eastern region engineering services · help deliver the region’s multi-year transportation...

MARCH 21, 2017SUBMITTED BY

Statement of QualificationsPACKET A

EASTERN REGIONENGINEERING SERVICES

1EASTERN REGION ENGINEERING SERVICES

DAVID EVANS AND ASSOCIATES, INC.

WASHINGTON STATE DEPARTMENT OF TRANSPORTATION

Scoring Criteria 1QUALIFICATIONS/EXPERTISE OF FIRMS ON TEAM

The WSDOT Eastern Region (ER) is seeking engineering and related technical services from a consultant to help deliver the Region’s multi-year transportation program. The David Evans and Associates, Inc. (DEA) team will provide WSDOT the key benefits of quick responses to immediate needs, confidence in meeting delivery schedules and budgets, compliance with diversity goals, fiscal responsibility, and developing a long term trust-based relationship with ER Staff at all levels. The DEA team’s resource breadth and depth is tailored to ER’s program and delivery methods by utilizing the following features and delivery practices:

• DEA’s commitment to design-build delivery has established DEA as one of the premiere consultants in Washington and the Northwest

• Proven owner representative for design-build delivery, with expertise in procurement methods ranging from best value selection to low bid Resource-loaded team with proven WSDOT delivery experience with similar project types

• Active in alternative project delivery professional activities, including DBIA, AGC, ACEC, and others

• Staff assignments best suited to each project, incorporating ER preferences

• Staff co-location from our team of nearly 100 staff already located in the Spokane-Coeur D’ Alena Area

• Cost-effective and efficient remote collaboration and delivery when co-location is not needed

• Commitment to add team members when desired

• Effective and accountable communicators with a long and effective delivery history

• Incorporating practical design and user safety

• Quality deliverables that adhere to WSDOT procedures and standards

The ER managers will have access to the more than 500 local professional and technical experts assembled by DEA in Washington and Idaho. Of those, nearly 100 are located in the Greater Spokane-Coeur D’ Alene Metropolitan Area making the DEA Team ready to mobilize quickly to co-locate without the need to hire or transporting staff long distances.

A. ProPosed TeAm

David Evans and Associates, Inc. (DEA) will be the prime consultant for this project and has assembled a full-service team to exceed all of the WSDOT’s requirements. We are also committed to exceeding the voluntary SBE goal of 10%. Our personnel - many of whom are former WSDOT employees - are focused on successful project delivery by providing WSDOT a collaborative team of proven professionals with direct experience in the Eastern Region. DEA will provide the following expertise for this project: project management, transportation design - including roadway and structural engineering - construction staging, maintenance of traffic (MOT), hydraulics, utilities, environmental analysis, permitting, survey, quality control, and constructability review. DEA has delivered dozens of transportation planning, environmental services, and PS&E projects to WSDOT for the past 20 years, and is currently the prime consultant for the Southwest Region GEC in addition to being a subconsultant for the South Central Region GEC.


2EASTERN REGION ENGINEERING SERVICESWASHINGTON STATE DEPARTMENT OF TRANSPORTATION

Nicholls Kovich Engineering, PLLC (NKE), located in Spokane Valley, is a civil and structural engineering firm celebrating 25 years of specializing in bridge design and analysis. NKE is a recognized leader for local agency bridge projects in central and eastern Washington and has provided bridge consulting for 22 Washington Counties and dozens of municipalities.

GeoEngineers, Inc. offers innovative geotechnical engineering and earth science solutions for the transportation and other market sectors. In addition to working with DEA on over 200 projects, GeoEngineers has completed nearly 400 WSDOT projects, ranging from testing services to multi-million-dollar design-build highway projects. GeoEngineers’ Spokane office includes 27 staff and a fully-accredited soil and materials testing laboratory.

STRATA has provided professional environmental and geotechnical engineering, materials testing, and construction engineering and inspection services for a wide variety of clients for over 40 years. Located in Spokane Valley, STRATA’s high level of professionalism is evidenced by their award-winning project delivery and superior retention.

Anderson Environmental Consulting (AEC) is a small woman-owned business that specializes in high quality environmental compliance documentation and biological studies. EC is a certified Minority Women’s Business Enterprise (MWBE) and Disadvantaged Business Enterprise (DBE) in Washington and Idaho.

Cultural Resource Consultants, LLC (CRC) offers a wide range of professional and technical services related to the identification, evaluation, and management of heritage resources. CRC prepares technical reports, regulatory documents for state and federal compliance, cultural resources mitigation plans, Memoranda of Agreements, permit documentation, and cultural resources inventory forms. CRC professional staff exceed the Secretary of Interior Standards for their discipline of expertise and have experience throughout the Pacific Northwest.

Michael Minor & Associates (MM&A) is a noise, vibration, and air-quality consulting firm that specializes in performing technical analysis for a variety of infrastructure projects. MM&A brings a strong understanding of NEPA guidelines for noise and vibration to this project.

Ott-Sakai & Associates, LLC (OS) provides support for the design and delivery of predominately heavy highway/civil projects. The firm provides expertise assessing construction methods, constructability, traffic staging, scheduling the work activities, estimating construction costs, assessing risk with various construction methods, and supporting environmental impact statement (EIS) document preparation.

LengTh of Time Performing exPerTise And number of emPLoyees in WAshingTon, idAho, And nATionWide

The table below summarizes the types of expertise each firm in our team offers along with the number of years performing said expertise. The table also lists local staff (located in the States of Washington and Idaho) along with the number of personnel available nationwide. To bring existing knowledge of the Eastern Region and streamline co-location, DEA plans to staff a considerable amount of this project with personnel from our Spokane and Coeur d’Alene offices.

FirmLocal Staff

National Staff Years Providing Service

DEA 173 1065 40 25 40 30 20 40 40 40 40 30 40 25 25 3 20 30 20 2 - - -NKE SBE 5 5 25 - 25 - 25 - 25 - - - 20 - - - - - - - - - -GEO 222 311 - - - - - - - - - - - - - - - - - - - 37 -

STRATA 90 125 - - - - - - - - - - - - - - - - - - - 40 -

AEC DBE/MWBE 2 2 - 12 - - - - - - - - - 12 12 - - - - - - - -

CRC WBE 5 5 - - - - - - - - - - - - - - - - - - - - 15

MM&A MBE 1 3 - - - - - - - - - - - - - - - - - - 26 - -

OS DBE/MBE 7 10 - - - - - 45 - - - - - - - - - 45 18 2 - - -

Project Management

Environmental

Traffic Engineering/ITS

Structu

res

Maintenance of Traffic

Hydraulic/Hydrology

Drainage/Utilities

Surveying

Landscape Arch

itecture

Biology/Mitig

ation

NEPA/SEPA Permitti

ng

Outreach/Communica

tions

Constructio

n Management

Constructa

bility

Value Engineering/CEVP

Practical Desig

n

Air/Noise

Geotechnical

Cultural Resource

s

Highway/Roadway Engineering

CADD Support



Engineering Resource ManagerBrad Stein, PE, SE*

Principal-in-ChargeMike Clark, PE(DEA)

Project Manager & Deputy ERMJake Menard, PE, SE*

Project ManagerGreg Holder, PE*

Darrel McCallum, PE Eastern Region Engineering

Services Manager

Project ControlsTed Williams

Quality Assurance ManagerManuel Feliberti, PE*

APD ManagerAaron Shupien, PE*

Highway DesignRusty Leahy, PE*Martin Plass, PE*

Jon Guerrero, PE*Victor Vaskelis, PE

Bill StarkTony ButlerStructures

Joel Tubbs, PE, SE*Susan Kovich, PE(NKE)*

Jerome Nicholls, PE, SE(NKE)*Kevin Cary, PE, SE

Mark Frymoyer, PE, SE*Eric Ferluga, PETerry Stones, PE*

Patrick Montemerlo, PE Becca Boggan, EIT

Tim Zanoni, EITAlex Khmaruk, EIT(NKE)

Landscape ArchitectureJon Gage, PLA*

Drainage/HydraulicsMartin Plass, PE*

Rich Hovde, PEDavid Bissel, PE Doug Gates, PE

Jim St. John, PE*Karen Comings, PE, CESCL

Traffic/ITS/ModelingJerremy Clark, PE*

Anthony Wilen, PE, LEED APChad Karns

GeotechnicalTeresa Dugger, PE(GEO)*

Paxton Anderson, PE(STRATA)*Survey

Duffy Haggarty, PLS*Allison Younger, PLS

Design EngineeringNEPA/SEPA/PermittingMichelle Anderson(AEC)*

Gray Rand, PWS*Katie Carroz

Biology/WetlandsGray Rand, PWS*

Rick PrattJohn Macklin

Erik Christensen, CESCLJon Gage, PLA*

Cultural ResourcesMargaret Berger(CRC)*

Air/NoiseMichael Minor(MM&A)*

VisualJon Gage, PLA*

EnvironmentalConstruction Management

Mo Sheikhizadeh, PE*David Suhr, PE*Randy Durland*

Tony ButlerTai Imamura, PE

Teresa NeumannJacob Westerman, MSI(STRATA)*

Don HulsizerKeith Hall

Chad KamsMaterials Testing

Ryan Matteson(STRATA)*Cost Estimating

Bill Ott(OS)*Alternative Delivery

Mike Baker, PEJiri Vitek, PE

Tony Marcello, PE

Project Support

ALL PERSONNEL DEA UNLESS NOTEDNKE = Nicholls Kovich Engineering, PLLCGEO = GeoEngineers, Inc.STRATA = STRATA

AEC = Anderson Environmental Consulting, LLCCRC = Cultural Resource Consultants, LLCMM&A = Michael Minor & Associates

OS = Ott-Sakai & Associates, LLC

* = Key Personnel (Biography Provided)

* = Former WSDOT Employee

orgAnizATion ChArT Our project organization chart, shown below, lists the technical experts to support all phases of project development and implementation. As a vice-president of the firm, Brad Stein will act as DEA’s Engineering Resource Manager (ERM), and will work closely with WSDOT to assign the right project manager for each project. Brad will be assisted by Deputy ERM Jake Menard who is also one of our available Project Manager’s. Brad’s position within the firm enables him to mobilize resources quickly, while Jake bolsters our team’s communication with ER staff by acting as our “boots on the ground” in Spokane. Brad and Jake will be bolstered by Greg Holder, another veteran Project Manager located in Spokane and known to ER personnel. The management of our team will be supported by a proven team of multidisciplinary technical staff as highlighted below.



b. deA’s Work WiTh subConsuLTAnTs on simiLAr ProjeCTs in The LAsT Three yeArs

DEA has not only composed a team of highly qualified professionals, but we have also built our team with cohesion in mind. DEA has worked with most of the subconsultants proposed on our team in the past, many of them on WSDOT projects. While limitations of the RFP require us to list only one collaborative project per subconsultant, it should be noted that we have worked with the firms on our team on multiple occasions. We believe that our history providing successful projects as a team gives us an advantage in communication and efficiency, leading to better projects for WSDOT. The table below identifies one key project where DEA has worked with our teaming partners in the past three years, as well as each firm’s responsibility.

Past 3 years? Example Project Name Firm Responsibilities

Start/End Dates

NKE üLeisle Bridge/Calloway Bridge for ECBID/Adams County

DEA: Roadway, Structures, Survey, Construction Engineering Support2014-2015

NKE: Project Management, Structures, Construction Engineering Support

GEO ü Ramsey Road ExtensionDEA: Project Management, Roadway, Survey, Traffic, Drainage, Illumination

2015-PresentGEO: Geotechnical

STRATA ü Robinson Park Road BridgeDEA: Project Management, Roadway, Bridge, Survey, Traffic, Drainage, Hydraulics

2015-PresentSTRATA: Geotechnical

AEC ü Ramsey Road ExtensionDEA: Project Management, Roadway, Survey, Traffic, Drainage, Illumination

2015-PresentAEC: Environmental Assessment

CRC ü Vesta Bridge ReplacementDEA: Project Management, Environmental Planning and Permitting, Roadway

Engineering, Hydraulic Engineering, Bridge and Structures Engineering 2015-presentCRC: Historical, Cultural and Archaeological Study

MM&A üRegional Active Traffic Management

DEA:Project Management, Civil, Traffic, Structures, Survey, Erosion Control, Landscape, Constructability Review, Construction Engineering Support 2010-2014

2015-presentMM&A: Air/Noise, Vibration

Ott-Sakai ü Sellwood Bridge ProjectDEA:

Project Management, Design Review, Right-of-Way, Change Order Review, RFI/Submittal Review, Value Engineering, Cost Assessment, Permit Compliance 2015-present

Ott-Sakal: Constructability

C. CurrenT AvAiLAbiLiTy of key sTAff And resourCes The table below details the proposed commitment of our key staff for the duration of the contract. Since each firm on our team possesses significant local resources, DEA can distribute work to technical staff as needed, enabling Key Personnel to remain focused on WSDOT’s projects. All team members are committed to providing the actual staffing level required to successfully deliver this project.

Key Personnel/RoleHours Available per Month

Key Personnel/RoleHours Available per Month

2017 2018 2019 2020 2017 2018 2019 2020

Brad Stein: ERM 80 80 80 80 Jeremy Clark: Traffic/ITS/Modeling 100 160 160 160Jake Menard: PM/Deputy ERM 120 140 160 160 Teresa Dugger: Geotechnical 40 65 80 80Greg Holder: PM 80 140 160 160 Paxton Anderson: Geotechnical 80 80 80 80Manuel Feliberti: QAM 80 120 160 160 Duffy Haggarty: Survey 100 120 160 160Aaron Shupien: APD Manager 80 80 80 80 Michell Anderson: NEPA/SEPA/Perm 80 120 160 160Rusty Leahy: Highway Design 100 120 160 160 Gray Rand: NEPA/SEPA/Perm 80 120 160 160Martin Plass: Highway Design 100 120 160 160 Margaret Berger: Cultural Resources 40 100 160 160Jon Guerrero: Highway Design 80 120 160 160 Michael Minor: Air/Noise 80 160 160 160Joel Tubbs: Structures 100 120 160 160 Mo Sheikhizadeh: CM 80 120 160 160Susan Kovich: Structures 80 120 120 120 David Suhr: CM 80 120 160 160Jerome Nicholls: Structures 60 60 60 60 Randy Durland: CM 80 120 160 160Mark Frymoyer: Structures 80 120 120 120 Jacob Westerman: CM 80 80 80 80Terry Stones: Structures 80 120 160 160 Ryan Matteson: Materials Testing 80 80 80 80Jon Gage: LA, Bio/Wetlands, Visual 80 120 160 160 Bill Ott: Cost Estimating 100 100 160 160Jim St. John: Drainage/Hydraulics 80 120 160 160



d. uP To Three ProjeCTs ThAT eACh firm hAs ComPLeTed WiThin The LAsT Three yeArs

David Evans and Associates, Inc. - Prime Consultant

I-5/Chamber Way Bridge Replacement, Centralia, WA In July 2016, the Chamber Way bridge span over southbound I-5 in Centralia, WA was damaged beyond repair from an unpermitted oversized high load. A temporary steel truss span was placed after the damaged span was removed. The Chamber Way Interchange was funded through Connecting Washington for replacement in 2025. However, the temporary truss span is not a viable option to stay in service that long. WSDOT split the project into two phases to accelerate the bridge replacement using the design-build process. The DEA team was utilized through our WSDOT SWR GEC contract to provide project management, roadway/traffic/drainage/structures/MOT/illumination design, environmental documentation, conceptual plan development, specifications, engineer’s estimate, and development of the RFQ and RFP.

SR 520 Eastside Transit and HOV Design-Build, Bellevue, WAFor this design-build project, DEA was a subconsultant as part of a blended, multi-consultant team to provide a full rebuild of three miles of SR 520. SR 520 was widened from five lanes to six lanes with full shoulders, new horizontal alignment, new profile, two new in-line transit stations, and new direct access ramps to 108th Avenue NE. DEA provided key personnel and support to roadway, drainage, structures, stream restoration, MOT, and utilities including post-design construction services for all disciplines. Key roles included the forward compatibility design and coordination with the Floating Bridge and Landings Project. Several DEA staff on this project worked on the SR 520 project. Notably, ERM/PM Brad Stein was the design manager for this project while Deputy ERM/PM Jake Menard was the structures discipline lead.

SH-3, St. Joe River Bridge and St. Maries RR Bridge Design-Build Procurement Technical Support, Saint Maries, ID DEA assisted ITD in developing the RFQ and RFP procurement documents for this project that will replace two bridges: a 428 ft span over the St. Joe River and a 130 ft span of railroad bridge over the St. Maries River. DEA coordinated with ITD to establish project goals and objectives and incorporate them into the procurement documents. Challenges included tight ROW, deep settlement prone soils, maintenance of traffic in with limited detour options, and several geometric constraints for both profile and horizontal alignment. DEA developed the conceptual bridge S&L for both bridges, and authored the design-build special provisions and technical provisions documents. DEA also assisted ITD in responding to proposer questions and evaluating ATC’s.

Fee: $590,836

Services Provided: Procurement development, project management, conceptual design, environmental documentation, specifications, engineer’s estimate, RFQ/RFP.

Quote/Benefit/Added Value: DEA is the prime consultant for the Southwest Region GEC, giving us direct experience assisting WSDOT with general engineering services.

Fee: $10,448,431

Services Provided: Design of roadway, drainage, structures, stream restoration, MOT, and utilities. Includes post-design construction services such as monitoring.

Quote/Benefit/Added Value: DEA fully understands both sides of the design-build procurement process: working as the owner’s representative or on the design-build team.

Fee: $113,300

Services Provided: Conceptual bridge S&L for both bridges, design-build special provisions and technical provisions documents, proposer response, ATC evaluations.

Quote/Benefit/Added Value: DEA is working with ITD as the owner’s representative, giving us additional experience assisting a DOT with RFQ/RFP development and procurement.



Leisle Road Bridge Replacement, Adams County, WAThis 2015 project involved removing an existing shorter 3-span bridge and replacing it with a longer 128-foot single-span bridge. This allowed the underlying irrigation canal to be widened to carry more water for aquifer relief. NKE was the prime consultant, working together with DEA as sub-consultant. NKE provided the Plans, Specifications, and Estimate (PS&E) for the bridge superstructure (girders, deck, railing, etc) and bridge substructure, provided construction engineering support, performed the bridge load rating for the new structure, and provided overall project management (managing two sub-consultants). DEA provided survey and roadway design.

Fee: $178,650

Services Provided: Project management, PS&E for superstructure and substructure, construction engineering support, and new load rating.

Quote/Benefit/Added Value: Bridge replacement for Adams County within the Eastern Region.

NICHOLLS KOVICH ENGINEERING, PLLC

Hatley Bridge Rehabilitation, Whitman County, WAThis 2015 project involved the rehabilitation of the Hatley Bridge in Whitman County, WA. The 120-foot 1971 structure was built with a 60 degree skew. Due to the high skew, the concrete superstructure developed rotational issues and subsequent loss of bearing at the girder seats, resulting in numerous condition issues as well as future risk for the structure. NKE was the prime consultant on this bridge rehabilitation project. The scope of work included the design and plans for a new superstructure to be placed on the existing abutments, designing a structural tie-back system to prevent future rotation, design to upgrade the bridge railing to current standards with adequate transitions, design of the approach roadway, a new bridge load rating for the rehabilitated structure, and construction engineering support.

Fee: $40,166

Services Provided: Design and plans for a new superstructure, structural tie-back system, upgrade bridge railing, approach roadway, and construction engineering.

Quote/Benefit/Added Value: Bridge rehabilitation for Whitman County within the Eastern Region.

Terre View Bridge Resurfacing, Pullman, WAThis 2016 project involved the resurfacing of the Terre View Bridge in Pullman, WA. The 1975 3-span continuous slab concrete structure is 137 feet with an average daily traffic (ADT) count of over 7500 vehicles. The asphalt wearing surface was determined to be in need of replacement along with repairs to the bridge deck. The scope of work also included inspection and recommendations for approach slab settlement and embankment sloughing. NKE was the prime consultant on this bridge project. The scope of work included PS&E for removal and replacement of the asphalt wearing surface and waterproofing membrane, an inspection of the underlying concrete bridge deck with recommended repairs, and managing a geotechnical sub-consultant to assist with recommendations for settlement issues.

Fee: $19,000

Services Provided: PS&E for removal/replacement of surface and waterproofing membrane, inspection of underlying concrete bridge deck with recommended repairs.

Quote/Benefit/Added Value: Bridge resurfacing for the City of Pullman within the Eastern Region.



SR 530 Emergency Roadway Reconstruction, Oso, WAOne of the fastest design-build deliveries in Washington state history involved reopening approximately one mile of a critical highway exactly six months to the day after the catastrophic landslide near Oso. The slide buried approximately one mile of SR 530 with up to 20 feet of debris. GeoEngineers worked with WSDOT and local stakeholders on design solutions that included using base reinforcement for slope stabilization, installing a drain system in the slide area and using pavement reinforcement to control settlement, enabled contractor to construct portions of the new road over soft, unstable landslide deposits. This project received multiple awards, including the 2015 American Council of Engineering Companies (ACEC) National Honor Award.

Fee: $483,158

Services Provided: Geotechnical engineering.

Quote/Benefit/Added Value: Emergency response project that involved direct coordination and collaboration with WSDOT, multiple team members, and regulatory agencies.

GEOENGINEERS, INC.

I-84 Meridian Road Interchange, Meridian, ID GeoEngineers was part of a design team selected by ITD and Connecting Idaho Partners (CIP) for the design of the Meridian Road Interchange along I-84 in Meridian, Idaho. This project involved replacing the existing interchange with a new single point urban interchange (SPUI), reconstructing I-84 to four through lanes in each direction, and extending culverts for Ten Mile Creek/Drain below both I-84 and Meridian Road. The new SPUI structure is approximately 196 feet long and approximately 259 feet wide. The pavement reconstruction included more than ¾ of a mile along I-84, almost ½ mile along Meridian Road, and more than a mile of pavement for the ramps.

Fee: $410,700


Quote/Benefit/Added Value: Collaboration with a state DOT. New single point urban interchange with multiple lanes, culverts and MSE walls and AASHTO and LRFD specifications.

US 395 North Spokane Corridor Mainline Bridges, Spokane, WAGeoEngineers provided geotechnical design, hazardous material services and construction recommendations to DEA for the BNSF / US 395 North Spokane Corridor track realignment. As part of the NSC project, WSDOT plans to purchase right-of-way through a portion of BNSF property that supports mainline tracks. As a result, BNSF will construct approximately 40,000 lineal feet of new mainline, lead and industrial tracks, 11 new turnouts, 2 new railroad grade separation bridges and several retaining walls along a new corridor to the east and west of the planned freeway alignment. GeoEngineers conducted site exploration, laboratory testing and engineering analysis in support of foundation design for the proposed bridges and retaining walls. They also provided recommendations for site preparation, earthwork, and embankment construction.

Fee: $189,000


Quote/Benefit/Added Value: Involved coordination with WSDOT and other regulatory agencies, and included varying types of bridges, retaining walls and on-grade improvements.



South First Street, Rockwood, WASTRATA performed material testing and inspections in accordance with WSDOT specifications for shoulder widening and sidewalk installation, including soil density testing, aggregate base testing, concrete sampling & testing, and HMA sampling & testing.

Fee: $7,316

Services Provided: Materials testing.

Quote/Benefit/Added Value: STRATA staff completed daily field reports in an efficient manner to allow for timely corrective actions during production.

STRATA

Broadway Street Preservation Project, Spokane Valley, WASTRATA performed material testing and inspections in accordance with WSDOT specifications for the Broadway Street Preservation project which comprised sidewalk upgrades, installation of Intelligent Transportation Signal (ITS) conduit, signal improvements, the removal and replacement of sidewalk ramps, and grind and overlay of Broadway Avenue. STRATA performed observation and test compaction of subgrade, utility trench backfill, and crushed surface top course for the roadways, curb, gutter, and sidewalk ramps. STRATA sampled on-site and imported materials used for backfill and crushed surfacing course, and transported those samples to our laboratory for required testing.

Fee: $7,873


Quote/Benefit/Added Value: Provided dedicated staff and responded quickly to short-notice requests for service. Used electronic reporting to expedite construction schedule.

Mt. Spokane Road Improvements, Spokane, WASTRATA performed material testing and laboratory testing services in accordance with WSDOT specifications for the Mt. Spokane State Park Road Improvements project, which consisted of a 3-mile overlay of asphalt concrete on Mr. Spokane Park Road between the Mt. Spokane State Park entrance and the ski area in north Spokane County. Construction also included approximately 1900 linear feet of roadway reconstruction as well as the installation of 2 box culverts. STRATA accomplished materials verification, testing and compliance for aggregates, sub-base, and asphalt concrete.

Fee: $1,300


Quote/Benefit/Added Value: Working with WSP, STRATA provided electronic delivery of reports to facilitate rapid conveyance of test results and short issue response times.



ADDITIONAL SUBCONSULTANTS

Anderson Environmental Consulting, LLC SH-75 Timber Way to Wood River Bridge, Blaine County, IDThis is the first phase of the SH-75 Timmerman to Ketchum Highway Improvement project. This FHWA-funded project will add a lane in each direction, improve shoulders and approaches and improve safety. AEC is responsible for environmental commitment tracking, preparing the NEPA reevaluation of the FEIS, completing the wetland delineation for the project, the Programmatic Biological Assessment, Section 4(f ) documentation, environmental commitment tracking and completing the project environmental permitting.

Michael Minor & AssociatesSE Mill Plain Blvd Improvement Project, Vancouver, WAPerformed technical noise and air quality analysis for the SE Mill Plain Boulevard Improvement Project. This work included modeling traffic noise using FHWA Traffic Noise Model, authored noise technical report, attending public meetings and performing construction noise analysis. MM&A authored both noise and air quality reports for the project.

Ott-Sakai & Associates, LLCSR 520 Floating Bridge Replacement Program, Seattle, WAThis $4 billion GEC Program replaces and widens SR520 between I-5 and SR405. Alternatives included segmental box girders, steel box girders, P/C girders, bascule bridge and immersed tube tunnel and bored tunnel. Ott-Sakai has provided construction scheduling and phasing, traffic sequencing for the construction staging, constructability resolution, developed flowcharts and participated in risk assessment workshops, and supported the EIS team in the preparation of the EIS submittal documents.

Fee: $98,135

Services Provided: Cultural and historic survey.

Quote/Benefit/Added Value: NEPA and environmental permitting for a FHWA-funded project for a state DOT.

Fee: $30,000

Services Provided: Noise and air quality analysis.

Quote/Benefit/Added Value: Complicated project with changing land use; new roadway requiring mitigation; worked with WSDOT Noise, Energy, and Air Department.

Fee: $950,000+/-

Services Provided: Constructability, construction phasing, construction durations.

Quote/Benefit/Added Value: Actively involved in risk assessment and value engineering workshops.

Cultural Resource Consultants, LLC Vesta Bridge Replacement Project, Grays Harbor County, WACRC aided in APE documentation, conducted a cultural resources assessment, and oversaw historical architectural evaluation for the replacement of the Vesta Bridge in southeastern Grays Harbor County. Due to funding and permitting, this project was subject to review under the Section 106 of the NHPA. CRC conducted background research and field investigations inclusive of pedestrian survey and subsurface testing to identify the presence and potential for as-yet unrecorded archaeology within the APE.

Fee: $7,400

Services Provided: Cultural and historic survey.

Quote/Benefit/Added Value: Determined bridge did not meet NRHP criteria, and project would not cause effects to historic properties




Scoring Criteria 2QUALIFICATIONS OF PROPOSEDPROJECT MANAGERS

Brad Stein, PE, SE: Engineering Resource Manager and Project ManagerBrad has 38 years of experience in the delivery of multidisciplinary projects in Washington. He brings direct experience exceeding WSDOT’s goals on projects of various delivery methods, including design-build, design-bid-build, CRIPs, and GCCM. He has developed strong working relationships with WSDOT staff at all levels and has in-depth knowledge of WSDOT requirements and processes. Brad has a proven record of understanding the needs for a project and assigning the right personnel to deliver them. In addition to his technical expertise as a bridge engineer and his strong project management skills, Brad is also a vice-president of DEA, enabling him to mobilize staff quickly and making him ideal for the ERM position.

