Otak, Inc ~ 32500048
CITY OF TIGARD - CONTRACT SUMMARY & ROUTING FORM
Contract Overview
Contract/Amendment Number: 32500048
Contract Start Date: January 7, 2025 Contract End Date: June 30, 2029
Contract Title: Public Works and Police Facility – Project Director
Contractor Name: Otak, Inc.
Contract Manager: Emily Tritsch
Department: City Management
Contract Costs
Original Contract Amount: $1,255,043.00
Total All Previous Amendments: n/a
Total of this Amendment: n/a
Total Contract Amount: $1,255,043.00
Procurement Authority
Contract Type: Personal Services
Procurement Type: Formal RFP >$150K
Solicitation Number: 2025-03
LCRB Date: 1/7/2025
Account String: Fund-Division-Account Work Order – Activity Type Amount
FY 25 40008000-56005 CP91029-EXTERNAL-DES $250,000
FY 26 40008000-56005 CP91029-EXTERNAL-DES $250,000
FY 27 40008000-56005 CP91029-EXTERNAL-DES $500,000
FY 28 40008000-56005 CP91029-EXTERNAL-DES $255,043
FY
Contracts & Purchasing Approval
Purchasing Signature:
Comments: FY amounts will be further refined throughout the project development.
DocuSign Routing
Route for Signature Name Email Address
Contractor Scott Dreher Scott.dreher@otak.com
City of Tigard Steve Rymer Stever@tigard-or.gov
Final Distribution
Contractor David Lintz David.Lintz@otak.com
Contractor Miki Bragg Miki.Bragg@otak.com
Contractor Julie Bollerman Julie.Bollermann@otak.com
Project Manager Emily Tritsch Emily.tritsch@tigard-or.gov
CIP Manager Laura Barrie laurab@tigard-or.gov
Admin Shauna Large Shauna@tigard-or.gov
Buyer Rosie McGown Rosie.mcgown@tigard-or.gov
Contract Number 32500048
CITY OF TIGARD, OREGON
PERSONAL SERVICES CONTRACT
PUBLIC WORKS AND POLICE FACILITY – PROJECT DIRECTOR
THIS AGREEMENT made and entered into this 7th day of January, 2025 by and between the City
of Tigard, a municipal corporation of the State of Oregon, hereinafter called City, and Otak, Inc.,
hereinafter called Contractor.
RECITALS
WHEREAS, the City’s 2025 fiscal year budget provides for services related to the Public Works and
Policy Facility project; and
WHEREAS, City has need for the services of a company with a particular training, ability, knowledge,
and experience possessed by Contractor, and
WHEREAS, City has determined that Contractor is qualified and capable of performing the
professional services as City does hereinafter require, under those terms and conditions set forth,
THEREFORE, the Parties agree as follows:
1. SERVICES TO BE PROVIDED
Contractor will initiate services immediately upon receipt of City’s notice to proceed together
with an executed copy of this Agreement. Contractor agrees to complete work that is detailed
in Exhibit A, incorporated herein by reference.
2. EFFECTIVE DATE AND DURATION
This Agreement is effective upon the date of execution and expires on June 30, 2029, unless
otherwise terminated or extended. All work under this Agreement must be completed prior
to the expiration of this Agreement.
3. COMPENSATION
The City agrees to pay Contractor in accordance with the fee schedule outlined in Exhibit A.
The total amount paid to the Contractor by the City may not exceed One Million Two
Hundred Fifty-Five Thousand Forty-Three and No/100 Dollars ($1,255,043.00). Payments
made to Contractor will be based upon the following applicable terms:
A. Payment by City to Contractor for performance of services under this Agreement includes
all expenses incurred by Contractor, with the exception of expenses, if any, identified in
this Agreement as separately reimbursable.
B. Payment will be made in installments based on Contractor’s invoice, subject to the
approval of the City Manager, or designee, and not more frequently than monthly. Unless
otherwise agreed, payment will be made only for work actually completed as of the date
of invoice.
C. Payment by City releases City from any further obligation for payment to Contractor for
services performed or expenses incurred as of the date of the invoice. Payment may not
be considered acceptance or approval of any work or waiver of any defects therein.
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D. Contractor must make payments promptly, as due, to all persons supplying labor or
materials for the performance of the work provided for in this Agreement.
E. Contractor may not permit any lien or claim to be filed or prosecuted against the City on
any account of any labor or material furnished.
F. Contractor will pay to the Department of Revenue all sums withheld from employees
pursuant to ORS 316.167.
G. Contractor will pay all contributions or amounts due the Industrial Accident Fund from
the contractor or any subcontractor.
H. If Contractor fails, neglects, or refuses to make prompt payment of any claim for labor or
services furnished to Contractor or a subcontractor by any person as such claim becomes
due, City’s Finance Director may pay such claim and charge the amount of the payment
against funds due or to become due the Contractor. The payment of the claim in this
manner does not relieve Contractor or their surety from obligation with respect to any
unpaid claims.
I. Contractor will promptly, as due, make payment to any person, co-partnership,
association, or corporation, furnishing medical, surgical, and hospital care or other needed
care and attention, incident to sickness or injury, to the employees of Contractor, of all
sums that Contractor agrees to pay for the services and all moneys and sums that
Contractor collected or deducted from the wages of employees pursuant to any law,
contract, or agreement for the purpose of providing or paying for services.
J. Contractor and its employees, if any, are not active members of the Oregon Public
Employees Retirement System and are not employed for a total of 600 hours or more in
the calendar year by any public employer participating in the Retirement System.
K. Contractor must obtain, prior to the execution of any performance under this Agreement,
a City of Tigard Business License. The Tigard Business License is based on a calendar
year with a December 31st expiration date. New businesses operating in Tigard after June
30th of the current year will pay a pro-rated fee though the end of the calendar year.
L. The City certifies that sufficient funds are available and authorized for this Agreement
during the current fiscal year. Funding during future fiscal years is subject to budget
approval by Tigard’s City Council.
4. OWNERSHIP OF WORK PRODUCT
City is the owner of and is entitled to possession of any and all work products of Contractor
which result from this Agreement, including any computations, plans, correspondence, or
pertinent data and information gathered by or computed by Contractor prior to termination
of this Agreement by Contractor or upon completion of the work pursuant to this Agreement.
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5. ASSIGNMENT/DELEGATION
Neither party may assign, sublet or transfer any interest in or duty under this Agreement
without the written consent of the other and no assignment has any force or effect unless and
until the other party has consented. If City agrees to assignment of tasks to a subcontract,
Contractor is fully responsible for the acts or omissions of any subcontractors and of all
persons employed by them. Neither the approval by City of any subcontractor nor anything
contained herein creates any contractual relation between the subcontractor and City. The
provisions of this Agreement are binding upon and will inure to the benefit of the parties to
the Agreement and their respective successors and assigns.
6. STATUS OF CONTRACTOR AS INDEPENDENT CONTRACTOR
Contractor certifies that:
A. Contractor acknowledges that for all purposes related to this Agreement, Contractor is an
independent contractor as defined by ORS 670.600 and not an employee of City.
Contractor is not entitled to benefits of any kind to which an employee of City is entitled
and is solely responsible for all payments and taxes required by law. Furthermore, in the
event that Contractor is found by a court of law or any administrative agency to be an
employee of City for any purpose, City is entitled to offset compensation due, or to
demand repayment of any amounts paid to Contractor under the terms of this Agreement,
to the full extent of any benefits or other remuneration Contractor receives (from City or
third party) as a result of said finding and to the full extent of any payments that City is
required to make (to Contractor or to a third party) as a result of said finding.
B. Contractor is not an officer, employee, or agent of the City as those terms are used in ORS
30.265.
7. CONFLICT OF INTEREST
The undersigned Contractor hereby represents that no employee of the City, or any
partnership or corporation in which a City employee has an interest, has or will receive any
remuneration of any description from Contractor, either directly or indirectly, in connection
with the letting or performance of this Agreement, except as specifically declared in writing.
If this payment is to be charged against Federal funds, Contractor certifies that he/she is not
currently employed by the Federal Government and the amount charged does not exceed their
normal charge for the type of service provided.
8. INDEMNIFICATION
City has relied upon the professional ability and training of Contractor as a material
inducement to enter into this Agreement. Contractor represents that all of its work will be
performed in accordance with generally accepted professional practices and standards as well
as the requirements of applicable federal, state, and local laws, it being understood that
acceptance of a Contractor’s work by City will not operate as a waiver or release.
Contractor agrees to indemnify and defend the City, its officers, employees, agents, and
representatives and hold them harmless from any and all liability, causes of action, claims,
losses, damages, judgments, or other costs or expenses, including attorney's fees and witness
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costs (at both trial and appeal level, whether or not a trial or appeal ever takes place including
any hearing before federal or state administrative agencies), that may be asserted by any person
or entity which in any way arise from the willful misconduct or negligent performance of the
work described in this contract, except liability arising out of the sole negligence of the City
and its employees. Such indemnification will also cover claims brought against the City under
state or federal worker's compensation laws. If any aspect of this indemnity is found to be
illegal or invalid for any reason whatsoever, such illegality or invalidity does not affect the
validity of the remainder of this indemnification.
9. INSURANCE
Contractor and its subcontractors must maintain insurance acceptable to City in full force and
effect throughout the term of this contract. Such insurance must cover risks arising directly
or indirectly out of Contractor's activities or work hereunder, including the operations of its
subcontractors of any tier.
The policy or policies of insurance maintained by the Contractor must provide at least the
following limits and coverages:
A. Commercial General Liability Insurance
Contractor will obtain, at Contractor’s expense, and keep in effect during the term of this
contract, Comprehensive General Liability Insurance covering Bodily Injury and Property
Damage on an “occurrence” form (CG 2010 1185 or equivalent). This coverage must
include Contractual Liability insurance for the indemnity provided under this contract.
The following insurance will be carried:
Coverage Limit
General Aggregate $3,000,000
Products-Completed Operations Aggregate $3,000,000
Personal & Advertising Injury $1,000,000
Each Occurrence $2,000,000
Fire Damage (Any one fire) $50,000
B. Professional Liability
Contractor must obtain, at Contractor’s expense, and keep in effect during the term of this
contract, Professional Liability Insurance covering any damages caused by any actual or
alleged negligent act, error, or omission in the rendering of or failure to render Professional
Services. Combined single limit per claim may not be less than $2,000,000, or the equivalent.
Annual aggregate limit may not be less than $2,000,000 and filed on a “claims-made” form.
C. Commercial Automobile Insurance
Contractor must also obtain, at Contractor’s expense, and keep in effect during the term
of the contract, Commercial Automobile Liability coverage including coverage for all
owned, hired, and non-owned vehicles on an “occurrence” form. The Combined Single
Limit per occurrence may not be less than $2,000,000.
If Contractor uses a personally-owned vehicle for business use under this contract, the
Contractor will obtain, at Contractor’s expense, and keep in effect during the term of the
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contract, business automobile liability coverage for all owned vehicles on an “occurrence”
form. The Combined Single Limit per occurrence may not be less than $2,000,000.
D. Workers’ Compensation Insurance
The Contractor, its subcontractors, if any, and all employers providing work, labor, or
materials under this Contract that are subject employers under the Oregon Workers'
Compensation Law must comply with ORS 656.017, which requires them to provide
workers' compensation coverage that satisfies Oregon law for all their subject workers.
Out-of-state employers must provide Oregon workers' compensation coverage for their
workers who work at a single location within Oregon for more than 30 days in a calendar
year. Contractors who perform work without the assistance or labor of any employee
need not obtain workers’ compensation coverage. All non-exempt employers must
provide Employer's Liability Insurance with coverage limits of not less than $1,000,000
each accident.
E. Additional Insured Provision
All required insurance policies, other than Workers’ Compensation and Professional
Liability, must name the City its officers, employees, agents, and representatives as
additional insureds with respect to this Agreement.
F. Insurance Carrier Rating
Coverages provided by the Contractor must be underwritten by an insurance company
deemed acceptable by the City. All policies of insurance must be written by companies
having an A.M. Best rating of "A-VII" or better, or equivalent. The City reserves the right
to reject all or any insurance carrier(s) with an unacceptable financial rating.
G. Self-Insurance
The City understands that some contractors may self-insure for business risks and the City
will consider whether such self-insurance is acceptable if it meets the minimum insurance
requirements for the type of coverage required. If Contractor is self-insured for
commercial general liability or automobile liability insurance, Contractor must provide
evidence of such self-insurance. Contractor must provide a Certificate of Insurance
showing evidence of the coverage amounts on a form acceptable to the City. The City
reserves the right in its sole discretion to determine whether self-insurance is adequate.
H. Certificates of Insurance
As evidence of the insurance coverage required by the contract, Contractor will furnish a
Certificate of Insurance to the City. No contract is effective until the required Certificates
of Insurance have been received and approved by the City. The certificate will specify and
document all provisions within this contract and include a copy of Additional Insured
Endorsement. A renewal certificate will be sent to the below address prior to coverage
expiration.
I. Primary Coverage Clarification
The parties agree that Contractor’s coverage is primary to the extent permitted by law.
The parties further agree that other insurance maintained by the City is excess and not
contributory insurance with the insurance required in this section.
