Project Management essentials Assignment

Daylighting Guichon Creek

Project Management Essentials OPMT 1187 — BCIT Scenario #3 March 2020

Emme Lee Erina Lo Imogen Pettyfer Sandra Pham Maegen Tan

“ We are pushing the envelope

and bringing concepts of

sustainability and green

initiatives into the classroom.”

— Sustainability at BCIT

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Daylighting of Guichon Creek

Table of Contents Executive Summary 5

Figure 1: Proposed creek pathway Project Background 8

Figure 3: Guichon Creek in 1935 Project Team 10 Project Management Team 12 Project Stakeholders 14 Project Scope 18 Assumptions 21 Statement of Work 22

Figure 4: Already restored part of Guichion Creek Project Procurement 26 WBS 31 Schedule 32 Project Gates 35 Work Activities Explained 36 Project Risks 40 Contingency Plans 42 Project Budget 44 Project Communications 46 Communications Management Plan 47 Key Performance Measurements 49 Quality Control 50 Additional Factors for Consideration: 54 Project Close Out 55 Appendix 56

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Figure 1: Proposed creek pathway

Executive Summary Guichon Creek is an important waterway that runs directly through (and underneath)

BCIT’s Burnaby campus. It is a significant tributary to Still Creek, which, after decades of res- toration activities, has finally seen the return of salmon in recent years. In 2001, an MOU (Memorandum of Understanding) agreement was signed between the City of Burnaby and BCIT with the objective of protecting, restoring, and eventually, daylighting the underground culverted portion of Guichon Creek. Daylighting the underground piped portion of the creek is now considered essential in supporting BCIT’s sustainability goal of ecological restoration as it will transform the creek into a functional aquatic ecosystem. The 700 meters of creek that remains culverted is currently preventing trout and salmon navigating their way further upstream to spawn. This project will also provide significant “campus as a living lab” learning opportunities for students, staff, and programs throughout the BCIT community.

The project outlined in this Project Management Plan aims to daylight the entirety of Guichon Creek from Deer Lake Parkway to Canada Way. Daylighting and restoration work will make the 700 meters of underground creek accessible through BCIT’s north-east quadrant of the cam- pus, and should restore the creek to its once flourishing fish-bearing environment. Restoration activities will require careful design and construction of an urbanized salmon-friendly habitat that both supports the natural environment (including flora, fauna, fish) and BCIT’s diverse communities and users. Careful planning will be undertaken to manage environmental im- pacts, and minimize negative impacts on students, staff, and faculty throughout construction and installation.

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Daylighting of Guichon Creek

As the project will require significant environmental leadership in sustainable development and con- struction, this project will be overseen by the Project Sponsor, Dr. Jennie Moore, Director, Institute Sustainability at BCIT.

An initial Scope of Work has been outlined by the Project Management Team. The Scope of Work will include the following deliverables:

1. BCIT Involvement

2. Creek Pathway Design

3. Environmental Impact and Minimization

4. Creek Installation

5. Creek Diversions and Remediation

6. Landscaping Installation

7. Project Management Activities

An initial Project Budget has been provided by the Project Management Team. The overall Budget is $995,650.00, and includes contingency and management reserve amounts.

Creek Construction (41.7%)

Environmental Impact Minimization (12%)

BCIT Involvement (6.2%)

Creek Pathway Design (6.7%)

Creek Diversion & Remediation (14.7%)

Landscaping (8.1%)

Project Management (10.5%)

Cost Breakdown by Deliverable

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An initial Project Schedule currently anticipates an overall duration of 327 days or 10.75 months (46.7 weeks). If this project is to proceed starting in June 2020, completion would be anticipated for August 2021.

An initial Risk Register has been developed. Major risks include the following:

• Environmental contamination/disturbance to the natural ecosystem due to construction

• Subsurface pipeline ruptures or damage during excavation

• Creek diversion failure due to faulty design or installation

• Schedule delays due to site unknowns

• Environmental sensitivity and extreme weather concerns during installation

• Disruption to regular campus activities (traffic, parking, pedestrian paths)

• Shortage of qualified subject matter experts that can meet the schedule

• Meeting regulatory/technical requirements and approvals

• Product unavailability or defects

• Unanticipated concerns from external stakeholders

More details on the risks can be found in the Risk Register.

Deliverable Cost

BCIT Involvement $53,000

Creek Pathway Design $57,800

Environmental Impact Minimization $103,500

Creek Construction $358,500

Creek Diversion & Remediation $126,500

Landscaping $70,000

Project Management (includes insurance) $90,000

The overall Budget can be broken down by deliverable:

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Daylighting of Guichon Creek

Project Background Guichon Creek is one of the most significant tributaries of Still Creek and runs directly through BCIT’s Burnaby campus. The project described in this Project Management Plan aims to restore and renew the entirety of Guichon Creek to its once flourishing fish-bearing environment.

An MOU (Memorandum of Understanding) agreement was signed in 2001 between the City of Burnaby and BCIT to protect and restore the portion of Guichon Creek that runs underneath BCIT campus, and actively pursue options to daylight the underground piped portion of the creek. Through the MOU, BCIT agreed to meet or exceed regulations set out in the City of Burnaby’s Stream-side Protection and Enhancement Areas Bylaw. In addition, BCIT committed to using best practices and site design to both improve the watershed and support the efforts of the BCIT community (students, staff and programs) in working towards improving the creek ecosystem.

In September 2014, BCIT’s President Kathy Kinloch renewed BCIT’s commitment to explore the daylight- ing of Guichon Creek across the campus. As the project will require sustainable development and signifi- cant construction, this project will be overseen by Dr. Jennie Moore, Director of Institute Sustainability at BCIT, and formerly the Associate Dean of Building Design and Construction Technology and Director of Sustainable Development and Environmental Stewardship at BCIT.

Previous studies conducted by the BCIT community (students, staff and programs) show that the under- ground section of the culvert (approximately 700 meters of creek) is currently inaccessible to trout and salmon migrating upstream towards Still Creek, of which Guichon is a tributary.

Daylighting the underground portion of Guichon Creek is an important objective in supporting BCIT’s sustainability goal of ecological restoration of the creek into a functional aquatic ecosystem. Daylighting the culverted and inaccessible section of the creek is also a “campus as a living lab” learning opportunity for students, staff and, programs within BCIT.

History of the Creek In the 1900s through the 1920s, Guichon Creek was known as a natural, flourishing, fish-bearing tribu- tary contributing to Still Creek. The creek had been a popular fishing spot, and people could catch fish along its banks. For four decades after (1930s through 1960s), the land alongside the creek was urban- ized, and large portions of the creek were culverted while paved streets, roadways, and a built environ- ment were developed. Since the 1970’s, the BCIT community (students, faculty, programs such as the BCIT Rivers Institute) and the City of Burnaby (through the Stream-keepers program) have worked to restore the creek along some stretches. However, the North end of the creek, and the focus area of this Project Plan, has remained untouched since it was culverted. This section of the creek travels under- ground through the Northeast quadrant of the campus towards Canada Way.

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Figure 3: Guichon Creek in 1935

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Project Team Project Customer

Mark Dale Director, Department of Facilities and Campus Development, BCIT

Mark Dale is the Director for three main divisions in BCIT’s Facilities Services, Project Services and Campus Development. These 3 divisions are responsible for overseeing the completion of building repairs, landscaping, capital projects, and program-related renovations, long-range facility and land-use planning. Another key responsibility is for maintenance of all current BCIT assets, including building and infrastructure, such as roadways, and utilities.

BCIT’s Facilities, Project Services, and Campus Development departments will ultimately be responsible for maintenance and future improvements of the creek area. Customer requirements and specifications are therefore essential in the site design and planning for construction. Operational costs and mainte- nance plans will also need to be considered.

Mark’s role in the project will be to confirm and consolidate all of the customer requirements from a BCIT Facilities, Project Services, and Campus Development perspective. Compiled feedback and input from these departments will be critical in capturing a design that meets the needs of BCIT Facilities as the Project Customer.

As the Project Customer, Mark’s input will help to shape the design that ensures an environmental lega- cy that is also durable, operable, and affordable for decades to come.

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Project Sponsor

Dr. Jennie Moore Director, Institute Sustainability, BCIT

Dr. Jennie Moore is the Director for Institute Sustainability at BCIT, and formerly the Associate Dean of Building Design and Construction Technology and Director of Sustainable Development and Environmental Stewardship at BCIT. One of her key responsibilities is supporting BCIT’s sustainability goal of ecological restoration of the creek into a functional aquatic ecosystem.

Dr. Moore’s role in the project will be to act as the Project Sponsor and oversee the daylighting of the culverted and inaccessible section of the creek. Jennie’s role will include reviewing and approving the project at predetermined gates and giving authority for expenses above and beyond the budget if need- ed. She may also provide essential support in making contact with key stakeholders, and getting certain decisions reviewed by senior managers and key stakeholders.

As the Project Sponsor, Jennie will demonstrate environmental leadership in sustainable development and construction and will provide authority for decision making throughout the project.

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Daylighting of Guichon Creek

Project Management Team The project team is made up of 5 members, each of whom is a subject matter expert (SME) in a specific area. Following is a brief description of each of the team members.

Internal Team

Project Manager - Emme Lee

Emme has certifications and experience in Urban Planning and Project Management. She will be responsible for overall coordination of the project management team, reporting to the Project Sponsor and Customer, and high-level manage- ment of the schedule, budget, and resources.

Design & Technical Oversight - Maegen Tan

Maegen has certifications and experience in Electrical Engineering and Architecture. Maegen will be responsible for overseeing and coordinating the Design and Engineering team.

Costing & Estimating - Sandra Pham

Sandra is certified in financial planning, estimating and man- agement with extensive background in developing budgets for urban land development projects. She will oversee the com- pletion of the project budget and ensure the accuracy of all work activity cost estimates.

Supply Chain & Quality Assurance - Erina Lo

Erina has an educational background and working experience in Business Supply Chain Management & Procurement. She will oversee the streamlining of goods and materials for the project and will be inspecting all deliveries upon receiving for quality control and output.

Visuals & Engagement - Imogen Pettyfer

Imogen is a communications and graphic design specialist. Her key responsibilities will be creating graphics and visuals, and coordinating the Engagement team and BCIT Communications on the engagement activities.