A. Prior Experience as Project Manager on Similar ProjectsSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: Brad was responsible for managing all of the project design elements of this $365M, 2.75-mile reconstruction of the SR 520 corridor from the eastern shore of Lake Washington to the SR 520/I-405 I/C, ensuring compliance with WSDOT and multiple local municipality standards. Brad led an integrated design team of over 135 designers from 11 firms who successfully delivered the design of highway, transit, and environmental improvements within an accelerated 13-month schedule. In addition to the complete reconstruction of the mainline, this project provides three 500-foot-long landscaped urban lids over the highway to reconnect local communities, two in-line transit stations, direct access ramps, highway bridges, pedestrian tunnels, pedestrian bridges, 130 retaining and noise walls, fish passageways, tolling infrastructure, shared multi-use paths and trails, and extensive stormwater faculties.Responsibilities/Tasks: Design Manager / Engineer of Record / Structural Engineer of Record led large multidisciplinary team of engineers and architects from conceptual design through physical completion. Co-located with WSDOT and the contractor teams in the project office.I-405, NE 6th St to I-5-NB Hard Shoulder Running and ETL Improvements Project, Bellevue, WA | WSDOT | 2016-Present: $7.5M improvements are being made to I-405 in six locations to increase mobility through the corridor in both the express toll lanes (ETL) and general-purpose lanes. In one location, a northbound hard shoulder running (HSR) will be constructed from SR 527 to I-5 to allow general-purpose vehicles to use the outside shoulder during peak periods. Restriping I-405, installing dynamic lane control signs, constructing signing, illumination, ITS, grinding and overlaying, and constructing vehicle refuge/maintenance pullouts are being provided.Responsibilities/Tasks: Principal-in-Charge ultimately responsible for the performance of the design-build team to the Contractor and to WSDOT. Conducting monthly PEER reviews to monitor and make necessary adjustments to the team’s delivery services.I-405/NE 8th Street to SR 520 Braided Ramps Interchange Improvements Project, Bellevue, WA | WSDOT | 2008-2010: Design manager for the preliminary design on this $126M project that involved new on- and off-connections to northbound I-405 and SR 520 in the vicinity of downtown Bellevue including reconstruction of the collector/distributor roadways; reconstruction of the NE 8th Street on-ramps; grade separated ramps to divide the C/D from the traffic exiting to SR 520; construction of an elevated on-ramp from NE 10th Street to SR 520; realignment of the ramp from northbound I-405 to SR 520, including four bridges; and the removal/replacement of the NE 12th Street Bridge. Responsibilities/Tasks: Design Manager / Structural Engineer of Record led design team coordination, ensured design quality and financial performance, and participated in development of the structural design concepts. B. Familiarity with Relevant State and Federal Regulations and/or Procedures Brad is thoroughly familiar with WSDOT’s contracting procedures, change procedures and consultant policies having successfully delivered projects for WSDOT and multiple local agencies in accordance to the LAG manual, Standard Specifications, General Special Provisions (GSPs) and APWA special provisions. He understands WSDOT’s BDM, GDM, and Plans Preparation Manual in addition to the standards and regulations of local, state and federal agencies including ADA, FHWA, NEPA, SEPA, and AASHTO guidelines. Brad assisted in the development of the RFP for the I-5 Chamber Way Bridge Emergency Replacement Design-Build project.



C. Ability to Manage Aspects of a ProjectSR 520 Eastside Transit & HOV Design-BuildSchedule: A very detailed project schedule was developed using MS Project for the design deliverables. Key milestones from the design schedule were included in the Primavera Project schedule and 4-week rolling schedules. The design schedule was maintained by a Project Controller under Brad’s direct supervision. A submittal log was developed from the contents of the design schedule and used as the primary tool to plan WSDOT reviews and report design status.Scope: The Design-Build Contract established the scope of the project at NTP. However, the scope of the project had to be altered for a number of reasons such as: to obtain the necessary approvals of the Shoreline Permit by the local jurisdictions; transfer scope to/from the FB&L design-build team to minimize throw-away work; and address fish passageway construction challenges. The team used a Potential Design Change Record to identify, analyze, develop response strategies, communicate, and obtain authorization for changes. Once authorized, the work plan for the project was revised.Budget: Budgets were developed by discipline based on deliverables. Using earned value methods, five metrics were tracked and reported monthly on the status of the budgets. PEER reviews were conducted to identify and take corrective actions as needed to address negative budgetary trends.Change Management: A significant change was initiated by WSDOT as a result of obtaining the necessary approvals of the Shoreline Permit by the local jurisdictions. Several modifications to the walls, ponds, trails, utilities, right-of-way in the Fairweather Bay area along with a new two-lane roundabout on the 84th IC lid were made as part of the change order. The design schedule was revised to reflect these changes and the resulting restaging of the project as a result of not having the Shoreline Permit when anticipated. The design was still completed one-month ahead of the original schedule.I-405, NE 6th St to I-5-NB Hard Shoulder Running and ETL ImprovementsSchedule: The primary goal of the project was to provide congestion relief to the traveling public as soon as possible. Our team was able to develop a Project Schedule that achieved the northbound congestion relief ready for traffic interim milestone in just 120 calendar days, 60 calendar days sooner than the maximum time allowed. Scope: After NTP, it was discovered that the existing fence demarking the limited access line wasn’t located as anticipated by the as-built drawings. This presented some significant limitations on how to construct the new noise wall. After discussions within the Task Force Groups, it was decided to leave the existing fence alone to avoid disruption to the adjoining properties and provide some flexibility in the work zone to construct the wall.Budget: It was decided after NTP, to adopt an Alternative Technical Concept (ATC) that was developed by another design-build team. The team used a Potential Design Change Record to identify, analyze, and obtain authorization for this change which resulted in a modest increase in the design budget but more schedule-certain construction activities.Change Management: To prevent the need for detention of the storm water, modifications were made after NTP to limit the increase in impervious surface to less than 5,000 square feet. Additional field surveying and detailed drainage design were needed to accomplish this goal.I-405/NE 8th Street to SR 520 Braided Ramps Interchange ImprovementsSchedule: Relieving the congestion caused by the existing weave onto/off-of I-405 at SR 520 was on the critical path of WSDOT projects. Our team committed to continue the design work on the critical path elements of the project immediately upon NABV but before NTP. Concurrent design teams would begin work on the SR 520 and the I-405 braided ramps to allow the I-405 to EB SR 520 ramp to open as soon as possible to relief congestion.Scope: One of the goals for the project was Smooth Start-up. Brad developed a very detailed scope of work that would be achieved during the first 90 days after NABV which exceeded the RFP requirements. We committed to continue the planning for success activities such as refining our design, construction, safety, quality management and environmental plans to ensure early submittal to WSDOT.Budget: Weekly Status Reports were used to closely monitor the design budgets established for the preliminary design and ATCs. In response to a significant change to the Basic Configuration, the preliminary design had to altered but was accomplished with only a modest increase in budget allocation.Change Management: After the technical proposals were submitted, they were returned by WSDOT and a Best and Final Offer (BAFO) process was initiated because of MOU requirements with a local agency. As part of the BAFO, the Basic Configuration of the project was redefined which eliminated three approved ATCs. Our team responded with an even better braided scissor ramp design that eliminated impacts to Overlake Hospital, improved traffic operations and reduced the project duration.D. Professional Licenses and AccreditationsProfessional Civil Engineer: WA 20849, 1982; Structural Engineer: WA 20849, 1986



Jake Menard, PE, SE: Deputy Engineering Resource Manager and Project ManagerJake has over 16 years of experience delivering multidiscipline transportation projects large and small with an emphasis on structures. As a former WSDOT employee and as a consultant delivering projects for WSDOT and local agency projects within WSDOT Right-of-Way, Jake has extensive experience delivering projects in accordance with WSDOT standards. Jake has been delivering design-build projects since 2007 and has recent experience developing design-build procurement documents for WSDOT and ITD. His technical expertise is in structural engineering, design-build procurement, and construction engineering.

A. Prior Experience as Project Manager on Similar ProjectsSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: Jake served as Structures Discipline Lead on this $365M, 2.75-mile roadway improvement design-build project to reduce transit and HOV travel times and to enhance travel time reliability, mobility, access, and safety for transit and HOVs in rapidly growing areas along the SR 520 corridor east of Lake Washington. Jake managed a group of structural engineers responsible for designing and providing construction engineering support on three lid structures over SR 520, two bridges, four pedestrian bridges, three pedestrian tunnels, eight fish passage structures, over 30 custom designed retaining walls such as soldier pile, soldier pile tieback, tangent shaft tieback, soil nail and custom cast-in-place walls, and several sign structures as well as other miscellaneous structures. Responsibilities/Tasks: Directed the consultant design team. Managed development of alternatives. Prioritized work assignments for the consultant highway design team. Coordinated with multiple agencies. I-5, M Street to Portland Avenue HOV VECP, Tacoma, WA | WSDOT | 2014-11/2015: Jake served as the Project Manager, in-charge of developing the PS&E for the replacement of a structurally deficient bridge over Issaquah Creek. The existing bridge was also functionally obsolete since it was a single lane with substandard sidewalk widths. The new bridge will be a single-span, prestressed concrete girder bridge clear spanning the creek, removing two in-water piers and providing lane and sidewalk widths that meet current standards. The bridge length is increased and the profile raised to remove a current floodway restriction on Issaquah Creek. Issaquah Creek makes a 180 degree turn as it passes under the bridge, with the flow directed at Pier 1. The City had concerns regarding long term scour resistance at this pier. In addition to accounting for scour in the pile design, Mr. Menard developed an innovative scour revetment utilizing secant piles below finished grade down to the calculated scour depth to protect the approach embankments from erosion due to scour. The project received federal funding through the BRAC program. This project includes: project management, federal aid compliance, bridge design and load rating, roadway design, drainage, stream hydraulics and scour evaluation, environmental permitting, mitigation design, and survey.Responsibilities/Tasks: Project Manager and Structural Engineer-of-Record. Develop concept for approval. Lead a team of structural, roadway, drainage, MOT, and geotechnical engineers. Coordinated closely with WSDOT and MJK throughout the development of the design.NW Dogwood Street Bridge Replacement, Issaquah, WA | City of Issaquah | 2013-2016: Jake served as the Project Manager, in-charge of developing the PS&E for the replacement of a structurally deficient bridge over Issaquah Creek. The existing bridge was also functionally obsolete since it was a single lane with substandard sidewalk widths. The new bridge will be a single-span, prestressed concrete girder bridge clear spanning the creek, removing two in-water piers and providing lane and sidewalk widths that meet current standards. The bridge length is increased and the profile raised to remove a current floodway restriction on Issaquah Creek. Issaquah Creek makes a 180 degree turn as it passes under the bridge, with the flow directed at Pier 1. The City had concerns regarding long term scour resistance at this pier. In addition to accounting for scour in the pile design, Mr. Menard developed an innovative scour revetment utilizing secant piles below finished grade down to the calculated scour depth to protect the approach embankments from erosion due to scour. The project received federal funding through the BRAC program. This project includes: project management, federal aid compliance, bridge design and load rating, roadway design, drainage, stream hydraulics and scour evaluation, environmental permitting, mitigation design, and survey.Responsibilities/Tasks: Project Manager and Structural Engineer-of-Record. Lead a team of roadway, structures, hydraulics and illumination engineers, and landscape architects.B. Familiarity with Relevant State and Federal Regulations and/or Procedures Jake has been delivering transportation projects in Washington for 14 years. For the first 4 years of his career he worked for the WSDOT Bridge and Structures Office. While at WSDOT he received agency training in project delivery, bridge design, PS&E preparation, bridge inspection, and bridge load rating. Since becoming a consultant, he has also been providing PS&E for WSDOT projects and local agency projects utilizing WSDOT Local Agency Guidelines. He has expertise with and routinely uses the WSDOT BDM, WSDOT GDM, WSDOT Design Manual, WSDOT LAG Manual, WSDOT Standard Specifications and General Special Provisions, WSDOT Plans Preparation Manual, WSDOT Bridge Inspection Manual, AASHTO Bridge Design Specifications, AASHTO Manual for Bridge Evaluation, and AASHTO Guide Manual for Bridge Element Inspection. Jake has also pursued or delivered over 10 design-build projects for WSDOT. Additionally, he helped develop the RFQ and RFP documents for the I-5 Chamber Way Bridge Emergency Replacement DB which has provided him with familiarity and deep understanding of WSDOT’s RFQ and RFP templates.



C. Ability to Manage Aspects of a ProjectSR 520 Eastside Transit & HOV Design-BuildSchedule: Being part of a Design-Build project, the design was a fast-tracked and many elements were on concurrent schedules among disciplines. Design started in January 2011 and was completed in December 2011. Jake was part of all multi-discipline task force groups and attended all task force meetings relevant to the structures discipline. His management and close coordination allowed for the successful delivery of structures plans and specifications concurrently with roadway, drainage, architectural, and illumination designs. He used MS Project to track the structures deliverables and coordinate with other disciplines deliverables.Scope: The contractor was continually looking for opportunities to optimize the design throughout the project. Jake closely worked with the builder to identify when concepts and modifications to the design resulted in out of scope work. The design management team used project change forms to document potential changes. These forms were a useful tool to identify schedule and budget impacts as well as impacts to other disciplines of potential design changes to allow the Design-Build team to quickly assess if the change would be beneficial to the project globally.Budget: Several design changes were approved by the contractor throughout the design phase of the project. Jake developed budgets and tracked these modified designs assigning separate codes to track out-of-scope work items and manage these tasks to the agreed upon budgets.Change Management: During the project there were two significant WSDOT initiated changes with impacts to the structural designs: change 84th lid intersection to roundabout, and modifications to the noisewall/screen wall heights. Jake worked closely with WSDOT and the task forces involved to develop schedules and budgets to accommodate these changes and fit them within the project schedule. The 84th Roundabout change significantly modified the features on top of the 84th LID. Jake and his team quickly modified the design of the structure to accommodate these changes with minimal impact to the schedule. The second change involved raising several noisewalls/screenwalls after many walls had already been designed. Jake worked on a focused team to inventory all the affected structures and program the re-designs to accommodate the taller walls desired with minimal impact to the schedule.I-5 M Street to Portland Ave HOV VECPSchedule: Jake developed a detailed design schedule including owner and contractor reviews. The fast-tracked schedule stayed on track and design approval was accomplished in 5 months.Scope: Part of this project included reusing an existing soil nail wall. The extent of work needed to rehabilitate the wall was unknown in the beginning of the project. Jake’s weekly team meetings with WSDOT, MJK, and his design team kept everyone informed and took advantage of the bigger group’s knowledge of the wall to avoid surprises, reducing unnecessary added scope.Budget: Later in the design, modifications to MOT staging plans was required that wasn’t anticipated or budgeted. Jake worked with WSDOT to develop an abbreviated revision process that minimized added work and helped keep the project under budget.Change Management: Perched ground water was encountered at a rate that exceeded what was anticipated. Jake worked closely with the drilling subcontractor, WSDOT region staff, and WSDOT HQ Geotechnical Division to develop a technical solution to address the higher amount of water on the wall design without minimal impact to scope, schedule, and budget.NW Dogwood Street Bridge ReplacementSchedule: Jake set up a comprehensive, multi-discipline project schedule in MS Project to track deliverables and hit target dates for permitting and project ad and award dates.Scope: Jake provides immediate feedback to the client at inception of any ideas or concepts that our potentially out of scope. On this project, the project will tie into a full corridor upgrade to widen the road and add sidewalks. During the 60% review, the client wanted to add several features off the bridge to tie into the corridor project. Jake evaluated these design changes and worked with the client to identify what items were necessary to build within the constraints of a BRAC funded project, as they cover limited approach roadway work. He then worked with them to find the logical stopping points/tie-in points for these features to be picked up on the future corridor project, which minimized the added scope.Budget: The added features described above were added with minimal additional cost to the project. By finding logical tie-in points and limiting these features, the additional work was done within the available management reserve funds. Jake provides detailed progress reports with each monthly invoice which is reviewed with the client to check in on budget and earned value based on task completion.Change Management: In the beginning of the project, the WSDOT H&LP Environmental Services group changed protocols on environmental permitting. Traditionally, local agencies and their consultants coordinate with resource agencies early in the process to discuss mitigation concepts. At the NEPA kickoff meeting for this project, we were informed that we were not to discuss mitigations with resource agencies until after NEPA approval signatures were obtained. This resulted in pushing out the permitting process by approximately three months. Jake worked closely with the client, accelerated environmental documentation tasks, and revamped the project schedule to accommodate this change without affecting the budget or compromising the target project advertisement date.D. Professional Licenses and AccreditationsProfessional Civil Engineer: WA 42801, 2006; Structural Engineer: WA 42801, 2013; Bridge Inspection Team Leader: WA G0702, 2007



Greg Holder, PE, PMP: Project ManagerGreg brings 29 years of civil engineering experience in design and project management of challenging interchange, overpass, interstate, and highway design projects. His hands-on, quality-driven project management style has enabled him to successfully deliver over 30 bridge and structure PS&E projects, four interchange PS&E projects, and over 40 highway projects for WSDOT and ITD. His familiarity with WSDOT’s standards, review protocol, and personnel helps expedite the design review and approval processes and will result in a project design with outstanding quality.

A. Prior Experience as Project Manager on Similar ProjectsUS 395/Ridgeline Drive Grade Separation, Kennewick, WA | City of Kennewick | 2016-Present: This interchange expansion project on US-395 at Ridgeline Drive near I-82 will accommodate new growth on the south side of the City of Kennewick. The proposed interchange will be constructed in an area of US-395 with a 5% grade and near the existing US-395/I-82 Interchange and an intersection with West Hildebrand. These constraints create significant challenges for placement of the interchange and ramps. DEA is working with the City of Kennewick and WSDOT to develop an interchange that will meet the long-term growth needs for the area. DEA’s efforts include interchange alternatives analysis, value engineering, traffic operational analysis, environmental documentation (NEPA/SEPA), an IJR, design plans, structures TS&L and S&L, public engagement, Design Approval, and ROW plans and acquisition.Responsibilities/Tasks: As project manager, Greg is managing a team of 30 staff and four subconsultants; coordinating with the City of Kennewick, WSDOT, and stakeholders to select an appropriate interchange type; and developing the PS&E construction documents. US-95, Chilco Interchange, Kootenai County, ID | ITD | 2009-2014: DEA designed two bridges and provided roadway, interchange ramp, drainage, utility relocation, erosion and sedimentation control, illumination, signing and pavement marking, and construction traffic control design. This included the design of over two miles of local road and approaches, and more than 1.5 miles of interchange ramp. Additionally, DEA led the structural design for the 219-foot bridge over US-95 and the 238-foot bridge over the Union Pacific Railroad (UPRR) tracks and west side frontage road. DEA also prepared the UPRR Design Phase A, B, and C packages required to approval for building the bridge over existing track. DEA worked closely with ITD as they developed the design of the US-95 main lanes under the interchange. The project schedule and budget were maintained through continuous communication with ITD and CIP and coordinating early with railroad and utility companies.Responsibilities/Tasks: As the project manager, Greg managed a team of 25 staff and one subconsultant, led design from preliminary to PS&E, and obtained ITD Bridge approval for two bridges (one over UPRR and one over US-95). He saved over $1M by eliminating retaining walls, ramps, roads, and utility coordination by proposing to move the interchange 80 feet to the east thus moving the facility away from the UPRR tracks. I-84, Gowen Road Interchange, Boise, ID | ITD | 2012-2016: This project reconstructed an urban diamond interchange and 0.6-mile widening of Gowen Road, DEA developed a detailed, highly sensitive traffic analysis to determine lane configurations for Gowen Road ramps and turn lanes. Design efforts included widening Gowen Road from three to five lanes; four new interconnected traffic signals; design of two interstate bridges over Gowen Road; design of a detached shared use pathway parallel to a portion of Gowen; drainage; utilities; signing and pavement marking; illumination; ITS; utility relocation; construction staging; and traffic control.Responsibilities/Tasks: As DEA’s Project Manager, Greg managed a team of 40 staff and developed the PS&E for the two I-84 interchange bridges, four signalized intersections, expansion of Gowen Road from three to five lanes, IJR support, sensitive rock blasting requirements, a challenging stormwater management plan, signing, pavement markings, and illumination.B. Familiarity with Relevant State and Federal Regulations and/or Procedures Greg has been delivering transportation projects in the State of Washington and Idaho since 1996. His experience includes delivering highway, bridge, and grade separation PS&E packages for local agency projects utilizing WSDOT Local Agency Guidelines. He has knowledge of the WSDOT Design Manual, WSDOT LAG Manual, WSDOT Standard Specifications and General Special Provisions, WSDOT Plans Preparation Manual, , AASHTO A Policy on Geometric Design of Highways and Streets, AASHTO Roadside Design Guide, Manual on Uniform Traffic Control Devices, and AASHTO Bike Guide.



C. Ability to Manage Aspects of a ProjectUS 395/Ridgeline Drive Grade SeparationSchedule: This $21 Million interchange project is currently underway. We are on schedule and plan to complete Phase I (Preliminary Design and right-of-way plans) in December, 2017. We have been able to keep the project moving forward by implementing monthly progress meetings that include representatives from the City, WSDOT, and the consultant team.Scope: During geotechnical field operations, it was determined that the boring should be advanced further than the geotechnical engineer had expected. This was immediately coordinated through DEA and the City accepted a very minimal scope/cost revision to accomplish the work while the driller was mobilized thus avoiding a costly re-mobilization chargeBudget: We are currently on budget for our Phase I deliverables. The City set up a Management Reserve fund to address unexpected scope/costs that surface during project delivery. Thus far DEA has only requested use of 4% of these contingency funds.Change Management: During the alternatives analysis, it was determined that by constructing a nearby County Road, the interchange’s circulation would be vastly improved and the reconstruction of a roundabout to accommodate over-sized truck turning movements could be avoided. The consultant team supported this idea offered by the City and are taking the steps to incorporate the new road into the project’s analysis and design.US-95, Chilco InterchangeSchedule: This $11.5 Million (Construction Cost) interchange included a bridge over the UPRR tracks and one over US-95. The client had an 18-month delivery timeframe which our team was able to meet.Scope: DEA developed a detailed scope at the outset of the project that prevented the need to request or negotiate supplemental agreements. Budget: DEA was able to deliver this project under the original fees included in our professional services contract.Change Management: The proposed expansion of US-95 was adjacent and parallel to the UPRR creating a physical constraint between the tracks and the highway and making the location of the ramps difficult. The constraint required a large retaining wall adjacent to the UPRR for construction of the southbound ramps. DEA developed and presented an alternative to ITD— which they accepted—to move the interchange 80 feet to the east, eliminating the need for the retaining wall, at a cost savings of approximately $1 million.I-84, Gowen Road InterchangeSchedule: Traditionally, interchange designs of this magnitude take about two years to complete. However, due to promises made by Idaho State Legislators assuring that this project would be constructed by 2016, design was compressed to a 12-month design schedule (2012-2013). In order to meet the required deadline DEA held weekly project team progress meetings that included the client and the consultant team. At these meetings each discipline would report on their progress, action items would be issued, and coordination with the entire team proved critical. The weekly meetings kept the project on schedule.Scope: Though this was a very large project, NO CHANGE ORDERS were required or requested during the design or construction support phases of the project. Budget: DEA developed a detailed scope at the outset of the project that prevented the need to request or negotiate design changes or supplemental agreements. The project was delivered in the 12-month time frame and came in under budget.Change Management: The Gowen Road Interchange serves the Micron facility on the east side of Boise. The PM peak movement from Micron onto I-84 required a duel on-ramp that presented challenges for the bicycle lane that was proposed through the corridor. The design team worked with ITD, the City of Boise, the Ada County Highway District, and Bicycle Advocacy Groups to develop a solution that agreeable to all parties. During construction, the ITD Residency proposed an additional change that further improved the bicycle movements through this challenging length of Gowen Road and DEA quickly developed the plan sheets to depict the modifications. D. Professional Licenses and AccreditationsProfessional Civil Engineer: WA 32851, 1995; Certified Project Management Professional: 2011




Scoring Criteria 3KEY TEAM MEMBERS QUALIFICATIONS

Aaron Shupien, PE: Alternative Project Delivery ManagerAaron brings a comprehensive background of project management, project design, and construction experience to his project assignments. He has design-build experience for a variety of transportation agencies such as WSDOT and ODOT, and has provided expertise for PS&E preparation, design documentation and reports, feasibility studies, and bid documents.

Relevant ExperienceSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: Aaron served as the mainline roadway lead and engineer of record for this $365M, 2.75-mile roadway improvement design-build project to reduce transit and HOV travel times and to enhance travel time reliability, mobility, access, and safety for transit and HOVs in rapidly growing areas along the SR 520 corridor east of Lake Washington. Aaron was co-located for this project.I-405, I-5 to SR 169 Stage 1 Widening Design-Build, Renton, WA | WSDOT | 2007-2010: This $91.5M project provided two miles of additional lanes in each direction on I-405 between I-5 and SR 167. It also provided one mile of a new southbound lane on SR 167. Mr. Shupien served as the freeway task manager for the I-405 segment. He worked with the contractor to develop a design that was constructible and easy to stage. Mr. Shupien identified horizontal and vertical clearances for construction staging. He led the development of 3D construction staging. Understanding of WSDOT and/or Public Agency Regulations/ProceduresAaron has over 12 years of WSDOT design-build experience and is very familiar with the design standards and operational requirements outlined in WSDOT’s Design Manuel. He is adept at using standard publications through his experience in the procurement and delivery of design-builds.

Manuel Feliberti, PE: Quality Assurance ManagerManuel Feliberti brings more than 24 years of professional experience in project and design management, transportation and civil engineering design, construction support services, and stakeholder/public support. He is an expert in the policies and procedures of WSDOT with a broad range of knowledge in WSDOT manuals.

Relevant ExperienceSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: Manuel led the roadway quality control of all mainline segments for this $365M, 2.75-mile roadway improvement design-build project to reduce transit and HOV travel times and to enhance travel time reliability, mobility, access, and safety for transit and HOVs in rapidly growing areas along the SR 520 corridor east of Lake Washington. Aaron was co-located for this project. Manuel was the quality reviewer between the roadway design and construction staging teams. Manual also led the roadway interdisciplinary reviews with all disciplines.I-5 Blakeslee Junction to Grand Mound, Lewis & Thurston Counties, WA | WSDOT | 2005-2009: Manuel served as project manager for this 3.5 mile highway project on I-5 which was widened from two lanes to three lanes with full shoulders. Other major improvements included new pavement, hydraulic design, two fish passages, and retaining walls. The work included design alternatives, stakeholder/public outreach and coordination, environmental documentation, right-of-way acquisition, geotechnical investigation, final design, and PS&E preparation. This multidiscipline team included WSDOT ITS design, WSDOT Geotechnical, and WSDOT Environmental groups.Understanding of WSDOT and/or Public Agency Regulations/ProceduresManuel has been working in the state of Washington and working on WSDOT projects for the past 18 years. He is very knowledgeable with many of the WSDOT publications such as the Design Manual, Bridge Design Manual, Plans Preparation Manual, Standard Specifications, and Standard Plans. Manuel has reviewed the new Practical Design Solution process required by WSDOT and is committed to communicating with the Eastern Region to best apply them Practical Design Solutions when possible.



Martin Plass, PE: Highway DesignMartin has nine years of experience providing roadway design engineering for schematic, preliminary, and final design on existing and new roadway construction for rural and urban projects. He has delivered numerous federal aid projects and brings expertise in hydraulic analysis and reports, roadway geometric, traffic control, signing, and pavement markings.

Relevant ExperienceSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: This project consisted of corridor widening for transit and carpool lanes along 2.5 miles of SR-520 including three landscaped lids with transit stops. Martin worked on drainage profile and detail design and drafting for the project storm water system. This included remote work with other DEA offices, coordination with partner design firms during a fast paced design-build project.SR 9/32nd St SE and 84th St NE, Marysville and Lake Stevens, WA | WSDOT | 2014-2015: This design-build partnership with Rodarte Construction involved the design and installation of a signal at the intersection of SR 9 and 32nd St and a roundabout at the intersection of SR 9 and 84th St. Mr. Plass was responsible for designing a storm water collection and conveyance system for 32nd St, assisted with the stormwater design at 84th St.Understanding of WSDOT and/or Public Agency Regulations/ProceduresMartin has experience working with plans, specifications, and estimates for various city, state, and federal agencies, including contributing to several design-build projects for WSDOT. Martin is familiar with WSDOT’s Standard Specifications, Design Manual, and Highway Capacity Manual.

Mo Sheikhizadeh, PE: Construction ManagementA former longtime WSDOT employee, Mo brings more than 33 years of experience in construction management, bridge design and construction, and field inspection. His expertise includes constructability reviews, contract administration, construction claims evaluation and avoidance, schedule and cost controls, construction quality control, and construction engineering.

