Unquestionably, the reality of climate change is on the world’s doorstep. More severe storm events, widespread drought, and higher-than-average temperatures are just some of the impacts we are currently experiencing. As designers and engineers, it must be in our DNA to design using principles of resiliency, which can be defined as “the capacity of a system to deal with change and continue to develop.”1 It is also a responsibility to ensure that these solutions are equitable.
What is an Equitable Project?
Climate change has the largest burden on communities that are the most vulnerable, including physical, social, and economic risk factors. Otak believes in taking a truly integrated approach to our design and sees the value in aligning with the unique needs of all stakeholders to create memorable places for future generations.
Otak is also invested in the concept, as climate and community activist Majora Carter says, that “No one should have to leave their community to live in a better one.”
That investment includes identifying and learning from community experts, whose lived experiences can inform our design. Engaged communities, where everyone feels safe, valued, and empowered, are vital to creating a thriving society. Our internal investments in Diversity, Equity, and Inclusion bolster our staff with skills that can carry over to our project work.
What Does Equitable Design Mean at Otak?
From work with the National Park Service (NPS) where LEED silver is standard in their design, to the Portland Building where Minority and Women-Owned Business (MWBE) utilization exceeds expectation, our projects take shape with these values in mind in a variety of ways.
Particularly within the AEC industry, as the field becomes more gender-balanced and places an emphasis on sustainable elements such as daylighting, energy performance, and water use, the results quickly become tangible.
“Maintaining accessibility through universal design is a must for equitable experiences in project development… Implementing these strategies can be easy from the start, because we share common values with a client and can work towards a common goal.”
Aryn Phillips, architecture team designer
Equitable design is an essential component of environmental justice. For too long, sustainability and the design that accompanies it have placed heavy burdens on our most vulnerable populations. Poor communities, people of color, the disabled community, the elderly, and other populations have been harmed by a lack of progress in sustainability. Worse yet, our infrastructure often reflects past racist, classist, and ableist policy decisions. A look at current environmental and health crises in Mississippi, Detroit, and New York City exhibit the need to think about the intersections of design, policy, and justice.
History tells us that these communities were made vulnerable through intentional and targeted policies that benefited a few and burdened many. For example, the current crisis in Jackson, MS can be traced to white resistance to school integration in the 1970s. The choice to open segregated academies and the flight to outlying areas resulted in segregated communities, shrank the tax base, and crippled any investment in crumbling infrastructure.
Equitable design that is intentionally focused on outcomes for these and other vulnerable populations reflects an understanding of justice and how we can design and deliver projects that are transformative by design. Environmental justice necessarily centers communities and the expertise that resides there.
It is our job to translate that expertise into design that centers the needs of vulnerable populations.
As our industry becomes more dynamic and multi-faceted, the need has never been greater for those who shape the built environment to have unique perspectives and approaches to their work. It’s imperative for firms to not only recruit talent from a variety of backgrounds, but also to honor those who are recognized for their visionary qualities in the field.
This is the case for Millicent Williams, our Regional Director for our Oregon and Southwest Washington Public Sector practice, who we are proud to say has been recognized as a DJC Oregon’s Woman of Vision award for 2022.
The Meaning Behind the Honor
The accolade spurns multiple thoughts and feelings for Millicent, both tangible and intangible. What stuck out to her from the outset was the nature of the win—being recognized for inspiring others in the field. She says this comes with a sense of extreme legitimacy, “The things I say and do give women, especially women of color the belief they can work comfortably in and offer leadership in a largely male-dominated industry.”
There are real-world applications for this award as well. To her, it gives a relatable face to the work we do and reinforces that construction is not a man’s job, that infrastructure work in particular is not less sophisticated, and that a non-traditional background isn’t a deterrent to leadership in the field. In fact, she credits her traditional business education as her greatest asset, and knows she can make an impact with her perspective and existing knowledge about “the business of being in business.”
Learning the Ropes
When asked about formative ideas that helped guide her toward this achievement, she pointed directly to a textbook that she used while an undergrad at Florida A&M University’s School of Business and Industry called The Ropes to Skip and The Ropes to Know: a definitive work detailing what Millicent now calls her specialty—organizational systems and development. It instilled in her early on that successful enterprise is about people and navigating both the social and cultural aspects that go into getting any job done. It inspired her to get out of her own way, embrace assertiveness, work hard every day, be teachable, and uplift others in order to achieve desired outcomes. This is especially true for transportation and infrastructure, which she saw as a way to use her skills to influence the built environment in ways she previously thought had been impossible.
Things started to click as she got further and went higher in her career, “When I began to see cities function well as a result of my efforts, I got to then see the direct impact I could have on the industry. You can, in fact, do something about it if you see something that isn’t right, and people don’t always think they have that power.”
Contending with Perceptions and Realities
To Millicent, it’s clear as day that this industry is male-dominated, and even clearer that few people of color are able to achieve the same things with the resources they have access to. However, she credits her tenacious work-ethic and awareness of her transferable skills for elevating her to where she is today, “I was the type of person that shows up every day, that puts their head down and works, and most importantly generate quality results because of that work. That gave me access to opportunities.”
“People want to see themselves in the people they look up to, and this platform creates energy that allows people in the industry to see that”
Millicent Williams
In practice, she also rejects the idea that transportation and infrastructure is as simple as a bus arriving on time. She explains, “The finance and engineering departments for transit agencies are just as crucial to a bus being on schedule as the driver. I’m not often out in the field on projects, but my understanding of the whole system and how each piece works in tandem is what’s important.”
She uses this in-depth understanding to inspire others, to get people to fully see where they are and how they’re contributing, or even when they’re not contributing by being short-sighted, “That in and of itself can be transformative, and can change the way that people see not just infrastructure but government operations in general.”
