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Expertise: Project Management, Construction Management, & Project Controls

A Different Kind of Project: Building Future AEC Professionals with CU Boulder

Posted on by Otak Staff

A common thread within the architecture, engineering, and construction (AEC) industry exists in creating lasting impact. While this theme naturally applies to work that aims to improve lives in communities from one generation to the next, it’s also about preparing the next generation of professionals to continue that work.

At the University of Colorado, Boulder, the CVEN 4899 Senior Design course takes a different approach to building future AEC professionals by giving students a real-world example project to put their knowledge into practice. The project is part of Otak’s work on South Boulder Creek and several leaders from the multidisciplinary expertise involved participated in the classroom and in the field. Their hope was to lend their perspective as mentors to advancing an educational system where a focus on technical knowledge often doesn’t include the value of practical experience.

Quote from Matt Morris about the CU Boulder Capstone project.

Understanding how complex projects go from concept to completion involves familiarity with nuanced aspects of decision making in each phase, including stakeholder engagement, technical design, constructability, budgeting, and interdisciplinary coordination. This course helps balance the gap between hard and soft skills in the complete design and construction process, equipping students with a well-rounded start toward successful careers in the industry.

In this blog, we’ll dive into the details of this unique capstone project and the information presented to guide it across four distinct elements. Read on or skip ahead:

Students of the CU Boulder Capstone project gathered at the project site.
Image of Chris Romeyn presenting in the classroom for the CU Boulder Capstone project.
Students in the field as part of the CU Boulder Capstone project.

The Project – A Stream, Two Structures, and the Solutions of Multidisciplinary Work

In the backyard of CU Boulder’s campus is a nine-mile stretch of South Boulder Creek that extends from Eldorado Canyon to its confluence with Boulder Creek. It represents one of several stream sites identified for improvement by Boulder Flycasters (a local chapter of Trout Unlimited) after multiple studies in the area. The subsequent Stream Management Plan recommended the modification or replacement of multiple structures while the City of Boulder Open Space & Mountain Parks Department aimed to improve the functionality of all water crossings across their trail network in the area.

The collective goals of a hypothetical client, The South Boulder Creek Alliance, took shape in a request for proposal (RFP) that combines two projects near the South Mesa Trailhead. One focuses on modifying or replacing the Davidson Diversion structure, and the second on the pedestrian access bridge crossing South Boulder Creek as part of the Mesa Trail.

Aerial view of the project site for the CU Boulder Capstone Project, including the two structures.

Through this course, students were asked to develop hypothetical proposals for this real-world project. In developing their designs for each element, they were challenged to balance stakeholder needs, reduce costs through innovative materials and construction methods, and minimize impacts to the environment and public—both during construction and in the long term. Several presentations from industry professionals would guide them along the way, all with a focus on sustainability and resiliency considerations.

Assessing Water Resources and Environmental Conditions

Understanding water resources is an essential component to civil engineering, which of course is accentuated when a stream is involved. It’s a concept very familiar to Tracy Emmanuel, a geomorphologist and team lead for environmental as well as water and natural resources work at Otak, who—alongside colleagues Chris Romeyn and Maddie McNamee—brought expertise to this course in the classroom and the field. While Chris and Maddie led a tutorial on hydraulic modeling, Tracy guided students through her team’s approach to water-related aspects of projects with an emphasis on the types of questions they ask in the project process to uncover the right design solutions—rather than simply providing the answers.

Quote from Tracy Emmanuel about her involvement with the CU Boulder Capstone project.

Using this information, students examined the project area’s floodplain and how the flow of the stream impacts the design in a number of key ways:

  • Determining watershed hydrology and waterway flows as they relate to water rights, fish passage, and with consideration of an expansion project of the upstream Gross Reservoir Dam
  • Examining a floodplain assessment of impacts to 100-year and 500-year floodplain boundaries in relation to those published by FEMA and local agencies
  • Completing hydraulic analysis to determine placement and impact of both the diversion structure and potential bridge crossing. 
  • Determining scour from a 500-year storm event and channel erosion protection for the structures

These areas not only enhanced the students’ understanding of water resources engineering but also underlined the importance of designing for the long-term ecological health of the area and maximizing its value to the surrounding community.

Making Context-Sensitive Structural Design Decisions

Structural design is about more than just crunching numbers—it’s about understanding how context, constraints, and client priorities shape a project. David Graff, a structural engineer at Otak, provided students a window into better understanding the how that surrounding context impacts the structural design process, while remaining rooted in real-world conditions.

Quote from David Graff about his involvement with the CU Boulder Capstone project.

David emphasized that before even beginning detailed calculations, engineers must make critical decisions about structure type, channel impact, materials, constructability, and aesthetic expectations. He also highlighted the importance of asking the right questions—What problems is the client trying to solve? What’s the budget? Are there successful precedent projects to draw from?

To demonstrate this process, he shared the structure alignment selection process behind the 19th Street Pedestrian Bridge, which exists right on CU Boulder’s campus. He used the project as an example familiar to these students, illustrating how thoughtful engineering, paired with client engagement and project constraint understanding, leads to a successful and unique design solution.