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J. Cross-Liability Clause
A cross-liability clause or separation of insureds clause will be included in all general
liability policies required by this Agreement.
A certificate in form satisfactory to the City certifying to the issuance of such insurance
will be forwarded to:
City of Tigard
Attn: Contracts and Purchasing Office
contractspurchasing@tigard-or.gov
At the discretion of the City, a copy of each insurance policy, certified as a true copy by
an authorized representative of the issuing insurance company, may be required to be
forwarded to the above address.
Such policies or certificates must be delivered prior to commencement of the work. The
procuring of such required insurance will not be construed to limit Contractor’s liability
hereunder. Notwithstanding said insurance, Contractor is obligated for the total amount
of any damage, injury, or loss caused by negligence or neglect connected with this
Agreement.
10. METHOD & PLACE OF SUBMITTING NOTICE, BILLS AND PAYMENTS
All notices, bills and payments will be made in writing and may be given by personal delivery,
mail, or by fax. Payments may be made by personal delivery, mail, or electronic transfer. The
following addresses will be used to transmit notices, bills, payments, and other information:
CITY OF TIGARD OTAK, INC.
Attn: Emily Tritsch Attn: David Lintz
Address: 13125 SW Hall Blvd
Tigard, OR 97223
Address: 808 SW Third Ave., Suite 800
Portland, OR 97204
Phone: (503) 616-1228 Phone: (503) 318-1750
Email: emily.tritsch@tigard-or.gov Email: David.Lintz@otak.com
Notice will be deemed given upon deposit in the United States mail, postage prepaid, or when
so faxed, upon successful fax. In all other instances, notices, bills and payments will be deemed
given at the time of actual delivery. Changes may be made in the names and addresses of the
person to who notices, bills, and payments are to be given by giving written notice pursuant
to this paragraph.
11. SURVIVAL
The terms, conditions, representations, and warranties contained in this Agreement survive
the termination or expiration of this Agreement.
12. MERGER
This writing is intended both as a final expression of the Agreement between the parties with
respect to the included terms and as a complete and exclusive statement of the terms of the
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Agreement. No modification of this Agreement will be effective unless and until it is made in
writing and signed by both parties.
13. TERMINATION WITHOUT CAUSE
At any time and without cause, City has the right in its sole discretion to terminate this
Agreement by giving notice to Contractor. If City terminates this Agreement pursuant to this
paragraph, City will pay Contractor for services rendered to the date of termination.
14. TERMINATION WITH CAUSE
A. City may terminate this Agreement effective upon delivery of written notice to Contractor,
or at such later date as may be established by City, under any of the following conditions:
1) If City funding from federal, state, local, or other sources is not obtained and
continued at levels sufficient to allow for the purchase of the indicated quantity of
services. This Agreement may be modified to accommodate a reduction in funds.
2) If federal or state regulations or guidelines are modified, changed, or interpreted in
such a way that the services are no longer allowable or appropriate for purchase under
this Agreement.
3) If any license or certificate required by law or regulation to be held by Contractor, its
subcontractors, agents, and employees to provide the services required by this
Agreement is for any reason denied, revoked, or not renewed.
4) If Contractor becomes insolvent, if voluntary or involuntary petition in bankruptcy is
filed by or against Contractor, if a receiver or trustee is appointed for Contractor, or if
there is an assignment for the benefit of creditors of Contractor.
Any such termination of this agreement under paragraph (A) will be without prejudice to
any obligations or liabilities of either party already accrued prior to such termination.
B. City, by written notice of default (including breach of contract) to Contractor, may
terminate the whole or any part of this Agreement:
1) If Contractor fails to provide services called for by this Agreement within the time
specified, or
2) If Contractor fails to perform any of the other provisions of this Agreement, or fails
to pursue the work as to endanger performance of this Agreement in accordance with
its terms, and after receipt of written notice from City, fails to correct such failures
within ten (10) days or such other period as City may authorize.
The rights and remedies of City provided above related to defaults (including breach of
contract) by Contractor are not exclusive and are in addition to any other rights and
remedies provided by law or under this Agreement.
If City terminates this Agreement under paragraph (B), Contractor will be entitled to
receive as full payment for all services satisfactorily rendered and expenses incurred,
provided, that the City may deduct the amount of damages, if any, sustained by City due
to breach of contract by Contractor. Damages for breach of contract include those
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allowed by Oregon law, reasonable and necessary attorney fees, and other costs of
litigation at trial and upon appeal.
15. ACCESS TO RECORDS
City will have access to such books, documents, papers and records of Contractor as are
directly pertinent to this Agreement for the purpose of making audit, examination, excerpts
and transcripts.
16. HAZARDOUS MATERIALS
Contractor will comply with all federal Occupational Safety and Health Administration
(OSHA) requirements and all Oregon safety and health requirements. In accordance with
OSHA and Oregon OSHA Hazard Communication Rules, if any goods or services provided
under this Agreement may release, or otherwise result in an exposure to, a hazardous chemical
under normal conditions of use (for example, employees of a construction contractor working
on-site), it is the responsibility of Contractor to provide the City with the following
information: all applicable Safety Data Sheets, the identity of the chemical/s, how Contractor
will inform employees about any precautions necessary, an explanation of any labeling system,
and the safe work practices to prevent exposure. In addition, Contractor must label, tag, or
mark such goods.
17. FORCE MAJEURE
Neither City nor Contractor will be considered in default because of any delays in completion
and responsibilities hereunder due to causes beyond the control and without fault or
negligence on the part of the parties so disenabled, including but not restricted to, an act of
God or of a public enemy, civil unrest, volcano, earthquake, fire, flood, epidemic, quarantine
restriction, area-wide strike, freight embargo, unusually severe weather or delay of
subcontractor or supplies due to such cause; provided that the parties so disenabled will within
ten (10) days from the beginning of such delay, notify the other party in writing of the cause
of delay and its probable extent. Such notification will not be the basis for a claim for
additional compensation. Each party will, however, make all reasonable efforts to remove or
eliminate such a cause of delay or default and will, upon cessation of the cause, diligently
pursue performance of its obligation under the Agreement.
18. NON-WAIVER
The failure of City to insist upon or enforce strict performance by Contractor of any of the
terms of this Agreement or to exercise any rights hereunder should not be construed as a
waiver or relinquishment to any extent of its rights to assert or rely upon such terms or rights
on any future occasion.
19. HOURS OF LABOR, PAY EQUITY
In accordance with ORS 279B.235, the following are hereby incorporated in full by this
reference:
A. Contractor may not employ an individual for more than 10 hours in any one day, or 40
hours in any one week, except as provided by law. For contracts for personal services, as
defined in ORS 279A.055, Contractor must pay employees at least time and a half pay for
all overtime the employees work in excess of 40 hours in any one week, except for
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employees who are excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201 to
209 from receiving overtime.
B. Contractor must give notice in writing to employees who work on a public contract, either
at the time of hire or before commencement of work on the contract, or by positing a
notice in a location frequented by employees, of the number of hours per day and days
per week that the employees may be required to work.
C. Contractor may not prohibit any of Contractor’s employees from discussing the
employee’s rate of wage, salary, benefits or other compensation with another employee or
another person and may not retaliate against an employee who discusses the employee’s
rate of wage, salary, benefits or other compensation with another employee or another
person.
D. Contractor must comply with the pay equity provisions in ORS 652.220. Compliance is a
material element of this Agreement and failure to comply will be deemed a breach that
entitles City to terminate this Agreement for cause.
20. NON-DISCRIMINATION
Contractor will comply with all federal, state, and local laws, codes, regulations, and ordinances
applicable to the provision of services under this Agreement, including, without limitation:
A. Title VI of the Civil Rights Act of 1964;
B. Section V of the Rehabilitation Act of 1973;
C. The Americans with Disabilities Act of 1990, as amended by the ADA Amendments Act
(ADAAA) of 2008 (Pub L No 101- 336); and
D. ORS 659A.142, including all amendments of and regulations and administrative rules, and
all other applicable requirements of federal and state civil rights and rehabilitation statutes,
rules and regulations.
21. ERRORS
Contractor will perform such additional work as may be necessary to correct errors in the
work required under this Agreement without undue delays and without additional cost.
22. EXTRA (CHANGES) WORK
Only the City’s Project Manager for this Agreement may change or authorize additional work.
Failure of Contractor to secure authorization for extra work constitutes a waiver of all right to
adjust the contract price or contract time due to such unauthorized extra work and Contractor
will not be entitled to compensation for the performance of unauthorized work.
23. STANDARD OF CARE
Contractor will perform all work under this Agreement with the care and skill used by
members of Contractor’s profession practicing under similar circumstances at the same time
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and in the same locale (the “Standard of Care”). Should Contractor not meet the Standard of
Care, it will correct its work at its cost.
Any intellectual property rights delivered to the City under this Agreement and Contractor’s
services rendered in the performance of Contractor’s obligations under this Agreement, will
be provided to the City free and clear of any and all restrictions on or conditions of use,
transfer, modification, or assignment, and be free and clear of any and all liens, claims,
mortgages, security interests, liabilities, charges, and encumbrances of any kind.
24. ATTORNEY'S FEES
In the event an action, suit of proceeding, including appeal, is brought for failure to observe
any of the terms of this Agreement, each party is responsible for that party’s own attorney
fees, expenses, costs and disbursements for the action, suit, proceeding, or appeal.
25. CHOICE OF LAW, VENUE
The provisions of this Agreement are governed by Oregon law. Venue will be the State of
Oregon Circuit Court in Washington County or the U.S. District Court for Oregon, Portland.
26. COMPLIANCE WITH STATE AND FEDERAL LAWS/RULES
Contractor will comply with all applicable federal, state and local laws, rules and regulations
applicable to the work in this Agreement.
27. CONFLICT BETWEEN TERMS
In the event of a conflict between the terms of this Agreement and Contractor’s proposal, this
Agreement will control. In the event of conflict between a provision in the main body of the
Agreement and a provision in the Exhibits, the provision in the main body of the Agreement will
control. In the event of an inconsistency between Exhibit A and Exhibit B, Exhibit A will
control.
28. AUDIT
Contractor will maintain records to assure conformance with the terms and conditions of this
Agreement and to assure adequate performance and accurate expenditures within the contract
period. Contractor agrees to permit City, the State of Oregon, the federal government, or
their duly authorized representatives to audit all records pertaining to this Agreement to assure
the accurate expenditure of funds.
29. SEVERABILITY
In the event any provision or portion of this Agreement is held to be unenforceable or invalid
by any court of competent jurisdiction, the validity of the remaining terms and provisions will
not be impaired unless the illegal or unenforceable provision affects a significant right or
responsibility, in which case the adversely affected party may request renegotiation of the
Agreement and, if negotiations fail, may terminate the Agreement.
30. COMPLIANCE WITH TAX LAWS
Contractor represents and warrants that Contractor is, to the best of the undersigned’s
knowledge, not in violation of any Oregon tax laws including but not limited to ORS 305.620
and ORS Chapters 316, 317, and 318. Contractor’s failure to comply with the tax laws of this
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state or a political subdivision of this state before the Contractor executed this Agreement or
during the term of this Agreement is a default for which the City may terminate this Agreement
and seek damages and other relief available under the terms of this Agreement or applicable
law.
IN WITNESS WHEREOF, City and Contractor have caused this Agreement to be executed by their
duly authorized officials. Awarded by Tigard’s Local Contract Review Board at their January 7, 2025,
meeting.
CITY OF TIGARD OTAK INC.
By: __________________________________
By: __________________________________
Name: _______________________________
Name: _______________________________
Title: ________________________________
Title: ________________________________
Date: ________________________________
Date: ________________________________
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1/8/2025
COO
Scott Dreher
City Manager
Steve Rymer
1/8/2025
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EXHIBIT A
SERVICES TO BE PROVIDED
INTRODUCTION
The City requires an experienced professional with unique experience in managing multiple efforts
related to a complex city facility project where two departments will be located on one site. The Public
Works and Police departments each have specific space and facility needs, and the desire of City
leadership is to accommodate the needs of both on one site.
This scope of work outlines the key responsibilities and deliverables expected from the Contractor,
focusing on effective project management, stakeholder engagement, and financial oversight in the
execution of the Public Works and Police Facility project.
SCOPE OF WORK
Project Initiation
As owner representative, part of how Contractor will effectively guide City throughout the project is
Contractor’s initial core services. During this phase, Contractor will confirm the vision, key goals,
and objectives. This includes how Contractor and City intend to work together to deliver on
objectives as well as identifying key stakeholders, decision makers, and critical internal processes for
communication. Contractor will also leverage their experience to advise on all options available to
deliver on project goals and objectives by facilitating discussions on project delivery methods,
establishing iterative budgets and schedules by milestone phase, and assessing risks and
opportunities. These steps are beneficial to achieve proactive alignment and lay a good foundation
for success.
Contractor objectives at the front end of this project are:
a. Conduct a project chartering exercise to confirm project vision and mission, document key
metrics, and establish ways of working.
b. Clarify decision-making authority and the processes for escalation.
c. Identify key program/project stakeholders and their respective roles and responsibilities.
d. Develop a Risk Register to identify risks associated with owner goals and develop plans to
manage these effectively.
e. Review the program budget history and work with City to develop a preliminary master
budget and develop projected schedules for all sites.
f. Assist in contract language and negotiations for the contractor.
g. Create a milestone budget and initial cash flow projection, assist with value engineering, and
advise on long lead supply chain issues which may influence approach to construction and
occupancy goals.