Doing Generational Work
Millicent reflects that she has worked in the public sector for the majority of her career and that her roles were often assigned because of how she “showed up,” but notes that true passion for her work formed when she got into infrastructure, which led her to leadership roles within organizations like the Portland Bureau of Transportation. She explains, “I saw an opportunity to make impactful decisions in people’s lives and that infrastructure is generational work, meaning my actions could have an impact 100 years later.”
A prime example of this is her current work with the states of both Oregon and Washington on the Interstate Bridge Replacement Program, the bridge in question being the connection between the two via the I-5 highway.
As the lead facilitator for the most high-profile stakeholders on the project, her job of making sure everyone is on the same page is incredibly gratifying for two reasons. For one, she’s playing a direct role in the upgrade of a hundred-year-old bridge where everything needs to be taken into consideration, both in logistics and in politics. She gets to employ her skill in navigating those two spaces from explaining the technical aspects like budget, to the political intersections between the states and their goals. Second, it’s an opportunity to exude leadership under pressure, and to further her goal of creating generational wealth through infrastructure, “This is a once-in-a-lifetime project that incorporates different disciplines and backgrounds of all types. I get to bring the totality of my skills to bear in delivering the results everyone wants, everyone needs out of the project.”
The Ceremony and the Future
Millicent is greatly looking forward to the award ceremony taking place on October 26th in Portland, where she sees incredible value. To her, it’s a tremendous networking opportunity where new partnerships can be forged, and new thought leaders can emerge. The opportunity to recognize women from numerous other firms who will also be acknowledged will help “open eyes and open doors” to future generations, especially those of color, that they too can make an impact with a nontraditional background that can in fact be a strength and a point of pride. The “vision” aspect of this award is especially important here because it allows people of influence, power, and ability to help everyone see value, “The night itself serves the whole industry because it’s a chance not only to make space, but create a meaningful space where all are respected for their work.”
When asked why she thinks it’s important to highlight and recognize women’s stories, she pointed again to giving people the ability to see, “People want to see themselves in the people they look up to, and this platform creates energy that allows people in the industry to see that contributions can be made by those who don’t look like them in terms of gender.”
She wants to see more women in leadership and empower other women to see that success in this industry is possible. Without that, “It’s hard to see for yourself if you don’t see yourself.”
A Closing Message
Millicent puts two words to other women who are looking to break into the Transportation and Infrastructure industry—“Why not? Just because something isn’t in your background doesn’t mean it can’t be in your foreground, so even if you feel like you don’t tick all the boxes, apply yourself anyway—because why not?”
Otak is lucky to have a visionary like Millicent on our team. We look forward to reporting on more of her achievements, and extend our warmest congratulations to her and the other women being honored with this award. You can view the rest of the honorees courtesy of the DJC Oregon here.
With great success generating interest in natural landscapes have come great challenges in preserving them.
An iconic steward of American history and culture, the National Park Service (NPS) is an organization with deep roots in maintaining our nation’s natural spaces and historical and cultural heritage. We have, among others, the efforts of Stephen T. Mather – the first Director of NPS in 1916 – to thank for building public and political support for national parks. His vision is one of trailblazing and appreciation for sublime natural landscapes. In fact, upon his death, a gold plaque was placed in every national park in the U.S., inscribed with “There will never come an end to the good he has done.” The practice of visitor use management (VUM) now carries on that tradition of doing good with our natural landscapes and historic places.
The Rise of Visitor Use
In the early years of the National Park Service, the challenge for Mather and others was to attract visitors to the national parks to build a constituency and the support needed to sustain them. Early campaigns to promote the national parks included development of grand hotels in crown jewel parks, like the Ahwahnee in Yosemite National Park and Paradise Inn in Mount Rainier National Park. Travel to the national parks by railroad was promoted as a thrilling adventure to explore the west. In the 1950’s, an effort referred to as “Mission 66” focused on building facilities and services to promote visitor use and recreation.
These efforts, coupled with the development of the interstate system, growing environmental awareness in the 1960’s and 1970’s, and increasing leisure time and wealth among Americans resulted in extraordinary growth in visitation to the National Park System. As the NPS celebrated its centennial in 2016, there were more than 300 million recreation visits to the National Park System that year.
Credit: National Park Service, South East Utah Group and Steve Bumgardner
Visitor Use Today: Success Fueling Challenges
In recent years, the trend of rising visitation to national parks has reached unprecedented levels, with several parks recording historic levels of monthly and annual visitation. The onset of the COVID-19 pandemic, and the outdoors representing a space for safe recreation, was a key factor in driving current trends and levels of visitation.
The rise in popularity of national parks is, without question, a story of great success. The millions of visitors to the National Park System have opportunities for profound experiences that can positively impact them for a lifetime. Yet, increasing amounts and types of visitor use in our national parks can present challenges too. For example, during busy periods in some parks, lines of traffic may form at park entrances, visitors may have difficulty finding parking, and crowding may occur in visitor centers, on trails, and at attractions.
We work with our clients to help them address these opportunities and challenges through the practice of visitor use management. In Mathers’ spirit, we seek to understand how people interact with a park’s significant resources in a meaningful way to develop a deeper appreciation of and sense of stewardship for America’s natural, historical, and cultural heritage.
In this piece, we take a deep dive into the practice of visitor use management and explain how it provides a framework for our work with our clients.
What Does Visitor Use Management Mean?
Visitor use management is the proactive and adaptive practice of identifying strategies and actions to accommodate visitor use while protecting park resources as well as the quality and character of visitor experiences.
