wsdot mentor protégé program coordinator submitted by ko … · ko & co will join together in...

WSDOT Mentor Protégé Program Coordinator

Submitted by Ko & Co

(Prime Consultants Ko, Matsuzawa, Kawamoto)

March 12, 2017

Mentor Protégé Program Coordinator

Statement of Qualifications PACKET A (Scoring Criteria 1-5) Ko & Co. (Ko, Matsuzawa, Kawamoto)

2 | P a g e

Introduction – WSDOT Mentor-Protégé Program

The WSDOT Mentor-Protégé Program is intended to enhance the capability of

small and disadvantaged business owners to compete for public dollars. WSDOT

has identified objectives and activities to implement the Program to increase

minority, small, women and veteran-owned business participation or make

notable progress toward meeting the State’s contracting goals.

The Mentor Protégé Program is intended to improve the performance of WSDOT contractors and subcontractors. The program is about relationship building and the establishment of long-term business interactions between small businesses and prime contractors. The goal should increase the overall number of small businesses that receive WSDOT contract and subcontract awards and the program is also designed to improve performance of WSDOT contractors and subcontractors. Mentor-Protégé Program Goals The USDOT and other Mentor Protégé programs have identified the benefits, as an outcome of a formal Mentor Protégé Program. Goals are to:

Enhance small businesses core capabilities. Increase subcontracting opportunities. Motivate and encourage mentors to provide developmental assistance to

protégés. Maximize small business access to WSDOT’s procurement programs. Foster long-term business relationships. Improved communication. Improved quality and technical ability Lower risk on projects. Greater value to customers and stakeholders.

Benefits to Mentor: Long-term relationship with a potential sub-contractor; goodwill and corporate responsibility; develop innovative approaches and technology; potential joint ventures with small business; reduce risk; and improved customer relations. Benefits to Protégé: Long-term relationship with a potential prime contractor; business and/or financial management; business planning and projections; business development; improved communications; risk mitigation; technical support; improved work flow; develop innovative approaches and technology; potential joint ventures with large business; develop strong business capabilities to compete and perform in federal government contracts.



3 | P a g e

STATEMENT OF QUALIFICATIONS – PACKET A

Scoring Criteria 1. Qualifications/Expertise of Firms on Team 1.A. Listing of all firms on your proposed team: Ko & Co., is a Washington State business, certified MWBE and a sole proprietorship. Ko & Co will join together in a joint partnership with three prime contractors for this project. The prime consulting team is comprised of Elaine Ikoma Ko, Mick Matsuzawa, and Stan Kawamoto (known as Consultants). . Elaine Ikoma Ko, President, and aka: Ko & Co. Ko & Co. has been in business since 2009 and has experience on minority, women and small business issues for several decades. Elaine has extensive executive/project management and business development and training experience and has gained an expansive regional network of small business specialists and including veteran-owned business enterprises. Ko & Co. is Washington State Certified Minority/Women-Owned Business (M4F0024857-NAICS Codes 541611 and 541612) and currently working to acquire DBE and SBE certification. Mick Matsuzawa, Principal, Koi Consulting Group LLC: Mick Matsuzawa has 30 years of diversity and small business experience and is a subject matter expert on supplier diversity and Mentor-Protégé program at The Boeing Company; Assistant Director of WA State Office of Minority and Women Business Enterprise (OMWBE) and manager for state and federal DBE, SBE, and MWBE certification, and also manager for stakeholder engagement for the agency. Stan Kawamoto, Principal, J. Harper Contractors, Inc.: Stan Kawamoto brings 20 years of private and public contracting; owner of J. Harper Constructions, Inc., General Contractor’s license No. JHARPCI081B7, specializing in demolition; formerly a certified minority-owned business in Washington State, D4M5310119; also licensed and certified in Oregon and Alaska; and licensed in Nevada and California; SBA 8A/DBE certified in 1993 and graduate in the early 2000s; J. Harper has been a prime or subcontractor on over 100 different project throughout Washington. 1.A.List the types of expertise that each firm on your team can provide: 1.A.How long has each firm on your team provided these types of expertise: Elaine Ikoma Ko, President, Ko & Co: Expertise: Development of small and diverse business policies and programs; project coordination and management; mentoring and outreach to WMBE, immigrant, refugee, and small businesses; training policies and programs; business development; marketing and research; event logistics; strategic planning; writing and communications.



4 | P a g e

Elaine Ikoma Ko has over 25 years of experience as Director of Seattle Office for Women’s Rights, Director of Port of Seattle Office of Social Responsibility (supplier diversity and Inclusion), consulting services for MWBE, immigrant/refugee, and small businesses, and is a current consultant with Tabor 100, an ethnic small business organization. Ko & Co is Washington MWBE-certified and Elaine holds a Bachelors of Arts degree in Communications from the University of Washington and Masters in Business Administration from City University. As Director of the Port’s Office of Social Responsibility, she developed an updated organization-wide Small Business Program; prepared legislation for the Port Commission; collaborated with other public agencies including the City of Seattle, King County, Sound Transit, and Seattle Public Schools. She prepared documents and reports and laid the groundwork to develop the Port’s Small Contractors and Suppliers Program, modeled after King County government. She has worked with an extensive network of small and diverse businesses and business resource providers, and State and regional public entities. Mick Matsuzawa, Koi Consulting Group LLC: Expertise: Mick Matsuzawa has 30 years of diversity, small business, and supplier diversity experience. He managed The Boeing Company mentor protégé program, served as Assistant Director, WA OMWBE, and Manager for state and federal Disadvantaged Business Enterprises (DBE), SBE, and WMBE certifications. He brings private, government and non-profit working knowledge. At The Boeing Company, Mick’s Supplier Diversity group managed the Boeing Mentor Protégé Program and Small Business Mentor Program and increased the overall goal of increasing diversity contracts with minority-, women-, veteran-owned businesses, veteran service-disabled businesses, historic black colleges/minority institutions, DBE, Historic Underutilized Business (HubZone) small business concerns, SBA 8(a), Alaska Native Corporations, Indian/Tribally-owned small business, and assisted AbilityOne, a disabled-owned business. At Boeing headquarters, he worked on Supplier Diversity Policy, Procedures, Metrics and Diversity Reporting and worked across the enterprise implementing programs to increase utilization of diversity spend across the Boeing’s supply-chain; he served as part of the Boeing team with oversight of over $5 billion in minority and women-owned business spend and has previously been a certified supplier diversity professional. As Assistant Director with OMWBE, he supervised a team responsible for State Certification of DBE, ACDBE (airport concessionaire disadvantaged business enterprises), WMBE, SBE (small business enterprise program), and CBE (Combination Business Enterprise.) At OMWBE, he worked as Operations, Stakeholder Engagement



5 | P a g e

(outreach and marketing), Job Order Contracting (JOC), Certified Minority and Woman, Link Deposit Program, and as the Small Business and Veteran Liaison. He worked with USDOT and WSDOT, Sound Transit, and counties and cities. Mick’s supplier diversity work includes being a certification analyst for ASTRA, the NW chapter for Women’s Business Enterprise National Council, the largest certifier organization for women-owned businesses. Mick has BA in Communications from the University of Washington, and a MBA from the University of Tennessee, Knoxville, TN. Stan Kawamoto, Principal, J. Harper Contractors, Inc.: Expertise: Since 2013 to present, Stan Kawamoto has been consultant with the USDOT’s Office of Small and Disadvantaged Business Utilization, Small Business Transportation Resource Center, Northwest Region. Stan specializes in internal structure of each business. Stan provided hands on experience working with minority- and women-owned businesses and working relationships with experts in construction accounting, banking, insurance/bonding, worker’s compensation, labor unions, PLAs (Project Labor Agreements), and was a member of Associated General Contractors (AGC) and Associated Builders and Contractors (ABC). Lists of companies he has worked with include: LTN, OMA, A&D, SYBIS, MEKO, and ESS. J. Harper Contractors, Inc., employed 10 full time employees and hired between 4-50 trades workers, depending on the specific projects. The company was signatory to Labors, 242, and Operators, 302, unions. Stan (51 %), and Jeff Slotta (49%), shared responsibilities in the following: Hiring, bidding, insurance/bonding, purchasing and financing of major equipment, labor agreements, and overseeing all office functions. A sampling of major projects: 2004 RTA/LR-99-02 C735 Central Link Light Rail-Rainier Valley, sub to RCI/Herzog, demolition, contract value $1,102,697.00; 2004 The Third Runway, SeaTac, sub to TTI, trucking, contract value $2,181,425.00; 2004 Sound Transit C710, sub to Obayashi Corporation, demolition, contract value $1,563,825.00; 2005 Othello Corner Lot Abatement and Demolition, prime to Seattle Housing Authority, contract value $99,735.00; 2006 WSDOT C/N 6895 1-182 Columbia Center I/C FA IMD-0240(012) sub to ICON, demolition, contract value $425,250.00; 2006 Brightwater EXC-F1-0825 Exchange, King County, demolition of 50 structures, contract value $182,744.00; 2008 City of Tacoma Central Treatment Plant, sub to MWH, demolition, contract value $129,132.00; 2007 High Point Redevelopment Phase II, Tri-State Construction, demolition of 127 structures, contract value $1,348,136.00; 2008 635 Elliot Avenue, sub to Lease Crutcher Lewis, demolition of the Darigold Building, contract value $577,692.00; 2009 Stock House, prime to Sabey Corporation, demolition of the Rainier Ice House, contract value $1,467,582.00; 2009 Dry Dock, sub to Pacific Pile Marine, demolition of submerged dry dock in Lake Washington, contract value $487,095.00; 2009 The Boeing Company Building 17-11 & 7-74, prime to The Boeing Company, demolition of existing cafeteria and class room, contract value $392,657.00;



6 | P a g e

2009 Green Mountain Mill, prime to Weyerhaeuser Company, demolition of 26 acres of exiting saw mill, contract value $297,000.00; 2009 Priest Rapids Dam, sub to Simon, LLC, removal and relocation of 250,000 LB transformer, contract value $105,000.00; 2010 Chevron GEMCOR, sub to AECOM, demolition of tank farm in Calipatia, CA, contract value $119,483.00; 2010 Snoqualmie Falls, sub to Barnard Construction, demolition of existing dam in river, 3 structures on south side of river, existing view platform, penstock piping to power house, 2 turbines (salvaging one and adding protection) and elevator house, contract value $1,385,200.00; 2010 Jig Plant Removal, prime to TransAlta, demolition of existing Jig coal processing facility, contract value $450,000.00; 2010 Boeing Plant 2, JV prime to The Boeing Company, demolition of existing 32 acres of Plant 2, contract bid $7,995,393.00, ending contract value $15,000,000.00 plus, which included removal of hazardous materials, building, underground utilities, waste water treatment, concrete removal, crushing, and placement, and compaction. Currently working as a consultant with Lily Keeffe, Project Director, and Marselina Alicia, Project Coordinator, USDOT’s Office of Small Disadvantaged Business Utilization, Small Business Transportation Resource Center, Northwest Region to provide internal structure consulting to small construction business, minority or women owned such as: bookkeeping, insurance/bonding, construction friendly banking, CPSs, attorneys, and with construction related associations (AGC and ABC). 1.A.Provide organization chart of your proposed team and include the respective roles that each firm will provide for the team.



7 | P a g e

CONSULTANT ROLES: Elaine Ikoma Ko: lead project management; co-supervision of administrative staff (including interns); outreach to diverse potential protégés; coordination with community resources, diversity specialists, subcontractors; internal/external communications. Mick Matsuzawa: Government relations; technical data requirements and systems development; co-supervision of administrative staff; outreach to potential mentors; coordination with community resources, diversity specialists, subcontractors. Stan Kawamoto: Outreach to prime construction contractors and recruitment of diverse mentors; development of construction policies and procedures, both internal and external; provide training to mentors, as necessary. As shown in the above organization chart, Consultants will be working with Community Resources (many in-kind) and Diversity Subject Experts and sub-contractors, including (This list is not exhaustive): COMMUNITY RESOURCES: Veteran Contracting Specialist (Juarez Group, Govology); Procurement Technical Centers (PTAC); Native PTAC, and Native American Business Special IT; NW Mountain Supplier Diversity Council; U.S. Small Business Administration (small business database); VetBiz (data); University of Washington Foster School of Business. DIVERSITY SPECIALISTS/EXPERTS WHO HAVE AGREED TO WORK AS SUB-CONTRACTORS: Abdul Yusuf, consultant, Eastside for Hire and Uber, Tukwila, WA; member of Tabor 100 Board; member of multiple African and East African organizations, and extensive contacts and networks with diverse small and micro-businesses particularly dump and construction truck drivers. Merle Holden and Maryjo Juarez of Juarez Group, LLC, a Woman and Native American Partnership. Merle is a respected tribal elder of Jamestown S'Klallam Tribe and retired Veteran and brings decades of construction experience as well high degree of business education to Indian Country. Maryjo Juarez is a former Navy contracting official providing diversity training, contract management and proposal development and preparation, overhead cost accounting, strategic marketing, tribal law and government business developments, FAR/DFAR. Suzanne Lackman, Astra Co-Founder with Astra Women’s Business Alliance, partners with Woman Business Enterprise National Council (WBENC) and offers third-party certification of women-owned businesses in Alaska, Oregon, Washington, Idaho, Montana and Northern California. WBENC is also an approved Third Party Certifier for the United States Small Business Administration (SBA) Women-Owned Small Business (WOSB) Federal Contracting Program. WBENC is the largest certification provider of women-owned business. Astra is headquartered outside of Portland, Oregon. Additionally, Consultants have well-established contacts with and shall conduct outreach to key experts in the field of diversity, construction, and WMBE/DBE participation as resources, diversity specialists or subcontractors, including, but not



8 | P a g e

limited to: Tabor 100 (ethnic business organization), Ethnic Chamber of Commerce, National Minority Business Advisory Council, National Association of Minority Contractors of Washington, Community Coalition for Contracts and Jobs, Washington Black Collective, Organization of Chinese Americans, Black Dollar Days Task Force, El Centro de la Raza, Casa Latina, Ventures, Veterans Advocate, Kent Black Action Commission, National Association of Black Veterans (Seattle), Coalition of Black Trade Unionists, African American Veterans Group of Washington State; Ethnic Business Coalition, Latino Civic Alliance. A number of these entities are statewide. 1.B. Provide listing of each team member’s offices within the state of Washington

(including the Greater Portland Metropolitan Area), include the total number of employees within each location and the types of expertise that is available at each location.

Ko & Co., Elaine Ikoma Ko – State-certified MWBE - Seattle - No. Employees (1); At Seattle location and serving the Greater Seattle region: small, WMBE, immigrant refugee business development, program development, monitoring and oversight; project management expertise. Diverse targeted outreach, event logistics, strategic planning, mentoring, and training; development of policies to support diverse small businesses; marketing, writing and communications. Koi Consulting Group, LLC, Mick Matsuzawa – Everett - No. Employees (1); program management; small and diverse business subject matter expert; policy and procedures; outreach; lean/QA, supply-chain, diversity certification, contracting, rate readiness, and marketing; Native American business development; veteran and service-disabled, and MWBE certification; DBE; WSDOT, USDOT, FAA procurement; knowledgeable on businesses affected by RCW 49.60.400 (Discrimination, preferential treatment prohibited); Title VI of The Civil Rights Act of 1964 and additional non-discrimination requirements as it applies to DOT. J. Harper Construction, Stan Kawamoto – Renton – No. Employees (1); Expert on small business contracting and construction, bonding, insurance, reporting, analysis, apprenticeship, financing, and scheduling. Kawamoto shared the contracting, bonding, insurance, financing, project management on all projects. Developed relationships with several construction banks, insurance companies, CPAs, labor unions, suppliers, and equipment manufacturers. Mentors small construction business, minority or women-owned, to develop internal structure: bookkeeping, insurance/bonding, construction friendly banking, CPAs, attorneys, and construction related associations, such as Associated General Contractors (AGC) and Association of Business and Contractors (ABC).



9 | P a g e

1.C. Has the prime consultant worked with proposed sub-consultant(s) on similar projects in the last three years? If yes, provide name of the project, each firm’s role on the project and the dates the services were performed. Limit examples to one project for each sub-consultant firm. Yes. Stan Kawamoto has worked with proposed sub-consultant USDOT from 2013 to present, as a consultant with Lily Keeffe, Project Director, and Marselina Alicia, Project Coordinator, USDOT’s Office of Small Disadvantaged Business Utilization, Small Business Transportation Resource Center, Northwest Region. Elaine Ikoma Ko recently completed a WMBE and immigrant/refugee outreach project (Tabor 100) with proposed sub-consultant Abdul Yusuf who conducted outreach to African and East African construction trucking companies for the project (March 2017). 1.D. Provide table identifying current availability of key staff and resources for each firm on the proposed project team. The availability of staff must be identified as hours available per month for the length of the project, not in percentages of time available.

Work Schedule Ko & Co.

Consultants

Hours Per Month Duration of Project*

Elaine Ikoma Ko (Lead) 48*

Mick Matsuzawa 40*

Stan Kawamoto 40*

Admin Staff** 32

*Hours in first two months of project will be greater. **Augmented by interns specializing in data, research, and IT systems development.

The Consultants are available at all times through duration of the project to discuss the Mentor Protégé Program with WSDOT, vendors, sub-contractors, stakeholders, and clients. The consultants’ work schedules will overlap to ensure clear roles and continuous coordination and oversight. The initial phase of the project is anticipated to have all team members available to finalize plan and to schedule accordingly. Monthly average work hours are up to 160 hours for this project (excluding unpaid interns). The Consultant Lead, in consultation with the team, can adjust hours to maintain the schedule and budget accordingly to meet demand. The project anticipates that travel/lodging and support of stakeholders will need additional resources. Travel time



10 | P a g e

from home office (metro Seattle or cross-state) is a consideration and will be factored in utilization of work hours. 1.E. Provide a list of up to three (3) projects that each firm on your project team has completed within the last three (3) years. The project(s) must demonstrate the required expertise needed for this project. Include the work/services provided on the project(s) and the approximate amount received for each project. Project #1: Ko & Co – Completed (March 31, 2017) a one-year business development and outreach project for WMBE and immigrant and refugee small businesses (primarily construction) for the City of Seattle’s Office of Economic Development. Prepared a major policy and program report with recommendations. Coordinated and conducted entire project: carrying out program, events, outreach; compiling data and lists, and preparing presentation and reports to the City as required per the contract. (Contract value: $100,000) Ongoing: Providing ethnic small business consulting (as volunteer and paid consultant) working with Tabor 100, Ethnic Business Coalition, and individual businesses. Project #2: Koi Consulting Group, LLC - Current Project (2014 to present) - development of e-commerce site on Diversity and Inclusion Planning, “a-how-to” program for companies interested in establishing a diversity and inclusion program (focus: diversity leadership, policy/procedures; diversity marketing communications; diversity education/training/mentorship), anticipated completion date is 2018. (Project value: $50,000.) Ongoing: Volunteer work for Edmonds Community College’s Facility Maker Space - developing resource map for supply chain and business development (2016-present). Project #3: Stan Kawamoto - (2013-present). Working as a consultant with Lily Keeffe, Project Director, and Marselina Alicia, Project Coordinator, USDOT’s Office of Small Disadvantaged Business Utilization, Small Business Transportation Resource Center, Northwest Region. Mentoring small construction business, minority- or women-owned, to develop internal structure: bookkeeping, insurance/bonding, construction friendly banking, CPAs, attorneys, and construction associations, AGC and ABC. Stan attended as a panelist, speaker, or attendee for the USDOT: Northwest Puget Sound Small Business Summit, Alliance Northwest, Regional Contracting Forum, USDOT Bonding Education Program in Seattle and Tacoma, WA, Tribal Outreach Event with Tulalip tribes, and Economic Alliance Snohomish County.

