HomeMy WebLinkAboutIntegrated Project Team Charter _FINAL_03212023
FINAL INTEGRATED PROJECT TEAM
CHARTER
Contract No. JC0726-2022-069
Task 1.3
Solid Waste Facility Replacement Planning Project
March 21, 2022
Prepared By
23309 100th Avenue West
Edmonds, Washington 98050-5075
206.629.5935
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INTEGRATED PROJECT TEAM CHARTER
JEFFERSON COUNTY DEPARTMENT OF PUBLIC WORKS
SOLID WASTE DIVISION
SOLID WASTE FACILITY REPLACEMENT PLANNING PROJECT
MARCH 21, 2023
Submitted to:
Al Cairns, Solid Waste Manager
Department of Public Works
623 Sheridan Street
Port Townsend, WA 98368
ACairns@co.jefferson.wa.us
Submitted by:
Vikek Environmental Engineers, LLC
23309 100th AVE W
Edmonds, WA 98020-5075
206.629.5935
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This Integrated Project Team (IPT) charter shall constitute the mission, structure, scope of
operation, membership and responsibilities of the Jefferson County’s Solid Waste Facility
Replacement Planning (SWFRP) Integrated project team, and provides team focus,
direction, and boundaries.
VERSION HISTORY
Issue Date Author Version Revision
Date
Reason
10/25/2022 V.O. Okereke 1.1
shared
11/3/2022 Added two edits from
Al’s 10/31/2022 Review
02/15/2023 1.2 Addressed Feedback
from SWFTF meeting of
12/15/2022
02/24/2023 1.2 Send as part of Pre-
Workshop #3 Package
03/21/2023 Final 03/21/2023 Added composting to
“Waste Diversion” and
deleted, “Indoor” under
“Environmental
Excellence” in Section
2.4.
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Contents
1 BACKGROUND ..................................................................................................................................................1
1.1 JUSTIFICATION FOR THE TEAM .................................................................................................................................2
1.2 DESCRIPTION .....................................................................................................................................................2
1.3 MISSION OF THE TEAM .........................................................................................................................................2
1.4 TEAM GUIDING PRINCIPLES ....................................................................................................................................2
1.5 DECISION-MAKING AUTHORITY ...............................................................................................................................4
1.6 DECISION-MAKING PROCESS ..................................................................................................................................4
2 PROJECT STRATEGIC DIRECTION .................................................................................................................5
2.1 COUNTY’S PROJECT VISION ....................................................................................................................................5
2.2 PROJECT NEED/JUSTIFICATION ................................................................................................................................5
2.3 PROJECT GOAL STATEMENT AND OBJECTIVES ...............................................................................................................5
2.4 HIGH LEVEL PROJECT GUIDING PRINCIPLES .................................................................................................................6
3 PROJECT SCOPE ..............................................................................................................................................7
3.1 PROJECT INITIATION, PLANNING AND MANAGEMENT ....................................................................................................7
3.2 DISCOVERY, ANALYSIS , DATA ACQUISITION, SOLID WASTE FACILITY ALTERNATIVES DEVELOPMENT AND
PRELIMINARY POTENTIAL SITES FEASIBILITY STUDIES .................................................................................................7
3.3 PUBLIC OUTREACH .........................................................................................................................................7
3.4 CONCEPTUAL SOLID WASTE FACILITY DESIGN ..............................................................................................................7
3.5 BROAD AREA AND FOCUSED SITE SCREENING OF POTENTIAL SITE.......................................................................................7
3.6 COMPARATIVE EVALUATION OF SOLID WASTE FACILITY AND SITE ALTERNATIVES AND IDENTIFICATION OF A PREFERRED SITE ALTERNATIVE
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3.7 FINANCIAL ANALYSIS AND FINANCING PLAN ................................................................................................................8
3.8 PREFERRED SOLID WASTE FACILITY ALTERNATIVE RECOMMENDATION.................................................................................8
3.9 PROJECT CLOSE OUT ............................................................................................................................................8
4.0 CONCEPTUAL REPLACEMENT FACIITY DESIGN ..................................................................................................... 10
4 SUCCESS CRITERIA ...................................................................................................................................... 11
5 TEAM ORGANIZATION .................................................................................................................................. 12
6 PROJECT HIGH-LEVEL COMMUNICATION PLAN ...................................................................................... 16
7 PROJECT REFERENCES ............................................................................................................................... 18
8 INTEGRATED PROJECT TEAM CHARTER APPROVAL AND MAINTENANCE ........................................ 19
Table 1 Project Milestones, Deliverables and Planned Completion Dates1 ..............................................................9
Table 2 Integrated Project Team Identification ....................................................................................................... 13
Table 3 Specific SWFTF Team Member Identification ........................................................................................... 15
Table 4 Communication Plan Summary.................................................................................................................. 16
Table 5 Project Reference Summary ...................................................................................................................... 18
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1 Background
The Jefferson County (County) Solid Waste Management Plan (SWMP) (2016) is a guide for solid waste activities
in Jefferson County, in response to the Solid Waste Management Act, Chapter 70.95.080 of the Revised Code of
Washington (RCW) has been recodified as RCW 70A.205.040, which states: “Each county within the State, in
cooperation with the various cities located within such county, shall prepare a coordinated, comprehensive solid
waste management plan” (Section 70.95.080 has been recodified as RCW 70A.205.040).