Design Phase
Contractor objectives for this phase of the project are:
a. Coordinate and review any/all building surveys, assessments, and reports to inform the
project scope, risk, and opportunities.
b. Attendance at all design meetings
c. Work with Design team to support design, ensuring programming aligns well with goals and
objectives set forth in the Phase 1 Chartering process.
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d. Ensure thorough stakeholder engagement process to support design of building and
installation of critical equipment / fixtures.
e. Establish clear design gateways for stakeholders and leadership to sign off on program scope
at each design milestone.
f. Implement a change management program to prevent scope creep and cost overruns while
maintaining strong stakeholder engagement strategies.
g. Conduct a thorough design review to ensure conformance with program goals and
objectives.
h. Use data from building surveys and assessments to prioritize required work, upgrade
recommendations, wish list items, and lower priority projects. Work could include deferred
maintenance, life cycle replacements, and/or work required due to the redesign of interior
spaces and program.
i. Identify any long lead HVAC or electrical components required for programs which may
need to be procured early to ensure no disruption to project schedule.
j. Lead preparation of Design Consultant RFP.
k. Lead solicitation of announcement for Design Consultant.
l. Lead interview for Design Consultant.
m. Review milestone project budgets provided by the GC and develop cost strategies with the
project team to keep projects within budget and maximize value.
n. In-person updates to the Tigard City Council and other boards or committees as needed The
City anticipates that the Project Director will need to attend up to three council workshop
sessions to receive direction, and then likely bi-monthly or quarterly progress reports to the
council thereafter.
o. Monthly progress reports to the City Manager.
p. Attend internal and external communication and engagement team meetings, in cooperation
and coordination with public relations group.
Pre-Construction Phase
Contractor will apply attention to detail, implementation of the project charter, and established
change management processes to confirm the input received during the design phase is reflected in
the construction documents. Collaborative work with a General Contractor (GC) and the design
team will ensure that all jurisdictional requirements which would apply to permitting process are
accounted for. Additionally, Contractor will work with the GC to actualize any early needs for
procurement identified in the prior phase.
In this phase Contractor will:
a. Conduct a design review of the drawings.
b. Assess comments from jurisdictional reviews and make recommendations to the
project scope.
c. Provide project team oversight and coordination in preparation for establishing
a Price with the GC.
d. Work with project team members to facilitate the plan review and permitting process, as
applicable.
e. Work with design partners, Supply Chain department and equipment vendors to confirm
furniture, fixtures and equipment procurement specifications and schedule.
f. Coordinate preconstruction meetings with the project team, community, and jurisdiction.
g. Assess the need for additional project subconsultants (special inspections, commissioning,
etc.) and procure accordingly.
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h. Facilitate a thorough review of the contract with owner, secure necessary approvals and
develop a construction phase project management plan.
i. Create site specific project schedule and budget.
j. Lead preparation of Contractor RFP.
k. Lead solicitation of announcement for Contractor.
l. Lead interviews for Contractor.
m. Lead and advise in the land use process in conjunction with the Architect.
Construction & Occupancy Phase
Contractor work in this phase will be to work closely with our GC partner to execute on the
construction of the new facility.
In this phase Contractor will:
a. Invoice and pay application review and budget management during the Construction phase
b. Attend weekly Owner-Architect-Contractor (OAC) meetings
c. Routine meetings with Project Executive and stakeholders of construction progress; discuss
and escalate any issues which require decision making and provide monthly reports for
Client Leadership.
d. Conduct site visits and observation reports
e. Monitor and manage mitigation of risks
f. Facilitate timely selection, procurement and installation of furniture, fixtures and equipment
(FF&E), whether they are owner-furnished/contractor-installed (OFCI) or owner-
furnished/owner-installed (OFOI)
g. Conduct punchlist walks with Architect and Contractor
h. Work with Owner on move in and occupancy plan
i. Develop post-occupancy issues log for response to any issues not captured in punchlist /
applicable to warranty
j. Development of commissioning plan and coordination with commissioning agent.
k. Develop final project closeout documents and work with project team to deliver Operations
and Maintenance manuals with owner staff
l. Negotiate maintenance agreements (where applicable)
SCHEDULE MILESTONES
The anticipated timeline below will be further refined during the project initiation phase, subject to
City approval.
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Public Works and Police Facility – Project Director 32500048
COST ESTIMATE/RATES
The not-to-exceed (NTE) amount payable to Contractor to perform the scope of services in this
Agreement is $1,255,043.00. Actual hours may fluctuate each month depending on service level
needed, but the NTE fee will be managed to the overall bottom line. Any unspent fee can be
reallocated at the discretion of the City.
Anticipated labor cost by phase:
Project Initiation - $340,175.00
Design & Pre-Construction Phases - $331,955.00
Construction & Occupancy Phase - $570,487.00
Contractor will bill for actual service hours utilized at the following rates:
Team Member Hourly Rate
David Lintz, Project Director $210
Miki Bragg, Senior Project Manager $170
Julie Bollermann, Senior Project Coordinator $115
Doug Garland, Principal-in-Charge $210
Annual adjustment of hourly rates will be considered upon written request from Contractor.
Approval of a request for rate increases is solely within the City’s discretion and under no
circumstances is the City obligated to approve such a request. Rate increases are subject to the
following limitations:
No increases will be granted before the one-year anniversary of the Agreement;
No more than one increase will be granted annually;
Rate increases may not exceed 3% or the CIP-U West Region index, whichever is higher;
Rate increases cannot be retroactive.
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Public Works and Police Facility – Project Director 32500048
Reimbursable Expense Allowance –$12,426.00:
Mileage and travel will be reimbursed per IRS published rates.
Photocopying/reprographics and postage will be billed at cost.
General office supplies related to the project will be billed at cost.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
OCTOBER 16, 2024
Public Works & Police Facility
Project Director
RFP No. 2025-03
Exhibit B
Contractor's Proposal
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
4.2 Transmittal Page
David Lintz
Your Project Director
Senior Project Manager, Otak
971.322.0920 | david.lintz@otak.com
WOO | COMMUNICATION | POSITIVITY | STRATEGIC | LEARNER
Dear Toni, Rosie, and Members of the Selection Committee,
As residents of the Washington County communities, Miki and I are deeply grateful for the protection provided by the Tigard Police Department and fully understand the challenges the Public Works Department faces in maintaining and operating the infrastructure for a city the size of Tigard. We are thrilled to partner with the City of Tigard to help achieve your goal of building a new facility that will provide a modern, robust platform for essential services.
First responder and public works projects require urgency and precision, demanding successful delivery while maintaining the City’s essential operations. At Otak CPM, we act as a vital link among the client, community, design team, and contractors to ensure projects are completed on time, within budget, and to scope. We approach each project as trusted advisors, committed to your goals.
With experience managing similar projects like the City of Lake Oswego’s City Hall and Police Station and Hoodland Fire District’s new fire station, we are well-equipped for this work.
Tigard’s Public Works and Police departments need a cohesive facility, and an experienced Project Director and management team are critical to navigating challenges. Otak CPM is prepared to manage stakeholder engagement, clear communication, and potential funding uncertainties, ensuring the project stays on schedule and budget.
Over the next three to four years, you need a reliable partner. Our team—led by myself as Project Director, Miki Bragg as Senior Project Manager, Julie Bollerman as Senior Project Coordinator, and Doug Garland as Principal—brings deep local knowledge and expertise to guide the City’s project to successful completion.
Our strengths include:
• Local Presence: Otak’s Portland office is within 10 miles of the site, and Miki, a Tigard resident, actively contributes to the community. As Project Director, I am just 8 miles away.
• Relevant Experience: We’ve handled complex projects involving multiple funding streams and stakeholder engagement, enabling us to secure buy-in and align priorities.
Together, we will deliver a fully functional Public Works and Police Station, critical for daily operations and emergency response. Our industry partners consistently commend us for fostering positive, high-performing team cultures that emphasize relational problem-solving and accountability. These qualities will be key in ensuring a successful outcome for the City of Tigard’s project. Otak CPM is ready to be your trusted partner. Thank you for the opportunity to submit our proposal and we look forward to talking with you further about this project.
Sincerely,
October 16, 2024
Toni Riccardi City of Tigard, Contracts and Purchasing 13125 SW Hall Blvd. Tigard, OR 97223
Re: City of Tigard RFP #2025-03 for Public Works & Police Facility – Project Director
808 SW Third Ave. Suite 800, Portland, OR 97204 • Phone (503) 287-6825 • otak.com
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
Table of Contents
Otak prints on 100% post-consumer
content recycled paper. Please consider
the environment before printing.
4.2 Transmittal Letter ........................................................i
4.3 Firm and Key Individual Qualifications ..........01
4.4 Project Understanding and Approach ..........09
4.5 Project Management ..............................................16
4.6 Cost Proposal .............................................................20
Appendix A: Additional Information .........................iii
Appendix B: Resumes ....................................................vii
Appendix C: Attachments ............................................xv
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
1OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Firm Overview and Areas of Expertise
Otak CPM is an experienced Owner Representation,
Construction Management, and Project
Management division of Otak. We proudly support
clients in the public sector, private sector, healthcare, K-12, higher
education, affordable housing, and advanced technology market
segments. Many Otak CPM team members, including your Project
Director, David Lintz, have provided facility assessments, pre-planning,
design, program management, project management and construction
management services to clients in the Pacific Northwest for more than
40 years.
We are part of a multidisciplinary firm of professionals at Otak,
Inc., which was founded in 1981. Otak has 43 years of experience
collaborating with clients in the development of their communities.
Headquartered in Portland with seven regional offices around the
Northwest and Colorado, our expertise covers project and construction
management, planning, architecture, civil engineering, surveying, water
and natural resources, and landscape architecture.
The City of Tigard will be supported by team members from our
Portland office, located less than 10 miles away which includes Senior
Project Manager, Miki Bragg, who is a Tigard resident conveniently less
than a mile from the project site.
Project Director Experience
and Qualifications
Otak CPM is pleased to present Dave Lintz as Project Director for the
City of Tigard Public Works & Police Facility Project. With over 40 years
of experience, Dave is skilled in leading complex projects, from high-rise
condominiums and circuit board manufacturing facilities to a variety of
state and local government buildings. His expertise in managing projects
from initial concept through design, site selection, rezoning, and into
operations showcases his ability to effectively oversee every phase of a project.
The City needs a Project Director who can provide overall leadership, coordinate efforts, and guide the project from
start to finish. Dave’s extensive background equips him to offer strategic advice, formulate detailed plans, and act on
behalf of the City to ensure the successful delivery of this project. Along with his team, Dave is committed to fostering a
cooperative, collaborative approach with all parties involved, from design through construction.
Under his leadership, the project team will help create a collaborative and harmonious culture for the City of Tigard,
defined by clear roles, expectations, and communication. Dave’s keen eye, intuition and skill at “looking over the
horizon” to anticipate roadblocks and obstacles allow him to anticipate challenges and mitigate risks early, making him
an invaluable leader in keeping projects on task, on schedule, and aligned with the City’s vision. His experience with
public municipal projects, such as the City of Lake Oswego City Hall and Police Station and the City of St. Helen’s Public
Safety Project shown in detail starting on page 3, reinforces his ability to meet the unique demands of this project.
4.3 Firm and Key Individual Qualifications
At Otak CPM, our attention to detail and ability to anticipate and resolve potential conflicts brings
your project from a concept to the building you need.
OTAK
CORPORATE INFORMATION
Offices
across 3 states
(headquartered
in Portland, OR)
8
Employees
330+
Founded
1981
Structure
Corporation
• Portland, OR
• Bend, OR
• Salem, OR
• Vancouver, WA
• Redmond, WA
• Everett, WA
• Louisville, CO
• Denver, CO
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
2OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
DAVE LINTZ’S PROJECT EXPERIENCE VALUE START/END DATE
Lake Oswego City Hall and Police Station * $43.5M Jan 2019 – Sep 2021
Mid-Columbia YMCA $31.2M July 2021 – Sept 2022
DAS North Valley Complex $82M Aug 2021 – Oct 2023
DAS Executive Building *$54M April 2022- Dec 2024
DOJ Tenant Space Consolidation $9M May 2023 – April 2024
St. Helens Public Safety Building *$15.5M June 2023 - Present
Hoodland Fire District *$18.8M Jan 2024 - Present
• $254M • Past 5 Years
ADDITIONAL PROJECTS BY DAVE VALUE START/END DATE
Beaverton School District $38.2M 2000 -2005
City of Hillsboro Civic Center $38M 2002-2005
*The full project description is shown starting on page 3.
Dave is no stranger to complex large-scale projects that have multiple inter-related deliverables. In fact, he’s
supported multiple similar projects totaling $254M in aggregate value in the past 5 years, as shown below.
Dave’s “Why in 5”
I bring over 40 years of relevant experience for
projects of all sizes and complexity.
I understand municipal projects from the inside
out, start to finish.
This isn’t just any project to me, it’s my backyard
and community I call home. I have lived and
worked in the Washington County area for almost
my entire career and care very deeply about the
close knit community that borders Hwy 26 and 217.