Relevant ExperienceTjerne Place Extension, Monroe, WA | City of Monroe | 2015-2016: Mo was resident engineer on this project where DEA provided construction management services for the extension of Tjerne Place to Woods Creek Road parallel to US 2 in Monroe, WA. The project included the removal of 53,000 cubic yards of soil, installation of deep utility lines, cast in place concrete walls, deep stormwater vaults, roadway base and HMA, concrete sidewalks and curbs, and traffic signals.SR 20/Cook Road Extension and Roundabouts, Sedro-Woolley, WA | City of Sedro-Woolley | 2013-2014: As construction manager, Mo provided full construction management for the extension and realignment of Cook Road to improve local and regional traffic operations on both SR 20 and Cook Road in Sedro-Woolley. This project included construction of two roundabouts, one at each end of the new Cook Road alignment, two traffic signal modifications and installation of utilities, sidewalks, curbs, drainage and construction of concrete and HMA paving.Understanding of WSDOT and/or Public Agency Regulations/ProceduresMo possesses an unrivaled understanding of WSDOT regulations and procedures from his 32-year career with WSDOT, including as the State Bridge Construction Engineer. Mo helped re-write Section 6-07 of the WSDOT Standard Specifications on bridge painting in 2009.

Rusty Leahy, PE: Highway DesignRusty delivers quality projects, with more than 16 years of transportation engineering experience developing schematic, preliminary, and final designs on both existing and new alignments for rural and urban projects. His experience includes roadway geometric, retaining wall, bridge, traffic control, signing, pavement markings, and signalized intersections.

Relevant ExperienceI-84, Gowen Road Interchange, Boise, Idaho | ITD | 2012-2016: Rusty was DEA’s design and quality manager on this project. His role included the roadway design and design coordination among the various design disciplines. He also actively developed the traffic control, utility relocations, and staging plans with the design team. He was also responsible for project cost estimate, quantity management, roadway typical sections and design, and approach and intersection layout and grading.US-95, Chilco Interchange, Kootenai County, ID | ITD | 2009-2014: This project consisted of final design and PS&E of a new diamond interchange at the intersection of Chilco Road and US-95. The project included structures over US-95 and UPRR, retaining walls, four ramps, and coordination with local owners and UPRR. Rusty’s responsibilities included transportation engineering lead for final designs, sub-consultant coordination, utility coordination, alternatives analysis, specifications, quantities, and cost estimates. Understanding of WSDOT and/or Public Agency Regulations/ProceduresRusty has experience leading projects on extremely tight schedules and has thorough knowledge of the WSDOT design and approval process. As a highway designer, Rusty is familiar with WSDOT’s Standard Specifications, Design Manual, and Highway Capacity Manual.



Susan Kovich, PE: Structures (Nicholls Kovich Engineering)Susan has 19 years of bridge design and analysis experience. She has been directly involved with the design of nearly 90 bridge replacement and rehabilitation projects, numerous scour evaluations, and has completed over 500 bridge load ratings and overload analyses. She has inspected hundreds of bridges in Washington, Idaho, and Oregon.

Relevant ExperienceMiles Creston Bridge Replacement. Lincoln County, WA | Lincoln County | 2013-2017: Inspection Team Lead, Project Manager, Engineer-in-Charge. Project involved performing fracture-critical inspection of 1930’s-era bridge near Lake Roosevelt. Determined that replacement was necessary, assisted with funding application for bridge replacement. Prime consultant for full PS&E for bridge replacement, including hydraulic analysis, structural design, approach design, and management of geotechnical sub-consultant. Stemilt Creek Bridge Rehabilitation. Chelan County, WA | Chelan County | 2014-2015: Inspection Lead, Project Manager, Engineer-in-Charge. Project involved replacing a substandard steel girder bridge with a new prestressed concrete superstructure and upgrading bridge railing to current standards. Design included an analysis of the existing foundations to take an increase in bridge loads.

Understanding of WSDOT and/or Public Agency Regulations/ProceduresSusan also has a thorough knowledge of all relevant bridge engineering documentation, including WSDOT Standard Specifications for Road, Bridge and Municipal Construction, WSDOT Bridge Design Manual LRFD, WSDOT Hydraulics Manual, WSDOT Bridge Inspection Manual, and more.

Jon Guerrero, PE: Highway DesignJon provides civil engineering services with a broad range of experience including highway/roadway design, interchange design, stormwater design, traffic control design, signing design, signal design, alternatives analysis, and feasibility studies. He is accomplished in the production of construction plans, cost estimates, and technical reports.

Relevant ExperienceSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: Jon served as the roadway design task lead for this $365M, 2.75-mile roadway improvement design-build project to reduce transit and HOV travel times and to enhance travel time reliability, mobility, access, and safety for transit and HOVs in rapidly growing areas along the SR 520 corridor east of Lake Washington. Jon was co-located for this project.I-5 Blakeslee Junction to Grand Mound, Lewis & Thurston Counties, WA | WSDOT | 2005-2009: Jon served as the roadway design task lead for this 3.5 mile highway project on I-5 which was widened from two lanes to three lanes with full shoulders. Other major improvements included new pavement, hydraulic design, two fish passages, and retaining walls. The work included design alternatives, stakeholder/public outreach and coordination, environmental documentation, right-of-way acquisition, geotechnical investigation, final design, and PS&E.Understanding of WSDOT and/or Public Agency Regulations/ProceduresHaving worked on multiple WSDOT projects, including several design-builds, Jon thoroughly understands WSDOT’s Standard Specifications, Design Manuel, LAG Manual, Plans Preparation Manual, and Highway Capacity Manual. He’s also familiar with AASHTO and ADA regulations.

Joel Tubbs, PE, SE: StructuresJoel has more than 17 years of bridge design, task leadership, and project management experience on transportation projects involving new bridges, bridge replacements, bridge widenings, load ratings, retaining walls, traffic structure supports, span-wire system supports, and structural rehabilitations.

Relevant ExperienceI-405, I-5 to SR 169 Stage 1 Widening Design-Build, Renton, WA | WSDOT | 2007-2010: This design-build project was the first in a series of projects to improve and modernize the I-405 corridor near Seattle. Joel designed various structural elements of the project, provided structure quality control checks, and managed the final design of the project retaining walls. Structure types include precast, prestressed concrete girders; cantilever retaining walls; MSE walls; soil-nail walls; and gravity walls. Columbia River Crossing, Portland OR and Vancouver, WA | ODOT and WSDOT | 2006-2014: DEA was the prime consultant on the CRC project and was tasked with developing conceptual alternatives for transit and highway improvements along I-5 between Columbia Boulevard in Portland, OR and SR-500 in Vancouver, WA. Joel provided preliminary design services for landside transit and highway bridges associated with the project. He was also the deputy task lead for all landside structures.Understanding of WSDOT and/or Public Agency Regulations/ProceduresJoel has extensive experience designing structures for WSDOT projects, including both design-build and design-bid-build deliveries. Through this experience, he has developed an intimate understanding of WSDOT’s Bridge Design Manual and AASHTO’s LRFD Bridge Design Specifications.



Terry Stones, PE: StructuresTerry is a senior bridge design engineer and task lead with more than 30 years of civil/structural engineering experience in the design and construction of major highway, railroad, pedestrian, and utility bridges, and retaining walls. Terry has been the Engineer of Record for many bridge designs, inspections, load ratings, and various reports on new and existing bridges.

Relevant ExperienceColumbia River Crossing, Portland OR and Vancouver, WA | ODOT and WSDOT | 2006-2014: DEA was the prime consultant on the CRC project and was tasked with developing conceptual alternatives for transit and highway improvements along I-5 between Columbia Boulevard in Portland, OR and SR-500 in Vancouver, WA. Terry was the structures task lead for DEA responsible for concept level design of the landside bridges in Oregon and the retaining walls in both Oregon and Washington.US-95, Chilco Interchange, Kootenai County, ID | ITD | 2009-2014: Terry was the lead bridge engineer for this Idaho Transportation Department project to construct a new interchange at the Chilco Road intersection with US Hwy 95 north of Coeur d’Alene, Idaho. The project includes new bridges over Hwy 95 and the adjacent UPRR. Both bridges were two-span, prestressed girder structures with spread footing foundations. Understanding of WSDOT and/or Public Agency Regulations/ProceduresTerry has been the structural lead such as the aforementioned Columbia River Crossing. He is familiar with WSDOT’s Bridge Design Manual and AASHTO’s LRFD Bridge Design Specifications through this experience and other experience.

Jerome Nicholls, PE, SE: Structures (Nicholls Kovich Engineering)Jerry has 53 years of bridge design experience in both the public and private sectors, designing over 300 bridges. Jerry spent many years designing bridges for the State of Washington, and then Spokane County.

Relevant ExperienceDayton Street Bridge Replacement, Kennewick, WA | City of Kennewick | 2013-2014: Lead inspector, Engineer-of-Record. Inspection, funding application, and design for a structurally deficient canal bridge. Design included prestressed concrete slabs with cast-in-place deck on precast foundations. Accelerated bridge construction practices were utilized.

Kamiaken Bridge Deck Repair, Pullman, WA | City of Pullman | 2013-2014: Lead inspector, Engineer-of-Record. Inspection and design for deck repair of 1930 Concrete T-Beam Bridge with exposed deck rebar, rutting, and delaminations. Construction involved scarification of bridge deck surface and application of a new, modified concrete overlay, new bridge drains, and new paved approaches.

Understanding of WSDOT and/or Public Agency Regulations/ProceduresJerry thoroughly understands WSDOT and local agency processes and procedures. He was a WSDOT engineer for several years, followed by many years as the Spokane County bridge engineer. This first-hand knowledge of WSDOT and local agency procedures will be applied to this project.

Mark Frymoyer, PE, SE: StructuresMark has seven years of experience in both bridge design and inspection at WSDOT and at DEA. He completed a one-year rotation in the WSDOT Bridge Preservation Office Regional Inspection team. This rotation included 20 weeks of field bridge inspection and the remainder of the year consisted of inspection training, load rating, and evaluation of in-service structures.

Relevant ExperienceBridge Preservation Regional Inspections, Statewide, WA | WSDOT | 2009-2012: Mark served as a co-inspector in the WSDOT Bridge Preservation Office regional inspection team. He performed more than 200 routine and complex bridge inspections. Major inspections included the fracture critical inspection of the 1,830-foot steel through arch Central Ferry Bridge over the Snake River in Pomeroy and the fracture critical inspection of the 1770-foot cantilevered Warren Truss Vaughn Hubbard Bridge over the Snake River in Pasco. I-5 Blakeslee Junction to Grand Mound, Lewis & Thurston Counties, WA | WSDOT | 2005-2009: Mark was the structural designer for the substructure of the Skookumchuck River Northbound Collector Distributor Bridge. This structure was a three-span prestressed girder bridge on drilled shaft foundations in Seismic Category D. Mark performed the strength seismic analysis and design of substructure elements and developed the plans and quantity estimates.Understanding of WSDOT and/or Public Agency Regulations/ProceduresMark’s combined experience with both WSDOT and DEA has made him familiar with the following: Bridge Design Manual, AASHTO LRFD Bridge Design Specifications, and AASHTO Guide Specifications for LRFD Seismic Bridge Design.



Jerremy Clark, PE: Traffic/ITS/ModelingJerremy has 15 years of experience in transportation planning, design and construction. He has provided traffic analysis, safety analysis, travel demand modeling, and traffic operations modeling for regional transportation plans, corridor studies, and development impacts. His work has included analysis of highway access modification, assessing local and regional levels of service and delay, and overall future performance.Relevant ExperienceProject, Location, (Start-End): Jerremy worked with personnel in the Columbia River Crossing project office to complete traffic modeling and analysis tasks in efforts to complete the Environmental Impact Statement for the construction of a new bridge across the Columbia River between Portland and Vancouver. His work included analysis of a 15-mile corridor to evaluate alternatives for I-5 on either side of the existing bridge.

Columbia River Crossing, Portland OR and Vancouver, WA | ODOT and WSDOT | 2006-2014: Jerremy’s role included producing the operational analysis and traffic study at the outset of the design effort to compare design layout alternatives and to check, confirm and refine the planned intersection lane geometry, turn pocket lengths and traffic signal phasing. Additionally, Jerremy was responsible for the design of the four new traffic signal systems as well as signing and pavement marking. Understanding of WSDOT and/or Public Agency Regulations/ProceduresJerremy’s experience on WSDOT projects has allowed him to build an understanding of WSDOT’s procedures in the WSDOT Traffic Manual.

Jon Gage, PLA: Landscape Architecture, Biology/Wetlands, VisualJon is an award-winning landscape architect with 17 years of experience that strives to bring innovation and value to his client’s and their projects. He provides professional services ranging from planning and permitting to final plans and construction support. Many of Jon’s projects involve landscape architecture for transportation projects.

Relevant ExperienceSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: For this $365M, 2.75-mile roadway improvement design-build project, Jon was the stream and wetland enhancement lead. He was responsible for preparing final plans to improve fish passage at the SR520 crossing of Fairweather Creek, Cozy Cove Creek, and Yarrow Creek and its tributaries by replacing existing fish barriers with fish passage structures. I-90 Snoqualmie Pass East Avalanche Structures Supplemental EIS, Kittitas County, WA | WSDOT | 2012: This design modification project is for the replacement of an existing snowshed along Keechelus Lake in the Cascade Mountains with avalanche bridges instead of a new expanded snowshed. Jon authored the visual technical update to supplement the visual discipline report for the Final EIS prepared by WSDOT. He worked with the WSDOT landscape architect, construction contractor, and design team on a fast track schedule.Understanding of WSDOT and/or Public Agency Regulations/ProceduresJon’s WSDOT experience is extensive, and includes providing landscape architecture and environmental permitting services for design-bid-build, design-build, and CRIP delivery methods. Jon works within WSDOT’s standards to efficiently satisfy both regulatory agencies and WSDOT.

Jim St. John, PE, CPESC, LEED AP: Drainage/HydraulicsJim has more than 30 years of experience in civil engineering design and project management for a variety of state, city, and county roadway improvement projects, including road widening, stormwater control systems, sanitary sewer and water main extensions, utility relocation, erosion control, specifications, and cost estimating.

Relevant ExperienceSR 520 Eastside Transit and HOV Design-Build, Bellevue, WA | WSDOT | 2010-2016: Jim was the drainage discipline lead responsible for the design of the drainage systems, temporary sediment and erosion control measures, six water quality/detention ponds, eight fish passage culverts, and 3,600 lineal feet of stream restoration for this $365M, 2.75-mile roadway improvement design-build project along the SR 520 corridor east of Lake Washington.I-405, I-5 to SR 169 Stage 1 Widening Design-Build, Renton, WA | WSDOT | 2007-2010: This $91.5M project provided two miles of additional lanes in each direction on I-405 between I-5 and SR 167. It also provided one mile of a new southbound lane on SR 167. Jim was the design manager during the post-design phase through project closeout. He was responsible for the preparation of 28 separate design packages and the closeout of the design.Understanding of WSDOT and/or Public Agency Regulations/ProceduresDuring his 33 years of experience designing transportation projects, Jim has held leadership roles on more than 20 WSDOT projects throughout Washington. He has managed WSDOT design-build projects since 2007.



Duffy Haggarty, PLS: SurveyDuffy is the survey manager for DEA’s Spokane, Coeur d’Alene, and Boise offices and has more than 12 years of experience providing land surveying services throughout the Western United States. He is proficient in preparing topographical maps and surveys, as well as mobile mapping, terrestrial scanning, sonar and airborne LiDAR data fusion, and data manipulation.

Relevant ExperienceUS 395/Ridgeline Drive Grade Separation, Kennewick, WA | City of Kennewick | 2016-Present: This interchange expansion project on US-395 at Ridgeline Drive near I-82 will accommodate new growth on the south side of the City of Kennewick. As the survey manager, Duffy is providing a WSDOT control network, aerial panels, boundary survey and ROW resolution on this new interchange/grade separation project.

Spokane County On-Call, Spokane County, WA | Spokane County Parks and Recreation | 2015: Duffy served as project manager for a contract with Spokane County Parks and Recreation. Under this contract, DEA has completed a boundary survey and Record of Survey for the 41-acre Pettibone property located near Newman Lake, Washington. DEA researched deeds and other property records, recovered and/or established section corners, located property corners for each parcel, and marked property lines at formal/informal access points. Understanding of WSDOT and/or Public Agency Regulations/ProceduresDuffy has interacted with WSDOT in the past on the US 395 Ridgeline Drive Grade Separation project and thoroughly understands agency procedures.

Teresa Dugger, PE: Geotechnical (GeoEngineers, Inc.)Teresa is a geotechnical engineer with over 18 years of experience, providing recommendations on hundreds of projects, including bridge replacement and retaining wall projects for WSDOT, throughout the eastern Washington region that incorporate and meet the WSDOT Geotechnical Design Manual and municipal regulatory codes.

Relevant ExperienceUS 395 Bridge Replacements at Wellesley and Market, Spokane, WA | WSDOT and BNSF Railway | 2010-2016: Teresa provided geotechnical design and construction recommendations associated with improvements completed by BNSF for the proposed BNSF / US 395 North Spokane Corridor (NSC) track realignment project. Teresa provided a geotechnical evaluation for the proposed bridge foundations and associated abutments, and provided geotechnical engineer soil properties to be used in the design of retaining walls.WSDOT, North Spokane Corridor Bridges, Spokane, WA | WSDOT | 2012: Teresa, in coordination with in-house engineering staff, simultaneously completed the engineering analysis for each bridge, meeting WSDOTs schedule. Teresa submitted a draft report for one of the three bridges and worked with WSDOT reviewers to identify any necessary modifications to our other reports. She reduced the future review time necessary for WSDOT reviewers and delivered an improved document with each submittal.Understanding of WSDOT and/or Public Agency Regulations/ProceduresTeresa’s project experience includes incorporating WSDOT and LRFD design procedures for both shallow and deep foundations, retaining walls and seismic evaluations.

Paxton Anderson, PE: Geotechnical (STRATA)Paxton has 18 years of experience in geotechnical engineering and providing senior-level project oversight. Many of his projects have involved interacting directly with WSDOT officials. Paxton combines extensive field testing experience with professional knowledge to offer practical recommendations that consider economics, constructability, and scheduling.Relevant ExperienceCoyote Trail, Road CRP 838, Newport, WA | Pend Orielle County | 2015: As the Senior Engineer and Project Manager for the Coyote Trail Road project which included construction material testing and special inspection services of warm mix HMA paving on the 1.06 miles of existing roadway reconstruction. The project included full-depth reclamation, pulverization and grading, subgrade preparation and the placement of crushed surfacing top course. Fleshman Way, Clarkston, WA | J-U-B Engineers | 2015: Paxton obtained subsurface soil information required to accomplish design and analysis, assisted the project designer with deep foundation design including bridge piers. Paxton completed LRFD in accordance with FWHA bridge design standards, and accomplished pavement design analyses and reporting.

Understanding of WSDOT and/or Public Agency Regulations/ProceduresPaxton’s experience includes providing geotechnical deliverables referencing WSDOT requirements, Washington Standard Specifications, and other agency-specific requirements. Paxton is also Western Alliance for Quality Transportation Construction (WAQTC) certified.



Margaret Berger: Cultural Resources (Cultural Resources Consultants, LLC)Margaret has ten years professional experience as an archaeologist in Washington State. During the past decade, Margaret has completed over 275 CRM overviews, surveys, and testing projects for private and public agencies. Components of these projects included federal, state, and tribal consultation; state and federal compliance; and field investigations.

Relevant ExperienceWest Valley Highway Pacific Project, Pacific, WA | Thurston County | 2014-2015: This project involved improvements to West Valley Highway and received funding from FHWA through WSDOT Local Programs and was therefore considered a federal undertaking and subject to Section 106 of the NHPA. As project archaeologist, Margaret conducted background research and field reconnaissance to identify any recorded archaeological or historic sites within the project and to evaluate the potential for as-yet unrecorded archaeological sites to be present.NewMarket Pedestrian Improvements, Thurston County, WA | Port of Olympia | 2015-2016: This project involved the construction of non-motorized facilities in a portion of the Tumwater NewMarket Industrial Campus. As project archaelogist, Margaret conducted background research and field reconnaissance to identify any recorded archaeological or historic sites within the project and to evaluate the potential for as-yet unrecorded archaeological sites to be present.Understanding of WSDOT and/or Public Agency Regulations/ProceduresMargaret’s understanding of the WSDOT regulations and procedures has also been aided by her experience as a WSDOT intern and education through the WSDOT Cultural Resources Training program.

Michelle Anderson: NEPA/SEPA/Permitting (Anderson Environmental Consulting)Michelle has 20 years of experience completing environmental planning and biological studies. She has prepared and/or directed the environmental process for hundreds of projects requiring EIS’s, EA’s, DCE’s, and supporting documentation. She is experienced with wetland delineations, mitigation planning, habitat management plans, vegetation surveys, biological assessments, and other studies.Relevant ExperienceBridgeport Wastewater Facility Plan, Bridgeport, WA | City of Bridgeport | 2010-2011: This project developed and evaluated 3 alternatives for wastewater treatment for an existing wastewater treatment facility that discharged into the Columbia River. AEC developed a BA to document the effects of the alternatives on Threatened, Endangered, Candidate species and Critical Habitat under the ESA. Ms. Anderson completed vegetation survey. Pru Field/Ritzville Airport Environmental Overview, Ritzville, WA | City of Ritzville | 2011: This project involved developing a document that assessed a full range of natural and human resources in relation to potential airport improvements. This document was utilized during the update of the Pru Field Master Plan. It involved evaluation of threatened and endangered species, wetlands, hazardous materials, groundwater, construction, municipal, and industrial stormwater permits and other relevant subjects. Understanding of WSDOT and/or Public Agency Regulations/ProceduresA former WSDOT employee, Michelle has extensive experience with state and federal environmental permitting and processes, including NEPA/SEPA, EIS, EA, EE, DCE, Section 106/4(f) evaluations, and other studies.

Gray Rand, PWS: NEPA/SEPA/Permitting, Biology/WetlandsGray is a professional wetland scientist PWS and senior biologist with 23 years of experience in wetlands, wildlife, and stream studies. His wetland experience includes completing Critical Area Reports, wetland reconnaissance, wetland delineation and rating, mitigation design, mitigation implementation, monitoring, and permitting.

Relevant ExperienceI-90 Snoqualmie Pass East Avalanche Structures Supplemental EIS, Kittitas County, WA | WSDOT | 2012: Gray prepared the ESA Reinitiation of Consultation document, a specialized BA, when the construction contractor for I-90 Snoqualmie Pass East highway improvements proposed designing and constructing and series of bridges along Keechelus Lake that would allow avalanches to pass under them instead of an 1100-foot snowshed designed by WSDOT.On-Call Environmental Services, Statewide, WA | WSDOT | 1991-Present: Since 1991, DEA has provided WSDOT a full range of services on more than 250 task orders under our on-call environmental services agreements. DEA has also placed technical staff directly in WSDOT Regional Offices to provide transportation planning, drainage engineering assistance, and biological and air/noise studies support. Gray serves as the contract manager for both DEA General Environmental Services On-Call, and Marine Biology On-Call contracts.Understanding of WSDOT and/or Public Agency Regulations/ProceduresGray has decades of experience with environmental permitting and navigating the NEPA/SEPA process. He thoroughly understands not only the permitting process, but also the WSDOT Environmental Manual.



Randy Durland: Construction ManagementRandy joined DEA after a 17-year career with ITD, where he served as an engineering technician and construction project manager. He has administered numerous federally funded state and local highway construction contracts, including directly supervising five to ten inspectors and testers during construction and document review.

Relevant ExperienceBurma Road, Gotham Bay Road to SH-97, Harrison, ID | Eastside Highway District | 2013-2014: Randy completed two seasons as the lead inspector onsite for this project, which involved the reconstruction, realignment, and paving of 2.8 miles of Burma Road. He was responsible for coordinating additional inspectors as production required. He communicated project issues and progress to LHTAC and provided daily updates to the East Side Highway District concerning project progress and potential issues. US-95, Worley North Stage 2, Worley, ID | ITD | 2015: As the quality manger for the CE&I team, Randy oversaw contract administration, inspection, materials sampling, and project office documentation under the general direction of the District 2 Resident Engineer (D2RE). He participated in the successful defense of ITD’s disputed lot size determination during a DRB consideration of a subcontractor’s emerging issue.

Understanding of WSDOT and/or Public Agency Regulations/ProceduresRandy possesses WAQTC certifications (#20434) for the following: Aggregate, Asphalt, Concrete (ACI-CFT), and Embankment & Base.

Michael Minor: Air/Noise (Michael Minor & Associates)Michael has over 25 years of experience conducting noise, vibration, and air quality studies. Michael is currently involved in several highway projects where he is responsible for managing the analysis and mitigation potential for air quality, noise, and vibration impacts.

Relevant ExperiencePuyallup River Bridge Replacement Project, Tacoma WA | City of Tacoma | 2013: MM&A performed a technical traffic noise analysis for the replacement of the Puyallup River Bridge. The major land use near the site is light to heavy industrial, which are not normally considered noise sensitive uses under the Federal Highway Administration or WSDOT. The major concern in this area is a Native American Ceremonial Site, located south of the bridge, along the south shore of the Puyallup River. Noll Road Extension Project, Poulsbo, WA | City of Poulsbo | 2016-present: MM&A authored the noise technical report for the Noll Road project to improve the Noll Road corridor between SR 305 and Lincoln Road and include intersection improvements (roundabout) at the new intersection at Johnson Road and SR 305. This was a new roadway in a new location, the analysis included detailed noise monitoring that had the potential for the substantial increase impacts for residences of 10 dBA or more.Understanding of WSDOT and/or Public Agency Regulations/ProceduresMichael has extensive experience working on major highway, arterial roadway projects, high-capacity transit systems, local airports, construction, and development projects. Michael brings a strong understanding of NEPA, USDOT, FHWA FAA, and FTA guidelines.

David Suhr, PE: Construction ManagementDavid has over 30 years of construction management and administration experience, including 15 years in construction management for a contractor, and seven years working in ITD’s District 1 Resident Engineer’s office managing numerous federal-aid projects. David has demonstrated expertise in FHWA funding and testing requirements.

Relevant ExperienceBurma Road, Gotham Bay Road to SH-97, Harrison, ID | Eastside Highway District | 2013-2014: David was the project manager on this project that realigned and reconstructed a 2.8-mile winding gravel roadway with asphalt pavement. It included five retaining wall systems along with 175,000 cubic yards of excavation, 15,000 cubic yards of controlled blasting, and a 15’x10’x85’ corrugated plate pipe arch for fish passage. The project was complete with culverts, drop inlets, metal guardrail, curb and gutter, delineators, signage, and centerline. US-95, Worley North Stage 2, Worley, ID | ITD | 2015: David was the project manager for this project that reconstructed US-95 through the town of Worley, including adding a center turn lane, turn pockets, and construction of curb and gutter and ADA compliant sidewalks. David was responsible for providing DEA’s qualified team and equipping them with the necessary tools, as well as the review of daily Inspector diaries, public relations, coordinating survey control, and monthly invoicing.Understanding of WSDOT and/or Public Agency Regulations/ProceduresDavid’s combination of career experience working for consultants, contractors, and a state DOT gives him the unique ability to understand a project from all perspectives. David will apply his experience with public agency regulations to this project. David is WAQTC-certified (#20898).



Bill Ott: Cost Estimating (Ott-Sakai & Associates, LLC)Bill has 50 years of construction experience including 32 years with a Heavy Highway General Contractor estimating and constructing over 300 Projects. Since retiring in 1998, Bill has provided construction related support to many agency projects for in various stages of design, including document reviews, cost-estimating, construction phasing, and construction methods.

Relevant ExperienceAlaskan Way Viaduct Replacement Program, Seattle, WA | WSDOT | 2002-2011: As senior construction specialist, Bill assisted with project sequencing, constructability, and estimating to replace or retrofit the existing viaduct due to its seismic vulnerability. Over 100 alternatives and options were developed including a cut and cover tunnel, surface streets, viaducts, other structure types, and a bored tunnel, which ultimately became the selected alternative.SR 520 Floating Bridge Replacement, Seattle, WA | WSDOT | 2006-2011: As senior construction specialist, Bill assisted with project sequencing, constructability, and estimating for this GEC program to replace the existing floating bridge and widen SR 520 between I-5 and SR 405. Many alternatives and options were developed including segmental box girders, steel box girders, precast girders, and at the Montlake Cut a new bascule bridge bascule bridge, and immersed tube tunnel, or a bored tunnelUnderstanding of WSDOT and/or Public Agency Regulations/ProceduresBill has been continuously working with WSDOT regulations, specifications and documents for over 42 years.

