Attachment_1_-_PPW-SWM_Stage_Gate_Delivery_Process.pdf

Surface Water Management

Stage Gate Capital Delivery Process

VOLUME: 1

September 2025

Table of Contents Introduction

Planning and Pre-Design

Stage 1 – Project Inception 0-5%

Gate 1 – Project Initiation Approval

Stage 2 – Pre-Design 5-15%

Gate 2 – Pre-Design

Project Design

Stage 3 - 30% Design

Gate 3 - 30% Design

Stage 4 - 60% Design Stage

Gate 4 - 60% Design Stage

Stage 5 - 90% Plans and Specifications

Gate 5 - 90% Plans and Specifications

Stage 6 - 100% Final Plans and Specifications

Gate 6 - 100% Final Plans and Specifications

Project Delivery

Stage 7 – Procurement and Contracting

Gate 7 – Procurement and Contracting

Stage 8 – Construction and Closeout

Gate 8 – Construction and Closeout

Appendix A – Stage Gate - Visual Process ............................................................... 18-19

Appendix B - Project Management Plan (PMP)

Appendix C – SWM Culvert Delivery Process

Introduction

The Stage Gate Capital Delivery Process is the foundational framework guiding the delivery of capital projects within the Planning and Public Works, Surface Water Management Division (SWM). This structured approach enhances transparency, accountability, and consistency from project initiation through completion by defining clear stages as well as deliverables and critical decision points, known as Gates.

Each SWM project has a defined start and end point and can vary in scale, complexity, and duration. To effectively manage these projects, the Stage Gate framework provides a scalable and adaptable process that enables project teams to deliver outcomes efficiently and consistently.

Each Stage outlines the expected level of project detail and risk management required to progress. Each Gate represents a formal milestone and decision point, where the project undergoes review and must receive approval from the Gate Committee before advancing to the next stage. A summary of the Gates is provided in Table 1, with detailed descriptions included throughout this manual.

Project Managers are responsible for facilitating Gate reviews by presenting to the Gate Committee and/or submitting required documentation, depending on the size and complexity of the project. Gate approval is required before proceeding to the next phase. The outcome of the Gate Committee may include approval, approval with conditions/recommendations for the project team, or direction to stay at the current stage to address additional tasks before returning. The outcome will be documented via email from the Gate Committee to the Project Manager and team. While most projects are expected to follow the complete Stage Gate process, however exceptions will occur. Project teams are encouraged to be creative, propose alternative approaches, and engage collaboratly with the Gate Committee. The Committee will assess the associated risks with the proposal and make the decision for the project to advance.

How this process is to be navigated and facilitated by all parties:

o This process is meant to be facilitated with good intent and transparency by all involved, for our success, for continuous improvement, and the completion of capital projects.

o This process is only a guide, the process cannot forsee all future projects and situations. This will require the project team and gate committee to be adaptable within the intent of this process.

o For people to provide help, they must know about the challenges, and share openly and honestly about the risks. Those outside of the project team may bring valuable experiences and perspectives to the overall project.

o Gates should be celebrated! It was a great deal of hard work by the project team that made it possible to progress one stage closer to project completion and it is worthy of a celebration!

Updating Proccess:

This manual is a living document. It will be updated yearly to reflect best practices, improve project delivery outcomes, and remain aligned with the evolving needs and mission of the division.

Project Team and Roles:

The size and composition of a project team may vary depending on the magnitude and complexity of the project.

This manual is designed to accommodate that variability.

Project Core Team - is the small, dedicated group responsible for day-to-day management and decision-making throughout the project life cycle.

Typical Roles:

• Project Manager – oversees execution and delivery, managing scope, schedule and budget

• Design Lead and/or Hydraulic Modeler– ensures technical soundness, may be in-house or a consultant

• Right of Way Agent – ensures the necessary property rights are acquired

Subject Matter Experts (SMEs) - are technical or specialized professionals who provide expert input on specific elements of the project, as-needed or at key milestones rather than day-to-day.

Examples:

• Biologist – responsible for design input and project permitting strategy

• Floodplain Permit Reviewers – assisting with strategy for zero-rise and floodplain permitting

• Floodplains and Watersheds Section and/or Water Quality Section representation

• Communications Lead, Legal counsel, Cultural resources specialist

• Others: (Office of the County Engineer/bridge team, habitat and fish specialist, geotechnical engineer, structural engineer, geomorphologist)

Stakeholders - are any individuals, groups, or organizations affected by or interested in the project, they provide input at key project milestones.

