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Expertise: Project Management, Construction Management, & Project Controls

Project Spotlight: Revitalizing the Salem-Keizer School District

Posted on by OTAK Team

At Otak, we deal in cornerstones. Whether it be on a beautiful building or one of our values— cornerstones make us who we are in every sense of the word. One of these cornerstones is our projects, the work we do to elevate our communities and make them accessible, sustainable, and vibrant. Which is why when we were called upon to handle one of the biggest school bond programs in Oregon’s history, we welcomed the challenge, rolled up our sleeves, and got to work. 

This was the case in 2018, when voters approved a $619.7 million funding bond for the Salem-Keizer School District. The goals? Relieve overcrowding, expand vocational and science learning spaces, improve safety and security throughout the buildings, protect the public investment with planning for upgrading infrastructure, and expand the wireless network for improved equity of access to technology in mind. With the bond addressing every educational and support building in the district, our multidisciplinary approach wasn’t just desired, it was vital to the project’s success.

Building a Team

The project needed a qualified manager. Looking no further than our own team, we tapped Bob Collins, PMP, CCM, to lead 19 other Otak employees in working with the district to ensure strong project planning and delivery. Tasked with developing a plan to make the district’s aspirations a reality, we provided management services so voters could be confident their tax dollars would be stretched for maximum benefit to students and the community.

Tools of the Trade

We utilized a variety of tools to accomplish this. First, we introduced the district to Smartsheet, a significantly less costly project management information system that allows for easy tracking of costs, tasks, and schedules. Smartsheet made it simple for them (and us) to cross-reference and standardize work so that each project optimally benefitted from the influx of funding.

Second, we developed a set of guiding principles and official specifications for the scope of work, establishing a clear roadmap to project completion. Serving as a guiding light for 25 pre-qualified, local contractors and architects, we provided an action plan that contended with the ambitions of the district. Our project management and construction management capabilities presented a direct benefit to this program, and were a key factor in how we won such a far-reaching project.

Reinforcing our Values

This all ties into Otak’s “Why.” When it comes to making equitable communities and elevating our built environment, we do those things not because it’s lucrative, but because the project has benefits that will last generations to come. We believe in creating places that will benefit the many, not just the few, and our growing experience with schools is a prime example. When students have adequate facilities for learning and growth, the benefit to society extends beyond our body of work, and instead translates to value-added approach that serves the public good.

In Bob’s own words, “We are actively matching and meeting the goals of the bond with all of the tools at our disposal. We do this by making taxpayer dollars stretch further with tools like Smartsheet, and through our expertise, we’re confident we can deliver facilities to students that need them.”

So, join us in celebrating the work we do that benefits scores of children within the Salem-Keizer district, and here’s to continued success as we leverage everything we can to accomplish this work for the good of all.

Otak Acquires Tarr Whitman Group LLC

We are proud to announce today that we have strengthened our project control and construction support capabilities with the acquisition of Tarr Whitman Group LLC (TWG). TWG will operate as a business unit within Otak and remain focused on providing exceptional project control and related services to the full spectrum of Otak and TWG clients. CEO Jim Hamann had this to say about bringing TWG into the fold.

“We are seeing our clients’ delivering projects that are becoming larger and more complex. Project Controls brings a focus on cost and schedule that is essential in completing projects on schedule and within budgets. TWG’s specialized data-focused services allow clients to see beyond the basic costs and schedules to gain a real view of the decisions that need to be made now to achieve their goals for completion. As projects become more complex change management is key, and TWG’s services strengthen our client’s ability to manage the cost and schedule impacts of changes during project implementation. TWG’s services essentially pay for themselves through more efficient project delivery.”