These insights aimed to aid the students as they worked through the structural and geotechnical aspects of the project:

  • Describing existing site conditions, including subsurface conditions and soil profiles
  • Determining if any elements of existing structures can be reused in the final condition
  • Evaluating the pros and cons of different structural materials and systems for the pedestrian bridge design
  • Considering preventative maintenance for the structures and those associated future costs

The opportunity to navigate working with multiple disciplines and stakeholders gave students a fuller understanding of the structural design process and the high-level decisions that come with it.

University of Colorado Varsity Pond Bridge and Dam Improvements

See the Project

Take a closer look at how a historic landmark is rehabilitated to ensure its structural integrity and access to the campus community for generations to come.

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Building High-Performing Teams with Balanced Skills

Technical expertise is essential, but the ability to work well with others and communicate effectively is also critical to a project’s success. Henry Alaman, Otak’s Colorado Regional Director and a member of the owner’s representative team, shared with students the importance of balancing technical skills with the soft skills that aren’t always covered in traditional engineering coursework.

Quote from Henry Alaman about his involvement with the CU Boulder Capstone project.

Henry spoke about how interpersonal skills influence both the pursuit of projects and their ultimate success. From team collaboration to community engagement, the ability to build relationships and gain buy-in from stakeholders can be an essential piece of the project process.

To reinforce the importance of collaboration, and communication, Henry led an interactive team-building exercise that encouraged students to break down barriers and avoid the siloed thinking that can hinder progress in interdisciplinary teams.

Considering Constructability and Managing a Project to Completion

The best design in the world won’t matter if it can’t be built efficiently. That was central theme from Patrick Pease, a leader in Otak’s construction management group, who presented the practical realities of turning design concepts into built environments.

Patrick walked students through the various steps in the construction process—from initial planning to regular coordination with owners, municipalities, and contractors. He stressed the construction phase being where most major cost fluctuations occur, making coordination crucial to maximizing project value. Proactive communication is one key to avoiding these issues by resolving disputes quickly, maintaining schedules, and keeping projects on budget. To drive this point, Patrick shared two real-world examples that showed opposing results. One—CO7 and SH119—was executed efficiently due to strong stakeholder coordination and planning. The other experienced delays and cost overruns due to poor coordination and lack of clarity between parties.

Quote from Patrick Pease about his involvement with the CU Boulder Capstone project.

With the aim of ensuring their designs could be completed, the students’ proposals included various aspects of project constructability:

  • Creating a list of stakeholders, including their role and involvement, who need to be involved during active construction
  • Providing strategies for avoiding public interruptions as well as any needed closures or detours to the trail system
  • Mitigating risk and impact to the environment, including fish spawning in the area
  • Creating a detailed cost estimate along with a design and construction schedule with phasing plans

A close look at the construction phase helped students understand how critical it is to build strong working relationships early and sustain them throughout a project’s lifecycle.

Bridging the Gap Between Classroom and Career

By simulating a true design-build environment, the CVEN 4899 Senior Design course gives students invaluable experience beyond textbooks. Otak is honored to support these future AEC professionals with a first-hand look at the full project process from a multidisciplinary environment.

As a firm committed to the professional development of our people and the improvement of our communities, we see investing in the next generation not just as mentorship but central to our mission.

Learn What It’s Like to Work at Otak

4 Reasons Capital Improvement Projects (of Any Size) Benefit from an Owner’s Representative

Posted on by Otak Staff

Imagine an orchestra without a conductor. Musicians may play their individual parts well, but without cohesion. The result? Chaos. Managing capital improvement projects can be just as complex—without the right leadership, even small projects can easily go off track. That’s where an owner’s representative comes in. Acting as the project’s conductor, they represent the owner’s interests, allowing clients to focus on their day-to-day responsibilities and engage more meaningfully as a stakeholder in the project.

It’s clear why large projects benefit from an owner’s rep. Multiple contractors, complex requirements, and tight timelines make coordination especially crucial. But for smaller projects, it may not always seem as necessary. With rising costs, many owners think skipping an owner’s rep is a smart way to save. After all, many organizations have capable project managers on staff. The question is: Can the organization’s internal staff juggle project facilitation and oversight alongside their primary duties without compromising quality and the ability to manage risks for both?

Infographic showing 4 reasons capital projects of any size benefit from an owner's representative.

The reality is that there are no truly “small” projects. Even modest ones involve the steps of choosing the right consultants, managing budgets and schedules, and navigating the design and construction phases. Smaller projects often have similar complexities as larger ones, such as coordinating with multiple stakeholders or managing challenging logistics. In fact, larger projects can sometimes be more straightforward thanks to broader teams and experienced partners!

In this article, we dive into the role of an owner’s representative on capital improvement projects, with an eye on four key ways it adds value, even to “small” projects.

1. Aligning Clear, Attainable Goals with the Client’s Vision

Hiring an owner’s rep on capital improvement projects ensures that the finer details are managed while the owner’s vision remains front and center. They help define priorities and ensure that the project stays true to those goals. For instance, if an owner wants to prioritize local contractors or work with historically underrepresented firms, an owner’s rep can guide those outcomes.

North Valley Complex: Oregon DAS

See the Project

Take a closer look at how, after the Beachie Creek Fire destroyed 193,556 acres of Northwest Oregon, a creative approach found a positive outcome to the disaster while meeting the client’s vision around locally-sourced materials.