My architectural passion and business background
seek to make every project in which I am involved,
a fundamental success. I care deeply for the
project’s design and for the people that pour their
hearts into serving their community.
I am passionate about public safety which drives
my determination to earn the challenge coin from
the Tigard Police Department as a mark of my
commitment.
“Dave, you and Sid did such
a wonderful job! I’m just
thankful that we were able
to watch you two masterfully
guide a huge project into
a building! Thanks to both
of you and appreciate all
that was done. I’m not sure
anyone will miss me when I’m
gone but it was a good ride!”
- DALE JORGENSEN,
CITY OF LAKE OSWEGO
POLICE CHIEF
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3OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Resources Available to Perform Work
Dave serving as Project Director and Miki Bragg serving as Senior Project Manager are the City’s main point of contacts
for the entire duration of the project. Dave is available by what we’re referring to as “dealer’s choice” - meaning if you
need him for a day or more, we will work with you to define your needs and expectations. From this discussion we can
finalize a contract amount.
Behind your core team, Otak delivers on our project commitments to our clients by leveraging our internal network
of highly qualified personnel including more than 330 additional team members nationwide. Based on our current
understanding of the project, the anticipated scope of work, and our recent experience successfully completing similar
projects we have conducted preliminary resource planning and are confident that our proposed team can deliver this
project within the planned 3-year project duration.
Similar Project Experience
Otak CPM has delivered several similar public agency projects exceeding $100M in aggregate value within the last 10
years. The projects below illustrate Dave and Miki’s direct experience providing expert management, work quality, and
cost control services for projects involving public agencies.
Otak CPM served as the Owner’s Representative for the
City of Lake Oswego’s new $43.5-million, 71,300-sf City
Hall, Police, and 911 facility. The new, four-story office
building included below-grade secured parking for police
facilities and intake. The new project is adjacent to the
existing City Hall and includes integration of the two
buildings. The General Contractor contracting method was
CM/GC with Howard S. Wright and Mackenzie providing
Architectural and Engineering services. The project was
completed in the fall of 2021.
DATE 1/2019 – 9/2021
PROJECT
VALUE
$43.5M
REFERENCE Sidaro Sin, Redevelopment Director 503.697.7421ssin@ci.oswego.or.us
“I wanted to express how grateful I am
to be working with you (David Lintz). I’ve
asked for things, and you continue to
deliver without hesitation. I appreciate
your knowledge, professionalism, and
spirit that you bring to this project. You
are making a significant contribution to
this project, and I will forever be grateful.”
- SIDARO SIN, REDEVELOPMENT
MANAGER, CITY OF LAKE OSWEGO
Lake Oswego City Hall & Police Station; Lake Oswego, Oregon
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
4OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
The scope of this project is the construction of a
new public safety building on existing city land. The
currentpolice station was built in 1971 as a 2,200-sf,
wood framed building with a detached garage. The garage
was updated in 1988, and a second floor has been in
the planning stages since the early 1990s but was never
constructed due to budget constraints.
Mackenzie Inc. has designed a new, single-story 11,100-sf
public safety building on a 4-acre site on Gable Road and is
in the process of re-siting this station so that it will provide
a safe space for a modern police force. The site for this
critical facility is located to strategically provide service for
the growing community. It will provide ADA compliance,
improve evidence storage, ensure the privacy of crime
victims, and allow for a short-term safe haven in its front
door vestibule. It will also create a space for an emergency
preparedness center where first responders can coordinate
responses to local disasters.
DATE 6/2023 – Present
PROJECT
VALUE
$15.5M
REFERENCE John Walsh, City Administrator503.397.6272jwalsh@sthelensoregon.gov
Brian Greenway, Police Chief503.397.6272bgreenway@sthelensoregon.gov
St. Helens Public Safety Building; St. Helens, Oregon
Image: Courtesy of Mackenzie Inc., designers of
the project.
Otak CPM is providing Owner’s Representation services to
the Hoodland Fire District for the construction of a new fire
station. The District covers a 45-square-mile area, bordered
on three sides by wildland interfaces within National
Forest land, which lacks structural fire protection services.
The nearest fire district is 15 miles to the west, with only
a 3-mile shared boundary. The new station, located in Zig
Zag, will be approximately 11,600-sf and will feature four
drive-through apparatus bays, a community room, a triage
facility, and accommodations for 14 firefighters.
DATE 1/2024 – Present
PROJECT
VALUE
$18.8M
REFERENCE Scott Kline, Division Chief/ Fire Marshall 503.459.1528scottkline@hoodlandfire.org
Hoodland Fire; Zig Zag, Oregon
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
5OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Otak CPM is providing Owner Representation and program
management services for the Salem-Keizer School District
construction projects funded by a general obligation bond
passed in May 2018. Salem-Keizer School District is the
second largest district in Oregon with over 40,000 students
and 5,000 employees.
The $619.7 million dollar bond, which grew to $875+
million, incorporates various additions and upgrades to
31 schools and numerous other repairs to an additional
41 facilities. The program has been successfully managed
with both CM/ GC and design-bid-build delivery methods.
Project scope has included: adding more capacity via
building expansions to various existing campuses to
support enrollment and educational programs, seismic
improvements, enhancements to safety and security
systems, upgrading technology systems, and updating
facilities to meet ADA standards.
DATE September 2018 – April 2025
PROJECT
VALUE
$875M
REFERENCE Joel Smallwood, Director of Facilities503.910.2250smallwood_joel@salkeiz.k12.or.us
Salem-Keizer School District; Salem, Oregon
Miki in Action:
Working as a team to manage complex schedules at Liberty Elementary School
During the summer of 2023, Liberty Elementary
School in Salem-Keizer School District underwent an
extremely extensive and invasive seismic upgrade,
disturbing 75% of the exterior of the building,
including over 65 floor-to-ceiling windows and over
55 clearstory windows infilled, all weather proofed,
and resided. Beginning in October 2022, Miki as
Project Manager, and the General Contractor met
twice a month to work through breaking out the
scheduling, logistics and coordination to create a
realistic, workable plan for the accelerated work.
Once an agreed upon plan was realized; the General
Contractor coordinated and lead a pull planning
session with Miki and the Otak CPM team as well as
their subcontractors to solicit responses, requests for
changes and modification to the proposed schedule.
The effort and result was buy-in by all parties
to ensure success. Next, Miki met with the local
jurisdiction, City of Salem, to ensure their buy-in for
the accelerated project schedule. Structural and cover
inspections were necessary, sometimes, multiple
times a week to keep the project moving. Every
day was of the essence. Bringing the entire team
together, Otak CPM and the Project Team completed
the massive seismic project in less than 10 weeks for
a successful opening in the Fall to students.
Miki Bragg standing with the Otak
CPM Team outside McKay High School
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
6OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Dave and Miki worked together on the scope of this
complete seismic renovation for the 63,000-sf, five
story/split level facility, which is located at 155 Cottage
Street NE, Salem, Oregon. This project will re-house the
executive departments of the State in a forward-facing
manner that encourages cross-pollination between
work groups, shared support spaces, and current/future
‘Working Remotely’ State Policies. The building will be
renovated to accommodate a similar quantity of executive
staff within a new framework of post-Covid hybrid working
that center around shared and collaborative spaces and
optimizing building operations.
Recent smaller projects at the facility replaced the roof,
chiller, elevators and established a reception area on
the East side of the building. Otak CPM is assisting DAS
with strategic assessment of value engineering, building
enhancement, and preservation opportunities including
a feasibility assessment for preservation of two existing
wall partitions on two of the upper floors as well as two
vintage 1938 era conference rooms by the first floor
West entry of the building. The Design team is evaluating
opportunities to bing daylight into the basement (garden)
level which would require controlled demolition around
existing utilities and building envelope to enhance the working environment. Additionally, efforts are underway to
identify newer furniture, fixtures and equipment to be identified for re-use in the facility to support good stewardship.
The parking structure adjacent to the Executive Building is receiving upgrades of ten electric vehicle charging stations to
modernize sustainability options for commuters.
Otak CPM provided a new up-to-date Project Management manual to assist the Department of Administrative Services
staff with the provision of Class A project management services for construction projects within their multi-building real
estate portfolio.
DATE 4/2022 – 12/2024
PROJECT
VALUE
$54M
REFERENCE Jeremy Miller, Department of Administrative Services [DAS]Deputy Administrator, Capital Planning(971) 374-3383 Jeremy.W.MILLER@das.oregon.gov
DAS Executive Building; Salem, Oregon
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
7OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Ensuring Work Quality
Our Otak CPM Project Managers utilize Quality Assurance/
Quality Control (QA/QC) processes in design, construction
and closeout phases. In the design phase, we will set up
systems and processes to conduct design check reviews
with the necessary City of Tigard staff and track that
progress for each design deliverable. As part of design
review, we will ensure the scope aligns with the City’s
expectations and goals and review for constructability
issues and ensure cost estimates align with the budget. We
will use these tools to provide Risk Analysis for issues and
answers to protect project scope, cost, and schedule.
During the construction phase Otak CPM works with
industry partners to continue the work of risk analysis
leveraging strategies such as thorough bid documents for
the CM/GC requiring mockups to assess constructability,
preconstruction meetings, review of product data samples
and routine 90-day workplanning to anticipate risks and
challenges early for troubleshooting by the project team.
We will then follow through with inspections, review
with City departments, observation reports by architects,
engineers, building envelope professionals and other
experts and correct any deficient work that is identified.
In addition, Otak CPM uses Smartsheet as a QA/QC tool
to manage and track the project’s QA/QC processes
and reports allowing our team to ensure project quality
through all phases of the project. Smartsheet’s real-time
collaboration capabilities and ability to attach reference
documents will enable us and City staff to work in an
inclusive team-oriented process, ensuring that everyone
stays on the same page and can contribute effectively.
For example, at Salem-Keizer School District and the
Molalla River Middle School Replacement Project, Miki
Bragg uses the platform’s customizable dashboards and
reporting tools to provide clear visibility that quality
assurance processes were being followed and quality
control reports uploaded for the team and corrections
were made and documented.
Dave and Miki will work with City staff to develop a Risk Register (RR) to identify and mitigate risks before they
impact project deliverables. We pre-build a RR at the very beginning to jump start the thinking process on possible
risks and outcomes. By thinking 4, 5, 6 steps ahead is how Otak CPM delivers successful projects. This will be an
invaluable tool that Dave will employ with his skills for forward thinking and managing risk avoidance.
Other Examples of Project Dashboards
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8OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Cost Control
Otak CPM’s approach to cost control begins with validating
the initial hard costs (construction), soft costs (design,
management, consultants, permits) and appropriate
contingency amounts in conjunction with the Tigard Public
Works and Police teams.
We will look at all budget areas for up-to-date market
cost information. We will then present to the leadership
team a comprehensive draft budget for acceptance by
key stakeholders to understand and manage all efforts
to align to that budget. Behind successful cost control is
collaborative work with all stakeholders who might have
information about potential cost or savings.
During the design phase, Dave and Miki will coordinate
with the cost estimators, identify existing conditions
to integrate into design and look for value engineering
opportunities. By value engineering we mean adding value
by considering alternatives in materials and construction
methods, not scope cutting. Working across all disciplines
from site/structural work to architectural finishes and
mechanical/electrical/plumbing, we will evaluate costs
during each step of design. We will set goals and discuss
options at the earliest stage of the project, keeping
designers aligned with budgetary needs. Milestone design
reviews and value engineering proposals will be conducted
with the project stakeholders to ensure the integrity of the
vision and program of the project. This will help ensure
the scope of the project attains to the budget target value
without incurring unnecessary costs of re-design.
Once construction begins, we will maintain a watchful
eye on all expenses by using a ‘maximum exposure
philosophy’ where we will constantly maintain a budget
that considers all known up-to-the-minute risks and their
cost. We have found monitoring the projects’ burn rate
and contingency spend-down can provide an accurate
prediction of project budget health and allow us to get
ahead of any potential issues. We will review any change
management issues that arise, review the contractor’s
pay applications, and ensure adequate funds are available
to complete the projects on time and within budget. In
addition to construction costs, we will also budget and
monitor soft costs such as consultants needed for design,
planning, permitting, FF&E, permit fees, etc.
Management and
Organizational Expertise
Success in management and project organization begins
with a detailed understanding and carefully laid out plan.
Our focus will be:
• Verify objectives and priorities: Otak CPM will assist the City’s team through the process of identifying priorities and, if necessary, making Master Plan revisions to fit the overall project budget.
• Schedule: Create a new all-encompassing project schedule resulting from the objectives/priorities discussions. We will look for ways to streamline processes and identify long lead items.
• Budget: Budget management requires costs, estimates and projections. We provide the benefit of our design review expertise and our hands-on construction experience by use of our learned best practices in budget alignment.
• Clarify lines of authority and decision making: Creating a project organizational chart for team use throughout the project will aid in providing the lines of authority. As Project Director, Dave’s job is to ensure that everyone receives the information they need at the right time to process decisions and meet deadlines.
• Establish comprehensive cost control and risk management process: We will maintain a watchful eye on the project expenses impacting the City’s budget and the design and construction schedules from start through closeout to keep all parties accountable. We will monitor the contractor’s budget, payment applications, and work-to-complete schedule to ensure adequate funds and time are available to complete the project. Using Smartsheet we will develop a Risk Management Registry to track issues and answers to
keep the project on track.