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External Team The following 3 teams will be procured using a fair and transparent procurement process. For further description of the desired scopes of work, please see the Procurement section below.

• Design & Engineering Team

• Construction Team

• Engagement Team

The following diagram shows how members of the project team will report to each other.

Engagement

Project Manager

Design & Technical Oversight

Costing

Quality

PROJECT MANAGEMENT TEAM

Design & Engineering Team TBD (procurement required)

Project Customer

Engagement Team TBD (procurement required)

Communications Team - BCIT Staff

Construction Team TBD (procurement required)

Project Sponsor

Direct Reporting Relation Coordination Reporting

Project Team Reporting Diagram

Project Stakeholders Stakeholder Register BCIT is a multi-layered and diverse community with many stakeholders internal to and external to the campus. An initial stakeholder register has been developed and once the Engagement team has been procured, further development of the register can be completed.

Key Players

Stakeholder Group

BCIT Board of Governors BCIT Student Association BCIT Rivers Institute BCIT Applied Research BCIT Greening Operations and Green Team

City of Burnaby - Environment Review Committee

Brunette Basin Coordinating Committee - is a partnership that includes City of Burnaby, Metro Vancouver, BC Ministry of Water, Land, and Air Protection, Fisheries and Oceans Canada

Primary Contacts

Judy Shandler - Faculty and Staff Representative

“Justin Cervantes - President Adam Nguyen - VP Eequity & Sustainability”

DR Ken Ashley - Rudy North Chair in River Ecology

BCIT Centre for Applied Research and Inno- vation, Learning and Teaching Centre

BCIT Greening Operations - volunteer staff and faculty group - Green Team

Dipak Dattani - Director Heather Edwards - Manager, Parks Planning, Design & De- velopment “

Simone Rousseau - Environmental Engineer, City of Burnaby - Engineering

Goals and Motivations

Oversees the long term stewardship of BCIT, and are actively involved in strategic planning, prioritiz- ing objectives, succession planning, and risk manage- ment.

Student services and advocacy organization with a mandate to enhance student life.

Teaches the theory and practice of aquatic ecosystem restoration through Ecological Restoration Degree Program, and provides guidance and expertise for community based restoration initiatives, conducts applied research, and mentors the next gener- ation of ecological restoration professionals.

Conducts research activ- ities with industrial and commercial relevance, where partnerships lead to benefits for the insti- tution, business, indus- try, and students.

Reducing BCIT’s ecological foot- print in all campus operations without compromising service levels. Developing a bottom-up approach to broad level staff engagement in sustainability practices and environmental stewardship.

Advises Council on environ- mental issues, including policy recommendations to meet en- vironmental targets and goals. The Committee is also respon- sible for reviewing applications for development in environ- mentally sensitive areas, which will include the daylighting of Guichon Creek.

A partnership of governments and public institutions: City of Burnaby, Vancouver, Port Moody, Coquitlam, New Westminster, Metro Vancouver, the BC Ministry of Water, Land and Air Protection, Fisheries and Oceans Canada, UBC, and BCIT. The committee works closely with several local environmental stew- ardship groups and is responsible for coordi- nating the implementation of initiatives from the Brunette Basin Watershed Plan.

Key Interests Capital costs, short and long term benefits, im- pacts, and potential risks to BCIT. There may be some interest in faculty and student involvement throughout BCIT’s Guichon Creek daylighting project.

Fostering a culture that en- courages diversity, inclusion, equity, and social justice. Sustainability is recognized as an important value. Traffic and transportation impacts may be a concern. There may be some interest in student involvement throughout BCIT’s Guichon Creek daylighting project.

They are focused on the protection and restoration of rivers, streams, estuaries, lakes, and wetlands in BC. They have been involved in previ- ous restoration and research work related to Guichon Creek, and will be very interested in supporting the project and in- corporating “campus as a living lab” learning opportunities for students, staff, and faculty.

Involvement and inclu- sion, bringing together faculty and staff from different disciplines and departments to identity common and emerg- ing areas of research expertise and interest for BCIT’s Guichon Creek daylighting project

Ensuring waterways are safe for wildlife, and reducing contaminants in wastewater and throughout watershed. Engaging staff in sustainability practices and environmental stewardship through events, commitments to sustainable practice in the classroom, and environmental success stories.

Dovetailing current and future environmental projects and plans that are adjacent to or close to BCIT’s Guichon Creek initiative.

Conducting and coordinating in-stream enhancement work throughout the region to protect existing habitat and reduce runoff from new development, provide in-stream enhancements, such as establishing riparian protection zones, and rehabilitating corridors for aquatic habitat.

Influence High High High High High High High

Interest High High High High High High High

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Meet their Needs

Stakeholder Group

Local First Nations - Squamish Nation

Local First Nations - Tsleil-Waututh

Ministry of Environment Fisheries and Oceans Canada (DFO)

Primary Contacts

Chief Ian Campbell or Chief Richard Williams and Council

Chief Maureen Thomas and Council

Ministry of Environ- ment, Water Steward- ship Division, Region 2 - Lower Mainland

Fisheries and Oceans Canada office - Van- couver

Goals and Motivations

Burnaby is located on the ancestral and traditional territories of Squamish Nation whose office is located across the Burrard Inlet from Burnaby and BCIT

Burnaby is located on the ancestral and traditional territories of Squamish Nation whose office is located across the Burrard Inlet from Burnaby and BCIT

Oversees British Colum- bia’s Water Act, the Fish Protection Act, and the Riparian Areas Regula- tion

Has authority over fish habitat through the Fisheries Act, the federal legislation affecting all fish, their habitat, and water quality.

Key Interests Minimizing environmen- tal impacts and en- hancing ecosystem and biodiversity approaches on lands and waterways. Possible interest in eco- nomic development.

Minimizing environmen- tal impacts and enhanc- ing ecosystem and bio- diversity approaches on lands and waterways. Possible interest in eco- nomic development.

Application and ad- herence to relevant sections of the Ministry of Environment’s best management practices document: Standards and Best Practices for Instream Works

Application and adherence to key sec- tions in the Fisheries Act Regulation

Influence High High High High

Interest Low Low Low Low

Stakeholder Group

Fraser Basin Council - Salmon Safe BC Program

Silva Forest Foundation Burnaby Stream-keepers Pro- gram - community-based volun- teer stream stewardship

Primary Contacts Theresa Fresco - Regional Man- ager, Fraser Basin Council

Herb Hammond - Professional Forester and forest ecologist, and President of Silva Forest Foundation

City of Burnaby - Planning

Goals and Motivations

Non-profit organization that reviews and inspects lands and waterways using professional inspectors.

Community interest group (charitable society) dedicated to research and education in ecosystem-based conservation planning, including daylighting of creeks in the Vancouver/Burna- by area.

Environmental stewardship vol- unteer groups that help protect and restore Burnaby’s waterways and watershed throughout the City.

Key Interests Ecosystem and biodiversity enhancements for salmon, other wildlife, and natural vegetation.

Have been heavily involved in previous creek daylighting projects, such as Still Creek and Hastings Creek. Will be interest- ed in ecosystem-based per- spectives and approaches being used throughout BCIT’s project.

Playing a role in monitoring, en- hancing, and speaking on behalf of Burnaby’s watercourses and stream-side riparian areas. Will also be involved with Planning staff on numerous initiatives, events, and activities.

Influence Low Low Low

Interest High High High

Show Consideration

Stakeholder Group Local First Nations - Katzie, Kwantlen First Nation, Kwikwetlem First Nation, Musqueam Nation

Primary Contacts Chief and Council through Admin office or Protocol Coordinator

Goals and Motivations

Burnaby is located on the ancestral and traditional territories of these local First Nations whose offices are located farther away from BCIT.

Key Interests “Minimizing environmen- tal impacts and enhancing ecosystem and biodiversity approaches on lands and waterways. Possible interest in econom- ic development. “

Influence Low

Interest Low

Least Important

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Stakeholder Identification and Analysis Based on the initial stakeholder register that’s been developed so far, the identified stake- holders have been mapped onto an Influence/Interest grid. The placements of the stakehold- ers onto the grid is based on initial research, and this work will need to be refined once the Engagement team has been procured.

City of Burnaby Environmental Committee

BCIT Board of Governors

Brunette Basin Committee

BCIT Green Operations and

Green Team

BCIT Student Association

BCIT Applied Research

BCIT Rivers Institute

Fisheries and Oceans Canada (DFO)

Ministry of Environmental

Water Stewardship

Division

Squamish Nation

Tsleil-Waututh

Fraser Basin Council Salmon

Safe BC

Silva Forest Foundation

Burnaby Streamkeepers

Program

Local First Nations: – Katzie – Kwantlen – Kwikwetlam – Musqueam Nation

Interest of Stakeholders

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Project Scope The following section outlines the deliverables, exclusions, constraints and other considerations and technical requirements.

Deliverables The project will require the following deliverables to be completed in order for the project to be consid- ered successful. Any changes will need to undergo a formal change control process.

1. BCIT Involvement

2. Creek Pathway Design

3. Environmental Impact and Minimization

4. Creek Installation

5. Creek Diversions and Remediation

6. Landscaping Installation

7. Project Management Activities

Exclusions The below listed products and/or services are excluded from the project Scope of Work, and therefore considered to be outside of project boundaries. Thus, the Project Management Team is not responsible for performing, procuring, nor managing the following products and/or services, and will not discuss them in this Project Management Plan.

• BCIT Communications will provide support with campus communications, public relations, and media requests. Specific promotional marketing activities targeted to students, staff, and faculty will be delivered through BCIT Communications established channels. This may include student engagement, such as student awareness campaigns, website announcements, and social media management.

• BCIT Traffic Communications and updates to the student, staff, and faculty bodies. This includes providing ongoing communications to the BCIT community leading up to and throughout the construction process. This may also include administering Impark fees, and providing additional signage and traffic notices.

• Typically, a 1-year warranty might be provided on any construction of new infrastructure. Any site damages, yearly inspections, maintenance upkeep, or defective materials identified after the 1-year warranty has passed will be excluded.

• Redevelopment of areas not specified in the project Scope of Work or deliverables.

• Significant environmental remediation requirements and costs (greater than $25,000) that were unforeseen (site unknowns)

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Constraints Limitations and constraints for this project will be highly dependent on technical require- ments, design, available resources, overall project cost, and the customer’s needs.