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With a focus on budget and schedule management, the owner’s rep allows the client to stay focused on their mission while maintaining transparency. This accountability is invaluable for both private organizations and taxpayer-funded entities, as it demonstrates fiscal responsibility. Plus, a well-planned master budget provides confidence as owners better understand their financial exposure for the total project costs, not just direct construction, and make informed decisions when changes arise.

Engaging an owner’s rep early can also offer guidance on project delivery methods, like when to choose design-build over CM/GC or design-bid-build. Their expertise helps streamline the process, ensuring the right partners are involved at the right time.

2. Expanding Resources and Building Relationships for Future Projects

If you foresee more capital projects on the horizon, working with an owner’s rep on a smaller project is an excellent way to “test drive” the relationship. It allows owners an opportunity to assess their approach, communication style, and fit, setting the stage for future collaboration. This effort can lead to establishing a trusted, lasting partnership that grows with an organization’s capital program.

Owner’s reps also offer a seamless way to bring specialized resources into a project. For public agencies, which often face long hiring timelines and competitive searches for qualified candidates, an owner’s rep contract provides instant access to essential expertise and staff augmentation. Rather than managing multiple RFPs or contracts for inspections, commissioning, or early due diligence, an owner’s rep can efficiently subcontract these services, saving time and streamlining the process. In smaller projects, where time is money, this efficiency is particularly beneficial and supports timely outcomes.

3. Enhancing Communication and Coordination with Stakeholders

Bringing the right team together at the right time can make or break a project. A skilled owner’s rep fosters open communication, innovation, problem solving, conflict resolution, and keeps everyone aligned.

For example, on the Vancouver Clinic expansion projects, Otak as owner’s rep led a collaborative project team environment, resulting in a project delivered three weeks early and $3 million under budget—even during the challenges of the pandemic.

View of Vancourver Clinic project exterior
The Vancouver Clinic: Ridgefield Location

Make no mistake, challenges occur on every project. Having the right combination of leadership, collaboration and engagement determines whether these challenges add to or detract from project outcomes.

4. Finding Efficiencies in Project Processes

With their experience managing multiple projects, owner’s reps often spot efficiencies that save time and money. This can be especially important when managing public funds such as school bonds.

An owner’s rep can anticipate supply chain issues or regional labor shortages and adjust the project plan accordingly. For instance, during the Medford School District’s Oakdale Middle School project, utilization of an owner’s rep expedited the procurement of long-lead items like window systems to avoid delays.

Interior view of a classroom as part of a capital improvement project for Oakdale Middle School
Oakdale Middle School (Photo Credit: Josh Partee)

A Partner That Fits the Project

With capital improvement projects covering a wide range of objectives, Otak’s owner representation services are scalable to fit each project’s unique needs. The group has helped clients with everything from drafting RFPs for an HOA’s paving contractor to offering design phase management on a county health services project until the agency felt comfortable taking over to manage in-house. Using a tailored approach means clients get the expertise they need when they need it, whether that’s for a single phase or the entire project.

Capital improvement projects—large or small—can be complicated but incredibly rewarding. By partnering with an owner’s representative, a project gains an advocate who understands it’s overarching vision and manages the details necessary to reach it. An owner’s representative orchestrates complexities at any scale so project owners can stay focused on the primary mission, giving confidence in completing projects with lasting impact.

See Our Owner’s Rep Work

A Design-Build Expo 2024 Panel Discusses the Hidden Advantages of True Owner’s Representative Integration

During the 2024 Design-Build Conference and Expo, a panel took place to outline the role of an owner’s representative on design-build projects and how seamless integration with the broader project team maximizes its benefit. Featuring a diverse mix of perspectives, including Henry Alaman (Rocky Mountain Regional Manager, Otak) and Patricia Strange (Client Service Manager, Otak) alongside Jo Wells (City of Bend) and Steve Ponce (Department of Administrative Services Oregon), the discussion highlighted real-world examples to emphasize hidden aspects of a successful owner’s representative relationship.

Image of the panel at the 2024 DBIA Conference.
From left to right: Patricia Strange, Henry Alaman, and Jo Wells speaking during DBIA Panel (Photo Credit: Robb McCormick (robbmccormick.com))

Advancing Design-Build Projects, ‘Beyond the Five Senses’

While it’s generally understood that humans possess five senses, there are deeper perceptions people possess that have a persistent – though not always immediately visible – impact. A similar dynamic is felt on projects where hidden challenges or difficult to attain goals slow progress, and this is where the extensive background and deep industry knowledge of an owner’s representative comes into play. With an emphasis on creating a cohesive team, this can be especially valuable for new owners and on design-build or progressive-build projects in streamlining processes.

These often-overlooked factors of collaboration and their impact on project management were the focus of the DBIA panel titled, Beyond the Five Senses: Unveiling the Advantages of Owner’s Representative in Design-Build Projects.

“When teams are already strapped as it is we become an extension of the owner, adding the expertise needed to see hidden opportunities and efficiencies throughout the project process to attain hard to accomplish goals.”