Not only is visitor use management relevant to our work, it’s also relevant to anyone who may visit a national park or related protected area. It’s the art of articulating desired conditions for park resources and visitors’ experiences and evaluating on-the-ground practices to learn and adapt over time.
A Dual-Mission Land Use Mandate
Visitor use management is a balancing act. Professionals in this sphere need to be mindful of their goals — providing opportunities for people to enjoy these sites and understanding how that affects park resources, park operations, and the experiences of other visitors. Effective visitor use management incorporates environmental ethics and education, ultimately encouraging visitors to become stewards of national parks and everything they represent.
All things considered, the goal is ultimately to strike a proper balance between the opportunities and challenges presented by national parks. The visitor use management framework is designed to provide a systematic basis for helping address these challenges.
Why Use A Visitor Use Management Framework?
Developed by the Interagency Visitor Use Management Council (IVUMC), the IVUMC Framework provides a systematic, transparent, and legally defensible method for putting visitor use management principles into practice.
The framework has deep historical roots in how visitor use of national parks, national forests and similar public land recreation areas have been monitored and adaptively managed. The framework represents the latest iteration of a long-standing commitment to indicator-based, adaptive visitor use management.
Elements of a Visitor Use Management Framework
Together, the elements of the visitor use management framework are grounded in thinking about and developing statements of desired conditions while establishing indicators that can be monitored in the process of meeting those conditions.
The visitor use management framework provides a guide for navigating the process of defining those elements and there are some key concepts incorporated into the framework:
Establishing Desired Conditions
Desired conditions represent an important part of the foundation for addressing visitor use management in parks. Desired conditions are narrative statements that describe the ideal quality, character, and conditions of park resources to be protected while considering visitor experiences that enhance public use and enjoyment.
It is the responsibility and privilege of the National Park Service to specify desired conditions for national park resources and visitor experiences.
Identifying Indicators
Indicators are measurable proxies for desired conditions that can be monitored to track changes in park resources and visitors’ experiences associated with recreation use. For example, the number of encounters with other groups per hour while hiking is an indicator related to the quality and character of visitors’ experiences.
Good indicators are those that can be easily and reliably measured, are related to and representative of desired conditions, and are responsive to visitor use management actions. In cases where managing use according to numeric user capacities is needed, indicators must also be directly related to the amounts and types of recreation use.
Types of Indicators
Social indicators, such as hiking encounters, the number of people at one time at boat ramps, and similar, tend to be directly related to changes in the types and amounts of recreation use and provide a reliable basis for managing recreation use according to numeric user capacities, where necessary.
In contrast, natural resource-related indicators generally do not have direct and reliably quantifiable relationships to recreation use levels except in extreme low use situations (e.g., trail-less/cross country zones, foot trails with less than 50 to 250 hikers per year). Nonetheless, resource-related indicators should be monitored, and adaptive resource management actions should be taken to protect park resources from impacts.
Managing the characteristics of visitor use (e.g., to concentrate use on established trail treads, road surfaces, and other established recreation resources and facilities, to promote low-impact use behaviors and patterns, etc.) is the most effective method for limiting or reducing recreation use impacts to natural resource-related indicators.
Setting Thresholds and Triggers
Thresholds in visitor use management are the minimally acceptable conditions of indicators to maintain desired conditions. Thresholds should be precise, time-bounded, and outcomes of recreation use rather than types or amounts of recreation use themselves.
Like thresholds, triggers are quantifiable conditions of indicators; they represent points at which adaptive management actions are needed to ensure the conditions of indicators do not cross thresholds. In other words, triggers are designed to support proactive visitor use management to protect park resources and visitors’ experiences from adverse impact, while allowing for recreation use and public enjoyment.
Estimating Numeric User Capacities
When they are necessary, numeric user capacities are estimated based on quantifiable relationships between the types and amounts of recreation use and the conditions of use-related indicators. The best available data are used to estimate the maximum amount of recreation use that can be accommodated without crossing thresholds for user capacity indicators.
For example, trail counter data could be correlated with observations from encounter patrols to estimate the maximum number of people who can hike in a river corridor without crossing a threshold for the number of encounters hikers have with other groups per hour or day. Numeric user capacities are not always needed or applicable.
Developing Visitor Use Management Strategies
Within the IVUMF, visitor use management strategies and actions are developed to achieve desired conditions.
Visitor use management strategies and actions are generally categorized as indirect techniques designed to achieve desired conditions without directly regulating visitors’ choices and behaviors, or direct techniques that may be required when indirect techniques are not enough.
Indirect techniques aim to influence or modify behavior
Direct techniques regulate behavior
Long-Term Monitoring and Adaptive Management
A systematic monitoring program provides the structure to measure indicators and assess their conditions in relation to triggers and thresholds on a recurring basis. Monitoring results provide the basis to determine if actions are needed to adapt management of recreation use to protect natural, cultural, and historical resources from adverse impacts.
Visitor Use Management Use Cases
While still fairly new in practice (the IVUMC was founded in 2011) applications of the visitor use management framework have quickly become prevalent in the National Park System as well as other public land recreation areas.
Acadia National Park provides unique and important recreation opportunities to regional, national, and international visitors. In 2021, the National Park Service (NPS) reported just over four million recreation visits to the park, marking an increase of over 50% in the past decade. This surge in visitation created a number of visitor use management challenges in the park.
The United States Forest Services is responsible for managing Wild and Scenic Rivers on lands within their jurisdiction. Part of this responsibility includes fulfilling the visitor use management and visitor capacity mandate of the Wild and Scenic Rivers Act (1968).
Over the years, the Jefferson County Open Space (JCOS) system in Colorado experienced rapid growth in visitation numbers. Various issues were addressed by applying visitor use management principles to develop an access management strategy for popular sites in the JCOS system.