• Materials selection and availability may be limited by market issues (COVID-19 is having impacts on stock availability and pricing). The team may be limited to working with a smaller selection of vendors and suppliers.

• Educational opportunities may be limited as student research opportunities for “cam- pus as a living lab” learning is semester based. The project team may require research out- comes in times when the courses are not running.

• Weather and cold temperatures may limit the capacity to start excavation. Currently, the schedule has excavation starting in January 2021; however, cold temperatures can lead to “snow days” and possible schedule delays.

• Due to the highly specialized requirements for the project, there may be a limited number of vendors and suppliers that will be able to supply materials. Additionally, it will be difficult to inspect the materials in advance, which constrains the team’s ability to ensure quality control prior to delivery.

• It is of the utmost importance to the sustainability goals of the project that environ- mental impact be kept to an absolute minimum. The team’s actions may be limited in the event that accidental environmental contamination occurs. For example, a “stop work” plan may be implemented in the event of an accident, and the schedule could be delayed.

• The amount of traffic impact may be limited by BCIT’s parking demand. For example, phased construction may be required - If the parking demand from students, staff, and faculty exceeds the amount of parking closures due to construction, there may be a need for completing the construction in phases, and allowing for additional temporary parking spaces.

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Considerations As BCIT has a considerable built environment and a healthy population of students, faculty, and staff, there will be some considerations for the daylighting of Guichon Creek. The following additional points should be considered by the project team:

• Salmon protection and ecological considerations for promoting salmon habitat

• Salmon habitat regulations and migration schedules

• Soil quality and slope stability for preventing slides or damage to the surrounding ecology

• Water quality and hydrological assessments

• Culvert and water channel factors and design requirements

• Constructibility

Technical Requirements The main technical requirements, which includes provincial (Riparian Areas Regulation) and federal (Federal Fisheries Act) regulations, are compiled in the City of Burnaby’s Stream-side Protection and Enhancement Areas (SPEA) Bylaw. This Bylaw outlines setback requirements, and is administered by the City Planning Department. The Environmental Review Committee (ERC) consists of City staff and reviews applications for development in environmentally sensitive areas, including applications for variances to the setbacks defined in the Bylaw.

The Project Management team will work with the other SMEs, especially the salmon specialist, to ensure that the project will comply with all technical requirements and overarching governmental regulations.

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Assumptions 1. Assume connection point exists between new and existing creek at Canada Way

2. Assume existing creek is continuous and that there are no extenuating blockages.

3. Assume constant slope and elevation throughout the creek path.

4. Assume that materials are in stock and remain readily available, and prices remain stable.

5. Assume the natural environment of Guichon Creek (ie. sedimentary composition, hy- drology, habitat) resembles that of similar restored creeks nearby (ie. Spanish Banks, Musqueam, Hastings, sections of Still Creek), therefore similar fill materials and landscap- ing are assumed suitable.

6. Assume Project Management team represents an external consulting company hired for this one-time project only, so their salaries are a Direct Cost and therefore included in the budget.

7. Assume land title is free and clear of legal restraints for the purposes of this project.

8. Assume First Nations will be in support of the project.

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Still Creek

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Statement of Work BCIT Involvement An Engagement Consultant team will be procured to create and carry out an Engagement Strategy tailored to the project requirements and stakeholders making up the BCIT community. An Engagement Strategy will act as a reference document that outlines the engagement process and approach to be undertaken. It should include both process and content components, as well as a stakeholder map and register. All engagement and communications will need to be managed using strategies, tools, and chan- nels to be determined in conjunction with BCIT’s Communications team.

Engagement will be carried out with stakeholders, and may include meetings, focus groups, design charrettes, and other activities. All feedback will need to be carefully collected, and analyzed with a key focus on design outcomes that will meet the needs and interests of both the stakeholders and the design and project teams. Feedback will be considered by the design and project teams, and incorporat- ed where possible. The final step will be an Engagement Summary report that details the engagement process, activities, and outcomes. Components of the final report should be communicated back to stakeholders so they know how their input has been utilized in the final design of the creek and pathway areas.

Creek Pathway Design With the service of a surveyor and a conducted study of a hydrologist, the measurement of the terrain, elevation, volume and stream flow will be determined.

From the provided factors, the civil engineers will be able to sketch and create a preliminary design for a creek pathway. To provide drawing accuracy and efficiency, the design will then be drawn in a 3D soft- ware. Thus, it will facilitate the visual aspects to be presented to the Project Customer. Moreover, after the approval from the client, the drawings will then be finalized, and specifications will be prepared and clearly defined.

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Environmental Impact Minimization Implementing on-site training will involve all staff and faculty that will be present and actively working on the site for the duration of the project. Seminars, presentations, and safety test- ing will be used to promote an environmentally cautious workplace. Full participation and reminders are key to ensuring all guidance protocols are followed. Selecting the appropriate equipment is also a large factor on the site, as the type, size and availability will need to be considered for allocative efficiency. The haul distance will be determined by the shortest and most effective route so it will have the most minimal impact on the site. This ensures an undis- turbed path in the traffic management plan once all materials and shipments arrive according to their scheduled deliveries.

A well-protected storage area ensures long-lasting life for any unused materials. If the weath- er is subject to change and the project schedule is delayed, this will ensure no damages, vandalism or stolen materials. As the project proceeds, a combination of barriers and traffic management tools and resources will be utilized. This includes traffic personnel, signage, cones and/or devices which will guide staff, faculty, students and visitors away from the con- struction area. Once completed, traffic management staff will roll out the traffic management plan to guide students and staff away from the working area during school hours. As the proj- ect progresses, on-site staff should utilize reduce, reuse and recycle and segregate their waste accordingly.

Creek Installation After the issuance of construction drawings and all required approvals have been attained, construction will commence with the excavation of the designated area. A retaining wall will be built and any existing pipes are to be removed and disposed of.

The soil will then be compacted with heavy machinery and PVC liners will be placed. An in- filtration system will need to be installed and gravel beds will be placed on top to conceal the soil and PVC liner.

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Creek Diversion and Remediation The old creek will be diverted into the newly constructed creek via a water intake structure, which chan- nels water flow into the new creek pathway. A correctly installed intake structure will facilitate both the natural flow of water as well as the safe passage of fish. A stone blockade built at the diversion point, further reinforced with rip-rap lining, will permanently separate the water flow from re-entering the old culverted area.

Remediation involves temporarily diverting, reconnecting, and installing new subsurface utilities, such as electricity lines, natural gas lines, telecommunication lines, storm-water and wastewater pipelines. Backfill material comprised of a combination of sediment, soil, dirt, and rock will be added where the old culvert was excavated. Affected side roads, alleys and pathways will be repaved, and affected green spaces will be re-mediated with soil and grass.

Landscaping Installation Designated areas will be measured and the process of sod and dirt removal will take place. A weed bar- rier will then be arranged and a 3-inch layer of mulch will be allocated to retain moisture and impede the development of weed growth.

Paving stone and turf will be placed along with planting perennial flowers for a calming and relaxing feel to the public. Custom carpentry bench seating, stairs and walkway will also be installed that inte- grates into the retaining wall for a unique and modern design that will capture the creek from any angle.

Project Management Activities Project management activities encompass all of the development and planning, executing, monitoring and controlling, and closing of the components contained in this Project Management Plan. The Project Manager is authorized to incur costs to procure and mobilize resources in order to carry out the work activities required to create the project deliverables, and is responsible for managing the budget, sched- ule, and overall project performance throughout the project life cycle. With the assistance of SMEs, the Project Manager will also incorporate risk planning and analysis as well as contingency strategies into the Project Plan.

Figure 4: Already restored part of Guichion Creek

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Project Procurement 1. Lead Design & Engineering The Project Management Team will procure a Lead Design & Engineering company using a BCIT- approved RFP solicitation process. The Lead Designer will prepare, modify, and finalize the design for the construction of the creek, as well as provide expert consultation in water resource management consid- erations pertaining to the project.

A broad portfolio of experience in designing stream restoration projects is required. In addition to ex- perience, proponents must demonstrate that they have a high-quality, cross-functional consultant team. The plan and design of the creek will require experts with diverse backgrounds in engineering, design, architecture, hydrology, fish and wildlife biodiversity, and geo-technology. Proponents must possess the knowledge, experience, and qualifications required to complete the Scope of Work outlined in the RFP, which includes the following services:

• Urban and ecological design

• Geo-technical engineering

• Civil engineering

• Hydrologic analysis, systems and design

• Landscape architecture

• Storm-water and wastewater management

• Environmental assessment

• Hazardous materials management

• Fish and wildlife habitat assessment

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Daylighting of Guichon Creek

Contract Performance Monitoring

During the early design phases, performance will be monitored on a weekly ba- sis by the Design and Technical Oversight Team Lead. The frequency of progress reporting will increase as key design milestones in the project schedule approach. Acceptance criteria for the work activities and deliverables are outlined in the Project Contract. The main areas to be monitored include: 1) conformance to the schedule plan, 2) conformance to the cost plan, and 3) overall quality of work com- pleted, such as design layouts that are economically feasible, meet all environmen- tal regulations and legal requirements, enhance public land use and aesthetics, and achieve sustainability objectives.

Rated Criteria Weighting (%)

Company Background & Experience 20%

Methodology & Implementation 30%

Pricing 20%

Consultant Team 15%

Sustainability – Innovation & Commitment

15%

The Project Management Team will evaluate each qualified proposal based on the criteria in the following RFP Evaluation Grid:

pg. 28 | OPMT 1187

Daylighting of Guichon Creek

2. Construction The Project Management Team will support the procurement of an external Construction subcontrac- tor using a BCIT-approved RFP solicitation process to complete the construction of the creek as per the design plan. The Construction subcontractor will carry out the work activities directly involved in the build of the creek, such as excavation, installation of creek framing materials, and creek diversion and remediation. It is required that all subcontracted field technicians be fully and legally licensed to operate construction equipment and machinery on site.