– Patricia Strange, Client Service Manager

Drawing on their own experiences in the field, the panel detailed some of these instances where there’s more than meets the eye in having an owner’s rep truly absorbed into a project team. In defining the role of an owner’s rep and outlining what to look for during selection and interview, the presentation covered what an owner should expect across the project process from project planning and design to construction start-up through project close-out.

View of Portlandia statue at the Portland Building
The Portland Building

The panel discussed the Portland Building project which exceeded DEI requirements by achieving 33% MWESB participation and the Bend Public Works Campus that featured a diversity of services, emphasizing how a cohesive team also encourages engagement with small businesses. This included the perspectives of owner’s themselves with Jo Wells and Steve Ponce, touching on the place of mentoring emerging businesses to enhance capabilities and professional standing.

The deep dive demonstrated how a cohesive team helps balance organizational requirements and streamline the process of identifying and filling roles on that team. The presentation covered a range of benefits including cost-effectiveness, risk mitigation, and strategic decision making while catering to unique aspects of an organization’s structure.

The panel ultimately aimed to show that by leveraging what exists ‘beyond the five senses,’ a deeper understanding can be achieved, leading to a more collaborative team that successfully meets project goals.

Two Otak Leaders Honored at DJC Women of Vision 2024

The Daily Journal of Commerce (DJC) Oregon’s annual event brought together members of the AEC industry to recognize the many accomplishments of women in the field. This year, the DJC Women of Vision Award was received by Kristen Ballou and Sarah Oaks.

Their recognition adds to a growing list of women at Otak that have been honored over the past several years:

  • 2023 – Saretta Tillmaand, Amanda Owings, Margaret Steinhilber
  • 2022 – Millicent Williams
  • 2021 – Tanya Boyer, Rachel Laura, Cathy Kraus
  • 2020 – Serah Breakstone, Tina Keller, Angela Khosa-Marangwanda
  • 2019 – Ashley Cantlon, Amy Scheckla-Cox, Teresa Huntsinger

Learn more below about each and catch a glimpse of what their peers had to say as part of the nomination process.

Meet the Honorees

Kristen Ballou, Senior Civil Engineer

Kristen Ballou speaking during her acceptance of a 2024 Women of Vision Award.

While designing transportation and utility improvements for communities across Oregon, Kristen Ballou has spent the past 24 years at Otak.

“The successful on-time and on-budget completion of Kristen’s projects was a huge part of the success of the overall Tualatin Transportation bond Program and a huge asset to our city.  The success of this program led to voter approval of a similar program for improvements in parks.”

– Mike McCarthy P.E., City Engineer, City of Tualatin

As a senior engineer, Kristen’s most significant accomplishments involve managing and designing detailed projects that provide multi-modal improvements and increased livability to local communities. An emphasis on Americans with Disabilities Act (ADA) guidelines is consistently part of her approach. This includes streamlining development of CAD labeling for ramp design now used by engineers across the organization.

Kristen has also been an active member of the American Public Works Association (APWA), a regular volunteer with the Beaverton School District Art Literacy Program, and a mentor to junior engineers and designers.

 

Sarah Oaks, Director of Otak CPM

Sarah Oaks holding her Women of Vision Award.

Beginning her career as an AmeriCorps Volunteer at Portland Public Schools (PPS), where she was a founding member of the Office of School Modernization, Sarah Oaks now provides leadership for Otak’s work in comprehensive project management.

“Sarah maintains a sense of stewardship alongside a strong lens of investment in people and culture. She routinely evaluates business growth from a perspective of how to support pathways for professional development of staff, creating a culture of excellence and attraction that people want to continue to be a part of.”

– Shawn Klinkner, Senior Project Manager, PM/CM, Otak

As her career has progressed, she’s continued volunteer and mentorship work with industry groups like the ACE Mentor Program. She has also kept a strong focus on public work, supporting numerous school bonds and central city revitalization efforts. In growing Otak’s PM/CM portfolio across multiple market segments, Sarah has also led a variety of internal initiatives around professional development. From supporting an international exchange program to the implementation a mentorship program, Sarah’s impact has led to stronger ties within Otak’s areas of expertise and has ushered significant growth of individual team members.

 

The Power of Mentoring in the Modern Workplace: Driving Connection and Growth in Comprehensive Project Management

Posted on by Otak Staff

In today’s dynamic work environment, building strong connections, fostering professional growth, and creating quality engagement is more important than ever. Within our PM/CM group, a unique approach has been built on the time-tested principle of mentoring to close the gap on today’s challenges to professional development.

Through the Development Advisor Program, mentoring has been reinforced as one of the most impactful ways to cultivate organizational values around community building, while strengthening team culture and their work with clients. Since launching the program in 2019, it has become a cornerstone of the group’s strategy for professional development, employee retention, and creating a supportive workplace culture.

“I am grateful for the impact of our mentoring program… it’s been invaluable having our Development Advisors as an augmentation of our leadership team to stay connected to what truly matters to our staff beyond the day-to-day responsibilities of their projects. This program has helped us bridge the gaps of a hybrid and remote environment to engage meaningfully with one another’s challenges and career aspirations. It has truly created a shared space for growth and learning together.”

Sarah Oaks, Director of Otak CPM

Why the Mentoring Program Was Developed

Back in 2019, the PM/CM team sought to improve the consistency in how professional development and mentoring were approached in a quickly evolving work environment.