Community impact, quality design, and a lasting legacy—all of these are phrases that describe the work of Don Hanson, senior advisor of our planning and landscape architecture division, who has announced his well-deserved retirement. It’s a bittersweet day at Otak, however, we are taking this opportunity to reflect on and commend Don’s work throughout his illustrious career.
A Certified Expert
For the past 37 years at Otak, Don has become a lauded expert in residential, mixed-use commercial, and industrial development work. He also has extensive project experience with public parks/recreation, open space, and streetscape improvements. Greater still, Don served as chairman of the Portland Planning and Sustainability Commission and was a member of the commission for 10 years, setting development and land use policies for the entire Portland Metro Area.
To say Don’s career has been impactful would be an understatement. Though it’s hard to pick just one of the many projects he’s worked on, we’re zooming in on a few key projects that highlight Don’s legacy both at Otak and in our greater community:
The Project Breakdown
Center Commons—Portland, OR
Don’s Role: Serving as the Principal Planner, this project involved the preparation of a master plan and highly detailed site design, as well as a land use approval process coupled with public involvement.
Project Highlights
This work is regarded by TriMet, the Portland Development Commission, and the neighborhood as a model for transit-oriented development and in-fill development in Portland’s station area districts.
The project includes 314 units of housing at both market and affordable rates, housing for seniors, as well as for-sale townhomes. Retail space, a daycare center, and management offices are also provided.
The focal point for Center Commons is a “woonerf” space that congregates cars, pedestrians, a playground, a bosque of trees, parking, drop-off zones, and generous sidewalks that provide shortcuts to transit. The development is located adjacent to the 60th and Glisan station of the MAX LRT line.
Don’s Role: As the Principal Planner/Landscape Architect for this project, Columbia Knoll is a mixed-income redevelopment project located on the ten-acre historic Shriners Hospital site in northeast Portland.
Project Highlights
The redevelopment includes affordable senior independent and congregate housing, as well as affordable family housing, a day-care facility, a community center, and market rate-for-sale townhomes.
The 334 housing units are configured in two, three, and four-story structures that are carefully sited to preserve mature existing trees and the historic Shriners front lawn on Sandy Boulevard.
The project required detailed coordination with the state Housing Office, the Portland Development Commission, the Historic Landmarks Commission, and an extensive public outreach program with five neighborhood associations. We also worked closely with the NE coalition of neighborhoods throughout the process.
Don’s Role: Serving as both Principal and Master Planner, this project is in the countryside west of Wilsonville.
Project Highlights
Villebois is a spectacular 480-acre site where residential neighborhoods include forests, open spaces, ponds, walking trails, and magnificent vistas. Working in close coordination with the master planner and the City of Wilsonville, Don oversaw the design of a cohesive street and site network that encompasses 135 acres of single-family residences, parks, and open spaces, while preserving the natural features of the site.
Individual projects within Villebois include residential subdivision developments, engineering of public roads and private alleys, utility infrastructure design, water quality and detention ponds, and enhancement and creation of wetlands. Final design elements include greenways, trails, neighborhood and regional parks, a future community swim center, and entry monuments.
Not only has Don’s skill set had an indelible impact on Otak’s project work, his involvement and community affiliations outside of work set him apart as a luminary in the field and his extensive resume reflects that. Some of the groups Don was a part of, and even led, include:
Portland Planning and Sustainability Commission, Past Chair and Former Member
Former Development Review Advisory Committee: City of Portland
Former Citizen Advisory Committee Member reviewing the Title 34 Land Development Ordinance: Portland, Oregon
Former Stakeholder Advisory Group Member for Vision 2000: Portland, Oregon
Committee Member reviewing the Urban Renewal Districts Status: Portland, Oregon
Former Downtown Design Review Board Member: Vancouver, WA
Passing the Torch
With a dedicated planning & landscape architecture team now led by staff like our own David Sacamano, Business Unit Leader for our Oregon and Southwest Washington Planning and Landscape Architecture team, Otak will continue to deliver on dynamic projects in Don’s spirit and bring not only our whole selves, but also our expertise to projects in the future. It’s a practice that Don ensured was integral to Otak’s success, and it will continue to be so in our future operations.
Take a closer look at how we celebrated Don’s legacy as an Otakian in this digital booklet and join us in bidding a fond farewell to Don as he begins this well-deserved new chapter.
Otak takes pride in highlighting new members of our team who remind us of our core values. Meet Adreanna Broussard, project controls analyst with TWG, and the subject of today’s staff spotlight.
Craving Disruption
Adreanna Broussard knew from an early point in her career she wanted to play an active role in the built environment. A voracious learner, she had early dreams of getting into architectural engineering, however the University of Texas at San Antonio, her alma mater, did not offer that degree. Faced with uncertainty about her next steps, she leaned on her family for guidance.
“I craved the disruption that civil [engineering] provides. It’s a comfortability with being uncomfortable that has made me a better professional and better able tackle challenges within a constantly changing industry.”
Adreanna Broussard
With her father an electrical engineer and her mother a nurse, the values of hard work and determination saw her take an interest in civil engineering. Adreanna identified the value of the field as part of the same world, where she could make an impact on how communities are built and experienced. She was drawn to the dynamic factors of the profession. In her words, “I craved the disruption that civil [engineering] provides. It’s a comfortability with being uncomfortable that has made me a better professional and better able tackle challenges within a constantly changing industry.”
What is a Professional Engineer (PE)?
A PE, or Professional Engineer certification, signifies that one is recognized by the state as an owner of their work and an expert in the field. Adreanna says a PE opens the doors of the engineering world, enabling those who earn it to work independently, as a consultant, or as an integral member of different firms helping guide projects along. Upon gaining the certification, she will be able to officially sign and stamp official documents as the PIC, and further elevate her aspirations of becoming a luminary in the industry.
