2017 SR 305 Winslow Ferry to Hostmark Street Safety … · Civil Engineering Lacey (60): Transportation Planning and Design/Traffic Engineering/Public Outreach/Environmental/Land

Submitted to:[email protected]

STATEMENT OF QUALIFICATIONS | SEPTEMBER 28, 2017 | PACKET A

SR 305 Winslow Ferry to Hostmark Street Safety Improvements

Teaming Partners:Osborn Consulting, Inc.HWA Geosciences, Inc.

Saez Consulting Engineers, Inc.Northwest Heritage Consultants, LLC

PRR, Inc.Fehr & PeersSCJ Alliance

Art Anderson Associates

CRITERIA 1A AND 1B: FIRMS, AREAS OF EXPERTISE, AND LOCATIONSParametrix has assembled a team of well-regarded firms in support of WSDOT’s goals to successfully implement a performance-based process that addresses the needs and priorities for the SR 305 corridor. Using a collaborative approach with WSDOT, the community, and stakeholders, our team will deliver a successful project to all.

This Connecting Washington project is unique —$36 million was allocated to the corridor before specific projects were formally identified. The Parametrix team consists of all expertise needed to evaluate options and alternatives, develop implementable cost-effective solutions, and prepare effective contract documents for construction within the next two bienniums. Due to the wide range of specialized experience required, Parametrix has assembled a team with experience implementing multimodal solutions in similar corridors and a collection of lessons learned that will provide value to WSDOT.

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

Parametrix has seven offices located within Washington State and the Portland area. The

Bremerton, Seattle, and Puyallup locations function as one office, regularly sharing resources. This project will be managed from our Bremerton office which was established in 1978, and will be supported by staff, as necessary, from staff in our Seattle office (a short ferry ride away) and Puyallup office.

The following is a list of the firms on the Parametrix team, with a summary of the core expertise for each:

• Osborn Consulting (OCI): provides specific stormwater management expertise, ranging from sizing detention, infiltration, water quality treatment facilities, fish passage culverts, and low impact or green infrastructure facilities, to conveyance sizing, inlet spacing analysis, ditch analysis, and sag analysis. OCI is currently providing similar services on the I-5 Mounts Road to Thorne Lane Corridor Improvements project as part of the Parametrix team.

• HWA Geosciences (HWA): provides a full range of geotechnical and geoscience solutions to public agencies and engineering firms in the design and construction of transportation. HWA has over 30 years of experience working with WSDOT and over 10 years working with Parametrix.

• Saez Consulting Engineering (SCE): recently completed several WSDOT, County, and City projects successfully as a subconsultant, providing roadway and intersection design, along with hydraulics and drainage design for the SR 305 widening, intersection reconstruction, utility extensions, and drainage outfall to Puget Sound projects.

• Exceptional team with a wealth of experience delivering multimodal corridor projects for WSDOT and Local Agencies in Puget Sound

• Over 20 years of experience in the corridor involving projects from planning through construction

• Currently leading the SR 305 Needs and Opportunities Study for Kitsap Transit and working closely with Stakeholder groups to prioritize performance-based solutions in the corridor

• Local leadership and knowledge of the Peninsula coupled with proven outreach techniques and tools that inform, influence, and implement.

• A team that will achieve WSDOT's voluntary 26% MSVWBE goal

CRITERIA 4CRITERIA 3CRITERIA 2 CRITERIA 5 References 1

PACKET A | PROPOSAL | SR 305 WINSLOW FERRY TO HOSTMARK STREET SAFETY IMPROVEMENTS | WSDOT

CRITERIA 6CRITERIA 6CRITERIA 1

• Cultural Resource Consultants (CRC): offers services related to the identification, evaluation, and management of cultural resources. CRC has completed over 40 cultural and historic built environment technical studies in Kitsap County.

• PRR, Inc. (PRR): nationally recognized for generating consensus around challenging public issues. PRR is currently working on the SR 305 Corridor Study as part of the Parametrix team, so they are familiar with the local stakeholders, agencies, and advisory teams.

• Fehr & Peers (F&P): specializes in multimodal transportation planning and engineering services to a diverse mix of clients. As part of the Parametrix SR 305 Corridor Study team, F&P understands the transportation and multimodal challenges in this corridor.

• SCJ Alliance (SCJ): specializes in integrating transportation planning and design to create functional and efficient solutions through a collaborative process involving varied stakeholders including local agencies, WSDOT, FHWA, and development interests. SCJ is successfully working with Parametrix on WSDOT's I-5 Mounts Road to Thorne Lane Corridor Improvements project.

• Art Anderson Associates (AAA): provides multidisciplinary engineering from their Bremerton-based office specializing in full-service engineering design and construction management services. AAA is a veteran-owned firm.

EXHIBIT 1: TEAM EXPERTISE RELEVANT TO THIS PROJECT

LIST OF FIRMS, EXPERTISE, YEARS PROVIDING SERVICE, # WA EMPLOYEES, NATIONWIDE # EMPLOYEES MSVWBE PR

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PARAMETRIX ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 47 338 457OSBORN CONSULTING DBE, WBE ■ ■ ■ ■ ■ 13 26 26HWA GEOSCIENCES DBE, MWBE, SBE ■ ■ 40 28 28SAEZ ENGINEERING MBE ■ ■ ■ ■ ■ 12 14 14CULTURAL RESOURCE CONSULTANTS WBE ■ 16 7 7PRR DBE, WBE ■ 35 90 90FEHR & PEERS ■ ■ ■ ■ 32 21 228SCJ ALLIANCE ■ ■ ■ ■ ■ ■ ■ ■ 11 81 84ART ANDERSON VE ■ ■ ■ 60 60 60




EXHIBIT 2: EXPERTISE PROVIDED AT WASHINGTON STATE AND PORTLAND AREA OFFICES

FIRM OFFICE LOCATIONS (NUMBER OF STAFF) AND EXPERTISE

PARAMETRIX

Bremerton (14): Transportation Planning and Design/Surveying/Mapping/Right-of-Way/Stormwater Design/Project Management/Environmental Planning, Permitting and Compliance/Construction Management Seattle (98): Transportation Planning and Design/Bridge and Structures/Environmental Planning, Permitting, and Compliance/Stormwater Planning and Engineering/Parks and Recreation/Trails and Non-Motorized/Public Involvement/Landscape Architecture/Transit/Land Survey/Construction Management Puyallup (128): Transportation Planning and Design/Bridge and Structures/Water and Wastewater Planning and Design/Electrical and Controls/Stormwater Planning and Design/Land Use Planning/Parks and Recreation/Trails and Non-Motorized/Public Involvement/Construction Management/Land Survey Tacoma(14): Program Management/Construction Management/Owner’s Representative Services Spokane (48): Planning/Engineering/Land Survey/Construction Management/Landscape Architecture Pullman (8): Civil Engineering/Survey/Construction Management Portland (48): Environmental Planning, Permitting, and Compliance/Transportation Planning and Design/Water and Wastewater Planning and Design

OSBORN CONSULTING Seattle (5) and Bellevue (21): Transportation Drainage, TESC Plans

HWA GEOSCIENCES Bothell (28): Geotechnical Engineering/Pavement Engineering/Hydrogeology/Geoenvironmental/Construction Inspection/Materials Testing

SAEZ ENGINEERING Bainbridge Island (5), Seattle/Bellevue (9): Engineering: Utilities, Drainage, Transportation, General Infrastructure, and Surveying

CULTURAL RESOURCE CONSULTANTS

Seattle (7): Comprehensive Cultural Resource Consulting

PRR Seattle (79) and Portland, OR (1): Stakeholder Involvement and Public Engagement

FEHR & PEERSSeattle (19) and Portland, OR (2): Travel Behavior and Forecasting/Multimodal Operations and Simulation/ Transit Planning/Bicycle and Pedestrian Planning/Sustainable Transportation/Freight Systems and Airports/Integrated Land Use and Transportation Plans/Conceptual Street and Trail Design/Transportation Engineering and ITS Design

SCJ ALLIANCE

Ballard (3): Landscape ArchitectureCentralia (7): Transportation Planning and Design/Traffic Engineering/Public Outreach/Environmental/Land Use Planning/Landscape Architecture/Civil Engineering Lacey (60): Transportation Planning and Design/Traffic Engineering/Public Outreach/Environmental/Land Use Planning/Landscape Architecture/ Civil Engineering Seattle (4): Transportation Planning and Design/Traffic Engineering/Public Outreach/Environmental/Land Use Planning/Landscape Architecture/ Civil Engineering Vancouver (1): Transportation Planning/Traffic Engineering Wenatchee (6): Transportation Planning and Design/Traffic Engineering/Public Outreach/Environmental/Land Use Planning/Landscape Architecture/Civil Engineering Denver (3): Specialty Engineering/Structures

ART ANDERSON Bremerton (60): Civil and Structural Engineering




Team Organizational StructureEXHIBIT 3: ORGANIZATIONAL CHART

WSDOT

Steve Roark, PEMichele Britton, PE

Project ManagerRoger Mason, PE*

Principal-In-ChargeJohn Perlic, PE

Project Advisors and QA/QCSandy Glover, PE, PMPPatrick Forza, PE, PMP

Kirk Wilcox, PE (QA/QC)

Pre-Design PlanningAlex Atchison, PE*

Alternatives AnalysisAlex Atchison, PE

Traffi c AnalysisChristopher Grgich, PE, PTOE³

Transit PlanningChris Breiland, PE³ Non-Motorized IntegrationCurt Warber, PLA

Design ManagerKevin House, PE*

Roadway and IntersectionMallory Wilde, PEBasis of DesignLisa Reid, PE, PMP, STP, ENV SP⁸

UtilitiesJamie Saez, PE ⁷

GeotechnicalDonald Huling, PE⁴

Right-of-WayBob Pusey, PLSStormwaterLaurie Thomsen, PE⁵

Community EngagementMark Yand, PE*

Stakeholder Working GroupPerry Shea, PE⁸

Public OutreachBrett Houghton ⁶

Support ResourcesSurvey/MappingBob Pusey, PLS

StructuresJoe Merth, PE

InRoads Eddie Soto

CulturalMargaret Berger²

Civil EngineeringPatrick Vasicek¹

Cost EstimatingMallory Wilde, PE

Signals and LightingChuck Schott, PE, PTOEConstruction Administration and SupportTammy Seymour

EnvironmentalJenifer Young*

PermittingKatheryn Seckel

Mitigation PlansBenn Burke

Fish Passage/CulvertsBenn Burke

1 - Art Anderson2 - Cultural Resource Consultants 3 - Fehr & Peers4- HWA Geosciences 5 - Osborn Consultants6 - PRR7- Saez Consulti ng Engineers8 - SCJ Alliance

*Key Staff




CRITERIA 1C: SUBCONSULTANT EXPERIENCE WITH PARAMETRIXEXHIBIT 4: SUBCONSULTANT EXPERIENCE WITH PARAMETRIX

SUBCONSULTANT FIRMPROJECT EXPERIENCE WORKING

WITH PARAMETRIX ROLES ON THIS PROJECT DATES OF SERVICE SERVICES PROVIDED

OSBORN CONSULTINGWSDOT, I-5 Mounts Road to Thorne Lane Corridor Improvements, Pierce County, WA

Osborn Consulting: Stormwater Lead

Parametrix: Prime2016 – 2017

Preliminary design for stormwater treatment, infiltration, and low impact development facilities; final PS&E early release package; preparation of hydraulic reports; final hydraulic RFP section

HWA GEOSCIENCES Duvall Avenue (10th to Sunset Boulevard), City of Duvall, WA

HWA: Geotechnical Engineering, Materials Testing, Pavement Engineering, Field Services

Parametrix: Prime

2016Geotechnical engineering, materials testing, pavement engineering, and field services

SAEZ ENGINEERING Duthie Hill Park Parking Facility for King County Parks

Saez Engineering: Engineer of Record

Parametrix: Construction Manager2013 – 2014

Design engineer of record and surveyor; provided construction administration support to Parametrix during the construction management phase of the project

CULTURAL RESOURCE CONSULTANTS

Resources Overview for the SR 305 Needs and Opportunities Study, Kitsap County, WA

CRC: Cultural Resource Management

Parametrix: Prime2004 – 2017 Cultural resource consulting

PRR SR 305 Corridor StudyPRR: Public Engagement Lead

Parametrix: Prime

March 2017 – Present

Public engagement, applying WSDOT’s Practical Design guidelines

FEHR & PEERS SR 305 Corridor StudyFehr & Peers: Transportation Planning and Engineering

Parametrix: Prime2017 – Present Transportation planning and engineering

SCJ ALLIANCE I-5 Mounts Road to Thorne Lane (JBLM)

SCJ: Interchange Design; Roundabout Design; Stakeholder Outreach; Traffic Analysis; Practical Design Documentation and Design Approval; Preliminary and Final PS&E; Plans for Approval

Parametrix: Prime

2010 – Present

Interchange design; roundabout design; stakeholder outreach; traffic analysis; practical design documentation and design approval; preliminary and final PS&E; plans for approval

ART ANDERSON ASSOCIATES Strategic Weapons Facility – Pacific Road Analysis Support

AAA: Prime

Parametrix: Land Surveying2014

AAA: roadway condition assessment

Parametrix: LIDAR scanning




CRITERIA 1D: AVAILABILITY OF KEY STAFFOur team is committed and available as needed to meet the needs of WSDOT throughout the duration of the project. We will provide the key staff and scale the team as needed to meet budget and schedule requirements. Exhibit 5 presents our key staff’s availability per month in hours.

EXHIBIT 5: AVAILABILITY OF TEAM MEMBERS IN HOURS PER MONTH SHOWN QUARTERLY

2017 2018 2019 2020

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

KEY TEAM MEMBER AND ROLE

Roger Mason, PE Project Manager 100 100 100 100 100 100 100 100 100 100 100 100 100

Alex Atchison, PE Pre-Design Planning 70 70 80 80 80 80 80 80 80 80 80 80 80

Kevin House, PE Design Lead 70 80 80 80 100 100 100 100 100 100 100 100 100

Mark Yand, PE Outreach Lead 70 70 70 80 80 80 80 80 80 80 80 80 80

Jenifer Young Environmental Lead 60 80 80 80 80 80 80 80 80 80 80 80 80

ADDITIONAL TEAM MEMBERS AND ROLES

Chris Brieland, PE Transit Planning 40 40 40 40 20 20 20 20 20 20 20 20 20

Benn Burke Mitigation Plans/Fish Passage 40 40 60 60 60 60 60 60 60 60 60 60 60

Patrick Forza, PE, PMP Advisor - 8 8 8 8 8 8 8 8 8 8 8 8

Sandy Glover, PE, PMP Advisor 40 40 40 30 30 30 30 30 30 30 30 30 30

Chris Grgich, PE, PTOE Traffic Analysis 40 40 40 60 60 60 60 60 60 60 60 60 60

Brett Houghton Public Outreach 40 40 40 40 40 40 60 60 60 80 80 80 80

Donald Huling, PE Geotechnical 80 80 80 80 80 80 80 80 80 80 80 80 80

Bob Pusey, PLS Right-of-Way / Survey / Mapping 40 80 80 80 40 20 20 20 80 80 80 40 20

Lisa Reid, PE, PMP, STP, ENV SP Intersection Design 100 100 100 100 100 100 100 100 100 100 100 100 100

Jamie Saez, PE Utilities 80 80 80 80 80 80 80 80 80 80 80 80 80

Katherine Seckel Permitting 20 20 40 40 40 40 40 40 40 40 40 40 40

Perry Shea, PE Stakeholder Involvement 24 24 24 32 32 32 32 32 32 40 40 40 40

Laurie Thomsen, PE Stormwater 50 50 50 50 50 50 50 50 50 50 50 50 50

Curt Warber, PLA Non Motorized Integration 60 60 60 60 60 60 60 60 60 60 60 60 60

Kirk Wilcox, PE QA/QC Oversight - 8 8 8 8 8 8 8 8 8 8 8 8

Mallory Wilde, PE Roadway Design 40 96 96 96 96 128 128 128 128 128 128 128 128




Parametrix is leading the effort with elected officials, local agency staff, and the project working groups to prioritize the list of potential corridor strategies and solutions. Parametrix has developed corridor-specific tools to provide a corridor-wide comparison of the performance of different strategies from least cost to highest cost solutions. This comparison allows decision makers to quickly identify low cost, practical solutions that achieve the desired performance standards and meet the project needs. An understanding of these tradeoffs and the context of the corridor needs provides decision makers with the information needed to balance system performance tradeoffs with the competing priorities in the corridor. This effort includes reviewing and consolidating public comments; understanding the base conditions including traffic volumes, queues, signal operations, and level of service; and understanding accident types and locations. This study will inform WSDOT’s effort on SR 305 for corridor mobility and safety improvements as part of the Connecting Washington funding package.

EXAMPLE: SR 305 CORRIDOR REPORT CARDEXAMPLE PERFORMANCE BASED REPORT CARD

$ < $250,000

$ $ $250,000 - $500,000

$ $ $ $500,000 - $1M

$ $ $ $ $1M - $5M

$ $ $ $ $ >$5M

Cost

TDM strategies * varies ● ● ○ ○ ○Optimize signal timing/phasing $ ● ● ○ ◓ ○Adaptive Traffic management system $ $ ◓ ◓ ○ ◓ ○1) Add signals at Masi driveway and Totten Road2)New roadway connection from SR 305/Masi to Sandy Hook 3) RIRO at Sandy Hook

$ $ $ $ ● ● ● ● ◔

Johnson Road project $ $ $ $ ◓ ◓ ● ● ●

Non motorized

Environmental Benefits

SECTION 3 (2036): Specific Strategies Congestion Transit Access Safety

RELEVANCE TO THIS PROJECT:

• Understanding of the SR 305 corridor needs, challenges, and issues• Experience working with the SR 305 working groups, local agencies,

and corridor communities• Understanding of public and stakeholder priorities and input

1E. PROJECTS IN THE LAST THREE YEARSIn addition to the projects provided in detail below, Parametrix has local, recent, and relevant experience with projects both located on the peninsula and with WSDOT:

• Silverdale Transportation Implementation Strategy: planning project included working with Kitsap County to evaluate practical solutions and implementation strategy for short- and long-term improvements in the Silverdale area.

• Knoll Road Improvements Project at SR 305 – City of Poulsbo: prepared the preliminary design for intersection alternatives analysis for this project which resulted in a roundabout solution that included extensive coordination and collaboration with the community and WSDOT.

• I-5 Mounts Road to Thorne Lane (JBLM): this was an early start-up project satisfying Connecting Washington funding constraints and advancing the project to construction. To improve roadway safety in the Blyn area, we designed the Chicken Coop Road-Zaccardo Realignment improvements for the Jamestown S'Klallam Tribe. This project combined two sub-standard intersections into one safer intersection with US 101.

SR 305 Needs and Opportunities | Client: Kitsap TransitParametrix is conducting a performance-based, least-cost solutions process looking at the needs of the SR 305 corridor identified by the public, local agencies, and elected officials. A key outcome of the study is a performance-based report card that summarizes how different solutions perform against predetermined performance targets for each need. The performance metrics include auto and transit travel time, person delay, side street delay, and the reduction in accidents. Solutions identified by the public and project working groups include transportation demand management, intersection improvements, added lane capacity, access control, transit priority treatments, bus stop improvements, and improved connections to bike and pedestrian facilities and trails.




• Application of WSDOT’s Practical Design Process to the SR 305 corridor needs

• Continuity with on-going and past studies and work in the SR 305 corridor

• Consistent teaming partners: Parametrix, PRR, Fehr & Peers

DATES WORK PERFORMED: 2017 – Present APPROX. AMOUNT RECEIVED FOR WORK: $200,000 (Contracted Fee)

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 — 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 in 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. AMOUNT RECEIVED FOR WORK: $459,000

West Olympia Access Study | Client: WSDOTThe West Olympia Access Study was a joint project sponsored by WSDOT’s Olympic Region Headquarters office and the City of Olympia. WSDOT and the City of Olympia were co-lead agencies on the project, and partnered with the Thurston Regional Planning Council (TRPC). Parametrix conducted technical traffic analysis work and assisted with the alternatives screening process to select a preferred alternative. The study was conducted to identify future transportation system improvements on both the freeway and local street network to accommodate anticipated future growth in West Olympia. The purpose of the project was to evaluate current and future mobility concerns and to identify a strategy for improving access and circulation.