A specialized project controls and construction support consulting firm, TWG has a long history of excellence in the A/E/C industry, with extensive program work at the Washington State Department of Transportation (WSDOT), Sound Transit, and the Port of Seattle, among others. In the current environment of increasing project spending and staffing shortages, TWG joining Otak will elevate both firms’ capabilities in assisting clients to deliver their projects within schedule and on budget. TWG’s experience in mega-projects will increase Otak’s capabilities to compete for larger program and project initiatives. Walter Tarr, TWG’s founder, said this about combining with Otak:

“Our joining of Otak means that TWG now has the ability to provide integrated services and serve a large client and project base. It positions us well to help clients manage the increase in federal and local infrastructure spending.  With Otak’s support, our senior staff can focus their efforts on pursuing more clients, hiring quality staff, and providing a greater range of services. We are excited about the merger and think it will strengthen our relationships with our existing clients. We can now offer a wider range of integrated services that will strengthen our ability to quickly respond to our clients’ needs.”

Otak is proud to bring an accomplished organization like TWG onboard. Joining forces means a greater ability to serve both the public good and private sector interests.

American Plaza Towers

Otak CPM is providing project management services for American Plaza Towers Condominium Association (APTCA). This property consists of three high rise towers, the Madison, Grant and Lincoln; along with a four-level underground garage between the towers underneath the plaza that provides access to the towers. Otak CPM is providing evaluation, design and oversight to American Plaza Towers for the waterproofing and structural upgrade of the underground parking garage which includes 4 floors underground with 402 parking spaces, totaling approximately 250,000 square feet. The repair and maintenance has required the removal and replacement of the plaza roof level paving and planters.

Tina Ely, PM and Ayush Ratan, PC Achieve Associate Design-Build Professional Certification

Tina Ely, PM, and Ayush Ratan, PC, have both successfully completed the Design-Build Institute of America’s comprehensive education, training, and certification testing program to achieve the design-build industry’s designation as nationally certified Associate Design-Build Professionals®. With this certification, the pair join a growing industry of design-build professionals redefining how America builds. They are also providing added value to clients in terms of streamlined processes and condensed timelines, which amount to cost savings.

 

 DBIA Certification is the nation’s only measurable standard of an individual’s knowledge of the Design-Build Done Right® principles vital to successful project delivery. By completing these requirements, which touch on all aspects of design-build, candidates earn the right to display “Assoc. DBIA” after their names, identifying them as experienced design-build professionals.

 Tina has an extensive background in architecture and project management, in both the private and public sectors. Prior to coming to Otak in 2018, she spent fifteen years as a practicing architect, eventually moving into a position licensing health care facilities for the state of Oregon. She has also held positions at the Oregon Department of Administrative Services and the Department of Transportation, serving as an owner’s representative on a variety of projects.

 Ayush is an experienced civil engineer with a master’s degree in construction management. Originally from India, where he spent a number of years working in the public sector on highway projects, Ayush joined the CPM division of Otak in 2020.

 “One of the main benefits of the design-build process is we have specific methodologies and processes to bring in all the major key players on any given project, and then go through all the facets of a design and the associated fees together so that when the construction actually begins, there won’t be that many change orders,” Ayush explains. He adds that “this helps control costs and mitigate delays.”

 Tina agrees, stating that “the design-build process aids in accelerating an 18-month project, for example, to possibly 12 or 14 months.” The added benefit is the cost savings. “Time is money, and everybody’s always looking to save money,” she says.

 One element of the DBIA curriculum Tina especially appreciates is the focus on ethics. “Having a solid basis in ethics is important to run a fair procurement and be fair in how you negotiate and pay people,” she says, “so, I appreciated the heavy emphasis on code of conduct as it benefits the industry as a whole.”

“DBIA’s Designated Design-Build Professional® certification program has grown exponentially over the years mirroring the growth of the entire design-build industry. In fact, many public and private owner solicitations now expressly encourage the inclusion of team members with DBIA® Certification in their expanding number of design-build projects. DBIA is proud to offer the industry’s gold standard in education and to continue to certify record numbers of dedicated design-build professionals each year.” Lisa Washington, DBIA Executive Director/CEO. 