TASK TEAM MEMBER(S)
RESPONSIBLE
1. Understanding, developing, and revising, if needed, City of Tigard’s facility standards Dave Lintz, Miki Bragg
2. Establishing a budget, commitments, actual costs tracking system shared between City of Tigard and Otak CPM with roles clearly established Dave Lintz, Miki Bragg
3. Ensuring excellent contract documents Dave Lintz, Miki Bragg, Julie Bollermann
4. Ensuring concurrence between design and construction Dave Lintz, Miki Bragg
5. Keeping to the Bond language and commitments Dave Lintz
Our team will use several tools to control costs and
adjhere to the project budgets including:
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
9OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Project Understanding
Public works buildings and government offices serve
distinct purposes, and their visibility and impact on
communities are profound. At Otak CPM, we’ve partnered
with municipalities and public agencies across Oregon to
successfully manage complex, high-visibility projects. We
understand that while this is a significant undertaking for
the City of Tigard, our goal is to foster teamwork, maintain
a positive atmosphere, and ensure everyone feels like
a valued contributor. We are committed to being your
partner and construction expert, dedicated to keeping your
project on track and aligned with your goals.
Our team, led by Dave, is adept at understanding and
anticipating client needs, helping to alleviate the concerns
that may keep you up at night. We’ve identified several
key areas where Otak CPM can support the Tigard Public
Works and Police Facility Project:
• Establishing a Comprehensive Plan. This project
requires a clear, detailed plan from start to finish.
Having a Project Director with experience in
managing every aspect is essential. Otak CPM takes
full ownership of the project, overseeing everything
from scheduling to budgeting by engaging your
city department personnel. We provide you with a
transparent financial picture at every stage, ensuring
clarity and confidence throughout the process.
• Determining the Right Delivery Approach. We have
extensive experience with multiple project delivery
methods and believe a Construction Manager/General
Contractor (CM/GC) approach is ideal for this project.
In the CM/GC approach, the construction manager
(CM) is brought on early in the design phase to work
alongside the design team. This method creates a
collaborative environment where the CM provides
input on design, cost estimation, scheduling, and
constructability during the planning stages. Once the
design is complete, the CM shifts roles and becomes
the general contractor (GC) responsible for managing
the construction. Key benefits of CM/GC include:
• Early Contractor Involvement: The contractor’s
expertise is integrated early, helping optimize
designs for cost and constructability.
• Cost Control: The CM can provide real-time
cost estimates during design to keep the project
within budget.
• Schedule Flexibility: Phased construction can
begin before the design is fully completed,
potentially reducing the overall project
timeline.
• Collaboration: There’s a strong emphasis on
collaboration between the owner, designer, and
contractor, which can help mitigate issues and
align expectations early on.
• Managing Contractor Relationships. Building strong
partnerships with contractors is essential for project
success. Otak CPM fosters a trusting environment
that encourages cooperation and collaboration.
We ensure all voices are heard and establish ground
rules that promote mutual respect and value for each
participant’s input. By facilitating open communication,
conducting regular check-ins, and addressing concerns
proactively, we create a framework that supports
positive relationships and effective teamwork.
4.4 Project Understanding and Approach
Otak CPM, Pence Construction, and SERA Architects
collaborating for scope revisions.
• Addressing Cost and Funding Challenges. We
understand the City faces questions about how to
move forward before the Bond is approved or fully
funded. Our team can guide you through these early
stages by collaborating closely with City department
personnel to develop cost scenarios, prepare a
millage rate sensitivity analysis, and working with
your community engagement consultant to organize
community engagement to assess support for the
Bond size. We are ready to support you in planning,
coordinating with internal teams, and securing the
necessary funding for the project.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
10OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Approach to Overall Project Management
PROJECT PLANNING PHASE
We understand the significant effort that has gone into
evaluating and planning in preparation for a successful
bond measure for this project. As your Project Director,
Otak CPM’s role will be to build on that foundation by fully
immersing ourselves in the project’s history and the City
of Tigard’s community priorities. We will take the time to
understand key stakeholder and staff initiatives to ensure
these are reflected in every aspect of the project moving
forward.
Our responsibility will be to translate this understanding
into clear, actionable guidance for designers, consultants,
and vendors. This includes establishing program
schedules, developing or refining City standards, setting
communication protocols, and creating risk matrices to
anticipate and mitigate any issues that could hinder the
project’s guiding principles. By maintaining a clear focus on
these principles, we ensure that the final facility aligns with
the City’s vision.
At Otak CPM, our team brings extensive experience in
project planning and design phases, with a proven track
record of meeting program goals. We recognize that clear
communication and collaboration, both among project
teams and with the community, are essential during
planning. These efforts will set the stage for a successful
design and ultimately a project that meets the City of
Tigard’s needs.
PROJECT IMPLEMENTATION PHASE
In the implementation phase, we will ensure the project
team adheres to the project scope, budget, and timeline
developed during planning. We will provide real-time
design reviews to ensure scope and budget alignment,
offer constructability insights, and work with local
contractors and sub-trades to identify cost-saving or value-
added opportunities. Miki Bragg’s experience working
for General Contractors before joining Otak CPM will be
a valuable asset in this phase, ensuring practical, on-the-
ground knowledge is applied to benefit the City and its
bond program.
We will also collaborate with the City to make sure all key
stakeholder and departmental input is integrated into
the design. Our team will coordinate community updates
and take the lead on ensuring building and land use permit
requirements are met, addressing these early to keep the
project on schedule.
It’s critical that the design reflects the City’s goals of
equity, accessibility, and safety. The new facility must
provide a secure environment, incorporate modern,
durable materials, and remain within budget. We’ll also
establish a detailed logistics and phasing plan, ensuring
construction activities, utilities, and sitework are carefully
sequenced.
BIDDING AND AWARD OF
CONSTRUCTION CONTRACT PHASE
Exemption for CM/GC
• Assist in writing exemption for CM/GC process.
• Support request for exemption efforts.
Contract Management
• Review/advise on contracting method.
• Review and assist with preparation and review of
RFP packages for General Contractor.
• Advise on the selection of the Construction
Manager/General Contractor (CM/GC).
CM/GC Sub-contractor Bid Solicitation
• Review pre-qualification of construction sub-
contractors.
• Review, compare and analyze sub-contractor bids
and proposals.
• Assist in negotiation with the CM/GC to establish the
Guaranteed Maximum Price (GMP).
CONSTRUCTION PHASE
In the construction phase, Project Director Dave Lintz,
assisted by Senior Project Manager Miki Bragg, will
ensure that the City of Tigard’s project is delivered with
the highest construction quality while maintaining cost-
effective, responsible building practices. Miki brings
deep expertise from her years working directly in the
construction industry, and she will apply this knowledge to
manage every aspect of the construction phase. With her
experience in resolving field issues, managing schedules,
and addressing unforeseen conditions, Miki will ensure
that challenges are addressed quickly to minimize their
impact on cost and schedule.
Throughout construction, Miki will oversee the project’s
budget and identify potential risks, ensuring the City’s
investment is protected and the project stays on track.
Her leadership will ensure smooth communication and
coordination between all parties, from contractors to City
personnel.
Key services during the Construction Phase include:
• Managing the construction schedule.
• Attending weekly coordination meetings with the contractor and architect.
• Overseeing and monitoring quality control processes.
• Conducting detailed reviews of the built environment to ensure it conforms to specifications and drawings.
• Project management information systems and document control for efficient communication and accurate tracking.
• Ensure the CM/GC engages the local workforce to involve the community and boost the local economy.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
11OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
• Addressing unforeseen conditions or agency requirements promptly.
• Evaluating change orders to keep the project aligned with the budget and goals.
• Resolving disagreements to maintain project momentum and avoid delays.
With Miki at the helm, backed by Dave as the Project
Director, the City of Tigard can expect a well-managed
project that meets its goals, delivered on time and within
budget.
PUBLIC ENGAGEMENT
We commend the City of Tigard for setting clear goals for
this community-focused project. Otak CPM understands
the importance of public engagement and aims to ensure
the community feels included and proud of the outcome.
As Project Director, we will foster transparency,
collaboration, and responsiveness, employing key
strategies such as:
1. Facilitating Communication: We’ll maintain
regular communication with department leads,
the City’s community engagement team, the Police
Department’s Public Information Officer, and the
Public Works Community Engagement Coordinator to
keep all parties informed.
2. Organizing Engagement Sessions: Working with the
City’s engagement team, we will participate in inclusive
community sessions, ensuring diverse participation
and addressing concerns.
3. Timely Updates: We’ll work with the City’s
engagement team for press releases and social
media updates to keep the public informed of project
milestones.
4. Regular Stakeholder Meetings: We will organize
regular meetings with stakeholders to review progress
and ensure community alignment.
5. City Council Work Sessions: We will provide clear,
concise updates to the City Council, fostering open
dialogue and support.
6. Acting as a Liaison: We’ll serve as a bridge between
stakeholders, ensuring their input is heard throughout
the project.
Currently, we are partnering with JLA on the Hoodland Fire
District for public engagement, a trusted partner we can
bring in if needed.
By prioritizing clear communication and active
participation, we will ensure the project succeeds while
addressing community needs.
INTERNAL TEAM COMMUNICATION
As Project Director, Dave’s primary responsibility will
be ensuring that the right information reaches the right
people at the right time. Effective communication is crucial
for this dynamic project and must encompass a broad
audience. Supported by Miki and Julie, Dave will provide
regular updates to key stakeholders through monthly
reports, budget overviews, schedule progress, and staff
information sessions.
To enhance transparency and engagement, our team will
also develop an interactive dashboard. This tool will track
key metrics, offer real-time status updates, and provide
resources to keep all project partners informed and
connected.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
Project
Timeline
Building Permit
Oct 30
Architecture Contract Approval
Feb 3
2024 2025 2026 2027
Q4 Q2 Q4 Q2 Q4 Q2 Q4
Second Meeting
Oct 2 Bond Approval
May 22
Site Work Permit
Jul 9
Substantial Completion Move-in
Dec 17
Select Owner’s RFP
Nov 22
First Community Meeting
Aug 1
Third Community Meeting
Jan 8
Contractor NTP
Jul 3
Today
2024 2028
Owner’s Rep
Architecture
Permitting
Construction
Bond Creation
Public Involvement
Interviews
Contract Approval
Issue RFP for Architect (Jan 3 - Jan 24)
Scoring and Interviews (Jan 27 - Jan 31)
Contract (Feb 3 - Mar 3)
Concept and Test Fit (Mar 3 - Apr 30)
Schematic Design (May 1 - Sep 30)
Design Development (Oct 1 - Feb 27)
Site Work Package (Feb 2 - Apr 3)
Construction Drawings (Mar 2 - Oct 12)
Construction Administration (Oct 12 - Dec 17)
Site Work Review (Jan 3 - Jan 24)
Building Permit Review (Jan 3 - Jan 24)
RFP (Sep 1 - Oct 23)
Interviews (Oct 27 - Oct 31)
Contract (Nov 3 - Dec 2)
Design Assist/GMP Development (Dec 2 - Jul 3)
Early Site Work Package (Jul 6 - Oct 9)
Construction (Oct 12 - Dec 17)
Bond Creation (Feb 2 - May 22)
Bond Approval (May 22)
Community Meetings (Jul 7 - Apr 3)
Project Implementation
Jan 6
Project Planning
Jan 6
Bidding and Contract Award
Nov 3
Construction
July 6
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
13OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Approach to Executing Tasks During Each Phase of the Project
PHASE A: PROJECT PLANNING PHASE
TASK
*Point of input/review
with City staff
DELIVERABLE/ WORK PRODUCT
DAVE LINTZ
% OF TIME
PER WEEK:
25% - 50%
MIKI
BRAGG
% OF TIME
PER WEEK:
25%
JULIE
BOLLERMANN
% OF TIME
PER WEEK:
20%
*Develop an overall planning, design, and construction project management plan
Plan to include: an overall program-level schedule, cash flow projection, contracting strategy, and other program needs.
*Assist as needed with a funding plan. The City’s finance team, City Manager, financial advisor, bond counsel and others will develop a funding plan for the project.
Provide advice and/or review the funding plan.
*Provide in-person updates to the Tigard City Council and other boards or committees as needed.
Attend up to three council workshop sessions to receive direction, and then likely bi-monthly or quarterly progress reports to the council thereafter.
*Develop a decision-making process for the selection of a project delivery method.
Develop and then recommend the project delivery plan to the City. Administer and manage the plan through completion of contracting.
Meet with the City’s internal project team and City Manager once per month to provide updates and to receive direction.
Monthly meeting with the City.
Develop a project reporting and communication system
Monthly reporting to include progress, schedule, and financial status to be distributed regularly.
*Develop procedures for administration of the program.
Develop procedures for administration of the program.
*Develop documentation/archiving system for the program
Develop documentation/archiving system for the program.
*Investigate and recommend a schedule for procurement of all construction related services and coordinate said procurements
Develop a master project schedule showing all major activities. Manage and coordinate all City of Tigard direct procurement procedures. Manage General Contractor progress to ensure master schedule needs are met.
