSDOT project offices.

WSP | PB staff has spent more than 15 years working closely with SWR providing team cohesiveness and adherence to quality, scope, schedule and budget. Led by Angela Findley, ERM, our team will build on our project history with SWR and other WSDOT regions to achieve the same high level of satisfaction by using a proven project management system, including:

● An accountable QA/QC program that ensures work products meet WSDOT expectations, stand the test of public and stakeholder scrutiny and minimize construction costs

● A project controls tracking system that enables detailed oversight and predictive forecasting so that work is performed on time and within scope and budget. This also allows for quick adaptation to changes that may occur over the duration of the contract.

● A full range of scheduling experience from WSP | PB’s experienced project managers to Mike Brunner, who specializes in integrating cost analysis and scheduling at a program level

● A well-coordinated internal team that is ready to go to work today under effective leadership that will facilitate clear communication

● Readiness to work with WSDOT and its stakeholders at any scalable level, in any location, or as any type of blended work team. We understand that our team has a dual role, both to provide resourcing/staff augmentation for SWR programs and projects as well as to offer strategic advice and staff mentoring.

Projects identified in the Washington Statewide Transportation Improvement Program (STIP) and Connecting Washington funding program include schedule commitments that must be met. By strategizing with SWR leadership, we will tailor task orders to support various disciplines of staffing among our team, including subconsultants, and provide flexible staffing levels for dynamic work load associated with these programs.

A. QA/QC ProgramQuality is a core WSP | PB value, as demonstrated by the ISO 9001:2008 certification of our QA/QC processes. Building a rigorous QA/QC process into each project benefits our clients by ensuring that schedules are met, reducing expenses by avoiding rework, and enabling continuous improvement to maximize efficiencies.

Jim Ulrich, PE, will lead our QA/QC program. Jim oversaw all facets of QA/QC for both design and construction contracts for WSDOT’s SR 520 Bridge Replacement and HOV Project.

He will develop a Program-level Quality Management Plan, which will provide consistency and standardized protocols for all work carried out through task orders. As task orders are issued for discrete work, Jim will collaborate with each

Commitment to Quality, Schedule and Budget

During the SR 502 Interchange project, WSP | PB completed preliminary design and environmental compliance to meet an aggressive schedule that fulfilled state legislature commitments on the Nickel Funding Program.

DO

DELIVER

PLAN

CHECK

QC reviews at milestones Review reports’ readability

and completeness Review calculations and

assumptions Review speci�cations Review all deliverables Assess technical approach

Prepare Quality Management Plan

De�ne criteria and standards De�ne project requirements Identify senior independent

reviewers Schedule QC reviews Review experience from

other projects

Complete all changes Back check edits/changes Create and �le QC records Prepare QC comment

resolution document

Submit deliverables with comment resolution document

Share lessons learned

41 2

3

Exhibit 8: WSP | PB Quality Management System

Firm's Project Management System | CRITERION FOUR



task order manager to develop a Quality Management Plan that pulls relevant QA/QC protocols that are tailored to the specific task order needs. A product that meets WSDOT’s quality expectations is verified through our commitment to quality process, shown in Exhibit 8.

Our QA/QC process includes interim review of products as they are developed and a series of formal review procedures conducted during preparation of major deliverables. Reviews confirm that deliverables meet requirements of the scope of work and applicable guidelines, and include independent checks by senior staff members with specific and relevant expertise in the appropriate subject areas. Through the ongoing quality process, we share lessons learned with staff to allow for a continual increase of knowledge and improvements to deliverables.

For blended team projects on a compressed schedule, such as advancing the Connecting Washington SR 14/Camas Slough Bridge for a design-build procurement, we can use a variation

of this process, with our co-located staff working side-by-side with SWR staff. The blended SWR team can provide over-the-shoulder reviews of draft design plans completed by one staff member and verified by another to check and validate work, a process that has proven efficient and cost-effective. Additional robust variations of our QA/QC process include web-based virtual meetings/desktop sharing to review and revise preliminary drafts of studies and provide quick feedback on technical approaches.

B. Tracking System to Monitor Scope and Budget Our team will begin managing scope, schedule and budget before a task order is executed by working with SWR staff to develop a common understanding of project needs and a clear definition of scope.

One of Angela’s primary roles as the ERM will be to coordinate with Kevin Miller, SWR design and engineering services manager, to fully understand the range of programs and projects that SWR is responsible for advancing. She will meet with Kevin weekly basis to develop and implement a work plan that identifies which SWR programs/projects may benefit from WSP | PB team resources and itemize priorities, staffing needs and schedule expectations. As needed, Angela will also

meet and coordinate with area engineers and other SWR leadership to refine this work plan.

Based on schedule priority, Angela will match staffing to each program or project. She will provide an initial staffing plan with staff names and brief qualifications to Kevin or to the

respective SWR project manager. Upon approval, she will lead the effort to draft a task order scope of work and budget with input from the proposed task order manager.

For contracts with a range of unknowns, we have developed contingency tasks in the scope that may not be started without specific client direction. Additionally, use of flexible service task orders (i.e., an on-call task order) can also be a tool to provide less defined or ad hoc services. Angela has experience developing contracting tools to fit a variety of situations. Using these non-traditional approaches can often get people working quickly on priority projects while providing flexibility and accountability in the contract process.

Tracking Task Order PerformanceOnce a task order is executed, each assigned task order manager will monitor project scope, budget and schedule using an automated management information system in Oracle© that provides our project managers with weekly updates on the status of staff hours, labor costs, direct expenses, subconsultant costs, and earned value. This information is organized based on the task order work breakdown structure. Progress can be reviewed online at any time;

on-demand financial reports facilitate regular tracking of expenditures. These ongoing monitoring activities help to manage the task order scope and budget as well as expedite invoice preparation and ensure accuracy.

Staff co-location promotes mentoring and instant QA/QC feedback, as well as fosters SWR technical growth.

Angela’s oversight of task order development ensures consistency, efficient contracting and quick onboarding of team resources.

Proactive Performance Management

On the multi-year SR 502 Corridor Widening project, we prepared annual cost-to-complete reviews and task order amendments to rectify spent and unspent budgets, address change, and clarify future project work.



At key points throughout each task order, Angela will oversee a review that includes scope, schedule and budget status as well as the expected cost to complete. If conditions or requirements change from the initial task order scope, we will work with the SWR project manager to determine if an amendment is required. If tasks begin to lag, we will determine the causes and implement a recovery plan to keep the project on schedule.

Managing ChangeChange is often inevitable due to emerging project issues, unplanned schedule pressures, staffing changes, or newly adopted policies. Our change management approach encompasses identifying potential changes and associated risks, developing strategies to avoid or minimize adverse impacts from change, and assessing changes throughout the project duration. With this information in place before impacts due to project changes are realized, we can respond quickly to minimize scope creep, schedule delays, or costs.

D/SBE and M/S/V/WBE ParticipationCharissa Rotramel’s approach to certified small business inclusion is twofold: the first being programmatic support, the second being project-specific. She works hand-in-hand with many regional diversity practitioners and can support an overall approach by facilitating input from experts from numerous public agencies and inclusion programs, including ODOT, Port of Portland, Multnomah County and City of Portland. As an example, as chair of BDI, Charissa works with other board members to host the highly regarded Diversity Practitioners Summit, a quarterly meeting bringing together public and private diversity practitioners to discuss challenges and solutions in small business outreach and inclusion. Through her work with OAME and BDI, Charissa also brings very strong relationships with regional small businesses. Examples of potential programmatic support for SWR could include managing a certification event, partnering with professional services organizations to conduct outreach or developing a communication program to educate prime firms on meaningful small business utilization.

Charissa has facilitated countless actual contract opportunities for small businesses through her work at WSP | PB. On a project basis, she will coordinate

with Angela on initial task order staffing plans to identify opportunities for small business participation. As task orders progress, Charissa will track participation by small firms against the original goal and, if needed, suggest corrective actions. Throughout the contract, she will document diversity goals and actual achievement by task order.

“Charissa is one of the rare small business outreach managers who believes in diversity and inclusion. She has been a friend and a mentor for me through OAME and BDI and has facilitated networking both inside and outside WSP | PB, which is critical to our business success.”— Rajiv Ali, Rhino One, LLC

C. Scheduling Program ExperienceOur ERM, Angela Findley, project managers Jeanine Viscount and Daniel Babuca, and other key staff are well-versed in developing and managing schedules. Our project managers and Mike Brunner, our cost analyst/scheduler, is experienced in a variety of scheduling software, such as Primavera Project Planner (P3, P3e/c and P6) , Microsoft Project and WSP | PB’s customized project management software for earned value tracking.

Our scheduling process begins confirming project delivery expectations with SWR. With these target dates, our task order managers or designated schedulers will create a task order based schedule that identifies appropriate project milestones, interim deliverables, task durations, predecessor and successor tasks, and critical path items. Developing an effective schedule, with appropriate logic and flow between tasks, facilitates team communication and coordination and helps to monitor project progress. Schedules are typically updated periodically or as project changes warrant.

Project Managers’ Scheduling Software ExperienceAngela Findley: WSDOT: SR 432/SR 433 Intersection Project. Scheduling Software: Microsoft Project and WSP | PB’s customized project management software

Jeanine Viscount: CWCOG: SR 432 Rail Realignment and Highway Improvements Project. Scheduling Software: Microsoft Project and WSP | PB’s customized project management software

Daniel Babuca: WSDOT: SR 520, West Approach Bridge North Project. Scheduling Software: Primavera P6



D. Internal Project Team CoordinationOur firm and many of our subconsultants have approved rates on file with WSDOT and are immediately available to work on SWR projects. Several of our small business subconsultants have rate approvals pending with WSDOT. As part of our commitment to share meaningful work with small businesses, we will actively support these firms to complete the desk audit/rate approval process with the WSDOT Consultant Services Office.

Assigning ResourcesOur team brings a depth of resources to staff any program or project phase—from planning studies to preliminary design to construction management. Between Angela’s 18 years of locally focused project delivery experience and Jeanine’s 27 years based in West and East Coast WSP | PB offices, they have an extensive knowledge of our firm’s resources in the Portland and Seattle offices, as well as across the U.S. If specialty services are needed for a particular task order, Angela and Jeanine can tap their networks to locate the right person for the work.

We specifically selected firms located in the Pacific Northwest to supplement our team with a full range of services and a “deep bench” of experienced staff, including many small business firms. We are committed to sharing work with all of our teaming partners, and will advocate for their participation on task orders where their qualifications match the project needs.

Each task order team will be scaled to the right level of staffing, which could be a single person co-locating with an area engineer’s design team on a fast-paced deliverable, or a multidiscipline team dedicated to a long-term project.

Our team’s depth of resources enables flexibility to scale up and down fluidly and easily blend with SWR staff. For example, we can assign a small team to expedite the SR 432/SR 4 to Industrial Way Vicinity paving project, or a larger, multidisciplinary team to carry the U.S. 97/Satus Creek Bridge Replacement project through project scoping to final design.

Communication and CoordinationOnce work on a task has been initiated, our team recognizes that coordination and communication among team members is an essential component of successful project delivery. Angela will regularly meet with our task order managers to share information she learns from discussions with SWR staff as well as keep apprised of task order delivery status. She is comfortable asking probing questions about meeting deliverables, staff performance, client communication, quality reviews, and scope/

budget/schedule adherence. This role is akin to the local project operations manager responsibilities that Angela has performed for WSP | PB’s Portland office for more than four years, where she oversees all Portland-area project performance, conducts semi-annual project manager reviews, and prepares monthly project status summaries. In this role, she mentors project managers and troubleshoots operational and financial performance issues.

Our internal teams frequently use a secure web-based information sharing site that allows team members—including SWR staff and subconsultants—to access a common set of electronic documents. These portals can be used to exchange information, submit draft documents for review, submit agency comments for our technical staff and maintain a library of all project deliverables.

We will set up an overall program collaborative website with links to separate task order pages. All project control templates, such as project management plans, risk management plans, procurement documents, templates, QA/QC plans will be warehoused on the program site, enabling easy access for all task orders. Such tools have proven to be effective in several recent WSP | PB projects, including the SR 432/SR 433 Intersection, SR 502 Corridor Widening and AWV Replacement programs/projects.

Coordination Techniques

With staff located in various offices around the U.S. and multiple subconsultants on the CWCOG SR 432 project, Jeanine Viscount (PM) and Angela Findley (DPM) maintained all project files in the secure web-based ProjectSolve system to enable instant file access. The multi-agency client was able to easily access all deliverables on this website.

Team Firms with WSDOT-Approved Rates

✔ WSP | PB ✔ Akana ✔ EnviroIssues, Inc ✔ Ott-Sakai and Associates, LLC ✔ PBS Engineering and Environmental Inc.

✔ Stell Environmental ✔ Tierra Right of Way Services, Ltd. ✔ Value Management Strategies, Inc.



E. Interaction with WSDOT and StakeholdersOur approach to interacting with WSDOT and stakeholders is based on a strong commitment to SWR’s success.

Collaborating with WSDOTKick off with a Success Management Workshop: Angela will work with Kevin Miller to kick off this contract with a Success Management Workshop for key SWR and consultant staff. This workshop will define the program objectives, guiding principles, roles and responsibilities, potential roadblocks and an initial action plan. With a shared understanding of goals and responsibilities, efficiencies in the program delivery can be instilled early and carried throughout the program.

Coordinate regularly with Kevin Miller and area engineers: Beginning with an initial action plan, Angela will coordinate with Kevin and area engineers to develop a set of prioritized task orders so that resources are put in place to meet project schedules. Angela will continue to coordinate regularly with Kevin and other SWR staff as needed to strategize on team resourcing .

Transition projects: We understand that part of the resourcing strategy will include determining the transition point for when a project is let for additional consultant services or construction bid. Our team respects SWR’s desire to procure other consultants and contractors. We commit to working with SWR to determine the best outcome of each project regardless of the level of effort that our team performs.

Foster collaborative, blended teams: A successful blended team is also dependent on effective collaboration and communication. We are fully committed to co-locate staff in SWR offices or provide support remotely depending on a project’s particular needs. Regardless of our staff location, effective communication is a must! We commit to being open to WSDOT’s needs and desires And in turn, we will be clear in all our communications. Angela is a firm believer in tackling issues head-on and bringing multiple solutions into the discussions so that a mutually acceptable path forward is established.

Track success on the Task Order Dashboard: For access to the status of all task orders, we will host a contract status dashboard so that SWR staff and our task order managers can track task order performance and resourcing (Exhibit 9).

Engagement with StakeholdersInvestment at the beginning of projects to engage the public and affected local agencies, tribes, utilities, property owners, and federal and other state agencies will enable concerns to be identified during earlier project phases, which in turn sets the project up for greater success through publicly supported improvements and increased agency credibility. Mandy Putney, our communications lead, will provide strategy and implementation of communication plans and community engagement. Our team will support stakeholder engagement to elicit input that positively influences project outcomes by:

● Supporting regular, transparent communication opportunities ● Listening and understanding stakeholder concerns ● Developing and analyzing new ideas offered by stakeholders ● Striving to gain informed consent on project objectives and solutions ● Tracking concerns, communications and corresponding resolutions.

Task Order DashboardSchedule Budget Risk Resources TO# TO Name TO Manager Priority Status Complete

● ● ● ● AA SR 14/Wind River Jct Cara Belcher High ✔ 100%

● ● ▲ ▲ AB SR 14/Camas Slough Bridge Yakov Polyakov High ▲ 25%

● ● ● ● AC SR 432/SR 4 to Industrial Way Mandy Putney ▲ Normal ▲ 50%● ● ● ● AD SR 502 Main Street Tony Lo ▲ Normal ▲ 80%▲ ● ● ● AE Small Business Training Charissa Rotramel ● Low ✔ 0%● ● ● ● AF SR 506/Lacamas Creek Bridge Chivanna Pot ▲ Normal ✔ 0%

Exhibit 9: Task Order Status Dashboard Example.

Communication Tools

EnviroIssues has more than 20 years’ experience supporting WSDOT and Mandy Putney is adept at scaling communication strategies and tools to specific stakeholders:

● Visual identities and creative services ● Websites and social media ● Outreach events and online open houses ● Advisory group support ● Media relations ● Pre-construction communications

SUBMITTED BY

June 20, 2016

Statement of QualificationsPACKET A

SOUTHWEST REGION ENGINEERING SERVICES

1SOUTHWEST REGION ENGINEERING SERVICES

DAVID EVANS AND ASSOCIATES, INC.

WASHINGTON STATE DEPARTMENT OF TRANSPORTATION

The WSDOT Southwest Region (SWR) is requesting consultant support to help deliver the Region’s multi-year

transportation program and gain the key benefi ts of quick responses to immediate needs, confi dence in meeting

delivery schedules and budgets, compliance with diversity goals, fi scal responsibility, and alignment with SWR staff .

The David Evans and Associates, Inc. (DEA) team’s resource breadth and depth is tailored to SWR’s program and

delivery methods by utilizing the following features and delivery practices:

• Resource-loaded team with proven WSDOT delivery experience with similar project types

• Staff assignments best suited to each project, incorporating SWR preferences

• Staff co-location, as needed• Cost-effective and effi cient remote collaboration and delivery

when co-location is not needed• Effective and accountable communicators• Commitment to add team members when desired by WSDOT

• Long and effective delivery history with our teaming partners• Dedicated diversity managers focused on exceeding stated

goals and supporting performance• Staff with design-build and other alternative delivery

experience who are able to design creatively with constructability in mind

• Experience that incorporates practical design and user safety • Quality deliverables that adhere to WSDOT procedures and

standards

The SWR managers will have access to the more than 770 local professional and technical experts assembled by

DEA, all based in Washington and the Greater Portland Metropolitan Area.

A. PROPOSED TEAM

DEA’s in-house expertise includes professional civil and structural engineers, surveyors,

hydrographers, planners, landscape architects, construction managers and inspectors,

and natural resource scientists. DEA’s full suite of services includes but is not limited

to providing engineering resource management, scoping, preliminary engineering,

environmental, structural engineering, traffi c modeling, and fi eld and cadastral survey.

In addition to the services listed, DEA has experience co-locating and will provide the fl exibility, responsiveness, and alignment with the SWR staff to help the program run smoothly. Specifi cally, the Columbia River Crossing, I-5

Mellen to Blakeslee, and most recently the South Central Region General Engineering Consulting (GEC) projects

have given us the experience to understand how to deliver in this kind of environment and provide WSDOT with

a seamless extension of your staff . DEA is also very engaged in the D/M/S/V/WBE community, and will continue to

draw on those relationships to help WSDOT meet and exceed your diversity goals. This engagement ranges from

developing specifi c programs for reaching under-represented companies (such as the program for the Sellwood

Bridge project) to holding small business fairs in our own offi ce to attract and meet new companies (such as the fair

we recently held in May of this year). In our experience with design-build (e.g., the SR 520 Eastside Transit and HOV

Lane – Design-Build and the I-405 (I-5 to SR 169) Stage Design-Build), our staff has learned to become laser-focused

on solving the real issues and getting the most out of the funding.

Scoring Criteria 1

QUALIFICATIONS/EXPERTISE OF FIRMS ON TEAM

David Evans and Associates, Inc. (DEA)


2SOUTHWEST REGION ENGINEERING SERVICESWASHINGTON STATE DEPARTMENT OF TRANSPORTATION

Our 12 teaming partners listed below were selected because of their alignment with DEA and the SWR. Our

major teaming partner, Parametrix, provides directly relevant relationships and resource breadth and depth to our

comprehensive team.

Parametrix (PMX) is known for transportation solutions – from managing some of the largest transportation

projects in Washington, to designing and providing construction services for bridges and roadways in remote parts

of the state. Specifi cally, the fi rm has served WSDOT on work ranging from major programs (the SR 520 Bridge

Replacement and HOV Program) to the design of smaller but important safety improvements (two roundabouts

on SR 510). Currently, PMX is working with WSDOT to improve the I-5 corridor along Joint Base Lewis-McChord in

southern Pierce County. This WSDOT experience means that PMX staff understand the priorities for WSDOT projects,

and effi ciently provide deliverables according to WSDOT procedures and standards.

The other fi rms proposed for this contract are shown below, but we aren’t limited to this list. By teaming with

Group AGB and Lois D. Cohen and Associates, our approach includes developing a program that reaches out to the

D/M/S/V/WBE fi rms in the area, helping to get more fi rms certifi ed in Washington, thereby broadening the available

consultant resources for WSDOT in the SWR program and other future projects.

Our team comprises 11 other key subconsultants, which include Group AGB, Ltd., Lois D. Cohen Associates (LCA), EnviroIssues, Michael Minor & Associates (MM&A), Rhino One Geotechnical Engineering Consultants (Rhino One), Wolf Water Resources (Wolf ), 3D InFusion, Ott-Sakai and Associates, LLC (Ott-Sakai), Skillings Connolly, Inc., Cultural Resource Consultants (CRC), and Geotechnical Resources, Inc. (GRI).

FIRM EXPERTISE AND LENGTH OF TIME PERFORMING EXPERTISE AND NUMBER OF EMPLOYEES WITHIN THE STATE OF

WASHINGTON (INCLUDING THE GREATER PORTLAND METROPOLITAN AREA) | NUMBER OF EMPLOYEES NATIONWIDE

The table below lists the number of years of experience providing specifi c expertise for each team member, as well

as the number of employees within the state of Washington, including the Greater Portland Metropolitan Area, and

nationwide for both DEA and our subconsultants.

FirmLocal

Staff

National

Staff Years Providing Service

DEA 352 1,065 40 25 40 30 20 40 40 40 40 30 40 25 25 3 20 30 20 2

PMX 214 362 47 42 26 26 15 27 47 47 47 20 47 42 30 30 47 47 47 2 30 8

Group AGB MBE* 2 2 17

LCA WBE 5 5 49

EnviroIssues DBE/WBE 103 103 25

MM&A MBE 3 3 26

Rhino One DBE/MBE 4 4 6

Wolf WBE 4 7 20 10

3D Infusion DBE/MBE 4 4 14

Ott-Sakai DBE/MBE 7 10 45 45 18 2

Skillings Connolly VBE 35 36 33 33 33 33 33 33 33 33 33 33 33 33 33 33 33

CRC WBE* 5 5 15

GRI 35 37 32

Project Management

Environmental

Traffi

c Engineerin

g/ITS

Structu

res

Maintenance of T

raffi c

Hydraulic/H

ydrology

Drainage/Utili

ties

Surveying

Landscape Arch

itectu

re

Biology/Mitig

ation

NEPA/SEPA Perm

itting

Outreach

/Communica

tions

Constructi

on Management

Constructa

bility

Value Engineering/C

EVP

Practica

l Desig

n

Air/Noise

Geotechnica

l

Cultural R

esource

s

Highway/Roadway Engineerin

g

* = WA certifi cation pending

CADD Support



ORGANIZATION CHART

Our project organization chart, shown below, lists the technical experts to support all phases of project

development and implementation. Gavin Oien, PE, the engineering resource manager (ERM), will work closely

with Kevin Miller in identifying the right project manager or resource for each project. He has over 25 years of

experience in transportation project management and design, ranging from freeway design to arterial projects,

including projects requiring multi-jurisdictional coordination. Over eight of those years were spent designing and

leading the consultant design team on the Columbia River Crossing project. Gavin will have the authority to commit

company resources, as required, to successfully deliver the projects. Gavin will be supported by a proven team of

multidisciplinary technical staff as highlighted below.

Design EngineeringHighway Design

Mike Hickey, PE, PLS (DEA) *Ted Stewart, PE (DEA) *

Danny Hori, PE (DEA)

Dan Iliyn, PE (DEA)

Jordan Becker, PE (DEA)

Kirk Wilcox, PE (PMX) * *Patrick Forza (PMX) *

Happy Longfellow, PE (PMX) *Owen Kikuta, PE (PMX)

Kevin House, PE (PMX)

Tim Horton, PE (Skillings Connolly) *Structures

Joel Tubbs, PE, SE (DEA) *Doug Lampkin, PE (DEA) *Jake Menard, PE, SE (DEA)

Eric Fergula, PE (DEA) *Joe Merth, PE (PMX) *

Bob Murray, PE, SE (PMX) Yuhe Yang, PE, SE (PMX)

Landscape ArchitectureJohn Gage, PLA (DEA)

Jens Swenson, PLA (PMX)

Design/DraftingVijay Deodhar (3D Infusion) *

Drainage/HydraulicsDoug Gates, PE (DEA)

Karina Nordahl, PE (DEA) *Jim St. John, PE (DEA)

Karen Comings, PE, CESCL (DEA)

Austin Fisher, PE (PMX)

Phoebe Johannessen, PE (PMX)

Craig Bultrago, PE (PMX)

Julie Brandt, PE (PMX)

Marjorie Wolfe, PE, CFM (Wolf) *Jeremy Lowe (Wolf)

Traffi c/ITS/ModelingCameron Grile, PE, PTOE (DEA)

Josh Anderson, PE, PTOE (DEA) *Ryan LeProwse, PE (PMX) *

Brian Woodburn (PMX)

Chuck Schott, PE (PMX) (signals)

Cliff Mansfi eld, PE (Skillings Connolly)

GeotechnicalRajiv Ali, PE (Rhino One) *

Matthew Shanahan, PE (GRI) *Survey (fi eld/cadastral)

Mike Nichols, PLS (DEA) * *Bob Pusey, PLS (PMX)

EnvironmentalNEPA/SEPA/Permitting

Jeff Heilman (PMX) *Heather Wills (PMX) *

Bill Hall (PMX)

Shane Phelps (PMX)

Ron Bockelman, CESCL (DEA) (biologist)

Gray Rand, PWS (DEA)

Patrick Skillings (Skillings Connolly)

Biology/MitigationBill Hall (PMX) *

Jenn Hughes (PMX)

Cyus Bullock (PMX)

John Macklin (DEA)

Erik Christensen, CESCL (DEA)

Patrick Skillings (Skillings Connolly)

Cultural ResourcesMargaret Berger (CRC) *

Environmental ServicesMichael Minor (MM&A) (Air/Noise) *

John Gage, PLA (DEA) (Visual)

Rick Wadsworth, PE (PMX) (HazMat)

Project SupportOutreach/Communications

Lois Cohen (LCA) *Mandy Putney (EnviroIssues) *Anne Presentin (EnviroIssues)

Construction ManagementRick Smith, PE (DEA)

Majid Kani, PE (PMX)

Matt Kastberg, PE (PMX)

Gerry Smith, PE (Skillings Connolly) *Value Engineering

Mo Sheikhizadeh, PE (DEA) *Kirk Wilcox, PE (PMX) *

Cost Estimate Validation ProcessBill Byrne, PE (DEA)

Eric Chang, PhD, AVS (DEA)

Cliff Mansfi eld, PE (Skillings Connolly)

ConstructabilityBill Ott (Ott-Sakai) *

Practical Design InnovationsAaron Shupien, PE (DEA)

Alternative Delivery ProcurementMike Baker, PE (DEA)

Howard Hillinger, CCM, DBIA (PMX) *Gordon McDonald, PE, DBIA (PMX)

Patrick Forza (PMX) *

Engineering Resource Manager

Gavin Oien, PE (DEA) *

Principal-in-ChargeJay Lyman, PE (DEA)

Project ManagersGavin Oien, PE (DEA) *

John Maloney, PE (DEA) *Brian Bierwagen, PE, PMP (PMX) *

Kevin MillerSW Region Design &

Engineering Services Manager

Project ControlsTed Williams (DEA)

Diversity ManagementAndré Baugh (Group AGB) ** = former WSDOT employee

* = key personnel (biography provided)

Quality Assurance ManagerDoug Lampkin, PE (DEA) *



B. DEA’S WORK WITH SUBCONSULTANTS ON SIMILAR PROJECTS IN THE LAST THREE YEARS

DEA has not only composed a team of highly qualifi ed professionals, but we have also built our team with cohesion in

mind. DEA has worked with most of the subconsultants proposed on our team in the past, many of them on WSDOT

projects. While limitations of the RFP require us to list only one collaborative project per subconsultant, it should be

noted that we have worked with the fi rms on our team on multiple occasions. We believe that our history providing

successful projects as a team gives us an advantage in communication and effi ciency, leading to better projects for

WSDOT. The table below identifi es one key project for each teaming partner on which DEA has worked with the partner

fi rm in the past three years, as well as each fi rm’s responsibility.