Types of Stakeholders:

• Internal stakeholders – PPW & SWM leadership, other Pierce County Departements

• External stakeholders – community members, elected officials, regulatory agencies, adjacent landowners, tribal partners, funding partners.

Key Responsibilities:

• Provide input during planning and design phases

• Identify concerns or opportunities the core team may not see

• May influence public support, permitting timelines, or funding decisions

Table 1. Project Gates

Gate Number

Description of Gate

Gate 1 • Project Inception, approval of Project Charter and authorization to proceed with Alternatives Analysis and pre-design

• Gate Committee: Floodplain and Watershed Services (F&WS) Manager & ESS Manager, and Capital Planning Supervisor

Gate 2 • Pre-Design, Review of the selected alternative progressed to a conceptual 15% design and authorization to proceed into 30% design

• Gate Committee: F&WS Manager, ESS Manager, Right of Way Supervisor, Floodplain Permit Review Lead, and Capital Planning Supervisor

Gate 3 • 30% Design, Approval of Preliminary 30% Design and authorization to proceed to 60% Design

• Gate Committee: ESS Manager, ROW Supervisor, Floodplain Review Lead, & F&WS Rep.

Gate 4 • 60% Design, Approval of 60% Design and authorization to proceed to 90% PS&E

• Gate Committee: ESS Manager, Contracts/Procurement, ROW Supervisor, Floodplain Permit Review Lead, & F&WS Rep.

Gate 5 • 90% Plans and Specifications, Approval of 90% PS&E and authorization to proceed to

100% PS&E

• Gate Committee: ESS Manager, ESS Team Supervisor, & Contracts/Procurement Rep.

Gate 6 • 100% Plans and Specifications, Approval of 100% PS&E and authorization to proceed with Bid Advertisement

• Gate Committee: ESS Manager, ESS Team Supervisor, & Contracts/Procurement Rep.

Gate 7 1. Procurament and Contracting, Approval of apparent low bidder and authorization to proceed with Construction Contract Award, Notice to Proceed, and construction.

2. Gate Committee: ESS Manager, ESS Team Supervisor, & Contracts/Procurement Rep.

Gate 8 3. Construction and Closeout, Approval that all construction and close-out activities have been completed and final authorization that the project has been successfully completed.

4. Gate Committee: ESS Manager, Finance Rep, Asset Team Supervisor, M&O Rep.

Planning and Pre-Design

Stage 1 – Project Inception 0-5%

The Project Inception Stage marks the beginning of a capital project and focuses on identifying and defining the project need. During this phase, a team member is assigned to serve as the Project Manager. The Project Manager works in collaboration with both the F&WS and ESS Managers to assemble a project team appropriate for the anticipated scale and complexity of the effort.

The primary objective of this stage is to clearly articulate the project’s needs and objectives. This process begins with the development of a Project Charter, a key component of the PMP, which outlines what is in and out of scope, defines team roles and responsibilities, and establishes the foundational roadmap for how the project will be managed and delivered. It is expected that as the project matures many of these items will be revised and refined. The Project Charter is intended to communicate essential project information to stakeholders and set expectations for the team moving forward.

Key activities in this stage may include:

5. Define the project drivers, needs, and overall business case

6. Draft a Problem Statement and establish clear project goals. How can the success of the project be data driven? The WQ section may have this data and be able to help with collection and testing methodology.

7. Convene a project kick-off meeting with the core project team

8. Prepare the Project Charter, including scope, roles, and governance

9. Engage internal stakeholders through early collaboration and meetings

10. Develop a planning-level scope, schedule, and total project cost estimate

11. Identify preliminary permitting, property rights risks and strategy

12. Begin development of the preliminary PMP

Gate 1 – Project Initiation Approval

Gate 1 is the first formal decision point in the Stage Gate process. It authorizes a project to move forward into the planning phase, including alternatives analysis and pre-design. At this stage, the project team presents foundational project information to demonstrate that the proposed effort is aligned with SWM’s mission, priorities, and is worthy of further investment of limited public resources.

Required Deliverables:

1. Project Charter, including:

o Problem Statement o Project Objective o Project Team

2. Project Location Map

3. Preliminary PMP, including o Planning-level scope, schedule, and total project cost estimate

Decision Required:

The Gate Committee is asked to review and formally approve the Project Charter and the Preliminary Project Management Plan. Upon approval, the Project Manager is authorized to proceed to Stage 2. Approval at Gate 1 affirms that the project, as currently conceived, is justified for continued planning and development.