Jacob Westerman, MSI: Construction Management (STRATA)Jacob has 21 years of experience including the oversight of QC personnel, technical oversight of construction projects for compliance with contract documents, maintaining materials testing equipment & field staff needs, providing senior-level special inspection oversight, and organizing and staffing project needs on a daily basis.Relevant ExperienceHoward Street Bridge, Spokane, WA | City of Spokane – Parks & Recreation Department | 2017-Present: Project Manager providing oversight and assistance for material testing and inspections in accordance with WSDOT specifications for pedestrian bridge reconstruction including reinforcing steel and concrete testing and inspections, welding inspections, and vibration monitoring for drilled shafts.South First Street, Rockford, WA | J-U-B Engineers, Inc. | 2016: Project Manager provided oversight and assisted with material testing and inspections in accordance with WSDOT specifications for shoulder widening and sidewalk installation, including soil density testing, aggregate base testing, concrete sampling & testing, and HMA sampling & testing.Mt. Spokane Road Improvements, Spokane, WA | Washington State Parks | 2016: Project Manager providing oversight for material testing and inspections in accordance with WSDOT specifications for soil and aggregate density testing, and asphalt sampling and testing.Understanding of WSDOT and/or Public Agency Regulations/ProceduresJacob frequently performs materials testing and inspection in accordance with WSDOT specifications. Jacob is also Western Alliance for Quality Transportation Construction (WAQTC) certified.

Ryan Matteson: Materials Testing (STRATA)Ryan has seven years of experience and has maintained accreditation through AASHTO, and ITD while participating in proficiency sample testing with AMRL and CCRL. Ryan will oversee our laboratory testing regime, review/publish laboratory test results, and provide direct laboratory testing support to the Project Managers.Relevant ExperienceI-90, Adams County Line to Spokane County Line Paving, Eastern, WA | Kerr Contractors | 2017-Present: Quality control and laboratory testing services including asphalt mix design and aggregate qualifications, in accordance with WSDOT specifications.South First Street, Rockford, WA | J-U-B Engineers, Inc. | 2016: Laboratory testing in accordance with WSDOT specifications for soils, aggregates, concrete, and HMA.Mt. Spokane Road Improvements, Spokane, WA | Washington State Parks | 2016: Laboratory testing in accordance with WSDOT specifications for soils, aggregates, concrete, and HMA.Understanding of WSDOT and/or Public Agency Regulations/ProceduresRyan frequently performs materials testing and inspection in accordance with WSDOT specifications. Ryan is also Western Alliance for Quality Transportation Construction (WAQTC) certified.




4-1: QuALiTy AssurAnCe/QuALiTy ConTroL ProCesses

For projects occurring under this agreement, Manuel Feliberti, will have primary quality assurance responsibility. As the quality assurance manager, Manuel will be responsible for making available the strongest personnel and resources to complete work tasks under this contract. He will ensure that DEA’s proven QC program is implemented so that all work products are completed to an established level of quality. Brad Stein will assign a project manager for each work order. Both the project manager and Manuel will work to make sure that WSDOT’s expectations are met. The project manager will have day-to-day responsibility for developing and maintaining project schedules, and preparing work products that are completed on time and on budget.

The quality control program takes final products through an in-house peer review process that follows

a systematic format that considers all aspects of the project. A senior project manager who is not otherwise assigned to the project completes the review. This provides a cross-check to apply our standards of quality uniformly. DEA has developed a proven quality control program that is one of the key factors in our ability to consistently deliver successful projects to a very high percentage of repeat clients. The project team adheres to this QC program throughout the delivery of each project and includes the elements illustrated in the graphic below.

As an added assurance, DEA also performs periodic, random audits on projects over $50,000 in fee value. During these checks, the auditor looks for evidence that the project managers are tracking cost-to-complete and that the quality checks are documented.

DEA has developed internal QA/QC tools that each discipline follows for the development of all plans, estimates, reports, or other deliverables defined in the scope. These include detailed checklists and narratives that highlight expectations for all team members to follow. Internal staff have been trained in and are required to utilize these tools in the day-to-day delivery of work products.

Before delivering any submittal, DEA conducts independent internal reviews of all deliverables.

Should issues of quality arise after submittal, DEA will work proactively with WSDOT to promptly resolve

them.

Copies of outgoing and incoming documents are stored in a filing system

that maintains the integrity and accessibility of both hard copy and

electronic documents. WSDOT will be provided with electronic and/or hard

copies as required by specific projects.

Our QMs receive special training in QA/QC procedures and must pass a test before becoming a certified QM. The QM works closely with the PM to see that the quality assurance and quality control plans are strictly followed.

At project start-up, the DEA project manager prepares a quality control plan that identifies the quality manager (QM) and subsequent primary

reviewers for different project deliverables.

DEA’s Quality Control Program

QualityControl

QualityInternal

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DEA’s QuAlity Control ProgrAm

Scoring Criteria 4FIRM’S PROJECT MANAGEMENT SYSTEM



4-2: TrACking sysTem(s) To moniTor The ProjeCT’s budgeT And/or sCoPe

MONITORING PROJECT SCOPE AND BUDGET: DEA uses the Solomon accounting system for budget tracking and invoicing. Budget tracking and scope monitoring are performed simultaneously on a weekly basis for the duration of all projects. With Solomon, our project managers have access at any time to project charges, which are updated weekly, and are able to track hours by individual work elements to ensure conformance with budgets. Monthly invoice reports are produced in any format that WSDOT requests.

EARNED VALUE REPORTS (EVRS): To monitor a project’s budget and progress simultaneously, DEA utilizes Solomon output to generate EVRs. The EVR monitors budgets by identifying the differential between the percentage complete and the percentage of expenditure on each individual work element, or on the project as a whole. The EVR is prepared in a Microsoft Excel workbook format, and can include graphical and chart components. When the EVR identifies a variance, the project manager will investigate and determine whether a problem exists. Our project managers also update a Cost-to-Complete (CTC) form for each of their projects on a monthly basis. The CTC tool provides a budget status summary of tasks by defined Work Breakdown Structure (WBS), showing the overall project budget status.

DEA’s project managers will also actively monitor scope and will inform the WSDOT Project Manager about any potential out-of-scope work. The Scope Change Log is used to track potential out-of-scope work, and to estimate schedule and budget impacts for discussion with the WSDOT Project Manager. The WSDOT Project Manager provides direction to approve the scope change, delete the out-of-scope work, or defer the work until a later date.

The Scope Change Log was used successfully during DEA’s recent work on the I-5 Southbound HOV project. Four potential scope changes were identified and resulted in two tasks being completed with no budget or schedule impact; one task being completed by WSDOT personnel; and one task resulting in a $1,100 change order with no schedule impact.

4-3: sCheduLing ProgrAm/ProCess DEA’s project manager will actively track the project schedule and use it as an additional project management tool. The process for developing the schedule starts during the project set-up phase. A preliminary project schedule is developed that identifies appropriate time frames for each work task and develops milestone dates for deliverables. The schedule is continuously monitored and updated by the project manager. The project manager is responsible for keeping the ER manager updated with the most current schedule, typically on a monthly basis, and informing the ER manager about possible schedule changes. The DEA project manager will recommend appropriate actions to bring the project back on schedule if it starts to slip.

DEA will be able to accommodate any type of scheduling software that the ER desires to use for their projects. DEA’s Engineering Resource Manager, Brad Stein, and our team of project managers are familiar with the two main types of scheduling software used in the industry. Some examples of software used on projects we’ve worked on are:

• Microsoft Project: SR 520 Eastside Transit and HOV DB

• Microsoft Project: I-5 Chamber Way DB

DEA’s proven process for planning, startup, implementation, and closeout of projects is highlighted in the “ER GEC Delivery” chart on the next page.



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TRUST RELATIONSHIPSCLEAR VISION SUCCESSFUL PROJECT DELIVERY!ON SCHEDULEWITHIN BUDGET

4-4: ProCess for inTerACTing WiTh your inTernAL ProjeCT TeAm

As part of the Project Management Plan, DEA will work jointly with the WSDOT Eastern Region to develop a communication plan to establish lines of communication in addition to the upward reporting/downward direction of project responsibilities. This is important to understand who has the authority to make decisions about specific aspects of each project. Additionally, the communication plan will establish frequency of communication based on WSDOT’s preferences. For example, Deputy ERM Jake Menard, who is located roughly 5 minutes away from the WSDOT Eastern Region office, could easily agree to meet with WSDOT every week if necessary.

With our team’s past collaborative work experience, we are confident that we can maximize the program’s delivery efficiency. DEA is committed to a team-oriented approach that builds trust by keeping communications open among all team members and stakeholders, holding each other accountable, and streamlining the design process to efficiently manage and deliver the project.

Team building, and ultimately trust building, is one of the most important aspects of successful projects and is the first step in our project approach. We foster this trust through scoping meetings that discuss the desired project outcomes and facilitate relationships. It is critical that a clear scope and common goals are openly articulated and owned by the entire design team. Furthermore, the goals, objectives, and design criteria must be further expanded and refined to incorporate the entire team’s definition for success.

4-5: AbiLiTy To Provide inTerACTion WiTh WsdoT And/or sTAkehoLders

FIRM’S ABILITY TO PROVIDE INTERACTION WITH WSDOT AND/OR STAKEHOLDERS: The DEA team has earned the trust of the ER and the local community through past projects. Our team will successfully complete project delivery by building trust and relationships with the local community, regulatory agencies, and stakeholders that are identified by the ER in the review process. We will do this by involving the proper people at the beginning of the project, and creating a clear vision for project success and desired outcomes. We will develop a clear process for stakeholders and regulatory agencies to review and comment on proposed designs at critical periods in the design process. The clear and calculated communication periods will help the project move forward in a deliberate manner and ultimately result in projects that are delivered on-schedule and within budget. We envision an intense meeting schedule at the beginning of the project to build a unified team and to help establish a clear pathway for the remainder of the project.

EXAMPLE INTERACTION WITH AGENCY/OWNER: The Columbia River Crossing project provides a great recent example of our interaction with the WSDOT and other agencies. The scope of the project required a tremendous coordination effort that included working with more than 30 consultants, project sponsors, local planning agencies, adjacent cities, communities, and stakeholders. The large number of agencies involved (two DOTs, two MPOs, two transit districts, two cities, and others) necessitated a high level of attention to both local and regional decision-making and the public process used to support those decisions. As part of our approach, several distinct working groups were established to address specific issues. Affected agencies were represented at three levels: daily coordination with project staff, joint meetings of supervising staff to provide oversight and direction, and periodic meetings of a council of elected officials to review and approve major project milestones.

WWW.DEAINC.COM

PACKET A | PROPOSAL | MARCH 21, 2017

EASTERN REGION ENGINEERING SERVICES

Submitted to:[email protected]

Teaming Partners:HDR, Inc.Budinger & Associates, Inc.Anderson Environmental Consulting LLCDH Strategic CommunicationsGeoEngineers, Inc.

CRITERIA 1A, B AND C: QUALIFICATIONS/EXPERTISE OF FIRMS ON THE TEAMThe Parametrix team was developed to provide WSDOT an efficient team experienced working both together and with WSDOT in a coordinated and collaborative manner. This team provides WSDOT an extensive depth of knowledge gained from ongoing and previous work completed by team members. Key features of our team include:

• Streamlined process for supporting Eastern Region (ER) Engineering Services. The organization of our team, led by Patrick Forza, provides five key discipline leads, experienced with WSDOT ER staff and processes, to facilitate the delivery of all tasks under this contract and allow our team to work as an extension of the ER staff.

• Understand Eastern Region Procedures, Policies and Delivery Expectations. Our team includes key leads with experience on hundreds of WSDOT projects, providing a unique understanding of ER processes and procedures and the practical design process.

• Cost Effective and Efficient Local, Co-Located Team with WSDOT Experience. Our key leads are commited to delivering this work from their Spokane offices and are able to easily co-locate with WSDOT staff as needed. Supporting them are over 140 staff located in Spokane, as well as discipline specialists from across the country. Our team's offices are located in close proximity to the WSDOT Eastern Region office, as shown below.

EXHIBIT 1: TEAM'S SPOKANE OFFICE LOCATIONS

90

90

2

2395

195

WSDOT O�ce

AIRWAY HEIGHTSSPOKANEVALLEY

WESTSPOKANE

SEVEN MILE

Parametrix HDR BAI AEC DH GEO

The Parametrix team has extensive experience working collaboratively with WSDOT, including a long partnership between Parametrix and HDR on the SR 520 Bridge Replacement Project. We are known for our effective working relationships with WSDOT and its partner agencies and our ability to deliver unique projects with challenging budget and schedule constraints. For WSDOT, Parametrix is currently delivering the I-5 Mounts Road to Thorne Lane Corridor Improvements and is a member of the Southwest Region General Engineering Consultant (GEC) team. In addition, Parametrix and HDR teamed on the SR 520 Bridge Replacement and HOV Program GEC contract for WSDOT.

Our local Spokane office (formerly Taylor Engineering), has a long history of involvement with local planning, engineering, surveying, and construction projects since 1985. Any projects resulting from this engineering services contract will be managed by our local Spokane staff. Parametrix, and partner firms, have a significant local presence with the ability to draw upon other technical resources from our Idaho and Puget Sound offices should WSDOT have that need.

Our Spokane office has completed many projects under the guidelines of, or funded by, the Spokane Regional Transportation Council (SRTC), as well as WSDOT and FHWA guidelines. Teamed with HDR, we assisted SRTC with the Bridging the Valley 30 percent preliminary design. This work

CRITERIA 4CRITERIA 3CRITERIA 2 CRITERIA 5 References 1

PACKET A | PROPOSAL | EASTERN REGION ENGINEERING SERVICES | WSDOT

CRITERIA 1

included 24 separated rail crossings. We have completed numerous projects funded by SRTC and the WSDOT Local Agency Program. Most recently, we completed three projects in Cheney including the 6th Street Overlay project, the Betz Road Rehabilitation project, and the Washington Street Rehabilitation project.

Expertise Provided by Parametrix Traffic and transportation planning and engineering, bridges and structures, roundabout design, RFP and RFQ development, environmental planning, permitting and compliance; surveying, construction management and inspection, project management, electrical engineering, environmental engineering, CADD, GIS, sanitary engineering, water and wastewater planning and design, archeology, and cultural resources.

Our team includes the following teaming partners, all with offices in Spokane: HDR (HDR), Anderson Environmental Consultants (AEC), Budinger & Associates, Inc. (BAI), DH Strategic Communications (DH), and GeoEngineers (GEO).

Additional information on each partner is following.

Years ProvidingService

WA/ID: 319NATIONWIDE: 457

SPOKANE: 28

HDR is a multidisciplinary consulting firm, specializing in engineering, architecture, environmental, and construction services. Their responsive approach builds highly collaborative, cross-company teams that open new doors and solve tough problems for their clients. The ability to draw upon company-wide resources and expertise is a great strength in meeting and exceeding your expectations. With a local office in Spokane to serve you, as well as offices in Coeur d’Alene, Pasco, and the west side of Washington, they have the technical specialists available and ready to meet WSDOT's wide-ranging needs.

Expertise Provided by FirmCADD/BIM, constructability, construction management, design-build PS&E, design-bid-build PS&E, engineering, environmental, funding, program management, project controls, public outreach, quality assurance, real estate acquisition, stormwater, traffic engineering, and WSDOT processes.

Project Experience with Parametrix: Spokane International Airport (SIA), Aerospace Complex Parking Lot

Roles on this Project: HDR Prime, Parametrix Subconsultant

Dates of Service: 2013 – 2014

Services Provided: HDR - parking lot design, stormwater design, project management, and construction management. Parametrix - surveying and utility location.

Years ProvidingService

20Years of

Experience Workingwith Parametrix

WA/ID: 518NATIONWIDE: 9,122

SPOKANE: 25



CRITERIA 1

Firm ExpertiseEmployees in

SpokaneWA/OR

EmployeesEmployees Nationwide

Years Providing Expertise

Years Working with

Parametrix

Anderson Environmental Consulting, LLC.

National Environmental Policy Act (NEPA)/State Environmental Policy Act (SEPA)/environmental permitting/wetland delineation and mitigation, Endangered Species Act (ESA)/biological assessments documentation

2 2 2 11 8

Budinger & Associates, Inc. Geotechnical engineering, construction materials testing and special inspection

35 35 35 40 8

DH Strategic Communications Community relations and public engagement 26 26 26 20 0

GeoEngineers, Inc. Geotechnical, specialized inspection and testing (SI&T), laboratory, environmental, natural resources

27 222 311 37 25

Anderson Environmental Consulting, LLC AEC is a federally certified disadvantaged business enterprise (DBE) and a Washington certified Office of Minority and Women’s Business Enterprise (OMWBE) business. AEC specializes in working with federally funded transportation projects for compliance with federal, state, and local environmental requirements.

Project Experience with Parametrix: SH-75 Timber Way to Wood River Bridge

Roles on this Project: AEC - environmental lead/NEPA and permitting, Parametrix - preliminary and final drainage design


Services Provided: Environmental commitment tracking from pre-scoping through preliminary and final design and plans, specifications and estimates (PS&E). Prepared reevaluations of Environmental Impact Statement (EIS), wetland delineation, impacts, and mitigation.

Budinger & Associates, Inc.BAI has been an industry leader in the Inland Northwest since 1976. Their specialties include geotechnical engineering, environmental engineering, exploratory drilling, laboratory analysis, construction material testing, and special inspection services.

Project Experience with Parametrix: Bridging the Valley

Roles on this Project: BAI - geotechnical engineering for grade separation structures, Parametrix - 30% design, civil engineering and survey

Dates of Service: 2013 – Present

Services Provided: Geotechnical exploration and analysis

DH Strategic CommunicationsNo previous project work with Parametrix.

GeoEngineers, Inc. GEO offers geotechnical engineering, environmental management, and special inspection and testing solutions. GEO has extensive WSDOT experience and has completed nearly 400 WSDOT projects. Additionally, they have worked closely with our teaming partners, including with Parametrix for over 25 years and with HDR for over 35 years.

Project Experience with Parametrix: Idaho Transportation Department, I-84 Meridian Interchange

Roles on this Project: GEO - geotechnical engineering, Parametrix - interchange, bridge, and roadway design.


Services Provided: Geotechnical engineering



CRITERIA 1

Team Organizational StructureEXHIBIT 2: ORGANIZATIONAL CHART

WSDOT

Darrell Mc Callum, PEEngineering Manager

Engineering Resource Manager*/Project Managers

Patrick Forza, PE Scott Marshall, PE Cody Janson, PE

Construction Management Lead

Mike Morse, PE

Resident Engineer Mike Leaming, PE Bryan Strasser, PE

Inspection Jim Taccogna Tom Jordan Tim Michael # Chris Cole # Roger Goodall # Kerry Nguyen # Jay Biggs #

Materials Testing / Acceptance

11 WAQTC certifi edon project team; seeCriteria 4 for additionalinformation

Accredited /Certifi ed Lab GeoEngineers

Surveying/CN Staking Dave Seese, PLS Darrel Carsten, PLS

Hydraulics, Hydrology, and Stormwater Lead

Aimee Navickis-Brasch, PE*

Roadway Drainage and Stormwater System Design and Analysis

Culvert Analysis/Design

Fish Passage Structures

Stormshed Modeling

Hydraulic Analysis for Bridges and Bridge Deck Drainage

Matt Folwell, PE Beth Peterson, PE Brian Ward, PE* Jeff Coop, PE* Phoebe Johannessen, PE* Craig Buitrago, PE*

Pump Stations Design Matt Folwell, PE Ray Nickel, PE

Principal-In-Charge Roger Flint

Quality Manager Steve Aisaka, PE, SE, JD

Civil Engineering Design Lead Scott Marshall, PE

Roadway/Highway Design Owen Kikuta, PE Stephanie Foreman, PE

Roundabout Design Kevin House, PE Brad Shea, PE, ENV SP

Structures Joe Merth, PE Lee Andrews, PE, SE

Traffi c Design (Modeling) Ryan LeProwse, PE Tony Wang, PE, PTOE

WZTC/MOT Design Heather Carrol, PE Christopher DeLorto, PE

Utilities Engineering Jack Wright, PE

Rail Coordination Paul Weber, EIT Matt Folwell, PE

CADD (Microstation/Inroads) Jim Koopmann Beth DeBoer Chris Saxe Kelsey Garcia

Geotechnical Engineering Bill Clevenger, PE, LEG Teresa Dugger, PE

Landscape/Architecture Frank Ide, ASLA Jens Swenson, PLA

Practical Design/ Documentation

Owen Kikuta, PE Stephanie Foreman, PE

Constructability Reviews Matt Collins, PE Todd Jensen, PE, CCM

Value Engineering Ken Smith, CVS, PE Blaine Long, CVS

Environmental Lead Michelle Anderson

NEPA/SEPA/Permitting Jenifer Young Rona Spellecacy, AICP

Biological Assessment/Wetlands and Mitigation

Josh Wozniak, PWS Jeff Meyer Karissa Kawamoto, AICP Lisa Danielski, PWS

Cultural ResourcesAHS EWU

Environmental Services Jeff Fellows JR Sugalski, PE

Phase I/II HazMat Evaluation Maki Dalzell, PWS

Noise/Air Ian Welch

Alternative Delivery/Project Support Lead

Patrick Forza, PE

PDMSG Kirk Wilcox, PE

DB RFQ/RFP Development Kirk Wilcox, PE Owen Kikuta, PE

Public Outreach Andrei Mylroie Tyler Tullis

Open House Support and Graphics

Sean Finley John Mujica

ROW Acquisition Teresa Weaver

Parametrix HDR, Inc. Budinger & Associates, Inc. Anderson Environmental Consulting LLC DH Strategic Communications GeoEngineers, Inc.

* Highway Runoff Manual Certifi ed (HRM) # WAQTC Certifi ed

Key Staff Local Staff



CRITERIA 1

1C. AVAILABILITY OF KEY STAFF AND SUPPORTING TEAMParametrix team members are invested in the Eastern Region Engineering Services contract and commit to the level of effort necessary throughout the contract to provide WSDOT with responsive and efficient service. Exhibit 3 details the availability of each team member per month for the duration of the contract through 2021. The chart is organized by column in quarters, while the number associated with the individual indicates the hours available in each month for that quarter. As shown, our team members have the availability and commitment to provide the resources needed to support concurrent tasks.

EXHIBIT 3: TEAM AVAILABILITY (HOURS AVAILABLE PER MONTH

2017 2018 20192020 2021APR-

JUNJUL-SEP

OCT-DEC

JAN-MAR

APR-JUN

JUL-SEP

OCT-DEC

JAN-MAR

APR-JUN

JUL-SEP

OCT-DEC

KEY TEAM

Patrick Forza, PE 120 120 160 160 160 160 160 160 160 160 160 160 160

Scott Marshall, PE 80 80 100 120 120 120 120 160 160 160 160 160 160

Cody Janson, PE 80 80 80 120 120 120 120 120 120 120 120 120 120

Aimee Navickis-Brasch, PE 60 60 60 80 80 80 80 100 100 100 100 120 120

Michelle Anderson 40 40 40 60 60 60 60 70 70 70 70 80 80

Mike Morse, PE 80 80 80 80 80 120 120 120 120 120 120 120 120

SUPPORTING TEAM

Steve Aisaka, PE, SE, JD 20 20 20 40 40 40 40 40 40 40 40 40 40

Craig Buitrago, PE 20 20 20 80 80 80 80 80 80 80 80 120 120

Bill Clevenger, PE, LEG 60 60 60 60 60 60 60 60 60 60 60 60 60

Jeff Coop, PE 20 20 20 80 80 80 80 80 80 80 80 120 120

Theresa Dugger, PE 40 40 60 60 60 100 100 160 160 160 160 160 160

Roger Flint 20 20 20 40 40 40 40 40 40 40 40 40 40

Matt Folwell, PE 80 80 100 120 120 120 120 160 160 160 160 160 160

Stephanie Foreman, PE 60 60 60 100 100 100 100 160 160 160 160 160 160

Kevin House, PE 40 40 40 80 80 80 80 80 80 80 80 120 120

Phoebe Johannessen, PE 40 40 40 80 80 80 80 80 80 80 80 120 120

Owen Kikuta, PE 20 20 20 80 80 80 80 80 80 80 80 120 120

Joe Merth, PE 20 20 20 80 80 80 80 80 80 80 80 120 120

Beth Peterson, PE 60 60 60 100 100 100 100 160 160 160 160 160 160

Brad Shea, PE, ENV SP 60 60 60 100 100 100 100 160 160 160 160 160 160

Brian Ward, PE 60 60 60 100 100 100 100 160 160 160 160 160 160

Paul Weber, EIT 80 80 80 100 100 100 100 160 160 160 160 160 160

Kirk Wilcox, PE 20 20 20 80 80 80 80 80 80 80 80 120 120



CRITERIA 1

1D. PROJECTS IN THE LAST THREE YEARSSR 520 Bridge Replacement and HOV Program GEC | Client: WSDOT

Parametrix and HDR worked successfully on the GEC contract to deliver the SR 520 Bridge Replacement and HOV program, co-located with WSDOT.

Teamed with HDR, Parametrix is an integrated project design and delivery partner for the SR 520 Bridge Replacement and HOV Corridor Program. As the GEC consultant, HDR is providing project management, design, design oversight, environmental mitigation design, stakeholder and community coordination, constructability, and construction management. Parametrix personnel led strategic working sessions with agency stakeholders and community groups to share ideas, garner input and facilitate informed decision making, advanced design, and strategized rapid delivery approaches. Co-located with WSDOT since 2006, the team overlapped the design and the completion of design build (DB) procurement documents with the approval of the Final EIS and record of decision (ROD) for I-5 to Medina, and receipt of a findings of no significant impact (FONSI) for the Eastside Transit and HOV project. Parametrix staff were key members of the design teams that prepared PS&E for design-bid-build projects:

• West Connection Bridge—1,000-foot-long HOV lane widening of the existing West Approach for 3-lanes east bound

• West Approach Bridge North—6,000-foot-long new bridge with three westbound lanes and bike/ped path

• Key staff also helped prepare technical requirements and request for qualifications for DB projects

• Eastside Transit/HOV DB project—6.5 mile HOV lane widening with interchange improvements, lids, mitigation, retaining walls, fish passage and stormwater management

• Floating Bridge & Landings DB—1.7 mile floating bridge replacement, maintenance facility, and east approach bridge

Parametrix was directly responsible for design of stormwater management facilities, wetland mitigation sites, fish passage improvements, and stream enhancements. Team members are also supporting WSDOT teams to establish the final configuration of the Westside from I-5 to the Floating Bridge including the Portage Bay and two Montlake Bascule Bridges, the I-5 and Montlake interchanges, and the North Capitol Hill and Montlake lids. Key staff are in leadership roles supporting WSDOT’s program and construction management teams.

RELEVANCE TO THIS PROJECT:

• Parametrix and HDR teamed together for WSDOT GEC program• Experience with co-location with WSDOT Staff• Prepared design-build procurement documents (RFQ, RFP)• Understanding and application of WSDOT project delivery policies

and procedures• Understanding and application of WSDOT design manual• Development of contract PS&E documents• Understanding and application of WSDOT highway runoff and

hydraulics manuals

DATES WORK PERFORMED: 2006 – Present APPROX. AMT RECEIVED FOR WORK: $56.7 M



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I-5 Mounts Road to Thorne Lane Corridor Improvements | Client: WSDOT

Parametrix is leading the WSDOT GEC efforts for the I-5 Mounts Road to Thorne Lane Corridor Improvements Program. This program will construct improvements to

I-5 through the Joint Base Lewis-McChord area and access points. The program is funded by Connecting Washington for $495 M. This program will construct new interchanges, additional lanes, local connections roads, and bike/pedestrian facilities. Parametrix developed the first project delivered in the program, construction of an auxiliary lane from Mounts Road to Steilacoom-DuPont Interchange. The project utilized design-bid-build delivery, with Parametrix developing the design, preparing the contract PS&E, and providing engineering support during construction. Parametrix also prepared the environmental documents and preliminary design for the DB projects in this program. Parametrix staff is leading the efforts in preparing the procurement documents (RFQ and RFP).

RELEVANCE TO THIS PROJECT: • Prepared DB Procurement Documents (RFQ, RFP)• Understanding and application of WSDOT project delivery policies

and procedures• Understanding and application of WSDOT design manual• Understanding and experience roundabout planning and design• Understanding and application of WSDOT highway runoff and

hydraulics manuals• Development of contract PS&E documents

START AND COMPLETION DATES: 2016 – Present APPROX. AMT RECEIVED FOR WORK: $5.05 M contracted

SR 510 Roundabouts | Client: WSDOTParametrix led the PS&E for the design of two double-lane roundabouts and roadway widening on SR 510 at the existing intersections with Reservation Road and Yelm Highway. WSDOT

requested assistance through on-call contracting to meet a very aggressive 8-month design schedule to get from preliminary design through advertisement. A blended team of WSDOT and Parametrix staff was used for delivery of the project, with Parametrix providing immediate help with layout and geometric review of the conceptual roundabout designs. After the roundabout intersection plans for approval were completed Parametrix moved forward with InRoads earthwork design, determination of the right-of-way footprint, hydraulic report, drainage design, roadway sections, paving, site preparation, scheduling, and estimating. Parametrix also developed staging plans to minimize impacts to the traveling public during construction. The PS&E was completed on time and under budget.

