Students must be accepted or enrolled full time in one of Indiana’s certified civil engineering schools and apply using the form at www.INDOTScholarship.IN.gov. Applications for the 2020-2021 school year must be submitted by Tuesday, December 31, 2019.

INDOT’s scholarship program uses federal funds to offer $3,125 per semester or $2,083 per trimester for up to five years of post-secondary civil engineering education. Scholarship funds can be applied to educational expenses, fees and books. In return, recipients will work for INDOT in full-time, paid positions during their summer breaks and upon graduation.

Students must be accepted or enrolled full-time in one of Indiana’s Accreditation Board for Engineering and Technology (ABET) certified civil engineering programs. Eligible programs include Purdue University Fort Wayne, Purdue University, Rose-Hulman Institute of Technology, Trine University, Purdue University Northwest, University of Evansville, University of Notre Dame, and Valparaiso University.

Learn more about the INDOT Engineer Scholarship program the application process at www.INDOTScholarship.IN.gov. Applications for the 2020-2021 school year must be submitted by Tuesday, December 31^st.

Students or parents with questions may contact Talent Development Manager Adam Beasley at ABeasley2@indot.in.gov or 317-234-7930.

June 4-5, Cincinnati, Ohio

 Hawthorne, N.J. – A unique program is planned for the Helical Piles-Tiebacks-Anchors Tradeshow and Educational Seminar organized by Deep Foundations Institute (DFI) and Helical Pile World (HPW), June 4-5, 2019, at the Hamilton County Fairgrounds in Cincinnati, Ohio.

The event includes a structured indoor technical education program each morning followed by an outdoor equipment exhibition and live installation and testing demonstrations that highlight the products, resources and expertise used to design, install and test helical pile and anchor elements for structural support and earth retention applications. The event also includes general exhibits featuring helical pile and anchor manufacturers and distributors, installation contractors and equipment manufacturers, pile testing service companies, and engineering service companies.

The indoor technical educational program comprises presentations by helical pile experts on design, codes, QC/QA processes and innovations. The program also includes a Pile Prediction Competition in which participating attendees review subsurface and pile installation information and try to predict the compressive resistance of a pile installed at the site at various pile head displacements.

Outdoor Program

In the afternoons on both days, attendees will circulate through outdoor stations including a load test area and equipment exhibits presented by leading manufacturers and suppliers. At each station, industry experts will present information on all aspects of helical pile installation and testing, new applications and innovations for helical pile use and construction.

Load Testing Area: DFI member companies have donated various pile types to be installed and tested in the Load Testing Area. Tension, compression, lateral load and dynamic testing will be conducted throughout the seminar. Attendees will have plenty of opportunity to see the load testing in action and ask questions about set up, testing procedures and analysis of results. The Load Test Area educational program is being supported by the Conte Company, Hubbell Power Systems-Chance, Magnum Piering, CTL-Thompson and GRL Engineers.

Hubbell Power Systems-Chance is showcasing different philosophies for resisting bending moments, lateral loads and unconfined lengths using helical piles through station-by-station displays of different pre-assembled structures and live demonstrations. Helical pile products, brackets, adapters, simulated boardwalk elevated structures, battered (incline) piles, steel grillage supported on multiple helical piles for monopole or lattice tower structures, grouted pile installation, and underpinning/ foundation repair will be featured.

MacLean Power Systems and Pileworks are demonstrating alternative piling foundations featuring Composite Pile Foundation, a 48-in drilled shaft alternate, comprising three 4.5-in non-grouted steel piles connected with a 5.5-ft diameter composite cap section, bolted together for a truly revolutionary design. During the demonstration, a compression load test will be conducted on the three piles as a group and a lateral load test on one pile demonstrating its lateral load capacity in weak soils. MacLean and Pileworks representatives will present and answer any questions regarding these applications.

SSRG and Ideal are demonstrating various applications of helical piles. The display includes a temporary self-storage building erected over four vertical helical piles; a mockup wall (10-ft high x 6-ft wide) showing a helical tieback with anchor head, bearing plates and 100-ton jack set up; a load test set up including four reaction piles over a 3-1/2-in diameter test pile; and installation of large diameter helical piles (6- and 7-in diameter). SSRG and Ideal representatives will highlight processes for setup, installation and connections/anchor head details for these applications.

American Piledriving Equipment (APE) and Pileworks are demonstrating installation of large diameter piles, and will install a 9‑5/8-in pipe with 18/24 helices and conduct compression and lateral tests. APE will also install a 14-in pile with 22/28 helices and debut its APE Equipment Platform. APE representatives will describe the various equipment packages for installation and applications where these large diameters elements are best used. Pileworks representatives will present capacity predictions in correlation with geotechnical information and communicate the advantages of adding grout to the design to potentially increase capacity.

Magnum Piering is demonstrating field installation quality control, a variety of torque monitoring devices, pile logging with an emphasis on safe construction and inspection practices. The company’s large diameter pile, composite piles, pile cap connections and other helical products will be displayed.  Industry experts will be on hand throughout the program to answer questions about design and installation of helical piles.

The event is expected to draw contractors, engineers, building officials, utility and transportation professionals, civil engineering professors and students.

For more information or to register to attend or exhibit visit www.dfi.org/helical19.

Through the combination of a purchase and sale agreement and design-build-finance arrangement that leverages the state’s existing asset (land) and the market’s potential (growing demand base), Smith Gilbane:

• Delivered WisDOT’s new facility and a 1,700-space parking garage on a turn-key basis, below budget and ahead of schedule, saving the WisDOT and the tax payers of Wisconsin millions of dollars in capitalized interest alone; and
• Will deliver a vibrant $300 million mixed use development consisting of 450 residential units, up to 450,000 square feet of office and medical office space, a 200-room hotel, up to 200,000 square feet of retail including a 50,000-square-foot Grocer, Restaurants and Other Destination Services and 2,600 parking spaces over two phases.

Working with HGA as architect, Smith Gilbane and WisDOT’s facility incorporates concepts that merge “form and function” to engage visitors, enhance productivity of the building’s occupants and meet the public’s expectation for a government office facility that streamlines services while reducing operating expenses.

In addition to the direct social and economic impact realized by delivering WisDOT’s new facility, Smith Gilbane expects to have an even greater impact as it delivers Madison Yards, the $300 million mixed-use place-making component of the project.

Overall, the project was completed three months ahead of schedule and on budget in January 2018, allowing reduced Capital Interest Expenses to the State of Wisconsin.

Hill Farms State Office Building/Madison Yards is an industry leading example of how the public and private sectors can forge a strategic relationship to leverage each party’s respective strengths, jointly overcomes obstacles and create “place-making” developments, while delivering value to the internal/external stakeholders, end-user and investors alike.

State of Wisconsin representatives will receive the 2019 Innovation Project Award at the P3Awards Luncheon at NCPPP’s annual conference, P3Connect 2019, on May 15 in Denver.

Maximum ordering limit is estimated at $40 million for five years based on the significant renovation efforts required for more than 780,000 square feet of headquarters space. In addition to incorporating cyber security and sustainable building principles for two facilities originally built in 1942 and 1964, the design will lower operation and maintenance costs providing optimal mission footprints for airmen.

“We recognize this project’s visibility and the importance of modernizing AFMC’s headquarters work environment,” said Jacobs Federal Solutions Senior Vice President and General Manager Pankaj Duggal. “Our team looks forward to incorporating cyber security and sustainable building principles into the design and providing innovative solutions for this phased renovation.”

AFMC headquarters staff ensures the command manages its research, development, acquisition, test and logistics services which keep Air Force weapon systems and warfighters ready for combat.

“In partnership with the USACE and Jacobs, we look forward to recapitalizing this complex in accordance with the Air Force’s Infrastructure Investment Strategy – ‘targeted investments at the right time and in the right place’ – to create a world class environment for AFMC to deliver its mission,” said 88th Civil Engineer Group Director David Perkins.

“Indiana’s fully funded, long-term Next Level Roads plan means cities, towns, and counties are improving their roads and bridges at levels unmatched in our state’s history,” Gov. Holcomb said. “Community Crossings projects are crucial to first mile and last mile solutions that companies need when evaluating Indiana to locate their business or expand to create additional jobs.”

The Community Crossings Initiative has provided more than $500 million in state matching funds for construction projects. The latest round garnered 229 applications — making the call for projects highly competitive. In response to local requests to help manage project flow, INDOT now accepts applications in both January and July, with a $1 million cap annually per community. An estimated $100 million will be available for communities opting to apply during the 2019 summer call for projects.

“Local leaders are improving the conditions of local roads and bridges all across the state with funding from the Community Crossings Initiative,” said McGuinness. “The partnership model with the state sharing in the cost of local projects means Hoosier taxpayers receive great value as communities deliver needed projects.”

To qualify for funding, local governments must provide local matching funds, 50 percent for larger communities or 25 percent for smaller communities, from a funding source approved for road and bridge construction. They must also submit an INDOT-approved asset management plan for maintaining existing roads and bridges. State law requires annually that 50 percent of the available matching funds be awarded to communities within counties with a population of 50,000 or fewer. State lawmakers identified long-term funding for Community Crossings as part of House Enrolled Act 1002, passed by the legislature and signed into law by Gov. Holcomb in April 2017.

The list of all communities receiving matching funds in the 2019 winter call for projects is online at www.in.gov/indot/communitycrossings.

“ASCE is proud to recognize Paul Kovacs’ tremendous accomplishments with the 2019 Outstanding Projects and Leaders Award. As a leader in the transportation space, he continues to advocate for innovation within the civil engineering profession,” said American Society of Civil Engineers President Robin A. Kemper, P.E. “ASCE has seen firsthand that his work at the Illinois Tollway reflects and promotes our mission and vision to protect the public health, safety and welfare while also building a better quality of life for Illinois residents.”

The national Outstanding Projects and Leaders awards honor outstanding civil engineering leaders whose lifetime accomplishments contributed in one of five categories: design, construction, government, education and management. Those chosen for the honor in the government category are civil engineers who have demonstrated leadership on public service construction projects or those who direct and oversee large government projects.

Through the award, the national engineering group recognized several of Kovacs’ career accomplishments, as well as his ongoing advocacy for integrating innovation and anticipating the future needs of Tollway customers. ASCE also commended Kovacs for his collaborative approach to problem-solving, working hand-in-hand with leaders from other transportation and transit agencies, industry partners and educational institutions to deliver infrastructure improvements. His emphasis on teamwork provides opportunities for Tollway staff, consultants and contractors to perform at their highest level, innovate and excel.

Kovacs joined the Tollway in 1999 as a senior project engineer managing various Tollway bridge, roadway and interchange projects. He was promoted to open road tolling program manager and deputy chief of project implementation to manage the systemwide conversion of 20 mainline toll plazas to open road tolling – making Illinois the first state to complete, in less than two years, a total mainline conversion from a traditional barrier system to an end-to-end open road tolling system. Kovacs also was responsible for managing roadway and reconstruction and widening along the north and south segments of the Tri-State Tollway (I-94/I-294/I-80), the Jane Addams Memorial Tollway (I-90) and Reagan Memorial Tollway (I-88).

Today, Kovacs is the longest-serving chief engineering officer in the Tollway’s history, serving in this role since 2007. He is responsible for the policies, practices and procedures of the Engineering Department, which oversees all design and construction operations on the agency’s 294-mile system of roadways serving more than 1.6 million daily users in Northern Illinois. He leads a staff of more than 600 engineering, maintenance and traffic operations professionals.

Kovacs currently is responsible for delivering the Tollway’s 15-year, $14 billion capital program, Move Illinois: The Illinois Tollway Driving the Future. Move Illinois is improving mobility, relieving congestion, reducing pollution, creating as many as 120,000 jobs and linking economies throughout the region. Launched in 2012, the first seven years of Move Illinois are on schedule and within budget, delivering the new Illinois Route 390 Tollway and a rebuilt and widened Jane Addams Memorial Tollway (I-90) with its new SmartRoad corridor, as well as opening a new interchange connecting the Tri-State Tollway (I-294) to I-57.

Kovacs also has been instrumental to creating greater opportunities for small, diverse and veteran-owned firms to participate on Tollway projects. Working with the Tollway’s Department of Diversity and Strategic Development, Kovacs has led efforts to break down larger contracts into smaller jobs and create greater opportunities for firms of all sizes and types. These opportunities have resulted in more new firms and more diversity on Tollway projects than ever before. More than half of the nearly 1,290 unique firms that have participated on Move Illinois are new to the Tollway and more than one-third of those 1,290 unique firms are disadvantaged, minority-, women- or veteran-owned firms.

Download the report at www.chicago.gov/content/dam/city/depts/mayor/Press%20Room/Press%20Releases/2019/March/MobilityReport.pdf.

“Chicago has a world-class transportation system, and we must continue to modernize our mobility services and transit infrastructure to better serve residents, businesses, and visitors,” said Mayor Emanuel. “With Ray LaHood’s leadership and expertise, we brought together the best and the brightest to help inform how Chicago can move forward and build on our status as a leader in transportation.”

The 20-member Task Force developed the report and spoke with over 40 industry experts and stakeholders to ensure it provides a comprehensive and focused vision for the future of transportation in Chicago. The Task Force examined challenges within the City’s existing transportation network, from accessibility concerns to the rise in ride-hailing trips and congestion issues, as well as the lack of sufficient funding for infrastructure.  The Task Force also had focused discussion on the future of transportation – autonomous vehicles, electrification, new micro-mobility services, growth of freight delivery, and data collection and data sharing issues.

“Through Mayor Emanuel’s leadership, Chicago’s transportation system has become a model for the country,” said former US Department of Transportation Secretary Ray LaHood.  “This report doubles down on the investments already made to modernize the City’s mobility infrastructure and provides a vision for the future of transportation in Chicago.”

The Task Force report provides a set of principles for government leaders and stakeholders to follow for forward-looking policy development, infrastructure planning, the launch of new programs and pilot studies, and studies of new innovations and services.  These principles include:

• A transportation system that is safe for all users
• Mobility choices that are accessible, equitable, affordable and non-discriminatory
• Economic development that is inclusive and innovative
• A City that is efficient, smart and reliable
• Communities that are sustainable, healthy, and built using universal design principles
• Data and information that is actionable, transparent, shared, and secure
• Regulation of private providers that is guided by public benefits

Based on these principles, the Task Force developed a set of seven interdependent recommendations to support an efficient, affordable, reliable, and accessible multi-modal transportation system:

• Streamline governance and management of transportation systems and policies within and across City departments, agencies and private sector;
• Develop uniform, detailed and secure data sharing requirements between public and private entities;
• Support investments in transportation infrastructure to meet the City’s mobility goals;
• Encourage mode shift to right-sized capacity and increased passenger mile efficiency;
• Build an accessible, affordable and convenient multi-modal transportation system;
• Advance a transportation and mobility system that promotes the environmental health and sustainability and improves overall livability of the city; and
• Prepare Chicago for Connected and Automated Vehicles.

These recommendations are supported by over 50 specific proposed actions, policy changes or studies, including: increasing funding for transportation by increasing the state’s motor fuel tax and  developing reliable alternative long-term funding streams; establishing a Chief Mobility Officer; incentivizing business to provide public transit benefits to employees; determining a governance framework for uniform data-sharing; launching a pilot to study the impacts of autonomous vehicles; ensuring micro-mobility services and new mobility options are accessible for all and do not impede sidewalks; establishing Chicago as a leader in the use of electric vehicles; conducting a scooter-sharing pilot in 2019; and evaluating ways to restructure transportation-related taxes and fees to better support mobility goals, including reducing the reliance on single occupancy vehicles.

In detailing its recommendations, the Task Force also determined the steps the City, its sister agencies, and other key stakeholders must take to implement the actions, policies and studies detailed in the report.  The City and Chicago Transit Authority will lead many of the next steps in partnership with Task Force members including City Tech. In collaboration with government, university and industry organizations, City Tech will develop focused pilots to evaluate how a policy, technology, or new solution can contribute to solving mobility problems.

Giffels Webster was awarded an Engineering Merit Award as well as the Board Design Award on March 2 at the ACEC/M Award Gala, hosted at the Sound Board in MotorCity Casino. The firm provided civil engineering services, addressing challenges surrounding urban form, process and overall vision for the space covering 1.2 acres of downtown Detroit.

“It is rewarding to see Beacon Park so well received,” said Scott Clein, PE, LEED, AP, president and partner at Giffels Webster. “Seeing our team help transform a once vacant lot into a sustainable gathering place for the community is a daily reminder of the positive impact of our work.”

DTE Energy began developing a plan to activate the empty lot located south of Grand River Avenue and west of Cass Avenue in 2012, which now stands as the home of Detroit’s environmentally conscious Beacon Park. What started as an idea for a temporary pop-up style park grew into a revitalization project, ultimately serving as a destination for residents and visitors to enjoy dining, shopping and entertainment.

“Leaky infrastructure and overflows from sanitary sewers can contaminate urban waterways, and the detection of human-associated bacteria and viruses indicates the presence of sewage, a potential health hazard,” said Peter Lenaker, a USGS scientist and the lead author of the study. “Results from our study can help Milwaukee-area water managers develop strategies to efficiently remediate or minimize sewage contamination.”

From 2009-2011, scientists with the USGS, U.S. Department of Agriculture and University of Wisconsin-Milwaukee sampled surface water from six Menomonee River stream locations in Milwaukee, Wisconsin, to measure human sewage contamination in the watershed. The scientists collected samples during periods of high-water flow from rain, snowmelt or both, and periods of low water flow. They tested 228 samples for eight types of human viruses and for two types of bacteria that are associated with human waste.

The study found that human viruses were present in up to 38 percent of the samples and human bacteria were present much more frequently in the samples.

The three viruses detected in the study were adenovirus C, D, F, which was the most common and can cause minor respiratory illnesses; adenovirus A; and enterovirus, which can cause symptoms similar to the common cold. The scientists found at least one of these viruses in 20-73 percent of samples during low water flows and in 24-61 percent of samples during high-flow events, depending on sampling location.

The sites with the highest total virus concentration and/or occurrence were the Little Menomonee River near Freistadt in Mequon, Wisconsin, the Menomonee River at Wauwatosa and the Menomonee River at 16th Street in Milwaukee, depending on either low water or high water flows.

The two types of bacteria associated with human waste that were tested were human Bacteroides and Lachnospiraceae. Depending on sample location and bacteria type, bacteria were found in 43-94 percent of samples during low-flow periods and in 67-100 percent of samples during high flows. The sites with the highest concentration of bacteria were Honey Creek and the Menomonee River in Wauwatosa, and the Menomonee River at 16th Street in Milwaukee, depending on bacteria type and water flow level.

The bacteria themselves do not pose a health hazard and are common in the human body, but they enter waterways through sewage. The presence of these bacteria in water indicates that sewage is also present, and sewage carries material such as viruses that can cause illness. These indicators of sewage can be influenced by environmental factors, which likely caused bacteria levels to increase while virus levels decreased as they were transported to the lower portion of the watershed.

“These findings showed that human viruses and human bacteria were both present albeit at different occurrence levels, highlighting the strength of analyzing multiple indicators of human sewage for a more complete assessment of contamination in urban streams,” Lenaker said. “The findings also suggest that viruses and bacteria move differently through the watershed.”

The new study is published in the journal Environmental Science and Technology.

For more information about urban water quality in Wisconsin, visit the USGS Upper Midwest Water Science Center website at https://www.usgs.gov/centers/wisconsin-water-science-center.

150 North Riverside was built along Chicago’s famed Riverwalk on a two-acre lot which had been vacant for 100 years. This sliver of land presented numerous challenges including that it was wedged between the Chicago River’s south branch to the east, seven active Amtrak lines to the west, street viaducts to the north and south and a 30-foot setback at the river. In addition to the small space, the proximity to the river and maintaining Amtrak operation during and after construction also made building this project difficult.

Riverside Investment & Development (RID) and the Engineer of Record — Magnusson Klemencic Associates — overcame these challenges by incorporating innovations and engineering firsts, including developing a razor-thin, concrete, core structural system that is three times skinnier than the average office building, resists all wind loads and carries the weight of the building. RID also added 12 water-filled tanks to the top of the structure to minimize wind sway and serve as water for the building’s fire sprinkler system. RID was able to work around the small construction site by utilizing a 2 million-pound Manitowoc 888 Ringer crane on a floating barge platform.

“150 North Riverside turned a small, unused block of land on the riverbank into a remarkable feat of engineering,” said Robin A. Kemper, P.E., LEED AP, F.SEI, F. ASCE., President, American Society of Civil Engineers. “Magnusson Klemencic Associates incorporated technical innovations to overcome site restrictions and restraints, resulting in an addition to the Chicago skyline that will be admired by tourists and locals for generations to come.”

Established in 1960, the OCEA Award recognizes projects from around the world that contribute to the well-being of people and communities, demonstrate resourcefulness in planning and design and use innovative materials and techniques.

Past OCEA winners include:

• New Orleans Inner Harbor Navigation Canal Surge Barrier, New Orleans, Louisiana
• Alvarado Water Treatment Plant Ozone Upgrade and Expansion Project, San Diego, California
• Sutong Bridge, Nantong City, Jiangsu Province, China
• Woodrow Wilson Bridge outside Washington, D.C.

“Giffels Webster’s Clearzoning product enhances customer service and improves the accessibility and visual presentation of zoning ordinances. The easy-to-follow format can assist in attracting more economic development since zoning information is available even when the Township’s offices are closed,” said Rod Arroyo, partner and director of Community Planning at Giffels Webster. “It sends a clearer picture and positive message to residents, local business owners and those interested in the development of the Township.”

The new Washington Township zoning ordinance includes an interactive zoning map, created by Giffels Webster’s Geographic Information System (GIS) staff, which links parcel data directly to the corresponding zoning district requirements in the zoning ordinance. The Washington Township Board of Trustees voted to adopt the digital tool following a unanimous recommendation from the Planning Commission.

“We are pleased to have implemented Clearzoning as a means of making it more convenient and transparent for residents and businesses to understand our planning and zoning requirements,” said Dan O’Leary, Township Supervisor, Charter Township of Washington. “We believe this will help all of us work together to keep Washington a beautiful community.”

To date, the tool has had far-reaching benefits for other municipalities, including communities in southeast Michigan, along with others in Colorado, Louisiana, Ohio and West Virginia.

“Our interactive map is a huge step up from paper maps and pairing it with the Clearzoning tool has been transformational. The Giffels Webster staff did a great job training us, and it’s helped flatten the learning curve for managing zoning ordinances amongst all of our departments,” said Glenn Wynn, planning director for Shelby Township, Michigan. “The process is less overwhelming, so people are using the ordinance more, and we don’t have to worry about tearing pages or losing detail with the digital format.”

Breathing new life into online versions of municipal zoning codes, Clearzoning reformats codes into a user-friendly, understandable format with color graphics, links to key information and searchable works and terms.

This format makes it easier for residents, business owners, real estate developers and public officials to quickly access important zoning information and easily understand zoning codes often thought to be confusing and intimidating. The Clearzoning tool makes development codes Clear and Connected.

An easy transition

Switching to a digital format starts with a zoning audit of the municipal zoning code by Giffels Webster’s team of experts. Then, the team identifies and fixes incorrect cross-references, duplicative language and inconsistent text, and identifies changes in regulations, new case law and industry best practices. Once in place, the Giffels Webster team trains new users to help them get the most from the digital format.

Since the project’s beginning in 2014, Stark Enterprises’ CEO and poet developer, Bob Stark, envisioned a new 21st-century focal point and connector for Downtown Cleveland. The nuCLEus plan creates two parallel towers with 80,000 square feet of commercial space, 350,000 square feet of residential space and 400,000 square feet of Class-A office space. The mixed-use plan for nuCLEus has two distinctive towers, both containing 24 floors. The 1st tower will consist of residential units capping out at 310 ft tall and the 2nd tower will consist of efficient Class-A office space above retail, social gathering spaces, dining, entertainment, and parking capping out at 353 feet tall.

According to Crain’s Cleveland Business, Stark Enterprises originally proposed a single, 54-floor tower, but poor subsoil conditions made two shorter towers on mat foundations a less expensive design.

“The entire vision of nuCLEus is to add millions of people to the streets of Downtown Cleveland by integrating a hub of business, residential and entertainment scenes bringing activity and experience for the rest of the thriving community,” said Chief Executive Officer of Stark Enterprises, Bob Stark. “Through our years of design and development, we have refined the plan to provide even more innovative space and placemaking, a catalyst for Cleveland’s on-going transformation into an internationally competitive city.”

The new plans are centered around the use of enhancing the connectivity, visibility and brand of Downtown Cleveland, maximizing space with a parking garage housing 1,300+ spots, pedestrian laneway between the two towers and community activity spaces. nuCLEus is on the site of the city’s iconic Central Market which before its close in the 1990s provided Clevelanders a flourishing center for food, entertainment, and shopping. nuCLEus will keep the same focus in mind; being in the center of it all in Downtown Cleveland. The same functions of the Central Market will be reborn as nuCLEus will serve as a link to other key downtown assets, creating a vibrant network of urban energy emanating from the Gateway District.

“The new plan responds to the changing demands of the market and is sized so that the project can move forward immediately. Public sector assistance is fully supported by incremental tax revenue generated by the project,” said Ezra Stark, Chief Operating Officer at Stark Enterprises.

The New Terminal’s groundbreaking celebration will be a watershed moment in the life of the long-awaited project and will serve to kick start critical construction activities, including interior demolition of Terminal A, as well as important project-related programs and services designed to strengthen local small businesses, grow the workforce of the future, and eliminate barriers to building a career in construction.

At 39 gates, and just over 1 million square feet, the New Terminal is the largest infrastructure project in Kansas City’s history and will have a profound and lasting economic impact on the region in form of new jobs, opportunities for local and small businesses, and a first-class traveler experience for airport users. The project is projected to generate up to 5,000 construction-related jobs. Additional details regarding the March 25 groundbreaking celebration will be made available at www.FlyKCI.com and www.kci-edgemoor.com in the coming weeks.

This is the highest ACEC/M honor bestowed and the only award program instituted to recognize ACEC/M member firms for their leadership in professional practice and community service. Recognition is based on actions taken by a member firm to progressively develop its management practices and for assuming leadership roles in community outreach activities and ACEC/M programs that strengthen the profession for all members.