End of Scoring Criteria 1



11 | P a g e

Scoring Criteria 2: Qualifications of Proposed Project Manager 2.A. Provide up to three (3) examples for the proposed Project Manager that demonstrates his/her prior experience as a Project Manager on WSDOT or similar projects. Include the date(s) of each project; the name of the client/organization for each project; list the project manager’s responsibilities and tasks on each project. Example #1: Elaine Ikoma Ko: As Founding Director of the Port of Seattle’s new Office of Social Responsibility (2007-2009), Elaine established a new Small Business Program and worked with King County to align the Port’s program with the Small Contractors and Suppliers Program. Supervised staff; worked cross-departments with three Port units (Seaport, Airport, Corporate); researched and analyzed data and compared other jurisdiction’s programs; oversaw the development of the program and new legislation to support the new policies. Established required participation to meet regulations and requirements for DBE participation on federally-funded construction projects and ACDBE requirements on federal airport concessionaire programs. (March 2007-February 2009) Elaine managed a one-year project (March 1, 2016-March 31, 2017) for the City of Seattle’s Office of Economic Development, sponsored by Tabor 100, and worked in collaboration with the City’s Mayor’s Office and other City departments. In this project, oversaw entire project; supervised volunteers, reported to the Tabor 100 Board of Directors; reported to the City staff representatives; collected all the data; prepared the mid-year and final reports. Has extensive project management experience on similar complex, multi-leveled projects as a consultant and in other professional career positions. Example #2: Mick Matsuzawa: Project management with WSDOT and Sound Transit; developed the initial marketing DBE/SBE certification program on “Get Certified” campaign (Sept. 2013-Jan 2014). The campaign targeted all areas and key cities and counties with the purpose to increase visibility and importance of State and DBE certification in support of the Governor's Initiative of Prosperous/Results Washington (part of the initial kickoff). Example #3: Stan Kawamoto: Performed project management duties on the following Sound Transit projects: 2004 RCI/Herzog, Rainier Valley; 2004 Obayashi Corporation, Beacon Hill; 2005 Seattle Housing Authority, Othella Corner;2008 PCL, Central Light Rail Link;2005 Clearcreek Contractors, Commuter Rail Station;2006 Nuprecon, Sound Transit Bus Link; 2008 Gary Merlino, Tacoma Commuter Rail Station; 2004 TTI, Third Runway at SeaTac; 2006 WSDOT: C/N 6895 1-182 to Columbia Center, sub to ICON; 2005 Ben’s Auto Repair Demolition; 2006 King County, Bright Water North Creek; 2010The Boeing Company, Demolition of Plant 2, Seattle: 2010Barnard Construction,



12 | P a g e

Snoqualmie Falls; 2008 Department of Natural Resources, sub to Pacific Pile Marine, Dry Dock Demolition in Lake Washington. Projects dollar ranged from $50,000.00 to up to as high as $16,000,000. Project management duties included: coordination of subcontractors bidding on asbestos abatement; flagging; fencing; and landscaping. Provided current debris disposal fees for concrete, construction debris, and clearing and grubbing. Scheduled trucking, travel routes, and closest disposal locations. Obtained demolition permits, Puget Sound Clean Air Permits, and filed for Intent to Pay Prevailing Wages and Affidavits. Secured daily work sheets from general foreman and trucking logs. Ordered fuel deliveries and any other necessary supplies. Ensured that all payroll checks were allocated to current employees each Friday and to laid-off employees upon release. 2.B. Demonstrate the Project Manager’s familiarity with relevant state and federal regulations and/or procedures. The Consultants have familiarity with the following relevant state and federal regulations and/or procedures through past projects: CFR title 49 part 26 USDOT: The basis for disadvantaged business enterprise program and the establishment of 49 CFR 26.35 on how DBE business development program to assist firms in gaining the ability to compete successfully in the marketplace outside the DBE program. The Mentor Protégé Program will assist in this goal. It should be noted that the Mentor Protégé Program may be an additional source of race-neutral DBE participation to the recipient. For the first time in the history of the Department's DBE regulations, Part 26 explicitly authorizes recipients to establish mentor-protégé programs as a part of their DBE programs. Under this authority, recipients may cooperate with private-sector mentor-protégé plans that are consistent with the safeguards against fronts and frauds established in Part 26. The DBE Program is similar in many ways to the state Minority and Women’s Business Enterprise Program; however, race conscious enforceable goals are allowed under the DBE program, as it is a requirement of federal-aid and not subject to RCW 49.60.400 (I-200). WSDOT Secretary’s Executive Order E 1009.02 Disadvantaged Business Enterprise Program, is a condition of receiving federal financial assistance from the United States Department of Transportation (USDOT), WSDOT has given assurance to USDOT, specifically Federal Highway Administration (FHWA), Federal Transit Administration (FTA), and Federal Aviation Administration (FAA), that it will comply with Title 49 Code of Federal Regulations (CFR) Part 26.

https://www.ecfr.gov/cgi-bin/text-idx?tpl=/ecfrbrowse/Title49/49cfr26_main_02.tpl



13 | P a g e

Title VI: Nondiscrimination in Federally Assisted Programs – The mission of WSDOT's Title VI Program’s primary goal is to ensure all management, staff, contractors, local agencies, and service beneficiaries are aware of the provisions of Title VI and the responsibilities associated with Title VI of the Civil Rights Act of 1964. Governor Inslee, Executive Order 13-01 Veterans Transition Support Agency Procurement from Veteran-Owned Businesses Each executive cabinet agency shall set a target of awarding at least five percent of all procurement contracts to certified veteran-owned businesses. The Department of Veterans Affairs (DVA), in consultation with the Department of Enterprise Services (DES), will establish agency reporting standards and protocols. 2.C. Provide up to three (3) examples of the proposed Project Manager’s ability to manage all of the following within a project: Project schedule; Scope of work/scope creep; Budget issues; and, Changes that arise throughout the life of the project The Consultants has been involved in a number of successful projects. The Consultants have used the concept of “Project Work Plan” (PWP) to promote the efficient, organized, and timely completion of the work product according to schedule, budget and contract requirements. The PWP details the job scope, defines the work product and establishes task sequencing, budget, resource allocation, and the schedule (see details in next sections). Example #1: Ko successfully delivered on schedule, and with no budget over-runs, draft legislation to the Port Commission, which was adopted, to establish the updated Small Business Program which directed the Port to work with King County on the Small Contractors and Suppliers Program. Ko collaborated with many departments and individuals within the Port, as well as extensive outreach and involvement with community small businesses and prime contractor stakeholders. Collaborated with the Airport Concessionaires Program to ensure inclusion requirements for ACDBE were met and assisted departmental staff in meeting DBE requirements on other federally funded projects. Example #2: Project management was an everyday exercise in Supplier Management at Boeing. Matsuzawa prepared the team to manage the project’s schedule; scope of work/scope creep; budget issues; and changes that arise throughout the life of the project. As part of 747-8 aircraft supplier management, he was responsible for floors and fuselage and followed a strict rate-readiness project plan which kept the aircraft assemble on schedule to meet a highly demanding customer delivery. He never missed a delivery deadline for his aircraft section. The three primary criteria measures are quality, delivery and cost. The program work involved change management and budget negotiations



14 | P a g e

with key vendors. This project management experience allows Matsuzawa to bring this expertise to this project. This production culture is also used in the management of Boeing Supplier Diversity Program. Additionally, OMWBE, along with WSDOT, Sound Transit, in Oct 2013 started a “Get Certified Campaign” in order to create visibility for contractors to the importance of certification. There were a number of challenges due to budget, aggressive schedule, lack of personnel, and a new administration. The campaign pulled resources from a number of individuals. By working the project plan diligently and reduce risk to the campaign, it helped in rebranding the agency. Example #3: Kawamoto worked on Boeing Plant 2 Demolition (2010), JV prime to The Boeing Company. Scope of Work: demolition and removal existing Boeing plant on 32 acres, across from King County Airport, along the Duwamish River. It included: asbestos abatement; demolition of plant; waste water treatment and run off; utility disconnects, capping, both within and under plant 2; removal and recycling of all concrete footings, foundations, sidewalks, slabs, and roadways; salvage and recycling of all metals; placement of fill material and compaction; air and noise monitoring; management of all subcontractors; security clearance of all employees and subcontractors; insurance certifications from all subcontractors; safety committee meeting and reporting; daily work sheets; project schedule; weekly meeting and project check points. Kawamoto hired an additional safety director, project administrator, and set up mobile offices and worker’s break and lunchrooms. Lump sum bid was $7,995.393.00. Kawamoto increased that contract by: additional work not addressed on the original plans and specifications; the sale of all scrap metals; the sale of crushed concrete from the demolition back to Boeing; and the placement and compaction of recycled concrete as fill material. The schedule for completion and doing the punch list was two years and contractor meet all of Boeing’s request for additional work; did not have any accidents or injuries, even though one of our subcontractors did; employed somewhere close to 30-40 trades workers; and met all Federal and State environmental issues, both on the job site and in the river; and incurred no delays or stoppage of work. 2.D. Provide listing of professional licenses/accreditations for the proposed Project Manager; include the year that each license/accreditation was received. Please include the licenses that were obtained in the State of Washington only. Elaine Ikoma Ko: Washington State MWBE certification M4F0024857. Currently applying for DBE and SBE status.



15 | P a g e

Mick Matsuzawa: Alliance of Certified Supplier Diversity Professional certificate, 2002-2011, part of Boeing team that established the curriculum and certification diversity professional used by leading corporations. Stan Kawamoto: WA State General Contractors license: JHARPC108B7; OMWBE certification DBE number: D4M5310119. Also licensed as a General Contractor in: Oregon, Alaska, California, and Nevada. Minority certifications in Alaska and Oregon. All licenses and certifications are currently inactive.

END OF SCORING CRITERIA 2



16 | P a g e

Scoring Criteria 3: Key Team Members Qualifications (Prime Consultants and Sub-Consultants) A. List each key team member’s role/responsibilities on your proposed team. For each proposed key team member, provide up to three (3) examples of prior relevant projects. Include the name of project(s); dates of the project(s); and roles/responsibilities for each team member on those project(s); For each key team member on your proposed team, demonstrate his/her understanding of WSDOT and/or public agency regulations/procedures. 3.A.Team member’s roles/responsibilities on proposed team: The Consultants will be involved with all project phases to ensure oversight, implementation and continued development of the PWP. Elaine Ikoma Ko will be responsible for outreach specifically to potential protégés; directly co-supervise the administrative staff and interns; ensure the tracking system and forms are prepared completely and in a timely manner; prepare marketing materials and communications. She will assist administrative staff in developing agreements and contracts with sub-contractors, mentors, and protégés. Mick Matsuzawa will be the liaison with government agencies and community resource contacts; co-supervise administrative staff and interns; will oversee development of online data management and tracking systems, templates, forms, and memorandums of agreement; assist in outreach to both prime construction contractors and diverse protégés. Stan Kawamoto will be highly visible in outreach and relationship building with prime construction contractors for mentor recruitment and training. Due to his extensive construction background he will assist in the budget, accounting systems, construction banking and legal issues, develop the memorandums of agreement, and general expert counsel as it related to the construction industry. The sub-contractors’ roles will be to provide the advice and hands-on outreach to open up doors in minority, immigrant and refugee, women, veterans, and service-disabled small business sectors as well as with diverse prime contractor mentors.



17 | P a g e

3.A. Prior Relevant Projects and Understanding of WSDOT and/or public agency regulations/procedures. Elaine Ikoma Ko:

1. Prior project: As Founding Director of the Port of Seattle’s new Office of Social Responsibility (2007-2009), Elaine established a new Small Business Program and worked with King County to align the Port’s program with the Small Contractors and Suppliers Program. Supervised staff; worked cross-departments with three Port units (Seaport, Airport, Corporate); researched and analyzed data and compared other jurisdiction’s programs; oversaw the development of the program and new legislation to support the new policies. Established required participation to meet regulations and requirements for Disadvantaged Business Enterprise (DBE) participation on federally funded construction projects, particularly ACDBE requirements on federal airport concessionaire programs. (March 2007-February 2009)

2. Elaine managed a one-year project (March 1, 2016-March 31, 2017) for

the City of Seattle’s Office of Economic Development, sponsored by Tabor 100 (see above), and worked in collaboration with the City’s Mayor’s Office and other City departments. In this project, oversaw entire project; supervised volunteers, reported to the Tabor 100 Board of Directors; reported to the City staff representatives; collected all the data; prepared the mid-year and final reports. Extensive project management experience on similar complex, multi-leveled projects as a consultant and in my other professional career positions.

Mick Matsuzawa:

1. (2012 -14), Project lead to convert OMWBE 30-year paper records to digital format in support of WSDOT DBE, MBE, WBE program; to manage certification; provided account management supporting the planning for IT.

2. (2013-2014), Project lead to introduce diversity plan requirement for Dept. of Enterprise Services’ contracting process and procedures

3. (2011, 2013-14), OMWBE Stakeholder Engagement Manager Program lead’ established the marketing communication for Agency website; managed the outreach and advocacy for Small Business Certification.

Stan Kawamoto:

1. (April 27, 2017), Speaker at Tribal Business and Contractor Outreach Event, Tulalip Casino Resort, on behalf of USDOT’s Office of Small Disadvantaged Business Utilization, and Small Business Transportation Resource Center, Northwest Region, Lily Keeffe, on contracting in both



18 | P a g e

public and private projects. Also spoke to several general contractors, Granite Construction, Hensel Phelps, and Kiewit about several minority business attending and made introductions.

As note in previous sections and in above prior relevant projects, each of the Consultants have worked with the following WSDOT or public agency regulations: CFR title 49 part 26 USDOT; WSDOT Secretary’s Executive Order E 1009.02 Disadvantaged Business Enterprise Program; Title VI: Nondiscrimination in Federally Assisted Programs; Governor Inslee, Executive Order 13-01 Veterans Transition Support Agency.


https://www.ecfr.gov/cgi-bin/text-idx?tpl=/ecfrbrowse/Title49/49cfr26_main_02.tpl



19 | P a g e

Quality Control Plan

1. Definition of Project 2. Schedule 3. Project Manager 4. Quality Control Officer 5. Deliverables 6. Quality Control Procedures

Scoring Criteria 4: Firm’s Project Management System (Prime Only) A.• Describe your firm’s Quality Assurance/Quality Control processes; • Describe your firm’s tracking system(s) to monitor the project’s budget and/or scope; • List your firm’s scheduling program. Identify the type of software and list up to three projects where the proposed Project Manager(s) have utilized this software; • Describe your firm’s process for interacting with your internal project team; and • Describe your firm’s ability to provide interaction with your client and/or stakeholders. 4.A. Describe your firm’s Quality Assurance/Quality Control processes Quality assurance and Quality Control (QC) is part of the Consultant’s PWP. The QC plan includes these elements (Figure 1.) This process is necessary to review if project is on schedule, tracked, monitoring against budget and meeting requirements, and is foundational with written assessments and timely corrective action.

Figure 1.

A detailed project QC Plan will be attached to a “Project Work Plan” (PWP), upon commencement of the contract. General components of the PWP are listed in the next section. 4.A. Describe your firm’s tracking system(s) to monitor the project’s budget and/or scope; C. List your firm’s scheduling program. Identify the type of software and list up to three projects where the proposed Project Managers have utilized this software Proposed Scheduling and Project Management System: The Consultants will employ a number of tools to manage this mentor protégé project. Each Consultant member has worked with Microsoft Project 2016, software designed to project manage our operation



20 | P a g e

plan, assigning resources to tasks, tracking progress, managing the budget, and analyzing workloads. The MS Project is a tool to integrate with MS Office 365 for internal communications to keep program track milestones, track various customers and their task to plan, reporting metrics and deliverables. MS Project is a tool as a visual aid and communication tool to support project. In addition, Google Docs supports secure internal correspondence and data management. Microsoft Office Suite, Adobe Creative Suite, and similar office and design software will be used extensively for documentation, tracking and reporting, and professional designs. All of Consultants’ past projects were completed on time and on budget, based on the original contract, and often with additional extra scope of work. For construction projects, Consultants have had no contracts or contractors going after our bonds because of noncompliance or not completing our contracted scope of work. 4.A. Describe your firm’s process for interacting with your internal project team: The Consultants have decades of experience working in private, government and non-profit sectors. The consultants will further work with customers and stakeholders to refine project on areas of concern and requirements and intend to communicate constantly throughout the project’s duration. Methods of internal communication will include online methods of email, Google docs, Doodle meeting scheduling, and weekly or bi-weekly meetings as required. The Consultants have specific expertise in areas of construction contracting, small business development (minority-, women-, and veteran-owned businesses), diversity outreach /event management, marketing, and cultural competency. The Consultants will communicate daily to manage scope of work. The Consultants will interact and communicate as needed with sub-contractors in the above-described methods. Sub-contractors will be interviewed and hired with after commencement of the contract and communicated to WSDOT. 4.A. Describe your firm’s ability to provide interaction with your client and/or stakeholders: Consultants have extensive and trusted working relationships with key client and stakeholders for this project. This has been developed over decades working within the entire state. Interaction will be consistent with clearly defined roles and expectations. Consultants have identified key individuals/specialists/organizations who will be delegated certain responsibilities with terms of that delegation, or serve as advisors. Consultants understand that responsibility should be delegated in a clear, unambiguous manner. Partners are those who can serve as sub-consultants on the project, or as advisors and resources.



21 | P a g e

The Consultants shall conduct outreach to key experts in the field of diversity, construction, and MWBE/DBE/VET participation and have professional contacts with the following organizations (note: this list is not inclusive): Veteran Contracting Specialist (Juarez Group, Govology); Procurement Technical Centers (PTAC); Native PTAC, and Native American Business Special IT; Tribal Employment Rights Office (TERO); U.S. Small Business Administration (small business specialist and database); VetBiz (data); University of Washington Foster School of Business; WA State OMWBE; United States Dept. of Transportation (USDOT); WBENC; Woman Business Enterprise National Council, ASTRA local chapter NMSDC; National Minority Supplier Diversity Council (local chapter, Northwest Mountain); Minority Supplier Diversity Council’ SBA; Small Business Development Center; Commission on Asian Pacific American Affairs; Commission on African American Affairs; Commission on Hispanic-American Affairs; Governors Office of Native American Affairs; Associated General Contractors of America (AGC of America); Associated Builders and Contractors of Western Washington (ABC); Construction Center of Excellence @ Renton Technical College; Urban League of Metropolitan Seattle; Tabor 101; Ethnic Chamber of Commerce; National Minority Business Advisory Council; National Association of Minority Contractors of Washington; Builders Exchange of Washington; Community Coalition for Contracts and Jobs; Washington Black Collective; Organization of Chinese Americans; Black Dollar Days Task Force; El Centro de la Raza; Veterans Advocate; Kent Black Action Commission; National Association of Black Veterans (Seattle); Coalition of Black Trade Unionists; African American Veterans Group of Washington State; Ethnic Business Coalition; Latino Civic Alliance.




22 | P a g e

Scoring Criteria 5: Project Delivery Approach A. How does your firm develop a work plan for this project; Who is involved with the decision making process for the development of the work plan; Describe each of the elements of the proposed work plan for this project; and Describe how your work plan addresses contingencies that may arise during the project.

5.A. How does your firm develop a work plan for this project and who is involved with the decision making process for the development of the work plan. Describe each element of the proposed work plan for this project. Consultants will make all joint decisions on development of work plan and any amendments and changes to the work plan. The below Figure 2. are considered elements of a typical PWP. Many of the individual elements are discussed in finer detail after contract commencement, however, as this is a non-construction consulting project, some of the elements may not be relevant.

Figure 2.

The PWP is a living document, growing in detail as a project progresses. The suggested elements of a PWP presented may be modified to fit the project and the needs. The Consultants will assemble these PWP elements into one document as a



23 | P a g e

management tool to help ensure that all the essential issues are considered and that the individual elements are planned in a consistent and complementary fashion. However, the intent of the PWP is not to replace project scope – it is intended to be a summary of the most important project records for daily use by WSDOT project managers and Consultants. Elements of Mentor Protégé Program: 1. Project Description, Goals, Objectives, Deliverables, Metrics, and Schedule: This

will include a narrative on project background, risks and opportunities, environmental conditions, and specific contract deliverables with scheduling.

2. Organization and Administration: We will identify clear roles and responsibilities of Consultants, sub-contractors, and resource advisors. Specific job descriptions will be ascribed to staff(s).

3. Schedule: A detailed and reasonable schedule for deliverables will be developed, with cushion for contingencies.

4. Budget and Financial: A detailed line-item budget will be developed with QuickBooks software system specifically for this project. Reports will be easily accessed, distributed, and managed.

5. Quality Control and Risk Assessment: A quality control and risk assessment plan will be included in the PWP.

6. Project Closeout: Negotiate, if necessary, any scheduling changes, continued project needs beyond end of original contract date; prepare final reports.

A sample of success metrics:

The establishment of tracking metrics and methodology.

Definition of a successful Mentor and Protégé.

Improvement in technical capabilities of protégé firm.

Track and meet Mentor and Protégé expectations.

Develop methods of change and corrective action.

Work to increase the number, dollar value and percentage of subcontracts e.g., on WSDOT projects with mentor and protégé; date of entry into project or program.

Work to increase number of dollars value of contract and subcontract awarded to protégé firms since entry into program.



24 | P a g e

Specific elements of the Mentor Protégé Program:

1 Identify 30-50 prime contractors and consultants and 30-50 minority,

women, veteran-owned sub-contractors/consultants interested in participating in the program; develop and finalize Memorandums of Understanding between Mentors and Protégés.

Consultants will develop Memorandum of Understanding and will need to be vetted and legally approved by WSDOT. We anticipate both Mentor and Protégé to enter in a formal agreement. The numbers and types are dependent upon many factors affecting the Mentor Protégé Program. The number of projects in the pipeline, the quality of Primes and subcontracts, Outreach, Compelling Marketing, Mentor Protégé Training, Market Conditions, Project Schedule, etc. WSDOT procurement policy of whether the program is a mandatory requirement as opposed to a voluntary program will affect outcome to the number of participation. The establishment and ground rules on qualitative vs. quantitative measures should be finalized; e.g., Mentor Protégé Coordinator should not have influence over the mentor or protégé on contract awards issued by WSDOT, or technical capabilities.

An example of early initial work activities:

Set up association memberships with Associated General Contractors of Washington (AGC), and Associated Builders and Contractors, Inc. of Western Washington (ABC). These two associations have all the General Contractors, both union and non-union, as members, throughout the state;

check WSDOT website to check on the announcements that have meeting schedules dates and times;

Coordinate with USDOT’s Small Business Transportation Resource Center, Northwest Region, Marselina Alicia, and coordinate with their training schedules;

Set up a meetings with key resource providers, such as, local director of Construction Center of Excellence at Renton Technical College to work with their extensive contractor base.

Promote Mentor Protégé through all Highway project announcements. Make adjustments to schedule.

Consultants have identified potential protégés databases. Among them are the State certified MBE, WBE, DBE, SBE, Veteran and Federal databases, extensive number of business and community organizations, and data maintained by King County, City of Seattle, Spokane, Tacoma, Bellevue, Ports and other public institutions. Consultants also have an extensive network with contractors, subcontractors, and diversity advocates/experts.



25 | P a g e

2. Develop tools, processes and procedures:

Determine if the Protégés are viable companies.

Evaluate Protégés to determine the types of assistance the firms need.

Determine if the Mentors and Protégés are sufficiently interested and willing.

Pair and enroll Mentors and Protégés.

Upon enrollment, monitor and report monthly on Mentor and Protégé success.

WSDOT will review a Mentor-Protégé arrangement no later than 30 days after receipt. Following WSDOT review, the mentor may implement a “developmental assistance program.” The developmental assistance is to guide the mentor in planning the relationship with the protégé and may include: management or technical assistance; overall business management/planning; cooperation on joint venture projects; rent-free use of facilities and/or equipment; temporary assignment of personnel to protégé for the purpose of training; any other types of mutually beneficial assistance.

It has been part of Consultants’ experience that primes are always looking for good subcontractors and subcontractors are looking for opportunities. A Mentor Protégé Program that consists of a formal agreement will assist increasing the number of diverse and small business utilization; the pairing and enrolling mentor and protégé or “matchmaking” will need sufficient communication and outreach, and establishment of a mutual benefit for the pair.

Consultants anticipate upon enrollment to continuously monitor and report monthly on Mentor and Protégé success through data entry system and correlation building between program activity and outcomes. In the initial phase to work with a number of Primes to evaluate their process and how they match up with their ability to recruit new subcontractors; and to work with subcontractors on their needs to create opportunities. Consultants will work with stakeholders, subcontractors, and resource providers to assist with promoting the Mentor Protégé Program. 5.A.Describe how your work plan addresses contingencies that may arise during the project. The hallmark of a successful project is completing the project requirements on time, within budget and with high quality. The PWP itemizes the elements of project management that will lead to success, however, with any plan there are risks. Risk assessment involves identifying the definition of success on a project and what may go wrong to jeopardize that success.