Conduct pre-bid conferences as required.Conduct pre-bid conferences as required.
Closely coordinate with the City’s Finance Director (or designee)
Closely coordinate with the City’s Finance Director (or designee)
TOTAL # OF HOURS PER TASK 957 hours 473 hours 385 hours
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
14OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
PHASE B: PROJECT IMPLEMENTATION PHASE
TASK DELIVERABLE/ WORK PRODUCT
DAVE
LINTZ
% OF TIME
PER WEEK:
25% - 50%
MIKI
BRAGG
% OF TIME
PER WEEK:
25%
JULIE
BOLLERMANN
% OF TIME
PER WEEK:
20%
Review and recommend the payment of all consultant billings.
Review billings for compliance with work complete vs work to complete. Approve for processing and payment. Or work with consultants on revisions for approval.
Monitor the design process with a detailed schedule of responsibilities and critical dates.
Monitor the design process with a detailed schedule of responsibilities and critical dates.
Develop a decision-making process for project design decisions.
Outline decision-making process in Project Planning Phase through creation of a Project Charter. Manage plan based on coordinated team buy-in with Project Charter.
Provide monthly written progress reports.
Provide monthly written progress reports that include schedule, budget, design and construction updates.
Develop and maintain a risk register throughout the duration of the project, which shall be reviewed at project management meetings.
Develop project risk register and manage through the project with monthly updates.
Attend any public engagement meetings with the City’s internal communications and engagement team. Capture and document feedback from these meetings.
Attend any public engagement meetings with the City’s internal communications and engagement team. Capture and document feedback from these meetings.
TOTAL # OF HOURS PER TASK 957 hours 473 hours 385 hours
PHASE C: BIDDING AND AWARD OF CONTRACT
TASK DELIVERABLE/ WORK PRODUCT
DAVE LINTZ
% OF TIME
PER WEEK:
25% - 50%
MIKI
BRAGG
% OF TIME
PER WEEK:
50%
JULIE
BOLLERMANN
% OF TIME
PER WEEK:
20%
Consult with the City’s Contracts and Purchasing team, as well as the Public Works Engineering team regarding bid preparation, bidding strategy, and evaluation of bids.
Create contracting plan alongside project delivery method. Consult with the City’s Contracts and Purchasing team, as well as the Public Works Engineering team regarding bid preparation, bidding strategy, and evaluation of bids.
Coordinate review of contract documents by City of Tigard departments including Police, Facilities, Risk Management, Community Development, and City Attorney.
Create contract review and decision-making plan. Manage plan with all departments as planned and approved.
TOTAL # OF HOURS PER TASK 431 hours 595 hours 350 hours
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
15OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
PHASE D: CONSTRUCTION PHASE
TASK DELIVERABLE/ WORK PRODUCT
DAVE
LINTZ
% OF TIME
PER WEEK:
25% - 50%
MIKI BRAGG
% OF TIME
PER WEEK:
50%
JULIE
BOLLERMANN
% OF TIME
PER WEEK:
20%
Administer the construction contracts, quality assurance, and special inspection requirements. Prepare construction procedures, conduct periodic site progress meetings, and coordinate inspecting and testing. Maintain a construction schedule and monitor outcomes.
Review billings for compliance with work complete vs work to complete. Approve for processing and payment. Or work with consultants on revisions for approval.
Monitor quality control, and costs throughout the construction period; evaluate change orders; review contractor’s progress payments, monitor and administer construction contract for compliance.
Monitor the design process with a detailed schedule of responsibilities and critical dates.
Prepare and coordinate preparation of periodic progress and financial information required by the City; periodically brief the City staff on progress.
Outline decision-making process in Project Planning Phase through creation of a Project Charter. Manage plan based on coordinated team buy-in with Project Charter.
Prepare and administer a commissioning plan, as well as an operation and maintenance (O&M) plan for the facility.
Provide monthly written progress reports that include schedule, budget, design and construction updates.
Conduct construction contract close-out activities and advise the City on occupancy.
Develop project close out register and advise City on close out.
Formulate action plans for resolution of construction problems or conflicts.
Formulate action plans for resolution of construction problems or conflicts.
Manage all contracts through their respective warranty periods.
Manage all contracts through their respective warranty periods.
TOTAL # OF HOURS PER TASK 638 hours 1,990 hours 630 hours
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
16OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Project Director and Project Manager’s
Experience and Approach
EXPERIENCE ON PAST SIMILAR PROJECTS
Public projects are complex by nature, often requiring
leadership and soft skill sets necessary for ensuring proper
engagement of various tiers of governance, program and
community stakeholders. As shown in sections 4.3 and 4.4,
the Otak CPM team has extensive experience in project
delivery that will more than meet the demands of the new
Public Works and Police Facility. Dave brings a wealth of
experience in project delivery and reliable leadership. His
passion for creating legacy projects infuse his style and
approach to project stewardship and advising clients on
bringing their vision to life. When Dave invests his heart
into a project, he becomes the eyes and ears for his clients
and faithfully steers the project to meet its goal outcomes.
Miki’s background in public works, K-12 and healthcare
project delivery give her direct experience in guiding her
clients through all project phases, accounting for operational
needs and ensuring that the built environment supports their
ability to provide community service well into the future.
Combined with her technical construction management skill
set, she will help the public works and police facility achieve cost savings in construction, quality and schedule.
As a direct approach and philosophy to all projects Otak CPM takes the high road to cultivating a ‘team’ atmosphere.
Every team member has an important role to play no matter the size. The project needs each person, consultant, and
entity to succeed. Otak CPM enforces inclusion through involvement and communication. Bringing the right team
members in at the right time to the right situations is important, and we know when those times and situations are.
Through decades of experience our knowledge base has grown and shaped how successful projects are delivered. We
bring that experience of excellence to Tigard with open and eager arms.
4.5 Project Management
Dave and Sidaro Sin celebrating the Lake Oswego Police and 911 Complex winning First Place in the Public Building Category, at the Daily Journal of Commerce Awards, 2022.
Hillsboro City Hall & Police Station
Prior to joining Otak CPM, Dave was the Owner’s representative to a very similar project for the City of Hillsboro Civic Center. This project involved the construction a 6-story, 165,000-sf Civic Center and public plaza to house City Hall and Public Safety Services in downtown Hillsboro for $34M. The project was designed by LRS Architects, and constructed by Skanska, and completed in 2005. The project achieved LEEDS Gold certification, one of the first of its kind at the time.
“Dave, in my position as the construction budget manager and project manager for the City of Hillsboro’s facility construction group, your can-do attitude and big picture viewpoint as Owner’s Representative, make a great addition to our Project Team. I also appreciated your constant vigilance of the overall budget and interest in removing any hurdles the project faced before we had to jump over them. We also appreciated your ability to garner cooperation and teamwork among a diverse group of stakeholders ranging from construction personnel to technical, political, and operations people. It was a great project!”
Hear the Rave About Dave!
- TONI PLUNKETT, SENIOR PROGRAM & SUPPORT MANAGER (RETIRED), CITY OF
HILLSBORO PUBLIC WORKS-FACILTIES& FLEET DIVISION
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
17OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
APPROACH TO SCHEDULE, BUDGET, SCOPE, AND
CHANGE MANAGEMENT
Dave embraces a proactive approach to project management and
will work to forge a true partnership with City of Tigard staff, the
local community, and other stakeholders. As Project Director, Dave
assumes crucial responsibilities for the project’s success. These include
developing and managing project schedules, milestones, critical paths,
identifying areas of concern, and overseeing the project budget, ensuring
adherence to financial constraints. Prioritizing effective communication,
Dave will establish a comprehensive communication plan with the
City, fostering collaboration and clear lines of communication. Using a
‘Maximum Exposure’ philosophy, he will keep the budget up-to-date
with most current costing information available to us. During the project
kickoff meeting, roles and responsibilities will be clarified, outlining the
communication plan, schedule, milestones, tasks, and deliverables. Our
team will help to organize meetings and workshops, sharing agendas and
relevant background information beforehand, and promptly delivering
meeting minutes and action items. Regular, timely, and effective
communication will be established through bi-weekly coordination and
progress meetings, and obtaining necessary information, reviews, and
approvals from City staff. We will offer timely and reasonable solutions to
address project-related risks or issues and ensure the timely and complete
delivery of all project deliverables.
Creating an atmosphere where each entity’s critical departments, City
stakeholders, designers and engineers, and our construction teams feel
included and important is key
to our success for your City.
Relationships are not built
overnight and not created
out of thin air, but built
with trust and confidence
in each other over time. We
strive to be consistent in our
approach, communication
methods, and team inclusivity
to cultivate and maintain trust
for relationships that last
beyond the current project. In
our experience, project teams
work best while working
together. Dave creates and
fosters a ‘team’ mentality that
we each succeed when we all
succeed.
In the event of any changes
to project scope, the City
will need a team that can
adeptly pivot to resolve any
challenges. To the right is an
example of our approach to
change management for the
City of Tigard (COT).
City of Tigard
(COT)
Project Sponsor
COT TEAM
Project Management
COT & Otak CPM
Advisory Group
Department
Executives
CM/GC
Sub
Contractors
Design
Consultants
Tenant Work/
Groups COT O&M
Design
Team
Client
Consultants
External
Stakeholders
EXECUTIVE TEAM
CORE TEAM
Decision Making Framework Chart
RESULTS
ACCOUNTABILITY
COMMITMENT
CONFLICT/RECONCILIATION/
CLEAR PEBBLES
TRUST
“When there is trust and conflict resolution, the team is able to commit to a decision,
even when there might be initial tension.
This is because all ideas and opinions are
communicated and considered, which instills
confidence throughout the group.”
- The Five Behaviors
of a Cohesive Team™
The Five Behaviors of a Cohesive Team™
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
18OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Number of People Assigned to Project
Otak CPM has prepared a team that will help the City of
Tigard deliver on its promises for the project in a cost-
effective manner. We believe that as much as possible,
bond dollars should be maximized and invested in City
facilities without unduly burdening the project with
overhead costs of management.
Our proposed team will be titled and operate in this
capacity:
Dave Lintz – Project Director
Miki Bragg – Senior Project Manager
Julie Bollermann – Senior Project Coordinator
Doug Garland – Principal-in-Charge
In our experience with projects of a similar size and scope,
we believe that flexible staffing with a seasoned project
director, project manager, and project coordinator will
provide the City with the support it needs for the project.
This approach provides efficient use of skill sets and allows
for the most economical use of owner’s representative
fees. We understand that project needs and requirements
for time ebb and flow based on the stage. We are
confident that the proposed resource allocation for serving
the City will be sufficient based on our understanding of
the scope.
Resumes for the Otak CPM team can be found in the
Appendix on page iii.
We are Team Tigard!
Miki and her family are proud to call Tigard their home. Not only is she minutes away from the City’s office and easily accessible for on-site meetings, but she’s also deeply connected to the community outside the office. You can find Miki rooting for the Tigard Tigers in the ‘Bragg Bench Seats’, as she watches her daughter cheer at high school football games - often accompanied by a friendly hello to the Tigard PD officers.
Everybody do the Tigard Rumble!
Key Personnel, Roles, and Relevant Experience
Dave Lintz | Project Director
YEARS OF EXPERIENCE: 43 years
EDUCATION: MBA (University of
Portland); Masters of Architecture
(Montana State University); Bachelors
of Architecture (Montana State University)
CERTIFICATIONS: Licensed Real Estate Salesperson, CA
AFFILIATIONS: City of Hillsboro Budget Committee
Member
% OF TIME DEDICATED TO PROJECT: Dealer’s choice of
25-50% based on the City’s needs
CURRENT ASSIGNMENTS AND LOCATION:
• City of St. Helens Public Service Facility; St. Helens, OR• DAS Portfolio Repositioning Work; Salem, OR• DAS Executive Building (project to be completed in December 2024); Salem, OR
Dave, as your Project Director, will serve as the
quarterback for Tigard Public Works and Police to get
it over the goal line. He will provide overall strategic
leadership and coordination throughout the project.
SIMILAR PROJECT EXPERIENCE:
• Lake Oswego City Hall and Police Station; Lake Oswego, OR• City of St. Helens Public Service Facility; St. Helens, OR• City of Hillsboro Civic Center; Hillsboro, OR• DAS North Valley Complex Laboratory Consolidation Facility; Wilsonville, OR• DAS Executive Building; Salem, OR
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
19OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
Miki Bragg | Senior Project Manager
YEARS OF EXPERIENCE: 20 years
EDUCATION: Bachelors, Construction
Engineering Management (Oregon
State University)
CERTIFICATIONS: ASHE HealthCare Construction
Certification; Certified Compliance Administrator (CCA)
Certification; Industry Advisory Board Member, Oregon
State College of Engineering
% OF TIME DEDICATED TO PROJECT: 25-50%
CURRENT ASSIGNMENTS AND LOCATION:
• Salem-Keizer School District; Salem, OR• Molalla River School District; Molalla, OR• DAS Executive Building (Project to be completed in December 2024); Salem, OR
Miki as Senior Project Manager, will assist Dave in
creating and managing schedules, budgets coordinating
consultants and ensuring construction quality from
project initiation and kick off through construction to cut
over and moving in.