Stage 2 – Pre-Design 5-15%

The Pre-Design Stage builds upon the foundation established during the Inception Stage. The primary objective is to identify, evaluate, and refine project alternatives to define the project scope and advance the selected alternative to a 15% conceptual design. This stage is critical for setting a clear design direction and confirming that the project meets its stated objectives and constraints. Some projects may nessecitate multiple design options with external facing public meetings as part of the alternatives analysis while others may be a one-day or less exercise by the project team.

In coordination with the SWM section managers, the Project Manager may update or expand the project team to include specialized professionals, permitting specialists, right of way agents, a floodplain permitting team member, environmental experts, or other subject matter experts based on the project’s evolving needs.

Key Activities in Stage 2 may include:

• Engage in-house engineering team or procure a design consultant

• Conduct the Alternatives Analysis, including:

o Site investigations, review of existing water quality data (See WQ Section), survey, and technical assessments o Development and evaluation of feasible alternatives o Identify critical constraints, including:

▪ Regulatory and permitting considerations

▪ Environmental impacts

▪ Constructability and feasibility

▪ Property rights and easements

▪ Public and stakeholder support

▪ Preliminary project cost

▪ Potential Risks o Validate project alternatives to ensure alignment with project charter, technical requirements, and stakeholders.

o Develop 15% concept-level design for the Recommended Alternative, including:

▪ Conceptual drawings, including a draft acquisition plan

▪ Baseline hydraulic modeling

▪ Preliminary input from permitting staff, especially related to floodplain considerations and permitting strategy

▪ Updated total project cost and schedule

• Draft preliminary design report with 15% plan sheets

• Update the PMP to reflect the refined scope, schedule, and roles.

This stage concludes with a clear recommendation for the selected alternative and sufficient design detail to inform cost estimates, stakeholder support, property rights scoping, and regulatory permitting. Approval at Gate 2 will authorize the project to move into the 30% design stage.

Gate 2 – Pre-Design

Gate 2 is the second major decision point in the Stage Gate process. Approval at this Gate authorizes the project to proceed into the 30% Design phase. This decision confirms that the preferred alternative addressed the project’s identified need, received stakeholder support, and identified and addressed significant risks and constraints at a planning level. It also verifies that the project is ready to advance into design and that further investment of resources continues to be justified.

Required Deliverables:

1. Updated PMP, including:

o Updated charter, if changes to the team and scope.

o Draft Design Report

▪ Alternatives Analysis

1. Description of all alternatives considered

2. Estimated project schedule and preliminary cost for each alternative

3. Alternatives Comparison Matrix summarizing:

1. Key selection criteria, including stakeholder support

2. Ranking of alternatives

4. Recommendation of the selected alternative, clearly justified within a design report.

5. Updated design report after progressing the selected alternative to 15%

▪ 15% conceptual plans

1. Draft acquisition plan and early outreach summary ("pulse")

2. Base hydraulic model and floodplain permitting strategy, including approval and input from the Floodplain Permitting Team

▪ Comments and concerns from stakholders, tribal fisheries, and tribal cultural resources staff have been addressed and they support the selected alternative.

Decision Required The Gate Committee is asked to formally approve the Selected Alternative as documented in the Design Report, approve the Conceptual 15% Design of the selected alternative, and confirm that the project is ready to advance into the 30% Design Phase. Approval at Gate 2 provides authorization to proceed to the 30% Project Design stage.

Project Design

The Design Stages transform the selected alternative into a fully engineered, permit-ready, and bid-ready project.

This phase includes a progressive refinement of the design through a series of milestone submittals: 30%, 60%, 90%, and 100%. At each milestone, the design team provides more detail, evaluates feasibility, manages risk, confirms regulatory compliance, and integrates stakeholder feedback.

Stage 3 - 30% Design

The 30% Design Stage represents the first formal design milestone. At this stage, the selected alternative, approved during the Pre-Design Stage, is advanced from 15% design to a more detailed 30% design level. This stage aims to further define design elements, confirm technical feasibility, identify and mitigate risk, and ensure coordination with permitting and utility stakeholders.

The 30% Design is also a key checkpoint for interagency coordination, refinement of project scope, early property rights identification, and early acquisitions. The project manager and the team ensure that internal and external requirements are addressed and that input from stakeholders and property owners is incorporated.