It’s common for staff to work with one supervisor for three to four years on a project then transition to a new supervisor when deployed to a new project and client. With different supervisors there naturally would be variances in approach to mentorship and on the job training. The result could at times be a range of experiences depending on a person’s placement on project teams. To address this, the team’s new approach entailed designing a structured mentoring program that would provide every team member with the opportunity for consistent personal connection, professional advocacy, and growth.

Graphic with a quote from Sheri Mishler on the Otak CPM Development Advisor Program.
Graphic with quote from Andrew Lent on the Otak CPM Professional Development Program.

The initiative would become a vital tool in unforeseen and unprecedented circumstances. As the program took shape, it would keep the team connected through one of the most challenging periods for businesses globally—the COVID-19 pandemic of 2020.

During a time of uncertainty and remote work, the mentoring program became a lifeline for employees, providing them with consistent support, encouragement, and a sense of community. Since then, the program has grown to include more than thirty mentees and eleven development advisors and continues to grow.

How the Program Works

At the heart of the Development Advisor Program is the 360° performance evaluation process. Through this, mentees receive valuable feedback from a variety of sources, including their direct supervisors, clients, industry partners, and their colleagues. This feedback serves as a critical tool for professional development, allowing mentees to gain deeper insights into their strengths and areas for growth. More importantly, it provides transparency on where they can improve, helping them create a clear roadmap for their personal and professional development.

Graphic with quote from Judith Moses on the Otak CPM Professional Development Program.
Graphic with quote from Brian Hardebeck on the Otak CPM Professional Development Program.

The Development Advisor Program isn’t only about performance evaluation—it’s fundamentally about connection. Mentees and mentors meet on a monthly basis to connect on a personal level.

In addition to personal connection, this provides meaningful time to discuss any challenges, celebrate areas of growth, review goals, and take time for the mentor/mentee to connect on other meaningful topics they have top of mind. These regular check-ins offer mentees an advocate for their growth and development, someone who not only helps set and achieve career goals but also acts as a trusted sounding board. This mentorship fosters a deeper sense of belonging within the team, contributing to more engagement and satisfaction at work.

The Impact of Mentorship

The results of the mentoring program have been notable both internally and externally. Mentees and mentors consistently report feeling more connected to their colleagues and the organization. They value the advocacy, guidance, and feedback they receive, which in turn has had a positive effect on their professional development and overall workplace engagement. Mentors will share how the role has been an enriching experience for them as well, making this program truly a win-win experience.

Graphic with quote from Kevin Moisan on the Otak CPM Professional Development Program.
Graphic with quote from Mike Scott on the Otak CPM Professional Development Program.

The Development Advisor Program has uniquely played a crucial role in employee retention. In a time when workforce turnover has been high across all industries, having a structured system of support and development has proven to be a key factor in keeping talented professionals engaged and committed to the organization. By providing a safe space for team members to connect, it supports awareness and communication from the field to mentors. The result is greater cohesion and a sense of belonging amongst the group as a whole.

Mentorship of staff has intrinsic value for clients as well. When staff engagement is high, this translates to better outcomes for projects. Team members have vision for where their talent contributes the most value and they find ways to express that value in the context of their roles and work. As collaborative engagement increases so does problem-solving, innovation and risk management – staff are incentivized to express their leadership, ask questions and contribute to team outcomes.

This program has become a core part of the project management culture, driving a sense of purpose and connection that permeates through the team. By focusing on both personal and professional development, a workplace environment has been created where people feel valued, supported, and empowered to grow.

Looking Ahead

The Development Advisor Program is now in its fifth year. Looking to build on its success in the future, the program aims to expand its reach and influence growing organically as the team grows. In addition to day-to-day mentoring activities, the mentor team also serves as a valued think tank for business unit leadership around supporting team and people-forward strategies. In a time where the needs of the workforce are constantly changing, having a cohort of mentors to be thought partners for leadership has been invaluable in shaping strategy and investment for approaching the growth of our most important resource, people.

Holgate Library Ribbon Cutting: Opening a Library Designed to Reflect Diverse Communities

After an event-filled weekend in Portland, Oregon, the Holgate Library is officially open! Grand opening celebrations featured community-centered activities and performances derived from a variety of heritage and backgrounds. The overarching theme of ‘Building Belonging’ emphasized a design approach that reflects the diverse community the library serves.

The Otak team, led by Mike Day, bond program manager, and Senior Project Coordinator Judith Moses was on-hand for the occasion along with leaders and the broader community to celebrate the opening of the first new library building in the county in over a decade.

View of the official ribbon cutting ceremony during the grand opening of the Multnomah County Library Holgate branch.

About the Holgate Library Project

As just one piece of the broader $38 million Multnomah County Bond Program, Holgate Library represents the county’s most energy efficient library ever built. Covering 21,000-square feet, the facility triples the space of the 1971 building.

In making the most of the new space, an extensive public outreach program – including focus groups, public meetings, surveys, and workshops among other approaches – ensured the library’s design represented diverse community members. This effort led to design details such as signage in multiple languages, specific spaces for children and teens, and new art through a partnership with the Regional Arts and Culture Council and the Portland Street Art Alliance. Interior and exterior murals and mosaics are featured, with color and pattern design choices that were voted on by the public.