26 | P a g e

Risk is the measure of the probability and consequence of not achieving a defined project goal. Risk management is the act or practice of dealing with risk and includes planning, assessing, and monitoring risks throughout the project. Consultants will carefully measure progress against milestones and project objectives and will outline specific possible risks, challenges, and prepare for programmatic, personnel, and financial contingencies. The PWP will identify all possible projected contingencies prior to the project’s commencement and will include: possible unforeseen changes in personnel; unforeseen budget challenges; reassessment of approaches with mentors or protégés, and such. 5.B. Describe your approaches to resolve issue(s) within the project team; client(s) and stakeholders. The Consultants’ best practices are to begin with a long-term vision of the project and hold onto that vision. Inevitably unforeseen issues or conflicts will arise. Often they are financial or human resource (personnel) related. When working with people, there will always be communication issues. The simplest and most effective methods and approaches are to immediately address issues and strive to foresee them before they become serious concerns. Professionalism and high integrity are the two hallmarks of success and best practices when addressing issues. Conflicts and issues will naturally arise in this project. To handle them calmly, professionally, timely and quickly, and with care and respect will be the Consultant’s proven successful approaches. A solid method is to keep a list of issues and track resolution of said issues. This simple tracking used to manage change, corrective action and success stories to assist in crafting a narrative for reporting and communications efforts. 5.C. Provide assumptions for work breakdown structure, e.g., WSDOT vs. consultant deliverables. An “overview” of WSDOT/Consultant PWP should clearly identify how the project will be administered. This breakdown should include: Responsible Office should be identified for Consultants; Administrative Staff who will handle project actions such as filing, word processing, invoicing and accounting should be identified; Project Files should include list of files to be used; Special Needs such as travel procedures; vehicles and special equipment should be included as appropriate; Communication Plan may be the most important administrative issue. How will the Consultants communicate with WSDOT, the project team, sub-consultants and



27 | P a g e

others? Objectives for frequency of consultant/client contacts should be identified and plan also may include sample forms for letters, memos, transmittals, fax covers, and other forms of written communication; Meeting Schedule for consultant-client meetings, as well as for internal team and sub-consultants; Internal Reports to both the WSDOT and the Consultants should be listed, as appropriate; Progress Reports should be submitted as required by the scope of services; Project Close-out Requirements should completed in a timely manner which includes requirements of Consultants and WSDOT to close-out the project completely with index of archived files as necessary. Consultants recognize the importance of oversight and internal controls of both WSDOT and Consultants. WSDOT deliverables that we might anticipate:

The WSDOT will oversee the Mentor Protégé Program to achieve program objectives.

WSDOT will review and evaluate Mentor-Protégé arrangements for practicality, and accuracy of provided information.

WSDOT can perform site visits where Mentor-Protégé activity is performed.

WSDOT will review reports to measure protégé progress against the established developmental assistance included in the approved arrangement.

If WSDOT determines that the objectives of the arrangement are not met, WSDOT may conclude the existing Mentor-Protégé arrangement if it determines that such actions are in the best interest of the agency. The WSDOT will communicate this decision in writing that will be sent to the mentor and protégé after approval by the Director of WSDOT or representative.

Consultants have developed similar work plans based on years of experience working with MBE, WBE, Veteran, Service-Disabled Veteran, Prime Contractors, and Sub-Contractors. Consultants will review best practices provided by various project management and professionals. Additionally, Consultants are aware of and sensitive to WSDOT correspondence letter (December 28, 2016)1 from USDOT on non-minority white women DBE Program, 2012 disparity study (May 17, 2013), and other public disparity studies such as Sound Transit’s recent study.

1 The 2012 disparity study found that, based upon available data, non-minority white women-owned businesses were being “overutilized” on federally-funded WSDOT contracts…no statistical evidence of discrimination. http://www.wsdot.wa.gov/publications/fulltext/design/ConsultantSrvs/Notice_Dec2016.pdf



28 | P a g e

The Consultants’ detailed work plan (PWP) will be based on customer requirement and business practice. For the Mentor Protégé Service Coordinators (Consultants), the work plan will also be based on WSDOT Consultant Services Manual M 27-50.05 (September 2016), and related USDOT consultant handbook and guides. Additional guidance will be through WSDOT Consultant Services Office that manages portions of personal/consulting services contracts. 5.D.Identify any key issues and critical milestones for the project. Typically projects of this nature could include technical issues, public concerns, and politically sensitive “hot buttons.” We intend to outreach to concerned local agencies and stakeholders and include brief description of the pertinent history that may help explain the constraints while conducting an environmental scan/assessment prior to beginning the project. Milestones/Deliverables: Milestone #1: Finalize PWP and QA Plans. Milestone #2: Identify and establish contracts with expert vendor/sub-contractors. Milestone #3: Establish successful online data management system and online forms and procedures. Milestone#4: Finalize memorandum of understandings for 30-50 mentors and 30-50 protégé/mentees. Milestone #5: Negotiate budget additions or amendments with WSDOT for continuation of the program. Milestone #6: Complete final report and present to WSDOT. We anticipate requesting participants to provide an annual report and a program evaluation report at the conclusion of their agreement that addresses the following:

Detailed actions taken by the mentor to increase the participation of protégé as a contractor to the WSDOT and other government entities.

Detailed actions taken by the mentor to develop the technical capabilities of protégé as defined in the arrangement.

The degree to which the protégé has met the developmental objectives in the arrangement.

The degree to which the mentor firm's participation in the Mentor-Protégé Program resulted in the protégé receiving contract(s) and subcontract(s) from private firms, DOT or any other federal agency.



29 | P a g e

Additionally, there are many potential for future business opportunities with WSDOT, to maximize mentorship opportunities for primes who receive federal and state funds. The map (below) identifies all the various WSDOT construction projects around the state. These contractors are targets for our mentors, as well as for potential future contracting opportunities for protégé/mentee sub-contractors. It is our hope that increased contracting opportunities on these and other future WSDOT projects will be the ultimate outcome of this project and affect PWP schedul

The following map depicts the WSDOT legislative investment projects:


END OF PACKET A

Statement of Qualifications For

Mentor Protégé Coordinator

Submitted to

The Washington State Department of Transportation

By The

Minority Business Development Agency

And The

Small Business Transportation Resource Center

Packet A

Submitted May 16, 2017 Minority Business Development Agency

747 Market Street Tacoma WA 98402

Statement of Qualifications for Mentor Protégé Coordinator May 13, 2017 - Page 1 of 13

Table of Contents

Packet A ......................................................................................................................... 2

Criteria 1- Qualifications/Expertise of Team ............................................................... 2

Table 1 - Qualifications/Expertise of Team ............................................................................. 4

Organization Chart and Roles of Proposed Team .................................................................... 4

Project Experience of Proposed Team ................................................................................... 3

Criteria 2- Qualifications of Proposed Project Manager ................................................ 5

Project Experience of Michael Williams .................................................................................. 5

Criteria 3 - Key Team Members Qualifications ................................................................. 7

Linda Lee Womack, Project Coordinator, City of Tacoma/MBDA .......................................... 7

Lily Keeffe, Program Advisor, SBTRC EASC .......................................................................... 8

Marselina Alicia, Project Coordinator, SBTRC EASC ............................................................. 9

Criteria 4- Firm's Project Management System ........................................................10

Criteria 5- Project Delivery Approach ........................................................................11

Criteria 7- Cost Factors ...............................................................................................12

Appendix A ...................................................................................................................13


Packet A

Criteria 1- Qualifications/Expertise of Team

The Minority Business Development Agency (MBDA) and Small Business Transportation Resource Center (SBTRC) will act as joint primes for our team offering Mentor Protégé Coordinator serves to WSDOT. MDDA will act as primary point of contact. MBDA is an agency of the U.S. Department of Commerce that promotes the growth of minority-owned business through the mobilization and advancement of public and private sector programs, policy, and research.

We work throughout the Nation to link minority-owned businesses with the capital, contracts, and markets they need to grow. Through a national network of MBDA Business Centers and a wide range of domestic and international strategic partners, we provide Agency clients with technical assistance and access to capital, contract, and new markets opportunities to create new jobs. Our programs and services better equip minority-owned firms to create jobs, build scale and capacity, increase revenues, and expand regionally, nationally, and internationally. MBDA provides increased visibility and access for minority-owned firms by partnering with multi-national corporations, and government .

Our clients are businesses owned by African Americans, Asian Americans, Hasidic Jews, Hispanic Americans, Native Americans, and Pacific Islanders. In like fashion, MBDA has assembled a diverse team with a broad range of exposure and insights for this Mentor Protégé Coordinator scope of services. Our team includes the following:

1. The Minority Business Development Agency (MBDA) - Prime Consultant757 Market Street, Room 808, Tacoma WA 98402

2. Office of Small and Disadvantaged Business Utilization (OSDBU); USDOTSmall Business Transportation Resource Center (SBTRC) - Sub-Consultant808 134th Street SW, Suite 101, Everett WA 98204

3. Michael J. Williams, PMP1744 South Dawson Street, Seattle WA 98108

Within the last three (3) years, MBDA and SBTRC successfully conducted a three week workshop for small businesses. Training took place in Tacoma WA. Participating companies included fifty small/emerging professional services companies and contractors. Topics included the following:

Bonding

Financials

Estimating/Bidding

Statement of Qualifications for Mentor Protégé Coordinator

May 13, 2017 - Page 3 of 13

Office of Small and Disadvantaged Business Utilization(OSDBU) is home to the USDOT Small Business Transportation Resource Centers (SBTRCs), which serve as OSDBU's Field Offices located throughout the country. SBTRC technical assistance includes procurement assistance (bid preparation and invoice preparation), small business certification application assistance, bonding assistance and financial assistance which include Short Term Lending Program (STLP) and other government lending program. SBTRC seeks to ensure that small and disadvantaged businesses interested in transportation-related projects are prepared and have an equitable opportunity to participate on DOT-funded contracts at the federal, state and local levels. SBTRC clients are 8(a) Firms, Disadvantaged Business Enterprises (DBE), Women Owned Small Business (WOB), Historically Underutilized Business Zone (HubZone), Service Disabled Veteran Owned Business (SDVOB), Veteran Owned Small Business (VOSB). Additional information is available at the following:

https://www.transportation.gov/osdbu/SBTRCs

The following are highlights of SBTRC Northwest Region successes since 2008:

Provided assistance and outreach to more than five thousand small and/or disadvantaged businesses in Northwest Region.

Provided assistance to approximately fifty firms in submitting STLP applications and other lending program; awarded loans totaled $4 million.

Assisted more than forty firms in obtaining/increasing their bonding, with a total amount of $65 million.

Assisted approximately 100 small and disadvantaged businesses in the Northwest Region to obtain more than $40M from transportation and non-transportation projects.

https://www.transportation.gov/osdbu/SBTRCs


The following table shows the expertise our team offers that might support The Washington State Department of Transportation (WSDOT) with the Mentor Protégé Coordinator scope of services.

Table 1 - Qualification/Expertise Of Key Team

Expertise Provided by Team Members Duration of Expertise (years)

Program Coordinator Linda Womack - 1 yr.

Program Advisor Lily Keeffe - 10 yrs.

Project Support Marselina Alicia - 5 yrs.

Project Design, Management, and Coordination Michael - 40+ yrs.

Project Management Oversight Michael - 22 yrs.

Project Risk Assessment/Risk Management Michael - 15 yrs.

Cost Estimate Reviews Michael - 22 yrs.

Organization Chart and Roles of Proposed Team

Table 2 - Key Team Member Availability

Team Member Hours Available Per Month

Linda Womack - Coordinator 12

Lily Keeffe - Program Advisor 12

Michael Williams - Project Manager 120+

Marselina Alicia - Project Support 16

Linda Womack-Coordinator Minority Business

Development Agency

Michael Williams-PM Marselina Alicia Project Support

Lily Keeffe-Program Advisor Small Business Transportation

Resource Center

Administrative

Support

Industry

Experts/Consultants


Criteria 2- Qualifications of Proposed Project Manager

Michael J. Williams, PMP

Michael J. Williams, the project manager that the Minority Business Development Agency team is proposing for Mentor Protégé Coordinator, has extensive experience with capital projects. He is formally trained as a civil engineer/project manager with a broad background in design, management and management oversight of infrastructure projects.

He has design and management experience with sanitary sewer collection & conveyance, water distribution & conveyance, site

design, right-of-way acquisition, light structural design & fabrication, security & control systems layouts, model design & testing for air cleaning infrastructure, land surveying, road rehabilitation, mixed use building construction and renovation, and rail mass transit.

He served in the Maryland Air National Guard 135th Airlift Group Civil Engineering Squadron as a site developer. This Prime Base Engineer Emergency Force (Prime BEEF) squadron was involved in simple design-build projects at U.S. Air Force bases throughout the United States and Europe. I retired from reserve military service in 1996. His career experience is a combination of project office and field work.

Most recently, he served as regional engineer in the Federal Transit Administration Region 10 office during the 1996-2006 period. His FTA work included responsibilities in the states of Alaska, Washington, Idaho, and Oregon. He was responsible for project management oversight, safety & security oversight, and policy development for bus mass transit, rail mass transit and the Washington State Ferry system. Major rail projects and programs for which he was oversight lead included projects done by the Tri-County Metropolitan Transportation District of Oregon (TriMet) in Portland, Oregon; and projects done by Sound Transit in Seattle Washington. These are projects and programs budgeted at $500M to greater than $1B during his tenure.

Following this, he returned to private consulting work at HDR Engineering, Inc. where he worked on the following:

2006 - 2009 HDR Engineering, Inc. - He Management of the Sound Transit Sounder Commuter Rail alignment from Tacoma to Lakewood, Washington. The budget for this project was around $6.02M and includes the next two items below.

He provided management/coordination for an 8.2 mile extension of the Sound Transit Sounder Commuter Rail alignment from Tacoma to Lakewood, Washington. Design elements of this project included new track, upgrades for 15 at-grade crossings, the


addition of three new at-grade crossings, and rehabilitation of existing sidings and industry track and two new stations.

He managed/coordination the 1.1 mile for the D Street to M Street Alternative Alignment Study for the Tacoma to Lakewood Commuter Rail line. This was the north/beginning segment of the above 8.2 mile extension. This segment of the line was under study/review for consideration of several alignments from which to choose one for final design and construction. He provided coordination of design and management at HDR with Sound Transit, and other Sound Transit contractors involved in this study. The study was completed and delivered to Sound Transit in spring 2009.

He was the editor of the Sounder Commuter Rail Inspection and Maintenance Manual (I&M Manual) created for Sound Transit by HDR. This manual was one of the deliverables of the design project.

2009 - HDR Engineering, Inc. - Management of the Fairview Ave. N Bridge Rehabilitation Concept Design Study for the City of Seattle Department of Transportation (SDOT). The report delivered to SDOT in March 2009 included a concept design, construction phasing, and a class 4 cost estimate. The budget for this study was around $230.3k.

The client for this study was the City of Seattle Department of Transportation (SDOT). The study considered the replacement of the West (southbound) span and the rehabilitation of the East (northbound) span. Provisions were added to each span for future streetcar rail. Disciplines involved and under my direction included environmental, geotechnical (a subcontract), civil, structural, and a construction consultation (a subcontract).

Following his experience at HDR, Michael formed Projecto Managerial, LLC, a small disadvantaged capital project management company. A few of the projects Michael worked on while at Projecto Managerial are the following:

2013-2014 - Seattle Public Utilities (SPU) Integrated Plan. Provided schedule andcost estimate reviews/revisions for concept level, options analysis projects of theSPU Integrated Plan. Projecto Managerial performed this work as a consultant toGriffin, Hill & Associates, LLC under a consulting agreement. The approximatebudget for this work was $6,918.

On our Mentor Protégé Coordinator team, Michael will be responsible for direct day-to-day communication, guidance, and progress reporting for the process/activity.

Certification and Accreditation

Michael is formally trained as a civil engineer/project manager and has the following certification:


Morgan State University School of Engineering, Baltimore, Maryland, Bachelor ofScience in Civil Engineering, 1992 to 1995

University of Washington College of Built Environments, Seattle, Washington,Master of Science in Construction Management, 1999 to 2003

Project Management Professional (PMP) No. 1227892 since December 2008Certified by the Project Management Institute (PMI)

University of Washington Foster Consulting & Business Development CenterCertificate of Completion, April 2014

Criteria 3- Key Team Members Qualifications

Linda Lee Womack, Project Coordinator, City of Tacoma/MBDA

Linda Lee Womack is the new Program Director of the Minority Business Development Agency – Business Center – Tacoma which is funded by the Department of Commerce and housed at the City of Tacoma. Linda is responsible for targeting Minority - Owned enterprises with 51% ownership, and an annual revenue of $1 M(+) OR with rapid growth potential with technical assistance and strategic business consulting. The goal of the MBDA grant is to provide a means for minority - owned businesses to gain increased access to Capital, access to Contracts, and access to

New Markets (both domestic and global).

Linda is a military brat, raised in South Korea, and Japan before coming to the United States to attend to attend junior high and high school. Before joining the City of Tacoma, Linda operated a boutique Korean interpretation firm specializing in cultural brokering, business contracts, and medical interpretations. Prior to opening her firm in 2015 Linda spent eleven years in Asia working as “go-to-market” strategist for Samsung, AIG, and the Korean Tourism Organization to increase the their presence globally.

Certification and Accreditation Linda has the following accreditation:

Bachelor of Art in Business Administration, University of Washington, TacomaWashington

Master of Business Administration, Helsinki School of Economics, Helsinki,Finland


Lily Keeffe, Program Advisor, SBTRC EASC

SBTRC EASC offers a qualified Program Advisor for our services. Ms. Keeffe has served as Project Director of the Northwest Region SBTRC since the beginning of its operation in February 2008. Ms. Keeffe has been consulting with small businesses for over fifteen (15) years.

Prior to the SBTRC Program, she worked as a tax consultant for Deloitte. Her knowledge of taxation and financial statements enables Ms. Keeffe to assist small business owners with

understand their financial statements, and how to use the information to more effectively and profitability operate their business. She also worked as the Procurement Technical Assistance Center (PTAC) Counselor/Manager for King County assisting small businesses to get government contracts.

Ms. Keeffe’s procurement experience, relationships with transportation entities and small and disadvantaged businesses, coupled with an understanding of transportation projects and related challenges helped SBTRC EASC make inroads into the Northwest Region. As the Project Director, she is knowledgeable in the following that are key in providing business counseling and technical assistance to transportation-related small and disadvantaged businesses:

Government Contracting

Construction

Financials

Transportation and other Public Works Projects

DBE,M/WBE’s P rograms

Outreach

Ms. Keeffe possesses excellent communication and interpersonal skills which support her marketing and networking efforts. She communicates the SBTRC mission and the services available to small business owners who are striving to build collaborative relationships throughout the region.

Ms. Keeffe/SBTRC EASC is involved in the following activity that is relevant to Mentor Protégé Coordinator serves. These types of projects are on-going:

Lily Keeffe is a member of the USDOT Office of Small and DisadvantagedBusiness Utilization Mentor Protégé program Working Group. The workinggroup was started May 2012. For additional information please see the following:

https://www.transportation.gov/osdbu/procurement-assistance/mentor- protege-pilot-program

https://www.transportation.gov/osdbu/procurement-assistance/mentor-protege-pilot-program

https://www.transportation.gov/osdbu/procurement-assistance/mentor-protege-pilot-program


Hosted the largest small business transportation summit - The North PugetSound Small Business Summit for the past two consecutive years. Thesummits attended by 800 people, 100 exhibitors, more than 70 firms engagedtransportation related matchmaking session and more than twenty smallbusiness trainings conducted during the summit.

Conduct periodic matchmaking events. The format is to engagetransportation prime contractors in abbreviated interviews with sub-contractorsrelated to their needs for upcoming projects. Subs are pre-qualification. Basedon data gathered in these interviews, SBTRC created a list of SDBs that that area close match for the prime contractors’ requirements. We utilized our “targetedfirms” database, including the bonding education program workshop participants’database, to identify, interview and select firms to participate. This initial eventcreated introductory tool for the firms to network with the transportation-relatedprimes, and to explore joint-ventures with other small businesses.

On our Mentor Protégé Coordinator team, Ms. Keeffe will provide the role of an In-kind program advisor and provide high level program guidance. She will also build and maintain a connection to the relevant business community.

Certification and Accreditation Ms. Keeffe has the following accreditation:

Bachelor of Law (LL.B), Parahyangan Catholic University, Indonesia, 1997

Master of Art in Economics with a Minor in Finance, New Mexico StateUniversity, Las Cruces, NM, 2000. She is an honors graduate.

Awarded Outstanding Center for Bonding Challenge of the Year 2010 by the USDepartment of Transportation

Marselina Alicia, Project Coordinator, SBTRC EASC

As Project Coordinator for the Northwest SBTRC, Marselina Alicia is responsible for program operations and management of day-to-day tasks. Her accounting background supports the SBTRC-loan assistance program. She completed an internship with one of the Short Term Lending Program (STLP) participating lenders, East West Bank, as the assistant to the loan officer for STLP. Her responsibilities include managing the WITI program, and assisting the Project Director in implementing the BEP, STLP workshops, and other events.

She is effective in establishing and maintaining a network of professionals with other small business resource agencies such as the Small Business Administration (SBA), Small Business Development Center (SBDC), MBDA, PTAC etc. Through this network,


she has successfully facilitated vital collaborations and partnerships for small businesses.

Marselina's strategic goals include sourcing new partners, as well as maintaining effective business relationships with existing partners to enhance inclusion and operations of DBE businesses.

In addition to these, she assists with preparation and submission of the annual budget to the U.S. DOT. She prepares invoices and monthly/quarterly/annual reports. She performs any other duties related to the position of Project Coordinator as directed by the Project Director and Executive Director.

On our Mentor Protégé Coordinator team, Marselina will provide program support. This will primarily be in the form of general assistance and data for the project manager and as an advisor for maintaining the relationship with the small business community.

Certification and Accreditation

Associate in Art in Business Administration, Edmonds Community College,Lynnwood WA, 2010

Bachelor of Science in Accounting, Central Washington University, LynnwoodWA, 2011

Criteria 4- Firm's Project Management System

For day-to-day communications, our MBDA team are conveniently linked through Microsoft (MS) Office 365 as an email, calendar, and contacts platform. This is a cloud based platform that enables 24 hour seamless office, home office, and remote site communications and productivity. MS Office 365 is accessed on our desktops, laptops, and Smartphones. MS Office 365 is compatible with all transmission control protocols used by the primes and sub-contractors for this Mentor Protégé Coordinator program, as well as internet protocol used by WSDOT.

Our MBDA team has the option of Mentor Protégé Data/Progress tracking through the use of a Customer relationship management (CRM) platform. We also have the option of using a more straight forward progress tracking/scorecard process developed by SBTRC. This is would be our preferred approach to managing the Mentor Protégé interaction for monthly reporting to WSDOT.

