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
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
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
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.”
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.
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 organizationalvalues 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.
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.
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.
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.
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.
About the Holgate Library Project
As just one piece of the broader $450 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.
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 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 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.
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.
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 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.
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.
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.
Art Rutkin Elementary School: Tigard Tualatin School Bond Program
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.
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.
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.
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.
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.
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.”
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
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
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.
For something as inherently valuable as education, the means for updating its facilities are often less than straightforward.
The process for improving education community assets often relies on many steps over a complex timeline that involves a variety of different stakeholders. Education professionals typically maintain full schedules in keeping their schools functioning as well as possible. With so many complex and moving parts, many organizations benefit from partnering with a bond program manager with the technical expertise to ensure a bond management process runs smoothly alongside typical operations.
In this piece, we’ll examine the elements of a successful school bond program and the role of an owner’s representative, or bond program manager plays in supporting the client.
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What is a School Bond Program?
A school bond program is a form of financing for capital construction projects that many communities rely on for improving their facilities. The projects that comprise a bond program can range from new construction or facilities renovation to addressing deferred maintenance. The cost for these often exceeds typical operating budgets so additional funds are sought from voters in general elections.
Falling into the category of general obligation (GO) bonds, school bonds are generally funded by leveraging property taxes, proposed during general elections. Beyond just improving the built environment for students, teachers, and the community – or in supporting the longevity of an asset – to pass bonds school districts must be thoughtful and strategic about the needs and interests of their community and appeal to those voters.
Bonds may focus on life, fire, safety, and ADA concerns. Some will also address more targeted goals like seismic improvements, pedagogy, or curriculum advancements such as career-technical education facilities. At their heart, bond programs and their passage are an expression of public trust by taxpayers.
Use of bond funds is also subject to financial management and procurement requirements established by state and local municipalities. In many states, additional grants and “match” funding are also available to help taxpayer dollars go farther to support education.
No two school bond programs are the same. Some bonds may be focused on one or a few projects, while others may touch every school within the district’s portfolio. Depending on the size and complexity, a bond may be conceived with multiple projects, budgets, and project teams. It may involve multi-phasing to prepare interim facilities and swing spaces ahead of final projects.
To account for this variety and unanticipated conditions that can arise during construction, successful program management requires experience in facilities, design, educational paradigms, administration, all phases of construction project management, managing multiple levels of stakeholders, team leadership, and community relations.
How are Bond Programs Similar?
With unique goals and requirements, each school bond program will require processes tailored to their specifications. However, there are a number of key elements that are common denominators with any successful program.
A priority for any school bond program is maximizing the impact of locally approved funding by preserving as much money as possible for the projects themselves.
Part of this effort may involve minimizing overhead, but it’s important to consider the big picture as the greatest savings are found in efficiencies throughout the process. For example, a 1–3% upfront investment in pre-planning work can result in much lower costs over the full lifecycle of the project. This is one area where a program manager can have the most value.
In pre-planning, a school district may have identified immediate and long-range needs, but determining the best solutions to meet district needs can be guided and facilitated by the program manager.
A crucial step for any school bond program is often one of the first. In selecting a project – and even prior to it – extensive planning begins with the identification of long-range district goals. This process can include focused due diligence such as facility assessments and enrollment forecasting needs (over at least 10 years), and eventually lead to project selection itself. Without these steps, projects may be compromised by short-sightedness or even subject to future rework if they are not considered in the context of a larger plan.
According to a study by Autodesk, poor schedule management is cited by 68% of project trades as the main cause of decline in worker productivity. Experience in construction management and front-end planning of a bond’s budget, scope, and timeframe components can help design the best execution strategy that maximizes approved funding impact. With this breadth of experience and knowledge, a bond program manager will be able to provide cost projections and cost-benefit analyses for potential project scenarios, and advising as such when a District is determining whether to renovate and upgrade existing facilities or initiate new construction.
In this stage of the school bond program, standardizing processes also provides the opportunity to bring together key project players and establish consensus in planning. Clear expectations for input and decision making need to be established to secure trust with these stakeholders so they can constructively engage in the design/construction process. From public engagement stakeholders and consultants to bond counsel and legal representation, coordination between the complete team early on can be an essential step in collecting necessary information to help inform project scope.