In the large firm category, ACEC/M member firm Fleis & VandenBrink Engineering, Inc., headquartered in Grand Rapids, took the honor. The 2019 ACEC/M small firm of the year award went to RS Engineering, LLC, located in Lansing.

ACEC/M Large Firm of the Year

Two Grand Rapids civil engineers and friends, Larry Fleis, PE and Steve VandenBrink, PE, started Fleis & VandenBrink in 1993. Today the firm has 200 employees, nine offices, and is still growing. The employee-owned, multidisciplined civil engineering and architecture firm has become a one-stop shop for infrastructure planning, design, and construction.

Fleis & VandenBrink Engineering, Inc. (F&V) stands out as a company that helps to advance the consulting design profession, is actively involved in the success and growth of ACEC/M, and continually gives back to the community.

F&V employees are heavily involved in the community through Adopt-A-Highway, Habitat for Humanity, United Way, Toys for Tots, and 100,000 Thank Yous, among others. Time and resources have been donated to the Cedar Marina Project, the Manton Library and to Safe Water International Ministries.

F&V promotes the engineering profession by partnering with universities and high schools, including serving as a liaison, attending career fairs, arranging presentations, and sponsoring many scholarship programs.

The firm also engages in a variety of activities to positively impact the engineering profession and ACEC/M. The President of F&V, Paul Galdes, PE, currently serves on the ACEC/M Board of Directors and is Chair of the Michigan Infrastructure Conference Committee. F&V’s Chairman of the Board, Larry Fleis, PE, has served as the Chair of the QBS Coalition since 2011. Other F&V staff are also involved with ACEC/M committees, for a combined total of 41 years of involvement.

ACEC/M Small Firm of the Year

Owners Robert D. Rayl, PE and Thomas D. Sereseroz, PE launched RS Engineering, LLC (RSE) in 2003. Both have been very engaged in ACEC/M for the past 15 years, serving in various leadership roles. Mr. Rayl currently serves on the ACEC/M board as its National Director and is active in the Political Action Committee at the State and National Levels. Both Mr. Rayl and Mr. Sereseroz serve on the ACEC/M Transportation Committee and participate on industry partnership committees with the Michigan Department of Transportation.

RSE has been purposeful in their efforts to advance the consulting design profession through the review of technical papers, consulting with university programs and capstone courses, mentoring engineers in training, attending conferences and workshops, and working alongside various organizations. As a part of RSE’s culture to actively participate in and give back to the community, the staff of RSE contributes their time, energy, professional expertise, and funds to multiple organizations across Michigan.

The RSE team currently includes over 20 professionals, including 15 licensed engineers. Its company mission is to empower their professionals in their performance of quality engineering related services and to foster long-term partnerships with clients to achieve their infrastructure objectives.

The Smart Lighting Program also includes $30 million for connecting the lighting system to a smart grid, allowing city workers to monitor and control lighting levels from a central location. When streetlights go out, the system will be alerted, eliminating the need for residents to report outages.

In addition to tremendous cost savings, the new lights are much whiter, and designed to be pointed downward, improving public safety. During the first 18 months, new lights were installed in the city’s South and West Side neighborhoods where rates of violent crime are the highest in the city.

During a press event, ComEd presented Chicago’s mayor with a ceremonial copy of a $12 million check, with another $6 million in rebates still pending this year, in addition to $1.8 million in energy cost savings! Mayor Emanuel warmly greeted all the contractors, who proudly gathered around him and other dignitaries during the press conference. The Milhouse team included Angelique James, Josh Pifke, Joey Anderson, Jules Williams-Lambert and Craig Turner, Program Manager.

The Milhouse team is responsible for the supervision, coordination, inspection, and documentation of the LED conversion and Target Infrastructure Stabilization Repairs. The team also manages all public relations for the program with the city stakeholders. Part of those responsibilities include creation and maintenance of the project website, designing materials for distribution to residents and businesses, and creating exhibits for public meetings.

MSU associate professor of civil and environmental engineering Nizar Lajnef gave a presentation to the MBA board today detailing those next steps.

“The successful large-scale deployment of this novel low-cost sensing technology will dramatically transform the economics of bridge preservation/management and ultimately improve the serviceability of bridges,” Lajnef said. “We also will explore how the collected data could be used for improved cost-effective, condition-based maintenance of the Mackinac Bridge structural components. We are very excited that this will be the first fully instrumented bridge in the country using advanced wireless and self-powered monitoring technology.”

Beginning in 2016, Lajnef and WUSTL professor Shantanu Chakrabartty started deploying prototype sensors beneath the bridge as part of a demonstration project sponsored by the Federal Highway Administration (FHWA). The Mackinac Bridge provided a high-profile testing ground for these self-powered sensors. Since then, the new and improved versions of the self-powered sensors have been developed as a part of the National Science Foundation’s (NSF) Cyber-physical Systems program and have been successfully deployed on the bridge.

Several of the sensors’ features make them attractive to infrastructure managers. Because the sensors have no external power source, they eliminate the issue of requiring battery changes or wiring to power sources. They also don’t need wires to access the data they collect; staff can access the information wirelessly.

“In addition to being a statewide need, the development of effective methods for preserving our transportation infrastructure systems is a critical national need,” Lajnef said. “Through this largescale deployment, we would show that the system can autonomously monitor the loading experienced by the bridge components, and that the information from the sensors can be collected without significant human intervention and at significantly low cost.”

MBA staff will assist with installation of the additional sensors, offering both equipment and access to the bridge. The MBA will retain ownership of the data gathered by the sensors, with WUSTL providing the sensor prototypes and MSU providing tools to analyze and interpret that data for bridge staff to use in guiding engineering and maintenance decisions. The research team can use the data for research publication with approval from the MBA.

The team plans to start installation of the additional and improved sensors this summer. The researchers will coordinate installation timing and any necessary lane closures with MBA staff.

In early December, Ford began renovation of 105-year-old Michigan Central Station in the historic Corktown neighborhood of Detroit. In revitalizing this landmark into the centerpiece of a new campus, Ford said it seeks to shape the future of transportation.

The three-phase project began with winterization of the massive building to dry it out from extensive water damage it sustained over the years and stabilizing the structure. Phase two involves replacing mechanical and electrical systems and restoring exterior masonry. The final phase entails finishing and restoring the interior. Ford plans to return the grand hall of the station to its original grandeur and attract local shops and restaurants in support of “a vibrant, inclusive public space for all.”

“We’re excited to start construction on this transformational project,” said Mary Culler, Detroit development director, Ford Motor Company. “The building has been open to the elements for years, so the work being done first is mainly internal, weatherizing and making the building stable. Come spring, things will become more visible to the community. And it’s not just physical construction happening; behind the scenes we are designing and planning an urban ecosystem built around the future of mobility.”

In June 2018, Ford acquired the iconic train station with plans to transform it and surrounding properties into a 1.2 million-square-foot innovation campus where Ford and its partners will work on autonomous and electric vehicle businesses and design urban mobility services and solutions. The project will bring approximately 2,500 Ford employees to Corktown, most from the company’s mobility team, and an additional 2,500 jobs with Ford’s partners and suppliers.

As part of its effort to create a thriving work-live-play community in Corktown, Ford engaged Urban Land Institute (https://uli.org), a nonprofit urban planning and real estate education and research institution, to provide strategic advice on the project’s development. An Urban Land Institute team toured sites in Corktown, including Michigan Central Station, and conducted in-depth interviews with a range of stakeholders from Ford, the City of Detroit, local businesses, civic organizations, and residents.

An essential first step

Abandoned in 1988, Michigan Central Station has sustained decades of damage from rain and freeze-thaw effect, which expanded cracks and holes in the masonry. The structure soaked up tons of water over the years and steps must be taken to dry out the building, assess the damage, and plan for repairs and restoration. Leaving the building exposed through another winter would accelerate damage to walls, floors, ceilings, and the structure’s historic fabric.

A combination of plywood and tarpaulin is being used to cover open windows and exterior holes on the roof of the 600,000-square-foot structure to prevent more rain and inclement weather damage. A series of pumps will be installed in the basement to prevent further flooding and fans will be placed to circulate air through the building. Using natural ventilation and evaporation is the best way to dry out the building, rather than rapid heating systems, which could cause irreparable harm to historic features.

“The building is very lucky Ford stepped in when it did,” said Ronald D. Staley, executive director of the Christman-Brinker joint venture selected as the construction manager for the project. “It would have been a lot more difficult, maybe impossible, five to 10 years down the road to salvage. The first year is going to be primarily about doing core and shell work, getting the building stabilized, concrete and steel fixed, and the building enclosed.”

Once the building is dried out — a process that will take about six months for most of the structure — the construction team will move on to the second phase, which includes replacing mechanical and electrical systems and restoring the exterior masonry. The train station is comprised of eight acres of masonry, and certain aspects of repair and restoration can only be done in good weather.

The final phase will focus on finishing the interior, returning the waiting room to its original grandeur, and restoring plaster and other decorative pieces. Ford plans to use 3D printing to create the various molds and mockups that will be required in replicating the many historic elements that have deteriorated over the years or are missing.

The final phase also includes creating new office space, new areas for public interaction, and new retail space.

More visible signs of the building’s transformation will begin next summer when an extensive scaffolding system goes up and an exterior construction lift is added to the east end of the station. The masonry work is expected to take three summers.

Ford taps urban planning and development experts

While Ford has its own real estate arm in Ford Land, the company is gathering additional insights and industry-leading knowledge from a variety of experts, including Urban Land Institute, to provide independent views that will inform its planning and design process and help create a thriving community in Corktown.

Urban Land Institute’s land use and urban planning experts will provide independent and unbiased recommendations through an advisory services panel process on how to connect various pieces of the development project — the train station and other buildings — to create a holistic ecosystem in Corktown.

“For them to come in and share their knowledge, with experts from all over the world who have worked on similar projects, is really beneficial for us,” Culler said. “We’re anxious to hear what they have to say. They’re a renowned organization that can help us think through strategic parts of this momentous four-year project.”

Ford’s partnership with Urban Land Institute underscores its commitment to work with the City of Detroit and Corktown residents and businesses to ensure its development efforts align with the historic nature of the community and complement other planned developments in the area.

Michigan Central Station Timeline

1912 — Construction begins on Michigan Central Station (MCS), designed by Warren & Wetmore, architects of New York City’s Grand Central Terminal.

1913 — MCS opens in December, a year early, due to a fire at Michigan Central’s old depot.

1920s — Henry Ford begins buying land around the station, but the Great Depression squelches plans.

1940s — At its peak, MCS serves more than 4,000 travelers a day and houses 3,000 office workers.

1956 — Passenger traffic begins its steady decline, leading to service cuts; a $5 million sale of the station falls through.

1975 — MCS is added to the National Register of Historic Places; waiting room is reopened.

1988 — Jan 5 at 11:30 a.m., 74 years after the first train steamed in, Train No. 353 to Chicago becomes the last train out of MCS.

1995 — Matty Moroun-owned Controlled Terminals Inc. acquires MCS, unveiling a restoration plan that never happens.

2009 — Detroit City Council votes to demolish MCS, but an election, budget constraints, and a lawsuit arguing for its historic merit prevail.

2015 — In a compromise with the city of Detroit, the Moroun family commits to replacing windows at MCS.

2018 — Ford announces plans for reconstruction of the MCS as a new hub for mobility capital of the world.

2022 — Ford plans to open doors to the newly renovated MCS.

Information provided by Ford Motor Company (www.ford.com).  

Woolpert has been assigned the Near South neighborhood, which will improve routes for students and families attending Lincoln Park Elementary School, Livingston Elementary School and South High School in the Columbus City School District. The basic services to be provided under this contract include civil engineering for roadways, intersections and stormwater design; survey and right-of-way services; construction plan development; and landscaping details.

Nathan Fischer, Woolpert project manager, said these infrastructure improvements will make communities more walkable and improve home values, but the primary goal of the project is safety. He added that Columbus is ahead of the curve in implementing projects such as these that promote stronger, safer and healthier cities.

“Columbus has been very progressive in pursuing funding for pedestrian safety specifically and in supporting national efforts like Safe Routes to School,” said Fischer, who works on roads and bridges projects throughout the state. “Other cities of similar sizes have begun looking to Columbus to lead the way.”

Survey and engineering work for the Near South project is now underway.

The GLAB will be composed of approximately 15 members who will serve as representative members of non-federal interests. EPA will consider candidates representing a broad range of interests, including business groups, environmental organizations, academia and state, local and tribal governments. In selecting members, EPA will consider the differing perspectives needed to address the GLAB’s charter. Other criteria used to evaluate nominees will include:

• Experience with Great Lakes issues;
• Leadership and consensus-building experience in Great Lakes organizations, businesses and workgroups;
• Membership in professional societies involved with Great Lakes issues;
• Academic leadership and expertise;
• Community leadership; and
• Representation of multiple constituencies within the Great Lakes basin.

The GLAB will meet in person or by electronic means twice a year. In-person meetings will be held in the Great Lakes region.

Any interested person or organization may nominate qualified persons to be considered for appointment to the GLAB. Individuals may self-nominate. Nominations may be submitted electronically with the subject line “GLAB Nomination 2019” to Barnes.Edlynzia@epa.gov, or by regular mail to Edlynzia Barnes, Designated Federal Officer, Great Lakes National Program Office, U.S. Environmental Protection Agency, 77 W Jackson Blvd. (G-9J), Chicago, IL 60604.

For more information, visit: https://www.federalregister.gov/documents/2019/02/21/2019-02989/request-for-nominations-to-the-great-lakes-advisory-board.

The display homes, under construction at the intersection of Montgomery and 20th streets, are expected to be completed in April, according to Net Zero owner Dwight Arant and his builder Jon Bish, with construction of sold homes set to begin this spring.  Arant, a former Marine and retired businessman who was born and spent his early childhood in North St. Louis City, said he is looking forward to bringing more residents back to the community that his family once called home.

“We are excited to be working with NorthSide Regeneration to bring this residential community project to North St. Louis City,” said Arant. “Saint Louis Park Place will provide much-needed housing for the existing community and future employees of NGA and St. Louis as a whole. While setting the standard for energy efficiency in new homes, the homes are designed to align with the historical characteristics of the area.”

The new homes are designed by St. Louis-based architect Klitzing Welsch Associates. Prices for the homes will be set after the display homes are completed, and are expected to range in size from 1,200 to more than 3,000 sq. ft. One, two- and three-story models will be available with a range of options.  All the homes will have the potential to be “Net Zero,” which means the homes will produce enough renewable energy (from solar PV) to power themselves. This means that utility bills to heat, cool and power the homes will be very low, or eliminated.

NorthSide Regeneration (NSR) is a mixed-use community development – a self-sustaining neighborhood of people, cultures, economic opportunity, safety and education with the infrastructure and growth to support key, necessary services for the community. The original development encompasses over 1,500 acres and borders downtown St. Louis. Jobs have always been the primary motivator for NSR with a goal of more than 43,000 construction jobs and 22,000 permanent jobs generated by the development’s activity.

The report assigned the following grades: bridges (C-), dams (D+), drinking water (C-), energy (D), roads (D+), schools (D) and wastewater (D+). “D+” is the same overall grade the nation received in ASCE’s 2017 Infrastructure Report Card.

“A D+ grade is nothing of which we should be proud,” said Gina Beim, Chair, Northeast Ohio Infrastructure Report Card Committee. “However, shining the light on the challenges of the region’s infrastructure is the first step in mobilizing us to improve it. A well-maintained infrastructure, poised to serve us into the future, is vital for Northeast Ohio’s economic development. It is critical that we prepare now by investing in our infrastructure in all communities in the region so that all greater Cleveland residents can thrive.”

Lake Erie, a major source of the region’s drinking water, also receives a significant portion of the region’s treated wastewater provides residents with recreation opportunities and influences the region’s climate. Drinking water (“C-”) received one of the highest grades, as quality in the region is high, which is keeping par with standards across the United States. As the largest drinking water utility in the region, the Cleveland Water Department (CWD) has spent more than $1.65 billion on infrastructure updates over the last 30 years, including improvements to major treatment facilities and primary pump stations.

Population decline is also impacting the region’s water infrastructure, as a decline in consumption is contributing to less revenue available to reinvest in the water system. The region’s population has not increased in over a decade. This impact means that there are fewer rate payers to support an aging infrastructure network.

Much of the region’s wastewater infrastructure is aging, and approximately 25 percent of the sewer pipes in NEO are over 80 years old. There are over 5,000 miles of underground pipes, connecting homes and businesses to 45 publicly-owned wastewater treatment plants. On a dry day, capacity in the system is double the average daily volume generated. In Cuyahoga County, the report estimates that by 2040, the population will decrease by 13 percent, while surrounding counties will increase by seven percent. This outward migration may cause additional stress on existing rural and urban wastewater infrastructure. Additionally, many of Northeast Ohio’s septic systems require attention and approximately 39 percent of these septic systems are considered failing.

“Our infrastructure is a vital contributor to our economy and quality of life, said Grace Gallucci, Executive Director, Northeast Ohio Areawide Coordinating Agency (NOACA). “NOACA recognizes the importance of infrastructure and understands that it needs significant investment in order to keep Northeast Ohio globally competitive.”

The report card finds that much of the region’s infrastructure is in poor to fair condition and is mostly below standard, with many elements approaching the end of their service life. Energy and schools both earned the lowest grades in the Report Card, each taking home a “D.” One third of energy consumed in the region is generated outside the region, and the region’s aging distribution networks built in times of population expansion prior the 1960s require continuous care and improvement.

Estimates by the Cleveland Section of ASCE suggest that about half of the schools in the region have not undergone significant renovations over the past 40 years, and only about 60 percent of school districts have buildings that fully meet current state and/or federal standards. The Ohio Facilities Construction Commission funding spiked in 2008 from a tobacco settlement, which resulted in four years of over $800 million available per year to K-12 schools. However, over the past five years, construction disbursements have dropped to an average of approximately $275 million per year. The report also finds the resiliency of school buildings concerning. 91 percent of school buildings are designated to serve as emergency shelters, but most do not have backup power systems and are not constructed to withstand natural disasters common to Ohio.

Notably, the report finds that road safety is of concern and requires attention. NEO roads (“D+”) are seeing an uptick in traffic accidents. In 2017, there were 49,973 traffic accidents in the five-county region, including 166 fatalities. Additionally, the region faces a funding shortfall issue, particularly to address its future needs. Infrastructure challenges continue to limit the number of bridges which can be repaired or replaced as well as road maintenance.

The Report Card also offers solutions to address the region’s infrastructure needs and raise NEO’s grade:

• Increase the state gas and diesel taxes to pay for necessary road and bridge projects and ensure local governments receive adequate disbursements to maintain local surface transportation infrastructure. Ohio’s fuel taxes have not been increased since 2005.
• Make NEO more economically competitive by increasing investment in infrastructure across all sectors. Robust, sustained investment in our water and wastewater systems, energy grid, dams, roadways and more could slow the population decline.
• Invest in school facilities and train tomorrow’s workforce. Sufficient funding is required to repair and replace school facilities as the region prepares for its future.
• Raise awareness of the true cost of wastewater treatment. Utilize education programs to demonstrate wastewater infrastructure’s impact on Clean Water with implementation of programs to provide rate payers sense of ownership over wastewater infrastructure.

The Report Card for Northeast Ohio’s Infrastructure was created as a public service to citizens and policymakers to inform them of the infrastructure needs in the region. Civil engineers used their expertise and school report card letter grades to condense complicated data into an easy-to-understand analysis of Northeast Ohio’s infrastructure network.

ASCE State and Regional Infrastructure Report Cards are modeled after the national Infrastructure Report Card (https://www.infrastructurereportcard.org), which gave America’s infrastructure a grade of “D+” in 2017.

A full copy of the 2019 Report Card for Northeast Ohio’s Infrastructure is available at www.InfrastructureReportCard.org/NortheastOhio.

Jacobs will provide program and construction management services in support of the CTA for the RPM Phase One Design-Build. This support includes providing design and construction management, field support and project controls services, safety and security certification oversight, quality assurance, and construction closeout services. CTA estimates the project value at $2.1 billion and major project construction is expected to begin in the second half of 2019.

“This project will significantly improve transit service and support economic development initiatives in communities served by Chicago’s busiest ‘L’ line,” said Jacobs Buildings, Infrastructure and Advanced Facilities COO and President Bob Pragada. “With 75 million rides taken on the Red Line each year, Jacobs and our partners will help CTA modernize for the future to meet ridership demands.”

RPM Phase One will completely rebuild the Lawrence, Argyle, Berwyn and Bryn Mawr stations and replace all trackwork and elevated supported structures adjacent to the stations. The project will also create the Red-Purple Bypass north of Belmont station and replace the century-old Clark Junction. The new bypass will allow the northbound Brown Line trains to cross up and over the Red and Purple line tracks, eliminating a major bottleneck in CTA’s rail infrastructure, improving travel times for commuters through faster and smoother rides with less crowding and more frequent service.

The multi-stage project will completely rebuild the Red Line from Belmont to Howard and the Purple Line from Belmont to Linden in Wilmette.

“Now, more than ever, it is up to local leaders to develop plans for a sustainable and resilient future, and Resilient Chicago creates a framework for us to build urban resilience into Chicago’s DNA,” said Mayor Rahm Emanuel. “Ready for 100 is a key first step in implementing the vision of Resilient Chicago and builds upon our pledge to use 100% clean energy for municipal facilities by expanding that goal to include all of Chicago.”

Developed by the City of Chicago in collaboration with 100RC, the city’s Resilience Strategy outlines 50 actionable initiatives which aim to reduce disparities between Chicago’s neighborhoods; address the root causes of crime and violence; ensure the provision of critical infrastructure; and promote engaged, prepared, and cohesive communities. The city’ Resilience Strategy can be found online at: Resilient.Chicago.Gov.

Resilient Chicago was developed over the course of two and a half years in partnership with local residents, civic and community leaders, and a Steering Committee of over 40 leaders from the public, private, non-profit, and philanthropic sectors. Organized into three pillars – Strong Neighborhoods, Robust Infrastructure, and Prepared Communities – the strategy provides a blueprint of immediate and long-term actions to create a Chicago that is more connected and better equipped to face the challenges of the 21st Century. Resilient Chicago is the 50th Resilience Strategy to be published within 100RC’s global network.

“By focusing on not just the acute shocks, but also the chronic stresses that weaken the city’s fabric on a day-to-day basis, with Resilient Chicago the city is poised to bounce back and thrive when faced with unexpected challenges,” said Michael Berkowitz, President of 100 Resilient Cities. “It’s clear that resilience in Chicago is grounded in community, and this sets a global example for how a city can come together to build a vibrant future.”

As one of 50 actions found in Resilient Chicago, the Ready for 100 announcement represents immediate progress to advance Chicago’s first-ever Resilience Strategy. Chicago’s Ready for 100 commitment formally establishes the goals of transitioning to 100 percent renewable energy in buildings across the city by 2035 and transitioning to an electric CTA bus fleet by 2040. The City of Chicago will be the largest city to join the Sierra Club Ready for 100 campaign in committing to an equitable community-wide transition to 100 percent clean and renewable energy. By grounding the transition in values of equity and justice, the Ready for 100 Commitment seeks to enable strong community participation in strategy development and implementation of the community-wide energy transition.

“In order to make our city healthier, safer, more affordable, and more equitable, we need to make it more resilient. Transitioning away from polluting fossil fuels to 100 percent clean, renewable energy across the city will strengthen Chicago communities by creating a better energy system — one that will power Chicago forward for generations. The Sierra Club is proud to work with the City and all Chicagoans to build a stronger, more resilient Chicago for everyone,” said Kyra Woods, Ready for 100 Lead Organizer with the Sierra Club.

Mayor Rahm Emanuel will introduce a resolution to the City Council in March to formally adopt the Ready for 100 commitment and goals. The resolution will also direct the City, in partnership with the Ready for 100 Chicago Collective and other community and industry partners, to develop a plan by December 2020 to meet the 100 percent renewable energy goal.

“For more than century, Chicago’s public transit system has connected people, communities, jobs, opportunities and has helped shape the City of Chicago as we know it today,” said CTA President Dorval r. Carter, Jr. “CTA is proud to be an integral part of Mayor Emanuel’s vision to make Chicago one of the greenest cities in the world; and we will continue our role of helping shape this great city and its future by committing to  transition to an all-electric bus fleet by 2040.”

Committing to 100 percent clean energy with the Ready for 100 campaign represents the city’s intent to make immediate progress on the Resilient Chicago strategy, and showcases the City of Chicago’s commitment to its implementation, to be accomplished in close collaboration with key stakeholders, various institutions, community organizations, and local residents.

The announcement builds on the City’s strong environmental track record, commitment to clean energy, and emissions reductions. In December 2017, the City of Chicago hosted the North American Climate Summit which launched the Chicago Climate Charter, a first-of-its-kind international charter on climate change. The Mayor also signed an Executive Order committing the City to achieve the goals of the Paris Agreement. Last year, Chicago was ranked as the nation’s greenest city by the Green Building Adoption Index for the second year in a row, with 70 percent of its space green certified and became one of the first cities in the world to achieve LEED for Cities Platinum Certification, the highest level of certification available from the U.S. Green Building Council (USGBC). Chicago was also the first major city to receive the ENERGY STAR Partner of the Year Award from the US EPA.

“The Chicago Public Library system provides a vital community anchor for families to gather, students to get homework help and job-seekers to connect with life-changing opportunities,” said Mayor Emanuel. “The new West Loop library branch is a proud example of how city officials come together with private partners to build strong neighborhoods, and provide a place for all community residents to gather, share and succeed.”

The new, 16,500-square-foot library includes several contemporary features, framed by a series of architectural and graphic interventions throughout the building. It includes adult and children’s reading spaces, flexible community and meeting rooms, and a YOUmedia teen digital learning space with a recording studio. A “Tinkering Lab” offers digital and maker space for younger children, who are also served by several early learning areas that transform existing alcoves into storytelling rooms with interactive play elements and walls with magnetic and writeable surfaces.

“The unique architecture and scale of the West Loop reflects a vital part of Chicago’s industrial history, while the growing residential and mixed-use character of the neighborhood points to an exciting vision of the city’s future,” said SOM Design Partner Brian Lee. “By preserving the original building structure and carefully adapting it for the much-needed community library, the West Loop Branch is at the center of this Chicago story. It creates a key neighborhood hub and serves as a warm and welcoming public destination for visitors from all parts of Chicago.”

