In noisy work environments, protecting one’s hearing is paramount, but it should never come at the cost of situational awareness and effective communication. The Savox NC-500 series is a frontrunner in delivering top-notch acoustic protection and reliable communication solutions in challenging conditions. With the launch of the Savox NC-520XP, this product family introduces ground breaking features that cater to a wide range of work settings, offering an ideal solution for professionals facing the most demanding tasks.

The Savox NC-520XP hearing protection headsets enhance Savox’s product offering by incorporating Savox Dual Bluetooth, a feature that sets them apart from other NC-500 series models. The ability to connect two Bluetooth devices simultaneously, in most cases a radio and a mobile phone, enables hands-free communication and allows users to listen to radio transmissions and still be reachable. The noise-cancelling Push-to-Talk (PTT) boom microphone ensures crystal-clear speech even in the loudest of environments. The headsets also feature a user-friendly answer button and rotary switch for convenient control of ambient sound volume and incoming communication. With a rechargeable power unit designed for maximum durability, the Savox NC-520XP headsets represent a significant leap forward in on-site safety, providing reachability, usability, and reliability.

Key benefits of the Savox NC-520XP hearing protection headsets:Bluetooth: The NC-520 models offer Savox Dual Bluetooth, allowing users to connect two devices simultaneously.Ambient Sound: Stay aware of your surroundings while protecting your hearing.Ambient Audio Profiles: Available in the XP models for personalized audio settings.Easy Access Rotary Button: Conveniently control PTT and ambient sound volume.Built-in Rechargeable Battery: Ensure extended use and cost-effective operation.Unique Casting Technique: Protects electronics, ensuring maximum reliability.Voice-Prompted Menu: User-friendly interface for easy navigation.Professional Two-Way Radio PTT Compatibility: Seamlessly integrate with your existing communication systems.Noise-Canceling Boom Microphone: Exceptional speech clarity in noisy environments.Low Battery Warning and Automatic Switch-Off: Never miss an important communication.Made in Finland.The Savox NC-520XP hearing protection headsets redefine the standards for hearing protection and communication in challenging work environments. With Savox’s commitment to innovation and quality, these headsets empower professionals to work more safely and efficiently, while ensuring the utmost protection for their hearing.

For more information about the Savox NC-500 series hearing protection headsets and other Savox Communication solutions, please visit www.savox.com.

The Rail Commission partnered with Kanawha River Railroad (KNWA) and Norfolk Southern (NS) on a December 2022 submission to the Federal Railroad Administration and was recently notified the project was approved. The project will rehabilitate significant sections of the line which runs between Columbus, Ohio, and Cornelia, West Virginia, a distance of approximately 240 miles.  The line is owned by NS and operated by KNWA, a subsidiary of Watco. The project includes replacing rail and ties as well as necessary surfacing work. It also includes repairing several bridges along the line. The approximately $32.5 million project will result in the elimination of slow orders and the restoration of Class II track speeds across the project area.  These improvements will allow KNWA to maintain safe and reliable service to meet the needs of its existing customers and improve its ability to attract new customers.

Matthew Dietrich, Executive Director of the Rail Commission, said “This project will preserve and improve a rail line in Southeastern Ohio that serves as an important link between industries in West Virginia and Ohio.  Anytime we are able to work in tandem with our railroad partners to make improvements that reduce the opportunity for incidents to occur, it’s a benefit to all.  We are happy to support that effort.”

HOUSTON – McCarthy Building Companies, Inc. has completed construction on Port Houston – Bayport Wharf 6. The new 1,000-foot-long wharf allows for the latest generation of container cranes to unload shipping containers from neo-Panamax vessels. Construction on Wharf 6 began in May 2021 and was completed in an accelerated timeline of 26 months.

Located at the Bayport Container Terminal in Seabrook, Texas, partial funding for the project was received from the U.S. Department of Transportation Maritime Administration. The project scope included substantial earthwork and traditional mechanical dredging activities – dredging 400,000 cubic yards of sediment from the shoreline. Other components of the project included underground utilities, the installation of drilled shaft foundations, cast-in-place concrete, crane rails, and a new ship fender and mooring system.

The new wharf incorporates two crane beams, one landside and one waterside, allowing new ship-to- shore wharf cranes to move alongside ships for loading and offloading. Three wharf decks, each measuring 300 plus feet, tie to the waterside crane beam. The new wharf can accommodate large shipping vessels, some measuring up to 1,200 feet long. Construction of the new wharf included installing 623 drilled shafts – 269 landside and 354 waterside, measuring either 36 or 42 inches in diameter.

“We were pleased to continue our 30 year working relationship with Port Houston, the nation’s largest port for waterborne tonnage, and an essential economic engine for not only the state of Texas but the entire country,” said Fitz O’Donnell, senior vice president of operations for McCarthy’s marine & industrial business unit. “Our team’s commitment to excellent client service, communication, and a dedication to safety on the jobsite helped to make the Wharf 6 project a success.”

Throughout the project, McCarthy remained committed to a safe work environment; zero lost time safety incidents or recordables were logged during the project, which totaled over 475,000 man hours. This represents a huge achievement considering the length and complexity of the project, including coordinating multiple shifts with different crews working both day and night throughout the project to achieve completion on a compressed schedule.

The team faced several challenges from the beginning of the project, with procurement starting in early 2021 at the height of the global supply chain and shipping crisis. With these issues, McCarthy utilized constant communication with all stakeholders to minimize logistical impacts to maintain the project schedule, while always emphasizing safety.

McCarthy has worked at various ports along the Gulf Coast for approximately 35 years, with experience in marine construction spanning a diverse array of project types including petrochemical liquid terminal facilities, bulk cargo handling terminals, deep water container terminals and ship docks. McCarthy undertakes complex projects for public clients such as Port Freeport, Port Beaumont, and Port Houston, as well as private mid-stream clients, and is partner of choice for EPC firms servicing oil and gas and petrochemical clients. In the past 15 years, McCarthy has completed over half a billion dollars’ worth of work in Port Houston alone.

HOT SPRINGS, Ark. — The U.S. Geological Survey has tasked Woolpert with acquiring topographic Quality Level 1 lidar data and providing ground control survey across eastern Arkansas in support of the 3D Elevation Program (3DEP) and The National Map.

Led by the USGS National Geospatial Program, 3DEP offers the nation’s first baseline of seamless, high-resolution topographic elevation data, which is then incorporated into The National Map. These data are free and publicly available to local, state, and national agencies. They are used to inform decisions that impact the immediate safety of life, property, and the environment, and they are critical to effective, long-term infrastructure planning.

In Arkansas, lidar data has proved beneficial in supporting numerous business activities, including agriculture and precision farming, and has advanced flood-risk management, urban and regional planning, natural resources conservation, and critical mineral assessment.

Under this task order, Woolpert will collect 24,533 square miles of aerial lidar data, including parts of the Ozark-St. Francis and Ouachita National forests, using a Leica TerrainMapper. Woolpert Project Manager Megan Blaskovich said that the size and complexity of the area of interest required extensive planning. She expects the lidar data to be acquired by fall 2024 and delivered in summer 2025. QL1 data are collected at 8 points per square meter.

“This is one of the largest Quality Level 1 lidar acquisition projects our team has been tasked with. We will be flying 996 flight lines and collecting over 940 ground control survey points,” Blaskovich said. “We are excited to get started.”

Woolpert has supported 3DEP since its launch nearly a decade ago. The firm has collected data across multiple states, tested sensors for optimal acquisition, and provided training for state and local government officials. Most recently, Woolpert delivered 13,000 square miles of aerial lidar data collected across southwest Ohio and completed lidar data acquisition across Colorado and Oregon under additional task orders for the USGS.

“It has been an honor supporting the U.S. Geological Survey and its efforts updating and enhancing The National Map,” Woolpert Program Director John Gerhard said. “The importance of this work extends far beyond the project’s completion. From disaster preparedness and emergency response to long-term infrastructure planning, these data will help inform decisions to improve the lives of individuals for years to come.”

About Woolpert
Woolpert is the premier architecture, engineering, geospatial (AEG), and strategic consulting firm, with a vision to become one of the best companies in the world. We innovate within and across markets to effectively serve public, private, and government clients worldwide. Woolpert is a Global Top 100 Geospatial Company, a Top 100 ENR Global Design firm, has earned seven Great Place to Work certifications, and actively nurtures a culture of growth, inclusion, diversity, and respect. Founded in 1911 in Dayton, Ohio, Woolpert has been America’s fastest-growing AEG firm since 2015. Woolpert has over 2,000 employees and more than 60 offices on five continents. For more, visit woolpert.com.

LAS VEGAS—Trimble (NASDAQ: TRMB) today announced the winners of the annual Trimble Construction Management Awards, which honors the successes that North American civil, general and specialty contractors have achieved with the support of Trimble technology.

This year’s awards were expanded to five categories, two of which were specific to mechanical and electrical contractors: best estimating success story and most impressive use of virtual design and construction. The remaining three categories were biggest accounting/finance team transformation, best HR achievement and most challenging project. The announcement was made at the annual Trimble Dimensions Conference

“Each year, we take a moment to recognize the extraordinary feats happening across the construction industry given that today’s contractors are expected to not just deliver on time and on budget, but to build exceptional projects that will stand the test of time,” said Lawrence Smith, vice president and general manager of Trimble Construction Management Solutions. “Technology plays a key role in helping contractors succeed by connecting teams, reducing friction, streamlining workflows and improving the way these businesses and their projects are run and we want to recognize those highlights.”

The 2023 Trimble Construction Management Award Winners are:

Best Estimating Success Story: Jamerson & Bauwens Electrical Contractors, Inc.

Jamerson & Bauwens faced challenges with supply chain disruptions, pricing volatility and remote workforce needs. At the same time, the company also started bidding on larger, more complex projects with tighter deadlines. J&B recognized their estimating process wasn’t keeping pace with market conditions or helping them grow their business so decided to adopt Trimble Accubid Anywhere and immediately saw improvements — even winning a bid for a large, complex hospital project in just five days. Takeoffs are now two to three times faster, the team is able to provide more accurate pricing and has greater confidence in project costs, and handoffs to the project management and field teams have been dramatically improved. Watch Jamerson & Bauwens talk about the award.

Most Impressive Use of Virtual Design and Construction: T.S. Raulston, Inc.

T.S. Raulston has kept on the cutting edge of HVAC and plumbing design, fabrication and installation through the use of integrated software solutions that enable the company to leverage rich data in 3D models to inform procurement and fabrication. The company automates a workflow using a combination of Trimble AutoBid, SysQue, Connect, Connect2Fab, ProjectSight and SiteVision to streamline their workflow from the office to the field. On average, T.S. Raulston has decreased its takeoff to estimate time by about 50 percent. Watch T.S. Raulston talk about the award.

Biggest Accounting/Finance Team Transformation: Coyote Ridge Construction, LLC “Production” was the key word that Coyote Ridge Construction became fixated on tracking because their previous software couldn’t adequately report production quantities, impacting operations across the company. Coyote Ridge upgraded to Viewpoint Spectrum and B2W Track to better track production numbers and payroll hours from the field. Since implementing the solutions, Coyote Ridge has automated job cost setup, and what used to take an entire day now takes less than 10 minutes. Payroll is also simplified, and accounts payable is now processing 100 vendor payments each week electronically. Coyote Ridge has also seen increased success on bids by developing more accurate rates, and the company can better project and control costs. Watch Coyote Ridge Construction talk about the

Best HR Achievement: SDB Contracting Services, Inc.

SDB Contracting Services specializes in building semiconductor clean rooms, along with a wide range of specialty services, across more than 15 states. To win a major contract recently, the company needed to convince their semiconductor client they could quickly hire and onboard hundreds of new crew members in a particular location. They turned to Viewpoint HR Management to help streamline and accelerate the process, ultimately winning the contract and follow-on work for years to come. SDB now has a centralized and automated HR management system that seamlessly connects the office, field and employees. New workers complete and submit forms electronically and custom workflows help HR staff ensure all necessary tasks are completed correctly and on time. Watch SDB Contracting Services talk about the award.

Most Challenging Project: HP Civil, Inc.

The Blumenauer Bridge, a bicycle and pedestrian crossing in Portland, Ore., was created to connect two of the city’s neighborhoods over a busy interstate and railway line. HP Civil was hired as the construction manager/general contractor and used Viewpoint Vista to account for every dollar on the job, from the initial estimate all the way through to completion — from tracking labor and field progress to ensure that production timelines and budget targets were being met to managing the project’s numerous change orders effectively. This complex and challenging alternative delivery project required HP Civil to work with the city, state and railway – not to mention many subcontractors and other partners – climaxing in a critical weekend closure of the interstate and rail line to erect the bridge. Watch HP Civil talk about the award.

Honorable Mentions: We are also pleased to recognize 10 additional companies as part of this year’s awards program: Blackwater Electric; CDA Paving and Concrete Specialties; Duggan Contracting; Faulconer Construction; Industrial Builders; JD Abrams; McCormick Construction; Perman Construction and Development; Rummel Construction; and Tilson Technology.

The Trimble Construction Management Awards are open to all North American contractors. This year’s judges included several construction award winners from year’s past years who are invited to be on the panel annually, as well as Trimble Construction executives.

About Trimble
Dedicated to the world’s tomorrow, Trimble is a technology company delivering solutions that enable our customers to work in new ways to measure, build, grow and move goods for a better quality of life. Core technologies in positioning, modeling, connectivity and data analytics connect the digital and physical worlds to improve productivity, quality, safety, transparency and sustainability. From purpose-built products and enterprise lifecycle solutions to industry cloud services, Trimble is transforming critical industries such as construction, geospatial, agriculture and transportation to power an interconnected world of work. For more information about Trimble (NASDAQ: TRMB), visit: www.trimble.com. 

Reston, Va. –  The latest publication from American Society of Civil Engineers (ASCE), Resilient and Sustainable Buildings, Infrastructure Resilience Publication (IRP) 7, provides a high-level overview of the methods and outcomes of four major projects funded by the National Science Foundation that focus on different aspects of resilient and sustainable buildings (RSB), ranging from a single building to a full community. The format is four chapters, with the first chapter providing the motivation and a short summary of each project chapter.

