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Bellevue council directs state-application support, advances Grand Connection 30% design
Summary
Council members on March 11 directed staff to pursue state approval for a GCCM contracting approach and endorsed refined 30% design elements for the Grand Connection crossing, while staff outlined a $150–$200 million target budget and a community grant program.
Bellevue City Council on March 11 moved to advance the Grand Connection crossing’s implementation by directing staff to procure a consultant to assist with the city’s application to the state for approval of a general-contractor/construction-manager (GCCM) contracting approach and by endorsing refinements to the project’s 30% design.
The step aims to bring construction expertise into design earlier to improve constructability and cost estimating. Jesse Kanado, the city’s chief economic development officer, told the council the city is targeting an all‑in budget of about $150 million to $200 million for a “day‑1” crossing experience and that staff will prepare contracts for an alternative delivery approach aligned with that scope.
The Grand Connection is a planned pedestrian-and-bicycle crossing over Interstate 405 linking City Hall Plaza and downtown to East Trail and Wilburton. Supporters in the public comment period said they back the refined 30% design and the GCCM approach: Patrick Bannon, president and CEO of the Bellevue Downtown Association, said, “Our support is specifically for this 30% design, the go forward design, that you’ll hear about later this evening and the staff’s recommendation to pursue a general contractor construction manager approach.”
Why it matters: city staff and community groups said the crossing would create a linear park and pedestrian corridor expected to spur nearby redevelopment, increase pedestrian and bicycle mode share, and support downtown placemaking. Staff reported the design work is funded through the 2025–26 Capital Improvement Program, but construction and possible right‑of‑way remain unfunded and would require new revenues.
Staff and consultants described several refinements from earlier, more elaborate concept work: the large east and west nodes shown in early visuals have been scaled back; structure widths over I‑405 are being optimized (a working minimum of about 30 feet was discussed); some canopy and expanded plaza work was deferred to future phases; and landscaping was consolidated to reduce initial costs while preserving space for later enhancements.
Staff proposed several financing avenues: a mix of public funding, corporate and individual philanthropy, district‑based tools and a state funding request; the city is also pursuing philanthropic partnerships through a Friends of the Grand Connection steering committee. Anthony Gill (staff) said the city is “in the final stages” of an economic‑impact report that will quantify projected incremental tax revenue and redevelopment timing tied to the crossing.
Councilmembers generally supported moving into the next phase. Councilmember John Hamilton said the project will “provide a safer, environmentally friendly option for 10,000 community members a day” and called it “doable and memorable.” Deputy Mayor Malakoutian pressed staff on risk sharing in GCCM contracts and asked for future detail on incentives and penalties for cost overruns. Staff said those contract details would be developed as part of procurement and owner‑advisor work.
Staff also described near‑term community programming and art work connected to the corridor: a grants program to support small activations (awards of $2,500–$10,000 on a first‑come, first‑served basis; the current grant pool is budgeted at $150,000) and a public‑art plan led by artist Matthew Mazzotta. Staff said the city is coordinating with property owners in Wilburton and expects the crossing to be integrated with private redevelopment over time.
Action: Councilmember Hamilton moved to direct staff to procure a consultant to assist with the city’s state application for GCCM approval; the motion was seconded and approved by voice vote. Staff said they will return with contracts for GCCM owner‑advisor and continued design work and with a conceptual financing plan later in the year.
What’s next: staff will prepare GCCM contracts and procure a consultant for the state approval application, continue refining scope and cost estimates, complete final elements of design, and return to council with a conceptual financial plan in late spring or summer and final design launch in the fall if funding and approvals align.
Supporters and staff emphasized the project remains on an expedited schedule but subject to risks outside city control, including federal and state funding availability, tariffs, material costs and labor market conditions.