Applied Learning
Adreanna credits her hands-on work in civil engineering after completing her degree for making her the well-rounded professional she is today. With an understanding of how projects work on the ground level, she’s able to make quick decisions and see the big picture. As a current project controls analyst, she’s responsible for scheduling, monitoring cost, and managing a wide scope of factors that come with reporting on a project’s lifecycle. However, like a true Otakian, she seeks to continuously improve and grow her skillset. She’s currently doing this by studying for her PE exam, with plans to take the test in November.
Practicing Preparation
When asked about her approach to preparing for the exam, Adreanna emphasizes while studying is important, it goes deeper than textbooks, and she draws on her experience from the totality of her career. She’s seen firsthand and worked with the people who bring design plans to life, and her early opportunities allowed her to wear many different hats, gaining experience with every aspect of the design-build process from paperwork to planning.
Like her, the test is practical. A believer in the power of education and like a true engineer, she loves to learn and take things apart, understanding the science and the art behind building a structure. There’s also an ethical component to the exam, which aligns deeply with her belief in equitable placemaking and community building. Unafraid to bury herself in a practice test or book, Adreanna’s tenacity gives her confidence and motivation to keep studying, to keep working, and keep being the best she can be.
Identity and Aspiration
While looking to elevate herself within the industry, she is also mindful of the space she inhabits within it. It’s no secret the AEC industry, especially in positions of leadership, lacks a diversity and depth of perspective from female leaders as well as leaders of color. She acknowledges this reality, yet views it as an opportunity to rise to the occasion. For this, she relies on experience she’s gained outside of work as a Division I NCAA basketball referee. A similarly male-dominated world, she is well-versed in making her voice heard, her decisions final, and her respect earned not just from her identity, but her experience as a professional. Being a referee taught her how to be accountable, how to carry herself with a professional demeanor, and how to navigate complex and high-stakes situations. She says she draws on this experience almost every day. Adreanna wants to be that leader that breaks the ceiling, and knows what she brings to the table.
Adreanna’s Role Within Otak
To say Broussard’s experience is valuable would be an understatement. She knows her value, and was seeking an employer who understood it too. Dave Hawkins, principal at TWG, knew this and brought Adreanna on without hesitation. When asked about her experience since coming under the Otak umbrella, she emphasizes her appreciation for our community of people, our culture, and our network to which she now has access. Otak is proud to have someone like Broussard among our ranks, and her value, especially from us, will only grow as she grows.
When asked what she would tell potential engineers looking to advance their careers, her advice is to be patient, go at your own pace, and be aware that not all journeys are linear. Every experience is unique, and Broussard emphasizes that her journey, while different, only makes her a stronger professional and a better person.
We’re excited to see her career grow at Otak. Well done Adreanna!
It’s time again for Otak to laud a member of our staff who’s taken tangible steps toward being a more sustainable, environmentally conscious professional. Congratulations to our own Phillip Pittsenbarger, project architect, on earning his Green Globes certification.
Philip joined Otak’s architecture group 5½ years ago, specializing in multi-family housing and hospitality, and has current work in our public sector practice. Since college, sustainability has always been a primary interest of his due to his strong connection with the outdoors. He saw the need to tie nature and the built environment together, and strove to become a designer capable of doing their work with the least amount of impact on the planet possible. His portfolio includes projects at the federal and state levels, including for national parks.
Philip saw the greater push for more accredited professionals within our architecture group, and wanted to pursue something different than a standard LEED certification. He identified Green Globes as an alternative thanks to its growing popularity among public projects, and wanted to learn about sustainable building principles and use it as a framework to keep in mind on any project. To him, all projects should be as sustainable as possible, and with emphasis on energy-efficient envelopes, water conservation, and sustainable materials, he began his work on earning the certification.
What is Green Globes?
Green Globes is a green building accreditation available to professionals who work in the built environment. According to the Green Building Initiative (GBI), Green Globes is a comprehensive, science-based building rating system that supports a wide range of new construction and existing building project types. Environmental objectives pursued through Green Globes lead to lower energy and water bills, reduced emissions, optimized health and wellness benefits, and minimized waste.
When asked about what his accreditation allows him to do, Philip defined the process as one of technical mastery and attention to detail. He directly interfaces with a Green Globes auditor, and works to facilitate meetings, organize paperwork, and be the lead on the overall sustainability efforts on any given project he might be working on. He says Green Globes does a great job of integrating sustainability into the overall design-build process, so things are not value-engineered out of the project.
Future Work
The hallmark of Philip’s efforts comes back to one value of his—that sustainability is not a money issue but a central aspect of any project. Through this recent certification, Philip is able to understand important benchmarks and track the health of a project all while getting owners recognition for their sustainable, resilient building. The system is far from perfect, but to Philip, it’s a good start.
Otak continues to grow the depth and breadth of our capabilities. With the acquisition of Tarr Whitman Group (TWG), an advanced project controls firm, it enables us to unveil a new practice area to better serve our clients and aid them in making informed, data-driven decisions at all stages of a project’s lifecycle.
What is project controls, and what is advanced project controls?
Project controls is scope, schedule, and budget. It is the core of project and contract management for projects. But how does this help our clients?
According to TWG President Walter Tarr, project controls comes down to data management and communication. Our new team members specialize in reporting on projects and programs. They help define the success metrics and reporting systems for project managers, clients, and other stakeholders in a digestible fashion, allowing for quick decisions that are rooted in data science and relevant forecasts on things like cost impacts, notices, timelines, and risks involved in a project. Advanced project controls means our new team can provide the software, systems, resources, and processes for large projects and programs.