Three to six years of substantial design and construction experience is an additional prerequisite for Designated Associate Design-Build Professional™ certification. Maintaining the credential requires a minimum of 24 hours of continuing education credit every two years.

Looking ahead, both Tina and Ayush are excited to work on more design-build projects and bring the added value of the Associate DBIA certification, especially in the public sector. Both have worked on various school district projects, including Portland Public Schools, Oregon City School District, and other county and state departments. As Tina states, “we are in a strong position to be able to guide public projects through an efficient and effective process that yields better outcomes in terms of specific design, procurement, and construction deliverables, and stretch dollars to maximize limited budgets.”

Bybee Lakes Hope Center

Helping Hands Bybee Lake Hope Center opened its first phase as a shelter serving up to 150 men, women, and families affected by homelessness and COVID-19 in fall of 2020. The center offers a safe environment to support reentry to the community.

Repurposing an Abandoned Campus for a Vibrant Community Asset

Planning for the facility include programs designed to address issues related to mental health, addiction, and abuse-related trauma. Included in that effort is providing volunteer opportunities, life skills training like credit maintenance, construction and cooking classes, a program to give back by building tiny houses, self-sustaining fruit and vegetable gardens, and even employment opportunities with neighboring businesses like Columbia Sportswear. A second phase of the project offers nearly 200 more people a place to live, including three meals per day via a fully staffed commercial kitchen, where they can receive the comprehensive support to work through the issues of homelessness using programs to provide life skills for successful re-entry back into our communities. Otak owner’s representative and architecture teams serves partnered with Helping Hands Re-Entry Outreach program for over two years to repurpose this abandoned campus in North Portland as a vibrant community asset.

Addressing Unpredictability in Construction Costs

Posted on by OTAK Team

As COVID-19 swept across the globe in 2020, nearly every sector of the US economy was impacted, including the construction industry, which faced supply chain issues, labor shortages, and rising material costs. Now, in the latter half of 2021, as the world is fluctuating between a receding pandemic and variant surges, there is a lingering sense of uncertainty. While the construction industry as a whole is in a strong position (nearly back to pre-pandemic levels), rising costs are a reality project owners and contractors are facing.

At Otak, one of our roles as engineers, architects, planners, and project managers is to help our clients navigate and mitigate the unpredictability of cost variations. This requires accurately projecting the future cost and availability of specific materials and using a collaborative approach and design process that considers all the variables and factors impacting a project’s Total Installed Cost, many of which need to be identified before entering the design phase.

Pre-Design Risk Management

Kevin Dooley, Otak Senior Project Engineer, stresses the importance of gathering accurate data for a project prior to beginning the design. He specifically cites the need for accurate survey and geotechnical data as being critical, stating, “we don’t want to do a design based on an aerial photograph, only to later discover the soil at the project site is not optimal, and the top two feet need to be removed. That’s a significant cost to have to absorb. When we uncover unforeseen site conditions in the early conceptual design stage, we can plan accordingly and eliminate costly surprises.”

Much of the preliminary work that aids in risk management also yields better project outcomes. Kevin explains that Otak’s teams “put in more time in the beginning because we’re doing a lot of research and groundwork that is foundational to good design.” This research includes the aforementioned site analysis, as well as reviewing historical local data relative to materials and construction costs, inflation trends, and current market conditions. “There is a large body of statistical and historical data we can tap into, as well as Otak’s own extensive database of project information,” Matt Marshall, Otak Regional Business Development Manager, says. He adds that “we can apply that data and weigh the options with our clients before deciding which direction to go.”

Despite rising costs in general, Scott Belonger, Otak Senior Project Engineer, points out the need to “verify actual costs and not assume that everything is going up. The commonly held perception may be that prices are up by fifty percent for a specific material, but in reality, we may find the price hasn’t really changed.” Knowing upfront the reality of costs, and communicating those costs to clients, allows teams to effectively proceed with designs and for clients to predictably budget for capital projects. It may take more time upfront, but ultimately, this due diligence saves time and costs in the end.