While establishing internal planning for anticipated projects is essential, they will not move forward without determining what the tax base will support. Knowing what taxpayers in the district can afford and what they value or view as necessary is key. To answer these questions, studies and polling can help tailor the dollar amount and scope of work before being put out for a vote. In-person meetings where community groups are represented can be essential engagement tools to connect with potential community champions and identify any initial dissenting opinions. Educating the public about bond goals and outcomes to garner support is also an essential investment.
After the bond’s passage, the real work begins to engage the many stakeholders invested in the success of a project including students/teachers/school-based staff, district personnel, and the partners/community members that may also use the facilities.
With a high level of scrutiny on expenditure of bond funds, districts should consider establishing an external oversight committee to observe the process. Typically comprised of interested community members, a bond manager will support the selection and engagement of the oversight committee to identify potential expertise that may be useful for supporting the bond and preparing reporting and presentations for their review across the bond’s duration.
At the end of the day, voters will want to know why a bond is needed: does it provide the best solution; what will it cost; can they afford it; and how will life continue in the meantime? To answers these questions and gain taxpayer support, a bond campaign will need to be outlined and implemented.
Strong Execution – Project Delivery, Documentation and Reporting
At the core of any successful school bond program is execution and delivery. While that may seem obvious, the path to effectively managing these steps is often anything but. Research of construction planning efficiency and delivery times by Wrike found that project planners typically have only a 58% accuracy rate when predicting delivery dates. These inconsistencies can have major impacts on staff, operations, and even student safety. In keeping complex school bond processes on track, documentation and reporting is key.
From start to finish, workflows and protocols are essential to facilitating review, approvals, and overall decision making. From augmenting project management resources at the outset of a project to setting consistent system specifications for maintenance following project completion, the establishment of strong document control and management systems helps ensure nothing slips through the cracks. The ability to quickly reference and produce consistent records also streamlines what can be complex legal processes.
When it comes to capital improvement projects, managing public contracts within a school bond requires an understanding of public procurement laws as they pertain to architectural design, engineering, construction, and consulting contracts. Contracts in the public sector are more complicated than the private sector and tend to have higher levels of scrutiny and oversight—every expenditure requires public justification. Ultimately, strong documentation and reporting in the school bond process prepares stakeholders throughout project delivery to help ensure staff needs are met and the safety of students is prioritized.
Setting Transition, Turnover and Community Use Expectations
While it’s easy to get swept away in the planning, engagement, and execution of school facility improvements, it’s important to remember that while the project itself is underway, life goes on. An important factor that is often, but should not be, overlooked is how people and programs are transitioned. This is because, as all educators are aware: the kids come back.
“We have seen projects come to completion, the owner moves in, and then it takes another 18 months before they know how to operate the building.”
– Henry Alaman, Otak Senior VP
Eighteen months is not atypical in a complex new facility where the existing facilities employees are not familiar with the new technology, systems, or equipment. To ensure the transition is seamless, all staff should receive the tools and training necessary to operate the building. Additionally, documents (drawings, plans, manuals, etc.) should be provided and stored electronically so they can be easily accessed.
Even the most well-established timelines and plans need to be prepared for unforeseen challenges. As a project progresses, the need to adapt is often inevitable. The ability to anticipate these challenges and quickly resolve them in the form of change management also becomes an important factor where the experience of an owner’s representative can prove invaluable.
Taking a Multidisciplinary Approach to Augmenting the Bond Process
Delivering a school bond, no matter the scale, is a complex process and a program manager isn’t successful without operating in an owner’s representative capacity. The ability to coalesce diverse sets of expertise from different team members and align them with individual client goals is essential to bringing the work and the promises made to the community to fruition.
As a multi-disciplinary firm, Otak provides a unique combination of program, bond, and construction management expertise, as well as knowledge and understanding of public procurement laws governing bond spending, local industry, and market knowledge. Our firm has proudly worked with many urban and rural school districts in bond development and delivery. Check out some of that work below!
The Portland Building is a 15-story high-rise occupied by City of Portland bureaus. As an internationally renowned architectural example of Post-Modernism designed by Michael Graves, the building is listed on the National Register of Historic Places. Constructed in 1982 as a design-bid-build project, the building had developed problems with its structure, exterior, and operational systems that repairs alone could not address. As part of the city project management team, Otak worked directly with the designer (DLR Group) and contractor (Howard S. Wright), utilizing a progressive design build delivery method, to develop the award-winning project along established requirements including budget, schedule, structural upgrades, MEP system replacement, and resolving water infiltration issues.