A diverse portfolio of creek construction and daylighting, and other stream restoration projects is man- datory. The proponents must possess the knowledge, experience, and technical qualifications required to complete the Scope of Work outlined in the RFP. The work involves extensive background and exper- tise in water infrastructure projects, which will engage the following services:

• Excavation

• Installation

• Waterway construction, diversion and remediation

• Sedimentary stabilization

• Utility reconfiguration

The Project Management Team will evaluate each qualified proposal based on the criteria in the follow- ing RFP Evaluation Grid:

Rated Criteria Category Weighting (%)

Company Background & Technical Experience

15%

Methodology & Implementation 35%

Quality Control Plan 20%

Pricing 15%

Sustainability and Use of Innovative Technology

15%

Contract Performance Monitoring

As the construction of the creek involves high risk activities, performance will be monitored closely on a daily basis by the Design and Technical Oversight Team Lead. Acceptance criteria for the work activities and deliverables are outlined in the Project Contract. The main areas to be monitored include: 1) confor- mance to the schedule plan, 2) conformance to the cost plan, and 3) quality of work completed, such as accuracy to design drawings and specifications, as well as work that is clear of defects.

March 2020 | pg. 29

Daylighting of Guichon Creek

3. Engagement The Project Management Team will procure an Engagement Consultant from an external contractor using a BCIT-approved RFP solicitation process. The Engagement Consultant will assist with a range of communications activities throughout the life cycle of the project, such as building external stakeholder and community relations, developing and implementing en- gagement strategies, and collecting and analyzing community feedback for reporting at stake- holder meetings.

A strong background in urban planning, sustainable land development, and development-re- lated communications is required. The proponents must possess the knowledge, experience, and qualifications required to complete the Scope of Work outlined in the RFP, which includes the following services:

• Stakeholder identification

• Stakeholder and public engagement program planning

• Community development

• Industry research and analysis

• Event management and facilitation

• Open house and public presentation training

The Project Management Team will evaluate each qualified proposal based on the criteria in the following RFP Evaluation Grid:

Rated Criteria Category Weighting (%)

Company Background & Experience 15%

Quality & Risk Mitigation Plan 20%

Methodology & Approach 35%

Pricing 15%

Innovation 15%

Contract Performance Monitoring

Performance will be monitored on a weekly basis by the Visuals & Engagements Team Lead. Acceptance criteria for the work activities and deliverables are outlined in the Project Contract. The main areas to be monitored include: 1) conformance to the schedule plan, 2) confor- mance to the cost plan, and 3) overall quality of work completed, such as effectiveness of com- munication and stakeholder engagement strategies, as well as professionalism in all internal and external dealings.

“ Of all the things, the most vital

is coordinating the talents

of those who work with us

towards a certain goal.”

March 2020 | pg. 31

Daylighting of Guichon Creek

WBS Daylighting Guichon Creek

1. BCIT Involvement

3. Environmental Impact Minimization

5. Creek Diversion & Remediation

2. Creek Pathway Design

4. Creek Installation

6. Landscaping Installation

7. Project Management

1.1 Develop Strategy

1.2 Identify Stakeholders

1.3 Coordinate Communica- tions

1.4 Engage Stakeholders

1.5 Analyze Feedback

1.6 Integrate Feedback

1.7 Summarize Engagement

1.8 Share Outcomes

2.1 Arrange site survey

2.2 Conduct hydrology study

2.3 Draw sketch

2.4 Create Prelim- inary drawings

2.5 Create 3D drawings

2.6 Obtain Approval

2.7 Finalize drawings

2.8 Create specifica- tions

3.1 Coordinate training

3.2 Select equip- ment

3.3 Select haul distance

3.4 Set-up waste area

3.5 Set-up storage

3.6 Set-up barriers

3.7 Implement traffic plan

3.8 Remove waste

4.1 Excavate

4.2 Build retain- ing wall

4.3 Reconfigure pipes

4.4 Compact Soil

4.5 Install PVC Liner

4.6 Install filtra- tion system

4.7 Place gravel bed

4.8 Inspect salm- on require- ments

5.1 Set-up intake structure

5.2 Install emergency pipes

5.3 Install new utilities

5.4 Connect util- ities

5.5 Remove old utilities

5.6 Remove old culvert

5.7 Install barrier

5.8 Add backfill

6.1 Measure trench

6.2 Remove sod and dirt

6.3 Tamp area

6.4 Add weed barrier

6.5 Install pavers

6.6 Add polymeric sand

6.7 Install plant- ings

6.8 Install furni- ture

7.1 Create and carry out project management plan

pg. 32 | OPMT 1187

Daylighting of Guichon Creek

Schedule The overall project schedule is currently anticipated at 327 days or 10.75 months (46.7 weeks). Several items fall on the critical path, and there is little slack time. Once the consultant teams have been brought on board, the schedule should be reviewed by all parties and revised as needed.

Following is a Gantt chart showing the schedule’s deliverables (1.0 - 7.0) and work activities (1.1 - 6.8). Activities falling on the critical path are shown in red.

1.1 25 days Jun.1-Jul.3

1.2 15 days Jun.1-Jun.19

1.3 15 days Jun.22-Jul.10

1.4 60 days Jul.13-Oct.2

1.5 15 days Jul.27-Aug.14

1.6 15 days Aug.17-Sep.4

1.7 15 days Nov.2-Nov.20

1.8 20 days Nov.23-Dec.18

6.1 2 days Jul.5-Jul.6

6.2 5 days Jul.7-Jul.13

6.3 2 days Jul.14-Jul.15

6.4 2 days Jul.16-Jul.19

6.5 10 days Jul.20-Aug.2

6.6 1 day Aug. 3

6.7 2 days Aug.4-Aug.5

6.8 20 days Aug.4-Aug.31

5.1 10 days Apr.26-May 7

5.2 5 days May 10-May 14

5.3 15 days May 10-May 28

5.4 5 days May 31-Jun.4

5.5 5 days Jun.7-Jun.11

5.6 15 days Feb.15-Mar.5

5.7 5 days Jun.14-Jun.18

5.8 10 days Jun.21-Jul.2

4.1 20 days Jan.18-Feb.12

4.2 5 days Feb.15-Feb.19

4.3 20 days Feb.22-Mar.19

4.4 5 days Mar.22-Mar.26

4.5 5 days Mar.29-Apr.2

4.6 2 days Apr.5-Apr.6

4.7 5 days Apr.7-Apr.13

4.8 20 days Mar.29-Apr.23

3.1 10 days Dec.28-Jan.8

3.2 5 days Dec.28-Jan.1

3.3 5 days Dec.28-Jan.1

3.4 5 days Jan.4-Jan.8

3.5 5 days Jan.4-Jan.8

3.6 5 days Jan.11-Jan.15

3.7 20 days Jan.4-Jan.29

3.8 5 days Feb.15-Feb.19

2.1 10 days Jun.1-Jun.12

2.2 10 days Jun.1-Jun.12

2.3 10 days Aug.24-Sep.4

2.4 10 days Sep.7-Sep.18

2.5 15 days Sep.21-Oct.9

2.6 5 days Oct.12-Oct.16

2.7 10 days Oct.19-Oct.30

2.8 5 days Dec.21-Dec.25

# Duration Date

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Initiation Planning Execution CloseMonitoring & Controlling

Funding Approved

Engagement Strategy Completed

Environmental, hydrological, land studies completed

Design Review

De�ciency Review

March 2020 | pg. 35

Daylighting of Guichon Creek

Project Gates At critical junctures throughout the project, performance will be assessed by the Project Manager and reviewed with the Project Sponsor, senior management, and other key stake- holders. Actual project progress and performance will be compared to the cost baseline, scope baseline, and schedule performance baseline. These project gate reviews will determine whether the project continues to proceed as is, continues to proceed with revisions, requires incomplete or defective work to be fixed before continuing, or is terminated.

The following points in the project are considered critical junctures for assessing project per- formance and reviewing performance with the sponsor and key decision makers.

Project Gate Description Phase in Project Life Cycle

1. Funding approved

Project Sponsor creates the Charter and seeks approval for funding the project. Whether funding is attained is a go or no-go point in the project.

Initiation

2. Engagement Strategy completed

The Engagement Team creates and completes the engagement strategy, which requires review and ap- proval from the Project Sponsor, and other key stake- holders (Ie. BCIT Communications, Facilities etc.) before proceeding.

Planning

3. Environmental, hydrological, land studies completed

Site studies may reveal site unknowns that may have an impact on project cost and project feasibility. These studies should be reviewed and potential design im- pacts should be presented to the Project Sponsor and other key stakeholders to determine whether the im- pacts of the studies present a go or no-go situation.

Execution

4. Design Review The design should be reviewed throughout the process to ensure the design will meet the Project Sponsor’s and Customer’s expectations and requirements. Design reviews could take place at 50% and at 100%

Monitoring and Controlling

5. Deficiency Review

When construction is close to completion, a deficien- cy walk through should be arranged for the Sponsor, Customer, and other key stakeholders. Deficiencies should be noted and scheduled for completion. Change Orders should be reviewed and assessed for completion.

Monitoring and Controlling

pg. 36 | OPMT 1187

Daylighting of Guichon Creek

Work Activities Explained BCIT Involvement

Activity # Work Activity Description 1.1 Develop Strategy A Strategy will be needed to outline the process and approaches

that will be undertaken in engaging with the BCIT community. It should include both process and content components.

1.2 Identify Stakeholders All impacted by the project will need to be identified and tracked as a stakeholder. All engagement and communications will need to be managed using various strategies and tools, which are to be determined and decided in alliance with BCIT’s communica- tions team.

1.3 Coordinate Communications

The Engagement team will need to coordinate on communi- cation collateral with BCIT’s communications team given that they will be responsible for promoting with collateral. A roles & responsibilities matrix should outline who from each team will be responsible for each piece of collateral; as well, a process for reviewing and approving all communications activities should be agreed to in advance.

1.4 Engage Stakeholders Engagement will be conducted with stakeholders listed in the Register using the methods outlined in the Engagement Strategy. Ways of communication will need to be planned and carried out by the Engagement team with support from the proj- ect team and BCIT communications.

1.5 Analyze Feedback Activities should be well documented with meeting time, track- ing attendees and engagement, and reporting of outcomes. All feedback will be tabulated, analyzed, and compiled into a sum- mary of outcomes.

1.6 Integrate Feedback Feedback collected and analyzed will be considered and incor- porated into the designs where possible. Visual feedback from stakeholders that are relevant and useful to the project and design teams will need to show how feedback has been incorpo- rated into the final designs.