Key Activities in Stage 3 may include:

• 30% Design drawings including:

o Plan, profile, and cross-section views o Preliminary structural, roadway, and stormwater design elements

• Refine Property Acquisition Plan:

o Updated property needs and access requirements o Continued engagement and "pulse" of property owner concerns o Early acquisition is encouraged, when applicable

• Hydraulic Modeling:

o Refinement of the baseline model o Development of the proposed conditions model and identificaiton of adverse floodplain impacts with potential mitigation measures.

o Confirmation and input from the Floodplain Permitting Team on the project hydraulic models as well as on-going floodplain permit strategy.

• Coordination Documentation demonstrating compliance with other division and agency standards, including:

o Office of the County Engineer (OCE), with approved deviation request if applicable o Sewer o Parks o Central Pierce Fire and Rescue or other applicable fire districts o Utility Identification and coordination (Water, Power, Gas, Communications, Fiber) o Development Services (permitting) o Maintenance & Operations

• Refine permitting strategy and schedule,

• Stakeholder and Property Owner Engagement including:

o Summary of outreach conducted since Gate 2 o Feedback received and how it was addressed (Including tribal fisheries and cultural resource staff)

• Updated PMP reflecting design refinements, schedule adjustments, and stakeholder feedback

The 30% Design stage is critical for confirming the project’s direction before investing in detailed design.

Completing this stage will set the foundation for progressing to 60% Design and seeking necessary permits, acquiring any outstanding property rights, and approvals.

Gate 3 - 30% Design

Gate 3 is the third formal decision point in the Stage Gate process. Approval at this Gate confirms that the project is technically feasible, that significant risks and constraints have been identified and addressed, and that the project is ready to advance into the 60% design phase. Note, on smaller, less complex projects, with a defined scope the 60% stage and gate may be omitted with early agreement between the project team and gate committee. This Gate ensures alignment on the project’s scope, schedule, budget, and permitting approach. It also affirms that interagency coordination, floodplain compliance, and property rights acquisitions are in progress.

Required Deliverables:

• Updated PMP including:

o Updated design report, demonstrating technical feasibility, project approach, and permitting. The project manager and right of way agent should be able to speak to the status of early acquisition efforts, strategy, and property owner engagement.

• 30% design plans with draft acquisition plan

• Floodplain Compliance Documentation, including:

o Approved base conditions hydraulic model o Approved proposed project hydraulic model, including input from the Floodplain Permitting Team

Decision Required:

The Gate Committee is asked to approve the 30% design and updated project documentation, thereby authorizing the project to proceed to 60% design development. This approval confirms the scope, design approach, feasibility, and risk. Approval at Gate 3 provides authorization to proceed with the 60% design.

Stage 4 - 60% Design Stage

At the 60% Design Stage the majority of major design components have been established. Significant revisions to the scope at 60% should be rare and carefully evaluated. Changes can impact cost, schedule, and add additional risk. This stage also serves as the last stage for completing property rights acquisitions, if early acquisitions were not feasible. Coordination with permitting agencies, utility providers, and regulatory staff should be well underway.

Key Activities in Stage 4 may include:

• Updated design drawings with increased detail, including:

o Preliminary Specifications o Updated construction cost estimate and work breakdown structure (WBS) o Updated Project Management Plan (PMP) including:

▪ Updated Charter with finalized project scope with confirmed internal and external alignment

▪ Updated schedule and budget o Permit strategy and submittals to regulatory agencies o Utility conflict identification, coordination, and/or relocation, with resolutions underway o Updated risk register, including mitigation strategies for high-priority risks o Constructability Review documenting feedback from engineering and construction inspectors o Any remaining property rights to construct the project are being acquired

The 60% Design stage is essential to ensure the project is buildable, permit-compliant, and coordinated across all necessary parties. It lays the groundwork for advancing to final design and procurement preparations.

Gate 4 - 60% Design Stage

Gate 4 is the fourth major decision point in the Stage Gate process. It marks approval of the 60% design submittal and authorizes the project to proceed to final 90% Design. Approval at this Gate confirms the project is technically sound, constructible, and that design conflicts have been resolved. It also ensures that permitting is on track, utility coordination is progressing, and all property rights have been secured.