Topics addressed include a comprehensive overview of the four multi-year research efforts, commonalities between the projects, differences between the projects in methods as a function of scale and hazard, multiresilient and sustainable soil foundation structural envelope (SFSE) building systems, and decision frameworks for selecting among alternative building system designs.  This title will appeal to a wide range of civil engineering readers including graduate students, urban planners, engineers and social science practitioners interested in learning about the direction of RSB research.

To purchase online, visit the ASCE Library.

Limited review copies are available for book reviews. Please contact Leslie Connelly at lconnelly@asce.org.

The new development is located at the gateway to several of metro Atlanta’s thriving submarkets near historic downtown Norcross and is part of a larger redevelopment weaving together offices, shopping, restaurants and apartments. The garden-style, gated property is a project by FIDES Development, an Atlanta-based firm founded in 2020 by industry veterans who bring together more than $5 billion in real estate development and investment experience.  

“Our team relished the opportunity to apply our expertise in multifamily design in partnership with FIDES to achieve an innovative communal setting,” said Joe Stryker, Regional Director, Ware Malcomb. “The resident amenities will make a significant impact on the community lifestyle, especially considering the ongoing trend of work-from-home.”

Community amenities at The Perry include a hospitality zone and lounge for hosting guests at the intersection of the entrance with the pool and lobby, featuring custom specialty millwork and equipped with TV’s, sofas and games. Other amenity spaces include a bike room, coworking space, office work rooms, a mail room, pet spa area and a gym. 

“Our core design concepts included nature, livability, durability and softness,” said Jamie Case, Director, Interior Architecture & Design for Ware Malcomb’s Atlanta office. 

“We developed unique wall coverings with an inviting watercolor look to promote residents’ connection to nature,” said Kourtney Pennycook, Senior Project Manager for Ware Malcomb. “The artwork and photography throughout the public spaces were sourced from local artists bringing a historical and community-focused vibe to the property.”

The team also selected finishes in the units including carpet, counters, cabinet color, and luxury vinyl tile. 

Ware Malcomb provides high quality and innovative planning and design services for multifamily, mixed-use and residential developments across the Americas. The communities are designed to meet consumer demand and local market trends. Their vast firm resources coupled with local knowledge and efficient project delivery methods enable them to help their clients develop and construct high quality living environments that maximize long term real estate value. From new developments to conversions, renovations and rebranding projects, their full service multidisciplinary approach creates long-lasting communities.

General contracting services for the project were provided by Fortune-Johnson.

About Ware Malcomb (waremalcomb.com)

Established in 1972, Ware Malcomb is a contemporary and expanding full-service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada, Mexico and Brazil, the firm specializes in the design of commercial office, corporate, industrial, science & technology, healthcare, retail, auto, public/institutional facilities and renovation projects. Ware Malcomb is recognized as an Inc. 5000 “Fastest Growing Private Company” and a “Hot Firm” by Zweig Group. The firm is also ranked among the top 30 architecture/engineering firms in Engineering News-Record’s “Top 500 Design Firms” and the top 30 interior design firms in Interior Design magazine’s “Top 100 Giants.” For more information, visit and view Ware Malcomb’s Ware Malcomb’s website at http://www.waremalcomb.com/news/ and brand video at https://www.youtube.com/waremalcomb.

PARSIPPANY, N.J. (GLOBE NEWSWIRE) — Acrow, a leading international bridge engineering and supply company, is pleased to announce one of its modular steel bridges was recently utilized in a successful project to replace sewage system structures under the Santa Cruz River in Tucson, Arizona. Acrow’s bridge provided a safe bypass route for relocated sewage pipes, enabling the efficient excavation, removal and replacement of the existing structures.

The Pima County Regional Wastewater Reclamation Department’s Northwest Outfall Siphon is a dual-barrel sewer siphon that was known to produce high turbulence. This caused a release of corrosive gases, which had begun to produce an unpleasant hydrogen sulfide gas smell in the area. To reduce the turbulence and eliminate the resulting odors, the project team designed two new corrosion-resistant fiberglass-lined structures to replace the existing siphon but needed a solution to maintaining the flow of 15 million gallons per day of wastewater during the rehabilitation work.

While establishing a new route under the river with directional drilling was possible, a far less costly option was to direct the sewage over the river, so an aerial bridge was needed. Building a temporary bridge of traditional construction was also an option, but ultimately, a modular steel bridge from Acrow was selected for the project since it would be a faster, more economical alternative, with far less environmental impact.

Acrow’s bridge, rented to project contractor Hunter Contracting Co., was 270’ long and supported three HDPE pipes. The single-span bridge used two Acrow shoring towers as temporary piers during the cantilever launch of the bridge. The contractor designed, furnished and installed a timber deck.

Delivery of the bridging materials began on March 23, 2023, and the structure was launched a month later. After the installation of the deck and spanning of the pipes, the bypass system was put into service for the duration of the siphon replacement. Acrow’s bridge was de-launched and removed from the site by the end of July 2023.

“The versatility of Acrow’s rapidly installed modular steel components made them ideal for this project,” said Dan Schrager, Acrow’s Business Development Manager, Southwest Region. “In addition to vehicular and pedestrian applications, Acrow’s structures are frequently installed to carry relocated utilities during construction, or as permanent solutions for new installations or to replace aging infrastructure.”

Added Russ Parisi, Acrow’s Vice President, North America, “The strength and expertise of the Acrow engineering team provides government agencies and their contractors with highly customizable, high-quality solutions to keep critical projects on, or ahead of, schedule and within budget. Available for rent or purchase, Acrow’s rugged steel components are well suited for a wide range of permanent and temporary applications.”

About Acrow
Acrow has been serving the transportation and construction industries for more than 70 years with a wide range of modular steel bridging solutions for permanent, temporary, military and emergency use. Acrow’s extensive international presence includes leadership in the development and implementation of bridge infrastructure projects in over 150 countries across Africa, Asia, the Americas, Europe and the Middle East. For more information, please visit www.acrow.com.

“Our updated structure and leadership will help us best serve local and national clients, allow us to gain greater depth in technical expertise and provide great opportunities for employees,” said Chief Executive Officer Brad Strittmatter.  

The senior leadership group now includes leaders for Olsson’s disciplines, markets and geographies. It also includes senior directors for both IT and Operations. 

The five discipline leaders are responsible for growing technical excellence and developing Olsson’s services and expertise.  

• Adam Christensen leads the Vertical Infrastructure discipline, which includes facilities engineering, transmission and distribution services, on-site services, and substation design. 
• Andrew Phillips oversees Field Services, including non-destructive testing, construction materials testing, geotechnical services, construction management and drilling. 
• Brian Osborn leads Environmental Infrastructure, including water and wastewater services, environmental science expertise, and water resources work.  
• Justin Petersen manages Civil Infrastructure, including site design, landscape architecture and planning, airport and rail design, road and bridge design, telecommunications services and traffic and technology services.  
• Nic Schrader leads Geospatial, including survey services that utilize the latest technology.  

The six market leaders are responsible for leading and developing Olsson’s partnerships with national and multi-state clients across key industries.  

• Chris Hall leads the Water market and focuses on water, wastewater and water resources solutions for public and private clients.  
• Cory Clark oversees Transportation and leads roadway, bridge and traffic technology work for public agencies, railroads and other clients.   
• John Henning leads Energy and handles Olsson’s utilities and renewable work for both public and private clients. 
• Mark Himes leads Federal, where he manages the integration of federal work across Olsson’s services and develops technical expertise to best serve federal clients. 
• Patrick McFarlin oversees Technology and leads Olsson’s work involving data centers and telecommunications for Fortune 500 and government clients. 
• Tyler Fritz oversees Industrial, handling engineering, design, and development opportunities for private clients.  

The four geography leaders provide localized leadership to serve clients in specific regions and communities.  

• Brian Chaffin leads the North Central geography, working with clients in Nebraska, Iowa, Minnesota, Wisconsin and the Dakotas. 
• Jared Rasmussen oversees the East Central region, covering clients in Arkansas, Kansas, Missouri and Illinois. 
• Jessica Burch leads the West Central area, which includes clients in Colorado, Utah and Wyoming. 
• Nick Weander oversees the South region, including clients in Texas, Oklahoma and New Mexico. 

The firm has also named two additional members to the senior leadership group:  

• Annie Adams is the Senior Director of Operations and leads operations, project support and environment, health and safety.  
• Chad TerMaat serves as the Senior Director of Information Technology (IT) and oversees cybersecurity, applied technology, software development, network services and the service desk. 

Chief Operating Officer and Senior Vice President Ben Jones states, “For 77 years, Thomas & Hutton continues to focus on growth and sustainability, and ownership transition is an integral part of our plan. We are excited to welcome Cecilia and Brian as shareholders at Thomas & Hutton. With both having over 20 years of experience at the firm, their outstanding performance and steadfast loyalty continue to propel Thomas & Hutton forward. Their commitment to our clients, mission and culture will make them valuable members of our ownership team and will help play a role in shaping the future and continued success of our company.”

Cecilia Arango, CPSM is a Certified Professional Services Marketer and oversees the marketing, communications, and community relations for Thomas & Hutton’s 10 regions in Georgia, South Carolina, North Carolina, and Tennessee. She earned her B.A. in English Communications and received this year’s 2023 Georgia Southern University Alumni Association’s George & Lucy Armstrong Award. Cecilia began her career at Thomas & Hutton as an intern in 2001 and upon graduation, transitioned full-time to the marketing department. Today, she leads company-wide marketing strategy and operations as the Marketing Manager.

As a past Georgia Trend’s 40 Under 40, Cecilia is an alumnus of Leadership Georgia, Leadership Southeast Georgia, and Leadership Savannah. She is passionate about service to the community and currently serves on various boards and committees including United Way of the Coastal Empire Campaign Cabinet and Marketing Committee, Savannah Sports Council, TEDxSavannah, Society of Marketing Professional Services, Leadership Southeast Georgia, and the Georgia Economic Developers Association. She enjoys being on the stage as an actress, singer, and performer and names the historic Hyundai Community Celebration a career highlight serving as its Mistress of Ceremonies. An avid runner, Cecilia is over halfway done on her quest to run a marathon in each state and is the founder of a running book club – Read, Run & Rant.

Brian Riley is a Civil Group Leader and Senior Project Manager in our Charleston region. He attended the University of South Carolina and began his career with Thomas & Hutton in 1998 as a land surveyor before transitioning into a construction administration role followed by civil designer and became a project manager in 2005.  In 2006, Brian relocated to Wilmington, NC to establish Thomas & Hutton’s presence in the NC market before returning to Charleston in 2012. Over the course of his 25-year career, Brian has played an integral role in the success of numerous projects in South and North Carolina, notably Daniel Island, Carnes Crossroads, Brunswick County Parks, and Holden Beach Middle School.  He currently oversees a group of project managers and designers that work on a vast array of projects including residential, commercial, and industrial developments.

An alumnus of Leadership Charleston 2014 class, Brian is a current member of the Charleston Chamber and active committee participant influencing new policies related to development regulations. He enjoys an active lifestyle that includes fitness training, golf, fishing, and hunting.  Brian is also active in the men’s fellowship community at Kings Cross Church. 

ABOUT THOMAS & HUTTON:

Thomas & Hutton celebrates 77 years of creating transformative communities. Founded in 1946, Thomas & Hutton is a privately held professional services company providing consulting, planning, and engineering design services related to land and infrastructure.  Thomas & Hutton is located in ten regions throughout Georgia, South Carolina, North Carolina, and Tennessee. For more information, visit www.thomasandhutton.com.

Graham is a senior engineer with Dan Brown and Associates in Chattanooga, Tennessee. He has over 14 years of experience in the geotechnical engineering and construction industry. He has consulted on deep foundation design, load testing and construction for many major bridges throughout the U.S., including several Mississippi River crossings and the Gordie Howe International Bridge currently under construction between Detroit, Michigan, and Windsor, Ontario. Graham is a licensed professional engineer in nine states and the District of Columbia. He is the lead author of eight peer-reviewed technical papers. An active member of ASCE and DFI, Graham holds B.S. and M.S. degrees in civil engineering from Auburn University.

The Drilled Shaft Committee’s mission is advancing the state of the practice or state of the art in design, construction, and quality verification of drilled shaft foundation systems.

About the Deep Foundations Institute (DFI): DFI (www.dfi.org) is an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the deep foundations industry. Our multidisciplinary membership creates a consensus voice and a common vision for continual improvement in the planning, design and construction of deep foundations and excavations. We bring together members for networking, education, communication and collaboration. With our members, we promote the advancement of the deep foundations industry through technical committees, educational programs and conferences, publications, research, government relations and outreach. DFI has more than 4,000 members worldwide.

The project, situated on the West coast of South Korea, in Yeonggwang-gun, Jeollanam-do, is expected to provide electricity to more than 1.4 million South Koreans each year. 

This project will significantly contribute to South Korea’s ambitious sustainability goals of converting 20 percent of the country’s electricity generation to renewable sources by 2030. It will also play a vital role in boosting the local economy, supporting fisheries, and providing employment opportunities. 

“We have supported Anma in this important undertaking since the very beginning. Its lean and performance-driven team, with support from the right partners, will make it possible to establish one of the first offshore wind farms in South Korea. It has been a privilege to be a part of this throughout all project phases, and we are excited to move on to the detailed design phase together,” says Sebastian Flores, Vice President of Markets, Offshore Wind. 

We look forward to continuing to support Anma in accelerating the green transition in South Korea. 

Ryan Colbeck, EPC Director for Anma Offshore Wind said: “Having entrusted COWI with the successful FEED Design for our WTG Foundations, it’s great to be able to continue the journey together and see the Foundation Design through to completion. We are confident that together, we can set the standard to which all future offshore wind projects in South Korea will aim for, and that we will continue leading the charge to drive the country’s Net Zero ambitions.” 

WALNUT CREEK, Calif. — The Bureau of Reclamation has announced it will provide $28.97 million in financial aid for 31 potential new water reuse and desalination projects to help create new water supply sources less vulnerable to drought and climate change. The funding will help prepare feasibility studies and undertake planning efforts such as preliminary project design and environmental compliance activities.

In a press release, Bureau of Reclamation Deputy Commissioner David Palumbo commented:

“These projects currently under development will supplement existing freshwater supplies in urban and agricultural areas in the Western United States.”

Funding for these planning and design activities is intended to assist in developing potential new construction projects that could be carried out under the Desalination Construction Program, the Title XVI Water Reclamation and Reuse Program, and the Large-Scale Water Recycling Program.

