Ds uw bothell

UNIVERSITYOF WASHINGTON BOTHELL STUDENT HOUSING

STATEMENT OF QUALIFICATIONS Architectural Services

UW Bothell Student Housing Project #204763 Bothell, WA 22 October 2015

TABLE OF CONTENTS 1

COVER LETTER

2

RELEVANT EXPERIENCE

3

MANAGING SCHEDULE + BUDGET

4

PROJECT MANAGEMENT APPROACH

5

PERMITTING + REGULATORY KNOWLEDGE

6

SUSTAINABLE DESIGN EXPERIENCE

7

STAFF EXPERIENCE + AVAILABILITY

8

STAFFING PLAN

9

PAST PERFORMANCE IN SBE, DBE AND MWBE UTILIZATION AND OUTREACH PLAN

10

REFERENCES

11

ACCEPTANCE OF STANDARD CONTRACT

1511 Third Avenue, Suite 300 Seattle, WA 98101

Tel 206.686.0170 Fax 206.686.0171

www.dimellashaffer.com

22 October 2015 Ms. Jeannie Natta University of Washington Capital Projects University Facilities Building Box 352205, Seattle, WA 98195-2205 Reference: Statement of Qualifications for Architectural Services for UW Bothell Student Housing Dear Ms. Natta and Members of the Selection Committee: This student housing project will be a catalyst for the growth of UW Bothell. DiMella Shaffer’s Seattle-based team is ideally situated to assist you in this next development of the campus.

Our national design perspective brings an enlightened view of student housing as refined at your peer institutions. We have completed awardwinning, campus-redefining residential projects for higher education institutions across the country. Our experience designing for the unique opportunities and challenges of campus residential areas means that the interests and needs of all stakeholders are well considered. Our built residence halls are elegant, sustainable projects that run efficiently, appeal to students, and reflect a campus focused approach that will serve UW Bothell well. We have successfully designed more than 7,500 student beds in the last decade in a full range of residence types - traditional dorms, suites, semi-suites, and apartments. We bring a fresh perspective to the University of Washington and offer deep experience designing similar projects for some of the most highly regarded universities in the country.

DiMella Shaffer is a unique firm. While we have a national presence, delivering design projects across the country, we are relatively small. With just over 70 people, we are able to successfully deliver projects from Seattle, to Dallas, to Chicago, to New Hampshire. We are able to do this through a core group of senior professionals who have worked together for over 15 years. This has resulted in the mutual trust, friendship, and confidence of our leaders to guide projects, wherever they are located, through a rewarding and successful design process.

Our design process is developed in concert with qualified CM/GC teams, assuring that our buildings are cost effective, durable and follow the best construction practices for the building type. We believe that, along with good design management, a Contractor/Architect partnership from the earliest stage is the best way to deliver value to our clients, resulting in quality buildings with lower initial cost. This belief is the reason that many of the residence hall projects we have completed were delivered as Design/Build; we enjoy working in a construction focused design environment. For this project, a CM with considerable understanding of the 4-over-1 construction type in this construction market will be the key to a successful, low-risk project.

The timing of this project is ideal. The team we have proposed has the experience to design and manage the project efficiently within the projected time-frame. I will personally manage and administer the project from our Seattle office, where the early design stages will be produced. As the project moves into Construction Documents, we will draw on an expanded team in both our Seattle and Boston offices.

This is a document production method we have perfected to deliver projects throughout the country. This level of service with high levels of principal involvement is the reason world class universities like Boston College, Harvard University, Tufts University, The University of New Hampshire, and Northeastern University have repeatedly turned to DiMella Shaffer to plan and design their state-of-the-art residential, dining, and academic facilities. The resulting sucessful projects respond to their institutional needs and uniquely reflect the schools which they serve.

We have reviewed and aknowledge Addendum No.1 posted on the University’s website.

We look forward to speaking with you further about this project.

Sincerely,

Steve R. Keyser AIA, LEED AP Principal and Design Director skeyser@dimellashaffer.com

DiMella Shaffer is an award winning architectural, planning and design firm with offices in Seattle and Boston and a talented staff of 70+ architects, planners, and interior designers. Founded in 1965, DiMella Shaffer established an office in downtown Seattle in 2008 to better serve our college clients in the Northwest. From this base, we bring lessons learned from our national portfolio of award winning innovative campus buildings to the University of Washington. We are known for delivering award winning, high-performance, sustainable buildings that create long-term value for our clients through continuous operation cost savings, while at the

2 RELEVANT EXPERIENCE

same time improving the local and global environment in which we all live. Following a pragmatic approach, we focus on teamwork, strong management leadership, and innovative thinking to ensure our planning and architectural vision meets each client’s needs, goals, and budget.

We approach projects like the University of Washington Bothell project from four distinct areas of strength, each woven into an integrated project approach that will serve this project well.

Shaping the Future of Academic Design Design that transforms the student experience is represented through our work with state university systems and private colleges. Our design approach is focused on delivering learning environments and student housing facilities that foster interaction among students, strengthen social connections and encourage the learning experience to continue outside of the classroom. We create spaces for students to excel—an environment that enhances student life, provides a positive campus experience, and attracts students well into the future.

AWARD WINNING, SUSTAINABLE, STUDENT-LIFE PROJECTS Our student residences, dining and associated programs are designed to strengthen connections and invigorate open-spaces.

The buildings visually compliment the campus, shape and support social interaction, and are tuned to support the life and needs of the whole student. Our experience is in creating unique stateof-the-art student facilities that meet the social, economic and environmental aspirations of universities and students. This project is anchored by a need to create a new purpose built community of students, integrated with the greater campus masterplan and neighborhood. Our recent experience in master planning housing precincts and student support facilities like dining and recreation, will assure that this plan engages the aspirations of the University as a whole.

4

QUALITY STUDENT HOUSING PROJECTS Our expertise, developed through the design of student housing projects of 200 to 1,200 beds, will be leveraged to assure this planning project is a rich and well defined educational community.

The physical testing of building configurations and development strategies will be informed by the 6,500 student beds we have designed and built in the last 8 years. In support of this housing focus, we have programmed and built integral student dining commons and other student life support spaces. Most of our student residences have integrated dining services, student support

Recent Student Life Projects Olympia Place Apartments 231-bed Apartment Style Student Housing Kendrick Place Apartments 104-bed Apartment Style Student Housing Northeastern University, East Village 734-bed Traditional and Suites Residence Hall Graduate Residences at Johns Hopkins Medical School 550-bed Apartment Style Residence Hall

and conference/learning areas.

Garden Apartments, University of Albany, SUNY 1200-beds of Privately Financed Student Apartments

Our specific experience is anchored by student life projects,

Gables Residence Hall, University of New Hampshire 400-bed Apartment Style Residence Hall

which includes all housing types, construction types and delivery methods (often a 5 over 1 construction type). This sustainable and economically advantageous construction type will serve this project well. Our campus experience is combined with an even longer history of planning and design of multi-family buildings almost always constructed as Type V construction.

DESIGNED AND BUILT QUICKLY As you will note in the Schedule and Budget section, we are accustomed to designing and constructing housing projects on short schedules. Seldom have we had a design and construction period that was longer than 26 months from start of design to move-in (and often less than 2 years). With a GC/CM delivery method the schedule may be compressed, design and construction overlapped, with little risk to the university and the benefit of an early occupation.

As you review the projects on the following pages, you will find that in every case we bring a student centered campus design approach. We bring solutions that do much more than complement the existing, but are a catalyst for transforming a precinct and enriching the life of the student.

Residence Hall, University of Hartford 180-bed Traditional Style Residence Hall Residence Hall, Westfield State College 410-bed Apartment Style Residence Hall Marsh Hall, Salem State College 525-bed Suite Style Residence Hall Fairchild Residence Hall, University of New Hampshire 120-bed Residence Hall Renovation Keyes, Cushing & Hardey Residence Halls, Boston College 618-bed Residence Hall Renovation 66 Commonwealth Avenue Residences, Boston College 249-bed Residence Hall Renovation Wheelock College 135-bed Residence Hall Renovation Residence Hall, Bridgewater State College 436-bed Suite Style Residence Hall Harvard University Housing, Holden Green 140 Apartments, Historic Renovation Hammond Campus Center, Fitchburg State University 165,000 sf Addition and Renovation Mesick and Morse Halls, Simmons College 137-bed Residence Hall Renovation

MARSH HALL

SALEM STATE UNIVERSITY

To keep pace with growth, Salem State University, requested a new undergraduate residence hall and commons be built on their lower campus. To best meet their delivery, schedule, and budget, DiMella Shaffer teamed with Walsh Brothers for Construction Management services. The new residence hall contains 525 beds, is composed of a five-story south wing and has three levels of student accommodations in the north wing. A 320-seat dining hall is located on the ground floor of the north wing, and is supplemented by a convenience store. The public functions are located on the first floor of the north building, oriented towards the Bertolon School of Business and a future link to the North Campus in an effort to bring student interactivity and social engagement to those areas. The finished residence and dining hall received LEED Gold certification by including sustainable desig elements such as a green roof, bio-swales and a fan-free Valance cooling and heating system.