A First of its Kind, Progressive Design Build
The City of Portland initiated a $195 million project to reconstruct the building, making it the city’s largest capital project and an unprecedented use of a progressive design build as a delivery method. Addressed building envelope issues, the project covers the concrete façade with a unitized curtain wall and terracotta rain screen tiles that eliminated leaking while preserving its historic status and appearance. The restored façade also greatly improved the poor natural lighting which, combined with a full interior remodel, drastically transformed the building’s working environment. The team also organized the temporary relocation of all city staff – more than 1200 people – to ensure that the city maintained normal operations throughout the project. To prepare the staff to return to the building, employees were engaged in a comprehensive change management process, including virtual reality simulations, extensive mock-ups and providing 3D walkthroughs of the new workspace before construction. Along with seismic upgrades and system replacements, the building also exceeded its original sustainability goal of LEED Gold standards and achieve LEED Platinum Certification. In addition, the Portland Building is targeting WELL certification, a first in the Pacific Northwest. The progressive design build delivery method resulted in the project being completed significantly under budget and one year ahead of schedule.
Skills in the AEC industry are among some of the most technical in the American workforce, and fostering those abilities in the next generation of professionals is critical to the future of our built environment. Future designers need to have the tools to learn practically and grow organically so they are equipped for success when it comes time to earn their license.
Internships are among the best ways Otak can provide our expertise as a learning experience – empowering young people looking to break into design with real world know-how, so they feel not only confident in their passion but also determined to make their mark on the world and how we experience it. This is what’s at the core of our Summer Internship Program.
In this piece, we delve into the heart of Otak’s Internship Program to explore what it is, its unique offerings, and hear directly from current and past interns about the impact it’s made on emerging professionals from across our offices!
Laying the Foundation
The Summer Internship Program at Otak serves as the launchpad for those seeking to pursue a career in the fields of engineering, architecture, and design in the marketing, planning, and construction project management sectors. As part of a greater industry practice, the program aims to create consistency of experience for interns, regardless of their individual backgrounds or interests. It embraces each intern wherever they are in their journey, providing a wealth of knowledge and skills that lay the foundations for a successful career for years to come.
An effort that evolved across Otak’s various departments over the last two years, the goal of the program became to nurture a pipeline of talent. The decision was made to structure the program around a “One Otak” approach to nurturing talent that would be consistent across our practice areas.
Our interns are able to get out in the field as soon as they can – contributing directly to problem solving on the project site while building real-world skills for their future careers.
Meet Our Summer Interns!
With a total of eight interns for the summer – we’re sharing perspectives on their experiences so far and what makes their early work meaningful to them:
Thomas is a student at the University of Colorado – Boulder, pursuing his bachelor’s degree in civil engineering with a minor in Business. He has skills in Civil 3D and coding in C++ and Java, along with a CSWA Solidworks certification in Mechanical Design. In addition to his civil engineering background, Thomas also has experience working as a soccer referee for the U.S. Soccer Federation.
“The most interesting thing I’ve worked on is a project for a multi-use trail in Aspen that had many interesting features. It was cool to see how certain obstacles were overcome to create an impactful project that will benefit the residents of Aspen.”
Javier Buenrostro, Marketing (Portland)
Javier is a marketing student at the University of Portland. He has experience in a variety of different industries including healthcare and retail. He is skilled in Adobe suite, Canva, and Microsoft office. Javier has worked on projects that span brand identity design, product development, and UX design, enhancing user experiences and optimizing product functionality. Additional experience includes working on marketing campaigns to draw brand/product awareness and achieve business objectives.
“The most interesting thing I’ve had the opportunity to work on was the Oregon Association of Minority Entrepreneurs (OAME) conference. It was an incredibly rewarding experience as I got to attend and represent Otak. What made it so special was the cause of inclusion it supported, which I deeply resonate with.”
Davis is an Architectural Engineering student at Oregon State University pursuing a bachelor’s degree. He has an interest in design and construction. He has experience using software including Microsoft Office, AutoCAD and Bluebeam Revu. He has a passion for math and problem solving that has led him to choose engineering as a career path.