In addition to key team members, we have additional administrative support in both the MBDA/SBTRC offices. Our team also has industry expert/consultant support for legal, accounting, and bookkeeping needs.


Our team members are proficient with the use of MS Office Suite tools that are related to project management, including Word, Excel, and Project. Additionally, our key team members are proficient with statistical analysis and data analysis.

Criteria 5- Project Delivery Approach

Our Mentor Protégé Coordinator team will perform the following tasks, in consultation with WSDOT as well as community and trade based organizations:

I. Finalize Framework for the Mentor Protégé Programa. Process for identification of transportation project opportunities. We

envision that the forecast for these project opportunities will primarilycome from the Connecting Washington program of projects. We will relyon WSDOT to provide guidance on focal projects and likely primes.

b. Process for refining identification of mentors and compatible sub-consultants/contractors. Process for developing short lists for pairingconferences.

c. Process for final Mentor Protégé match.II. Develop and finalize Memorandums of Understanding (MOU) between Mentors

and Protégés.a. Our team is able to provide a number of templates from which to choose

based on what is acceptable to WSDOT.III. Identify 30 to 50 prime contractors and consultants as well as 30 to 50 Minority,

Women, and Veteran owned subcontractors and sub-consultants interested inparticipating in the Mentor Protégé Program

a. Our team has an extensive database from which to make initial inquiriesand make final selections.

IV. Develop tools, processes and procedures to:a. Determine if the Protégés are viable companies.b. Evaluate Protégés to determine the types of assistance the firms need.

i. Review past history in our database, and conduct on siteinterviews. We will develop a questionnaire to assess needs. Wewill make determinations in the interviews for pairing.

c. Determine if the Mentors and Protégés are sufficiently interested andwilling.

d. Pair and enroll Mentors and Protégés.i. Kick-off meeting that includes the signing of MOU.

e. Upon enrollment, monitor and report monthly on Mentor and Protégésuccess.


Criteria 7- Cost Factors Please see cost factors in Appendix A

COST FACTORS REMOVED BY CSO

OTB Solutions Page 1 of 29 12345 Lake City Way, #2055 © 2017 OTB Solutions Seattle, WA 98125

we think outside the box to deliver exceptional results

State of Washington Department of Transportation OTB Solutions proposal for:

Mentor-Protégé Coordinator - PACKET A

PROPOSAL DUE DATE 4:00 p.m. PST on Tuesday May 16, 2017

RFP COORDINATOR

[email protected]

BIDDER

OTB Solutions Group 12345 Lake City Way, #2055 Seattle, WA 98125



Table of Contents

1. Qualifications/Expertise of Firms on Team ......................................................................... 2

2. Qualifications of Proposed Project Manager ...................................................................... 8

3. Key Team Members Qualifications (Prime Consultant and Sub-Consultants) ....................... 17

4. Firm’s Project Management System (Prime Consultant Only) ............................................ 18

5. Project Delivery Approach .............................................................................................. 20



1. Qualifications/Expertise of Firms on Team(Min pts 0: Max pts 20)

A. Include the following items: • Provide a listing of all firms on your proposed team; • List the type(s) of expertisethat each firm on your team can provide; • How long has each firm on your team provided these type(s) ofexpertise; and • Provide organization chart of your proposed team and include the respective roles that each firmwill provide for the team.

Firm Name:

Our firm, OTB Solutions, is the prime bidder and we have no subcontractors.

Types of Expertise:

OTB Solutions Group is a professional services firm founded in 2002 that serves customers in multiple industries with consulting and business solutions. OTB employs 20 experienced consultants – all dedicated to adding value to the Pacific Northwest clients we serve. With locations in Seattle and Olympia, Washington our firm has grown substantially in recent years. Our consultants are local, diverse and multi-talented with many domains of specialization and expertise.

OTB’s client base spans a diverse range of industries and organizations: most importantly in both transportation and public sector. At OTB Solutions, we offer a wide range of management consulting services – and we have since 2002.

Our Service Catalog includes:

Program and Project Management • Business case development• Organizational change management• Business Analysis• Organizational Assessments

Strategy Development • Vision setting• SWOT and Critical Success Factors Analysis• Benchmarking• Strategy deployment• Organizational Assessments

Performance Improvement

• Lean Process Improvement

• Process design and improvement re-engineering

• Organizational Change Management

How long has each firm on your team provided these type(s) of expertise:

OTB Solutions has been operating and providing these services since 2002.



Proposed Team Organization Chart:

Respective roles that each firm will provide for the team:

Our firm, OTB Solutions, is the prime bidder and we have no subcontractors. Our proposed consultant, Gina Mendoza, will be supported by a firm partner and the firm’s public-sector lead. Our goal is to ensure that OTB Solutions delivers the finest quality deliverables possible.

B. Include the following items: Provide listing of each team member’s offices within the state of Washington(including the Greater Seattle Metropolitan Area), include the total number of employees within each location andthe types of expertise that is available at each location.

Location of Team Member's Principal Office

OTB Olympia Office 6033 Buckthorn Court NW Olympia, WA 98502

Total number of full time employees at within principal office location

OTB Solutions has 20 associates in the Seattle/Olympia metro area.

Types of expertise that is available at each location

Our team focuses on the Pacific Northwest with offices in Seattle and Olympia. Our professionals across the region are skilled at program and project management, process improvement, strategy development, organizational change management and technology.

OTB Solutions Partner

Shelley McDermott

Senior Consultant Mentor/Protege

Gina Mendoza

OTB Public Sector Lead & SME

Stacy Steck



C. Include the following items: Has the prime consultant worked with proposed sub-consultant(s) on similarprojects in the last three years? If yes, provide name of the project, each firm’s role on the project and the datesthe services were performed. Limit examples to one project for each sub-consultant firm.

Our firm, OTB Solutions, is the prime bidder and we have no subcontractors.

D. Include the following items: Provide table identifying current availability of key staff and resources for eachfirm on the proposed project team. The availability of staff must be identified as hours available per month forthe length of the project, not in percentages of time available.

Key Staff Availability

Gina Mendoza, Senior Consultant 120 hours/month (30 hours/week)

Stacy Steck, Public Sector Leader / SME 2-4 hours / month

Shelley McDermott, Partner 2-4 hours / month

E. Include the following items: Provide a list of up to three (3) projects that each firm on your project team hascompleted within the last three (3) years. The project(s) must demonstrate the required expertise needed for thisproject. Include the work/services provided on the project(s) and the approximate amount received for eachproject.

Providence Health & Services: Vendor-Client Optimization & Cost-Saving Program

Role: Project Manager, Process

Analyst, Solution Architect

Timeframe: 1 year

Fees: $500,000

Scope

The information technology centralized business department of a large 32-hospital health system wanted to increase the quality of its candidate submittals for IT support: project management, systems configuration, IT architecture, desktop services, etc. The scope of the project was to install a vendor management system, develop standard pricing sheets, form new legal services agreements with partners, and create a client engagement process to enable smaller vendors to compete with larger vendors and to standardize pricing for select services across the service catalog.

Project Description

Dozens of vendors were working with dozens of different managers across the organization – but there was no uniformity of quality or cost or submittal format. The organization had over 500 contractors on staff at that time – to support a large systems conversion. An OTB consultant suggested they implement a vendor management system and create a Vendor-Client Optimization & Cost-Saving Program to help improve quality, contain costs and improve standardization. The large firms had volume – the small firms had quality. Costs varied significantly. How to standardize?



Service Deliverables

The project team evaluated customer requirements and suggested a robust, enterprise-class, vendor management tool (IQN) combined with a Vendor-Client Optimization & Cost-Saving Program to engage the larger and smaller/boutique firms in dialogue about the needs of the vendors and the client(s). We grouped the firms into focus groups and used the vendors to help us develop a system wherein all get a chance to win with the right talent, price, and quality. Each winning firm was assigned an organizational contact for feedback, mentoring and advice – as well as support using the vendor management system. The deliverables included: a process, a workflow, templates and standards, and a software tool. All of these remain vital to the organization.

Final Status / Results

• By moving from a haphazard, non-standard system of talent acquisition, we created a robust vendor community aligned by pricing sheets, standard submittal templates, and centralizing vendor management under a single organizational leader for purposes of marketing and job postings.

• We reduced our vendor list from 300 to 50 – and increased the quality and speed ofprocessing by 32 days.

• We connected more effectively with our vendors on the list of 50 to ensure they wereplaying by the same rules and increasing the quality of both big/small firm submissions.

• We reduced costs by over $1.2M in the first year alone. Four-year cost savings projectionswere $5.7M.

Sound Transit: Redesign of Transportation Safety and Quality Assurance Processes and Tools

Role: Process Analyst, Solution

Architect

Timeframe: 6 months

Fees: $300,000

Scope

The Safety and Quality Assurance (SQA) group of a large transit organization was looking to

replace its existing Safety and Security Certification (SSC) system. This is the system they use to

log hazards and their associated mitigation activities along transit routes.

Project Description

The old system could no longer keep up with a rapidly growing number of construction projects. They faced the need to create and improve the process, and their capability to quickly adapt and support new requirements, regulations, construction standards and best practices. When the organization came to us, they envisioned their new Safety and Security Certification solution as a web/database technology solution. When OTB consultants understood their requirements, we envisioned something altogether different!




Thinking beyond the typical approach of deploying a cloud-based / COTS application specific to the Safety and Quality Assurance group, OTB evaluated customer requirements and developed a robust, enterprise-class, business process management tool configured to not only meet the client’s immediate need, but also delivered a platform designed to mitigate hazards for the entire life of each asset. The deliverable was a process, a workflow, and a process automation tool that remains vital to the organization.


• By moving from static disassociated lists and spreadsheets to an agile process managementapproach, the organization can now identify, track, and mitigate hazards through everystage of construction and revenue operations.

• At the same time, associated project data, documents, work history, approvals, and otherinformation remains connected – thus reducing the cost and pain of reporting.

• This tool also reduces the introduction of errors inherent in multiple, duplicative lists, andcan help the agency detect the lifecycle stage of all hazard/risk mitigations.

Washington State Health Care Authority:

Heathier Washington Program and Portfolio Management

Role: Program and Portfolio

Management

Timeframe: 18 months (ongoing)

Fees: $4,000,000

Scope

Provide program and portfolio management, as well as strategic and tactical advisory services

to the state’s healthcare agency.

Project Description

Our client was selected to conduct a federally funded program designed to pursue healthcare transformation and support the transition from paying for volume to paying for value. For the project to be successful, the client would engage stakeholders and rally a large and diverse project team across several communities of practice. The aggressive timeline to deliver measurable value required stakeholders to adopt transformative change at a rapid pace. A robust stakeholder management approach was necessary to prepare leaders in urban and rural areas for accelerated changes in accountability and risk assumption.


Designed a project plan approach that sliced the project into “strategies” and engaged team members in solving for specific strategies. This collaboration yielded immediate results for the team and identified numerous dependencies and linkages across the teams.




The process of getting teams to think across rather than up/down was transformative and has

positioned the state to achieve its desired outcomes:

• Rapid-cycle evaluation processes drive continuous improvement

• Customers were supported to making changes to their usual way of doing business

• Innovative purchasing models to change the way the state does business

2. Qualifications of Proposed Project Manager(Min pts 0: Max pts 20)

A. Include the following items: Provide up to three (3) examples for the proposed Project Manager thatdemonstrates his/her prior experience as a Project Manager on WSDOT or similar projects. Include the date(s)of each project; the name of the client/organization for each project; list the project manager’s responsibilitiesand tasks on each project.

Gina Mendoza is an experienced Management Consultant and Project Manager/Coordinator. She has over 17 years of experience leading high-visibility initiatives, forging enduring relationships, and delivering results. She has extensive leadership experience managing large scale, cross-functional initiatives supporting organizations through program strategy and design, process mapping, requirements gathering and documentation, and customer and stakeholder engagement.

She is committed to building teamwork among clients, project sponsors, and other key project participants and stakeholders. Overseeing a project from design through completion enables Gina to ensure that every level of a project is completed with exacting standards. With Gina, we offer you:

• Leadership and coordination of strategic initiatives

• Superb project management skills

• The ability to help both mentors and protégés embrace new relationships with oneanother

• A team builder

• An articulate communicator

• Experience with both big and small consulting firms

• A performer who always looks to answer the question: what’s in it for YOU

• An experienced process creator



Sample Project #1 Project Name: Community Engagement System Program

Date(s) 08/2013-12/ 2014

Organization Providence Health & Services

PM Responsibilities /Tasks

Situation: Industry reform was altering the health care service environment and the organization needed to develop ways to invest in their communities in meaningful ways and act on its mission to build healthier communities through stakeholder development and partnerships. The infrastructure for Community Engagement was regionally supported without strategic system oversight, leverage, or ability to track and report on key metrics and success measures. To achieve maximum value, it was critical that the functions and management of community engagement and community benefits aligned and integrated as a cohesive single division.

Objective: Establish a centralized function to leverage the system's resources proactively, efficiently, and effectively, with the goal of meeting and exceeding metrics of success, and creating an efficient and effective reporting system for community benefits linked to broad goals and objectives.

What Gina did:

• Directed a task force through the assessment and planning phases for the new program and developed a clear strategy for implementing using Lean best practices.

• Created a future-state process

• Developed the program, oversaw implementation, and provided oversight to a new organizational process.

• Established systems and structures for the program, including developing the process and tools

• Facilitated the development of a measurement and reporting structure for the program > including several cycles of process improvement and CQI

• Facilitated the creation of a systems solution & approach to tracking and reporting on the program

• Tracked budgetary investments and outcomes (over time)

• Partnered with the Communication Team to communicate to senior leadership and market the program across multiple regions



Sample Project #2 Project Name: Organizational Assessment Measures & Process integration

Date(s) 9/06/2013-08/30/14



Situation: One of the key goals of the organization was to inspire each facility and location to make “mission” a part of their daily work. They called this “mission integration.”

Objective: Gina’s goal was to redesign the framework for the Mission Integration program to identify measures to evaluate program effectiveness.

What Gina did:

• Established a Steering Committee and provided leadership forredesigning the framework and approach for the program

• Led and enforced governance and processes to ensure successfulcompletion of scope

• Partnered with the program sponsors and leaders to ensure projectwas delivered according to the defined success criteria

• Identified process improvements and best practices(internal/external) to inspire changes

• Drove complex, cross-functional project coordination with keystakeholders at the system, regional, and local level to track, overseeand measure success

• Provided an issue & risk management plan

• Provided an integrated project plan that included programdeliverables

• Delivered an improved and redesigned process with full access toanalytics, reporting options, and integration with regional action plans

• Developed the tools, processes, and procedures for collecting andanalyzing the data; report on the results at the local, regional, andsystem level



Sample Project #3 Project Name: Improve the beginning-to-end onboarding experience

Date(s) 09/2013- 12/2014



Situation: To bring on a new employee in a large shared services organization, managers had to navigate a complex web of processes and forms. The systems and structures across a large, shared services organization (e.g., Human Resources, IS, Real Estate, Supply Chain Management and Finance) were inconsistent. They needed repeatability, simplification, accountability, and an understanding of the entire process. Customers were unhappy.

Objective: Improve the beginning-to-end onboarding experience (for managers and new staff) and develop standardized systems and structures (tools, processes and procedures) so that the candidate, employees, and hiring managers have a consistently positive experience.

What Gina did:

• Established sponsorship and a framework for accountability, timing, infrastructure, sequencing, and reporting as well as Service Level Agreements (SLAs) with all the requisite functional areas

• Developed project plans, deliverables, scope, costs, resources

• Adjusted plans as required to ensure successful delivery of commitments and use of resource

• Directed the team and collaborated to develop current and future state processes

• Planned and facilitated working sessions with functional teams

• Developed and implemented an effective communication and change management plan

• Provided leadership and facilitation for developing key performance indicators

• Identified gaps and developed the future state end-to-end onboarding process which included: repeatable, simplified standardized onboarding processes, accountability, and process measures

• Optimized detailed end-to-end process maps, task time data, and process performance data to begin expanding the definition of success



B. Include the following items: Demonstrate the Project Manager’s familiarity with relevant state and federal regulations and/or procedures.

You can count on Gina’s familiarity with relevant state and federal regulations and goals! For example:

• According Governor's Inslee, diverse businesses only make up about 1% of the $6.1 billion that the state spends with the private sector and this rate must improve.

• In order to improve, build capacity for diverse businesses and help Diverse Business Enterprise (DBE) firms improve access, Governor Inslee convened a new subcabinet in 2015 focused on increasing access to contracting opportunities for small, minority, women and veteran-owned businesses. The Governor has directed the Washington Department of Enterprise Services (DES) to lead the effort to significantly improve their ability to recruit and ensure these businesses have contracting opportunities.

• Both Governor Inslee and Secretary Roger Millar agreed that while there is no Federal requirement mandated, where we can, we should echo or model the basic tenants or principles from the Federal Mentor-Protégé Program.

• WSDOT is committed to fostering a diverse workplace that represents the communities it serves by implementing recruitment efforts to help increase diversity and work with the vendor community to create opportunities in all under represented categories.

• WSDOT has established inclusion goals to create fair and equal opportunities for minority, small, veteran and women’s business enterprises to participate, as well as to improve access, and provide tools and training for staff to be successful working with diverse cultures.

• The inclusion action plan includes working with industry partners to develop and implement a Mentor Protégé Program in order to build both diversity and capacity.

• 49 CFR 26 (D) are the Mentor-Protégé Program Guidelines for the federal Departments of Transportation as it relates to the participation by disadvantaged business enterprises in DOT financial assistance programs. The availability of such rich content at the federal level will allow WSDOT to move quickly to stand up a program to achieve its goals.

“ Washington’s diversity is one of its greatest economic and cultural strengths. Successful small businesses led by women, minorities and veterans help make our economy and our families more resilient. Our rate of finding these talented and qualified contractors must improve. ” ~ Governor Jay Inslee



C. Include the following items: Provide up to three (3) examples of the proposed Project Manager’s ability to manage all of the following within a project; • Project schedule; • Scope of work/scope creep; • Budget issues; and • Changes that arise throughout the life of the project.

There are many aspects to successful project management but it starts with the ability to simultaneously manage the four basic elements of a project: resources, time, money and most importantly, scope, throughout the lifespan of the project.

Using the case studies above in Section 2A we will show how the Project Manager utilized Project Management Institute (PMI) principles to manage the project schedule, scope of work/scope creep, budget issues and changes throughout the life of a project. It is one thing to develop a good project plan; it is another to execute well and make good management decisions along the way. This is how we do both!

Example #1 Community Engagement System Program

Project Schedule

Gina developed a schedule outlining the tasks and activities of the project, the duration, start and end dates for each individual task and the project as a whole, as well as the resources and work effort required.

Developing the project schedule involved a number of defined steps which included: Work Breakdown Structure, work packages/sprints, activities and tasks, and schedule. Note: in developing the schedule, Gina considered all assumptions and constraints and how they would impact the timeline. Risks and issues were also taken into consideration when creating the project schedule.

The schedule was monitored and kept up to date on a weekly basis. Milestones were communicated when complete. A 10% contingency factor was applied to the overall schedule level as a final step.

Scope of work/scope creep

Defining the scope for this project was an exercise in fact finding, documenting, and gaining agreement about what needed to be done and how! Gina led discussions regarding organizing the work, task ownership, budget, work effort required and goals of the project as these factors are the main components that needed to be considered when framing the scope.

Gina met with the sponsor to defined those things that were out of scope as well as those things that were within the scope of the project because it cannot be taken for granted that everyone involved understands without express communication. We were fortunate that the sponsor for this work was always available for meetings and assigned this project a high priority.

Scope was constantly monitored to avoid exceeding the project budget and due date.



Example #1 Community Engagement System Program

Budget Issues Scope creep is a primary cause of project overspend; therefore, Gina managed the Budget carefully by keeping tabs on scope changes (change requests).

Gina regularly re-forecast the budget by updating and managing actuals and budgetary changes. Gina discussed budget at team meetings because talking to the team about budget is a good way to give it visibility and help the team be mindful about costs.

Gina planned for future resources – because labor costs are typically the largest cost on a process improvement project. Gina frequently reviewed the number of staff working on a project because changes in their numbers could feed into future resource estimates.

Gina recorded the amount of work completed against a task to see how much work has been completed for the amount of budget that was been spent.

Changes that arise throughout the life of the project

Gina effectively managed change by implementing a change management process that included: receiving information (a form) about the change, carrying out a change assessment including planning how much work it is going to be, estimating the cost impact, preparing and presenting a recommendation about whether to approve the change. She often made the decision about whether to accept the change in the case of small changes that fell within her authorization limit. In some cases, the project Sponsor could approve requests offline as well.

Gina developed a set of tools to make this process easier and more streamlined. These tools included: a checklist or process map that walks people through exactly what they have to do to request a change to the project scope, and implemented a change request form which was automated and completed online.

Example #2 Organizational Assessment Measures & Process integration

Project Schedule

The planning phase of this project required a well-defined work plan to ensure accountability! Gina analyzed the proposed project schedule and identified important components: WBS, clear resource assignments, detailed milestones, quality checkpoints, steering committee reviews, etc.

The level of detail that was needed was proportional to the level of risk and uncertainty associated with the activity. For this reason, schedule planning was carried out with the input of the project team that was going to do the work. This ensured that the sequencing and activity duration estimates were as realistic as possible and that the team felt as though they had some ownership rather than



Example #2 Organizational Assessment Measures & Process integration

seeing them as something that has been imposed on them from the corporate system office.

Gina helped the team build their schedule and tracked progress throughout. The schedule was monitored and kept up to date on a weekly basis.


Gina met with the Sponsor and all relevant stakeholders to determine, document, and managing stakeholder needs. Gina documented changes, validated each request to change scope, assessed impact, and presented the scope request for review.

Budget Issues Gina regularly re-forecasts the budget by updating and managing actuals and evaluating/justifying variances. Gina discussed budget topics at team meetings because talking to the team about budget is a good way to give it visibility and help the team be mindful about costs.

Gina planned for future resources – because labor costs are typically the largest cost on a process improvement project. Gina frequently monitored the number of staff working on a project because changes in their numbers could feed into future resource cost impacts.

Gina recorded the amount of work completed against a task to see how much work has been completed for the costs incurred. In project management, this is considered “earned value” and a key metric to know & monitor.


Gina effectively managed change by implementing a change management process that included: receiving information (a form) about the change, carrying out a change assessment including planning how much work it is going to be, estimating the cost impact, preparing and presenting a recommendation about whether to approve the change. She often made the decision about whether to accept the change in the case of slight changes that fell within her authorization limit. In some cases, the project Sponsor could approve requests offline as well.