Completed: 2010 Key Team Members: Ed Hodges, AIA, Steve Keyser, AIA, Lee Braun, Peter Sydloski-Tesch American Society of Landscape Architects, Vermont Award of Excellence Boston Society of Architects: 2011 Boston Society of Architects: Education Facilities Award Boston Society of Landscape Architects: Honor Award

3 FLOORS OVER DINING HALL GC/CM DELIVERY

OLYMPIA PLACE

AMHERST, MA

5-STORY WOODFRAME DESIGN / BUILD DELIVERY

Olympia Place is a privately developed five story 98,000sf wood construction (Type III) student residence building composed of 73 apartments of mixed unit types with a total of 231 beds. Located on a site adjacent to the University of Massachusetts, it has been designed in a transitional zone between the campus and residential neighborhoods. The design features an irregular plan configuration which breaks up the mass of the volume into wings resulting in 11 gabled ends. These gabled ends present a domestic scale to the neighborhood and allow it to fit harmoniously with its neighbors.

Programmatically the building is tailored to the college town market, offering study rooms, communal work tables, informal gathering spaces, a cafĂŠ, a fitness center, ample bike storage and parking for a car share vehicles. The project is in association with Holst Architecture of Portland, OR and is on track to earn Gold certification under the LEED for Homes Multi-family Mid-rise Program.

Completion: 2016 (Currently in Construction) Key Team Members: Ed Hodges, AIA, Steve Keyser, AIA, Lee Braun

KENDRICK PLACE

AMHERST, MA

Kendrick Place is a five-story, 58,500 sf student residential apartment building in downtown Amherst. Using a 4-Over-1 approach, four stories of wood construction (Type 5A) are built above a single story steel framed podium (Type 1A). A mix of studio, single, three and four bedroom units result in 36 apartments with a total of 104 beds. This off campus housing, is tailored for the college town market. However, unlike Olympia Place, this is an urban building designed in accordance with the City’s initiative to maintain a vibrant downtown.

The materiality and first floor retail blend this building in color and activity with the existing commercial buildings along East Pleasant Street. The ground floor includes the residential lobby, cafĂŠ, retail spaces, and parking for a car share program. The building is clad in locally sourced red brick and Atlantic white cedar and is anticipated to earn Gold certification under the LEED for Homes Multi-family Mid-rise Program. Kendrick Place is in association with Holst Architecture of Portland, OR. Completed: 2015 Key Team Members: Ed Hodges, AIA, Lee Braun

4-OVER-1 WOODFRAME DESIGN / BUILD DELIVERY

EAST VILLAGE

NORTHEASTERN UNIVERSITY

TRADITIONAL DOUBLES WITH EN-SUITE BATHS GC/CM DELIVERY

To alleviate the housing crunch, Northeastern University turned to a private development partnership to create student housing on part of the former YMCA gymnasium site in the historic Fenway district of Boston. The new 17-story, 734-bed residence hall houses freshman Honors Program students in traditional double bed units sharing a bath and upperclassmen in suite-style apartments. Four classrooms are located at the basement level to help meet the increasing demand for educational space on campus. Student lounges are located on each floor to encourage social interaction, with the largest student gathering space located at the ground floor. A large faculty conference hall is located on the 17th floor, offering dramatic views of downtown, Boston. This project is also pursing LEED Gold certification.

Completed: 2014 Key Team Members: Steve Keyser, AIA, Peter Sydloski-Tesch

THE FUSE

165 CAMBRIDGE PARK DRIVE

The Fuse, located at 165 Cambridgepark Drive in Cambridge, MA adjoins the Alewife Reservation, a unique natural landscape in an campus setting. The site is also situated in close proximity to a mass transit hub and an extensive network of bike and walking paths.

These attributes presented DiMella Shaffer with unique design opportunities to create a residential building that acknowledges its urban context and embraces the adjacent natural environment.

The project provides 244 units of rental housing and amenities that a promote modern, active lifestyle. In addition to the at-grade courtyard, two raised outdoor spaces have been provided with amenities for outdoor living and resident social interaction.

Completion: 2016 (Currently in Construction) Key Team Members: Ed Hodges, AIA, Steve Keyser, AIA, Lee Braun

5-OVER-1 WOODFRAME GC/CM DELIVERY

RECENT ADDITIONAL RESIDENCE HALL EXPERIENCE

BRIDGEWATER STATE UNIVERSITY CRIMSON HALL AND DINING CENTER

WESTFIELD STATE UNIVERSITY NEW HALL

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UNIVERSITY OF NEW HAMPSHIRE THE GABLES

UNIVERSITY OF HARTFORD HAWK HALL

RECENT ADDITIONAL DINING HALL EXPERIENCE

FITCHBURG STATE UNIVERSITY CAMPUS CENTER AND DINING HALL

SIMMONS COLLEGE THE FENS DINING HALL

SALEM STATE UNIVERSITY MARSH DINING HALL

HARVARD UNIVERSITY CRONKHITE GRADUATE CENTER

ARCHITECT-ENGINEER QUALIFICATIONS

1. SOLICITATION NUMBER (if any)

PART II - GENERAL QUALIFICATIONS (if a firm has branch offices, complete for each specific branch office seeking work.)

2a. FIRM (OR BRANCH OFFICE) NAME DiMella Shaffer Associates, Inc.

3. YEARS ESTABLISHED 1967

2b. STREET 281 Summer Street

4. DUNS NUMBER 051789295

5. OWNERSHIP

2c. CITY Boston

2d. STATE MA

2e. ZIP CODE 02210

a. TYPE

Corporation

6a. POINT OF CONTACT NAME AND TITLE

b. SMALL BUSINESS STATUS

Ed Hodges, Principal 6b TELEPHONE NUMBER 617.426.5004

6c. E-MAIL ADDRESS ehodges@dimellashaffer.com

7. NAME OF FIRM (if block 2a is a branch office)

8a. FORMER FIRM NAME(S) (if any)

8b. YR. ESTABLISHED

Huygens & Tappe, Inc. / Huygens & DiMella, Inc./ Huygens DiMella Shaffer Associates, Inc.

c. No. of Employees

b. Discipline

Code

1967 / 1981 / 1987

10. PROFILE OF FIRMS EXPERIENCE AND ANNUAL AVERAGE REVENUE FOR LAST 5 YEARS

9. EMPLOYEES BY DISCIPLINE a. Function

8c. DUNS NUMBER

(1) Firm

a. Profile

(2) Branch

Code

b. Experience

c. Revenue Index Number (see below)

02

Administrative

7

2

B01

Dormitories

6

06

Architect

21

1

C13

Computer Facilities; Computer Services

2

08

CADD Technician

34

1

D07

Dining Halls; Clubs; Restaurants

2

37

Interior Designer

2

E02

Educational Facilities; Classrooms

5

H11

Housing (Res., Multi; Apts; Condos)

6

I05

Interior Design; Space Planning

5

L01

Labs; Medical Research Facilities

3

L04

Libraries

3

O01

Office Buildings; Industrial Parks

4

P06

Planning

3

Other Employees Total 11. ANNUAL AVERAGE PROFESSIONAL SERVICES REVENUES OF FIRM FOR LAST 3 YEARS

64

4 PROFESSIONAL SERVICE REVENUE INDEX NUMBER

1. Less than $100,000

6. $2 million to less than $5 million

1

2. $100,000 to less than $250,000

7. $5 million to less than $10 million

b. Non-Federal Work

8

3. $250,000 to less than $500,000

8. $10 million to less than $25 million

c. Total work

8

4. $500,000 to less than $1 million

9. $25 million to less than $50 million

5. $1 million to less than $2 million

10. $50 million or greater

(Insert revenue index number shown at right) a. Federal Work

12. AUTHORIZED REPRESENTATIVE The foregoing is a statement of facts.

a. SIGNATURE

b. DATE 10/22/15

c. NAME AND TITLE

Ed Hodges, Principal

STANDARD FORM 330 (6/2004) PAGE 13

BUDGET Our success at managing costs on residence hall building design projects has been achieved through a thorough process of analysis and evaluation during the planning and design phases. We know that the most critical phase of proactive cost control is during the pre-construction period. It is during this stage that you can control 90% of the costs versus approximately 10% after construction documents are completed. The initial efforts to define this project are key to project’s success.