During the study process, the project team identified a range of multimodal transportation improvement options through input from the project team, stakeholders, and the public. The Interchange Justification Report (IJR) and technical studies for US 101 between the interchanges with I-5 and Evergreen Parkway included the preparation of a corridor-level IJR, NEPA, and SEPA environmental documentation; conceptual and preliminary design of the new interchanges at Kaiser Road and Yauger Way; and public outreach and communication work. The project addressed the current conditions and future needs and environmental impacts associated with enhancing traffic operations, safety, and efficiency along the US 101 mainline in the vicinity of the US 101/Black Lake Boulevard Interchange.

RELEVANCE TO THIS PROJECT:

• Practical design evaluation identified new alternative that reduced project cost by 50%




• IJR with FHWA and WSDOT oversight, environmental documentation, and preliminary design of roadway and intersection improvements

• Parametrix/SCJ Alliance team

DATES WORK PERFORMED: 2014 – 2017 APPROX. AMOUNT RECEIVED FOR WORK: $810,277

CRITERIA 2: QUALIFICATIONS OF PROPOSED PROJECT MANAGERSStrategic leadership and innovation through implementation are critical for success, and Roger Mason brings these strengths and qualities from his proven experience leading and delivering complex transportation projects that include high stakeholder involvement in the Puget Sound region. Choosing the right project manager for the SR 305 Winslow Ferry to Hostmark Street Safety Improvements is extremely important for a successful design development and construction experience. This project will be highly visible and the design and communication complexities of this project require a seasoned project manager who understands both the technical and organizational challenges that come with delivering this unique Connecting Washington project(s).

ROGER MASON, PE | Project Manager

35 YEARS OF EXPERIENCE .5 YEARS WITH PARAMETRIX PROFESSIONAL ENGINEER – WA #29687

Roger is a senior project manager with 30 years of experience delivering some of the region’s most complex projects for WSDOT and local agencies. He has led multi-discipline teams involving local, state, and federal officials through all project phases:

planning, environmental alternatives analysis, right-of-way, design, and construction. He managed the delivery of the $150 million Mercer East Corridor Project from planning, environmental, final

design, through services during construction. He managed the design development, preparation of construction documents, and construction management for Newcastle’s $40 million Coal Creek Parkway, and delivered it on time and within budget. He managed the environmental, design development, and construction management for Auburn’s $23 million, M Street Grade Separation project. Beyond project management acumen, Roger brings the latest ideas in emerging technology to his projects. For the Mercer Corridor Project, the emerging technologies included developing a facility that altered travel patterns, and pushed the boundaries on sustainability, multimodalism, and context sensitive design. The following are recent project examples that demonstrate his exceptional qualifications as a project manager on similar projects.

2A. Project Experience

SR 518 INTERCHANGE AT DES MOINES MEMORIAL DRIVE | Des Moines, WA | December 2013 – January 2017 | City of BurienRoger managed this $14 million federally funded improvement project, which adds an eastbound off-ramp from SR 518 to Des Moines Memorial Drive, and supports the City’s economic development goals for SeaTac Airport’s North End Redevelopment Area (NERA) by providing access to undeveloped parcels. Roger led the team from preliminary concept through design development and documentation and PS&E. He took active leadership in preparing and coordinating the interstate justification report (IJR) with WSDOT and secured all WSDOT design approvals. The SR 518 Interchange project began construction this spring (2017) and is one of the first Connection Washington projects to be delivered through WSDOT’s new Practical Design Process. The team prepared and documented a detailed Practical Design Analysis, which involved evaluating interchange spacing, geometrics, lane and shoulder widths, and an IHSDM Safety analysis to determine the benefit of a reduced footprint. Work on the project included realignment of the eastbound SR 518 on ramp developed by WSDOT in the 2010 Route Development Plan and PS&E for the new ramp. The project includes a new bridge over 8th Street SE, significant retaining




walls, and minimizing the right-of-way impacts on contaminated soils. The project supports desired increased development within the NERA and sustainable and low impact drainage solutions. Bridge design involved WSDOT Bridge Office coordination and approval. The phased implementation of the interchange also required WSDOT approval.

MERCER EAST CORRIDOR IMPROVEMENTS | Seattle, WA | 2004 – January 2014 | Seattle Department of TransportationRoger led a large multi-discipline design team of eight subconsultant firms through design development and approval of this $150 million project. The project serves as a regional corridor (NHS route) to provide access from I-5 to the Seattle Center and South Lake Union area, where major public and private investment in redevelopment is bustling. He implemented a process with stakeholders, neighborhood groups, and SDOT to develop two alternatives with corridor objectives and measures to aid in comparing alternatives. Roger managed delivery of this Context Sensitive Design process that led to a preferred alternative in 10 months. He led a multi-discipline team through successful completion of a NEPA EA/FONSI; and the preparation of a 600-drawing bid document (PS&E). He also coordinated a broad range of topics with City agencies including Parks, Seattle Public Utilities, and Seattle City Light; transit agencies; WSDOT; King County Metro trolleybuses and Seattle Streetcar; and property and business owners. The team coordinated with WSDOT and FHWA to obtain design approvals regarding the I-5 ramps and termini along with limited access at Mercer Street. The team worked closely with adjacent property owners, who were undergoing redevelopment along the corridor, to ensure access, circulation, and constructability, and minimize disruption. Roger also assisted the City with securing a $30 million TIGER grant, which required advancing the design to get the project “shovel ready” to meet grant requirements. This was the first TIGER-grant funded project in the country to begin construction.

CONNECTING 28TH/24TH AVENUE SOUTH | SeaTac, WA | 2012 – 2017 | City of SeaTacRoger managed this $24 million federally funded multi-agency project, which completes a key north-south corridor and supports economic development by providing access to large undeveloped parcels, south access to Sea-Tac Airport, and access to the new Angle Lake Light Rail Station. The project also involves construction of a WSDOT bridge and tunnel for the future SR 509/28th Avenue Interchange. Roger’s leadership helped save the City more than $7 million: $2 million as a result of developing an early earthwork contract to import 218,000 cubic yards of embankment, and another $5 million by negotiating with WSDOT and legislative leadership to fund the 28th Avenue Bridge/SR 509 undercrossing and tunnel and include in the construction of the 28th/24th project. The team worked with WSDOT using practical design to optimize the SR 509 undercrossing bridge and tunnel, incorporating these elements into the City’s project for early construction. Roger coordinated with adjacent commercial property owners and developers, including SeaTac Airport, Alaska Airlines, the Federal Detention Center, and private developers; prepared a NEPA Documented Categorical Exclusion (DCE); and provided WSDOT fast-track bridge and tunnel design, with approval in six months. Roger supported the City in negotiations with Sound Transit to communicate the traffic mitigation benefits of the project for the proposed Angle Lake Station—which resulted in $3.5 million of funding support from Sound Transit. Roger also helped develop agreements with WSDOT and FHWA to develop a forward compatible design with SR 509, which resulted in securing Connecting Washington funding for construction. He also supported the preparation of a successful TIB grant application based on TIB’s new Growth and Development Criteria, which resulted in an award of $6.6 million—the highest award in the state for that year.




2B. Familiarity with State and Federal Regulations and Procedures Exhibit 6 indicates Roger’s experience and familiarity with relevant state and federal regulations and procedures including Practical Design and performance-based alternative analysis on his past projects.

EXHIBIT 6: PROJECT MANAGER EXPERIENCE WITH STATE AND FEDERAL REGULATIONS AND PROCEDURES

WSDOT AND PUBLIC AGENCY REGULATIONS AND PROCEDURES

Project Manager's Familiarity with State and Federal Regulations/Procedures

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WSDOT Design Manual ■ ■ ■ ■ ■ ■ ■WSDOT Standard Plans ■ ■ ■ ■ ■ ■ ■WSDOT Plans Preparation Manual ■ ■ ■ ■ ■ ■ ■WSDOT Traffic Manual ■ ■ ■ ■ ■ ■ ■WA State Local Agencies Guidelines ■ ■ ■ ■ ■ ■ ■

WSDOT Traffic Forecasting Guide ■ ■ ■ ■ ■ ■ ■

WA State Growth Management Act (Ch 36.70A RCW) ■ ■ ■ ■ ■ ■WA State Environmental Policy Act ■ ■ ■ ■ ■ ■ ■ADA Accessibility Guidelines ■ ■ ■ ■ ■ ■ ■Practical Design and Performance-Based Solutions ■ ■ ■

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AASHTO Geometric Design of Highways/Streets ■ ■ ■ ■ ■ ■ ■FHWA Manual of Uniform Traffic Control Devices ■ ■ ■ ■ ■ ■ ■AASHTO Guide for High Occupancy Vehicle Facilities ■ ■ ■ ■ ■ ■ ■TRB Highway Capacity Manual ■ ■ ■ ■ ■ ■ ■AASHTO Highway Safety Manual ■ ■ ■ ■ ■ ■ ■National Environmental Policy Act ■ ■ ■ ■ ■ ■ ■




2C. Management of Schedule, Scope Creep, Budget, and Changes Roger’s 30-year career has focused on helping local agencies and WSDOT work together to deliver some of the most complex and dynamic projects in the Seattle area. These projects have pioneered innovative and sustainable solutions and—most importantly—been successfully implemented and constructed.

Roger's recent experience on SR 518 Interchange, Mercer East Corridor Improvements, and Connecting 28th/24th Avenue demonstrate his ability to manage schedule, scope creep, and budget within a project.

Project Scope, Schedule and Budget Changes That Arise Throughout the Life of the ProjectM Street SE Grade Separation: Roger mobilized a multi-disciplined team to prepare a Design Report that provided sufficient engineering to support the preferred alternative, costs, environmental requirements, funding sources, and schedule. He demobilized the team for an extended hold while awaiting funding, and then Roger led the negotiation of scope and budget for the PS&E and right-of-way phase. He worked closely with the client to monitor and communicate progress, anticipate change and any budget issues, and ultimately completed a highly successful project on time and within budget. Midway through the design, King County Wastewater determined they were unable to design a sewer bypass in time to meet the schedule, so the City and King County asked to be added to the scope and budget which was accommodated via contract amendment.

Mercer Corridor Improvements: Roger led this project through every phase – from the NEPA/EA through Construction Support services, which involved several contract amendments to add work, exchange work, and delete work that was not required. Through the use of PDS fundamentals, project controls tools, and rigorous attention to progress toward deliverables and estimate to complete, Roger was very

successful managing to the scope and budget. Work was organized and assigned such that task leads had clear ownership of their scope and budget.

Connecting 28th/24th Avenue South: This dynamic project involved adding a bridge and tunnel after 60% design to take advantage of funding that came available due to the Connecting Washington program that was approved by the legislature in 2015. Roger worked closely with the City and WSDOT to develop a schedule and budget to successfully implement these changes. Later in the project, toward 90% design, there was an unexpected turnover in City staff leadership involving the City Council, City Manager, Public Works Director, and City Engineer. These vacancies had the potential to place the project at risk of delay or worse. Roger worked closely with the City PM to reconfirm priorities and adjust the schedule as needed based on the situation. Ultimately, the vacancies were filled and the project has now advanced to construction.

Working with Diverse Technical Advisory Teams and Executive Stakeholder Groups to Facilitate Robust Community Engagement and Pre-Design Decision-MakingM Street SE Grade Separation: Roger worked closely with City leadership to develop and successfully implement a multi-agency funding strategy involving BNSF, Ports of Seattle and Tacoma, Transportation Improvement Board, King County, Freight Mobility Board, and Public Works Board. This $23 million CIP project was the largest in Auburn's history. The project was fully funded and constructed on time and within budget.

Mercer Corridor Improvements: Roger worked closely with City leadership to develop and successfully implement a comprehensive outreach plan in support of the preferred alternative to convert the Mercer/Valley one-way couplet to a two-way operation in South Lake Union. The “Mercer Corridor Stakeholder Group” included the Mayor, business and community leaders, special interests, and residents – all of whom later unanimously signed a letter of support for the project. This




was instrumental in moving the project forward, achieving NEPA EA/FONSI approval, and later securing critical funding for the advancement and construction of the project

Connecting 28th/24th Avenue South: Roger worked closely with the City of SeaTac and WSDOT to develop a funding strategy to incorporate the future SR 509 underpass bridge and South Access Ramp Tunnel into the City’s upcoming construction project. He developed cost estimates, fact sheets, and information for elected officials, WSDOT, and FHWA to communicate the benefits of building the bridge now, and not later, as a part of SR 509. Unanimous support was received from all stakeholders, including the legislature, and $4 million funding was provided as part of the Connecting Washington program. An accelerated bridge and tunnel design was delivered and a construction contract awarded in May 2016.

2D. Professional Licenses/AccreditationsRegistered Professional Engineer, Washington, 1993, #29687

CRITERIA 3: KEY TEAM MEMBERS QUALIFICATIONS 3A. Key Team Member Roles and Responsibilities

ALEX ATCHISON | Pre-Design Planning Lead

19 YEARS OF EXPERIENCE BS, CIVIL ENGINEERING PROFESSIONAL ENGINEER – WA #42582

Alex is an experienced transportation planner and engineer. She has worked on a wide range of transportation planning projects including traffic operations analysis, transit planning studies, corridor studies, municipal and private development projects, parking studies, and

environmental assessments, NEPA/SEPA EIS projects. She is adept at building client relationships, fostering collaboration and accountability, and communicating effectively with her team and project stakeholders.

SR 305 NEEDS AND OPPORTUNITIES STUDY | Silverdale, WA | 2016 – Present | Kitsap TransitParametrix is working to identify, analyze, and prioritize needs and alternative solutions for the SR 305 corridor from the Bainbridge Ferry Terminal to SR 3. This effort includes reviewing and consolidating public comments and understanding the base traffic and safety conditions. Alex is the lead transportation planner for this project, working closely with stakeholders on the screening process, identifying proposed alternative solution sets to address the needs, defining performance metrics, and prioritizing the solution sets based on needs identified by the stakeholders. This study will inform WSDOT’s effort on SR 305 for corridor mobility and safety improvements as part of the Connecting Washington funding package.

CRITERIA 4CRITERIA 1 CRITERIA 2 CRITERIA 5 References 13



SILVERDALE TRANSPORTATION IMPLEMENTATION STRATEGY | Silverdale, WA | 2016 – Present | Kitsap CountyAlex is the lead transportation planner for this technical analysis project that will lead to a prioritized transportation implementation strategy in Silverdale. Her role includes systems planning, prioritization, and implementation. This project is on an accelerated schedule and Parametrix is on track to meet project milestones and completion date.

2015 ON-CALL ENGINEERING SERVICES | Bremerton, WA | 2015 – 2016 | City of BremertonAs part of this on-call project, Alex led the analysis to evaluate signal timings and traffic operations at various intersections within the city. Based on results of this analysis, she made recommendations to improve safety, access, level of service, and vehicle queuing issues.

Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Tradeoffs and WSDOT/Public Agency Regulations/ProceduresAs part of the SR 305 Needs and Opportunities Study, Alex developed tools to compare the performance of different multimodal strategies. A key to identify and refining these strategies was early stakeholder and community engagement. This comparison allowed decision makers to quickly identify low cost, practical solutions that achieve the desired performance standards and meet the project needs. An understanding of these tradeoffs and the context of the needs by section will allow decision makers to balance system performance tradeoffs with the different multimodal priorities in the corridor.

Alex has experience working on WSDOT projects that involve multiple agency stakeholders and understands the agency’s regulation and procedures for project delivery.

KEVIN HOUSE, PE | Design Lead

18 YEARS OF EXPERIENCE BS CIVIL ENGINEERING, 2000 PROFESSIONAL ENGINEER – WA #41824

Kevin is a design and project engineer with experience leading, designing, and constructing roundabouts, signals, and roadways involving WSDOT design and documentation. This experience includes both highway and local municipal projects from

planning level concepts, alternative analysis, through PS&E design and construction. Kevin’s WSDOT experience includes design of the first WSDOT design-build project on SR 500 in Vancouver, as well as four roundabouts, plus six other projects on or intersecting WSDOT highways and state routes. These projects have also involved private utility relocation and coordination, public meetings, stakeholder coordination/negotiation, preparation of intersection control analysis, design reports, environmental impacts, and value engineering. Kevin’s experience in alternatives analysis and balancing the local community needs with the performance needs of the highway as he did for the JBLM, West Olympia Access, and SR 510 projects is a perfect fit for the SR 305 project.

SR 305 NEEDS AND OPPORTUNITIES STUDY | Silverdale, WA | 2016 – Present | Kitsap TransitAs design lead, Kevin’s role is to work with the team to identify and analyze alternative solutions along the corridor and intersections, prepare planning level cost estimates, and impacts for prioritization along the SR 305 corridor from the Bainbridge Ferry Terminal to SR 3. This effort includes reviewing and consolidating public comments, understanding the base conditions including traffic volumes, queues, signal operations and level of service, accidents types and locations, environmental impacts, and balancing local needs and impacts. The Parametrix team is working closely with stakeholders on the screening




process, proposed alternative solution sets to address the needs, defining performance metrics, and prioritization of the solution sets based on needs identified by the stakeholders. This study will help inform WSDOT’s effort on SR 305 for corridor mobility and safety improvements as part of the Connecting Washington funding package.

SR 510 ROUNDABOUT | Yelm, WA | 2012 – 2013 | WSDOTKevin led the roundabout design task for this project on SR 510 and developed a PS&E package for the design of two double-lane roundabouts and associated widening at the intersections of SR 510 and Reservation and Yelm Highway. WSDOT needed the assistance from a consultant to meet the very aggressive 8-month design schedule. This assistance for the roundabout task included review and modification of the initial geometric layout; guiding the WSDOT design team in layout of the basic geometrics and line-work to secure an approved plan at each intersection; design and layout of unique drainage curbing and scuppers; coordination with drainage design team for spacing, roundabout paving and grading plans, initial right-of-way footprint, project construction staging, illumination layout, and initial traffic control layout.

NOLL ROAD IMPROVEMENTS | Poulsbo, WA | 2007 – Present | City of PoulsboKevin is the design lead working to complete a 2.3-mile corridor between SR 305 and Lincoln Road. The corridor will include 0.6 mile of new alignment and widening of 1.7 miles of existing roadway. The project will include roadway, street lighting, sidewalk, bike lane, and shared use path improvements. The new intersection with SR 305 will be a two-lane roundabout with a pedestrian tunnel under SR 305. After completing a corridor study, Parametrix completed 30% design, right-of-way plans, and environmental documents for the entire corridor. The current phase of work includes right-of-way acquisition and final design for the south segment, which includes the connection to SR 305. The project has federal funding and is following federal guidelines for acquisition and environmental approvals per the WSDOT Local Agency Guidelines (LAG) Manual. Environmental issues include wetland mitigation for 0.23 acre of wetlands, a culvert replacement to

allow fish passage in Bjorgen Creek, and stream restoration for impacts to two minor tributaries to Bjorgen Creek.

Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Tradeoffs and WSDOT/Public Agency Regulations/ProceduresKevin has designed and managed numerous projects that have a large impact on the surrounding community. Yelm Highway Roadway Improvement, Littlerock Road, Tacoma Pedestrian Improvement Project, and SR 510 Roundabouts at Yelm and Reservation Road, to name a few. These projects were all successful in garnering community support because during each project feedback from the community and stakeholders was gathered through public meetings, review of written and verbal concerns, and asking questions. Kevin’s experience has taught him to take time and look at the project through the eyes of the community member instead of as an engineer to understand the needs heard from the community and then balance those needs with the engineering during the design process. One great example is Kevin’s experience during the Tacoma Pedestrian project, all of the pedestrian crossings improvement projects came directly from the community via nomination from the community members. No engineering or traffic based needs were used to create the list of projects. This list of projects was then put through the engineering eye and scored based on which project balanced cost, ease of improvement, school proximity, safety, performance, and had the largest impact to the most community members. With a limited budget, Kevin and the City team sat together and reviewed the top ranked projects to determine which would be the best projects to move forward with to provide the greatest positive impact for the community. This process was filled with tradeoffs, looking at opportunities to integrate the performance of all transportation modes while still taking into account the communicated community need.