Gina developed a set of tools to make this process easier and more streamlined. These tools included: a checklist or process map that walks people through exactly what they have to do to request a change to the project scope, and implemented a change request form which was automated and completed online.



Example #3 Improve the beginning-to-end onboarding experience

Project Schedule

To create and manage a realistic and attainable project schedule, Gina established a strategy. First, people were identified to work on the project. We needed subject matter experts in account creation, facilities and HR/Payroll. Project owners and supporters were involved in developing the schedule to ensure that everyone involved had a stake in the timeline and possessed some ownership of the outcome. The activities identified were sequenced based on the order in which they need to be done. Gina also identified interdependencies.

Gina created a weekly project status meeting so that project team members and project owners could provide an update on project activities: start and finish dates, unplanned costs, progress against estimates, status (percentage complete).

To monitor and control the schedule, each milestone had several tasks for measuring progress and comparison with expected results and baseline. Gina conducted assessments regularly to ensure the current plan held true to the baseline and would achieve the requisite objectives. At any point during the project, if these assessments showed deviation from baseline or impacted objectives, then a thorough evaluation and corrective action was required.


Gina met with the project sponsor to agree on scope, objectives, constraints, dependencies and success criteria. She defined the deliverables to be produced by project team and presented them for review and approval by the project sponsor. Gina socialized and communicated the project scope and charter assumptions with the governance council, project team, and other project teams where there were dependencies. She did this both for alignment and to control scope creep.

To further control scope creep Gina pulled together multiple onboarding projects into a master project plan to identify where project resources were overlapping, and to minimize duplication of effort/scope creep. In addition, the approved deliverables were broken down into incremental tasks as well as major and interim milestones. Another measure to control scope creep was developing a complete project charter that was approved by the governance council and project sponsor.

Gina carefully manage scope by creating change orders for work that wasn't covered by the project's initial scope statement. Change orders were used to authorize additional funding for the project to cover the cost of extra work, and thus keep the project to its new budget.

Budget Issues The budgeting process was conducted in parallel with the initial steps of the project planning and performed in parallel with the project scheduling process. Frequent budget oversight was necessary to prevent the budget from getting out of control. Gina likes to scan the budget actuals monthly to develop a plan for all



Example #3 Improve the beginning-to-end onboarding experience

variances. The budget and resource usage was constantly monitored; she likes to monitor under-utilization as well as a potential indicator of project risk. By keeping the team informed of the budget status, they were more likely to watch their project charges and far less likely to charge extra 'gray area' hours to the project.


Gina effectively managed changes by reviewing and prioritizing changes requested during the course of the project. Changes were analyzed and prioritized using a ranking system and then Gina would meet with the Steering Committee on a regular basis to review requests. Changes were often necessary to meet the objectives of the project or ensure project quality. As she often does, Gina utilized an automated change request submittal process.

D. Include the following items: Provide listing of professional licenses/accreditations for the proposed ProjectManager; include the year that each license/accreditation was received. Please include the licenses that wereobtained in the State of Washington only.

The following is a list of professional degrees & accreditations for the proposed Project Manager, Gina Mendoza:

• Bachelor of Science in Community Health, University of Illinois at Urbana-Champaign,1996

• Masters of Health Administration, Washington University School of Medicine, 1998

• GE CAP (Change Acceleration Process) and Work Out (Facilitation Skills) Certified, 2012 - todrive change and process improvement

• Project Management: Experience applying the standard PMI principles while leading anddirecting projects and teams.

• Lean Six Sigma and Business Process Management (BPM): Experience applying theprinciples of Lean Six Sigma and BPM for continuous process improvement and achievingoperational excellence.

• Change Management: Experience applying the principles of organizational changemanagement to navigate transformation, beginning with the leadership team and thenengaging key stakeholders and the entire organization.



3. Key Team Members Qualifications (Min pts 0: Max pts 20)

A. Include the following items: • List each key team member’s role/responsibilities on your proposed team. • For eachproposed key team members, provide up to three (3) examples of prior relevant projects. Include the name ofproject(s); dates of the project(s); and roles/responsibilities for each team member on those project(s); and • For eachkey team member on your proposed team, demonstrate his/her understanding of WSDOT and/or public agency

regulations/procedures.

For purposes of this work, Gina Mendoza will serve as the Mentor-Protégé Coordinator. Please reference Section 2A for her qualifications and examples of relevant projects. Gina is considered the key staff person and the individual who will be available to WSDOT ~30 hours a week. Prior relevant projects highlighted here are:

• Community Engagement System Program – 2013-2014

• Organizational Assessment of Measures & Process Integration – 2013 – 2014

• Improving the beginning to end onboarding experience – 2013 – 2014

Note: Gina conducted all three of these projects simultaneously for Providence. In all cases, she was the project manager and responsible for the planning, execution and results of the programs – in collaboration with each project sponsor.

Stacy Steck will act as the public-sector leader for OTB – and a subject matter expert on vendor management. (See firm case study #1 in Section 1.E.)

• Stacy is currently the program manager of the Healthier Washington program at HCA.(2015 – Present)

• Stacy worked for DOH from October 2016 to present as the program manager for thePractice Transformation Support Hub.

• Before joining OTB, Stacy was the Chief of Staff and Vendor Management Director atProvidence Health and Services on a $1B systems conversion. She managed over 500vendor / contractor SOWs and implemented a vendor management system.

Shelley McDermott is the OTB partner assigned and Shelley will be available to Gina Mendoza to perform program QA and periodic oversight to ensure we are delighting WSDOT.

• Shelley has done project management work for DOH, and is a former state employee inthe Medicaid administration. Shelley is a certified PMP and a senior partner at OTB. Shehas oversight of the work the firm is doing at Sound Transit in Seattle.

4. Firm’s Project Management System (Prime Consultant Only)(Min pts 0: Max pts 20)

A. Include the following items: • Describe your firm’s Quality Assurance/Quality Control processes; • Describeyour firm’s tracking system(s) to monitor the project’s budget and/or scope; • List your firm’s scheduling program.Identify the type of software and list up to three projects where the proposed Project Manager(s) have utilizedthis software; • Describe your firm’s process for interacting with your internal project team; and • Describe yourfirm’s ability to provide interaction with your client and/or stakeholders.



Requirement Response

OTB’s QA / QC Process

We included one of the partners of the firm to act in a Quality Assurance role for this engagement. Shelley McDermott, one of OTB’s partners, will be assigned to this contract to ensure that OTB fulfills the requirements therein. Since becoming a partner at OTB Solutions, Shelley has focused on bringing a quality assurance component to all the engagements we deliver. She proactively meets with clients to conduct formal reviews and applies this information towards enhancing our project approach. We consider this to be a differentiator with respect to some of our competitors. As an experienced public-sector service provider, she is very familiar with the applicable laws, ordinances, codes and regulations needed to perform these services.

Tracking System(s) for budget/scope

OTB uses Microsoft Project as the standard scope/budget tracking system. We have experience with TeamDynamix and Clarizen.

Scheduling Program OTB uses Microsoft Project as the standard scope/budget tracking system.

3 projects where Gina has used the product

Gina used MS Project on all 3 of her sample projects presented in this proposal. For each, she managed a comprehensive MS Project work plan.

Process for interacting with internal project team

Our process for interacting with the project team varies – we ask our clients how they want us to work with them and we are flexible. Some strategies we have used for interacting with internal project teams include:

Conference Room Pilot

OTB Solutions often uses a “Conference Room Pilot” setting to test each step of the process in a simulated real-life environment. During a Conference Room Pilot, designated team members participate in executing real-life business use cases in a conference room setting to validate the solution. This approach allows finetuning the solution prior to implementation. It also drives end-user adoption because business users can better visualize the solution and user experience as they gain familiarity with the tools and the process.

Knowledge Transfer

Our approach to knowledge transfer is to work in tandem with our clients, with the objective of creating a self-sufficient client team. Through this process the WSDOT will be learning hands-on some of the best practices. The rate at which we create client self-sufficiency is



Requirement Response

largely determined by you, your availability of resources, and any competing initiatives.

OTB’s ability to provide interaction with client/stakeholders

OTB Solutions excels at communication, customer intimacy and knowledge transfer. Our clients will tell you they enjoy meeting with us and that our work product is simple and easy to “act on” should action be necessary. We provide reports from the project management system as well as interpretive/analytical reports.

5. Project Delivery Approach(Min pts 0: Max pts 20)

A. Include the following items: • How does your firm develop a work plan for this project; • Who is involved withthe decision-making process for the development of the work plan; • Describe each of the elements of theproposed work plan for this project; and • Describe how your work plan addresses contingencies that may ariseduring the project.

How does your firm develop a work plan for this project?

We don’t view this as a “traditional waterfall” project or work plan. This is too great an opportunity to waste on a pre-defined end-point and insufficient innovation. We recommend WSDOT use a “Lean Start-up” approach to the Mentor Protégé Program. The Lean Start-up methodology is a practice for developing processes and products based on ‘validated learning.’ In this model getting customer feedback quickly and often and ultimately bringing products and processes to life which meet a greater number of customer needs and requirements.

The first step is to define your customer – or customers. Is it the Governor? His sub-committee? Is it the minority-owned business that can offer WSDOT a great value? In order to develop a work plan, we would suggest a facilitated meeting to clarify the problem statement or opportunity, set some broad desired outcomes, and think about how to utilize a Lean methodology to empower our customers and inspire our leaders who have championed this work. We are very accustomed to leveraging past work if you have already been down that road or plan to leverage other state or federal Mentor-Protégé (M-P) materials.

Your work plan might look something like this – at the beginning:

# Task Owner Start End

Formalize / finalize the framework for the MP program

WSDOT Start Date

WSDOT End Date




Determine/gather legal and regulatory standards for contracting inclusion

programs

M-P Coordinator July 1 August 1

Gather lessons learned from DES study, federal Mentor-Protégé programs, and

other state programs


Assess program status, history, decision-making


Site visits to Mentors, Protégés and Stakeholders

M-P Coordinator July 1 September 1

Form Steering Committee Sponsor / M-P Coordinator July 1 August 1

Form MP Lean (Project) Team Sponsor / M-P Coordinator July 1 August 1

Form M-P Customer Focus Group M-P Coordinator July 1 August 1

Milestone: Complete program charter (goals, measures of success, budget,

resource allocation)

M-P Coordinator, QAPartner

August 1

Determine goals for Mentors M-P Coordinator July 1 August 1

Determine goals for Protégés M-P Coordinator August 1 September 1

Brief change management assessment M-P Coordinator August 1 September 1

Define all terms and clarify policies to create the program

M-P Coordinator August 1 September 1

Determine if mentors and protégés are sufficiently interested and willing


Finalize the MP model (does WSDOT match them up, do they have to do it themselves?)


Eligibility M-P Coordinator August 1 September 1

Milestone: Conceptual program design complete


September 1

Develop tools, processes and procedures

Forms / templates M-P Coordinator August 1 September 1

Rules of participation M-P Coordinator August 1 September 1

Length of MP term & relationship M-P Coordinator August 1 September 1

Process for program withdrawal M-P Coordinator August 1 September 1

Forms of developmental assistance a mentor may provide


Service Level Agreements (SLA) M-P Coordinator August 1 September 1




Develop and finalize MOUs between mentors and protégés

M-P Coordinator Sept 1 October 1

Identify participants M-P Coordinator October 1 November 1

Pair and enroll Mentors and Protégés M-P Coordinator October 1 November 15

Milestone: Detailed program design complete


October 1

Process Testing – Lean Start-up

Group 1 Pilot M-P Coordinator Dec 1 June 2018

Lessons Learned / Optimization Cycle M-P Coordinator, QAPartner

Ongoing Monthly

Milestone: Pilot Group 1 Process / Satisfaction Results


January 1

Group 2 Pilot M-P Coordinator Feb 1 June 2018


Ongoing Monthly



March 1

Group 3 Pilot M-P Coordinator April 1 June 2018


Ongoing Monthly



May 1

Rapid Cycle Evaluation

Evaluate:

• Detailed actions taken by the mentor,to increase the participation of protégé

as seller to the state

• Detailed actions taken by the mentor,to develop the technical capabilities of

a protégé as defined in the arrangement

• The degree to which the protégé hasmet the developmental objectives in

the arrangement


Jan 1 June 2018

Monthly report on success M-P Coordinator, QAPartner

January 1 June 2018

Milestone: Year 1 assessment and continuation decision


July 1, 2018



Who is involved in the decision-making process for the development of the work plan?

We assume that you have done considerable work on this topic – which is what led you to post this RFQ. We would expect a strong sponsor to be identified that will exert a lot of influence on the work plan. Perhaps there is a small, nimble work group comprised of some managers, contracting experts, and line staff? Either way, we will ask the right questions to identify the “who” to consult to develop the work plan.

We would suggest that the following best practices be considered while working on the work plan:

1. Find Your Champion - Startups are risky regardless of whether they’re started by anexecutive inside of WSDOT or a scrappy entrepreneur in niche construction productcompany. That risk is not something public sector organizations are typically accustomedto. Corporate teams have been in execution mode, as opposed to discovery mode, fordecades. It can be safe to say: “we do everything by the book and we don’t fail!” The factis, new evidence indicates that a Lean program / process approach saves time and money– and leads to a higher quality outcome. Undertaking such a shift in mindset within alarge agency requires an internal champion to spearhead the effort. This team shouldhave a passionate courageous champion. These champions are often motivated by thedesire to make a real impact on the agency.

2. Start Small - All too often, over-planningprevents aspiring innovators from ever getting started. Often, we get sucked into planning or trying to get buy-in across the entire organization (or customer base) before we get moving. To avoid planning paralysis, we encourage WSDOT to start small but think big and get moving right away. It can start with a single Lean workshop. For example: Sometimes we create customer focus groups, inviting people to ask questions and share their challenges. In other words, we start getting customer feedback right away. Simply getting started, learning, and sharing the results, no matter how small, builds the momentum that leads to greater outcomes.

Describe each of the elements of the proposed work plan for this project:

In our standard work plan template, we track tasks, resources, resource allocation (FTE %) start/end dates, predecessors, work effort, duration and % complete. These are the PMBOK standard elements of a comprehensive work plan that is designed to highlight our “critical path.”

WE CAN TAKE CHARGE AND ALSO REALLY ENJOY THE PROCESS OF “CO-CREATION” WE WANT TO WORK WITH YOU AS YOU WANT TO BE WORKED WITH – DO YOU WANT US TO CONSULT WITH YOU, LEAD PORTIONS OF THE EFFORT, OR FOLLOW YOUR LEAD?



One of the critical factors for project success is having a well-developed project plan. The elements of the proposed work plan for this project include:

Project Planning Element Definition/Description

Project Integration Management

To help coordinate all aspects of the project and ensures smoothly run and integrated project processes. It will include:

Developing the project charter

Developing the project management plan

Directing and managing the project work

Project Performance baseline

The process to determine whether or not the project is on track. The baseline will include the project's approved starting points and include the scope, schedule, and cost baselines.

Scope Management Refers to the set of processes that ensures a project's scope is defined and mapped accurately. We will meet with the sponsor to agree on scope, objectives, limits, dependencies and success criteria, as well as to define deliverables to be produced by the project team.

Change Management Plan Changes to the requirements of a project impact the scope, the amount of work, and have an impact across all aspects of the project. Therefore, a careful and thorough understanding of the requirements is necessary and will be conducted through an interview process. The key is to manage changes to requirements. We will carefully gather, analyze, document, and control for the project's requirements to achieve success. We will develop the tools and processes used to manage change within the project and measure against the project baseline (project's scope, budget, schedule, and plans to manage quality, risk, issues, and change).

Time/Schedule Management

Develop a process for maintaining and communicating schedules for time and resources on a project.

Budget Management Develop the process for controlling project costs within the approved budget and delivering the expected project goals within budget.

Risk Management Plan Risk management strategies might include detailed planning for each risk to ensure mitigation strategies are in place if issues arise or we will develop a prioritized list of high, medium and low priority risks.

Quality Management Plan Develop a process for ensuring that all project/program activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance.

Communications Management Plan

Depending on the complexity, a formal communications matrix is a tool we can use to determine who on the project wants which reports, how often, in what format, and using what media; how issues will be escalated and when; where project information will be stored and who can access it.

We will document the project team's agreed-on method for communicating various aspects of the project, such as routine status, problem resolution, decisions, etc.

Once the project plan is complete, it is important not just to communicate the



Project Planning Element Definition/Description

importance of the project plan to the sponsor, but also to communicate its contents once it's created. This communication should include such things as:

Review and approval of the project plan.

Process for changing the contents of the plan.

Next steps—executing and controlling the project plan and key stakeholder roles/responsibilities in the upcoming phases.

Transition and Closure Plan

The process to transition or close out a project or a phase of a project. The Project Sponsor will receive acceptance from the project sponsor, conducted a post-project review, performed and documented lessons learned and archived all project related documents before completing the closing process.

Describe how your work plan addresses contingencies that may arise during the project:

Unforeseen events happen. A year is not a long time. Contingencies (challenges, curve balls) will occur and we have some innovative ways of looking at them:

Contingency Mitigation Plan

What if mentors & protégés don’t sign up? Or too many are interested?

- Conduct focus groups to ensure we are really meeting the needs and identifyingincentives

- Consider an early “letter of intent” process- Consider incentives: most agencies are not easily able to provide incentives to

their vendor community. But vendors are motivated by a number of factors!They want to learn and grow; providing some access to agency professionalswill be a strong lure. Even the large vendors can be incentivized by partneringwith protégés who can teach them something. Large vendors will be motivatedby access to the agency.

- Perhaps a marketing strategy? The Video Trailers strategy: record a “real life”scenario using the process, where you edit the video to create the illusion yourproduct is real. Then, use the video as part of your landing page or marketingmessage.

- If too many interested parties, experiment with the “high hurdle” trick: we canmake the customer experience more difficult to use, in an effort to gauge realinterest. The higher the hurdle, the more validity you can attribute to yourresults.

What if the process is flawed? Too cumbersome?

- Following Lean methodologies will reduce this risk. Also, if we implement in“waves” we can modify and adapt the process before the next wave

What if we don’t get the leadership or participation we need from WSDOT?

- Escalate to Sponsor(s), document options for less aggressive timeline or scope



Contingency Mitigation Plan

What if we fall behind in process development?

- Lean start-up cycles are designed to get an early start on process development,escalate issues to sponsors and ask to remove roadblocks

- Manually perform tasks related to delivering the value of your product orservice. Eventually you will automate and optimize the process you performmanually, but it’s likely you will move faster by simply performing tasksmanually.

- Leverage work done by other agencies, states or federal agencies

Political / Regulatory change impacts program funding or priority?

- Be responsive to the needs of WSDOT > whether programs like this accelerateor decelerate. We are flexible.

What if we don’t see results? Progress?

- A Rapid Cycle Evaluation processes will help us seek out results and outcomesfrom the earliest pilot group > evaluation leads to adjustments that will haveimpact

What if mentors/protégés don’t get along or don’t succeed?

- The state diversity roadmap calls for a contingency plan stating that if theprogram doesn’t bear fruit by Spring 2018, there will be a mandatorySmall/Veteran oriented program specified.

B. Include the following items: Describe your approaches to resolve issue(s) within the project team; client(s) andstakeholders.

Issues, otherwise known as problems, gaps, inconsistencies, or conflicts, need to be recorded when they happen. When you create an issues log, you provide a tool for reporting and communicating what's happening with the project. This ensures that issues are raised, and then investigated and resolved quickly and effectively. Without a defined process, you risk ignoring issues, or not taking them seriously enough until it's too late to deal with them successfully.

Within the project team, OTB establishes clear issue management procedures so everyone involved in the project is aware of how to report an issue. OTB has managed very large complex, multidisciplinary initiatives. Our broad experience allows us to “see around corners” to anticipate project risk and manage it proactively. Regarding scope, schedule or budget that is actually occurring or imminently occurring. All issues are documented and assigned to a project team member who is responsible for following through to ensure resolution. The PM team will review and update the risk management documentation with their respective project teams, with the Lead PM summarizing for the governance groups. Tools that OTB will use to define and manage project issues include:

Within the stakeholder community, we enable stakeholders to submit issues! They are an important constituency.

With the client, we ALWAYS allow our clients to submit an issue. We care greatly how the client is viewing our project landscape and possible problems. (In state agencies, having an openness to issues is considered a sign of cultural health).



Key Components: Issue Management

Issue Management Plan – The formal plan that includes the Issue log and mitigation strategies

Issues Log – Tracks the issue related information such as the description, action steps, impact summary, priority, etc.

The following steps highlight our approach to resolving issues within the project team, clients and stakeholders:

1. We will create an electronic issues management log with the following information: Issuename, Issue type, Submitter, Date Submitted, Description/Background, Priority (High,Medium, Low), Assigned to, Target Resolution Date, Status/Action Taken, and Descriptionof Final Resolution.

Success depends on the type of information that gets tracked!

2. We give the issue an owner: Determine who is responsible for resolving the issue. Thisperson may or may not actually implement a solution. However, he or she is responsiblefor tracking it, and ensuring that it's dealt with according to its priority.

• It is best to have just one owner, rather than many so that people know who totalk to about status of the issue.

3. Issue Management Framework: we will supplement your issue log with a frameworkcustomized to WSDOT. This framework will help the project team understand what to dowith issues once they've been identified and logged. Developing the framework answersquestions such as:

• How will you assign responsibility for resolving the issue? For example, is thereone person who handles all technical issues? Who would handle a contractor orsubcontractor issue or a consultant or subconsultant issue or a partner issue?

• How will you know when to escalate an issue to management or the steeringcommittee? We may want to create a matrix of potential program or businessimpact versus issue complexity to help you decide which issues should be taken tohigher levels of management.

• Which criteria will determine an issue's priority status?

• Who will set the target resolution date?

• How will issues be communicated within the team?

• How will they be numbered?

• If change orders result, how will those be handled?

• When the resolution affects the budget or schedule, what will the update processbe, and who will be responsible?



One of the key challenges of issues management is to resolve the problem quickly and then move on, with as little impact to the project as possible. The framework provides a structure for making decisions when issues arise. We will consider the team's needs as we develop the framework.

This organized approach to managing issues provides many valuable insights that can be used to refine and improve future program results.

C. Include the following items: Provide assumptions for work breakdown structure, e.g. WSDOT vs. consultantdeliverables.

The following are some project-level assumptions:

• We assume the start and end dates are somewhat “fixed” for this work (alternatedates are possible, as mutually agreed by both parties) - we need program results bySpring/Summer of 2018!