3 MANAGING SCHEDULE + BUDGET

Controlling the project budget and schedule is a primary concern of every client. DiMella Shaffer’s expertise in quickly delivering high quality student residence projects is due to the acute need for more beds on campuses over last decade. We are keenly aware of the need to open the doors to incoming students on schedule each fall and our processes are geared around the certainty of this requirement.

The needs, aspirations, and expectations of students is evolving and establishing the appropriate quality and level of amenity is difficult.

Furthermore, the goals for the engagement of the student and the support of the emotional, social and academic needs of the student has evolved over the years and will continue to change over the life of any new development. This puts new pressures on the budget of projects.

The very recent data you have gathered from the West Campus projects, combined with our extensive cost, program and lifecycle data from other universities will allow our team to put the opportunities and roadblocks on the table quickly. From this, we can create a road map to long term development of this community that meets the University’s aspirations and financial constraints. The lessons learned on West Campus will inform this process at many levels. Building construction type, building systems, and existing building valuation knowledge will be gleaned from that process and evaluated for applicability for Bothell. We will combine that with a wide range of lessons learned nationally to refine the housing types and construction methods to best fit the University of Washington, Bothell campus. Significant differences in context and character of the Bothell campus will also inform the configuration of materials and ultimately, the costs of this project.

Establishing a sound project cost basis during the early schematic phase is a key to creating a successful project. Our team, with the help of our cost consultant, will analyze and verify the studies of the Development Manager by breaking down the design studies by systems and applying current industry standard unit costs as informed by the cost estimator’s database from similar projects.

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Successful pre-construction pricing and cost control is a continuous process, not three or four individual pricing presentations. Through continuous pricing of each individual piece and system and the constant flow of communication among the project team, achieving the budget is a systematic, constantly evolving process not highlighted by surprises. The ultimate goal of a pre-construction process is to build the project on paper and create a set of drawings aligned with the owner’s budget.

We develop pre-construction pricing for all of our projects and have been very successful in maintaining these early pricing benchmarks throughout the process of building design and construction.

Our job is to guide the process and deliverables from project initiation through construction documentation and construction administration. Involving a general contractor from the initial stages of design is the most effective way of keeping a project on budget and on target. This is the best way to project and predict construction costs. By having a contractor as part of the team, we all work together to efficiently design a building that makes the most of the construction dollars; and with multiple budgetary feedback at key checkpoints (for example at 100% SD, 100% DD and permit intake), we can avoid the complication of extensive Value Engineering after the construction documents are completed.

This process allows us to establish a common vision and incorporate the contractor’s (and subcontractor’s) ideas throughout the process in a more seamless fashion, saving both time and money.

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SCHEDULE DiMella Shaffer has expertise with quickly delivering high-quality student residence projects due to the acute need for a greater number of beds over last few years. We are keenly aware of the need to open the doors to incoming students each fall and our processes are geared around the certainty of this requirement.

Our experience, as shown on the following schedule, enables us to meet schedules as short as 19 months for 800 new beds. More commonly, we have delivered new construction projects of 400-500 beds in 19-22 months from the start of design to occupancy.

As an example, our 400 bed project for the University of New Hampshire had the first design meeting on December 11. We were in the ground by March, with the entire, new construction project completed and ready for fall occupation in 21 months. We are well versed in the strategies for having an inclusive process and progressing quickly. At the University of New Hampshire, we presented and resolved design issues, small and large, on a weekly basis.

We have found most universities to want to deliver their income generating new student residences as quickly as possible, often compressing design and construction schedules to achieve the first possible fall opening. We have developed processes to make this achievable without undo risk to the University. For this reason we have outlined at the right the schedule process paths that we feel will allow the required time to define, design, permit and deliver the project in a way that will assure success. The upper 2018 opening date scenario is benched-marked to some of our similar residence hall projects at the same time scale (lower chart). Based on our experience we do not see this project schedule as outlined by the team to be difficult or risky to the University.

UW Bothell Schedule for a Fall 2018 Occupation

Chart of phases anticipated to complete first Project of the UW Bothell Student Residences and Dining Hall

2016

2018

2017 e

e

Worksessions

Concept Design (Development Manager)

Concept

SD: 3 months

DD: 3 months

CD: 5 months

CM Preconstruction Services

Bidding Open

Construction 16 months PUD Revision Building Permit

red dates represent possible Architectural Commission Review

Design and Construction of Our Recent Student Residence Projects at Same Scale The chart below illustrates the design and construction timeline of similar projects completed by the DiMella Shaffer team.

Residence Hall (2007)

410 beds Westfield State College

Student Apartments (2005)

CD: 3months Construction :16 months

Open

SD: 2 months DD: 2 months CD: 4 months Construction :16 months

Open

SD: 3 months DD: 3 months CD: 5 months Construction :16 months

212 beds Residence Hall University of (2007) Hartford 535 beds Residence Hall Salem State (2010) College 1200 beds Student Apartments University of (2002) Albany Residence Hall (2011) Residence Hall

249 beds (2006) Boston College 120 beds University of New Hampshire,

DD: 2 months GMP

436 beds Bridgewater State College

540 beds Boston College

SD: 2 months

Student Apartments (2006)

Residence Hall (2008)

Open

SD: 2 months DD: 2 months

Proposed Schematic Design start for UWBothell

416 beds University of New Hampshire

CD: 3 months GMP

Construction :14 months

Open

SD: 3 months DD: 3 months CD: 6 months Construction :17 months

Open

SD(during RFP stage) DD: 1 m.

CD: 3 months Construction :17 months

Open

SD: 4 months DD: 4 months CD: 3 months Construction :10 months

Open

SD: 2 months DD: 2 months CD: 5 months C: 8 mo.

Open

SD: 2 months DD: 2 months CD: 2 months Const: 9 mo.

Open

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SCHEDULE AND BUDGET

COMPARISON OF FIVE PROJECTS

SALEM STATE UNIVERSITY

MARSH HALL Estimated Cost: $ 47 M Final Cost: $ 46.8 M Estimated Completion: July 2010 Final Completion: August 2010

BRIDGEWATER STATE UNIVERSITY

CRIMSON HALL Estimated Cost: $ 39 M Final Cost: $ 38.3 M Estimated Completion: June 2007 Final Completion: August 2007

UNIVERSITY OF HARTFORD

NEW HALL Estimated Cost: $ 26 M Final Cost: $ 25 M Estimated Completion: August 2005 Final Completion: September 2005

UNIVERSITY OF NEW HAMPSHIRE

THE GABLES Estimated Cost: $ 34 M Final Cost: $ 33.7 M Estimated Completion: August 2006 Final Completion: July 2006

KENDRICK PLACE

KENDRICK PLACE Estimated Cost: $12.3 M Final Cost: $ 11.3 Estimated Completion: August 2015 Final Completion: October 2015

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4 PROJECT MANAGEMENT APPROACH

The reality of both the complex tasks we undertake and the organization of our society reveals that most major accomplishments of our age are the result of team achievements, not individual success. The DiMella Shaffer team has demonstrated success in its ability to work in strong collaboration with clients, consultants, sub-contractors and end users. We propose to bring to the University of Washington a cohesive, collaborative effort integrating design and construction services that we have refined over the last five years on a number of similar projects. The keys to an effective management approach are strong team leadership, clear communication, and a core set of procedures to manage quality, schedule, and budget.

A PROCESS OF COLLABORATION As a design team, we are committed to a collaborative and rigorous planning process. We have developed work processes that embrace a collaboration that results in better projects, ensures all interests are represented, and makes for a more engaging and enjoyable experience.

Our team does not approach a project with preconceived notions of the end product but with a wealth of experience and open minds capable of guiding the development of a concept to its natural completion. We propose bi-weekly meetings, each with an agenda defined at the beginning of the process to allow the appropriate participants to be at each session.

TEAM LEADERSHIP Effective team leadership begins with a strong Project Manager.

We are referring not only to the individual’s skill set, but also to the position that this person plays in the organizational chart of the job. The Project Manager functions as the day-to-day contact for both the client and the consultant team. They are at the center of the project, and are best positioned to make decisions with all the information pertinent to a particular issue and time. It is their job to know everything about the project or where to find the answer.