Required Deliverables for Gate 4:

• Updated Project Management Plan o Updated Construction Cost Estimate and Work Breakdown Structure

• 60% Design Plan Set with detailed drawings, and draft specifications

• Permit Strategy and status of initial submittals o Floodplain Permitting Status

• Utility Coordination Plan, including conflict resolution and relocation schedule

• All property rights have been aquired

• Confirmation that all internal, stakeholder, and regulatory comments have been addressed

Decision Required:

The Gate Committee is asked to approve the 60% design package, confirming that the project is ready to move forward to the 90% design. Approval at Gate 4 signifies that major risks and constraints have been addressed and that the project is ready for final detailing and bid preparation. Approval at Gate 4 provides authorization to proceed into 90% design.

Stage 5 - 90% Plans and Specifications The 90% Design Stage represents a nearly complete set of construction documents. At this point, all major design elements, stakeholder input, and permitting conditions have been incorporated. The project should now be free of unresolved design issues, with only minor clarifications and formatting left before finalization. This stage confirms alignment across all disciplines and provides a comprehensive preview of the final product.

Key Activities in Stage 5 may include:

• Incorporating final feedback from technical, stakeholder, and permitting reviews

• Refining and formatting plans, specifications, and cost estimates

• Preparing draft bid documents with the procurement/contracting team

• Final confirmation that all permits are in hand and property rights acquired

• Updating the communication plan for the bidding and construction phase

Gate 5 - 90% Plans and Specifications

Gate 5 is the final design review before bid document preparation. Approval at this Gate confirms that the project is technically sound, coordinated across all reviewers, and nearly ready for advertisement and bidding.

Required Deliverables for Gate 5:

• 90% design drawings and technical specifications

• 90% engineer’s estimate and funding confirmation

• All permits secured and in hand

• Draft bid documents under review with Procurement and Contracting

• Finalized communication plan for construction outreach

Decision Required:

Gate Committee approval at this stage confirms readiness to proceed to final formatting and issuance of the 100% bid set. Once approved, the project advances to Stage 6.

Stage 6 - 100% Final Plans and Specifications

The 100% Design Stage includes the fully finalized, signed, and sealed plans and specifications. The project is ready for public advertisement, bidding, and subsequent construction.

This stage includes final coordination with the contracting team to ensure bid packages meet all legal and procedural requirements. All documentation must be complete and properly formatted for release.

Key Activities in Stage 6 may include:

• Completing final quality control and assurance reviews

• Obtaining the Division Manager’s signature, Engineering Services Section engineer’s seal and signature

• Preparing bid-ready documentation

• Coordinating final scheduling for advertisement and pre-bid activities

Gate 6 - 100% Final Plans and Specifications

Gate 6 authorizes the project to be advertised for competitive bidding and confirms that all design and procedural requirements have been met.

Required Deliverables for Gate 6:

• Final stamped and signed construction drawings

• Final technical specifications

• Final signed engineer’s estimate

• Final bid-ready documents, coordinated with Procurement and Contracting

Decision Required:

Gate Committee approval at this stage confirms that the project construction package is fully complete and is cleared to proceed with the advertisement.

Project Delivery

Stage 7 – Procurement and Contracting

Once final plans and bid documents have been approved at Gate 6, the project moves into the Procurement and Contracting Stage. The Project Manager works closely with the Procurement and Contracting team to advertise the project, support bid evaluation, and recommend award.

This stage includes responding to bidder questions, issuing addenda if needed, and reviewing submitted bids for responsiveness and accuracy.

Key Activities:

• Advertise the project for public bidding

• Respond to bidder inquiries and issue addenda as needed

• Conduct bid opening and review

• Evaluate the lowest responsive and responsible bid

• Recommend contract award to the Engineering Sercies Section Manager

Gate 7 – Procurement and Contracting

Gate 7 is the formal decision to award the construction contract. Approval at this gate authorizes the issuance of the Notice of Award.

Required Deliverables:

• Bid tabulation and evaluation summary

• Recommendation to award based on bid responsiveness and compliance

• Procurement and Contracting approval

Decision Required:

The Gate Committee authorizes the contract award.

Stage 8 – Construction and Closeout

Following the award, the project enters the Construction and Closeout Stage. The Project Manager conducts a Pre-Construction meeting followed by issuing the Notice to proceed, supporting construction, tracking progress, managing changes, and ensuring compliance with approved plans, permits, contract documents, and specifications. This stage culminates in the final acceptance of the work and formal project closeout.