This financial support is part of $1 billion in WaterSMART grants funded by President Biden’s Bipartisan Infrastructure Law to support collaborative efforts to plan and implement actions to increase water supply reliability, including investments to modernize infrastructure.

Of the 31 projects selected, Brown and Caldwell assisted clients in identifying funding mechanisms and developing successful grant applications for the following projects:

City of Boise Recycled Water Program – funding: $1M

The City of Boise, Idaho, will develop a feasibility study as well as other planning, preliminary design, and environmental compliance activities for the City of Boise Recycled Water Program.

Mesa Water District, Local Groundwater Supply Improvement Project – funding: $250,000

Mesa Water District (Mesa Water®), located in Costa Mesa, California, and the only water district in Orange County to provide 100% local water, will conduct a feasibility study for a potential new brackish groundwater desalination facility that would enhance water supply in the region.

Santa Clara Valley Water District, San Jose-Santa Clara Purified Water Program Feasibility Study – funding: $381,249

The Santa Clara Valley Water District, located near San Jose, California, will assess the feasibility of constructing a new advanced water purification facility in San Jose for potable reuse through groundwater recharge, raw water augmentation, and/or treated water augmentation.

Santa Clara Valley Water District, South County Water Reuse Program Feasibility Study – funding: $299,180

The Santa Clara Valley Water District will assess the feasibility of implementing several treatment and pipeline reuse projects that were identified in the South County Recycled Water Master Plan.

“Water recycling and diversifying local water supply portfolios is essential in stretching the Western United States’ limited supplies,” said Brown and Caldwell Senior Director of Strategic Funding Seema Chavan. “We congratulate the City of Boise, Mesa Water, and Santa Clara Valley Water District for their proactive steps in supplementing existing fresh water supplies and working toward securing a resilient water future for their communities.”

Further details on the selected projects and more information on the funding categories can be found on the Reclamation’s WaterSMART program webpage.

IRVING, Texas –  A new technical document that addresses techniques for the safe and proper use of spray polyurethane foam insulation on and around plastic pressure pipe materials has been published by the Plastics Pipe Institute, Inc. (PPI) with input from the Spray Polyurethane Foam Alliance (SPFA).  

Prepared by PPI’s Building & Construction Division, PPI TN-69 Recommendations when Applying Spray Polyurethane Foam Insulation on and around Plastic Pressure Pipes & Fittings discusses the proper application of spray polyurethane foam insulation to avoid damage due to  heat generated by the foam. Pipe and fitting materials include CPVC, PEX, PEX/AL/PEX, PE-RT, PP-R, PP-RCT, PSU, PPS, PPSU, and PVDF. 

PPI and SPFA recommend that when there are plastic pipes and fittings in a wall, ceiling, or floor cavity, the SPF installer should apply one layer of foam until it touches the pipe but does not encase the pipe. SPF installers should let the first layer of foam cure for a sufficient amount of time while heat is released from the foam and the pipe remains partially exposed before installing the second layer of foam. These procedures are described in detail within PPI TN-69.  

Plastic pressure pipes and fittings are commonly used in applications such as hot- and cold-water plumbing, fire protection, and hydronic heating and cooling systems, including radiant distribution systems. In certain instances, pipes and fittings are installed inside areas that must be insulated, such as within a ceiling or wall cavity. In other installations, the pipes and fittings themselves must be insulated to reduce the transfer of heat through the pipe wall. 

According to the SPFA, Spray Polyurethane Foam, or SPF, is a high-performance insulation material commonly used in homes and buildings of all types, and has been used as insulation for decades.

“The spray polyurethane foam curing reaction is exothermic,” explained Richard Duncan, Ph.D., P.E., executive director of SPFA, “which means that heat is generated during the foam reaction. The heat of reaction is highly dependent on the SPF formulation and is also based upon the overall intended application or lift (i.e., layer) thickness installed. Peak temperature within the layer of foam typically occurs within 5 to 15 minutes of application, followed by gradual cooling.”

According to SPFA documents, the chemical reaction that takes place during the application and curing of SPF will generate exothermic temperatures above the 120°F – 130°F setpoint temperatures of the proportioner and hoses. Peak temperatures at the mid-thickness of a pass can exceed 200°F for several minutes and reach peak temperatures 250°F – 275°F for a minute or two, especially for closed-cell SPF, when applied at the maximum pass thickness.

“Plastic pipes and fittings in both residential and commercial plumbing, residential fire protection, and most hydronic applications are typically required to have pressure ratings at 180°F (82°C) operating temperature,” explained Lance MacNevin, P. Eng., director of engineering for PPI’s Building & Construction Division.

MacNevin continued, “The plastic pipes and fittings referenced in PPI TN-69 will withstand short-term exposure to temperatures above 180°F. However, exposure to temperatures above the rated operating temperature of each material, which may occur if pipes are encased in a thick pass of closed-cell SPF, are likely to have negative effects on these materials, potentially leading to premature failure. It is important that SPF insulation is installed correctly to prevent overheating of pipes and fittings.”

Access the full content of PPI TN-69 at  https://plasticpipe.org/common/Uploaded%20files/Technical/TN-69/PPI%20TN-69.pdf

or by scanning: 

Additional information and data about pressure pipe materials used for plumbing and mechanical systems are available from the PPI Building & Construction Division at www.plasticpipe.org/buildingconstruction

In addition, the Trimble Foundation Fund grant also enables HALO to support the Ukrainian national authorities to plan and coordinate landmine clearance activities by streamlining the mapping and data flow from the operational teams in the field to the national database.

The Russian invasion of Ukraine has resulted in the contamination of massive swaths of the country with landmines, unexploded ordnance, and improvised explosive devices. These explosive hazards block access to farmland, impede reconstruction efforts, prevent displaced persons from returning to their homes, and continue to hinder the safety of Ukrainian civilians. The Government of Ukraine estimates that 174,000 square kilometers of its land may be contaminated—this is roughly the size of Virginia, Maryland, and Connecticut combined.

HALO has been on the ground in Ukraine since 2016. More than one thousand HALO staff work daily to both clear explosives in critical priority areas and recruit and train hundreds of new staff to help keep communities safe from dangerous weapons left behind.

Global Navigation Satellite System (GNSS) technology for surveying and mapping has played a significant role in the success of HALO’s operations around the world—including Ukraine. Over the last 6 years, Trimble® R1 and Trimble R2 GNSS receivers have been used by HALO in conjunction with Esri ArcGIS Survey123 software for the identification and clearance of landmines.

A new deployment of 255 high-precision Trimble DA2 GNSS receivers with Trimble Catalyst corrections service has been provided to HALO by Trimble’s Geospatial and Positioning Services businesses. The solution will enable HALO to modernize and transform its landmine clearance operations by providing improved accuracy for more detailed maps, streamlined data flows, and increased operational efficiency and safety. To date, the Trimble DA2 receivers are the largest hardware donation made to HALO in the organization’s history, and they are being used in Ukraine and soon worldwide.

“We are dedicated to saving lives by clearing landmines and other deadly explosives to make land safe. Only then can families rebuild their lives and walk without fear,” said Chris Whatley, executive director of The HALO Trust USA. “Thanks to Trimble’s cutting-edge technology, we have dramatically enhanced our ability to locate and rapidly clear these explosive devices. Partnering withTrimble and the Trimble Foundation Fund reflects the power of collaboration and innovation in tackling the world’s most pressing humanitarian challenges, and we look forward to seeing the impact it will have on our life-saving work in Ukraine and around the world.”

“One of Trimble’s core principles is to serve communities and societies in powerful, positive ways,” said Emily Saunoi-Sandgren, chair, Trimble Foundation Fund. “Saving lives through the removal of dangerous debris left from war is a courageous example of how humanitarian efforts can positively transform people’s lives and livelihoods. Supporting the HALO Trust’s important and impactful work helps the people of Ukraine and other countries worldwide recover and rebuild after conflict.”

About HALO Trust
Founded in 1988 in the wake of the Soviet invasion of Afghanistan, The HALO Trust (HALO) is the largest humanitarian landmine clearance organization in the world. Based in the UK and the US, HALO currently operates in 30 countries and territories across the world – often in war-torn areas that are difficult for government agencies, military forces, and other NGOs to access. Worldwide, HALO employs 11,500 deminers, of which roughly a third are women. HALO has helped over 6.5 million people stay safe in over 20 countries through its in-person community awareness sessions that teach people how to recognise and report explosive items. Over 20 million people have seen its safety messaging in Ukraine since February 2022. For information about HALO Trust’s work, visit:  www.halotrust.org.

About Trimble Foundation Fund
Trimble Foundation Fund is a donor-advised fund that focuses its charitable giving on the missions of supporting natural disaster and climate resilience, promoting female education and empowerment and advancing diversity, equity and inclusion. The Trimble Foundation Fund is aligned to the company’s commitment towards building a more sustainable future. For more information on the Trimble Foundation Fund, visit:  foundation.trimble.com.

About Trimble 
Dedicated to the world’s tomorrow, Trimble is a technology company delivering solutions that enable our customers to work in new ways to measure, build, grow and move goods for a better quality of life. Core technologies in positioning, modeling, connectivity and data analytics connect the digital and physical worlds to improve productivity, quality, safety, transparency and sustainability. From purpose-built products and enterprise lifecycle solutions to industry cloud services, Trimble is transforming critical industries such as construction, geospatial, agriculture and transportation to power an interconnected world of work. For more information about Trimble (NASDAQ: TRMB), visit:  www.trimble.com.

Reston, Va. – The latest technical report from American Society of Civil Engineers (ASCE), Premise Plumbing Modeling, examines various aspects of premise plumbing systems and how they have been and could be modeled for purposes of effective engineering design and operation. Premise plumbing covers water system devices (e.g. water heaters, showers, and sinks) that are connected to the main distribution system via service lines. In this new publication, the Premise Plumbing Modeling Task Committee paid special attention to the challenges and research gaps in current premise plumbing modeling efforts. 

Topics covered in this book specific to premise plumbing systems include modeling water demands, hydraulic modeling, water quality, hot water systems, instrumentation, modeling applications and limitations, future modeling, and design and management. This practical guide will benefit practicing engineers and water utility personnel, but also water researchers and graduate students in environmental science and engineering.

To purchase online, visit the ASCE Bookstore.

Limited review copies are available for book reviews. Please contact Leslie Connelly at lconnelly@asce.org.

San Antonio, Texas –  Sundt Construction was recently awarded the Upper Brushy Creek Water Control and Improvement District (WCID) Dam 101 Project in Williamson County, TX. The $34 million project will be the largest undertaking since the original dams were built in the late 1950s and 1960s.

“The Upper Brushy Creek WCID is designed to substantially reduce flooding in the largest damage center in Williamson County,” said Sundt Project Director Kevin Graf. “We look forward to working with Upper Brushy Creek WCID and are confident that our expertise in flood control and dam construction will support the success of this project.”

The new dam will reduce flood risks for over 1,000 residents along the approximately 5 miles of Lake Creek as it winds from the dam through the Greater Round Rock West neighborhood, past the IH 35 frontage roads, and continues to Lake Creek Park. The project will also improve emergency access and response times in the area by reducing flood risk at multiple road crossings.

Sundt is building a 3,800-foot-long earth dam embankment with a maximum height of 40 feet including an underdrain system. The dam will have two outlet features. The principal spillway, located on Lake Creek, will include an ungated concrete intake structure, a concrete-encased steel conduit, and a concrete impact basin. The auxiliary spillway will be a concrete labyrinth weir crest discharging to a chute and stilling basin. The project will also require Sundt to build an earthen cofferdam and excavate 60,000 cubic yards of earth and rock.

In Texas, Sundt has offices in San Antonio, Dallas, and El Paso. The company is currently working on the San Pedro Creek Improvements, Broadway Street improvements, and Zona Cultural in downtown San Antonio. Sundt is also working on the $477 million 183 North Mobility project in Austin in a joint venture with Archer Western.

About Sundt

Sundt Construction, Inc. (www.sundt.com) is one of the country’s largest and most respected general contractors. The 133-year-old firm specializes in transportation, industrial, building, concrete, and renewable power work and is owned entirely by its approximately 2,000-plus employees. Sundt is distinguished by its diverse capabilities and experience, unique employee-ownership culture, and depth of self-perform expertise in nine major trades. Much of Sundt’s workforce is comprised of skilled craft professionals who, together with the company’s administrative employees, enable Sundt to fulfill its mission to be the most skilled builder in America. Sundt has 13 offices throughout California, Arizona, North Carolina, Texas, Utah and Florida and is currently ranked the country’s 62nd largest construction company by ENR, the industry’s principal trade magazine.

Logan, Utah, USA – Juniper Systems, Inc., is excited to announce its Geode GNS3M (multi-frequency) GNSS Receiver will now support RTK Fixed position capability. The Geode GNS3M allows users to easily collect real-time GNSS data with sub-meter, sub-foot, decimeter, and now centimeter accuracy options. With the addition of the Hemisphere® GNSS Athena RTK Engine, Geode users will have access to the full spectrum of professional-grade mapping accuracies once RTK is activated. This scalable platform allows users to purchase the level of accuracy they need now while having the option to increase accuracy in the future.

“RTK Fix capability expands the capability of the Geode to provide our users with complete accuracy flexibility,” said John Florio, Geode product manager at Juniper Systems. “The Geode is the ultimate in flexible and scalable GNSS accuracy, with sub-meter, sub-foot, decimeter, and now centimeter-level accuracies available to mappers at the level they need for the work to be done.”

The GNS3M allows for scalable accuracy. Its multi-frequency antenna includes support for all constellations on L1, L2, and L5 frequencies. Multi-frequency signal tracking, together with Atlas L-Band correction subscriptions, allow for up to decimeter accuracy. With an RTK activation, the Geode can deliver two-centimeter accuracy through the use of a Network RTK service provider. This allows Geode to be used in cases that require certain standards or accuracy requirements around the world, such as meeting the GNSS accuracy suggestions of the American Society of Civil Engineers (ASCE) as listed in their publications 38-22 and 75-22.

“Today’s professional mapping workforce needs flexibility, and the capability to deliver data within varied tolerances depending on specific job requirements,” Florio said. “Adding Network RTK correction capability will help to achieve the accuracies required for critical infrastructure mapping projects now and into the future.”