They control the workflow of the overall project in order to meet the agreed-upon schedule milestones and delegates tasks to the most efficient team member or consultant. In addition, the PM controls the message up to the client team and down to the project team through the project to make sure the message is clear and consistent.

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Equally important, is the role of Project Designer (PD). The PM and PD function like co-directors of the project, bringing their individual skill sets to bear respectively on management and design. The project designer, working closely with the Principal-in-Charge, sets the overall conceptual direction. The PD is the primary client interface for design issues during the project as well as the team’s resource for maintaining design intent as the building moves through CD’s and into construction. Working collaboratively with complementary skills, the Project Designer and Project Manager keep all aspects of the project moving forward. These two team members are supported by a high degree of Principal involvement early in the job.

CLEAR COMMUNICATION

With input from the client team, the goal is to align the team with the client and adapt our process to the way the client likes to work.

This allows us to hierarchically organize the management and information flow around the client’s priorities of the projects various parameters – quality, schedule, budget, image, etc., constantly reinforcing those goals to the project team. Familiarity is another contributing factor to strong team leadership. Because the design team has recently worked together, all of the normal learning curve activities that a design team goes through at the beginning of a project are eliminated. We can proceed with previously established standards including meeting notes, the ftp site, document exchange and sharing design information in the CAD/BIM environment. Our people will be familiar with each other’s activities and procedures from the beginning of the schematic design phases through construction documentation, administration and final occupancy.

DiMella Shaffer seeks an interactive, participatory approach, beginning with attentive listening to the client’s needs. This multifaceted and dynamic process requires the active participation of all members of the greater project team so that informed decisions can be made and any adjustments to the program/ schedule can be accommodated. We propose that regular meetings are held at intervals appropriate to the project pace.

Initially, programming meetings or workshops with the identified stakeholders will allow the consultant team to hear the goals and vision for the project.

Successful projects have effective communication. This starts with the ability to listen. It is only after all the stakeholders have been heard that the best decisions can be made. Next is the feedback stage, where the team demonstrates through the program/design that it has listened to the stakeholders. We will be communicating with sketches, models, email, meeting notes, and digital photos so it important to agree on communication protocol early as to the hierarchical use of each. The documentation of the decisions and their communication to the consultant team and ultimately to the contractor closes the communication loop for the project.

Because of the unique circumstances of each project and the diverse user group and goals for the building and surroundings, we will initiate input from a wide range of campus participants including: ▪ ▪ ▪ ▪ ▪ ▪ ▪

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University Architect and Campus Planning Housing and Food Services, Operations, Maintenance Capital Projects Office, Planning and Development, Administrative Services Student/Users, Current Students, RA’s, Faculty Advisors Public Safety UW Sustainability Other campus services

By engaging all populations and stakeholders, we hope to address the current needs, future growth, site opportunities and the unique requirements of the assumed residential population. The members of our team, led by Steve Keyser, are by nature collaborative in their work styles and open-minded in their search for design solutions.

Simultaneously, in-house meetings will take place on a weekly or bi-weekly basis where the architect and consultant team are coordinating and resolving issues as well as identifying the next level of issues that will need client input or decisions.

To document all of this information, we will utilize meeting minutes with action items to keep people informed and reminded of their responsibilities. These will be emailed to all stakeholders and tracked through Newforma, a software that runs on top of Microsoft Outlook and automatically generates logs and electronic records of accountability for electronic communication. The feedback stage of the project communication begins with the early development of multiple design ideas – physical studies that reflect our initial reactions to what we heard, the initial requirements and program of the building and the site. Far from being solutions, these concepts are rather like test vehicles or hypotheses intended to illuminate the problem at hand and to act as points of departure in the design process, engaging the direct involvement of the client team. We continue this process back and forth until a workable direction for the project is agreed on in the programming/ feasibility study and schematic design phases.

The collection of decisions that are made in these initial phases of the project are gathered into a Basis of Design document that will guide the team as the project moves forward.

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5 PERMITTING AND REGULATORY KNOWLEDGE

Our team has been designing residences for public and private clients for more than 50 years. During this time we have worked with cities and county agencies throughout the country on Institutional Master Plans, Master Use Permitting, Building and Planned Unit Developmentt Permitting, Environmental Impact Statements and SEPA reviews. Much of our residential work is Type I / Type V construction. We know student housing project types inside and out having designed over 6,500 student beds in the last decade. Our team has permitted recent and relevant work in Type V over Type 1 construction in many cities across the country.

Our team has been based in the Seattle area for the last 8 years and developed projects both within and outside of the city of Seattle.

Our Principal, Steve Keyser AIA, LEED AP will lead the efforts of planning and permitting of this project.

Our team offers the project a firm commitment to immediate availability to address urgent design, permitting, or constructionrelated issues. Even in this age of instant electronic communications and video teleconferencing, there is often no substitute for realtime, on-site, face-to-face meetings. Sometimes, the ability to convene such meetings in a timely manner can have significant impact upon project costs or schedule. Time is money, and when the activities affected fall into the critical path of the project timeline, a failure to help resolve a problem expeditiously because of unavailability becomes untenable. Our team will be there when you need us.

UW BOTHELL CAMPUS The addition of purpose-built student residences in the core of campus is a significant and important development of the campus masterplan and will improve the success of students and the attractiveness of the campus for new students. We believe that the choice to maximize the density of development on the upland parcels identified is a wise approach. In the design of student living, density is a critical factor in creating a strong social environment for the students. Adding a dining component to this first major housing project is also advantageous to building community and belonging amongst the students.

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SUNRISE VALLEY NEIGHBORHOOD

PROJECT SITE

BOTHELL CAMPUS PLANNED UNIT DEVELOPMENT (PUD) Like much of the recent growth of campus this student housing was not full anticipated within the 1999 Planned Unit Development with the City of Bothell. Much has changed since that early process.

Increases in parking, improved campus access, and increased allowable density of students (up to 10,000) have required minor (and major) modifications to the original PUD. This project will likely be no different. This project is generally within the intent of the UWB/CCC 2010 Masterplan (Revised 2011) but will likely require updates to PUD if they have not been approved prior to the beginning of the project.

ZONING SETBACKS FOR 45’

While it is expected that this project will be well received by the City of Bothell, based on the objectives of City of Bothell 2015 Periodic Plan and Code Update (adopted July 7, 2015), the MUP modification process will affect the project schedule early in the design. The public review process includes review and comment periods, with an overall city process of up to 120 days after all documentation is confirmed by the city. In order to expedite this approval we assume that the work of the University’s planning consultant leading to this project start will, after verification by the design team, substantially form the basis of the design team’s preparation of PUD revision documentation. On our schedule (Section 3) we have identified an early process start (1 month into the design) for this PUD work, with a goal of an approved PUD Revision by the end of June 2016. This enables a comfortable Building Permit duration, ending November 2016. With this schedule the site and foundation bid packages could be released early if desired.

UNDERLYING ZONING The Campus is within Bothell’s Downtown Sub-area / Campus designation. Much of this building site development requirements will be controlled by the PUD and its revisions as noted above.

However the underlying zoning will still define the overall constraints of this site.

Height The zoning on the proposed site allows a maximum building height of sixty-five feet. The building discussed is a 4 story building with a presumed maximum height of 45’ – well within the building height restrictions.

Setbacks The required setbacks for this site unless adjusted within the PUD are 25’ from major street (east side), and 10’ on the side and rear yards (north, west and south sides).

Exceptional Conditions Because of the abutting single family residences in the adjacent Sunrise Valley View Neighborhood (due west of the parcel), the western HIEGHT BUILDING edge of the site is restricted in the distribution of building height above 35’. After the standard setback of 10’ on the neighborhood abutting edges of the property, the building will be required to be set back additional 3’ for each foot of building height over 35’. Given the anticipated 45’ of height for this project that would require a total setback on that western parcel edge of 40’ (10’ + 30’). This would result in an approximate developable area of 83,000 sf, which should be enough total site to carefully place a 4 story building footprint of 30-40,000 sf.

We assume that the planning studies to date work within this approach, rather than requiring an exception to the underlying site restrictions.

Our experience with 4-over-1 and other forms of wood frame residence halls, as well as a depth of student dining facilities will allow our team to quickly clear the hurdles of building construction design and approvals. We know what is expected of us in order to move our projects through permitting in the cleanest and most efficient way possible, to review and resolve potential issues, verify requirements, and build support and consensus on this project working from the concept design and site planning provided by the university through the Development Manager.