A combination of added space and technology upgrades make this a modern and flexible facility that will benefit the community for years to come. Otak is proud to serve the Multnomah County community as owner representative in this wide-reaching effort to improve every library across the county. For more information on the Holgate Library project and Multnomah County Library’s initiatives, visit their website at www.multcolib.org.

Promoting Top Talent to Lead Comprehensive Project Management Team

Sarah Oaks and Doug Garland embody the group’s strong trajectory of growth as they take on new leadership roles with Otak CPM.

We’re happy to announce the recent promotions of Sarah Oaks and Doug Garland to the new director and practice area leader for the company’s comprehensive project management team (Otak CPM).

No strangers to the firm, Sarah and Doug have been a part of Otak since the acquisition of DAY CPM in 2017. In that time, they’ve appreciated the expanded opportunities to collaborate with other Otak disciplines and grow alongside leaders on the team. Leveraging these multidisciplinary experiences, they aim to drive growth and best practices as owners’ representatives and client advisors across the public and private market sectors.

COO Scott Dreher has enjoyed working with Sarah since she joined the firm, sharing: “Sarah has been instrumental in managing operations for CPM over the past four years. Watching her build and empower a strong team has been a pleasure. With Sarah at the helm, the future looks incredibly promising.

Sarah Oaks, Director of Otak CPMHeadshot of Sarah Oaks

Sarah joined the organization in 2016 as a project manager supporting the Tigard-Tualatin School District bond. Since that time, she has risen through the organization while advancing her operational and leadership responsibilities from the program to business unit level. Over the last four years, Sarah has served Otak CPM in a leadership capacity to support business operations and individual project teams, first as operations manager and then as business unit leader. Some notable contributions include helping spearhead the team’s “Development Advisor” mentorship program while championing best practices, operational procedures, and other team development investments.

“We’re on the precipice of new growth and always seeking better ways to serve our clients. It’s a privilege to be able to collaborate with my team and identify the best practices and solutions that we’re bringing to our clients and share them across not only our division but the company.”

– Sarah Oaks, Director of Otak CPM

As Otak CPM grows, Sarah is excited to accelerate what the team has already started. Building on their recent work establishing career pathways, she is focused on the legacy plan for her group and their capacity to provide exceptional service to clients. With the goal of connecting team members with opportunities, Sarah aims to develop and advance careers in alignment with individual skills and passions to form great teams attuned to clients’ needs.

Doug Garland, Practice Area Leader of Otak CPM

Headshot of Doug Garland

Doug has been with Otak CPM for the past 13 years, where he has applied more than 22 years of his construction industry knowledge to the oversight of many critical projects in a variety of both public and private markets. From iconic courthouses, hospitals, first responder facilities, higher education projects, to industrial manufacturing – Doug showcases an ability to tackle complexity by guiding a wide range of projects to completion.

Scott also shares confidence in Doug’s appointment, stating that “Doug has been pivotal to the success of our CPM group. He brings a comprehensive skill set, from technical expertise to business development and team building.”

In his new position, Doug is particularly excited about the ability to bring the project management side of the business to other groups so they can focus on the engineering and design work they love. With best practices and innovative solutions, he aims to expand collaboration between Otak’s practice area and business unit leaders to provide the best possible client experience across the company.

“The great thing about Otak CPM is the culture of inclusion and collaboration that each employee brings to the team. As we look to the future it is this culture of excellence that will help us achieve our goals together.”

– Doug Garland, Practice Area Leader of Otak CPM

With the development of Otak leadership comes the opportunity for teams to build on the success of one another. Sarah and Doug are looking forward to working across Otak’s disciplines to find overlapping strategies that strengthen Otak as a firm. Backed by a strong team, Otak CPM represents an incredibly diverse group of leaders with traits that uniquely position them to relate to clients and speak their language. With an entrepreneurial spirit and talented leadership, the team has the momentum and expertise to serve the wide range of clients that are essential to growing the practice and the company.

Eight Projects Recognized at 2024 DJC Oregon Awards

In recognizing some of the Pacific Northwest’s most impactful projects, DJC Oregon hosted its annual awards event. Among the ‘Top Projects’ for 2024 were eight from Otak, and our teams were in attendance for the honor.

Images of Otak teams at the 2024 DJC Awards event.
Left: Margaret Steinhilber, Martin Munguia, and Matt Neish with the award for the Hardeson Campus Service & Operations Building; Right: Ralph Mocerino, Nick Brown, Mike Day, Kathy Kianunis, Martin Munguia, Matt Neish, and Brian Hardebeck sit together at the event

The collective celebration of industry excellence covered a wide range of project types and included the selection of a ‘Project of the Year’ from the year’s winners. There was also a new award for ‘Subcontractor of the Year’ as well as ‘People’s Choice’.

Adding to our list of award-winning work, more detail into those eight Otak projects can be found below.

 

Hardeson Campus Service & Operations BuildingInterior image of the Hardeson Campus Service and Operations Building.

Representing a unique opportunity for adaptive reuse design, this project converted a two-story concrete tilt panel office building into an operations hub for the busy transportation organization, Community Transit.