Worked with DEA in Past 3

Years

Project Name Firm ResponsibilitiesStart/End

Dates

PMX Columbia River Crossing

DEA: Project Management, Highway, Bridge and Structure, Landscape, Traffi c Modeling and Analysis, Survey, Transit 2005-2014

PMX: Hydraulic Engineering, Environmental Permitting, Biology and Mitigation

Group AGB Sellwood Bridge Project

DEA: Project Management, Design Review, Right-of-Way, Change Order Review, RFI/

Submittal Review, Value Engineering, Cost Assessment, Permit Compliance 2004-present

Group AGB: Owner’s Representative

LCA Sellwood Bridge Project



LCA: Public Outreach

EnviroIssues Columbia River Crossing

DEA: Project Management, Highway, Bridge and Structure, Landscape, Traffi c Modeling and Analysis, Survey, Transit 2010-2014

Enviro: Public Outreach, Stakeholder Involvement

MM&A Regional Active Traffi c Management

DEA: Project Management, Civil, Traffi c, Structures, Survey, Erosion Control, Landscape,

Constructability Review, Construction Engineering Support 2010-2014

2015-presentMM&A: Air/Noise, Vibration

3D Infusion Regional Active Traffi c Management



2015-present3D: Drafting

Ott-Sakai Sellwood Bridge Project



Ott-Sakai: Constructability

CRC Vesta Bridge Replacement

DEA: Project Management, Environmental Planning and Permitting, Roadway Engineering, Hydraulic Engineering, Bridge and Structures Engineering 2015-present

CRC: Historical, Cultural and Archaeological Study

GRI Regional Active Traffi c Management



2015-presentGRI: Geotechnical

C. CURRENT AVAILABILITY OF KEY STAFF AND RESOURCES

The table below details the proposed commitment of our key staff for the duration of the contract. Since each fi rm

on our team possesses signifi cant local resources, DEA can distribute work to technical staff as needed, enabling key

staff to remain focused on WSDOT’s projects. All team members are committed to providing the actual staffi ng level

required to successfully deliver the projects.

“When I was the consultant highway design manager on the Columbia River Crossing project, my approach

was to fi nd the person best suited for the task at hand regardless of which fi rm employed them. My

approach is the same for this GEC program. I will represent the SWR, look out for the best interests of the

SWR, and assign resources that demonstrate quality, alignment, and fi scal responsibility.”

~ Gavin Oien, Engineering Resource Manager



D. UP TO THREE PROJECTS THAT EACH FIRM HAS COMPLETED WITHIN THE LAST THREE YEARS

DAVID EVANS AND ASSOCIATES, INC. (DEA)

Key Staff | Role

Hours Available

per Month

2016 2017 2018

Gavin Oien, PE, ERM/Project Manager 120 140 160

John Maloney, PE, Project Manager 80 140 160

Doug Lampkin, PE, Quality Assurance Manager 80 120 160

Mike Hickey, PE, PLS, Highway Design 120 160 160

Ted Stewart , PE, Highway Design 80 120 160

Joel Tubbs, PE, SE, Structures 80 120 160

Karina Nordahl, PE, Drainage/Hydraulics 100 160 160

Josh Anderson, PE, PTOE, Traffi c/ITS/Modeling 80 160 160

Mike Nichols, PLS, Survey 100 160 160

Brian Bierwagen, PE, PMP, Project Manager 100 120 160

Kirk Wilcox, PE, Highway Design 20 40 160

Patrick Forza, PE, Highway Design 80 80 160

Ryan LeProwse, PE, Traffi c/ITS/Modeling 80 80 160

Jeff Heilman, NEPA/SEPA/Permitting 80 80 160

Heather Wills, NEPA/SEPA/Permitting 120 120 160

Key Staff | Role

Hours Available

per Month

2016 2017 2018

Howard Hillinger, CCM, DBIA, Alternative

Delivery Procurement100 140 160

André Baugh, Diversity Management 80 120 160

Lois Cohen, Outreach/Communications 60 100 160

Mandy Putney, Outreach/Communications 60 100 160

Michael Minor, Environmental – Air/Noise/

Vibration80 160 160

Rajiv Ali, PE, Geotechnical 100 160 160

Marjorie Wolfe, PE, CFM, Drainage/Hydraulics 100 120 160

Vijay Deodhar, Design/Drafting 100 140 160

Bill Ott, Constructability 100 100 160

Tim Horton, PE, Highway Design 80 160 160

Margaret Berger, Cultural Resources 40 100 160

Matthew Shanahan, PE, Geotechnical 100 100 100

I-5 Widening, Mellen Street to Blakeslee Junction, Lewis County, Washington

FEE

$990,000

WORK/SERVICES PROVIDED

Project management, environmental, hydraulic

engineering, GIS, survey, and permitting

QUOTE/BENEFIT/ADDED VALUE

“Karina Nordahl did a fantastic job with this complicated drainage work.”

- Kevin Miller, WSDOT PM

DEA coordinated preparation of six technical discipline reports for WSDOT in support of

a National Environmental Policy Act (NEPA) Documented Construction Engineering (CE)

and State Environmental Policy Act (SEPA) determination of non-signifi cance (DNS). In

addition, DEA served as an extension of WSDOT staff by providing permitting support

services on an as-needed basis, such as wetland delineations, cultural surveys, wetland

buff er site selection, and hydraulic modeling. DEA also provided hydraulic analysis for

the widening of I-5 through the City of Centralia. On this project, DEA provided day-to-

day support, was readily available, and worked together integrated with the SWR staff .

Columbia River Crossing, Vancouver, Washington, and Portland, Oregon

FEE

$121.8

million


Strategy development, project management, public

involvement, bridge engineering, civil engineering,

environmental evaluation, traffi c, transit, landscape

architecture, survey and mapping, planning,

graphics, GIS, and right-of-way


DEA met objectives by gaining joint FTA/FHWA federal support on the EIS;

gaining a critical Coast Guard permit for bridge height; and gaining FTA

commitment of $850 million in funding.

DEA led a co-located team of experts in bridge, freeway, and transit design;

environmental studies; and project fi nancing to prepare an Environmental Impact

Statement (EIS) for the evaluation of crossing alternatives; and preliminary engineering

of selected transit and highway improvements for this project. DEA provided project

management, engineering (civil and structural), and traffi c and transit analyses. The

project involved evaluating alternatives to replace the existing bridge and to provide

additional highway and transit capacity on a four-mile section of I-5 that crosses the

Columbia River.



Sellwood Bridge Replacement, Multnomah County, Oregon

FEE

$18.3 million


Strategy development, project management, design review, environmental,

construction, diversity program oversight, partnering design, and facilitation


Augmented owner experience and capabilities

In 2010, Multnomah County selected DEA as its owner’s representative to support the

County’s delivery of this regionally signifi cant $321 million project during design and

construction using the alternative general contractor/construction manager (GC/CM)

delivery model. DEA has led key aspects of the project, such as designer and contractor

RFP development, environmental compliance, right-of-way, cost risk assessments, and

diversity oversight, and has supported numerous other eff orts, such as design review,

agency coordination, negotiations, inspection, and construction management.

DEA met objectives by rapidly constituting space at DEA to co-locate the project team for 18 months during design;

accelerating designer and contractor RFP development to meet critical schedule milestones; adding more than 20

specialty subconsultants to meet fast-track project needs; designing and delivering four project team partnering

sessions and a series of staff development trainings to support teamwork; and designing and delivering four cost

risk workshops and independent cost estimating.


FEE

$17.6 million


Environmental multi-agency coordination


PMX facilitated a streamlined multi-agency concurrence process through

implementation of the Interstate Collaborate Environmental Process (InterCEP)

that included dozens of local, state, and federal agencies.

PMX led the award-winning environmental work for this project as part of the

consultant team led by DEA. PMX’s work included:

• Creating an award-winning approach to determining construction impacts on fi sh.

• Completing a biological assessment and receiving a biological opinion addressing 18

ESA-listed fi sh and marine mammal populations.

• Completing Phase I environmental site assessments to support right-of-way acquisition.

• Complying with federal and state environmental regulations on environmental justice,

water quality, parks, endangered species, wetlands, historic resources, and other issues.

Parametrix (PMX)

SR 520 Bridge Replacement GEC and HOV Project, Washington

FEE

$56.7 million


Environmental, tolling, traffi c, preliminary design,

transit engineering, and stormwater


The SR 520 project has required immersion in WSDOT preferences and protocols

over a period of nearly 20 years, resulting in the advantage that PMX will

require nearly no learning curve for SWR projects.

PMX was the lead for the I-5 to Medina EIS and has continued working to provide

support for corridor preliminary design, preparation of design-build RFPs, production

of PS&Es for design-bid-build contracts, program management, and construction

administration. Recent and ongoing work includes the following:

• Program management support, including workforce projections, budgeting, scheduling,

and contract management.

• Delivery of the West Connection Bridge PS&E, fi lling key roles including design project engineer and bridge design

team for the widening portion of the project.

• Delivery of the West Approach Bridge North PS&E, fi lling roles including the stormwater lead and the MicroStation

lead for the roadway design.

• Construction administration support on the Eastside Transit and HOV, Pontoon Construction, and Floating Bridge

and Landings design-build projects and the West Connection Bridge design-bid-build project.



I-5/116th Street Interchange, Tulalip, Washington

FEE

$12.1 million


Community and public outreach, traffi c,

environmental, right-of-way, structural, surveying,

engineering, permitting, and construction support


“In my fi ve years as a construction administration trainer and documentation

reviewer, I have never seen a project run more smoothly. You made my job much

easier and I hope to be working with all of you again soon.” – Jodie DeLay, WSDOT

Local Programs, Northwest Region

PMX led the planning, design, environmental documentation, permitting, and

construction management to reconstruct the existing diamond 116th Street NE

interchange in Snohomish County, Washington. Major project elements include an

8-lane, 150-foot-long bridge over I-5, county arterial realignment, stream realignment

through the interchange, two new 18-foot-diameter stream culverts, a new roundabout,

retaining walls, noise walls, stormwater treatment ponds, and two new signal systems.

Major project tasks included traffi c analysis and IJR, roadway and structures design,

project stakeholder coordination, NEPA and SEPA documentation, biological assessment, preparation of PS&E to

WSDOT standards, and construction administration. The Tulalip Tribes have served as lead agency from the planning

phase through design, PS&E, permitting, and construction.


FEE

$108,000


Developed an oversight diversity program strategy


Group AGB was able to achieve approval of a draft CRC project DBE program

document within 90 days

Group AGB was the DBE/MWESB Manager tasked with developing an oversight diversity program strategy. The

diversity strategy combined three state agencies (Oregon Department of Transportation, WSDOT, and TriMet)

DBE programs, meeting program diversity policies for design and construction, outreach, contract compliance,

monitoring, reporting, maximizing opportunities for Disadvantaged, Minority, Women, and Small Businesses

(DMWSB).

Group AGB, Ltd.

Oregon Transportation Investment Act III (OTIA III), Salem, Oregon

FEE

$3.5 million


Diversity manager


Doubled the standard for women and minority participation on ODOT projects

Group AGB was the Diversity Manager for the OTIA III transportation project, a $1.34 billion project replacing 365

bridges statewide. As part of the project, Group AGB developed new specifi cations, data collection, outreach,

monitoring, and reporting practices for ODOT to implement in increasing the number of women and minority

professional services and construction participation on ODOT projects. In addition, Group AGB was the primary

author of the Comprehensive Workforce Plan, an American Public Works Association Diversity Exemplary Practices

Award winner that doubled the standard for women and minority participation on ODOT projects.

Portland-Milwaukie Light Rail Bridge, Portland, Oregon

FEE

$166,000


DBE manager


DBE Champion 2015 project by TriMet

Group AGB was the DBE manager for Kiewit Infrastructure West on the Portland to

Milwaukee light rail bridge. Group AGB implemented an outreach plan that achieved

over 15% DBE participation on a cable-stay bridge. The PMLR bridge project was named

the DBE Champion 2015 project by TriMet.



Sellwood Bridge Replacement, Portland, Oregon

FEE

$287,000


DBE enrichment program off ered opportunities

for larger A/E fi rms to provide skill training to their

DBE partners on the project


“I greatly appreciate the concern Lois and her staff have shown …I am impressed

with the threads of civic responsibility and respect for public institutions that are

woven through all their programs.” - Deborah Kafoury, Chair, Board of Multnomah

County Commissioners

The DBE enrichment program off ered opportunities for larger A/E fi rms to provide skill training to their DBE partners

on the project. Coordinating these programs required development and planning of over 75 workshops. By

involving the community in the process of building the bridge, LCA was able to foster a sense of ownership with the

project while encouraging education in planning, architecture, engineering, and construction.

Louis D. Cohen Associates (LCA)

EnviroIssues

SR 520 Bridge Replacement and HOV Program, Bellevue, Seattle, Washington

FEE

$30 million


Visual identity, media relations, traditional and innovative

outreach tools, community construction management plan


Long-standing WSDOT support and communications, experience

providing GEC support

Since 1998, on the SR 520 Bridge Replacement and HOV Program, EnviroIssues

has facilitated committees to identify EIS alternatives, advance project design, and

develop plans for construction. EnviroIssues has played a role in all aspects of external

communications, media relations, outreach, and support of D/ESB requirements from

the beginning of the project through the NEPA/SEPA review, permitting processes, and

now construction. EnviroIssues manages the communications activities for this highly

visible program, which currently includes more than $2 billion of construction in the

corridor.


FEE

$8.6 million


Visual identity, outreach tools, public events, media relations,

construction communications


GEC support, geographically appropriate, and involved EnviroIssues

Portland staff .

EnviroIssues managed an integrated onsite 10-person communications team of

EnviroIssues and agency staff during the scoping phase of the project, and continued

to manage the team through adoption of a locally preferred alternative, receipt of

the Record of Decision, and environmental and navigation permits, as well as funding

decisions by the Oregon and Washington state legislatures. Public outreach during our

tenure engaged stakeholders on a multitude of alternatives analysis and design issues.

Michael Minor & Associates (MM&A)

SE Mill Plain Blvd Improvement Project, Vancouver, Washington

FEE

$30,000


Noise and air quality analysis


Complicated project with changing land use; new roadway in a new location;

mitigation required; and worked closely with WSDOT Noise Energy and Air

department on impacts and mitigation

MM&A performed technical noise and air quality analysis for the SE Mill Plain Boulevard Improvement Project.

This work included modeling traffi c noise using FHWA Traffi c Noise Model, authoring the noise technical report,

attending public meetings and performing construction noise analysis. MM&A authored both the noise and the air

quality reports for the project.



Rhino One

I-5/La Center Interchange Improvement Project, La Center, Washington

FEE

$32,000


Geotechnical engineering services


Provided staff to supplement prime consultant to meet project schedule

Rhino One developed the Geotechnical Data Report (GDR) for the stormwater management facility for the interchange

improvement project at the I-5/La Center Interchange in La Center, Washington. This work included nine borings and

eight test pits along the center median and shoulders of I-5 on a fast track. Groundwater monitoring piezometers were

installed in each of the borings. WSDOT used this GDR to develop stormwater detention system concepts.

Wolf Water Resources (Wolf)

Johnson School Road at Davis Creek, Washington County, Oregon

FEE

$110,000


H&H modeling, bridge replacement, no rise

certifi cation, water quality treatment


Retaining walls reduced wetland impacts, reduced fl ood and public safety risk

This project replaced the 21-foot-long timber and concrete bridge on Johnson School

Road at Davis Creek with a new single-span concrete structure. The longer bridge was

built above the fl oodplain with abutment and approach retaining walls to minimize

impacts to wetlands. Water quality treatment was added for roadway stormwater runoff .

Marjorie Wolfe led the investigation of the extent of wetlands, vegetated corridors,

natural resource areas, and the presence of listed species to inform the design process.

She provided bridge and fl oodplain hydraulic analysis to appropriately design the type and location of new bridge

abutments to minimize stream habitat impacts. The hydraulic analysis required modeling the eff ects of a downstream

dam. She also conducted a no-rise analysis and Washington County Drainage Hazard Assessment.

3D Infusion

TIGER Active Traffi c Management (ATM), Portland, Oregon

FEE

$99,000


On- and off -site CADD services involving use of

MicroStation, InRoads


Provided on-site (co-located) services to prime consultant

The Regional ATM project is primarily funded by a federal TIGER grant that aims to

reduce crashes and improve travel time reliability in the Portland region. The proposed

improvements stretch through multiple jurisdictions, two counties, and several cities.

The project is located on two major freeway corridors in the Portland area: US26 from OR

217 to I-405, and I-84 from I-5 to I-205. The project is also located on fi ve arterial corridors

including Tualatin Valley Highway/Canyon Road, Cornelius Pass Road, 185th Avenue,

Murray Boulevard, and Scholls Ferry Road. 3D Infusion co-located to DEA’s offi ce to provide CADD services.

Ott-Sakai & Associates

SR 520 Floating Bridge Replacement, Seattle, Washington

FEE

$950,000+/-


Constructability, construction phasing,

construction durations


Actively involved in risk assessment and value engineering workshops

This $4 billion GEC program replaces and widens SR 520 between I-5 and SR 405. Alternatives included segmental

box girders, steel box girders, P/C girders, bascule bridge, and immersed tube tunnel and bored tunnel. Bill Ott

provided construction scheduling and phasing, traffi c sequencing for the construction staging, and constructability

resolution; participated in the risk assessment workshops and value engineering workshops; participated in the

development of the contracting methods; and supported the EIS team in the preparation of the EIS submittal.



Skillings Connolly

Third Street Improvements, McCleary, Washington

FEE

$375,000


Engineering, environmental, public involvement,

right-of-way, construction management, and

inspection


Employed practical design solutions by eliminating parking and using sharrows to

reduce project cost and construct within the existing right-of-way

Skillings Connolly completed the pre-design study, alternatives analysis, and public

involvement similar to WSDOT’s Practical Solutions strategy, as well as the PS&E to

reconstruct Third Street from Mox Chehalis Road to East Oak Street. This project restored

the physical condition of the roadway, improved pedestrian safety with new sidewalks,

added bulb-outs north of E. Hemlock Street, and improved mobility with intersection

improvements and improved sight distance. The PS&E provided documents to realign

two intersections to improve sight distance.

Cultural Resource Consultants (CRC)

Cultural Resources Assessment for the North River/Vesta Bridge Replacement Project, Grays Harbor

County, Washington

FEE

$7,400


Cultural and historic


Determined bridge did not meet NRHP criteria, and project would not cause eff ects to

historic properties

CRC aided in documentation of the Area of Potential Eff ect (APE), conducted a

cultural resources assessment, and oversaw historical architectural evaluation for the

replacement of the North River/Vesta Bridge that spans the North River along North

River Road in southeastern Grays Harbor County. This project was subject to review

under Section 106 of the National Historic Preservation Act. CRC conducted background

research and fi eld investigations inclusive of pedestrian survey and subsurface testing to

identify the presence and potential for as-yet-unrecorded archaeology within the APE.

Geotechnical Resources, Inc. (GRI)

Washington Way Bridge Replacement, Longview, Washington

FEE

$145,000


Geotechnical


GRI designed a unique cost-saving timber pile ground improvement system to limit

seismic lateral movements to tolerable levels

GRI completed a comprehensive geotechnical investigation engineering analysis

and a report that summarized recommendations for design and construction of

deep foundation systems consisting of driven steel pipe piles, and addressed seismic

considerations, including liquefaction and lateral spreading. GRI designed a timber pile

ground improvement program to reduce lateral movements and liquefaction-induced

settlement; addressed earthwork and site preparation, including grading of in-water

slopes and construction considerations; and provided pavement designs. GRI provided

construction observation services during ground improvement and pile installation.




Scoring Criteria 2

QUALIFICATIONS OF PROPOSED PROJECT MANAGER(S)

Gavin Oien has 26 years of experience in transportation and general civil engineering. He has

designed and led design teams on freeway and arterial corridor studies, environmental

impact statements, and freeway and arterial widening design and construction projects. He

has experience developing and analyzing alternative alignments in which multiple, often

confl icting values must be considered. He has supported stakeholder workshops that were

used to establish design criteria and develop concept alternatives. He has experience working through the design process starting with concept section

and alignment development and continuing with permitting support, and preliminary and fi nal design. All of this work has required close coordination

with multiple internal and external design professionals, including those in the disciplines of drainage, rail, transit, utilities, and right-of-way.

A. PRIOR EXPERIENCE AS PROJECT MANAGER ON SIMILAR PROJECTS

Columbia River Crossing Improvement, for WSDOT and ODOT, Vancouver, Washington, and Portland, Oregon (2005-2014) – Gavin

led the consultant highway design team for the project. This work required close coordination and collaboration with a number of subconsultant

professionals and multiple authorizing agencies. In his role he participated and helped facilitate numerous design studies involving highway alignments,

intersection alternatives, interchange confi gurations, staging scenarios, and funding/phasing studies. In particular on the Marine Drive alignment study

for the project, multiple alignments were developed and evaluated based on the input from the diverse stakeholder group. Gavin directed the design

team in developing alignment alternatives and evaluating them based on a set of criteria developed by the stakeholders. In the end, an alignment that

didn’t compromise freight mobility and that satisfi ed the stakeholders and received their support was selected and advanced. In his role, Gavin also

worked collaboratively with a number of working groups such as the freight working group. The freight working group participants helped to develop

and evaluate design elements in the context of the freight industry interests. This work included preparation of design alternatives for interchanges,

analysis of routes, and movement through intersections, and evaluation of truck performance specifi c to the elements of design.

RESPONSIBILITIES/TASKS – Directed the consultant design team. Managed development of alternatives. Prioritized work assignments for

the consultant highway design team. Coordinated with multiple agencies. Tracked scope, schedule, and budget for the highway design tasks.

Cornelius Pass Road (NW Cornell Road to US 26), for Washington County, Hillsboro, Oregon (construction phase: 2015-Fall 2016)

– Gavin is the project manager for the construction phase of the Cornelius Pass Road project scheduled for completion later this year. This project is

widening Cornelius Pass Road from Cornell Road to the US 26 eastbound on-ramp. This project required providing coordination with Bonneville Power

Administration (BPA), right-of-way services, drainage and water quality design, geotechnical and pavement analysis and reporting, and preparation

of advance and fi nal PS&E documents. DEA services also included providing public involvement, environmental reporting and permitting, and general

coordination with Washington County, City of Hillsboro, and ODOT staff .

RESPONSIBILITIES/TASKS – Gavin is the project manager, which requires careful monitoring and management of the scope, schedule, and

budget. He is active in responding to contractor submittals and engaging team members in the review of submittals and Request for Information.

198th Avenue Improvements (Tualatin Valley Highway to Farmington Road), for Washington County, Aloha, Oregon (planning

phase: 2015-2016) – Gavin is the project manager for this collector improvement project located in unincorporated Aloha, Oregon. This project is

identifi ed as a priority project on Washington County’s list of multimodal road improvement projects. The proposed improvements include widening

the existing two-lane facility to three lanes, and adding bike lanes and sidewalks. There are two creek crossings that will require new structures.

Drainage and water quality are also a primary concern with the proposed SW 198th Avenue improvements. Both creeks are susceptible to localized

fl ooding, and because of the proximity to the road, wetland and fl oodplain impacts will have to be mitigated along with providing detention and

water quality to meet federal standards. The planning phase is scheduled to be completed by the end of this year.

RESPONSIBILITIES/TASKS – Gavin is the project manager, which requires careful monitoring and management of the scope, schedule, and

budget. He provides direction to the design team and provides input on the development of the concepts. In his role, he is an integral part of the

public involvement team – helping to lead and facilitate the citizen advisory committee and engaging the public at project open houses.