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DiMella Shaffer’s extensive sustainable experience and green design research has been refined for campus projects and has resulted in campus residences at all LEED certification levels. Core to our efforts on this project will be the management of an integrated design process that includes eco-charettes and sustainability focused design workshops at the outset of the project. Our team seeks to collaborate on high-performance solutions that create long-term value for the users through continuous operation cost savings, while at the same time improving the local and global environment in which we all live.

6 SUSTAINABLE DESIGN EXCELLENCE

Our experience in green design proves that environmental, social, and economic sustainability are achievable – in every project.

Many of our staff are LEED Accredited, and the majority of our projects are pursuing sustainability benchmarking systems. Our internal Sustainable Design Committee educates staff, peers, and clients in green building practices; we have been conducting Building Performance Evaluations since 2005.

Steve Keyser, our Director of Design and Project Manager, will be our team’s LEED certification coordinator. Steve’s LEED experience includes a 60,000 sf Zero-Net Energy classroom project, a LEED Platinum certified office space, a LEED Gold residence hall and several additional sustainable student and multi-family housing projects. Essential to creating this level of sustainability in a project are sub-consultants that also deliver sustainable solutions for university housing in the Northwest, particularly for the MEP systems.

ENERGY AND THE BIG PICTURE When it comes to the pursuit of smart sustainability, much of our focus is on the long-term energy performance of the building. The reason is simple—system performance that conserves energy will pay for itself over time, while reducing the environmental footprint of the building.

Proven technologies that are durable and high-performing make up the core strategies used at almost all of our student residences.

Building orientation, performance building envelopes, natural ventilation, efficient HVAC systems, smart lighting strategies, and energy recovery are energy saving strategies that are employed.

Often times innovations have reduced the long term maintenance and increased the life-cycle of these projects, innovations like Valance heating and cooling (“chilled beam”) in use at the LEED Gold Salem State University Residences that eliminates the fans typically associated with heating units in rooms—a continuous source of energy use and maintenance.

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A WHOLE PROJECT APPROACH Making a green building is more than layering a series of initiatives and independent small efforts, each with its own idiosyncratic behavior and potential risk. Our team will help UW discover the specific sensible strategies that will synergistically make these projects forward thinking, environmentally sustainable campus buildings that perform all of their functions without worry. At the University of New Hampshire, campus sustainability initiatives centered around creating sound buildings where durability was prized and high-tech solutions were discouraged. A previous “solar house” experimental project on campus was a failure that did not recognize the long term disposable nature of some technology and building methods—a distinctly non-sustainable approach. On that campus our multiple residence projects have centered on the creation of high performance skins made of local bricks and slates, efficient mechanical systems assisted by the use of heat recovery and an effective natural ventilation approach that includes using the building’s thermal mass to help eliminate the need for air conditioning.

MATERIAL AND FINISH SELECTION As designers of sustainable residence halls, we are continually researching new technologies and materials for use in our projects.

Our approach is simple: environmentally sensitive products must perform as well, long-term, as their counterparts and be easily maintained. “Green” products that must be replaced often are not valuable in a university setting. In 2006, we completely revisited our standard specifications and revised it to include many environmentally friendly, high-performing materials including those that include recycled content and low VOC content; we found that the cost differential that had previously existed had disappeared due to market changes and EPA standards.

Sustainable strategies, in our experience, can be delivered within budget. Many strategies have little or no impact to the construction budget when considered early in the process as part of the whole.

We strive to find synergies between strategies, to achieve the biggest bang for our client’s buck, both from a first cost and operational cost perspective. In addition, we can assist clients with available rebates and incentives.

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LEADERSHIP PROCESS Sustainable design works best, and is retained on the project, when it is planned for from the beginning. Before pen goes to paper, a comprehensive team of stakeholders need to gather for a visioning session and focus on sustainable strategies for the project.

Important factors such as site analysis, climate considerations, building programs and operations and the interior environment are tackled first. Ideas for different sustainable strategies are brainstormed, then evaluated and compared against the LEED checklist as a framework for discussion and a guide for the consultant team through the design and development process.

After this brainstorming, the consultant team holds a working meeting to explore the strategies in detail and ensure that sustainable design is embedded in the project. Through the design process, from site planning, building orientation and storm water management to building performance modeling, construction and commissioning, green audits, and measurement and verification, are conducted internally and with our consultants to maintain the green objectives and review their application within the budget.

Early collaboration of the consultant design team ensures that sustainable concepts are integrated across disciplines and are at the forefront throughout the entire design process, rather than being an add-on feature at the end. Each member of the project team has delivered LEED projects and is familiar with the requirements of LEED and submittal documents. Guided from the beginning by our team of experienced professionals, sustainable design is achievable, not overwhelming, and cost-effective, not budget-busting.

LEED Certified Projects Zero Net Energy North Shore Community College, Student Center; Danvers, MA

Platinum Fraunhofer Center for Sustainable Energy Systems; Boston, MA

Gold Armed Forces Retirement Home, Washington, DC (pendi Cape Cod Community College; Barnstable, MA Massachusetts Department of Fire Services; Stow, MA Nixon Peabody; Chicago, IL Salem State University, Marsh Hall; Salem, MA North Shore Community College Allied Health Center; Danvers, MA Cadmus Group; Waltham, MA Benfield Farms; Carlisle, MA

Silver Bridgewater State University, Crimson Hall; Bridgewater, MA Wheelock College, Riverway House; Boston, MA 5 Channel Center; Boston, MA (pending) 929, Graduate Student Housing; East Baltimore, MD East Village at Northeastern University; Boston, MA (pending) Fitchburg State University, Hammond Campus Ctr; Fitchburg, MA (pending) Salem State University, Fitness Center; Salem, MA (pending) 165 Cambridgepark Drive; Cambridge, MA (pending)

PERFORMANCE CASE STUDY

NORTH SHORE COMMUNITY COLLEGE , HEALTH PROFESSIONS & STUDENT SERVICES

LOCATION: Danvers, MA COMPLETION DATE: October 2011 CLIENT: Department of Capital Asset Management and Maintenance (DCAMM) CONSTRUCTION MANAGER: Walsh Brothers In 2007 the sustainable experts at DiMella Shaffer were asked by the Governor of Massachusetts to define a greener future for the state. As participants in the Governor’s Zero-Net Energy Task Force, our challenge was to define the most effective energy strategies for state funded projects with Zero-Net as the target, paving the way for a 2030 Challenge approach for all state work. The result was the design of a 60,000 sf Zero-Net Energy building at North Shore Community College. The building has been designed to provide virtual energy independence in life-cycle terms at no cost to the state than a typical state funded college project.

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Classrooms and laboratory spaces

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LEED Platinum

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62% less energy than typical building

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Daylighting optimized

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Energy efficient building envelope

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Ground-source heating and cooling

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315 kW of photo-voltaic power

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Green roof, bio-swales, raingardens

PERFORMANCE CASE STUDY SALEM STATE UNIVERSITY, MARSH HALL

LOCATION: Salem, MA COMPLETION DATE: August 2010 CLIENT: Massachusetts State College Building Authority CONSTRUCTION MANAGER: Walsh Brothers This LEED Gold residence hall for 525 freshman students is a lean and efficient project that uses 58% less total energy than a baseline building (ASHRAE 90.1). However, the invisible performance is much deeper and includes many innovations including those listed below. In addition to inherent performance advantages, almost all of the sustainability features built and represented here will improve the usability of the systems long term by: reducing the amount of mechanical devices (incl. fans), by prolonging the useful life (incl. green roofs, magnetic bearings and LED lighting), and by reducing use (incl. lighting/CO2 controls and low flow water fixtures).

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Residence hall and common areas

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95% pre or post consumer structural steel

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Locally sourced slate and copper

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High performance skin

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Zero or low VOC c paints, sealants & carpet systems

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Fan-free Calance system for cooling & heating

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LED, low-voltage lighting

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Low-flow flush valves

Our team’s core strength is in higher education facilities. Our experience in educational programming and design covers a broad range of student life and learning environments. We bring a collective depth of experience to our clients. Our team members’ understanding and knowledge of campus planning and student housing design encompasses projects that span decades of practice and contributes to their comprehensive understanding of design today.

7 STAFF + AVAILABILITY

They provide just the right balance between following all of our very specific design guidance and offering us creative ideas that are often outside our parameters. The result is something that fits our campus, but adds a new dimension.

We propose a unified design team with complementary strengths for this project. The hands-on DiMella Shaffer team of academic designers will be led by Principals Steve Keyser, AIA, LEED AP and Ed Hodges, AIA, who have worked together for more than a decade on many major student residence projects.