The RTK license activation can be included at the time of purchase of a multi-frequency enabled Geode GNS3M; or added at any time in the future to an existing GNS3M receiver. Multi-frequency activation is required for RTK. Multi-frequency and RTK activations are a one-time fee. RTK correction data can be accessed through local, regional and national RTK network providers.

The Geode GNS3 continues to offer flexible connectivity and can be used with Microsoft® Windows, Android, and Apple® iPhone® and iPad® devices. Its all-in-one design makes the Geode GNS3 a compact device with a single button for easy use. A USB-C port allows for data transfer and fast charging, and an antenna port allows for the use of an external antenna if desired.

Geode GNS3M multi-frequency receivers and RTK activations are available now through Juniper Systems and our reseller partner network.

About Juniper Systems

Founded in 1993, Juniper Systems, Inc. is a leading manufacturer of ultra-rugged tablets, handheld computers, GNSS receivers, mapping software, and field computing solutions. Professionals utilize Juniper Systems’ innovative mobile computers in natural resources, utilities and public services, geospatial, agriculture, industrial, railway, mining and military markets. In addition, the company’s HarvestMaster brand makes solutions for agricultural applications.

Juniper Systems is based in Logan, UT, USA, and employs more than 190 people there, and at its EMEA office based near Birmingham, UK. It was twice recognized as one of the fastest-growing companies in the Beehive State and honored with awards for best compensation, work-life balance, and employee happiness among small and mid-sized U.S. companies by business research firm Comparably.

Visit us online at https://junipersys.com.

SAN DIEGO, Calif. — McCarthy Building Companies (McCarthy) has broken ground on the Triton Center at the University of California San Diego (UCSD) campus. Designed by LMN Architects, the 400,000 square-foot project is the grand entrance to the university and seamlessly blends art, culture, entertainment, and student academic resources to foster a sense of connection. The total projected cost is estimated at $428M.

“This amazing project is our 17^th on the UCSD campus, and it has been such a unique pleasure helping to reshape the campus over several years,” said Bob Betz, Executive Vice President at McCarthy. “The new Triton Center is beautifully designed to not only add functional spaces for student support and campus administration to take place but is also an open space for students to enjoy events, experience the vibrancy of the environment, and interact with the campus.”

The project includes the construction of four separate buildings that will house the university’s Welcome and Alumni Center, a multi-purpose facility with a 500-person event space and art gallery, gathering spaces and offices for Global Initiatives programs, a Student Health, Mental Health and Well-Being clinic, Student Academic Resources, a mix of retail and restaurant spaces, and a parking structure.

“The Triton Center will transform this central campus neighborhood,” said Julie Adams, Partner, LMN Architects. “It provides a new gateway into campus and creates an instantly identifiable district that is welcoming and socially dynamic. The project was conceived of as a village filled with student-centered programming, and celebrates the unique characteristics of place: climate, the UC San Diego campus culture, and the materiality of the region.”

The Triton Center is seeking LEED Gold certification. The plaza accommodates both planned and spontaneous experiences, including concerts, graduations, and other campus events. The plaza is designed to promote student interactions that help build campus community and set the stage for memorable academic experiences. The project is expected to be completed in 2026.

San Francisco, CA – San Francisco-based structural engineering firm Degenkolb Engineers (Degenkolb) and Michigan-based structural engineering firm Ruby+Associates (Ruby) signed a Purchase Agreement and closed on an acquisition effective November 1, 2023. Ruby’s 55 employees will join Degenkolb, which will now have more than 330 employees in 10 offices.

The Michigan-based team will operate as Ruby+Associates, a Degenkolb Company. With Ruby’s engineering licenses in 42 states, the District of Columbia, and three Canadian provinces, the company’s combined forces will have a much broader geographical reach. The acquisition expands Degenkolb’s presence beyond the western United States for the first time in its 83-plus year history.

Stacy Bartoletti, CEO of the combined firm, said of the acquisition, “I have known leaders at Ruby for more than a decade, and we have partnered in different aspects of our business for multiple years. Our cultures align around giving opportunities to our employees and providing exceptional client service. The combined firm will grow more together than each firm would have on its own.”

Ruby+Associates is a 39-year old structural engineering firm headquartered in Bingham Farms, Michigan (metro Detroit), with a focus on steel construction and construction engineering services. Tricia Ruby has served as CEO since 2011.

“We are both proud of the firms that we’ve built. Our people are invested in our identities. The opportunities that this will provide to our existing employees and new hires are incredible. There will be flexibility in location, in markets to serve, and in clients to work with in the future,” said Tricia Ruby, Principal and Group Director at the newly combined firm.

MALIBU, Calif. – C.W. Driver Companies, a leading builder serving California since 1919, today began construction on the first phase of Malibu High School’s expansion for Santa Monica-Malibu Unified School District (SMMUSD). The 70,000-square-foot state-of-the-art building, scheduled for completion in fall of 2025, will feature a library, visual and performing arts classrooms, project-based learning facilities, multipurpose spaces, special education classrooms, STEM classrooms, a campus cafeteria, and administration offices. 

Located a short mile from the Pacific Ocean at 30215 Morning View Drive, the $100M Malibu High School core building will be built on the site of the former Juan Cabrillo Elementary School campus, immediately adjacent to the existing high school. The new two-story building will embrace the school’s environmental ethos in its design, with an open breezeway between concrete and copper-clad walls inspired by the native landscape. Outdoor common space for the school’s students will be partially shaded by an overhead canopy with built-in photovoltaic panels that will generate power for the school and contribute to the campus’ energy conservation.  

“C.W. Driver has the dedicated skill set and many years in school construction required for a project of this scope,” said Karl Kreutziger, President of C.W. Driver Companies. “Our extensive experience spans over 150 K-12 projects for more than 23 different school districts, totaling close to $2.2 billion worth of construction over the past 30 years. Having the opportunity to work on this project for SMMUSD is a perfect fit for us and our capabilities.” 

Today’s groundbreaking comes after C.W. Driver’s extensive preconstruction, which involved the demolition and removal of nine buildings at the former elementary school (clearing approximately 38,853 square feet of older construction). As part of that process, C.W. Driver was able to scope the photovoltaic panels under a design-build method to ensure proper design coordination with the roof steel trellis. Also, the demolition and abatement scopes were executed while the plans were with the Division of the State Architect (DSA) to ensure the construction end date could be met. 

“We are excited to begin construction of the new Malibu High School,” said SMMUSD Superintendent Dr. Antonio Shelton. “This school will allow our students to have an educational experience that encourages exploration, project-based learning and the importance of collaboration. Our students will have classrooms that are safe, conducive to learning, and large enough to facilitate instructional practices that are cutting edge.” 

C.W. Driver is working with NAC Architecture on the project. Other partners include Koning Eizenberg Architecture; demolition specialists AMPCO North; Pfeiler & Associates Engineers; California Solar Integrators, Inc.; and Hunsaker and Associates. The project is funded by Measure M, passed by Malibu voters in 2018.  

RICHMOND, Va. – Dominion Energy’s Coastal Virginia Offshore Wind (CVOW) commercial project took one more step to starting construction when the first eight monopile foundations were safely offloaded at Portsmouth Marine Terminal, where they will be staged until installation of the 2.6-gigawatt project, enough electricity to power 660,000 homes, begins in the spring of 2024. The foundations, which are a single vertical, steel cylinder, are being manufactured by global leader EEW SPC and will be installed into the sea floor to support the wind turbine generators. 

“The delivery of the first foundations is further evidence that our Coastal Virginia Offshore Wind project continues to move forward on time and on budget to provide reliable, affordable and increasingly clean energy to our customers,” said Bob Blue, Dominion Energy’s chair, president and chief executive officer. “This regulated offshore wind project positions us, and the Commonwealth of Virginia, as leaders in the development of offshore wind and provides many benefits for our customers and local economies.” 

CVOW, the largest offshore wind project under development in the United States, is expected to generate fuel savings of $3 billion for customers during the project’s first 10 years of operation. 

The project continues to advance through the federal permitting process, receiving the Final Environmental Impact Statement from the Bureau of Ocean Energy Management (BOEM) last month. BOEM is expected to issue its Record of Decision on the project in the coming days. 

Offshore wind’s economic development and jobs benefits are transformative for Hampton Roads and the Commonwealth. More than 750 Virginia-based workers – nearly 530 in the Hampton Roads region – have been engaged on the CVOW project or with other businesses supporting CVOW, including redevelopment work at the Portsmouth Marine Terminal, construction of the offshore wind Monitoring and Coordination Center, maritime provisioning, ship repairs, divers, heavy lift and rigging, cyber security, food service and hospitality. More than 1,000 local jobs will be needed to support ongoing operations and maintenance of this facility after the project is commercial. 

The offloading of the foundations was supported by union workers from the International Longshoremen’s Association, the largest union of maritime workers in North America.

Founded by McCarthy Building Companies in 2020, Construction Inclusion Week is an annual week-long, industry-wide effort to champion change and cultivate a more inclusive construction industry. Now in its third year, the event has grown exponentially with over 5,000 firms registered to participate nationwide.

The event’s Lifetime Achievement Award celebrates the exceptional standards of construction excellence, dedication and accomplishment in the St. Louis region over a sustained period of time. Surrounded by family, Kennedy and Karl Grice of Grice Group Architects were honored with the award on Oct. 18 at Harris Stowe University’s Emerson Performance Center in front of a crowd of minority AEC industry organizations and businesses.

“Kennedy has played an integral role in the creative, technical and professional progress as a minority business development owner over the course of his professional life,” according to an email from McCarthy announcing the award recipients. 

Kennedy wanted to be an architect since age nine and became fascinated with construction watching homes being built in his Richmond Heights neighborhood designed by African American architect Charles Flemming. Despite a high school guidance counselor advising him in 1963 that Washington University’s schools of architecture “only took the cream of the crop and no negroes,” the university reached out to Kennedy in 1969 as the Civil Rights movement gained recognition and invited him to enter the School of Architecture as a graduate student with a degree in another subject. He then went on to study architecture at Washington University for an additional four years before finally became the first African American architect registered in the State of Missouri. 

He founded KAI in 1980 from his home office and grew the business alongside his oldest son Michael Kennedy, Jr., CEO, into one of the largest minority-owned AEC firms in the country with a diverse workforce of over 150 employees at its St. Louis headquarters and offices in Kansas City, KS; Atlanta, GA; and Dallas-Fort Worth, TX.

“Today is so appreciated, I am humbled by it,” said Kennedy. “I didn’t forget what my high school guidance counselor told me. As a 17-year-old, that went all the way to my marrow. Ever since then, I had two ambitions motivating me daily. One was to prove that he was wrong and the most important one was to demonstrate to my people that you can do it too. I couldn’t find a room with this many African American businesses in the construction industry here in the City of St. Louis when I started my career.”

Over the course of his career, Kennedy and the KAI team have designed several notable St. Louis-area landmarks, including the St. Louis City Justice Center, St. Louis Metro Light Rail Stations, Clyde C. Miller Career Academy, Harris-Stowe’s William L. Clay Early Childhood Center, and the Downtown Gateway Transportation Center, among many others.

Kennedy has also pursued numerous civic commitments to the St. Louis area, having served on the Board of Directors for the Downtown St. Louis Partnership, Forest Park Hospital, United Way of Greater St. Louis, St. Louis Regional Commerce and Growth Association, American Red Cross and others.

SAN ANTONIO, TEXAS — Solidia Technologies, a leading provider of decarbonization technologies and sustainable solutions to the construction and building materials industries, is ramping up production of its proprietary supplementary cementitious material (SCM) with the activation of the pilot line at the company’s expanded headquarters facility in San Antonio. The start of the line will allow Solidia^® to increase its production capacity by 25 times, thereby allowing customers to qualify the material and conduct continual field trial pours.

SCM is commonly added to concrete to replace a portion of portland cement. Solidia’s high-performing, engineered Solidia SCM mineralizes waste CO₂ and can replace 35% to 50% of portland cement to reduce greenhouse gas emissions by 18% to 28% while also improving the concrete’s strength, durability, and workability. The pilot line is optimized to ensure consistent quality and high performance.

“With the dramatic increase in production capacity that the new pilot line brings, we are now shipping significant quantities of Solidia SCM to ready-mix concrete producers, transportation agencies, and contractors to qualify and trial our material,” said Pradeep Ghosh, Solidia’s Senior Director of Strategy and Business Development. “The lab testing and field trials these organizations will conduct will help ensure our material meets the highest performance requirements for infrastructure applications as well as the individual sustainability needs of each department.”

Along with dramatic reductions in concrete’s embodied carbon, Solidia SCM will help ready-mix concrete producers address looming shortages of traditional SCMs such as fly ash.

“The commissioning of the pilot line is a critical milestone in the advancement and adoption of Solidia’s decarbonization technologies, allowing for critical field testing with some of the country’s biggest users of concrete,” said Russell Hill, Ph.D., Solidia’s CEO. “It’s one more important step toward full production—and toward tackling and remedying concrete’s enormous carbon footprint.”   

For more information, visit www.solidiatech.com.

WASHINGTON, D.C. — WSP in the U.S., a leading engineering, environment and professional services consultancy, will implement the U.S. Agency for International Development (USAID) Urban Connect project to promote inclusive and resilient economic growth of nine secondary cities in the Philippines.

The project will enhance local economic development and improve public service delivery by strengthening the economic competitiveness of those cities through regulatory streamlining, investment promotion, inter-local government cooperation and economic integration across regions.

“WSP has carried out several projects across the Philippines, including projects focused on local governance, service delivery, value chain strengthening, regional economic integration and program support services,” said Baljit Vohra, WSP senior vice president, integrated development. “This recent engagement in the Philippines will help enable us to continue the high quality of work and maintain recognition by host country counterparts of our delivery capability.”

Urban Connect will also strengthen the partner local governments’ performance in planning, budgeting and revenue generation, as well as in their capacity to effectively deliver public services, particularly on education and health, with a focus on e-governance.

This important support forms part of USAID’s Cities Development Initiative (CDI). As USAID’s implementing partner on this initiative, WSP will work closely with representatives from current CDI cities, national government agencies, the private sector, civil society, donors and implementing partners from other USAID projects. WSP’s partners for this project include the University of the Philippines Public Administration Research and Extension Services Foundation, Inc.; Makati Business Club/Liveable Cities Philippines; and The Center for International Private Enterprise.