Formed of two existing conjoined buildings, the library features a weathered steel exterior, which develops a protective rust-like patina over time, to unify the facade and guide visitors through the steel-framed entrance. The renovated interior exposes the previously concealed original bow-truss ceilings and skylights to create a light-filled, loft-like space that reflects the West Loop’s factory-warehouse style. Non-structural walls that divided former TV studios and office spaces were removed throughout the 16,500-square-foot space, while new openings were created in the common wall of the conjoined buildings to create a unified interior, while low-level bookshelves are featured throughout the reading spaces to foster a sense of visual continuity and movement.

In addition to providing a new library and community center for the neighborhood, the West Loop Library joins other city libraries in providing free, after-school tutoring and learning assistance within a high-quality, modern branch environment.

For program year 2019, two grant options are being offered: watershed-scale projects and site-specific projects. Grants provided under this year’s program will focus on effective efforts to reduce phosphorus contributions to waters within the Great Lakes basin. The maximum request for each application will be capped at no more than $200,000. Applicants must be nonfederal units of government, tribes, or incorporated nonprofit organizations. A 25 percent match will be required of each project.

The due date for applications is 6:00 p.m. EDT on March 29, 2019. Applications will be reviewed and assessed by the Sedimentation and Nutrient Reduction Task Force, with final decisions anticipated in early summer 2019. Selected projects should begin on October 1, 2019 and may be up to three years in duration.

Visit www.nutrientreduction.org for more information.

The Report Card assigned roads the highest grade with a “B-.” Sixty-seven percent of urban roads and 77 percent of county and township roads are in very good condition, and the percentage of congested roadways in the state remains at less than 5 percent, significantly below the national average. However, there is still work to be done, particularly in addressing roadside safety, alternative funding sources, and the allocation of resources in populated and high growth areas. North Dakota’s freight network, including its roadways and bridges, moves high volumes of agricultural and energy products and needs a system in good working condition to do so.

The lowest grade is dams with a “D.” Forty-nine of North Dakota’s dams are high-hazard potential. Of the state’s high-hazard potential dams, 73 percent have a condition assessment rating and 50 percent of these are deficient and do not meet accepted safety standards. Although state dam conditions are of concern, dams are regularly inspected and most high-hazard potential dams have emergency action plans.

Bridges in North Dakota received a “D+,” also one of the lowest grades in the Report Card. Roads and bridges are intertwined infrastructure systems, and this grade discrepancy between the two categories demonstrates the investment gap between the two. Currently, there is a $400 million backlog of necessary bridge projects, while roads may face a $2.5 billion shortfall in funding if North Dakota does not identify an increased sustainable funding source. This is also evident in the fact that 14 percent of the state’s bridges are structurally deficient compared to the national average of 8.9 percent.

“Our infrastructure network connects North Dakota’s cities and towns with each other, and provides businesses within our state with a critical link to the rest of the nation and to Canada – our international trading partner at our northern border,” said State Rep. Joshua Boschee, District 44, Minority Leader. “We’ve done an adequate job of investing in parts of our infrastructure. For example, our roads provide us with a pathway for freight. However, we must prioritize investment to strengthen an infrastructure network that our residents and business owners can count on.”

Other notable findings include:

• Most of the state’s energy is generated by coal, but in recent years, wind has made up about ¼ of the total energy generation.
• Following heavy flooding in 2009, 2010 and 2011, North Dakota has made major investments to improve the condition and capacity of the state’s 627 levees.
• Over $1 billion has been spent, from all funding sources, on flood related projects along the Red River alone since 1997.
• North Dakota is home to 29 transit agencies serving urban and rural populations, but ridership is declining.

In addition to an assessment of the state’s infrastructure systems, the Report Card also offers three overarching recommendations to improve the state’s infrastructure and the overall grade. The first is to implement sustainable funding sources. North Dakota currently has one of the lowest gas taxes in the Midwest and hasn’t been raised since 2005. Another source of sustainable funding would be to tap into the North Dakota Legacy Fund, which can be used to provide low interest loans for infrastructure improvements. The second solution is to encourage and fund innovative design solutions and technology to keep the state competitive nationally and globally. Finally, the Report Card suggests working with infrastructure owners to develop asset management plans. It is important for infrastructure owners to have enough information to properly prioritize key projects and determine where to spend limited funding.

“The first Report Card for North Dakota’s Infrastructure showed us that a large majority of our infrastructure systems are in mediocre condition and in need of repair and modernization,” says Brandon Oye, chair of the North Dakota Infrastructure Report Card Committee. “We hope our local and state leaders will take the Report Card’s recommendations into consideration and make the changes needed to position North Dakota for a prosperous future.”

The Report Card for North Dakota’s Infrastructure was created as a public service to citizens and policymakers to inform them of the infrastructure needs in their state. Civil engineers used their expertise and school report card letter grades to condense complicated data into an easy-to-understand analysis of North Dakota’s infrastructure network.

A full copy of the Report Card for North Dakota’s Infrastructure is available at https://www.infrastructurereportcard.org/state-item/north-dakota.

The five proposing teams are: Fentress-EXP-Brook-Garza Joint Venture Partners; Foster Epstein Moreno Joint Venture Partners; Santiago Calatrava LLC; Skidmore, Owings, & Merrill (SOM); and Studio ORD Joint Venture Partners.

The search for a lead architect was launched by a Request for Qualifications (RFQ) in June 2018 by the Chicago Department of Aviation (CDA) through the Chicago Department of Procurement Services (DPS). In response, 12 teams submitted Statements of Qualifications, and five teams were later shortlisted based on the city’s evaluation. The city’s intention is to select two design teams: one to design the O’Hare Global Terminal and Concourse; and another to design two new satellite concourses.

The winning teams will deliver designs for a new, modernized terminal that will dramatically improve first impressions of the city for tens of millions of visitors every year. This unique opportunity represents the first time the City of Chicago has involved public feedback in a design competition at its airports. At 2.25 million square feet, O’Hare’s new terminal will be among the largest terminals built in the U.S.

“As the city that makes no little plans, Chicago is taking a bold step forward to choose the architect team that will set the course for O’Hare’s biggest transformation yet,” said Mayor Emanuel. “This design competition celebrates our tradition of innovation and world-leading architectural history. As we move forward with the O’Hare expansion, we invite our residents and travelers to weigh in on one of the largest terminals in the country.”

Beginning today through January 23, residents and the traveling public can view the new terminal designs, and share their feedback in one of three ways: by visiting terminal models at the Chicago Architecture Center (CAC), by visiting a special exhibit at O’Hare’s Terminal 2, or by viewing online at www.VoteORD21.com. The feedback period ends January 23. Both the CAC exhibit of terminal models and the special exhibit at Terminal 2 will run through January 31.

“The new O’Hare Global Terminal is at the center of our plans to transform O’Hare from curb to gate,” said Jamie L. Rhee, Commissioner of CDA.  “The new O’Hare Global Terminal represents an opportunity not only for O’Hare and its airline partners to grow, but also will fuel new opportunities for residents and businesses from our 77 communities. We are thrilled to engage the public now in the first of many public feedback opportunities as we embark on our expansion program.”

Residents as well as the traveling public are encouraged to give feedback by taking a one-time survey by January 23. The survey includes five questions about the design concepts, as well as the new terminal features and expansion plan that will elevate the overall experience at O’Hare. This feedback will be considered in the final architect selection.

Five 3D models are now on display at the Chicago Architecture Center, located on 111 E. Upper Wacker Drive. The design teams were asked to deliver innovative designs to build a cutting-edge new O’Hare Global Terminal, while reflecting the legacy of Chicago’s innovation, architecture and diversity.

Viewing of the O’Hare models and designs is free but admission prices apply to other CAC exhibits. To encourage participation, CAC is offering discounted student admission $6 to all exhibits (with student ID) over the MLK Holiday weekend (Saturday, January 19 through Monday, January 21).

“The Chicago Architecture Center is proud to host the designs that will set the trajectory of O’Hare for years to come,” said Lynn Osmond, President and CEO of the CAC. “All Chicagoans have a stake in O’Hare, as a vital economic engine and an exciting gateway to our city—a place where iconic architecture reflects Chicago’s rich legacy of design innovation. The CAC, Chicago’s home for debating design, is thrilled to help Chicagoans have their say on this next great initiative for our city.”

O’Hare 21 is Mayor Emanuel’s vision for a modern O’Hare. O’Hare 21 calls for a dramatically improved travel experience, better access and amenities for customers, capacity to accommodate today’s fast-growing aviation industry, and builds the foundation to fuel Chicago’s leading connectivity. The centerpiece of this program is the $8.5 billion expansion of O’Hare, set to increase gates, terminal capacity and amenities, and enhance the city’s leading global connectivity. Over the next decade, O’Hare 21 is anticipated to create tens of thousands of construction jobs, and to continue growing economic opportunity to support the City and its future.

The Fargo-Moorhead Diversion Authority now has the combined dam safety and public waters permit needed from the DNR for this Red River project. The permit includes more than 50 special conditions governing project design, construction, operation, and maintenance.

“Plan B, with the conditions included in DNR’s permit, represents a balanced approach to reducing flood risk in an important metropolitan area while protecting public safety and the environment,” said DNR Commissioner Tom Landwehr. “The strong work of the Task Force convened by Governors Burgum and Dayton and the supplemental environmental review process were critical in informing our final decision. I thank the members of the Task Force for their input in this process.”

Landwehr said Minnesota recognizes the need to reduce flood risk in the Fargo-Moorhead area in a way that is consistent with Minnesota’s laws protecting public health, safety and the environment. Currently, approximately 169,000 acres in Fargo-Moorhead are subject to flooding in a 100-year event. Plan B will provide 100-year level flood protection for about 57,000 of those acres, while exposing approximately 12,000 acres to new flooding potential. Most of the acreage newly subject to flooding will be south of Fargo-Moorhead.

“Unfortunately, it isn’t possible to build a large flood protection project without adversely affecting some people, and the Fargo-Moorhead Diversion Project is no exception,” said Landwehr. However, according to Landwehr, the Plan B project meets the state’s high permitting standards and does a better job balancing project benefits and adverse impacts between Minnesota and North Dakota than did the earlier proposed project.

Prior to issuing the permit for Plan B, the DNR completed the state’s thorough environmental review process, determining that the project’s Supplemental Environmental Impact Statement (SEIS) was adequate. Under Minnesota law, permit decisions cannot be made until environmental review is complete. During the entire six-year environmental review process, the DNR considered more than 1,800 public comments and analyzed 33 project alternatives.

Plan B permit details

As approved by the DNR, the project includes an approximately 30-mile-long diversion channel on the North Dakota side of the Fargo-Moorhead area. Plan B also includes dams and other water control features on the interstate Red River and the Wild Rice River in North Dakota. View the project map at https://files.dnr.state.mn.us/input/environmentalreview/fm_flood_risk/project-map-b.pdf.

Compared with the previously proposed project that DNR rejected in 2016, Plan B creates a better balance between the two states regarding the number of acres impacted and benefitted. It also improves on the mitigation of adverse impacts to property and natural resources and retains more existing floodplain.

Specifically, Plan B results in reduced impacts to cemeteries, organic farms and other properties in Minnesota. Plan B also results in less loss of the existing floodplain by changing the alignments of the southern embankment and tieback levees on the Red River. Plan B also allows more water to flow through Fargo-Moorhead during flood events. In combination, these changes reduce the size of the newly flooded area south of town and also eliminate the need for a ring dike at Comstock.

The DNR permit for the project contains 54 conditions, or requirements. Notable conditions address:

• Required mitigation, including fish passage at Drayton Dam.
• Acquisition of property rights for all impacted property in Minnesota.
• DNR review and approval of all final engineering prior to each construction phase (the project will be built in several phases over approximately 10 years).
• DNR review and approval of the project Operation and Maintenance Plan prior to completion of the last construction phase.
• Coordination with Buffalo-Red River Watershed District on the Wolverton Creek crossing structure.

The DNR’s Findings of Fact, explaining the basis for the agency’s decision, and the Plan B permit are available on the project permit page at https://www.dnr.state.mn.us/waters/surfacewater_section/damsafety/fm-flood-risk.html.

Project next steps

The dam safety and public waters work permit is the major DNR permit required for project construction. However, additional DNR permits and approvals are required as identified in the dam safety and public waters work permit. In addition, the project must obtain all other required local, state, and federal approvals. The current U.S. District Court injunction will also need to be addressed before project construction.

SEIS adequacy determination

In determining the SEIS is adequate, the DNR followed state law and based its decision on these three criteria:

• Does the SEIS analyze the topics identified in scoping?
• Does the SEIS respond to comments received on the draft?
• Did the DNR follow the process established in state statute and rule for preparing an environmental impact statement?

Prior to making its adequacy determination, the DNR reviewed all of the comments the agency received on the Draft and Final SEIS and considered them in relation to the three criteria. The adequacy decision marks the end of the environmental review process.

In addition, the authority, which held its inaugural meeting in St. Ignace, approved the transfer of a property right that will allow Enbridge to construct the tunnel in bedrock beneath the Straits.

Also today, Gov. Rick Snyder and leaders of the departments of Natural Resources and Environmental Quality signed a separate agreement with Enbridge. This Third Agreement carries forward provisions of two previous agreements with the company – one in November 2017 and one in October 2018. The Third Agreement requires Enbridge to undertake an enhanced inspection and stewardship regimen. The agreement also includes interpretations of the 1953 easement for the dual pipelines on the bottom of the Straits, as well as ongoing financial assurance requirements for the pipelines.

The approved agreements will soon be posted on the https://mipetroleumpipelines.com website.

“From the beginning of this four-year process, our fundamental goal has been to protect the Great Lakes against an oil spill through a solution we know will work,” said Snyder.

“Today’s actions will result in the removal of the oil pipeline from the bottom of the Straits of Mackinac, maintain critical infrastructure connections between our peninsulas, provide energy security for residents of the Upper Peninsula and northern Michigan and create good-paying jobs,” he said. “Enbridge will pay 100 percent of the costs for design, construction, operation and maintenance of the tunnel, and will shut down the current Line 5 segment in the Straits once the tunnel is complete.”

Public Act 359 required the MSCA to enter into an agreement to build a tunnel, provided the agreement met certain criteria. In keeping with those criteria, the agreement approved by the authority will:

• Include a plan for recruiting, training and using Michigan workers for the tunnel project.
• Allow for multiple utilities to use the tunnel.
• Provide that the tunnel is built to last and will contain potential oil spills in the Straits of Mackinac.
• Limit liability for the state, the authority and members of the authority.
• Require that all necessary government approvals be obtained for the tunnel.
• Prohibit the use of eminent domain to acquire property for the project.
• Ensure the state bears no cost for design, construction, operation and maintenance of the tunnel.
• Ensure that any privately owned portion of the project – including the above-ground entrances and any utility lines within the tunnel – is subject to taxation.
• Reimburse the Mackinac Bridge Authority for any net loss of profit for leasing space for telecommunication lines.

The Tunnel Agreement contains milestones for construction progress as well as financial penalties for Enbridge for missed deadlines, provided delays are within Enbridge’s control. Once the tunnel is complete, ownership will be turned over to the MSCA, which will be able to lease space within the tunnel to additional utilities.

The increased stewardship mandated in the Third Agreement between the state and Enbridge will apply unless there is a delay beyond Enbridge’s control as defined in the agreement. The Third Agreement also requires that as soon as possible upon completion of the tunnel and construction of the Line 5 replacement segment, Enbridge will deactivate the dual pipelines in the Straits.

Previous agreements charge Enbridge with:

• Replacing the portion of Line 5 that lies at the bottom of the St. Clair River near Port Huron with a new pipe in a tunnel beneath the river to protect drinking water supplies for a significant population in southeast Michigan.
• Instituting accelerated risk-reducing measures at 13 priority Line 5 water crossings, in addition to requiring actions at 68 other crossings as identified with state input in a previous Enbridge report.
• Assuring the Straits pipeline is not operating when high waves would severely hamper response to a potential oil spill. Enbridge staff must be present at the Straits to shut down the line within 15 minutes – even if power is lost – when wave heights hit 6.5 feet for at least an hour. The state will provide a new radar system to supply better, real-time wave-height data at the Straits.
• Assuring that at least $1.8 billion in financial assurance be provided by Enbridge to respond to a potential oil spill in the Straits or anywhere along Line 5 in Michigan.
• Paying for cameras to be installed at the Straits to support new regulations from the U.S. Coast Guard prohibiting ships in the area from dropping their anchors – one of the most serious threats to Line 5 and other utility lines on the bottom of the Straits.
• Prohibiting heavy crude oil from running through Line 5 and not increasing the volume or type of petroleum products that move through the line.

The $2.1 billion project will be the largest capital project in CTA’s history, ultimately resulting in expanded capacity and improved infrastructure along the region’s most used rail lines. The project includes designing and building new elevated tracks along a 1.9 mile section in Chicago including new bridges, support structures and existing tracks; upgrading 3.2 miles of the signal system; construction of a grade-separated bypass for the Brown Line at Clark Junction that will result in improved mobility, and replacing four of the CTA’s busiest stations.

“Fluor is pleased to have been selected by the CTA to deliver this massive project on the nearly century-old Red and Purple Lines,” said Terence Easton, president of Fluor’s infrastructure business. “When complete, this project will help build prosperity and empower progress for the region as well as improve transit for the citizens of Chicago. This selection further solidifies Fluor’s industry-leading expertise in North America as a frontrunner in transit projects and the delivery of infrastructure megaprojects.”

Jef Jakalski, Vice President for EXP’s, Buildings group, led EXP to this accomplishment stated, “EXP has been committed to the growth and success of the City of Chicago and its infrastructure since our inception. We are honored and proud to be a part of this project which will transform Chicago transit and the communities it serves.”

Construction will begin in 2019, with the entire project completing in early 2025.  EXP anticipates hiring numerous employees specializing in architecture, structural engineering and MEP engineering to successfully keep up with current and growing workloads. EXP will actively begin recruiting for highly trained and capable engineers through our recruiters, universities and online job postings.

EXP has worked on Chicago transit projects dating early back in its history. The recently completed Washington/Wabash Elevated Train Station, designed by EXP, is an iconic CTA station that symbolizes the forward-moving transformation of Chicago’s public infrastructure system and EXP is excited to continue be a part of the modernization that positively impacts riders and communities.

Fluor and Walsh, along with the team’s designer Stantec Consulting Services, also bring decades of industry megaproject and transit experience to this massive program that will deliver state-of-the-art services, improved quality, safety and reliability, and an upgraded customer experience to the users of the Red and Purple Lines.

The DNR received 107 comment submittals on the Draft SEIS, which included letters, emails, and transcribed comments from a public meeting held Sept. 13 in Moorhead. The DNR used those comments to make revisions and produce the Final SEIS. The Final SEIS also includes all comments that were received and responses to substantive comments.

“We appreciate the many thoughtful comments we received on the Draft SEIS and considered those comments carefully in developing the final document,” said Tom Landwehr, DNR commissioner. “While the Supplemental EIS is not a decision-making document, it will be very helpful as we consider the Diversion Authority’s permit application.”

According to Landwehr, “Minnesota remains committed to enhancing flood risk management for developed portions of the Fargo-Moorhead area while also meeting Minnesota’s rigorous floodplain management and environmental protection standards.”

Broadly speaking, the Final SEIS describes the proposed project, identifies potential environmental impacts and considers mitigation and alternatives that may lessen the environmental impacts. The supplemental review, which is not an entire new EIS, focused on those aspects of the revised project that were not fully evaluated in the original Environmental Impact Statement (EIS).

The DNR is now seeking comments through Nov. 29 on the adequacy of the Final SEIS. An Environmental Impact Statement (EIS) is declared adequate if it meets three criteria:

1. The EIS covered the potentially significant issues and alternatives raised in scoping.
2. The EIS provided responses to substantive comments received on the Draft SEIS.
3. The EIS was prepared in compliance with the environmental review procedures established in state law.

To inform the DNR’s adequacy determination, public comments on the Final SEIS should focus on these three criteria for adequacy. If the Final SEIS is determined adequate, the environmental review process for the Fargo-Moorhead project will be complete. The DNR would then proceed to making final decisions on the dam safety/public waters work application for the project.

Notification of Final SEIS availability is in the Nov. 13, 2018 Environmental Quality Board (EQB) Monitor. Additionally, anyone who submitted comments will receive an individual notification that the Final SEIS is available.

The Final SEIS and additional details about the proposed project and the DNR’s review process are available at www.dnr.state.mn.us/input/environmentalreview/fm_flood_risk/index.html.

“In addition to activating a long vacant corner, we are developing an environmentally connected, world-class apartment building with unmatched features, amenities and design aesthetics,” said Tim Gokhman, director of New Land Enterprises. “Mass timber is an amazing building tool. Its carbon sequestration and renewability properties are coupled with the stunning aesthetics of natural wood beams. It’s a true marriage of form and function.”

As our cities continue to grow taller and material resources become more precious, the demand for new technologies and sustainable materials continues to rise. The advantages of mass timber are well documented, but only recently have U.S. building codes opened the door for this revolutionary high-rise structural system.

Mass timber performs as well as, or better than, traditional materials in fire, earthquake and wind conditions. The laminated timber beams, slabs and columns in mass timber structures can be one of the world’s greatest man-made storehouses of CO₂, absorbing as much carbon dioxide as produced by 2,100 cars or saving enough energy to power 1,000 homes per year. The building industry is a leading contributor to carbon emissions, and the use of mass timber as a construction material can lead to actual positive change in the environment.

Ascent will top a growing list of large-scale projects embracing the mass timber movement. This is the second mass timber development by the New Land Enterprises and Korb + Associates Architects team; the first is a seven-story office building in downtown Milwaukee set to break ground in early 2019.

“The modern use of mass timber’s modular construction offers a competitive and sustainable alternative to the typical structural materials used in high-rise buildings, such as concrete and steel,” said John Peronto, a Milwaukee-based principal of Thornton Tomasetti. “Recent technological developments in manufacturing of wood have also led to wood products that outperform conventional sawn lumber, which allows engineers today to expand the boundaries of what timber structures can be used for.”

While Ascent will become a new landmark for Milwaukee’s urban landscape and push the city toward a more sustainable future, the tower is designed to blend seamlessly with its surroundings.

“We believe in the power of architecture as an engine for positive change,” said Jason Korb, founder and principal architect of Korb + Associates. “Ascent will set the benchmark for future mass timber developments nationally, as it combines environmentally friendly and renewable materials with thoughtful, modern, and quality architecture.”

Fluor is participating in the entire 36-year life cycle of the project, which will be delivered under a $4.4 billion design, build, finance, operate and maintain contract. Fluor brings robust public-private partnership (P3) experience and industry-leading ability to successfully finance and manage complex megaprojects.

The project includes approximately $900 million of financing in a combination of bonds, bank debt, and equity from Fluor and its partners. The contract includes milestone payments for design and construction progress, as well as availability payments for operating and maintaining the project over the concession period.

“Fluor is pleased to have reached financial close on the Gordie Howe International Bridge project. We are honored to partner with WDBA to build prosperity and empower progress for the Windsor-Detroit region,” said Terence Easton, president of Fluor’s infrastructure business.

“This closure further solidifies Fluor expertise in North America as a leader in P3 development and delivery of infrastructure megaprojects.”

The Gordie Howe International Bridge project is a planned bridge and border crossing spanning the Detroit River and connecting Detroit and Windsor, Ontario, Canada by linking Interstate 75 and Interstate 96 in Michigan with the new extension of Highway 401 (Rt. Hon. Herb Gray Parkway) in Ontario.

Fluor, ACS Infrastructure Canada and Aecon Group Inc., partners in Bridging North America, led the development phase of the project and will hold the prime contract. This is the second project in the Windsor-Detroit area where Fluor and ACS Infrastructure Canada have partnered. They recently delivered, and are currently maintaining, the Rt. Hon. Herb Gray Parkway in Windsor, Ontario, that will connect to the Gordie Howe International Bridge.

The partnership will design and build the project, and when complete, the crossing will be the longest cable-stayed bridge in North America. The scope also includes building new, state-of-the-art ports of entry on both the U.S. and Canadian sides of the Detroit River as well as improvements to existing infrastructure in both Michigan and Ontario.

Once completed in 2024, Fluor, ACS Infrastructure Canada and Aecon Group Inc., will operate and maintain the facility for 30 years to performance standards established by WDBA.

“As a construction researcher, I acknowledge our industry has lagged behind other industries such as manufacturing and agriculture in adopting and developing technologies,” Zhang said. “In recent years, we’ve been really trying to catch up. We’ve developed new technology in our domain to help with productivity, safety, quality and cost of the products.”

The technology aligns with Purdue’s giant leaps celebration, acknowledging the university’s global advancements made in health, space, artificial intelligence and sustainability as part of Purdue’s 150th anniversary. Those are the four themes of the yearlong celebration’s Ideas Festival, designed to showcase Purdue as an intellectual center solving real-world issues.

Among those advancements is the continuing development of brick-laying robots as well as robotic systems that lay out the rebar for concrete, he said.

Artificial intelligence is a major part of technology in future construction, including the early stages of planning. In his lab, Zhang works on software side with the algorithms of computing technology, which are used to support future automation on the job site.

Zhang is focused on information extraction. Through the use of the algorithms he works to develop, computers can examine the design model of a building and compare it to the building codes of a certain city or state. Violations are then filtered out to be corrected.

“The system can perform the reasoning thousands of times faster than a human, even if I was using an average laptop rather than a supercomputer,” he said.

Zhang added his research is one example of a small, specific task during the design review phase of the life cycle of a construction project.

“The amount of time that can be saved and improvements made can vary from phase to phase and application to application and person to person in a project,” he said. “Construction project contain a lot of different phases. Planning, design, actual construction, operation and maintenance and even after the life span of the structure there is attention to possible remodeling or demolition.”

Runoff of stormwater — rain that runs off roads and rooftops and collects pollutants along the way — is a growing cause of water pollution across the Great Lakes basin. Excessive runoff is a growing cause of flooding, and associated loss of property and economic activity.  Green infrastructure (GI) reduces runoff and improves water quality by trapping pollutants before they get into the streams and rivers that drain into the Great Lakes. GI includes features like rain gardens, bioswales, green roofs, and street trees that filter and hold or slowly release stormwater.