MARK YAND, PE | Outreach Lead

25 YEARS OF EXPERIENCE JD, LAW, 1991 BS CIVIL ENGINEERING, 1983 PROFESSIONAL ENGINEER – WA #24718

Mark is the operations manager of the Parametrix Bremerton office. His consulting experience includes transportation planning, traffic analysis, transit system planning, and ITS planning and design. His experience routinely

includes input on messages and strategies for presenting information to the public, technical team, working group, elected officials, and other stakeholders. He has managed and delivered critical projects to clients in the greater Puget Sound area including the I-90 Corridor Study, I-5 Master Plan, SR 509 Extension Recommended Improvements, planning and design of King County Metro RapidRide Corridors, and development of the Madison BRT recommended alternative.

SR 305 NEEDS AND OPPORTUNITIES STUDY | Silverdale, WA | 2016 – Present | Kitsap TransitFor the SR 305 Corridor Study, Mark provides technical and facilitation support to the project team. In this role, he reviews the project technical work and findings and provides input on key messages and strategies for organizing the technical work and presenting information to the public, technical team, working group, elected officials, and other stakeholders. A key component of this work is organizing the technical process and approach to conform with the WSDOT practical design process. This includes evaluating low cost, practical solutions first, such as signal optimization and transportation demand management, before proceeding with higher cost, more complex solutions that require rights-of-way with greater impacts on the environment and corridor. Mark provides support to facilitate meetings with the project technical team and working group.

SILVERDALE TRANSPORTATION IMPLEMENTATION STRATEGY | Silverdale, WA | 2016 – Present | Kitsap CountyMark is responsible for identifying multimodal transportation strategies to realize the vision of the Silverdale Regional Center in Kitsap County. The vision includes greater circulation and connectivity for autos, trucks, and buses while making the regional center more walkable and bikeable for non-motorized uses. A wide range of alternatives were evaluated from low cost signal optimization and traffic management solutions to more costly solutions such as roundabouts, roadway widening, grade separated pedestrian crossing, and new multi-use pathways. Mark presented findings and recommendations to stakeholders, elected officials, and the project working group. He is responsible for organizing the project data and analysis to facilitate meetings and decision making with Kitsap County staff and the project working group.

INTERSTATE 5 CORRIDOR MASTER PLAN | Whatcom and Skagit Counties, WA| 2007 – 2008 | WSDOTMark developed an Interstate Master Plan for I-5 in Whatcom and Skagit Counties for WSDOT. The master plan developed the vision and improvements needed to accommodate expected growth in the corridors and to fix existing deficiencies on mainline I-5, I-5 interchanges, and the local connecting roadway system. Alternatives included the evaluation of local roadway improvements, added capacity, transit improvements, managed lanes, new interchanges, and transportation demand management. Mark was responsible for organizing and presenting findings to WSDOT, elected officials, I-5 Corridor communities, and public outreach meetings. A key outcome of the project was collaboration on needed local roadway improvements and connections and overall support for the Master Plan recommendations.




Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Tradeoffs and WSDOT/Public Agency Regulations/ProceduresMark has lived in Kitsap County for more than 20 years and understands the community needs and concerns in the SR 305 corridor, and the needs and concerns of local agencies and stakeholders that have a stake in the outcome of the SR 305 project. His ongoing work with the Kitsap community includes the following projects:

• SR 305 Needs and Opportunities Study: Mark provides strategic input and guidance on community and stakeholder concerns for the SR 305 study. He facilitates meetings with the project technical team and working group to present performance-based evaluation results including the benefits and tradeoffs of different transportation strategies to meet the corridor needs. In this role, he has met separately and independently with the Cities of Poulsbo and Bainbridge Island and the Suquamish Tribe to understand local agency concerns and corridor needs. He has developed tools to present project results, benefits, and tradeoffs in simple, easy-to-understand metrics so decision makers can balance system performance tradeoffs with the competing interests and priorities in the corridor.

• Silverdale Transportation Strategies Investment: For the Silverdale Community, Mark presented the tradeoffs and benefits of different transportation strategies to meet the needs and concerns of the Silverdale area. Mark conducted public outreach meetings with a diverse range of interests including the local residents, the bike community, school district, elected officials, Kitsap Transit, and the business community. He provides regular briefings and updates to Kitsap County management and the project technical team.

In addition to his recent work with stakeholders in Kitsap County, Mark has extensive experience working with WSDOT to deliver performance-based, context-sensitive public outreach materials that respond to community issues and concerns. Examples of this include the I-5 Master Plan and the I-5 Bellevue Direct Access projects. For the I-5 Master Plan, Mark worked side by side with NW Region Mt. Baker District to present

and deliver findings and project benefits and tradeoffs to the cities and stakeholders in the I-5 corridor from Mt. Vernon to Bellingham. The outcome of these outreach activities and meetings was consensus on the long range plan for the corridor including needed local street improvements to support investments and strategies to meet the short- and long-term needs of the corridor. For the I-5 Bellevue Direct Access project, Mark conducted public outreach activities with the Bellevue business community and neighborhoods to develop a preferred alternative for the new $160 million Bellevue direct access improvements which included two new interchanges, local street improvements, transit improvements, and mainline interstate capacity improvements.

JENIFER YOUNG | Environmental Lead

28 YEARS OF EXPERIENCE MA, PUBLIC ADMINISTRATION BA, ENGLISH LANGUAGE AND LITERATURE

Jenifer has experience preparing and managing environmental impact statements (EIS) and related analyses for a wide variety of projects. Her areas of expertise include environmental and regulatory strategy; management of NEPA and SEPA review for

major transportation, development, and utility projects; the assessment of social and community impacts; and the integration of environmental review and public outreach processes.

SR 520, I-5 TO MEDINA BRIDGE REPLACEMENT AND HOV PROJECT EIS | King County, WA | 2006 – 2012 | WSDOTPrior to joining Parametrix, Jenifer served as Environmental Manager for this $4.3 billion multimodal corridor project, which is designed to improve safety and mobility across Lake Washington along the SR 520 corridor from I-5 in Seattle to Evergreen Point Road in Medina. In this role, she worked with WSDOT to coordinate environmental and agency outreach strategy; oversaw preparation of all environmental




documents, including a major joint NEPA/SEPA EIS and Record of Decision; and worked closely with project design and program management teams to ensure that environmental considerations were reflected in project planning. Some of the activities in which she was involved include the following:

• Extensive coordination with FHWA (NEPA lead agency) and Attorney General’s Office on alternatives analysis

• Presentations and workshops with state legislators, Seattle City Council, other local governments, University of Washington, and many other agency and stakeholder groups

• Regulatory agency coordination process, which convened representatives of local jurisdictions and resource agencies to advise on project design, impacts, and mitigation

In addition to stakeholder involvement and agency coordination, key project issues included compliance with the Endangered Species Act, government-to-government coordination with Native American tribes on treaty fishing and cultural resource impacts, and mitigation of neighborhood impacts during project construction.

SOUTH LANDER STREET GRADE SEPARATION NEPA DOCUMENTATION | Seattle, WA | 2016 – 2017 | COWI North AmericaJenifer led the NEPA environmental compliance effort for a grade separation of South Lander Street, an east-west arterial in the south Seattle industrial area, over the existing at-grade Burlington Northern Santa Fe (BNSF) tracks. The project, partly funded by Connecting Washington, is designed to improve safety and freight mobility while reducing delay and congestion for general-purpose traffic. The environmental work, which was overseen by WSDOT Highways and Local Programs, consisted of a Documented Categorical Exclusion supported by a series of discipline reports. Key issues included potential access impacts on businesses that front on South Lander Street; hazardous materials from existing and former industrial uses in the vicinity; visual impacts of the new bridge on nearby viewers; and the potential to encounter historic and/or cultural resources during project construction.

ALASKAN WAY, PROMENADE, OVERLOOK WALK EIS | Seattle, WA | 2014 – 2016 | Seattle Department of TransportationJenifer managed this SEPA EIS for a series of infrastructure improvements along the Seattle waterfront in response to the opportunities and transportation needs created by the replacement of the Alaskan Way Viaduct with a bored tunnel. The improvements would create a new transportation corridor between South King Street and Battery Street, construct new public open space along Elliott Bay, provide a major new pedestrian connection between the waterfront and Pike Place Market, and improve east-west connections between the waterfront and downtown Seattle. The EIS evaluated how the project would accommodate waterfront users with varying needs, including pedestrians, bicyclists, port and freight interests, transit riders, and motorists. Key disciplines evaluated included transportation, land use, aesthetics, hazardous materials, and water quality. Parametrix is currently supporting land use permitting for the project.

Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Tradeoffs and WSDOT/Public Agency Regulations/ProceduresJenifer understands that effective community engagement goes beyond what is required by regulations, integrating stakeholder viewpoints into planning and design so that the finished project responds to the community’s needs and reflects its priorities. This approach lends itself to performance-based decision making that focuses on project outcomes rather than specific design features. On the SR 520 Bridge Replacement and HOV Project, for example, the traffic analysis done for the NEPA documentation defined performance in terms of enhancements to person-mobility, which allowed for the identification of true multimodal solutions that integrated transit and non-motorized modes along with general-purpose traffic. The resulting preferred alternative responded to a variety of identified public needs, ultimately moving more people across Lake Washington in fewer vehicles.




Additional Team Member QualificationsEXHIBIT 7: TEAM MEMBER QUALIFICATIONS

STAFF MEMBER | ROLE QUALIFICATIONS

Chris Breiland, PETransit Planning

• Expertise in corridor studies, conceptual design and cost estimating, multi-agency regional transportation planning studies, and multimodal level of service

• Fehr & Peers’ national experts in traffic microsimulation and travel behavior research

• WSDOT policy and procedure expertise with experience on local transportation plans and state highway projects

Benn BurkeMitigation Plans/Fish Passage

• Worked extensively on environmental compliance, permitting, and ecosystem elements for transportation infrastructure projects led, co-lead, or funded by WSDOT

• Fish and wildlife biologist with experience in environmental documentation, permitting, policy, and resource management

• Experience completing a wide range of discipline reports and other environmental documentation

Patrick Forza, PE, PMPAdvisor

• Experienced with WSDOT project scheduling and controls, process, and oversight

• Certified PMP with over 25 years of experience in transportation design and construction, ranging from municipal projects to WSDOT interstate mega-projects

• WSDOT project development/project management trainer, experienced in training public agency personnel, their consultants, and contractors

Sandy Glover, PE, PMPAdvisor

• Project manager for SR 305 Corridor Study• Familiar with corridor operational constraints and stakeholders'

concerns and priorities• Well-versed in the WSDOT Design Manual, Plans Preparation

Manuals, Standard Specifications, and Standard Plans to develop preliminary and final PS&E

Chris Grgich, PE, PTOETraffic Analysis

• Completing the corridor analysis for the Kitsap Transit SR 305 Corridor Study

• Familiar with corridor’s operational constraints and stakeholders concerns and priorities

• Helped author WSDOT Multimodal Framework and implemented performance measures and metrics on SR 305 as part of the study

• Expertise in corridor operations analysis, signal and intersection design, transit planning and design, multi-agency regional transportation planning studies, and multimodal level of service


Brett HoughtonPublic Outreach

• Experienced in outreach for Kitsap County and the SR 305 area• Specialist in reaching underserved communities• Familiarity with all phases of transportation projects• Plans public processes that provide clear procedures and content for

decision makers

Donald Huling, PEGeotechnical

• Geotechnical engineering expertise and cost efficient design• Understands local geology and soil behavior• Direct experience working on similar projects with WSDOT

Bob Pusey, PLSRight of Way / Survey / Mapping

• Provided survey services for the completion of franchise agreements with WSDOT, and completed franchise mapping and forms required by WSDOT for the renewal of utility franchises within WSDOT right-of-way

• Based out of Bremerton with an understanding of corridor constraints and challenges

Lisa Reid, PE, PMP, STP, EVN SPBasis of Design

• Well-versed in the WSDOT Design Manual, Plans Preparation Manuals, Standard Specifications, and Standard Plans to develop preliminary and final PS&E

• Regularly uses the MUTCD and ADA Access Guidelines for Public Right of Way (PROWAG) and the WSDOT Pedestrian Facilities Guide

Jamie Saez, PEUtilities

• 34 years of transportation and infrastructure engineering • Led recent SR 305 engineering and surveying for intersection and

widening improvements and utility extension franchise design, permitting, and construction

• Office located half a block from SR 305 on Bainbridge Island

Katherine SeckelPermitting

• Worked collaboratively with multiple permitting agencies, WSDOT, Sound Transit, and tribal and local governments

• Experience in successfully leading environmental permitting, and preparing NEPA/SEPA documentation

Perry Shea, PEStakeholder Involvement

• Ability to lead complex state highway system planning projects • Skill in communicating complex concepts to broad audiences• In-depth knowledge and implementation of Least-Cost Planning,

Practical Design, and Planning and Environmental Linkage (PEL)• Leading specialist in preparing multimodal alternative analysis for

corridor plans• Strong relationships with WSDOT Olympic Region and Headquarters

planning and traffic staff





Laurie Thomsen, PEStormwater

• Expert in stormwater management and drainage design, hydraulic analysis, flow control/runoff treatment facility design, hydraulic reports, and roadway design

• Practical design approach to stormwater management• 18 years of WSDOT design experience.

Curt WarberNon Motorized Integration

• Landscape architect and planner with a background in terrestrial ecology and evolutionary biology

• Experience includes byway and transportation corridor planning and pedestrian and vehicle circulation systems

Kirk Wilcox, PEQA/QC

• Over 24 years of transportation design and construction management experience on interstate and state freeways, interchanges, and arterials

• Recent experience includes WSDOT's I-5 Mounts Road to Thorne Lane Corridor Improvements project

• Provides project quality control and quality assurance oversight

Mallory Wilde, PERoadway and Intersection Design

• Based out of Bremerton with an understanding of corridor constraints and challenges

• Design experience includes roadway and stormwater systems and modeling

• Experience includes civil design, construction inspection, and cost estimating

CRITERIA 4: FIRM'S PROJECT MANAGEMENT SYSTEM4A1. Quality Assurance/Quality Control ProcessesParametrix is committed to the consistent delivery of quality work products for our clients, and advocates a culture of quality by conducting extensive formal QA/QC training programs for its staff. This standard of excellence includes a QA/QC program that enables each project team member to:

• Understand the expectations and process to prepare quality work products

• Understand their role and responsibility in the QA/QC process• Apply technical guidelines, industry standards, and administrative

procedures• Strive for continuous improvement

A Quality Management Plan addressing specific and unique project elements will be prepared for this project. Our QA/QC lead, Kirk Wilcox, will be responsible for its implementation throughout the life of the project. Kirk will bring extensive experience with the design and construction of complex multi-discipline transportation corridor projects. At the beginning of the project, Kirk will work with Roger to develop the quality management plan which will identify reviewers' roles, responsibilities, and timeline for all technical reviews. The review requirements for subconsultant work products will also be defined in the plan.

QA/QC at Parametrix involves a rigorous continuous process and on-going detailed checking of work products, including drawings, reports, costs, calculations, and assumptions. Prior to each milestone submittal, the documents are reviewed by a designated senior technical reviewer who follows a prescribed method of providing review comments to the task lead and designer. Comments are reviewed by the designer and adjudicated with the reviewer. Accepted comments are then incorporated into the document and back-checked by the reviewer to confirm all comments are incorporated and resolved. WSDOT's review comments are captured in a prescribed review comment form and tracked through the course of the design. Each comment must be resolved and the resolution documented in the comment form. The incorporation and resolution of WSDOT comments are back-checked by the technical reviewer responsible for each milestone review. All milestone review comments and documents are signed off and compiled into a package for quality auditing by the quality manager and made available to WSDOT. Each milestone review is signed off by the quality manager.

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.




4A2. System for Monitoring Budget and ScopeProject delivery at Parametrix involves a comprehensive management approach to guide effective execution of the project to achieve predictable and successful results. Parametrix strongly supports project managers by delegating authority and responsibility to them throughout the delivery of their projects. For example, our project manager Roger Mason will be responsible for managing scope, schedule and budget developed collaboratively with WSDOT. This involves developing a work breakdown structure (WBS) that aligns the scope of work, deliverables, and budget for each task – allowing task leads to have clear ownership of their deliverables and budgets as defined in their task. Roger is also responsible for a schedule and staffing plan to secure resources needed to deliver the project on time and within budget.

Time charging codes and budgets consistent with the WBS are established for each task and rolled-up to the total project budget. Team members record their hours worked to the appropriate charge code using “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 of a project. Project control tools are set up including the budget and schedule forecast and graphing for monitoring actual versus planned budget performance. Monthly budget reports provide current month and project-to-date charges. Roger reviews the reports including labor and expense charges with each task lead and updates the Estimate-to-Complete (ETC) forecast for the project. Any budget variances are discussed with the task lead and a plan for recovery, if necessary, is implemented. As a part of the monthly progress review and reporting, a detailed invoice showing earned value is prepared and sent to the WSDOT project manager for review and approval. Any issues or changes that affect the scope or budget are discussed with the WSDOT project manager in advance, tracked in a change log, and noted in the progress report.

Work progress is monitored weekly or bi-weekly through team meetings involving the task leads. Issues and action items are

developed and assigned in these meetings and shared with WSDOT as needed. Our team is structured to provide clear lines of communication between the project manager, task leads, and team members. Generally, task leads are the technical discipline lead and Engineer of Record for the work being performed under their task. This results in an efficient method for tracking progress and budgets.

4A3. Scheduling Programs and ProcessesParametrix has the ability and resources to follow WSDOT scheduling protocols as required. Software tools range from Microsoft Project to the Primavera P6/Project Management and Reporting System (PMRS). Noteworthy is that Patrick Forza, a Parametrix employee, led the efforts for the initial development of the WSDOT MDL and is familiar with WSDOT scheduling policies, procedures, and PMRS. Patrick also assisted project engineer offices in development of PMPs and delivery schedules. Patrick was also a member of the WSDOT team that laid the groundwork for the current PMRS system.

Roger, our project manager, has managed numerous complex, multi-disciplined projects and relies on fundamental Project Management and control tools and techniques to build and manage a project schedule and deliverables list for the purpose of monitoring and reporting financial status and performance throughout the project. Roger utilized these tools and processes on all three of the projects mentioned in Criteria 2. He is an advocate for CPM, cost loaded scheduling, and Earned Value reporting to identify issues or trends early in order to addressed anything prior to becoming a serious issue. Roger will manage the project using these tools and processes and work closely with Michele, WSDOT’s PM, to set up a schedule and reporting process for monthly review and management of forecasts including actual versus planned budgets, obtaining a clear picture of our project performance, and providing WSDOT with needed information. Roger understands the requirements associated with the Connecting Washington program. Roger will develop a delivery plan that is consistent with the current legislative approved spending plan and work with Michelle to manage the program to meet the funding plan and legislative requirements.




CRITERIA 5: PROJECT DELIVERY APPROACH DEVELOPING A WORK PLAN

Project UnderstandingThe 2015 Connecting Washington Legislation allocated $36.9 million to the SR 305 corridor for safety and mobility improvements related to congestion from ferry traffic, and local access and circulation. The $36.9 million is allocated and expected to be spent across three consecutive bienniums beginning with 2017-2019 and ending with 2020-2021. This Connecting Washington funding is unique, as specific improvements and locations have not been identified and/or approved. WSDOT administers the Connecting Washington program and is currently on a timeline to be ad-ready for construction of the SR 305 improvements in December 2019.

Meanwhile, Kitsap Transit is currently leading the SR 305 Corridor Needs and Opportunities Study which is expected to issue recommendations and a final report in December 2017. It will be important for WSDOT to apply a performance-based decision making process to the final report to drive the prioritization of improvements that achieve safety and mobility goals in the corridor.