“As urbanization accelerates, it brings both the promise of economic growth and the challenge of ensuring that this growth is inclusive, resilient, and sustainable,” said Alex Brillantes, Jr., chief of party for USAID Urban Connect. “The project was conceived with a clear understanding that our cities are not only key engines of progress but also powerful levers for creating a better, more equitable future for all citizens.”

“We look forward to the opportunity to further partner with USAID and city leadership across the Philippines,” added David Hoehner, WSP vice president, integrated development governance lead and project manager for Urban Connect. “WSP will provide demand-driven, customized, sustainable, future-ready, and mutually reinforcing technical assistance to achieve the goal and objectives of the project.”

With an established presence in the Philippines and strong relationships with USAID and other stakeholders, WSP looks forward to making an impactful contribution on this exciting project. 

About WSP in the U.S.
WSP USA is the U.S. operating company of WSP, one of the world’s leading engineering, environment and professional services firms. Recognized on Fast Company’s Brands that Matter List for 2022 as a top Community-Minded Business, WSP in the U.S. brings together engineers, planners, technical experts, strategic advisors and construction management professionals who are dedicated to collaborate in the best interests of serving local communities. WSP designs lasting solutions in the buildings, transportation, energy, water and environment markets. With approximately 16,000 employees in 300 offices across the U.S., WSP partners with its clients to help communities prosper. wsp.com

“We are truly thrilled to receive this award that recognizes our fundamental approach of connecting people, data and technology to deliver the innovative solutions our clients depend on,” said Steve Morriss, President, Engineering Services, U.S., AtkinsRéalis. “By combining our digital expertise with decades of engineering excellence we are optimizing design and delivery of our planet’s most complex and challenging projects.”

The Floyd Hill project removes a bottleneck of the interstate and reduces travel times for commercial traffic, residents and tourists driving to nearby ski resorts and other destinations. It has been highlighted by U.S. Transportation Secretary Pete Buttigieg and CDOT for the economic benefits it provides to Colorado and the Nation. Safety enhancements along the corridor include improving the highway’s design speed and increasing stopping sight distance on horizontal curves. Additional upgrades include a westbound tolled Express Lane, an eastbound auxiliary lane, new bridges, improved interchange and frontage road access, wildlife passageways under the roadway, two air quality monitoring stations and a full reconstruction of a nearby trail. Construction is underway with project completion expected in 2028.

The use of technology and visualization software helped the team develop solutions to handle many site-specific challenges and constraints. Leveraging digital tools made it possible to mitigate impacts to the surrounding natural environment, built environment, residents and other stakeholders while also providing a more efficient and cost-effective design.

“Utilizing digital tools allowed our team to visualize dozens of alternative designs and fully evaluate construction impacts, quantities, costs and constructability leading to a preferred alternative that best met the project goals,” said Donna Huey, Chief Digital Officer, Engineering Services, U.S., AtkinsRéalis. “This award highlighted our ability to reduce hours worked by more than 50,000 and project costs by more than $7 million, showcasing AtkinsRéalis’ ability deliver exceptional value to our clients and taxpayers.”

AtkinsRéalis is revolutionizing the design, delivery and operation of infrastructure projects through its world-leading knowledge in design, engineering, project management, sustainability and digital-transformation. Our consultants, engineers, technologists and project managers have helped clients reshape the world, with new ways of designing and building that make the lived environment work better for everyone for more than eight decades.

Situated on a picturesque 60-acre property, The Arbors at Parsippany is surrounded by trees, nature and walking trails, while offering building tenants an extensive list of curated amenities. Ware Malcomb developed the overall campus plan for the site, which is owned by Onyx Equities, a leading New Jersey-based real estate investment and services firm specializing in acquiring and managing commercial properties.

“The spaces offer a blend of amenities, nature-inspired design and functionality,” said Marlyn Zucosky, Regional Director for Ware Malcomb. “Tenants of these buildings will be able to provide a Class-A work environment to employees.”

The enhanced modern campus concept draws in nature and creates a fresh new look for the lobby areas, corridors, conference center, and café. Since the two buildings are mirror images of each other, the focus was creating a holistic design language that carries seamlessly across the two buildings. The team incorporated feature walls with wood paneling and preserved plant variations that visually align, accentuating the buildings’ placement and architecture and allowing them to blend further into one another, capturing a shared outdoor courtyard and reflecting pool. 

The first and second floor lobby areas, including the elevators, purposely infuse hospitality elements that encourage interaction and create a special arrival experience with soft seating affording unique vistas of the campus. Upgrades to the ceiling and flooring design exemplify physical connection and highlight natural materials. 

The updated amenity list includes a conference center that can be utilized by tenants throughout the campus. The Ware Malcomb team enhanced the conference center design with a training area, private phone rooms, movable and acoustical wall panels, up-to-date AV and technology features, as well as movable furniture to allow the space to work for any intended use. 

Renovations to the original cafeteria and eating space were designed with a modern garden-hall feel in mind. Exposure to natural daylighting and variety of seating options gives tenants freedom to use the space as intended; a place to eat, as well as a new place to meet.

Ware Malcomb’s in-house Branding Studio developed a comprehensive exterior and interior signage program for the entire five-building campus to create campus connectivity and support wayfinding. Campus entry monument signs were repurposed to feature a refreshed property brand and establish the nature-inspired visual identity that is woven into the architecture and interior improvements. New campus directionals, building identification, and interior signage are strategically located and designed to feature tenants and highlight campus amenities to activate the campus and complete the experience.

Ware Malcomb’s Interior Architecture & Design Studio creates design solutions to transform interior environments into market relevant, contemporary spaces. Ware Malcomb has completed more than 74 million square feet of office space as landlord architect across North America.

About Ware Malcomb (waremalcomb.com)

Established in 1972, Ware Malcomb is a contemporary and expanding full-service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada, Mexico and Brazil, the firm specializes in the design of office, industrial, science & technology, healthcare, multifamily, retail, and public/institutional projects. Ware Malcomb is recognized as an Inc. 5000 fastest-growing private company and a Hot Firm by Zweig Group. The firm is also ranked among the top 15 architecture/engineering firms in Engineering News-Record’s Top 500 Design Firms and the top 25 interior design firms in Interior Design magazine’s Top 100 Giants. For more information, visit waremalcomb.com.

This accomplishment marks a significant achievement in Bowman’s commitment to delivering projects that enhance safety for pedestrians, cyclists, motorists and transit users.

In 2017, the Kleinfelder-led team was selected for the project through an on-call services contract with the City of Cambridge, MA. At the project’s onset, before its acquisition by Bowman in 2022, McMahon Associates was chosen to lead urban planning, transportation analysis and street designs, a role they continued to perform through the project’s conclusion as Bowman.

Prior to the improvements, Inman Square was a high-crash intersection. Through partnerships with local stakeholder groups, Bowman’s team developed an intersection design that aligned with the needs and objectives outlined in several city plans, including Vision Zero and pedestrian, bicycle, climate and transportation plans.

“Our ability to listen to the community and develop a design that effectively addressed local needs is a testament to the expertise of our team,” said Christi Apicella, New England urban planning team lead at Bowman. “This project is a shining example of what is possible when local needs, safety and sustainability are prioritized in an urban neighborhood. We’re proud to see this project complete and being enjoyed by the traveling public.”

The improvements were a high priority for the City of Cambridge. Our team’s ability to swiftly deliver an effective design was a crucial factor in meeting this urgency. The chosen design transformed Inman Square’s geometry into a configuration that prioritizes safety of all modes of transportation. Additional safety enhancements include separated bicycle lanes with protected phasing, fully accessible sidewalks and crossing islands and the addition of floating bus stops and a transit queue-jump lane.

“Kleinfelder’s partnership with McMahon, now Bowman, has allowed us to leverage our expertise, work together as a team, and help the city transform Inman Square into a safer and more vibrant community,” said Rebecca Weig, Vice President at Kleinfelder. “We look forward to future engagements with the Bowman team.”

Spanning 280 meters, the bridges will each host two lanes and pedestrian walkways. Once completed, the new bridges will connect Third Line to Neyagawa Blvd with the north and south bound bridges easing traffic congestion in an area of growing population.

The three span segmental bridge is being built by utilizing a cast-in-place segmental construction technique using a moveable form traveler system. While the first phase of the project adopts a typical cast-in-place segmental construction using a balanced cantilever method, the bridge construction will soon reach a section of the west pier cantilever where segment casting will proceed in a single direction toward the west abutment. This unbalanced cantilever construction is a unique adaptation of the balanced cantilever construction method which was required for the west and east pier configurations and locations. 

The portion of the extended cantilever will be supported by using a temporary stay cable tower that will anchor supporting stays at each of the 8 ‘unbalanced’ cantilever segments. For this system to work seamlessly, COWI designed a unique steel anchor box which will enable the load transfer of the supporting demands of the cable stay tower to the concrete segment. This unique mechanism not only minimized the need for top slab concrete modifications as compared to the original designs but will also ensure a clean extraction of the cable stay tower once the bridge is completed.

The construction of the North bridge is progressing well with the Bot team onsite having completed the installation of the first four pair of segments on the west and east pier cantilevers. Bot and COWI are now making progress to complete the cantilevers to a point to be able to cast the span closures.

Ivan Liu, P.E., Senior Bridge Engineer at COWI comments, “We are pleased to see positive progress on this project. The casting of the first segments are often the most challenging areas in segmental bridge construction due to the complexity of the rebar details, the learning curve for the casting procedures, and the absence of accurate project data to reflect the performance of the form traveler on that specific structure. Having worked on a number of similar projects across North America, we were able to lean on historical project data to provide informed engineering support for possible construction scenarios and estimations on the form traveler behavior.”

As a leading expert in segmental bridge construction, COWI was selected as the Construction Engineer, offering a knowledgeable pair of hands in supporting Bot Construction Group with its first segmental bridge project. Harnessing local and technical expertise from its offices in Toronto, Canada and Tallahassee, Florida, COWI is responsible for the construction analysis, geometry control, erection manual, and construction support of both bridges along with the design of temporary work structures.

The bridges are expected to be completed in Fall 2024, with plans to open to the new William Halton Parkway extension to the public by 2025.

The program was created to provide a viable method for contractors to develop and certify construction superintendents without requiring extensive time away from their projects. Recent labor trends show an increasing demand for field leaders and a shrinking pool of qualified candidates. With 81% of firms reporting difficulty hiring for these roles, it is crucial that companies have a practical method for developing field leadership skills within their current and future teams.

NCCER’s self-paced, online program features highly relevant insights from experienced superintendents and seasoned industry experts. It is designed to shorten the learning curve for aspiring superintendents and to equip more experienced professionals with new strategies for better results. By accelerating competency development in key field leadership roles, the program can help organizations reduce project risk and increase project profitability.

“Superintendents are the steward of every person and every factor on a project – from safety and profitability to the quality of the final project the owner receives,” says NCCER President and CEO Boyd Worsham. “Our Construction Superintendent Certification Program serves to develop and certify current and aspiring superintendents to effectively fulfill these critical responsibilities.”

Sixteen engaging courses provide practical and usable real-world lessons on key topics such as scheduling, contracts, risk management, legal regulations, site logistics, and many more. The program is flexible and can be conducted in-person, through hybrid delivery or completely online.

Superintendents with four or more years of experience can earn NCCER’s Construction Superintendent Certification by successfully passing the certification assessment. Aspiring or recently promoted superintendents who successfully complete the training and assessment components of the program can earn their full certification upon accomplishment and verification of the four-year experience requirement.

Find out more about NCCER’s Construction Superintendent Certification Program here.

The Theodore Levin US Courthouse in Detroit, built in 1934, is a beautiful example of Federal Post Office and Courthouse architecture of the early 20^th century.  After 80 years of continuous operation the building required significant upgrades to provide tenants with code compliant, state-of-the-art facilities and Class A office space. 

In 2014, Page began work on a phased modernization project for the 770,000 SF occupied historic courthouse.  A building-wide life safety analysis determined that the two existing egress stairs were insufficient to meet the population based on current building codes. To remedy this, the design team was tasked with adding a new egress stair that discharges to the exterior of the building.  This element, along with new service and passenger elevators, form a new vertical transportation tower for the building.  This article will specifically discuss the tower design process and complexities encountered during construction. 

What happens when you need to add a new stair and elevator tower to a landlocked historic building?

Additions are commonly made to the side of a building, which simplifies the structure and creates one plane where the new interfaces with the existing.  In the case of the Theodore Levin US Courthouse, however, the existing building occupies an entire city block and the upper floors are arranged in a “donut” shape with offices and courtrooms surrounding an interior light court.  The only option was to figure out a way to route a new stair through the existing building. The solution needed to solve the code compliance issues in a manner that limited the impact of the stair on the existing building, preserved historic materials, minimized impact on existing circulation, and allowed continuous building operation.  

Ultimately, a location in the center of the building was selected that allowed a narrow connection to the historic interior courtyard face but otherwise allowed the tower to be an object within the light court.  What worked well for the upper floors to minimize disruption became challenging on the interior of the building.  A significant number of MEP systems, some active and some abandoned, needed to be demolished and moved out of the footprint of the tower just under the second floor roof.  On the first floor, the location meant that the tower would go through the middle of the existing arraignment courtroom.  Since the other benefits to this location were so compelling, the US Courts and the General Services Administration determined it was worth moving the courtroom to a new location and relocating the MEP infrastructure to make way for the new structure.  The design and construction team worked through the phasing challenges to sequence the work in a manner that coordinated with the project schedule. 

While the tower program was relatively simple, the structure itself is complex. Early on, it was determined that the new structure could not be connected to the loads of the historic building. The structural engineer of record, Ruby + Associates, designed a completely freestanding 200-ft tall tower with slip connections to the existing structure.  New micropiles were drilled to support the tower foundations and massive structural steel columns were set in place to support the tall tower.  Locations of historic elements and existing structure left a very narrow footprint available for the new tower structure within the existing building.  Once the tower clears the 2^nd floor roof and extends into the light court, the upper floors cantilever over the building and allow a slightly larger floor plate. 

Here, another unique solution was developed to deal with the construction conditions.  On the upper floors, the back span is approximately the length of the cantilever.  With the asymmetrical loading of the tower elements, the steel structure was erected out of plumb so that once it was fully assembled and loaded the tower would right itself and become level.  Dead loads were recalculated multiple times as the design team worked through various options for the exterior envelope materials to precisely engineer the system.