Currently our workload is such that this project would fit perfectly with our staffing and capabilities. The result is that we will have the necessary support staff available throughout this project. Due to our extensive work with residence hall facilities over the last 10 years, we have extreme depth in this project type and we anticipate being able to easily staff this project with experienced student housing personnel. Our team members’ understanding and knowledge of campus building design encompasses projects that span decades of practice and contributes to their comprehensive understanding of design today.

Because everyone brings a distinct area of expertise to the team, we welcome and expect active participation in

- Douglas Bencks, University Architect, University of New Hampshire

the planning process.

On the following pages you will find the specific experience of they key staff on student residential projects similar in scale and type to those that are to be added to UW through this project. The experience highlighted includes many new residence halls and is focused on the support of student life.

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ED HODGES, AIA PRINCIPAL-IN-CHARGE

Principal and CEO Ed Hodges brings 30 years of architectural experience encompassing a broad range of projects including research and development, academic, corporate and commercial buildings. His unique approach to the architectural and development process matches an artistic eye with a practical hand. He strives for a specific expression and use of materials that affords each project a lasting character of its own. Ed’s design philosophy is that the buildings should represent themselves with distinction and bring delight to their users.

Education

North Carolina State University, Bachelor of Architecture North Carolina State University, Bachelor of Environmental Design Royal Academy of Art and Architecture, Danish International Studies Program

Registration

Registered Architect - Massachusetts, Connecticut, Vermont, New Hampshire, North Carolina, Maryland, JNCARB (#119458)

Relevant Experience The Fuse, Residences at Cambridgepark Drive In Construction 260,000 sf

The project provides 244 units of rental housing and amenities that promote modern, active lifestyles. In addition to the at-grade courtyard, two raised outdoor spaces have been provided with amenities for outdoor “living.”

Bridgewater State University Crimson Residence + Dining Hall Completed 2007 133,200 sf

408-bed suite-style residence hall, multi-use campus center and food court/ dining hall. Crimson Hall was the first LEED certified residence hall for Bridgewater University, the MSCBA, and DiMella Shaffer, as well as the second certified residence hall in Massachusetts.

Fitchburg State University Hammond Campus Center Completed Ongoing 174,300 sf

New exterior entrance programmed for public study lounges. Renovation of commuter cafe with additional seating could be provided to extend the cafe and study areas.

Kendrick Place Apartments Completed 2015 14,500 sf

Kendrick Place is a privately developed five-story, mixed-use multi-family housing project tailored to the college town market in Amherst, Massachusetts.

The project is in associates with Holst Architecture of Portland, Oregon.

Olympia Place Apartments Completed 2015 45,284 sf

Olympia Place is a privately developed five-story, apartment-style residential building built to suit the college town market. The complex offers study rooms, communal work tables as well as a cafe and fitness center. The project is in association with Holst Architecture of Portland, Oregon.

Salem State University Marsh Residence Hall Completed 2010 45,284 sf

525-bed undergraduate residence and student commons with a 320-seat dining hall. This project is LEED Gold Certified.

University of Hartford Hawk Hall Completed 2007 68,000 sf

Renovation and re-design of a 212-bed undergraduate residence hall. Dorm program provides double rooms and student lounges as well as common spaces to serve the student population.

University of New Hampshire Gables Residence Hall Completed 2006 160,000 sf

416 beds, kitchen suites, 160,000 sf, with study areas, central mail facility and convenience store.

Westfield State University New Hall Completed 2005 125,000 sf

410 beds, kitchen suites, 125,000 sf with flexible classrooms, student amenities and a cafe.

PRINCIPAL / PROJECT MANAGER

STEVE R. KEYSER, AIA, LEED AP Steve’s 26 year architecture career has been focused on design of outstanding public, university and private facilities. His design and planning interests have led him to engage large scale mixed-use, residential, academic and institutional projects in cities as diverse as Boston, London, Tianjin China, Edinburgh Scotland, Paris France, and Seattle. As DiMella Shaffer’s Design Director, he leads a team engaged in discovery, creating places that make our cities, towns and campuses great.

Education

University of Oregon, Bachelor of Architecture

Registration

Registered Architect - Oregon (#5538), Washington (#9490), NCARB (#45747)

Relevant Experience The Fuse, Residences at Cambridgepark Drive In Construction 260,000 sf

The project provides 244 units of rental housing and amenities that promote modern, active lifestyles. In addition to the at-grade courtyard, two raised outdoor spaces have been provided with amenities for outdoor “living.”

Bridgewater State University Crimson Residence + Dining Hall Completed 2007 133,200 sf

408-bed suite-style residence hall, multi-use campus center and food court/ dining hall. Crimson Hall was the first LEED certified residence hall for Bridgewater University, the MSCBA, and DiMella Shaffer, as well as the second certified residence hall in Massachusetts.

Kendrick Place Apartments Completed 2015 14,500 sf

Kendrick Place is a privately developed five-story, mixed-use multifamily housing project tailored to the college town market in Amherst, Massachusetts. The project is in associates with Holst Architecture of Portland, Oregon.

Olympia Place Apartments Completed 2015 45,284 sf

Olympia Place is a privately developed five-story, apartment-style residential building built to suit the college town market. The complex offers study rooms, communal work tables as well as a cafe and fitness center. The project is in association with Holst Architecture of Portland, Oregon.

Northeastern University East Village Completed2014 220,200

A new 723 bed student residence hall for exclusive use by Northeastern University, 17-story building, four classrooms located at the basement level, student lounges on each floor, 17th floor event space, 222,200 SF, pursuing LEED Silver rating from the USGBC.

Salem State University Marsh Residence Hall Completed 2010 45,284 sf

525-bed undergraduate residence and student commons with a 320-seat dining hall. This project is LEED Gold Certified.

University of New Hampshire Gables Residence Hall Completed 2006 160,000 sf

416 beds, kitchen suites, 160,000 sf, with study areas, central mail facility and convenience store.

University of New Hampshire Fairchild Hall Completed 2008 28,750 sf

Complete renovation that provides updated building systems and amenities to attract today’s generation of students while preserving and enhancing its traditional historic charm.

LEE BRAUN SR. PROJECT DESIGNER

Lee Braun is a creative and motivated professional with over 15 years of experience in the design field. He has a history of developing projects from concept to completion in a thorough and innovative fashion. Lee has also contributed his design and technical knowledge to many high-profile projects in a wide variety of locations which has fostered his understanding of local and regional design traditions and a respect for sitespecific conditions.

Education:

University of Washington, Bachelor of Architectural Studies

Relevant Experience Bridgewater State University Crimson Residence + Dining Hall

Completed 2007 133,200 sf Hamel Mill Lofts

Completed 2010 305,000 sf Kendrick Place Apartments

408-bed suite-style residence hall, multi-use campus center and food court/ dining hall. Crimson Hall was the first LEED certified residence hall for Bridgewater University, the MSCBA, and DiMella Shaffer, as well as the second certified residence hall in Massachusetts.

Old leather mill converted into 305 residential apartments with spaces dedicated for tenant amenities and street level retail.

Completed 2015 14,500 sf

Kendrick Place is a privately developed five-story, mixed-use multifamily housing project tailored to the college town market in Amherst, Massachusetts. The project is in associates with Holst Architecture of Portland, Oregon.

North Shore Community College Allied Health Building Completed 2011

New 60,000 sf building consolidate all of the College’s health-related professional programs and provide the College with updated teaching laboratories and general-purpose classrooms.

58,7000 sf Olympia Place Apartments

Completed 2015 45,284 sf

Olympia Place is a privately developed five-story, apartment-style residential building built to suit the college town market. The complex offers study rooms, communal work tables as well as a cafe and fitness center. The project is in association with Holst Architecture of Portland, Oregon.

Salem State University Marsh Residence Hall

525-bed undergraduate residence and student commons with a 320-seat dining hall. This project is LEED Gold Certified.

Completed 2010 45,284 sf The Moorings Hingham Shipyard Condos

26 high-end residential condos located in within a larger mixed-use development located within walking distance of nearby community amenities.

Completed 2012 68,000 sf University Place Residences

Completion 2016 198,000 sf

Transit oriented residential development includes 184 units of market-rate housing with amenities such as fitness and exercise studio, clubhouse and terrace with city and ocean views, conference room, outdoor patio and an underground garage.