Integrated Design Approach

Otak’s integrated multidisciplinary approach allows for a full range of expertise and alternate perspectives in project design and helps ensure multiple factors and contingencies have been considered. Collaborating with a team of colleagues, sub-consultants, and partners aids in this process. As Kevin Timmins, Otak Vice President and Water Resource Engineer, says, “it makes us more aware of all the different parts of a given project. It deepens our understanding, not just with the work that each of us does, but also makes it easier to anticipate potential problems and costs.”

Strong relationships with contractors and sub-consultant partners also help project managers paint an accurate picture of total projected costs. “We’ve worked with some sub-consultants enough times now that we know what to expect their services to cost under different situations,” Kevin says. “Having that understanding, we can help our clients build a more reliable project budget.”

Budget Management

Helping clients navigate and manage project costs goes beyond accurately predicting expenditures—it also identifies how a project can be completed within their budget. As Scott explains, “there are a couple of ways we can do this. We can scale back the project or identify ways we can phase in work to reduce the immediate scope, but efficiently add to it in the future.” This requires working collaboratively with clients to ensure they are fully aware of their options and that priority objectives are met for any given project.

Another approach is working with clients to find additional funding sources, which sometimes involves looking at other slated projects in a given area and planning projects in conjunction.

At the end of the day, effectively managing costs, budgets, and removing unpredictability boil down to accurate data, collaboration, and open communication. As Scott and Kevin Timmins both state, “it comes down to us working with the owner to find the best solutions based on a complete cost picture and maintaining regular communication throughout the design process.”

Creating Community On Former Riverfront Industrial Site

St. Helens, Oregon, is a growing community of over 13,000 people located 30 miles north of Portland. After years as an industrial hub, two wood product industries closed, leaving behind acres of brownfields abutting the Columbia River. The City of St. Helens (City) and its residents recognized the opportunity to reimagine the waterfront as a multi-use community asset and an RFQ was issued in late 2020 to begin the transformation with two projects: the South 1st and Strand Streets Road and Utility Enhancements and the St. Helens Riverwalk projects, both of which Otak will be working on.

The Otak team is leading the South 1st and Strand Street project and is a sub-consultant to Mayer/Reed for the Riverwalk project. As developers eye the riverfront location and offer visions for its future, the City and the Mayer/Reed-Otak team intend to address the transportation and infrastructure gap by connecting

Improved infrastructure and roadway connectivity will help guide future development of St. Helen’s riverfront.

the Columbia River Highway (OR 30) to the Riverfront District, as well as better connect pedestrians and bicyclists to existing roadways, trails, and the waterfront. The work will provide numerous road and utility enhancements and multimodal connections. Public water extensions and looping, sanitary sewer and storm drainage, and the relocation of the existing sanitary sewer lift station are all critical components that will help attract developers as the area begins to transition from industrial to mixed-use.  

Running parallel with this project is the design and engineering of the St. Helens Riverwalk Project, which will include the design and construction of a boardwalk, overlook, and multi-use paths to maximize pedestrian connections. Mayer/Reed is leading this project overall, but Otak is managing the design for the replacement of an existing stage area with an amphitheater that can host community concerts and events and serve as a gathering area. 

Representing Otak on both of these projects is Project Manager, Keith Buisman, and Project Coordinator, Mandy Flett. Otak has a single team working on both projects in tandem and the ability to coordinate a team in-house that has the wide array of skills and experience needed for the project was instrumental in being selected for this work. Every discipline in Otak is being tapped from planners to surveyors, architects to engineers. Revitalizing this riverfront aligns perfectly with Otak’s mission to create communities where people can live, work, and play.

“Planners came in first and provided an idea of what could be done with the parcels and how to lay them out for future development,” Mandy says. 

The utility and roadway design and the design for gateways and pedestrian facilities are underway and expected to be completed this coming fall. Construction management will then follow and is tentatively scheduled to wrap up in 2023. 