RELEVANCE TO THIS PROJECT: • Understanding and application of WSDOT project delivery policies

and procedures• Understanding and application of WSDOT design manual• Understanding and experience roundabout planning and design• Understanding and application of WSDOT highway runoff and

hydraulics manuals• Development of contract PS&E documents

START AND COMPLETION DATES: 2012 – 2014 APPROX. AMT RECEIVED FOR WORK: $459,000



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HDRUS 195/Colfax to Spangle Hydraulic Design | Client: WSDOT

HDR is providing the stormwater design for the widening of US-195 for additional passing lanes and turn lanes. HDR is reviewing the topological data analysis (TDA) developed by WSDOT

for concurrence along with WSDOT’s roadway design and CADD files. HDR is delineating existing and proposed drainage basins and designing stormwater Best Management Practices (BMPs) in conformance with the WSDOT Highway Runoff Manual and Hydraulics Manual and determining the project right-of-way needs. The final design will include creating InRoads files for the final stormwater BMPs and flow control facilities and providing them to WSDOT for plan preparation. HDR is preparing a Type A Hydraulic Report in conformance with the WSDOT Hydraulic Manual, along with WSDOT coordination and report review with the Eastern Region and Washington State Hydraulic Engineer.


• Coordination with Eastern Region WSDOT and Department of Ecology

• Applying WSDOT policy and procedures• Applying WSDOT standard specification• Applying WSDOT Design Manual and Standard Plans• Applying WSDOT Highway Runoff and Hydraulics Manuals• Applying WSDOT Environmental Manual• Applying AASHTO Roadside Design Guide

DATES WORK PERFORMED: 2017 APPROX. AMT RECEIVED FOR WORK: $125,000

I-90 Barker Road IJR | Client: WSDOTHDR provided a final Interchange Justification Report (IJR) for a proposed interchange revision at Barker Road on I-90, east of Spokane. The study analyzed and documented

alternative interchange designs (tight diamond, diverging diamond, and intersections with signals or roundabouts), with and without reconfiguration of the adjacent intersections, and determined a preferred alternative. Local and regional HDR staff facilitated all IJR support team meetings and completed all regional travel demand and operational modeling for three interchange alternatives. HDR also successfully facilitated a large stakeholder group, including members from WSDOT Eastern Region and Headquarters, and FHWA, as well as the City of Spokane Valley and Liberty Lake, and the SRTC. The IJR received WSDOT/FHWA approval in 2014. Local and regional HDR staff were able to coordinate quickly and efficiently with the local jurisdictions and WSDOT staff to move this project forward.


• Effectively and efficiently used WSDOT and FHWA policies and procedures to gain approvals

• Applied knowledge and expertise in AASHTO and WSDOT guidelines and manuals

• Roundabout design and traffic operations analysis

DATES WORK PERFORMED: 2013 – 2014 APPROX. AMT RECEIVED FOR WORK: $350,141



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I-90 Mullan to Montana State Line | Client: ITDHDR prepared PS&E documents for the complete reconstruction of this six mile segment of I-90. The existing concrete pavement was beyond its life cycle and required

replacement, and the existing storm sewer system was substandard without an adequate number of inlets to capture runoff. The new storm sewer system provided additional inlets to capture runoff prior to superelevation rollovers. The roadway typical section was also modified to coordinate joint locations and provide wider inside shoulders near new tall median concrete barrier. HDR’s team provided roadway design, utility coordination, SWPPP, drainage, signing, pavement marking, and traffic control design. The traffic control for the project included design of crossovers to build one direction of travel per construction stage. The design process and all deliverables, were completed in 11 months. HDR’s past experience and relationships with ITD staff facilitated timely and efficient communication to meet the tight schedule.


• Applying AASHTO policy on geometric design of highways and streets

• Applying AASHTO roadside design guide• Applying hydraulic engineering circular No. 22 – urban

drainage manual• Applying manual of uniform traffic control devices• Coordination with adjacent state agencies (Montana DOT)• Coordination and full oversight by FHWA


ANDERSON ENVIRONMENTAL Yakima River Gateway Project | Client: City of West RichlandAEC prepared the NEPA environmental assessment (EA) for the US Army Corps of Engineers, FONSI, wetland delineation and mitigation plans, habitat management plan (HMP), shoreline substantial development permit (SSDP), OHWM justification, SEPA checklist, HPA, NPDES and assistance with Stormwater Pollution Prevention Plan (SWPP) and revegetation. The surveyed area covered over 150 acres in West Richland along the Yakima River.


• NEPA, SEPA, Shorelines and other permit approval • Similar methodologies for the fieldwork and analyses


Davenport Bridge Scour | Client: City of DavenportFor three bridge scour projects, AEC prepared NEPA environmental classification summary form, area of potential effect (APE) package, SEPA checklist, wetland delineation report and mitigation summary, assisted with in-stream mitigation with large woody debris, and completed environmental permitting (404, 401, HPA, and critical areas review).


• Forms, procedures, and protocols are the same as what will be used for WSDOT projects




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Pend Oreille County Environmental Services | Client: Pend Oreille County Public WorksAEC completed several WSDOT environmental classification summary forms, APE packages, wetland delineation and mitigation plans, biological assessments, eagle forms, SEPA checklists, 404, 401, HPA, and NPDES permits, shoreline permits, critical areas review and other environmental permits and documentation for several road, bridge, and planning projects in Pend Oreille County under a term agreement. These included Fertile Valley Road, Callispel Creek Fish Passage, Indian Creek Fish Passage Barrier, Sacheen Boat Launch, Sandy Shores Intersection Improvement, Sullivan Lake Inlet Bridge Replacement, and West Branch LeClerc Creek Bridge Replacement as well as assessed and delineated over 1,000 acres for a wetland assessment in support of comprehensive planning.


• Projects completed are similar to many of the proposed WSDOT projects

• Similar NEPA forms, SEPA checklists, and permit applications

• Protocols for wetland delineation, mitigation, and permitting

DATES WORK PERFORMED: 2008 – Present APPROX. AMT RECEIVED FOR WORK: $55,000

BUDINGER AND ASSOCIATESBridging the Valley | Client: SRTABAI provided geotechnical exploration and analysis for numerous grade separation structures and at-grade crossings from Spokane to Athol, Idaho.


• Geotechnical investigations and engineering

• Demonstrated ability to collaborate on large transportation infrastructure projects as a subconsultant to Parametrix


Rowan Avenue Rehabilitation | Client: City of SpokaneBAI provided geotechnical exploration and analysis, including pavement subgrade evaluation and stormwater infiltration feasibility evaluation for evaluation for the reconstruction of approximately one mile of Rowan Avenue.


• Demonstrates a range of project types successfully completed in collaboration with Parametrix


CSO 33-1 Liberty Park | Client: City of SpokaneGeotechnical exploration and analysis for combined sewer overflow tank and related infrastructure. The structure is 320 feet long and 60 feet wide buried between 6 and 15 feet below ground. The project included design of heavily-loaded micropiles and shoring to separate the structure from residential neighborhoods.


• Demonstrates on-going collaboration with Parametrix regarding complicated structure, utilities, and pavement challenges


DH STRATEGIC COMMUNICATIONSProposition 1 Public Education Campaign | Client: Spokane Transit Authority In 2016, DH helped STA develop an educational campaign about Proposition 1—an increased local sales and use tax of up to 0.2% to help maintain, improve, and expand public transit, and to grow public transit services to accommodate regional growth over the next 10 years. DH developed campaign messaging targeted to various audience segments in the community and a tactical mix to engage audiences in



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target channels. The public education was supported with an informational website, open houses, and social media content.


• Community open houses to engage audiences

• Provided a services to educate community about the regional transportation initiative

• Developed concise, accessible messages for multiple audience segments


Public Education Campaign for Emergency Services Bond | Client: Spokane CountyDH worked with Spokane County to help them build a community education campaign so voters would have the information needed to approve or disapprove of a levy to support the renewal of their emergency services tax.

DH developed a communications plan and core messaging for the campaign, educating, but not advocating per the Public Disclosure Commission (PDC). Messaging included an information video with animated graphics, a campaign microsite, direct mail marketing, and slide deck with speaking notes for community presentations.


• Developed a series of messages and communications tactics to educate audiences

• Demonstrates knowledge of local media and ability to work successfully as an extension of a local government agency


Proposition 1 Public Education Campaign | Client: Moscow-Pullman Regional AirportDH worked with the Moscow Pullman Regional Airport to build a communications program to support its runway expansion project. Their work included the review of existing research, the facilitation of a strategy session with airport staff, board members, and key community influencers to gather input and collaborative strategies. DH developed community messaging for various audience segments including nearby residents, business leaders, elected officials, and other key stakeholders. DH then wrote a communications plan designed to dispel misconceptions, build reputation and build support for the realignment runway project. Tactics included a community open house at the airport that they helped coordinate and facilitate. DH will continue to work with the County through the ballot measure in May.


• Demonstrates ability to function seamlessly as a communications subcontractor.

• Demonstrates ability to craft concise and accessible messaging for complex topics around transportation infrastructure


GEOENGINEERSUS 395 North Spokane Corridor Mainline Bridges | Client: BNSF Railway/WSDOTGEO provided geotechnical design, hazardous material services, and construction recommendations for the BNSF/US 395 North Spokane Corridor (NSC) track realignment project in Spokane. As part of the NSC project, WSDOT plans to purchase right-of-way through a portion of BNSF property that supports mainline tracks. As a result, BNSF will construct approximately 40,000 lineal feet of new mainline, lead and industrial tracks, 11 new turnouts, two new railroad grade separation bridges, and several retaining walls along a new corridor to the east and west of the planned freeway alignment.

GEO conducted site exploration, laboratory testing, and engineering analysis in support of foundation design for the proposed bridges and retaining walls. They also provided recommendations for site preparation, earthwork, and embankment construction and stormwater management.

GEO based their design recommendations for the proposed bridge and retaining walls on allowable stress design (ASD)



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methodology, in accordance with American Railway Engineering and Maintenance-of-way Association (AREMA) design guidelines. Retaining walls associated with the NSC project are mainly in support of cut sections, some down to 30 feet. GEO also provided recommendations for site grading and preparation and stormwater management in support of drainage ditches.


• Involved coordination with WSDOT and other parties and regulatory agencies

• Varying types of bridges, retaining walls and on-grade improvements

• Combined geotechnical engineering and environmental services


SR 530 Emergency Roadway Reconstruction | Client: WSDOTThis project was one of the fastest design-build deliveries in Washington state history, reopening approximately one mile of a critical highway exactly six months to the day after the catastrophic landslide near Oso, on March 22, 2014. The slide buried approximately one mile of SR 530 with up to 20 feet of debris, closing it for four months.

GEO, as part of the design-build team, began working with WSDOT and local stakeholders to rebuild the roadway and deliver much-

needed resources to the area. The volume and scale of slide deposits appeared to limit the options for rebuilding the roadway. GEO's geotechnical design solutions, including using base reinforcement for slope stabilization, installing a drain system in the slide area and using pavement reinforcement to control settlement, enabled contractor to construct portions of the new road over soft, unstable landslide deposits.

The massive slide also completely disrupted the Stillaguamish River and its tributaries. Many tributaries cross SR 530 and provide critical salmon habitat. GEOs’ river specialists worked closely with the design-build team to develop a design that used fish-friendly culverts thereby reducing costs, increasing speed of delivery and minimizing the need for additional wing walls, support structures and excavation.


• Multiple team members• Agency coordination and collaboration• Quick response• Direct collaboration with WSDOT• Combined geotechnical engineering and

environmental services


I-84 Meridian Road Interchange | Client: Idaho Transportation DepartmentGEO was part of a design team selected for the design of the Meridian Road Interchange along I-84. This project involved replacing the existing interchange with a new single point urban interchange (SPUI), reconstructing I-84 to four through lanes in each direction, and extending culverts for Ten Mile Creek/Drain.

The services for this project included subsurface exploration with test pits and borings, soil classification and laboratory testing, analysis of shallow spread footings for the structure, and Superpave hot-mix asphalt (HMA) and portland cement concrete (PCC) pavement designs with Life-Cycle Cost Analysis (LCCA). GEO also completed a settlement and stability analysis of the new embankments and associated retaining walls.


• Completed as a subconsultant to Parametrix and a state transportation agency (ITD)

• Involved AASHTO and LRFD specifications• MSE walls• New single point urban interchange

– multiple lanes and culverts




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CRITERIA 2: QUALIFICATIONS OF PROPOSED PROJECT MANAGERS

PATRICK FORZA, PE | Engineering Resource Manager and Project Manager25 YEARS OF EXPERIENCE 1 YEARS WITH PARAMETRIX PROFESSIONAL ENGINEER – WA #44224

Patrick is a project manager and senior design engineer with project management, transportation design, and construction management experience on interstate and state freeways, interchanges, highways, and

arterials. His projects require the combined efforts of roadway and civil design engineering, bridge design, geotechnical engineering, traffic engineering, surveying, environmental, real estate services, outside agencies, local businesses, and the public. Patrick brings together the efforts of these diverse groups by using his design and construction knowledge in combination with strong communication and management skills. Patrick’s design ability and experience allow him to foresee the needs of various specialists working on his projects, as well as the needs of the surrounding community and the environmental and design requirements that must be met. This means that conceptual design elements such as construction staging, work zone traffic control, design documentation, permitting concerns, and neighborhood business access issues are considered and incorporated from the beginning. The solid relationships that Patrick has developed with reviewers and staff throughout WSDOT are crucial for shepherding his projects through WSDOT’s approval processes, a key for successful delivery of the WSDOT Eastern Region Engineering Services projects.

Throughout his career, Patrick has implemented the principles of practical design, striving for cost-effective solutions for reliable operations and safe facilities for the traveling public. Now that practical design has been formally adopted by WSDOT, Patrick looks forward to

applying least cost planning and practical design in an environment where those principles are encouraged rather than resisted due to strict adherence to design policies. He has been working with WSDOT staff over the past year to determine appropriate methods of design documentation as the new procedures are adopted.

2A. Project Experience

I-5, Tacoma/Pierce County HOV Program | Olympia, WA | 2008 – 2012 | WSDOTPatrick served as the consultant program manager/project engineer for the Tacoma/Pierce County HOV Program (TPCHOV). He was responsible for appropriately staffing the program for delivery. Patrick assisted WSDOT project engineers for the delivery of the Portland Avenue to Port of Tacoma Road – Northbound HOV projects. He developed Project Management Plans and managed the project scopes, schedules, and budgets through PS&E development. Patrick managed the development and delivery of this project on time and within budgets. He also assisted WSDOT project engineers with constructability issues and project phasing. Patrick led the civil design efforts and contract plans, PS&E. As the consultant program manager, he oversaw all of the consultant design and construction services, as well as the contracting.

Project References: John Wynands, WSDOT Program Director and Jon Deffenbacher, WSDOT Project Engineer.

SR 520, Westlake Sammamish Parkway to SR 202 HOV Widening | Redmond, WA | 2007 – 2012 | WSDOTPatrick was the consultant project manager for the SR 520, West Lake Sammamish Parkway (WLSP) to SR 202 HOV widening project, a series of two construction projects that constructed four HOV lanes miles on SR 520 in Redmond. The SR 520, WLSP to SR 202 HOV program was funded for $105 M. Phase 3A constructed the flyover ramp from SR 202 to SR 520. Phase 3B constructed the rest of the HOV improvements for SR 520 from WLSP to SR 202.



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Patrick managed the development of the project design and contract PS&E preparation and managed the scope of services for delivery of Phase 3B of this project. This project was delivered on time and within budget, with Patrick as the primary point of contact for day-today project management issues.

Project Reference: Hung Huynh, WSDOT Project Engineer and Jim Larson, WSDOT Design Manager.

Various Design-Build Projects | Seattle and Olympia, WA | 2013 – 2016 | WSDOTPatrick has extensive experience with WSDOT design-build delivery as the design quality assurance manager (DQAM) and materials acceptance engineer (MAE) for three WSDOT design-build projects:

• SR 530/Skaglund Hill Vicinity to C-Post Road Vicinity – Emergency Roadway Reconstruction Project (2014-2016)

• SR 167/Puyallup River Bridge Replacement (2014-2016)• SR 167/8th Street East Vicinity to South 277th Street Vicinity

– Southbound HOT Lane Project (2015-2016)

Patrick is also currently leading the development of the RFQ and RFP documents for the WSDOT I-5, Mounts Road to Thorne Lane – Corridor Improvements program.

2B. Familiarity with State and Federal Regulations and Procedures Patrick is experienced with state and federal regulations and procedures due to his extensive design and construction work on WSDOT projects. While delivering WSDOT projects, he has developed the expertise necessary to complete projects within the available budget and schedule. These steps include seeking timely input from construction, maintenance, and other support groups, following WSDOT policies and procedures and region-specific guidelines, and working closely with WSDOT reviewers. Patrick has also worked with WSDOT Real Estate Services and the Right-of-Way Office to acquire right-of-way and limited access for various highway projects. The

acquisition of right-of-way is a complicated process that involves design and environmental input as well as working with the public through changes that affect their homes and businesses. It is also usually the most time-critical issue on highway projects.

Patrick routinely uses the WSDOT Design Manual and the AASHTO “A Policy on Highway Geometrics” as part of his work designing intersections and interchanges. He has also worked with WSDOT Regional staff, WSDOT Headquarters staff, and FHWA to gain approval of design deviations and other design documentation. He is now using current practical design guidance for documentation of the SR 410 Traffic Avenue Interchange design elements. Patrick has assisted in the preparation of environmental documents including SEPA checklists, EAs, and EISs, as well as project permitting and locating suitable wetland mitigation sites.

Patrick started his career at WSDOT as a designer using the WSDOT Design Manual, Plans Prep Manual, Standard Specifications, Construction Manual, and Standard Plans on a daily basis. Recently, he has worked with WSDOT staff on administration of both design-bid-build and design-build projects making him experienced with submittal and review processes for both delivery methods and with the emerging WSDOT Project Delivery Selection Guidance process for determining the appropriate delivery method for upcoming construction projects.

2C. Management of Schedule, Scope Creep, Budget and Changes

I-5, Tacoma/Pierce County HOV Program | Olympia, WA | 2008 – 2012 | WSDOTProject Schedule: Patrick managed the project delivery schedules for the Northbound Puyallup River Bridge projects. Patrick worked within the WSDOT Project Management and Reporting System (PMRS) system to develop and manage the project delivery schedule. Patrick is a skilled user of the Primavera P6 tool and was able to create and manage the delivery schedule, and use the schedule reports and filters as effective communication tools for the project team.



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Scope of Work/Scope Creep: Patrick worked closely with the WSDOT Program Director identifying needs, developing a scope of work for the task order, and identifying the appropriate staff. Patrick managed the contract scope and tracked all budgets and project deliverables. This facilitated the preparation of the closure amendments, so task orders were completed including changes that were identified and tracked.

Budget Issues: Patrick worked closely with the WSDOT deputy program director to make certain the budget forecasts were consistent with the programmed project budgets. Patrick created earned value (EV) tools for reporting the progress and forecasting the estimate at completion (EAC) costs. Variances were then discussed with the WSDOT deputy program director and methods of budget recovery were discussed. Methods of recovery included budgeting re-evaluation, staff reassignments, and if needed, task order amendments.

Changes During Project: While managing the northbound (NB) project for the Tacoma HOV program, an opportunity arose for WSDOT to receive ARRA funds for projects that were ready to be advertised immediately. Patrick led the efforts to use the results from the project cost risk assessment (CRA) to identify potential early work that would avoid impacts to the existing corridor, while mitigating significant construction schedule risks to the project. The NB Stage 1 project was developed and Patrick led the task order preparation and PS&E efforts to advertise the early work project with an aggressive delivery schedule to meet the ARRA funds requirement.

SR 520 Bridge Replacement and HOV Program, West Connection Bridge | WSDOT Project Schedule: Patrick was tasked by the WSDOT project manager to develop and maintain the WSDOT project schedule in the WSDOT Project Delivery Information Service (PDIS) and regional project management tools. Because of Patrick’s background with these systems, he was able to create and communicate the project information to the rest of the project team, including subconsultants and WSDOT support groups. With a current schedule, project task leads were able to manage their respective staff and provide delivery of their respective deliverables in a timely manner.

Scope of Work/Scope Creep: Patrick led weekly update meetings to discuss the progress of the work activities, identify upcoming work and coordination, and project issues. Patrick created a tracking systems for action items and change issues for the project. This tool was updated weekly and used as a communication tool at the meetings with the team leads and the client. Change issues were discussed with the WSDOT project manager and resolutions were developed. These resolutions included minor revisions to task budgets to task order amendments for new work. These resolutions were documented and the change issue log were used to create closure amendments for the task orders.

Budget Issues: This project, when Patrick was assigned as the project manager, was listed on the “Watch List” in the WSDOT Gray Notebook. When the design and PS&E was completed and the project was advertised for construction, the project was delivered on time, and for $11 M less than the programmed budget. This was accomplished by having a well thought out delivery plan, consistent and clear communications, implementing value engineering strategies and recommendations, and a partnership with the WSDOT project managers for an integrated team approach.

Changes During Project: Patrick was the consultant project manager and WSDOT had a series of changes, resulting in three WSDOT project managers being assigned to the project. Having a thorough, well documented delivery plan helped with the transition for the new WSDOT managers. The project did not experience any delays due to the changes in WSDOT project manager assignments.

2D. Professional Licenses/AccreditationsRegistered Professional Engineer, Washington, 2008, # 44224



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SCOTT MARSHALL, PE | Project Manager16 YEARS OF EXPERIENCE 5 YEARS WITH HDR BS, CIVIL ENGINEERING, 2000 REGISTRATIONS/CERTIFICATIONS: PROFESSIONAL ENGINEER – WA

Scott is a senior transportation engineer and project manager experienced with project management, design, and construction management, specializing in interstate

highways, interchanges, and local urban and rural roadways. He is skilled at coordinating multiple disciplines, including bridge design, environmental, geotechnical engineering, traffic engineering, surveying, right-of-way, local agencies and businesses, and the public. Recently, Scott collaborated with Eastern Region WSDOT staff on the Barker and Harvard Road IJRs, SH-41 BNSF Railroad Bridge project, and the US-195 Colfax Passing Lanes project. This experience brings a solid knowledge of WSDOT’s approval processes, policies, and procedures. Scott has been successfully implementing practical design strategies in his projects for Idaho, Montana, and Washington DOTs, Central and Western Federal Lands, and local agency projects.

"I know that if he (Scott) is the project manager for one of my projects that I will get the product I want and that any needs or changes I have will be addressed with expediency. Scott works and communicates great with both me and my staff, and he is considered to be a valuable team member whenever he is working on our projects." Jerry Wilson, PE, Project Development Engineer, ITD District One

2A. Project ExperienceSH-41 BNSF Railroad Bridge | Newport, WA and Oldtown, ID | 2016 – Present | ITDAs project manager, Scott is working closely with WSDOT, ITD, BNSF, and the cities of Newport and Oldtown to deliver a new bridge over BNSF railroad. In addition to developing the type, size and location

(TS&L) study, he is also assuring that stormwater treatment facilities are designed to meet both Eastern Washington Stormwater Manual and WSDOT Runoff Manual requirements. Scott has regular coordination meetings with WSDOT’s Brian Marquette on the right-of-way and utility coordination to assure the project stays on schedule. One meeting resulted in limiting the right-of-way plan set to ITD standards, saving hundreds of hours of duplicate plan creation.

I-90, Mullan to Montana State Line | Mullan, ID | 2012 – 2016 | ITDAs project engineer, Scott designed the new alignment, profile, and typical section for this roadway reconstruction project in InRoads, and redesigned the storm drain system. This interstate redesign is similar to WSDOT’s reconstruction of I-90 from Broadway to Barker interchanges. Scott worked with ITD and FHWA to gain approval for shifting the centerline, shoulder dimensions, and drainage improvements to prepare a constructible project while maintaining traffic operations in mountainous terrain. He also modified the project limits and cross-over locations to keep the project within ITD’s funding constraints.

Capitol Interchange/Cedar Interchange | Helena, MT| 2011 – Present | Montana Department of TransportationSimilar to WSDOT’s US-195 Colfax passing lane project, Scott designed the drainage components of this interstate widening project. Scott incorporated bio infiltration ditches and detention ponds that reduced right-of-way acquisition and eliminated costly utility relocations. The drainage aspect of the project includes design of a median storm drain system to accommodate the interim and ultimate highway section of three lanes and four lanes, respectively. The median storm drain will outfall to detention ponds on the east side of the roadway where the peak flow rates will be metered to predevelopment conditions. Off-site drainage will also be considered in the design, especially the Bull Run runoff and conveyance through I-15.

Understanding of WSDOT and/or Public Agency Regulations/ProceduresScott has a working knowledge of and has successfully applied the WSDOT Standard Specifications, Design Manual, Standard Plans, Local



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Agency Guidelines, Highway Runoff Manual, and Hydraulic Manual along with the AASHTO Greenbook, Roadside Design Guide, on numerous local agency roadway projects in eastern Washington as well as incorporated WSDOT’s policies and procedures on other regional DOT projects over the past 16 years.

2B. Familiarity with State and Federal Regulations and Procedures Over Scott’s 16 year career, he has utilized numerous state and federal regulations and procedures for design and management of projects in Idaho, Montana, and Washington and for Central and Western Federal Lands in California, Oklahoma, New Mexico, North Dakota, Oregon, and Texas. Scott has more than 10 years of experience delivering PS&Es, all completed on time and within budget. He regularly requests input on constructability from maintenance staff and contractors to construct maintainable infrastructure. On a project for ITD in Boise, the interstate needed updated drainage structures sized to accommodate drainage flows from an urban freeway. Rather than designing a new inlet grate that would have required a very heavy grate, Scott suggested use of a Colorado DOT grate that bolted down and was significantly lighter and would not require a truck-mounted crane for maintenance.

Scott frequently uses WSDOT Design Manual, AASHTO’s Greenbook, and the Roadside Design Guide as part of his work designing roadways, intersections, and interchanges for local clients, such as the City of Spokane Valley. He is currently applying the practical design concepts for developing new interchange and grade separation alternatives for the Barker Road/SR 290 crossing, including evaluation of signals and roundabouts.

Scott is experienced in the preparation of environmental documents, including SEPA checklists, EAs, and EISs, as well as locating, designing, and permitting suitable wetland mitigation sites. He assisted in the development of the US 95 Garwood to Sagle EIS for ITD, which widened US 95 from a two-lane to a four-lane highway with interchanges. In addition, Scott led the design of the Chilco and

Athol interchanges in the corridor. His wetland mitigation site design experience is with MDT along the US 2 corridor for the McGinnis and Schreiber Meadows creek realignment and wetland cell creation projects.

2C. Management of Schedule, Scope Creep, Budget and Changes

SH-41 BNSF Railroad Bridge| Newport and Oldtown, WA | 2016 – Present | ITDProject Schedule: The SH-41 project is the main grade-separated access in the City of Newport and City of Oldtown on the state line of Idaho and Washington. Scott uses Microsoft Project to assure the project is staying on schedule for key deliverables and public involvement. He updates the schedule monthly for communication to ITD and his geotechnical and surveying sub-consultants. His management of schedule is especially critical to incorporate the three BNSF design submittals to assure the project was being moved forward while coordinating the ITD design process while in coordination with BNSF’s review timeframes.

Scope of Work/Scope Creep: This project includes two cities with individual needs. Coincidentally, Newport has a transportation improvement board (TIB) project that improves a roadway that the bridge project will accommodate with sidewalk and an ADA Ramp. On the Idaho side, the City of Oldtown has an asbestos cement water line that needs additional valves installed for operation and maintenance. Since the intersection will be under construction, the water line will be upgraded to current pipe standards along with additional valve. Scott worked with the ITD project manager and the City representatives to scope the additional effort. The Newport TIB project was incorporated without additional effort since the TIB project was in the design process. The water line improvements required creation of additional plan sheets and specifications that will be prepared by the City’s engineer and inserted in the ITD PS&E package. Frequent design meetings coupled with monitoring the scope of work on monthly progress reports has prevented scope creep.