GAVIN OIEN, PEEngineering Resource Manager, Project Manager



B. FAMILIARITY WITH RELEVANT STATE AND FEDERAL REGULATIONS AND/OR PROCEDURES

Gavin worked full-time for over eight years on the Columbia River Crossing project at the co-located project offi ce in Vancouver, starting as a highway

design lead and later serving as the consultant highway design manager. As a result of working in this environment, co-located with multiple

consultants and WSDOT and ODOT staff , Gavin is familiar the WSDOT design manual, WSDOT plans preparation manual, WSDOT standard specifi cations

and general special provisions, WSDOT Cost Estimate Validation Process (CEVP®), WSDOT design-build procurement process, and Washington’s Public

Disclosure laws and procedures. In his role he developed design decisions, wrote design deviations, and provided documentation for corridor studies.

As a result of working closely with the management staff , he is also familiar with WSDOT’s contracting procedures, contract change procedures, and

consultant policies. While working on the this project, Gavin gained experience working and coordinating with the FHWA and he is well versed in

applying AASHTO guidelines and Americans with Disabilities Act (ADA) design requirements.

C. THREE EXAMPLES SHOWING ABILITY TO MANAGE PROJECT SCHEDULE, SCOPE OF WORK/SCOPE

CREEP, BUDGET ISSUES, AND CHANGES THAT ARISE THROUGHOUT THE PROJECT

Columbia River Crossing

SCHEDULE – The detailed design and construction schedules were developed in Primavera, and were updated on a monthly basis for submittal to

WSDOT, ODOT, FTA, and FHWA. Gavin reviewed the overall schedule and provided comments to the specifi c tasks that he managed and the tasks that

were interrelated.

SCOPE – Work progress was monitored in biweekly meetings with task leads. As requests for additional work on the project could come from many

sources, DEA instituted a process for using a standard form that we developed to request additional work. The form included a scope description and

estimated cost, and had to be signed by the agency task lead for that type of work. Once a week, the DEA team met with a representative from WSDOT

consultant services, the WSDOT business manager, and the technical project manager to review project issues, including requests for out-of-scope

work. If an item was approved by this group, then a formal scope and budget were prepared, submitted, and negotiated.

BUDGET – DEA labor hours and expenses were monitored on a weekly basis, and work being performed by the consultant team was monitored on

a monthly basis. A monthly report was prepared that included the accomplishments of the last month, the work projected for the next month, issues

and concerns, and a cost to complete by deliverable. Items that were out of balance were discussed, and a recovery plan was developed.

CHANGE MANAGEMENT – In addition to the process described above, out-of-scope work was only performed when approved by WSDOT.

Cornelius Pass Road (NW Cornell Road to US 26)

SCHEDULE – Gavin was responsible for developing and monitoring the project design schedule and the preliminary construction schedule, which

were developed in Microsoft Project. During the design phase, the schedule was updated monthly as needed to show progress and refl ect changes to

the activities. In the fi nal stages of design, a number of changes were implemented that required close coordination with the task leads to ensure that

the project stayed on schedule.

SCOPE – Part of Gavin’s routine is to regularly monitor the progress of the work of the consultant services during the construction phase. The

construction services include reviews of contractor submittals, requests for information, construction survey staking, utility coordination, and design

changes. The scope of work described is fairly broad, but in order to help discern work that is out of scope, specifi c assumptions are outlined.

BUDGET – As the work progresses, Gavin reviews and tracks the weekly charges. Progress and a cost to complete by task are estimated and

reported as part of the monthly invoices.

CHANGE MANAGEMENT – During the fi nal stages of design, the project was faced with updating the stormwater design to meet current

stormwater requirements. Gavin worked with Karina Nordahl and the roadway engineer to make sure the plans were updated in a timely manner.

In addition, during the construction phase, Gavin helped shepherd the design changes that resulted from unanticipated utility confl icts. This eff ort

required rapid responses to requests for changes.

198th Avenue Improvements (Tualatin Valley Highway to Farmington Road)

SCHEDULE – The schedule for this project was set up in Microsoft Project. Gavin reviews and tracks the progress of the scheduled activities for this

project on a monthly basis. He works with the county to make adjustments to the individual activities in order to keep the project on schedule.

SCOPE – Gavin worked with the county to develop the scope of work for this project, which currently is early in the design phase. The work includes

project management and administration, public involvement, survey, traffi c studies, wetland and environmental analysis, conceptual roadway

design, geotechnical investigation, conceptual hydraulic design, and conceptual bridge design.

BUDGET – Gavin worked with the county to negotiate and establish the budget for the consultant services. He reviews the charges to the project

weekly, and prepares a progress report and cost-to-complete report that are submitted monthly with the invoices.

CHANGE MANAGEMENT – The project is currently within the anticipated scope, schedule, and budget. As changes are identifi ed, Gavin will

work with the project manager to develop the best approach to addressing these changes.

D: PROFESSIONAL LICENSES/ACCREDITATIONS FOR EACH PROPOSED PROJECT MANAGER

Professional Civil Engineer, Washington, (36352), 1999



John has managed and delivered large, multidisciplinary transportation projects over the

past 15 years. He has partnered with many state and local agencies, ports, contractors, and

railroads. John combines responsive communication, diligent workplan management, and

the design expertise necessary for client success. He has technical expertise in roadway

design and stormwater management.


I-84: Exit 64 Interchange Improvements, for the ODOT, Hood River, Oregon (2008-2012) – John provided project management and

engineering services to improve the I-84: Exit 64 interchange, from the scoping phase through completion of construction. The freeway interchange

improvement project included bridge replacement, complex construction staging, freeway and ramp realignment, arterial roadway widening, street

connections, pedestrian/bicycle improvements, stormwater, and water quality design, pavement resurfacing, intersection signals/illumination,

landscape design, bridge aesthetics, signing, striping, and utility relocations. The fi rst task included a collaborative three-week alternatives assessment,

during which the project team used a practical design approach to determine the minimum improvements needed to address the traffi c congestion and

to identify creative strategies for reducing both the temporary costs associated with maintaining traffi c and the costs associated with fi nal improvements.

The proposed bridge replacement was designed to meet the aesthetic guidelines of the Columbia River Gorge National Scenic Area, and included a

contemporary haunched steel box girder design and other aesthetic details while minimizing the structure depth and associated highway reconstruction.

The widening of the arterial roadway included the reconstruction and resurfacing of three intersections with six roadway connections that were designed

to optimize the use of existing pavement and limit the amount of expensive pavement reconstruction. Design exceptions were obtained for substandard

conditions on a practical design basis, and the team also coordinated the necessary local agency permits. The project included a temporary split diamond

confi guration in order to minimize traffi c control costs during construction. All quality and budget requirements were met, and a client audit revealed no

observations and no fi ndings.

RESPONSIBILITIES/TASKS – John led the project team through design and construction. He supervised the design and was the Engineer of

Record for the freeway, roadway, traffi c control, signing, striping, and stormwater improvements. He tracked all quality control procedures and verifi ed

completion before milestone deliveries. He coordinated with ODOT, WSDOT, and local stakeholders.

US 26: NW Mountaindale Road to NW Glencoe Road, for ODOT, North Plains, Oregon (2015-Present) – This pavement preservation

project is inlaying 8 miles of freeway along the US 26 divided highway corridor west of North Plains. The project includes paving within three

interchange areas, ramp and weigh station impacts, cable median barrier installation, bridge deck repairs, striping upgrades, and other related work.

RESPONSIBILITIES/TASKS – John is the project manager for this 9-month project and is responsible for leading a multidiscipline team

through design and construction.

WSDOT SWR Safety Bundle, for WSDOT, Clark County, Washington (2006-2007) – The safety bundle project included early project

development for various sites on WSDOT facilities within Clark County. Clear zone evaluations were performed, followed by development of safety

improvements. Benefi t-cost evaluations for each improvement determined the focus areas. Specifi c safety projects identifi ed for development were:

SR 503 Climbing Lane, SR 500 Interchange Improvement, SR 14 Interchange Improvement.

RESPONSIBILITIES/TASKS – John was a task lead responsible for evaluating and developing multiple safety projects along WSDOT facilities

including SR 4, SR 14, SR 432, SR 500, and SR 503. John led the development of the SR 500 interchange weaving improvements.


John has worked with many federal and state regulators while delivering fi nal design projects in Washington, Oregon, Idaho, Wyoming, and

California. John has recently coordinated Section 401 permits and NPDES permits, and commonly works with in-water work and Migratory Bird Treaty

Act requirements as well as archaeological clearances. John is currently managing projects with FHWA that are located within National Forests and

National Parks. On the Vancouver Bypass project, John worked with WSDOT Rail for project compliance with FRA procedures.



I-84: Exit 64 Interchange Improvements

SCHEDULE – John was the project manager for this major interchange project. The project followed a 12-month design schedule and was

delivered two weeks ahead of schedule.

SCOPE – The project included freeway design, bridge design, ramp design, signalized ramp terminals, complex traffi c control design, stormwater,

pump station design, lighting, arterial roadway widening, and Columbia River Gorge requirements. John developed and actively tracked scope

changes throughout the project using a risk tracking log to determine potential impacts and actions needed.

BUDGET – The design was complete within budget, and the construction was more than $2 million under the construction budget.

CHANGE MANAGEMENT – The project included a few contract revisions. Each revision was well documented and coordinated well

before realization. Additional legislative funds were added to the project during the design phase, and lighting, traffi c cameras, and stormwater

improvements were added to address existing defi ciencies.

JOHN MALONEY, PEProject Manager



Vancouver Bypass Program

SCHEDULE – John worked as the design manager on multiple parallel design segments for the major rail yard reconfi guration and additional

track. John managed the schedules, including internal design phases and an external City of Vancouver design component.

SCOPE – John developed and delivered four design segments for the project. The segments included major utility relocations, walls, access

roadways, coordination with track operations, sanitary sewer design, and track design. Each project was delivered with minimal changes to scope.

BUDGET – Each design segment was delivered within budget.

CHANGE MANAGEMENT – The project required close coordination with the City of Vancouver and was also highly dependent on the city’s

schedule. Several project changes were necessary to adjust for the external impacts. WSDOT Rail also became a signifi cant stakeholder due to the FRA

project funding, requiring additional coordination.

Airport Way Realignment

SCHEDULE – John was the Port of Portland’s project engineer and construction engineer for the realignment of Airport Way near the terminal.

John worked closely with the project delivery team to complete the design phase on time for contractor procurement. John also worked with the port

contractor and the design team to complete the construction on time.

SCOPE – The project included major arterial roadway realignment, widening, stormwater, permitting, signalizations, lighting, and landscape

design. John tracked changes to the project during design and through construction.

BUDGET – The project design and construction were completed within budget.

CHANGE MANAGEMENT – To meet the construction completion schedule, several components of the project were pulled into a separate

early work package. John worked with the design team and port staff to procure the package on time to meet overall schedule goals.


Professional Engineer, Washington, in process

Brian is professional engineer and a certifi ed Project Management Professional (PMP). He

has spent his entire career managing DOT and local public agency transportation projects

throughout the western U.S. His career started at the Montana DOT, and he has spent the

last 25 years in Washington and Oregon doing preliminary and fi nal design of freeways,

interchanges, and intersections on a range of project sizes. He has designed and constructed

numerous WSDOT, ODOT, ITD, ADOT, and MDOT projects on SR 405, SR 500, SR 520, I-5, I-205, and on the I-84/Meridian interchange in Boise. He prepared

conceptual design for the I-17/I-10 interchange in Phoenix as part of the Outer Loop freeway system. He has completed numerous HOV lanes, arterial

street design, and bicycle/pedestrian facility projects, including bridges, intersection design, quantity and cost estimates, right-of-way, signals, and

illumination. He has prepared numerous preliminary and fi nal design documents for both design-bid-build and design-build projects.


Pacifi c Avenue Bridge, for Cowlitz County (requires collaboration with WSDOT), Washington (2014-present) (completing fi nal

design; construction 2017) – Brian is currently managing the design for a bridge and roadway realignment over a BNSF railroad tunnel, including

permitting and structural engineering. The fi rst phase of the project prepared roadway alignment alternatives and a bridge TSL report to determine the

optimal bridge and approach geometry. A weighted matrix was used to determine the most cost-eff ective alternative, considering construction, delay,

and long-term maintenance costs. During the preliminary design phase, Brian and the team identifi ed opportunities and constraints, developed bridge

alternatives, and selected a preferred alternative. Early coordination with BNSF has identifi ed requirements and restrictions that have been incorporated

into the bridge to get the fi nal approval from the BNSF engineers. The fi nal design phase is under way, with construction expected in 2017.

RESPONSIBILITIES/TASKS – Brian is managing the scope, schedule, and budget, and overseeing the work of PMX and subconsultant staff . He has

also coordinated with the county to develop solutions, and has served as engineer of record.

SR 500 Thurston Way Interchange, for WSDOT/Kuney Construction, Vancouver, Washington (2001-2003) – Brian was the roadway

design lead and engineer of record for WSDOT’s $24 million design-build pilot project in Vancouver. The project involved construction of a single-point

urban interchange (SPUI) in a challenging location within narrow right-of-way that was restricted by wetlands and a bike/pedestrian path. The project

design and construction was done on a fast-track schedule to complete portions of the improvements in time for the holiday season, including grading

and paving of the SR 500 bridge approaches and ramps, a 220-foot single-span super girder bridge, construction staging plans, coordination with the

public, illumination design, ITS, and retaining and noise walls. This eff ort required close coordination with WSDOT, the contractor, the City of Vancouver,

the Vancouver Mall, and the public. Brian prepared the plans and specifi cations using WSDOT requirements. The new interchange design was required to

meet very strict weaving requirements due to the substandard spacing of the adjacent interchanges at I-205 and Andresen Road.

RESPONSIBILITIES/TASKS – Brian was the roadway lead and engineer of record, responsible for developing engineering solutions and leading

development of the plans and specifi cations per WSDOT standards.

BRIAN BIERWAGEN, PE, PMPProject Manager



Port Westward Access Road: Phased Improvements, for Columbia County, Oregon (2002-present) (completing construction of

third and fi nal phase) – Brian has managed design and construction services for the three phases and over $15 million of roadway and infrastructure

improvements from Highway 30 in Clatskanie to the Port Westward industrial site, owned by the Port of St. Helens. Projects have been funded with

federal, county, and private funds. Extensive environmental permitting was required and mitigation for water quality, ESA species and nearly 17

acres of wetland were required. This project has constructed roadway widening, paving, sidewalks, retaining walls, grading, guardrail, and drainage

improvements through the town of Clatskanie, continuing 7 miles to the project site. Brian has led the design of the project, preparation of the bid

documents, advertisement and contractor selection, preconstruction meeting, construction inspection and documentation, traffi c control, quality

assurance and control, and preparation of the documentation required for this federally funded project. The project was developed in phases to match

available funding while quickly completing safety and other priority improvements.

“There is always good alignment in Parametrix’s understanding of what the County needs. I appreciate that Brian understands what I am looking for, and what can be

accomplished within limited budgets.” -Dave Hill, Columbia County Director of Public Works

RESPONSIBILITIES/TASKS – Brian is the project manager responsible for scope, schedule, and budget, as well as for leadership of PMX staff and

subconsultants. He is also the engineer of record. Other responsibilities have included attending project meetings and preparing documentation required

for a federally funded project.


Brian has been designing WSDOT projects since 1990. One key project Brian was involved in is the $40 million SR405 HOV lane widening project

from Northup to Bothell for which he was the project engineer for the fi nal design. He has designed and constructed transportation projects for

WSDOT, such as the Design Build Pilot Project, and the SR 500/Thurston Way interchange project in Vancouver, using the WSDOT Design Manual and

the AASHTO “A Policy on Highway Geometrics to design this SPUI Interchange and adjacent intersections. He has designed and managed DOT design

and construction projects in Oregon, Washington, Idaho, Arizona, and Montana, and is very familiar with federal AASHTO design and environmental

requirements. Brian has also managed, designed, and constructed projects for Clark County and the City of Vancouver, and is currently managing the

design of the Pacifi c Avenue Bridge in Kelso for Cowlitz County and WSDOT.



Pacifi c Avenue Bridge

SCHEDULE – Brian has worked closely with Cowlitz County to keep this project on schedule for construction in 2017.

SCOPE – PMX work has included roadway and bridge design, environmental permitting, coordination with BNSF railroad, the preparation of a

bridge TSL report, and preliminary and fi nal design.

BUDGET – The project remains within the budget as negotiated with county staff .

CHANGE MANAGEMENT – For the design of the roadway approaches, the approach alignment was adjusted to maximize the use of the

existing concrete pavement and minimize new asphalt paving costs. Project changes during design resulted from coordination with the county upon

identifying that the thick concrete pavement would have been costly to remove.

SR 500 Thurston Way Interchange

SCHEDULE – Brian worked directly with Kuney Construction to optimize the construction delivery schedule.

SCOPE – Brian managed roadway design portions of WSDOT’s $24 million design-build pilot project in Vancouver.

BUDGET – Brian worked directly with Kuney Construction to identify design changes in order to minimize construction cost.

CHANGE MANAGEMENT – Changes included modifi cations to the sequence of construction, the location of the concrete barrier, and the

weaving and ramp geometry to minimize cost.

Port Westward Access Road: Phased Improvements

SCHEDULE – Brian developed an approach for the fi rst phase of this project that minimized design costs and schedule using aerial photography

to provide location and quantity information for bidding. These Stage 1A project improvements provided structural and safety improvements that

allowed future stages to be constructed.

SCOPE – Brian managed design and construction services for three phases and more than $15 million of roadway and infrastructure improvements.

The scope includes design, bid document preparation, advertisement and contractor selection, preconstruction meeting, construction inspection

and documentation, traffi c control, quality assurance and control, environmental permitting, and preparation of the documentation required for this

federally funded project.

BUDGET – Brian has managed each phase within the negotiated fee, and has worked with the county to allocate funds for additional work as needed.

CHANGE MANAGEMENT – The approach that Brian and the county developed to minimize design cost and schedule impacts (described

under schedule, above) allowed effi cient, eff ective fi eld changes by the contractor during construction.


Professional Engineer, Washington (28900), 1992; Project Management Professional (PMP) (Not state-specifi c)




Scoring Criteria 3

KEY TEAM MEMBERS QUALIFICATIONS

Doug is a project manager and senior bridge engineer with a strong background in structural

engineering and extensive experience in bridge and structures design, detailing, specifi cation

development, and construction services. Doug’s belief that quality control and quality

assurance are integral to the daily project development process is demonstrated by his

personal work products and the work oversees. Doug was the lead author for DEA’s bridge and

structures expanded quality control and quality assurance guidelines.

RELEVANT EXPERIENCE

Schedule Two Rail Access, Port of Vancouver, WA (2010-2013) – Doug was the senior bridge engineer and production manager for several of the

largest component projects for this heavy rail and infrastructure investment designed to reduce regional rail congestion, stimulate economic growth, and

signifi cantly expand freight mobility capacity at the port. This project included signifi cant right-of-way, environmental permitting, and structural design

challenges.

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2014) – As a bridge engineer, Doug fi lled a pivotal role for the preliminary

engineering team for the approach span viaducts on both the Oregon and Washington sides of the Columbia River, participated in the seismic retrofi t

design development for the existing North Portland Harbor Bridge, and the structural design criteria development, as well as preliminary design of the

earth retaining structures for the Marine Drive interchange.

UNDERSTANDING OF WSDOT AND/OR PUBLIC AGENCY REGULATIONS/PROCEDURES

Doug has worked closely with WSDOT and other agencies such as the Department of Ecology, the City of Vancouver, and the Port of Vancouver for nearly

a decade. Through his roles on transportation and heavy freight design and construction projects, he has gained the necessary skills to be able to develop

PS&E documents that meet WSDOT’s standards. Doug’s experience as a production manager and project manager and his technical background make him

an ideal candidate to provide quality assurance management of the projects administered as part of this project.

DOUG LAMPKIN, PE – Quality Assurance Manager | Structures (DEA)

Mike’s diverse 34-year career in roadway engineering includes project programming,

preliminary design, fi nal design, construction, and right-of-way analysis experience gained

during his employment at DEA and 10 years with ODOT Region 1. He has served as lead

roadway engineer for more than 25 DOT and local agency bridge replacement and roadway

projects in the SW Washington and Greater Portland Metro Area.

RELEVANT EXPERIENCE

I-5: Mellen Street to Blakeslee Junction, Centralia, WA (2012-2013) – Mike was DEA’s project manager on this project. The project was a

4-mile stretch of I-5 that runs through the City of Centralia, with the goal to improve interstate mobility and safety. The Mellen Street and Harrison Street

interchanges were redesigned to function as one interchange, and included the addition of collector-distributor lanes adjacent to the interstate. Measures

were also taken to help protect the improvements from the fl ooding of the Chehalis River.

SR 520 Eastside Transit and HOV Lane – Design-Build, Bellevue, WA (2011-2014) – Mike was the task manager for mainline highway signing

along this 2-mile section of SR 520 in Bellevue, Washington. His responsibilities included coordination with roadway and structural improvements, and

initial quality control (QC) documentation for this fast-track project.


Through his work on WSDOT projects, Mike is familiar with the WSDOT Design Manual, WSDOT Plans Preparation Manual, and WSDOT standard

specifi cations and general special provisions. Mike’s many years of freeway design have given him the knowledge to apply AASHTO guidelines and ADA

design requirements.

MIKE HICKEY, PE, PLS – Highway Design (DEA)



Ted has 22 years of experience as a senior transportation engineer with DEA. He joined DEA

after eight years with ODOT as a senior roadway designer, project team leader, construction

offi ce engineer, and construction inspector. He is experienced in all phases of transportation

project alternatives development, fi nal design, and construction.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2014) – Ted produced preliminary alternatives design for the interchanges

in Oregon at Jantzen Beach, Marine Drive, and Delta Park, including the proposed Marine Drive - Victory Boulevard TIGER grant project for a braided ramp

that was not selected. Ted’s work also included detailed coordination with the abutting I-5: Victory - Lombard project during its fi nal design phase.

I-5: Victory Blvd. – Lombard St. Section, Portland, OR (2006-2011) – Ted was the roadway engineer for the project. The construction included

widening the interstate freeway and realigning ramps for interchanges at Victory and Columbia boulevards. Roadwork included resurfacing with inlay

and overlay, matching bridge deck overlay replacements, widening adjacent to concrete pavement, and replacement of median barrier. Ted also led the

development of a fi ve-stage construction traffi c staging plan and details to maintain existing lane confi gurations during peak hours.


Ted’s long history of working on freeway projects has given him a thorough understanding of how to apply the AASHTO guidelines. Within DEA, he is a

leader in the use of InRoads and MicroStation, and he understands how to effi ciently develop and lay out highway designs using that software.

TED STEWART, PE – Highway Design (DEA)

Karina has 12 years of experience providing hydrologic and hydraulic analysis, storm system

design and modeling, stormwater treatment, scour analysis, and river modeling. She is

profi cient in several hydrologic and hydraulic modeling programs, and in using the

stormwater-related design tools for Inroads and Land Desktop/Civil 3D.

RELEVANT EXPERIENCE

I-5: Mellen Street to Blakeslee Junction, Centralia, WA (2012-2013) – The project covered a 4-mile stretch of I-5 that runs through the City

of Centralia, with the goal to improve interstate mobility and safety. The Mellen Street and Harrison Street interchanges were redesigned to function

as one interchange, and included the addition of collector-distributor lanes adjacent to the interstate. Measures were also taken to help protect the

improvements from the fl ooding of the Chehalis River. Karina joined the WSDOT team as the task lead for the stormwater, water quality, and fl ood

protection improvements. For Stage 2, she designed three constructed stormwater treatment wetlands, four biofi ltration swales, and 12,000 linear feet

of media fi lter drain. The project treats a total of 41.5 acres of impervious area. Karina was responsible for the preliminary and fi nal plans, quantities,

specifi cations, calculations, hydraulic models, and the hydraulic report.

US 30 at Eilertsen Creek Project, Clatsop County, OR (2010-2012) – The objective of this project was to replace the existing culverts with two

new bridges (one on the highway and one on the railroad) that will be able to pass fl ood events and help prevent future closures of the highway and

railroad. DEA was retained for this fast-tracked project with Federal Emergency Funding to provide project management and design. USACE and DSL

permitting for the project was accomplished under SLOPES IV. Karina provided the design and calculations for the stormwater conveyance, temporary

bypass culverts, and water quality treatment. Water quality treatment was provided with four fi lter strips and three biofi ltration swales, and the total

treatment area for the project was 0.89 acres.


Through Karina’s work on WSDOT projects, she understands that the WSDOT Highway Runoff Manual (HRM) governs the planning and design of

stormwater management facilities for new highway and road projects, and is an integral part of the obligations contained in WSDOT’s NPDS municipal

stormwater permit. She also applies the HRM for stipulating the minimum sizing requirements for storm drain, pavement drainage, culverts, ditches,

detention facilities, and water quality facilities. In addition, she is familiar with the WSDOT Hydraulics Manual as a supplement to the HRM, and the

construction details and design considerations it provides for stormwater management systems.

KARINA NORDAHL, PE – Drainage/Hydraulics (DEA)



Josh has ten years of experience working on transportation planning and traffi c engineering

projects. He has worked on numerous projects for various cities, counties, and state DOTs. He

is profi cient in both micro and macro simulation modeling through the use of Synchro/

SimTraffi c, Vissim, Vistro, Visum, HCS, Traffi x, Sidra, and Freq modeling platforms.

RELEVANT EXPERIENCE

Corridors – Bottlenecks Operations Study, Portland, OR (2009-2012) – Josh played a primary role on all phases of this project. In the fi rst

phase, he helped to identify, diagnose, and propose possible solutions for bottleneck locations on major freeways within the Portland Metro area. In

the second phase he helped to create a calibrated VISSIM model for each corridor, and in the third phase helped analyze potential solutions for the

bottlenecks identifi ed in the fi rst phase.