1.7 Summarize Engagement

All activities need to be compiled and summarized in a report. This is a record of the engagement. Some elements can be used in further communications back to stakeholders about the en- gagement process and outcomes.

1.8 Share Outcomes The teams will need to strategize and coordinate with BCIT’s communications about sharing outcomes of the engagement with the stakeholders as well as Burnaby’s community. Materials will need to then be distributed. There may be further plans needed for announcements and media requests.

Creek Pathway Design Activity # Work Activity Description

2.1 Arrange Site Survey A survey will need to be requested in order to understand all of the site and topographical elements. Studies may include measuring the land terrain and natural and artificial features.

2.2 Conduct Hydrology Study

The existing water system needs to be investigated and understood. A hydrology study will be requested. These may include measuring properties of the stream.

2.3 Draw Sketch Quick way of exploring ideas and design. Drawing a rough draft to represent study. Civil engineer to consolidate results of land and hydrology test and design rough draft.

2.4 Create Preliminary Design Drawings

Outline of design’s requirements and design features. This will give communication between designer and customer. Engineer conforms the customer’s ideas from the design and ensures it is within British Columbia Building Code 2020.

2.5 Create 3D Drawings Draw in parametric modelling and drafting elements. Building components are identified by functions and project files include technical data. Use 3D software as a tool to rep- resent design drawings and to present to clients.

2.6 Obtain Approval Drawings are sent to the client for comments and approv- al. Engineer to send a set of drawings to client and client to review blueprints. Any questions, comments, inquiries or changes to be reviewed and coordinated with engineer prior to final design issuance.

2.7 Finalize Drawings Final design stage, all problems have been solved and phys- ical components of the project are produced. Drawings are now to be issued for Building Permit and Tender. Any chang- es will require a change order.

2.8 Create Specifications Prepare project specifications. Providing clear instructions on the intent, performance and construction of the project. Materials and manufacturers’ product to be clearly defined. Wrap up selection of material, color, and other key compo- nents prior to Tender.

Activity # Work Activity Description

3.1 Coordinate Training Coordinating on-site training to ensure all staff is aware of correct procedures of waste management, plans, progress, and safety meetings. Training will take place for all on-site staff prior to stepping out onto the worksite to promote an environmentally cautious workplace.

3.2 Select Equipment Selecting appropriately sized equipment for the job will serve as a more effective option in terms of transportation and what will be used most efficiently for the duration of the project.

3.3 Select Haul Distance Creating a shorter traffic route for heavy-duty equipment and material delivery will reduce carbon emissions.

3.4 Set Up Waste Area Set up signage, stickers, or standard labels to facilitate cor- rect waste segregation.

3.5 Set Up Storage Ensures additional protection for any unused goods and acts as preventative maintenance. Storage areas should be secured and waterproofed.

3.6 Set Up Barriers Set up any signage, images, cones and other devices to guide staff, faculty and surrounding residents away from the area. Marking the boundaries of the working area will keep envi- ronmental impact and outside disturbances to a minimum.

3.7 Set Up Traffic Plan Implement the traffic management plan to manage traf- fic control and lane closures for the temporary work site. Ensure there is an accessible path for emergency response vehicles to arrive quickly on site.

3.8 Remove Waste Use reduce, reuse and recycle at your discretion. Separate into the correct waste management area if you decide to donate, sell or order what is actually needed.

Environmental Impact Minimization

Activity # Work Activity Description 4.1 Excavate Designated

Area With the use of a track hoe machine, carefully and systematically create cavities by removal of earth. Excavators to ensure remov- al of earth is uniformed and depth is appropriate.

4.2 Build Retaining Wall Construct gabion gravity retaining wall to support soil laterally and stabilize slope. Ensure construction of gabions to be galva- nized to prevent erosion.

4.3 Reconfigure Pipes Extraction of existing pipes for disposal. Any unused pipes to be removed and disposed of. Piping that serves a purpose will be coordinated and reconfigured with the approval of the civil engineer.

4.4 Compact Soil Spray area down with water and compact soil with mechanical compactor. Compactor to reduce size of material to increase soil density and removing air. Ensures soil to improve the strength and stiffness of the soil.

4.5 Install PVC Liner Position and lay out PVC liner, pleat liner and place boulders to secure. PVC liner to be used to prevent contaminants from entering groundwater sources and liquid retention.

4.6 Install Filtration System

Install submersible and canister filtration system to remove wa- ter through intake tube for routine cleanings. Infiltration system to be installed to ensure separation of solids and liquids and liquids to pass through to filtrate.

4.7 Place Gravel Bed Add gravel and stone to the area to conceal soil and PVC liner. Gravel and stone are added as a final touch to ensure the creek to be aesthetically pleasing.

4.8 Inspect Salmon Requirements

Mitigate negative impacts on existing salmon, and Integrate salmon care requirements throughout construction plan. Salmon inspection to assess filtration system, test water pH level and temperature prior to approval of salmon habitat.

Activity # Work Activity Description 5.1 Set Up Intake

Structure Field engineer will install a creek intake structure at the diver- sion point. This structure connects the old culvert to the new diversion pipe, and facilitates the flow of water between the old and new creek.

5.2 Install Emergency Pipe

Field technicians will install an emergency pipe at the diversion point between the old and new creek. This mitigates the risk of water overflows in the event of creek flooding, and minimizes the potential damage to surrounding areas.

5.3 Install New Utilities Utility technicians will install new underground utility lines where required. These underground utility lines include, but are not limited to: electricity distribution, natural gas transportation, telecommunication, storm-water and wastewater pipelines, and broadband Internet.

5.4 Connect Utilities Utility technicians will temporarily divert old utilities and set up new connection channels. The technician will follow the utility layout plan, reconnecting old utilities where required, and con- necting old utilities to the new utilities where specified.

5.5 Remove Old Utilities Utility technicians will uninstall old utility lines and safely dis- pose of, or recycle, old utilities per waste removal plan.

5.6 Remove Old Culvert Field technician will uninstall old culvert and safely dispose of, or recycle, culvert parts per the waste removal plan.

5.7 Install Barrier Field technicians will install stone barriers at old culvert junction point to block water flow from re-entering the old culverted zone. Barrier will be further reinforced by lining with rip-rap to prevent water erosion.

5.8 Add backfill Field technicians will remediate old covered sections per the site design. Backfill material comprised of clay, rock, sediment, and soil will be added to remediate affected green spaces. Affected old side roads, alleys and pathways will be backfilled and repaved.

Creek Installation Creek Diversion and Remediation

March 2020 | pg. 39

Daylighting of Guichon Creek

Activity # Work Activity Description 6.1 Measure Trench Mark straight walkway with stake and string, making sure strings

are leveled. Ensure analysis is accurate prior to removal of dirt. 6.2 Remove Sod and

Dirt Water down sod by adding moisture and cut into segments. Remove all debris with sod cutter equipment. Sod cutter to remove strips of grass with attached roots of the soil to ensure procedure to be done quickly and accurately.

6.3 Tamp Area Rake soil to remove any rocks and spray with water. Allow water to absorb into the soil and then compact it with a mechanical compactor. As water fills into the open pores, the soil will settle.

6.4 Add Weed Barrier Lay weed barrier and add 3 inch layer of mulch over weed bar- rier to retain moisture and hinder weed growth. Installation of propylene as a weed barrier.

6.5 Install Paver Panels Place gravel onto soil,then add sand on top of gravel and com- pact base. Place pavers on the base and compact them through- out. Add pressure at each stone to ensure it is secured to the sand base. Sweep any debris from paving and wash with water.

6.6 Add Polymeric Sand Pour polymeric jointing sand in between paving stones to prevent weed growth. Allow the sand to cure for 24 hours. Polymeric sand is used to reduce the amount of water being washed down into the base materials. This will keep the founda- tion to be sturdy and stay intact.

6.7 Install Plantings Native plants will need to be ordered and planted into their individual holes. Each need to be appropriately covered and bedded. Turf will need to be cut and installed. This will provide a calming scenery and forms a cohesion with the creek.

6.8 Install Furniture Build benches, stairs and walkways from retaining wall. Carpenter would be hired to install carpentry of bench seating, stairs and walkway to be connected to retaining wall for a flush finish. As a final touch,the carpentry will administer the cohe- siveness of the creek and its surroundings.

Landscaping Installation

Project Management Activity # Work Activity Description

7.1 Create and Carry Out Project Plan

Ensure the Project Management Plan is complete and oversee all phases of the project.

pg. 40 | OPMT 1187

Daylighting of Guichon Creek

Project Risks Risks that the project may encounter have been identified and evaluated in the following table. The risks are categorized by type, its impact described, and the likelihood or probability of occurrence ranked from “rare” to “almost certain”. The risk is then assigned an overall risk rating from “low” to “extreme” as per the Risk Severity Matrix below. A Contingency Plan has been developed for all high and extreme risks.

Moderate High Extreme Extreme Extreme

Moderate Moderate High Extreme Extreme

Low Moderate Moderate High Extreme

Low Low Moderate High High

Low Low Low Moderate Moderate

Risk Severity Matrix

Risk Type Construction Construction Construction Schedule Environmental Public Safety Technical Procurement Resource Design Stakeholder Description Contamination and/

or disturbance to existing ecosystem due to construction activities.

Rupture to un- known subsurface pipeline during excavation.

Creek flooding due to diversion failure.

Schedule delays due to inaccu- rate work activity timeline esti- mates, all slack time has been utilized, and/or critical path activ- ities experience delays.

Creek flooding due to extreme weather event.

The new creek pathway will in- terrupt existing walkways be- tween buildings and parking lots that students, faculty, and vis- itors are accus- tomed to.

Machine failure during construction.

Some or none of external subcon- tractors meet RFP require- ments, or are unavailable.

Construction materials and supplies are not available at required time, or quality defects on purchased material are discovered.

Primary creek pathway design gets rejected by City.

PM may have missed a key stakeholder during plan- ning phase, and stakeholder con- cerns become an issue during execution

Impact The non-culverted section of Guichon Creek has an es- tablished ecological niche. Hazardous construction ma- terials, equipment, and activities, while utilized with the intent to restore the natural ecosystem, may cause con- tamination, pollu- tion, disturbances or other negative externalities on the natural ecosystem. There may be pen- alties incurred, and negative reactions from the Customer, external stakehold- ers, and the public community.