Why is a building in Michigan built to seismic design criteria?

Code analysis determined it needed to be designed to meet seismic design criteria per the American Society of Civil Engineers (ASCE). The soil conditions, footprint of the tower, wind loads, and materials all figured into the seismic drift calculations. Because the tower is not square, the maximum drift in the north-south direction is different from the east-west direction.  With no appreciable movement at its base, the top of the tower is calculated to move up to 5-inches in each direction (which translates to a 10-inch seismic joint).  Joint sizes were regularized throughout the building for uniformity and ease of installation. Instead of changing sizes for each floor, nominal 4-inch, 6-inch, and 10-inch joints were specified to minimize the number of products purchased.

The tower exterior has a large 10-inch exterior metal joint cover integrated into the exterior façade. The joint cover is a hinged door with magnets that hold the door in place under normal conditions but release during a seismic event. The infill panel was color matched to the adjacent metal panel allowing the joint to completely blend in with the exterior façade. Most of the interior joints were concealed between two walls so exposed cover plates could be minimized. At doors and other isolated areas, a narrow joint cover with an aluminum or plate was used to blend in with historic metals.  

How were materials brought to the site and installed if the building takes up a full city block and is occupied?    

A critical requirement of the project was to allow the building to remain operational during construction.  Page worked with GSA and teams from The Christman Company as the CMc,  Jacobs as the CMa and the US Courts to execute a phased renovation project.  Impacted tenants and infrastructure had to be cleared out in the footprint of the tower early on to install the structure while the rest of the floor remained operational, including utilities, services, and emergency egress.   

Most tower elements needed to be lifted from the street over the top of the building and into the project site, including 528 tons of steel (over 1,400 individual pieces).  A 275-ton crane with a 340-foot boom was used to hoist materials from street level, 11 stories over the building and into the courtyard. The crane operator communicated with the steelworkers by radio due to lack of visibility into the project site. This work needed to be precise, at times the steel would need to be lowered through a 40 x 60-foot roof opening to be installed inside the existing building.  To make it more complex, work with the crane was done primarily at night and off schedule with building operations.  While the overall building modernization was done in phases, the tower construction occurred throughout the entire 5 year, 7 phase construction process.  

It was critical to work closely with manufacturers to specify materials and systems that could be installed with these constraints in mind. Early on limestone or precast were ruled out as the cladding for the tower due to the weight and size of the material. Ultimately, structural steel, insulated metal panels, and a unitized curtain wall system were selected as the most lightweight and practical.  Allowing as many items as possible to be fabricated in a shop off-site improved the quality of the overall product.  Even with multiple high-wind days that stopped work, these elements saved time and positively impacted the schedule.

How is water and weather infiltration managed with a hole in the building during construction?  

The cardinal rule of architecture is to do everything you can to keep water out of a building–except when you can’t. While the micropiles and foundations were installed in the basement with the exterior envelope of the building intact, the building had to be opened to install the structural steel with the crane. Once portions of the first and second floors were removed along with the second-floor roof, the building was open to the sky and all the elements. This “hole” was temporarily finished to create a waterproof funnel that directed water down to the basement and then pumped it out of the building through the stormwater system, similar to rain falling on the roof and going down through the building’s drainage system. New temporary exterior perimeter walls were installed, insulated, and waterproofed to direct the water. Insulated walls were critical to protect people working in adjacent interior space and to prevent existing interior piping and utilities from freezing during the cold winter months.

Conclusion

A significant number of buildings in the United States from the same era as the Theodore Levin US Courthouse will be undergoing renovations in upcoming years.  Modernization projects and existing building renovations present a Tetris-like challenge. There is never just one solution; the process is highly collaborative.  Project decisions require working through existing constraints while discussing a myriad of other important considerations like programming, cost, constructability, tenant disruption and systems integration.  

The success of this project was largely due to a passionate team that worked collaboratively across all professions.  The team faced a multitude of challenges in working within the existing building.  When items came up, roundtable discussions and working sessions were held with everyone involved to develop a path forward.  It was necessary to have a group that could turn on a dime and develop new options considering new information discovered during the process.  As designers, we spend a lot of time looking at systems, calculations and developing technical details within a computer model.  It’s necessary to take this knowledge and adjust the design or thinking with input from the construction team, suppliers, and the understanding of building occupants in order to create successful real-world solutions.  

Andrea Righi, AIA, is a Senior Project Architect and Associate Principal at Page in Washington DC.  She can be reached at arighi@pagethink.com

Well-designed and expertly constructed sports training facilities have the power to influence more than just performance. By encompassing an athlete’s entire experience—from recruitment, improvement, and overall wellbeing to operations and revenue generation opportunities—sports training facilities continue to evolve into a space where athletes do much more than practice with their team. 

So what are the critical elements necessary for creating a successful sports training facility focused on high performance and athlete wellbeing? A space’s impact on athlete, coach, and staff success is determined long before the team’s first practice drill. Setting the right tone to ensure a meaningful athlete-focused result requires careful consideration throughout the design and construction process.

Facility considerations for athlete wellness

Sports medicine is a fast-evolving component of the sports training industry that expands beyond traditional training to support holistic athlete development—from the latest injury prevention technology and recovery treatment to mental health support and nutrition capabilities. Elite sports programs require one-stop-shop facilities that serve a variety of athlete, coaching, and staff desires while remaining flexible in their approaches to evolving needs. For student-athletes, this includes academic support spaces outfitted with tutors, study rooms, and more.

To support a state-of-the-art sports medicine hub for athletes, the latest health and wellness components such as cryo pools and chambers, hydrotherapy tubs, hot/cold plunge pools, flotation baths, extremity pools, and hyperbaric recovery rooms are in increasing demand. Gaining insight into the latest equipment ensures design parameters are known well in advance, enabling seamless procurement, installation, and commissioning without impacting the project schedule for a seamless end-user experience.

A well-executed facility enhances player performance while remaining cognizant of an athlete’s demanding schedule. An example is the design for the University of Washington’s (UW) new Basketball Training Operations Facility, where elements draw from past successes at the University of Colorado Boulder’s Champions Center (CU Boulder) in anchoring all decision-making around the commitment to best serve student-athletes’ physical and mental demands. By co-locating amenities, CU Boulder’s student-athletes conveniently practice, weight train, eat, attend meetings, study, lounge, and receive medical treatment within a few yards. Efforts to prioritize the building’s interconnectivity save the student-athletes at least 30 minutes per day in travel time.

A facility should also include weight training technologies for performance analytics, specialized equipment and furniture, audiovisual/sound systems, branding, and graphics enhancements as well as thoughtful HVAC, lighting, and hygienic elements and upgrades. 

Trends in leveraging media and technology 

Experienced builders understand how critical it is to engage with athletes, coaches, and staff to ensure success from design through occupancy. At the UW’s Softball Performance Center, Mortenson’s team toured the coaches and players through design options aided by virtual reality (VR) mockups. Utilizing tools such as VR creates real-time opportunities for athletes to visualize their day-to-day experience in the facility and for coaches to get a sense of operations and player interaction. This exercise effectively supports an informed design and construction decision-making process, ensuring the finished facility exceeds expectations for operational performance. At Arizona State University’s new Mullett Arena, Mortenson leveraged an immersive VR experience to drive excitement for the new space, bolstering recruitment and attracting donors to help fund the new arena​. 

With technology’s ever-growing demand in sports performance, media-rich environments also define and brand sports facilities.

This multi-media experience extends into the athlete’s day-to-day life, where utilizing a facility with leading-edge technologies enables athletes to train in highly specialized environments that support individual and team performance. High-profile cameras on the court record an athlete’s every move—from body posture while dribbling a ball to the arc on a free throw—while force plates in the floor detect and measure the force athletes exert into the ground. Players can analyze their performance with data-driven insights to fine-tune their training regimens. The one-of-a-kind LeBron James Building at Nike’s World Headquarters takes this to another level, where Mortenson constructed four climate-controlled chambers with steel-clad walls capable of studying athletes’ physiological responses to exercise under any environmental conditions—including temperature, humidity, radiant heat, and airflow.  

Careful construction and design considerations 

Athletes require dedicated focus when training and honing their skills. Ensuring no disruption to their experience during construction and into the facility’s operational performance is paramount, especially when working on tight, seasonally-based schedule milestones. 

Disruption avoidance during construction 

Expanding and/or renovating training and administrative facilities is typically compressed between seasons. When expanding the Chicago Bears’ Halas Hall, Mortenson jumped in with the Bears and the design team to optimize the floor plan and minimize disruption during peak pre-season training hours.

Close coordination and planning optimize a project’s construction phase, allowing sports teams to remain in their existing locker room spaces until those phases are complete. Wherever possible, leveraging fast-track solutions such as prefabrication reduces installation time, enabling the team to meet accelerated schedules and providing an uninterrupted training experience going into the next season.

During a tight off-season timeline, a seamless delivery through a proactive procurement and buyout plan is critical for success. Collaborating with the owner, operator, and design team to develop and advance document sets allows for early procurement of long-lead time items and issuance of work packages. Phased turnover approaches provide coaches, staff, and athletes advanced access to spaces as others are finished.  

Early enabling renovation and expansion work—including upgrading existing utilities, making significant seismic upgrades, or creating new foundations—can also be phased and structured before facility construction commences. This allows for a compressed schedule and minimizes interruption to existing operations. Mortenson saw success in this approach when executing Penn State’s Lasch Football Building addition in the seven-month off-season, allowing the team to depart for their bowl game before beginning demolition work.

Design considerations to enhance the athlete experience

When athletes train, noise and vibration from simultaneous activities can create disruption. At the University of Minnesota’s Athletes Village, Mortenson evaluated stacking scenarios for various program components to develop an understanding of structural and acoustic isolation impacts. Stacking the men’s and women’s practice courts with a unique split slab system enhanced sound isolation and structural system efficiency compared to previous designs. Earlier iterations included reviewing the courts side-by-side, resulting in double the sound isolation relative to the building’s other program spaces, long-span structural steel, and inefficient mechanical systems. Ongoing projects such as UW’s Basketball Facility leverage lessons learned and resources from these prior evaluations.

Scopes that require extra engineering—such as integrated hydrotherapy pools, force plates, medicine ball walls, and programmable plyometric ramps—demand an understanding of impact at the start of design to ensure correct installation and utilization.

Media systems and analytical tools must also account for adaptability as needs change and advance. Integrating the back-of-house infrastructure to support end-use devices during design —such as cameras, televisions, touch panels, and more—prevents limitations during construction. Though technology changes frequently, we can determine the infrastructure to support any equipment before selection.

As a family-owned, top-25 builder, Mortenson has ranked among Engineering News-Record’s top two sports builders for a decade. Our in-house sports analysts continually feed our well-established internal database populated with collegiate and professional benchmarking to support critical decision-making based on a fundamental understanding of the team’s goals and values. We use this knowledge to inform our approach to projects, including the UW Basketball Facility, set to start demolition in early 2024. Throughout our years of building successful projects, we have learned that whether determining strength training equipment or integrated technology, it is critical to work closely with a project’s design team, athletes, coaches, and staff to ensure training facilities are well-equipped to support peak performance and maximize overall athlete wellness.

Alex Brown is a Senior Project Manager at Mortenson with over 12 years of direct sports facility experience. Alex has been instrumental in the success of numerous athletic facility types, from Climate Pledge Arena and Chase Center to training facilities such as the Lasch Football Building. He is passionate about improving the athlete experience, especially through implementing cutting-edge technology that goes into their new spaces. He continually leverages his expertise to provide valuable input to ongoing sports training projects, such as the UW Basketball Operations facility, set to break ground in early 2024. You can reach him by email or phone at 763-287-5236 or Alex.Brown@mortenson.com. 

Tamara Hartner is a Design Phase Executive at Mortenson in Seattle with over 20 years of hands-on experience in the construction industry and a strong athletic facility background. Tamara is currently leading design phase coordination for the UW Basketball Operations facility, utilizing experience and knowledge gained from her careful execution at Climate Pledge Arena. Tamara leverages her background in Lean processes and target value design methodologies to achieve outstanding value for the client’s vision. She plays a key role in procuring women-owned and minority businesses for active projects while serving as an ally and supporter of women, LGTBQIA2S+, and BIPOC in the construction and real estate industries. You can reach her by email or phone at 425-497-7116 or Tamara.Hartner@mortenson.com.

Estimates aren’t just a “necessary evil” in the process of creating bids and design plans; they also ensure projects stay on track by offering a baseline to compare construction project activity—or a scoreboard—to measure success.

Compare the process to sports. How to achieve the objective—a win—varies depending on the sport. In soccer, teams want to put as many points on the board as possible, while in golf, the goal is to have a lower score.

Projects are no different. Teams must understand how they’ll be scored before taking the field—or the jobsite and most of the time, a low score wins, using less resources and finishing faster. 

Think of the jobsite as a golf course—not just because it’ll make the day go faster. Rather, there are a lot of parallels between the game of golf and how contractors and engineers approach the modern job site.

If the project were a lump sum bid, everybody who finishes under par and sits at the top of the leaderboard would have made money, while those over par would have lost money.

Dig deeper for a moment—a golf score isn’t just the result. In a tournament, players will put up scores across multiple days.

Days of the tournament are, in essence, comparable to the various trades on the job—such as grading, underground utility installation, and paving. Some days a golfer may be above par, while other days, they’ll be below par.

The same goes for the trades.

A contractor may have estimated some correctly and others incorrectly. The goal is to be under where it matters the most: the final result.

Understanding the course layout

In golf, the caddy is more than the person who carries the golfer’s clubs. They’re a trusted partner who helps pick the right club for the situation, knows the lay of the land, and helps prepare for the round even before hitting the links—just as the foreman oversees the jobsite.

Attacking a hole without first understanding the locations of the sand traps and water hazards would be impossible. With that knowledge, the golfer can confidently choose between a one-wood and a nine-iron.

Teeing off and hoping for the best isn’t a strategy for success. Tackling the jobsite is no different.

Crews need to know where the obstacles are, such as underground utilities, so they can adjust course and work around any potential hazards. It would be dangerous to start digging and hope there are no underground utilities in the area.

Technology has enabled contractors to approach their jobsite with the confidence that it’ll be done right the first time.

Practice makes perfect

The best golfers in the world spend more time practicing than competing. They hit the driving range and practice putting before hitting the course. 