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Budget Issues: Early in the project, Scott noticed that project was underfunded for design and close to budget for construction. Scott worked with the ITD project manager at scoping to determine ways to streamline the design and also move funds to adequately fund the design. A meeting was held with ITD and WSDOT that confirmed two sets of right-of-way plans would not be necessary. The savings in duplicate plan preparation will be credited back to ITD.

Changes During Project: Originally, the stormwater treatment was going to occur to only Eastern Washington and WSDOT standards. However, due to a conflict with an existing water line and available right-of-way, a proposed stormwater swale was relocated to the Idaho side of the project. Even though the treatment standards are more stringent in Idaho, the Washington treatment requirements will be used for the entire project. Another change was lengthening the bridge span and abutment location to place an MSE wall outside of the BNSF right-of-way to meet BNSF standards and streamline the approval process. This change should keep the project on-schedule for submittal.

SH 49, Medicine Park Road | Comanche County, OK | 2015 – 2016 | Oklahoma DOT and Central Federal Lands Highway DivisionProject Schedule: Scott and his team were selected for this project specifically to help Central Federal Lands Highway Division (CFLHD) deliver this Federal Lands Access Program (FLAP) project for the Oklahoma DOT (OkDOT) and the Wichita Mountains National Wildlife Refuge on a very aggressive schedule. The team had nine months to design approximately three miles of highway widening, including an approved environmental document and permits, surveying and geotechnical investigations, and a complete PS&E package. Scott maintained the project schedule with reviews and major milestones communicated on a weekly basis. The project team met on a bi-weekly basis specifically to assure that progress was on track with the schedule and that CFLHD, OkDOT, and NWR and other review agencies were coordinated and working concurrently. The integrated team worked well together even though the teams were located in three different states. The project was completed on-time for funding obligation.

Scope of Work/Scope Creep: The original project scope called for roadway widening while matching existing profile and superelevations. After reviewing the existing ground survey at the beginning and project end, Scott suggested that the proposed shoulders be narrowed from eight feet to seven feet to match the shoulder widths of the existing roadways to the east and west. This ultimately saved difficult-to-build sliver fills and cut slopes, and also limited the project footprint and potential wetland impacts.

Budget Issues: All Federal Lands Access Program (FLAP) projects have a very constrained project budget due to the federal grant process and the required matching funds by the sponsoring agency. The shoulder width savings saved costly sliver fills and reduced existing culvert lengthening of four box culverts. Scott suggested modifying the existing substandard roadway superelevations, which allowed the roadway to be safer with the proper transitions and reduced the overall shoulder pavement thickness. He also recommended paved ditches and riprapped ditches to meet OkDOT requirements and reduce project costs. The design modifications ultimately delivered the project under budget maintaining the local matching funds required.

Changes During Project: OkDOT wanted to have a concrete parapet connection from the planned metal guardrail and offered to design the connection themselves with their details inserted into the plan set. This was done seamlessly between Scott’s design team and OkDOT. Additionally, during construction, the contractor anticipated a $1M overrun in the asphalt concrete pavement based on their construction methods and wanted to change the proposed typical pavement section to a thinner section. Scott suggested an in-person meeting and met with the contractor and superintendent to explain the proposed widening and evaluate their proposed construction sequence. He discovered their error in understanding the typical section and roadway cross sections and explained multiple options to build the roadway per plan and design. Ultimately, the grading and paving were completed with 13 tons of asphalt concrete pavement out of 20,800 tons. The



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CFLHD project manager was very appreciative of Scott’s willingness to travel on the weekend to make certain the project was being constructed per plan and keeping the project on-budget.

Flint Road Realignment | Spokane, WA | 2015 – Present | Spokane International Airport (SIA)Project Schedule: Scott and the HDR team started the alternatives analysis in the summer of 2015 with PS&E planned for early 2016 and bidding in April 2016. Scott maintained a Microsoft Project schedule with reviews and major milestones communicated on a weekly basis. The project team met on a weekly basis specifically to assure that progress was on track with the schedule and that SIA was aware of the project schedule. Scott also coordinated the design with the review process by the City of Spokane Design Development staff. The PS&E development was completed on-time with complete review approvals by SIA and the City of Spokane.

Scope of Work/Scope Creep: During project development SIA added in a restroom facility that required sewer and water line extension to the existing cell phone parking lot. Scott worked with the SIA project manager to add the proposed work through an amendment. All other project components and aspects were developed as scoped with the original agreement. There was one access road paving that was added prior to bidding, but the design was limited to an alignment and location with the roadway essentially built via a design-build item. This addition was incorporated without change to the contract scope and budget since it was part of the proposed traffic control phasing.

Budget Issues: SIA was able to incorporate the new restroom facility from their overall capital improvement program. The project’s overall cost was monitored during the design process with decreasing contingency as the design progressed, similar to a DOT project with unit prices. HDR compared unit prices against recently bid projects in Spokane, by WSDOT, and ITD. Ultimately, the project was bid and awarded with the project costs being four percent below the HDR opinion of probable cost.

Changes during Project: As noted above, the project team was able to remain flexible to the elements included with a specific and detailed design scope and one contract amendment. Similar to WSDOT projects, HDR also performed the construction management on the project. Since the project was reconstructing the pavement section down to subgrade, the irrigation system had to be removed and relocated outside the roadway footprint. HDR documented the additional work and notified SIA to obtain approval for the anticipated change order. Daily reports and weekly construction meetings with HDR staff, SIA team members, and the contractor were used to monitor and track progress during construction. Nearing completion of the project, SIA requested an additional cantilever sign structure for the rental car company logos which was added via a change order. Also, some additional fencing and landscaping were requested to be finalized in the spring of 2017. The contractor will construct these elements via a change order with additional days for completion this spring. Overall, the project has been viewed by SIA as a great success, without lapses in access for airport vendors and the traveling public returning their rental cars.

2D. Professional Licenses/Accreditations Registered Professional Engineer, Washington, 2005, # 41397



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CODY JANSON, PE | Project Manager17 YEARS OF EXPERIENCE 16 YEARS WITH PARAMETRIX BS, CIVIL ENGINEERING, 2000 REGISTRATIONS/CERTIFICATIONS: PROFESSIONAL ENGINEER – WA

Cody has experience delivering transportation planning and design projects including corridor improvement plans, ADA compliant pedestrian facilities, roadway widening,

roadway preservation, intersection and roadway reconstruction, bridge/structure rehabilitation, federal-aid projects, green streets development, bio-infiltration swales, concept studies, and planning documents. He is experienced in urban arterial design, pedestrian facility design, new alignment design, utility relocations, traffic signal design, bidding, construction administration, and inspection.

Cody’s project task expertise includes preparing studies, plans, project procedures, specifications, schedules, construction cost estimates, and quality control reviews. He also has experience managing the public involvement process, preparing right-of-way documents, and providing support services for environmental evaluations. His involvement throughout a project, from concept design through final design and construction, has given him a special awareness of the importance of emphasizing accuracy, feasibility, constructability, and cost effectiveness.

2A. Project Experience

Capital Maintenance Program | Ada County, ID | 2012 – Present | Ada County Highway DistrictCody managed and designed numerous rehabilitation treatments for over 25 miles of roadways over the past five years through the federal aid Capital Maintenance Program. Rehabilitation/maintenance techniques were analyzed for each individual road segment and

included asphalt overlay, mill/inlay, full depth asphalt removal, crack sealing, patching, geogrid, geosynthetic fabric, fiber reinforced HMA, and failed area repairs. In addition to the M&R treatments, ADA compliant improvements were designed to retrofit over 600 pedestrian ramps. Under Cody’s leadership each phase was delivered on-time and under budget. Our design approach evolved each year to incorporate the newest rehabilitation technologies.

Bogus Basin Road Improvements | Boise, ID | 2013 – 2016 | Ada County Highway DistrictIn 2013/2014 Cody managed a corridor plan and prioritization improvement project for the 16-mile Bogus Basin Road Corridor. The prioritization plan was then used to secure federal aid funding for design and construction. In 2015 Cody managed the first phase which provided full design, survey, environmental, and construction administration services for seven miles of the corridor. Cody is currently managing the second phase which completes the remaining 9-mile roadway rehabilitation to the Bogus Basin Ski Resort. The project team used the most current geotechnical technologies to identify multiple pavement M&R treatments to resolve roadway deterioration. Selected treatments included pothole and failed area repair, crack sealing, mill/overlay, and fiber reinforced asphalt pavement. Additional design elements included guardrail analysis, signage, pavement markings, drainage, and erosion mitigation. Design development tasks for Phase 1 were completed on time and more than $35,000 under budget. This allowed ACHD to approve a “no-cost” budget supplement for Parametrix to provide construction surveying, engineering, and administration support throughout construction.

Franklin Road, Black Cat to Ten Mile | Meridian, ID | 2012 – Present | Ada County Highway DistrictCody managed and led the design services for this urban arterial road and intersection widening project. Elements of the project include corridor and intersection traffic analysis, access management improvements, concept design report, environmental evaluation (with



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specific focus on cultural resources, noise and wetlands), roadway design, rigid pavement intersection design, signal design, illumination, survey, right-of-way analysis, storm drain and water quality design, irrigation and utility relocations, structural design, public involvement, and right-of-way negotiation support. Consistent with ACHD’s policy to review all feasible intersections for roundabout placement this project investigated the potential for a dual lane roundabout. In addition, multiple intersection configurations have been prepared and presented for development of a signalized intersection. The project also included contracting with the City of Meridian to add illumination throughout the corridor and improve potable water and sanitary sewer facilities.

Familiarity with State and Federal Regulations and ProceduresCody has extensive experience with local road and highway projects that have been designed to WSDOT, ITD, and FHWA standards.

2B. Management

Franklin Road, Black Cat to Ten Mile | Meridian, ID | 2002 – Present | Ada County Highway DistrictProject Schedule: Cody managed this challenging multi-faceted roadway reconstruction project from initial concept design in 2011 through construction in 2017. The project remained on schedule throughout the six year period

Scope of Work/Scope Creep: Parametrix work has included roadway/intersection and signal design, environmental permitting, irrigation/drainage design, construction staging, traffic control, and multi-agency coordination from initial concept design stage through construction. During the preliminary design stage the City of Meridian (project stakeholder with utility ownership) requested reconstruction of their water/sewer mains. Cody led multi-agency facilitation of ITD, ACHD, and the City to come up with a solution. The final result allowed construction savings to cover the utility infrastructure improvements

and Parametrix entered a separate contract with the City to incorporate the utility improvements into the construction documents. Cody coordinated the design to meet City standards while following all non-proprietary federal aid requirements.

Budget: The project remained within budget from concept through final design and the awarded construction bid came in over $500K under budget.

Changes During Project: During the preliminary design stage the City of Meridian (project stakeholder with utility ownership) requested reconstruction of their water/sewer mains.

Bogus Basin Road Improvements | Boise, ID | 2013 – 2016 | Ada County Highway DistrictProject Schedule: Cody managed this challenging federal aid roadway rehabilitation project funded through FHWA’s FLAP. It was the first FLAP project to be administered by ACHD and required concept through PS&E to be completed in 10 months, including environmental clearance. The environmental evaluation required FHWA oversight and in addition to a categorical exclusion included approvals on three sub reports for cultural resources, waters of the US and wetland delineation, and “No Effect” statements. The entire environmental process was completed in less than six months.

Scope of Work/Scope Creep: Parametrix work included six miles of roadway rehabilitation, permitting, drainage improvements, construction staging/traffic control, and multi-agency coordination from initial concept design stage through construction. Parametrix completed the entire project over 10% under budget and was able to provide a no-cost scope supplement to perform construction surveying and administration throughout construction.

Budget Issues: The project scope was completed with over $30K of budget savings. The client approved a no-cost supplement to have Parametrix provide construction surveying and construction administration.



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Changes During Project: The approach that Cody managed to accelerate the environmental approval process was critical in the project’s success in meeting the schedule and funding requirements of the FLAP.

Capital Maintenance Program | Ada County, ID | 2012 – Present | | Ada County Highway DistrictProject Schedule: Cody has managed multiple years of this annual roadway rehabilitation/maintenance program and has worked with ACHD/ITD/FHWA to address the critical path phase of environmental clearance. This collaboration aided in the development of an accelerated review process approved by ITD for pavement rehabilitation projects, saving months of design development time each year.

Scope of Work/Scope Creep: Parametrix work under this program has included over 50 miles of urban roadway rehabilitation, environmental permitting, drainage improvements, construction staging/traffic control, and multi-agency coordination from initial concept design stage through construction. Cody has utilized over 10 different pavement rehabilitation/maintenance techniques under this program and works closely with the geotechnical engineer to provide cost effective solutions tailored to each roadway segment.

Budget Issues: Cody has completed the last three projects under this program under budget with design cost savings each year reallocated to construction funding.

Changes During Project: This collaboration process identified under the schedule and scope sections above aided in the development of an accelerated review process approved by ITD for pavement rehabilitation projects, saving months of design development time each year.

2D. Professional Licenses/AccreditationsRegistered Professional Engineer, Washington, 2005, # 41378

CRITERIA 3: KEY TEAM MEMBERS QUALIFICATIONS

3A. Key team Member Roles and Responsibilities AIMEE NAVICKIS-BRASCH, PE | Hydraulics, Hydrology and Stormwater Lead23 YEARS OF EXPERIENCE PHD CANDIDATE, CIVIL ENGINEERING, 2017 MS, CIVIL ENGINEERING, 2010 BS, MECHANICAL ENGINEERING, 1993 PROFESSIONAL ENGINEER – CIVIL: WA

• Comprehensive understanding of local and Eastern Washington specific state stormwater regulations and practices, and is the author of several stormwater publications, including WSDOT’s Hydraulics Manual and Highway Runoff Manual.

• Served as the Eastern Washington technical expert for the demonstrative approach team. Understands the policies and will manage risk for WSDOT and verify compliance to local, state, and federal regulations giving WSDOT piece of mind.

• Past WSDOT experience affords invaluable knowledge of the right people to contact and WSDOT policies and practices, resulting in efficiencies and a streamlined design process.

US 195 Hydraulic Design | 2017 – Present | WSDOTAs project manager, Aimee is performing the hydraulic design, including basin analysis, roadway drainage, and conveyance modeling for this project, which will add passing and turning lanes at seven locations along US 195. This includes selecting and sizing runoff treatment and flow control BMPs for both on-site and off-site runoff, identifying BMP right of way needs, developing a Type A hydraulic report, and creating DTMs of the BMPs. Aimee worked with WSDOT

CRITERIA 4CRITERIA 1 CRITERIA 2 CRITERIA 5 References 22


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staff to verify Threshold Discharge Areas (TDAs) to determine the minimum requirements and optimize the BMP selection and flow control. This ultimately confirmed compliance with the design standards and reduced right-of-way acquisition.

US 395/North Spokane Corridor | Francis to Farwell, US 2/Wandermere Interchange | 2004 – 2008 | WSDOT

Aimee led the design of the hydrology basin analysis, roadway drainage, storm drain conveyance network, and runoff treatment and flow control BMPs for both projects, serving as the stormwater designer and reviewer. Additionally, as the WSDOT Headquarters reviewer, she assured that the design complied with both WSDOT and Ecology requirements. Similar to the GEC projects, Aimee verified and confirmed practical design drainage components.

Fish Passage and Hydraulic Capacity Culvert Improvement Projects | 2006 – 2012 | WSDOTAimee, as hydraulic engineer, provided culvert design and review for multiple upgrade projects throughout eastern Washington. Design included watershed hydrology and culvert modeling, streambed scour analysis, pebble counts, riprap and gabion designs, surveying, and stream re-grading and realignment, and complied with the WSDOT Hydraulic Manual, FHWA Hydraulic Engineering Circulars, WDFW Fish Passage, and Tribal requirements. Additionally, she wrote WSDOT Type A and B hydraulic reports and developing plan sheets for the PS&E packages. Her close coordination with WSDOT and WDFW have allowed projects to be developed on-schedule and within budget.

Understanding of WSDOT and/or Public Agency Regulations/Procedures:As an author of multiple stormwater publications for WSDOT, Aimee brings unparalleled knowledge of the requirements that must be met for each project. Additionally, her 13 years of experience working directly with WSDOT gives her a thorough understanding of WSDOT’s processes, which will allow her to efficiently move projects to completion.

SCOTT MARSHALL, PE | Civil Engineering Design Lead

Resume provided in previous section.

MICHELLE ANDERSON | Environmental Lead20+ YEARS OF EXPERIENCE BA, BIOLOGY – BOTANY AND ENVIRONMENTAL EDUCATION, 1994 WSDOT BA AUTHOR TRAINING, CESCL

• Previous WSDOT Eastern Region Environmental employee with local planning and management experience (2001-2005). Knowledge of FHWA and WSDOT design and environmental processes, Eastern Region conditions and issues, and WSDOT and resource agency staff.

• Experience with federal, state and local environmental regulations, including but not limited to NEPA (EISs, EAs, and CEs), 4(f ), Section 106, wetlands, ESA, mitigation, hazardous materials and environmental justice. Specific FHWA and WSDOT experience. SEPA, shorelines, and permitting requirements (NPDES, critical areas, HPAs, Section 404/10, and shoreline regulations).

• Experience with large complex projects requiring public involvement and higher levels of analysis and smaller, straightforward projects requiring minimal documentation.

Riverfront Park Redevelopment | 2016 – Present | City of SpokaneAs the strategic environmental permit advisor, Michelle provided oversight of permitting and environmental streamlining for the 5-year project including shorelines CUPs and exemptions, SEPA, HPA, 404, Section 106, NPDES, and HMPs. She organized community meetings, hearings, and noticing requirements, and assisted with preparation of Historic Preservation Plan, Section 106 and MOU negotiation, tribal



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coordination, soils management plan, and permit streamlining. She also completed environmental document and permit reviews for City and is newly responsible for environmental compliance controls.

US 95 Thorncreek Road to Moscow | 2011 – 2016 | Idaho Transportation DepartmentMichelle prepared draft EIS (DEIS), final EIS (FEIS), and ROD for 6.5-mile realignment and widening of US 95. She is also involved in agency and public coordination, GIS mapping, mitigation negotiation, response to public comments, preparing video and written public information, and participating in hearing. Michelle prepared administrative record and completed 404, 401, and stream alternation permit applications.

Yakima River Gateway Park | 2014 – 2016 | City of West RichlandAs the environmental lead, Michelle prepared NEPA EA, HMP, Shoreline CUP, NPDES, JARPA for HPA, Corps, and other agency coordination, biological assessment, SEPA, hearing and wetland delineation report.

Understanding of WSDOT and/or Public Agency Regulations/Procedures:Michelle has over 20 years of environmental experience completing NEPA, SEPA, and environmental permitting in Eastern Washington and Idaho. Five of those years included working for WSDOT as the Eastern Region environmental manager, environmental planner, and on the ground mitigation implementation for WSDOT in the Olympic Region. This experience allowed her to intimately understand the planning, design, construction, and maintenance process at WSDOT Eastern Region. Michelle has been applying the same WSDOT environmental processes to similar road and bridge projects within the Eastern Region counties. She prepared countless reports and compliance documents that use the same protocols outlined by WSDOT and regulatory agencies. These include the FHWA NEPA regulations, WSDOT Environmental Procedures Manual, WSDOT LAG Manual, Section 106, the ESA, the 1987 Wetland Delineation Manual and the applicable Supplements, USACE Nationwide Permits, and many other regulations, procedures, and protocols would be required for the proposed WSDOT

projects. She has a great understanding of the environmental process, the engineering design process and how to interact effectively as part of the team to help environmental documents and approvals to be delivered on time and within budget.

MIKE MORSE, PE | Construction Management LeadBS CIVIL ENGINEERING, 1987

REGISTRATIONS/CERTIFICATIONS: PROFESSIONAL ENGINEER – WA

YEARS OF EXPERIENCE: 29 YEARS

• Comprehensive understanding of local and Eastern Washington construction regulations and practices, including WSDOT’s standard specifications, standard plans, LAG, and construction manual.

• Served as construction manager for numerous Eastern Washington local agencies including the City of Cheney and the City of Spokane on multiple projects that received public funding, including federally funded (FHWA) projects. Developed particular strengths in construction problem analyses and attention to complete construction. Excellent team player with unusual breadth of skills in all aspects of construction engineering and construction management.

• Past WSDOT local agency experience gives invaluable knowledge of Eastern Region contacts and WSDOT policies and practices, resulting in efficiencies and a streamlined construction management and construction engineering process.

University District Pedestrian/Bicycle Bridge | 2017 – Present | City of Spokane, WAAs construction manager, Mike is performing construction management support services for the City of Spokane in conjunction



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with the project designer (KPFF) for a new pedestrian/bicycle bridge partially funded by a Connecting Washington grant. Mike is utilizing web based construction management software to facilitate tracking of the Record of Materials (ROM), Requests for Approval of Materials (RAM), Requests to Sublet and Materials Certification for Buy America requirements. Mike is effectively managing multiple construction support services including materials quality assurance testing, special inspections including fabrication, environmental assessment testing including material disposal and cultural resources.

Rowan Avenue Rehabilitation | 2015 – 2016 | City of Spokane, WAMike responsible for the design and preparation of contract provisions and plans for the rehabilitation of Rowan Avenue from Driscoll Boulevard to Monroe Street, over 2–miles of minor arterial roadway in the City of Spokane. Construction management services included oversight of inspectors, preparation of monthly pay estimates, written change orders, conducting weekly construction meetings, and project documentation.

Sprague Avenue Re-Alignment | 2012 – 2013 | Airway Heights, WAMike was responsible for construction engineering services during the realignment of a portion of Sprague Avenue through the Kalispel Tribe’s trust land near Northern Quest Resort and Casino. The project was funded through several agencies including the FHWA, City of Airway Heights, and the Kalispel Tribe of Indians. Mike coordinated and scheduled material testing with inspectors and testing laboratories. Mike facilitated and conducted the pre-construction meeting and weekly construction meetings with the contractor and the project’s stakeholders. Mike’s policy with the Contractor was firm but, fair. Mike also completed bidding services and comprehensive construction documentation in accordance with FHWA requirements and WSDOT’s construction documentation for local agencies.

Understanding of WSDOT Construction Engineering and Construction Management Procedures:As recipient of several construction documentation audits by WSDOT’s Eastern Washington local agency program, Mike was noted has “have done one of the best jobs of construction documentation we have seen done by a consulting firm.” Additionally, his seven years of experience working directly with WSDOT’s Eastern Region Local Program staff gives him a thorough understanding of WSDOT’s processes, which will allow him to efficiently manage construction projects on time and within budget.

PATRICK FORZA, PE | Alternative Delivery/Project Support Lead

Resume provided in previous section.

WAQTC Certified Staff EXHIBIT 4: WAQTC CERTIFICATIONS

NAMECERTIFICATION

NUMBER CERTIFICATIONS

Kerry Nguyen (HDR) 22475 ACI-CFT, AgTT, AsTT II, DTT, and EBTT

Roger Goodall (HDR) 23082 ACI-CFT, AgTT, AsTT, DTT, and EBTT

Tim Michael (HDR) 22104 ACI-CFT, AgTT, AsTT, DTT, and EBTT

Jay Biggs (HDR) 20022 ACI-CFT, AgTT, DTT, and EBTT

Chris Cole (HDR) 21126 ACI-CFT, AgTT, AsTT II, DTT, and EBTT

Justin Schmidt (GEO) 23219 ACI-CFT, AgTT, and AsTTII

Andrew Balavage (BAI) 21646 ACI-CFT, AgTT, AsTT, DTT, and EBTT

Shawn Swearingen (BAI) 22103 ACI-CFT, AgTT, AsTT, DTT, and EBTT

Kiel Couch (BAI) 23009 ACI-CFT, AgTT, AsTT, CLTT, DTT, and EBTT

Steve Wilson (BAI) 20887 ACI-CFT, AgTT, AsTT II, DTT, and EBTT

Pat Wanberg (BAI) 22673 DTT and EBTT



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Additional QualificationsEXHIBIT 5: SUPPORT STAFF QUALIFICATIONS

STAFF MEMBER ROLE QUALIFICATIONS

STEVE AISAKA, PE, SE, JD37 years of experienceJD, LawMS, BS, Civil Engineering

QA/QC

• Performs risk management services requiring an understanding of project scheduling and cost estimating, and legal requirements

• Principal designer of more than 30 major highway bridge and interchange improvement projects

CRAIG BUITRAGO, PE11 years of experienceBS, Civil EngineeringHRM Certified

H&H and Stormwater

• Experience on a projects including multimodal trail, culvert replacement, stream restoration, and roadway improvements

• Hydraulic modeling experienced includes HEC-RAS and HY-8 culvert design modeling to evaluate streams and fish passage culverts

BILL CLEVENGER, PE, LEG38 years of experienceBS, Geology

Geotechnical Engineering

• Provides experience to clients seeking to understand site conditions, overcomes constraints to development and improve effectiveness through environmental hazard mitigation

• Consulted on several hundred projects including water resources, transportation facilities, commercial, and residential development

JEFF COOP, PE30 years of experienceBS, Civil EngineeringHRM Certified

H&H and Stormwater

• Experience with stormwater and surface water, culvert design, hydrologic and hydraulic modeling, erosion control, storm and surface water planning, and water and wastewater system design

• Provided review and comments to WSDOT Olympic Service Center during revisions of the Highway Runoff Manual

TERESA DUGGER, PE18 years of experienceMS, Civil EngineeringBS, Civil Engineering

Geotechnical Engineering

• Brings a strong understanding of eastern Washington geology and understands WSDOT and LRFD design procedures

• Completed investigation phase services for WSDOT and delivered quality design reports, functioning as an extension of WSDOTs staff

ROGER FLINT31 years of experienceMPA, Public AdministrationBA, Liberal Studies, Business Management Emphasis

Principal In Charge

• Helped manage and guide some of the largest and most critical infrastructure projects in the Spokane area

• Worked with SRTC, WSDOT, Spokane County, and many other local jurisdictions in Spokane County


MATT FOLWELL, PE21 years of experienceBS, Civil/Structural EngineeringMS, Civil Engineering

Rail Coordination

• Knowledge of developing plans and specifications in accordance with WSDOT’s Standard Specifications, Highway Runoff Manual, Hydraulics Manual, Design Manual, Construction Manual, Local Agency Guidelines, and Standard Plans

• Railroad design and construction management, including at grade crossing improvements for both passive and active crossings

STEPHANIE FOREMAN, PE13 years of experienceBS, Civil Engineering

Practical Design/Documentation

• Skilled at delivering design solutions that meet the needs of all users; track record of successful on-time and within-budget delivery of local agency projects

• Champions creative solutions that meet project needs, goals, and budget through integrated design process

KEVIN HOUSE, PE18 years of experienceBS, Civil Engineering

Roundabout Design

• Designed and prepared PS&E for over 20 roundabouts, 15 of which have been constructed

• Experience includes design of the first WSDOT DB project on SR 500 in Vancouver, as well as 10 additional roundabout projects on or intersecting WSDOT highways and state routes

PHOEBE JOHANNESSEN, PE22 years of experienceBS, Civil/Environmental EngineeringHRM Certified

H&H and Stormwater

• Specializes stormwater management systems, erosion and drainage control design, basin planning, hydraulic and hydrologic analysis, and stream habitat enhancement

• Routinely works with WSDOT’s Highway Runoff Manual and Hydraulics Manual, Ecology’s Stormwater Management Manuals, and NPDES Permits

OWEN KIKUTA, PE21 years of experienceBS, Civil Engineering

Practical Design and DB RFP/Q Development

• Design experience on WSDOT projects for major highway design projects, including interstate freeways, state highways, and interchanges

• Developing DB RFP/RFQ documents for I-5 Mounts Road to Thorne Lane Corridor Improvements



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JOE MERTH, PE7 years of experienceBS, Civil EngineeringBA, Political Science

Structures

• Experience in all aspects of bridge and retaining wall design and construction

• Worked 16 years at the WSDOT Bridge and Structures Office

BETH PETERSON, PE18 years of experienceMS, Civil & Environment Engineering BS, Engineering Science

H&H and Stormwater

• Industry leader in water resource design, including fish passage, wetland and stream restoration, and stream relocation

• Strong relationships with WSDOT, WDFW, and Ecology staff and hands-on understanding of WSDOT regulations and procedures

BRAD SHEA, PE, ENV SP24 years of experienceBS, Civil Engineering

Roundabout Design

• Strong understanding of WSDOT’s roundabout approval process and proven ability to provide innovative roundabout design options without requiring additional budget

• Extensive roundabout implementation experience will allow him to provide a comprehensive evaluation of roundabout alternatives

BRIAN WARD, PE26 years of experienceBS, Watershed Management

H&H and Stormwater

• More than 20 years experience with stormwater planning, permitting, and modeling

• Skilled at advancing reliable and cost-effective LID drainage solutions

PAUL WEBER, EIT27 years of experienceBS, Mechanical Engineering

Rail Coordination

• Dual railroad and construction background brings unique perspective to projects

• Extensive working history of WSDOT Class 1 railroads regional and shortline railroads industries who use railroad transportation and local agencies

KIRK WILCOX, PE25 years of experienceBS, Civil Engineering

PDMSG and DB RFP/Q

Development

• Implemented principles of practical design striving for cost-effective solutions for reliable operations and safe facilities for the traveling public

• Developing DB RFP/RFQ documents for I-5 Mounts Road to Thorne Lane Corridor Improvements

• Worked for WSDOT for eight years and involved with every phase of project development

CRITERIA 4: FIRM'S PROJECT MANAGEMENT SYSTEM

Quality Assurance/Quality Control ProcessesParametrix is committed to the highest standard of client service and consistent delivery of quality products. This standard of excellence includes the development and implementation of a QA/QC program that focuses on enabling each project team member to:

• Understand and meet our clients’ needs• Apply technical guidelines, industry standards, and administrative

procedures• Strive for continuous improvement

The Parametrix QA/QC program is based on extensive formal training of all staff in client service, product development, and deliverable quality. A keystone feature of the program is a comprehensive formal peer review process that matches the right person with the right project and makes certain that all products are technically and editorially reviewed and signed off by senior staff familiar with the subject and our client expectations before being submitted to the client.