• We assume we can test the requirements and process by using an agile, Lean start-upapproach.

• We assume we will require several partial WSDOT resources:o A sponsoro A process consultant (if there is one in the agency)o Consultation from the contracts management teamo Communications supporto Admin support for navigating DOT environment, logistics, etc.o We assume OTB will track WSDOT tasks and deliverables in the work plan

WBS assumptions:

• We generally like to use a two-week duration for tasks and activities

• We are deliberate about resource loading and resource leveling

• We believe in capturing all key deliverables and milestones in the project plan

• We identify milestone/deliverable owners

• We believe in not reinventing the wheel: let’s use other mentor/protégé programclues and templates as a starting point

D. Include the following items: Identify any key issues and critical milestones for the project.

The reason for identifying key issues and critical milestones up front is to avoid having them impact the desired outcomes. We believe your desired outcomes are:

• The launch and execution of a successful program

• Achievement of WSDOT and Governor’s goals (10% minority, 6% female, 5% small,and 5% veterans)

• High customer service ratings from vendors (mentors & protégés)



• Industry and state recognition for outcomes achieved

Substantial key issues must exist – or these results would be in place or exceeded already and this program would not be necessary. Finding out what issues exist is part of the project initiation phase. We have highlighted tasks related to studying the federal and state programs that have been designed to address issues at the federal and state level. We recognize that DES has hired a firm to study these issues. We will leverage what they have found and allow for the possibility that WSDOT may have some unique issues in addition. So why hire OTB to help with this work?

• We pride ourselves on our diverse culture – and recognize it as a strategic advantage!

• We have always had a non-discrimination policy relating to sex, race, color, creed,religion, or sexual orientation in all matters including hiring, benefits and pay.

• We have a voluntary Mentor-Protégé program which pairs new hires with senior staffmembers to help them feel like part of the team and more connected to the firm. Wefeel that this also helps all of our consultants progress in their careers and gain newskills.

• We maintain a host of programs and initiatives to support our employees such asflexible work arrangements used to accommodate and encourage diverse personalsituations.

Critical milestones from the work plan include:

Milestone: Complete program charter (goals, measures of success, budget,

resource allocation)


August 1

Milestone: Conceptual program design complete


September 1

Milestone: Detailed program design complete


October 1



January 1



March 1



May 1

Milestone: Year 1 assessment and continuation decision


July 1, 2018

1501 Fourth Avenue, Suite 550�Seattle, Washington 98101 T 206.623.0735�F 206.623.0781

SEATTLE • WASHINGTON DC • NORFOLK • PORTLAND • BALTIMORE • AUSTIN

May 16, 2017

Washington State Department of TransportationMentor Protégé Coordinator | Packet A

and Yates Consulting

Sub-consultants: TDW+Co | CBE Strategic | Donaldson Enterprises

Submitted by:

Washington State Department of Transportation | Mentor Protégé Coordinator

Packet A | 1

CRITERIA 1 | Qualifications/Expertise of Firms on Team

PRR’S HISTORYA woman of color, Rita Brogan founded PRR with her personal history driving the company’s commitment to ensure both women and people of color benefi t from opportunities presented in the public and private sector. The fi rm has successfully worked with the Washington State Department of Transportation as a DBE for 35 years. Rita deployed an integrated communications approach and harnessed the tools of public policy, community outreach, advertising, public relations and social science to serve both the greater good and clients like WSDOT.

Infl uenced by her experiences and observations growing up in multiple countries and fi ghting for civil rights, Rita felt a sense of responsibility to help others make changes that would improve their lives, their community and their planet. Built on this strong foundation, PRR continues to develop innovative ways for individuals and their communities to engage in civic life and the projects that aff ect them. We are thrilled to partner with Yates Consulting to create a Mentor Protégé Program that benefi ts minority/small/veteran/women owned businesses throughout the state.

AFIRMS ON PROPOSED TEAM

PRR and Yates Consulting are teamed for WSDOT’s Mentor Protégé Coordinator contract. PRR is in a lead role for contract and resource management, with Henry Yates serving as the mentor protégé coordinator. In addition, we have included sub-consultants as part of our Business Outreach Team: TDW+Co, CBE Strategic and Donaldson Enterprises.

Founded in 1981, PRR off ers a full toolbox of services to provide eff ective, ongoing communication with the public, targeted stakeholders and the media. This includes marketing, public involvement, media relations, social media and information architecture. PRR has a high level of technical expertise in public opinion research and facilitation. A certifi ed W/DBE, our nearly 100-person, award-winning staff has directed hundreds of marketing, public information, community relations and research programs nationally. Our integrated marketing strategies, including public relations, advertising, promotions and special events, provide tools for Human-Powered Change, PRR’s process to engage and empower individuals to improve their health, their community and their planet every day. We provide individuals with the right information, at the right time and in the right place, to inspire them to action. Our process brings forward benefi ts, minimizes risk and invites others to be a part of something bigger.

Yates Consulting specializes in diversity and inclusion, government aff airs, outreach and communications. Yates Consulting represents government agencies, nonprofi t organizations and private fi rms in addressing issues related to diversity and inclusion in selecting, promoting and maintaining diverse (minority-, veteran- and women-owned) businesses. Yates Consulting also helps government, nonprofi t and private entities achieve policy objectives in the government (local, state and federal aff airs) arena and provides outreach and communications services. Yates Consulting has provided these services for eight years.

Yates Consulting has worked with many minority businesses, serving as a coach and facilitator, allowing them to compete successfully for opportunities available through WSDOT and other public

Packet A | 1

PRR Founder,Rita Brogan


Packet A | 2

entities. With the exception of achieving successful passage of Job Order Contracting legislation on behalf of the National Association of Minority Contractors, Yates’ work has been without charge to the small businesses. Yates’ knowledge of both federal and state regulations and his ability to serve as an impartial “go-between” for the contracting community, agencies and small businesses is invaluable to ensuring a successful WSDOT Mentor Protégé Program. Yates Consulting has also engaged with veteran organizations throughout the state, recognizing that these entities are often less established and have fewer resources than women- and minority-owned business organizations.

BUSINESS OUTREACH TEAM

Represented by Serena Li, TDW+Co uses multiple communications approaches, including digital communications, social media and in-person contact, to reach diverse audiences. These can be combined to meet a variety of planning and communications needs. TDW+Co’s approach to languages goes further than conventional translation and interpretation. They use a process they call transcreation, transforming the English language materials into other languages with a focus on conveying the original strategically thought out message in the target language without compromising nuance and focus. With transcreation as their core competency, they have the capacity to work eff ectively in more than 35 languages. A certifi ed DBE and MBE, TDW+Co was founded in 2004.

Ceis, Bayne & East Strategic (CBE Strategic) was established in 2010 to help clients achieve their goals, build stronger relationships and better position them for future endeavors. CBE Strategic’s services draw on the team’s extensive background in politics, executive management, messaging, lobbying, campaigns, law and business development. They off er public aff airs strategy, advocacy, communications and stakeholder engagement, including culturally-appropriate outreach and immigrant community engagement, for a diverse set of clients that include government agencies, major corporations, local businesses, non-profi ts and labor unions. CBE Strategic will be represented by Andrés Mantilla, who is currently conducting diversity outreach work for Seattle Tunnel Partners and the Alaskan Way Viaduct Project.

Since 2002, Donaldson Enterprises has provided diversity consulting services to government agencies, large general contracting and engineering fi rms and small, minority-owned fi rms. Services include outreach, program development, workshops, training, facilitation, mentoring, interview preparation, confl ict resolution, focus groups, in-depth interviews, qualitative research, compliance, workforce development, event planning and networking coordination for minority/small/veteran/women owned businesses. Suzanne Donaldson also consults on community participation plans on public and private projects where the owner sees the value of inclusivity and diversity. The fi rm is a 100% Native American, women-owned company with DBE, MBE, WBE and SBE certifi cations in Washington and Oregon.


Packet A | 3

Colleen GantsPrincipal in Charge

Lynsey BurgessProject Manager

Henry YatesMentor Protégé Coordinator

WSDOT Mentor Protégé Advisory Panel

Rita Brogan, PRR

Bobby Forch, Bobby Forch & Associates

Kimberly Funk, Diverse Opportunity Exchange

Wayne Lau, Rainier Valley Community Development Fund

Jimmy Matta, Alcantar & Associates

Suzanne Donaldson, Donaldson EnterprisesNative American Business Outreach

Business Outreach Team

Serena Li, TDW+CoAAPI Business OutreachBrett Houghton

Strategic Framework Lead

Figure 1. PRR/Yates Consulting Proposed Project Team Organization Chart

Andrés Mantilla, CBE StrategicHispanic Business Outreach

Henry Yates, Yates Consulting—African American and Veteran Business Outreach

PRR/Yates Consulting—Women Business Outreach

Additional PRR in-house support (as needed):

Creative Studio

Facilitation and Public Outreach

Research


Packet A | 4

B OFFICE LOCATIONS WITHIN STATE OF WASHINGTON AND PORTLAND

PRR, Seattle, WA | 74 employeesPRR’s Seattle offi ce is the fi rm’s fi rst location and serves as headquarters. We are completing several projects focused on equity and diversity, with staff off ering marketing, public relations, facilitation and public involvement, research and creative services.

PRR, Portland, OR | 1 employeePRR’s Portland offi ce is led by a long-time PRR staff member who acts as project manager or person in charge on many projects including equity and diversity programs. This offi ce off ers the same services as Seattle—marketing, public relations, facilitation and public involvement, research and creative services.

Yates Consulting, Seattle, WA | 1 employeeYates Consulting provides diversity/inclusion, government aff airs, outreach and communications to government, non-profi t and private clients.

TDW+Co, Seattle, WA | 19 employeesTDW+Co’s Seattle headquarters is a full-service shop, off ering research and strategy, creative, media, transcreation and outreach to multicultural and historically-underserved communities.

CBE Strategic, Seattle, WA | 5 employeesCBE Strategic off ers government aff airs, public engagement and strategic advice services, including culturally-appropriate outreach and immigrant community engagement.

Donaldson Enterprises, Washougal, WA | 1 employeeDonaldson Enterprises off ers a variety of inclusion and diversity outreach and planning services to government agencies, large contracting and engineering fi rms and small, minority-owned fi rms.

C PRIME AND SUB-CONSULTANT PAST EXPERIENCE WORKING TOGETHER

Colleen Gants of PRR and Henry Yates of Yates Consulting both currently serve on the Mayor of Seattle’s Women and Minority Owned Business Advisory Committee. Through that eff ort, Henry and Colleen have collaborated on initiatives regarding small business certifi cation, working with the City and small/large business mentorship.

PRR has worked with TDW+Co on projects such as the Seattle Department of Transportation’s (SDOT) Streetcar Program (2015 - ongoing) and we share offi ce space in Los Angeles, CA.

CBE and PRR work together on the SR 99 Tunnel Project as part of the Seattle Tunnel Partners team (2011 - ongoing).

Yates Consulting has also worked on outreach and diversity-related projects with CBE Strategic.


Packet A | 5

DKEY STAFF AVAILABILITY

PRR is committed to pursuing projects about which our staff are passionate. Our team is deeply invested in helping minority/small/veteran/women owned businesses succeed. By submitting this proposal, PRR guarantees that we are:

• Available and committed to the timeneeded to perform the requiredtasks.

• Completely committed to putting theright team in place to set the MentorProtégé Program up for success.

• Dedicated to getting the job done ontime, on budget and in a way that far surpasses expectations.

From our initial planning, we believe the following workload and budget breakdown will meet these goals by effi ciently utilizing our team’s time and the project budget:

Key Staff , Role

Availability (hours per month)*

Henry Yates, Mentor Protégé Coordinator 85Lynsey Burgess, Project Manager 64Colleen Gants, Principal in Charge 30Brett Houghton, Strategic Framework Lead 48Serena Li, AAPI Business Outreach 40Andrés Mantilla, Hispanic Business Outreach 40Suzanne Donaldson, Native American Outreach 40

*total hours available

Figure 2. Workload/Budget Breakdown

50%20%

20%

5%5%

Outreach to and coordination with mentor businesses

Program management, framework, logistics,

graphics, materials

Research synthesisCosts (printing, mileage, meeting space, lodging, etc.)

Outreach to and coordination with protégé businesses


Packet A | 6

EPAST EXPERIENCE—PRR

Business Diversity Communication Strategy, Washington Department of Enterprise ServicesApril 2016 - ongoing | contract amount: $100,000

The Department of Enterprise Services hired PRR to support the Washington State Business Diversity Subcabinet. The subcabinet’s charge is to increase state government contracting opportunities for minority/small/veteran/women owned businesses. PRR helped the subcabinet identify a program name and graphic identity that capture and convey the intent to internal and external audiences, including state procurement staff , small business owners, large businesses who provide opportunities for small businesses and advocates. PRR created a website for state agency procurement staff to learn more about the initiative and how to implement its strategies. PRR created a community outreach strategy to be vetted by state agency directors. The plan set the direction for state business development outreach.

Expertise for this project

• Worked with DES to developinternal system that will increaseminority/small/veteran/womenowned business involvement.

• Developed inclusion program for adiverse audience including internalagencies, small business owners,large prime contractors and smallbusiness advocates.

• Created outreach strategy.

Objectives of Community Engagement for Subcabinet Work PlanBuild the foundasustained long tfor ongoing comtap into going fo

Ensure we do not miss something important (i.e. concerns, barriers, community impact, a key perspective, understanding what people are really saying, cultural differences, etc.).

Develop/enhance meaningful partnerships with the community as the subcabinet work plan is developed and deployed so that we achieve meaningful outcomes.

Washington State Business Diversity Subcabinet

Example sections of the PRR work plan for DES

Groups and Their Roles

The subcabinet work group is responsible for the operational side of the project work plan, from development to implementation, including overseeing and participating in community engagement on work plan items. Work group members contribute to the development and review of engagement plans, including final approval of plans. The work group also will prioritize which community groups need to be engaged—and where—for each work plan item (assisted by the communication team).

Subcabinet work group

Ensure we do not miss something important (i.e. concerns, barriers, community impact, a key perspective, understanding what people are really saying, cultural differences, etc.).

Build the foundation for meaningful partnerships that are sustained long term and develop best practice guidance for ongoing community relationships that agencies can tap into going forward.

for Subcabinet Work PlanObjectives of Community Engagement

Subcabinet members are responsible for setting direction and making decisions based on information from the work group and feedback from the community and internal state government stakeholders.

Subcabinet members

The communication team is responsible for developing community engagement plans based on subcabinet and work group priorities, ensuring the plans gain approval from work group members who are in charge of each plan element requiring engagement, and coordinating the engagements. Developing plans includes identifying audiences and objectives for each engagement as well as clear talking points and informational materials that help guide engagement discussions. Also responsible for logistics of engagements.

Communication team


Packet A | 7

Clean Water Partnership P3 Marketing and Message/Materials Development, Corvias SolutionsJanuary 2016 - ongoing | contract amount: $492,000

Corvias helps municipalities meet stormwater compliance needs through an innovative model that increases project effi ciencies and directly benefi ts the community and local economy. In 2014, Corvias partnered with Prince George’s County, Maryland on a fi rst-of-its kind stormwater solution called the Clean Water Partnership (CWP). The CWP, as with all Corvias partnerships, focuses on job creation and DBE-subcontracting metrics to measure success.

PRR is supporting Corvias, Prince George’s County and the EPA to promote the Clean Water Partnership and Corvias Solutions success stories to other municipalities to illustrate how a community-based public-private partnership (P3) works in hopes that more cities, counties and states will take up this model. PRR has created a highly-visual storybook piece for CWP, as well an annual report, an interview-based video, brochures and other key messages to help tell the story in a compelling and straightforward way.

PRR also helps Corvias and the County tell their mentor/protégé story. PRR has developed materials supporting programs and workforce development curriculum that prepare local minority/small/veteran/women owned businesses to implement CWP work. The Partnership’s Mentor Protégé Program assesses existing capacities, strengths and weaknesses of local businesses to develop individualized processes that support growth. The Program develops skills in the community, with eight local companies currently enrolled, a majority of which have already successfully bid and secured work.


• Worked with public agency andprivate contractor to promotehighly-successful Mentor ProtégéProgram.

• Collaborated with the MentorProtégé Program to observe andlearn about one of the country’smost innovative programs.

• Produced the Clean WaterPartnership Storybook and AnnualReport, which included interviewswith the public agency, mentorsand protégés for highlights on bestpractices and success stories.

GROWINGLocal BUSINESSCWP PROCUREMENT HELPS GROW SMALL BUSINESSES INTO BIG BUSINESSES

“CWP was instrumental in helping us put together our certifications and complete the processes for County-based certifications. A lot of doors open with those certifications.”

—GARY FAULKNER, OWNER, FAULKNER LAWN CARE,

PARTICIPANT IN CONTRACTOR CONCIERGE PROGRAM

ESTIMATED BENEFITS TO LOCAL BUSINESSES

COUNTY LOCATED BUSINESSES

MINORITY BUSINESS ENTERPRISES

COUNTY-BASED SMALL BUSINESSES

COUNTY-BASED MBE

COUNTY-BASED BUSINESSES

OTHER

$ 17,433,400$ 7,078,700$ 6,674,200$ 5,759,400$ 4,999,800$ 4,081,600

85% MBE PARTICIPATION

FOR SOME PROJECTS

Small business highlights from a CWP brochure created by PRR


Packet A | 8

Community Police Commission Assessment, City of SeattleJuly 2013 - ongoing | contract amount: $231,669

The City of Seattle established the Community Police Commission (CPC) to provide community input on proposed Seattle Police Department (SPD) reforms. The CPC was mandated under a memorandum of understanding between the City and the U.S. Department of Justice, which details work to be done over three years to ensure bias-free policing and address the past use of excessive force. The overarching goal of the CPC is to increase community trust and confi dence in SPD by engaging with various communities.

PRR worked with the CPC to draft and implement a community engagement plan focused on historically-underrepresented communities about proposed police reforms. After meeting with the group and other CPC members, PRR drafted a communication plan that outlined strategies and tactics to engage a number of communities throughout Seattle.

The level of community participation throughout the process was very high. The CPC made a special eff ort to invite members of underrepresented communities to off er their perspectives on police department reform in safe forums by contracting with 13 community-based organizations that directly serve hard-to-reach populations, and by reaching out to many more. In all, more than 100 organizations participated in the outreach eff ort.

The CPC, along with its partners and supporters, brought together more than 3,400 community members at over 150 meetings. Participants completed over 3,000 survey questionnaires and facilitators extensively documented key themes identifi ed during the meetings. In addition, the CPC received 464 surveys translated into languages other than English. The CPC summarized the results in a report detailing their policy recommendations on November 15, 2013, and in a fi nal community outreach report in January 2014.


• Created a community engagementplan focused on historicallyunderrepresented populations.

• Created a program with establishedcriteria, an application period and aselection process.

• Established an advisory committeeto gather input from a diverse community to be served.

600 Fourth Avenue, Seattle, WA 98104

Your voice will be heard, and it will make a difference!

The Commission is committed to effective, fair policing.

www.seattle.gov/policecommission

How to be involved:Sign up for CPC’s email listserv at [email protected].

Go online to CPC’s website at www.seattle.gov/policecommission

Find information about CPC meetings which are open to the public and review meeting minutes.

Review materials about proposed policy changes.

Complete an online questionnaire about how to improve SPD practices and community relations.

Comment or provide suggestions for topics or issues that the CPC should look into (or mail comments and suggestions to PO Box 94749, Seattle, WA 98124-4749).

Contact us to have CPC representatives meet with your group, or to offer ideas for how we can better reach community members.

Contact usSeattle Community Police [email protected], 206-233-2664 www.seattle.gov/policecommission

CPC brochure


Packet A | 9

PAST EXPERIENCE—YATES CONSULTING

Interim Disadvantaged Business Enterprise Community Engagement Manager, WSDOT October 2015 - August 2016 | contract amount: $15,000 to $16,000/month

Yates Consulting coordinated WSDOT outreach to minority/small/veteran/women owned businesses in large forums and one-on-one settings, including working with small business and transportation advocates in the Washington State Legislature.

Henry Yates was involved in planning, coordinating and marketing several large WSDOT minority/small/veteran/women owned business events for the new Connecting Washington program that featured voluntary goals diff erent from those in the DBE Program. Henry provided advice and guidance to persons in the WSDOT Offi ce of Equal Opportunity (OEO), Construction, Consulting Services and regional offi ces as the meetings

were planned. He recruited other entities with similar missions, yet more knowledge of the local small business community (for example the City of Tacoma) to co-sponsor meetings with WSDOT and help reach out to minority/small/veteran/women owned businesses. At the meetings, Henry connected small businesses with WSDOT staff and prime contractors, and following up to ensure various services off ered by the agency (Support Services, Consulting Safe Harbor Provisions, etc.) were made available to businesses in need.

Roger Millar was appointed WSDOT’s Secretary of Transportation during this time. Henry helped him connect to key individuals in the small business community and ensured they gave him an honest assessment of how the agency could better help minority/small/veteran/women owned businesses. Henry also worked closely with the new director of the OEO, facilitating meetings with several individuals both inside and out of the transportation diversity arena who were able to provide their unique perspectives on WSDOT’s challenges in small business.

Interim Disadvantaged Business Enterprise Liaison Offi cer, WSDOTNovember 2014 - May 2015 | contract amount: $15,000 to $16,000/month

Henry connected DBEs to key WSDOT staff in construction, architectural/engineering, procurement, and consulting areas of the agency to promote diversity and inclusion. His activities included:

• Attended and participated in business organization meetings(Tabor 100, NAMC, CDE) as well as minority group meetings(The Breakfast Group, First Thursday) to provide informationabout upcoming WSDOT opportunities.


• Worked closely with WSDOT.

• Outreach to DBEs.

• Planned and coordinated programinitiatives.

• Gained strong knowledge of WSDOT’s DBE initiatives.


• Engaged with DBEs.

• Created and executed selectionprocess for new DBE Liaison Offi cer.

• Gained strong knowledge ofWSDOT’s DBE programs.


Packet A | 10

• Coordinated highly successful public meetings designed to identify minority/small/veteran/womenowned businesses and connect them with various WSDOT personnel and opportunities. More than125 small businesses attended the meetings to learn about opportunities and speak directly toagency decision-makers.

• Served as a member of WSDOT’s DBE Advisory Committee, developing agendas, identifyingpresenters and participating in the discussion.

• Visited WSDOT regional offi ces throughout the state to meet with key individuals at all levels.