Construction needs the same approach. Too often in construction, companies don’t do the appropriate training, operating under the belief that everybody knows how to approach the responsibilities—or will figure it out.

Without training, workers won’t perform at their peak. Attending training sessions, getting updated on the latest technology, and talking to the experts will provide teams with an edge when it comes to performing the actual job.

It also helps teams identify potential problems as the job progresses.

Just as golfers don’t wait for the tournament’s final day to look at the leaderboard, contractors can’t wait until they’re done grading to know if they are on track. Instead, success requires teams regularly check their progress against the plans to make sure they’re in the fairway and not out of bounds, increasing the chances of success.

The right tools are necessary

Every professional golfer knows their tools—specifically, their clubs—are integral to their success. That’s why they don’t use the same clubs an amateur does; instead, they use the best on the market.

Contractors need to operate with a similar mindset.

Operating dozers without machine control and using paper plans to navigate on site aren’t the best tools. Instead, they should use the latest technology to perform their jobs as efficiently as possible.

Dozer drivers no longer need to rely on grade stakes. Machine control puts the “course map” into the driver’s cabin—and in greater detail than could ever be included in a 2-D paper map and mobile apps can provide everyone on site with the latest information.

If you don’t know where you are on the site or whether their work is being performed correctly, you risk making a mistake that will cost time and money.

Construction information is more than making sure teams have accurate data; successful jobs require real-time data that is available to everyone who needs it when they need it. Only then can construction proceed with as few disruptions as possible on time, on spec and on budget. 

Consider how technology can give a new vantage

Golfers might get halfway through the course and realize they’re behind. With that knowledge, they can adjust their game moving forward—perhaps it’s playing the next hole more aggressively, or if they’re ahead, they can opt for a more conservative approach.

On the jobsite, solutions such as drones can help a lot with understanding the jobsite progress and  coupled with underground utility detection tools, can help crews identify and mark the job site’s potential dangers, so the crew can avoid any hazards—and the costly rework that goes with having to fix mistakes.

Often, the first operation would be to strip the topsoil off the site and stockpile it for later. Understanding how much to strip off and the volume that might be needed for re-spread is the first part of the construction.

The process to complete the operation normally belongs to the foreman, who then asks a Surveyor or Gradechecker to confirm the information and an excavator to perform the work. Arming the operator with the information they need to perform their job not only streamlines the process but also allows the entire team to make better decisions and complete their work more quickly and reduces the need for costly rework.

Putt to victory

Reaching the green in one shot, then triple putting for a bogey, negates that beautiful shot off the tee.

Golf is won and lost in the short game, and one bad putt can ruin a well-played hole. The same is true for a project.

On the jobsite, the “green” might be paving or fine grading, the more finesse elements that can make or break a project. Estimating grading correctly but ignoring the paving estimate negates all the previous positive efforts.

Tracking actual costs against the original estimates can greatly improve a company’s ability to reign in project creep, which negatively affects profit margins.

Teams can improve their “score” even more by examining projects where takeoffs closely matched actual quantities and timelines and projects where estimates varied greatly from actual quantities and timelines to determine what’s been done correctly and opportunities for improvement when it comes to creating takeoffs and executing projects. 

Learn more

How can you determine key areas to focus on for project success? Complete our Site Preparation Survey and receive a personalized PDF with insights, suggestions and support to help master the next project safely, sustainably and profitably.

Matt Desmond is President of AGTEK and Vice President of Heavy Construction, Construction Management Solutions at Hexagon.

Throughout the US, the interest in creating more walkable communities is intensifying. Residents, including the increasing population of older adults, recognize the value of walking and biking for personal health and wellness, and see the larger community benefits of reducing emissions and improving air quality.

Contrast this intense interest with our vehicle-centric culture that enjoys the convenience and efficiency of fast-food drive-thru restaurants and coffee shops. While drive-thrus have been in our communities for a long time–the first drive-thru opened in Texas in 1921, but the trend picked up steam in the 1970s as McDonald’s opened its first drive-thru in 1975–the drive-thru has become standard practice for nearly every fast-food restaurant, but in many instances results in shrinking interior restaurant seating, or no seating, as national chains explore offering drive-thru service only.

While fast-food restaurants, the majority of which are owned by national chains, insist that drive-thrus are essential for business, they bring a host of safety challenges for pedestrians, cyclists, and motorists, as well as increased emissions from idling vehicles. More land is consumed for vehicle stacking to keep waiting cars from extending into the roadway, as well as accommodating bypasses or “bailouts” to let drivers out of the queue, if needed.

Despite some communities prohibiting drive-thrus, it is clear that in most places communities are hesitant to discourage uses that the market demands. If drive-thrus are here to stay, how can communities address the land use conflicts that limit desired improvements to walkability? First, communities should recognize the impacts of auto-centric uses on walkability and then create and implement comprehensive land use policies and zoning regulations.

Of drive-thrus and downtowns

Revival of community downtown areas and the creation of new commercial corridors in suburban areas coincides with renewed interest in walkable communities. Long magnets for community engagement, downtowns and shopping districts generally feature a variety of shops and restaurants, some of which provide quick meals that can be satisfying alternatives to drive-thrus.

When a community resident or visitor has a meal at a local restaurant in a dynamic downtown or commercial district, they may engage with other local businesses and register the community as a place of interest for a future visit. Engagement with local restaurants and businesses help support vibrant and successful communities by ensuring the viability of local destinations for walking, shopping, and socializing. Drive-thru patrons tend to miss out on opportunities to experience the community and contribute to the local economy.

Revival of walkable communities

In general, communities have been planning for a more complete transportation network that accommodates pedestrians, cyclists and others for a number of years. During the COVID-19 pandemic, varying restrictions on travel and gathering in public places changed the ways in which we were able to get out of our homes and experience a sense of community. These restrictions motivated people to go out walking or biking in their neighborhoods, exposing many residents to the true pedestrian experience in their local communities for the first time. 

What many found was less than ideal. As we moved out of our neighborhoods and further into our communities, we found gaps in our sidewalk networks, unsafe road conditions for walkers and cyclists, and a lack of destinations to which we could walk. People started to find their regional shared use trails, but realized those trails were primarily accessible by driving to the trailheads.

These realizations may be the catalyst for the stronger demand for walkability that is happening in many communities, especially in suburban areas where people feel the limitations of the built environment. Since these communities were initially designed around the personal vehicle, creating non-motorized infrastructure took a back seat to maintaining and expanding our roadways.

While for some, walking and bicycle riding are forms of recreation, for others, they are modes of travel that support independence. According to AARP, by 2030, one in five persons in the US will be age 65 or older; by 2034, people over age 65 will outnumber children aged 17 or younger. This shift in demographics and an increase in the number of Americans living with disabilities also is fueling walkability movements. Walkable communities help ensure independence, especially when driving is no longer an option.

The ubiquitous drive-thru

Another impact of the COVID-19 pandemic was the rise in drive-thru and curbside pickup services. Across the US, orders at drive-thrus grew by 20 percent from February 2020 to February 2022, according to a study by the NPD Group, a global retail data company. Restaurant Business magazine called 2021 the “year of the drive-thru,” citing many food chains expanding and upgrading drive-thrus. Increasingly, fast-food restaurants are designed around drivers in vehicles rather than diners in a restaurant. Images of restaurant chains designing small buildings elevated above three or four drive-thru lanes are almost other-worldly. While a seeming feat of operational efficiency, there can be some significant downsides for a community.

Safety is a big concern for all users of the roadway–motorists, bicyclists, and pedestrians. The wide driveways built to accommodate traffic entering and exiting the drive-thru location can be approached from several different angles with vehicles moving simultaneously in different directions. Potential conflicts include rear-end crashes and crashes with pedestrians and cyclists who may be trying to navigate sidewalks (if provided) while dodging turning vehicles. 

Distracted drivers also contribute to unsafe traffic conditions when in line at the drive-thru. While waiting, drivers may become distracted with their phones. Or, once they receive their order, they may check it or dive into it without noticing how traffic has changed in just a few minutes. This compounds the pedestrian safety issue with distracted driving risks.

From a land use perspective, creating businesses to which one must drive contributes to traffic congestion and takes up land that could be used in a way that better serves the community. According to the US Department of Transportation, the average US household produces about 9.5 vehicle trips a day; half of which are within three miles from home. Enhanced non-motorized infrastructure and places to which people can walk can alleviate traffic congestion and improve safety. 

Zoning ordinances facilitate coexistence

When planning a walkable community, consider where goods and services are needed. Think about where residents live, including families with children, singles, and older adults. Armed with this information, evaluate the ways in which the proximity of vehicle-oriented businesses, including drive-thrus, will affect the residents and their access to community destinations that support independence and freedom of mobility, including shops, restaurants, coffee shops, playgrounds, libraries, etc. Updating zoning ordinances in these areas to limit the number of drive-thrus will support businesses that serve people within the walkable community.

Zoning standards for buildings and sites can be improved to promote walkability. For example, allowing buildings closer to the road improves the visibility of storefronts and enables pedestrians to see activity inside; moving vehicles to the back of buildings for access to drive-thrus and parking minimizes direct exposure to emissions for pedestrians and mitigates other safety risks.

Additional zoning standards could include:

• Moving vehicles away from view and screening drive-thru areas with building elements and landscaping to improve the pedestrian environment, making it more comfortable and pleasant for people to walk or ride
• Requiring outdoor seating that is attractive and protected from idling vehicles
• Limiting impervious surface coverage and increasing landscaping to reduce stormwater runoff  
• Improving landscape standards to promote lower maintenance plantings and requiring long-term maintenance
• Enable enhanced landscaping to serve as stormwater retention/detention areas, creating an attractive, inviting outdoor environment 
• Increasing standards for building materials and building design to reinforce a sense of permanence and quality for development in the community
• Requiring sidewalks with all new development 
• Requiring pavement markings and limited signage to direct pedestrians to logical and safe passages/crossings and alert drivers to where they should expect to see pedestrians
• Provide pedestrian connections to buildings–make them highly visible by making them obvious: putting them front and center, using bright pavement markings and lighting
• Share access and driveways–limit driveway access across sidewalks and trails to minimize interactions between cars and people

Effective zoning starts with good planning

Most municipalities evolved to serve the motorist first, the pedestrian and cyclist second and third. Our fast-paced, on-demand culture supports driving over walking, partly due to infrastructure shaped to serve vehicles and partly due to our societal need for speed.

With the rising demand for walkable communities, it is incumbent on municipalities to create zoning ordinances that support the changes sought by residents and business owners. A major step in creating walkable communities is to develop land-use policies and zoning standards to make our transportation networks safer for all, whether transportation is people-powered or vehicle-powered.

Sports and recreation facilities are a major part of the market in higher education, representing a significant draw to prospective students as well as a resource for current students to explore a variety of sports.  Tom Jones, Project Executive for C.W. Driver Companies, explains, “any school tour is going to include or end with the recreation center.”  In recent years, higher education sports and recreation facilities have evolved to become more robust, including features like rock climbing walls, swimming pools, indoor tracks, sophisticated exercise equipment, hot and cold tubs, and a host of different options depending on where the school is located.  In places with access to suitable water, students are able to borrow kayaks and surfboards, which are housed and maintained within these facilities.  As higher education sports and recreation facilities have expanded their offerings, the space needed to construct and update them has grown in tandem.  According to Jones, building these facilities in limited spaces often presents unique challenges that can be time consuming if they aren’t managed correctly.

One firm who has demonstrated a proclivity for opening these sorts of higher education facilities is C.W. Driver, a leading builder in California who has been in operation since 1919.  Over the last several years, C.W. Driver has completed several noteworthy projects including recreational facilities for California State Universities Northridge, Long Beach, Cal Poly, Pomona, Dominguez Hills, Fullerton, and San Francisco.  Jones points out that the activities available at these robust sports and recreation–rock climbing, swimming pools, etc.–provide options that make them valuable assets to colleges and universities.

Earlier this year in February, C.W. Driver announced the completion of the Rains Center for Athletics, Recreation, & Wellness at Pomona-Pitzer College in Claremont, California.  The new facility is 95,000-square-feet and supports the Sagehens’ varsity, intramural, and club athletes as well as student physical education classes and fitness and recreation programming for students, faculty, and staff.   Notable among the features of the Rains Center at Pomona-Pitzer College is the expansive use of glass throughout and multiple outdoor patios.  The facade is composed of architectural precast concrete and fiber cement panels while the interior features polished concrete and high-performance finishes. 

The new facility is replacing the previous structure that was built in 1989 and is 15,000-square-feet larger than its predecessor.  While more than half of the rebuilt facility is entirely new construction, other areas of the older structure were incorporated by updating and reconfiguring the interior with the goal of enhancing the building’s usability.  One area that remained largely intact was the Voelkel Gym, which houses the men’s and women’s basketball teams.  The gym was updated with a new two-court practice and recreational gym above the fitness area.  An additional weight room–dedicated to varsity athletics–was added as well as new locker rooms that were “right-sized” to provide enough space for the groups using them.  

Over recent years, C.W. Driver has gained a reputation for delivering higher education sports and recreation facilities that double as iconic campus structures.  Another example is the Student Recreation Center at Cal State Northridge, which features a 40-foot, multi-story climbing wall in the building’s main entrance and circulation area.  It incorporates a three-court gymnasium, a multi-activity court, an 18,500-square-foot weight and fitness space, a drop-in childcare room, and a host of other multipurpose spaces as well as a variety of outdoor recreational equipment.  

Another notable project completed by the team at C.W. Driver is the Lastinger Tennis Center at Chapman University in Orange, California.  In need of a new tennis center to reflect Chapman University’s commitment to its student-athletes competing at the NCAA Division III level, they turned to C.W. Driver and their expertise in higher education facilities.  Chapman University’s new Lastinger Tennis Center features seven lighted courts in their cardinal-and-gray colors as well as drinking fountains, expansive shade structures, ample site lighting, and seating for both spectators and players taking a break during the action.  The new facility represents a significant upgrade on Chapman University’s previous tennis facilities.  The project was completed with a fast-track schedule and finished while the campus remained fully occupied.  