Our QA/QC program consists of the following elements: managing project delivery; team organization; scope of work, project budget, and schedule; communications plan; change management plan; team chartering; scope/budget control tracking system; risk management plan, schedule monitoring and maintenance plan; internal team interaction plan; and client and stakeholder interaction plan.

Our QA/QC procedures follow these basic principles:

• We perform project team chartering as an early action item on all projects. Chartering brings the entire team together so a common vision is shared for the project and that all team members, including agency representatives, understand their roles and responsibilities.



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• Clients clearly benefit from teams that work together often; their products are more uniform and integrated, and delays and cost overruns are minimized.

• We develop a Project Management Plan (PMP) for all projects. The Parametrix Project Management Plan process is much like WSDOT’s Project Management Guide and processes. The Parametrix team uses the WSDOT processes to clarify scope details, work task inter-relationships, and project schedule details on WSDOT projects. This allows for clear and consistent communication and easy incorporation into WSDOT reporting tools.

• We follow the established Parametrix system for product peer review and regular project oversight by the firm’s senior management team. The key element to our program is assigning a senior manager as the QA/QC manager for the project. This individual assigns senior technical reviewers for each discipline, monitors the reviews of each deliverable, and reports the status and results to the project manager. In particular, for WSDOT projects, Parametrix uses the current WSDOT Master Deliverables List (MDL) when developing the project work breakdown structure, scope, budget, and deliverables. Using MDL naming conventions for tasks and deliverables enhances coordination with WSDOT staff, systems, and schedules.

Our scopes of work include QA/QC as a work element of projects. That portion of the scope of work details the timing, responsibility, and key deliverables that require formal QA/QC. Parametrix is a full-service engineering and environmental firm that can perform nearly all environmental permitting and transportation-related work in-house. We have the breadth and depth to perform periodic quality control reviews of the deliverables from Parametrix staff and any subconsultants. Our broad range of service offerings coupled with an extensive depth of in-house technical resources benefits WSDOT by bringing effective and efficient project delivery within one firm.

System for Monitoring Budget and ScopeParametrix provides the tools that our project managers need to manage budgets. We use BST Enterprise, a powerful financial software program that allows project managers and task leaders to have desktop access to current budget and expenditure status for each task and subtask on our projects. Financial data is updated weekly for labor costs and daily for subconsultant and non-labor expenses. This means that project managers and task leaders know the real-time status of expenditures on each task and are able to make adjustments, if necessary, if work efforts are not in line with the budgets.

A second tool for cost control is our labor forecasting software program, PM+. It is linked to actual project expenditure information and provides a project earned-value report that calculates estimated budget and remaining resources based on past and current expenditures and projected labor required to complete the project. PM+ gives an instant snapshot of the cost to complete a project and is another check that helps project managers keep budgets on track. Earned Value Management (EVM) is completely integrated into PM+. With PM+ project and phase or task managers track project progress at task or lower levels. PM+ reports phase and project percent complete information, along with other EVM status metrics and cost projections.

A third element of cost control is control of scope creep. It is essential for every team member to be keenly aware of the details of the scope of work and to alert the project manager when accepting requests from the client that will result in out-of-scope work. When these requests are made, our project manager will work with the WSDOT project manager to make sure that the work is needed and to adjust the project budget or work effort in other areas as necessary.

Our project managers and task managers review and monitor the project using these tools weekly throughout the life of the project. Variations from the scope, schedule, and budget in the work plan are identified early and investigated to determine their cause. Managers then develop and implement action plans to maintain the overall work plan and the success of the project.



CRITERIA 4

Scheduling Programs and ProcessesThe Parametrix team will follow WSDOT scheduling protocols for the WSDOT Eastern Region Engineering Services. Patrick Forza, the engineering resource manager/project manager, has been working step-by-step with WSDOT as scheduling has evolved from the days of using Microsoft Project in the 1990s to the adoption of Scitor PS8 Project Delivery Information System (PDiS) and the Master Deliverables List (MDL) system, and currently to Primavera P6/Project Management and Reporting System (PMRS). Patrick, as a WSDOT resource, led the efforts for the development of the WSDOT MDL and the transition and implementation of PDIS (Scitor PS8) scheduling and project management software. Patrick developed and delivered the PDIS training state-wide and assisted project engineers offices for development of PMPs and delivery schedules. Patrick was also a member of the WSDOT team that laid the groundwork for the PMRS system. For WSDOT projects and tasks, we will use Primavera P6 and WSDOT MDL guidelines for establishing the work plan and managing the project schedule and ensure these schedules can be easily transitioned into WSDOT PMRS.

Process for Interacting with Internal TeamEffective internal communications are essential for successful project delivery. At the root of effective communications is strong interpersonal relationships. Patrick will work closely with the WSDOT engineering manager Darrel Mc Callum to identify the work and define the required deliverables. Patrick will engage the respective project manager and task leads for development a detailed scope of work and identify the required staff for delivery. Once the scope of work and the deliverables have been identified and a delivery schedule developed, the plan is submitted to Darrel for acceptance. Patrick will lead weekly internal check-in meetings for all task leads. Information flows both ways in these meetings: overall project news from the project manager to the team and specific task-related updates from the leads to the rest of the group. Potential change issues are identified, and items needing detailed discussion for smaller groups are tabled for resolution outside

of the check-in meeting. The results of the follow-up meetings are then reported back at the next check-in meeting as appropriate. In addition to the regularly scheduled meetings, open communication is encouraged and expected amongst the team. Examples include informal kickoff meetings for new items of work, group brainstorming sessions, and regular use of conference calls and emails sharing information amongst team members. Darrel will be kept informed as these internal communications take place.

Firm’s Ability to Interact with Clients and StakeholdersPatrick has worked with many WSDOT project managers for over 25 years, including WSDOT Eastern Region managers. Patrick understands the importance of clear, effective communication and will make certain communications are consistent with current WSDOT policies and procedures. Patrick communication tenets are:

• No surprises – early discussion of emerging issues• Clear and concise communications• Available and responsive staff• Listen carefully to WSDOT feedback• Deliver on what is promised

We will follow through on these points by holding weekly management team meetings in person whenever possible, involving WSDOT technical staff tasks so that our deliverables are in alignment with expectations. Our team prioritizes always being quick to respond to client requests.

Based on the scoped tasks, specific coordination meetings will take place with WSDOT staff and project stakeholders so all issues can be understood and addressed. Patrick will make certain that Darrel will be kept engaged and current through regularly scheduled update meetings, discussing progress and issues related to the specific tasks and projects. Any communication with the public will be coordinated with the WSDOT Eastern Region Communications staff and will use project website updates, social media and electronic updates, and



CRITERIA 4

public meetings as appropriate. External communications will be conducted with full involvement of the WSDOT project management team, and through WSDOT channels as appropriate with any supporting materials provided by the consultant team.

CRITERIA 5: REFERENCES/PAST PERFORMANCES Included in Packet B.



CRITERIA 5

MARCH 2017

EAST WENATCHEE300 Simon Street SESuite 5East Wenatchee, WA 98802P: 509.886.2900F: 509.886.2313

Statement of Qualifications for the Washington State Department of Transportation

EASTERN REGION ENGINEERING SERVICES, PACKET A

SCORING CRITERIA 1: QUALIFICATIONS/EXPERTISE OF FIRMS ON TEAM

RH2 ENGINEERING

RH2 FIRM OVERVIEWRH2 is an innovative engineering firm specializing in utility and infrastructure work for municipal clients throughout the Pacific Northwest. Since 1978, we have focused on providing the highest quality and best value services to local municipal and state government agencies. Today, we have 94 employees in six offices throughout Washington and 14 employees in two offices in Oregon.

Our diverse skill set, together with our medium size, enables us to effectively adapt to the unique needs of our clients, while offering the advanced capabilities necessary to design and manage complex projects. Our staff includes licensed experts in civil, mechanical, electrical, and structural engineering; geology, hydrogeology, and geotechnical engineering; and water rights, wetlands delineation, environmental assessments, and permitting.

TRANSPORTATION• Urban and Rural Road Design• Intersection and Signal Design• Illumination Design• ADA and Pedestrian Amenities• Traffic Modeling and Analysis

WATER SYSTEMS• Water Distribution Design• Water System Planning• Reservoir Design• Booster Pump Station Design• Water Supply Development and Treatment• Water Rights• Energy Efficiency and Vibration Analysis• Feasibility Studies

WASTEWATER SYSTEMS• Wastewater Planning• Wastewater Collection• Wastewater Treatment• Lift Station Design• Feasibility Studies• Infiltration and Inflow Studies

FUNDING ASSISTANCE

STORMWATER MANAGEMENT• Infiltration Testing• Stormwater Reports and Facility Design

GEOLOGICAL SERVICES• Groundwater and Well Field Characterization• Hydrogeological Evaluation

ELECTRICAL SERVICES• Electrical Power Supply• Standby Power Supply• Telemetry and SCADA• Control Systems and Implementation• Bid and Construction Contract Support

STRUCTURAL SERVICES• Facility Seismic Evaluation and Retrofit• Structural Analyses

ENVIRONMENTAL SERVICES• Site Assessment• Wetland Delineation• Watershed Planning

SERVICES DURING CONSTRUCTION• Construction Contract Administration• Construction Observation

BELLINGHAM

BOTHELL

ISSAQUAHTACOMA EAST WENATCHEE

RICHLAND

RH2 ENGINEERING 2


STRATA FIRM OVERVIEWOver the past two decades, STRATA has maintained familiarity with industry standard design methodologies and regulatory requirements, including state agency requirements. They are particularly familiar with the Spokane Regional Stormwater Manual, and WSDOT and AASHTO pavement and geotechnical design methodologies. STRATA provides service on federally funded state and local transportation projects, making them familiar with Federal Highways regulations and design procedures. This familiarity is integral to responsiveness and provides value-added services.

STRATA has performed geotechnical evaluation and construction inspection and testing on many transportation projects throughout eastern Washington and northern Idaho, ranging from bridges to roadway widening projects. They have interacted with WSDOT officials and provided geotechnical deliverables referencing the WSDOT GDM requirements and Washington Standard Specifications, as well as various other agency-specific requirements.

STRATA has 35 employees in the State of Washington, with offices in Spokane, Tri-Cities, and Pullman, and 53 employees in Idaho. The Spokane office has seven employees who are WAQTC certified, including Jacob Westerman and Ryan Matteson who are included in this submittal.

PRIOR EXPERIENCE WORKING WITH RH2RH2 recently worked with STRATA on the Pangborn Memorial Airport Runway Extension project. Our team designed all of the utility and road relocations, and STRATA provided quality assurance testing on behalf of the Airport. The project took place from 2013 to 2016.

RH2 ENGINEERING 3


ORGANIZATIONAL CHARTThe chart below describes the organizational structure of the key personnel that are available to provide engineering services to the Washington State Department of Transportation.

ERIK HOWE, PEProject Manager

ANGI WALIGORSKI, PEProject Manager

DON POPOFF, PEProject Manager

RH2 PROJECT MANAGERS

JERRY ROSEBURG, PEPavement Design

OLGA MARTYUSHEVA, EITStaff Engineer

REBECCA MBWILO, PEProject Engineer

KYLE SMITH, PEProject Engineer

JENNIFER KENTStaff Engineer

MICHAEL VOTH, PEProject Engineer

DEVON PETIT, PEProject Engineer

CARRIE MAUSS, PEProject Engineer

RH2 TRANSPORTATION DESIGN

JON CONNER, PE, SEStructural Engineer

CLAYTON ANDERSON, PEElectrical Engineer

ALICIA PETTIBONEEnvironmental Scientist

RYAN PETERSON, PEWater Utility Engineer

ERIC SMITH, PESewer Utility Engineer

ANDY DUNN, LG, LHGHydrogeologist

DAN BURWELL, PEGeotechnical Engineer

STEVE NELSON, LG, LHG, LEGEngineering Geologist

RH2 DESIGN SUPPORT

STRATAMaterials Testing and Acceptance

SUBCONSULTANTS

RANDY ASPLUND, PEDirector (East Wenatchee)

DAN ERVIN, PEDirector (Bothell)

TONY PARDI, PE, PMPDirector (Bothell)

PAUL CROSS, PEDirector (Richland)

GEOFF DILLARD, PEDirector (Tacoma)

RH2 DIRECTORS

RICK BALLARD, PEDirector (Bothell)

RH2 ENGINEERING 4


AVAILABILITY TABLEWe have examined our key team members’ current and projected workloads, and established that we have the time and capacity to provide dedicated staff throughout your project. The table below identifies the hours of availability per month for each staff member.

KEY TEAM MEMBERS ROLE2017 2018

APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR

Erik Howe, PE Project Manager 74 112 120 115 127 128 127 128 128 147 148 140

Angi Waligorski, PE Project Manager 88 101 114 101 103 108 102 120 119 135 139 145

Don Popoff, PE Project Manager 109 118 125 124 125 139 138 142 142 157 160 160

Devon Petit, PE Project Engineer 63 61 64 45 104 106 112 114 113 147 148 158

Michael Voth, PE Project Engineer 0 0 101 91 88 91 79 96 93 152 155 154

Kyle Smith, PE Project Engineer 7 0 38 47 75 78 96 107 105 152 153 160

Jacob Westerman, MSI Construction Services Manager 0 80 80 80 80 80 80 80 80 80 80 80

Ryan Matteson Laboratory Coordinator 0 80 80 80 80 80 80 80 80 80 80 80

Total Hours Available Per Month 426 581 762 728 815 842 847 899 892 1,063 1,075 1,097

Note: This table shows our staff availability over the next 12 months, beyond which time our staff is currently 100% available.

RH2 ENGINEERING 5


RUNWAY EXTENSION (ROAD AND UTILITY SYSTEMS)CLIENT: PANGBORN MEMORIAL AIRPORTPangborn Memorial Airport recently undertook one of the largest capital improvement projects in its history. The project extended the primary runway to the northwest, allowing full payload flights to take off in the hot summer months. Improved navigational equipment was also installed to increase reliability of flights in the gloomy winter months. The extended runway required massive utility relocations, as well as the relocation of Douglas County’s only National Highway System (NHS) road facility, Grant Road. Grant Road is a four-lane principal arterial serving the airport and nearby industrial, agricultural, and residential areas.

As a subconsultant, RH2 completed the design of all the utility and road relocations. This project required substantial coordination with public and private stakeholders. Our project team worked closely with the prime consultant and agency staff to develop the design elements of the county road relocations, including stormwater, illumination, curb, gutter, sidewalk, and intersection channelization.

One of the most critical and challenging facilities to be relocated was a 36-inch irrigation main providing essential irrigation water for the Wenatchee Valley’s agriculture driven economy. The main is owned by the United States Bureau of Reclamation and operated by the Greater Wenatchee Irrigation District (GWID). The design, which included the use of 42-inch HDPE pipe, had to accommodate airfield needs, and the schedule required all work to be completed during the winter irrigation offseason. Other major utility work included relocating approximately 1 mile of East Wenatchee Water District water mains, Douglas County Sewer District gravity lines and force mains, and a Douglas County PUD dry utility, as well as Frontier Communications, Charter Communications, and GWID power facilities.

Aerial view of relocated NHS route, Grant Road and Union Avenue

KEY ELEMENTS99 Road Design and Construction

99 Large Diameter Irrigation System Relocation

99 Domestic Water System Relocation

99 Gravity and Force Main Sewer Relocation

99 Dry Utility Power and Communication System Relocation

PROJECT TEAMRandy Asplund, PEErik Howe, PEDevon Petit, PEMichael Voth, PE

CLIENT CONTACTTrent MoyersAirport Director509.884.2464

CONTRACT AMOUNT$1.2 million

COMPLETION DATE2016

RH2 ENGINEERING 6


CONCONULLY ROAD (SEVEN DEVILS SECTION)CLIENT: OKANOGAN COUNTYRH2 was selected to design the Conconully Road (Seven Devils Section) roadway reconstruction project. Okanogan County secured funding to provide a stable road base on this 2-mile section of Conconully Road, thereby eliminating spring weight restrictions. The project also provides for widening, guardrail, and minor improvements to horizontal and vertical alignment.

Okanogan County requested our team to provide alternatives for the roadway design. Cores of the existing roadway were taken and analyzed to better understand the structure of the road and determine if existing material could be used for design. The option selected allowed the County to reuse a substantial amount of the existing material on site and minimized the amount of material that would have to be hauled to this rural project site.

Another key element to this project is providing right-of-way plans. RH2 worked with Okanogan County and WSDOT Real Estate Services to produce right-of-way plans to WSDOT standards that facilitated the purchase of property for this project.

Conconully Road prior to construction

KEY ELEMENTS99 Right-of-Way Plans

99 Guardrail Additions

99 Alignment Improvements

PROJECT TEAMAngi Waligorski, PEJerry Roseburg, PE Erik Howe, PEDevon Petit, PEJennifer Kent

CLIENT CONTACTJosh Thomson County Engineer 509.422.7317

CONTRACT AMOUNT$152,000

COMPLETION DATE2016


RH2 ENGINEERING 7

WWTP UPGRADESCLIENT: CITY OF CASHMEREFacing increased environmental regulations, the City of Cashmere selected RH2 to evaluate options for upgrading or replacing Cashmere’s existing lagoon system Wastewater Treatment Plant (WWTP) and prepare a Facility Plan. A new WWTP was chosen as the preferred alternative and RH2 prepared preliminary and final designs. Additional services provided by RH2 include geological, permitting, bid process support, engineering support during construction, and control system integration and programming.

The treatment plant was designed for an average daily flow of 1.1 MGD and to meet the new total maximum daily limits for phosphorus discharged to the Wenatchee River. An activated sludge process configuration was utilized to achieve enhanced biological phosphorus removal. The activated sludge basin design was a modified form of the Bardenpho process and was selected with multiple anoxic and aerobic stages. The new WWTP also includes a headworks with screening and grit removal; 40-foot circular clarifiers; open channel UV disinfection; a dissolved air flotation unit for thickening; an aerobic digester; and a belt filter press for sludge handling. Construction of the WWTP was completed in the fall of 2014.

After construction, RH2 completed a preliminary design of a future tertiary treatment system at the WWTP to meet future requirements. RH2 and Cashmere piloted the desired manufacturer’s cloth media filtration system and then our team summarized the successful results of the pilot study in the 2015 WWTP Facility Plan Amendment. We completed the final design of the proposed filtration system for direct purchase of the equipment by Cashmere and portions of the improvements have been constructed. Since start-up, RH2 has provided WWTP on-call services and operations support, including system process refinement, laboratory data analysis, SCADA system updates, operational troubleshooting, and permit document assistance.

RH2 oversaw the planning, design, and construction of Cashmere's $20M WWTP.

KEY ELEMENTS99 Wastewater Treatment

99 Wastewater Pumping

99 SCADA

99 Programming

99 Geological Assessment

99 Environmental Assessment

99 Permitting

PROJECT TEAMRandy Asplund, PEDon Popoff, PEEric Smith, PEJon Conner, PE, SERyan Peterson, PE

CLIENT CONTACTRandy LowWastewater Operator509.782.3513

CONTRACT AMOUNT$4 million

COMPLETION DATE2015


RH2 ENGINEERING 8

SCORING CRITERIA 2: QUALIFICATIONS OF PROPOSED PROJECT MANAGER(S)

RH2 ENGINEERING

ERIK HOWE, PEPROJECT MANAGERErik is a senior transportation manager at RH2. His list of projects and experience is quite varied and includes signals, illumination, stormwater, roadway preservation and reconstruction, transportation planning, roundabouts, and public involvement.

Erik’s projects are often multi-faceted road reconstruction projects that involve right-of-way acquisition, public involvement, water, storm, power, communications infrastructure, landscaping, bike and pedestrian infrastructure, and environmental mitigation. He is experienced working with many state, federal, and private-public partnership funding sources. Erik spent the first 6 years of his career with WSDOT, and the past 11 years at RH2 working with both large and small municipal clients. He gained experience with the many WSDOT manuals and software tools, including Microstation, Primavera, and Ebase.

Erik has managed many federal and state funded projects. He has worked closely with WSDOT Local Programs staff and continues to utilize the Local Agency Guidelines Manuals to guide his clients through the federal process.

REPRESENTATIVE PROJECT EXPERIENCE• Runway Extension, Pangborn Memorial Airport

• Aplets Way Roundabout and Utility Improvements, City of Cashmere

• Valley Mall Parkway Preservation, City of East Wenatchee

• Transportation Comprehensive Plan, City of Cashmere

• South Chelan Avenue Sidewalks, City of Wenatchee

• Vantage Highway and Pfenning Road Signalization, City of Ellensburg

• Grant Road Relocation and Utilities, Pangborn Memorial Airport

• French Avenue Improvements City of East Wenatchee

• Railroad Avenue Improvements, City of Cashmere

• Mission Avenue Street Improvements, Phase 1 and II, City of Cashmere

• Bradley Street Improvements Phase I and II, City of Chelan

• Tigner Road Preservation, City of Cashmere

• Pioneer Avenue Preservation, City of Cashmere

• Eastmont Avenue Reconstruction and 8th Street Overlay, City of East Wenatchee

EDUCATIONBS Civil Engineering

University of Washington1999

LICENSES Washington State

Professional Engineer 41072 (2004)

AFFILIATIONSInstitute of

Transportation Engineers

EXPERIENCE17 years of experience

11 years at RH2

RH2 ENGINEERING 10


RUNWAY EXTENSION (ROAD AND UTILITY SYSTEMS)CLIENT: PANGBORN MEMORIAL AIRPORTPangborn Memorial Airport recently undertook one of the largest capital improvement projects in its history. The project extended the primary runway to the northwest, allowing full payload flights to take off in the hot summer months. Improved navigational equipment was also installed to increase reliability of flights in the gloomy winter months. The extended runway required massive utility relocations, as well as the relocation of Douglas County’s only National Highway System (NHS) road facility, Grant Road. Grant Road is a four-lane principal arterial serving the airport and nearby industrial, agricultural, and residential areas.

As a subconsultant, RH2 completed the design of all the utility and road relocations. This project required substantial coordination with public and private stakeholders. Our project team worked closely with the prime consultant and agency staff to develop the design elements of the county road relocations, including stormwater, illumination, curb, gutter, sidewalk, and intersection channelization.

One of the most critical and challenging facilities to be relocated was a 36-inch irrigation main providing essential irrigation water for the Wenatchee Valley’s agriculture driven economy. The main is owned by the United States Bureau of Reclamation and operated by the Greater Wenatchee Irrigation District (GWID). The design, which included the use of 42-inch HDPE pipe, had to accommodate airfield needs, and the schedule required all work to be completed during the winter irrigation offseason. Other major utility work included relocating approximately 1 mile of East Wenatchee Water District water mains, Douglas County Sewer District gravity lines and force mains, and a Douglas County PUD dry utility, as well as Frontier Communications, Charter Communications, and GWID power facilities.

Aerial view of relocated NHS route, Grant Road and Union Avenue

KEY ELEMENTS99 Road Design and Construction

99 Large Diameter Irrigation System Relocation

99 Domestic Water System Relocation

99 Gravity and Force Main Sewer Relocation

99 Dry Utility Power and Communication System Relocation

PROJECT MANAGERErik Howe, PE

PROJECT TEAMRandy Asplund, PEErik Howe, PEDevon Petit, PEMichael Voth, PE

CLIENT CONTACTTrent MoyersAirport Director509.884.2464

COMPLETION DATE2016

RH2 ENGINEERING 11


APLETS WAY ROUNDABOUTCLIENT: CITY OF CASHMERERH2 recently completed the City of Cashmere’s first roundabout. This effort had several unique design and construction considerations. The project was originally funded as a signalized intersection to improve the intersection of Aplets Way and Cottage Avenue. During the design analysis, RH2 developed alternatives for Cashmere and the public to consider. The existing intersection was a carryover from the original Highway 2 running through the heart of downtown Cashmere, where all approaches stopped for the west to south left turn movement. This created an unconventional intersection that often confused drivers.

After reviewing traffic counts, it was apparent that the west to south movement was no longer dominant to the other approaches. In fact, it was a nearly equal split amongst all approaches which is perfect for a roundabout. However, we needed a design that could fit within the existing intersection footprint due to the adjacent buildings. There is also major freight usage on this roadway that would be severely impacted if any movements through the intersection were impeded. The final solution was a fully mountable roundabout. After considering the data and reviewing the concept, Cashmere unanimously voted in favor of a mountable roundabout over all other options. This was certainly met with skepticism by some in the public. Cashmere felt that there was still enough support to move forward and constructed the roundabout in the fall of 2015.

After just a week of being open, several of those who were adamantly opposed to the roundabout have already seen the roundabout’s benefit to move traffic and complimented Cashmere and project team on the success of the project. Other project elements including water, sewer, pavement preservation, and ADA upgrades. This project was split into two phases to include a TIB funded portion and a federal STP funded portion.

Aerial photo of Cashmere's new mountable roundabout

KEY ELEMENTS99 Roundabout Design

99 Pedestrian Improvements

99 Stormwater Design

99 Public Involvement


PROJECT TEAMRandy Asplund, PEDevon Petit, PEMichael Voth, PEOlga Martyusheva, EITJennifer Kent

CLIENT CONTACTMark BotellloDirector of Building and Planning509.782.3513

COMPLETION DATE2015


RH2 ENGINEERING 12

VALLEY MALL PARKWAYCLIENT: CITY OF EAST WENATCHEEThe main arterial through East Wenatchee’s downtown core, Valley Mall Parkway, was badly in need of pavement preservation. With more than 11,000 vehicles per day using this road, careful consideration had to be given to minimizing impacts to both the traveling public and adjacent businesses.

Our team prepared the environmental documents as well as the plans specifications, and estimate to bid this 0.71-mile grind and overlay project. During the predesign phase, we assisted East Wenatchee with public coordination, including holding an open house council meeting to discuss the project with nearby property and business owners. RH2 presented preliminary channelization options during this meeting, to gain valuable insight from the public and local businesses.

ADA compliance was a key element in the design of this project. Most of the ramps needed to be brought up to current standards. Design challenges included existing utilities that could not be moved as well as steep grades coming into the intersection. RH2 prepared individual designs for each ramp to make sure each one would be ADA compliant. To prepare the roadway section design, roadway cores were taken at six locations along the project alignment so we could analyze the subsurface material, both visually and through gradation and plasticity testing. By evaluating the asphalt and surfacing in this way, we were able to maximize the pavement section while staying within the available budget for construction.

RH2 also provided construction contract administration services including conducting the pre-construction meeting, submittals review, preparing weekly statements of working days, reviewing pay estimates, and preparing as-constructed drawings.

Valley Mall Parkway after East Wenatchee's FHWA funded road preservation project

KEY ELEMENTS99 Roadway Design

99 Pavement Preservation/Overlay

99 Pedestrian Improvements

99 Public Involvement

99 Paving at Night


PROJECT TEAMRandy Asplund, PEDevon Petit, PEJerry Roseburg, PEJennifer Kent

CLIENT CONTACTGreg Pezoldt, PEPublic Works Director509.884.1829

COMPLETION DATE2016


RH2 ENGINEERING 13

ANGI WALIGORSKI, PEPROJECT MANAGERAngi is a senior transportation engineer with 20 years of experience managing a wide variety of roadway, signal, and stormwater projects. Her background with WSDOT for the first 5 years of her career provided a solid foundation of transportation experience that she continues to develop at RH2. She brings this experience to all project phases, including project definition, right-of-way acquisition, environmental permitting, design/PS&E preparation, public outreach, and construction contract administration and observation.