SIMILAR PROJECT EXPERIENCE:
• Salem-Keizer School District Bond Program; Salem, OR• Molalla River School District Bond Program; Molalla, OR• DAS Executive Buildin; Salem, OR
Julie Bollermann | Senior Project Coordinator
YEARS OF EXPERIENCE: 24 years
EDUCATION: Bachelors, General
Studies, Arts and Letters (Portland
State University)
% OF TIME DEDICATED TO PROJECT: 20%
CURRENT ASSIGNMENTS AND LOCATION:
• DAS Executive Building; Salem, OR• DAS Portfolio Repositioning Work; Salem, OR• St Helens Public Safety Building; St. Helens, OR• Reynolds Portland Clean Energy Fund Project
Julie is a seasoned Senior Project Coordinator and will
be the City’s and project’s main support in document
controls, Smartsheet coordination, and dashboard
building. Her experience and knowledge in project
archive and document organization is bar-none. Julie’s
level of project document tracking will provide a level of
care that you didn’t realize you always wanted!
SIMILAR PROJECT EXPERIENCE:
• DAS Executive Building; Salem, OR• City of St Helens Public Safety Building; St Helens, OR• Reynolds School District ESSER Funds; Fairview, OR
Doug Garland | Principal-in-Charge
YEARS OF EXPERIENCE: 22 years
EDUCATION: MBA (University of
Oregon); Bachelors of Science,
Business Management (Oregon State
University); Computer Drafting &
Design (ITT Technical Institute); Honorably discharged
from the US Coast Guard
AFFILIATIONS: Design-Build Professional (DBIA)
% OF TIME DEDICATED TO PROJECT: 2%
CURRENT ASSIGNMENTS AND LOCATION:
• Oregon State Police; Salem, OR• Confidential Client; Indiana• Benton County Courthouse; Corvallis, OR
EXTENT OF INVOLVEMENT FROM PRINCIPAL
Our Principal-in-Charge, Doug Garland, will play a
supporting role the Public Works & Police Facility
project. He will provide strategic oversight as needed to
ensure high-quality project standards. Doug will also be
available to respond to any escalations that Dave may
need assistance with, should they occur.
SIMILAR PROJECT EXPERIENCE:
• Oregon State Police Headquarters; Salem, OR
• Multnomah County Central Courthouse; Portland, OR (Large complicated project over $350M)
• Collaborative Life Sciences Building; Portland, OR (large complex project with multiple stake holders over $290M)
• Riverbend Hospital; Springfield, OR (large complicated project over $800M)
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
20OTAK INC.City of Tigard | Public Works & Police Facility – Project Director RFP #2025-03
As stewards of project finances, we understand the importance of leveraging every dollar of a project
budget. With our experience managing multiple funding streams, we can support the City with detailed invoices that
split costs among different account structures.
4.6 Cost Proposal
TEAM MEMBER HOURLY RATE
Dave Lintz, Project Director $210
Miki Bragg, Senior Project Manager $170
Julie Bollermann, Senior Project Coordinator $115
Doug Garland, Principal-in-Charge $220
FEES AND HOURLY RATES
Our methodology is based on hourly labor rates and a
transparent billing process. The number of staff hours
required will be finalized with you once the services,
project budget, scope, and schedule have been vetted
and earned your approval. Based upon these elements, an
overall fee structure will be billed monthly based upon our
hourly rate schedule for actual service hours utilized. Our
proposed not-to-exceed total amount payable to perform
the scope of services for this project is $1.2 million.
• Our fees are subject to negotiations with you as a not-to-exceed (NTE) fee agreement. Only service hours provided will be billed.
• To account for inflation, rates will be subject to a 3% or CPI index increase each calendar year, whichever is higher. These will be noticed to you no less than 30 days prior to implementation.
• Actual hours may fluctuate each month depending on service level needed, but the NTE fee will be managed to the overall bottom line.
• Any unspent fee can be reallocated at the discretion of the City of Tigard.
Reimbursable Expense Allowance:
• Budgeted at 3% of labor cost.
• Mileage and travel – per IRS published rates.
• Photocopying/reprographics and postage.
• General office supplies related to the bond program billed at cost.
A detailed overview of the hours allocated to each task
to complete the scope of services, is shown on the table
starting on page 13.
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ADDITIONAL INFORMATION
Appendix A
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In an effort to strategically expedite the design process in the Molalla River Middle School project, Otak
CPM provided an early assessment of project needs and obstacles in consideration of the master schedule. After
detailing multiple phases with desired milestone deliverables, the Otak CPM team facilitated an engagement and review
session with the design team to secure their input on how to meet our client’s timeline needs. Because of the thorough
assessment and approach and the early engagement of the design team, only slight changes were made to the proposed
schedule and the team was positively unified in their approach to meeting key milestones, deliverables and deadlines.
Below is a sample of a detailed design schedule we would tailor for the City of Tigard.
Example Design Schedule
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RESUMES
Appendix B
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David Lintz
Project Director
Dave is a dedicated owner representative and project manager with over 40 years of
experience in high tech, K-12 education, municipal, multi-family, and commercial
office industries. He is currently leading our private sector division using his vast
experience in development and real estate. His ability to take on multiple projects
simultaneously reflects in his leadership skills to direct the team and collaborate with
the local community.
EXPERIENCE
43 years
EDUCATION
MBA, Beta Gamma Sigma
Business Honorary,
(University of Portland)
Masters of Architecture
(M.Arch), (Montana State
University)
B.Arch, (Montana State
University)
REGISTRATIONS &
CERTIFICATIONS
Licensed Real Estate
Salesperson, CA,
#01909804, 2012
AFFILIATIONS
City of Hillsboro Budget
Committee Member
Montana State University
School of Architecture
Advisory Council Member
AWARDS & HONORS
American Institute of
Architects School Medal;
for excellence in
architecture
Phi Kappa Phi,
interdisciplinary honorary
Delta Phi Delta, art and
architecture honorary
Selected Project Experience
Lake Oswego City Hall, Police Department, and 911 Center; Lake Oswego, OR
Senior Project Manager—Otak CPM acted as owner representative for the City of Lake
Oswego's new facility. The two-story office building includes below-grade secured parking for
police facilities, police officers, and 911 operations. The new building is adjacent to the existing
City Hall and will include integration of the two buildings, as well as repair and replacement of
the existing City Hall windows and exterior walls utilizing the CM/GC contracting method. Dave
provided project management assistance for strategic advice on budget management and
schedule adherence.
City of St. Helens Public Safety Building; St. Helens, OR
Senior Project Manager—Dave is serving as project manager on the construction of a new,
single-story, 11,100-sf public safety building on existing city land. The new building is ADA-
compliant, will improve evidence storage, ensure the privacy of crime victims, and allows for a
short-term safe haven in its front door vestibule. It will also create a space for an emergency
preparedness center where first responders can coordinate responses to local disasters.
DAS Executive Building; Salem, OR
Project Executive/Senior Project Manager—Dave is serving as project executive and senior
project manager for the complete renovation on this 63,000-sf, five-story facility, creating an up-
to-date hybrid office workspace to accommodate the new office use paradigm of in-office work,
combined with “hoteling” workspace supporting the remote work office model. Recent remodel
efforts and equipment upgrades in the structure will remain, while the vintage 1938 Post Office
wing is integrated with the 1980s remodel. The design team is enhancing the lower garden
level of the building with enhanced daylight opportunities.
DAS North Valley Complex; Wilsonville, OR
Senior Project Manager—Dave is providing project management services on this project, which
is a renovation of the 175,000-sf, 9.76-acre site within an existing warehouse facility in
Wilsonville. The project is the adaptive re-use of the building in a “One State” collaborative
consolidation of the State’s laboratory operations of the Department of Agriculture, OSHA,
emergency response component, and OSP long-term evidence storage
DOJ Tenant Space Consolidation; Salem, OR
Senior Project Manager—The Department of Justice consolidated its three departments into a
three-story remodel of the five-story, 103,080-sf Capitol Street building to support a post-covid
hybrid working environment that incorporates enhanced daylight strategies and shared and
collaborative office space
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
David Lintz
Project Director
2
Salem YMCA; Salem, OR
Senior Project Manager―After 128 years of service, the Family YMCA of Marion and Polk
Counties prepared for the next 100 years of success by building a new YMCA in Salem. The
new, 51,000-sf community center was constructed on the YMCA's original footprint in
downtown Salem. Dave’s role as project manager/ owner representative was to manage the
budget, control costs, hire consultants, review submittals and change orders, and be the liaison
between the general contractor, architect, and multiple stakeholders. He and his team
maintained project logs in Smartsheet and evaluated all contracts.
DAS Data Center; Salem, OR
Senior Project Manager—Otak CPM provided project consulting for the renovation and
expansion of the State of Oregon’s Computing Center. The conversion of the Center provided
colocation services allowing for team alignment, ease of scheduling components, and GMP
billing review. Dave helped re-establish team alignment and provided progress payment review
and accounting support.
Umpqua Bank ATM Replacement, Umpqua Bank; various locations in OR, WA,
& CA
Senior Project Manager—Dave was responsible for cost schedule and performance along with
project management support services for the replacement of 100+ ATMs in 20 different
jurisdictions.
Benedictine Sisters Development; Mt. Angel, OR
Development Advisor—Dave is advising the Benedictine Sisters regarding the sale of the
monastery and residual property.
Thunder Island Brewing Co.; Cascade Locks, OR
Senior Project Manager—Otak CPM provided construction management services for the new
brewery and taproom on Main Street in Cascade Locks for the local Thunder Island Brewing
Co. Dave provided permitting and assistance with ODOT access approval, development
agreement with City of Cascade Locks, and set up the contract with the GC to get the project
underway.
Fisher Investment Group multiple projects; Camas, WA
Senior Project Manager—Otak CPM is providing on-call services for this private developer.
Dave provided project management for low voltage wiring for the new, four-story call center.
Project Experience Prior to Otak
Hillsboro Civic Center Project; Hillsboro, OR
Owner’s Representative—Dave was the Owner’s representative for the City of Hillsboro Civic
Center. This project involved the construction a 6-story, 165,000 SF Civic Center and public
plaza to house City Hall and Public Safety Services in downtown Hillsboro for $34M. The
project was designed by LRS Architects, and constructed by Skanska, and completed in 2005.
The project achieved LEEDS Gold certification, one of the first of its kind at the time.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
Miki Bragg
Senior Project Manager
Miki is a driven project manager with experience leading a multitude of private and
public projects. With a background in general contracting, she possesses incredible
construction acumen, detail orientation, and problem-solving skills honed from years
in the field on project job sites. As an owner’s advocate, Miki is a skilled
communicator and continues to bring tenacity and integrity to every project. She
values working in a team environment and constantly looks for opportunities and
experiences to push her practice.
EXPERIENCE
20 years
EDUCATION
BS, Construction
Engineering Management
(Oregon State University)
CERTIFICATIONS/
MEMBERSHIPS
ASHE HealthCare
Construction Certification
Certified Compliance
Administrator (CCA)
Certification
Industry Advisory Board
Member, Oregon State
College of Engineering
Selected Project Experience
DAS Executive Building; Salem, OR
Project Manager—The complete renovation for the 63,000-sf, five-story facility is to create an
up-to-date hybrid office workspace to accommodate the new office use paradigm of in-office
work, combined with “hoteling” workspace supporting the remote work office model. Recent
remodel efforts and equipment upgrades in the structure will remain, while the vintage 1938
Post Office wing is integrated with the 1980’s remodel. The design team is enhancing the lower
garden level of the building with enhanced daylight opportunities. Miki provided invaluable cost
review discussions and construction evaluation oversite. She has worked with the Architect and
General Contractor to ensure cost savings measures were pursued, schedules were managed
properly, and quality was exceptional.
Molalla River Middle School Replacement; Molalla, OR
Project Manager—Currently in design, the proposed, new 115,000sf middle school will replace
the existing school. The community of Molalla, in desperate need of an up to date, modernized,
top of the line middle school for their students will enjoy upgraded support to all their students
to come. With the town expected to grow as new families are moving to the up and coming the
educational needs grow too. The new middle school will be a boast an inclusive educational
space for generations. Miki, leading the design charge, currently, is fully engaged and
managing program discussions, facilitating design standards through building functions to
technology.
Salem-Keizer School District; Salem, OR
Project Manager—Otak is providing owner’s representation services for the $900+ million bond.
Projects in the program include additions and upgrades to 29 schools and repairs and
upgrades to the remaining 43 schools. Upgrades include new roofs, window replacements,
flooring, HVAC, plumbing, electrical, parking refurbishment, seismic, safety/security systems,
security entry vestibules, renovation or addition of gyms, kitchen upgrades, ADA, and
technology upgrades. Specific projects Miki has worked on under the bond program include:
• McKay High School
The services for the major high school addition and renovation included project
management and project engineering. The existing McKay High School was built in
1978 to accommodate approximately 1,800 students, but with 2,200 students,
conditions were overcrowded. Facility additions included eleven new general
classrooms, four new science labs with two science pre labs, flexible learning space,
two CTE program spaces, cafeteria and kitchen, new library, new auxiliary
gymnasium, spaces to support special education, and expanded administrative and
support spaces. Improvements included a replacement elevator, extensive upgrades
to HVAC, plumbing, the exterior sealing of the entire building, roofing replacement,
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
Miki Bragg
Senior Project Manager
2
new intercom system, tennis courts, upgrades to security systems and creating
visibility of main entry to administration offices.