The SWMP defined the need for improvements to the existing Solid Waste Transfer and Disposal System
(SWTDS) to ensure solid waste service sustainability and established the following recommendations:
•High-Priority Recommendation for Transfer and Disposal:
o T&D1- Conduct improvements to the Quilcene Drop Box facility as funding is available.
•Medium-Priority Recommendations for Transfer and Disposal
o T&D2 – Conduct improvements to the Jefferson County Solid Waste Disposal Facility based on
facility assessment options and the Solid Waste Master Plan update; and
o T&D3 Prepare an analysis of waste export alternatives.
The SWMP further stated that:
•The listing of these alternatives does not mean that any is considered feasible or desirable, but it poses
an opportunity to evaluate the current and future status of these solid waste facilities and determine
appropriate improvements options which would be incorporated into an update to the County’s Solid
Waste Disposal (JCSWDF) Master Plan, while significant upgrades should be included in the
Comprehensive Land Use Plan.
•These and other improvements could be considered in the future, contingent on completion of an
updated existing facility assessment, cost-effectiveness of phased improvement options and the
availability of funds for preferred options.
•The County will be the lead agency for all three recommendations.
Jefferson County’s Solid Waste Facilities (SWF) Replacement Planning (the current project) process is the first
step towards addressing these SWMP recommendations. The output from this project will inform the
development of detailed facility Master Plan, and updates to the 2016 SWMP and Comprehensive Land Use
Plans.
To this end, in 2022, Jefferson County hired Vikek Environmental Engineers, LLC (Vikek), a Solid Waste
Management and Management Engineering firm, to complete the recommended facility assessments and
develop recommendations, including modernization and/or replacement alternatives. The Board of County
Commissioners (BoCC) created a Solid Waste Facilities Task Force (SWFTF) to assist County staff and Vikek
with all aspects of finding the best solution(s) to the County’s solid waste recycling and transfer facility system
challenges pursuant to the SWMP recommendations.
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1.1 Justification for the Team
Effective communication and joint planning between the County staff, Vikek and SWFTF on the alternative solid
waste facility’s assessment and y planning is critical for achieving necessary community acceptance and
successful project delivery.
1.2 Description
The Jefferson County’s Solid Waste Facility Planning Integrated Project Team (IPT or “Team”) is a multi-
disciplinary group of knowledgeable and experienced experts who are committed to the project goal and
approach to delivering specified work products in a timely fashion and within budget. Members hold themselves
mutually accountable for the success of the effort and provide competency-based expertise and advocacy for
their respective areas, throughout all phases of the project’s lifecycle. Members are collectively responsible for
delivery of work products, as specified by the IPT Charter, and committed to by the IPT membership.
The IPT Is the basic work unit for the project’s product delivery. It is not a group that meets periodically where
participants deliberate, make decisions, leave, and have minimal involvement until the next meeting. Rather the
IPT members will work side-by-side on an ongoing basis to plan, manage and execute all activities required to
deliver the planned project products. The IPT will be led by Vikek’s Team Project Manager and IPT’s term ends at
the completion of the project delivery.