Angi has managed several federally funded projects, totaling more than $10 million of construction costs during her time at RH2. She worked closely with the WSDOT Local Programs office and uses the Local Agency Guidelines Manual and other available tools to help her clients navigate through the federal funding process. Angi has prepared more than 20 sets of plans, specifications, and estimates using guidance from various WSDOT manuals, including the Standard Specifications.

REPRESENTATIVE PROJECT EXPERIENCE• Conconully Road, Seven Devils Section, Okanogan County

• Squilchuck Outfall, Chelan County

• 3rd Street and Valley Mall Parkway Stormwater Retrofit, City of East Wenatchee

• McKittrick and Wenatchee Avenue Signal, City of Wenatchee

• West Cashmere Bridge Replacement, Trantech and Chelan County

• No. 1 Canyon Flood Control Basin, Chelan County

• Bull Road Utility Extension Project, City of Ellensburg

• 2016 Master Plan Update, Pangborn Memorial Airport and Mead and Hunt

• Kentucky View Lift Station Design - Phase 1 and 2, Douglas County Sewer District No. 1

• Water Street Extension Project, City of Ellensburg

• Lincoln Sidewalks, Town of Twisp

• Bradley South Sidewalks, City of Chelan

• Columbia Signal, City of Chelan

• Vanwell and 4th Street Improvements, Waste Management

• Bradley North Sidewalks, City of Chelan


EDUCATIONBS Mechanical

Engineering Washington State

University, 1997



CERTIFICATIONSDepartment of Ecology Erosion and Sediment

Control Lead


15 years at RH2

RH2 ENGINEERING 14

CONCONULLY ROAD (SEVEN DEVILS SECTION)CLIENT: OKANOGAN COUNTYRH2 was selected to design the Conconully Road (Seven Devils Section) roadway reconstruction project. Okanogan County secured funding to provide a stable road base on this 2-mile section of Conconully Road, thereby eliminating spring weight restrictions. The project also provides for widening, guardrail, and minor improvements to horizontal and vertical alignment.

Okanogan County requested our team to provide alternatives for the roadway design. Cores of the existing roadway were taken and analyzed to better understand the structure of the road and determine if existing material could be used for design. The option selected allowed the County to re-use a substantial amount of the existing material on site and minimized the amount of material that would have to be hauled to this rural project site.

Another key element to this project is providing right-of-way plans. RH2 worked with Okanogan County and WSDOT Real Estate Services to produce right-of-way plans to WSDOT standards that facilitated the purchase of property for this project.

Conconully Road prior to construction

KEY ELEMENTS99 Right-of-Way Plans

99 Guardrail Additions

99 Alignment Improvements

PROJECT MANAGERAngi Waligorski, PE

PROJECT TEAMAngi Waligorski, PEJerry Roseburg, PE Erik Howe, PEDevon Petit, PEJennifer Kent

CLIENT CONTACTJosh Thomson County Engineer 509.422.7317

COMPLETION DATE2016

RH2 ENGINEERING 15


SQUILCHUCK OUTFALL CLIENT: CHELAN COUNTY PUBLIC WORKS The Chelan County Squilchuck Outfall drains an approximately 100-acre basin in southern Wenatchee. Two trunk lines enter a 36-inch pipe that outfalls to Squilchuck Creek and eventually to the Columbia River. The stormwater that entered the creek is currently untreated. The County received an Ecology pre-design grant to explore low impact development techniques that would provide infiltration and treatment opportunities for untreated stormwater that entered the creek.

RH2’s goal in designing these facilities was to detain and infiltrate the 6-month, short-duration storm with overflow for larger events bypassed to the creek. We wanted to capture the first flush of these events, which holds the highest concentration of pollutants, including oil, grease, anti-icer, and sediment. The projects goals include improving water quality at the outfall and incorporating low impact development (LID) components in the design. RH2 preformed data collection, geotechnical investigation, and hydraulic modeling for the alternative analysis. Our team overcame many challenges in the design of this project, including establishing that larger flows would bypass the pre-treatment device, and addressing groundwater, which impacts the ability to infiltrate over the pipeline route.

Our proposed solution to navigate these challenges includes an infiltration pipe to allow smaller stormwater events to infiltrate, and a perforated bypass pipe that allows groundwater to enter the bypass and be redirected to the outfall. A Contech Vortechs unit was selected in the design to be used for pre-treatment prior to entering the infiltration pipe. The County is currently seeking construction funding. Once completed, the water in Squilchuck Creek will be much cleaner and serve as a healthy habitat for fish and wildlife.

Current outfall at Squilchuck Creek

KEY ELEMENTS99 Stormwater Design

99 LID Elements

99 Geotechnical Investigation

99 Stormwater Report

99 Hydraulic Modeling


PROJECT TEAMRandy Asplund, PEMichael Voth, PE Adam Neff, LGSteve Nelson, LG, LHG, LEG

CLIENT CONTACTJason DetamoreEnvironmental Coordinator509.667.6415

COMPLETION DATE2015


RH2 ENGINEERING 16

3RD STREET STORMWATER RETROFITCLIENT: CITY OF EAST WENATCHEEThe City of East Wenatchee was looking for opportunities to provide stormwater treatment within their Central Business District (CBD) for stormwater that would ultimately reach the Columbia River. Limited undeveloped land within the CBD along with high land values and an abundance of underground utilities made a system with a large footprint impractical. East Wenatchee and RH2 began to look at emerging technology for a way to treat their stormwater while minimizing impacts to the area. East Wenatchee applied for and received a Department of Ecology Stormwater Retrofit Grant.

While every effort was made to treat as much stormwater as possible, both East Wenatchee and Ecology recognized challenges within this tight corridor. Some locations identified for possible treatment during the application stage could not be retrofit because of limited hydraulic drop or piping configuration. In the end, the Department of Ecology approved RH2’s predesign report, concluding that the most cost effective solution was to treat stormwater in three locations using filtration.

Installation of a catch basin StormFilter

KEY ELEMENTS99 Stormwater Treatment

99 Department of Ecology Funding


PROJECT TEAMMichael Voth, PEJennifer Kent

CLIENT CONTACTGreg PezoldtPublic Works Director/City Engineer509.884.1829

COMPLETION DATE2015


RH2 ENGINEERING 17

DON POPOFF, PEPROJECT MANAGERDon has been working on public infrastructure projects in Central Washington for the past 15 years. He has a very broad understanding of public utilities including water, sewer, irrigation, and roadway systems. His experience with project management, public engagement, and construction management are an asset to any project. His experience working with multiple funding sources including federal, state, and local government agencies on large municipal projects provides a great benefit to steer clients successfully through their projects.

In the project manager role, Don’s personal attention to detail shines. He is very good at understanding a client’s needs, listens to the client, and most importantly, gets things done. Don is proud of the many projects he has had a hand in planning and designing in Central Washington. Bringing projects in on time and on budget without sacrificing quality is his best attribute.

REPRESENTATIVE PROJECT EXPERIENCE• Wastewater Treatment Facility Improvements, City of Cashmere

• No-See-Um Road Intersection, City of Chelan

• Bull Road Utility Extension Project, City of Ellensburg

• Second Avenue Reconstruction, Town of Twisp

• Vantage Highway and Pfenning Road Signalization, City of Ellensburg

• Lincoln Street Sidewalks, Town of Twisp

• Runway Extension, Pangborn Memorial Airport

• 2013 Overlays, Town of Twisp

• Walla Walla Avenue Improvements, City of Wenatchee

• 8th Street Sewer Extension, Douglas County Sewer District No. 1

• Glover Street Improvements, Town of Twisp

• Rock Island Road Improvement Project, City of East Wenatchee

• 2011 General Services, Douglas County Sewer District No. 1

• Kentucky View Lift Station, Phases 1 and 2, Douglas County Sewer District No. 1

• Canyon A Storm Drain System, City of East Wenatchee

• Second Avenue Water Man Replacement, Town of Twisp


EDUCATIONBS Mechanical

Engineering Michigan Technological

University, 1998



AFFILIATIONSAmerican Public

Works Association

American Water Works Association

PNWS Small Systems Chair


15 years at RH2

RH2 ENGINEERING 18

WWTP UPGRADESCLIENT: CITY OF CASHMEREFacing increased environmental regulations, the City of Cashmere selected RH2 to evaluate options for upgrading or replacing Cashmere’s existing lagoon system Wastewater Treatment Plant (WWTP) and prepare a Facility Plan. A new WWTP was chosen as the preferred alternative and RH2 prepared preliminary and final designs. Additional services provided by RH2 include geological, permitting, bid process support, engineering support during construction, and control system integration and programming.

The treatment plant was designed for an average daily flow of 1.1 MGD and to meet the new total maximum daily limits for phosphorus discharged to the Wenatchee River. An activated sludge process configuration was utilized to achieve enhanced biological phosphorus removal. The activated sludge basin design was a modified form of the Bardenpho process and was selected with multiple anoxic and aerobic stages. The new WWTP also includes a headworks with screening and grit removal; 40-foot circular clarifiers; open channel UV disinfection; a dissolved air flotation unit for thickening; an aerobic digester; and a belt filter press for sludge handling. Construction of the WWTP was completed in the fall of 2014.

After construction, RH2 completed a preliminary design of a future tertiary treatment system at the WWTP to meet future requirements. RH2 and Cashmere piloted the desired manufacturer’s cloth media filtration system and then our team summarized the successful results of the pilot study in the 2015 WWTP Facility Plan Amendment. We completed the final design of the proposed filtration system for direct purchase of the equipment by Cashmere and portions of the improvements have been constructed. Since start-up, RH2 has provided WWTP on-call services and operations support, including system process refinement, laboratory data analysis, SCADA system updates, operational troubleshooting, and permit document assistance.

RH2 oversaw the planning, design, and construction of Cashmere's $20M WWTP.

KEY ELEMENTS99 Wastewater Treatment

99 Wastewater Pumping

99 SCADA

99 Programming

99 Geological Assessment

99 Environmental Assessment

99 Permitting

PROJECT TEAMDon Popoff, PE

PROJECT TEAMRandy Asplund, PEEric Smith, PEJon Conner, PE, SERyan Peterson, PE

CLIENT CONTACTRandy LowWastewater Operator509.782.3513

COMPLETION DATE2015

RH2 ENGINEERING 19


BULL ROAD UTILITY EXTENSIONCLIENT: CITY OF ELLENSBURGThe City of Ellensburg is working to extend domestic water, sewer, natural gas, power, and telecommunications utilities for increased redundancy on Ellensburg’s South Eastern boundary, generally following Berry and Bull Roads. The proposed project is approximately 6,900 feet in length. Challenging Ellensburg in the middle of the project is a crossing of I-90, several fish bearing creek crossings, and local irrigation ditch crossings. Adding additional challenge, the groundwater in the area will likely come into play for construction of the utilities. We are currently monitoring groundwater conditions, and we have proposed several methods for crossing I-90. RH2 is providing design, coordination with agency’s for permitting, and development of the final plans for extending this critical infrastructure.

OPTION MATRIXBULL ROAD UTILITY EXTENSION

CITY OFELLENSBURG

RH2 ENGINEERING, INC.

East Wenatchee, WA

OPTION ATRENCHLESS CONSTRUCTION GRAVITY

OPTION CTHROUGH TUNNEL

OPTION DSAWCUT TUNNEL FLOOR

OPTION BTRENCHLESS CONSTRUCTION LIFT STATION

BULL ROADI-90 CROSSING OPTIONS MATRIX

Our team prepared succinct and detailed documentation of each proposed option for crossing I-90 to clearly show elevation changes so Ellensburg could easily compare the alternatives.

KEY ELEMENTS99 Utility Relocation and Design (Water, Sewer, Natural Gas, and Electrical)

99 Geotechnical

99 Trenchless Construction

99 Permitting

99 Stream Delineation

99 WSDOT Highway Crossing

PROJECT MANAGERDon Popoff, PE

PROJECT TEAMAngi Waligorski, PEMichael Voth, PEJennifer KentAlicia PettiboneSteve Nelson, LG, LHG, LEG

COMPLETION DATEIn progress


RH2 ENGINEERING 20

NO-SEE-UM ROAD INTERSECTIONCLIENT: CITY OF CHELANA new roundabout is being installed on SR 150 just inside the City of Chelan’s limits along the north shore of Lake Chelan. The roundabout is being designed by WSDOT to improve a non-standard intersection along the highway and to assist with accessing the developing Lord’s Acres area. Chelan, along with WSDOT and the Lake Chelan Reclamation District, requested that RH2 assist with utility relocation for the new transportation project. Ten feet of new fill has been designed along with significant re-alignments of roadways that affect the below-grade utilities, including gravity sewer, domestic water, power, and the high pressure dual sewer force mains from the Town of Manson.

We are providing a complete PS&E for inclusion into WSDOT’s plan set for construction of the utility improvements. Additionally, we are working with WSDOT to assist in construction staging of the utilities during the road reconstruction. These utility improvements are a key coordination piece for both the local agencies and state agencies on a very high profile and geographically significant project. Design includes 2,500 feet of water main design, 2,300 feet of dual sewage force main design, and 1,600 feet of gravity pipeline design.

Intersection realignment water plan

KEY ELEMENTS99 Utility Relocation

99 Water and Sewer Design

99 State and Local Funding

99 Multi-Agency Coordination

PROJECT MANAGERDon Popoff, PE

PROJECT TEAMRandy Asplund, PEMichael Voth, PERyan Peterson, PEJennifer KentOlga Martyusheva, EIT

CLIENT CONTACTKevin Waligorski, PEWSDOT Project Engineer509.667.2860

COMPLETION DATEIn progress


RH2 ENGINEERING 21

SCORING CRITERIA 3: KEY TEAM MEMBERS QUALIFICATIONS (PRIME AND SUBCONSULTANTS)

RH2 ENGINEERING


Washington State University, 2010

LICENSESWashington State



10 years at RH2

DEVON PETIT, PEPROJECT ENGINEERWorking from RH2’s East Wenatchee office, Devon has a wide range of civil engineering experience including 3D traffic signal design, site grading plans, water main replacements, and roadway reconstructions. He specializes in computer-aided design and drafting, and he is proficient in AutoCAD Civil 3D and works closely with project managers to produce clear and detailed drawings.

Having had many opportunities to field inspect projects he's designed through all stages of construction, he applies knowledge obtained in the field to his current design projects. This helps him prepare clear and understandable drawings, with field-proven, constructible solutions, ultimately giving our clients a more competitive bid.

REPRESENTATIVE PROJECT EXPERIENCE• Project Engineer: Runway Extension, Pangborn Memorial Airport,

2016 (Oversight: FAA Funded)

• Project Engineer: Aplets Way Roundabout, City of Cashmere, 2015 (Oversight: WSDOT, FHWA)

• Project Engineer: Concollully Road (Seven Devils Section), Okanogan County, 2016 (Oversight: WSDOT, FHWA)

• Project Engineer/Inspector: Eastmont Avenue Reconstruction, City of East Wenatchee, 2013 (Oversight: City, TIB)

• Project Engineer/Inspector: Sunset Highway Reconstruction Project, City of Cashmere, 2012 (Oversight: WSDOT, FHWA, City, TIB)

• Project Engineer/Inspector: Mission Avenue Improvements, City of Cashmere, 2012 (Oversight: City, TIB)

• Project Engineer: Bradley Street North and South Sidewalks, City of Chelan, 2013 (Oversight: WSDOT, FHWA, City)

• Project Engineer: Vantage Highway and Pfenning Road Signalization, City of Ellensburg, 2016 (Oversight: City, TIB)

• Project Engineer: Railroad Avenue Improvements, City of Cashmere, 2015 (Oversight: WSDOT, FHWA, City)

• Project Engineer: Worthen Street and Orondo Avenue Improvements, City of Wenatchee, 2012 (Oversight: City, TIB)

• Project Engineer: 66th Avenue East LID Improvements, City of Fife, in progress (Oversight: City)

• Project Engineer: McKittrick Street and Wenatchee Avenue Signal, City of Wenatchee, in progress (Oversight: WSDOT, FHWA, City)

RH2 ENGINEERING 23



Seattle University 2008



AFFILIATIONSAmerican Society of Civil Engineers


8 years at RH2

KYLE SMITH, PEPROJECT ENGINEERKyle is a project engineer at RH2’s Richland office. He has the necessary experience to see a project from inception to completion. During design, he proficiently uses two-dimensional and three-dimensional AutoCAD to create drawings that can be easily understood by clients. Kyle’s experience as a field engineer also helps him design plans that can be easily constructed by contractors. He has been involved in the design, inspection, and contract administration on projects that include large diameter pipelines, pump stations, reservoirs, and other large-scale infrastructure, including everything from 78-inch steel pipelines, rock blasting, and transportation facilities.

REPRESENTATIVE PROJECT EXPERIENCE• Construction Observation: Tulip Lane Park & Ride, Ben Franklin

Transit Authority, 2015 (Oversight: WSDOT, BFTA)

• Project Design Engineer/Construction Observation: Red Mountain South LID Irrigation Main Installation, Kennewick Irrigation District, 2013 (Oversight: WSDOT)

• Staff Design Engineer: Wanapum Maintenance Center–Water System Improvements, PUD No. 2 of Grant County, 2010 (Oversight: WSDOT)

• Staff Design Engineer: Enclosed Conduit System - Phase II, Sunnyside Division Board of Control, 2012 (Oversight: WSDOT)

• Staff Design Engineer: 2014 - 2018 On-call Services, Grant Public Utility District No. 2, in progress (Oversight: WSDOT)

• Project Engineer: Speedway/Beech Street Lift Station and Force Main Improvements, City of Yakima, in progress (Oversight: WSDOT)

RH2 ENGINEERING 24



Washington State University, 2010

LICENSESWashington State


CERTIFICATIONSDepartment of Ecology Erosion and Sediment

Control Lead


5 years at RH2

MICHAEL VOTH, PEPROJECT ENGINEERMichael specializes in transportation and utility design, and construction contract administration and observation. He also has experience performing geotechnical evaluations and retaining wall design and construction. Michael has prepared designs for roadways; pavement; walls; illumination systems; sidewalk; ADA facilities; and water, sewer, and storm drain utilities. His technical software capabilities include AutoCAD, Civil3D, Storm and Sanitary Analysis, and HydroCAD.

REPRESENTATIVE PROJECT EXPERIENCE• Project Engineer: Runway Extension, Pangborn Memorial Airport,

2016 (Oversight: FAA Funded)

• Project Engineer: No-See-Um Road Intersection, City of Chelan, 2017 (in progress), (Oversight: WSDOT)

• Project Engineer: Bull Road Utility Extension, City of Ellensburg, 2017 (in progress), (Oversight: WSDOT, Permitting)

• Project Engineer: Conconully Road (Seven Devils Section), Okanogan County, 2016 (Oversight: WSDOT, FHWA)

• Project Engineer: Eastmont Avenue Reconstruction, City of East Wenatchee, 2013 (Oversight: City, TIB)

• Project Engineer: H Street Downtown Revitalization Project, City of Blaine, 2013 (Oversight: WSDOT, FHWA, City)

• Project Engineer/Inspector: Vanwell Street and 4th Street SE Improvements, Waste Management, 2015 (Oversight: County)

• Project Engineer: West Cashmere Bridge Replacement Project (Chelan County), Trantech, in progress (Oversight: WSDOT, County)

• Project Engineer: Worthen Street and Orondo Avenue Improvements, City of Wenatchee, 2012 (Oversight: City, TIB)

• Project Engineer/Inspector: Tigner Road Overlay, City of Cashmere, 2013 (Oversight: WSDOT, FHWA, City)

• Project Engineer: Olds Station Sidewalk Project, Port of Chelan County, 2016 (Oversight: WSDOT, FHWA, Port)

• Project Engineer: SR 532 Flood Berm and Bike/Pedestrian Path, City of Stanwood, in progress (Oversight: WSDOT, City)

RH2 ENGINEERING 25


JACOB WESTERMAN, MSICONSTRUCTION SERVICES MANAGER/SPECIAL INSPECTORAt STRATA, Jacob’s responsibilities include oversight supervision of QC personnel, technical oversight of construction projects for compliance with contract documents, maintaining materials testing equipment and field staff needs, providing senior-level special inspection oversight, and organizing and staffing project needs on a daily basis.

REPRESENTATIVE PROJECT EXPERIENCE• Project Manager: Howard Street Bridge, City of Spokane, 2017

(in progress), (Oversight: WSDOT)

• Project Manager: South First Street (Rockford), J-U-B Engineers, 2016 (Oversight: WSDOT)

• Project Manager: Mt. Spokane Road Improvements, Washington State Parks, 2016 (Oversight: WSDOT)

• WAQTC Certification: Concrete Testing Technician, In-Place Density Testing Technician, Embankment and Base Testing, and Aggregate Testing Technician.

RYAN MATTESONLABORATORY COORDINATORRyan will oversee STRATA's laboratory testing management, review/publish laboratory test results, and provide direct laboratory testing support to the Project Manager and Project Engineer. Ryan has maintained accreditation through AASHTO, and ITD while participating in proficiency sample testing with AMRL and CCRL.

REPRESENTATIVE PROJECT EXPERIENCE• QC/Lab Testing: I-90 Adams County Line to Spokane County Line

Paving, Kerr Contractors, 2017 (in progress), (Oversight: WSDOT)

• Lab Testing: South First Street (Rockford), J-U-B Engineers, 2016, (Oversight: WSDOT)

• Lab Testing: Mt. Spokane Road Improvements, Washington State Parks, 2016 (Oversight: WSDOT)

• WAQTC Certification: Asphalt Testing Technician, Asphalt Testing Technician II, Aggregate Testing Technician, Concrete Field Testing Technician, Concrete Lab Testing Technician, Super Pave Field Technician (SPFT), Embankment & Base Testing Technician, and Superpave Mix Design Technician.

EDUCATIONLarson Inspection Training, Norwalk,

California


2 years at STRATA

EDUCATIONSpokane Community

College, General Studies


7 years at STRATA

RH2 ENGINEERING 26


RH2 ENGINEERING

SCORING CRITERIA 4: FIRM'S PROJECT MANAGEMENT SYSTEM (PRIME CONSULTANT ONLY)

PROJECT MANAGEMENT SYSTEMWe believe that our approach to project management is what makes RH2 so successful and efficient in delivering projects. We are deeply dedicated to assisting our clients with meeting their needs and goals, and establishing and growing long-lasting working relationships. We have found that everything else falls into place when this is at the forefront of our approach. Because RH2 understands the importance of putting the client first, our project managers make a point of including you every step of the way and are committed to meeting your expectations.

“In the inevitable case of conflict which comes with construction, RH2 is quick to offer solutions, keeping costs and delays at a minimum. Their construction drawings are among the most accurate, detailed, and easy to follow.”

~ Kurt Davis, Owner, J&K Earthworks LLC

Our project teams are structured to allow for efficiency in the workload, and cost-effectiveness for our clients. RH2’s project managers meet regularly to discuss project status updates, workload projections, and availability to assist or lead other efforts. This open channel of communication is our first step at determining a team that best suits a specific client’s needs. We want to give you a team that can be both available and flexible as the project progresses. Our project managers have, on average, 20 years of experience, and are experienced in all facets of the process, including contract administration, assisting with public relation strategies, and scheduling. They oversee all aspects, from the kick-off meeting through completion.

During the design phase, our project managers oversee a team of staff and project engineers

who complete the work. Each plan set is finally reviewed by a senior-level professional that is not personally involved in the project at hand, but who has years of experience successfully delivering similar projects. This neutral review allows for an outside perspective that can provide a fresh perspective, giving our staff engineers the opportunity to adjust or innovate on specific aspects of the design.

The benefits of this approach are twofold: having professionals with lower billing rates complete a bulk of the work, but submitting designs for review to our senior project managers gives our clients excellent, detailed plans at lower costs, saving room in the budget. On RH2’s end, this is a great way to further develop the skills of our staff engineers, giving them the confidence to move forward in their career and grow in their project management abilities.

Because RH2 stresses the importance of putting the client first, our project managers make a point of including you every step of the way and stressing the importance of your satisfaction. For us, projects are not an exclusive experience; our team includes you, your staff, key stakeholders, subconsultants, and our professionals. We approach these efforts as a collaboration, which, in turn, allows us to meet any specific requirements while addressing your needs and goals. All of this is facilitated by our effective project managers, who are here to assist you in successfully completing your project.

QUALITY ASSURANCE AND QUALITY CONTROLRH2 has developed a rigorous QA/QC process with design controls to check that the goals of the project’s quality plan are met. Our staff engineers draft their own designs, increasing efficiency and eliminating the potential for miscommunication between designer and drafter. We complete our designs in 3D AutoCAD, building an entire design in a single digital model, minimizing the potential

RH2 ENGINEERING 28


for conflicting utilities, equipment that will not fit, and discrepancies between plan sheets. Once the project parameters are set, we designate a staff member from each necessary discipline (e.g., electrical, mechanical, structural) to review plans for consistency, completeness, and quality.

This allows the project manager to focus on the project as a whole, making sure that all of the individual pieces work together cohesively. Before plans are finalized, an independent design review is performed by a senior in-house engineer who has relevant experience on projects with similar design elements, but who has not been directly involved in the project. From their neutral point of view, these reviewers are often able to suggest beneficial design alternatives and potential opportunities for cost savings while also checking for any missed logistical issues. RH2’s formal review process utilizes color coding to clearly communicate the status of revisions with both our clients and our team to check that all revisions are incorporated correctly before plans are finalized.

QUALITY FROM THE STARTRH2’s QA/QC program is integrated into every step of a project. RH2 staff engineers draft their own designs, eliminating miscommunication between designer and drafter. Designs are completed in Civil 3D, referencing an entire design on a single digital model, which minimizes the potential for conflicting utilities, equipment that will not fit, and discrepancies between plan sheets.

FOCUS ON QUALITYAs our next QA/QC measure, a staff member is assigned to each field (e.g., electrical, mechanical, structural) to review plans for consistency, completeness, and quality. The project manager is then able to focus on the effort as a whole, to make sure each piece works with the others. They are responsible for reviewing and evaluating completed work, interacting with the team on a daily basis, and communicating with our client to confirm the project is proceeding as desired.

QUALITY MANAGEMENTThe final aspect of RH2’s QA/QC program involves an independent project review by an in-house project manager who is not directly involved in the project, but has experience and knowledge of similar projects or design elements. Independent review offers a fresh perspective from someone who has not been working on the project on a day to day basis. An independent reviewer can also suggest alternatives and potential cost savings, while checking for any logistical issues that may have been overlooked.

PROVEN RESULTSOver the course of 39 years of experience, RH2’s QA/QC program has enabled our staff to consistently complete high-quality projects within budget and on schedule. These quality control methods, combined with our 3D designs, allow us to produce detailed construction documents with true cost-saving benefits. Because our drawings are presented in an easy-to-understand format, contractors fully comprehend project constraints and bid without adding contingency costs. When a contractor has a clear understanding of the project, they feel more confident submitting a lower bid as the risk to recover costs is lower.

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

1993-1994 1995-1999 2000-2005 2006-2010 2011- Present

Industry average based on multiple studies

RH2’s average change order percentage

RH2 has an excellent history of delivering projects on time and within budget. For example, we consistently deliver projects with change order rates of less than 2 percent on average.

RH2 ENGINEERING 29


COMMUNICATION APPROACHRH2 understands that effective communication planning is essential to the success of a project. We begin by identifying all stakeholders, establishing the degree of responsibility for each, and determining the level of detail and best method of information delivery for each. Regular performance reporting is included in the communication plan at intervals appropriate to the scope of the project, as needed. Status and progress updates can include performance reviews, variance analyses, and earned value analyses, as well as forecasting.

Our project team actively collaborates with operations, engineering, planning, and other City staff to establish and carry forward objectives for cost, schedule, equipment, and maintenance for our facility designs. We know how to strike a balance between our own independent design effort and coordination with our clients. We respect the opinion of O&M staff, and our facility designs reflect their preferences whenever possible. RH2 has and continues to establish relationships with our clients’ staff and value the new perspectives and historical insight into the system that these relationships afford us. This collaboration begins at project kickoff and does not end with the completion of the final plans and specifications; rather it is our goal to continue this collaboration well after the project is constructed and in service.

“The project drawings and specifications were well written and provided a complete design without ambiguity. This, coupled with their responsiveness and understanding of the construction process, limited change orders and created a relatively facile project.”

~ Joel Anderson, Vice President, Skaar Construction, Inc.

RH2 ENGINEERING 30