Parametrix is the prime consultant responsible for the study, involving inventory and analysis, design alternatives evaluation, and facilitation of stakeholder working groups (local agencies, Suquamish Tribe, WSDOT, Electeds, interest groups) throughout the study process. The result will be a prioritized list of safety and mobility needs considering all transportation modes – transit, bicycling, and walking – throughout this corridor. As of this date, the Parametrix team has compiled significant information to develop a performance baseline and performance metrics used to evaluate and prioritize how well alternative solutions resolve the most critical safety and mobility needs in the corridor. Within the next two months, the team will collaborate multiple times with both the working groups and the community (via an open house). They will present alternatives and rankings which will provide a good indication of the preferred improvements.

Also, the WSDOT Bridge office recently commenced a TS&L Study of the Agate Pass Bridge that focuses primarily on the size and location of a future bridge replacement. The primary objective of this study is to provide forward compatibility information to the SR 305 Study team. The Agate Pass Bridge is beyond the scope of the Connecting Washington SR 305 project and is a major undertaking to be considered in the future.

Project Delivery Approach5A1. Developing a work plan for this projectFirst, we will use this opportunity to re-confirm WSDOT’s vision and goals for the project and are very interested in suggestions from WSDOT on developing an effective delivery approach.

Our team's familiarity with this project, its stakeholders, and current status will make developing a work plan for the pre-design straightforward, as we will use and apply many of the work products our team developed in the Kitsap Transit Needs and Opportunity Study. We will work with WSDOT to review the status, define any gaps or additional analysis needed to complete the performance-based decision making process, and obtain concurrence on the Practical Solutions.

Since project solutions are subject to the outcome of the Kitsap Transit SR 305 Needs and Opportunities Study and the subsequent development of WSDOT's least cost solutions pre-design, our approach will be to develop a work plan for the pre-design phase work upfront. We will wait to develop the work plan for the design phase when solutions and projects are adequately defined.

Once decisions are made, we will quickly work with WSDOT to develop a design scope and prepare a work plan for design documentation and approval, followed by the PS&E and preparation of a contract package(s) for construction.

The outcome of the pre-design study will include a list of prioritized solutions/improvements that address safety and mobility in the




corridor. A key challenge will be to prioritize the list or “program” to fit within the budget cap of $36.9 million Connecting Washington budget. Those projects/improvements will vary in type and are expected to involve a range from low cost operational improvements (signal timing, signing, striping) to median cost (shoulder widening) and higher cost capital improvements (roadway and/or intersection widening, traffic signal).

The Connecting Washington funding ($36.9 million) is allocated across three bienniums which drives and constrains the implementation timing for specific projects within the program, and, therefore, affects how a work plan is prepared for the design work. Most critical is to have a work plan that achieves WSDOT’s goal to be Ad-ready by December 23, 2019; in order to secure the $10.7 million ($6.6 million construction) of Connecting Washington funding allocated to the 2017 – 2019 biennium.

Our proposed work plan is based on three primary elements:

1. Pre-Design and Planning Practical Solutions and Project Prioritization

2. Community Engagement and Project Management 3. Design and Construction Support

Elements 1 and 2 would begin immediately and serve to finalize the performance-based analysis and project prioritization, support ongoing community engagement, and develop project definition and programming of the priority projects. Element 3 would commence after the projects are prioritized and defined in Elements 1 and 2. Our approach for Element 3 involves task order(s) issued within the first quarter of 2019 that define the scope of services needed to advance the project(s) into the design phase. We would work closely with WSDOT to match and scale our team to the needs of the project(s), and develop a work plan and WBS for the specific project following a traditional WSDOT MDL. Ideally, we will have an NTP for the design phase within the first quarter of 2018 and would commence design documentation and obtain design approval by December 2018 – followed closely by the design phase to prepare PS&E along with SEPA environmental documentation and right-of-way in order to be ad-ready by December 2019.




Pre-Design

Preliminary Design Final Design | Stage 1 Final Design |

Stage 2 Final Design | Stage 3

Lead

2017 – 2019 Biennium ($10.7 M) 2019 – 2021 Biennium ($18.9 M) 2021 – 2023 Biennium

WORK ELEMENT 2017 2018 2019 2020 2021 2022KITSAP TRANSIT STUDY

Needs and Priorities K

Recommendations K

AGATE PASS BRIDGE TS&L - WSDOTProject Kick-Off

COMMUNITY ENGAGEMENTStakeholder Working Group(s) C

Community Outreach C

PRE-DESIGNLeast Cost Solutions C

PRELIMINARY DESIGNDesign Documentation C

Surveying and Mapping W

Basis of Design C

Hydraulic Analysis / Report C

Geotechnical Investigation C

Traffi c Analysis C

InRoads Modeling C

Plan(s) for Approval C

Defi ne New Right-of-Way Needs and Access C

Design Approval W

ENVIRONMENTAL DOCUMENTATION AND PERMITTING CW

RIGHT-OF-WAY PLANS AND ACQUISITION CW

FINAL DESIGN - CONTRACT DOCUMENTSRoadway Plans C

Drainage Plans C

Bike-Ped Plans C

Utility Relocation Plans C

Traffi c Signal Plans C

Signing and Channelization Plans C

Construction Staging / MOT Plans C

Environmental Mitigation Plans C

Quantities and Estimate C

Special Provisions C

30%, 60%, 90% Submittals and Reviews C

ADVERTISE, BID AND AWARD, CONSTRUCTION2017 – 2019 Biennium Construction Contact - Stage 12019 – 2021 Biennium Construction Contact - Stage 22021 – 2023 Biennium Construction Contact - Stage 3

Denotes Work Element Lead: K Kitsap Transit C Consultant W WSDOT

Adv December 2017Adv

Adv

Stage 1 Stage 2 Stage 3

Preliminary Schedule and WBSEXHIBIT 8: SCHEDULE




5A2. Involvement in the decision making process for development of the work planAs noted earlier, we look forward to meeting with you to re-confirm the vision and approach you have for the project – and look forward to learning what is important to you along with suggestions that you have for a successful experience working with us. As our project manager, Roger will be responsible to lead our team and be your primary point of contact. That said, Roger’s collaborative style means his key task leads will be working closely with him and our larger team to develop a well thought-out work plan based on WSDOT’s requirements, the project needs, and your input. From the start, Roger will work closely with Michelle and Steve to understand expectations and priorities and make certain those are reflected in the work plan. We imagine the work plan process would begin with a meeting to review the project status and overview of the scope. We would confirm key issues and milestones and discuss options to achieve each. We would also discuss hot issues that need attention sooner than later and confirm those will not slip. The next step would be a meeting with key task leads and WSDOT to review a draft of the work plan and discuss assumptions, obtain clarity on available information, points of contact, and specific deliverables. With that information in hand, we will prepare a draft work plan for your review and comment. With the work plan completed we will mobilize the team via a kickoff and chartering meeting to formally communicate expectations.

5A3. Elements of the proposed work plan for this project

Community Engagement Community engagement is an essential part of the practical design process. Community engagement provides an important tool for understanding the project needs, the context of the needs, and the communities’ priorities. For the SR 305 project, significant community engagement has already occurred. This includes open houses and the involvement of the cities and local agencies in the development of solutions and strategies to address the needs in the corridor. To

date, community engagement has included a project technical team composed of technical staff from the local agencies and a working group composed of elected officials and executives from the partner agencies. The technical team provides input on technical analysis and findings, while the working group provides input on project decisions and priorities, and provides guidance on the content for the public open houses. Our approach will tailor a community engagement and outreach program that integrates the existing community outreach and outreach tools (such as the working group) to advance the Practical Design Process and achieve WSDOT’s goal of focusing improvements on lower cost practical solutions to meet the project needs. Our community engagement lead, Mark Yand, is already involved in the community engagement process for the project and can bring this experience and understanding of the community issues and concerns to the design of the community engagement program for WSDOT. Goals of the engagement plan may include:

• Consistency with existing outreach activities• Build off the current understanding of project needs developed

from community input• Integrate the community engagement program with the practical

design process• Utilize tools that have been effective to date such as the open

houses and project working group• Identify the key objectives of the community engagement process

such as identifying specific project impacts and concerns• Gauge community acceptance and support of proposed solutions

Our team is uniquely prepared to work with WSDOT to develop a robust community engagement plan that accomplishes these goals. We are excited about advancing the practical design process and integrating the great body of public engagement work that has been completed to date. We envision a community engagement program that advances the practical design process and readies the project for construction.




Agate Pass Bridge Type, Size and Location (WSDOT Led)• Bridge size and location study (bridge and structures office)

Pre-Design• Prioritize strategies to improve safety and mobility• Select least cost solutions that achieve performance targets

Selection of least cost solutions will follow a performance-based approach looking at the needs of the corridor, selecting strategies to meet the needs, and evaluating the performance of those strategies against established performance metrics.

NEEDS• Congestion• Transit• Access

• Safety• Non-Motorized• Enhance the Environment

STRATEGIES

• Transportation Demand and System Management

• Improve Intersections• Add Lane Capacity• Improve Local Streets• Improve Lighting

• Transit Queue Jumps• Transit Lanes• Two-way Turn Lanes• Access Management• Connections to Trail and Sidewalks• Improve Pedestrian/Bike Facilities

PRACTICAL SOLUTIONS

• Focus on Project Needs• Evaluate Low Cost Practical

Solutions

• Establish Performance Metrics and Targets

• Evaluate How Strategies Meet Targets and Defined Thresholds

PRIORITIES • Community Input on Priorities• Eligible for Connected WA$$

• Project Performance• Project Readiness

A key challenge of the project is organizing the project data and evaluation materials so that decision makers can easily compare and contrast the performance outcomes of a wide range of solutions against the project evaluation criteria. It will be important to understand and evaluate the needs section by section of the corridor from one end to the other. The Parametrix team has developed tools to provide a section-by-section comparison of the needs and performance of different strategies from least cost to highest cost solutions.

This comparison allows decision makers to quickly identify low cost, practical solutions that achieve the desired performance standards and

meet the project needs. An understanding of these tradeoffs and the context of the needs by section will allow decision makers to balance system performance tradeoffs with the competing priorities in each section of the corridor.

Preliminary and Final Design WSDOT is assuming a Design-Bid-Build delivery method for roadway improvement projects that are outcomes of the pre-design study. It is assumed that operational improvements (signal timing, signing, channelization, etc.) would not be part of the design, and would be implemented separately by WSDOT. The design involves traditional preconstruction work elements (environmental, right-of-way, and PS&E), along with construction support in the construction phase. It is likely that at least two construction stages will be required due to the Connecting Washington funding cash flow constraints.

WSDOT is expected to perform the SEPA documentation with consultant support for cultural resources, permitting, and mitigation plans. WSDOT will also perform the survey and mapping, right-of-way acquisition, and construction management for the project. Note that Parametrix has the capability, capacity, and interest to support WSDOT with other environmental services, if necessary, along with survey and mapping.

The consultant's design work is expected to involve preparation of design documentation including a basis of design, stormwater design, determining utility relocation needs, geotechnical investigation and design, defining limits of necessary new right-of-way and limited access, preparation of traffic analysis, contract document preparation, construction support, and general project management. This work includes InRoads modeling of the geometrics to determine the overall footprint by delineating the limits of earthwork, structures, and any right-of-way encroachment. Below is a list of the key elements of the work plan:

• Basis of design as defined in practical solutions and design• Traffic analysis




• Design approval• Roadway and intersection design• Multimodal integration• Geotechnical investigation• Hydraulics/stormwater analysis and report• InRoads modeling and right-of-way needs• Survey and mapping• Quantities and cost estimating • Contract document/PS&E preparation

Environmental Documentation• SEPA documentation (environmental services office)• Environmental permitting• Environmental mitigation• Cultural resources

Right-of-Way (WSDOT lead)• ROW plans• Appraisals and acquisitions

Construction (WSDOT Construction office)• Advertise, bid, and award• Construction management/administration• Construction support

5A4. Addressing contingencies that may arise during the project with our work planAn important part of a work plan is an efficient blended team comprised of both WSDOT and Consultant staff who are communicating and coordinating across disciplines throughout the design. Effective project management and decision making encourages a high level of ownership among team members.

Specific strategies in our work plan to anticipate and manage contingencies and change include the following:

• Assemble a proven local team with extensive corridor knowledge and expertise with performance-based decision support tools. This is the Parametrix team!

• Continue community engagement with working groups to keep stakeholders informed and expectations current while maintaining implied consent

• Build in lessons learned from previous projects along the corridor – for example, engage bicycle community early with design alternatives that affect them and avoiding disruption or re-do later in the design

• Cost certainty is an important factor to be managed as each project advances from its initial concept to and through PS&E. The proper application of design and construction contingency is an important part of cost estimating to be rigorously applied and routinely updated. As a part of the Kitsap Transit Study our team has developed a basis for cost estimating. This cost basis utilizes major bid items, quantities, and costs from real projects (including WSDOT bid tabs) which are weighted by percentages based on the accuracy of the design knowns and unknowns. We have used the same cost estimating approach on our JBLM, SR 510, and numerous other projects for WSDOT. This approach allows for refinement as the project details and design becomes clearer. For the early planning level, this approach allows for a more even weighting of alternatives by utilizing the same contingencies for design, construction, and environmentally safe.

• Advance design(s) to 30% and obtain design approval(s) as soon as possible to reduce risk of delay for an unforeseen requirement

• Employ practical solutions and context sensitive design principles for a collaborative design process and avoid unnecessary and costly impacts




• Adopt an environmentally sensitive design approach that avoids impacts and uses design innovation where mitigation becomes necessary

• Strong focus on constructability, including maintenance of traffic that is well coordinated with ferry loading, peak seasons, local access, and circulation

• Use of a risk register to identify, monitor, and manage high risk items throughout the life of the project

• Project management team meeting at monthly or bi-monthly intervals to look-ahead and review risk items, changes, budget performance and forecast, hot issues, and other issues critical to the success of the project

• Develop a change management approval process with WSDOT to efficiently address project changes without impacting the overall project schedule

5B. Approach to resolve issue(s) within the project team; client(s) and stakeholders One of the main benefits of our previous experience is having the knowledge to anticipate issues before becoming a problem and knowing how to deal with the issues. In addition, our history allows us to spend our time solving new issues rather than re-learning solutions developed on previous projects.

Approach to collaborating with and resolving issues within the project team, client(s), and other interested parties Our experience shows that high-performing teams are developed by providing team members an environment to succeed. Our approach leverages this experience and focuses on the following key elements:

• Chartering – project teams come together at project inception to establish alignment on numerous project delivery elements, including roles and responsibilities, schedule/milestones, communication protocols, reporting structure, issue resolution procedures, etc.

• Team Meetings and Communication – frequent communication among our team, which includes WSDOT staff, is fundamental to identifying and resolving issues

• Project Delivery System – internal Parametrix tool that provides industry leading guidance on project management, including project controls, document management, change management, and budget management

• Cross-Discipline Coordination – collaboration among the project team, together with transparency and collaboration with our client(s) and stakeholders is at the core of our project management approach

Foundational to any successful project is open communication between the design team, client, and public, and that a clear decision-making process is in place. A clear understanding of the vision, context, potential outcomes, stakeholders, and possible risks is imperative to navigating effective decision making, and this begins and ends with strong project leadership from Roger and his team.

Roger will work with Michele, WSDOT’s Project Manager, to develop a clear scope of work starting with the Master Deliverables List (MDL), defining assumptions and deliverables, and preparing a Project Management Plan (PMP) setting the benchmark for project execution by defining the WBS, budgets, schedule, and team protocols. Applying these assures WSDOT of benchmark project performance through the application of consistent processes, tools, and project management skills to monitor progress and forecast performance. This will provide WSDOT greater predictability in meeting the project budget and schedule.

Effective Decision-Making – gaining project support and achieving timely direction and approvals are key to keeping the project on schedule. This project attracts a wide range of interest involving WSDOT Headquarters and Region, Cities of Bainbridge and Poulsbo, Suquamish Tribe, Kitsap Transit, Kitsap County, school districts, businesses, and advocacy groups. Our approach is to inform these groups early and obtain timely decisions that allow us to advance with confidence.




Approach:

• Engaging technical expertise early to ensure approval requirements are clearly understood and synchronized with design milestones and other critical approvals

• Develop, document, and communicate the decision making process and timeline up-front

• Document design decisions throughout the design to avoid unnecessary iteration

• Identify project champion(s) and advocate(s) early and consult with them throughout design

• Develop a working group to vet concept solutions, and issues/concerns that may need escalation to avoid delay

• Identify any special studies necessary to support response to community or advocacy group concerns

5C. Assumptions for work breakdown structure and deliverablesAssumptions for the work breakdown structure are included on Exhibit 8, Preliminary Schedule and WBS, including who is responsible for the deliverable - shown under "lead".

5D. Key issues and critical milestones for the project.Our understanding of the project key issues, and critical milestones are provided below in Exhibit 9 as well as potential resolution to each potential key issue

EXHIBIT 9: KEY ISSUES AND RESOLUTIONSKEY ISSUE RESOLUTION

CONNECTING WASHINGTON

Cash flow across three bienniums drives and constrains delivery

Package construction contracts to match cash flow. Achieve December 2019 ad-date to secure Connect Washington funding; confirm contract packaging for 2019-2021 biennium

Performance-based criteria and analysis

Apply basis of design/least cost solutions/practical design approach

PUBLIC AND AGENCY EXPECTATIONS

Effective Decision Making

Organize the project data and evaluation materials so that decision makers and community can easily compare and contrast the performance outcomes

Competing interests and needs

Provide reliable and compelling analysis that balances needs and solves problems

TECHNICALModal conflicts and tradeoffs

Traffic operations analysis, lane configuration refinements, traffic signals, access management and control

Agate Pass Bridge - forward compatibility

WSDOT TS&L to confirm width and location. Ongoing design coordination.

Construction ImpactsEarly constructability workshops to confirm viable concepts and costs; construction staging and MOT plan

Environmental constraints and sensitivity along corridor

Context sensitive design approach to avoid unnecessary impacts and costs




EXHIBIT 10: CRITICAL MILESTONES AND RESOLUTIONSCRITICAL MILESTONE RESOLUTION

1st Quarter 2018 Achieve implied consent on Practical Solutions Smooth and seamless transition between Kitsap Transit Study Recommendations in December 2017, to WSDOT Pre-Design and Practical Solutions in 1st Quarter 2018

2nd Quarter 2018 Project Footprint and Cost Validation Define earthwork and limits of disturbance to confirm project footprint requirements; and meet with owners and tribe early to optimize design if possible. Determine costs including mitigation and property rights

December 2018 Basis of Design and Design Approval for Stage 1 Commence Basis of Design with Pre-Design and follow with other technical analysis and reports. Collaborate closely with WSDOT Design office.

October 2019 Environmental Permits for Stage 1 Confirm SEPA Checklist/DNS along with potential permits including Shoreline permit, HPA or Corps permit, Section106, requirement and timing. Collaborate with WSDOT ES Office.

October 2019 Right-of-Way Acquisition complete for Stage 1 Determine temporary and permanent needs; If tribal ownerships involved, meet early to evaluate impacts.

December 2019 Advertise for Construction – Stage 1 Allow time for contract packaging per WSDOT. Coordinate with Construction Office early.

CRITERIA 6: REFERENCES/PAST PERFORMANCES References for past performance are included in Packet B.

• Silverdale Transportation Implementation Strategy - Kitsap County Public Works

• US 101/West Olympia Access Project - City of Olympia• I-5/116th Street NE Interchange Improvements - Tulalip Tribes• Eastbound SR 518 to Des Moines Memorial Drive Off-Ramp

- City of Burien (Reference for Roger Mason)

CRITERIA 4CRITERIA 3CRITERIA 1 CRITERIA 2 CRITERIA 5 References 30



SR 305 Winslow Ferry to Hostmark Street Safety Improvements

Skillings Connolly, Inc.