PETER SYDLOSKI-TESCH PROJECT DESIGNER

Peter Sydloski-Tesch joined the DiMella Shaffer team in 2008 and has contributed his skills on a wide range of projects, including educational facilities, healthcare facilities, and student housing. Peter has honed his art of computer generated models and images to help clients and user groups better understand and realize their projects through out the design process. Peter brings organization, creative vision and a practical understanding of real issues to every project.

Education

University of Washington, Bachelor of Architectural Studies

Relevant Experience North Shore Community College Allied Health Building

Completed 2011 58,7000 sf Northeastern University East Village

Completed 2014 220,200 sf OIT, Center for Engineering Excellence and Technology

New 60,000 sf building consolidate all of the College’s health-related professional programs and provide the College with updated teaching laboratories and general-purpose classrooms.

A new 723-ned student residence hall for exclusive use by Northeastern University, 17-story building, four classrooms located at the basement level, student lounges on each floor, 17th floor event space, 222,200 SF, pursuing LEED Silver rating from the USGBC.

Completed 2014 101,000 sf (Concept Design)

Pre-design Concept for a new 101,000 sf Engineering school to replace outdated tech lab space and consolidate classrooms and offices. Includes classrooms, seminar space faculty and graduate staff offices, and highbay industrial lab space.

Salem State University Marsh Residence Hall

525-bed undergraduate residence and student commons with a 320-seat dining hall. This project is LEED Gold Certified.

Completed 2010 45,284 sf Salem State Athletic Center

Completed 2013 45,500 sf Tufts University Fitness Center

Completed August 2012 42,000 sf North Shore Health Professions

Completed 2011 58,700 sf UNH Hamilton Smith Hall

Completion 2016 78,000 sf University of Washington HSC RR 8th Floor Laboratory

In Design

38,000 sf new construction, 7,500 sf renovated space, Student fitness center, Intramural gymnasium, New entry lobby atrium for complex, LEED Silver targeted New sports complex entry atrium, student fitness center, team locker rooms, sports medicine, classroom, film room, athletic department offices, coach’s suite, and conference space.

Teaching labs, nursing simulation labs, general purpose classrooms, student service center, campus lounge/study area, LEED Gold, Zero Net Energy Building program, 1,100 PV solar panels Renovation and Addition, Specialized classrooms, general purpose classrooms, lecture halls, conference/seminar rooms, administrative suites, department faculty offices, and colloquium space.

Conversion of the 8th floor wing into laboratories and offices for UW Health Sciences Center faculty researchers with research and clinical programs in Molecular Microbiology, Molecular Genetics, Molecular Hematology, and Informatics/Computational Biology

8 STAFFING PLAN

The Staffing Plan for this project indicates a high level of direct principal involvement throughout the duration of the project, assuring a well considered outcome for the students and for the long-term development of the UWBothell campus. The level of participation of the members of the team will vary during the duration of the project to provide strengths and expertise where needed. In the early design phases of the project, DiMella Shaffer’s expertise in student residences will guide the project with Steve Keyser as the main point of contact. During the late design and construction documentation of the building project, DiMella Shaffer’s Project Architect Lee Braun will assume a leading role. The team will leverage their familiarity with the local requirements and processes and their technical proficiency from their extensive work with many universities, including the University of Washington. We are well suited to deliver a quality residence hall that is open and welcoming students at the beginning of fall 2018 (See schedule discussion in Section 3 for more on the opening date).

Our availability for this project is listed below and team member resumes including their relevant work is included in the preceding section.

Our team is supported by additional experienced staff that have worked together on many campus planning and residence hall projects, and will be committed to this project 100%.

Availability of Key Staff for this Project Ed Hodges, AIA / Principal-in-Charge Steve Keyser, AIA / Principal/PM Lee Braun / Sr. Project Designer Peter Sydloski-Tesch / Project Designer & CA

20% 70% 60% 100%

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9 PAST PERFORMANCE IN UTILIZATION OF SBE, DBE AND MWBE PLUS OUTREACH PLAN

DiMella Shaffer is aware of and committed to supporting UW in meeting or exceeding their MWBE goals. Currently we are working on four projects with similar MWBE goals, and are pleased to report that we have met the voluntary goals. In total, the contract value to Minority and Women Owned Business Enterprises on active projects in our office exceeds $1.1 million dollars. As we have realized many projects with MWBE goals for a diverse group of clients, we have a number of seasoned Project Managers who are well versed in managing these goals as part of the overall management of a successful project.

While we have been an active proponent of MWBE programs for decades, we formally adopted our MWBE outreach plan in April of 2010. Over the last five years we have maintained, amended and updated the document as required.

Steve Keyser, Todd Thiel and Agatha Beninati, are the three people responsible for managing and administering our MWBE Outreach Plan. These key people work closely with Senior Project Managers in assembling accomplished teams to deliver design excellence to our Clients.

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Hours/week MWBE OP

Years Involved with MWBE OP

Steve Keyser, AIA

Principal/ Director of Design

2

7

Todd Thiel

Director of Operations

2

1

Agatha Beninati

Accouting Manager

2

3

1511 Third Avenue, Suite 300 Seattle, WA 98101

Tel 206.686.0170 Fax 206.686.0171

www.dimellashaffer.com

Minority and Women Owned Business Enterprise Outreach Plan

At DiMella Shaffer, our design approach seeks diversity and we want our design teams to reflect that.

We understand the value of encouraging qualified firms to participate in our projects. From the outset of each project, often during the proposal response period, we strive to put diverse teams together. Once the project has been awarded, we continue this work with our Clients. It is our goal to increase opportunities for a diverse range of businesses by utilizing quality firms to exceed the voluntary Minority and Women Owned Business Enterprise (WMBE) target set forth by our Clients.

We have a substantial and successful history of seeking out and collaborating with minority and women owned business enterprises, both to meet the goals for publicly funded projects, and as good business practice. This Minority and Women Owned Business Enterprise Outreach Plan has been adopted to aid Senior Managers in assembling a diverse and talented group of people to deliver exceptional projects to our Clients.

The success of our projects depends on the working relationships of our teams. Assembling those teams is a complicated task. Often the first question that comes to mind is; who do we know? While evaluating the performance of sub-consultants on recent projects as a means to serve a new Client is often a first step, this Outreach Plan encourages Project Managers to seek collaborators who are certified Minority Owned Enterprises and Women Owned Enterprises. We support these firms, and want to put more emphasis on the importance of gaining experience in working with them such that when there is a requirement for their involvement, we can draw on collaborators we know we work with well.

To be sure, this will not always be the case. There will be markets and building types where we do not have experience in working with certified MWBE firms. In these instances PM should consult our database of firms registered with the State of Washington’s Office of Minority and Women Business Enterprises. Contracting opportunities should be posted to OMWBE (http://omwbe.wa.gov/). This is a simple process, and has been a successful method for soliciting responses.

Education and Training Program We are committed to providing the best possible climate for maximum development and achievement for all employees. Our practice is to treat each employee with respect as talented individuals and seek to develop the spirit of teamwork where individuals work together to attain a common goal. It is imperative that as the PM of the project, your expectations are made clear that this philosophy is to be adopted by each employee, and brought to each member of the design team, both internal and external to the office.

Similar to our approach to training our staff in general, we look to train by example by exposing junior staff to the complexities of managing a successful project from an early stage. As we have realized many projects with MWBE goals for a diverse group of clients, we have a number of seasoned Project Managers who are well versed in managing staff on projects with MWBE Goals. These people lead by example, and provide a professional role model for other members of the firm. They are to be relied upon as a resource for advice and guidance in effectively managing a diverse project team.

One-on-One Assistance It is imperative that sub-consultants participating in our selection process understand the project, and how we will be making the decision regarding the composition of our team. In our experience MWBE firms have responded well to our approach to building our sub-consultant team: As part of the written request to join our team we circulate a package to potential team members that explains the project and what we expect from them in response. It will typically contain the RFQ/RFP from the Client, our Standard Form of Agreement, and a de-scoping of the project authored by our office that specifically details the scope of work we are looking to the sub-consultant to cover.

We also include a form to submit their proposed fee, such that it can be directly compared with those of other responding firms. This document contains as much detail as possible to convey our expectations of the sub-consultant: Typical Proposal Outline I. Project Description II. Project Schedule III. Scope of Services A. Study Phase 1.

Deliverables – to be detailed at each phase 2.

Number of Anticipated Meetings - to be detailed at each phase B. Preliminary Design C. Schematic Design D. Municipal Site/Zoning Approval Documents E. Design Development F. Construction Documents G. Bidding Phase H. Building Permit Support I. Construction Administration IV. Assumptions and Qualifications V. Resume of Proposed Team Members VI. Professional Fee Worksheet

This document is then reviewed in-person with the lead team members of the collaborating firm to draw out any immediate questions they may have.