Key Activities:

• Conduct pre-construction meeting

• Oversee contractor and construction inspection work and ensure adherence to the contract documents

• Manage construction schedule, budget, and change orders (including associated and/or required approvals)

• Coordinate inspections and testing

• Ensure permit conditions and environmental requirements are met

• Conduct final inspection and compile punch list

• Issue substantial completion, physical completion, and final acceptance and closeout documentation

• Begin Post-Construction performance monitoring according to permit/grant funding requirements (if applicable)

• Transition project to operations and maintenance team (if applicable)

Gate 8 – Construction and Closeout Gate 8 confirms that construction is complete, contract requirements have been fulfilled, and the project is ready for closeout. Approval at this Gate concludes the formal Stage Gate process.

Required Deliverables:

• Final inspection report and punch list completion

• Review and approve as-built drawings

• Final payment and release of retainage

• M&O Manual, including performance monitoring requirements

• Complete project documentation

• Final acceptance letter issued

• Closeout report and transition to M&O

• Schedule lessons learned

• Determine the need for monitoring, to assess the long term success of the project

Decision Required:

Gate Committee approval of final acceptance and closeout concludes the project lifecycle. The project is now fully delivered and transitioned to asset management.

Project delivery process complete.

Time to celebrate!

Appendix A – Stage Gate - Visual Process

PLANNING

PRE-DESIGN

DESIGN & DELIVERY

GATE 1

GATE 2

GATE 3 GATE 4

GATE 5 GATE 6

GATE 7 GATE 8

STAGE

PROJECT

INCEPTION

0%

Build Team

Identify the Need

Project Charter

STAGE

30%

DESIGN

STAGE

90%

PS&E

STAGE

PROCUREMENT

PROJECT

OUT TO BID

STAGE

CLOSEOUT

STAGE

Investigation 5%

Alternatives Development

Alternative Selection

15%

ALTERNATIVES

SELECTION

& PRE-DESIGN

STAGE

60%

DESIGN

STAGE

100%

PS&E

PROJECT

COMPLETE

STAGE

NOTICE OF

AWARD

NOTICE TO

PROCEED

CONSTRUCTION

FINAL

ACCEPTANCE

SURFACE WATER MANAGEMENT

S T A G E G A T E

Appendix B - Project Management Plan (PMP) The current sections of the PMP consist of the following:

1. Project Charter (MS Word)

a. The consise why and need behind the project

b. The current project team (This will change as the project progresses through each stage)

i. Project Manager

ii. Core Team

iii. Subject Matter Experts

1. Invited to meetings and consulted as needed and/or at major milestones

iv. Stakeholders

1. Internal and external

c. The consise summary of what is in and anything that is specifically out of scope

2. Schedule (MS Project)

a. The amount of detail will increase as the project progresses. Additional details as they become know may include property acqusitions, permitting, as well as the navigation through each stage and gate.

3. Budget Tracker (MS Excel)

a. Revenue

i. Understand each pot of money, including associated requirements like match.

b. Expendatures

i. Encumbered funds, including consultant contracts as signed

ii. Project spending through project stages to know ahead of time if there are financial surpluses or shortages.

4. Design Report (MS Word) - Will be built, expanded, and refined in each stage of project delivery

a. Project scope

i. Detailed project need section

ii. Desired outcome and how success will be measured

b. Alternatives

i. What options were looked at, how did they rank, and the chosen alternative

c. Chosen Design

i. Details and Assumptions

ii. Hydraulic Modeling – Floodplain Permitting & Zero Rise strategy should take place at project inception and be revisted often.

5. Risk Matrix (Excel)

a. Identify risks to the project and how the project team is activley managing and mitigating the risk.

Not all risks will be able to be mititgated. This is expected to be continually updated.

6. Property Rights Plan (MS Word W/ Plan Sheets)

a. Identification of property rights needed for the project and identification of existing property rights that the project must pay to reliquish or navigate around.

b. At the inception of the project, the identified project drivers and fundings will direct the inclusion of non-voluntary acqusition into the process and schedule for obtaining property rights.

7. Communication Plan (MS Word)

a. Identification of stakeholders and how outreach will be conducted over the course of the project.

Appendix C – SWM Culvert Delivery Process

The Fish Passage Team, within the Engineering Services Section, is adapting the proven culvert delivery process developed by WSDOT to suit the specific needs and scale of Pierce County. This right-sized approach will establish a standardized process for successfully delivering fish passage projects within the county.

This appendix is scheduled for publication in 2026.