STATEMENT OF QUALIFICATIONS PACKET A

SC# P17029

SR305 Winslow Ferry to Hostmark Street Safety Improvements Page 1

Qualifications/Expertise of Firms on Team

Skillings Connolly’s specialty is in building community and stakeholder consensus that becomes the foundation for successful projects. WSDOT has been directed by the legislature to work closely with the stakeholders along the SR305 corridor to provide context sensitive solutions to improve the traffic flow. Several previous studies have been completed along the corridor, each has focused on solutions. With over 35 years of experience working along the corridor, the Skillings Connolly Team will navigate through the politics to arrive at context-sensitive solutions. This Team understands that the first step to achieving consensus is focusing on the corridor needs. Those needs will drive the projects that we deliver.

Figure 1: Public Outreach for MacKay Harbor Road

Proposed Team Expertise, Location, and Staff Count

Skillings Connolly, Inc. has provided design, construction management, planning, and environmental expertise to WSDOT for more than 30 years. The SR305 corridor will be a series of projects potentially varying in complexity, from simple signing updates to large-scale highway construction. We bring a proven track record of successful delivery of both small- and large-scale projects.

Skillings Connolly Highlights

A Project Manager with a proven track recording of bring competing interests together.

Established positive relationships with stakeholders.

A truly independent corridor evaluation.

We have assembled a team with expertise in all of the services WSDOT has requested and is ready to begin working as an extension of your staff. This team brings extensive local experience in planning, PS&E delivery, public outreach, practical design, and right of way acquisition, so you can count on us to deliver.

As a veteran-owned small business, we understand the importance of the WSDOT MSVWBE program. Skillings Connolly supports that mission, and looks to include highly qualified MSVWBE firms in all of our projects whether required or not. This leads to high quality working relationships with those firms and top notch performance for our clients. This team is led by a MSVWBE firm and made up of a majority of MSVBE firms. We can confidently commit to easily exceed not only 26% on the project as a whole, but on each task order. No matter what project(s) are identified, you can be sure of exceeding your goal.

The firms on our team were selected for their expertise, familiarity with the SR 305 corridor and their professional and personal history with our project manager, Tom Skillings. This team is fully integrated, having worked together on multiple projects. The following organization chart shows the depth, diversity, and expertise of our team along with their proposed roles.


Figure 2: Organization Chart


Transportation Solutions, Inc. (TSI) provides specialized consulting services in transportation planning, traffic operations, and traffic design for a diverse client group throughout the Pacific Northwest. We strive to make the transportation component of each project more successful by finding practical, cost-effective solutions to transportation-related challenges. TSI achieves this through application of innovative techniques to help overcome the unique obstacles associated with each project. At TSI, we use this approach to develop a common understanding among the client team members, agency staff, and community groups through clear, concise communication of the issues, alternatives, and solutions. We assist our clients from initial conceptual plan development, environmental documentation, and final design and implementation of traffic related elements. Since 1987, TSI has successfully completed hundreds of projects in both the public and private sectors, often under critical time pressures involving complicated decision-making.

TSI Highlights

Experience in the SR305 corridor. Developed and managed the City-Wide Travel Demand Forecasting Model of Bainbridge Island. Nationally Recognized Highway Roundabout Expertise.

Working Relationship: TSI qualifies as a small business and has an application in process for certification through FHWA and WSDOT as a race and gender neutral small business. Our proposed Project Manager, Tom Skillings, and TSI’s Owner, Victor Salemann, have a working relationship going back 20 years. This relationship includes our recent work on 204th Street project for the City of Lynnwood. TSI brings unique expertise in highway roundabout design that will benefit the SR 305 project.

AECOM has provided design, construction management, planning, and environmental expertise to WSDOT for more than 30 years. From large-scale freeway design-build projects, to quick turn-around task orders, AECOM has a proven history of delivering award-winning projects to our clients. We offer a full range of civil engineering expertise, including: highway/arterial design, alternatives development, drainage analysis, traffic analysis, ITS, traffic signals, utility coordination, environmental documentation, and funding grant application assistance.

AECOM Highlights

Many of AECOM’s environmental staff have recent, relevant experience working for WSDOT on an on-call basis providing services ranging from individual tasks such as fish passage assessments, historic building surveys, environmental justice analysis, wetland surveys and mitigation, and the preparation of joint NEPA/SEPA EISs.

Many of our environmental professionals have recent experience with state, federal, and local regulations, with developing regulatory strategy and WSDOT procedures and have managed complex environmental projects involving multiple regulatory agencies, and are familiar with major state and federal environmental regulations, and WSDOT’s Environmental Procedures Manual.

In the greater Pacific Northwest Region, AECOM has more than 60 environmental planning and permitting professionals.

Working Relationship: AECOM is a multi-national firm with a local office in Seattle, WA. Skillings Connolly and AECOM have worked closely together on multiple projects with the City of Lynnwood, including work on the 204th Street and 33rd Avenue projects.

EnviroIssues has been working across transportation-related disciplines for more than 25 years, and has experience planning and implementing outreach efforts to communicate technical information to public audiences. They bring a talented team and deep bench with diverse skills and talents as well as in-depth knowledge of transportation issues. From ferry terminals to corridor and land use planning, they take pride in their ability to navigate thorny issues facing cities across the region. Their years of experience have strengthened their ability to bring communities, decision-makers and agencies together to move projects forward. Their expertise is helping clients tackle challenging issues, communicate with diverse groups and build common understanding of the opportunities, constraints and technical realities of a project. As new transportation infrastructure transforms the


region, EnviroIssues has helped agencies engage a broad range of stakeholders on projects to safely connect people between neighborhoods, modes, employment centers, and more.

EnviroIssues Highlights

More than 20 years of experience providing WSDOT with strategic communications support on some of the Pacific Northwest’s most contentious transportation projects.

Experience conducting outreach to ferry users and is currently leading outreach on the renovation of Seattle’s Colman Dock ferry terminal.

Experienced working on roadway projects of all sizes, from neighborhood streets to the SR 520 floating bridge replacement.

Working Relationship: EnviroIssues is an SBE firm that Skillings Connolly has partnered with on multiple highly-charged projects. This year, Skillings Connolly has worked with them to implement practical design on the MacKaye Harbor Road Access and City of Chehalis Parks Repurpose and Renovation.

Tierra Right of Way Services, Ltd. (Tierra) is a State of Washington-certified Woman and Minority Business Enterprise (WMBE) established in 1989. Over the last 24 years, Tierra has successfully provided right-of-way services to local, state, and federal agencies; tribal nations; and private developers.

Tierra Highlights

With over 15 years on direct WSDOT experience, Leslie Beaird with Tierra brings a proven track record of understanding the WSDOT process and the personal skills to help citizens understand that process.

As the previous President of the International Right of Way Association’s (IRWA) Puget Sound Chapter, current Leader of the IRWA’s Relocation Community of Practice, and a certified CLIMB instructor for IRWA’s Relocation courses, Leslie is up-to-date on the latest practices and policies that effect successful right of way task completion.

Working Relationship: Tierra Right-of-Way is an SBE firm providing right-of-way services. Tierra ROW and Skillings Connolly have collaborated on many projects over the years, including five from this past year. This staff familiarity makes for efficient identification of solutions to our clients’ problems. The lengths of our working relationships are shown in Table 1.

Table 1: Previous Working Relationships

Firm Project Name Firm Role Dates

EnviroIssues San Juan County Mackay Harbor Road Relocation Feasibility Study

Public Outreach 2016 to 2017

Victor Salemann (work was with prior firm - now TSI’s Owner)

City of Lynnwood 204th Street Improvements

Traffic Modeling 2014 to 2016

AECOM City of Lynnwood 204th Street Improvements

Construction Management

2014 to 2016

Tierra Right of Way San Juan County Orcas Road Improvements Right of Way Acquisition

2015 to present


The following table illustrates the team’s expertise, number of years providing the expertise, number of employees in Washington State and the Portland Metro area, and number of employees nationwide.

Table 2: The Skillings Team’s Expertise, Office Locations, and Number of Staff

Sub Firm Name Regional Office Locations Firm Expertise Years Staff

Skillings Connolly, Inc.

Lacey, Washington Civil and Environmental Engineering, Survey 34 45

Transportation Solutions, Inc.

Redmond, Washington

Transportation Planning, Transportation Design, Travel Demand Modeling, Traffic Engineering, Microsimulation, Roundabouts, Municipal Services

30 10

AECOM Seattle, Washington Civil Engineering 50 200 EnviroIssues Seattle, Washington Public Outreach 27 104 Tierra Right of Way Seattle, Washington Right of Way 27 75

Availability Table 3 illustrates the average available hours per month for key team members; however, Skillings Connolly, Transportation Solutions, Inc., AECOM, EnviroIssues, and Tierra Right of Way have capacity and have committed to making their staff available full-time from day 1.

Table 3: Team Availability

Similar Project Experience

Skillings Connolly

San Juan County MacKaye Harbor Road Relocation Feasibility Study (2016-2017), Fee: $320K

Description: MacKaye Harbor Road on Lopez Island in San Juan County, Washington, provides the only access to Agate Beach County Park, the National Monument at Iceberg Point, and more than 100 properties in the Agate Beach, Salmon Point, Barlow Bay, and Flint Road neighborhoods. The shoreline bluff along Outer Bay has been eroding from tidal and storm action for years. Today, bluff erosion has advanced to within a few inches of the


road in some places near the County Park. This erosion is gradually shrinking the width of MacKaye Harbor Road. Eventually, it is predicted that numerous sections of the road will be inundated or washed away if no action is taken. The goal of the MacKaye Harbor Relocation Feasibility Study is to evaluate long-term solutions to provide access to these communities.

Practical Design: Feelings around this project were very intense. Different stakeholder groups had testified before the County Council and written numerous letters to the editor each with their own solution and outlook. Skillings Connolly understood that for the final solution to be accepted the project advisory team needed to reflect the community. We selected recognized community leaders based on both political position in the community and geographic location.

We led the project kickoff meeting using our experience working with passionate stakeholders and focused the project identification team on need identification. Need identification was the critical first step, not only because it defined the problem, but because it set the tone for working together. We successfully used this approach to find common ground between environmentalists and climate change skeptics by identifying the purpose and need for the project. That San Juan County should provide access to communities along MacKaye Harbor Road and the national monument.

To identify appropriate design controls, our subject matter experts provided easy-to-digest information to the Citizens on the Project Advisory Team. The subject of best available science was particularly hard for the advisory team to understand. Our subject matter expert was invited to the project team meeting and explained the history and the reasoning for using it. The advisory team understood and accepted the work, and we moved forward to finalize our design controls.

The Project Advisory Team convened to formulate strategies and solutions consistent with project performance baseline. It was important to recognize that all solutions were on the table and to listen to everyone’s thoughts. This open forum allowed ideas to grow off each other and keep the team vested in the outcome. We recognize that some of the solutions provided were not entirely feasible (e.g., building a bridge), compared to solutions such as providing additional maintenance for the road. To reach a reasonably-sized list of possible solutions, the design team worked to further combine and refine alternatives. We used this process to reduce the number of “solutions” from over one hundred to just three alternatives.

After the alternatives had been identified, they were presented to the public for review and comments. EnviroIssues helped prepare open house documents with the support from the design team to provide clear concise exhibits to help the public understand the practical design process, the purpose and needs statements, the design standards, and potential solutions. This public feedback guided the Project Advisory Team to define the project.

Skillings Connolly and EnviroIssues compiled all of the feedback received at the meeting into a spreadsheet with similar comments grouped together. That information was provided to the project advisory team to review prior to the next meeting. This allowed the team to attend the next meeting ready to go. We led the discussion of the alternatives and public comments and the team produced a project definition by consensus. We used our experience to lead the team to a 3-step solution of maintaining the existing road at two lanes, monitoring erosion along the road, and beginning the process of identifying funds for relocation of the road should the access be decreased to one lane. This outcome was unanimously accepted by the County Council with zero citizen comments against the plan.

Relevance: Practical Design, Public Outreach, Corridor Assessment, Alternative Analysis, Cost Estimating

City of Lynnwood 204th Street Improvements (2014-2016), Fee: $928K

Description: Skillings Connolly developed PS&E to upgrade more than 3900 square yards of ADA-compliant sidewalk. The sidewalk varied in width to provide adequate space for non-motorized users. This was especially important around Edmonds Community College, which included over 30 ADA-compliant


curb ramps. Design included new gravity block walls with pedestrian railing to minimize right of way needs. New curbs and gutters were designed to improve drainage, and all existing catch basins were replaced with catch basins designed to current standards. Construction includes the repair of the roadway adjacent to the new curb, gutter, and tree wells for future street trees. A NEPA programmatic exclusion was prepared, as were Stormwater Pollution Prevention Plans. The project included complete construction management/administration and inspection to fully comply with all WSDOT standards.

Data Driven Corridor Improvements: We developed several possible alternatives to improve traffic flow on SR99. We used traffic modeling to determine the most cost-effective solution, which was to extend 204th Street from SR99 to 68th and construct a roundabout on 68th. By completing these improvements, the City was able to improve travel times on SR99 and improve the signal timing at 199th and 208th.

Project Coordination and MoT: The roundabout construction required close coordination with the community college to anticipate additional traffic due to students traveling to and from school. In addition, MoT took into account that drivers would potentially be in a rush and inexperienced. Additional signing was provided, and VMS boards were used to communicate major changes and expected delays to help travelers plan ahead during construction.

Relevance: Practical Design, Public Outreach, Traffic Modelling, Corridor Assessment, Alternative Analysis, Utility Coordination Plans, Specifications and Estimate, Construction Support, and Material Documentation

San Juan County Public Works Orcas Road Improvements (2015-Present), Fee: $629K

Description: The Orcas Road corridor is the primary route from the WSDOT ferry terminal to East Sound, the primary destination on the island. During the summer months, Orcas Road traffic dramatically increases for both motorized and non-motorized users blocking local traffic attempting to cross the island and creating conflict between motorized and non-motorized users. The existing road is narrow, contains intersections with limited site distance with 90 degree curves. San Juan County Public Works requested that we provide a context sensitive solution to help improve the corridor mobility.

Practical Design: We met with the County to identify project stakeholders and formed a Project Advisory Team. Our team identified a needs statement for the improvement of safety for both motorized and non-motorized users. During our public outreach, the main themes for the project were safety improvements, maintaining the rural feel of the corridor, and preservation of the scenic views along the route. Based on public feedback, we created our design controls to not only include traditional design standards such as minimum horizontal and vertical curves, but to also improve driver experience and scenic views. Based on these standards, we developed four alternatives that were presented to the public and input was solicited. Public feedback was evenly split between two. Based on that feedback, the Project Advisory Team merged both of these options for the final project definition. This compromise gained community acceptance.

MoT with Ferries: The Orcas Island Road corridor, like SR305, features large influxes of traffic in the summer months each time a ferry comes in or departs, along with increased speeds. Our staging plans were set up such that work needed to be completed under traffic, with the bulk of the work to be completed before peak season. We identified short detours that could be used to complete individual stages, minimizing traffic impacts during peak season while taking advantage of the prime construction season. To account for ferry traffic, the contractor will prioritize contraction traffic based on the ferry schedule.

Relevance: Practical Design, Public Outreach, Traffic Modelling, Corridor Assessment, Alternative Analysis, Utility Coordination Plans, Specifications and Estimate, and Construction Support.


Transportation Solutions, Inc. (TSI)

City of Bainbridge Island Transportation Element (2014-2016), Fee: $201K

Description: TSI developed citywide travel demand and level of service forecasting models in support of the 2016 Bainbridge Island Transportation Element update. This effort involved converting and aggregating Kitsap County assessor data to modeled trip generation inputs and developing a land use growth forecast that was consistent with City zoning, policies and PSRC Vision 2040. TSI’s model incorporated ferry ridership growth, with consideration for its impacts to the SR 305 corridor.

High Resolution Travel Demand Model. TSI developed citywide travel demand model to improve upon the limited capability of the PSRC and Kitsap County regional models. The regional model zone structure included only three traffic analysis zones for the entire city and the network included only regional facilities. The TSI model refined the zone structure and network to allow local level demand forecasting to the collector street level.

Ferry Terminal Multi-Modal Considerations. TSI gained valuable experience and understanding of not only the vehicle surges associated with ferry terminal but also the bicycle, pedestrian and transit surges.

SR 305 Corridor Alternatives Analysis. TSI also applied the citywide planning, and operational models as part of practical design to evaluate three potential improvement scenarios for the SR 305 corridor, including capacity improvements from signalization to grade-separated interchanges.

WSDOT SR 16 Tacoma Narrows to Bremerton Study (2016-present), Fee: $111K

Description: TSI is responsible for supporting the travel demand modeling team for the SR 16 congestion study, reaching from Tacoma Narrows Bridge to SR 3 north of Bremerton, Washington. TSI led the integration of demand models from five different agencies, including TSI-developed models in Port Orchard and Gig Harbor, to create a unified travel demand model for the SR 16 study area.

In-project training provided by TSI. TSI staff trained other members of the modeling team on the use and functionality of the model and provided guidance during the model calibration process based on our software experience and local knowledge.

INRX data application. TSI also provided guidance in the use of historical GPS origin-destination data from StreetLight Data for model calibration, validation, and for stakeholder presentation pieces.

Practical Solutions Approach. TSI is following the WSDOT practical design to provide data driven solutions to SR 16 congestion.

WSDOT US 395 Traffic Modeling and Simulation (2016-present), Fee: $58K

Description: TSI was responsible for the development of a localized a travel demand model to forecast medium- and long-range AM and PM traffic forecasts for each of four design alternatives at the US 395 and Ridgeline Drive interchange in Kennewick. The model was based upon the local MPO model and was refined to allow for more precise analysis of access modifications.

TSI’s review of the MPO model uncovered discrepancies in the land use assumptions for the future case model. The MPO model data was providing results that were inconsistent with previous manual traffic forecasts for the study area. Rather than trust the model implicitly, TSI reviewed the model land use growth assumptions and compared them to the manual forecasts. TSI discovered a discrepancy between the assumptions and facilitated a conference call between the local agency and MPO to resolve the issue quickly and maintain the project schedule.

The AM model was developed with minimal effort. TSI used AM travel demand forecasting methods developed for a similar MPO in Idaho to accelerate the development of an AM peak travel demand model for the project.

INRX data was used for model calibration. TSI developed a model calibration workflow which utilized historical GPS origin-destination data from StreetLight Data, an INRIX data provider. This OD data provided a trip generation and trip distribution model calibration tool much more powerful than traditional traffic counts, resulting in a very well calibrated demand model.


AECOM

City of Woodinville SR 202 Sammamish Bridge and Road (2017), $1.5M

Description: SR 202 between NE Woodinville Road and 131st Avenue NE is a bottle neck because the road is limited to one lane in each direction due to the existing bridge across the Sammamish River. This project increases mobility by adding an adjacent bridge and modifying the existing bridge to allow two westbound lanes of traffic, bike lane and curb, gutter, sidewalk, and interconnected signals to allow better through movement of traffic and to increase the safety at the railroad track crossings. By adding a dedicated bike lane, sidewalks on both sides of the road, and upgrading railroad crossing protection at two locations will greatly increase safety.

AECOM performed a traffic study, developed design alternatives, and performed a bridge location study to identify the appropriate alignment. AECOM acquired all environmental permits and documentation. Impacts to wetland buffers required both off-site and on-site mitigation plans. Stormwater design had to be approved by the City of Woodinville. Geotechnical investigation and potholing existing utilities was included in the scope of work.

Many presentations were performed by AECOM staff to communicate results from the traffic studies, right-of-way impacts, and bridge alternatives presentations to keep the Council and citizens of Woodinville involved throughout the design process. Key stakeholders included King County, WSDOT, Port of Seattle, Woodinville Water District, and utility providers.

AECOM will provide construction support services during construction.

City of Snohomish, 30th Street Widening (2015), $241K

Description: With the development of the Snohomish Station shopping area along with other developments on Bickford Avenue, traffic has steadily increased on the narrow 30th Street, a primary east-west route servicing the northern part of the City of Snohomish. The increased traffic volumes created unacceptable delays when crossing over SR9 on 30th Street as well as safety concerns.

Adding sidewalks provided safe route for pedestrians and all ramps were improved to meet the latest ADA requirements. AECOM worked closely with the City to perform a traffic study to determine que lengths, intersection configurations, and signal timing. The study showed that adding an additional lane in the eastbound direction of SR 9 and a left turn lane westbound separated through traffic reduced delays and increased signal efficiency.