See a Need, Fill a Need
Tarr saw the need for this service early on in his career. He noticed while working at a construction management firm that larger organizations weren’t getting the most out of their data, or were often making decisions that were reactive, rather than proactive when it comes to project and contract management. Thanks to existing relationships with owners and decision-makers at other firms and the niche market in which it existed, TWG was born as a one-stop for project controls services with both him and Dave Hawkins at the helm.
An Art and a Science
Tarr emphasizes that while project controls is highly technical, there’s an art to it as well. Professionals in this sphere need to be jacks-of-all-trades, having a deep understanding of factors like scheduling, software, cost, construction management, design, and risk management around a project. Greater still, one must be able to communicate this information so PM’s and PIC’s can make decisions at a glance. It’s a trade that involves both macro-level understanding and micro-level attention to detail. To Tarr, TWG is more along the lines of being business managers, helping stakeholders understand where their project as a business sits, and addressing both known and unknown issues—a concept that’s rare in the industry today.
The Differentiator
projectcontrols.online home page
To tackle the herculean task of making sense of multi-million (and sometimes billion) dollar programs, Tarr created Projectcontrols.online, as simple web app born out of a dissatisfaction with existing project reporting system tools and their pricing structures. Most of these tools try to solve the same problem of how to roll up and monitor projects in an easy way, and Projectcontrols.online does just that in a way that doesn’t require endless input from the user. What’s more, the app allows for easy communication of results which is suited for PM’s concerned with the day-to-day. By utilizing project controls, those same PM’s can look ahead and begin to make projections anywhere from one month to one year ahead of time. Firms immediately saw the value in Tarr’s work, and TWG got brought onto high-profile projects as a result.
The Projects
SR 520 for WSDOT – floating bridge program
To view TWG’s body of work is to become acquainted with some of the most high-profile programs in the Puget Sound region. The Sound Transit Eastlink Program, Lynnwood Link Light Rail, SR 520 for WSDOT, and the Port of Seattle are all examples of the exemplary work TWG has done as part of Otak’s broader portfolio of projects. These huge projects align with TWG’s business model—land programs with high capital allowances and high price ceilings. The combination of the work and the approach have made TWG successful.
The Team and the Future
When asked about essential members of his team that make TWG’s work possible, Tarr immediately recognized Brian Muñoz, Warren Jordan, and Tim Sattler as key players in the project controls division who allow the firm to deliver on its promises. As projects only get larger and more complex, Tarr sees the need to continue to grow his team to meet the demand for project controls in the industry as a whole. With greater access to private work via the merger with Otak, Tarr is confident that the relationship will continue to bear fruit and ultimately make both firms stronger.
Please join us in giving a long overdue welcome to the TWG team, and we’re excited to see how this practice area evolves along with our operations.
For coastal communities, resilience design has shifted from nice-to-have to necessary
With a rapidly warming planet and increasing ferocity of weather patterns, coastal adaptation through resilience design has an added emphasis for today’s built environments.
It’s for good reason too. Currently, more than 50% of the US population – some 164 million Americans – live in coastal watershed communities while generating 58% of the nation’s gross domestic product (GDP). And that number is only growing as more than 1.2 million move to the coast each year.
These coastal communities often bear the brunt of unpredictable weather and seismic events. Vulnerable communities like these must be resilient by design, and able to bounce back after even the most intense storm, tidal wave, earthquake or other catastrophic event.
Sustainability in planning and design, a core tenant of Otak’s mission, aligns directly with an approach to coastal adaptation. In this piece, we’ll discuss how a focus on coastal adaptation planning and resilience design translates into stronger coastal infrastructure and communities, at a time when they’re needed more than ever.
Coastal Resilience is defined as “building the ability of a community to bounce back after hazardous events such as hurricanes, coastal storms, and flooding—rather than simply reacting to impacts.”
Resilient design is a matter of preparedness, of being ready for natural hazards before they happen, and of informing clients to be aware of all factors in the design-build process. For example, the overdue cascadia earthquake presents a significant challenge in designing along the coastal fault line. Decisions and plans need to be made to anticipate and mitigate these environmental inevitabilities.
An illustration of how resilience design allows for quick recovery and multi-purpose utility of building operations during a catastrophic event
Why is Coastal Adaptation and Resilience Design Important?
Such high priority is placed on the resilient design of coastal communities for a variety of reasons. Among them is the simple fact that it’s a matter of survival. Not just the survival of the people in that community, but also the survival of critical infrastructures like power grids, water management systems, bridges, and schools.
This causes us to ask unique questions when we go to work. For instance, how will this community function when, not if, a major environmental event happens? How can existing structures be made into multi-use facilities in times of crisis? Most of all, how can the community adapt to these impacts? It all comes back to how these questions are answered during resilience design and planning.
4 Elements of Coastal Adaptation and Resilience
While there are a variety of variables that come with each specific situation and environment, there are also some overarching factors that impact any coastal resilience planning. These factors help assess vulnerabilities, investigate possible solutions, and set priorities among options that address those highest risks.
As a foundation for designers and planners, these factors can help communities, cities, regions, and governments quantify their vulnerability and risk, while prioritizing people, ecosystems, and economics into their plans.
1. Structurally Sound Built Environments
The first step to designing these communities is making sure all buildings are structurally and architecturally sound.
Regional specifics inform these design choices for coastal structures, like adding stilts to houses to account for sea-level rise, among others. It’s about taking a long-term view of creating a space, being mindful of how the community lifecycle will function in 50-100 years into the future.
2. Design for Environmental Sensitivities
Local environments have a direct impact on the vulnerabilities and potential hazards that need to be considered during coastal resilience planning. Those details, such as water restoration, also factor into the design of structures themselves and how recovery will affect the surrounding area.