1.3 Mission of the Team
To develop and present a recommendation for the BoCC for improvements to the Jefferson County Solid Waste
Facility that is fiscally sustainable, reflects current data and analysis, responds to stakeholder and community
input and prepares the Jefferson County solid waste system for the next 40 years of service. The IPT will make
internal decisions in light of all legitimate stakeholder considerations, and based on these team decisions, will
provide recommendations to the Jefferson County Department of Public Works.
1.4 Team Guiding Principles
These are the fundamental guidelines that inform the way the IPT will operate and includes the following:
•Planned: Assure that Jefferson County’s Solid Waste Facility planning process is well planned and
integrates the County’s Standard Open Public Meeting Policy requirements, and support the planning
and programming of project processes, development of Project Work Plan and progress reviews.
•Alignment: Assure all project interfaces with the BoCC and Port Townsend City Council are identified,
completely described, defined and managed to completion, and that the project delivery process aligns
with the County Solid Waste Facility planning guiding principles
•Value Based: Assigned County staff and SWFTF members will be trained in the application of planning
tools for identifying and planning for current and future challenges. Team members will assure that this
Solid Waste Facility Replacement Planning project depends on and will benefit from transparency,
inclusiveness, honesty, openness, trust, active listening, the critical examination of ideas and evidence,
and constant communication.
•Participation: Assure that the planning process produces an enhanced solid waste facility
recommendation that integrates capital planning best practices through engagement of customers,
stakeholders, and community members using a collaborative and transparent decision-making process.
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Wide participation will lead to greater understanding and support from County management, and
acceptance by Jefferson County residents and external stakeholders for the plan and its implementation.
•Strategic: Enable a Solid Waste Facility t planning process that is not only inward-looking and backward-
looking, but which rigorously assesses current and potential external conditions through engagement of
leaders from external partners, stakeholder organizations and community groups in the development of
the County’s Solid Waste Facilities recommendation. A recommended SWF that is evolutionary, fiscally
prudent, and celebratory is more likely to obtain long-term support than one that advocates rapid,
radical changes in direction (unless clearly necessary).
•Focused: The team will clearly define what they hope to accomplish at the beginning of a discussion
and how it supports overarching purpose and goals. It will use the 80:20 rule which states that 80% of
outcomes result from 20% of all cases and focus on the identification of critical issues, priorities and the
means of dealing with them.
•Includes measurable anticipated outcomes: An important tool for ensuring that progress is occurring
with respect to plan implementation is the identification of measurable expected outcomes. Identify,
monitor, and meet approved performance measures.
•Communication – The IPT - produces a communications plan that will guide the team’s decision-making;
believes in the inherent value of the individual and the collective wisdom of the team; strives to help
make the best use of the contributions of each assigned team member; and believes that collaborative
and cooperative interaction builds consensus and produces meaningful outcomes.
•Mutual respect – The IPT seeks to have all relevant stakeholders represented and involved. The team
will promote equitable relationships among the participants and facilitators and ensure that everyone
has an opportunity to examine and share their thoughts and feelings within a mutually respectful and
collegial environment free of harassment and discrimination. It is expected that all participants use
respectful behavior and appreciate the diversity represented.
•Time management – The Project Team Leader, Facilitation Team and Sponsor agree to adhere to the
project timelines and conduct assignments accordingly. The County has several competing priorities and
major strategic challenges on its plate that it must address. This Solid Waste Facility planning effort
demands timelines by key participants.
•Integrity – We will act with integrity and honesty in all relationships and in all workplaces, avoiding all
conflicts of interest between our work and personal interests.
•Meeting Ground Rules
o Attend meetings regularly
o Complete ‘homework’ prior to meetings
o Listen actively, without side conversations
o Give everyone equal opportunity to speak
o Respect other’s contributions and learn from them
o Focus on interests rather than positions
o Value disagreement and constructive argument
o Look for ways to achieve mutual gain
o Respect meeting timeframes
o Silence electronic devices
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1.5 Decision-Making Authority
The IPT will identify issues and recommend solutions to the sponsor, Jefferson County’s Department of Public
Works. The Solid Waste Division Manager, Al Cairns, represents the County on the IPT and therefore, the team
will own (jointly with the Department of Public Works) recommendations it determines to provide to the BoCC,
Port Townsend City Council and other stakeholders.
1.6 Decision-Making Process
The team will reach optimal project task decisions in the most efficient manner, thus increasing the probability
of successfully producing the related task product on time, within budget, and which satisfies the needs of
Jefferson County residents and key stakeholders.