There may be unknown subsur- face pipelines that interject the new creek pathway. Poor planning & design, inaccurate design information, or un-careful exca- vation may result in rupturing one of the subsurface pipelines, which will contaminate the surrounding area and pollute an existing ecosystem.

If there is a fail- ure during creek diversion. flood- ing may ensue and damage sur- rounding prop- erties and infra- structure, as well as de-stabilize the new creek path during construction.

Critical path activities will be negatively im- pacted, therefore substantially reducing the likelihood of com- pleting the proj- ect on schedule and on budget. Cost overruns will be incurred, and Contingency Re- serves depleted.

Creek flooding due to heavy rainfall or up- stream flooding may damage surrounding properties and infrastructures.

Without suffi- cient signage, awareness, and detours, the creek trench may pose a safety risk to pedestrians and vehicles. There is a risk that pedestrians or vehicles could fall into the new creek trench, incur damages, and file a lawsuit against the proj- ect owner.

Machine failure during construction will negatively impact the schedule and incur addition- al costs.

Unavailability of subcontractors and vendors will delay the sched- ule, as more time is required to procure the necessary re- sources. There may be higher costs to pro- cure scarce resources.

Unavailability of construction ma- terials will delay the schedule, as more time is required to source the ma- terial elsewhere. Scarce resourc- es may also be more expensive, therefore incur- ring cost over- runs is likely.

If the primary design is reject- ed by the City, then revisions will be required and secondary design consid- ered. This will re- sult in schedule delays, and incur higher costs of more labour.

If a key stake- holder emerges during project execution phase, there will be higher cost and time expendi- ture associated with addressing the stakeholder needs.

Probability 3 2 3 3 1 1 2 2 3 1 2

Risk Rating EXTREME HIGH HIGH MODERATE MODERATE MODERATE MODERATE MODERATE LOW LOW LOW

pg. 42 | OPMT 1187

Daylighting of Guichon Creek

Contingency Plans 1. Contamination and/or disturbance to the existing ecosystem due to construction

activities. Overall risk rating: Extreme

With a severe negative impact and probability rating of 3, the overall risk of contamination due to con- struction activities is assessed to be high. An emergency contact list has been developed by the Project Team with the assistance of Lead Design team consultant. This contact list, along with emergency proto- col procedures and training, will have been made accessible to all site supervisors, the Project Team, and the Project Manager prior to construction. Should pollution occur in spite of risk mitigation efforts and adherence to established procedures, The Project Team will be responsible for immediate clean-up and employing the relevant restoration and remediation services company.

A risk assessment and evaluation will be performed to investigate the source of contamination. Funding for risk contingency response has been allocated in the Contingency Reserve. Contractor’s Pollution Liability Insurance has also been allocated in the budget and will be purchased prior to construction. The hazardous construction equipment, waste, and/or pollutant from construction activities, its conse- quence, and the contingency response will be documented in the Lessons Learned register for future reference.

2. Rupture to an unknown subsurface pipeline during excavation. Overall risk rating: High

With a probability ranking of 1, but a high negative impact, the overall risk of contamination due to rup- turing a subsurface pipeline is assessed to be high. Should an accidental rupture to an unknown subsur- face pipeline occur during excavation and liability is determined to be the Project Management Team, Contractors Pollution Liability Insurance coverage has been purchased by the Project Team to cover a portion of the emergency response costs.

A “stop work” protocol will take effect, and the Project Management Team will follow emergency re- sponse procedures, such as reporting the incident to the relevant legal authorities, as well as contacting the toxic contaminant clean-up and remediation services company. A risk specialist will perform an eval- uation and assessment as to the overall damage and consequence of the rupture. The Project Manager, Project Sponsor, Project Customer, and affected stakeholders will meet to discuss the implications and potential ramifications of the pipeline spill, and a response plan will be determined. The full case and contingency response will be documented in the Lessons Learned register for future reference.

March 2020 | pg. 43

Daylighting of Guichon Creek

3. Creek flooding due to diversion failure. Overall risk rating: High

With a high negative impact and probability rating of 3, the overall risk of creek flooding due to a diversion failure is assessed to be high. The Project Management Team has consulted with engineers to identify the lowest risk area to divert creek should an error occur during construction, therefore flooding to surrounding area would cause minimal damage to sur- rounding ecosystem, property, and infrastructures. An emergency mechanism in the event of flooding will have been installed prior to diversion: The emergency pipe will be activated, and a funnel placed at the diversion point will re-route excess water back to the old culvert.

The Project Management Team will bear responsibility to remediate any areas damaged by the flooding. Flooding emergency guidelines, procedures, and contacts will be established pri- or to construction, and all field technicians as well as site supervisors made aware. As part of contingency protocol, a specialist will be called to investigate the cause of the diversion failure. Contingency fund for creek construction includes emergency funds allocated for extra creek bedding materials, construction labour and schedule delays, should the creek pathway be damaged as a result of a localized flood. If required, the Project Manager may choose to hire the services of a secondary external vendor, if the failure was due to the initial vendor’s poor workmanship or product defect. A report will be documented in the Lessons Learned register for future reference.

pg. 44 | OPMT 1187

Daylighting of Guichon Creek

Project Budget Project Costs The overall project budget is $995,560.00. Cost estimates were derived using a bottom-up approach for each work activity in the Work Breakdown Structure. High risk work activities have been identified, and assigned a contingency value of 15% of the estimated work activity cost.

Deliverable Cost

BCIT Involvement $53,000

Creek Pathway Design $57,800

Environmental Impact Minimization $103,500

Creek Construction $358,500

Creek Diversion & Remediation $126,500

Landscaping $70,000

Project Management (includes insurance) $90,000

7. Project Management Activities No. Activity Cost

7.1 Create and carry out project management plan

$80,000.00

Contractor’s Pollution Liability $10,000.00

6. Landscaping Installation

2. Creek Pathway Design No. Activity Cost

1.1 Develop Strategy $5,000.00 1.2 Identify Stakeholders $5,000.00 1.3 Coordinate Communications $5,000.00 1.4 Engage Stakeholders $8,000.00

1.5 Analyze Feedback $8,000.00 1.6 Integrate Feedback $10,000.00 1.7 Summarize Engagement $5,000.00

1.8 Share Outcomes $6,500.00

No. Activity Cost

3.1 Coordinate training $8,500.00 3.2 Select equipment $20,000.00 3.3 Select haul distance $5,500.00 3.4 Set-up waste area $9,500.00

3.5 Set-up storage $8,000.00 3.6 Set-up barriers $12,000.00 3.7 Implement traffic plan $15.000.00

3.8 Remove waste $25,000.00

No. Activity Cost

2.1 Arrange site survey $10,000.00 2.2 Conduct hydrology study $15,000.00 2.3 Draw sketch $2,500.00 2.4 Create Preliminary drawings $5,500.00

2.5 Create 3D drawings $8,000.00 2.6 Obtain Approval $3,000.00 2.7 Finalize drawings $5,000.00

2.8 Create specifications 8,800.00

No. Activity Cost Contingency

4.1 Excavate $150,000.00 $22,500.00 4.2 Build retaining wall $80,000.00 $12,000.00 4.3 Reconfigure pipes $45,000.00 $6,750.00 4.4 Compact soil $8,000.00

4.5 Install PVC Liner $11,000.00 $1,650.00 4.6 Install filtration system $30,000.00 $4,500.00 4.7 Place gravel bed $25,000.00 $3,750.00

4.8 Inspect salmon requirements

$9,500.00

No. Activity Cost Contingency

5.1 Set-up intake structure $20,000.00

5.2 Install emergency pipes $5,500.00

5.3 Install new utilities $30,000.00 $4,500.00

5.4 Connect utilities $8,000.00 $1,200.00

5.5 Remove old utilities $20,000.00 $3,000.00

5.6 Remove old culvert $10,000.00 $1,500.00

5.7 Install barrier $8,000.00

5.8 Add backfill $25,000.00

No. Activity Cost

6.1 Measure trench $8,000.00

6.2 Remove sod and dirt $15,000.00

6.3 Tamp area $6,000.00

6.4 Add weed barrier $3.000.00

6.5 Install pavers $10.000.00

6.6 Add polymeric sand $8,000.00

6.7 Install plantings $5,000.00

6.8 Install furniture $15,000.00

1. BCIT Involvement

4. Creek Installation 5. Creek Diversion and Remediation

3. Environmental Impact Minimization

SUBTOTAL $859,300.00 Contingency Reserve $61,350.00 Baseline $920,650.00

Management Reserve $75,000.00 BUDGET $995,650.00

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Daylighting of Guichon Creek

Project Communications Open, ongoing, and well-organized project communications amongst project team members and with project stakeholders will be key to the success of this project. BCIT’s faculty and staff are highly engaged; and, as this project will largely take place while classes are in session, it will be critical that communications are efficiently coordinated and effectively conducted.

The tables below outline the internal and external communications management plans. Internal communications includes communications amongst the core project team, and communications with the sponsor and key decision makers (Executive Steering Committee). External communications includes communications between the core project team and inter- actions with stakeholders outside of the project team.

Communications will require regular in-person meetings, emails, and phone calls. A kick-off meeting will help the team establish expectations for best practices in communication styles and formats that suits everyone’s needs.

Communications Management Plan Internal

Communications Purpose/Channel

Project Updates — core team only Sponsor Meetings Executive Steering Committee meetings

Full project team coordina- tion - entire team

Project Team Email Coordination Project Team Phone Call List

Frequency Weekly Bi-weekly for first 2 months Monthly once project is underway

Bi-monthly to start Quarterly once project is underway

Monthly As needed As needed

Medium In person with email follow-up In person In person In person with conference call as needed

Email distribution groups Roles & Responsibilities Contact List

Responsible Project Manager Project Manager Project Manager Project Manager Project Manager Project Manager

Audience All discipline leads Sponsor Sponsor’s appointed or suggest- ed member

Entire project team (at least 1 rep from each sub-team)

Entire project team Entire project team

Notes Start with a kick-off. Maintain weekly reporting with action items com- pleted list, recurring. Agenda items, real-time schedule and budget check-ins. Every 4th week coincides with the full project team meeting. During these weeks, the core team will participate with the full project team as their weekly update.

Sponsor should attend kick- off. Meet more frequently at start of project and move to monthly once underway.