Especially when talking about environmentally sensitive sites, the design should match those nuances and be able to respond to the natural environment accordingly. This can inform decisions down to the last detail. For example, the choice between building with stainless versus galvanized steel can be critical in ensuring the resilience of the structure.
3. Efficiency and Sustainability in Upkeep and Recovery
As hazards and extreme events become more commonplace, the question now often becomes not how does coastal adaptation planning avoid damage, but rather, how does it allow structures (and communities) to recover after the fact?
What happens in the aftermath of a catastrophic event can be equally, if not more important than what happens during. The ability for infrastructure to remain functional, despite sustaining damage, can be all the difference when the fundamentals for survival are at a premium.
How a built environment operates outside of a catastrophic event also has an impact. Limiting the amount of maintenance and upkeep increases preparedness while efficiency and sustainability factors help ensure that built environment isn’t contributing to the underlying causes of climate change while also keeping the costs of waste at a minimum.
4. Planning for Community Vulnerabilities
The process of coastal adaptation and resilience is a constant state of analysis, an ongoing attempt to answer the question of how these communities will function both before and after a catastrophic event.
Building resilience and equity into planning is ultimately about protecting people and saving lives. And it’s important to recognize that certain areas or demographics of a single community can often be more vulnerable than others. Addressing these disparities should come through in the design of infrastructure and the intent behind its built environments.
Adaptive-use structures, or buildings with more than one purpose, are just one way to account for this issue. This means designing spaces like schools that can become shelters with their own generators in case of power grid failure, or we add height to bridges to account for flooding. When we design with intention of keeping people safe, communities are better able to respond on their own until help arrives and are ultimately more prepared to survive.
Pre-Existing Structure2D Modeling for 100-Year-PlanningConstruction of Three-Span BridgeOnce considered the second most hazardous bridge in Oregon, Lommen Bridge was at risk of collapse. Using the latest resilience technology, Otak replaced the structure while designing for sustainable elements like rain gardens, erosion control, and drainage features.
How to Approach Coastal Adaptation with Resilience Design
While there are a multitude of factors that must be accounted for when planning a community’s resilience design, the approach is often threefold:
Assess regional risk in resilience design by understanding the locations, unique environmental factors, cost details, and most importantly opportunities for improvement in any building phase.
Plan how structures will function during hazardous events, and be converted for multiple uses in times of crisis.
Considerthe sustainability of the structure and how it will be used 50-100 years from now, understanding the current carbon footprint and how to reduce it.
However, there are societal and social factors that go into how resilient communities are designed which should also be taken into account.
Identifying Social Vulnerabilities
It is critical to note here that climate change and weather events affect lower-income and houseless people to a higher degree than those with more resources. Clients need to be advised of the social impacts their projects entail because there is a relationship between houseless populations and how we plan for resiliency.
The lack of reasonable, low-income housing is just one issue that exacerbates this reality, which is why resilient communities must account for the whole of the population. Encouraging clients to think about these ideas ultimately makes for a stronger structure that can serve everyone, regardless of socioeconomic background. The reality is natural hazards do not discern between social standing, and communities that are truly resilient are also built with equity and the marginalized in mind.
Accounting for Climate Change Adaptation
While designing with resilience in mind, it’s imperative for coastal communities that projects come down to client goals. It’s important to gauge how clients feel they play into a municipality’s ability to adapt, using this information to inform how we present solutions to their problems.
During resilience planning and design, it’s of utmost importance to stress what the intent of the development truly aims to accomplish. Again, all pieces of infrastructure must be structurally and architecturally sound while meeting those goals.
The result is a resilient community with that also benefits from a reduced carbon footprint in the process.
Climate Change is Impacting the Risks Faced by Coastal Communities Including Increased Flooding
Lake Shorelines versus Ocean Shorelines
It’s also important to note, not all coastlines are the same. Resilience on shorelines doesn’t just apply to coastal communities. In fact, inland lake shorelines (not to mention river, creek and other shorelines with their own unique properties) must also be planned with a resilient design top of mind. The differences are plenty, however, there is a key distinction between the two.
For instance, if a coastline is not fraught with natural disasters every day, clients can take advantage of good weather conditions by harnessing alternative energy sources like solar power, wind power, and hydraulic power.
Inland lakes lack a tidal risk factor, meaning that communities along ocean shorelines must contend with events like king tides, or tidal shifts that can drastically affect the ferocity of coastal storms. While wind hazards are risk factors for both types of shorelines, there are decisions that need to be made when dealing with one versus the other.
Coastal Resilience Examples: How Otak Builds Resilience in Coastal Communities
Much like the weather events we’ve discussed, Otak’s work is also defined by intersections, and one of the biggest of these is the relationship between our built and natural environment. So, what makes our approach unique?
For one, Otak’s experience is multinational, meaning we have experience across different types of coastlines worldwide and have utilized design solutions that other firms may not have access to.
As a globally positioned organization, Otak has a unique vantage point that cannot be replicated. Just one example of our experience with different locales is our work for the Nestucca Valley School District, a rural educational model that satisfies our requirements of resiliency in an area at risk of wildfires. The school was renovated for existing students but designed for the whole community as a multi-use facility. With a full generator system, and grass fields big enough for helicopter transport, the school can house 3000 people with full power for 3-4 days.
Nestucca Valley Emergency Use Project
Second, Otak’s experience with public infrastructure sets us apart. Not only are we designing for structures that can stand up to harsh weather events, but we’re also planning for how quickly these buildings can bounce back, post-event. This can affect systems like a community’s water supply, wastewater management, and transportation infrastructure.