“Our work is to create a sense of ‘there’ in a town that has so much potential. We want to make it a destination for those who live there and also for visitors. When you enter the City, the river draws you in and we want to take advantage of that,” Mandy comments. 

Lake Oswego City Hall, Police Department, and 9-1-1 Operations

In redefining the way the City of Lake Oswego engages its residents, this new building provides an updated home for a variety of public services. As owner’s representative, the Otak team guided the project to completion utilizing the CM/GC delivery method, ultimately allowing City Hall and its administrative functions to better serve a growing community.

A Modern Public Building to Better Serve its Growing Community

The new City Hall and public safety building provides the community a modern, seismically resilient, energy efficient, and better functioning essential facility that’s designed to LEED Gold standards. With two stories and below-grade secured parking, the building is home to the Police Department, City Court, and City Council, along with other administrative function. Embracing a challenging site, the building is integrated with twenty-eight feet of cross-slope to establish natural security for police and 911 dispatch operations while fostering meaningful civic engagement for the public. A community plaza offers multiple entrances that seamlessly extend into an atmospherically joined three-story lobby, establishing clear and discernible public access to city services.

Disaster Relief Efforts: Bringing Life Back to Communities Devastated by Fire

When a historic fire season raged through Oregon in the fall of 2020, no one could have imagined the forest fires would raze entire communities to the ground. Particularly hard hit were the small towns and rural communities like those in the Santiam Pass and along the McKenzie River east of Eugene. Rebuilding will take considerable effort and time.

Otak has a long history of working with rural school districts managing bond programs and capital improvement projects and has developed relationships with school principals and super- intendants (often one and the same in smaller districts). So, when the McKenzie School District (MSD), which serves 220 K-12 students, was caught in the fires, it struck home for Stephen Wasserberger, Senior Project Manager at DAY CPM, an Otak Division.

“Just driving through there is mind-boggling, absolutely mind-boggling,” Stephen stated when describing a recent visit to the area. “And then as you start to get to the areas where the residences are burned and all the buildings are gone, it’s just heartbreaking.”

Destruction Outside the Scope of School Bond 

The MSD was already seeking approval of a 15 million dollar bond when the forest fires came through, leveling many homes, businesses, and community centers. The McKenzie High School lost the grandstand to the football field, a storage building, and a concession stand—structures outside the scope of the bond, which means any replacement funds are going to come from insurance money, FEMA, and state emergency grant money. With an understanding of replacement values and insurance, Stephen knew it was going to be a struggle to replace the structures, let alone fully fund new structures with updated designs and materials to match current building codes and standards.

The site of the grandstand before fire engulfed it.

“This is when I knew we could help. We could help the district get things off the ground and if we did this work pro-bono, we could save the district considerable costs, and really make a difference,” Stephen stated. “This is a community that’s been completely traumatized. They lost about four hundred homes. Teachers lost their homes. Obviously, students and families lost their homes. So stepping in to help was about doing the right thing, supporting a community, and supporting people who are in a really bad spot.” This goes to the heart of what Otak is about and the work the firm does transforming communities, so it was no surprise that Stephen was able to garner support for a pro bono project from his team and the rest of Otak. 

Reconstruction: Otak and Contractors Stepping up to Help

For the past two months, Stephen has been acting as Owner’s Rep for MSD on the reconstruction project, working with district leaders guiding them through the whole design and construction document process, as well as cost projections and funding, and securing contractor bids through an RFP process. Stephen has also taken the time to dive into various aspects of proposed designs, working with Soderstrom Architects and contractors to keep costs down while delivering new structures that will best serve the district and the community. Many of the contractors involved in the project had personal ties to the community and they were eager to be involved. Soderstrom, who has also provided pro bono work on the architectural plans for the grandstands, had already been working with MSD to provide facilities assessments for the bond.