“With a changing climate and the increasing frequency of extreme weather, local communities are struggling to deal with excess stormwater and associated flood events,” said John Linc Stine, chair of the Great Lakes Commission and commissioner of the Minnesota Pollution Control Agency. “At the same time, costs for communities to maintain traditional water infrastructure are skyrocketing as aging pipes, pumps, and treatment systems outlive their intended lifespan. The ability to deploy green infrastructure is highly impacted by federal and state or provincial policies. This report allows us better understand federal, state and provincial barriers to green infrastructure and what actions policymakers can take to eliminate them.”

The analysis was highlighted at a congressional briefing organized by GLC and the Northeast-Midwest Institute that featured speakers from GLC, American Rivers, the Great Lakes and St. Lawrence Cities Initiative and Environmental Consulting and Technology Inc., and remarks from U.S. Reps. Debbie Dingell (D-Mich.) and Dave Joyce (R-Ohio).

The Great Lakes Regional Green Infrastructure Policy Analysis was undertaken as part of the GLC’s Green Infrastructure Champions Pilot Program (https://www.glc.org/work/champions), which aims to catalyze the adoption of green infrastructure practices and policies across the basin by bringing together leaders and helping them share their knowledge. The policy analysis and recommendations were developed with input from a regional advisory team. The Champions Pilot Program is funded by the Fred A. and Barbara M. Erb Family Foundation.

The Draft SEIS, and additional details about the proposed project and the DNR’s review process are available at www.dnr.state.mn.us/input/environmentalreview/fm_flood_risk/index.html. The DNR invites comments on the Draft SEIS until 4:30 p.m. Sept. 27.

The document describes Plan B, identifies potential environmental impacts and considers mitigation that may lessen harmful impacts of the revised project. The supplemental review focuses on those aspects of the revised project that were not evaluated in the original environmental impact statement (EIS).

The DNR denied the Fargo-Moorhead Diversion Authority’s previous permit application in October 2016.  Reasons for that denial included insufficient mitigation of project impacts and inconsistency with state and local plans. Following the DNR’s permit denial, North Dakota Gov. Doug Burgum and Minnesota Gov. Mark Dayton created a joint task force to develop engineering options to address concerns about the project’s impacts. The Diversion Authority considered the task force’s work in developing the current project proposal.

DNR Commissioner Tom Landwehr said changes to the original proposal require additional analysis. He said the DNR’s Draft SEIS is entirely separate from the agency’s ultimate decision about whether to approve the permit application. The SEIS will help ensure that the potential impacts of the project, as revised, are thoroughly assessed and disclosed, he said.

“I want to emphasize that Minnesota continues to support enhanced flood risk management for the developed portion of the Fargo-Moorhead area that can meet Minnesota state standards,” Landwehr said.

The DNR is conducting the supplemental environmental review concurrently with its consideration of the Diversion Authority’s permit application for its project.  However, as required by state law, the DNR will not decide on the permit application until the supplemental environmental review process is complete.

The SEIS adequacy determination is not a project approval but is rather an administrative decision about whether the supplemental review process was completed properly. The DNR is expected to complete the SEIS and adequacy determination by the winter of 2018. A permit decision is expected soon thereafter.

The U.S. Army Corps of Engineers is preparing a federal supplemental environmental assessment for the proposed project, which is similar to the state SEIS in scope and purpose.

Led by managing partner Katherine Latham and partner James Norton, Talman experienced tremendous growth since its inception in 2016. The firm has tripled in size and partners with many of the industry’s leading utility providers including Crown Castle, Verizon, Comcast and NPL Construction.

“Our Talman team is constantly looking to innovate and improve the services we provide to our clients. Our new offices will allow us to leverage technology and collaborate in new ways,” says Latham. “It also provides a terrific foundation as we continue to scale our operations to handle additional work and expand into new markets.”

Talman’s proprietary business model was developed through the firm’s work in Chicago’s increasingly challenging utilities marketplace. The resulting tools, processes, and best practices help client partners optimize projects of any scale and in any market. In addition to Illinois, Talman is currently licensed in Indiana, Florida, Maryland, Minnesota, Missouri, Texas, and Wisconsin. Plans are underway to be licensed in 12 additional states by the end of 2018.

Added Norton, “The move provides Talman an important opportunity to customize our space and technology to support our multidisciplinary teams, proprietary design and project management tools.”

“Working with local partners to implement these conservation practices is critical to protecting water quality in the Great Lakes region,” said John Linc Stine, chair of the GLC and commissioner of the Minnesota Pollution Control Agency. “This program enables communities to take specific, measured steps toward reducing the sediment and nutrient runoff affecting their local watersheds.”

Funding for the Great Lakes Sediment and Nutrient Reduction Program (https://keepingitontheland.net) is provided by the U.S. Department of Agriculture – Natural Resources Conservation Service (NRCS) under the Great Lakes Restoration Initiative (GLRI). The GLRI is a U.S. Environmental Protection Agency (U.S. EPA)-led initiative designed to accelerate efforts to protect and restore the largest system of fresh surface water in the world — the Great Lakes.

Grants totaling $894,392 have been awarded to the following recipients:

• Allegan Conservation District, Michigan
• Blanchard River Watershed Partnership, Ohio
• Erie County Soil and Water Conservation District, New York
• Fulton Soil and Water Conservation District, Ohio
• Village of Glencoe, Illinois
• LaGrange County Soil and Water Conservation District, Indiana
• Mequon Nature Preserve, Inc., Wisconsin

Visit www.keepingitontheland.net for more information on the Great Lakes Sediment and Nutrient Reduction Program.

Chicago — The Best and Brightest Companies to Work For® competition identifies and honors organizations that display a commitment to excellence in their human resource practices and employee enrichment. Organizations are assessed based on categories such as communication, work-life balance, employee education, diversity, recognition, retention and more.

Milhouse Engineering & Construction, Inc. was again named Best & Brightest Company to Work for. This marks the 13th straight year that Milhouse has won this prestigious award. This year, Milhouse was also the Elite winner of the 2018 Best of the Best! at the annual “Chicago’s Best and Brightest Companies to Work For” awards celebration held on July 27, 2018 at the Drury Lane Conference Center in Oakbrook Terrace. Elite winners are selected based on their overall high scores and then named an Elite winner in their highest performing category. Last year, Milhouse was awarded “Best of the Best” for diversity. The distinctive awards competition is presented annually by the National Association for Business Resources.

“It is with the highest regard that these Elite winners were chosen this year. We are proud to provide an opportunity for Chicago companies to showcase all they offer to their employees,” said Jennifer Kluge, president of National Association for Business Resources. “These select 13 companies acknowledge employees with competitive compensation and benefits; they place emphasis on communication, work-life balance, diversity, community initiatives, as well as other key factors.”

“It is time to change how we represent ourselves to better communicate to the world the values and vision of our firm,” said Mike Medici, President and Managing Partner, SmithGroup. “SmithGroup has grown exponentially over the last decade, offering more services in more markets across more geographies than ever before. Simultaneously, the building industry and our clients’ own industries have experienced rapid advancement and disruption. We are redefining the SmithGroup brand to ensure our continued success.”

SmithGroup is realigning the firm’s vision, purpose and values under the promise to Design a Better Future. In fulfilment of this promise, SmithGroup is committed to achieving four key goals:

Integrated to maximize design thinking — Advancing creative solutions to new challenges requires deep integration of expertise. SmithGroup’s mix of 20 services and 10 markets creates an intersection of knowledge and multiple perspectives that facilitates innovative solutions to projects of all scales — whether planning a new 1000-hectare city in Hangzhou, China or redesigning San Francisco’s on-street public toilet and service kiosks. Non-traditional experts on staff bring varied viewpoints to optimize design thinking — including among them a nurse clinician, urban systems/infrastructure strategist, coastal modeling expert, education futurist, technology strategist, and exhibit design specialist. SmithGroup’s Director of Equity, Diversity and Inclusion is focused on advancing equity throughout the design process, within the firm’s operations, and across the industry at large.

Future focused to anticipate design challenges — Effective design begins long before a project need is identified. By moving upstream to anticipate changes in the market and new approaches to strategy, SmithGroup is trusted for its insight and foresight developed through future-focused research and specialization of talent. SmithGroup’s Science & Technology leaders have been investigating the future of research environments through the LAB2050 initiative and are predicting trends that will impact the research space over the next half-century. The Higher Education team’s CampusForward initiative is studying factors impacting higher education institutions and has developed predictive tools to help colleges and universities make informed, data-driven decisions about their future campus and building needs.

Innovating with new design and delivery methods — Disruption is the new world norm. SmithGroup is leveraging its widely acknowledged leadership in technical expertise to explore innovative approaches to delivering projects in the face of rapid change in technology and shifts in industry demand to go further faster. The firm is charting new territory with delivery methods like Integrated Project Delivery (IPD), where SmithGroup has redefined the ‘big room’ mentality to increase agility for some of the largest projects in the United States, including nation’s largest active IPD project, the 1,015,000 square foot California Pacific Medical Center Van Ness Campus for Sutter Health in San Francisco. SmithGroup is discovering and defining, rather than reacting to, disruptions in the delivery of design work by investing in research and technology at all scales. The firm’s Technology in Practice team seeks out, tests and implements the next planning and design tools and workflows allowing data, research, and technology to better inform the design process.

Redefining design excellence — Award-winning design should be about more than aesthetics. Every place SmithGroup creates combines powerful design strategies and performance, with deliberate beauty. The firm is setting a new standard for excellence in projects like DC Water New Headquarters — where high-performance building design developed through high-tech methods is creating a curvaceous iconic identity for the utility on the city’s waterfront. The unique shape of the 150,000 square foot office building was sculpted with energy analysis tools that responded to environmental needs for site and solar impact. The firm’s integrated design team is implementing a first-in-the-U.S. wastewater heat exchange system to heat and cool the building utilizing the continuous flow of wastewater through DC Water’s infrastructure below.

As part of its new brand identity, SmithGroup has simplified its name to better represent the firm’s new mission and deep legacy. The continued use of Smith honors the century-and-a-half of design excellence begun by the firm’s original founder Sheldon Smith. The use of Group, knitted directly to Smith without a space, signals the firm’s multidisciplinary yet unified practice in mission, purpose and voice — continuing its legacy as the first, and longest continuing, integrated design services firm in the U.S.

“While our name may sound common, the SmithGroup name actually demonstrates our longstanding commitment to integrated design and innovation,” says Marketing Director, Laura Matter, CPSM, LEED AP. “Our research has shown that our clients and industry partners think of us as a firm with deep technical expertise. But we are also a premier design firm, more than capable of delivering both the most complex commissions while also creating the most iconic and evocative designs.”

The company has also launched a new website at www.smithgroup.com. There, visitors will find simple and intuitive navigation that reveals the vast breadth and depth of the firm’s work, design talent, and thought leadership. The firm’s portfolio is revealed through stories of the design thinking behind each project.

“Today we commence the greatest journey our firm has yet undertaken,” says Medici. “Our promise is to Design A Better Future for ourselves, for our clients, for our communities, and for the world.”

Pittsburgh — McKim & Creed, Inc., one of the largest engineering, geomatics (surveying) and planning firms headquartered in the Southeast, acquired Pittsburgh-based Loftus Engineers, LLC. Going forward, Loftus Engineers will provide service to clients as Loftus Engineers, a McKim & Creed Company.

Loftus Engineers provides mechanical, electrical, plumbing, structural (MEPS), and energy services for commercial, heath care, higher education, sports and recreation, institutional and industrial clients. The company began its current professional practice in 2002 and employs 37 people. Loftus has provided MEPS engineering services for such recent notable projects as:

• Hampton Outpatient Center, a 44,000-square-foot facility for the University of Pittsburgh Medical Center (UPMC)
• Three Crossings, a 20-acre mixed-use development in the vibrant Strip District neighborhood of Pittsburgh. Loftus designed all MEP systems for over 500,000 square feet at three facilities.
• A 37,433-square-foot, four-level addition and renovation to the Carnegie Science Center in Pittsburgh.

“Loftus Engineers has a long and distinguished history of providing outstanding mechanical, electrical, plumbing and structural engineering with exceptional employees who, like our current employee owners, are dedicated to the success of their clients and solving their challenges,” said John T. Lucey, PE, president and chief executive officer of McKim & Creed. “Combining McKim & Creed’s strengths with those of Loftus enables us to offer more of our services in the Pittsburgh area, and supports our current and growing Pittsburgh office. We are excited to significantly grow our engineering business in the dynamic Western Pennsylvania market.”

In 2015, McKim & Creed established an office in the Pittsburgh area that specializes in industrial water and wastewater engineering and design-build services. Joining forces with Loftus Engineers adds a second McKim & Creed office in the Pittsburgh area and provides MEPS support for the current office.

Loftus CEO Patrick Branch, PE, LEED AP, will oversee the company’s Pittsburgh-area MEPS engineering services. “By joining forces with McKim & Creed, we believe we can best serve the growing Pittsburgh market with expanded services. In addition, McKim & Creed is an employee-owned company, which means that our employees can own a part of our organization while enjoying enhanced career opportunities,” said Branch.

The deal was closed July 31, and terms were not disclosed.

JTC staff include engineers and materials scientists who provide advanced testing and forensic capabilities to solve the most technically challenging problems in connection with structures, construction materials, process industries, and manufactured components. In addition, the JTC conducts applied research to advance knowledge and spark innovation. The JTC provides consulting and testing to determine root causes of problems, understand failure mechanisms, evaluate performance, characterize materials, generate engineering properties, assess service life, and determine specification compliance to meet the needs of various types of clients.

The new facility replaces WJE’s original JTC laboratory space, which was constructed in 1962 and was one-fourth the size. WJE also has laboratory facilities in Austin, Texas, and Cleveland.

The Janney Technical Center is named after WJE’s late founder Jack Janney, who always stressed the value of testing to solve problems.

“We are extremely proud of our new, world-class laboratory facility,” stated William J. Nugent, WJE President and CEO. “This investment in expanding our capabilities equips us to serve the needs of clients today, tomorrow, and for years to come.”

“Our wide range of capabilities is one of the aspects that makes the JTC unique for our industry,” said WJE Principal and JTC Director Kevin Michols. “We can examine any construction material or component through multiple lenses. Because of our various laboratories, our engineers, architects, and materials scientists can provide clients with comprehensive analysis and holistic insight to understand the matter at hand.”

“Engineering students who seek a non-thesis or professional master’s degree typically plan a career that requires expertise in business and management, as well as in their technical field,” said Eckhard Groll, associate dean of undergraduate and graduate education and the Reilly Professor of Mechanical Engineering. “While many professional master’s degrees in engineering offer up to nine credit hours of management courses, many students prefer the experience of a full Master of Business Administration. Others find that their professional degrees are adequate early in their careers, but they lack the management skills they need to advance in their companies. This concurrent program meets the needs of both groups.”

Interested students must apply and be admitted to both programs. They will focus on engineering courses in the first year and then transition to the MBA the second year. Students will pay tuition costs for both programs, but several assistantships will be available through Krannert. The following engineering schools have signed on to take part in the concurrent program: aeronautics and astronautics, biomedical, chemical, civil, environmental and ecological, industrial, nuclear and interdisciplinary engineering.

“This combination will provide students both technical and interpersonal skills that will give students an edge in their organizations,” said Karthik Kannan, Thomas Howatt Chaired Professor in Management and academic director of the Krannert MBA program. “With a selection of more than 100 electives in management, economics and organizational behavior, students are able to personalize their experience. They can complement their classroom instruction through independent studies or by getting involved in experiential projects through Purdue’s robust high-tech entrepreneurial ecosystem.”

For more information about the new degree program, go to https://engineering.purdue.edu/Engr/InfoFor/DualDegrees/index_html.

Western Specialty Contractors first contracted with St. Louis-based general contractor Paric Corporation in November 2016 to begin work on the building’s west elevation while abatement work was getting started. This first phase included installation of 28 new window openings with new lintels and precast sills, 30 percent brick tuck pointing, pressure washing the entire façade and caulking all window perimeters. Western crews also cut an opening in the south elevation for a buck hoist to be installed. This first phase was completed in September 2017.

A second contract was issued to Western for additional façade restoration work to the north, south and east elevations. Western used two suspended scaffolding and four masons to complete the work in October 2017. The work included:

• South elevation — tuck pointing 30 percent of brick joints and 25 percent of terra cotta joints, caulking all window perimeters and pressure washing
• North and east elevations — tuck pointing 25 percent of terra cotta joints and all brick joints, pressure washing, and replacing 10 pieces of missing or damaged terra cotta with Fiber Reinforced Polymer (FRP) replicas

Paric, under the direction of the owner, had Western provide a 135-foot aerial lift so that the jobsite foreman, with assistance from the engineer, could inspect all elevations. Subsequently, Western’s scope of work increased to include tuck pointing all brick and terra cotta joints on the south, north and east elevations; plus replacing an additional 15 pieces of terra cotta with FRP.

With the scope of work more than doubling for Western’s crews, the change proved to be a challenge to the overall schedule for the building’s new roof and pool installation. Western was able to meet the original schedule by adding two swing stages and six more masons working 10-hour shifts, seven days a week. The final facade restoration work was completed in February 2018.

The following firms also were involved in the project:

• Architect: BNIM
• Structural Engineer: Bob D. Campbell and Co.
• Historic Preservation: Rosin Preservation

“We are honored to have been selected as the designer for this iconic piece of infrastructure, and for the trust WDBA has placed in AECOM and our Bridging North America partners,” said Michael S. Burke, AECOM’s chairman and chief executive officer. “Bridges connect, and not only will this project provide a major gateway between Canada and the United States, it will support economic growth through job creation, tourism and trade. AECOM’s diverse capabilities and design expertise are a good fit in delivering the world’s most technically complex and transformative infrastructure projects, and our selection by the WDBA underscores the strengths of the company we have built.”

AECOM will be responsible for designing the six-lane, 2.5 kilometer-long cable-stay bridge with North America’s longest 853-metre main span. The firm will also design a Canadian and a United States (U.S.) port of entry, and the Michigan Interchange, which includes road improvements and connecting ramps to the U.S. port of entry and I-75.

“AECOM has delivered some of the most complex, innovative and challenging bridge structures around the world, but this project is about so much more than the infrastructure,” said Steve Morriss, president of AECOM’s Design Consulting Services group in the Americas. “AECOM’s vast, global network of architects, planners, engineers, safety specialists, roadway experts, landscapers, interior designers, and dozens of other technical practices will collaborate across borders to bring this symbolic project to life–connecting and serving the local communities, regions and the world.”

Bridging North America’s prime team members include AECOM and several other companies which bring significant experience carrying out major infrastructure projects in both Canada and the U.S.

According to Brett Roubinek, President and CEO of TRC Inc, the groundbreaking for the SMARTCenter is the culmination of over five years of collaborative planning with their invaluable industry partners. The addition of the SMARTCenter to TRC Inc.’s already robust portfolio of offerings can only serve to benefit the dedicated group of stakeholders who are pioneering the next innovations in the connected and automated space.

At 1.2 miles long and six lanes wide, the site will host the longest and widest connected, signalized intersection in the industry as well as an urban network consisting of movable intersections, roundabouts, and oblique intersection scenarios. In addition to the driving space, the facility will have a 10,000 square foot control building with garage and office space that will have full site access to DSRC and high-speed wireless communication along with an underground power distribution and fiber network to support current and future test technologies.

“This is a giant step forward in making Ohio the go-to state for developing vehicles and smart transportation technologies of the future,” said Governor John R. Kasich, who was on-site for the groundbreaking, shovel in hand. “The SMARTCenter positions Ohio as the premiere destination for researchers, developers, and manufacturers to test, build, and deploy advanced mobility solutions that will make our roads safer and less congested.”

Construction on the SMARTCenter is expected to be complete by the end of 2019. Funding for the $45 million project is being provided by the State of Ohio, JobsOhio, and The Ohio State University.

These low-speed shuttles will service destinations along Columbus’ Scioto Mile, which include the Center Of Science and Industry (COSI), the Smart Columbus Experience Center, Bicentennial Park and the new National Veterans Memorial and Museum. The latter will open later this year. The downtown shuttle is the first of a three-phased deployment that will be managed through the public/private partnership and will eventually include shuttles deployed to multiple routes.

These efforts aim to safely test, operate and evaluate self-driving vehicles. It also includes developing guidelines that will inform future deployments of self-driving technology for cities throughout Ohio and the rest of the country. The demonstration will provide education and a first-hand experience with intelligent transportation for residents and visitors.

When the shuttles are deployed, there will be an operator on board at all times to take over if necessary. “As with any emerging technology, ensuring the safety of the shuttles’ riders as well as drivers and pedestrians sharing the road will be of the utmost importance,” said Jim Barna, executive director of DriveOhio.

In 2016, Columbus won the Smart City Challenge, which provide the city a $40 million U.S. Department of Transportation grant and a $10 million grant from Paul G. Allen Philanthropies. These tests are a direct result of this achievement.

Alex Fischer, president and CEO of the Columbus Partnership says, “Our approach to launching the first self-driving vehicles in the state of Ohio is the ‘Columbus Way’ in action.” He goes on to say, “This partnership of the public, private and academic sectors to test and deploy the transportation systems of the future will solidify Columbus’ position as the country’s epicenter for smart mobility innovation.”

Testing is intended to start in October 2018. Deployment is anticipated to start in December 2018, with a continuation of the service into 2019.

View the RFP at www.dot.state.oh.us/Divisions/ContractAdmin/Contracts/PurchDocs/505-19.pdf.

The Gordie Howe International Bridge project is a planned bridge and border crossing spanning the Detroit River and connecting Detroit and Windsor, Ontario, Canada by linking Interstate 75 and Interstate 96 in Michigan with the new extension of Highway 401 (Rt. Hon. Herb Gray Parkway) in Ontario.

“Fluor is pleased with the selection of our joint venture team to design, build, finance, operate and maintain this once-in-a-generation project,” said Terence Easton, president of Fluor’s infrastructure business. “We are looking forward to partnering with WDBA to reach financial close later this year and ultimately deliver a durable, long-lasting, landmark bridge with a unique visual presence for the local community and international travelers.”

Fluor and ACS Infrastructure Canada led the development phase of the project and will hold the prime contract. This is the second project in the Windsor-Detroit area where Fluor and ACS have partnered. Fluor and ACS recently delivered, and are currently operating and maintaining, the Rt. Hon. Herb Gray Parkway in Windsor, Ontario, that will connect to the Gordie Howe International Bridge.

This partnership will design and build the project, and when complete, this crossing will be the longest cable-stayed bridge in North America. The scope also includes building new, state-of-the-art ports of entry on both the U.S. and Canadian side of the Detroit River as well as improvements to existing infrastructure in both Michigan and Ontario. Early works will start this summer in advance of financial close, which is set for this fall.

Fluor and ACS will operate and maintain the facility for 30 years to performance standards that will be established by WDBA following completion.

Lansing, Mich. — Michigan is first in the nation to implement a coordinated effort to better manage the state’s drinking water, wastewater, stormwater, transportation, and private utilities under legislation signed July 2 by Gov. Rick Snyder.

“Having sound and modern infrastructure is vital to the health and well-being of the people of Michigan,” Snyder said. “This legislation helps us take the necessary steps to ensure Michigan has a modern and reliable infrastructure system.”

In his 2016 State of the State Address, Gov. Snyder called for the creation of the 21st Century Infrastructure Commission to develop 30- to 50-year recommendations for Michigan’s transportation, drinking water, wastewater, stormwater, electric, gas and broadband entities to improve the state’s infrastructure.

The 27-member commission worked for seven months to provide a long-term, comprehensive set of infrastructure recommendations aimed at improving our infrastructure across all asset types. Recommendations prioritized a healthy environment; reliable, high-quality service; economic prosperity; and value for investment. In addition to sector-specific recommendations, there were overarching themes such as a statewide culture of asset management, encouraging and facilitating coordinated planning, working to ensure sustainable funding, and embracing emerging technologies.

Once these bills are implemented, Michigan will lead the nation by creating a statewide asset management database and program that will address each of these four areas and will help communities to better plan and invest in their systems. This approach to integrated and holistic infrastructure planning helps prioritize public health and creates a strong foundation for our communities.

House Bill 5335, sponsored by state Rep. Rob VerHeulen, creates the Michigan Infrastructure Council which will construct the statewide asset management database, facilitate the data collection strategy, and produce a 30-year infrastructure investment and management strategy for the state of Michigan.

HB 5406, sponsored by state Rep. Roger Victory, creates the Water Infrastructure Council. The council will advise the Michigan Infrastructure Council on a statewide water asset management strategy, promote and oversee the implementation of the recommendations from the Regional Infrastructure Asset Management Pilot Program, and develop templates for water asset management plans by Oct. 1, 2019.

HB 5408, sponsored by state Rep. Triston Cole, amends the Michigan Transportation Fund law to place the Transportation Asset Management Council within the Michigan Infrastructure Council. The council will advise the MIC on a statewide transportation asset management strategy and the processes and tools needed for implementation.

The bills are now Public Acts 323-325 of 2018.

As urban populations surge and new technologies emerge, the ways people move around cities are changing. In Grand Rapids, for example, the use of public transportation continues to drop and most families have two or more cars, according to American Public Transportation Association. With Grand Rapids experiencing the largest population increase in Michigan percentage-wise, according to the U.S. Census Bureau, there is a need to alleviate congestion and reduce transportation wait times.

Solutions to many mobility issues already exist in some form, but the City of Tomorrow Challenge creates a more inclusive process in which residents can express their ideas as they participate in working to ensure a future where people and businesses can thrive. By working with communities to crowdsource new mobility designs and innovations, and funding pilots to test the top solutions, the program’s goal is to help improve quality of life for Grand Rapids residents and visitors by providing dynamic mobility options that build on the existing transportation system.

“As our city grows, we want to ensure we are working with our community to make getting around Grand Rapids easier,” said Grand Rapids Mayor Rosalynn Bliss. “We also want to strengthen confidence in our existing transportation systems. We have joined the City of Tomorrow Challenge because we believe Grand Rapids is a place where innovative ideas can improve mobility in our city.”

Throughout the eight-month program, those who live, work and play in Grand Rapids are invited to explore dynamic mobility options, including making the city’s streets more walkable and bike-friendly, extending the use of and the information that transportation systems provide, and enabling smart transportation choices. The Challenge includes a prize of up to $100,000 to fund pilots that test the top solutions in a real-world setting.