If desired, a steering committee could be appointed or suggest- ed by the Sponsor to help guide major decisions and approaches. Ideally, the steering committee would be made up of BCIT stake- holders in higher-level positions with a vested interest in the suc- cess of the project

This is a systems-level meeting to ensure coordi- nation across all teams and disciplines. Each team and sub-team should send at least 1 representative to re- port out on progress and be able to discuss challenges and upcoming needs

An email coordination system will be set up early in the proj- ect with all team members to ensure efficient streamlining of messages and use of proper dis- tribution lists to prevent missed emails

A full roles & responsibilities contact list will be developed and distributed early in the project with all team members to ensure everyone knows who to contact for their inquiries

External

Communications Purpose/Channel

Customer meetings BCIT stakeholders Ie. - Student Association Student body - Faculty - Staff

BCIT student body Indigenous groups Non-profit environmental groups/societies

Government regulators Ie. City of Burnaby Ministry of Environment Fisheries and Oceans Canada

Frequency Bi-monthly Monthly Quarterly Early outreach with follow-up as needing

Monthly Early outreach with regular fol- low-up as needed

Medium In person with email follow-up Email newsletter Social media

Printed public materials Letter with phone call/email follow-up to request in person meeting

Email newsletter Social media

Letter describing project with phone call/email follow-up to request meeting

Responsible Project Manager Engagement Consultant & BCIT Communications

Engagement Consultant & BCIT Communications

Engagement Consultant & BCIT Communications

Engagement Consultant & BCIT Communications

Engagement Consultant & Project Manager

Audience BCIT Facilities, Maintenance and Operations Department

BCIT students and faculty General BCIT student body Local First Nations Environmentally-conscious groups and public

Government regulators

Notes Should be engaged with very early. Will need to collect requirements throughout the project as design advances.

Engagement Consultant will need to coordinate with BCIT Communications to develop a regular newsletter that can be distributed to those who sign up

Posters, school newspaper, and other publicity available ma- terials can be distributed to a general BCIT student audience.

Local First Nations should be contacted as early as possible to assess their level of interest. Fol- low-up will need to be provided as needed.

Engagement Consultant will need to coordinate with BCIT Communications to develop a regular newsletter that can be distributed to those who sign up

Should be engaged with very early. Will need to collect require- ments throughout the project as design advances

March 2020 | pg. 49

Daylighting of Guichon Creek

Key Performance Measurements Key performance measurements (KPMs) are specific and quantifiable metrics that can be used to track project success. The following table outlines 6 measurements that would be used to track the success of the project.

Key Performance Metrics

Metric Description Performance Measurement % Design Complete How much of the design

has been completed based on initial scope, delivera- bles, and project require- ments

Scope, deliverables, and project requirements can be itemized in the work program and contract. Items can be determined as complete or incomplete. Percent completion of the design can be calculated and prog- ress can be tracked and continually reported

% Construction Com- plete

How much of the construc- tion has been completed based on initial scope, deliverables, and project requirements

Scope, deliverables, and project requirements can be itemized in the work program and contract. Items can be determined as complete or incomplete. Percent completion of construction can be calculated and prog- ress can be tracked and continually reported

# Of Change Orders How many changes are requested and approved throughout the project

Changes that need to be made once construction has gotten underway can be tracked and counted. Typically, fewer or no changes are preferred; but, sometimes they are unavoidable.

# Of Stakeholders en- gaged (% completion) Patients and frequen- cy of engagement based on stakeholder needs

How much outreach and engagement has been completed based on the engagement strategy and the stakeholder register.

Stakeholders can be tracked and assessed for whether engage- ment has been conducted and to a sufficient degree. Percent completion for stakeholder engagement can be calcu- lated and progress can be tracked and continually reported

% Regulatory Approv- als attained

How many of the regulatory approvals have been met based on scope, delivera- bles, and regulatory re- quirements

Regulator requirements can be itemized in the work program and can be determined as attained or not yet attained. Percent completion of regulatory approvals can be calculated and progress can be tracked and continually reported

% Customer Require- ments met

How many of the BCIT cus- tomer’s requirements have been met or incorporated into the work program

Customer requirements will need to be described as part of the work program and initial scope and deliverables. These items can be itemized in the work program and are specific to the customer’s needs. Ie. Parking and traffic management study completed

Parking and traffic plan implemented Civil infrastructure in conflict with new creek identified Civil infrastructure in conflict with new creek updated Handover Plan developed for Facilities staff etc. Percent completion of customer requirements can be calcu- lated and progress can be tracked and continually reported

pg. 50 | OPMT 1187

Daylighting of Guichon Creek

BCIT Involvement

Quality Control Quality control acceptance criteria are designated in the planning phase of the project and are then followed throughout the project. It is to provide conformity and to establish quality standards through- out the project. Acceptance criteria in a project can consist of functionality requirements, performance measures, essential conditions and regulatory compliance.

Work Activity Quality Control — Acceptance Criteria

1.1 Develop Engagement Strategy Engagement Strategy includes all necessary components and has been reviewed and signed off by Project Sponsor and BCIT Communi- cations

1.2 Identify Stakeholders Stakeholders have been identified, mapped onto a grid, and the stake- holder register is complete.

1.3 Coordinate Communications All project team, and especially BCIT Communications have reviewed and approved the coordination plan, including the roles & responsibil- ities matrix, process for drafts, media requests, and other communica- tions activities.

1.4 Engage Stakeholders Outreach has been completed with all stakeholders identified on the stakeholder register. Follow-up requests with stakeholders/groups have been completed.

1.5 Analyze Feedback Summary of outcomes is completed, distributed, and reviewed and approved by Project Sponsor, BCIT Communications, and other key project stakeholders.

1.6 Integrate Feedback Feedback that has been integrated into the design should be clearly communicated with visual supplements that can be easily understood by all audiences.

1.7 Summarize Engagement Engagement Summary report is complete, and reviewed and ap- proved by Project Sponsor, BCIT Communications, and other key project stakeholders as needed.

1.8 Share Outcomes Public facing collateral is created and delivered to BCIT’s community of stakeholders in a way that is accessible, and easily understood.

Environmental Impact MinimizationCreek Pathway Design Work Activity Quality Control — Acceptance Criteria

2.1 Arrange Site Survey A request for a site survey to be scheduled.

2.2 Conduct Hydrology Study A request for a hydrology study to be scheduled.

2.3 Draw Sketch Results of site survey and hydrology study to be assessed and incor- porated in design sketches.

2.4 Create Preliminary Design Drawings Gather customer requirements and outline design requirements as per British Columbia Building Code 2020.

2.5 Create 3D Drawings Customer requirements and engineer designs are integrated and preliminary drawings to be completed.

2.6 Obtain Approval Drawing sets are sent to the client for review. Feedback from client to engineer to establish solutions.

2.7 Finalize Drawings Problems and design requirements to be solved and coordinated with consultants.

2.8 Create Specifications Materials selection and manufacturer to be identified and instructions and intent to be provided.

Work Activity Quality Control — Acceptance Criteria

3.1 Coordinate training All on-site staff must write a safety and environmental awareness assessment test with a passing grade of 75%.

3.2 Select equipment Rental equipment should be reliable for productivity and usage. En- sure equipment is not faulty or defective.

3.3 Select haul distance Most direct and accessible route to be coordinated with the traffic management team, vendors and suppliers.

3.4 Set up waste area Waste containers are to be correctly labelled with images and icons.

3.5 Set up storage Containers, supports and mounts to be set up in a dry, protected area. Inspect containers to ensure there are no large gaps, openings or damages prior to storing any materials.

3.6 Set up barriers Working area to be blocked off with fencing, signage, cones and con- struction tape.

3.7 Set up traffic plan Coordinate traffic management team and review site set up against plan layouts and drawings.

3.8 Remove waste Containers to be periodically checked to ensure waste is segregated correctly.

Creek Installation Work Activity Quality Control — Acceptance Criteria

4.1 Excavate Designated Area Rental of machinery, tools and equipment to be scheduled and deliv- ered on site.

4.2 Build Retaining Wall Excavators to ensure removal of earth is uniformed and depth is appropriate.

4.3 Reconfigure Pipes Removal of unforeseen pipes for disposal. Civil engineer to assess reconfiguration of pipes and give approval.

4.4 Compact Soil Rental of compactor to be arranged and delivered on site. Area to be sprayed down with water and compacted with equipment.

4.5 Install PVC Liner PVC liner to be ordered and delivered on site. PVC liner to be mea- sured and laid out on excavated and clean area.

4.6 Install Infiltration System Filtration system to be manufactured and delivered on site. Testing of filtration system prior to installation.

4.7 Place Gravel Bed PVC liner to be installed, liner to be pleated and boulders to be placed to secure PVC liner in place.

4.8 Inspect Salmon Requirements Schedule Salmon Specialist to conduct testing for water pH levels, temperature and testing of ecological measures.

Work Activity Quality Control — Acceptance Criteria

5.1 Set up intake structure Installed correctly per engineer drawings and schematic, passes water demo/trial test and diverts water passage. No leaks nor overflow is observed, and is fish traversable.

5.2 Install emergency pipe Passes emergency test run and diverts excess water overflow. In- stalled straight, and with no leaks.

5.3 Install new utilities Installed at the correct depth and even space margins. No defects are observed, such as no loose lines.

5.4 Connect utilities Lines are secured, closed, and correctly aligned.

5.5 Remove old utilities Lines are safely disconnected and disposed of, and no residual parts or waste left on site.

5.6 Remove old culvert Pipe material is safely uninstalled and disposed of in an orderly re- moval process. No leftover waste material on site.

5.7 Install barrier Installed accurately per engineer drawing and at the correct location. It is level, stationary, and there are no visible cracks.

5.8 Add backfill Added to the correct fill depth in designated areas per the design layout. Where soil is specified, the direct surrounding area is neat and tidy. Where pavement is specified, concrete is level and no cracks or bumps are observed.

Creek Diversion and Remediation

March 2020 | pg. 53

Daylighting of Guichon Creek

Work Activity Quality Control — Acceptance Criteria

6.1 Measure Trench Wood steak to be put in soil and string placed on the pe- rimeter of the steak. Ensure soil is leveled and determine the area of the trench by the length and width.

6.2 Remove sod and dirt Add moisture to sod and dirt and cut into following seg- ments. Rental machinery, tools and supplies to be deliv- ered on site.