The next step is garnering all of the necessary permits to begin construction. Although Lane County has waived permit fees, the process still takes time. Completion of the new grandstand, storage shed, and concessions stand—all of which will be constructed of non-combustible materials—is projected for the fall of 2022. For a small community like McKenzie, that day cannot come soon enough. “They want their grandstands back,” Stephen expressed. “Sports is a galvanizer and Friday night football is part of the community. It brings people together and in a time where, you know, things aren’t so great, it’s a positive thing. Giving the kids and the families a chance to get out, to just do something fun—every community deserves that.”

We will chronicle this journey as work progresses along with feedback from the community. Stay tuned for the next installment.

Jon Nyone Stands Ready to Grow Otak’s International Reach

Sometimes a great hire, one who stands to be a key in the remaking of an organization, comes from the least likely of places. This was the case for Jon Nyone, Otak’s International Market Sector Leader who was watching his younger sister’s soccer game when he happened to meet Joshua Dodson, Senior Project Manager at DAY CPM. That meeting started an internship that rolled into seven-plus years of work beginning with DAY CPM and then eventually OTAK, and on to where Jon is today, ready to advance into the technology revolution of sorts for Otak’s international work.

Jon credits his rise in career to Otak’s willingness and encouragement for him to take the lead on some large, high-profile projects. As an intern, he was involved with the Collaborative Life Sciences Building on Portland’s waterfront where he worked with owners from OHSU, OSU, and Portland State to manage, primarily, the vast portfolio of medical equipment. Four years after the start of the Portland building, work was complete and Jon was no longer just an intern. He said learning how to navigate the sometimes tricky politics of such a public building was critical and provided him lifelong skills to tap into.

He jokes that Otak management asked “what else can we dump on Jon,” but he recognizes the diverse experience he’s had right from the start of his career. The list of projects he was able to work on in a short period of time directly contributed to being able to grow quickly. 

While Jon was not looking for an international career, he had studied and presented on the framework of the Integrated Project Delivery (IPD) construction method and that happened to be what Otak was looking to introduce in a proposal for a project in Korea. “I had studied and presented on it and had lived it on a few different projects I worked on so I had lots of hands-on education, but who would have known, five years later, I’d be traveling to Korea to present on it,” Jon said.

Jon took three week-long trips to Korea where he learned the challenges of working within a different culture on medical research and pharmaceutical development center. The purpose was to incorporate and help the team apply IPD principles into the processes of their projects. It was a huge learning experience, particularly as most of the team had no familiarity with IPD.  My boss had a deep trust in me, but it was nerve-wracking, to say the least. What it takes to put one of these together is a huge effort. You can’t underestimate the difficulty of something like that,” he said.

With some new experience under his belt, Jon is now tackling the next new thing that he says has the potential to bring great growth for Otak on the international front. “We’re on the verge of some exciting developments in the technology sector,” he said. Jon and his team are working on the unification of the global strategy with Otak’s partner firms to enter into the mission-critical market on some large-scale, global projects. He demurred on offering any more information as the planning process is proceeding.

“Jon never shies away from a challenge and in fact seems innately drawn towards projects defined by their complexity. It makes him a keen match for leading our International practice and advancing projects with global impact. He’s a pacesetter that keeps the rest of us sharp with an ability to drive collaboration and engineer best practices for others to not only follow, but also build and continually develop on,” said Sarah Oaks, Operation Manager for DAY CPM.

Over his years at DAY CPM and now Otak, Jon says he’s developed a good history of how the company has operated, what works and what doesn’t. He feels he’s been able to help the organization bridge some legacy conditions and translate those into tangible strategic shifts to help position Otak for sustainability and future growth. But overall, he credits his success to the teams he works with. “I have a deep appreciation for the team dynamic and putting the whole before the individual, but not losing sight of the uniqueness we each bring to the table. It’s a blessing to work with so many people much smarter than me.” His knack for getting along with others and his flexible and adaptable approach fit the mold for future international project success.