That’s why we build redundancies into existing systems. From making sure bridges are high enough to account for sea-level rise, to making sure secondary routes are available for evacuated motorists, to installing multiple pipelines in case of earthquakes. When it comes to resilience design, Otak’s work with coastal communities means we can walk our talk.
Want to discover more sustainable projects? Check out more examples of our work in sustainable, resilient design spaces and see how they aim to serve every aspect of the community.
When it comes to nurturing talent, Otak is working in numerous ways to bolster our teams with new, fresh and, diverse minds ready to take on the complexities of elevating our built environment now and in the future.
Our previous work with the ACE Scholarship Program of Oregon, where we donated school supplies to high school students going on to earn degrees in architecture, engineering, or construction, is just one example of this commitment.
PMCM Internship Program: The First Look
This is why we’re happy to say OtakCPM, our comprehensive project management (PMCM) division, has taken this idea and expanded it with one of Otak’s first internship programs. An idea that started on sticky note cards, the program quickly grew to four people strong.
Otak would like to give recognition to Grant Eldridge, project manager for OtakCPM, who spearheaded the program with the goal of hiring young, creative professionals in a time where hiring struggles are impacting firms nationwide.
PMCM Internship Program: The Benefits
The benefits of an internship with OtakCPM are threefold. First, it allows interns to be trained and familiarized with one method of operations and culture from the outset of their careers, whether they be engineers, architects, or project managers. When young people are able to learn and grow within one company and ultimately be hired, it doesn’t take as much effort to bring them up to speed.
Second, interns are given a clear path to being hired, and the goal is to hire all of them. Interns get direct experience in a highly technical field, meaning they can be equipped with skills to make them more competitive. When provided with explicit instructions on how to improve and get hired, interns are that much more likely to be successful.
Third, interns have the opportunity to be new, fresh minds in an industry that is increasingly complex. They’re given a safe, open space to give their ideas, which is especially beneficial when the talent pool is diverse and competitive. Interns have an opportunity to change projects by bringing new ways of thinking even leadership might not have thought of previously. That’s why we’re so grateful to have them aboard, and we’re always looking for more.
Explore Internship Opportunities
To Eldridge, the ultimate goal is to bring resourceful talent into the owner’s rep world. So if getting hands-on experience in a rapidly changing field sounds like something you want to do, you’re invited to check out our careers page here and view our open internships OtakCPM. We’re always looking for young talent to nurture, so apply today and get started on the next step of your career.
When Otak’s Equity and Inclusion Committee began talking about Pride Month, Tobias Wisner quickly jumped to the front of the conversation. For Tobias, Pride represents “a radical act of self-love” and is particularly personal to his understanding of both himself and the world. Tobias explains, “It means giving yourself permission to celebrate and be a part of a community where people just want you to have fun. It’s also about awareness, that members of your closest circles of all different shapes, sizes, colors, and gender expressions are here and queer. And it means having hope that kids, teens, and adults can see the celebrations and feel comfortable and that being queer is something to celebrate and love about yourself.”
[Pride represents] having hope that kids, teens, and adults can see the celebrations and feel comfortable and that being queer is something to celebrate and love about yourself.”
TOBIAS WISNER
Tobias is quick to point out that Pride Month is not exclusively for people who identify as queer or as belonging to the LGBTQIA+ community. He lists several ways that his peers here at Otak can get involved and participate in Pride activities and wants to remind us all that, at its core, “Pride is a celebration.” Tobias suggests consulting the Human Rights Campaign website for locating opportunities to join in that celebration. For those interested in demonstrating their support of Pride and the queer community, you can check out the Trevor Project. The Trevor Project is a crisis service for LGBTQIA+ teens and youth, with a focus on suicide prevention and harm reduction. Tobias told me that the Trevor Project was meaningful to him growing up and that he knows there are many people who are struggling internally and may be experiencing serious mental health issues.
Pride Month, while it is a celebration, acknowledges and commemorates the Stonewall Riots. For Tobias, Stonewall represents, much like Pride, the direct action that is needed to courageously challenge systems of oppression. Pride is also a time to recognize the allies, advocates, and accomplices around us. Tobias quickly identifies his coworkers Laura Merriman and Anna Sutton as accomplices “mainly because of how accepted and comfortable I felt talking about myself with them from day 1. There were no assumptions made by either of them and it felt great to share this part of who I am with them.” Laura and Anna represent models for the rest of us in how to invite others into our spaces and work intentionally toward equity and belonging with care and compassion.
Equity and inclusion are aspirational, and Tobias suggests that, in order to guide our learning and growth, check out the Anti-Defamation League’s resources. Also, Tobias believes that “Something as small as a googling local orgs and celebrations in your area can do a world of good.” A simple Google search of “Pride in my area” will yield information about local organizations, Pride event sponsorship opportunities, and ways to participate in or attend a Pride parade. Further, Tobias believes that aspiration and representation are directly linked and challenges us to consider this in our work interactions and decisions, “Decision-makers and leaders that are part of the LGBTQ+ community have unique perspectives, and I think we can all aspire to lift those people up and give them a voice from the very top.”
Outside of work, Tobias challenges us to “aspire to think about heteronormativity and how [we] can be more inclusive in [our] thinking, using gender-neutral terms like ‘partner’ to refer to our significant other is one example, be mindful that not all sexualities exist on a binary, and not all assumptions about people you make are true.”
With Pride Month upon us, I urge all of us to exhibit care, compassion, and courage as we aspire to be more equitable and inclusive. Remember that Pride is a celebration as well as a commemoration and find a way to participate in Pride events. Otak is working with Pride NW to encourage volunteering among our staff. If you’re interested you can use this sign-up sheet to choose the volunteer opportunity for Portland Pride that is right for you.
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