Columbia River Crossing Vancouver, WA, and Portland, OR (2005-2014) – Josh was the primary freeway modeler for the fi nal EIS phase of

the Columbia River Crossing project. Through the use of the VISSIM modeling platform, Josh was tasked with providing information needed to assist in

30% design for the project. Josh had the ability to customize simulation output to answer key questions raised by the public, local and federal decision

makers, and project staff . Josh also had an integral role in the modeling of the downtown Vancouver roadway network through the use of the Synchro/

SimTraffi c model. This model included over 120 intersections with coordinated arterials and a proposed light rail line.


Through his work on the CRC project, Josh has had the opportunity to work as an extension of WSDOT SWR staff to fulfi ll the state requirements for

Interchange Justifi cation Reports (IJR). The IJR process is fairly detailed and requires an operational analysis that demonstrates that the proposal does not

have a signifi cant adverse impact on the operation of the freeway or the local roadway system.

JOSH ANDERSON, PE, PTOE – Traffi c/ITS/Modeling (DEA)

Joel has more than 17 years of bridge design, task leadership, and project management

experience on transportation projects involving bridges and structures. His project

experience spans from component design and small rural bridges to multi-span aerial

guideway structures and large-scale corridor improvements. He has experience with design

of structures carrying light rail, heavy rail, highway, and pedestrian traffi c. Joel has worked

with WSDOT, ODOT, TriMet, and various Oregon local agencies including Columbia, Clackamas, Coos, Crook, Douglas, Jackson, Jeff erson, and Multnomah

counties, as well as the cities of Portland and Beaverton.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2014) – Joel provided preliminary design services for landside transit and

highway bridges associated with the project. He was also the deputy task lead for all landside structures. Structure types included segmental concrete;

steel girders; cast-in-place, post-tensioned concrete box girders; precast, prestressed concrete girders; and retaining walls.

I-405, I-5 to SR 169 Stage 1 Widening Design-Build Project, Renton, WA (2007-2010) – This project was the fi rst in a series of projects to

improve and modernize the I-405 corridor near Seattle, Washington. Joel designed various structural elements of the project, provided structure quality

control checks, and managed the fi nal design of the project retaining walls. Structure types include precast, prestressed concrete girders; cantilever

retaining walls; MSE walls; soil-nail walls; and gravity walls.


Joel understands that the proper application of the provisions of the WSDOT Bridge Design Manual (BDM) is imperative to the successful development

of bridge and structure projects within the WSDOT right-of-way. The standards defi ned in the BDM refl ect the best practices developed over decades

of experience and modify or supplement the requirements of the AASHTO Bridge Design Specifi cations. However, there are certain situations in

which these standards are not appropriate and should not be blindly implemented in lieu of sound engineering judgment. Joel has developed an

in-depth understanding of the requirements of the BDM and AASHTO, and implements a common sense approach to the design to ensure that design

development occurs effi ciently and responsibly.

JOEL TUBBS, PE, SE – Structures (DEA)



Mike has over 23 years of land surveying experience, including eight years with WSDOT. He

has extensive project management experience, including work as the survey manager for

the Columbia River Crossing project. In this capacity, he directed DOT and consultant project

surveyors in all aspects of the survey work for the project in both Oregon and Washington.

Mike also coordinated with the various partner agencies.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2014) – Mike managed the survey work for the Columbia River Crossing

project, including consultant and DOT staff from Oregon and Washington. He acted as interim CRC Right-of-Way and Real Estate Services Manager in

addition to managing all survey operations. He also provided advice to the project and executive management teams on survey, right-of-way, and real

property related aspects of the project. Mike provided oversight on DEA’s mobile LiDAR scanning operation; organized and initiated the project’s right-of-

entry process; managed consultant agreements; and provided agency review and approval of contract invoices.

Various WSDOT projects (2006-2008) – Mike managed multiple fi eld survey teams for the SWR Vancouver Area Engineering Offi ce and was

employed by WSDOT as the Cadastral Service Manager. He supervised and directed all offi ce and fi eld survey operations for the following: phase

one construction of the I-5/I-205 interchange project at Salmon Creek, asphalt resurfacing project over roughly 35 to 40 miles of SR-4 and SR-401,

southbound I-205 – Mill Plain off -ramp resurfacing, and SR-6 Emergency Slide Repair.


Through many diff erent survey related roles held while employed with WSDOT, Mike is familiar with the processes, procedures, and regulations that

guide construction teams on projects from concept to construction. In his roles, Mike has become familiar with and followed the procedures outlined in

the Highway Survey Manual, the Plans Preparation Manual, the Right-of-Way Manual, the Standard Plans Manual, and the Standard Specifi cations for

Road, Bridge, and Municipal Construction Manual. In his work with the SWR and Headquarters Real Estate Services teams. Mike became very familiar

with many chapters under Title 47 RCW, e.g. Chapter 47.24 – City Streets as part of State Highways. In many instances Mike worked closely with federal,

county, and city agencies, as well as with railroad companies in cases where other regulations, state statutes, and Acts of Congress dictated direction.

MIKE NICHOLS, PLS – Survey (DEA)

Kirk is a project manager and senior design engineer with over 24 years of project

management, transportation design, and construction management experience on

interstate and state freeways, interchanges, and arterials. Throughout his career, Kirk has

implemented the principles of practical design in striving for cost-eff ective solutions that

ensure reliable operations and safe facilities for the traveling public.

RELEVANT EXPERIENCE

SR 99 Alaskan Way Viaduct/North Access, Seattle, WA (2009-2012) – Kirk was the design team manager for the north portal of the bored

tunnel project to replace the Alaskan Way Viaduct (AWV). Kirk led a multidisciplinary team, including WSDOT and City of Seattle staff , to develop a

new confi guration for the north portal of the bored tunnel in advance of the tunnel RFP. Kirk’s team, consisting almost entirely of WSDOT staff , was

responsible for the delivery of design-bid-build contracts for the SR 99 roadway and ramps that will connect the design-build bored tunnel portion of SR

99 to the existing highway near Mercer Street.

West Connection Bridge, Eastside HOV Design-Build and Montlake I/C West Approach Design-Build, Seattle, WA (2012-2013) –

Kirk was design project engineer/Engineer of Record for delivery of PS&E; provided design review during construction for the Eastside HOV design-build

contract; and provided preliminary design for the Montlake I/C West Approach design-build RFP. On the West Connection Bridge, Kirk managed the

process to alter the proposed construction methodology, revised the environmental documentation, and provided additional geotechnical investigation.

His responsibilities included management of the design team, determination of possible construction methods and associated environmental impacts,

development of technical documents and specifi cations, coordination with other projects in the SR 520 program, and public outreach. Kirk also

supported the WSDOT construction project engineer through project completion.


Kirk is experienced with state and federal regulations and procedures due to his extensive design and construction work on WSDOT projects. His work

includes following the Plans Preparation Manual and Region-specifi c guidelines for special provisions, and working closely with each Region Plan Review

group. Kirk routinely uses the WSDOT Design Manual and the AASHTO “A Policy on Highway Geometrics” in design of intersections and interchanges.

He has worked with WSDOT NW and Olympic Regions, Headquarters, and FHWA to gain approval of design deviations and design documentation. He is

using current practical design guidance for documentation of SR 520 design elements. Kirk started his career at WSDOT as a project inspector using the

WSDOT Standard Specifi cations, Construction Manual and Standard Plans on a daily basis. Recently, he has been working with WSDOT construction staff

on administration of design-bid-build and design-build projects, so he is current with submittal and review processes for both delivery methods and with

the emerging WSDOT Project Delivery Selection Guidance process for determining the appropriate delivery method for upcoming construction projects.

KIRK WILCOX, PE – Highway Design (PMX)



Patrick is a project manager and project engineer who specializes in transportation design

and construction, ranging from municipal projects to WSDOT interstate mega-projects. A

former employee of WSDOT, Patrick has many years of experience delivering highway design

programs, including the Tacoma/Pierce County HOV, SR 520 WLSP to SR 202, and SR 18

Corridor Programs.

RELEVANT EXPERIENCE

Tacoma/Pierce County HOV Program, Tacoma, WA (2006-2013) – Pat was the project engineer and project manager for a series of projects that

built 70 HOV lane miles on I-5, SR 16, and SR 167 in Pierce County. He managed the project’s GEC program and ensured that it was staff ed appropriately

for delivery of the funded program. Patrick assisted WSDOT engineers in the delivery of the Portland Avenue to Port of Tacoma Road – Northbound HOV

projects. He developed Project Management Plans and managed the project scopes, schedules, and budgets through PS&E development. He also assisted

WSDOT engineers with constructability issues and project phasing, and led the civil design eff orts and contract PS&E development. During the last three

years of the program, Patrick was the consultant program manager, overseeing all of the consultant design and construction services.

SR 520 WLSP to SR 202 Phase 3, Redmond, WA (2007-2011) – Pat was the project manager for the SR 520, WLSP to SR 202 HOV Phase 3

widening project. Patrick oversaw the development of the project design and contract documents preparation, managed the scope of services for

delivery of phase 3B, and was the primary point of contact for day-to-day project management issues.


Pat has over 24 years of experience delivering transportation projects for WSDOT and various local agencies. His many years of experience both working

at WSDOT and contracted by WSDOT included delivery of many highway design projects, ranging from smaller preservation and safety projects to major

corridor programs. Pat also has experience delivering training to WSDOT design staff that has focused on design policies and project management.

Because of his time at WSDOT, Pat has extensive knowledge and understanding of WSDOT policies, procedures, and project delivery requirements and

is very familiar with WSDOT’s tools and resources. He has also delivered many local agency projects, in which his extensive knowledge of the WSDOT

policies, as well as the WSDOT LAG Manual, has proven valuable to the local agency clients.

PATRICK FORZA, PE – Highway Design, Design-Build (PMX)

Ryan has experience as both a transportation engineer and a planner. He led the

transportation team in support of the EIS for the Columbia River Crossing project. He has

worked on interchange access management plans, interchange justifi cation/modifi cation

requests, corridor studies, transportation system plans, and environmental impact studies.

Ryan is skilled in analyzing survey data to determine trip generation rates, modal split,

arrival/departure patterns, and intersection operations. He is also skilled in the design, post-processing travel demand model data, calibration, and

presentation of various traffi c simulation models. Ryan is experienced in analyzing crash data along freeways and local facilities for all modes of

transportation. He is also skilled in supporting design panels, charettes, and working groups with data needed to make informed decisions.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2014) – Ryan was the senior transportation engineer on this project. For

nine years, Ryan led the transportation team in performing signifi cant traffi c planning and engineering in support of the EIS for evaluating the corridor at

the I-5 crossing, including the Transportation Discipline Report. Ryan helped identify transportation needs using manual and computer model forecasts,

developed tolling forecasts based on these computer model estimates, and developed project solutions to meet these needs. He coordinated the data

collection plan including parking and tolling surveys. Ryan developed and analyzed traffi c simulation models for freeway and local street operations. He

coordinated with engineering, transit, modeling, and environmental team staff throughout the entire process, and also provided technical support to the

Freight Working Group, the Pedestrian Bicycle Advisory Group, the Task Force, the Integrated Project Staff , and the Project Sponsors Council.

I-205 Mill Plain Interchange to NE 18th Street Transportation Analysis, Vancouver, WA (2005-2007) – Ryan was the senior

transportation engineer on this project. Ryan’s responsibilities included collecting data, analyzing existing intersection and freeway operations and

future volumes forecasts, analyzing future intersection and freeway operations, assessing accident and safety concerns, and identifying intersection and

freeway improvements, and potential phasing conditions. In addition to writing the Final Technical Report, Ryan assisted with three technical appendices

addressing slip ramp options, collector-distributor options, and grade separation at one local intersection.


Ryan is experienced with state and federal regulations and procedures due to his extensive transportation work on WSDOT projects and the Columbia

River Crossing project in particular. While delivering transportation documents supporting design decisions and environmental documents, he has

developed the expertise necessary to complete projects within the available budget and schedule.

RYAN LEPROWSE, PE – Traffi c/ITS/Modeling (PMX)



Jeff provides analysis and environmental compliance for some of the largest transportation

projects in the western U.S. He completes alternatives analysis and feasibility studies,

addressing NEPA, as well as state/local requirements. Jeff has served on expert review

panels for major transportation projects. He also served as an appointed member of the

Transportation Research Board’s Environment Analysis in Transportation Committee. He

brings local knowledge and relationships with FHWA and regulatory agencies, resulting in agency buy-in early in project development.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2014) – Jeff led development and implementation of an environmental

compliance strategy and NEPA analysis/documentation. He managed development of a bi-state process and agreement for achieving early input and

concurrence at selected milestones, and coordinated with permitting agencies. The project successfully met all of the concurrence points, including

the draft EIS, fi nal EIS, Record of Decision, and other key federal permits and approvals. It also received several awards from the National Association of

Environmental Professionals: in 2009 for NEPA Excellence and in 2011 for Best New Environmental Technology.

Oregon Bridge Delivery Program, Statewide (2002-2006) – Jeff managed development of a new environmental approach addressing the

Endangered Species Act, Clean Water Act 404 and 401, Section 106, NEPA, and other regulations, and focused on environmental performance standards,

agency collaboration, and batched and programmatic permitting. The new environmental approach addressed evaluation and permitting for the

replacement or repair of more than 300 bridges across Oregon. The approach won FHWA’s National Award for Environmental Streamlining, and saved

taxpayers an estimated $73 million.


Jeff fi rst helped the WSDOT Olympic Region comply with project-related environmental regulations in 1993, and has since worked on WSDOT projects

in the SW, South Central and NW regions. As part of his recent WSDOT experience, Jeff managed the consultant team’s work on NEPA, SEPA, and

environmental permitting for the Columbia River Crossing. He has a good understanding of WSDOT’s procedures for state and federal environmental

regulatory compliance. He has also managed NEPA, SEPA, and regulatory compliance for a variety of road, transit, and trail projects for other agencies in

these regions, further enhancing his understanding of state and federal agency regulations and procedures. His extensive experience and close work with

design engineers make him a valuable team member for developing practical solutions.

JEFF HEILMAN – NEPA/SEPA/Permitting (PMX)

Heather has provided planning, analysis, environmental compliance, and interagency

coordination for large and small projects in the western U.S. Heather recently joined

Parametrix from FHWA Western Federal Lands and ODOT, where she managed large and

small transportation projects. She understands the FHWA and WSDOT perspectives, and is

known for her ability to navigate through contentious issues with multiple stakeholders.

She searches for creative solutions for moving projects forward to meet deadlines and budgets.

RELEVANT EXPERIENCE

Glenn Highway Rehabilitation – MP 66.5 to 92, AK (2015-2016) – As the federal lead agency representative, Heather was the environmental

manager who led development of the 404 permitting, NEPA Re-Evaluation, and Section 6(f) and 4(f) strategies in collaboration with the Alaska

Department of Transportation (AKDOT), Alaska Department of Natural Resources, the USACE and the National Park Service. This project had the largest 6(f)

impact that the AKDOT and FHWA had dealt with in recent history. The project is approximately 26 miles of phased road reconstruction that relies on the

1993 Glenn Highway Parks MP 35 to MP 109 Environmental Assessment and FONSI. AKDOT requested that FHWA Western Federal Lands lead the design

and NEPA in order to utilize the streamlined environmental clearance processes that Heather developed when she was in the division.

Columbia River Crossing, Vancouver, WA, and Portland, OR (2005-2013) – Heather was the environmental manager and was promoted to

this position within ODOT for her ability to manage complex deliverables, fi nd unconventional time/money saving solutions, and lead the consultant

and agency team. Heather developed relationships with federal, state, and local agencies to ensure that all environmental requirements and permits

were cleared, and that ODOT and WSDOT were in a position to build the program of projects within the CRC corridor, if funding was secured. Heather

developed and led an interagency team to provide input on the NEPA process at various milestones, which expedited the permit process. The FHWA and

FTA embraced this innovation as an example of how to collaborate with a variety of stakeholders through a project development process.


Heather has over 15 years of experience leading transportation projects through environmental compliance and regulatory processes. She understands

the WSDOT project development process through her experience on the Columbia River Crossing project. Her experience as the federal lead NEPA

signatory is invaluable and provides expertise in the level of information needed to effi ciently complete environmental processes. Heather is well known

for implementing environmental streamlining into the project development process.

HEATHER WILLS – NEPA/SEPA/Permitting (PMX)



Howard is experienced in the management of planning, design, and construction of capital

improvement programs, with a focus on alternative project delivery. He is actively involved

in professional and civic organizations that are active developing improved methods of

project delivery, including service on the regional and national boards and in offi cer roles for

the Construction Management Association of America (where he recently co-chaired a

major forum on GC/CM best practices). He served as a member of the State of Washington Capital Project Advisory Review Board’s task force that

developed heavy civil GC/CM legislation enacted in 2014, and is currently serving on another task force drafting public-private partnership legislation.

Howard has served as GC/CM Advisor, helping clients secure unanimous PRC approval to utilize GC/CM delivery for four projects in the last two years. He

was recently appointed as one of two construction management professionals’ representatives to the PRC, where he stays in touch with the most recent

thinking in terms of best practices for GC/CM (and design-build) project delivery.

RELEVANT EXPERIENCE

SR 520 Bridge Replacement GEC, Seattle, WA (2006-present) – Howard served as a Subject Matter Professional and member of an outside

review panel commissioned by the State of Washington to review construction contracting and project delivery strategies for accelerating the

construction of the $4 to $6 billion replacement and expansion of a major fl oating bridge connecting the Seattle metropolitan area. Options that were

evaluated included contract packaging, risk mitigation, and contractor incentives including design-build, Alliancing (Target Price) and Construction

Management at Risk (GC/CM).

Multimodal Terminal Redevelopment, Seattle, WA (2014-present) – The Washington State Ferries (WSF) division of WSDOT, FHWA, and

FTA are planning a $268 million project to replace the aging and seismically vulnerable components of Colman Dock to maintain future ferry service.

Howard is the primary advisor to WSF for developing WSDOT’s fi rst project under 2013 legislation that authorizes heavy civil GC/CM project delivery. He

is leading the PMX team in securing state approval to utilize GC/CM, developing procurement documents, managing contractor selection, negotiating

preconstruction and construction services, and providing construction oversight.


Howard is experienced with state and federal regulations and procedures due to his extensive work on WSDOT projects at the Hood Canal Bridge and

the Multimodal Terminal at Colman Dock. While delivering the GC/CM procurement and GC/CM advisory services for Colman Dock, he has developed the

expertise necessary to complete projects within the available budget and schedule.

HOWARD HILLINGER, CCM, DBIA – Alternative Delivery, GC/CM, Owners Rep. (PMX)

André Baugh is President and Owner of Group AGB. André’s role will be DBE Manager

responsible for developing and implementing a comprehensive outreach and

communication strategy to the DBE, MBE, WBE, and Small Business community.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland, OR (2013-2014) – Group AGB was the DBE/MWESB manager tasked with developing

an oversight diversity program strategy for the Columbia River Crossing project. The diversity strategy was focused on combining three state agencies

(ODOT, WSDOT, and TriMet) DBE programs, meeting program diversity policies for design and construction, and for outreach, contract compliance,

monitoring, reporting, maximizing opportunities for Disadvantaged, Minority, Women, and Small Businesses (DMWSB).

Portland-Milwaukie Light Rail (PMLR) Bridge, Portland, OR (2011-2015) – Group AGB was the DBE manager for Kiewit Infrastructure West

on the Portland to Milwaukie light rail bridge. André implemented an outreach plan that achieved over 15% DBE participation on this cable-stay bridge

project. The PMLR bridge project was named the DBE Champion 2015 project by TriMet.


André understands that the DBE requirements of 49 CFR Part 26 applies to this work. He also understands that WSDOT has placed an aspirational or a

voluntary 10% SBE goal for this RFP. In addition, André understands the requirement to submit a SBE Participation Plan prior to starting the task order.

The SBE Participation Plan will include DEA’s statement of commitment, DEA’s mission statement, roles and responsibilities, outreach strategies, training

and support, monitoring and reporting, and SBE fi rms identifi ed during our outreach that the DEA team plans to utilize.

ANDRÉ BAUGH – Diversity Management (Group AGB)



Lois has been a communications leader for 25 years. Her experience includes working at

every level of government and gives her an uncommon ability to assess political landscapes;

enhance project delivery for clients; and build innovative partnerships for businesses,

agencies, and communities. Lois is also a sought-after public speaker and workshop

facilitator, and creator of LCA’s innovative and widely recognized School-Based Outreach

Program, which was launched in 2005.

RELEVANT EXPERIENCE

Sellwood Bridge Project, Portland, OR (2004-present) – LCA took a unique approach to involving local communities through its School-Based

Outreach Program and DBE enrichment program. The DBE enrichment program off ered opportunities for larger A/E fi rms to provide skill training to their

DBE partners on the project. Coordinating these programs required development and planning of more than 75 workshops. By involving the community

in the process of building the bridge, LCA was able to foster a sense of ownership in the project while encouraging education in planning, architecture,

engineering, and construction.

ODOT: I-5/ Delta Park, Portland, OR (2006-2007) – For DEA, LCA provided public involvement services for this North Portland project, which

involved widening I-5 and lengthening multiple entrance and exit ramps. Work included identifying the many impacted stakeholders, including

environmental justice populations, and developing the most eff ective outreach tools, from fl yers and newsletters to ads and door hangers, to address the

needs and interests and preferred forms of communication for each group. LCA organized small group meetings, School-Based Outreach Programs, and

open houses.


Cumulatively, Lois and her staff have spent several decades working with city, state, and federal government. This experience has given LCA an

understanding of the opportunities, limitations, procedures, and appropriate roles of each level of government. LCA has provided outreach and

communications services for ODOT, the Oregon Department of Energy, the U.S. General Services Administration, the Bureau of Labor and Industries,

Multnomah County, the City of Portland, the Port of Portland, and other governmental entities. Before establishing LCA, Lois served as Intergovernmental

Project Manager for Oregon’s Department of General Services, and as Regional Representative of the U.S. Secretary of Transportation. In addition, LCA

employs public participation best practices, as established and accepted on a national basis by the Federal Government, the National Coalition for

Dialogue and Deliberation (NCDD), and the International Association for Public Participation (IAP2).

LOIS COHEN – Outreach/Communications (LCA)

Mandy has more than 15 years of experience managing and providing public involvement,

facilitation, and stakeholder outreach for projects, with an emphasis on developing

inclusive, research-based strategies that result in eff ective input. Mandy has provided

communication strategy, helped clients manage emerging issues, and implemented public

education and involvement plans for some of the most complex projects in the area.

RELEVANT EXPERIENCE

Columbia River Crossing, Vancouver, WA, and Portland Oregon (2007-2014) – Mandy provided communications strategy, and management

support and prepared legislative reports and presented communications-related updates to transportation executives. She supported media

relations by developing media plans, preparing press releases, and communicating with the media. She also provided bi-state coordination support

for Transportation Commissions, DOT executives, and Treasurer’s offi ces. She oversaw the development of materials and messages, and coordinated

neighborhood and community outreach programs. She also oversaw the outreach, including formal hearings, throughout the NEPA process, including

open houses, presentations to neighborhood meetings, informational displays, and booths at local fairs and festivals.

SR 520 Bridge Replacement and HOV, Seattle and Bellevue, WA (2004-2007) – Mandy served as deputy communications and outreach

manager in developing and implementing a communications strategy to engage and educate people living within the project corridor and the region

as the project’s Draft EIS was under development and public review. She provided coordination between the SR 520 and Alaskan Way Viaduct project

management teams, and coordinated the communications strategy to support a high-profi le expert review panel for both projects.


Mandy has worked on several city and state transportation projects in Washington to engage stakeholders and notify the community of potential eff ects.

Her work on the Columbia River Crossing and SR 520 projects has given her an extensive knowledge of WSDOT’s approach and requirements for public

involvement, communications, media relations, and public disclosure. She knows that issue resolution is largely a product of clear expectations, and that

identifying potential issues and ensuring that a process is in place to address them will clearly articulate key milestones.

MANDY PUTNEY – Outreach/Communications (Enviro)



Michael Minor, president, has over 25 years of experience conducting noise, vibration, and

air quality studies. Michael is currently involved in several highway projects where he is

responsible for managing the analysis and mitigation potential for air quality, noise, and

vibration impacts.

RELEVANT EXPERIENCE

Puyallup River Bridge Replacement Project, Tacoma WA (2013-2013) – MM&A performed a technical traffi c noise analysis for the

replacement of the Puyallup River Bridge on Eells Street in Tacoma, Washington. The major land use near the site is light to heavy industrial, which is not

normally considered a noise-sensitive use under FHWA or WSDOT guidelines. The major concern in this area is a Native American Ceremonial Site that is

located south of the bridge, along the south shore of the Puyallup River. MM&A worked closely with Tim Sexton on the scope and methods for this special

traffi c noise study.

Noll Road Extension Project, Poulsbo, WA (2016-on-going) – The Noll Road project will improve the Noll Road corridor between SR 305 and

Lincoln Road, and will include intersection improvements (roundabout) at the new intersection at Johnson Road and SR 305. Because this is a new

roadway in a new location, the analysis included detailed noise monitoring in parts of the corridor with little or no traffi c, and had the potential for

a substantial increase impacts for residences (an increase of 10 dBA or more). Although noise impacts were identifi ed, there was no reasonable and

feasible method of providing noise mitigation. MM&A authored the noise technical report and worked with Jim Loughlin at WSDOT on methods.


Michael has extensive experience working on major highway and arterial roadway projects, high-capacity transit systems, local airports, and

construction and development projects. He brings a strong understanding of NEPA, USDOT, FHWA, FAA, and FTA guidelines. He is also well-versed in local

noise control ordinances, such as those of the City of Seattle and the City of Bellevue, and the Washington State Administrative Code. He has worked on

WSDOT projects for over 25 years, and knows the regulatory requirements for noise and air. He is also very knowledgeable of the National Ambient Air

Quality standards, and those associated with the Washington State Department of Ecology (DOE), the Puget Sound Clean Air Agency (PSCAA), and the

Southwest Clean Air Agency (SWCAA).