“Grand Rapids is already on the forefront of transportation with our vision for mobility,” said Josh Naramore, City’s Mobile GR-Parking Services manager. “With the City of Tomorrow Challenge, we can create a place that is a beacon of growth for years to come – a place where everyone can thrive.”

Grand Rapids marks the third location for the City of Tomorrow Challenge, following announcements in Pittsburgh and Miami-Dade County earlier this month. Each challenge is tailored to a specific city or county and is focused on addressing its unique needs.

“What may work for one city might not work for another,” said John Kwant, vice president, Ford City Solutions. “Grand Rapids has its own unique needs, and it understands how seeking out new ideas to complement existing transportation systems can aid its effort to become a more accessible, walkable city. The City of Tomorrow Challenge will deliver that.”

By crowdsourcing ideas, the Challenge seeks to come up with ways for communities to employ technology to create the best mobility solutions that will underpin the city of tomorrow.

“The foundation for smarter city infrastructure of tomorrow is being laid today,” said Mike Geertsen, director, government solutions, Microsoft. “Ford, local government leaders in Grand Rapids and Microsoft all have a shared philosophy that in an effort to make cities smarter, safer and more sustainable, adopting innovative technology solutions will help bring positive and inclusive change citizens are asking for. Leaders in Grand Rapids recognize the time to elevate the conversation and invest is now.”

“The innovative mobility solutions deployed here in Grand Rapids will lead to real and meaningful improvements in the quality of life and access to transportation throughout the community,” said Trevor Pawl, Vice President of PlanetM, a mobility-focused brand and business development program at the MEDC. “We are proud to be a partner in this effort in Grand Rapids and look forward to the impact it will have in expanding Michigan’s mobility ecosystem.

How it works

People can go to the Challenge website to share their experiences, sign up for community working sessions, and offer insight into the ways they move around Grand Rapids today. Information about the Challenge will also be shared via Twitter.

The week of July 23 marks the opening of the application period for participants to begin submitting ideas for new mobility solutions. Leading up to that, Ford and its partners will be combining insights from the online and offline communities with data analytics to help shape the challenge.

“Every city is different, and there is no one-size-fits-all approach to solving the unique problems that impact its residents,” said Michael Zeto, vice president, AT&T internet of things and general manager, smart cities. “Through our collaboration with Ford, Grand Rapids residents will have the opportunity to influence how technology impacts the way they live, work and play.”

In September, semifinalists will be selected to attend a prototyping session and receive mentoring support to refine their ideas before submitting a final pilot proposal. At the concluding stage of the Challenge, $100,000 will be awarded to fund pilots to test the top proposed solutions in collaboration with Grand Rapids, Ford and its corporate collaborators.

“The future of mobility and connecting people to jobs will be critical to our long-term economic growth potential,” said Tim Mroz, vice president of marketing and communications at The Right Place. “Working in partnership with the City of Grand Rapids and Ford will not only allow us to test state-of-the-art mobility technology but, more importantly, it will let the world know we are embracing innovation in mobility.”

The honorees are selected annually based on employee feedback gathered through a third-party survey. The anonymous survey measures several aspects of the workplace culture, including alignment, execution and connection.

“Our office has flourished over the past several years,” said Margaret McDonald, marketing principal and a vice president for HOK’s St. Louis practice. “We have added dozens of people and won several high-profile design commissions with terrific clients. For our own people to acknowledge and celebrate the positive culture they have helped built here by ranking us highly in these awards is a great honor.”

HOK’s St. Louis practice has nearly 200 people working on a range of projects across the country. It was established in 1955 as the firm’s founding office. McDonald is part of a leadership team that includes principals Eli Hoisington and Angelo Arzano.

“We’re committed to providing our staff with industry-leading perks and opportunities for professional development,” said Stacy Krell, senior human resources manager. “We want to encourage and empower them to succeed and to use design to make a difference in the world.”

Current and recent design projects for HOK’s St. Louis practice include the 4220 Duncan and @4240 buildings at the Cortex Innovation Community in St. Louis; the BJC Healthcare Washington University School of Medicine Campus Renewal Project in St. Louis; and Destination Medical Center’s Discovery Square (in association with Mayo Clinic) in Rochester, Minnesota.

Now, as the company ushers in its next era, Ford adds Detroit’s Corktown neighborhood to that transformative list. The new Corktown campus will be a hub where Ford and its partners will work on autonomous and electric vehicles, and design urban mobility services and solutions that includes smart, connected vehicles, roads, parking and public transit.

In a week in which the company celebrated its 115th anniversary, Ford announced the acquisition of Michigan Central Station. Ford employees, city and state officials, Corktown residents and Detroit civic leaders attended the ceremony at the iconic former train station.

“Michigan Central Station is a place that in many ways tells the story of Detroit over the past century,” said Bill Ford, the company’s executive chairman. “We at Ford want to help write the next chapter, working together in Corktown with the best startups, the smartest talent, and the thinkers, engineers, and problem-solvers who see things differently – all to shape the future of mobility and transportation.”

The acquisition of Michigan Central Station comes alongside the company’s purchase of the former Detroit Public Schools Book Depository, two acres of vacant land, the site of an old brass factory and the recent purchase of a refurbished former factory in Corktown, now home to Ford’s electric vehicle and autonomous vehicle business teams.

“What Rouge was to Ford in the industrial age, Corktown can be for Ford in the information age,” said Ford President and CEO Jim Hackett. “It will be the proving ground where Ford and our partners design and test the services and solutions for the way people are going to live and get around tomorrow, creating a Southeast Michigan mobility corridor that spans west from Dearborn to Ann Arbor, and east to Detroit.”

Ford plans to have at least 1.2 million square feet of space in Corktown, three-quarters of which will be split between the company and its partners. Approximately 2,500 Ford employees, most from the mobility team, who will call Corktown their work home by 2022 – with space to accommodate 2,500 additional employees of partners and other businesses. The remaining 300,000 square feet will serve as a mix of community and retail space, and residential housing. This project is supported by our strong partnership with state and local government officials.

Development of Michigan Central Station and other Corktown locations is critical to Ford’s future as the company continues learning how urban areas are changing and the role transportation plays in revitalizing cities. Being in the heart of America’s comeback city will help attract talent, startups and engineers that want to address these issues with Ford.

At the same time, Ford is continuing with its Dearborn Campus Transformation plan that started in 2016. This summer the 150,000-square-foot Wagner Place development in West Dearborn is on track to open, as is a new driving dynamics lab located on Ford’s Product Development Campus. The 10-year Dearborn plan will also continue to bring key work groups closer together, including the company’s product development teams to one campus.

Preparing smart vehicles

As cities cope with booming populations, aging infrastructure and new technology, the way people move is changing rapidly. Rather than simply integrating new technology into an aging transportation system, Ford’s vision includes a fresh approach for how the overall transportation system can benefit from new ideas that help people lead better and more productive lives.

The future of transportation requires more than new vehicles – or even self-driving vehicles. It requires smart vehicles that can communicate with an increasingly smart and connected world. That’s why Ford is developing a Transportation Mobility Cloud – an open platform that manages information flow and transactions between different services – to help cities optimize their various modes of transit. The company is also committed to ensuring vehicles can communicate with tech-enabled surroundings to reduce CO2, lower congestion, and improve safety.

In Corktown, Ford’s efforts can come together in an urban environment, proving-out technology in the same environment where new ideas must be applied. This campus has the potential to help return Detroit to being the “mobility capital of the world” – shaping the future of transportation for the better.

“This will be the kind of campus where the emerging economy thrives – a collaborative ecosystem of companies, educators, investors, and innovators,” Hackett said. “This is where part of our team will live and work as a part of this community, alongside the customers and neighbors whose lives we’re trying to make better.”

Working for the community

While Ford’s Corktown investments are crucial to the company’s long-tern planning, it is also represents a commitment to the city of Detroit and its future, with Michigan Central Station envisioned as a beacon of development and opportunity.

Ford’s plans for the station to include restoration of the grand hall to its original luster; attraction of local shops and restaurants; and creating new residential options in the up-and-coming neighborhood. The station will serve as a public space for people to enjoy, with more details to come in the future. Ford is committed to working with Corktown residents and businesses to make certain its development efforts align with the historic nature of the community and complement other planned developments to revitalize the neighborhood.

“Just as Dearborn does, Corktown holds a special place in my heart,” said Bill Ford. “Henry Ford was the son of an immigrant. His father, William Ford, came over from Cork during Ireland’s potato famine. And Corktown was a destination for immigrants like him who came here with little more than hope. It was a place where you could reimagine what’s possible. That’s what we want to do all over again, right here in Corktown – to build tomorrow, together.”

Ford thanked the Moroun family, the long-time owners of Michigan Central Station, for their support in making this project possible.

Michigan Central Station, designed by the same architects that designed New York’s Grand Central Station, was the main intercity passenger rail depot in Detroit. Built for the Michigan Central Railroad, it replaced the original depot in downtown Detroit, which was shuttered after a major fire in December 1913. Formally dedicated on Jan. 4, 1914, the station remained open for business until the cessation of Amtrak service on Jan. 6, 1988. With a train depot and 13-story office tower with a roof height of 230 feet, it was the world’s tallest rail station when constructed.

“The federal Lead and Copper Rule simply does not do enough to protect public health,” Snyder said. “As a state, we could no longer afford to wait on needed changes at the federal level, so Michigan has stepped up to give our residents a smarter, safer rule – one that better safeguards water systems in all communities. With these more stringent standards, Michigan will serve as a role model to other states looking to improve their own public health protections.”

Reforms to the state’s standards were made through administrative rules proposed by Gov. Snyder and the Michigan Department of Environmental Quality. The rules went through a yearlong administrative process, widely supported by public health experts and environmental advocacy groups.

“Michigan Department of Environmental Quality staff worked closely with stakeholder groups to develop this new state Lead and Copper Rule that positions Michigan as a leader in implementing stricter standards that are protective of public health and safety. Further, this new rule helps ensure a balance between protecting public health by minimizing exposure to lead and copper in drinking water, while also providing water supplies with flexibility to implement a schedule for the removal of lead service lines,” said C. Heidi Grether, Director of MDEQ

“By strengthening our Lead and Copper Rule to be the strictest in the nation, Gov. Snyder has put Michigan in a leadership position for safeguarding human health. Michigan Environmental Council celebrates this important advance that will protect our children and families and future generations from lead exposure in drinking water,” said Chris Kolb, President and CEO, Michigan Environmental Council

“The new Michigan Lead and Copper Rule is the most stringent in the world when applied to cities with lead pipes, yet it strikes a reasonable balance between cost and benefit. It provides the EPA with a good exemplar to follow, if they ever begin to wage their long-promised war on lead in water,” said Marc Edwards, Ph.D., Charles P. Lunsford Professor of Civil and Environmental Engineering at Virginia Tech University

The updated rules will:

Reduce the Lead Action Level from 15 parts per billion (ppb) to 12 ppb in 2025.

Require all public water systems to replace lead service lines — Beginning in 2021, service lines must begin to be replaced at a rate averaging 5 percent per year, not to exceed 20 years total for replacement of all service lines, unless an alternate schedule in an asset management plan is approved by the DEQ.

• If 90 percent of a public water system’s tests exceed the action level, they must replace 7 percent of their lead service lines per year as well as make public notifications to all customers on the system.
• Partial lead service line replacement is prohibited due to the potential for elevated lead levels and the risk to public health.

Require a second sample collection at sites served by lead service lines — Following the first draw 1-liter sample at residential and non-residential sites, a second sample will be required immediately after three more liters of water have been drawn through the tap.

Create a statewide water system advisory council to assist the DEQ in developing lead public awareness campaign materials and advise the department on efforts to educate the public about lead in drinking water. The council must consist of one representative from each of the following: community water supply, non-community water supply, administrative branch of a local government agency, medical professional, professor of public health at a state university, environmental or public health advocacy group, public health educator, and two members of the public.

• Additionally, water systems that serve 50,000 or more customers will be required to create local advisory councils.

Require all public water systems to conduct asset inventory, including a preliminary inventory that must be completed by January 1, 2020, and a complete distribution system inventory and verification methodology by January 1, 2025.

The new rules are designed to be flexible for communities that have asset management plans.

Chicago — Chicago Mayor Rahm Emanuel announced the selection of The Boring Company to build and operate an express service to O’Hare International Airport. The company plans to transport passengers between O’Hare and Block 37 in the Loop in approximately 12 minutes each way by utilizing electric vehicles that run through new twin underground tunnels. The project will be funded entirely by the company with no taxpayer subsidy.

“Bringing Chicago’s economic engines closer together will keep the city on the cutting edge of progress, create thousands of good-paying jobs and strengthen our great city for future generations,” Mayor Emanuel said. “This transformative project will help Chicago write the next chapter in our legacy of innovation and invention.”

The Boring Company was one of two final teams selected to respond to a Request for Proposals issued in March by the Chicago Infrastructure Trust (CIT), on behalf of the City of Chicago. The RFP was seeking a respondent to design, build, finance, operate and maintain an O’Hare Express service. The city will now begin one-on-one contract negotiations with The Boring Company. Following this negotiation process the agreement will be presented to the City Council.

“We’re really excited to work with the Mayor and the City to bring this new high-speed public transportation system to Chicago,” Boring Company Founder Elon Musk said.

The RFP required bidders to deliver express service from downtown Chicago to O’Hare International Airport (ORD) in 20 minutes or less, cutting more than 50 percent off current travel times. The Boring Company plans to reduce the trip even further to 12 minutes by utilizing automated vehicles that travel over 100 miles-per-hour.

Each vehicle will carry up to 16 passengers, plus their luggage, and will depart from O’Hare and from Block 37 as frequently as every 30 seconds. The Boring Company plans to charge fares below the RFP requirement that this premium service should cost less than current taxi and ride-share services.

The company plans to utilize the unfinished underground transit station at Block 37 and create a new station at O’Hare. The planned route travels straight northwest from downtown following public way alignments. The specific alignment will be finalized during contract negotiation.

The city requires the O’Hare Express service be funded solely by project-specific revenues and financed entirely by the developer. No taxpayer funding will go towards the project.

During the negotiation phase, the company will be required to further develop its plans and ensure they meet all necessary safety, construction, financing and operating requirements. The contract will also include protections to ensure taxpayers would be protected against any costs incurred by an incomplete project. The overall project costs and construction timeline will be finalized during this process.

The express service will offer a myriad of benefits to the city, travelers and residents: providing a faster commute between the airport and downtown; helping to mitigate congestion on the region’s roadways; fostering economic growth and creating jobs throughout the lifetime of the project. The current total daily number of air passengers traveling between O’Hare and the Chicago Central Business District is approximately 20,000 and is forecast to grow to at least 35,000 daily air passengers in 2045. The express service will also be a zero-emission system, replacing automobile traffic on a congested highway and generating a significant positive environmental impact.

When combined with the upcoming expansion that will increase O’Hare’s gate capacity by 25 percent and the CTA’s $492 million investment in modernizing the Blue Line, the express service project will generate an unprecedented strengthening of Chicago’s position as a global city, according to the mayor’s office.

“At DriveOhio, we are looking for innovative ways to integrate technology into our transportation systems. This project will help us explore the intersection between autonomous and connected vehicles on land and in the air.  The goal is to understand how we can better manage traffic, roadway incidents, and roadway conditions using advanced technology and data analysis,” said Jim Barna, Executive Director of DriveOhio.

This research will include both air and ground vehicles and will complement ongoing work to test autonomous and connected vehicles along the 33 Smart Mobility Corridor, a 35-mile stretch of U.S. 33 between Dublin and East Liberty. Unmanned aircraft will monitor traffic and incident response along the corridor in conjunction with the state’s current fixed-location traffic camera system. The aircraft will interact with sensors and communication equipment along the corridor to feed data into the state’s Traffic Management Center.

The project will also use sensors and communication devices to ensure the unmanned aircraft will not collide with each other or with manned aircraft, such as small planes and helicopters, that also use the lower altitude airspace.  It is estimated that as many as 5,000 manned aircraft are in the sky at any given time.

“One of the keys to better utilizing unmanned aircraft is to ensure they will not pose a threat to other aircraft traveling in the area.  This research project will make the development of that safety system a priority so that other aircraft operations such as package delivery and air taxi services can be explored down the road,” said Fred Judson, Director of DriveOhio’s UAS Center.

The project team will be led by DriveOhio and The Ohio State University’s College of Engineering in conjunction with Cal Analytics, Gannett Fleming, AiRXOS (a GE venture), Gryphon Sensors, Transportation Research Center, Inc., Woolpert, The Ohio State University Airport, and Midwest Air Traffic Control. The three-year research project is set to begin July 1, 2018.

“We’re excited to develop this system for Ohio, which will enable safe flight of unmanned aircraft and personal air vehicles beyond the line of sight of the operator,” said Professor James Gregory of The Ohio State University. “This system will pave the way towards integrating unmanned aircraft into the National Airspace System.”

DriveOhio was created by Governor Kasich on January 18, 2018, as a center within the Ohio Department of Transportation that brings together those who are responsible for building infrastructure in Ohio with those who are developing the advanced mobility technologies needed to allow the state’s transportation system to reach its full potential.  DriveOhio’s UAS Center is the premier unmanned aircraft support agency for the State of Ohio. The mission of the center is to support flight operations for local, state, and federal government and agencies.

For more information on DriveOhio’s air and ground smart mobility efforts, visit https://drive.ohio.gov.

“Investing in transportation creates jobs and economic opportunity, improves safety and makes Illinois a better place to raise a family,” Rauner said. “This plan will make Illinois more competitive while protecting the interests of the taxpayers.”

The governor announced the plan’s release at Peoria’s McClugage Bridge at eastbound U.S. 150, which will be replaced in 2019 at a cost of $205 million with the completion of the final design this year. Based on current funding levels, the FY2019-2024 Proposed Highway Improvement Program aims to improve a total of 1,945 miles of miles of road and 525 bridges maintained by the state. The multi-year program also includes funding for upgrades to more than 750 miles of local roads and 922,933 square feet of local bridges.

Other plan highlights include:

• $26 million toward reconstruction of U.S. 20/Rockford Bypass in Rockford
• $36 million to replace and repair the Third Street exit and ramps to Martin Luther King Drive in East St. Louis
• $12.7 million for additional lanes on 4.5 miles of Interstate 57 from Johnson City to West Frankfort
• $148.4 million for bridge work and other improvements on Interstate 80 through Will County

This multiyear plan is the Illinois Department of Transportation’s (IDOT) first to embrace asset management strategies that commit to smaller repairs, avoiding the higher costs of deferred maintenance. Using this approach, IDOT will realize savings over multiple years to eventually invest in other projects throughout the state. The plan also builds upon the latest in data-driven tools to help identify projects that provide the most value to the public while improving quality of life and regional mobility.

“At the governor’s direction, IDOT continues to innovate in how it chooses which projects to build,” said Illinois Transportation Secretary Randy Blankenhorn. “This is a plan that gets the state on the right track toward truly meeting the needs of our communities and building a 21st century system of transportation.”

St. Louis — KAI Design & Build completed construction of St. Louis’ new $8.5 million Deaconess Center for Child Well-Being — a 21,272-square-foot facility providing meeting and office space for child advocates, civic leaders and community organizers dedicated to enhancing the well-being of at-risk children.

In March, KAI Design & Build received a 2018 Building St. Louis Award for the project. The awards program, sponsored by the St. Louis Business Journal, recognizes commercial real estate projects that have created a positive community impact in the areas of investment, jobs created or potential benefit to a surrounding area.

Located at 1000 North Vandeventer in the Grand Center Arts District of St. Louis City, the facility was completed within just 7.5 months in December 2017. Since time was of the essence on the project, as the Deaconess Foundation’s lease at its previous office space was set to expire on December 31, 2017, the organization chose to implement the project using the design-build delivery method with the added advantage of an interactive programming and design process provided by minority-owned KAI Design & Build.

The Deaconess Center is the Foundation’s first new construction in almost two decades. The design and construction of the building reflected Deaconess’ religious legacy as well as its commitment to social causes by exceeding the city’s minority participation goals. The project achieved 36 percent Minority Business Enterprises (MBE) and 3 percent Women Business Enterprises (WBE) participation. Elizabeth Noonan, an economic development professional and United Church of Christ member, served as the Project Manager and minority-owned Kwame Building Group was the Construction Manager.

In order to keep the project on schedule, KAI selected tilt-up concrete construction for the building’s exterior facade to assure the fastest possible building erection, as well as used vibrated stone piers to drastically reduce the owner’s site remediation cost and schedule impact.

The completed Deaconess Center provides meeting rooms, a chapel, and a large conference space for up to 125 people, as well as administrative offices for the Deaconess Foundation, Vision for Children at Risk, and Neighborhood Houses — a United Church of Christ ministry that supports low-income children and families of the inner core of St. Louis City.

The Deaconess Center is expected to host more than 6,000 citizens a year in more than 250 meetings focused on children’s issues. Meeting rooms will be available at no charge to initiatives focused on improving public policy for children. Forty to fifty people are expected to work at The Center, with many re-locating from various Deaconess Foundation offices throughout the St. Louis area.

“Through our funding, advocacy and this facility, we want to cultivate a movement for child well-being in St. Louis,” said Deaconess President and Chief Executive Rev. Starsky Wilson in a press release. “Movements need activated individuals, creative ideas and institutional expressions. This will be a place where they all come together for kids.”

“At Milhouse, we are driven by the strength of our differences, working hard to cultivate a team that reflects a dynamic blend of culture, background, race, gender age and experience,” says Wilbur C. Milhouse III, PE, President and CEO. “We believe diversity is our strongest asset, and leads to the creativity, empowerment and progressive teamwork that brings our company together, sets our people apart and helps make us who we are.”

“Our commitment to being the best in the business gives us the leverage to attract and hire the best people in the business,” explains Dolla Crater, EVP of Business Operations. “Our diverse and highly skilled talent pool are a great benefit to our customers and ultimately the communities we serve.”

“We are excited to take this transformative step to bring more renewable generation to our customers,” said Michael Moehn, president of Ameren Missouri. “Adding more wind energy will help us achieve our goal to reduce carbon emissions 80 percent by 2050.”

The facility would be built by an affiliate of Terra-Gen, LLC in Adair and Schuyler counties. Groundbreaking is expected in summer 2019. The wind farm will consist of 175 American-made wind turbines that will stand more than 450 feet above the ground. These types of turbines will be among the most technologically advanced in the state. Energy produced by the wind farm will power an estimated 120,000 homes by 2020.

“This major wind development would benefit our customers, the communities we serve and the environment,” said Ajay Arora, vice president of power operations and energy management at Ameren Missouri. “Missouri-based wind generation recently became an affordable option. These planned investments in wind energy would help keep customers’ rates more stable over time. Our state would also benefit from continued investment and economic growth, including hundreds of construction jobs, as well as permanent jobs when the turbines are in service.”

The wind farm is enabled by the expanded transmission capacity made possible by Ameren Transmission Company of Illinois’ Mark Twain Transmission Project, approved in January by the Missouri Public Service Commission (PSC). The Mark Twain Transmission Project has a targeted in-service date of December 2019.

“The new transmission line is vital to the expansion of renewable energy generation and distribution in Missouri,” Moehn said. “In addition to being an engine for economic growth, the Mark Twain Transmission Project will strengthen our region’s energy grid and deliver greater energy reliability.”

The transaction is subject to a number of conditions, including timely approval from the PSC and obtaining a timely and acceptable Midcontinent Independent System Operator transmission interconnection agreement.

Today’s announcement is the first major step in implementing Ameren Missouri’s Integrated Resource Plan, a 20-year outlook that supports cleaner energy in the state. The plan is consistent with Missouri’s Renewable Energy Standard passed by voters in 2008. Planned investments include approximately $1 billion to build wind generation projects in Missouri and possibly neighboring states, resulting in at least 700 megawatts of new wind-generated energy by 2020. This wind farm would meet more than half of that planned capacity. Ameren Missouri also expects to add 100 megawatts of solar-generated energy over the next 10 years, with 50 megawatts targeted to come online by 2025.

“Residents and visitors in Indianapolis can now look forward to faster and more convenient transit service as they travel to work, school, and other destinations,” said FTA Acting Administrator K. Jane Williams. “FTA is committed to modernizing transit systems to improve safety and reliability for all riders.”

The project is a 13.1-mile bus rapid transit line that will connect the Indianapolis central business district with the Village of Broad Ripple to the north and the University of Indianapolis to the south. The BRT line will run through the densest part of the city and serve universities, hospitals, government offices, community services and a transit center that connects to bus routes. The project’s 7.7 miles of dedicated and semi-exclusive bus lanes and traffic signal priority at intersections will help improve transit speed and reliability in the corridor. The project also includes the purchase of 13 buses.

FTA has agreed to provide IndyGo with $75 million for the Red Line project through FTA’s Capital Investment Grants (CIG) program. The CIG Program provides funding for major transit capital infrastructure investments nationwide. Projects accepted into the program must go through a multi-year, multi-step process according to requirements in law to be eligible for and receive program funds.

“Much like Community Crossings, Local Trax is an innovative approach to infrastructure funding that creates a partnership between the state and communities willing to put skin in the game toward improving their local roads,” Governor Eric. J Holcomb said. “Eliminating at-grade rail crossings on local roads makes our transportation network safer, reduces congestion, and better connects our communities.”

INDOT began accepting project proposals from local agencies in May. The application window will stay open until August 31, with the awarding funds expected to be announced in late summer. Local Trax requires local governments to provide only 20 percent of funding for land acquisition and construction with the state providing the other 80 percent.

“Thanks to Governor Holcomb’s Next Level Roads plan and the support of state lawmakers, Indiana is able to invest in infrastructure, both highways and local roads, at levels not seen before in our state’s history,” INDOT Commissioner Joe McGuinness said. “Local Trax will direct needed funds to high priority local rail projects, enhancing mobility and livability in our communities.”

The goal of Local Trax is to encourage partnership between the state, local governments, private businesses, and railroads to increase safety, improve mobility, and enhance the quality of life for Hoosiers.

“The railroad industry is pleased to collaborate with state and local governments on this very important issue,” commented Kristin Bevil, President of the Indiana Railway Coalition. “This unique program furthers efforts to improve safety at railroad crossings, a matter the railroads take very seriously.”

Funding authorization for Local Trax was granted in HEA1002-2017, the long-term, sustainable road funding plan passed by the Indiana General Assembly and signed by Governor Holcomb in April 2017.