The team will use a modified consensus decision-making process to reach agreement on reasonable
recommendations through a cooperative and collaborative discussion process. If it is not possible for team
members to reach a decision in a reasonable time, a report of the differing viewpoints will be provided to the
Sponsor by the Team Leader for decision.
Consensus may not represent unanimity. Consensus has been reached when everyone agrees they can accept
and will support whatever is proposed after every effort has been made to meet the interests of all participants.
The facilitator is responsible for seeking and probing for consensus. It is the responsibility of each IPT member
to voice dissent if s/he cannot live with any particular recommendation. There is no requirement for the IPT to
reach consensus in order for recommendations to go forward. However, the facilitator will work with the group
to identify areas of agreement among team participants and will capture individual perspectives where
agreement is not identified.
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2 Project Strategic Direction
2.1 County’s Project Vision
A Solid Waste Facility that is located at an optimal site(s), adequately funded, accepted by the community, and
meets both current and future needs of the citizens of Jefferson County for the next 40 years, while complying
with regulatory requirements, as well as fiscal constraints, as defined by the County.
2.2 Project Need/Justification
The 2016 SWMP identified several challenges with the existing Solid waste facilities. These include [1] projected
population growth and the corresponding increase in the tonnage of materials that will be handled for disposal
or recycling, [2] facilities not currently sized to handle projected customer and tonnage increases, and [3] aging
facilities . The solid waste facilities need to be strategically improved or replaced to meet current and future
solid waste management needs.
The SWF planning process will include assessment of improvement alternatives, including rebuild and
replacement options, and identify the alternative that produces the most long-term benefit relative to cost and
other considerations. Although an assessment of all viable alternatives will be completed, this project includes a
detailed assessment of a facility replacement alternative now because it would take at least several years to
design and build new facilities or remodel the existing ones, and a decision on our optimal solid waste facility
alternative(s) is required before the state-mandated updates to the Solid Waste Management Plan and the
County’s Comprehensive Land Use Plan are scheduled to begin in 2024. . The first phase in solid waste facilities
planning includes a robust public involvement process, evaluation of criteria and conditions that will inform the
selection of an optimal facility, site, and development of a funding plan. After the facility , site, and funding
plan is selected and approved, detailed facility master planning, permitting and detailed facility design can
begin.
2.3 Project Goal Statement and Objectives
The objectives are described both from the County’s perspective, the realization of which is dependent on the
County ’s capability to complete implementation of the recommended priority solid waste facility improvement
alternatives, and from the consultant’s perspective.
The County’s project goal is to:
•Recommend an optimal - Solid Waste Facility Alternative, Site(s) and funding Plan that meets the County’s
current and future Solid Waste Needs for the next 40 years.
The Consultant’s project Objectives are to:
•Achieve public acceptance of a recommended Solid Waste Facility Alternative, including related optimal
-conceptual facility, site(s) and financing by November 2023.
•Develop and recommend a Solid Waste Facility Alternative, including - optimal related conceptual
facility, site and financing to Jefferson County Department of Public Works, Solid Waste Division by
December 2023.
•By December 2023, support the Jefferson County Department of Public Works, Solid Waste Division to
present the recommended solid waste conceptual facility, site and funding plan to the Board of County
Commissioners and Port Townsend City Council.
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2.4 High Level Project Guiding Principles
These are the fundamental guidelines that inform the team on the requirements of the Solid Waste
Replacement Facility that will be recommended by the team and include:
•Service Life. The replacement SWF will provide a service life of a minimum of at least 40 years.
•Flexibility. The replacement SWF Facility Plan will be flexible. The plan must provide future operational
continuity, while accommodating growth and other changing circumstances without material service
disruptions or adverse impacts to the environment.
•Transportation , Site Access , Traffic and Circulation. Access to the proposed SWF Facility alternatives should
be compatible with the types of vehicles using the facility and American Disability Act (ADA) requirements,
and provide adequate space for onsite roadways, queuing, parking, utilities, and safe operations.
•Service Equity. The SWF Facility or facilities will provide a level of service that is as equitable to all County
residents relative to population densities and ADA requirements .
•Environmental Excellence. Proposed facility should reduce the carbon footprint and reliance on the electric
grid, promote the improvement of air quality, protect and enhance the quality of adjoining environmental
elements and integrate the natural environment. The facility location should include consideration for the
reduction of Greenhouse Gas (GHG) emissions and reduction in the carbon foot print within the service area.