MICHAEL MINOR – Noise, Vibration, and Air Studies (MM&A)

Rajiv has worked on several highway and bridge projects. These projects have included

scoping, project management, fi eld investigation (including diffi cult access and over water

drilling), foundation analysis, abutment settlement, roadway and abutment stability, slope

stability, seismic design, and preparation of plans and specifi cations.

RELEVANT EXPERIENCE

Bundle 508, Elkhead Road to Knowles Creek, Lane and Douglas Counties, OR (2008-2011) – Rajiv was the senior geotechnical engineer

for the replacement of three bridges on Pacifi c Highway 1 (I-5) and three bridges on OR 126. He conducted geotechnical investigations at each site,

including rock coring and air track rigs. Foundations were generally spread footings, driven piles, pre-bored steel piles, and drilled shafts. Detailed

analysis were completed using ODOT and AASHTO LRFD Methods. Seismic hazard, detailed embankment, and retaining wall external stability analyses

were completed, as recommended in the ODOT GDM. A value engineering analysis for detour pavements resulted in cost savings.

Stephens Creek Trial Bridge (Sellwood Bridge) Replacement Project, Multnomah County, OR (2010-2016) – Rajiv was the senior

geotechnical engineer for the Stephens Creek Trial Bridge and detour bridge portions of the Sellwood Bridge Replacement project. His role included

management of fi eld program, geotechnical analysis, design, and preparation of the technical report. He also provided fi eld observation of micropile

foundation installation and was the design engineer for the reinforced soil slopes for the Stephens Creek Bridge approach embankments.


Rhino One understands WSDOT’s and public agency regulations and procedures, and will comply with them. Rajiv is familiar with appropriate design

methods and criteria required by various local jurisdictions such as WSDOT, ODOT, FHWA, and IBC. Rajiv has also worked with various state-of-the-art

computer programs such as LPile V6.0, Group V8, Slide, Slope, SettleG, Plaxis, AASHTOWare Darwin 3.01, SHAFT, CTShoring, Shake, MSEW, GoldNail, and

SNail.

RAJIV ALI, PE – Geotechnical Engineer (Rhino One)



With two decades of experience, Marjorie brings an integrated engineering/ecological

approach to design ecosystem restoration, stormwater, and fl oodplain management projects.

Her technical background includes hydrologic and hydraulic modeling, fi sh passage, stream

and wetland restoration, watershed planning, stormwater and drainage design, fl oodplain

management, and stakeholder involvement.

RELEVANT EXPERIENCE

Stormwater Program and Design Standards, Salem, OR (3/2012-12/2015) – Marjorie was the project manager on this multiyear, co-location

project to upgrade a stormwater program to comply with permit conditions and implement a stormwater utility to fund the program. She led a team of

consultants who provided specialized services and additional capacity to city staff in modeling graphics, GIS analysis, and technical writing. She directed

the Western Washington Hydrology Model (WWHM) modeling, which led to a new fl ow control design storm that demonstrated improved fl ood control. To

facilitate the green stormwater infrastructure, she developed tools to aid design of ponds and infi ltration facilities that meet the fl ow control standards.


As a public employee responsible for delivering capital improvement projects and teaming with multiple consultants, Marjorie brings an understanding of

regulations and procedures that support WSDOT projects. She pioneered hydromodifi cation strategies for multiple agencies using modifi cations to the WWHM

and a suite of alternatives for stormwater design and assessment. Her understanding of models and stormwater regulations will enable effi cient design.

MARJORIE WOLFE, PE, CFM – Drainage/Hydraulics (Wolf)

Vijay founded 3D InFusion in 2002 to challenge the status quo of how the built environment

gets designed, built, and managed throughout its lifecycle by creating a well-integrated

approach that fuses design, drawings, and data, and leads to highly successful projects. His rich

work experience in transportation and advanced technology areas is complemented with his

hands-on experience in using the CAD platform.

RELEVANT EXPERIENCE

2014 Interstate Sign Replacement Project, Portland, OR (2013-2016) – This project entailed primarily highway signage work involving civil,

geotechnical, and structural disciplines. Vijay provide on-site CADD services involving the use of MicroStation.

TIGER ATM Project, Portland, OR (2013-2016) – This project entailed a wide range of primarily highway and bridge design work involving civil,

geotechnical, and structural disciplines. Vijay provided on- and off -site CADD services involving the use of MicroStation and InRoads.


3D InFusion has been involved in WSDOT projects, such as the Alaskan Way Viaduct- SR99 Tunnel Project in Seattle and the Paine Field Airport (Boeing Field)

for Snohomish County. Nearly 75% of 3D InFusion’s projects have been in transportation and public infrastructure, and much work has been for several large

public agencies qualifying 3D Infusion to follow WSDOT’s current CADD standards, regulations, and procedures.

VIJAY DEODHAR – Design/Drafting (3D Infusion)

Bill has 50 years of construction experience, including 32 years with Mowat Construction

estimating and constructing more than 300 projects. As VP of Mowat, Bill was responsible for

estimating over 1,500 projects, scheduling project activities, determining economical

construction methods, coordinating and allocating construction equipment, and resolving

construction issues. This work was predominately in urban settings with limited access areas.

RELEVANT EXPERIENCE

Alaskan Way Viaduct Replacement Program, Seattle, WA (2002-2011) – This $4.5 billion GEC program replaced the existing viaduct due to its

seismic vulnerability. More than 100 alternatives were developed, including a cut-and-cover tunnel, surface streets, viaducts, other structure types, and a

bored tunnel, which became the selected alternative. Bill was the senior construction specialist in support of the environmental team, project sequencing,

constructability, and estimating.

SR 520 Floating Bridge Replacement, Seattle, WA (2006-2011) – A $4 billion GEC program replaced the existing fl oating bridge and widened

SR 520 between I-5 and SR 405. Many alternatives and options were developed, including segmental box girders, steel box girders, precast girders, and at

the Montlake Cut, a new bascule bridge and immersed tube tunnel, and a bored tunnel. Bill was the construction specialist in support of the environmental

team, project sequencing, constructability, and estimating.


Bill has been continuously working with WSDOT regulations, specifi cations, and documents for over 42 years. Since 1998, Bill has provided construction-related

support to many projects in various stages of design. This support includes document reviews, contractor-style estimates, schedules, construction phasing, and

construction methods. Bill has also participated in more than 160 diff erent construction projects as a Disputes Review Board member in WA, OR, CA, and ID.

BILL OTT – Constructability (Ott-Sakai)



Margaret has ten years of professional experience as an archaeologist in Washington state. She

earned her MA from the University of Washington in 2004 and worked as a Cultural Resources

Specialist, Archaeological Testing Methods Intern for WSDOT before joining CRC. During the past

decade, Margaret has completed more than 275 Cultural Resource Management (CRM)

overviews, surveys, and testing projects for private and public agencies.

RELEVANT EXPERIENCE

Cultural Resources Assessment for the West Valley Highway Pacifi c Project, Pierce County, WA (2014-2015) – As project archaeologist,

Margaret conducted a cultural resources assessment for the proposed improvements to West Valley Highway in the City of Pacifi c. This project received funding

from FHWA through WSDOT Local Programs and was therefore considered a federal undertaking and subject to Section 106 of the NHPA. Margaret conducted

background research and fi eld reconnaissance to identify any recorded archaeological or historic sites within the project, and to evaluate the potential for as-yet

unrecorded archaeological sites to be present.


Margaret has completed more than 275 CRM projects, the majority of which were in response to regulatory nexuses, including SEPA, NEPA, and Section 106 of

the NHPA, as well as those of local municipalities that were triggered by permitting processes (e.g., USACE) and/or funding sources (e.g., FHWA). Her successful

completion of CRM projects in compliance with these regulatory processes attests to her knowledge of the laws and policies protecting cultural resources, and

her experience coordinating with DAHP, documenting the evaluation of cultural resources, and coordinating with local tribes. Her understanding of the WSDOT

regulations and procedures has also been aided by her experience as a WSDOT intern and education through the WSDOT Cultural Resources Training program.

MARGARET BERGER – Cultural Resources (CRC)

Matthew is Principal with GRI and manages the Vancouver, Washington offi ce. He has 23 years of

geotechnical engineering experience in Washington and Oregon. His experience includes

geotechnical engineering for transportation projects, such as seismic engineering; liquefaction

evaluation; ground improvement design; foundation design for bridges, retaining structures, and

shoring; culvert replacement; and marine structures.

RELEVANT EXPERIENCE

Washington Way Bridge, Longview, WA (2013-2015) – Matthew was GRI’s project manager for this project replacing the existing bridge over Lake

Sacagawea and Lake Sacagawea Park, which is listed on the National Register of Historic Places, with a three-span bridge. Geotechnical considerations included

deep foundation systems for support of the bridge, abutments, and wing walls; seismic considerations, including liquefaction and lateral spreading; ground

improvement to reduce liquefaction-induced settlement and lateral movements; and grading of in-water slopes.


GRI has experience using all levels of agency engineering design manuals for a wide range of agencies including WSDOT, and conforms to all levels of agency

regulations and procedures from obtaining permits to drill in a small road to adherence to federal requirements to perform fi eld investigations overseas for the

U.S. State Department. Matthew is accustomed to using WSDOT design manuals and procedures to complete his daily project requirements.

MATTHEW SHANAHAN, PE – Geotechnical Engineer (GRI)

Tim has 10 years of varied experience working for WSDOT. He spent about half of that time in

construction fi eld offi ces, inspecting a variety of construction activities including paving, drainage,

grading, signals, bridges, retaining walls, striping, curb gutter sidewalk, ADA features, mix-use

trails, TESC, staging, and planting. He spent the other half of his time in PS&E development. Tim

led the design of urban and rural projects with both limited and managed access.

RELEVANT EXPERIENCE

SR 3 Belfair Area Wide Safety Improvements, Belfair, WA (2008-Present) – Tim was the project engineer for this $23 million project to complete

safety improvements through Belfair. Tim also worked on the plan development, retaining walls, real estate negotiations, 3D modeling, driveways, fi sh

passages, stormwater, TESC, environmental support, construction staging, and utilities. He developed new InRoads cross sections standards for the Olympic

Region, and created the fi rst WSDOT 3D underground utility base map to evaluate utility locations. The project was completed while Tim was employed by WSDOT.

Third Street Improvements, McCleary, WA (2014-Present) – As deputy project manager, Tim led the predesign study, alternatives analysis, and

public involvement (that was similar to WSDOT’s Practical Solutions strategy), as well as the PS&E to reconstruct Third Street from Mox Chehalis Road to East Oak

St. This project restored the condition of the roadway, improved pedestrian safety with new sidewalks, added bulb-outs, and improved mobility via intersection

improvements and improved sight. The project replaced an asphalt concrete waterline and provided sewer improvements, as well as utility relocations.


Tim spent ten years working for WSDOT in multiple design and construction offi ces, which provides him a great understanding of WSDOT’s regulations and policies.

TIM HORTON, PE – Roadway Design (Skillings Connolly)




Scoring Criteria 4

FIRM’S PROJECT MANAGEMENT SYSTEM

DEA has developed internal QA/QC tools that each discipline follows for the development of all plans, estimates, reports, or other deliverables defi ned in the scope. These include detailed checklists and narratives that highlight expectations for all team members to follow. Internal staff have been trained in and are required to utilize these tools in the day-to-day delivery of work products.

Before delivering any submittal, DEA conducts independent internal reviews of all

deliverables. Should issues of quality arise after submittal, DEA will work proactively with

WSDOT to promptly resolve them.

Copies of outgoing and incoming documents are stored in a fi ling

system that maintains the integrity and accessibility of both hard copy and electronic documents. WSDOT

will be provided with electronic and/or hard copies as required by

specifi c projects.

Our QMs receive special training in QA/QC procedures and must pass a test before becoming a certifi ed QM. The QM works closely with the PM to see that the quality assurance and quality control plans are strictly followed.

At project start-up, the DEA project manager prepares a quality control plan that identifi es the quality manager (QM) and

subsequent primary reviewers for diff erent project deliverables.

DEA’s Quality

Control Program

Quality

Control

Qu

ality

Internal

Con

tro

lM

ana

ge

r

ToolsDeliverable

s

Do

cum

ent

Plan

4-1: QUALITY ASSURANCE/QUALITY CONTROL PROCESSES

For projects occurring under this agreement, Doug

Lampkin, PE, will have primary quality assurance

responsibility. As the quality assurance manager, Doug

will be responsible for making available the strongest

personnel and resources to complete work tasks under

this contract. He will ensure that DEA’s proven QC

program is implemented so that all work products are

completed to an established level of quality. Gavin Oien

will assign a project manager for each work order. Both

the project manager and Doug will work to make sure

that WSDOT’s expectations are met. The project manager

will have day-to-day responsibility for developing and

maintaining project schedules, and preparing work

products that are completed on time and on budget.

The quality control program takes fi nal products

through an in-house peer review process that follows

a systematic format that considers all aspects of the

project. A senior project manager who is not otherwise

assigned to the project completes the review. This

provides a cross-check to apply our standards of quality

uniformly. DEA has developed a proven quality control

program that is one of the key factors in our ability to

consistently deliver successful projects to a very high

percentage of repeat clients. The project team adheres

to this QC program throughout the delivery of each

project and includes the following elements, which are

illustrated in the graphic below.

As an added assurance, DEA also performs periodic,

random audits on projects over $50,000 in fee value.

During these checks, the auditor looks for evidence that

the project managers are tracking cost-to-complete and

that the quality checks are documented.

DEA’S QUALITY CONTROL PROGRAM



4-2: TRACKING SYSTEM(S) TO MONITOR THE PROJECT’S BUDGET AND/OR SCOPE

MONITORING PROJECT SCOPE AND BUDGET: DEA uses the Solomon accounting system for budget tracking and

invoicing. Budget tracking and scope monitoring are performed simultaneously on a weekly basis for the duration

of all projects. With Solomon, our project managers have access at any time to project charges, which are updated

weekly, and are able to track hours by individual work elements to ensure conformance with budgets. Monthly

invoice reports are produced in any format that WSDOT requests.

EARNED VALUE REPORTS (EVRS): To monitor a project’s budget and progress simultaneously, DEA utilizes Solomon

output to generate EVRs. The EVR monitors budgets by identifying the diff erential between the percentage

complete and the percentage of expenditure on each individual work element, or on the project as a whole. The

EVR is prepared in a Microsoft Excel workbook format, and can include graphical and chart components. When the

EVR identifi es a variance, the project manager will investigate and determine whether a problem exists. Our project

managers also update a Cost-to-Complete (CTC) form for each of their projects on a monthly basis. The CTC tool

provides a budget status summary of tasks by defi ned Work Breakdown Structure (WBS), showing the overall project

budget status.

DEA’s project managers will also actively monitor scope and will inform the WSDOT Project Manager about any

potential out-of-scope work. The Scope Change Log is used to track potential out-of-scope work, and to estimate

schedule and budget impacts for discussion with the WSDOT Project Manager. The WSDOT Project Manager

provides direction to approve the scope change, delete the out-of-scope work, or defer the work until a later date.

The Scope Change Log was used successfully during DEA’s recent work on the I-5 Southbound HOV project. Four

potential scope changes were identifi ed and resulted in two tasks being completed with no budget or schedule

impact; one task being completed by WSDOT personnel; and one task resulting in a $1,100 change order with no

schedule impact.

4-3: SCHEDULING PROGRAM/PROCESS

DEA’s project manager will actively track the project schedule and use it as an additional project management tool.

The process for developing the schedule starts during the project set-up phase. A preliminary project schedule is

developed that identifi es appropriate time frames for each work task and develops milestone dates for deliverables.

The schedule is continuously monitored and updated by the project manager. The project manager is responsible

for keeping the SWR manager updated with the most current schedule, typically on a monthly basis, and informing

the SWR Manager about possible schedule changes. The DEA project manager will recommend appropriate actions

to bring the project back on schedule if it starts to slip.

DEA will be able to accommodate any type of scheduling software that the SWR desires to use for their projects.

DEA’s Engineering Resource Manager, Gavin Oien, and our team of project managers are familiar with the two main

types of scheduling software used in the industry. Some examples of software used on projects we’ve worked on

are:

• P6 Primavera: I-5 Columbia River Crossing

• Microsoft Project: Cornelius Pass Road (NW Cornell Road to US 26)

• Microsoft Project: 198th Avenue Improvements (Tualatin Valley Highway to Farmington Road)

DEA’s proven process for planning, startup, implementation, and closeout of projects is highlighted in the “SWR GEC

Delivery” chart on the next page.



DE

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s



TRUST RELATIONSHIPSCLEAR VISION SUCCESSFUL PROJECT DELIVERY!

ON SCHEDULE

WITHIN BUDGET

4-4: PROCESS FOR INTERACTING WITH YOUR INTERNAL PROJECT TEAM

With our team’s past collaborative work experience, we are confi dent that we can maximize the program’s delivery

effi ciency. DEA is committed to a team-oriented approach that builds trust by keeping communications open

among all team members and stakeholders, holding each other accountable, and streamlining the design process to

effi ciently manage and deliver the project.

Team building, and ultimately trust building, is one of the most important aspects of successful projects and is the

fi rst step in our project approach. We foster this trust through scoping meetings that discuss the desired project

outcomes and facilitate relationships. It is critical that a clear scope and common goals are openly articulated and

owned by the entire design team. Furthermore, the goals, objectives, and design criteria must be further expanded

and refi ned to incorporate the entire team’s defi nition for success.

4-5: ABILITY TO PROVIDE INTERACTION WITH WSDOT AND/OR STAKEHOLDERS

FIRM’S ABILITY TO PROVIDE INTERACTION WITH WSDOT AND/OR STAKEHOLDERS: The DEA team has earned

the trust of the SWR and the local community through past projects. Our team will successfully complete project

delivery by building trust and relationships with the local community, regulatory agencies, and stakeholders that

are identifi ed by the SWR in the review process. We will do this by involving the proper people at the beginning of

the project, and creating a clear vision for project success and desired outcomes. We will develop a clear process

for stakeholders and regulatory agencies to review and comment on proposed designs at critical periods in the

design process. The clear and calculated communication periods will help the project move forward in a deliberate

manner and ultimately result in projects that are delivered on-schedule and within budget. We envision an intense

meeting schedule at the beginning of the project to build a unifi ed team and to help establish a clear pathway for

the remainder of the project.

EXAMPLE INTERACTION WITH AGENCY/OWNER: The Columbia River Crossing project provides a great recent

example of our interaction with the SWR and other agencies. The scope of the project required a tremendous

coordination eff ort that included working with more than 30 consultants, project sponsors, local planning agencies,

adjacent cities, communities, and stakeholders. The large number of agencies involved (two DOTs, two MPOs, two

transit districts, two cities, and others) necessitated a high level of attention to both local and regional decision-

making and the public process used to support those decisions. As part of our approach, several distinct working

groups were established to address specifi c issues. Aff ected agencies were represented at three levels: daily

coordination with project staff , joint meetings of supervising staff to provide oversight and direction, and periodic

meetings of a council of elected offi cials to review and approve major project milestones.

www.deainc.com

Statement of Qualifications

Southwest RegionEngineering Services

PACKET A

JUNE 20

2016

01

WSDOT | Southwest Region Engineering Services

Criteria 1: Qualifications / Expertise of Firms on Team1A. Staff that Match Your NeedsWSDOT’s Connecting Washington Program makes an important investment in Washington’s multimodal transportation system. The 2015 funding package was approved with the mandate to Move People, Business and Goods. The program allocates funds to projects in SW Washington that provide additional capacity by widening or replacing deteriorating bridges; increasing safety by grade-separating crossings over railroad tracks; improving traffic flow by enhancing intersections; and completing needed maintenance. With the completion of these projects, existing infrastructure will be preserved and congestion will be reduced, benefiting the local community and achieving the program mandate.

HDR Helps you Achieve the Program Mandate and Reach your Goals. HDR has a 40-year history of partnering with WSDOT and local agencies, providing planning, environmental, and design services on highway, structural and traffic relief projects such as the I-405 and SR520 GEC programs, Clark County’s 99th Street extension, and the Port of Vancouver’s West Vancouver Freight Access program. Each of these programs required delivery of discrete projects within a program. Our expertise in understanding large programs helped these agencies plan their program delivery strategies to meet their goals. For the Port of Vancouver program, HDR helped the Port devise a delivery system that developed 22 individual projects that allowed the Port to phase work to meet tenant needs, capitalize on funding opportunities, and right-size the projects to align with the Port’s and the local contracting community’s capacity to deliver. This program is reaching its final stages of construction ahead of schedule and under budget.

We have assembled a team of professionals that will leverage our 40-year history with WSDOT while bringing recent, relevant experience supporting other DOTs, and experience working with local agencies in the delivery of their programs of projects. This team provides the right combination of experience, availability, and ability to co-locate. Further, we serve as advocates for the DBE community to meet WSDOT’s program goals. We will provide:

• Practical design solutions. We provide immediate access to qualified staff—giving WSDOT resources that maximize results with limited funds while meeting project needs.

• Innovative solutions. Experts are available to support WSDOT in finding solutions to project challenges, so you get the expertise you need, when you need it.

• Strategic communications that connect communities. At your direction, as we will interact with communities and stakeholders such as BNSF Railway, the Columbia Gorge Commission, Clark County, the City of Vancouver, the Port of Vancouver, and the Yakima Nation to connect communities, define project needs, and build consent.

• DBE community support. We bring the right blend of expertise with DBE participation to meet WSDOT’s Disadvantaged Business Enterprise goals.

The benefit of this team is that we have talented, Washington-licensed staff with a range of experience that includes work for WSDOT and other DOTs, leading to practical, innovative, and collaborative ways of problem-solving with the WSDOT team. HDR has the flexibility to augment WSDOT’s teams on any Southwest Region (SWR) project. Led by Engineering Resource Manager (ERM) Jason Ruth, PE, PMP, all of our team members have successful histories supporting clients in delivering high quality design and construction projects delivered within scope, within budget, on time, and that meet WSDOT’s expectations. HDR is committed to providing the right co-located staff with skills that match your needs. When WSDOT requests staff to augment your projects, Jason will immediately find the right blend of skills, availability, and Disadvantaged Business Enterprise commitment to meet WSDOT’s program goals.

HDR’s Services Cover all WSDOT’s SWR Needs. We offer WSDOT the expertise needed to find innovative solutions and practical designs, and to construct a wide range of public infrastructure, from highway design to permitting; signals to interchanges and roundabouts; and from standard drainage issues to innovative stormwater facilities using WSDOT’s Hydraulics Manual.

02


This Engineering Services agreement gives you quick access to a pool of experienced staff (see Figure 1, next page) that will immediately join WSDOT teams in your offices. We are prepared to support WSDOT’s Program through staff augmentation and by performing specific engineering assignments at our home offices. Regardless of the need, Jason will meet with WSDOT to understand the assignment, identify the right staff, and develop a task order to define the work. As shown in the organization chart above, our team includes local partners:

• Jacobs Engineering Group • PBS/HDJ • Rhino One Geotechnical (MBE/DBE/SBE)

• EnviroIssues (WBE/DBE/SBE) • Skillings Connolly (Veteran-owned) • Exeltech (MBE/DBE/SBE)

• GTEng (MWBE/DBE/SBE) • DL Design (Washington certification in process)

• SCJ Alliance

With our wide range of services (featured on the following pages), depth of experience, and understanding of WSDOT processes and expectations, our staff provide the best team members for all potential assignments—delivering practical designs that meet the project needs within the program. Your Southwest Region Engineering Services Team also brings additional expertise that can help WSDOT study an initiative to implement practical design within a corridor plan. This integrated approach to transportation planning with community and WSDOT involvement establishes corridor-based performance and applies a Value Engineering process to maximize cost savings and engineering efficiencies. This approach

Additional Staff Resources are also available to co-locate in WSDOT offices, covering assignments that may take just a few hours per week to tasks that could be 160 hours per month. Staff experienced in roadway, hydraulics, bridges/structures, traffic, communications/public involvement, survey, alternative delivery, constructibility, project controls, and rail coordination—are available with one phone call.

Your Core Delivery Team consists of experienced roadway, traffic, environmental, and hydraulics staff that are proven collaborators, ready to join WSDOT teams in your offices to help deliver your projects. These staff are available to co-locate.

ENGINEERING RESOURCE MANAGERJason Ruth, PE, PMP

COMMITTED CORE DELIVERY TEAM

ROADWAYRyan Moore, PE* Guy Horchy, PE*

Elissa Peters, PE*(2)

TR AFFICAnne Sylvester*(9)

Ryan Shea, PTP*(9)

ENVIRONMENTALChristina Martinez*(1)

Jason Smith*(1)

HYDR AULICSCory Kratovil, PE*(2)

QA SUPPORT Gordon Roycroft, PE*

A D D I T I O N A L S TA F F R E S O U R C E S

Roadway / CAD Brendan LeBlanc, PE Matt Steigleder, EIT

Hydraulics Irina Leschuk, PE(2)

Environmental Craig Broadhead(1)

Maggie Buckley(1)

Stacy Schneyder Bumback(1)

Bridges/Structures David McCurry, PE/Exeltech(6)

Traffic Dana Beckwith, PE, PTOE(7)

GIS Nick LaRueCommunications / PI Mandy Putney(4)

Survey Jerrold Steadman(5)

Alternative Delivery Tom Horkan, PEConstructibility Roger Horton, PE(6)

Geotechnical Rajiv Ali, PE(3)

Project Controls Brianne BiskeyRail Coordination Corey McManus, PECEVP/Risk Management Ken Smith, CVS

LEGEND: *= Key Staff; 1Jacobs Engineering Group; 2PBS/HDJ; 3Rhino One Geotechnical (MBE/DBE/SBE); 4EnviroIssues (WBE/DBE/SBE); 5Skillings

Connolly (Veteran-owned); 6Exeltech (MBE/DBE/SBE); 7GTEng (MWBE/DBE/SBE); 8DL Design (certification pending); 9SCJ Alliance

ALL

STA

FF A

RE

AV

AIL

AB

LE F

OR

CO

-LO

CA

TIO

N

SKILLS + DBEs + CO-LOCATED STAFF = WSDOT SUCCESS

Engineering Resource Manager is your single point of contact. Jason Ruth will meet with WSDOT staff regularly; assign staff to task orders; and develop detailed schedules, quality assurance, and work plans.