More information about Local Trax is online at https://www.in.gov/indot/2390.htm.

“We are delighted to formalize the merger of such a talented and well-accomplished firm in Cawrse & Associates.” said Dave Wiles, President CT Consultants. “Cawrse’s sustainable design practices, environmentally sensitive approaches to land planning and cost effective while aesthetically pleasing landscape design fits well with CT’s core business of serving municipal clients.”

CT Consultants is comprised of more than 225 engineers, architects and planners dedicated to delivering quality services to clients for over 95 years. The firm serves as municipal engineer to more than 60 communities.

For over 36 years, Cawrse & Associates has provided award-winning landscape architectural and land planning services to both private and public clients throughout Ohio. They have been involved in a wide range of design work including single and multi-family land planning projects, healthcare facilities, civic landscapes, streetscapes, commercial and industrial site plans, landscape designs and recreational landscapes. Cawrse and CT have partnered on several projects over the last 10 years prior to the merger.

The contest was developed as part of a comprehensive research program funded by NIST at the Caltrans Seismic Response Modification Device (SRMD) Test Facility at the University of California, San Diego. The NIST-ATC Blind Prediction Contest simple category evaluated 15 contestants on their ability to use finite element analysis (FEA) modeling techniques to construct a model that would predict response parameters of beam-column test specimens using only partial information provided by the contest organizers.

Tobolski and Treece modeled the anticipated behavior of testing samples using the analysis software Abaqus. Although the team was unfamiliar with the software prior to the contest, they were able to leverage their knowledge of other platforms and employ sound analytical skills to tackle the problem.

Both team members are alumni of the University of Illinois at Urbana-Champaign, from which Tobolski received a bachelor’s degree in civil engineering and a master’s degree in structural engineering. Treece holds a bachelor’s degree in civil engineering from the University of Missouri in Columbia and a master’s degree in structural engineering from U of I.

Established in 1973 through the efforts of the Structural Engineers Association of California, ATC is a nonprofit whose mission is to develop and promote state-of-the-art, user-friendly engineering resources and applications for use in mitigating the effects of natural and other hazards in the built environment.

“The fundamental question we are beginning to address is, as fuel tax revenue declines in the future due to improving efficiency and the growing use of alternative fuel vehicles, how will we pay to maintain and build infrastructure?” said Secretary of Transportation Jennifer Cohan. “This study is just a first step of many and will help us answer questions about mileage-based user fees and whether this is an alternative worth pursuing further.”

Phase 1 of the study is a focused pilot in Delaware beginning May 1, 2018, with over 120 participants which include Department of Transportation officials, legislators, members of the media, and other stakeholders and will conclude at the end of July 2018. While MBUF pilot programs have taken place in other states such as Oregon, California and Colorado, this pilot will be the first to examine the unique challenges presented by multi-state travel and toll interoperability.

Phase 2 of the study will include a multi-state truck pilot in partnership with a private company to assess the synergy between current reporting requirements on commercial vehicles and MBUF and is currently scheduled to begin in 2019.

“The majority of the MBUF studies have happened in western states, and this study brings the East Coast perspective and its unique challenges, such as managing out-of-state mileage and synergies with toll authorities,” said Dr. Patricia Hendren, Executive Director, I-95 Corridor Coalition. “While the I-95 Corridor Coalition is neutral regarding MBUF as the ultimate solution for transportation funding, we want to make sure that the voices of citizens along the I-95 corridor are part of the national discussion.”

The Coalition was awarded $3.1 million for a multi-year, two phase study as part of the U.S. Department of Transportation’s Surface Transportation System Funding Alternatives (STSFA) program. Congress has authorized up to $95 million in federal grants over a five-year period to explore alternative systems of transportation funding. Results from studies across the country will help policy-makers decide on next steps.

The I-95 Corridor Coalition has launched a website, www.i95coalitionmbuf.org/, to inform and answer questions associated with the MBUF study. There are many more questions to answer before any potential transition from a gas tax funded system to an alternative system takes place and will require significant education and outreach.

Denver — Denver award-winning urban design and landscape architecture firm Civitas has received City Council approval to move forward with the design of implementation plans and construction documents for the Lake Effect Project to revitalize the Lake Minnetonka waterfront for the City of Wayzata, Minn. A strategic initiative to enhance Wayzata’s character and connectivity to Lake Minnetonka, the project is intended to create a more beautiful area for residents’ everyday use.

“The Lake Effect Project strikes a good balance between supporting downtown businesses while improving community recreation, relaxation and pride,” says Civitas founder and president Mark Johnson. Civitas was the selection committee’s unanimous choice in the original 2015 design competition for the project and has been closely involved in Wayzata’s intensive community engagement and collaboration process through development of the vision.

Planned improvements along Lake Minnetonka’s northern edge will extend from the 1902 Section Foreman House to the historic Depot Park, allowing residents, for the first time in 100 years, to be able to walk the length of the downtown shoreline where a working railroad corridor has restricted access. At the same time, the project will restore and enhance overall lake-edge ecology.

And a redesign of adjacent Lake Street, which fronts the downtown retail district, will add bike lanes and widen sidewalks to enhance the bicycle and pedestrian experience, with a lively, all-season plaza replacing the former municipal parking lot, offering built-in flexibility for large festivals, smaller summer markets and even winter activities like broomball or curling.

“It’s visionary for a small community to take on a transformative project of this scale. It brings bigger-city urban thinking to a smaller city,” says Civitas principal Scott Jordan, who adds that Wayzata’s vision “will celebrate and protect the community’s greatest asset, Lake Minnetonka, and make it more usable for all generations.”

The Civitas plan provides an open and continuous meandering wooden boardwalk, engaging users through a series of diverse interconnected spaces that provide fresh access to the lake and an increasingly natural experience of the landscape. “The boardwalk system is designed as a quarter-mile loop to put the waterfront park in motion and enhance social interactions,” explains Jordan, “enabling residents to stroll, sit, fish or dip their toes in the water.” The concept draws directly on Civitas’ ethos of activating people and places, successfully realized in the firm’s completed urban waterfront projects ranging from San Diego’s North Embarcadero to St. Patrick’s Island Park in Calgary, Alberta.

On the shoreline’s east side, an Eco Park will feature an underwater reef to mitigate damaging wave action and restore a historic shoreline marsh. A community education center is planned within the restored historic Section Foreman House. Expanded terraces, flower gardens and much-needed shade and restroom facilities around Wayzata’s historic Depot Park area will anchor the shoreline’s western edge and provide an enticing destination for those on the Lake Walk loop.

As the City of Wayzata moves forward with the Lake Effect Project, Civitas and its multi-disciplinary team of consultants – including Snow Kreilich Architects (Minneapolis); Applied Ecological Services (Prior Lake); Solution Blue, Inc. (St. Paul); LKPB Engineers, Inc. (Minneapolis); Water In Motion (Minneapolis); SRF Consulting Group Inc. (Minneapolis) and Ericksen Roed & Associates (St. Paul) – will continue to develop the design for the entire project. Construction on the Lake Street and Lake Street plaza improvements is slated for 2019.

“In order to truly maximize our investments in this area, we need the ability to connect local and regional projects under a cohesive statewide framework,” said Jim Barna, Executive Director of DriveOhio. “The proposal put forward by AECOM will help us to continue our forward momentum and ensure Ohio is an early adopter, and benefactor, of the transportation technology revolution.”

On January 18, DriveOhio and ODOT submitted a request for proposals asking teams of engineering, technology and data companies to compete for a $5 million contract to develop a plan that would guide future investments in connected and automated vehicle technology. The purpose of the project is to provide equipment and application specifications for smart mobility technologies that could be used by state and local governments. The state is also seeking a master plan for statewide data storage, management and security for connected and autonomous vehicles. The estimated timeframe for the project is 12 months.

Of the original pool of candidates, four finalists were chosen to give presentation on April 3.

• • AECOM Technical Services, Inc. taking the lead and partnering with Cisco Systems, Inc.; Engage Public Affairs, LLC; M.H. Corbin LLC; OnBoard Security, Inc.; and Siemens Industry, Inc.
  • ARCADIS U.S., Inc. taking the lead and partnering with HERE Technologies; Iteris, Inc.; and OnBoard Security, Inc.
  • HDR Engineering, Inc. taking the lead and partnering with Gannett Fleming Engineers and Architects, P.C.; Google LLC; ICF Incorporated, LLC; KPMG LLP; OnBoard Security, Inc.; Synesis Partners, LLC; and The Ohio State University
  • HNTB Ohio, Inc. taking the lead and partnering with Bishop Consulting; Consensus Systems Technologies; Engage Public Affairs, LLC; Ernst & Young Infrastructure Advisors, LLC; and WSP USA Inc.

AECOM was chosen because of their project approach, the strength of their team, and their past experience. AECOM also proposed working closely with a diverse group of sub-consultants, including industry leaders Cisco Systems and Siemens, among others. The selection committee included a diverse group of public entities, including the Ohio Departments of Public Safety, Insurance, Administrative Services and Transportation, Smart Columbus, JobsOhio, The Ohio Turnpike Infrastructure Commission, the Federal highway Administration, and DriveOhio.

The selection is conditional upon final approval by the state’s Controlling Board.

Ohio is working to lead the way in advancing smart mobility technologies. Current initiatives already underway in Ohio include four smart road projects covering 164 miles of roadway, and two smart city projects.

DriveOhio, an initiative of the Ohio Department of Transportation, facilitates collaboration between the public and private sectors, bringing all the right people to the table and serving as the single point of contact for all things autonomous and connected in Ohio.

Chicago — The Council on Tall Buildings and Urban Habitat (CTBUH) released the full program for the 2018 Tall + Urban Innovation Conference, which will be held in Chicago, May 30-31. The conference will take place across two tracks of programming, where the owner/developer and design teams for each of the 48 Finalist projects will present to an international audience and live juries for consideration of winning titles across eight Award categories. The winners in each regional category will then compete for the honor of overall “Best Tall Building Worldwide.”

During the course of the two-day program, attendees will be able to choose from two tracks of concurrent presentations given by a prominent set of owner/developer and design speakers. The first day of the conference will kick off with the Opening Plenary, which will feature presentations from the winners of the CTBUH 2018 Lifetime Achievement Awards – Larry Silverstein, Chairman of Silverstein Properties; and Aine Brazil, Vice Chairman of Thornton Tomasetti.

Presentations from each finalist team will follow the Opening Plenary, grouped into a series of sessions that each focus on a specific award category. Here, speakers will explore a variety of urban themes while detailing the ways in which their projects represent the very best in innovative tall buildings, urban spaces, building technologies, and construction practices.

“The inaugural Tall + Urban Innovation Conference was born from a popular desire to expand the CTBUH Annual Awards Event into a more programmatic occasion that focuses additional attention on the sharing of knowledge,” said Awards Jury Chair Karl Fender. “All of the projects that are set to present on this stage will promote best practices throughout the entire industry.” After the finalist project presentations, distinguished juries will deliberate and select winners in each category, which will be announced at a ceremony on the second day of the conference. The main jury is responsible for selecting the Best Tall Building Regional Finalists and Winners, as well as the overall worldwide winner. The jury is comprised of Awards Jury Chair Karl Fender, Director, Fender Katsalidis; H.E. Mohamed Ali Allabar, Chairman, Emaar Properties; Kamil Merican, Chief Executive Officer, GDP Architects; CTBUH Chairman Steve Watts, Partner, alinea Consulting; and CTBUH Executive Director Antony Wood.

“This is an opportunity not just to celebrate the incredible work happening across all disciplines of the tall building industry, but to gather our colleagues from across the globe to gain knowledge, exchange ideas, and build new connections,” Watts said.

The 2018 Tall + Urban Innovation Conference will be held at the Radisson Blu Aqua, located in the base of the famous Aqua Tower in Chicago – itself a finalist for the Best Tall Building Americas award in 2010. Registration for the conference is open at https://tallinnovation2018.com, where additional details can be found.

Contracts being advertised include:

• One planning study contract for the 95th Street Interchange on the Tri-State Tollway (I-294).
• One design contract for bridge work on the Tri-State Tollway (I-294).
• Two design contracts for pavement and bridge preservation on the Reagan Memorial Tollway (I-88).
• One design upon request contract.
• One construction management contract for work on the new I-490 Tollway.
• One maintenance facility construction management upon request contract.
• One construction management contract for the Illinois Route 47 Interchange on I-88.
• Two systemwide construction management upon request contracts.

Firms interested in submitting a proposal can visit the “Doing Business” section on the Tollway’s website www.illinoistollway.com for more information. Submissions are due April 24, 2018, with contracts expected to be awarded by the Illinois Tollway Board of Directors summer 2018. Work is expected to begin this year.

PSB 18-2 responses will be submitted via the Illinois Tollway’s Web-based Program Management System (e-Builder). See PSB 18-2 for additional details.

Questions related to this PSB must be submitted electronically to the e-Builder SOI Mailbox at: PSB_18-2.02_Questions_and_RFIs@docs.e-builder.net no later than 10 days prior to the submittal due date. Answers will be addressed via an Addendum.

Illinois Tollway professional engineering services contracts are selected in accordance with the qualifications-based selection process (Illinois Public Act 87-673 (30 ILCS 535/1-535/80) Architectural, Engineering and Land Surveying Qualifications-Based Selection Act), which requires state agencies to select professional architects, engineers and surveyors on the basis of demonstrated competence and professional qualifications, rather than low bid.

Contract services staff from the Engineering Department checks statements of interest to ensure that specified pre-qualifications and documentation requirements are met. Tollway engineers and managers then review and scores statements of interest based on the advertised selection criteria service. Tollway Diversity Department staff also reviews the statements of interest for compliance with advertised diversity criteria. Executives from the Engineering Department then review the scoring, as well as each firm’s capacity, and identify the top recommended firms per project. To complete the selection, a committee of Tollway professionals and independent engineering officials considers the top recommended firms and finalizes the top three firms in ranked order. The Tollway then seeks to negotiate a final contract price with the top-ranked firm. The award of a professional engineering services contract is dependent on approval by the Tollway Board of Directors.

The Illinois Tollway provides detailed information about current Tollway construction contracts through the Construction Contract Tracker on the Tollway’s website at www.illinoistollway.com. Contractors and consultants can also access resources online to help them learn about how to do business with the Tollway, including construction bid-letting schedules, professional service bulletins, manuals and construction bid calendars. These resources can be found in the “Doing Business” section of the Tollway’s website.

The 3rd Avenue Bridge holds a significant title as the last major reinforced-concrete Melan arch bridge constructed in the Twin Cities and is a contributing element to the St. Anthony Falls Industrial Historic District; taking this into consideration, a main goal of this project is to preserve the historic features of the bridge during reconstruction.

It has undergone two rehabilitations, occurring in 1939 and 1979 respectively. The bridge was built with a curved “S” shaped alignment to avoid failures of limestone bedrock that occurred between 1869 and 1875. In 1979, the bridge underwent one major concrete repair project, followed by a joint replacement project in 2004.

Although many updates were made during its last major restoration, the 3rd Avenue Bridge has been in service for nearly four decades since its last repair. As a result, its condition has greatly deteriorated, showing clear signs of compromised structural integrity and safety issues for the public.

FINLEY is Ames’ construction engineer for the 3rd Avenue Bridge Rehabilitation Project. Previously, together they have successfully completed the I-90 Dresbach Bridge and the TH 43 Winona Bridge.

“[Ames] is very excited to have FINLEY’s experienced team of engineers working with [Ames] as the construction engineering specialist,” stated Jerry Volz, Ames Vice President of Bridges and Structures.

MnDOT’s plans include re-decking and rehabilitating the bridge to achieve a 50-year design life. During reconstruction, the main goals for this project are to minimize the impacts on the local community and the environment while reducing the closure of this important artery of downtown Minneapolis. There will also be barriers, railings and lighting added to the bridge, as well as minor grading at the bridge approaches.

Construction of the bridge is anticipated to begin in the fall of 2019. The project is expected to be completed in approximately three years.

“We have some great projects already going on across Ohio,” said DriveOhio Executive Director Jim Barna. “To truly maximize our investments, we need to connect all of these individual projects under a statewide framework. I am excited about the proposals submitted by these finalists and look forward to hearing more details from them.”

The finalists are:

• AECOM Technical Services, Inc. taking the lead and partnering with Cisco Systems, Inc.; Engage Public Affairs, LLC; M.H. Corbin LLC; OnBoard Security, Inc.; and Siemens Industry, Inc.
• ARCADIS U.S., Inc. taking the lead and partnering with HERE Technologies; Iteris, Inc.; and OnBoard Security, Inc.
• HDR Engineering, Inc. taking the lead and partnering with Gannett Fleming Engineers and Architects, P.C.; Google LLC; ICF Incorporated, LLC; KPMG LLP; OnBoard Security, Inc.; Synesis Partners, LLC; and The Ohio State University.
• HNTB Ohio, Inc. taking the lead and partnering with Bishop Consulting; Consensus Systems Technologies; Engage Public Affairs, LLC; Ernst & Young Infrastructure Advisors, LLC; and WSP USA Inc.

Candidates were asked to propose how they would use equipment and applications to guide state and local government deployments of connected and automated vehicle technology. The teams will give formal presentations April 3, and a final selection will be announced April 5. The winning team will work together over an estimated 18 months to develop an approach that connects all of the smart mobility projects underway in Ohio.

DriveOhio, an initiative of the Ohio Department of Transportation, facilitates collaboration between the public and private sectors, bringing all the right people to the table and serving as the single point of contact for all things autonomous and connected in Ohio.

Lansing, Mich. — The American Council of Engineering Companies of Michigan (ACEC/M) recently honored firms for engineering and surveying excellence during the association’s annual Engineering and Surveying Excellence Awards ceremony. On March 10, design professionals and guests gathered at DeVos Place, Grand Rapids, to recognize outstanding Michigan engineering and surveying projects from the past year, as well as engineering professionals who have significantly contributed to the profession.

The ACEC/M Awards Program recognizes outstanding efforts of professional design firms to solve clients’ needs through exceptional projects and offers the opportunity to showcase the year’s best engineering and surveying achievements to an audience of peers, clients and decision makers at all levels.

“The knowledge and expertise that filled the room on Saturday was astounding! The projects engineered by private sector firms have a profound effect on the quality of life for all Michigan residents. Their efforts result in quality roads and bridges, safe drinking water, and a clean environment for people to live, work and play,” said Ronald Brenke, PE, ACEC/M Executive Director.

This year’s most prestigious award — the Engineering Eminent Conceptor Award — went to HNTB Michigan, Inc. (Okemos) for the US-23 Flex Route, M-14 to M-36 project in Ann Arbor. As part of Michigan’s first active traffic management (ATM) project, US-23 Flex Route, HNTB Michigan, Inc. was the prime consultant and lead design firm for the planning, design, and system management of the intelligent transportation system (ITS). ATM is the ability to dynamically manage recurrent and non-recurrent congestion using technology and operational strategies. This project was packaged with several large road and bridge projects to construct the shoulder, drainage, and widened bridges to facilitate part-time shoulder use. The ATM will provide additional capacity, improved incident response, speed harmonization, and advance notice to drivers of upcoming conditions.

Six firms were honored with an Engineering Honorable Conceptor Award:

• HDR (Ann Arbor) for its work on the Holland Energy Park.
• Harley Ellis Devereaux (Southfield) for its work on the Children’s Hospital of Michigan Troy.
• Wade Trim (Detroit) for its work on the Great Lakes Water Authority Biosolids Dryer Facility in Detroit.
• Fishbeck, Thompson, Carr & Huber, Inc. (Grand Rapids) for its work on the St. Louis Water Supply Replacement.
• OHM Advisors (Midland) for its work on Midland County Road Commission’s GRS-IBS Program.
• Alfred Benesch & Company (East Lansing) for its work on the I-96 & Cascade Road Diverging Diamond Interchange in Grand Rapids.

Engineering Merit Awards were presented to the following:

• Anderson, Eckstein and Westrick, Inc. (Shelby Township) for its work on the 15 Mile Road Interceptor Recovery Shaft in Fraser.
• Progressive AE (Grand Rapids) for its work on The Rapid CNG Fueling Station in Grand Rapids.
• Hubbell, Roth & Clark, Inc. (Bloomfield Hills) for its work on the Engineering Our Environment project for Clinton and Harrison Townships.
• Wade Trim (Flint) for its work with the Karegnondi Water Authority on their Water Supply Program Management in Genesee, Lapeer, St. Clair and Sanilac Counties.
• Fishbeck, Thompson, Carr & Huber, Inc. (Grand Rapids) for its work on the Marquette Municipal Service Center.
• SmithGroupJJR (Detroit) for its work on the Michigan State University Grand Rapids Research Center.
• NTH Consultants, Ltd. (Northville) for its work on the NESPS Discharge Chamber and NI-EA Emergency Rehabilitation in Detroit.
• Tetra Tech (Ann Arbor) for its work on the Sewer Overflow Control Program in the Village of Dundee.
• AECOM (Grand Rapids) for its work on the St. Mary’s River Little Rapids Habitat Restoration Design-Build project in Sault Ste. Marie.
• NTH Consultants, Ltd. (Northville) for its work on Successfully Re-Purposing a Former Urban Industrial Site in Pontiac.

This year’s Surveying Eminent Conceptor Award went to OHM Advisors (Livonia), for the Emergency UAS/GIS Assessment of the Midland Flood. After close to seven inches of rain fell in a 12-hour period in late June of 2017, OHM Advisors used unmanned aircraft system technology (UAS) and advanced GIS software to document the impact of subsequent flooding on Midland County’s roads and bridges.

A Surveying Honorable Conceptor Award was presented to Fishbeck, Thompson, Carr & Huber, Inc. (Grand Rapids) for its work on the City of Wyoming Second Intake Survey.

Surveying Merit Awards were presented to:

• Abonmarche Consultants, Inc. (Benton Harbor) for its work on the Portage Local Streets Drone Survey project.
• Spalding DeDecker (Detroit) for its work on Little Caesars Arena in Detroit.
• ROWE Professional Services Company (Flint) for its work on the Murchie Science Building Expansion Survey in Flint.

The Board Design Award was given to Spicer Group, Inc. (Manistee) for the board designed to “tell the story” of the 6th Avenue Pump Station and Riverbank Sewer Project in Manistee.

This year’s ACEC/M Vernon B. Spalding Leadership Award was presented to John Matonich, PS, of ROWE Professional Services Company to honor his outstanding leadership roles in ACEC and several community organizations.

The ACEC/M Felix A. Anderson Image Award was presented to Thomas M. Doran, PE, FESD, of Hubbell, Roth & Clark, for his actions and contributions to enhance the image of the profession.

The Eminent and Honorable Conceptor award winners are eligible to compete at the National ACEC engineering competition in Washington, D.C. For more information on the projects and award winners, visit the ACEC/M website at www.acecmi.org.

This is the highest honor bestowed and the only award program instituted to recognize ACEC/M member firms for their leadership in professional practice and community service. Recognition is based on actions taken by a member firm to progressively develop its management practices and for assuming leadership roles in community outreach activities and ACEC/M programs that strengthen the profession for all ACEC/M members.

FTCH stands out as a company that helps to advance the consulting design profession, is actively involved in the success and growth of ACEC/M, and constantly gives back to the community.

FTCH employees are heavily involved in the community through the American Cancer Society, Habitat for Humanity, YMCA, and Salvation Army, among others. Staff serve in multiple leadership roles for local organizations. FTCH promotes the engineering profession by committing mentors, volunteers, and speakers to several area high school STEM programs, vocational training, and specialty design/construction schools, along with creating job shadow opportunities, industry days, robotic competitions, and project tours.

The firm also engages in a variety of activities to positively impact the engineering profession and ACEC/M. Stephen C. Nichols, PE, currently serves as President of the ACEC/M Board of Directors. Kamran Qadeer, PE, has served on both the ACEC/M Transportation Committee and MDOT/ACEC Procedures and Practices Committee. Other FTCH staff are also involved with ACEC/M committees and support the Engineering & Surveying Excellence and scholarship programs, along with meeting its annual state and federal PAC goals.

Sixty years after its founding, more than 400 staff members in 10 regional offices have made FTCH one of the premier professional consulting firms in the nation. Engineering, environmental sciences, architecture, and construction management are the cornerstones of FTCH’s services and integrated project approach. With the technical capabilities and understanding to take even the largest projects from initial concept to completion, FTCH is a hands-on, design-oriented practice at heart.

“This plan is not just a game-changer for O’Hare, it is a turning point for Chicago that will create tens of thousands of jobs for Chicagoans and strengthen our great city’s position as a national and global leader in travel, tourism, and trade for generations,” said Mayor Emanuel. “My goal is to make O’Hare the best airport in the country, and I want to thank our airline partners for recognizing the value of this investment. We are looking forward to moving full steam ahead on this transformational plan that represents a watershed moment in Chicago’s economic future.”

According to the city, the project will create 60,000 construction jobs through 2026 and ensures one of the city’s economic engines is positioned to drive significant growth for the region in the years and decades to come. Through the plans outlined in the agreement, passengers traveling through O’Hare will enjoy better customer service, fewer delays, more choices for travel, and a seamless journey to their destination.

“This agreement is a win for O’Hare and our customers, thanks to the investments the city and our airline partners are making to ensure our top connected airport is positioned to grow for the future,” said Chicago Department of Aviation Commissioner Ginger S. Evans. “Our plans will put O’Hare at the forefront of the industry, providing the absolute best value when it comes to customer service, efficiency, and innovation. At the same time, we are committed to ensuring O’Hare’s economic power also strengthens our community, and will ensure that our investments bring more opportunities for all Chicagoans.”

The announcement marks the first major capital improvements to O’Hare’s terminals in more than 25 years. A new Terminal Area Plan for O’Hare will completely redevelop the terminals and concourses, with Terminal 5 to undergo an upgrade and expansion, Terminal 2 to be largely demolished and rebuilt to include a brand new international arrivals facility, and renovations made to Terminals 1 and 3. These changes will expand gate capacity and set in motion a wide range of other improvements to significantly enhance airline performance and the overall passenger experience.

“As Chicago’s hometown airline, we are looking forward to continuing our investment in O’Hare and building our largest hub into the world-class airport this world-class city deserves,” said Oscar Munoz, United’s chief executive officer. “The improvements in our new agreement will help ensure we provide a superior travel experience for the more than 36 million United customers who fly through O’Hare each year. We thank Mayor Emanuel and Commissioner Evans for their ongoing support, and we look forward to collaborating further on this exciting project.”