Take a closer look at how this multidisciplinary effort between Otak architectural, structural, civil, and landscape teams revitalized this existing building with holistic improvements that place an emphasis on employee wellness.

See the Project

 

US 197: The Dalles BridgeCrew at work during the deck replacement of the Dalles Bridge along US 197.

Originally constructed in 1953, the deck of the steel-truss-cantilever Dalles Bridge on U.S. 197 had degraded to the point of needing to be replaced. Safety improvements to this vital transportation connection over the Colombia River utilized accelerated bridge construction techniques to avoid long term closure and disruption to regional commerce.

See how the Otak structural and construction management teams were part of a unique hybrid management system to efficiently complete this work.

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Littell Bridge: Willapa Hills Trail BridgesAerial image of the Littell Bridge as part of the Willapa Hills Trail Bridges project.

One of three bridges creating safe pedestrian passage along the Willapa Hills Trail system, the Littell Bridge addresses a previously dangerous at-grade crossing with SR 6. The 250-foot, sinuous bridge provides a final link in the western 27 miles of the trail.

Check out how Otak’s structural engineering and environmental teams combined to add safety and resilience to these trail crossings.

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Art Rutkin Elementary School: Tigard Tualatin School Bond ProgramInterior image of the library within Art Rutkin Elementary School.

As part of broader improvements to the Tigard Tualatin School district from a successful bond program, the new Art Rutkin Elementary School adds 75,000 square-feet of space for the community’s students.

Learn more about how the district, with Otak as owner’s representative, implemented technology upgrades and new sustainable features across its growing facilities.

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Monmouth City HallExterior view of the entrance to Monmouth City Hall.

After nearly a century of service, Monmouth City Hall would be replaced with a design focused on sustainability, safety, and operational efficiency.

Read more into how the Otak owner’s representative team joined the project to resolve cost issues while initiating a highly collaborative value engineering process.

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Nestucca Valley High School Career Technical Education CenterInterior view of workspace as part of the Nestucca Valley High School Career Technical Education Center.

In addressing the gap in diverse and accessible education opportunities for youth faced by many rural areas, the Nestucca Valley High School Career Technical Education (CTE) Center was developed as part of a school bond program for the communities of Coastal Oregon.

Get a more complete view of how as owner’s representative, Otak helped guide to completion the flexible design of a facility that will provide long-lasting benefits to the surrounding community.

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Waterleaf Affordable Housing BuildingExterior view of the Waterleaf Building and affordable housing project.

With a unique shared post-tension podium deck, the BRIDGE Waterleaf Building adds 178 affordable housing units to the River Place neighborhood of Portland, Oregon.

Take a more in-depth look at the Otak owner’s representative team guided this project through a number of challenges to make this community-focused building a reality.

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Multnomah County Library Operations Center

Rendering of the Multnomah County Library Operations Center.

In a major transformation across its facilities, Multnomah County Library is expanding spaces and upgrading technology to benefit the community through a capital bond program.

See how the $380 million bond program is being applied to these public assets with overall program management from Otak.

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Welcoming New Leadership and Elevating Internal Experts to Propel Rocky Mountain Regional Success

We’re happy to announce the appointment of multiple key leadership roles in our Colorado offices. With new and familiar faces, these individuals will focus on advancing our structural and transportation work as well as the multidisciplinary practice as a whole.

“We’re thrilled to enter this new phase of growth in Colorado. Under the guidance of three outstanding leaders, Otak will continue to expand, innovate, and excel in the Colorado market by delivering exceptional client service.”

– Raul Aviles Jr., CEO of Otak

Read on to learn more about the people who aim to expand the positive impact of our work in the Rocky Mountain Region.

Henry Alaman, Regional Director

Headshot of Henry Alaman.

Heading up the team as the new Colorado Regional Director is Henry Alaman, who brings a wealth of experience and a proven track record of leadership to his new role.

With over 30 years of experience, Henry Alaman is a seasoned professional with demonstrated expertise in organizational development, leadership, project management, and business development. Celebrating four years with Otak, Henry has played a pivotal role in the growth and success of the firm’s Project Management and Construction Management (PMCM) division. He has been instrumental in leading key initiatives such as recruitment, onboarding optimization, training programs, and incentive implementations, which have contributed to Otak’s ability to recruit and retain top talent in the industry.

In his own words, Henry expresses gratitude for the support from his colleagues at Otak, stating, “It’s been a humbling experience to be surrounded and supported by such a talented and engaged staff. They have been the collaborative driving force in the progress we’ve made.”

 

Todd Kelley, Bridges & Structures Business Unit Leader

Headshot of Todd Kelley.

Bringing fresh eyes and ideas to Otak’s bridges and structures group, Todd has over 17 years of experience in structural engineering design, including: railroad bridges, highway bridges, industrial structures, bridge inspections, and ratings.

With strong analytical and communication skills, his background also includes project and staff management. Todd received his Bachelor of Science in Civil Engineering and a Master of Science in Structural Engineering from the Southern Illinois University. He is a licensed professional engineer in Colorado, Missouri, Washington, Idaho, and California, and a licensed structural engineer in Illinois. Prior to joining Otak, Todd worked for American Rail Engineers in Denver, as General Director of Bridge Design.