Figure 1. Experienced and reliable staff, led by a collaborative ERM, maximizes WSDOT’s program resources.

03


focuses on fixing immediate deficiencies without the need to focus on the 20-year planning horizon. This initiative would heavily focus on GIS analysis.

HDR: Prime ConsultantS U M M A RY E X P E R T I S E D E TA I L S

HDR has the required knowledge and technical expertise to successfully complete all potential engineering tasks required under this Engineering Services agreement. We bring four decades of collaborative work experience with WSDOT — no other firm brings as much knowledge, familiarity, and expertise. Our successful track record is proven by our work on past WSDOT projects, as well as other, similar transportation projects in this region.

Project management; program management; roadway design (PS&E); multimodal design; traffic engineering and ITS; bridges/structures; environmental compliance and permitting; hydraulics and hydrology; right of way; railroad design and coordination; utilities coordination; signalization/illumination; public outreach/involvement; CA/CEI.

Years Providing Expertise: 99Employees in WA/Portland Metro: 612Employees Nationwide: 9,636

WHY HDR? • Commitment to Continue 40-year Legacy of Exemplary Service to WSDOT. Our unmatched experience provides WSDOT with the assurance that all tasks will be of the same high quality for completeness, soundness, and constructibility as projects completed under previous contracts. You can have confidence that we’ll deliver products that match your standards and follow your manuals; appropriately follow your approval processes; and are aligned with state and federal guidelines. As proven on major projects, we will find practical and innovation solutions to meet the purpose and need of the project.

• Local Access to Key Staff. We are ready to quickly mobilize our Vancouver-based staff to meet WSDOT’s program needs—providing you with reliable, fast options for co-located, supplemental staff.

• Commitment to D/SBE and M/S/WBE Participation. We are fully committed to meeting, even exceeding, WSDOT’s Disadvantaged Business Enterprise goals. We will meet these goals within the SWR Engineering Services contract and be available to assist WSDOT from design through construction.

Jacobs Engineering Group: Environmental Compliance and PermittingS U M M A RY E X P E R T I S E D E TA I L S

The Jacobs environmental team can manage all facets of the environmental process from planning-level resource studies to permitting and mitigation development. The firm’s environmental group is led by former WSDOT environmental staff including Jason Smith, former South Central Region Environmental Manager; Christina Martinez, former WSDOT Environmental Compliance Branch Manager; and Craig Broadhead, the former South Central Region Biology and Mitigation Program Manager.

NEPA, SEPA, 4(f)/6(f), Environmental Justice, cultural resources evaluations, air quality and noise studies, visual analyses, design visualizations, Endangered Species Act consultations, fish recovery, landscape architecture, bio-engineering and mitigation design, federal, state, local agency, and tribal permitting, permitting through the Columbia River Gorge Commission, wetlands delineations, wildlife connectivity and monitoring.

Years Providing Expertise: 30Employees in WA/Portland Metro: 381Employees Nationwide: 45,000

WHY Jacobs? Premiere environmental team, comprising former WSDOT staff, assures that you get staff that know how to deliver environmental documentation and permits that consistently meet WSDOT expectations.

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PBS/HDJ: Hydraulics/RoadwayS U M M A RY E X P E R T I S E D E TA I L S

HDJ (a division of PBS) has worked on public sector projects for 20 years. Many of these projects were both designed and constructed to WSDOT standards for both roadway and stormwater designs. The three most recent projects that were designed using WSDOT standards and the Highway Runoff Manual were: Pioneer and 35th Avenue Roundabout (SR 501) (Ridgefield), NW 6th & Norwood Roundabout (SR 14) (Camas), and NE 137th Avenue (Vancouver).

Hydraulics, hydrology, stormwater management and design to meet state and federal permitting requirements; roadway design (PS&E); traffic analysis.

Years Providing Expertise: 32Employees in WA/Portland Metro: 100Employees Nationwide: 200

WHY HDJ? Two decades of experience providing hydraulics and roadway design per WSDOT standards means seamless integration with your projects.

Rhino One Geotechnical: Geotechnical Engineering (MBE/DBE/SBE)S U M M A RY E X P E R T I S E D E TA I L S

Rhino One specializes in providing geotechnical support. Staff perform all needed geotechnical engineering tasks including scoping, investigation, seismic hazard analysis, foundation analysis, retaining walls, landslides, and construction observation and testing services. These staff are familiar with the appropriate design methods and criteria required by WSDOT, IBC, and FHWA—and the local conditions. The firm provides design consultation, formal geotechnical reports, plans and specifications and construction consultation for geotechnical structures.

Geotechnical engineering tasks including scoping, investigation, seismic hazard analysis, foundation analysis, retaining walls, landslides, and construction observation and testing services.


WHY Rhino One Geotechnical? DBE firm with staff that have experience with local conditions and that are experienced in providing geotechnical engineering reports that match WSDOT design standards and criteria.

EnviroIssues: Public Involvement (WBE/DBE/SBE)S U M M A RY E X P E R T I S E D E TA I L S

EnviroIssues provides public involvement, communications, and facilitation services. The firm has extensive experience leading community outreach. They can serve as construction communications liaisons, develop thorough and effective outreach strategies, capture and synthesize key outreach messages into custom materials and templates, and plan and implement successful outreach activities and events.

Outreach and communications; public involvement; construction outreach.


WHY EnviroIssues? Staff bring WSDOT experience, a wealth of local knowledge, and technical integration to deliver communication strategies that achieve WSDOT’s goals for each project and that are sensitive to our local communities.

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Skillings Connolly: Survey (Veteran-owned)S U M M A RY E X P E R T I S E D E TA I L S

Skillings is a veteran-owned small business enterprise, and has provided consulting engineering services to agencies in Washington for three decades. Staff are well versed in meeting WSDOT and municipal processes and requirements.

Survey; right of way delineation, topographic surveys, and identification of utility locations; provide survey maps, cadastral survey, and legal descriptions.


WHY Skillings Connolly? Ample experience completing right of way delineation, topographic surveys, and the identification of utility locations to assist with design of roadway projects throughout Washington.

Exeltech Consulting, Inc.: Construction; Bridge/Structural (MBE/DBE/SBE)S U M M A RY E X P E R T I S E D E TA I L S

Exeltech provides construction services for roads, bridges, transit, storm drainage and utility systems. Staff are experts in: civil/structural engineering, environmental planning/permitting, and construction management/inspection, providing sustainable engineering solutions. Exeltech will supply expert reviews for value engineering and constructibility.

Construction, constructibility, and construction support; bridge and structural engineering.


WHY Exeltech? Experience region-wide in construction and constructibility, combined with experience working with HDR staff, means WSDOT gets immediate access to skilled resources.

GTEng: Traffic (MBE/WBE/DBE/SBE)S U M M A RY E X P E R T I S E D E TA I L S

GTEng specializes in transportation planning and engineering services. The firm founders are professional engineers with a combined experience of more than 33 years and has provided transportation planning and design services throughout Washington and the Southwest Region since 1997.

Traffic signal design and operations; roundabout design; roadway lighting; signing; striping; traffic signal communications; fiber optic communications; ITS design; development of implementation plans for new sustainable technologies; traffic impact analysis; smart city concepts; before-and-after transportation studies; and planning.


WHY GTEng? Long-term, successful relationships with HDR staff—and a history of collaborating with WSDOT—makes this teaming partner a seamless choice.

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DL Design: Hydraulics / Hydrology (Washington certification pending)S U M M A RY E X P E R T I S E D E TA I L S

DL Design supports transportation projects with expertise in stormwater management, drainage design, and erosion control. Staff has a long list of projects located in Washington including Vancouver, Camas, Washougal, Battleground, Snohomish, Aberdeen, Pacific City, Spokane, Cowlitz County, Longview, and North Bonneville.

Highway/roadway drainage, culvert design, detention systems (below and above ground) retention and infiltration systems, water quality systems, water reuse and rainwater harvesting, and green streets. Current condition analysis, floodplain mapping, and proposed conditions analysis.


WHY DL Design? Experience with Washington standards and policies assures staff that can integrate easily into WSDOT teams.

SCJ Alliance: Traffic Analysis and Transportation PlanningS U M M A RY E X P E R T I S E D E TA I L S

SCJ is a nationally recognized firm specializing in integrating planning and design to create functional and efficient solutions to some of the state’s toughest transportation challenges. The firm offers services in transportation planning and design, civil engineering, land use and environmental planning, facilitation and communications, and engineering specialties.

Travel demand modeling; traffic operations analysis for freeway mainline and interchanges, arterials and intersections using a variety of analysis tools; traffic safety analysis; alternatives analysis; subarea and corridor planning; traffic control plans; Illumination design; traffic signal design; traffic calming; traffic impact analysis.


WHY SCJ Alliance? Considerable experience in traffic planning, modeling, and design using WSDOT standards

1B. History of Working TogetherWe have successfully worked with most of our subconsultants over the last three years (see Figure 2), and we will continue to build on these trusted partnerships to provide prompt response to meet WSDOT’s needs. We have selected subconsultants that provide WSDOT with the right expertise to implement practical design, provide innovative solutions, and connect communities. We have a long history of including qualified small and disadvantaged businesses and minority staff in our projects. It is HDR’s practice to continue to expand minority, women-owned, and disadvantaged business involvement on all our projects, and we look forward to implementing our policy on this contract.

These subs know that HDR actively integrates each subconsultant into our teams as an extension of our own staff. This is founded on an expectation that they actively participate in all project scoping and execution discussions; provide technical expertise to develop innovative and cost-saving solutions; support decision-making with thoughtful insight; proficiently develop scopes of work, schedules, and budgets for their assignments; and execute their work with care and precision. Samples of projects in which we’ve teamed with these subconsultants follow.

F I G U R E 2 . A H IS TO RY O F WO R K I N G TO G E T H E R G I V E S W S D OT A N E F F I C I E N T T E A M TO I M P L E M E N T P R AC T I C A L D E SI G N .

F I R M WO R K E D T O G E T H E R S I N C E

Jacobs Engineering Group 2006PBS/HDJ 2008Rhino One Geotechnical 2014EnviroIssues 2002Skillings Connolly 2005Exeltech 2000GTEng 2015DL Design 2015

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City of Bellevue, Wilburton Sewer Capacity Upgrade (2013)

HDR: SEPA, wetlands delineation, permitting + Jacobs Engineering: Design, cultural resources survey

Replacement of approximately 4,500 linear feet of sewers with 15- to 30-inch-diameter pipelines to accommodate projected future higher density, mixed-use redevelopment and the resulting increase in wastewater flows. This project required substantial coordination with WSDOT as it crossed under I-405 in the busy downtown Bellevue corridor.

WSDOT, SR 520 Eastside Transit and HOV Project (1998-present)HDR: Prime + EnviroIssues: Outreach

EnviroIssues provided effective communications and technical coordination, assisting WSDOT in building strategic partnerships with elected officials, regulatory agencies, tribal nations, community organizations, corridor residents, environmental justice populations, commuters, and the general public. Efforts included stakeholder and public education about the design, construction, and use of two controversial roundabout interchanges. During the construction phase, staff maintained continuity and consistency by coordinating with elected officials and key stakeholders, as well as providing a link between the SR 520 program and the design-builder.

ODOT, Table Rock Road from I-5 to Biddle Road, Jackson County, OR (2015-present)HDR: Prime + Rhino One Geotechnical: Geotechnical services

Rajiv Ali is working with HDR as the lead geotechnical engineer for the design and construction of the expansion of Table Rock Road from a two-lane to a five-lane major arterial between I-5 and Biddle Road. Rhino One is providing geotechnical field investigations to explore the subsurface conditions of signal pole foundations, new roadway, and the roadway rehabilitation. Work will be documented in a Geotechnical Report.

ODOT / Yamhill County, DeJong Road: Yamhill River Bridge Rehabilitation (2015)HDR: Prime + Exeltech: Subconsultant (Roadway design)

Exeltech provided concept roadway alignment design to meet FHWA and ODOT standards, and alignment alternatives analysis to develop the final alignment design plan, profile, and quantities.

ODOT / Highway Safety Improvements (2016 - present)HDR: Prime + GTEng: Subconsultant (Lighting design)

Provided lighting design services including analysis and PS&E for LED lighting upgrades at signalized intersections. This included following lighting design standards for the cities of Gresham and Beaverton, and for Washington County.

It is important to us that our subs perform their work to WSDOT’s expectations. Under ERM Jason Ruth’s direction, these subconsultants will follow our Quality Management Plan, and their performance will be monitored against our Project Management Plan and delivery of the scope of work. Jason is responsible and accountable for making sure that HDR’s quality / cost control procedures are followed, and that our subs always act in the best interest of WSDOT.

Bottom line: We acknowledge and accept that, as the Prime Consultant, HDR is responsible for all of the actions of our team—including our subconsultant partners—and we will use them to meet WSDOT’s schedule, stay on budget, exceed the DBE goal, and produce high quality products.

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1C. Availability, with Built-in Flexibility, Makes HDR the Right ChoiceWe understand the changing needs of on-call contracts and the necessity of being available and responsive, sometimes with short notice. Jason Ruth, PE, PMP, based in our Vancouver office, will serve as the ERM. He will be responsive to requests to meet with WSDOT’s SWR Design and Engineering Services Manager; provide strategic consultation; and provide the staff resources needed to deliver your projects on time. At your direction, Jason also will be available to perform tasks at the program and project levels.

This team is based in Southwest Washington, and is ready to provide: full-time staff augmentation; limited short-term staff augmentation (less than 40 hours per week); and design support. We are committing staff to work in your offices, or, (if you prefer) for some tasks our staff can work from our office in Vancouver, WA. Figure 3 lists these staff and their availability for the duration of the contract. If needed, additional staff are available to meet the needs of the contract. With more than 600 staff in the SW Washington/greater Puget Sound area, we will quickly mobilize to meet your project needs.

Jason has a well-established track record in managing diverse resources for similar programs; he has helped many agencies plan staffing needs on large, multi-year programs that consist of multiple projects. Committed to making WSDOT’s program a success, he will use a proven method for scheduling staff. First, he will collaborate with WSDOT staff to develop a program schedule that shows each project, its duration, and resource needs. Then we will work together to develop a resource-loaded schedule that shows the types of staff and the durations of their assignments. With this schedule, Jason will have the tool to plan for availability, and for changes in schedules that may affect staffing needs (see Figure 4). With our deep resources, HDR will absorb the risk associated with schedule changes.

F I G U R E 3 : H D R H A S T H E C A PACI T Y A N D AVA I L A B I L I T Y TO D E L I V E R O N A W I D E R A N G E O F TA S K S

S TA F F F I R M R O L E

H O U R S AVA I L A B L E / M O N T H

2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9

Key StaffJason Ruth, PE HDR Engineering Resource Manager 120 120 120 120Gordon Roycroft, PE HDR QA Support 80 80 80 80Ryan Moore, PE HDR Roadway / Constructibility 160 160 160 160Guy Horchy, PE HDR Roadway 160 160 160 160Elissa Peters, PE PBS/HDJ Roadway 160 160 160 160Cory Kratovil, PE PBS/HDJ Hydraulics 160 160 160 160Anne Sylvester, PTE SCJ Traffic Engineer 80 80 80 80Ryan Shea, PTP SCJ Traffic Analyst 80 80 80 80Christina Martinez Jacobs Environmental 80 80 80 80Jason Smith Jacobs Environmental 80 80 80 80

Additional Resources (as needed)Brendan LeBlanc, PE HDR Sr. Roadway 160 160 160 160Matt Steigleder, EIT HDR Roadway 160 160 160 160John Buehler, EIT PBS/HDJ Roadway 160 160 160 160Craig Broadhead Jacobs Environmental Compliance 80 80 80 80Maggie Buckley Jacobs Environmental Compliance 80 80 80 80

Staff

Time

WSDOT Staff

HDR

Assignment 1 Assignment 2ResourceCurve

Assignment 3

HDR HDR

Figure 4. We are flexible: we will join your teams when you need support—and will come off your program to suit your timing.

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F I G U R E 3 : H D R H A S T H E C A PACI T Y A N D AVA I L A B I L I T Y TO D E L I V E R O N A W I D E R A N G E O F TA S K S

S TA F F F I R M R O L E

H O U R S AVA I L A B L E / M O N T H

2 0 1 6 2 0 1 7 2 0 1 8 2 0 1 9

Stacy Schneyder Bumback Jacobs Cultural Resources 80 80 80 80Rajiv Ali, PE Rhino One Geotechnical 80 80 80 80David McCurry, PE HDR Bridge 40 40 40 40Dana Beckwith, PE, PTOE GTEng Traffic 80 80 80 80Jerrold Steadman, PLS Skillings Connolly Survey 80 80 80 80Tom Horkan, PE HDR Alternative Delivery 40 40 40 40Roger Horton, PE Exeltech Constructibility 40 40 40 40Nick LaRue HDR GIS 40 40 40 40Corey McManus, PE HDR Rail Coordination 40 40 40 40Irina Leschuk, PE DL Design Hydraulics 40 40 40 40Mandy Putney EnviroIssues Communications/Public Involvement 30 30 30 30Ken Smith, CVS HDR CEVP 30 30 30 30

If needed, additional staff are available to meet the program needs.

1D. Recent Project ExperienceHDR has been collaborating with WSDOT for four decades on projects similar to those in your current program; our unmatched experience provides WSDOT with assurance that all tasks will be of the same high quality for completeness, soundness, and constructibility as projects completed under previous on-call contracts. An added benefit is our experience delivering similar programs for other local clients, as shown below. With our dedicated and experienced ERM Jason Ruth at the helm, and availability by more than 600 professionals in Washington and the Portland Metro area, we are ready to quickly and efficiently respond to your needs. Figure 5 provides descriptions of some of our work.

F I G U R E 5 : H D R ’ S R EC E N T P ROJ EC T E X P E R I E N C E

PROJECT DETAILSProject Fee: $22.8MDates: 2006-2015Services Provided:

• Assisted WSDOT in all aspects of project delivery

• Close coordination with WSDOT and FHWA

WSDOT | SR 520–Medina to I-405, WSDOT

RELEVANCE: As part of long-term GEC program, provided design and environmental documentation for innovative solutions.HDR has been WSDOT’s General Engineering Consultant for the SR 520 Program since 2006, assisting WSDOT in all aspects of project delivery. On the Medina to I-405 design-build portion of the program, we prepared the environmental documentation and permits, conducted extensive public outreach, and developed the conceptual design. The team needed to minimize right of way and impacts on the neighboring communities and maintain traffic flow through innovative design solutions. In addition, the team assisted with 20 limited access right of way acquisitions. This required close coordination with WSDOT and FHWA and skillful negotiation with property owners to keep the project on schedule while the limited access acquisition process proceeded. HDR also helped WSDOT prepare the RFP, reference documents, and the Chapter 2 Technical Specifications, protecting WSDOT’s interests while giving appropriate contractor flexibility. The design-build process for this portion of the program resulted in a base bid $65 million below the engineer’s estimate.

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F I G U R E 5 : H D R ’ S R EC E N T P ROJ EC T E X P E R I E N C E

PROJECT DETAILSProject Fee: $350 millionDates: 2003 - currentServices Provided:

• Staff augmentation & co-location

• Program management • Design and construction • Environmental services

Oregon Bridge Delivery Program (OBDP), ODOT Statewide

RELEVANCE: Co-located staff to provide program management, design, and delivery of a program of projects. In this innovative program, OBDP repaired or replaced 270 of the state’s aging bridges. At its peak, 125 HDR staff were co-located to team with ODOT staff in support of the program. These staff provided engineering oversight of nearly 90 major projects; construction management for 270 bridges; and oversaw delivery to beat the schedule and anticipated cost. Over its duration, the program also employed 115 subs (65 were MWESB); the program achieved a 14.5% participation goal. Our proposed ERM, Jason Ruth, worked closely with ODOT and the Oregon Bureau of Labor and Industries to achieve these DBE goals during construction of the program.

The team developed a streamlined, big-picture plan focused on efficient project delivery. It included a baseline scope using a budget and planning schedule tool to identify costs, allowing for resource-leveling and easing of workload as necessary. Jason worked closely with the project controls team to develop a resource-based schedule for delivery of construction management services. The resource-loaded schedule accounted for more than 100 staff to support construction management statewide over a 3-year period. Strong partnerships and innovative planning saved the state $45 million while minimizing construction impacts on the traveling public and local communities.

PROJECT DETAILSProject Fee: $26MDates: 2008 - 2017 (antic.)Services Provided:

• Staff augmentation • Program management • Design (PS&E) • Environmental services • Utilities coordination • Construction administration, inspection, and management

• Funding support; grant applications

West Vancouver Freight Access, Port of Vancouver USA Vancouver, WA

RELEVANCE: Provided staff augmentation to design and construct a series of projectsHDR has been providing staff augmentation (design and construction) for a series of 21 projects that comprised the Port’s program to increase capacity for freight movement that connects the Pacific Northwest to major hubs in Chicago, Houston, Canada, and Mexico.

We performed program management, engineering, and environmental services needed to prepare initial concept studies, then preliminary and final plans, specifications, permits, and cost estimates. This $237-million project expands rail service to current maritime customers and industrial tenants, attract new businesses and jobs to the region, and reduce congestion.

Services we provided included construction inspection, administration and management; hydraulic and hydrologic modeling; stormwater design; relocating a major gas line; relocating electrical and sewer lines; cost estimates; structural services for a grade separation on Gateway Avenue (included seismic analysis), soundwall, retaining wall, and two bridges; and led and completed three NEPA dcoumentation tasks.

The program used federal, sate, and private funding sources, and included requirements for ARRA, TIGER in accordance with WSDOT local agency guidelines.

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Jacobs Engineering Group: Environmental Compliance and PermittingPROJECT WORK/SERVICES DETAILS

1. I-90 Snoqualmie Pass East, Phase 1c, WSDOT

Jacobs designed approx. 3 miles of highway improvements to WSDOT standards. The project required an innovative, context-sensitive approach to protect traffic from avalanche/rock fall hazards and minimize environmental effects, and to ensure the maintenance of traffic during construction. Jacobs was the lead designer for the Cost Reduction Incentive Proposal to construct two bridges, and saved the state $37M (est.). Jacobs completed the SEIS on schedule. The SEIS was the first in the nation to use the new MAP 21 streamlining options, including a combined Final SEIS and ROD. Jacobs also re-initiated formal ESA consultation and modified permits incl. Section 404/401.

Client: WSDOTFee: $7MDates: 2012-2015

2. SR 530 Emergency Roadway Reconstruction Design-Build, WSDOT

In the wake of the Oso Landslide, Jacobs teamed to design and reconstruct one mile of a two-lane state highway in Snohomish County in just 13 weeks. Staff provided full environmental permitting including a JARPA, wetland mitigation plan, timber management plan, formal ESA consultation, cultural resources surveys, county permits, construction monitoring, and long-term performance monitoring. Staff worked with agencies and tribes to develop a design that used aluminized-steel fish-passable culverts rather than concrete boxes, thereby reducing costs and increasing speed of delivery. This approach to mitigation for wetland impacts allowed the contractor to purchase a parcel affected by the landslide and create a mitigation site, memorial, and preserved open space for Snohomish County. The project won 8 national awards.

Client: WSDOTFee: $2MDates: 2014 - 2016

3. Statewide Bridge and Track Capacity Permitting Services, BNSF

Jacobs prepared environmental permits for ARRA capacity improvements in the Columbia River Gorge and seven BNSF bridge/culvert repair/replacement projects in WSDOT’s Southwest Region in the last two years. Tasks included preparing EAs for NEPA compliance; cultural resources evaluations for Section 106 compliance; biological evaluations for ESA compliance; wetland reports, mitigation plans, critical areas reports, and SEPA checklists; completing JARPAs; delineating wetlands; facilitating multi-agency interaction, including working with Columbia River Gorge Commission; and providing construction monitoring support for projects along most of Washington’s major rivers and throughout the Puget Sound.

Client: BNSFFee: $3MDates: 2014-2016

As you’ll see in the following pages, our subconsultant partners have directly relevant, local experience that will benefit WSDOT. Our combined experience includes using the manuals and guidelines that you follow, making our staff augmentation seamless. These include: WSDOT Design Manual (M22-01); WSDOT Standard Specifications for Road, Bridge, and Municipal Construction (M41-10); WSDOT Plans Preparation Manual (M22-31); WSDOT Construction Manual (M41-01); WSDOT Project Control and Reporting Manual (M3026); AASHTO Policy on Geometric Design of Highways and Streets; AASHTO Highway Safety Manual; and the FHWA Stewardship and Oversight Agreement

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PBS/HDJ: (Hydraulics/Roadway)PROJECT WORK/SERVICES DETAILS

1. NW 6th & Norwood Roundabout, Camas, WA

This project involved the design of a roundabout, sidewalks and ADA improvements. It involved WSDOT coordination as it included review of on-ramps and off-ramps at SR 14, as well as construction management support.

Client: City of CamasFee: $404,000Dates: 2014-2016 (est.)

2. SR 503 Channelization & Widening, Woodland, WA

This federally funded project consisted of widening and realigning a portion of SR 503. PBS/HDJ provided project management, roadway design, stormwater management, traffic analysis, utility coordination, and land surveying services. Project development required extensive coordination with WSDOT and the City of Woodland to resolve lane configurations, construction staging, and traffic impacts.

Client: City of Woodland, WAFee: $415,000Dates: 2010-2013

3. SR 501 & 35th Avenue Roundabout, Ridgefield, WA

PBS/HDJ is providing roadway design, including roadway geometrics; a review of stormwater facility options, and stormwater design.

Client: City of Ridgefield, WAFee: $150,000Dates: 2015-2016 (est.)