•Land Development and Land Use. Proposed alternatives should be sensitive to general community interests
and consistent with Jefferson County’s Solid Waste Management Plan and land-use requirements. Buildings
and landscaping should blend into the surrounding areas and maintain adequate buffer space and separation
from adjoining lands.
•Energy and Water Consumption Efficiency. Options could include renewable sources of energy, improved
efficiency of energy and water consumption, and use of energy efficient and/or recycled materials in future
construction of improvements/new facility.
•Experiential Education. The SW Facility will provide a user experience that intuitively describes the waste
management hierarchy with waste reduction as the highest order.
•Waste Diversion. The SW Facility will provide users with the means to exchange useable items and for
materials to be otherwise diverted from the waste stream, including optimal food waste, and support the
highest cost-effectively feasible waste reduction and diversion program, within the constraints of the facility
selection assessment criteria.
•Public Private Partnerships. The SW Facility will provide opportunities for public/private partnerships for
waste diversion.
•Other Operations Co-location. The SW Facility will provide opportunities for the co-location of ancillary
County functions that benefit from shared infrastructure. Such functions may include an organics
management facility.
•Cost-Benefit Outcome. The SW Facility will provide the highest level of return for the public’s investment,
consistent with all relevant constraints and goals, as specified by the relevant decision makers.
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3 Project Scope
The project scope includes the activities that support, coordinate, integrate, and sustain the core activities of
this project and assure its successful completion.
A.Project Management and Coordination
3.1 Project Initiation, Planning and Management
Coordination of the Vikek team and Solid Waste Facilities Task Force (SWFTF) activities, development of Jefferson
County Solid Waste Division’s website and project webpage, determining the replacement cost of the existing solid
waste recycling/transfer station and conducting appropriate quality assurance reviews of project work products.
Activities under this task are structured to achieve the overall project goals within schedule and budget limitations
and to coordinate work efforts among the project team, the County, Solid Waste Facilities Task Force, the Jefferson
County Board of Commissioners (BoCC), Port Townsend City Council (PTCC), regulatory agencies, the community and
other project stakeholders.
3.2 Discovery, Analysis , Data Acquisition, Solid Waste Facility Alternatives Development and
Preliminary Potential Sites Feasibility Studies
•Discovery ,Analysis and Data Acquisition
Completion of Current State Solid Waste Facility Analysis (Definition and documentation of customer
needs, system inventory, assessment criteria, level of service, SWF condition, life cycle replacement
costs, depreciation to date and residual life, and required major repairs and related costs),
defining/refining the County’s case for change; definition/refining of measurable goals; alignment with
the SWMP, and other major initiatives.
•Solid Waste Facility Improvement Alternatives Development
Development and alternative facility improvement options (including facility rebuild and replacement)
that address the defined problems and facility performance gaps. Includes identification of assessment
criteria, and initial ranking to define 2-3 SWF alternatives.
•Initiate Potential Sites Feasibility Studies
Completion of initial feasibility studies to support screening of potential SWF sites.
3.3 Public Outreach
All project activities completed to enable the achievement of community acceptance of this project, participation of
stakeholders, as well as the broader public, and assuring a transparent, inclusive and fair process that is accessible to
all community members.
3.4 Conceptual Solid Waste Facility Design
Development of conceptual and facility design layouts based on the outcome of all preceding public meetings,
screenings, programming and design workshops that will guide the evaluation of the short-listed two to three sites.
3.5 Broad Area and Focused Site Screening of Potential Site
•Broad Area Screening of Potential Sites - Using input from the initial public meeting and other
stakeholders, to review the potential site, and apply the Exclusionary Site Selection Criteria down to a
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smaller number of sites (less than 10) for a more detailed evaluation. These sites must conform to
applicable federal, state, and local siting regulations, and to other technical and community-specific
criteria. Applicable regulations include but are not limited to: Revised Code of Washington (RCW)
70A.205.110 (Solid Waste Disposal Facility Siting Site Review), Washington State Administrative Code
(WAC) 173-350, Jefferson County’s Solid Waste Management plan and Zoning Codes.