In addition to developing the preliminary and final design, AECOM developed the stormwater design, signal design, directed the geotechnical investigation, and acquired all environmental permits and documentation. Because the project configuration required the removal and/or relocation of driveways, right-of-way agreements were also acquired.

Because the project spans three jurisdictions (King County, City of Snohomish, a small private water district, and WSDOT), AECOM developed a proactive stakeholder involvement plan where each of the jurisdictions were involved at every phase of the project. Channelization and signal plans required approval from WSDOT. Drainage improvements required approval from the City, WSDOT, and King County, since the west leg of the intersection is actually within King County. Therefore, the north and south legs were controlled by WSDOT, the west leg was controlled by King County, and the east leg and all project improvements were controlled by the City of Snohomish.

AECOM also provided construction management support, which required extensive coordination with WSDOT, King County, and the City. All testing and material acceptance was handled by AECOM, with WSDOT coordination for all signal improvements.

WSDOT I-90 Snoqualmie Pass East – Hyak to Keechelus Dam (2016), Fee: $29.5M

Description: AECOM managed, permitted, developed preliminary and final PS&E, and provided construction support for this safety and mobility improvement project that:


Improved mobility by increasing capacity by widening the highway four to six lanes while providing additional capacity for future growth.

Improved safety by straightening roadway curves to improve sight distance and drivability. Structures for wildlife passage were included to reduce collisions between wildlife and vehicles. By stabilizing embankment slopes, the risk for rock and debris from unstable slopes reaching the roadway was significantly reduced.

Reduced maintenance costs and provided a smoother, reliable ride by replacing cracked and deteriorating pavement.

Ensured the continued use of I-90 as a primary and competitive freight corridor, promoting the economic vitality of the eastern and western parts of the state by adding the additional lane, lengthening chain-on and off areas, and straightening the alignment.

Services provided by the AECOM team included: Program management. Geotechnical engineering. Structural engineering. Roadway design. Drainage. Environmental permitting.

AECOM’s efforts contributed to the project, winning the statewide “Environmental Design of the Year” award. Due to the success of the environmental documentation and permitting processes, construction began one year early.

EnviroIssues

WSDOT SR 520 West Approach Bridge North, King County, WA (Ongoing), Fee: $1.9M

Description: SR 520 is a vital transportation corridor, connecting the major population and employment centers of the Puget Sound region on either side of Lake Washington. After nearly 50 years in service, the floating bridge and other structures in the corridor became vulnerable to wind storms and earthquakes and the Washington State Department of Transportation moved forward with replacing the 5.2-mile-long corridor between I-5 in Seattle and I-405 in Bellevue. On the West Approach Bridge North section, EnviroIssues coordinated relations with the City of Seattle, along with key stakeholders such as the University of Washington and Children’s Hospital, and numerous community clubs and councils as the SR 520 Program moved into Seattle. Constructing this new bridge required the communications team to have a strong presence in the construction office and work closely with “frontline” neighbors that abut the construction. EnviroIssues implemented a monthly construction outreach meeting so that neighbors could stay abreast of all construction activities.

When the bike/path opens in fall of 2017, it will allow non-motorized travel from Seattle to Redmond—a major regional accomplishment for the SR 520 Program. This project enhanced public safety and mobility by replacing the highway’s aging, vulnerable bridges, and by making significant transit and roadway improvements throughout the corridor.

Kitsap Transit Comprehensive Route Analysis (Ongoing), Fee: $68K

Description: Kitsap Transit provides routed bus, ferry, and car share services throughout Kitsap County since 1982. For the first time in Kitsap Transit’s history, they are looking at how to comprehensively invest in their routed bus network to improve service and get people where they want to go. Looking at both overarching service improvements around increasing frequency and extending the duration of bus service, as well as making detailed changes to all 28 current bus routes, requires a significant and thoughtful engagement of residents in all parts of the County. EnviroIssues provides strategic guidance and implementation support for public engagement throughout the planning process. Their team provides coordination of outreach efforts to inform technical and executive-level agency staff to ensure public engagement can positively influence the route planning process. Engagement across such a wide geography requires meeting people where they are at, giving both in-person


and online opportunities, that are fun, easy to grasp, and offering meaningful ways to build a community conversation around possible future transit operations.

This project served to improve routed bus service through comprehensive network changes and working to increase trip frequency and extend the days/hours buses run.

SDOT Third Avenue Transit Corridor Improvements (Ongoing), Fee: $170K

Description: Third Avenue is downtown Seattle’s most heavily used transit corridor—2,500 buses travel the corridor every weekday and more than 47,500 people board buses on the corridor each day. Thousands of visitors, workers, shoppers, and area residents also use Third Ave daily. Improving Third Avenue to enhance transit capacity and pedestrian experience is an integral part of making Downtown Seattle a vibrant community. Working together, the Seattle Department of Transportation and King County Metro are focused on balancing the needs of everyone who uses the corridor, whether they are living, working, or riding transit. EnviroIssues has led public engagement planning and implementation through initial design of the project. Their team oversees project messaging and outreach strategy, navigating a complex political and public environment with a diversity of interest and keen attention to how Third Avenue fits into the broader need for transportation improvements throughout Downtown Seattle. EnviroIssues has built relationships with key stakeholders and partners to develop a public vision of Third Avenue and to leverage for public-private partnerships and funding opportunities. Their team also supports development of all communications and outreach content, including: website text, project materials, and plans. Lastly, well-designed and facilitated stakeholder meetings, public drop-in events, and direct door-to-door business outreach allows the team to receive real time, critical public feedback to ensure feasibility of proposed design concepts at key technical design milestones.

This project is providing an enhanced Third Avenue that can accommodate faster and additional buses, as well as an inviting urban environment for people walking through a main employment and retail core.

Tierra Right-of-Way

SDOT 2015 Sidewalk Development and Safe Routes to School (2017), Fee: $48K

Description: As part of the Safe Routes to Schools program, Seattle Department of Transportation (SDOT) was working to construct pedestrian safety improvements in various neighborhoods. Tierra assisted SDOT with acquiring the property rights needed to build new sidewalks, marked crossings, and curb improvements near Wing Luke Elementary School on S Cloverdale Street and 37th Ave S. This project included 21 temporary construction easements.

City of Stanwood Cedarhome Elementary Safe Routes to School (2016), Fee: $30K

Description: This project included the construction of sidewalks and related street improvements extending north from Cedarhome Elementary School several blocks along 68th Ave in East Stanwood to create a continuous pedestrian corridor for access from nearby residential areas to school. Tierra provided acquisition services which included acquiring seven partial acquisitions from both residential and business owners.

City of Sequim West Fir Street Rehabilitation (Ongoing), Fee: $115K

Description: Tierra is providing appraisal, appraisal review, and acquisition services to support acquisition of property rights for this roadway rehabilitation project. There are roughly 30 parcels consisting of residential, commercial, and governmental ownership where permanent and temporary property rights are necessary to construct improvements of West Fir Street between 5th Ave and Sequim Ave in the City of Sequim.


Qualifications of Proposed Project Manager

Tom’s brings a valuable combination of project knowledge as a key contributor to several transportation projects in the SR 305 corridor, and his consequently positive relationships with WSDOT, key stakeholders, and the tribe.

Project Manager / Principal-in-Charge: Tom Skillings, PE Education: BS, Civil Engineering, Saint Martin’s University Registration: Professional Civil Engineer in Washington, Oregon, Idaho, Montana, and Alaska

Tom has over 40 years of experience as a transportation engineer which includes detailed experience as a project design and construction manager for municipalities, counties and WSDOT. Tom started his career with WSDOT, in construction inspection, design and photogrammetric mapping. As a Founder of Skillings Connolly in 1983, Tom has spent his entire career in roles on major transportation projects throughout the Pacific Northwest. In these roles, Tom managed the development of more than 100 PS&E packages in accordance with the Design Manual, Plans Preparation Manual, Construction Manual, and ADA requirements for state- and federally-funded transportation projects. Tom’s experience includes all aspects of design, from project definition through PS&E, advertising, award, contract execution, and construction management services.

Tom’s Experience Managing Projects

WSDOT SR-14 Widening through Washougal, WA (2006-2008)

As Principal-in-Charge and Project Manager, Tom was responsible for overseeing the development of preliminary plans and preparation of the environmental documentation for the widening of SR-14 through Washougal. Tom provided oversight of the design and environmental documentation for the widening of SR 14 in the Camas - Washougal Area. Major project features included constructing new bridges across the East and West Camas Sloughs, reconfiguring the alignment at SR 500 to accommodate a new interchange, and providing access to adjacent properties. Skillings Connolly's work included surveying; alternatives analysis; and preparation of discipline reports to support the NEPA process. The reports focused on the project's impact to residents and wildlife in the area, including:

Floodplains, Shorelines, and Groundwater Air Quality Surface Water Wildlife, Fish, and Vegetation Noise Quality Hazardous Materials

Farmland Public Lands Cultural Resources Visual Impacts Land Use Socio-Economic Impacts

Relevance: These projects demonstrates detailed experience working with WSDOT and permit stakeholders for the development of the environmental documentation for a major DOT project.

WSDOT, SR 305 South City Limits to Bond Road through Poulsbo, WA (Designed 1999, DOT constructed in 2008)

As Principal-in-Charge and Project Manager, Tom was responsible for overseeing the development of a PS&E package to widen SR-305 from 2-3 lanes to a 4-5 lane section to address the increased ferry traffic impacts on this section of road through the City of Poulsbo. Major elements of work included surveying and mapping, geometric, stormwater drainage, traffic and geotechnical design, environmental documentation (NEPA EA and SEPA DNS), subsequent permitting, public involvement, and right of way plans. Project challenges including development of mitigation for impacted wetlands and the salmon-bearing stream adjacent to the project, design of additional right-of-way to widen the roadway and acquisition of federal, state and local permits. The successful project outcome was due, in large measure, to our aggressive public involvement plan which engaged all project stakeholders including the public, appropriate regulatory agencies and local Tribal interests.


Tom managed the scope, schedule and budget and included the coordination of multiple subconsultants on the project team.

Project features include:

State Funds. Multiple Project Stakeholders. Extensive Public Involvement Campaign.

Public involvement was a very important part of this major highway reconstruction project. Many tasks were included in the community involvement campaign and occurred as follows:

Skillings Connolly worked closely with the same project stakeholders to convene the Project Steering Committee (e.g., WSDOT, City of Poulsbo, Suquamish Tribe, Kitsap Transit, and Kitsap County).

Scheduled multiple meetings and prepared materials, facilitated the meetings, and prepared and distributed Meeting Summaries.

Skillings Connolly provided periodic updates/presentations on the project to project stakeholders We developed a one-on-one-liaison with the Suquamish Tribe to establish communications with the Tribe, keep

them informed and involved with the design process, and to ensure that they could provide input into the process in their primary areas of interest.

Skillings Connolly developed and maintained a mailing list of up to 700 key persons; a newsletter was distributed to key project stakeholders throughout the corridor during the project.

Why this project is relevant: This project demonstrates detailed experience in completing the PS&E to WSDOT standards, while working with project stakeholders in the SR-305 corridor to reach consensus on sensitive project details.

City of Lynnwood, 204th Street Extension and Improvements, 2008-2015

Tom was the Principal in Charge and the Project Manager for this City project. The project provided for an extension of 204th from 68th Ave. West to SR-99. Project elements included traffic studies to validate the improvement, traffic calming measures, roundabout design, signal design and extensive coordination with the school district headquarters, Edmonds Community College, Community Transit, WSDOT for improvements on the state highway as well as water, sewer, power, fiber optics, gas, and utility coordination. Tom's role was managing the project's scope, schedule and budget, as well as design concepts for difficult drainage and traffic issues.

Work also included work zone traffic control for vehicles, pedestrians and bicycles due to the proximity to the Edmonds Community College. Because the roundabout was the first for the City of Lynnwood, Tom led the outreach to Community Transit to demonstrate how the transit buses would navigate through the roundabout by providing detailed turning movement exhibits.

Through data provided by traffic studies, cost-effective Practical Design Solutions were developed that included eliminating a traffic signal, which improved traffic movements off of SR-99 and eliminated traffic backups on the City street entering the state highway.

Why this project is relevant:

This project demonstrates Tom’s expertise as a Project Manager, to guide diverse stakeholders through a complex set of issues to reach a successful outcome.


Montana Department of Transportation, US-93, Evaro to Polson corridor, 1999 - 2005, construction followed the next 10 years.

US-93, located in Montana, traverses the Flathead Indian Reservation. Since the 1980s, efforts to preserve the area's natural beauty and improve safety had been attempted; however, the Montana Department of Transportation (MDT), Federal Highway Administration (FHWA) and Confederated Salish and Kootenai Tribes (CSKT) were in disagreement about the design parameters to be used for improvements to this section of US-93. The project alignment traversed two counties, five towns and community centers in addition to the Flathead Reservation.

Our Approach: Tom, as PIC and team leader, facilitated design discussions between MDT, FHWA and the CSKT leading to a written Memorandum of Agreement (MOA), published in 2000. The MOA specifies how the highway alignment will be developed, how traffic will be managed and how best to minimize impacts on area residents, wildlife and visual aesthetics. Tom led the team in developing an extensive use of Context Sensitive Solutions demonstrating a deep respect of the landscape, Spirit of Place, and mutual respect of stakeholders’ values. This was key to this project's success. Tom lead the team that developed a consensus-based stakeholder team to provide project guidance leading to the adoption of the design vision presented in the MOA. To compliment the inter-governmental discussions and numerous meetings with corridor residents, a public involvement campaign was implemented which allowed the design projects to move forward smoothly and quickly.

Tom led the team that managed eight consulting firms in the design of US-93 corridor. This included the QA/QC review of all of the project segments, management of the projects' schedules, budgets and public involvement. Using the MOA as a cornerstone for design, Skillings Connolly facilitated the Project Oversight Group (POG) and the Technical Design Committee (TDC) made up of MDT, Tribal, FHWA, resource agency, and subconsultant staff.

Why this project is relevant: This was a $125M project, spanning a 53-mile corridor with multiple project challenges, including multiple stakeholders, most prominent, the Salish-Kootenai Tribes who were vehemently opposed to any project on their reservation. This project demonstrates Tom's ability to organize and manage a diverse team to a very successful conclusion, utilizing context sensitive solutions and Practical Design to create the best value for the state and federal dollars.

Tom’s Familiarity with State/Federal Regulations and Practical Design

Tom started his career with WSDOT, and through the last 34 years has focused on transportation projects. He has been PIC/Project Manager for all of the dozens of transportation projects completed by the firm. Through his career, Tom has been involved in all types of projects: big and small, complex and controversial to small and straight forward. Tom has gained knowledge and experience from each one. All of the projects that have been constructed had been designed following federal, state and local guidelines. All of these projects have been successfully constructed in compliance with state, federal and local regulations. Some of the significant relevant projects successfully completed include:

Mill Plain Blvd/I-205 interchange improvements, City of Vancouver/WSDOT. SR-305, Poulsbo SCL to Bond Road, WSDOT.

“The US-93 project is a shining example of what happens when parties come together in the spirit of cooperation and compromise to provide safe and environmentally friendly infrastructure.”

Dave Galt Director, MDT

“The words in the agreement are about rebuilding a road, but the process leading up to it was about rebuilding trust, honor and mutual respect among governments.”

Fred Matt CSKT Tribal Council Chairman


SR-3, Belfair Bypass, Preliminary Design/NEPA EIS, Mason County. 204th Extension, SR-99, City of Lynnwood. SR-510/Tohoma Blvd., City of Yelm. State-wide, on-call traffic, WSDOT multiple traffic signals throughout the state. US-93, Evaro to Polson, MDT over 600 parcels of Right of Way acquisition.

Familiarity with Relevant Regulations and/or Procedures: Tom, having used the State Design Manual and Local Agency Guidelines for WSDOT and local agencies across the state, has in-depth knowledge and experience with the regulations. He keeps projects on track by knowing what is required before it is needed and keeps the team focused on what is pertinent.

Familiarity with Practical Design: Tom has completed the application of one or more practical design principles on multiple local agency projects prior to WSDOT's documentation approach, along with procedural steps specifically identified for Practical Design. For example, as Project Manager for the City of Lynnwood's 204th Street Extension project, the typical design solution for the intersection of 204th and 68th Ave SW would have been a signalized intersection. Practical design led to the implementation of the City’s first modern roundabout, which reduced annual O&M costs, and increased traffic safety and access to adjacent properties. The project incorporated low cost traffic calming techniques that improved pedestrian safety, as well as lowering the speed of pass-through traffic in adjacent neighborhoods.

For the US-93 project, several data driven, low cost solutions were the outcome of performance based alternatives. Typical MDT design called for a 4-lane highway through the reservation. Tribal interests demanded a 2-lane solution. Tom led the team by evaluating the performance of strategically located passing lanes where traffic studies made predictions of the number of lives anticipated to be saved and increased LOS performance utilizing limited passing lanes. The resulting design satisfied MDT, FWHA, and the CSKT tribal council. Other performance based solutions focused on specific locations and types of animal crossings which resulted in 44 animal crossings with predicted reduction in car/vehicle crashes and reduction of numerous listed endangered species fatalities causes by car crashes, such as grizzly bear and wolves.

Other performance based outcomes resulted in designing a new alignment to better fit the land and reduce impacts to culturally sensitive sites on the reservation.

The success of Practical Design for this SR 305 project will come from the entire team, especially the designers, as they identify cost effective solutions for the issues this project is faced with. Consequently, while our proposed Project Manager will oversee the Practical Design, the process is actually led by our Design Team Lead, Tim Horton. Tim has experience with Practical Design from his time at WSDOT and from his work on the SR302 Safety Upgrades project, MacKaye Harbor Road Feasibility Study, Orcas road Improvements, and many other design projects. This two-tiered approach has been proven effective as it gives stakeholders a natural appeals process to Tom. He can then work to realign the stakeholder to the Project Needs Statement.

Examples of Tom’s Ability to Manage Projects

McKay Harbor Road, San Juan County, 2010-2015

MacKaye Harbor Road on Lopez Island in San Juan County, Washington, provides the only access to Agate Beach County Park, the National Monument at Iceberg Point, and more than 100 properties in the Agate Beach, Salmon Point, Barlow Bay, and Flint Road neighborhoods. The Skillings Connolly team, in collaboration with EnviroIssues, convened a Project Advisory Team to formulate strategies and solutions consistent with project

Tom's design approach is based on decades of experience focusing on a practical solution first. His extensive experience will guide the practical solutions team to successful outcomes.


performance baseline. It was important to recognize that all solutions were on the table and to listen to everyone’s thoughts. This open forum allowed ideas to grow off each other and keep the team invested in the outcome. Tom led the team made up of the San Juan County project manager, local residents, property owners, Friends of the San Juans, and other stakeholders that reduced the number of alternatives from one hundred down to three alternatives.

Why this project is relevant: This project demonstrates Tom’s experience managing Practical Design, Public Outreach, Corridor Assessment, Alternative Analysis, and Cost Estimating.

Changes that arise throughout the life of the project: There was a very diverse set of project stakeholders, all from different communities in the area, including Agate Beach, Salmon Point, Barlow Bay and Flint Road neighborhoods. Each community embraced a different set of values. We led a project kickoff meeting using our experience working with passionate stakeholders and focused the team on need identification. This was the critical first step, not only because it defined the problem, but because it set the tone for working together. We successfully used this approach to find common ground between environmentalists and climate change skeptics by identifying the purpose and need for the project; that San Juan County should provide access to communities along MacKaye Harbor Road and the national monument.

This project also demonstrates Tom’s ability in leading the team to be flexible in working with different communities and the ability to change our approach based on stakeholder input.

Project scope, schedule, and budget: Tom, working with the project team, was able to manage the project to come in under budget, on time and all within the original scope of work.