Rhino One Geotechnical: Geotechnical Engineering (MBE/DBE/SBE)PROJECT WORK/SERVICES DETAILS

1. I-5 / La Center Interchange Improvements, WA

Rhino One developed a Geotechnical Data Report for the stormwater management facility. ROG completed the field work including nine borings and eight test pits along the center median and shoulders of I-5 on a fast-track schedule. Groundwater monitoring piezometers were installed in each of the borings to a depth of 40 feet.

Client: Cowlitz Indian TribeFee: $32,000Dates: 2015

2. Fourth Plain Bus Rapid Transportation System, Downtown to Westfield Mall, Vancouver, WA

Rhino One recently completed geotechnical investigation for the CTRAN’s 5-mile BRT project, which included coordination of traffic control, permits, and utilities along high-traffic areas. This study also included field infiltration tests along the corridor, at the Maintenance Facility, and at Vancouver Mall for developing geotechnical parameters for stormwater treatment and disposal facilities.

Client: CTRANFee: $78,000Dates: 2013-2015

3. Sellwood Bridge Replacement, Multnomah County, OR

Rhino One provided geotechnical engineering services using DOT standards for portions of the project, including the Stephens Creek Trial Bridge and detour bridge. Role included management of field program, geotechnical analysis, design, and preparation of technical report.

Client: Multnomah CountyFee: $480,000Dates: 2011-2016

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EnviroIssues: Public Involvement (WBE/DBE/SBE)PROJECT WORK/SERVICES DETAILS

1. SR 520 Bridge Replacement and HOV Program, Seattle, WA

The SR 520 Bridge Replacement and HOV Program is replacing the longest floating bridge in the world. Since 1998, EnviroIssues has supported WSDOT by facilitating committees to identify EIS alternatives, advance project design, and develop plans for construction. Mandy Putney developed and implemented a communications strategy.

Client: WSDOTFee: $30 millionDates: 1998-present

2. Ross Island Bridge Rehabilitation, Portland, OR

In 2014, ODOT began work to make structural repairs and repaint the 90-year-old Ross Island Bridge across the Willamette River. EnviroIssues developed a communications and outreach plan for ODOT that covers the 3-year work window, and is supporting implementation.

Client: ODOTFee: $90,077Dates: 2014-present

3. I-5 Corridor Reinforcement, Washington and Oregon

EnviroIssues is providing communications strategy support, including project messaging, materials development and community outreach for NEPA process to consider options to site a new transmission line in Clark and Cowlitz counties. Staff are developing outreach and communication plans and timelines to support the release of the draft environmental statement.

Client: Bonneville Power AdministrationFee: $115,000Dates: 2010-present

Skillings Connolly: Survey (Veteran-owned)PROJECT WORK/SERVICES DETAILS

1. First Street Restoration, Shelton, WA

Skillings completed the right of way delineation, topographic surveys, and the identification of utility locations to assist with the design of this roadway rehabilitation project. The firm also provided the PS&E to complete the mill and inlay as well as related ADA improvements and utility relocation and coordination within the project limits. The plans and specifications were completed to WSDOT standards.

Client: City of Shelton, WAFee: $52,000Dates: 2012-2013

2. Third Street Improvements, McCleary, WA

The survey team provided topographic design survey; identified rights of way; provided exhaustive mapping of the underground utilities, (located using ground penetrating radar); and completed the basemap. They also prepared and submitted a DNR monument removal permit, and completed the temporary construction easements.

Client: City of McClearyFee: $375,575 (est.)Dates: 2014 to present

3. 204th Street Extension, Lynnwood, WA

This project completed a missing section of 204th Street SW from 68th Avenue W to SR 99. Skillings provided the topographic survey maps, cadastral survey, and right of way maps, and legal descriptions as well as all PS&E for utility upgrade, an innovative stormwater system, and the roadway extension.

Client: City of LynnwoodFee: $922,400Dates: 2008 to 2015

Exeltech: Construction; Bridge/Structural (MBE/DBE/SBE) PROJECT WORK/SERVICES DETAILS

1. West Vancouver Freight Access, Vancouver, WA

Exeltech supported HDR in delivering construction engineering and inspection services. CA/CEI staff provided WSDOT documentation support to ensure WSDOT and other funding audit compliance.

Client: Port of VancouverFee: $474,000Dates: 2013-2015

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Exeltech: Construction; Bridge/Structural (MBE/DBE/SBE) PROJECT WORK/SERVICES DETAILS

2. Bridge Seismic Retrofit, OR

Working with HDR, Exeltech provided constructibility review, preliminary design engineering, and final design engineering. Constructibility review included developing phasing schemes.

Client: ODOTFee: $275,000Dates: 2012-2014

3. Lauridsen Boulevard Bridge Replacement, Port Angeles, WA

Provided constructibility review, civil and structural engineering design in compliance with the WSDOT LAG Manual, and permitting of a bridge replacement. Also provided traffic control and construction staging plans; and utility coordination and relocation to include overhead power, water, and gas.

Client: City of Port AngelesFee: $1.2MDates: 2012 - 2013

GTEng: Traffic (MBE/WBE/DBE/SBE)PROJECT WORK/SERVICES DETAILS

1. Roundabout Design, LaCenter, WA

GTEng staff provided design services for a roundabout at the intersection of NW Pacific Hwy at W 4th Street. It included developing speed curves, the need for a NB slip lane for future traffic volumes, signing, and striping. Roadway lighting was analyzed and designed. Temporary traffic control staging was developed to keep both streets open during construction.

Client: La Center, WAFee: $30,000Dates: 2014-2015

2. West Main Street Improvements, Kelso, WA

Dana Beckwith managed the PS&E for the traffic signal, signing, striping, lighting design, and temporary traffic control for the preferred alternative. He led an extensive lighting design review process to select and implement LED street lighting. Dana has collaborated extensively with city and WSDOT staff. T

Client: Kelso, WAFee: $185,000Dates: 2009-2015

3. Friberg Road Improvements, Vancouver, WA

Staff provided PS&E for the design of roadway lighting, signing, and striping improvements on NW Friberg Rd between SE 1st St and NW 13th St and traffic signal improvements at the intersection of NW 13th St/Friberg Rd. Traffic signal modifications included an operational analysis to identify geometric and turn lane storage pocket needs. Dana provided construction services and signal turn-on/timing services.

Client: Vancouver, WAFee: $69,000Dates: 2012 to 2016

DL Design: Hydraulics (Certification pending)PROJECT WORK/SERVICES DETAILS

1. Sports Field, Vancouver, WA

DL Design is developing a feasibility study that includes an hydraulics assessment, and coordinating among many agencies, including WSDOT and Clark County for a project on NE 117th.

Client: Home First DevelopmentFee: $150,000Dates: 2016

2. NE 60th Avenue Development, Vancouver, WA

Providing conceptual, preliminary and final stormwater improvement design and permitting. Included stormwater alternatives analysis, coordination among regulating agencies, modifications to existing facilities.

Client: Quality Homes LLCFee: $80,000Dates: 2015-current

3. Affordable Housing Apartments, Vancouver, WA

Providing conceptual, preliminary and final stormwater improvement design, utility design, grading, and permitting. Includes coordination among regulating agencies.

Client: Vancouver Housing AuthorityFee: $43,000Dates: 2015-current

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Criteria 2: Qualifications of Proposed Project Manager 2A. Project Manager’s Experience

Jason Ruth, PE, PMP, our proposed ERM has the demonstrated experience, expertise, and technical ability to help WSDOT deliver this program of projects. Jason is a civil and structural engineer with experience in design, construction, and program management for large transportation infrastructure projects, some with construction values in excess of $1 billion. He brings extensive experience in the planning and delivery of projects involving staff augmentation in Washington, Oregon, and Colorado. Twelve of his 21 years of experience have been spent directly supporting WSDOT or on WSDOT-funded projects and programs.

Jason has a proven track record of building teams to deliver high quality projects. He has efficiently identified recruited, trained and assigned staff to deliver major transportation programs. His leadership and management style is based on the simple principle that people perform well when doing what they like to do. He works diligently to define staff’s key skills and then effectively integrates this skill set into the project plan. On the Oregon Bridge Delivery Program, Jason identified, recruited, and trained a key staff of 16 professionals to deliver $250 million in bridge construction in the Columbia River Gorge. His leadership and management style quickly established the Gorge office as the highest-performing office in the program (as documented by Oregon DOT’s audit program).

An expert in project controls, Jason has experience developing and implementing staffing plans for successful large programs. His diverse transportation infrastructure resume, along with the ability to build consent among team members and manage projects will allow Jason to seamlessly integrate with WSDOT leadership and add value to the program.

WHY JASON? • Experience supporting WSDOT’s Olympic Region as the Project Manager for the SR 167 GEC contract. Jason knows WSDOT’s project development process; he helped WSDOT achieve a Record of Decision on the SR 167 Tier II EIS and completed the design documentation, receiving design approvals. He also led the project through the Cost Estimating and Validation Process and Risk Assessment processes.

• Experience with design-bid-build and design-build delivery systems. Jason has designed and delivered projects with both delivery systems and understands how to leverage both systems to WSDOT’s advantage.

• Experience implementing design and construction requirements to meet Disadvantaged Business Enterprise goals. Jason worked closely with ODOT and the Oregon Bureau of Labor and Industries to achieve DBE goals during construction of the Oregon Bridge Delivery Program.

• Experience implementing strategic communication with many agencies. On the WSDOT-funded BNSF Vancouver Bypass project, Jason developed strategies to clearly communicate status and objectives with the client, WSDOT Rail, WSDOT SW Region, City of Vancouver, Clark County PUD, NW Natural, CenturyLink, Port of Vancouver, and Amtrak. He quickly built consent among the large group of stakeholders.

Jason’s project experience is shown on the following pages, first, as an overview of his relevant projects (Figure 6), and second, with detailed descriptions of three of those projects (Figure 7).

“Jason Ruth seamlessly coordinated contractors’ activities with operations while completing many challenging construction projects. His direct and clear communication with us helped keep contractor activities coordinated with ongoing operations.”—Michael Powrie, P.E., Project Manager, Vancouver Bypass

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F I G U R E 7: P ROJ EC T M A N AG E R ’ S P ROJ EC T E X P E R I E N C E

Jason Ruth, PE: Engineering Resources Manager; Project Manager 1 . S R 167 G EC | W S D OT

GEC Project Manager for the $1.4B proposed expansion of SR 167 from its existing terminus in Puyallup to the Port of Tacoma. The program consisted of providing staff augmentation to WSDOT Olympic Region to complete the environmental review process, complete preliminary engineering, establish a cost estimate with a reasonable confidence, and develop a prioritized acquisition plan to use limited right of way funds to the greatest advantage.

RELEVANCE: Managed a project providing co-located staff augmentation for WSDOT.R E S P O N S I B I L I T I E S / TA S K S O U T CO M E S D E TA I L S

• Assembled co-located team of WSDOT/consultant staff to support project offices in Olympia/Tacoma.

• Co-located team with vested interest in success.

Client: WSDOTRole: Project ManagerDates: 2006 to 2008 • Initiated/led a design charette with WSDOT

and consultant staff. Completed WSDOT Cost Estimating and Validation Process and Risk Assessment.

• Design limited right of way impacts and met the Purpose and Need, ultimately saving $250 million.

• Led the environmental process for Tier 1/Tier 2 EIS. • Record of Decision for Tier 1/Tier 2 EISs. • Provided strategic advice on right of way acquisition with limited project funding.

• Adjusted alignment to capitalize on undeveloped properties; saved property acquisition costs.

• Coordinated strategic communication with stakeholders (including the Puyallup Tribe).

• Obtained stakeholder consent while limiting stakeholder add-ins.

• Developed strategy to align project with statewide transportation funding proposal.

• Obtained #1 priority funding status in Regional Transportation Investment District funding proposal.

F I G U R E 6 . OV E RV I E W O F E R M / P M JA S O N RU T H ’ S S I G N I F I C A N T S U CC E S S O N S I M I L A R P RO G R A M S

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SR 167 GEC | WSDOT l l l l l l l lWest Vancouver Freight Access | Port of Vancouver l l l l l l l l l l lOregon Bridge Delivery Program | ODOT l l l l l l l l l l lRail On-call | WSDOT l l lVancouver Bypass | BNSF l l l l l l l l l l l lHigh Speed Rail Program | BNSF l l l l l l l l l l l lTwin Bridges Replacement | Benton County l l l l l l l l l l99th Street Extension | Clark County l l l l l l l l lTransportation Expansion (TREX) | CDOT l l l l l l l l l l

Working with a combined consultant / WSDOT team for, ERM/PM Jason Ruth reduced the project cost by $250 million.

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2 . W E ST VA N CO U V E R FR E I G H T ACC E S S | P O R T O F VA N CO U V E R U S A

Deputy Project Manager and Design Lead; managed an integrated team of civil, utility, electrical, rail, geotechnical, and structural engineers in design and construction of a multi-staged program for the expansion of the rail infrastructure (22 projects). The program required a flexible staffing plan both to meet the demands of the Port’s existing and future tenants, complying with program permits and to capitalize on potential funding opportunities.RELEVANCE: Developed and used a flexible staffing plan to deliver multiple projects. R E S P O N S I B I L I T I E S / TA S K S O U T CO M E S D E TA I L S

• Planned staff needs to meet changing program schedule.

• Projects delivered efficiently, within budgets.

Client: Port of Vancouver

Role: Deputy Program Manager/ Design Manager

Dates: 2014 to present

• Assisted Port in adjusting designs to capitalize on potential funding sources.

• Port capitalized on 20 funding sources.

• Assisted in developing program delivery schedule to meet program /tenant needs.

• Developed delivery strategy to ensure tenants operate with few impacts.

• Assisted Port in monitoring construction for compliance with funding commitments.

• Port delivered construction projects in compliance with commitments; funds were reimbursed.

• Assisted Port in strategic communications with tenants.

• Tenants engaged in engineering/construction process; vested in success.

• Sized projects to align with the bonding capacity of local construction community. Assisted the Port with bid procedures.

• Successful bid process with majority of construction performed by local constructors.

3 . O R EG O N B R I D G E D E L I V E RY P RO G R A M | O D OT

Construction Project Manager for the delivery of $250 million in bridge repair and replacement projects in the Columbia River Gorge as part of the $1.4B Oregon Bridge Delivery Program. He managed an integrated staff of prime consultant, subconsultant, and agency staff from a project satellite office. Construction projects required direct coordination and communication with ODOT Regions 1 and 4, the Gorge Commission, UPRR, US Forest Service, the City of Hood River, the Port of Hood River, the City of Troutdale, and the Port of Cascade Locks. Jason provided project management and controls support for the development of program-wide construction management, and coordinated consultant and agency staff statewide.RELEVANCE: Managed resources to support ODOT’s statewide program of projects; performed staff planning over several years of work.R E S P O N S I B I L I T I E S / TA S K S O U T CO M E S D E TA I L S

• Detailed staff planning for construction • Aligned staff to meet project needs ensuring agency staff maintained workload.

Client: ODOT

Role: Construction Project Manager

Dates: 2008-2009 and 2014 - 2015

• Created an fully integrated team of HDR, subconsultant and agency staff.

• Integrated staff effectively delivered projects to meet program goals.

• Monitored DBE compliance with program goals.

• Achieved DBE goals.

• Managed construction compliance with programmatic permits.

• No permit violations.

• Managed stakeholder communication program during construction.

• Consistent monthly program communication message to stakeholders.

• Managed quality assurance compliance with program objectives.

• Quality, compliant projects.

• Led delivery strategy development • $50 million in Program savings

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2B. Project Managers’ Familiarity with Relevant State/Federal Regulations and/or ProceduresJason has worked extensively on projects in the Northwest that have either been led or funded by WSDOT. He has 14 years of experience managing large programs similar to WSDOT’s, and a decade following WSDOT regulations and procedures. His work on the SR 167 Extension project was delivered by a co-located WSDOT team; all of his work was developed based on the WSDOT standards and manuals shown in Figure 8, adjacent.

In addition, on the SR 167 Extension project, Jason had the opportunity to work with project staff and WSDOT Olympic Region staff to test and implement new methods, procedures, and naming conventions for implementing In-Roads design procedures. He was involved early with many of WSDOT’s current procedures associated with naming templates within In-Roads.

On the Port of Vancouver’s program (West Vancouver Freight Access), he worked with Port staff to ensure projects were designed and constructed in accordance with the American Recovery and Reinvestment Act (ARRA); he implemented Buy America Compliance; directed the team in assuring compliance with WSDOT’s Local Agency Guideline Manual; and delivered projects using WSDOT’s standard specifications. On the Oregon Bridge Delivery Program, Jason worked through design and construction criteria associated with the Columbia River Gorge National Scenic Area Act.

A unique quality Jason brings to this team is his extensive experience working for BNSF. He has vast experience in designing and constructing grade separation projects to meet both the BNSF Railway and Union Pacific Railroad Guidelines for Grade Separation Projects. He worked closely with BNSF on the 39th Street Grade Separation project in Vancouver, WA and the UPRR North Rivergate Grade Separation in Portland. He has unmatched local knowledge and relationships with BNSF Railway that can help WSDOT efficiently navigate the railroad approval process for your grade separation project at Bingen.

Jason’s breadth of experience shows his ability to understand and implement relevant state/federal regulations and/or procedures. He has worked with many of the regulatory agencies overseeing WSDOT’s program and can help WSDOT effectively navigate project approval.

2C. Project Manager’s Ability to ManageJason Ruth has extensive experience managing transportation infrastructure projects. Many of these projects have been large programs encompassing many smaller projects such as WSDOT SR 167 GEC, the Oregon Bridge Delivery Program, Denver’s Transportation Expansion Project (TREX), the Twin Bridges Replacement for Benton County, and BNSF’s Vancouver Bypass. He has managed dozens of projects that required being flexible to meet the client’s needs and timeframes. The consistent characteristic among Jason’s experience is his understanding, ability, and appreciation for developing a plan, executing the plan, monitoring the plan, and understanding when the plan needs to change. Specifically, Jason expertly:

• WSDOT Design Manual (M22-01) • WSDOT Standard Specifications for Road, Bridge, and Municipal Construction (M41-10)

• WSDOT Plans Preparation Manual (M22-31)

• WSDOT Construction Manual (M41-01) • WSDOT Project Control and Reporting Manual (M3026)

• AASHTO Policy on Geometric Design of Highways and Streets

• AASHTO Highway Safety Manual • FHWA Stewardship and Oversight Agreement

AASHTO

FHWA

NCHRP

WSDOT

Key Relevant Standards

and Manuals

Figure 8: Jason’s experience using relevant standards and manuals means this team will integrate seamlessly to any WSDOT project

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• Develops a project scope of work that clearly defines project objectives, roles and responsibilities. He efficiently uses the scope to develop a work breakdown structure that is used to develop the schedule, assign work, and track financial performance.

• Develops a baseline schedule using the work breakdown structure. He uses the baseline schedule and progress data to track earned value performance, a tool to estimate project performance and health.

• Establishes a budget to deliver the project, monitor the budget, and anticipate potential budget overruns. • Identifies project risk and develops a plan to manage the risk. • Identifies project change potential, how to track it, and how to manage it. • Executes the plan. • Ensures quality of the finished project and meets the project’s purpose and need.

Jason’s expertise in project management is complemented by his ability to effectively manage staff. As consultant project manager for WSDOT’s SR 167 GEC, he led a team of WSDOT and consultant staff in the delivery of $1.4B in right of way acquisition and new construction design (for the extension of SR 167 in Puyallup to its terminus at the Port of Tacoma). He immediately recognized an opportunity to capitalize on the WSDOT / consultant team skills to improve on the design. He suggested to the WSDOT project manager that the team be allowed some freedom to recommend changes. He organized and led a design charrette process that resulted in recommendations for design changes; these changes were tested against the environmental and other project commitments, and adopted into the design—ultimately reducing the project cost by $250 million. In addition, the project team had complete buy-in on the resulting design and each team member had a personal commitment to success. The SR 167 project, as proposed to be constructed by WSDOT today, is a direct result of this effort.Details from Jason’s experience managing project schedules, scopes of work (and avoiding scope creep), budgets, and project changes are provided in Figure 10 (next page).

2D. Project Managers’ Washington Professional Licenses/AccreditationsJason Ruth, PE, PMP is a licensed Professional Engineer in Washington. The license (#35957) was first issued in 1999. He is also a certified Project Management Professional (PMP) (#315505).

Figure 9. Jason uses proven project management tools to provide quality programs and projects, on time and below budget.

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ADD GORDON

F I G U R E 1 0 . JA S O N ’ S P ROV E N M A N AG E M E N T S K I L L S B E S T S U P P O RT W S D OT ’ S S U CC E S SE X A M P L E 1 E X A M P L E 2 E X A M P L E 3

Proj

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WSDOT SR 167: Developed design delivery schedule, seamlessly incorporating efforts of WSDOT engineering staff in two project offices and consultant staff located in other offices. Expertly obtained team buy-in to the project schedule and delivered design on time.

Oregon Bridge Delivery Program: Worked with project controls team to develop construction management delivery schedule for the repair/replacement of 270 bridges. Coordinated construction management staff in three remote offices. Developed schedule to include risk of potential construction schedule slip. Updated schedule weekly based on updates from design team. Forecasted staffing needs using the schedule.

Twin Bridges Bridge Replacement: Developed project schedule for the construction of three new bridges (two bridges over the Yakima River and one over an irrigation canal). Developed schedule to align with seasonal in-water work windows and irrigation canal dry periods. The project was funded by WSDOT local programs and administered by Benton County, WA.

Scop

e of

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ep Port of Vancouver, West Vancouver Freight Access: Developed scopes of work for design delivery and construction support. Since tenant needs had the potential to change designs mid-stream, Jason developed a system for identifying and documenting potential scope creep before it occurred. This was accomplished by understanding the potential client impacts before committing to design.

WSDOT SR 167: As the project team negotiated with stakeholders, the stakeholders requested add-ins that were outside the purpose and need of the project. Jason and the SR 167 team would revisit the purpose and need to determine if the stakeholder requests provided the necessary added value while still meeting the project purpose and need.

BNSF Vancouver Bypass: Developed a scope of work for the design and construction management of 22 different projects within the Vancouver Bypass Project. Developed an early notification system for BNSF to identify project risks that had the potential to change the scope of work. BNSF ultimately was able to budget for these potential changes keeping the project within budget.

Budg

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Oregon Bridge Delivery Program: Developed planned expenditure curves for construction management staff on the program. Provided planned vs. actual curve data and was able to project potential overruns. Resulted in being able to adjust CM effort to align with budget prior to budget overrun.

BNSF Vancouver Bypass: Worked with BNSF to develop and project cash flow plan to communicate budgetary needs to funding source. Cash flow plan was based on project baseline schedule. Plan was updated based on adjustments to the schedule. Was able to identify potential budget overruns to the funding source months in advance.

WSDOT SR 167: Due to estimated project overrun, lead design team through a design charrette process to look at ways to reduce the overall project budget. The team was able to identify over $250 million in project savings resulting in the project obtaining funding priority status. The SR 167 project proposed to be built today is a result of this process.

Chan

ges

BNSF Vancouver Bypass: Developed a change management log for BNSF to track design change through the design process. Notified BNSF early on and negotiated change prior to the changes being incorporated into the plans. Allowed BNSF to understand and agree to change before negotiations of the change impacted schedule.

WSDOT SR 167: Led development of a project risk assessment. Managed risk assessment log to limit project exposure to risk and subsequent change. Focused effort on managing risk that had the potential to result in the biggest project impact. Lead design team in modifying the design to limit project risk and potential significant change.

Transportation Expansion Project (TREX): As Owner’s engineer during construction. Jason implemented, monitored, and approved field design changes for the construction of 96 highway, light rail, and pedestrian structures. The field design change process allowed for clear communication between the Owner and the Design-Build contractor on design changes during construction.

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Criteria 3: Key Team Members’ QualificationsTo best support WSDOT, HDR is providing staff with the experience, skills and immediate availability to co-locate in your offices. These staff have successful experience designing to WSDOT design criteria; collaborating with local agencies; and consistently providing high-quality work. Led by Jason Ruth, who worked closely with ODOT and the Oregon Bureau of Labor and Industries to achieve DBE goals during construction of the Oregon Bridge Delivery Program, WSDOT gets: exemplary skills + DBE partners + co-located staff, delivering WSDOT success.

Our key team members were chosen for their relevant technical expertise, demonstrated commitment to WSDOT, understanding of WSDOT’s needs, and availability to deliver—as demonstrated in the brief resumes provided below. In addition to the key team members shown below, we have a deep bench of skilled professionals (shown in Figure 1 on page 1). By assembling this group of experienced engineers, HDR can provide WSDOT the best staff for any assignment.

Value to WSDOT

• Knows WSDOT system well through GEC experience co-locating in WSDOT offices to provide project support

• Effectively integrates stakeholder requirements into design

• Known for his high quality work and ability to collaborate

Guy Horchy, PE: Roadway EngineerRelevant Project Examples1. I-90 Snoqualmie Pass East. Transportation engineer

(co-located) in the project office. Guy developed the 60%, 90% and final PS&E packages for Phases B and C and supported environmental services.

Client: WSDOTRole: Roadway Design EngineerDates: 2007 - 2011

2. Portland to Milwaukie LRT, East Segment. Roadway engineer for design of intersections at 11th, 12th, and Milwaukie avenues. Design included grade crossings. Street reconstruction included coordination with advanced utility relocation and stormwater treatment.

Client: TriMetRole: Roadway Design EngineerDates: 2011 - 2012

3. West Vancouver Freight Access. Rail/civil designer for both 90% and 100% PS&E packages for four projects. Designed all of these projects to WSDOT standard specifications and project-specific special provisions.

Client: Port of VancouverRole: Design EngineerDates: 2013-2016

Understanding of WSDOT/Public Agency Regulations/Procedures: When he co-located in WSDOT’s offices for the design of the I-90 SPE, Guy worked with WSDOT engineering, structural, geotechnical, environmental, communication, maintenance, and construction staff in the Region and in Olympia. This direct experience working with WSDOT staff and designing with both InRoads and MicroStation supports his proposed role in augmenting your staff to design and deliver quality PS&E packages.