While the sub-consultant is preparing their proposal response make ourselves available for additional questions.We encourage PM’s to reach out to firms to ask if there are questions, any other information they may need, or if an additional one-on-one meeting to discuss the project and what we are looking for would be helpful.

We circulate the questions and the answers raised by individual sub-consultants to all of those who are preparing a proposal response. This last step can be a bit cumbersome, but it is this step that we have found to be a great help to MWBE firms to insure they are working with the same understanding as other firms competing for the project. This extra effort goes a long way to staying in close communication with MWBE firms and insure that the proposals from all firms include the same scope of work.

Mentoring Opportunities As you may know, we have had the good fortune to create a mutually beneficial arrangement during the recent downturn. As with many firms, we found ourselves with a number of under-utilized desks. This space allowed us to reach out to some colleagues who had recently formed a WBE landscape architecture practice. Michelle Crowley Landscape Architecture, a recently formed WBE, grew through their critical second year. We have been able to offer them space within our office at a reduced rent, and access to all our office resources. Additionally, their collegial relationship with our senior staff has fostered mentoring opportunities regarding business issues, marketing opportunities, and personnel guidance. As with most of our experience with MWBE firms, we have garnered as much from this association as they have: Seeing a firm so focused and dedicated to becoming established reminds us of what it takes to keep a firm going, and has been an excellent example of the entrepreneurial spirit for younger members of our firm.

Their firm is growing, as is ours. However, as we grow, we would like to keep “Pod 7” as an incubator space for future MWBEs. While MCLA will be in our space for a while, we encourage our staff to be on the lookout for other MWBE’s that may be able to take advantage of this space. Please also be sensitive to other opportunities where DSA can mentor more MWBE firms.

MWBE Outreach Opportunities Senior Members of the firm are to actively build new business relationships through networking, educational opportunities and training sessions to share our MWBE Outreach Plan with interested businesses and organizations and encourage them to share ideas to improve the plan. We also want to be known as a firm that is seeking out new MWBE collaborators.

To keep informed about upcoming business development opportunities that are focused toward MWBE, our “Business Development Events” log is updated bi-weekly and discussed at each internal BD meeting. If you are not able to attend an event that would offer the opportunity to be introduced to MWMBE’s please suggest a junior staff member to go in your place.

Finally, awards programs are a great resource to find talented, eager MWBE firms. When reviewing a design award winner, regardless of who has sponsored it, take note of the firms who are recognized. Often, MWBE firms submit to awards programs to expand their reputation and get noticed.

Monthly MWBE Utilization Reports and Payment Certification We have created the “Certification of Payment to Minority and Women Business Enterprises” form to be used by PM’s when reviewing monthly project invoicing as well as at the end of each quarter. This form certifies that DiMella Shaffer has made payments to the named MWBE for work performed on the project for the specified period of time. Prior to releasing these reports to the Client, they are reviewed by the PIC and the PM of the subject sub-consultant firm.

This documentation is not only critical to track our progress in achieving the project participation goals, it is also a tool to insure that prompt payment to is made to sub-consultants. Our goal is to collect this data quarterly to benchmark our firm-wide MWBE support.

DSA strives to deliver design excellence on every project. Part of this drive is working with superior sub-consultant. We have been rewarded in finding quality collaborators; we want to insure that all members of the firm tasked with assembling these teams look to MWBE, not only when required by contract goals, but as a means to diversify our practice. Identifying talent has been a hallmark of our practice. We would like to focus more on finding the talented groups of under-represented professionals who are doing excellent work.

As a final note, this is an evolving document. Please let us know of any improvements and expansion of this outreach plan which you find will benefit DSA and our colleagues at Minority and Woman Owned Enterprises.

Steve Keyser, AIA Principal

April 2010 – adopted June 2012 – updated January 2013 - updated

Todd Thiel, AIA, LEED A.P. Director of Operations

Agatha Beninati AccountingManager

DiMella Shaffer works with MWBE, SBE, and DBE consultants and partners in all of our projects in all areas of the county. MWBE, SBE and DBE participation is tracked in our state and federal projects and we have been able meet the goals for participation in our all of our work.

Below are some of our state and federal projects in the last 5 years that have had participation goals. Our partnership with consultants in Washington will allow our team to achieve similar results for this project.

Completion Date

Final Contract Value

Owner’s Utilization Goals

Overall sbe,dbe, mbe percentages

University of Massachusetts Amherst South College Academic Facility University of Massachusetts Building Authority

(In Progress) 2017

47.5 Million

17.9% MBE/WBE

16.37% MBE/WBE

Fitchburg State University Hammond Campus Center Massachusetts State College Building Authority

(In Progress) 2016

$ 51.3 Million

Name of Project

(2010) 8% MBE 4% WBE

(2009) Armed Forces Retirement Home General Services Administration Public Building Service

2013

$ 63 Million

North Shore Community College Health Professionals Building Division of Capital Asset Management

2012

$ 25 Million

Northern Essex Community College Spurk Building Division of Capital Asset Management and Maintenance

2017

N/A

6% SDB 5% WOSB 3%HUBZ 5% VOSB 3% SDVOSB 15% Other

(2010) 8% MBE 4% WBE

(2009) 8% MBE 4% WBE

8% 4%

6% SDB 5% WOSB 3% HUBZ 5.5% VOSB 3% SDVOSB 16.43% Other

8% 4%

8% 4%

KENDRICK PLACE & OLYMPIA PLACE Kyle Wilson Principal Archipelago Investments, LLC [413 695-7658

UNIVERSITY OF NEW HAMPSHIRE GABLES RESIDENCE HALL Mr. Larry F. Van Dessel Executive Director of Facilities Services [603] 862-2099

10 REFERENCES

SALEM STATE UNIVERSITY MARSH HALL RESIDENCES AND DINING Mr. Jim Rogers Leftfield Project Management [617] 737-6400

NORTHEASTERN UNIVERSITY EAST VILLAGE RESIDENCE HALL Nancy May Vice President-Facilities [617] 373-2623

BRIDGEWATER STATE UNIVERSITY CRIMSON RESIDENCE HALL AND DINING Mr. Edward H. Adelman Executive Director Massachusetts State College Building Authority [617] 542-1081

THE FUSE | RESIDENCES HINES INTERESTS LIMITED PARTNERSHIP Jim Dunlop Vice President [202] 347-6337

FITCHBURG STATE UNIVERSITY CAMPUS CENTER AND DINING Mr. Jay Bry Chief Operating Officer – Administration Services [978] 665-3131

SIMMONS COLLEGE THE FENS DINING HALL & COLLEGE CENTER Janet Fishstein Assistant Vice President, Facilities Management & Construction (now at) Babson College [781] 239-5340

WESTFIELD STATE UNIVERSITY NEW RESIDENCE HALL Dr. Curt Robie Associate Vice President - Facilities and Operations [413] 572-5280

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DiMella Shaffer understands that the University intends to utilize its standard Master Agreement for Architectural Services on GC/CM construction projects - OA1 and Attachment I, Special Conditions.

We have reviewed the Agreement and affirm that the terms and conditions of this Agreement are generally acceptable. We would like to suggest an open discussion regarding the four items listed below. We understand that the following proposed modifications would be negotiated prior to execution of the Agreement.

▪

Article XI.D – Asbestos as well as XI.E – Hazard Communication: Since this is new construction, asbestos should not be an issue.

UW’s “regulated material” language in the OA3 might be better suited regarding this Project.

▪

Article XI.F – Insurance: On past projects, UW worked with us to amend technical insurance language so that our services would be insurable under our Professional and Commercial Insurance policies in place. We hope UW would again grant us those same language changes for this Project if we are selected.

▪

Article XI.F.5 – Professional Liability: DiMella Shaffer carries professional liability insurance with a policy limit of $3 million per claim / $3 million annual aggregate. We will discuss options if we are selected.

▪

Article XI.G – Hold Harmless: In the past, UW agreed to alter this language so that our services would be insurable under our Professional and Commercial Insurance policies in place. We hope UW would again grant us similar language changes if we are selected for this Project.

11 ACCEPTANCE OF UNIVERSITY’S STANDARD CONTRACT

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Boston 281 Summer Street Boston, MA 02210

Tel 206.686.0170 Fax 206.686.0171 cell 206.495.3750 email skeyser@dimellashaffer.com

Tel 617.426.5004 Fax 617.426.0046

www.dimellashaffer.com