•Focused Site- Screening of the Short-Listed Sites - Using input received on the initial short-listed sites
(less than 10), and the application technical, environmental and community -specific criteria, to further
evaluate the short-listed sites by providing conceptual drawings , which will include a non-site-specific
facility layout, traffic patterns, potential impacts on surrounding areas, and basic feasibility studies on
environmental and operational issues, including geological investigation of the sites, as necessary. Based
on the Focused Site Screening activity and related tours, the options will be ranked again to produce a
short list of 2 to 3 Site Alternatives and their related SWF Alternatives.
3.6 Comparative Evaluation of Solid Waste Facility and Site Alternatives and Identification of a
Preferred Site Alternative
•Comparative Evaluation of Solid Waste Facility and Site Alternatives - Complete a detailed comparative
evaluation of the short-listed 2 or 3 potential sites and the associated solid waste alternative to
determine a preferred solid waste facility replacement location and facility option. The assessment of
each finalist site will provide Jefferson County and the public with impartial information about each
alternative, including ways to avoid or minimize adverse impacts and enhance environmental quality.
This will include detailed analysis to inform; facility cost models, demand, capacity and revenue
forecasts, and performance Measures.
3.7 Financial Analysis and Financing Plan
Identify realistic sources of funding for the Preferred SW Facility alternative. These might include [a] increased
tipping fee, [b] issuing municipal or revenue bonds, [c] creating a special Municipal Solid Waste (MSW) taxing
district across the eastern part of county, [d] establishing a Private Public Partnership (PPP) agreement with
outside investors after determining how much of the project risk the County is willing to off-load to an outside
party, and [e] building a new facility under some version of a design-build-operate contract with an established
solid waste company.
3.8 Preferred Solid Waste Facility Alternative Recommendation
Development of recommended Solid Waste Facility Alternative that will drive the next six-year 2024 – 2030 Solid
Waste Division’s Budget for the Solid Waste Transfer and Disposal Plan, and related forecasted rate impacts; and
Development of a final solid waste facility alternative recommendation and presentation to the Port Townsend
City Council, and BoCC.
3.9 Project Close Out
Conduct a lesson learned meeting and assure sign-off of all products and project deliverables.
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Table 1 Project Milestones and Deliverables
Major Milestone Deliverable
1.0 PROJECT MANAGEMENT Meeting and Workshop Notes
Workshop #s 1 and 2 Notes
Integrated Project Team Charter
Project Management Plan/Work Plan
Published SWD Website and Project Webpage
2.0 DISCOVERY, ANALYSIS, DATA ACQUISITION;
SOLID WASTE FACILITY IMPROVEMENT
ALTETNATIVES DEVELOPMENT AND POTENTIAL
SITES FEASIBILITY STUDIES
Workshops #3, 4 and 5 Notes
Discovery and Current State Assessment Report
Ranked SWF Alternatives TM
Organics Management Study, TM
Baseline Cost and Financial Study TM
Traffic Study TM
Noise Study TM
ESJ Study TM
GIS Maps with Potential Sites and Site
Characteristics TM
Site Selection Criteria and Decision Process TM
3.0 PUBLIC OUTREACH Public Outreach and SWF Needs Study Memo
Public Involvement Plan
Public Meeting #1 and 2 Notes
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Major Milestone Deliverable
4.0 CONCEPTUAL REPLACEMENT FACIITY DESIGN
Functional Requirements and Design Criteria
SWF Site Tour
Workshop # 6 Notes
SWF Replacement Design Report , includes
Conceptual Replacement SWF Layouts
5.0 BROAD AND DETAILED POTENTIAL SITES
SCREENING
Short Listed Potential Sites (<10)
Workshop #s 7 and 8 Notes
Broad Area Screening TM
Site Tour
Additional Feasibilities TM
Focused Site Screening TM
6.0 COMPARATIVE SWF REPLACEMENT SITE
ALTENATIVES EVALUATION
SWF AND SITES Comparative Evaluation Criteria
and Decision Process TM
Financial Impact Analyses TM
Workshop #9 Meeting Notes
Preferred SWF and Site Alternative Matrix and
Memorandum
7.0 FINANCIAL ANALYSIS AND FINANCING PLAN
Workshop #10 Notes
Financing Alternatives and Funding Plan TM
8.0 PREFERRED SW FACILITY ALTERNATIVE
SELECTION
Presentation Package
Mock Presentation
Final Presentation of Preferred SW Facility
Alternative(s)
9.0 PROJECT CLOSE – OUT Final Project Lessons Learned TM
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4 Success Criteria
The overall success of the project and project team will be evaluated by measuring the following parameters:
•The aforementioned work must be completed within the deadline stipulated in this charter.