SKILLS + DBEs + CO-LOCATED STAFF = WSDOT SUCCESS

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Value to WSDOT • Significant experience in program and project management, design, and construction for WSDOT

• Well versed in WSDOT procedures and manuals

• Worked in WSDOT’s Olympic Region for 14 years

Gordon Roycroft, PE, QA/QCRelevant Project Examples1. I-5, M Street to Portland Avenue HOV. Gordon

performed design reviews and granted design approval for this $169M project that widened the interstate through Tacoma; coordinated design solutions with FHWA, and wrote design exceptions. He provided constructibility and QC reviews for final construction documents including temporary/permanent drainage, staging and maintenance of traffic, special provisions, and the engineer’s estimate.

Client: WSDOTRole: QC ReviewDates: 2012 - 2014

2. Spring Boulevard Improvements. The City of Bellevue’s Transportation Comprehensive Plan identified the need for a new arterial street (NE 15th/16th Street) between 124th Avenue NE and 136th Place NE. Gordon provided the QC Review of the construction plans and specifications for the multiple sets of construction documents.

Client: City of Bellevue Role: QC ReviewDates: 2015

3. Albuquerque Bus Rapid Transit. This project will construct BRT with dedicated-center-running lanes and 20 stations. Gordon provided the senior QC review of interim/final construction plans for multiple segments.

Client: City of AlbuquerqueRole: Senior QC ReviewDates: 2015 - 2016

Understanding of WSDOT/Public Agency Regulations/Procedures: Significant experience on WSDOT projects gives Gordon vast knowledge of relevant local, state, and federal regulations and procedures. He is well-versed in the application of manuals and standards that are integral to the success of SWR’s program.

Value to WSDOT • Experience and ability to support multiple projects, aligning design with construction

• Knows how to incorporate funding requirements into design

• Expert in MicroStation and InRoads

Ryan Moore, PE, Roadway EngineerRelevant Project Examples1. NE 99th Street/ SR 503 Roadway Improvements.

Design Manager in charge of delivering contract documents for roadway widening/extension. Coordinating with the City of Vancouver for a concurrent waterline replacement.

Client: Clark CountyRole: Design ManagerDates: 2015-2016

2. BNSF, Vancouver Bypass. Lead Design Engineer in 90% and final plans for multiple segments. Included utility relocations, new track grade, and relocated/upgrade facilities. Used WSDOT and BNSF design standards.

Client: BNSFRole: Lead DesignerDates: 2011 - 2015

3. PennDOT, Rapid Bridge Replacement. Design Manager in charge of quality control for preliminary and final design of multiple bridge replacement projects. Ensured compliance with client standards as well as constructability.

Client: Walsh-GraniteRole: Design ManagerDates: 2015 - 2016

Understanding of WSDOT/Public Agency Regulations/Procedures: Ryan has extensive experience in design and construction, especially in designing roadway and utility relocation projects, and is an expert in MicroStation and InRoads. With experience administering many contracts during construction, Ryan has gained a deep understanding of the entire process from design to finished product. Through successful WSDOT project audits, Ryan has also proven he can meet WSDOT funding requirements for project documentation.

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Value to WSDOT

• WSDOT-certified hydraulics staff

• Experience using 2014 Highway Runoff Manual and following WSDOT standards and regulations

Cory Kratovil, PE: Hydraulics EngineerRelevant Project Examples1. NW 6th & Norwood Roundabout. Hydraulics engineer

for project that involved the design of a roundabout, sidewalks and ADA improvements. Cory provided stormwater design.

Client: City of Camas, WARole: Project EngineerDates: 2014-2016 (est.)

2. SR 501 & 35th Avenue Roundabout. As a project engineer, Cory provided stormwater design.

Client: City of Ridgefield, WARole: Project EngineerDates: 2015-2016

3. NE 137th Avenue Improvements. Cory was the project engineer for this federally funded project that is widening the two-lane arterial to Minor Arterial standards through a mixed-use corridor to address safety and congestion.

Client: City of Vancouver, WARole: Project EngineerDates: 2014-2016 (est.)

Understanding of WSDOT/Public Agency Regulations/Procedures: Cory has experience using the 2014 Highway Runoff Manual. In 7 years of design experience, Cory has followed WSDOT standards and regulations.

Value to WSDOT

• Former WSDOT staff provides valuable expertise in environmental compliance and permitting that supports ability to expedite projects.

• Recognized ability to deliver projects requiring partnerships with multiple regulatory agencies, stakeholders, and Native American tribes.

Christina Martinez: Environmental Compliance and PermittingRelevant Project Examples1. Kelso to Martin’s Bluff, High Speed Rail,

Environmental Assessment. Leading the environmental task, Christina established the environmental compliance strategy. She established an environmental schedule, oversaw the delivery, and ensured adequacy of the EA and other environmental compliance documents.

Client: WSDOTRole: Environmental ComplianceDates: 2002-2015

2. SR 520 Bridge Replacement and HOV Program. Christina was the program environmental manager during the early days of the “Trans-Lake Project.” She established the environmental compliance strategy and coordinated with FHWA, FTA, and regulatory agency stakeholders.

Client: WSDOTRole: Environmental ManagerDates: 1999 - 2000, 2000 - 2011

3. Pacific Northwest Rail Corridor Study. As the Environmental Manager, Christina co-authored an expedited planning-level environmental assessment for a project that enabled WSDOT Rail to achieve ARRA funding for future projects along the corridor.

Client: WSDOT Role: Environmental Manager Dates: 2009 - 2010

Understanding of WSDOT/Public Agency Regulations/Procedures: Christina brings an in-depth understanding of WSDOT and local agency regulations. In her recent past position at WSDOT, she served as senior agency expert for ensuring agency-wide compliance with local, state, and federal environmental regulations, the environmental training program, and Environmental Management System. Christina’s expertise and versatility comes from her wide variety of experience, from in-the-field construction project compliance oversight and issue resolution, to leading teams to deliver environmental documents and permitting, to managing the NEPA/SEPA, permitting, and construction compliance program for an entire state agency.

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Value to WSDOT

• 22 years of project management and natural resource related experience from a variety of positions at WSDOT

• Worked closely with SWR to develop and manage the WSDOT Yakama Nation inter-region tribal agreement and to share resources to help maintenance and construction staff across regional boundaries

Jason Smith: Environmental Compliance and PermittingRelevant Project Examples1. I-90 Snoqualmie Pass East. Environmental Program

Manager responsible for deliverables in support of two corridor NEPA/SEPA EIS’s, permitting, mitigation, and construction compliance for the reconstruction of 15 miles of I-90. Jason created and chaired a multi-agency interdisciplinary team of 12 agencies. He co-managed committees focused on design/permitting challenges and innovative solutions to ecological connectivity. He oversaw preparation of the Final EISs and RODs.

Client: WSDOTRole: Environmental Program ManagerDates: 1997-2014

2. SR 530 Emergency Roadway Reconstruction Design-Build (Oso Landslide). Environmental Program Manager for after-the-fact permitting activities (local/state/federal), two ESA consultations, preparation of a Timber Management Plan, and mitigation plans for wetland and stream impacts.


3. US 12 Corridor (SR 124/Snake River to Walla Walla). Environmental Program Manager at WSDOT responsible for a multi-agency IDT to address environmental documentation/permitting that included 10 agencies, tribes, and the Port of Walla Walla. He successfully led three NEPA/SEPA EAs on five projects.


Understanding of WSDOT/Public Agency Regulations/Procedures: Ryan regularly uses the WSDOT Design Manual, is very familiar with the new predictive safety analysis techniques used by WSDOT (based on Highway Safety Manual), and has experience preparing IJRs.

Value to WSDOT

• Solid experience using WSDOT standards and regulations to design roadway projects

• Experienced in developing alignment options with consideration for utilities

Elissa Peters, PE: Roadway EngineerRelevant Project Examples1. NE 137th Avenue Improvements. Design engineer

providing evaluation of alignment options; other services include traffic engineering, signal options.

Client: City of Vancouver WARole: Design EngineerDates: 2014-2016

2. Myra Roadway Improvements. Design engineer for reconstruction of a major N/S arterial. Included relocation of major utilities, traffic signal design, upgraded street lighting, and stormwater design.

Client: City of Walla Walla, WARole: Design EngineerDates: 2013-2014

3. Vancouver Waterfront. Provided preliminary street design to support development of site.

Client: Gramor DevelopmentRole: Design EngineerDates: 2005-ongoing

Understanding of WSDOT/Public Agency Regulations/Procedures: Elissa is well-versed with WSDOT standards and regulations including Agreements Manual, Bicycle and Pedestrian Transportation, Construction Manual, Design Manual, Local Agency Guidelines Manual, MUTCD Washington State Modifications, Plans Preparation Manual, Right-of-Way Manual, Sign Fabrication Manual, Work Zone Traffic Control Guidelines, and Standard Specifications.

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Value to WSDOT

• Expert with WSDOT guidelines and regulations

• Applied least cost planning and practical design procedures to recent WSDOT projects

• Experienced in providing traffic operations and safety analyses

Anne Sylvester, PTE: Traffic EngineerRelevant Project Examples1. US 101/West Olympia Access Study. Traffic engineer

overseeing traffic and safety analysis, primary author of Interchange Justification Report, and contributor to SEPA environmental analysis.

Client: City of Olympia and WSDOT, Olympic RegionRole: Traffic EngineerDates: 2014-2016

2. Woodland Transportation Infrastructure Plan. Traffic engineer for study that addressed traffic demand, arterial system connectivity including east/west cross-circulation over I-5, safety, and enhanced access to growing industrial and residential portions of the city along SR 503.

Client: Cowlitz-Wahkiakum Council of Governments with City of Woodland and WSDOT Southwest RegionRole: Traffic EngineerDates: 2006-2008

3. I-5 JBLM Vicinity Congestion Relief. Key traffic engineer in developing Corridor Feasibility Study, Multimodal Alternatives Analysis, IJR, and NEPA EA. Responsible for leading or reviewing traffic operations and safety analysis, and report documentation.

Client: WSDOT, Olympic RegionRole: Traffic EngineerDates: 2013-current

Understanding of WSDOT/Public Agency Regulations/Procedures: Anne is very familiar with most WSDOT guidelines and regulations including the LAG Manual, Design Manual, Standard Specifications and Standard Plans, Environmental Manual, Roadside Policy Manual, etc. She has applied least cost planning and practical design procedures to recent projects conducted for WSDOT and helped develop and document an approach to NEPA Planning and Environmental Linkage that was accepted by WSDOT headquarters, EPA, and FHWA. She is also familiar with the Highway Capacity Manual, the Highway Safety Manual, the AASHTO Policy on Geometric Design of Highways and Streets, and the Manual on Uniform Traffic Control Devices.

Value to WSDOT

• Very familiar with the new predictive safety analysis techniques used by WSDOT

• Knows Intersection Control Analysis process

• Experience developing and interpreting travel demand models

Ryan Shea, PTP: Traffic AnalystRelevant Project Examples1. Intersection Improvements, SR-503 at Scott

Avenue. Traffic engineer for the analysis of traffic volumes. Performed intersection and link operational analyses for intersection configurations and traffic control alternatives.

Client: City of Woodland/WSDOTRole: Traffic EngineerDates: 2013-2015

2. Capitol Boulevard Corridor Study. Traffic engineer for update to regional Travel Demand Model to reflect corridor improvement alternatives. Prepared/post-processed traffic forecast volumes. Performed intersection operational, queue, link, and predictive safety analyses.

Client: City of Tumwater/WSDOTRole: Traffic EngineerDates: 2014-current

3. US 101/West Olympia Access Study. Traffic engineer for modifications to regional travel demand model; performed intersection/link operational analyses and predictive safety analysis using ISATe spreadsheet.

Client: City of Olympia and WSDOT, Olympic RegionRole: Traffic EngineerDates: 2014-2016

Understanding of WSDOT/Public Agency Regulations/Procedures: Ryan regularly uses the WSDOT Design Manual, is very familiar with the new predictive safety analysis techniques used by WSDOT (based on Highway Safety Manual), and has experience preparing IJRs.

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Criteria 4A: HDR’s Project Management SystemOur Process Means We Get It Right—the First TimeHDR’s Project Management System is the culmination of: (1) Best Practices learned in 40 years of successfully working with WSDOT on similar programs; and (2) a robust set of internal tools that allows HDR to clearly understand the current status of the program and likely trends. The cornerstones of our Project Management System include the steps shown in Figure 11, below:

• Establish Program Goals: Establishing goals provides a framework on which to base decisions. For this potential contract, initial goals may be defined as;

° Providing practical designs and innovative solutions to help WSDOT deliver the program;

° Active participation from the Disadvantaged Business Enterprise community during design and construction;

° Strategic communications to connect communities.

• Develop a Plan: Developing a plan for achieving program goals is critical to success. For this contract, HDR will develop a Program Management Plan (PMP) that will clearly detail how HDR intends to meet the

scope of work and deliver our contract commitments. The PMP will be a living document and will be updated as WSDOT’s program of projects evolves. The PMP will be the road map for success.

• Execute the Plan: With the PMP as the guide, HDR’s ERM Jason Ruth will execute and deliver the program of projects. Using his vast design and construction experience, he will assist WSDOT with delivery through each step of the process.

• Monitor the Plan: Our system for monitoring the plan allows Jason to clearly identify actual program progress against the plan. He has an extensive background in project controls and is an expert in using HDR’s monitoring tools to understand program status and potential trends.

• Quality Assurance: We pride ourselves in delivering programs of projects that meet or exceed the client’s expectations. Our quality assurance system ensures that WSDOT receives products that meet or exceed expectations.

• Project Closeout: We will follow each task order within the program to completion and will ensure that the required project documentation is gathered, organized, and delivered to WSDOT.

• Project Team Commitment • Management Endorsement • Have Fun

EXECUTE THE PLAN

• Work Breakdown Structure (WBS)

• Task Planning and Scheduling

• Budget • Risk Planning • Communication Plan • Change Management Plan • QA/QC Plan • Transition and Closure Plan

DEVELOP THE PLAN

• Project Purpose and Need

• Project Boundaries • Operating Guidelines • Measures of Success • Roles and

Responsibilities • Team Identification • Major Milestones

ESTABLISH PROGRAM GOALS

QA AND CLOSE-OUT

• Perform QA/QC • Implement

Transition Plan • Revisit Goals • Document

Lessons Learned • Reward/

Recognize

• Manage Scope, Schedule, and Budget

• Manage Risk • Manage Change • Communicate • Monitor Progress • Resolve Issues

MONITOR THE PLAN

CONTINUOUS COMMUNICATION

Figure 11. Our Project Management System provides proven techniques to monitor the scope and budget, and deliver successful support to WSDOT.

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Monitoring Budget and ScopeHDR has made a recent investment in new Enterprise Business System (EBS) by Oracle. The EBS system allows HDR’s project managers to electronically monitor HDR’s and our subconsultants’ performance in meeting the Project Management Plan and delivery the scope of work. This new tool specifically allows the HDR PM to:

• Establish a work breakdown structure; • Schedule tasks defined by the work breakdown structure;

• Define budgets by tasks. • Assign resources that fit within the budget. • Assign work to subconsultants • Develop planned expenditure curves over time. • Plot actual expenditures against planned expenditures. • Forecast future expenditures. • Evaluate project health by reviewing key project indicators such as earned values, schedule performance index and cost performance index.

Monitoring scope and budget is more than just tracking costs; the EBS system truly gives the HDR PM early warnings about project issues. Using this system effectively will allows us to identify scope creep or out-of-scope work proactively, allowing the team to solve the problem before it becomes an issue. HDR’s EBS system allows us to track our performance on individual tasks as well as roll this information up to show the health of the full program.

HDR’s Scheduling Programs/ProcessesScheduling is a critical part of developing a useful Project Management Plan. As part of the development of the project management plan, HDR’s project manager will develop a Work Breakdown Structure (WBS). The WBS is a key tool to understand the relationship of individual tasks. Once the relationships of individual tasks are defined,

QA/QC ProcessesHDR’s QA/ QC process (shown in Figure 12 below) details the steps we take to achieve a quality product. Implementation of the QA/ QC process is the responsibility of Gordon Roycroft. He has 36 years of experience in developing and implementing quality processes on large programs, including 14 years working for WSDOT.

At initiation of this contract, Gordon will develop a Quality Management Plan (QMP). The QMP is a chapter in the PMP. The QMP will provide a detailed system for achieving quality on the program; it will be used by HDR and each of our subconsultants. The QMP will define both Quality Assurance and Quality Control tasks required for performance of work for each task order issued by WSDOT.

At the initiation of each task order, a task-specific QC plan will be created to align with the unique requirements of the task. The task-specific quality control plan will define specific project hold points that will: ;

• Validate Goals: Are we in alignment with the project goals, purpose, and need?

• Identify the Right Staff: Making sure the right staff with the right expertise are available.

• Define the Process: Specifically identify what the QC process reviewing.

• Dedicate the QC Reviewer: The QC reviewer is dedicated to completing the review.

• Deliver: Addressing the QC reviewer’s comments and issuing a final product.

Gordon will use the Quality Assurance process to ensure that the quality control process is being followed. He will perform periodic Quality Assurance reviews of the Quality Control process on each task order, and document and issue a report on our quality performance. This Quality Assurance process allows us to monitor our program performance.

Validate task goals and requirements

VA L I DAT E

Identify the QA team, appropriately scaled to the task assignment

I D E N T I F Y

Define the QC procedures, identify responsibility for each step, and determine timing of reviews

D E F I N E

Dedicate a QC reviewer for project deliverables

D E D I C AT E

Deliver reviewed project documents

D E L I V E R

Figure 12: Proven Five-Step Quality Management System

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HDR will develop a critical path based schedule for the overall program as well as each individual task. We use either Microsoft Project, Primavera, or P6. The EBS system interacts well with most scheduling software, providing easy interface for program schedule updates.

As a certified Project Management Professional (PMP), Jason is an expert in scheduling; he has used scheduling programs and processes on the following programs:

• WSDOT SR 167 GEC. Jason developed a detailed design delivery schedule (using P6) for multiple, interconnected roadway alignments. The alignments were then prioritized (by important to the design) to allow designs for mailine alignments to be finalized and approved prior to proceeding on secondary interconnecting alignments. The secondary alignments included on/off ramps, HOV lanes, and city streets.

Integrated Project Management SystemHDR effectively integrates our quality, budget/ scope monitoring, and schedule processes into client programs to support your goals.

• On the Oregon Bridge Delivery Program, HDR integrated these processes into a suite of reporting tools that allowed ODOT to understand program trends and make critical decisions.

° For example, the program schedule showed a trend that was pushing a lot of construction activity into the summers of 2007 and 2008 due to permitting delays. HDR worked with ODOT prior to the 2007 construction surge to establish construction delivery teams that used co-located ODOT and consultant staff to deliver the construction of 275 bridges statewide. Without the ability to understand the trend in the schedule slip, the program team would have been unprepared for the surge in construction activity.

For the SWR Engineering Services agreement, HDR’s experienced staff can offer you support in selecting and implementing the right tools to help make well-informed program decisions. Initially, we anticipate we will support WSDOT by developing a program schedule that will be resource-loaded for each project. Using that schedule, we can share an understanding of the resource needs for the duration of the program; how changes to the program schedule affect resource needs; and plan resources to continue to meet the purpose and need of the projects within the program.

• Vancouver Bypass, BNSF. Jason developed a detailed program schedule in MS Project that showed the links and phasing among 22 projects comprising this program. The schedule was used to anticipate and communicate impacts to railroads and other stakeholders.

• Oregon Bridge Delivery Program (OBDP), ODOT. Jason worked closely with HDR’s project controls team to develop a resource-based schedule in Primavera for delivery of construction management services throughout Oregon. The resource-loaded schedule accounted for more than 100 staff to support construction management statewide over a 3-year period.

Interacting with the Internal TeamHDR has learned through previous projects that effective internal team communication helps teams perform

HDR devised specialized tools to monitor cash flow for the OBDP, effectively integrating program resources.

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efficiently, provide innovative ideas, and deliver a quality product that meets the purpose and need. To interact effectively with our internal teams, we have learned to:

• Align on Project Purpose and Need. The team must have a common understanding of the purpose and need, which allows early buy-in. This establishes a baseline for good decisions that support our clients.

• Understand Roles and Responsibilities. Making the effort to properly define staff roles helps team members understand who to count on for critical input and guidance.

• Provide a Forum to be Heard. Each team member brings value. Our experience has proven that providing an opportunity for staff to share their perspectives can lead to innovation and cost savings.

• Leverage Experience. Team members have relevant experience from other projects, clients, and states. We use this experience to explore ideas that bring efficiencies to your program and projects.

• Welcome Change. Welcoming change and effectively integrating it into the program plan allows for the program to remain flexible and allows us to best manage program risk.

• Celebrate Success. Taking the time to celebrate achievements with the team reaffirms the importance of each team member to the success of the program.

With an effective suite of ideas that can be used to guide internal team communication, tools can be put in place to support these ideas. These tools can include:

• Program and project kick-off meetings • Consistent team meetings that include WSDOT and co-located staff.

• Defining a consistent format for gathering, saving and transmitting program information among the internal program team.

• Providing team access to scope, schedule, and budget status and discussing trends.

• Documenting team internal communication protocol in a program communication plan and align this plan with the external communication plan to stakeholders.

Ability to Interact with Client and StakeholdersThe key to interacting with WSDOT and its stakeholders is to truly understand the purpose and need of the program of projects. This places a framework around how we interact. The program is not successful unless we support you in communicating the purpose and need to the stakeholders and consent can be built to achieve success.

Interacting with WSDOTOur interaction with WSDOT will be based on a respect and appreciation for your culture and established processes. We will use these well-established systems to develop an internal communication plan with the WSDOT team. We’ll use the following tools to develop and execute the plan:

• Alignment Meeting. At Notice-to-Proceed, we will meet with WSDOT to better understand your program goals and objectives, schedule, funding status, planned delivery model, and anticipated risks. From this information, we will develop a charter to baseline decisions and a communication plan to guide HDR’s team.

• Monthly Contract Status Meeting. HDR will meet with WSDOT monthly to share status of the contract. We will share goals achieved, risks and opportunities identified, and current and planned expenditures. This meeting also provides HDR and WSDOT an opportunity to discuss our performance.

• Task Order Negotiation Meeting. As we perform work under a task order, Jason will meet with WSDOT to fully understand the project and our role, and negotiate a scope and fee.

• Monthly Integrated Program Team Meeting. We know that there is value in the co-located team meeting monthly to share common experiences and lessons learned from each project.

• Weekly Task Order (Project) Team Meeting. Each team that performs work through task orders will meet weekly to discuss status, milestones achieved, issues, help needed, and planned work for the next week.

Jason Ruth has a proven track record of developing and executing program communication plans to lead multi-discipline teams in the successful delivery of large programs. A great example of his successful experience includes successfully working with WSDOT on the SR 167

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Program to develop and implement stakeholder strategy. The key to the success of this strategy was early and continuous interaction with stakeholders to obtain consent, advancing the design to a point that the program could commit to a cost while leaving flexibility to adjust to potential funding scenarios. The strategy ultimately placed the program as the front-runner for funding in the statewide vote to create a Regional Transportation Investment District in 2007. Unfortunately, the vote was unsuccessful.He understands his role as the Engineering Resource Manager is to lead this effort and act as the single point of contact for WSDOT in the successful delivery of your program.

Stakeholder InteractionStakeholder consent and support of the program is critical to the success of the program. Our interactions with stakeholders will be at the direction of WSDOT. As we interact with stakeholders, we understand that we are speaking on behalf of WSDOT and we will focus on building consensus for the goals of the program.We selected our staff based on their experience on similar projects where they have successfully built to consent with many of the stakeholders in Southwest Washington that WSDOT will interact with on this program. These stakeholders include BNSF Railway, the Columbia Gorge Commission, Clark County, the City of Vancouver, the Port of Vancouver, the Yakima Nation, and the general public. Each of these stakeholders has internal goals on which they will base their decisions and support of the program.For each stakeholder, HDR will develop a communication strategy in conjunction with WSDOT. The strategy will clearly define the stakeholder’s goals, the support WSDOT needs from the stakeholder, and the elements of the WSDOT program that WSDOT is willing to negotiate while achieving the purpose and need of the program. With a well-defined communication strategy, we can act of behalf of WSDOT to;

• Lead or participate in stakeholder negotiation meetings • Lead or participate in project open houses • Represent WSDOT or participate in formal hearings • Develop stakeholder-specific printed literature

We know that an important stakeholder in WSDOT’s program is the DBE community. The DBE program ensures a level playing field and foster equal opportunity for firms

owned and operated by disadvantaged individuals. WSDOT has set a 26% aspirational goal for the program, signifying WSDOT’s strong commitment to this community.

We have assembled a team comprising certified disadvantaged business enterprises that show HDR’s commitment to meeting WSDOT’s goal. This team provides WSDOT with many options to meet the 26% goal and brings recent, relevant experience to help WSDOT deliver its program. At the negotiation of each task order, we will prioritize our commitment to meeting WSDOT’s goal by looking first to our DBE team members to fill key roles and provide needed services. As we work with WSDOT to align program resources with your projects over the length of the program, we will incorporate the DBE commitment into the plan to continually ensure we are making decisions that support the DBE community and meet the program goal.

On the Oregon Bridge Delivery Program, HDR helped ODOT achieve its DBE program goal participation by expertly working the DBE commitment into the program planning for both design and construction. HDR held workshops for both the engineering and construction DBE community to learn about opportunities within the program. HDR provided mentorship to the engineering community as we helped ODOT develop design documents.

During construction, HDR and ODOT met monthly with the DBE contracting community working on construction projects to provide guidance on continued ways to remain successful and grow their businesses. HDR continues to be active in the DBE community through forums such as the Oregon Association of Minority Entrepreneurs (OAME).

Figure 13. Over its duration, OBDP employed 65 MWESB subs; the program achieved a 12% participation goal.

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