US-93, MDT Evaro to Polson, 1999-2005

Tom developed a specific management process for the US-93 project that included a Project Advisory Group, (POG); a Technical Design Committee, (TDC) made up of teams and executive stakeholders from all of the affected communities and tribal government, and an Exceptions Committee made up of Tribal and MDT subject specialists. The project initially started with Design Discussions to resolve long-standing fears of progress, resistance to any improvements on tribal lands, and the development of acceptable design standards. The POG team initially included only an upper management team, which consisted of tribal council members, the Director of MDT and his assistant, the MDT District Administrator, the FHWA regional administrator and her assistant, and the Skillings Connolly consultant team. This team met every month for a full day, and sometimes two days, with the sole purpose to listen to each other talk about what was important to them.

Tom led the team in the development of a mission statement, signed by all parties, vowing to listen, learn, and to be respectful to each other’s values. The outcome was a signed MOA describing in detail the preferred design for the corridor: a design driven by community stakeholder input and data that supported the preferred solutions.

Changes that arise throughout the life of the project: This project was all about change; change in attitudes; change in how an MDT project was approached and designed; change in understanding cultures and the meaning of “spirt of place.” When the project started, the team was not sure of all of the challenges they might face. The client believed it was not possible to be successful because of all the failures they had previously experienced. Every meeting exposed new challenges and, in some cases, a new direction. Tom developed a scope of work based on flexibility to address the changes that arose throughout the project. As incremental successes were accomplished, new challenges were presented for the next step in the project development. As the project changed, a new scope of work and new approach were created based on the strong partnership created in the previously completed work.

A team does not succeed with only their leader. Tom assembles a team of professionals including deputy managers, design leads, and subject matter experts who are good at their job and follow his guidance.

Project scope, schedule, and budget: This project lasted for several years. Project successes were achieved and a new scope, schedule and budget were created for the next challenge that unfolded. Tom was successful in keeping the team and the project on schedule and within budget over the multiple years of project execution.


Key Team Members Qualifications

Practical Design and PS&E Lead: Tim Horton, PE Education: MS and BS, Civil Engineering, Saint Martin’s University, 2004, 2012 Registration: Professional Civil Engineer, Washington (#123456)

Tim understands WSDOT Olympic Region processes and procedures for delivering projects, having successfully delivered multiple projects through design and construction. Tim has 14 years of experience delivering PS&E projects while working closely with local agencies, especially along the 305 Corridor. He has delivered multiple projects including highway improvements, the SR305 Bond to Hostmark through Poulsbo, Bike and Pedestrian Improvements, Core 40 Miller Road for the City of Bainbridge Island, and other projects for Kitsap County and Kitsap Transit.

During his 10 years of varied experience working in the Olympic Region for WSDOT, Tim spent about half of that time in construction field offices. This experience provides Tim the expertise to deliver constructible designs. Tim’s previous experience working with Port Orchard PEO allows him to produce PS&E plans right the first time, which reduces WSDOT review time.

At the Olympic Region Design Office, Tim’s role as lead designer also included responsibilities as a constructability expert and InRoads trainer. He utilized his construction experience to help designers think through the process of how a project would be built during construction to ensure that items like stormwater treatment and storage were accounted for. He was involved on the staging portion of several projects. He helped develop the process in which the designer modeled each stage of the construction individually to account for traffic during each stage, so that the construction team had a clean design to stake for the contractor. Non-technical staff could also review design quicker and easier leading to reduced review time and more accurate comments the first time.

As the InRoads lead for the office, Tim was on the cutting edge of Olympic Region design standards development. To improve design efficiency, Tim developed the InRoads standards, or xin file, to match the current plans preparation manual that reduced drafting time. Since it can be difficult having more than one designer working on a project at a time, Tim developed naming conventions for alignments and surfaces, and he designed procedures for accessing them. This gave each designer a clear understanding of what files they needed access to and allowed the team to function efficiently. As part of this same process, Tim developed cross section display standards so that drainage, utilities, and signal poles could all be accurately portrayed in a clear manner for review by non-InRoads users.

Selected Experience WSDOT, SR3 Belfair Area Wide Safety Improvements, Belfair, WA (2008–Present): Tim was the site civil design

lead for this $23 million project to complete safety improvements through downtown Belfair. He worked closely with the Olympic Region Utilities Office; the power, gas, water, and sewer utilities; as well as phone and broadband companies, to determine the locations and schedules for the project’s utility relocations. In order to reduce potential utility conflicts, Tim developed new InRoads cross sections standards for the Olympic Region, and created the first WSDOT 3D underground utility base map to evaluate the proposed utility locations. This project was completed while in WSDOT’s employ.

MacKaye Harbor Road Feasibility Study, San Juan County, WA (2016 to 2017): Currently MacKaye Harbor Road is the only access to the communities of Salmon Point, Flint Road, and Agate Beach, in addition to a County park and Iceberg Point, a National Monument. San Juan County is experiencing higher than expected cost to maintain the access road due to erosion. Tim facilitated the practical design by assembling a team of subject matter experts and local residents to create a project advisory team to find a context- sensitive solutions. Tim understood that, for the team to be accepted by the overall community, members needed to not only represent different communities, but differing points of view on climate change. Tim brought the team together to identify a need statement, which he brought to the overall public to gain additional insight, refined the original statement, identified design controls, and developed three design concepts for public review and input. Tim led the final


public open house to gain additional feedback to define the final project. Tim and the project advisory team took that feedback to define a project that was unanimously accepted by the County Counsel and received only public endorsements of the project.

Miller Road Non-Motorized Improvements, Bainbridge, WA (2016-Present): Miller Road was identified as a missing link to Bainbridge Island’s bicycle and pedestrian corridor. The City secured limited funds to address non-motorized access to the corridor. Tim led the City through the design effort to modify their existing standards to meet the project need within the existing project budget. Working closely with the City, Tim delivered an Ad-Ready set of plans 20% under budget that addressed the project need, avoided right of way acquisition, and reduced wetland impacts by 80%.

Relevance: Understanding of Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Trade-Offs, and WSDOT/public agency regulations/procedures

Community Engagement: Tim Horton has provided community engagement for multiple transportation projects. His most recent project in this role is his current work for the City of McCleary. In addition, he grew up alongside the SR305 corridor. Consequently, he is very familiar with the various area stakeholders, including staff from local agencies, cities, and tribes. As a long-time resident, Tim’s understanding of the local stakeholders will allow him to find common ground between competing interests.

Practical Design: Tim is skilled in WSDOT practical design methods. He worked closely with the design team to implement practical design for SR302 Improvements, MacKaye Harbor Road Relocation, and Orcas Road Improvements. He also successfully used a similar process on Miller Road for Bainbridge Island and SR3 Belfair area wide safety improvements.

Public Outreach: Daniel Brody, EnviroIssues Education: MPA, Environmental Management, University of Washington, 2012; MS, Environmental and Forest Sciences, University of Washington, 2012; BS Environmental Science and Resource Management, University of Washington, 2009 Registration: Certificates in Effective Planning, Effective Communications and Effective Techniques for Public Participation, International Association for Public Participation, 2014

Daniel has been developing and guiding public engagement and communication for various government agencies and organizations for over six years. Daniel’s experience is varied, working with clients on projects ranging from transportation planning and design to the management of environmental resources. Daniel excels at planning inclusive public engagement opportunities by using tried-and-true and innovative techniques. He has worked on transportation projects of all sizes, including WSDOT’s SR 520 Bridge Replacement program. Daniel relies on his ability to translate highly technical information into key messages that resonate with those communities who will be impacted by the projects and decisions being discussed. Whether leading advisory groups in decision-making, communicating with property owners, or planning and staffing public open houses, Daniel can ensure public input can best support the goals and objectives for the projects he supports.

Selected Experience SR 520 West Approach Bridge North, Seattle, WA (2016): Public Involvement Lead responsible for supporting

communications and coordinating with the larger SR 520 Program team. Responsibilities included managing the communications team; review of all outgoing communications and materials; ensuring that communities were informed of upcoming construction activities in a timely manner and that messaging was consistent and accurate; and developing key messages and communications strategies to be used with local, state, and government officials.

Comprehensive Route Analysis, Kitsap County, WA (On-going): Public Outreach lead responsible for the development and implementation of public engagement and outreach supporting Kitsap Transit’s effort to review their routed bus service and develop a recommendation for a future of the routed system. Works closely with technical consultants and Kitsap Transit to design effective engagement tools, both online and in-person, to raise awareness and interest in the project and collect substantive input into the planning process. Facilitates public


workshops and brings strategic advice and guidance around communications development and outreach implementation, including fact sheets, social media, display ads, online content, and in-person workshop notifications.

Third Ave Transit Corridor Improvements, Seattle, WA (On-going): Deputy Project Manager for community outreach and communications for this joint agency project in Seattle’s most heavily used transit corridor. Oversees project messaging and outreach strategy as the project moves through design. Develops website content, project materials, plans, and implements outreach events at key milestones. Coordinates with agency staff and key stakeholders.

Understanding of Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Trade-Offs, and WSDOT/public Agency Regulations/Procedures

Daniel has worked on city and state transportation projects in Washington to engage stakeholders, notify communities of potential impacts, and facilitated stakeholder meetings, including solution based, consensus building exercises. Daniel’s work with WSDOT includes the SR 520 West Approach Bridge North Project, where he managed the communications team during construction and developed an outreach effort to a key frontline neighbor community to ease the impact of construction and resolve issues quickly to prevent escalation. Daniel has a strong understanding of WSDOT policies and practices related to the engagement of the general public, stakeholders, and property owners, jurisdictional partners, and media relations. He will bring this past experience and awareness of WSDOT standards, best practices and policies to the SR 305 Winslow Ferry to Hostmark Street Safety Improvements in order to deliver the project efficiently, with no surprises, and in collaboration with key stakeholders and the community.

Right of Way: Leslie Beaird, SR/WA, R/W-RAC, Tierra Right-of-Way Education: Project Management Certification Course, University of Washington; South Puget Sound Community College; IRWA Senior Right of Way Professional (SR/WA) Designation; IRWA Relocation Assistance Certified (R/W-RAC) Registration: Licensed Real Estate Broker, Washington State License No. 114768

Leslie has nearly 20 years of right-of-way experience with expertise in the implementation of projects under the Federal Uniform Relocation Assistance and Real Property Acquisition Policies Act. She is currently the Leader of the International Right of Way Association’s (IRWA) Relocation Community of Practice and a certified instructor for IRWA’s Relocation courses. She is also the immediate past President of IRWA’s Puget Sound Chapter and was named Chapter Professional of the Year in 2014.

Selected Experience West Fir Street Rehabilitation, Sequim, WA: Project Manager responsible for overseeing the acquisition of 23

parcels. 228th Street UPRR Grade Separation, Kent, WA: Project Manager responsible for overseeing 12 acquisitions and

two non-residential commercial relocations following the WSDOT process for this FHWA-funded grade separation project.

Understanding of Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Trade-Offs, and WSDOT/public agency regulations/procedures

Prior to Tierra, Leslie spent 15 years in WSDOT’s Real Estate Services group. She was responsible for the development and implementation of training courses for staff, consultants, and local agency employees. Leslie provided quality assurance oversight, relocation assistance, and performed project certification reviews on FHWA-funded projects throughout Washington. This experience makes Leslie well-versed in WSDOT/public agency regulations/procedures.


Environmental: Patrick Skillings, PMP, Skillings Connolly Education: BS, Environmental Science, Oregon State University Registration: Project Management Professional and Certified in Wetland Delineation/Classifications

Patrick has over 16 years’ experience in the environmental field. He has been involved in bridge, ADA-compliant trails and walkway, storm drainage, multimodal transportation, and park projects. He is an environmental scientist that specializes in permitting; wetland delineations and buffer mitigation plans; SEPA/NEPA; and Endangered Species Act assessments. He has prepared the baseline assessments required for support of permit applications. Patrick routinely coordinates with the resource agencies, balancing project design objectives and permitting conditions. Patrick’s is Skillings Connolly’s Subject Matter Expert on issues that arise on Transportation Projects.

Selected Experience SR 14 Camas-Washougal, WSDOT - Lead environmental subject matter expert for transportation project through

multiple jurisdictions. Orcas Road and MacKaye Harbor Road, San Juan County - Environmental lead for separate projects for San Juan

County. Provided environmental evaluation of multiple relocation alternatives developed through the Context Sensitive Design process.

SR 167 Extension, WSDOT - Environmental subject matter expert pertaining to wetlands. Completed 404(b)(1) Evaluation under 404/NEPA merger process, allowing Tier 2 NEPA EIS to move forward.

Patrick's Experience with Federally-Funded Projects, LAG Manual & NWR Local Programs - Patrick's comprehensive experience adhering to WSDOT and federal funding requirements, as well has his experience coordinating with WSDOT staff and utilizing the Environmental Procedures Manual will be a benefit as he is able to communicate environmental review requirements and restrictions to engineering design staff.

Traffic and Planning: Victor Salemann, TSI Education: B.S., Civil Engineering, University of Washington Registration: Professional Engineer, Washington #25799

Traffic analysis and NEPA Transportation Discipline Report tasks. He will also support roundabout analysis and design.

Mr. Salemann is known for his ability to present complex traffic and transportation issues in terms that decision-makers and the public can understand and respond to. Mr. Salemann provides program administration, traffic signal design, roundabout design, travel demand forecasting, roadway design, comprehensive transportation planning, development review, and design for trails and paths. He has worked with numerous cities on urban/suburban transportation planning and traffic engineering issues including the impacts of regional through-traffic on new and established communities. He has also assisted communities in the development of policies and implementing procedures to address specific transportation goals and objectives. Throughout his career in transportation planning and engineering, Mr. Salemann has demonstrated an ability to connect with and commit teams and organizations to projects, as well as identify and address the challenges faced by municipal staff and diverse stakeholders.

Mr. Salemann also specializes in roundabout design and has been involved in roundabouts since visiting "Roundabout Valley" in Vail/Avon, Colorado in 1998. He gained much of his roundabout knowledge by participating in the Washington State Department of Transportation's Process Involvement Team that developed Chapter 915 of the WSDOT Design Manual.

Selected Experience Bainbridge Island Transportation Plan City of Bainbridge Island Transportation Element, Victor was the project

manager for this project that developed citywide travel demand and level of service forecasting models in support of the 2016 Bainbridge Island Transportation Element update. This effort involved converting and aggregating


Kitsap County assessor data to modeled trip generation inputs and developing a land use growth forecast which was consistent with City zoning, policies, and PSRC Vision 2040. TSI’s model incorporated ferry ridership growth, with consideration for its impacts to the SR 305 corridor. A sub element of the project was the evaluation three potential improvement scenarios for the SR 305 corridor, including capacity improvements from signalization to grade-separated interchanges

SR 16 Burnham/Borgen Interchange Roundabouts, for the City of Gig Harbor, Washington: Mr. Salemann was involved in this multi-phase project since the opportunity for new hospital presented itself in Gig Harbor several years ago. His initial role was to review the traffic impacts of the hospital on behalf of the City. In his review, he determined that previous development approvals in the Borgen Boulevard corridor had already exceeded the capacity of the corridor and the existing interchange at SR 16. The hospital, however, was a high-priority project for the City. Mr. Salemann led a fast track corridor analysis, including a comprehensive plan update, to resolve future LOS, near-term and long-term corridor improvement requirements and necessary SR 16 interchange improvements to allow the hospital to move forward.

US 395 Traffic Modeling and Simulation, City of Kennewick (subconsultant), fee to TSI $57,752, On-Going: Victor is the task manager for transportation planning and IJR support for the US 395 and Ridgeline Drive interchange in Kennewick. Work tasks included a model calibration workflow which utilized historical GPS origin-destination data from StreetLight Data, an INRIX data provider. This OD data provided a trip generation and trip distribution model calibration tool much more powerful than traditional traffic counts, resulting in a very well calibrated demand model. Victor is supporting the team in the drafting of an IJR for the proposed interchange. An unusual feature of the project is the change in functional classification that occurs at the interchange resulting in different access restrictions and design requirements north and south of Ridgeline Drive. Understanding of Effective Community Engagement, Performance-Based Decision-Making, Modal Integration and Trade-Offs, and WSDOT/public agency regulations/procedures.


Firm’s Project Management System

Quality Assurance / Quality Control Processes WSDOT has specific performance standards and expects that its consultants will share in its dedication to superior project management, quality design work, and adherence to design standards. Skillings Connolly personnel have been delivering to your standard for 35 years. Our Project Manager, Tom Skillings, has diverse delivery experience on projects for WSDOT over those past 35 years, since the founding of the firm, and is currently working with WSDOT HQ and the Olympic Region. Consequently, our Quality Management System (QMS) meets the tough requirements laid out by WSDOT.

Additionally, Skillings Connolly has a stringent formal project management system (summarized in the graphic at right) used on all projects and task orders. This system includes a formal QA/QC program, and provides a consistent and predictable approach toward managing our projects. Tom will tailor our QMS to develop a quality plan specific to the SR 305 project. He will ensure that our quality assurance procedures and protocols are followed for all work performed– including that of subconsultants - and that all deliverables are checked and maintained to a uniform standard of quality before being submitted to WSDOT.

Our quality plan incorporates quality review at each working level from the project manager down and from the discipline level up, and is continually reinforced during the project. There are four components to this approach, which are performed continually and at major milestones:

1. Engineering Discipline Review. During the project, prior to any formal submittal, the design and reports are reviewed by the discipline managers.

2. Coordination Review. The project manager and discipline lead engineers will review the construction documents for coordination, accuracy, client drafting standards, and definition of work.

3. Constructability Review. Following review by the lead engineers, the QC team will coordinate constructability reviews to verify criteria compliance, evaluate the comprehensive quality of the geometric plans and design plans, and resolve potential constructability issues.

4. Quality Assurance/Quality Control Review. QA/QC reviews will be conducted on an impromptu basis and prior to each milestone submittal. These will be independent reviews led by the project manager with the involvement and management review of the QA/QC Manager.

Figure 3: Skillings Connolly Project Management System


The team will stop at the 20% project milestone to take a step back from the initial burst of the project activity to rationally consider the project’s initial output, and evaluate the project’s pace and direction to confirm that initial project work:

Follows the agreed scope and program of services; Engages staff appropriate to the scope and required deliverables; Properly considers standards, codes, guidelines and other technical criteria; and Utilizes the appropriate methodology.

Applying Skilling Connolly’s QMS to Subconsultant Work Our subconsultants will work as fully integrated members of the team, acting as an extension of Skillings Connolly staff. Subconsultants will be provided with a copy of Skillings’ QMS policies and procedures and project-specific quality plan, so that these are incorporated into their work. Our Quality Control Manager, Gerry Smith, will provide additional review of their work to ensure that deliverables are correct and accurate.

Monitoring Project Budget and Scope Skillings Connolly uses a proven project management system known as electronic Project Manager (ePM) to respond to monitor project scope (level of effort) and budget. ePM integrates planning, scheduling, cost control, budgeting, and cost accounting to provide weekly, “real-time” project status. This allows Tom to proactively manage scope and control the project budget.

Scope Management

Scope management is crucial to controlling project costs and achieving contract requirements. Skilling’s approach to project scope management follows a five step process:

1. Collect Requirements. We will work with WSDOT to define and document the project requirements. The foundation of this process is the project charter and stakeholder commitment. Requirements will be documented in sufficient detail to allow for measurement during project execution.

2. Define Scope. After the project requirements are collected, we will develop a detailed project/product description (scope) which includes deliverables, assumptions, and constraints. This establishes the framework for performing the project work.

3. Create Work Breakdown Structure (WBS). Project deliverables will be broken down into progressively smaller and more manageable components, down to the lowest level known as work packages. This hierarchical structure allows provides simplicity in scheduling, costing, monitoring, and controlling the project. This information is uploaded into Skilling’s ePM system, which allows us to monitor project progress in “real time” and provide weekly status updates on project progress.

4. Verify Scope. Working with WSDOT, we will formalize the scope of work and identify all deliverables. As needed, adjustments will be made to the WBS.

5. Control Scope. This step occurs throughout the life of the project. We will monitor and control the project scope against the scope baseline. While changes to the project scope may be necessary, we will anticipate these changes and integrate them to prevent scope creep. We will monitor scope through frequent evaluations as the project or tasks progress through design. This in-house project management review occurs on monthly between the project manager and a senior manager to ensure the project is on schedule and within budget.