Additionally, Henry assisted WSDOT in the selection of a permanent DBE Liaison Offi cer/OEO Director. The process involved identifi cation of stakeholders (30 individuals representing DBE businesses and nonprofi t organizations and persons in diversity advocacy representing government entities), setting up discussions with stakeholders and the WSDOT Deputy Secretary and creating summaries and recommendations. This eff ort established criteria for a new DBE Liaison Offi cer/OEO Director and identifi ed key factors that needed adjustment at the agency to better assist DBEs wanting to work on WSDOT projects.

Small Business Liaison, Hensel Phelps ConstructionJune 2016 - ongoing | contract amount: $3,000 to $7,000/month

Yates Consulting provides advice and guidance to the Hensel Phelps Northwest Team regarding interfacing with small, minority- and women-owned businesses. Hensel Phelps has secured several vertical building projects in the Northwest, most requiring or preferring the engagement of small businesses consisting of minority- and women-owned fi rms.

Henry has recruited more than 20 diff erent small businesses, mostly minority, to work with Hensel Phelps and has assisted the fi rm in conducting meaningful outreach to the small business community. Henry helped these businesses engage with either Hensel Phelps or the fi rm’s large prime/subs who are many times the successful bidders for contracts worth more than $1 million and sometimes have the need for smaller businesses to work with them on projects.

Henry provided Hensel Phelps with a large database of all small businesses in the region designed to ensure the small businesses are considered when opportunities arise. These eff orts have helped Hensel Phelps and its partners better understand the needs of minority- and women-owned businesses in the Northwest and helped the fi rms prepare themselves for the expectations of the prime, subs and Hensel Phelps. This has required identifying the individual and collective obstacles facing minority- and women-owned fi rms and crafting ways to meaningfully address each issue in order to create positive and mutually benefi cial relationships.


• Provided outreach to and advocacyfor minority/small/veteran/womenowned businesses.


Packet A | 11

PAST EXPERIENCE—TDW+CO

Seattle Streetcar, Seattle Department of TransportationJune 2013 - ongoing | contract amount: $176,605

TDW+Co was brought on to mitigate negative sentiment in the Asian American/Pacifi c Islander (AAPI) community toward the SDOT Streetcar project. TDW+Co developed and implemented an outreach program for underserved, multicultural communities, taking into account the diverse language needs, consumption platforms and preferences and cultural nuances of 10 impacted ethnic segments.

TDW+Co’s multicultural outreach program included open houses and safety briefi ngs, door-to-door outreach, translation and transcreation into 10 languages, ethnic media outreach, partnering with 49 CBOs, and working with 18 safety ambassadors. TDW+Co’s work on the First Hill line continued under PRR, who was brought in to replace the original marketing and outreach contractor, and continues this day with the Center City Connector.

PAST EXPERIENCE—CBE STRATEGIC

SR 99 Tunnel Project, Seattle Tunnel Partners2014 - ongoing | contract amount: $36,000 annually

CBE Strategic provides diversity outreach to minority- and women-owned businesses for the SR 99 Tunnel Project, which connected businesses to WSDOT Supportive Services through outreach and engagement events and has achieved 111 contracts worth over $100 million for disadvantaged businesses.

PAST EXPERIENCE—DONALDSON ENTERPRISES

DBE Consultant Support Services, Tri-County Metropolitan Transportation District of Oregon (TriMet)2012 - ongoing | contract amount: $29,582

Donaldson Enterprises provides technical assistance for TriMet’s DBE program development. Initial stages included research and review of existing programs, literature and disparity studies for compilation and to provide recommendations. They provide all necessary services to ensure comprehensive compliance with TriMet’s DBE program by the professional services and construction contractors for the Portland to Milwaukie Light Rail Project by assisting TriMet staff and managers in reviewing contractor’s documentation of their DBE utilization and workforce programs, and performing all required DBE monitoring activities.


• Performed outreach through door-to-door to CBOs and diverse businesses,including AAPI.

• Worked in Cantonese Chinese,Mandarin Chinese, Vietnamese, Korean and Japanese.

• Formed partnerships with AAPICBOs.


• Provides all necessary reportingand documentation as required tocomply with federal, local and agencyrequirements.

• Works closely with DBEs tolearn about their experience insubcontracting on the project.


• Performed outreach to disadvantagedbusinesses.

• Worked closely with WSDOT.


Packet A | 12

MANAGING TEAMS OF SUB-CONSULTANTS

Lynsey has led teams of PRR staff , subcontractors and multiple agency partners on projects ranging from $30,000 to more than $1 million in contract value. On King County’s West Duwamish CSO Control and Seattle Public Utilities’ South Park Drainage Improvements projects, Lynsey manages ECOSS, which leads direct outreach to the South Park community. For the City of Seattle’s Center City Connector project, she managed outreach and translation eff orts from TDW+Co—one of PRR’s partners for this proposal. Lynsey manages complex teams by setting clear roles and responsibilities at the start of the project, maintaining regular communication, documenting all scope changes and reconciling actual outreach eff orts to planned expenditures at least monthly. She works closely with all subcontractors to ensure the team stays on budget while meeting the project’s goals and objectives.

CRITERIA 2 | Qualifications of Proposed Project Manager

Proposed project manager Lynsey Burgess has worked with WSDOT for nine years, including working with contractors, minority/small/veteran/women owned businesses and OEO staff to encourage small business participation. She helped write clear project descriptions, developed advertisements to reach small businesses, planned and facilitated minority/small/veteran/women owned businesses workshops for federally-funded projects and developed trainings on interacting with the public and media for small businesses on high profi le projects.

Through her work on large government infrastructure projects, she has insight into barriers to participation that can keep minority/small/veteran/women owned businesses from working on these projects. She also understands hurdles contractors face that make them reluctant to work with these businesses, including some hurdles of perception. She has also participated in highly successful W/M/DBE and small business recruitment programs and can bring those best practices to this work.

As part of PRR’s priority to help nurture disadvantaged businesses, Lynsey planned and executed a workshop with minority/small/veteran/women owned businesses to discuss best practices for outreach to diverse communities and establish relationships that could lead to future teaming.

Lynsey has been supporting WSDOT projects since 2009, and has worked on nearly two dozen state, county or city projects that include DBE or small business requirements. She has also managed small business subcontractors on six projects in the past threeyears, providing mentorship to help them successfully navigate government contracts and coachingthem to provide invaluable strategic support to their projects.


Packet A | 13

APROJECT MANAGER PAST EXPERIENCE

SR 99 Tunnel Project, Seattle Tunnel Partners, February 2011 - ongoing

As the construction communications specialist for Seattle Tunnel Partners (STP), Lynsey led all communications for STP, including working with the contractor team’s DBE and OEO leads to recruit W/M/DBE and small businesses to bid for the project, helping to advertise specifi c scopes of work, holding trainings and networking events, creating a series of ads to promote the project’s DBE outreach and supporting outreach eff orts for the project’s apprenticeship program.

Lynsey also developed a short training course on how to interact eff ectively with members of the public and the media. Lynsey coordinated with STP to incorporate communications training into the required project safety and environmental training, which benefi tted everyone working on the project. This training provided a crash course in WSDOT communication standards and media protocols targeted at staff or businesses unaccustomed to working on one of the highest-profi le jobs in the state.

This project translates to WSDOT’s Mentor Protégé Coordinator project in three meaningful ways. It gave Lynsey valuable experience working with a contractor to advertise and hire W/M/DBE fi rms, uncoveredbarriers to hiring and eff ectively working withthose fi rms—including insight into how to eff ectively mentor them—and allowed her to work with W/M/DBEfi rms to learn about diffi culties they have bidding and performing work on a large construction project.

Seattle Tunnel Partners (STP) is the design-build contractor for the SR 99 Tunnel that will replace the Alaskan Way Viaduct.

SEATTLE TUNNEL PARTNERS IS AN EQUAL OPPORTUNITY EMPLOYER

For project updates, visit www.alaskanwayviaduct.org. For employment opportunities or business information please contact Seattle Tunnel Partners at [email protected] or 206-971-8210.

STP has commitments of

over $126M with 109 DBE

firms and over 200 contracts.

$126million

Over 200 DBE ContractsDisadvantaged Business Enterprises (DBE) are valuable to our region’s economy. Through direct contracts with DBE partners, STP expands access to the SR 99 Tunnel Project and supports over 100 DBE firms as they grow their businesses.

Join UsSTP continues to identify opportunities and encourages DBE firms to contact us about work in your area of business. We are committed to Equal Opportunity, utilizing a diverse labor force, on-the-job training, and apprentice utilization. We are soliciting bids in many heavy construction trades, including:• Traffic Control• Demobilization• Asphalt NOB & SOB• Road Striping

• Fire Extinguishers• Final Building Cleaning/

Tunnel Clean Spaces

Seattle Tunnel Partners is committed to:• Equal Opportunity utilizing a diverse labor force• 15% Apprentice Utilization• 6.9% Female Utilization• 7.2% Minority Utilization

STP DBE ad


Packet A | 14

On-Call Crisis Communications, PCL Construction, 2012-2014

Lynsey led PRR’s on-call crisis communications support for PCL’s northwest region construction and buildings groups. As part of this contract, Lynsey supported PCL with media relations after one of their subcontractors lost its DBE certifi cation after allegations they hired out the work awarded to them to a non-DBE subcontractor. Lynsey navigated tough waters, explaining PCL’s priority of working with small and disadvantaged businesses and the benefi ts of the DBE system, even in light of an isolated situation. Lynsey and PCL developed messaging to explain how PCL monitors all of its subcontractors and ensures compliance with DBE requirements.

South Park Drainage Improvements, Seattle Public Utilities, January 2017 - ongoing

Lynsey leads outreach and strategy for PRR’s work on SPU’s South Park Drainage Improvements project. This project will bring new drainage infrastructure to the South Park basin, an area with poor-quality roadways and serious fl ooding problems. PRR brought on ECOSS, a small nonprofi t based in South Park, to lead direct outreach to the community. PRR provides mentorship and coaching to ECOSS, while ECOSS off ers the best ways to reach their community and builds on their existing relationships. PRR has worked with ECOSS on a number of projects, and provides consistent mentorship for this small-but-mighty nonprofi t. On this project, the partnership with ECOSS allowed Lynsey’s team to quickly create a work plan, conduct outreach and gather feedback on multiple proposed alternatives within a six-week timeframe so that SPU could advance the project schedule. The team advanced the design phase by making a quick decision about alternatives analysis and selected a hybrid alternative based on the feedback ECOSS collected.

BFAMILIARITY WITH RELEVANT STATE/FEDERAL REGULATIONS AND PROCEDURES

With nearly a decade of experience working both with WSDOT and contractors on state- and federally-funded projects, Lynsey is adept at working with state and federal regulations and procedures and understands the diff erences between federal, state, county and city requirements. She understands federal DBE participation requirements from working with contractors to help them create a DBE program that ensures compliance with federal requirements. She is also knowledgeable in the voluntary minority/small/veteran/women owned business inclusion goals for Connecting Washington.

Lynsey is familiar with some of the traditional hurdles and criticisms of the DBE program, after developing messaging and leading media outreach for multiple clients that experienced crises related to DBE programs on federally funded projects.

Contractors often cite a number of factors—real or perceived—that are hurdles to hiring and eff ectively using W/M/DBE fi rms. Familiarity with these hurdles means Lynsey will be able to more eff ectively work with potential mentors.

Firsthand experience managing and mentoring ECOSS and other businesses similar to those that could apply as protégés will provide valuable insights as PRR develops the program framework.


Packet A | 15

CABILITY TO MANAGE KEY ASPECTS WITHIN A PROJECT

Ability to manage project schedule

With nine years of experience on construction projects, dealing with critical schedules—and last-minute needs—has been the norm for Lynsey. Informing the public about construction activities is critical, and planning construction around weather, permitting delays and more can make schedules unpredictable. For all projects, she makes it a priority to quickly draft materials and shepherd them through the review process so outreach stays ahead of the project schedule.

Ability to manage scope of work/scope creep

Contractors deliver successful projects by knowing WSDOT’s goal and paying close attention to the stipulations and deliverables laid out in the contract. Delivering a successful communications program is no diff erent. Lynsey has managed communications programs ranging from one staff person for a few hours a week to large teams working on multi-year projects. Anticipating the ebbs and fl ows of a project and knowing the scope and budget inside and out are crucial to responding to day-to-day needs and moving things around to respond to unanticipated circumstances. Maintaining clear and open communication with the client means no surprises; if the scope changes, Lynsey works with the client to fi nd a solution that is a win for everyone.

Ability to manage budget issues

PRR project managers and accountants use Deltek Vision to plan project hours by staff person. At least monthly, PRR project managers reconcile actual hours/activities against projections to ensure the project stays within budget. In addition, Lynsey works with her team to establish a clear understanding of level of eff ort before beginning tasks and touches base regularly to make sure work is progressing as planned. She fi nds ways to streamline the communications process—such as documenting and consistently using approved language—to save time and money. She also looks at larger strategies to save the project money, such as planning a heavy lift at the beginning of a communications eff ort, building trust in the community to save time later on.

Ability to manage changes that arise throughout the life of the project

Lynsey is adept at working in the quickly changing world of design-build construction, gathering information about construction sequencing and potential change points and using that information to build realistic expectations among the community and provide opportunities for meaningful input. That design-build experience translates to all her work, where she drafts plans that leave room for shifting and builds schedules based on durations rather than specifi c dates.


Packet A | 16

PROJECT MANAGEMENT EXAMPLES

1Lynsey manages STP’s outreach team for the SR 99 Tunnel Project, a project that will last approximatelyeight years. Lynsey worked with project teams to

create standardized templates and banks of approved language so materials can be quickly drafted when the need arises and notifi cations can be completed so construction can move forward. For long-term planning, she builds in extra time and clearly documents milestones for steps along the way so the team stays on track, including forecasting staff needs to bring in extra support when needed.

Major changes arose when the tunneling machine broke down and delayed the project by several years. Lynsey’s role in managing changes to the project involved working with WSDOT and her communications team to shift outreach eff orts, develop new messaging and work with the DBE and OEO teams to advertise new scopes of work that were open for DBE participation.

2PRR supports SDOT’s Yesler Bridge Rehabilitation Project, with Lynsey as Principal in Charge. Afteroutreach began, SDOT realized there were changes

to federal requirements for some of the historic documentation related to the project, which would require a change to PRR’s scope. Lynsey worked with SDOT to develop a no-cost change order that would document changes to the scope, while shifting deliverables to manage budget issues.

3Lynsey managed budget issues on King County Wastewater Treatment Division’s Barton CSO Control Project by working with the client to identify the overall budget and frontload outreachto the start of the project to build trust with the community early and save money later once

relationships were established. The approach was highly successful, with project surveys showing an increase in satisfaction with King County’s responsiveness of 20 percentage points.

DLICENSES AND ACCREDITATIONS

Lynsey does not hold any licenses or accreditations.

Project manager Lynsey Burgess works with a WSDOT employee ahead of the SR 532 ribbon cutting ceremony.


Packet A | 17

CRITERIA 3 | Key Team Members Qualifications

Henry Yates, Mentor Protégé Coordinator

Henry has spent more than 30 years in government working for several state agencies, the Washington state Legislature, City of Seattle and Port of Seattle. His knowledge of both state regulations and creating state law is extensive. In addition, since starting Yates Consulting, he has worked on behalf of minority-owned fi rms and is actively engaged with several entities formed to promote those business entities. Henry serves on the Board of Tabor 100, the largest

minority business advocacy organization in the state, chairs the Mayor of Seattle’s Women and Minority Business Enterprise Advisory Committee, is a member of the WSDOT DBE Advisory Committee and the National Association of Minority Contractors and supports many community-based eff orts aimed at achieving equity for people of color (for example, the Martin Luther King Day Celebration Committee).

WSDOT Interim Disadvantaged Business Enterprise Liaison Offi cerNovember 2014 - August 2016 Interim DBE liaison offi cer. Henry connected DBEs to key WSDOT staff in construction, architectural/engineering, procurement and consulting areas of the agency to promote diversity and inclusion. As part of this role, Henry worked directly with the Secretary and Deputy Secretary to assist WSDOT in its selection of a permanent DBE Liaison Offi cer/OEO Director.

WSDOT Interim Disadvantaged Business Enterprise Community Engagement ManagerOctober 2015 - August 2016 Interim DBE business enterprise community engagement manager. Henry coordinated WSDOT outreach to minority/small/veteran/women owned businesses both in large forums and one-on-one settings, including working with small business and transportation advocates in the Washington State Legislature. Henry was involved in the planning, coordination and marketing of several large WSDOT events for the new Connecting Washington program that featured voluntary goals diff erent from those in the DBE Program and worked with several individual small businesses helping them navigate through the agency.

Hensel Phelps Construction Small Business LiaisonJune 2016 - ongoing Small business liaison. Henry provides advice and guidance to the Hensel Phelps Northwest Team regarding interfacing with minority/small/veteran/women owned businesses. Henry has recruited more than 20 diff erent small businesses, mostly minority, to work with Hensel Phelps. He has assisted the fi rm in conducting meaningful outreach to the small business community and helped Hensel Phelps and its prime/subs better understand the needs of minority/small/veteran/women owned businesses. He works with the small businesses to prepare them for the expectations of primes, subs and Hensel Phelps. This has required a good deal of work identifying the individual and collective obstacles facing minority/small/veteran/women owned businesses and crafting ways to meaningfully address each issue in order to create positive and mutually benefi cial relationships.

In addition to previous roles with public agencies, Henry has worked within WSDOT as a consultant for two years. He has a deep understanding of agency regulations.


Packet A | 18

Colleen Gants, Principal in Charge

Colleen has 30 years of community relations, marketing and public aff airs experience—23 of those in the transportation industry. She manages communications

strategies and public outreach for large infrastructure, transportation and innovative fi nancing projects—most recently serving as the WSDOT Toll Division’s interim communications and external relations manager. Through close work with WSDOT, she has a deep understanding of WSDOT regulations and procedures. Colleen is a member of Transportation Research Board’s Standing Committee for Congestion Pricing. She holds a Bachelor of Arts degree in English composition from the University of Washington.

Corvias Clean Water Partnership P3 Marketing and Message/Materials Development January 2016 - ongoingPrincipal in charge. Colleen and the PRR team provide marketing support and develop messaging and materials that help tell the Corvias and Prince George’s County Clean Water Partnership story—from the public-private-partnership, fi rst-of-its kind stormwater solution, local economic growth to job creation and DBE subcontracting. Hiring minority/small/veteran/women owned businesses, creating programs and curriculum for workforce development and incorporating the most eff ective stormwater and green infrastructure technologies are all part of this community-based P3 implementation.

Skanska Public Relations and DBE Bootcamp ProgramJune 2013 - ongoingPrincipal in charge. Colleen consults with the team as part of PRR’s ongoing work with Skanska USA in Washington and California to provide strategic messaging and public relations support for its commercial development, construction and civil business units. Our team has participated in Skanska’s Bootcamp Program, giving presentations and mentoring with other DBEs. PRR recently researched and wrote a human interest piece on three small businesses who benefi tted from Skanska’s Bootcamp Program to develop minority/small/veteran/women owned businesses in the construction fi eld.

St. Elizabeths Campus East Redevelopment Environmental Assessment and Community Action TeamMarch 2011 - June 2012Principal in charge. Colleen managed PRR’s team to coordinate NEPA public involvement with the consulting team and the District Department of Transportation. The challenge was to engage the local community at a heightened level, crossing demographic barriers and building trust. To accomplish this, PRR hired a local full-time project manager and engaged a local Community Action Team comprised of three local citizens off ering specialized outreach expertise. Colleen also provided strategic communications counsel to the NEPA project with the Offi ce of Planning’s East Campus Master Plan public involvement program that produced a seamless public engagement eff ort with opportunities for meaningful public input.

Colleen has been working with WSDOT since her fi rst day at PRR in 2003 when the Nickel Funding Package went into eff ect. Since that time, Colleen has worked side-by-side with WSDOT to help secure additional funding packages for critical projects and to implement new strategies for funding transportation. It’s particularly important to her to ensure other minority/small/veteran/women owned businesses have the opportunity to work on Connecting Washington-funded projects. She is active in the minority/small/veteran/women owned business community, including the Mayor of Seattle’s Women and Minority Business Enterprise Advisory Committee.


Packet A | 19

Brett Houghton, Strategic Framework Lead

Brett has more than 20 years of experience planning and implementing community engagement, most of which has been spent engaging low-income, limited-English profi cient, immigrant, refugee or other historically underrepresented communities. He creates strategic, organizational and outreach plans to address seemingly disparate needs. Brett develops

messages and materials to eff ectively educate and build support among members of the public. Brett has planned and led community engagement for several complex planning and infrastructure projects in diverse communities, including the Sound Transit Federal Way Link Extension and the Seattle Streetcar. Brett has also led communications for citywide initiatives, including SPU/City Light’s New Customer Information System. Brett has over a decade of project management experience. He earned a Bachelor of Arts degree in communications and women’s studies from George Mason University.

Washington Department of Enterprise Services Business Diversity CommunicationApril 2016 - ongoingProject manager. Brett leads PRR’s eff orts in creating a proposal for a community outreach strategy and plan to increase access to state contracts by minority/small/veteran/women owned businesses. The proposal will be vetted by state agency directors and will set the direction for state business development outreach. PRR provides strategic support to agency staff regarding outreach and communication strategies.

City of Seattle Community Police Commission AssessmentMarch 2016 - April 2017Stakeholder meeting support. Brett attends outreach meetings and is developing a report to summarize stakeholder engagement, which will used to inform decisions about more equitable practices and policies in the police department’s recruitment and training. The CPC made a special eff ort to invite members of underrepresented communities to off er their perspectives on police department reform in safe forums. More than 100 organizations participated in the outreach eff ort.

Seattle Department of Transportation Seattle StreetcarJune 2015 - ongoingProject manager. Brett manages scope, schedule and budget, as well as plans and implements public outreach plans for the design of the Broadway and Center City Connection expansions of the Seattle Streetcar line, including outreach to businesses, property owners and residents on design preferences and construction impacts. PRR provides strategic communications guidance and develops messages and materials for citywide outreach to inform the public about the Streetcar program. Brett manages multiple task orders concurrently and oversees PRR staff and sub-consultants, including TDW+Co.

Prior to joining PRR, Brett spent 10 years leading community engagement on behalf of the Seattle Housing Authority. He understands agency regulations from an internal perspective, but also as a consultant. At PRR, he serves public sector clients, overseeing PRR staff and W/M/DBE sub-consultants and managing contracts ranging from $250,000 to over $1 million. This combination of experience allows him to lead projects with a deep understanding of regulations that aff ect projects and helps sub-consultants navigate them as well.