• Myers Elementary School
Myers received a sizeable addition from this bond program, including two new
classrooms, a new cafeteria and kitchen, and a new courtyard. Among the expansion
of the school, the project included new restroom fixtures and partitions, new firewall
protection throughout the main interior space of the library, and a music room
upgrade.
• Liberty Elementary School
Liberty was ranked among the most likely to completely fail if an earthquake or seismic
event were to arise in the area. This bond project included a full school sheer seismic
upgrade. Every classroom was touched inside and out. The gymnasium and music
building roof was completely redone and new siding installed throughout the outside of
the school.
• Washington Elementary School
Strongback columns were installed inside of the school on the south corridor. Of the
older parts of the school, this corridor needed a new backbone. Exterior improvements
were the focus. The drop off parking lot was completely demolished and turned around
to aid in parent and student pick up/ drop off. New landscaping was installed. Two
older modular units were removed.
• Morningside Elementary School
Similar to Liberty, Morningside saw a tremendous seismic upgrade throughout the
entire exterior of the school. The roofing was replaced. The school also was a
recipient of a full low voltage upgrade.
• All schools got a new transaction window at reception. All schools (except Liberty)
received new secured vestibules for added security measures. New card readers and
cameras were also installed on all exterior doors that needed them.
Project Experience Prior to Otak
Abbott Claim Winery and Tasting Room; Carlton, OR
Project Manager—This 12,000-sf ground-up winery for the Angela Estate brand will release a
new label for the Abbott Claim Vineyard. The facility is solely for this new label. It houses over a
dozen three ten-ton fermentation tanks and the cellar can hold over 100 wine barrels.
University of Oregon Executive MBA; Portland, OR
Project Manager—This project included an 11,900-sf build-out of classroom, breakout, and
student study areas. The space also features interactive work areas, a tiered classroom, and
student check-in area.
Yakima Products; Lake Oswego, OR
Project Manager—This 55,000-sf tenant build-out for Yakima Products’ new headquarters
included over 120 cubical spaces, 35 new offices, multiple coffee bars, new showers and
restrooms, conference rooms, and a common kitchen cafe area.
Pioneer Tower Lobby Renovation; Portland, OR
Project Manager—This renovation included high-end finish upgrades to the entrance to a
downtown Portland Class A building. Finishes included replacing the existing storefront
roundabout entry with a new modern double door storefront system, back painted glass two
stories tall, painting of the interior window mullion system, and elevator finish upgrades.
Wells Fargo Tower Refresh; Portland, OR
Project Manager—This project includes 93,000-sf of rentable commercial office space across
five floors requiring minor MEPF modifications and finishes to create leasable spaces. The
project was phased construction completed on an aggressive schedule. Project touched eight
floors of the tower; four floors received an Occupied Building LEED Certification.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
Julie Bollermann
Senior Project Coordinator
Julie Bollermann has supported teams for over 20 years, eight years in the
architecture/engineering/construction industry, and she excels at working with groups
in novel or complex situations. She has a strong sense for finding a path and moving
things forward, building relationships, and supporting the team’s goals. She has
worked in a wide array of fields and uses that broad base of accumulated knowledge
to understand and support our clients.
EXPERIENCE
24 years
EDUCATION
BS, General Studies, Arts
and Letters, Minor in Black
Studies (Portland State
University)
REGISTRATIONS &
CERTIFICATIONS
Paralegal Certificate, 2000
Selected Project Experience
City of St. Helens Public Safety Building; St. Helens, OR
Project Coordinator—Julie is assisting the project team with project initiation, contractor
procurement, and communication on this construction of a new public safety building. The new
public safety building will provide a safe space for a modern police force, provide ADA
compliance, improve evidence storage, and ensure the privacy of crime victims. It will also
create a space for an emergency preparedness center where first responders can coordinate
responses to local disasters.
Hoodland Fire Station
Fire District #74 in Welches is working to build a new 17,000 SF fire station in Welches Oregon.
In the Project Administrator role, Julie supports the Hoodland Fire Station team with schedule
construction, contracting, and budget management, and all other administrative needs for the
project.
DAS Executive Building; Salem, OR
Project Coordinator—The complete renovation for the 63,000-sf, five-story facility is to create an
up-to-date hybrid office workspace to accommodate the new office use paradigm of in-office
work, combined with “hoteling” workspace supporting the remote work office model. Recent
remodel efforts and equipment upgrades in the structure will remain, while the vintage 1938
Post Office wing is integrated with the 1980’s remodel. The design team is enhancing the lower
garden level of the building with enhanced daylight opportunities. Julie has provided project
support including drafting documents, contract management, client communication, sub-
consultant invoicing, and file management on this project.
Reynolds School District ESSER Funds; Fairview, OR
Project Coordinator—Otak CPM assisted the Reynolds School District with projects funded
through ESSER III funds. These projects had to fit within the qualifications and timeline of the
ESSER program. Julie supports the project team with Smartsheet management, RFP support,
project research, and meeting facilitation.
BRIDGE Housing; Portland Metro, OR
Project Coordinator—Otak CPM is providing construction management services to BRIDGE
Housing for several different affordable housing projects including RiverPlace Phase 2 (178
units), Goldcrest (75 units), Aloha (82 units), and Hollywood Transit Center (213 units). Otak has
been involved with overseeing these projects from pre-construction to project completion and
close-out, providing additional expertise in streamlining communication, consistent oversight
practices, and process workflow efficiencies. Julie has supported the project manager with
contracting and invoicing on three projects.
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Doug Garland MBA DBIA
Principal-in-Charge / Practice Area Leader for Otak PMCM
Doug, with 22 years of experience in the construction field, holding various pivotal
roles. As the director of PMCM at Otak, he has overseen critical projects,
demonstrating his keen insight and unwavering commitment to successful outcomes.
His background also includes managing maintenance and operations at Sunset High
School, where his strong follow-through has been instrumental in project delivery.
Doug’s contract expertise is a valuable asset. He skillfully navigates contract
documents, dissecting drawings and specifications from a construction standpoint.
His discerning eye extends to scrutinizing contractor change order requests, ensuring
entitlement and project integrity. His reputation extends beyond the construction
realm; he is respected by both design and construction communities.
Furthermore, Doug’s portfolio boasts several design-build projects across Oregon,
showcasing his ability to tackle complexity and deliver excellence.
EXPERIENCE
22 years
EDUCATION
MBA (University of
Oregon)
BS, Business
Management, Minor in
Construction Engineering
Management (Oregon
State University)
Computer Drafting and
Design (ITT Technical
Institute)
Honorably discharged from
the US Coast Guard
REGISTRATIONS &
CERTIFICATIONS
Design-Build Professional
(DBIA)
AFFILIATIONS
Design Build Institute of
America (DBIA) member
Construction Management
Association of America
(CMAA) member
Council for Services
Management Education
(CSME) member
ITIL V3 Foundation in IT
Service Management
Selected Project Experience
Oregon State Police Headquarters; Salem, OR
Senior Project Manager—Otak CPM provided project management services for the
consolidation of all three Salem OSP facilities into one location, the Trelstad site. The Main
Building at 80,000 sf and two-stories high, houses the OSP, the State Fire Marshal, and the
Oregon Department of Fish and Wildlife (ODFW). A 24,000-sf building holds the fleet facility,
procurement, and IT; it is accompanied by a small warehouse that is primarily utilized by
ODFW. Doug’s duties included assuring all phases of the move out/in were coordinated,
oversight of all project activities with the contractor, developer, vendors, moving companies,
utilities, Department of Administrative Services, and other agencies, and assuring all aspects of
the project were completed efficiently and within budget.
Oregon State Police Albany Command Center; Salem, OR
Senior Project Manager—The Albany area command was in desperate need of an overhaul. As
the owner representative for the State of Oregon, Doug oversaw this design-build project. The
project included removing hazardous materials from the boiler room, converting the older boiler
room space into an evidence looker, new carpet, and paint throughout the facility, along with
adding a new shower room and dressing area for the officers.
Oregon State Police Central Point; Central Point, OR
Project Executive/Project Manager—Otak CPM is currently providing services as project
manager/ facility liaison for the design and construction of Oregon State Police Central Point
headquarters and emergency dispatch center. Our staff works across multiple agencies and
departments in this role. The project team consists of a blended team of Otak staff and staff
from OSP.
Multnomah County Central Courthouse; Portland, OR
Senior Project Manager—Otak CPM provided project management services for Multnomah
County including financial analysis, intensive site selection, blocking and stacking studies, and
project management for design and construction. The building is a new 461,000-sf, 44-
courtroom facility utilizing a collaborative delivery method within downtown Portland. This was a
highly political project with multiple stakeholders. Doug provided oversight for the schedule,
budget, and site coordination of the entire project. He attended all executive team, change
order, and executive budget review meetings.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
Doug Garland, DBIA
Principal-in-Charge
2
Robertson Life Sciences Building and Skourtes Tower; Portland, OR
Senior Project Manager—Otak CPM provided full owner representation services for OHSU and
OUS including budget management, scheduling overview, architect and engineer coordination,
contract management, contractor selection, and multi-agency collaboration. Doug’s specific
duties included providing oversight of all civil-related infrastructure, contract budget,
subconsultants, site observation, document control, and furniture, fixtures, and equipment.
Salem-Keizer School District Bond Program; Salem OR
Senior Project Manager—Otak is providing owner representation services for the $900+ million
bond. Projects in the program include additions and upgrades to 29 schools and repairs and
upgrades to the remaining 43 schools. Upgrades include new roofs, window replacements,
flooring, HVAC, plumbing, electrical, parking refurbishment, seismic, safety/security systems,
ADA, and technology upgrades.
Benton County Justice Systems Improvement; Corvallis, OR
Project Executive and Senior Project Manager—The Benton County Courthouse is being
developed as part of a planned campus on a 29.5-acre greenfield. The facility will include four
courtrooms, a sallyport, court administrative offices, district attorney offices, and support space.
The building will be three stories in height, totaling approximately 47,800 square feet and will
meet LEED Silver equivalent. As the executive leader, Doug is responsible for counseling the
client through the state contract, setting up the master budget, negotiating contracts with
Oregon Department of Transportation, and monitoring overall performance for the project.
PeaceHealth Sacred Heart Medical Center at Riverbend; Springfield, OR
Project Engineer—Otak CPM served as owner representative for this new, 160-acre medical
campus that included a new 1.8-million-sf replacement hospital using integrated project delivery
methodology. Doug worked on the design-build team for two medical office buildings totaling
120,000 sf.
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11
ATTACHMENTS
Appendix C
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Formal RFP rev 2/22 Page 17
ATTACHMENT A
PROPOSAL CERTIFICATIONS
The Contractor agrees not to discriminate against any client, employee or applicant for employment or for
services, because of race, color, religion, sex, national origin, handicap or age with regard to, but not limited
to, the following: employment upgrading, demotion or transfer; recruitment or recruitment advertising; layoffs
or termination; rates of pay or other forms of compensation; selection for training; rendition of services. It is
further understood that any Contractor who is in violation of this clause shall be barred from receiving awards
of any contract from the City, unless a satisfactory showing is made that discriminatory practices have
terminated and that a recurrence of such acts is unlikely.
Agreed by:
Contractor Name:
*****************************************
Resident Certificate
Please Check One:
Resident Contractor: Contractor has paid unemployment taxes and income taxes in this state during
the last twelve calendar months immediately preceding the submission of this proposal.
Or
Non-resident Contractor: Contractor does not qualify under requirement stated above.
(Please specify your state of residence: )
Officer’s signature:
Type or print officer’s name:
Oregon
Otak, Inc.
Doug Garland
Doug Garland
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Formal RFP rev 2/22 Page 18
ATTACHMENT B
PROPOSAL FORM
RFP 2025-03 Public Works and Police Facility – Project Director
The Contractor named below submits this proposal in response to the Request for Proposals (RFP) for the
contract named above and warrants that the Contractor has carefully reviewed the RFP and that this proposal
represents the Contractor’s full response to the requirements described in the RFP.
The Contractor further warrants that if this proposal is accepted, the Contractor agrees to all terms and
conditions found in the sample contract (Attachment C), and will provide all necessary labor, materials,
equipment, and other means required to complete the work in accordance with the requirements of the RFP
and contract documents. The Contractor hereby acknowledges the requirement to carry or indicates the
ability to obtain the insurance required in the sample contract.
Indicate in the affirmative by initialing here: ______
The Contractor certifies that the proposal has been arrived at independently and has been submitted without
any collusion designed to limit competition.
The Contractor hereby acknowledges receipt of Addendum Nos. ___,___,___,___,___ to this RFP.
Name of Contractor:
Business Address:
Telephone Number:
Fax Number:
Email Address:
Authorized Signature:
Printed/Typed Name:
Title:
Date:
Otak, Inc.
808 SW 3rd Ave Suite 800
(503) 287-6825
doug.garland@otak.com
Doug Garland
Principal/PMCM Practice Area Leader
(503) 218-1500
Portland, OR. 97204
10/22/2024
21 3 4
Docusign Envelope ID: 3AA6BE33-0AF3-4802-A773-F9B42D738F11