Todd expresses his excitement to lead at Otak: “In taking this opportunity at Otak, I was drawn to the experienced people and exciting projects. I’ve found my team to be technically savvy, providing a great foundation for the growth of our group. With plenty of diverse and unique structures, Otak’s approach to projects fits my experience – and where I’d like it to go – perfectly.”

 

Kevin Dooley, Transportation & Infrastructure Business Unit Leader

Headshot of Kevin Dooley

Kevin has been with Otak’s Louisville office since 2017 as Transportation Project Manager, contributing his talents to much of the region’s major transportation work including: City of Boulder’s 30th & Colorado Underpass, City of Aspen’s Paepcke Transit Hub, Eagle County’s Eagle Valley Trail, City of Longmont’s Coffman Street Mobility Improvements, and the SH119 (Diagonal) Reconstruction project.

Confirming his confidence in the regional team, Kevin shares, “We currently have the best group of T&I staff that I have seen in my time here. From mentorship and training to the work itself, everyone is already adept at working together very well. This has us set up to provide opportunities for everyone to grow professionally while taking on new technical and managerial challenges.”

Building on more than 17 years of civil engineering experience, including the design and management of complex transportation and civil improvement projects, Kevin’s expertise spans roadway and trail design, drainage, and utility design of local agencies and federally funded projects. His field experience gives him valuable insight into the complete project delivery cycle and his hands-on approach to management and design ensures that projects will have an accurate and reliable set of construction documents. Kevin also participates in Otak’s sustainability leadership group, assisting with green initiatives in the company’s practice areas and training.

 

“The Colorado Region leadership has never been as strong and engaged as the team we have in place now… Their focus on client care, high quality, timely service delivery, solving for our clients, and mentorship skills makes me confident in their ability to develop the best team possible in our market.”

– Scott Dreher, COO of Otak

 

Otak is excited to continue generating momentum for our work in the Rocky Mountain region with the addition and promotion of top talent. The company is eager to see Henry, Todd, and Kevin thrive as leaders and develop project work and partnerships with key regional clients.

Field Notes: A First-of-its-Kind Floating Transit Project through the Eyes of an Engineer

Posted on by Otak Staff
Graphic with byline for Adreanna Broussard.

Field Notes is a recurring series where impactful aspects of projects are brought into focus from the field, along with the people who make it possible.

There’s something special about transportation projects and the impact connectivity can have on a community. With greater connectivity comes greater access to healthier lifestyles, vital resources, and a wider range of opportunities. For public transit and infrastructure, this is especially true.

The Sound Transit East Link Extension project, which is designed to expand the light rail connection between Seattle, WA and its surrounding area, certainly fits this notion. As an analyst within our project controls group, our team has had the opportunity to bring efficiencies through tools and data to the development of this unique public asset.

I was honored to also have an opportunity to visit the project site itself, which I’d spent the last few years of my life working on from afar. What I found in this one-of-a-kind rail transport that features a floating bridge only reinforced my view of this feat of engineering, and my pride in being part of it bringing value to the community it aims to service.

Picture of Adreanna Broussard, a project controls engineer, onsite at the Sound Transit East Link Extension.
Adreanna on-site at the Sound Transit East Link Extension.
Image of one portion of the tracks at the Sound Transit East Link Extension.
The light rail has a combination of Direct-Fixation Tracks and Ballasted Tracks through the tunnels. Furthering the unique design of the 14-mile run connecting Seattle, Mercer Island, Bellevue and Redmond.
A map showing the East Link Extension as part of the larger Sound Transit rail system.
Source: soundtransit.org
Graphic featuring a quote from Adreanna Broussard on the Sound Transit East Link Extension project.

Welcome to Judkins Park Station: Through the Eyes of An Engineer

Judkins Park Station (or JPS), located on 23rd Ave S, in the center of I-90, is one of the stations within the E130 scope and one of ten under construction within the 14-mile Eastlink Extension.

The access to this station allows the community to commute from Seattle to South Bellevue via light rail. JPS is right across the street from the Northwest Jimi Hendrix Park and is designed for people to walk, bike, or bus directly to the station!

Experiencing the East Link Light Rail

The Light Rail runs from the International District in Seattle, through Mount Baker Tunnel, to Mercer Island and concludes at Redmond. The Eastlink Extension creates yet another way for folks to commute without leaving behind a carbon imprint on our environment. The station itself is beautiful, and has a special flow of artwork and intentional landscaping throughout.

A Unique Design to Connect Communities

In the eye of an engineer, the project as a whole is a tangible form of beauty. The I-90 bridge is made up of several pontoons with a density less than water, allowing them to literally float! As astonishing as that may be, the bridge carries large volumes of traffic flow daily and will soon be carrying the additional weight of the light speed rail.

One of the most fascinating pieces of this experience is that the design of the light speed rail had to account for the water displacement caused by the weight of the materials and equipment required to build the tracks for the light speed rail. Additionally, the design had to account for the respective impacts on the bridge itself prior to construction.

Picture of artwork found at a station as part of the Sound Transit East Link Extension.
One of the many things that make Judkins Park Station special is the artwork found throughout the station.