Budget Control

Using the WBS and ePM, we will monitor, forecast, and accurately report project costs. Elements of our approach to budget control focus on include:

Project WBS Organization. The foundation of good project cost control starts with establishing a WBS that allows the project manager to allocate budgets, track and analyze costs against budgets, and track progress against budget


and schedule. The WBS will identify key activities that impact budget control such as phased deliverables, key project activities, and key milestones.

Payment Processing. As costs are incurred, Tom will review these to ensure they are coded and tracked against the appropriate projects and tasks. Actual vs. budgeted costs will be reported on a regular basis.

Cost Projection. Forecast of expenditures, cash flow, and encumbrances are tracked on a cost loaded schedule. This baseline information will be refined to provide updated cost estimates during the design and construction phases.

Cost Reporting. Cost reports provide valuable information to fully understand incurred, accrued, and forecasted project costs. Key reports include forecasts of costs against work performed and project progress, which allow for early and proactive steps to mitigate potential cost overruns.

Scheduling Program/Process

Our team utilizes both Primavera Project Planner 6 and Microsoft Project to track the progress of individual projects. The decision on which software to use will be based on several factors, including the complexity of the project and WSDOT’s preference or requirements. Tom will develop a schedule based on the milestones outlined in the Project Work Plan, highlighting key deliverables and other milestones (such as quality reviews), with sufficient detail in subtasks to accurately guide and track project progress. Tom has used this process on the following three projects:

San Juan County McKay Harbor Road: Tom, working with the project team, was able to manage the project to come in under budget, on time, and all within the original scope of work.

Montana Department of Transportation US-93, Evaro to Polson: This project lasted for several years. The project successes were achieved, a new scope, schedule and budget was created for the next opportunity that unfolded. Tom was successful in keeping the team and the project on schedule, and within budget over the multiple years of project execution.

City of Lynnwood 204th Street SW Reconstruction: This project was suspended and then restarted; what started out as a new signalized intersection ended with a roundabout. The Client requested additional traffic calming studies and changes to the stormwater facilities. Tom successfully navigated through these scope and schedule change challenges, providing the supporting documentation and design, while keeping the project on schedule and on budget. Most of all, he kept the client and the public very satisfied with the outcome.

Process for Interacting with the Internal Project Team

Positive working relationships are a key element of successful project delivery. To establish a collaborative work environment with the internal project team, Skillings Connolly holds a partnering session before work begins to ensure everyone is on the same page. Expectations, goals and schedules are clearly defined and communicated to the team, with the following outcomes:

Identify critical path/early resolution items. Develop communication protocols. Establish conflict resolution protocols Provide input for the master project schedule.

Establish the frequency and type of meetings required throughout the life of the project.

Discuss any mentorship needs.

Firm’s Ability to Provide Interaction with Client and/or Stakeholders

Our approach to interacting with WSDOT and stakeholders is straight-forward: provide quality, cost-efficient design with no surprises. A few strategies we will use to accomplish this include:

Holding a partnering session with the WSDOT before any work begins so everyone has an understanding of the project goals, schedules and quality expectations.

Providing weekly project status on deliverables and budget. Anticipating major decision points to ensure timely and appropriate resolution.


Following WSDOT’s lead, supporting the project’s public involvement efforts by providing clear, objective information that is easily understood by stakeholders and the public.

Acting as an extension of WSDOT staff through collaboration in decision-making and constant communication of project progress.

Project Delivery Approach

The project approach presented here is modeled after the very successful US 93 Project. That project had been delayed several times and under discussion for more than 20 years; an EIS had been completed, but because there was no consensus between the parties the project could not proceed. When the Memorandum of Agreement (MOA) was signed to include needed design details all agreed to move forward with a revised EIS, design, right of way acquisition, and construction. Consensus decision making was the key, all parties shared equally in every decision. Our Work Plan for SR 305 will be a consensus process as well.

Work Plan In partnership with WSDOT, we will develop a work plan that efficiently reviews the existing studies, identifies corridor deficiencies, creates stakeholder buy in, and achieves measurable improvement through Practical Design. After carefully reviewing the previous studies and discussing areas of concern and uncertainty with WSDOT and other stakeholders, Tom will draft a work plan that efficiently builds on his over 30 years of experience working in the state and in the corridor. Immediately following NTP, Tom will meet with Michelle Britton, WSDOT’s Project Manager, to confirm priority areas of concern, discuss opportunities, and develop our work plan further. To help refine the work plan, Tom will engage our Strike Team of corridor delivery experts to address high-level risks and uncertainties and to implement WSDOT’s Practical Design directive. Our Strike Team includes Tom Skillings, Gerry Smith, Tim Horton, and Victor Salemann. They bring over one hundred years of WSDOT and local agency experience. This group has the proven ability to quickly synthesize data, identify high-level risks, and provide Practical Design based solutions that help WSDOT leadership efficiently make informed decisions. As a result of this approach, you will receive Practical Design solutions that save money, meet schedule, enhance safety, are accepted by the community, and factor in lifecycle costs.

Equipped with the Strike Team’s analysis of risks and strategies, Michelle and Tom will meet with WSDOT technical groups and stakeholders to vet additional areas of concern and risk. During these meetings, Tom also will gather the information needed to align the work plan with WSDOT’s internal reporting deadlines, building in appropriate schedule buffers to mitigate project risk. Tom will utilize his experience working on highly charged projects to broker honest conversations with stakeholders, such as the Squamish Tribe, regarding design decisions and the trade-offs that must be made as WSDOT practical solutions that balances funding realities. By achieving endorsement of documented meeting outcomes, we will achieve durable decisions and avoid rework as the project advances.

Another critical element of developing our work plan is allocating tasks to the groups best suited to perform the work based on staff availability and aptitude. In addition to vetting concerns and discussing the schedule with WSDOT technical groups, Tom will confirm what elements these groups would like to self-perform and to what level. He successfully used a similar approach on the SR14 corridor when Southwest Region desired to retain project oversight and involvement, but lacked the availability to fully perform all of the work in-house. Tom developed a mutually beneficial agreement, resulting in Skillings Connolly completing the preliminary design and discipline reports to support Southwest Region staff.

Once our work plan is developed, Tom will then work with Michelle to secure endorsement from WSDOT leadership. He will also actively manage the project throughout development, providing continuous input as a collaborative partner while maintaining an appropriately sized, fully-integrated team. Due the nature of the project, staffing levels and needs will fluctuate as Practical Design solutions are identified and implemented along the


corridor. Tom will work with Michelle and the team to assess impacts, determine the optimum staffing level for both WSDOT and Consultant staff and update the work plan accordingly.

Key Decision-Makers and Endorsers of Our Work Plan The SR 305 Corridor is very diverse with various communities and stakeholders that will have different and perhaps competing interests. Gaining public support for any project undertaken will be critical to success. Determining and advancing the correct projects smoothly throughout the corridor with stakeholder support requires making several tough decisions along the way. Tom and his team will be accountable to and support Michelle in engaging the needed decision makers throughout the project. On the US 93 project noted above we engaged the stakeholders in all levels of decision making so that consensus on project goals and plans were agreed before moving ahead. In that project we utilized both an Executive Oversight Committee and a Project Advisory Team. The organization resulted in a very successful project and we suggest a similar organization will provide quality, publicly accepted improvements to the SR 305 Corridor as well.

The Project Leadership Team will collaborate with the Project Advisory Team and the Executive Oversight Committee during three critical stages:

Development of the Project Needs Statement. Gaining Consensus on Corridor Solutions Implementation of Practical Design.

In the US 93 Project a Memorandum of Agreement (MOA) had been negotiated before design started; in this project the Work Plan will be a similar document. The EOC and PAT are set up to make sure the Work Plan is followed and all consensus in the projects selected and their design elements. Concurrence is the key to project success; all stakeholders have agreed on the projects to construct and their basic design before they are implemented.

The PAT will meet, at least monthly, to be informed about project progress and design status. If there are issues with the design as planned these issues will be discussed at the PAT meeting and consensus reached on a solution before proceeding. If consensus cannot be reached, then the PAT will suggest alternatives to be recommended to the EOC for their decision.

The EOC will meet, at least quarterly, to be updated on the project. The EOC will also be the final decision makers for any issue that could not be resolved at the PAT level. The benefit of this organizational format is that it gives


decision makers and stakeholders ample input to project selection and design details and will go a long way in developing public acceptance and support.

Review of Previous Planning Studies Tom’s experience of working closely with all of the stakeholders along the 305 corridor has given him insight into the priorities of each community. That experience, along with Victor Salesman’s traffic modeling in the corridor, will allow them to step back from the solutions provided in the previous studies and create problems statements that can be accepted by everyone.

Work Plan Progress Reports Michelle and Tom will meet with the Project Leadership Team weekly to discuss the project status, staffing, technical issues, schedule, and budget. They will meet with the Project Advisory Team monthly to communicate progress and potential changes. Michelle and Tom will also collaborate with the Executive Oversight Committee to share project status and resolve issues, if needed. This approach makes sure the right information reaches the right audiences as decisions are made.

Define, Validate, and Plan As part of developing our Work Plan, we will use practical Design Principles to define the most efficient solutions, reach consensus with our team, mitigate risks, and secure endorsement. Within the first 60 days of the project, our Strike Team will quickly review the previous studies, generate a deficiencies list, identify potential stakeholder concerns, address high-risk and long-lead issues, and map out a strategy and schedule to advance these key items. This approach focuses our effort on the right tasks to meet WSDOT's program goals.

As part of this process, we will address WSDOT's key concerns, which can be boiled down to three simple questions:

What is the driving force behind the project? What are the stakeholders expectations? How do we get stakeholder buy in?

Tim Horton, with Tom Skillings oversight, will lead the Practical Design Process to create context sensitive solutions. This is the same team that led the MacKaye Harbor Road and Orcas Road projects.

Complete the Basis of Design (BoD)

Need Identification

SR305 Corridor has been thoroughly studied over the years. Those studies have produced a varied number of solutions, with each stakeholder having a different perspective and favorite solution. Tom’s experience of working closely with all of the stakeholders along the corridor over the past 30 years has provided him insight into the priorities of each community. The Performance Baseline will be a Need and Performance Statement for the corridor to be reviewed with the Executive Oversight Committee for their consensus and approval to proceed.

Context Identification

The Need and Performance Statement will be reviewed, discussed and refined by the Executive Oversight Committee. Tom will lead the meeting and guide the group toward consensus on the corridor deficiencies. The meeting will include a presentation of the various past studies, improvements suggested in the past, a current look from the Project Leadership Team on the most current corridor needs, and suggestions on projects that will meet those needs. This presentation will clarify the corridor's performance issues and gaps. The EOC will benefit from the current corridor perspective and suggested projects, while still being asked if there are other concerns or issues


to be addressed. If there are, then they will be added to the suggested projects for further evaluation. Buy-in by the EOC is critical to project direction.

The Need and Performance Statement approved by the EOC will be the basis for initial public involvement.

Initial Public Meeting

Community/stakeholder engagement and acceptance of the corridor performance issues and gaps is a key piece of context identification. With the approval of the Need and Performance Statement appropriate presentation materials will be prepared and a public meeting arranged to gather public comments and suggestions. Daniel from EnviroIssues will use his experience presenting highly charged issues such as climate change, sea level rise, access control, and Mercer Corridor project. Either an open house format or an open house with a presentation period may be utilized. A series of boards describing corridor deficiencies and possible solutions will be available for public input and comment to further define the project need in terms of community context.

Design Controls

Public comments will be utilized by the design team and discussed with the Project Advisory Team to finalize the Performance Baseline for the corridor. Should the PAT modify the Need and Performance Statement significantly from that approved by the EOC, then EOC consensus will need to be obtained. With the Performance Baseline agreed to, the design controls will be identified next. For this project corridor, Modal Priority Design speed and access control are most likely where the highest benefits lie.

Alternative Analysis

The Project Advisory Team will convene to formulate strategies and solutions consistent with the project Performance Baseline. Our experience shows that the top scoring alternatives are typically operational enhancements and demand management due to their relatively lower cost vs. additional lane miles. This will produce the list of solutions for the corridor.

Project Delivery

The Performance Baseline and the refined project list approved by the EOC after the public input are the starting point for project delivery. It is expected there will be changes to both design details and the project list throughout the project delivery period. Funding can either increase or decrease or project delays caused by stakeholder concerns or perhaps right of way needs will occur. Change is where the collaborative, flexible process between the design team and the Project Advisory Team becomes crucial. New or revised projects can be brainstormed and changes made quickly. Cardinal changes to direction will need to be thoroughly discussed and agreed with the EOC, as well while taking into consideration public comments and the need to inform. Flexibility is a benefit of the consensus process. Flexibility can also include sharing staff between the consultant team and WSDOT POE if staff sharing is desired. When staff sharing, it will be important to well define the shared task and responsibilities.

Addressing Contingencies

For a corridor as complex as this one, proactive management of uncertainty is a key factor to success. What sets our approach apart is our ability to not only assess risks and develop contingency plans, but to manage those risks throughout the delivery process and successfully allocate individual risks to the party best-suited to manage them. A few potential areas of risk for the project include maintenance of traffic (MOT), stakeholder consensus, acceptance of Practical Design principles, and solutions. To reduce uncertainty, we compiled a team with unique corridor knowledge that will help mitigate these key risk factors. For each risk, we will develop a tailored response strategy with appropriate contingencies. Our approach will make sure risks are appropriately assigned and identify efficiencies that make the best use of WSDOT's limited resources and prevent surprises in the future. After identifying key risks and advancing concepts during our Strike Team activities, our team will then vet and refine the concepts with the PAT and EOC, as required. During this vetting process, should there be the need to resolve any remaining issues, our team brings the capabilities to perform focused workshops, including value engineering


workshops, if warranted and desired. Our Practical Design Lead, Tim Horton, brings extensive experience managing risk on similar corridor projects like this one. On the Basis of Design (BoD) for MacKaye Harbor Road, Tim worked closely with entrenched stakeholders to lead them toward a solution that was ultimately accepted by all project stakeholders. This approach lead to the County Council adoption of the BoD with residents willing to sell portions of their family homesteads to provide access.

Resolving Issues

Delivering complex corridor projects requires productive collaborative relationships across multiple parties, and strong, sustained stakeholder support; a benefit of the stakeholder involvement on the PAT. Our team has worked closely with WSDOT to resolve issues and negotiate multi-stakeholder agreements, even during difficult situations. Key to resolving issues is Tom's skill as a proactive project manager, in confronting issues. When issues arise, Tom will strive to first resolve them at the lowest level possible. For situations that require stakeholder involvement the strengths of the PAT and EOC will be very beneficial. Through clear communication, accountability, and performance evaluations, we always strive first for issue avoidance. This is done by setting expectations upfront, including defining deliverables, assignments, checkpoints, and deadlines. As a fully integrated team working directly with WSDOT, we will also support you to resolve any internal issues that arise between different divisions of WSDOT. From his experience, Tom fully recognizes the importance of keeping WSDOT staff briefed on issues and progress and involved in the decision making process. Tom will work with Michelle to establish a communication and escalation protocol that is efficient and transparent. If issues arise, Tom will keep Michelle well-informed and support her in escalating issues to WSDOT Executive Leadership, as needed. In addition to working within WSDOT, we will use a targeted approach to stakeholder outreach to resolve issues quickly, achieve consent, and manage risk.

The Skillings team will identify, communicate, and resolve issues with stakeholders and the traveling public using a proven approach-communicate early and often-and leveraging our and WSDOT's long-standing relationships along the corridor to address potentially contentious issues before they impact schedule and design. A few key strategies to avoid and resolve issues on this project include:

Establish regular communication channels with key stakeholders, to build and maintain the approval and cooperation of jurisdictions whose approval is vital to project success. Provide individual and group briefings as appropriate. The PAT is a good communication tool if charged with talking with their constituents about the project.

Seek targeted feedback about design and construction planning, and make decisions that stick. Defensible design decisions are critical when working with stakeholders.

Provide updates to residential and business neighborhoods adjacent to the corridor. Reach the travelling public through web-based outreach tools, including online open houses, and through existing

WSDOT social and traditional media channels, to demonstrate project progress and set expectations for construction.

Work Breakdown Assumptions

Working from WSDOT's Master Deliverable List as a base, Tom and his task leads will work closely with Michelle to develop a project specific Work Breakdown Structure (WBS) to clearly and comprehensively capture the scope of work and establish the framework for assigning work, developing budget and schedule, and measuring and reporting progress. With the WBS as the base, WSDOT support/specialty groups will be engaged to discuss the assignment of deliverables, allowing WSDOT staff to select project elements to self-perform. The WBS and task assignments will then serve as critical inputs to the development of a cost-loaded schedule, which becomes the baseline against which performance and change management are measured.

Although WSDOT has extensive technical capabilities, the capacity of different discipline groups to complete task assignments on the project schedule may be limited due to stretched resources. This is where our team's flexibility will be a key asset-because of our depth of technical expertise and Tom's experience managing corridor improvements; we bring the ability to nimbly manage our resources. This will allow WSDOT the flexibility to


deliver those tasks that they elect to, while being fully prepared to take on any and all tasks that WSDOT prefers that our team perform.

Successful project development is not accidental; it is the outcome of an intentional effort. Tom will develop a structured process to transfer project knowledge from the project office to the Skillings Connolly and back, by matching-up task leads in discipline-specific workshops. Assignments, expectations, processes, and measurements will be established and implemented to allow task leads to convey project knowledge to their team members, producing an effective project transitions. This will help manage the project work load for the project office during peak construction season.

Key Issues and Critical Milestones

Our key issues and critical milestones are shown below.

Table 4: Key Issues and Critical Milestones

Issue Approach and Proof

Stakeholder Agreement on corridor needs, and data driven solutions - Multiple agencies along the corridor each with their own internal needs worked together to lobby for the funding. Each stakeholder has their own idea of how it should be spent.

On the US93 corridor project Tom brought together the Montana Department of Transportation (MDT), Federal Highway Administration (FHWA) and Confederated Salish and Kootenai Tribes (CSKT), including local communities Ronan, Polson, Pablo, Evaro, Ravalli, St. Ignatius, and Arlee. Tom's approach and use of context sensitive solutions provided for a MOA that was the first agreement agree to in over 20 years.

Evaluating corridor solutions against a project baseline - The funding provided by the legislature is not enough to improve the entire corridor. Corridor solutions must be cost effective and data driven.

Victor will use his experience developing traffic modeling along the corridor to evaluate project alternatives developed by the PAT against the project baseline.

Typical MDT design called for a 4-lane highway through the reservation. Tribal interests demanded a 2-lane solution. Tom led the team by evaluating the performance of strategically located passing lanes where traffic studies made predictions of the number of lives anticipated to be saved and increased LOS performance. The resulting design satisfied MDT, FWHA, and the CSDT tribal council.

The suggested EOC and PAT will facilitate consensus and public involvement. Continuous public information will gain public support. Involvement of stakeholder representatives with the PAT will ensure they are heard and are involved I the decision making.

Matching Staffing levels to project needs - Throughout the contract projects of varying sizes and complexity will be identified. This work will be done by both WSDOT staff and consultant staff, based on expertise and availability.

Successful collaboration on the SR 14 corridor in WSDOT SW Region

Maintenance of Traffic - This is a complex corridor that experience seasonal traffic peaks in the summer months and waves of traffic coming to and from the ferry terminal year round.

In San Juan County, ferry coordination and seasonal traffic are a way of life. During peak summer months traffic along Orcas road increases tenfold, with waves of travelers heading to and from the ferry every hour. Skillings Connolly has completed dozens of projects on the Islands over the years with a key component of success being our Maintenance of Traffic strategies balancing waves of ferry traffic vs. residents crossing the island.

Non-Motorized User Safety - SR 305 is an active cycling corridor; cycling advocates will have a strong voice for bike lanes and refuges.

Adding shoulders to Orcas Road was a primary safety feature of the project, both for cyclist safety and disabled vehicle refuge.

2017 SR 305 Winslow Ferry to Hostmark Street Safety … · Civil Engineering Lacey (60): Transportation Planning and Design/Traffic Engineering/Public Outreach/Environmental/Land

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