Through a new capital program valued at more than $8.5 billion, O’Hare’s facilities will receive a major upgrade with the following benefits to passengers:

• A new world-class international terminal, called the O’Hare Global Terminal, will streamline customs and immigration processing using advanced technologies, creating a seamless experience for connecting passengers;
• O’Hare will rival U.S. hub competitors by becoming home to the first Global Alliance Hub in the country, giving passengers an easier connection to international destinations upon arrivals;
• State-of-the-art security screening that will further reduce wait times and allow passengers more time to relax, shop, and dine;
• Three new state-of-the-art baggage systems; and
• New self-service technologies to make the flight check-in process faster and easier for passengers.

“Delta’s ties to the Chicago market go back to the early days of commercial aviation more than 80 years ago and today our presence is vital to Delta’s strategy of connecting major business centers across the world for our customers,” said Holden Shannon, Delta’s Senior Vice President – Corporate Real Estate. “Delta supports these necessary O’Hare enhancements, including those at Terminal 5, wherein the coming years we look forward to offering our SkyTeam customers a world-class product with the most convenient facilities on the airport.”

The upgrades are set to grow O’Hare’s overall terminal square footage by more than 60 percent, from 5.5 to 8.9 million square feet, and increase gate frontage by 25 percent. More gate capacity will enable O’Hare and its airline partners to reduce delays by improving access to gates for arriving aircraft. This will also enable O’Hare to handle a wider range of aircraft more efficiently, including larger aircraft that allows more passengers to be served at O’Hare.

“Spirit Airlines is proud to be a part of moving O’Hare International Airport forward. Spirit has invested resources over the past 18 months to reach a collaborative solution to propel the airport to the next level. We believe this plan will lead to a diverse, competitive and passenger-friendly airport,” said Ted Christie, President and Chief Financial Officer of Spirit Airlines. “We would like to thank the City of Chicago and the Chicago Department of Aviation for their tremendous work which will further O’Hare as a world-class travel hub.”

“Alaska Airlines is proud to serve the Chicagoland area. As we work to continue our integration with Virgin America, we’re excited to finalize a new lease with the City of Chicago that provides for the modernization and expansion at one of our important markets, O’Hare International Airport,” said Matt Shelby, Alaska Airlines’ managing director of airport affairs and development. “This agreement will provide Alaska with preferential gates that are needed to keep providing our award-winning service.”

To support these critical infrastructure improvements, the city is seeking authority to issue up to $4 billion in bonds to help facilitate the start of these capital projects. This authority will provide flexibility to help the city and the airlines minimize total financing costs and time bond issuances relative to expenditures and market conditions. The bonds will not be backed by taxpayer dollars; rather, they will be funded from O’Hare Aviation revenues, which include landing fees, terminal rent, and other fees paid by airlines, as well as non-airline sources, such as charges for parking and revenues from concessions in the terminals. The city plans to seek additional borrowing authority in the future as these capital projects move forward.

As O’Hare adds gates and improves its terminals, passenger volumes are expected to keep pace with a strong demand for air travel worldwide, which, according to aviation experts, will double to 14 billion air travelers in the next decade. By 2026, O’Hare is expected to serve nearly 100 million passengers, up from nearly 80 million served today. The economic impact on the region will be greater, with O’Hare 21 expected to provide at least $50 billion in economic contribution to the region, and to enable at least 460,000 jobs in the next eight years.

“This project will take real steps toward realizing western access at O’Hare, including employee parking and the first phase of a connecting tunnel. I appreciate the seriousness with which the city and the airlines are addressing this issue, which is good for the airport, local residents and the regional economy,” said DuPage County Chairman Dan Cronin.

With construction planned to begin next year, the Chicago Department of Aviation (CDA) and its partners across the city will establish a comprehensive workforce development program to connect residents to construction jobs and other airport employment opportunities. As projects are awarded, CDA will ensure that community hiring plans are in place and meaningful participation by MBE and WBE firms is achieved as a result of new contract provisions and programs instituted by the City of Chicago.

O’Hare’s expansion plans are being pursued by the city and the airlines as part of a new Use and Lease agreement, designed to replace the existing 35-year agreement that expires on May 2018. The new agreement establishes a more modern business arrangement to support O’Hare’s growing operations, with revised terms aligned to current industry standards.

The investments announced today are a part of Mayor Emanuel’s O’Hare 21 vision, which is currently underway, to modernize O’Hare International Airport by building more efficient, higher-capacity facilities to support a modern, growing O’Hare. Terminal upgrades announced today will complement several O’Hare 21 projects underway today, including: the Terminal 5 and Terminal 3 gate expansion projects; the hotel development and expansion; construction on the new Multimodal Facility; and Runway 9C/27C, to be completed in 2020.

For more information: https://www.ohare-international-airport.com/

FRA and Minnesota Department of Transportation (MnDOT), in cooperation with the Wisconsin Department of Transportation, prepared a Tier 2 EA for the NLX Project, which examined the 152-mile project corridor relative to social, economic and environmental impacts. The document was available for public comment from April 24 to May 24, 2017, and comments were taken into consideration by FRA in preparation of, and included in, the FONSI.

Under the State of Minnesota’s environmental review process, MnDOT, serving as the Responsible Governmental Unit, has also issued a Findings of Facts and Conclusions, and a Negative Declaration, indicating that a state Environmental Impact Statement is not required. These documents are available at the MnDOT website: www.mndot.gov/nlx.

The proposed project includes constructing the necessary infrastructure for, and operation of, an approximately 152-mile-long, 90-mph, higher-speed intercity passenger rail service between Minneapolis and Duluth, Minn., a portion of which will travel through Douglas County in Wisconsin. Stations are proposed in six communities: Minneapolis, Coon Rapids, Cambridge, Hinckley, and Duluth, Minn., and Superior, Wis. In addition, the proposed NLX project would include one maintenance facility and one layover facility, which may be on separate sites in Sandstone and Duluth, or co-located on one site in Duluth.

MnDOT will continue to work with FRA to identify funding to support final design and construction of NLX.

Kent, Ohio — The Kent State University Board of Trustees adopted a 10-year facilities master plan that embarks on a $1 billion “transformative journey of the Kent Campus to better serve the needs of students and the entire Kent State community.” The plan enhances the welcoming feel of the university’s iconic Front Campus and genuine sense of place, elevates inclusive healthy living-learning environments, links a campus-wide series of spaces focused on innovation and expands the dynamic synergy with the city of Kent.

The master plan would be implemented in three phases over the next decade, and would guide the alignment of university and external resources and capital investments with the objectives set forth in Kent State’s strategic roadmap.

“Everything we do must be through the eyes of our students, both today’s and tomorrow’s,” said Larry Pollock, chair of the Kent State Board of Trustees. “These enhancements will meet the needs of students for decades by providing them with the engaging, educational space they need to help shape the world. Each phase holds thoughtful enhancements focused on our students first commitment that will also raise the prominence of the university, the city of Kent and all who call this region their home.”

In addition to building improvements and purpose-built classrooms, studios and labs, the plan includes a walkable campus core with new sidewalks and bike trails and proposes the extension of Kent State’s iconic Front Campus to include a signature Main Street gateway to the university.

Anchoring the Main Street gateway is a new College of Business Administration building and the addition of green space and a modern parking deck to replace current parking lots near the gateway entrance. Closer to the city of Kent, an innovation zone is planned adjacent to the Starbucks/Captain Brady site. New 24/7 maker spaces, multidisciplinary studios and dining would form an innovation hub within the redesigned Art Building to meet student, faculty and staff needs.

Teaching and learning enhancements include an addition to the Aeronautics and Technology building, a new Kent State University Airport classroom building, research lab expansion at the Integrated Sciences Building and dynamic renovations to the Memorial Athletic and Convocation Center (MAC Center) and Kent Student Center, to name a few.

The strategies were developed with broad input from a series of highly engaged town hall and community meetings, and numerous informational sessions were held to seek input from students, faculty and staff.

This 10-year plan is expected to touch every college on the Kent Campus and strengthen the university’s connection to its home city of Kent.

Details about the updated plan can be found at https://atransformedksu.org/.

Madison, Wis. — SmithGroupJJR, one of the nation’s largest integrated design firms, will now offer architecture services at its Madison, Wis., office for the first time in the company’s history.

With 12 offices in the U.S. and China, SmithGroupJJR has provided a full range of professional services for large and complex projects across markets. The decision to offer architecture services in Madison — which has historically focused its practice on providing award-winning site design, landscape architecture, civil and coastal engineering expertise for a range of master planning, urban design and waterfront project types — supports strategic initiatives to expand SmithGroupJJR’s steady growth and positions the firm to better service clients and building owners that are increasingly opting to use multi-disciplinary firms to solve project challenges.

Having a myriad of services — from master planning and architecture, to multiple engineering disciplines, landscape architecture and more — provided by a single, integrated firm allows owners to benefit from the creativity and heightened quality that such collaboration brings.

“By expanding our service offerings to include architectural talent in Madison, we’re underscoring our commitment to become increasingly multi-disciplined and fully integrated,” said SmithGroupJJR Managing Partner Troy Thompson.

“This office has earned a long-standing reputation for delivering award-winning urban design, campus and waterfront projects,” added Bill Patek, director of the firm’s Madison office. “Expanding our portfolio to provide clients access to a broader range of design expertise will create exciting new opportunities for both parties.”

At the Aiya Napa Marina & Resort, situated on the southeastern coast of Cyprus, SmithGroupJJR was commissioned by M.M. Makronisos Marina, Ltd, part of the Caramondani Group, to provide integrated planning, design and engineering services for a 70-acre mixed-use development, including a 600-slip mega-yacht marina, private villas, a working waterfront and boatyard, two contemporary high-rise condominium towers, a community event center, retail spaces, and luxury resort amenities. The initial stage of construction, planned to complete in June 2019, focuses on creating the marina’s robust infrastructure. Phase Two will focus on residential and commercial spaces and is scheduled for completion in October 2021.

Other notable multidisciplinary projects completed by SmithGroupJJR include:

Chesapeake Bay Foundation’s Brock Environmental Center, Virginia Beach, Va. — This net-zero energy, Living Building Challenge Certified facility has been lauded as “a pinnacle of sustainability and resilience” for its many design and engineering accomplishments.

University of Pennsylvania’s Stephen A. Levin Building, Philadelphia — This classroom and laboratory project brings together the university’s psychology, biology and behavioral sciences programs into an iconic facility and creates a gateway for the school’s newly-defined life sciences precinct.

DPR Construction’s Phoenix Regional Office, Phoenix — Once an adult-themed boutique, this high-performance workplace is a living laboratory of green design and Arizona’s first commercial net-zero-energy office building.

This project also won national recognition with an Engineering Excellence Honor Award from ACEC and was recognized by the Association of Builders & Contractors of Wisconsin as a Project of Distinction Award winner.

During construction of the new Madison Water Utility Operations Center last year, engineers and architects were forced to find innovative ways to overcome urban site challenges, in this case limited space, contaminated soils and high groundwater.

The challenges started before construction of the new Operations Center site. The site was plagued with petroleum-impacted soils and contaminated groundwater. Although the site was considered a cleaned-up or capped site in the Wisconsin Department of Natural Resources Registry, the petroleum remnants in the soil were high enough to require certified landfill disposal.

Compounding this was the high groundwater, which was also impacted by the petroleum remnants. Other problems were a shallow surcharged storm sewer system and the need to support the utilities daily vehicle loads. Achieving stormwater treatment on the site proved challenging.

Mead & Hunt went underground for a solution to the pollution. An underground stormwater treatment vault capable of removing sediment was installed. The vault functions by having the site grading directed toward the tank opening where a baffle is located. The vault is a precast concrete modular unit that can handle buoyancy concerns. It has a two-layer impermeable liner to prevent the surrounding contaminated groundwater from entering the tank. Additionally, the vault can withstand the weight of heavy vehicle loads coming in and out of the Operations Center, and it also provides capture of oil and grease on the site through the installed baffle in the tank.

The contamination on the site would certainly impact the ability to create the desired landscaping in the parking lot area. Mead & Hunt headed for the roof of the new building and exceeded standard practices by installing a rooftop garden that would reduce the stormwater runoff volume. It is one of only a small handful of green roofs within the City of Madison on municipally-owned buildings.

The successful result is stormwater treatment on an industrial site where it previously did not exist. The removal of pollutants from stormwater runoff is an essential step in the cleanup of waterways and lakes.

The design goals for the Utility Operations building were to better meet the needs for operations and staff. However, the final design went well beyond that to become a model for best practices in urban renewal and industrial working environments. This project showcased how these industrial working environments can enhance a neighborhood. The sustainable design elements will contribute to a greener community while helping the City of Madison and the Water Utility remain fiscally responsible.

The new facility involved the demolition of a portion of the unsafe, dilapidated old building. The team then designed a remodel of what remained as well as an addition, to create a larger, more aesthetically attractive building. Sustainable design elements included reuse of materials, improved insulation, increased use of natural lighting, energy efficient systems and the green roof.

For more than 20 years, GGC Engineers have been providing engineering services to the public and private sectors. Services include water/wastewater, municipal, land development and construction inspection. GGC has a great reputation with smaller communities in Eastern and Southern Ohio. They have primarily focused on water/wastewater projects for Villages and Rural Sewer-Water Districts. They also provide a variety of general engineering services to many of their municipal clients.

CT Consultants is comprised of more than 225 engineers, architects and planners dedicated to delivering quality services to clients for over 95 years. The Public Works Divisions manage local government projects; several of these clients have contracted services with CT for more than 60 years. The Transportation Division offers planning and design for roadways and bridges for both local and state clients. The Division also includes traffic engineers to assist in pedestrian and vehicular movement. CT’s Water Division is a leader in the design and construction of state-of-the-art technology. The firm’s in-house Construction Division maintains a significant staff of inspectors, project engineers and project managers for complete project delivery.

To accurately and efficiently complete the evaluation, raSmith’s staff used a unique combination of traditional and contemporary equipment and methods to quantify the water reservoir’s structural deficiencies. The structural engineer physically assessed the structure, working from an aerial work platform of heights of 30-plus feet from the ground, and spray painted areas of deficiencies. An raSmith surveyor then used LiDAR (3D laser scanning) to document deficiencies of the entire reservoir, which captured thousands of pieces of data that correlated with the spray-painted deficiencies. The data and lifecycle cost analysis led the Utility to choose to rehabilitate the structure and extend its useful life by 25 years.

The Taylor Hill water reservoir evaluation project represents methodology that enabled the Utility to gain a quick understanding of the reservoir’s issues so that a cost-effective solution could be chosen based on reliable and highly accurate data. The exact methodology employed on this project, including a hands-on structural inspection, structural assessment, LiDAR scanning, and life cycle cost analysis and reporting, can be applied to many other structures of various sizes and complexities that require structural evaluation or rehabilitation.

From the beginning, the project was viewed as an analysis, not a repair. The purpose was to evaluate rehabilitation and ongoing maintenance options. All deficiencies were evaluated and documented; alternatives were developed, which ranged from leaving the structure as is to complete demolition and replacement. Using the life cycle cost analysis, the Utility determined that the most sustainable and economical option was to repair portions of the reservoir. The evaluation and repair work will help maintain the city’s water distribution system as designed and ensure clean water within the community.

“There was little improvement over the past four years. Illinois’ infrastructure has been on a starvation diet, plagued by years of budget impasses, unpaid bills, pension crises, and a lack of focus from our elected officials. It’s time to make our roads, drinking water, dams, and other infrastructure a priority again,” said Darren Olson, co-chair, Illinois Infrastructure Report Card Committee.

The report finds that while Illinois enjoys a unique competitive economic advantage being at the crossroads of the country’s rail, air, roadway and waterway systems, an aging system and lack of funding for maintenance and upgrades could threaten that status. Further findings include:

• Airport infrastructure needs have increased 32% since 2015 and Illinois has a projected funding need of more than $5 billion over the next five years.
• There are an average of 9 million trips across the 2,303 structurally deficient bridges in Illinois each day.
• More than 50% of the dams in the state are over 50 years old, and within four years, nearly 80% of Illinois dams will be over 50 years old.
• Strain on aging drinking water infrastructure results in water main breaks and leaks that lose as much as 30% of the treated water supply in the Chicago area.
• Given the 94 million tons of freight shipped annually, failure of just one of the critical locks on the navigable waterway system can cost more than $1.5 billion annually in additional transport costs and the loss of more than $2 billion in farm-based income.
• The state’s rail network is over 7,000 miles long and Illinois is the only state in which all seven Class One freight railroads operate.
• Illinois’ 19 cent-per-gallon motor fuel tax has remained the same since 1991 while roads in need of repair costs Illinois motorists $4.8 billion a year in extra vehicle repairs and operating costs, or $566 per motorist.

“In many cases, we’ve failed to make necessary investments, and our roadways, drinking water pipes, navigable waterways, and other systems have paid the price,” said Patrick Lach, co-chair of the Illinois Infrastructure Report Committee. “If sufficient, long-term funding is not identified for many of these categories, our state’s infrastructure will face further capacity restrictions and worsening conditions, which could threaten our economy, our economic competitiveness, and our quality of life. There is national attention around this issue, and to fully address our infrastructure needs we need action at the federal, state, and local levels.”

The Report Card also offers solutions to address the state’s infrastructure needs, including:

• Consistently pass balanced budgets and develop new sources that provide adequate long-term sustainable funding for infrastructure.
• Consider emerging technologies and shifting social and economic trends as we design our future infrastructure with clear economic, social, and environmental benefits in mind.

The report graded 10 categories as follows:

• aviation (C+),
• bridges (C),
• dams (C),
• drinking water (C-),
• navigable waterways (D-),
• ports (C-),
• rail (C+),
• roads (D),
• transit (D), and
• wastewater (C-).

The Report Card for Illinois’ Infrastructure was created as a public service to citizens and policymakers of the state to inform them of the infrastructure needs in their community. By using school report card letter grades, civil engineers used their expertise to condense complicated data into an easy-to-understand analysis.

ASCE State Infrastructure Report Cards are modeled after the national Infrastructure Report Card, which gave America’s infrastructure a grade of D+ in 2017.

The full Report Card for Illinois Infrastructure is available at https://www.infrastructurereportcard.org/state-item/illinois.

Playa Vista, Calif. — Hyperloop Transportation Technologies (HTT | HyperloopTT) announced Feb. 15 the signing of official agreements with the North Ohio Areawide Coordinating Agency (NOACA) and Illinois’ Department of Transportation (IDOT) to begin a feasibility study for the region. Several corridors have been identified for study connecting Cleveland to Chicago.

Support for HTT’s Hyperloop system has been widespread throughout the region with Ohio’s legislature passing a resolution for the initiative in 2017. In January, HTT worked alongside a bipartisan group of congressional representatives from several states including, Illinois, Ohio, Pennsylvania and Wisconsin sent a formal letter to President Donald Trump requesting infrastructure funding support to develop the system.

As part of this growing movement, HTT has formed a regional consortium around the project to include a multitude of other prominent organizations. An event is scheduled for February 26 in Cleveland at the Great Lakes Science Center where additional details will be revealed along with the growing list of consortium members.

“Regulations are the ultimate barrier for Hyperloop implementation, and we are excited to build the first real public-private partnership to bring Hyperloop travel to the US,” said Dirk Ahlborn, CEO of HTT. “With this agreement, we welcome innovative and industry-leading partners in both government and industry to our movement.”

“It’s quite amazing to see how many partners Hyperloop Transportation Technology already has in the development of the Hyperloop,” said Grace Gallucci, Executive Director of NOACA. “And they have been developing these partnerships across the spectrum: They have partnerships with academic institutions, with government institutions, with the private sector.”

“We came here because places like Cleveland, Chicago and Pittsburgh have the manufacturing, the raw materials and the talented, hard working people in order to make it happen,” said Andrea La Mendola Chief Global Operations Officer of Hyperloop Transportation Technologies. “We can source everything from this area. This is a place where you make big things.”

Bridges that may be included in the contract include: Lafayette Street Bascule Bridge, Military Street Bascule Bridge, Fort Street Bascule Bridge, Houghton-Hancock Lift Bridge, Veteran’s Memorial Bascule Bridge, Saint Clair Bascule Bridge, Cheboygan Bascule Bridge, Charlevoix Bascule Bridge, Blossomland Bascule Bridge, Bicentennial Bascule Bridge, Grand Haven Bascule Bridge, and Manistee Memorial Bascule Bridge. This selection continues Modjeski and Masters’ previous work on movable bridges in the state.

“We look forward to continuing our work with the Michigan Department of Transportation with the Statewide Movable Bridge contract,” said Mike Britt, President and CEO of Modjeski and Masters. “With experience providing emergency response, inspection, and rehabilitation services for many of Michigan’s movable bridges, our team has a deep understanding of the challenges and intricacies they present. We look forward to the opportunity to leverage this experience to ensure the continued safety and proper functioning of Michigan’s movable bridges.”

Other work for this contract includes around-the-clock response to troubleshoot malfunctioning movable bridge systems and scheduled in-depth inspections of particular bridge components. This selection marks the second recent MDOT contract win for Modjeski and Masters including its selection for the anchor link and gusset plate replacement on the first Blue Water Bridge.

For more information about Modjeski and Masters work on Movable Bridges, visit: https://www.modjeski.com/Services/detail.aspx?service=MovableBridges.

“Today we are taking a major step towards extending the Red Line to 130th Street and delivering the jobs and economic opportunities that go with it,” Mayor Emanuel said. “By extending the Red Line south we are strengthening Chicagoans’ connections to each other, to opportunity and to the world.”

The proposed 5.3-mile extension would include four new stations near 103rd Street, 111th Street, Michigan Avenue and 130th Street. Each of the new stations would include bus and parking facilities. The project is expected to create an estimated 6,200 jobs.

After taking into consideration extensive public feedback, technical analysis and other factors, the CTA selected a route for the RLE project that would:

• Begin the extension at 95th Street and run along the west side of the Union Pacific Railroad tracks from I-57 south to approximately 109th Street;
• Cross the Union Pacific Railroad tracks and run along the east side of the tracks until crossing the Metra Electric tracks near 119th Street; and
• Continue south to 130th Street.

“We are happy to introduce our preferred alignment for the Red Line Extension, a transformational project that will expand rail service to Chicago’s southernmost communities and create better access to jobs, education and opportunities,” CTA President Dorval R. Carter, Jr. said. “We made this selection based on feedback from the community, and look forward to moving forward on this project.”

The preferred RLE alignment would provide all the benefits of new rail service for the area while minimizing the impact on local businesses and homes. The alignment is a hybrid of two previously considered alignments — the East and West Options, named for where they were located next to existing freight railroad tracks — and offers the best of each while limiting the number of properties CTA must purchase to build the rail extension. The selected alignment also takes advantage of several large parcels of land that are currently vacant and will allow for economic development opportunities.

The project is a key part of Mayor Emanuel and CTA’s “Red Ahead” investment in its busiest rail line that includes the $425 million Red Line South Reconstruction that was completed in 2013 and the ongoing $280 million construction of a new 95th Street Terminal, which will be completed in 2018.

CTA will produce a final Environmental Impact Study (EIS) that will include further preliminary engineering work and will analyze impacts of the proposed alignment. This engineering work is required before CTA can apply for more than $1 billion in federal funds to support the RLE project, estimated to cost $2.3 billion.

CTA expects to apply to the Federal Transit Administration (FTA) for entry into the Project Development Phase of this project, a necessary step to pursue federal funding for the project under the competitive federal “New Starts” program. For more information on the Red Line Extension project, visit www.transitchicago.com/redeis.

The contracts included in the Professional Services Bulletin 18-1 will provide for an upcoming estimated $58 million in contracts related to the Tollway’s Move Illinois Program.

Contracts being advertised today include:

• One planning study contract for extension of the Illinois Route 390 Tollway.
• One design contract for bridge widening on the Reagan Memorial Tollway (I-88).
• One systemwide design upon request contract.
• One contract for landscape architecture services.
• One contract for ITS services.
• One construction management contract for roadway and bridge reconstruction on the Edens Spur (I-94/I-294).
• Two construction management contracts for pavement preservation on the Tri-State Tollway (I-94/I-294).
• One construction management contract for roadway and bridge rehabilitation and widening on the Tri-State Tollway.
• One construction management upon request contract for the Tri-State Tollway (I-94/I-294).
• Two construction management contracts for pavement preservation on the Reagan Memorial Tollway (I-88).
• Two construction management upon request contracts.
• One contract for document and process control services.

Firms interested in submitting a proposal can visit the “Doing Business” section on the Tollway’s website www.illinoistollway.com for more information. Submissions are due February 13, 2018, with contracts expected to be awarded by the Illinois Tollway Board of Directors summer 2018. Work is expected to begin this year.

Illinois Tollway professional engineering services contracts are selected in accordance with the qualifications-based selection process (Illinois Public Act 87-673 (30 ILCS 535/1-535/80) Architectural, Engineering and Land Surveying Qualifications-Based Selection Act), which requires state agencies to select professional architects, engineers and surveyors on the basis of demonstrated competence and professional qualifications, rather than low bid.

Contract services staff from the Engineering Department checks statements of interest to ensure that specified pre-qualifications and documentation requirements are met. Tollway engineers and managers then review and scores statements of interest based on the advertised selection criteria service. Tollway Diversity Department staff also reviews the statements of interest for compliance with advertised diversity criteria. Executives from the Engineering Department then review the scoring, as well as each firm’s capacity, and identify the top recommended firms per project. To complete the selection, a committee of Tollway professionals and independent engineering officials considers the top recommended firms and finalizes the top three firms in ranked order. The Tollway then seeks to negotiate a final contract price with the top-ranked firm. The award of a professional engineering services contract is dependent on approval by the Tollway Board of Directors.

“While other states are looking at small-scale pilot projects, we are thinking bigger,” said DriveOhio Executive Director Jim Barna. “We are working on a statewide system that will leverage and coordinate the technology being used in multiple smart city and roadway projects throughout the state.”

Barna said the goal is to create an environment in which innovators and manufacturers can come together to test and fine-tune their ideas and technologies for the long-term benefit of all Ohioans.