6.3 Tamp area Removal of rocks and sprinkle soil with water. Water is then drained naturally into the soil and soil to settle.

6.4 Add weed barrier Ensure weeds are eradicated.

6.5 Install Paver Panels Gravel base to be placed on soil and sand to be placed on top of gravel bed.

6.6 Add polymeric sand Polymeric jointing sand to be placed in between paving stones.

6.7 Install Plantings Plants need to be ordered and shipped on site.

6.8 Install Furniture Carpenter to complete wood work off site and to be later delivered on site for installation to proceed.

Landscaping Installation

Work Activity Quality Control — Acceptance Criteria

7.0 Oversee and manage project Deliverables have been completed as per sponsor’s ex- pectation and customer’s requirements.

Project Management Activities

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Daylighting of Guichon Creek

Additional Factors for Consideration: In reviewing and assessing the feasibility for this project to proceed at this time, a number of additional factors should be considered.

COVID-19 Pandemic

A recent turn of events globally has led to an unexpected pandemic worldwide, leading to uncertainty throughout the global supply chain and local labour markets. The duration of this widespread pandemic is currently unknown. Markets may slow down, and products throughout various points throughout the supply chains may fluctuate in terms of availability and price. Local labour markets may be impacted.

One strategy may be to consider breaking the project up even further into even smaller phases (that includes more project gates) that can be completed separately with fewer time dependencies. Construction could be delayed until a later point in time when the global supply chain and local labour markets have stabilized.

First Nations Consultation

BC passed legislation in November 2019 to implement the UN Declaration on the Rights of Indigenous Peoples as a framework for Reconciliation. Thus far, the implementation of this Act remains largely undefined and untested. While the intent of BCIT in undertaking this project is to create positive environ- mental outcomes for salmon and the natural environment, it is unknown how First Nations groups will respond to this public infrastructure project.

A suggested next step would be to work closely with BCIT’s Indigenous Services department to create a BCIT-wide outreach strategy that aims to be inclusive and respectful in reaching out to build trust with all First Nations groups in the area for the benefit of this project and all major future development & infra- structure projects being planned across BCIT campus.

Environmental Regulations

Early sustainability innovations in the 1990s saw the daylighting of creeks become a popular initiative amongst several local governments across Canada and the US. However, the best practices research on creek daylighting slowed down in the early 2000s in favour of carbon emission reductions through green building design (LEED). While the main technical requirements are outlined in the City of Burnaby’s Stream-side Protection and Enhancement Areas (SPEA) Bylaw, there will be a need to conduct new re- search as industry best practices that became widely known based on earlier research from the 1990s and early 2000s may now be outdated.

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Daylighting of Guichon Creek

Checklist for Project Close Out Project Sponsor has reviewed and signed off on the Project Management Plan, in- cluding the desired project deliverables Ensure all documents and deliverables have been updated as needed Ensure all issues (using an Issues Track- er Spreadsheet) have been tracked and resolved Project Customer has inspected and signed off on the final design and construction Contracts have been executed Final close out on payments have been made Project close out meetings have been held with Project Sponsor, senior management Post-completion interviews have been conducted and lessons learned have been summarized and documented

The entire project team should be involved in reviewing post-completion assessments and findings Final review of risk register items should be completed with an aim of learning what risks were anticipated, what strategies were put in place to mitigate them, and ac- tual outcomes of the events that took place and the mitigative actions taken Final review of cost estimates compared to actual project expenses Final review of procurement methods and outcomes; lessons learned from working with suppliers and vendors should be cap- tured Final documents should be distributed as needed, and safely stored for record keep- ing and sharing lessons learned for future projects Formally release each of the project mem- bers on the project team

Project Close Out Project close out is an area of project management that is not often elaborated upon suffi- ciently. The Project Management Team recognizes and will emphasize the use of these follow- ing components to help ensure successful outcomes are achieved throughout the project:

Project Gates — reviews that take place at critical junctures throughout the project to be assessed by the Project Manager, Project Sponsor, senior management, and other key stake- holders as needed

Key Performance Measurements — specific and quantifiable metrics that can be used to track project success

Quality Control using Acceptance Criteria — predetermined criteria for each work activity that clearly indicate when an activity has or has not yet been completed

In addition to the above quality components, the Project Management Team will also incorpo- rate a checklist that outlines project close out steps to ensure that all project work is complet- ed, that the project objectives have been satisfied, that all project requirements and accep- tance criteria have been met.

pg. 56 | OPMT 1187

Daylighting of Guichon Creek

Appendix

Daylighting Guichon Creek

Project Manager: Emme Lee Project Team: Erina Lo, Sandra Pham, Imogen Pettyfer, Maegen Tan

P R O J E C T C H A R T E R

British Columbia Institute of Technology 3700, Willingdon Ave, Burnaby, B.C. V5G 3H2

Table of Contents Project Customer 3

Project Sponsor 3

Purpose of the Project 3

Project Description 4

Summary Milestones Schedule 6

Project Budget 6

Project Approval 6

Exit Requirements 7

Project Manager 7

Project Customer Mark Dale Director, Department of Facilities and Campus Development, BCIT

Project Sponsor Jennie Moore Associate Dean, Building Design and Construction Technology, BCIT Director, Sustainable Development and Environmental Stewardship, BCIT

Purpose of the Project As part of BCIT’s 50th Anniversary plan, an expansion of Guichon creek will be constructed from Deer Lake Parkway and will be made accessible through BCIT’s Burnaby Campus. The objective of the Daylighting project has been formulated to protect and increase salmon spawning, advance education- al opportunities for BCIT students and achieve sustainability. Thus, constituting a legacy of their largest environmental project.

Project Sponsor Jennie Moore, an accomplished and globally recognized leader in sustainability and environmental stewardship, has a compelling interest in witnessing the creation and success of the Daylighting project.

Project Description The project will undergo an extension that will encompass daylighting for the entirety of Guichon Creek. This will establish a flourishing and continuous aquatic ecosystem from Wesburn park to BCIT grounds. In addition, this will endure intensive urban planning, design, testing, and construction to rehabilitate the salmon spawning while reducing ground environmental impact to the surrounding area during construction

Scope of Work The following deliverables must be met upon the successful completion of the Daylighting Guichon Creek project. Any changes to the scope of work outlined below must be approved by the Project Sponsor.

Deliverables: 1. Design pathway of new creek without impacting current BCIT buildings or traffic flow but can move

parking or re-direct roadways if needed – must connect up to existing creek at Canada Way

2. Build new creek – include areas for salmon spawning (ie. gravel beds)

3. Design and construct pathways, benches, and landscaping beside the new creek

4. Involve BCIT students and faculty in the design and construction of new creek

5. Divert existing creek into to new creek, then block and remediate old covered sections

6. Offset/minimize environmental impact to surrounding area during construction

7. Project Management activities

Exclusions of the project scope include:

• Maintenance contracts and inspections

• Traffic management and control

• Redevelopment of impacted areas not specified in deliverables

• Marketing and public relations

Risks The project manager will determine and employ the necessary risk mitigation/avoidance strategies as appropriate to minimize the likelihood of these risks:

Disturbance of ecological niche Water contamination through damaging pipelines Potential disruption of oxygen, water pH levels and temperature Chronic stress to fish

Key Stakeholders Judy Shandler (Faculty and Staff Rep.) and Justin Cervantes (President of BCITSA) City of Burnaby’s Environmental and Social Planning Committee Kathy Kinloch, President of BCIT Salmon Safe B.C. (non-profit organization - review and inspect appropriately to the lands under review. On site evaluations are conducted by professional inspectors). Silva Forest Foundation (community interest group interested in daylighting creeks in the region)

Summary Milestones Schedule This section provides an estimated schedule of all high-level project milestones. It is understood that this is an estimate and may require adjustment as the project moves forward and the tasks and milestones and their associated requirements are more clearly defined.

Phase Milestone Time 1: Involve Involvement of Students and Faculty

in Preliminary Design 2/Mar/2020

2: Design Site Survey and Research 1/Jun/2020 Planning and Design Approved by Client

8/Sept/2020

3: Build Construction Permits Approved 1/Mar/2021 Start of Construction 12/Apr/2021 Structural Framing of Creek 31/May/2021 Landscaping 30/Aug/2021 Final Inspections 7/Oct/2021

Project Budget The budget for the Daylighting Guichon Creek Project is $850,000 based on the cost components and estimated required cost for successful completion of the project.

Project Approval Project Requirements Project success will have been achieved when all project deliverables have been completed and/or project requirements have been met. The Project Sponsor maintains final approval in overseeing the delivery of proj- ect deliverables and/or requirements.

In ensuring project success, project deliverables and/or requirements need to be fully and understood by the Project Team and the Project Sponsor. The customer’s requirements need to be clearly communicated and fully understood.

Exit Requirements Based on the Project Deliverables and Requirements outlined, there will be 3 key phases: Involve, Design, and Build. The completion of each phase will be determined by the project exit criteria described below.

Project Manager The Project Manager will be Emme Lee who will be supported by other members of the Project Team.

The key responsibilities will include overall project management, project initiation, planning of project activities, execution of work activities, monitoring and controlling the project work, and project close. Additionally, she will plan and monitor for project constraints (Eg., time, cost, resources), and mitigate potential risks. Emme will be responsible for customer and sponsor satisfaction, team leadership, and maintaining balance. For example, if changes are made or anticipated in the areas of scope, schedule, and/or budget, then Emme will initiate discussions between the Sponsor and Project Team to regain the balance.

The Project Manager, Emme Lee, is authorized to approve all budget expenditures up to, and including, the allocated budget amount of $850,000. Additional funding must be requested through the Project Sponsor, Jennie Moore. Regular updates, at predetermined intervals, will be provided to the Project Sponsor.

Involve

Design

Build

Deliverable for- mat could be engagement report summarizing the outcomes of their involvement.

Final design com- pleted for new pathway. Final design com- pleted for pathways, benches and land- scaping beside new creek.

Deliverable de- scribing process and criteria for student and faculty involvement.

Build of the new pathway complet- ed. Build of pathways, benches and landscaping beside new creak completed

Approved by the Project Sponsor:

X________________________________________

Jennie Moore

Associate Dean

Building Design and Construction Technology at BCIT

X________________________________________

Emme Lee

Project Manager

January 26th 2020 January 26th 2020