“I got to observe the process of a modular getting delivered to an elementary school which is simply just a portable classroom. I thought it was so neat because they have to make a pre-built foundation for the modular, and from there they have to connect all of the electrical and plumbing lines back to the school’s main building.”
Chiara is a student at Oregon State University pursing an Architectural Engineering Bachelor’s degree. She is a current member of the Oregon Army National Guard. Chiara is an effective communicator and has held several leadership positions in the military for BCT and AIT. She has experience working for Linn County Road Department helping in county road marking and sign fabrication.
Isaac is a student at Oregon State University pursuing a bachelor’s degree in Civil Engineering. He is skilled in technical writing, computer-aided design and structural analysis program. Isaac has experience tutoring various disciplines including writing, engineering classes, and college access programs. He became interested in Otak when he learned about the company’s sustainable and equitable practices in structural design which deeply resonated with him.
“The most interesting thing I have gotten to work on so far is the Clark County Railroad Bridge repair project. It has been interesting getting to inspect the bridge and help out with wetland delineation.”
Samantha is a student at the University of Washington, Seattle, working on her Master of Urban Planning. Samantha has experience in planning research, data entry, code compliance, and editing agenda reports. She is skilled in QGIS, quantitative and qualitative research, and Adobe Illustrator.
Brendan earned his Bachelor’s degree in Urban Studies from Boise State University and is currently pursuing a Master of Urban Planning at The University of Washington, Seattle. Brendan has skills in Microsoft Office Suite, Adobe Illustrator, and GIS programs including arcMap, and ArcGIS Pro. He has previous GIS and planning intern experience which allowed to work on LiMAr maps, mapbooks, contourmaps, and reviewing land use permits.
“The most interesting project that I’ve been a part of has been our partnership with the City of SeaTac to hold public engagement meetings about updates and changes to their Airport City Center District plan. I’ve been able to tackle all manner of tasks which are making me use a wide variety of skills!”
Alex is a student at the University of Washington, Seattle, pursuing his bachelor’s degree in civil engineering. He has skills in the Microsoft Office Suite and AutoCAD. In addition to his civil engineering background, Alex has experience working as a basketball coach for the Home Court of Woodinville.
“The most interesting project I’ve worked on so far is the Redmond Central Connector project – construction is happening right across the road from the office. I got to attend a site meeting where all of the construction entities met to discuss some construction challenges and I appreciated getting to witness how so many groups collaborate to solve problems.“
Guidance and Multidisciplinary Exposure
One of the program’s unique strengths lies in its emphasis on mentorship. Unlike typical internships where supervisors may serve as mentors, Otak offers a totally holistic guidance system where interns are paired with experienced professionals from different practice areas. This multidisciplinary approach is facilitated by Otak’s size and structure, allowing interns to gain diverse exposure and discover their true passions through experimentation and hands-on experiences.
Throughout the internship, Otak strives to give its interns the best possible experience. Leaders from various practice areas present to interns regularly, offering career guidance, self-development opportunities, and professional brand-building insights – ensuring that each intern is equipped with the necessary tools to thrive in their chosen craft.
The Unique Otak Experience
Otak’s Internship Program differentiator lies in its two key factors – the immersive expertise sessions offered to interns, and interdisciplinary mentorship from the diverse skillsets of our team. The expertise session structure allows interns to engage in a number of meetings culminating in a presentation of their own, fostering connections with various groups and initiatives within the firm and among themselves. Just recently the interns were welcomed to Otak by our Interim CEO, Scott Dreher, and are slated to meet with members of our Transportation and Infrastructure teams, our Water and Natural Resources teams, and our Planning and Landscape team in the coming weeks.
Interns are encouraged to bounce ideas off each other and contribute to discussions where everyone gets a seat at the table. Simultaneously, mentorship from seasoned leaders provides interns with a more comprehensive professional development experience, supplementing their direct supervision with the tools to be leaders early on in their careers.
Want to Learn More?
Are you a young and aspiring designer seeking to take your first steps into the world of engineering and architecture? Are you exploring what you want to specialize in for your career? Otak is continuing our internship programming beyond our summer series and is always on the look-out for interested candidates.