The request for proposals focuses on seven components of a comprehensive statewide framework:

• Systems engineering analysis
• Autonomous and connected vehicles business plan to prioritize future deployments
• Creation of a statewide framework to guide current and future autonomous and connected vehicle deployments
• A framework for data storage, management and security
• Data communication planning
• Identification of software requirements for an integrated data exchange across Ohio
• Development of recommendations for public-private partnerships

Ohio already has six smart mobility projects underway and will continue creating a smart infrastructure using technology and data to advance the safety and reliability of Ohio’s roadway system. A comprehensive statewide framework will allow DriveOhio to focus its resources on the most beneficial investments and will ensure that connected infrastructure throughout Ohio is both interoperable and adaptable.

View the Request for Proposals and Scope of Services at https://www.dot.state.oh.us/Divisions/Engineering/Consultant/RFPLOI/odot3.pdf.

View the RFP Questions & Answers at https://www.dot.state.oh.us/Divisions/Engineering/Consultant/RFPLOI/SEA_Q_A_odot3.pdf.

Submit an Electronic Proposal at https://consultloi.dot.state.oh.us/consultantLOI/index.html?PostDate=01/16/2018&DueDate=02/12/2018.

The original NEORSD Southerly Plant became operational in 1928, and underwent a major rehabilitation in 1974 with investments of $400 million. More recently, the construction of a Renewable Energy Facility (REF) at the Southerly Plant became fully operational in 2014 and the construction of the REF facility was a key driver to pursuing Envision verification for the facility.

“As a progressive, environmental organization, the Northeast Ohio Regional Sewer District is proud to be recognized for its continued infrastructure investments at its Southerly Wastewater Treatment Plant, the largest wastewater treatment plant in the State of Ohio and the 12th largest in the nation. These investments, including the construction of the Renewable Energy Facility, a state-of-the-art incineration facility that, in part, reduces the plant’s natural gas consumption and electrical costs, has positively impacted the environment and public health,” said Kyle Dreyfuss-Wells, CEO of NEORSD. “Our work at Southerly is a reflection of the Sewer District’s commitment to sustainable business practices throughout the entire organization.”

The NEORSD Southerly Plant is located in the Village of Cuyahoga Heights, Ohio on a 288-acre site and it serves a population of more than 530,000 in the Greater Cleveland area. The Southerly Plant is the largest of the district’s three wastewater treatment plants and is among the largest of its kind in the United States, handling an average daily flow of 120 million gallons per day (mgd).

As the operator of the facility, the NEORSD collaborated closely with The Construction Green Team on the Envision sustainable infrastructure project submission for the facility. As a collaborative effort between ISI and the Zofnass Program for Sustainable Infrastructure at the Harvard University Graduate School of Design, the Envision system rates the impact of sustainable infrastructure projects as a whole. The Envision system measures sustainable infrastructure in five categories: Quality of Life, Leadership, Resource Allocation, Natural World, and Climate and Risk. These key areas contribute to the positive social, economic, and environmental impacts on a community.

Key sustainable accomplishments of the NEORSD Southerly Plant that contributed to the Plant earning an Envision Silver award include:

Economic Growth and Development — NEORSD creates approximately 70 percent of the employment in Cuyahoga Heights. Approximately 200 people work at the Southerly Plant and the employees have many opportunities to advance their careers through training and education. The organization also has a college tuition assistance program in place, and offers training programs, such as maintenance and operator training programs. NEORSD has earned The Plain Dealer/Cleveland.com Top Work Places and NorthCoast 99 Great Workplace awards in recognition of its contribution to economic growth in the communities it serves through its hiring practices and support of its employees.

Development of Local Skills and Capabilities — Educational opportunities are expanded to other stakeholders in Cuyahoga Heights and beyond through NEORSD’s offers of introductory level workshops designed for Northeast Ohioans interested in learning more about the history and future of sewer systems, water quality, and sustainability in the region. These workshops are attended by a range of stakeholders including customers, public officials, community groups and school groups.

Long-Term Monitoring and Maintenance — The NEORSD Southerly Plant has been operational for decades with a well-established history of undergoing upgrades and rehabilitations over time to continue to meet the needs of the community it serves, as well as to continue to comply with stricter water treatment standards.

Energy Reduction — The recently completed REF at the Southerly Plant provides further evidence of the NEORSD’s leadership. The REF uses sludge, septage, and grease from both the Southerly and Easterly plants to generate energy. The construction of the REF, along with the decommissioning of the Southerly Plant’s Biosolids Thermal Conditioning System, contributes to a reduction in natural gas usage by approximately 137,000 mcf per year.

“ISI is pleased to present the Southerly Plant with the Envision Silver award for sustainable infrastructure,” said ISI President and CEO, John Stanton. “We are impressed with the district’s leadership and ongoing commitments to upgrading, operating, and maintaining this facility in accordance with the highest sustainability standards. Recent upgrades and additions to the plant, including the Renewable Energy Facility, will result in the Southerly Plant being able to serve the community of Cuyahoga Heights and the Greater Cleveland area for decades to come.”

“Just as the Wright Brothers gave birth to flight here in Ohio, we are positioning the state to lead on developing the vehicles, highways and smart transportation technologies of the future,” said Kasich. “Our goal is to make Ohio the premiere destination for researchers, developers and manufacturers to test, build and deploy advanced mobility solutions that will make our roads safer and less congested.”

Initially housed within the Ohio Department of Transportation (ODOT), DriveOhio is a partnership between ODOT, the Department of Public Safety, the Department of Administrative Services, the Ohio Turnpike Infrastructure Commission, the Public Utilities Commissions of Ohio, the Department of Insurance, the Governor’s Office of Workforce Transformation and the Ohio Adjutant General’s Department.

Jim Barna, currently chief engineer and assistant director of engineer policy for ODOT, will leave that role to lead DriveOhio as its executive director. Barna has worked at ODOT for more than 22 years and as a civil engineer for more than 28 years.

To ensure the center is meeting the needs and keeping up with innovations in the industry, an expert advisory board will be created. The board will include leaders in the automotive, telecommunications, software development, insurance, data, cyber security industries, as well as researchers and developers, among others.

As a first step, the department issued a Request for Proposals this week asking teams of engineering, technology and data companies to compete for a contract to develop a statewide technology and data framework for its smart mobility initiative. The executive order also calls upon the Department of Transportation to begin outfitting its fleet vehicles with devices that that can start tracking data that will be beneficial to advancing connected-vehicle research.

Last year, Ohio announced the creation of new smart highway projects to complement its transportation research corridors along the Ohio Turnpike and a 35-mile stretch of U.S. 33 in central Ohio.  Portions of Interstate 670 in Columbus and Interstate 90 in northeast Ohio are being outfitted with advanced technologies aimed at helping innovators refine systems for connected and autonomous vehicles.

Ohio’s transportation budget signed by the governor in 2017, together with commitments from the federal government and other partners, is investing $45 million for expanded research capabilities at the Transportation Research Center in East Liberty – North America’s most advanced independent automotive test facility and an ideal environment for autonomous vehicle and smart highway research.

“StruXture’s 80+ year legacy has positively evolved over the years with one item remaining a constant – our commitment and focus on clients,” states Craig Schwerdtfeger, AIA, StruXture Architect + Principal. “While planning the next chapter in our evolution, we wanted the opportunity to provide greater depth, increased professional opportunities and stability, and the continuation of a synergistic set of values; ISG has proven to be a solid partner to do just that,” notes Craig.

Through the ISG led acquisition, StruXture will offer current clients additional in-house services backed by the same solid architecture, planning, and interior design expertise that will be complemented by design, engineering, environmental, and planning resources under the ISG umbrella. ISG will in turn expand market expertise, adding to the likes of major Midwest and national clients.

“As a multi-disciplinary firm with 12 unique markets, we’ve always admired StruXture’s intimate understanding of the markets they serve,” states Chad Surprenant, PE, ISG President | CEO. “StruXture is a highly respected firm and this opportunity will not only allow their clients to have expanded services offerings under one roof, but provide ISG additional expertise that that will build upon our soon to be 45 years of industry experience. It really comes down to sustainability and providing our combined clients more horsepower and expertise,” Chad affirms.

StruXture will continue to provide custom solutions with the noted adding backing brought forth by ISG. Formal ribbon cutting and cobranded efforts will occur over the next several months, in addition to immediately adding talent in both the Waterloo and neighboring ISG Des Moines office, as well as the ISG office in Storm Lake, Iowa.

“Our emphasis is really on our people and clients,” notes Jane Miller, IIDA, LEED AP ID+C, StruXture Principal + Interior Designer. “The progression of this partnership has been so positive and natural as we both share the same core values and focal points. We are really excited to expand our support opportunities. Great things are in store for 2018 and beyond,” notes Jane.

“We are thrilled to return to Detroit in 2018,” said ITS America President and CEO Shailen Bhatt. “As intelligent transportation systems and connected and autonomous vehicles are poised to dramatically alter the transportation landscape, ITS America welcomes thought leaders in transportation, technology and cybersecurity to discuss the opportunities and challenges that lie ahead.”

The four-day program, themed “Transportation 2.0,” will include speakers from across the ITS industry, focused on topics such as automation, connected vehicles and cyber security, as well as educational sessions and presentations on the future of mobility, and cutting-edge technology exhibits and demonstrations. The event Organizing Committee will be chaired by Bob Murphy of AECOM.

The 2018 Call for Papers and Sessions for the annual meeting is now open, and closes March 1, 2018. The event’s Programming Committee, led by Matt Smith of Michael Baker International, is considering educational sessions and papers that focus specifically on:

• Connectivity, Autonomy and the Future of Transportation and Transport
• Electrification and Infrastructure
• Regulatory and Financial Challenges Related to the Deployment of ITS Technologies
• Cybersecurity – Privacy Opportunities and Challenges
• Transportation Systems Operations
• The Impacts & Opportunities of Big Data

More information, including the paper submission portal, can be found at www.itsdetroit2018.org. Sign up for the #ITSDetroit2018 mailing list to stay informed as sessions, speakers, and exhibitors are added and other program updates become available.

In her new role, Lyon is responsible for overall growth and performance of HLR operations, as well as developing the company’s business strategy. She also provides operational oversight to ensure coordination across the firm’s business lines.

“It’s an honor to follow in the footsteps of Dave Hinkston. We appreciate his years of exceptional leadership and service,” Lyon said. “As president and CEO, I look forward to working closely with our staff and our clients to continue to offer trusted, full-service engineering. Our team has worked hard to ensure that this executive transition will not alter our clients’ business relationships with our firm. We remain focused on being 100-percent responsive to the needs and demands of our clients, and delivering high-quality engineering services.”

During her nearly 20-year career at HLR, Lyon has served in a variety of roles, with increasing responsibilities, including survey department manager, treasurer, vice president and, most recently, executive vice president. Before joining HLR, Lyon worked for the Illinois Department of Transportation in the Bureau of Land Acquisition, where she became very familiar with the public agency land acquisition process.

Designed by LEO A DALY, Education Village carves a cohesive identity out of three school buildings from different eras, retrofitting them with cutting-edge learning spaces while retaining their historic integrity. The 100,000-square-foot project will allow future teachers to train in the internationally recognized Winona Model, which focuses on early clinical experiences in real-world situations.

The design creates a spectrum of learning environments that embody the history of American education, ranging from fully historic classrooms with blackboards, to the most advanced, technology-enabled active-learning classrooms, STEM labs, maker spaces, and special-education classrooms.

“Education Village is a place for birth-to-100 learning, where history, technology, and real-world experience come together to develop innovative teachers,” said Joe Bower, senior architect in LEO A DALY’s Minneapolis office. “By placing a diversity of learning environments into a range of different building contexts, the design helps prepare future teachers for anything they will encounter in professional life.”

“Education Village is a leap forward for teacher education in the state of Minnesota. It will empower pedagogy change agents, and create a corps of new teachers who will help school districts innovate and face the educational needs of tomorrow,” said Dr. Tarrell Portman, Dean of the College of Education.

Wabasha Hall, the new main hub of Education Village, will function as a learning lab and gathering place, with a large atrium addition, as well as experimental classrooms, a child-care center, counselor-education facilities, and breakout spaces for group work. Wabasha Rec, a former gym, will house physical-education and adaptive-sports teaching programs. Cathedral School, a historic schoolhouse built in 1929, will preserve low-tech classrooms relevant to the current spectrum of American schools, and house post-graduate teacher-development functions, administrative offices, and the dean’s suite.

Construction by general contractor Kraus-Anderson is expected to complete in time for the Fall 2019 school semester.

The use of the rental bridge is expected to decrease the project timeline by an entire year, allowing for cost savings and far less inconvenience to the public. By using Acrow’s detour bridge, two lanes of traffic in each direction will be able to remain open along this heavily trafficked highway during all phases of the project. Some of the bridges involved are more than 70 years old, and it is expected that once rehabilitated, the lifespan of the bridges and roadway will be extended by 25 years.

The project was unusual in several respects. The 390-foot-long Acrow rental bridge was specially manufactured to a required non-standard usable width of 26 feet, and the tight work zone required complex staging work. The Acrow components were on site in August and will be in place until the completion of the overall project, currently anticipated to be the summer of 2019.

The contractor for the project is E&B Paving, Inc. of Anderson, Ind., and the design engineer is Butler Fairman Seufert of Indianapolis.

“Keeping traffic moving at speed is critical to minimize traffic delay costs, especially on a busy interstate highway as was the case with this project,” said Bill Killeen, CEO of Acrow Bridge. “The rental market has gained a strong foothold in the highway construction industry for its obvious safety benefits and its ability in helping to ensure the project stays on or ahead of schedule.”

NAIOP’s annual Awards for Excellence recognize the industry’s best of the best in transaction and development categories. One of the real estate industry’s largest yearly events, the awards showcase the talent, ingenuity and stability of the Chicago commercial real estate markets.

“It is an honor for us to be recognized by our peers in the dynamic commercial real estate market in Chicago,” said Cameron Trefry, Principal of Ware Malcomb’s Chicago offices. “It’s been a tremendous year for growth for our firm, and our team looks forward to continued success and partnerships with our clients in the New Year.”

Recent projects completed by Ware Malcomb’s Chicago office include providing architecture and interior design services for the new corporate headquarters of Martignetti Companies, a leading distributer of wines and spirits in New England, including 120,000 square feet of Class A office and 640,000 square feet of distribution warehouse space. This innovative development project was featured as an Impact Project at NAIOP’s national I.CON Industrial Real Estate 2017 conference. Ware Malcomb also provided architecture and interior design services for a 227,043 square foot industrial cold storage facility with 9,000 square feet of office for Preferred Freezer, a project that achieved LEED Gold certification.

In 2012, Ware Malcomb’s Chicago office was named Architectural/Engineering Firm of the Year at NAIOP Chicago’s 25th annual Awards for Excellence.

“Our Mount Pleasant office will enable us to better serve both public and private sector clients in Racine and Kenosha counties,” said Richard Smith, president of raSmith. “Our local presence will benefit both our local government clients and those involved in the Foxconn development. It’s an exciting time to be part of the overall momentum and economic growth that Foxconn will bring to the state of Wisconsin.”

raSmith’s Mount Pleasant office will initially be staffed with engineers, construction services staff and survey crews with plans for additional growth in 2018. A complete range of services offered from Mount Pleasant includes construction services, development management, ecological services, geographic information systems (GIS), grant research/writing, landscape architecture, land development, land surveying, LiDAR (3D laser scanning), municipal engineering, structural engineering, traffic/transportation, UAS (unmanned aerial systems) and water resources.

In October, the Ohio Department of Transportation (ODOT) announced that the Walsh Design-Build Team (DBT), consisting of Walsh Construction and CH2M, will design and construct $228 million in repairs and rehabilitation of the bridge, including a deck replacement. Due to the bridge’s high volume of traffic and no suitable detour route in the surrounding area, the scope of the project also includes the construction of a new center structure between the two existing bridges. Designing it is one thing, but constructing it with minimal impact to traffic is another.

“The plan is to design and construct a new four lane structure between the existing Valley View bridges,” said CH2M Design Project Manager Shawn Thompson. “Since maintaining the same volume of traffic on I-480 during construction is very important at this location, the Walsh DBT has developed a plan to erect new structural steel members and construct tall pier units with virtually no impact to the existing eight lanes of traffic currently in use. This new structure will allow us to re-deck the existing bridge decks in phases and eliminate traffic backups and delays that would occur if we closed an entire half of the bridge.”

Once complete, the new structure will add two additional permanent lanes of traffic in each direction, improve access and mobility and minimize future maintenance costs for ODOT. Other improvements on the project include an approach roadway to connect the new structure to the existing highway system, drainage, traffic control and lighting.

Ranked No. 3 in Transportation Design by Engineering News-Record, CH2M is a leader in design for design-build projects and public-private-partnerships around the world. During the last 15 years, the company has worked on more than 50 similar projects, including as lead designer of the award-winning I-71/I-670 Columbus Crossroads project in central Ohio.

Several methods to anchor nearly 500-foot-high wind turbines in fresh water have been proposed and tested in laboratory models in recent years, even as construction plans continue for the $126 million, six-turbine wind farm about 10 miles northwest of Cleveland.

This latest research recommends a blended solution of existing technologies — including the upside-down-bucket engineering solution currently favored for the Lake Erie project. That engineering solution was investigated by a research group led by David Zeng, chair of the Department of Civil Engineering at Case Western Reserve.

This newest wrinkle from Zeng and his team will be included in an upcoming report to the U.S. Department of Energy (DOE), he said. Whether it becomes part of the Lake Erie wind farm or a future project, it will have great value in improving the efficiency and economics of siting wind turbines in fresh water.

“The foundation is critical to the safety of such a huge structure,” Zeng said. “And because the foundation cost is about 20-25 percent of the total project, finding a safe and economical solution is vital.”

Testing done at CWRU centrifuge

Xuefei “Sophie” Wang, a research associate in the Department of Civil Engineering led the lab testing of support structures a small fraction of the size of what will be built in Lake Erie.

Wang is also lead author of a new paper in the professional journal Applied Energy that examines what the team calls the “hybrid monopile.” Co-authors include Zeng and PhD candidates Xu Yang and Jiale Li.

The research, like much of the work so far on the Lake Erie wind turbines, was funded by the DOE.

“Others focus on the blades or other components, but our job is to focus on the foundation,” Wang said. “Everything else depends on that being done right.”

The Lake Erie wind project, proposed originally in 2009 by the non-profit Lake Erie Energy Development Corp. (LEEDCo), is expected to generate nearly 21 megawatts of electricity — enough to power nearly 8,000 homes — and could be the precursor to a much larger offshore windfarm, officials have said.

Case Western Reserve is a partner with LEEDCo on the project, which was awarded a $2.8 million DOE grant to design the demonstration wind farm.

Wang and the Case Western Reserve team propose employing the existing “pile” structure — the vertical support driven into the lake bed — but then surrounding it with a plate, or wheel-like structure, to better distribute and support the pile against the force of wind, waves and ice on the portion of the structure at water level.

The wheel, possibly filled with gravel, would not only provide better stability than the bucket method, but would require significantly less site preparation and be less expensive to install, Wang said.

“We know in Lake Erie that the ice will hit the foundation directly, and that’s a big challenge here,” she said. “The hybrid monopile shows a lot less motion when that happens because of the plate or wheel on the lake bed.”

The project is being built and will be operated by Icebreaker Windpower Inc., an Ohio company that develops technologies allowing turbines to be installed in water that freezes in the winter.

Innovations in stormwater management, such as green infrastructure design, data-driven water management systems, and proprietary structural systems, are vital in protecting communities from polluted stormwater and flooding. But smaller or financially struggling communities can face challenges in implementing them.

The collaborative’s kickoff event focused on establishing the guiding principles, structure and function of the group, and addressing initial priorities that were identified through interviews and focus groups over the past year and provided the impetus to form the collaborative.

Victoria Pebbles, program director at the Great Lakes Commission, noted the importance of the new group. “In 2014, 22 billion gallons of untreated sewage and stormwater were released into the Great Lakes,” she said. “Innovative stormwater management like green infrastructure can be a cost-effective way to address this crisis, but only if Great Lakes communities know about and can access the appropriate technology. This collaborative will be a powerful resource for communities struggling to implement sustainable solutions to address stormwater management needs.”

Donald Carpenter, professor of practice in civil engineering at LTU and director of the university’s Great Lakes Stormwater Management Institute, is working with the collaborative to spread sustainable stormwater management practices and technologies. Carpenter said implementing green infrastructure in communities can greatly reduce pressure on existing “gray” infrastructure – the pipes and pumps that move stormwater to treatment plants or directly to rivers – especially in locales where these systems are outdated or degraded.

“We have an opportunity to share some really innovative solutions with communities throughout the region and have an impact on how infrastructure is developed and sustained into the future,” Carpenter said. “This group will connect a lot of the dots to make it easier for local governments to access and implement the appropriate technologies for their communities’ stormwater management needs.”

Establishment of the collaborative is supported by the Fred A. and Barbara M. Erb Family Foundation. A sister project, the Green Infrastructure Champions Pilot Program, also supported by the Erb Family Foundation, will create a mentoring network of “green infrastructure champions” and emerging communities across the Great Lakes. The two efforts will work in tandem to reduce physical and institutional barriers to a greener approach to stormwater management.

For more information, contact Victoria Pebbles at vpebbles@glc.org or visit https://www.glc.org/work/stormwater-tech.

Columbus, Ohio — The Ohio State University (OSU) is taking a major step forward with the development of a new hospital and ambulatory center that, combined with modern educational space, will enhance a unified Wexner Medical Center complex providing cutting-edge research, outstanding clinical training and world-class patient care. The university announced requests for qualifications seeking design professionals for the inpatient tower and outpatient care facility that are key components of this bold plan.

The time for sweeping modernization is now, university officials say. The medical center closed out its most financially successful fiscal year in June, and the demand for patient care and medical education is greater than ever.

“The Wexner Medical Center has unprecedented opportunity for transformative growth,” said Ohio State President Michael V. Drake.

“A number of our most important indicators are at historic highs and accelerating. At the same time, our strategic plan calls for bold thinking to define the future of academic health care. We envision a medical campus in which all building projects integrate and support each other — and where the very best people work together across areas of expertise to further elevate the quality of the medical center and the entire university.”

The tower would be the largest single facilities project ever undertaken at Ohio State. Potential details on the scope and scale include:

• Up to 840 beds, replacing and expanding on the 440 beds in Rhodes Hall and Doan Hall; all 840 beds would be in private-room settings to elevate patient-centered care, safety and training for the next generation of physicians
• 60 neonatal intensive care unit bassinets
• State-of-the-art diagnostic, treatment and inpatient service areas (emergency department, imaging, operating rooms, critical care and medical/surgical beds)
• Connector to The Ohio State University Comprehensive Cancer Center – Arthur G. James Cancer Hospital and Richard J. Solove Research Institute that also connects to Rhodes Hall, Doan Hall and the Brain and Spine Hospital
• Leading-edge digital technologies to advance care and teaching
• Additional green space as well as a new parking garage west of McCampbell Hall

The project area for the hospital tower is primarily bound by Ohio State’s Comprehensive Cancer Center – James Cancer Hospital and Solove Research Institute tower to the east, relocated Cannon Drive to the west, 12th Avenue to the north and Medical Center Drive to the south.

The ambulatory center, located on West Campus, would provide outpatient operating rooms, urgent care with a 23-hour observation unit, an endoscopy unit, a pre-anesthesia center, diagnostic imaging and interventional radiology.

This project area is primarily bound by Kenny Road to the east, the Carmack parking lots to the west, Carmack Road to the north and the electrical sub-station to the south. Parking, roadway work and green space considerations will be part of this project.

Cost estimates for each project will be determined through the design process and require approval by university trustees. The hospital tower and ambulatory center are among potential investments aligned with Ohio State’s strategic plan and identified in Framework 2.0, a vision for the physical space of the Columbus campus.

These include an interdisciplinary health sciences center, another key element of an aligned academic medical enterprise. It would feature upgraded and flexible facilities to create a collaborative campus for education throughout the health sciences, including the colleges of Medicine, Optometry and Nursing, and the School of Health and Rehabilitation Sciences.

Also in the framework plan: an interdisciplinary research facility with innovative and modern environments to serve multiple disciplines as well as a high-quality arts district for interaction across the arts — with long-term plans to open Ohio State’s front door to the heart of the University District at 15th Avenue and High Street.

The university issued RFQs for these projects on Nov. 9.

“Together, these projects advance key strategic focus areas for the university, including teaching and learning, research and creative expression, and academic health care,” said Bruce A. McPheron, executive vice president and provost. “Ohio State continues to be committed to defining the flagship public research university in the 21st century.”

“We are thankful for all the years of devoted service Todd has given Fehr Graham,” said Mick Gronewold, an owner of Fehr Graham. “He has been integral growing the firm and establishing our presence in the wind energy and renewable energy sectors. He has done so much to help make the company what it is today. We wish Todd all the best in his retirement.”

Weegens helped the business grow from a single 18-person office in Freeport to 10 offices in Illinois, Iowa and Wisconsin that employ more than 170 people. Over the years, he served as branch manager of the Rockford, Ill., and Monroe, Wis., offices. He also served as the firm’s managing member for about 10 years, and he is a licensed professional engineer in nine states.

“During my time with Fehr Graham, I wanted to make sure the firm grew to be the best it could be,” Weegens said. “While I am proud of the growth, I am most proud of the relationships that were developed over the years. When you work somewhere for a long time you really develop some deep relationships, not only with the people you view as mentors, but also with those who work with you side-by-side. If I have one regret, it’s that I didn’t develop that type of relationship with even more people.”

Dedicated to the Freeport community, Weegens served as board president of the Highland Community College Foundation and as director of the Northwest Illinois Development Alliance. He is a member of many industry associations: National Society of Professional Engineers; Illinois Society of Professional Engineers; American Society of Civil Engineers; American Public Works Association; Illinois Association of Highway Engineers; National Registry of Environmental Professionals; and Association of Governing Boards.  Weegens served as president of the Illinois Society of Professional Engineers in 2002 and earned its highest individual award, The Illinois Award, in 2013.

A Lena native, Weegens graduated from Lena-Winslow High School. In 1983, he earned a degree in civil engineering from the University of Wisconsin-Platteville, where he graduated magna cum laude.

In retirement, Weegens plans to enjoy more time with his family and pursuing several hobbies. He is married to Glena and has three adult children — Jeffrey, Sarah and Breanna — and nine grandchildren. Weegens’ last day with Fehr Graham is Dec. 31, which also is his birthday.