Packet A | 20

Business Outreach TeamOne of WSDOT’s stated objectives is to identify 30 to 50 prime contractors and consultants, as well as 30 to 50 minority/small/veteran/women owned businesses interested in participating in the Mentor Protégé Program. PRR and Yates Consulting have designed a Business Outreach Team that includes well-respected and connected community leaders to assist with business outreach and identifi cation. Henry Yates will lead the team, leveraging his connections in the African-American community to identify viable businesses for participation. As women- and veteran-owned businesses cut across multiple ethnic groups, we will divide our outreach amongst the team. Our other Outreach Leads are detailed below.

Serena Li, TDW+Co, AAPI Business Outreach Serena serves as TDW+Co’s lead point of contact on large and complex client campaigns and is the fi rm’s subject matter expert on public-sector work, particularly in ethnic business outreach. She has planned and executed integrated marketing campaigns in more than 16 diff erent languages, transcending language barriers and eff ectively communicating key messages to each target audience.

Sound Transit Business Relations Community Loyalty Services | September 2016 - ongoing Project lead. Serena oversees this program that provides customer loyalty assistance to small retail and professional service businesses impacted by East Link light rail construction in Bellevue and Redmond. Serena works with subcontractor FiveStars Loyalty, Inc. to off er its proprietary loyalty program to aff ected businesses and manages analysis and reporting to Sound Transit. She also personally provides outreach and translation support to Chinese-speaking business owners in the program areas.

Andrés Mantilla, CBE Strategic, Hispanic Business Outreach Andrés heads community engagement and outreach strategies for CBE Strategic. He brings experience in community outreach and engagement, business-to-business relations and public policy. Andrés is a Commissioner for the Washington State Commission on Hispanic Aff airs.

Seattle Tunnel Partners SR 99 Tunnel Project | 2014 - ongoing DBE Community Consultant. Andrés is the facilitator for contract procurement for minority- and women-owned businesses for the Tunnel Project, achieving 111 contracts worth over $100 million for disadvantaged businesses. He also connected businesses to WSDOT Supportive Services through outreach and engagement events.

Suzanne Donaldson, Donaldson Enterprises, Native American Business Outreach Suzanne has more than 14 years of experience as a diversity consultant in the AEC industry, providing outreach and planning services. She is recognized in the construction and design community for her eff orts to create a level playing fi eld for

underserved businesses and for her ability to collaborate eff ectively with multiple stakeholders.

SafeBuild Alliance Safety Program Mentoring Program Development | 2014 - ongoing Development committee member. The SafeBuild Alliance’s mentoring program works toward the goal of zero incidents on construction projects by partnering large construction companies with MWESB-DBE contractors. The committee developed the program structure, which includes meetings between mentors and protégés, an OSHA training course, and a program that assesses a construction fi rm’s safety program.


Packet A | 21

CRITERIA 4 | Firm’s Project Management System

Our commitment to ongoing, honest communication ensures that we stay the course while being fl exible when circumstances change. PRR requires review and agreement with every client on what we are all trying to accomplish and the means by which we plan to do so. We have partnered with Henry Yates to be WSDOT’s Mentor Protégé Coordinator as part of the PRR team. To ensure coordinated project management and communications, Henry will work out of the PRR offi ces with the team. This also allows PRR to share best practices for managing a WSDOT consultant contract.

PRR recommends conducting a kick-off meeting to clearly defi ne what success will look like and how it will be measured. This kickoff meeting establishes roles and responsibilities, communication protocols and quality assurance procedures. This information will be documented in a project management plan.

QUALITY ASSURANCE/QUALITY CONTROL

PRR is committed to the highest level of quality work for our clients. Our quality assurance and quality control protocols are critical to protecting our clients’ brand and integrity. Our goal is to provide error-free products, whether they are printed materials, web, video, tweets, emails, blogs or face-to-face communication with constituents. PRR edits every deliverable for quality. PRR staff has taken specialty training courses such as the reader-friendly writing course. Our QA/QC protocols include interim product check-ins such as product outlines to ensure we are aligned with our clients’ objectives. We require that staff check all edits and get a second set of eyes before sending to the client.

We are familiar with WSDOT’s communications standards and have a complementary PRR style guide to provide a consistent and uniform writing style. This fi rm-wide approach ensures editing and proofreading for the following:

• Reading for understandability and “plain talk”

For WSDOT’s Mentor Protégé Coordinator contract, Lynsey will employ her own (and PRR’s) experience managing large and complex projects to:

• Develop a QA/QC process that meets WSDOT’s needs, clearly defi nes roles and responsibilitiesand makes good use of everyone’s time. At the start of the project, the team will identify whohas fi nal review authority and set a process for documenting approval of deliverables.

• Select a tracking system for budget and scope that meets WSDOT’s reporting and trackingneeds and ensures PRR’s team delivers the contract on budget.

• Choose a scheduling program that helps the PRR team and WSDOT work eff ectively together.An ideal solution would allow all team members to access the information they need at anytime and be easy to update.

• Set internal and WSDOT/PRR check-ins to ensure the team is communicating eff ectively andthere are no surprises.

Lynsey has a background in journalism and is one of PRR’s experts in WSDOT style. She has led a number of staff training sessions on reader-friendly writing and was published in PR News’ Writer’s Guidebook in 2016 with an article titled, “How to Become Your Own Editor: Tips and Tricks for Eff ective Proofreading.” She works with other project managers at PRR to develop project-specifi c writing style guides and QA/QC systems.


Packet A | 22

BUDGET AND SCOPE TRACKING

Our goal is to anticipate and manage changes, working with WSDOT project managers to quickly identify remedies. These may include fi nding cost savings by reducing or eliminating low-priority tasks, advancing/consolidating tasks or trading tasks within the project team. Here are the steps Lynsey takes to accomplish our project tasks on time and within budget:

Project Kickoff : After meeting with the client to confi rm the project goals and objectives, the principal in charge and project manager propose a scope of work to the client and estimate the labor costs and expenses. Once the scope of work and budget are fi nalized and the client and PRR have signed a contract, PRR’s contract administrator transfers each scope element and budget to PRR’s Deltek Vision project management system. PRR staff also load labor projections into Vision based on the scope and budget to support fi rm-wide labor forecasting and plan for project needs. This forecasting allows project managers to optimally align staff resources and identify staffi ng challenges or budget challenges on a weekly basis, and work with clients to make adjustments (hire staff , realign tasks, adjust schedules) to meet critical needs.

Tracking Labor Hours and Expenses: Every PRR staff member working on a WSDOT project enters time spent on the project into the Vision system daily, along with detailed comments explaining what they accomplished. Once approved by project managers, PRR accounting staff enter any expenses associated with the project into Vision.

PRR’s contract administrator generates a monthly report that details every hour billed to a project by work order, task and subtask, as well as expenses. If needed, a project manager can request this report on a more frequent basis. The report compares actual expenditures to the budget. If the actual expenditures are exceeding the budget, the project manager works with the client and project team to take measures to control expenditures or shift budget from another task if possible.

Reporting to the Client: The Vision system provides project managers with current reporting of labor and expenses and helps track these expenditures against estimates of task completion. The project manager creates a monthly progress report that details:

• Project work order number

• Work accomplished for each task during the invoice time period, work anticipated in the nextinvoice time period and any issues or variances that could aff ect project delivery

• Specifi c billing information by task and subtask, including hours billed, hourly rate, overhead rateand fee

• Itemized receipts for reimbursable expenses

• Correcting grammar, syntax and graphicsplacement

• Proofi ng for spelling and graphics errors

• Review of labeling and captions, colormismatches

• Consistency with WSDOT standards

• Triple-checking phone numbers, emailaddresses, dates and websites


Packet A | 23

SCHEDULING PROGRAM

PRR creates long-term work plans and forecasting tools that integrate with the overall project schedule. For each project, Lynsey creates a detailed work plan based on schedule milestones and breaks down hours and tasks by each team member. She then works with each project team to determine the best scheduling tool to document and share the project schedule. Some projects call for detailed Microsoft Project schedules, while others are represented well with simpler Excel spreadsheets and, for some, we utilize highly graphic visual schedules. Most recently, PRR project managers have been using Basecamp as a web-based scheduling tool that can be modifi ed in real time by PRR, subcontractors and clients. Basecamp allows our team to set project milestones, document schedule details, set tasks and track deliverables and scope—and modify everything in real time, using computers or the app.

Lynsey has used Basecamp on King County Wastewater Treatment Division’s West Duwamish CSO Control, North Mercer Island and Enatai Sewer Upgrade and Lake Hills/NW Lake Sammamish Sewer Upgrade projects, Seattle Public Utilities’ South Park Drainage Improvements Project and the Seattle Department of Transportation’s Yesler Bridge Rehabilitation Project.

INTERNAL COMMUNICATION

We use these project management tools to ensure communication and clarity within our team:

• Clear, open, honest and upfront communications at all times—no surprises

• Project team collaboration on developing the project’s scope, work plan, budget and schedule

• Project kickoff meetings as a team collaboration to ensure a clear understanding of the scope,communication, roles, responsibilities and expectations

• Regular internal team meetings to validate project milestones are being met and make any requiredcourse corrections; these meetings are an opportunity to track project risks or actions and identifyany new opportunities where the team can provide faster, less expensive or better results

• Critical, yet informal in-person conversations help stay on top of emerging issues

• New, emerging communication technologies like Basecamp, Google Drive and Doodle

CLIENT AND STAKEHOLDER COMMUNICATION

PRR has earned a national reputation for excelling in this area. Relationships with our clients and stakeholders are among the most important elements to ensuring success on our projects. Our staff is committed to every client and every community we serve. All project managers carry smartphones so they can access email and take calls from anywhere at any time to ensure our clients’ needs are met. If you need us in the middle of the night, we are prepared and can respond immediately.

COMMUNICATION RESOURCES AND INNOVATIONS: The PRR team is versed in the broad range of communication techniques needed to connect with a diverse set of stakeholders, such as internal WSDOT staff , mentors and protégés. In addition to careful planning and preparation strategies, our professionals are equipped with a large toolbox of communication resources, ranging from one-on-one meetings to charrettes and workshops, surveys and market research and graphically communicating ideas through website design, videos and infographics.


Packet A | 24

CRITERIA 5 | Project Delivery Approach

PRR and Yates Consulting propose leveraging our extensive experience as minority/small/veteran/women owned businesses working successfully with large prime contractors on WSDOT projects and our broad community relationships throughout the state in our project approach.

1Start with academically-valid and defensible research

Our fi rst step will be to analyze WSDOT’s existing work on business disproportionality. At the start of this contract, PRR expects WSDOT’s Disparity Study will be public, and we will use the study as our starting place in creating the Mentor Protégé framework. We plan to use the Disparity Study to identify key areas of opportunity for mentors and protégés, and highlight needed technical skills or barriers to engagement.

In order to ensure the widest possible dissemination of information and recruit from as large a potential protégé pool as possible, we will ensure that we make contacts (through one-on-one meetings with organization leadership or presentations at general meetings) with Tabor 100, National Association of Minority Contractors-Washington State, Latino Civic Alliance, Ethnic Business Coalition, Women’s Transportation Seminar, Coalition of Immigrants, Refugees and Communities of Color, First Thursday and many others. In addition, we will coordinate with various prime contractor groups including the Associated General Contractors, American Association of Engineering Companies and others.

The PRR team will conduct a national review of up to 10 existing mentor protégé programs, such as Ohio DOT, Prince George’s County Clean Water Partnership, and previous Washington state programs, to identify best practices and areas of growth. This analysis will help identify any information gaps to building a thorough framework so we can develop an effi cient research and framework plan.

We expect the Disparity Study and national best practices to build a strong foundation and believe it is also critical to understand the local environment and hear from potential participants in the program. Going beyond anecdotes, we will interview key mentor and protégé stakeholders to inform the program framework. These interviews will confi rm our understanding from the research, test any messages we want to use and help build community and industry support for the program.

2Implement an advisory panel

PRR and Yates Consulting recommend collaborating with an advisory panel of DBE/inclusion experts to provide input on the framework and process. We will leverage relationships across the state to recruit experts and other strategically-connected business leaders to the advisory panel. This advisory panel will weigh in on program framework, vet ideas, contribute solutions and support outreach for the project. Advisory panel members, listed on our organization chart, will represent the industry’s best in mentor protégé programs from an array of ethnicities and geographies.


Packet A | 25

3Develop Mentor Protégé framework

PRR will work with WSDOT to create the Mentor Protégé Program framework. PRR recommends calling the fi rst cycle a “pilot” to help set expectations and inform the public that changes will continue to be made.

Key steps include:

1. Create an application and screening tool

2. Identify program readiness for potential mentors and protégés

3. Choose and weight key variables for matching potential mentors and protégés

4. Develop onboarding materials, including topics such as cultural competency

5. Match mentors and protégés

6. Defi ne a check-in process for mentors and protégés

7. Initiate one cycle of mentorship

8. Create evaluation criteria for the overall experience for mentors and protégés

4Recruitment

To get the word out to the largest and most appropriate audiences, we will implement a robust, high-tech and high-touch campaign to advertise the program and solicit applications. PRR, Yates Consulting, and our Business Outreach Leads will use multiple communications tactics to get the word out, including leveraging WSDOT’s and our own extensive network of relationships with the target audiences.


Packet A | 26

5Application and matching process

The application process for mentors and protégés will include factors such as documentation to protect WSDOT in identifying potential mentors that are also minority/small/veteran/women owned businesses. We will work with in-house experts from WSDOT to ensure the process meets WSDOT needs and will support the project success metrics.

We will create materials to support mentors’ success, such as toolkits on mentoring and resources to pass along—for example, a large fi rm may not know much about bonding for small businesses, which may be a critical issue for a protégé. These materials will build mentors’ confi dence and point them in the right direction for their mentorship approach.

We expect some protégé applicants will not be ready for this program and will need to focus on more basic development to be ready for this type of program in the future. We will develop messages and collect resources, similar to union pre-apprenticeship programs, for those applicants not accepted to the program. Working with WSDOT, we will craft a streamlined, objective process for evaluating and pairing mentor and protégé applications.

We want to know if the program is successful and provide WSDOT with reportable metrics. To accomplish this, we will develop an evaluation timeline and process, including protocols for collecting feedback and course correcting if necessary. We anticipate being able to inform WSDOT of how other agencies have conducted successful mentorship programs following national research we conduct based on WSDOT timeframes. We are committed to ensuring WSDOT has the best information about how to carry out these programs in order to be successful.

PROJECT DELIVERY APPROACH—AND OUR VISION FOR THE PROGRAM

PRR’s project delivery approach, in a nutshell, is to fi nd out what success looks like to WSDOT and develop a plan that will help us meet those objectives and build confi dence in our team from the get-go. Lynsey’s role will be to make sure we are clear on what success looks like, and then keep the team on track with deliverables and exceed expectations through quick turnaround and quality products. This project delivery approach will help us accomplish a lot in a relatively short period of time. For this one-year project, our vision is to:

• Conduct thorough research of existing WSDOTinformation and similar programs elsewhere

• Interview key mentor and protégé stakeholders toinform the program framework

• Develop an advisory panel to weigh in on theprogram framework

• Create an application process for both mentorsand protégés, considering factors such asdocumentation to protect WSDOT and identifyingpotential mentors that are also minority/small/veteran/women owned businesses

• Implement a robust campaign to advertise theprogram and solicit applications

• Create materials to make mentors successful, suchas toolkits on mentoring and resources to passalong

• Identify resources for protégé applicants thatare not accepted to the program, similar to pre-apprenticeship programs

• Craft a streamlined, objective process forevaluating and pairing mentor and protégéapplications

• Implement and begin evaluation of the programwithin one year, setting a timeline for collectingfeedback and course correcting if necessary


Packet A | 27

AWORK PLAN

A project’s success relies heavily on a clear and defi ned work plan. To lead the planning, branding, outreach and implementation of this program, our team will use a tried-and-tested approach for creating a blueprint that will inform our work as a team.

How does your fi rm develop a work plan?

PRR will facilitate a team meeting with PRR, Yates Consulting, our other sub-consultants and WSDOT to determine the format and purpose for the work plan, and how it will be used throughout the life of the project. At this time, we will determine who should be involved in the work plan process and roles. In general, proposed project manager Lynsey Burgess will lead the work plan process with input from the team. PRR will draft the work plan and work with WSDOT on review and approval.

PRR will review any existing background materials to determine what tools and materials exist. This will allow PRR to understand WSDOT’s current position and alert us to any important legacy information we will need to inform the work plan. This will include reviewing fi ndings of WSDOT’s Disparity Study. It is a best practice to research similar programs to make certain that our planning is not duplicated somewhere else, and glean lessons learned if possible. For example, we have already studied the Ohio Department of Transportation’s Mentor Protégé Program and inclusivity plans for a number of PRR projects.

Who is involved in the decision making process for the work plan?

Project Manager: Work plan lead and everyday WSDOT point of contact; community and business connections

Mentor Protégé Coordinator (Yates Consulting): Signifi cant work plan contributions; decision maker alongside PRR project manager; key project strategist; community and business connections

Principal in Charge: Oversight; fi nal decision authority on PRR team; community and business connections

Business Outreach Leads: Work plan input and leverage ethnic group connections through interviews; recruitment and program implementation


Packet A | 28

PRR project team: Work plan input and implementation

Client (WSDOT): Work plan input; fi nal review; approval and decision authority; collaboration on work products

Describe each element of the proposed work plan.

Element Description

Overview of the project A short section detailing the purpose and intent of the projectBackground information and information from similar programs

This section will come from the research process, evaluating background information from WSDOT, including the Disparity Study, and studying similar programs elsewhere

Overall strategic plan The real meat of the plan, this will outline our strategic plan for creating and evaluating the Mentor Protégé Program

Project timeline and key milestones

A schedule for the creation of the program

Specifi c activities and tasks for each milestone

A breakdown of the tactics we will use to support each milestone, identify resource needs and assign responsibilities

Evaluation criteria Setting evaluation criteria will be critical in measuring the project’s success once it is implemented

Describe how the work plan addresses contingencies that may arise during the project.

PRR’s work plan will include specifi c tactics for each milestone, along with anticipated level of eff ort. If changes need to be made as the project gets underway, Lynsey will work with WSDOT to identify areas where we can make changes to the scope and/or budget to address contingencies.

BISSUE RESOLUTION

PRR has adopted a proactive philosophy to address issues with a collaborative spirit, coming from a solutions-based place of yes. As with any relationship, there are values and characteristics that can ensure a rewarding partnership with WSDOT. The competencies to which we hold our staff and our team accountable include:

Packet A | 28

• Respect

• Direction

• Integrity

• Consistency

• High standards

• Ability to anticipate and conceptualize

• Logical thinking

• Sense of shared purpose

We also understand that, even with a strong team foundation, issues may arise. For this reason, PRR has a formal resolution procedure to quickly resolve any issues and ensure your goals are met on time and on budget with pride and satisfaction.


Packet A | 29

CWSDOT V. CONSULTANT DELIVERABLES

For some of the key tasks, our assumptions (to be verifi ed at the kickoff workshop) for the work breakdown structure are as follows:

Task PRR Yates Consulting WSDOT

Background research and information gathering Lead Advise Review / ApprovePlan and facilitate kickoff meeting Lead Advise Review / ApproveDevelop work plan Lead Advise Advise / Review /

ApproveDiscovery

• Formal research

• Focused conversations with subs

• Focused conversations with prime contractors

Lead

Advise

Lead

Advise

Lead

Advise

Review / Approve

Review / Approve

Review / ApproveImplement advisory panel Lead Advise Review / ApproveDevelop program framework, including criteria, application and screening process for mentors and protégés, ongoing support expectations and process for participants to share concerns and suggestions

Co-lead Co-lead Review / Approve

Develop talking points and resources for protégés not accepted into the program

Advise Lead Review / Approve

Advertise program and recruit mentors and protégés

Co-lead Co-lead Review / Approve

Develop coaching program for mentors Co-lead Co-lead Review / ApproveEvaluate mentor and protégé applications Co-lead Co-lead Review / ApprovePair and enroll mentors and protégés Co-lead Co-lead Review / Approve Develop reporting and evaluation materials Lead Advise Review / Approve

DKEY ISSUES AND CRITICAL MILESTONES

The PRR/Yates Consulting team met to discuss potential issues on the project. We identifi ed a number of topics, including:

• PRR and Yates Consulting have heard concerns and fears about other mentor protégé systems fromvarious large and small businesses. To formalize that feedback, we propose conducting research toinform the program at the beginning of the project.


Packet A | 30

• The program needs a clearly documented process and criteria so that mentor and protégé criteria,selections and pairings are defensible. It will be important that we create a clear application andpairing process that allows for successful selections and thorough documentation.

• Mentors may not be equipped with all the training and resources they need to provide eff ectivecoaching. We propose developing toolkits and training materials for mentors to help them providevalue to their protégés.

• We propose considering the range of services relevant to WSDOT projects in soliciting mentors andprotégés—for example, communications fi rms like PRR are not always the fi rst thing to come to mindwhen one considers large infrastructure projects, but those niche areas are some of the best placesto fi nd minority/small/veteran/women owned businesses.

• The work does not end once the program is implemented. It is crucial that we identify reporting andevaluation criteria, such as seeking input from participants about what is working well and what canbe improved, and setting periodic intervals for evaluation and potential changes.

In order to plan, implement and evaluate the project within WSDOT’s one-year timeframe, we identifi ed important milestones (sorted by months after award), including:

Months after

award Phase Milestone

1

Prep

Complete background research and hold kickoff meeting1 Implement and evaluate research program1 Develop and fi nalize work plan2 Initiate advisory panel2 Develop program framework and application/screening process3

Execution

Begin advertising program and support mentor and protégé applicants through the process*

3 Develop talking points and resources for protégés not accepted into program 3 Develop coaching program for mentors and protégés, which include clear

expectations of both and—based on prior research and WSDOT expectations—best practices to ensure success

4 Evaluate mentor and protégé applications4 Pair and enroll mentors and protégés

4-5 Begin mentor/protégé relationships6

Evaluation

Collect fi rst month’s evaluation materials

MONTHLY

Provide monthly evaluations of program, including reviews at WSDOT internally (OEO and possibly others) and external (DBE Advisory Committee and possibly others)

12 Project completion—Evaluate the success of the overall project and make recommendations to WSDOT

wsdot mentor protégé program coordinator submitted by ko … · ko & co will join together in...

Documents