•Work products must be usable and accepted by Jefferson County Department of Public Works.
•Successful management of the risks and issues.
•Consistency with the Project Guiding Principles.
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5 Team Organization
This overarching and integrative process will be conducted by bringing together subject-area IPT members in a
series of facilitated planning workshops and meetings. The IPT members will be charged with specific areas of
planning through this integrated project team charter approved by the Jefferson County Solid Waste Division
Manager and County Project Manager.
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Table 2 Integrated Project Team Identification
Role Description & Agency Role Activities
(Things They Do)
Role Responsibilities
(Decisions They Can Make)
Sponsor:
Al Cairns
(Jefferson County SWD)
•Appoints a Project Team Leader and provides
management support for the planning process,
and high-level project direction.
•Responsible for allocating County resources
•Provides executive guidance and support
•Receives progress updates from Project Team
Leader
•Reviews draft and final products
•Resolves conflict within the Solid Waste Facility
Taskforce members
•Approves Project
Charter
•Approves (or rejects)
changes to project
schedule or scope.
•Approves (or rejects)
work products
Project Team Leader:
Victor O. Okereke
(Vikek)
•Develops Charter
•Act as Primary contact for all stakeholders
•Assures ongoing alignment of project
requirements with implementation
•Responsible for making sure that this project is
carried out with integrity and in compliance with
applicable standards, policies, and procedures.
•Provides ongoing guidance and direction on
Processes.
•Help resolve related team and external conflicts
•Help assure understanding of process
requirements
•Make project team member task assignments in
consultation with Team and Sponsor
•Facilitate scheduling and conduction of all team
meetings
•Produces communications per the
Communications Plan below
•Maintain all pertinent project data and
documentation
•Track progress, develop, maintain and publish
Project Performance dashboard
•Lead Planning Workshops
•Authority to direct IPT
•Internal approval of
budget, scope, schedule,
and work products.
•Approval of project
communications.
Lead: Quality Assurance
Gary Arndt
(Vikek)
•Provide independent work product quality
assurance reviews.
•Recommend approval of
required products
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Lead: Financial Analysis and
Planning
Tom Karston
(Vikek)
•Financial analysis and the development of financial
plans
•Core Team Member
•Recommend approval of
financial work products
Lead – Public Outreach
Penny Mabie
(DM, Vikek Team)
•Plan public outreach activities
•Facilitating IPT Planning workshops
•Core Team Member
•Selects public outreach
tools
•Manage project
webpage
•Recommend approval of
public outreach work
products
Lead - Website and
Webpage Development
Shiloh Schroeder
(FCW, Vikek Team)
•Solid Waste Division Website development
•Project webpage development and content
updates
•Core Team Member
•Recommend approval of
webpage updates
Lead – Conceptual Facility
Design
Sarah Fischer
(BLRB Architects, Vikek
Team)
•Conceptual Facility Design Activities
•Core Team Member
•Recommend approval of
conceptual facility
designs
Lead - Site Selection
Peter Battuello
(Perteet, Vikek Team)
•Site Selection activities
•Core Team Member
•Recommend approval of
potential sites
Lead – Organics Analysis
Karamjit Singh
(SCS, Vikek Team)
•Waste Stream and Organics Analysis •Recommend approval of
organics management
strategies
All Project Team Members •Bring functional expertise to the project
•Perform research and share ideas
•Participate in meetings and evaluate ideas
•Recommend potential
changes to scope and
schedule
All members of the Solid
Waste Facility Task Force
(SWFTF)
•Provide review and feedback on project products
and support throughout the project phases.
•Provide and/facilitate the provision of information
required for project.
•Provide supervisory and managerial support and
situational expertise as required throughout
project phases. Will provide project support and
communication of the goals.