If you’re ready to take your first step towards a rewarding career in engineering, architecture, design, or one of our many other practice areas, Otak’s Internship Program is where you belong. Keep track of our openings and follow us on social to keep an eye out for the opportunity to apply. A conversation with Brooke Henderson or Susan Dull on our talent acquisition team could lead to joining a team of talented interns who have already begun their transformative journey with us. Come unleash your potential to improve the built environment!
It’s official! Our partners at Multnomah County Library have broken ground on a state-of-the-art library in East County, promising a dynamic landmark that will transform the community’s access to learning, play, and connection. The groundbreaking ceremony for the impressive project took place on July 12, 2023, showcasing the library’s commitment to innovation and community engagement.
The future East County Library will span an impressive 95,000 square feet, making it comparable in size to Central Library in downtown Portland. The library’s strategic location will provide convenient accessibility for all residents of East County.
Otak’s PM/CM & owner’s representative team, led by Project Manager Mike Day, is proud to have a role in making this project a reality by providing owner’s representative and bond program management services in partnership with Multnomah County library.
The Road to the Perfect Site
The journey to find the ideal site for this ambitious project culminated with the purchase of the former Gresham City Hall Park and Ride (1297 NW Eastman Pkwy, Gresham) from TriMet. The collaborative agreement between Multnomah County Library and TriMet marks the end of years of extensive search efforts, ensuring the library’s placement meets the needs of the community while allowing for future transit-oriented development by TriMet. The City of Gresham will also play a role in shaping the vision for the surrounding civic space.
The groundbreaking ceremony featured Multnomah County Chair Jessica Vega Pederson, District 4 Commissioner Lori Stegmann, Multnomah County Library Director Vailey Oehlke, Gresham Mayor Travis Stovall, and other key members of the community. Programming also included a land blessing performed by the NARA (Native American Rehabilitation Assoc.) northwest chapter, a local non-profit group. The event celebrated the library’s role as a transformative space – bringing together the diverse population of East County.
Designed by the Community, for the Community
At the heart of the library’s design is community engagement, with insights and dreams from residents of East County driving the vision for the project. Through the Community Library Champions program, members of community organizations like El Programa Hispano Católico and Black Economic Collective worked directly with residents to gather their input and aspirations for the library.
Rendering courtesy of Holst Architecture
Among the exciting features inspired by community input are:
Large Auditorium: The library will house a spacious auditorium with flexible seating, catering to cultural celebrations, lectures, performances, and family programs. This multi-purpose space will be a true asset to East County, providing a venue for events that were previously unavailable in the area.
A Makerspace: A dedicated area will be provided for classes and exploration of various disciplines, from robotics to construction to 3D printing, encouraging hands-on learning and creativity.
Audio Visual Studio: The library will incorporate a top-of-the-line audio visual studio, offering users a professional-grade studio experience within the library’s premises.
Teen Space: With technology, connection, and creativity in mind, the library will feature a sizable teen space, providing an inviting environment for young people to engage with the latest technologies.
Diverse Collections: To reflect the cultural and linguistic diversity of the neighborhood, the library will curate diverse collections that cater to the interests and backgrounds of its patrons.
Dedicated Family Space: The library will prioritize family-centric spaces, offering secure indoor and outdoor play and learning areas for children.
Outdoor Community Space: With an outdoor amphitheater and plaza, the library will become a central gathering place for community members, hosting music, speakers, and other events.
More than a Library
The East County Library project will go beyond providing a physical space for books and information, aiming to enrich lives and foster community connections. The building will be designed with sustainability in mind, pursuing LEED Gold certification, and incorporating eco-friendly elements such as native plants, energy-efficient systems, and the use of recycled and locally sourced materials.
Rendering courtesy of Holst Architecture
“This new library will be beautiful, accessible, and representative of the people of East County. A public library should reflect our highest ideals and aspirations, and we are making that a reality,” said Vailey Oehlke, Director of Libraries.
The library construction process, scheduled to begin in August 2023, is estimated to cost approximately $147 million, with completion anticipated in fall 2025. As the plans for the East County Library take shape, anticipation and excitement are building within the community, marking the beginning of a new era in public libraries for Multnomah County.
For more information on the East County Library project and Multnomah County Library’s initiatives, visit their website at www.multcolib.org.
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