•Core Team Members
•Inputs on responsible
business areas
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Table 3 Specific SWFTF Team Member Identification
Solid Waste Facilities Task Force Members
Member Area of Expertise
Lisa Crosby District 1 Citizen Solid Waste Management Plan
Jenifer Taylor District 2 Citizen Solid Waste Management Plan
Tim Deverin District 3 Citizen Solid Waste Management Plan
Greg Brotherton Board of County Commissioners County goals
Owen Rowe Port Townsend City Council City goals
Steve King Port Townsend Public Works City Operations
Carol Cummins Local 2020 - Beyond Waste Action
Group
Solid waste reduction
Tracy Grisman Arts Community Arts Community
Miranda Nash D.A.S.H./Jefferson Transit Customer mobility/access
Cindy Jayne Climate Action Committee Green House Gas reduction/energy efficiencies
Pinky Feria-Mingo Jefferson County Public Health Permit requirements/other County functions
David Wayne Johnson Department of Community
Development
GMA/zoning/permitting requirements
Brain Tracer East Jefferson Fire and Rescue Risk management
Willie Bence Department of Emergency
Management
Disaster debris management
Will O'Donnell Public Utility District Infrastructure
Derek Rockett Department of Ecology Facility design/requirements
Bridgett Gregg WSU Extension Agriculture community
Steve Gilmore Republic Services - Roosevelt
Regional Landfill
Transfer station and landfill operations
Chad Young Waste Connections - WUTC G-
Certificate Hauler
MSW collection and transfer station operations
Alysa Thomas Skookum Contract Services -
Recycling Contractor
Recycling collection and recycling center
operations
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6 Project High-Level Communication Plan
Good communication among all team members and stakeholders is key to the success of this project. The
following Communication Plan provides guidance for expected project communications. This describes key
communications. products, audience, means and frequency of communications based on Stakeholder preferred
communication techniques.
Table 4 Communication Plan Summary
Target
Audience/
Stakeholder
Information to be
Communicated
Communication
Tool
Who to
Action
Reporting/
Update Period
Planned
Duration
Project Team Kickoff: Team Charter
and review of contents
Presentation
and Team
Charter
Project
Leader
Once 1 hour
Project Team To ensure that the
team is provided with
project progress and
performance reports
on an agreed template;
and Sponsor is given
key and relevant
information for project
sponsorship; decision
making; and providing
signoffs
Information required
Meeting and
Presentation
Project
Leader
Monthly 1 hour
Project
Sponsor
To ensure that this
stakeholder is given
key and relevant
information for project
sponsorship; decision
making; issues
resolution and
providing signoffs
Information required;
(short version of same
information provided
at Team meetings)
Meeting Project
Leader
Weekly/As
needed
1 hour
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Target
Audience/
Stakeholder
Information to be
Communicated
Communication
Tool
Who to
Action
Reporting/
Update Period
Planned
Duration
SWAC/BoCC/
Port
Townsend
Council
To ensure that this
stakeholder group is
provided with details of
progress for the
development each
product family and to
receive feedback on
draft work products
Meeting Project
Leader
Quarterly 1 hour
Project Team Closeout
communication -
Project review,
successes, Lessons
Learned, celebration,
next steps
Meeting and
Presentation
Project
Leader and
Task Leads
Once at
Closeout
1 hour
Stakeholders Project Information Email Project
Leader and
Task Leads
As Needed Varies
Stakeholders Questionnaire and
Surveys
Email Project
Leader and
Task Leads
As Needed Varies
Project
Sponsor
Issue Escalation Memorandum Project
Leader
As Needed Varies
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7 Project References
All project documentation should be stored in a central location and identified here:
Table 5 Project Reference Summary
Item Location
Integrated Project Team Charter SharePoint
Project Work Plan SharePoint
Project Schedule SharePoint
Major Project Deliverables SharePoint
Issues List SharePoint
Change Log SharePoint
Risk Log SharePoint
Meeting Notes SharePoint
E-mail Requests, decisions, and discussions pertinent to the project
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8 Integrated Project Team Charter Approval and Maintenance
Charter Change Procedures
The Jefferson County Solid Waste Facility Replacement Planning Integrated Project Team Charter is a “living
document” maintained by the Project Team Leader who will review and update the Charter as needed and obtain
approval from the Sponsor.
The Jefferson County Solid Waste Facility Replacement Integrated Project Team Charter is hereby submitted for
approval by:
Victor O. Okereke, Project Team Leader Date
Charter Approval
I have reviewed and approved the Jefferson County Solid Waste Facility Planning Integrated Project Team
Charter and it is hereby executed:
Al Cairns, Sponsor Date
March 27, 2023
March 28, 2022