Jones notes that the University was eager to complete the facilities and have them open for the next school session, which meant the project moved forward quickly to design the grading followed shortly by the start of the demolition process.  With the site prepped for the new facility, design began on the courts, which included the installation of post-tensioned slabs.  This was followed by what Jones describes as the “finish work” of the surrounding areas such as the restrooms and venues facilities.  Jones says the fast-track schedule allows facilities to be designed in pieces and then built, which avoids a lengthy design process that would eventually be followed by building.  Designing and building simultaneously, Jones says, “works out a lot better for the schedule.”  This certainly turned out to be the case for the Lastinger Tennis Center, as the project was successful in finishing on time.

From varsity, club, and intramural sports to rock climbing, swimming, and kayaking, the number of activities housed within sports and recreation facilities in higher education will likely continue to expand.  The task of accommodating and innovating new facilities to meet these growing needs has fallen squarely on the professionals of the AEC industry.  In this regard, firms like C.W. Driver are leading the way in developing new, robust sports and recreation facilities that improve an institution’s standing for prospective students and provide unique benefits to students, faculty, and staff.

In the early 2000s, the Midwest was on the cusp of a monumental shift in sports infrastructure. Traditional grass stadium fields, which had long been the paragon of sporting pride, began to witness significant competition: synthetic turf. This wasn’t merely a swap of material; it was a fundamental shift, a revolution in how sports and community spaces were conceptualized, designed, and utilized.

Synthetic turf ushered in a new era of sports infrastructure, offering unparalleled flexibility and resilience. This change was about more than the turf’s durability or aesthetics. It was about maximizing potential and reimagining possibilities. Organizations such as colleges, high schools, municipalities, park districts, and sport clubs, once held back by the recovery time and maintenance demands of natural grass, now benefited from fields designed for daily use. The implications were vast: more practice sessions, diverse sports activities, and an enhanced sporting curriculum. By adopting synthetic turf, these organizations not only enhanced their facilities but also experienced their full potential.

Similarly, public recreation organizations such as park districts, always in pursuit of consistent revenue streams, recognized the immense value of these all-weather fields. Even if rain interrupts a game, synthetic turf fields have been thoughtfully engineered to drain quickly. This means they’re ready for action far sooner than natural grass fields, allowing for more community events, tournaments, and celebrations. Synthetic turf is not just about convenience or durability; it’s about unlocking new possibilities and reaching new heights in sports and community engagement.

The Challenges of Innovation

Every innovation, no matter how groundbreaking, brings a set of challenges. The initial excitement surrounding synthetic turf was soon met with the intricate realities of its implementation. New constructions, especially in areas with strict local regulations, faced the challenge of securing multiple permits. Stormwater regulations, often varying from one jurisdiction to another, became a focal point of attention. Retrofitting existing sites presented its own set of challenges. The topography of natural grass fields, designed for optimal surface drainage, often didn’t align with the requirements of synthetic turf. This meant significant grading work to modify a field designed for natural grass to a field designed for synthetic turf. 

Warren Township High School in Gurnee, Ill. recently faced a similar challenge. Situated in a flood plain, their field required specialized solutions. The primary concern is the specific gravity of crumb rubber is close to that of water. This meant that during storm events, the crumb rubber could easily wash away, potentially draining into area waterways. To address this concern and maximize the potential of the field, we worked with the turf supplier and proposed a solution that involved increasing the sand content and selecting a denser style of rubber for the infill. These measures bolstered the turf’s resilience against flooding concerns and mitigated potential environmental hazards.

Environmental and Health Concerns

Yet, as synthetic turf gained traction, it also attracted scrutiny. Concerns arose, particularly regarding the materials used, such as rubber. Environmentalists and health experts raised concerns about potential health hazards and environmental impact. Recognizing these concerns, the industry sought innovative solutions. Recently the Schaumburg Park District in Schaumburg, Ill. opted for an eco-conscious approach. For their synthetic turf sports fields, which cover an impressive area of more than 500,000 square feet, it was recommended they use an olive pit infill for their baseball and softball fields. This decision not only addressed environmental and health concerns but also highlighted a commitment to sustainable solutions in the evolving landscape of synthetic turf systems.

Modern synthetic turfs are not just about playability, they also represent a focus on sustainability and health. These advancements reflect the industry’s dedication to ensuring that the benefits of synthetic turf are not overshadowed by potential drawbacks.

The Art of Choosing the Right Turf

With the market rapidly expanding, the choice of turf became a complex decision. With a rise in demand came an array of turf varieties, each boasting its unique set of advantages. Facility managers had to weigh multiple factors: the type of sport, player safety, maintenance requirements, and even aesthetic appeal. Innovations, such as the slit film, emerged as frontrunners during the second generation. Designed to cater to multiple sports, these turfs minimized common issues like rubber “splash”, ensuring a consistent playing experience. 

Maintenance: The Key to Longevity

As the second generation of synthetic turf fields became more prevalent, the emphasis shifted to their longevity, adaptability, and maintenance. Regular maintenance, often underestimated in the early days, emerged as a critical factor in extending a turf’s lifespan. Manufacturers, recognizing the need for guidance, began offering detailed protocols. These guidelines emphasized that consistent care – from cleaning to periodic inspections – could significantly extend a turf’s lifespan, ensuring consistent playability and safety.

Proper maintenance is not just about preserving the turf’s appearance. It’s about ensuring that the field remains a safe and conducive environment for athletes. The wear and tear as well as long term compaction of the infill, if not addressed, can lead to uneven and hard surfaces, increasing the risk of injuries.

Financial Implications and Long-Term Benefits

The financial aspect of synthetic turf was another point of discussion. The initial investment, while substantial, was easily justified by the long-term benefits. From increased revenue streams due to its versatile use and increased programming, to the significant reduction in maintenance costs, the advantages were clear and compelling.

Organizations implementing synthetic turf found that the return on investment was swift, especially when considering the increased usability of the fields. A synthetic turf field, unlike its natural counterpart, can host multiple events in a single day, from a morning soccer match to an evening baseball game, without any downtime in between. 

Community Engagement and Synthetic Turf

One of the often-overlooked benefits of synthetic turf is its role in fostering community engagement. With the ability to host diverse events, from sports tournaments to community gatherings, these fields become centers of activity. Communities and organizations find that these spaces, with their all-weather reliability, become focal points for social events, promoting a sense of unity and shared experience. These fields offer an opportunity to maximize their potential beyond traditional sports. They can serve as venues for cultural festivals, outdoor movie nights, community yoga sessions, and more, truly integrating them into the daily life of the community.

Schools with synthetic turf fields often see increased participation in sports and physical activities. The fields, being available for extended hours without the risk of wear and tear, encourage students to engage in extracurricular activities, promoting physical fitness and teamwork.

The Future of Synthetic Turf

The future of synthetic turf is not just about its continued adoption but also about its evolution. Research and development in the sector are ongoing, aiming to produce turfs that are not only more resilient and eco-friendlier but also adaptable to a broader spectrum of sports. As technology progresses, the horizon holds promise for turfs with enhanced shock absorption and the integration of smart technology to elevate the sporting experience.

Tomorrow’s synthetic turf fields will be more than mere playing surfaces. They’ll be intelligent, adaptive, and increasingly community centric. The incorporation of infrared sensors could offer real-time insights into field conditions, allowing for immediate action when maintenance needs are detected.

The ascent of multi-sport synthetic turf is not just a trend; it’s indicative of the industry’s commitment to excellence, innovation, and community well-being. By maximizing the potential of these surfaces, we can unlock new avenues for sports, recreation, and community engagement. As we continue to explore its potential, one thing remains clear: the future of synthetic turf is bright, offering a wide range of possibilities for modern facilities. Driven by focus and precision, the industry is poised to offer solutions that not only meet but exceed the expectations of today’s dynamic world.

Brian Wesoloski, P.E. CFM, is the Director of Site Design Services at Gewalt Hamilton Associates, an employee-owned consulting firm based out of Vernon Hills, Ill.

A Symphony of Sustainable Endeavors

In the multifaceted and dynamic landscape of the AECO industry, documents form the harmonious melodies of progress. Generative Pre-trained Transformer (GPT) conducts these chords and orchestrates them into a seamless symphony of sustainability and Environmental, Social, and Governance (ESG) initiatives, translating the myriad  documents into profound, actionable insights and streamlined processes. This role brings forth transformative advancements, fostering a culture of innovation, ethical responsibility, and enduring sustainability within the sector.

Integrating ESG Principles in the AECO Landscape

In today’s world, ESG initiatives are not mere supplementary components but are at the forefront, becoming paramount in the AECO industry. They are critical because they represent a commitment to adopting sustainable and ethically responsible practices, thus directly impacting project planning, execution, and long-term considerations.

• Environmental Responsibility: With growing concerns about climate change and environmental degradation, project creators are expected to minimize the environmental footprint. This includes optimizing resource use, reducing emissions and waste, and implementing sustainable design principles. By adhering to environmental considerations from the outset, projects not only mitigate harm to the environment but also often realize efficiencies and cost savings in the long run.
• Social Equity: The ‘Social’ aspect of ESG places emphasis on the impacts of projects on communities and individuals. It requires attention to worker rights and safety, community engagement, and social inclusivity. Projects are increasingly evaluated based on their contributions to societal well-being and development, with an eye toward equitable outcomes and community enrichment.
• Governance Standards: Governance pertains to the ethical conduct of businesses and adherence to laws and regulations. Proper governance structures ensure organizational accountability, transparency, and integrity, fostering trust among stakeholders and mitigating risks associated with legal non-compliance and ethical lapses.

ESG initiatives are reshaping industry standards and norms, dictating that projects should not only be economically viable but also socially equitable and environmentally sustainable. They will influence every phase of a project—from conceptualization and planning to execution and operation—ensuring a holistic approach to sustainability, ethical conduct, and social responsibility. By integrating ESG considerations, the AECO sector can deliver projects that are  innovative and efficient but also resonate with the values and needs of society and contribute to a sustainable future.

GPT-enabled capabilities facilitate enlightened and informed decision-making, enabling the practical realization of responsible and sustainable projects from their conceptual stages.

Holistic Insights and Data Synthesis

Delving deeper into the transformative capabilities of GPT-based development and implementation, its ability to synthesize and analyze diverse sets of data emerges as pivotal. It processes varied data from regulatory documents, performance reports, and more, providing multifaceted insights into ESG initiatives. This rich integration of diverse data forms is foundational for informed and comprehensive sustainable practices, thus ensuring meticulous and enlightened decision-making processes.

For example, GPT can be utilized to process regulatory compliances and industry standards to pinpoint optimal sustainable materials and construction practices, thus empowering architects and engineers to integrate sustainable choices right from the conceptualization stage of a project. For instance, extracting data about energy-efficient materials from various documents enables the formulation of designs that are inherently eco-friendly.

Proactive Analysis

GPT’s analytical capabilities allow the AECO sector to embrace a proactive stance on sustainability. By interpreting the latest sustainability narratives and events, GPT equips organizations to adapt and respond swiftly to the evolving sustainability landscape, enhancing their resilience and adaptability.

To illustrate, if there is an emerging discussion or a newly released study on sustainable urban development, GPT can be directed to collect, analyze, and interpret it in real time. This allows urban planners and developers to incorporate new insights and innovations into their projects immediately, boosting the adaptability and resilience of urban landscapes to environmental changes.

Predictive Insights for Future Sustainability

GPT extends its reach into offering predictive insights, enabling a forward-looking approach to sustainability. It empowers the AECO sector to anticipate and strategically align their sustainability practices with emerging trends and challenges, optimizing resources and ensuring readiness and strategic foresight in evolving sustainability discourses.

For example,  a GPT-based solution to analyze patterns and trends in environmental data to foresee potential challenges in water management for construction projects would enable project managers to implement water conservation strategies proactively, thereby mitigating the impact on local water resources.

Inclusive Stakeholder Engagement and Sentiment Analysis

GPT’s role is also crucial in understanding and addressing the diverse sentiments and expectations of stakeholders. By analyzing a plethora of textual inputs, GPT facilitates more inclusive, equitable, and responsive sustainability initiatives, ensuring the alignment of projects with the perceptions and needs of communities, employees, and other stakeholders.

Taking a cue from the catering industry, GPT can be configured to analyze community feedback on proposed construction projects, offering insights into local concerns and expectations. This input can guide project developers in adjusting plans to address community needs and preferences, fostering a more inclusive, transparent, and community-oriented approach to project development.

Ethical Considerations and Responsible Innovation

In leveraging GPT’s capabilities, the imperative need for responsible use and ethical considerations is paramount. Balancing transparency, data privacy, and mitigating algorithmic bias is integral to ensuring morally sound and responsible innovations in the AECO sector.

When using GPT to analyze data for sustainable project development, it is essential to ensure ethical sourcing and handling of data, particularly when it involves community input or sensitive environmental data, to maintain trust and ethical integrity in the utilization of Artificial Intelligence (AI) for sustainable development.

Overcoming Challenges

While GPT stands as a colossal beacon of sustainability enlightenment, it is vital to recognize its limitations and inherent challenges. The precision and relevance of its responses largely depend on the available knowledge from its last update, meaning real-time, evolving data and post-2021 developments in sustainability standards and technologies would require supplementary data sources.

To ensure the continued relevance and accuracy of GPT in empowering sustainability, there is a need for continuous learning and adaptation, integrating it with other AI systems, and refining its knowledge base with the most recent advancements in sustainability and ESG standards.

A Sustainable Future Awaits

By acting as a powerful catalyst in the integration of ESG initiatives, GPT is paving the way for a sustainable future in the AECO industry. It empowers stakeholders to seamlessly align their projects with sustainability goals, fostering a culture of responsibility and environmental stewardship. The interweaving of GPT’s capabilities with sustainability efforts is not just a leap towards greener projects but a stride towards a sustainable, balanced, and harmonious world.

 Similar to how the combination of GPT and embeddings revolutionized document management in the AECO sector, the integration of GPT in ESG initiatives is setting the stage for a greener, more responsible AECO industry. The incorporation of this innovative technology is streamlining processes, enhancing understanding, and ultimately, driving the realization of a sustainable vision for the AECO industry.

Author Bios

Dr. Jeff Chen, Ph.D., LEED AP is Director of Digital Transformation, Symetri. Dr. Chen leads digital technology integration services for all aspects of client businesses to drive efficiency, reduce environmental impacts, and increase sustainability.

George Broadbent is Vice President of Asset Management, Symetri. Prior to his current role, George was Director of Asset Management. He has more than 25 years of diversified professional experience in Asset Management, Electronic Content Management, System Architecture and Vital Records Planning and Management.

When the National Football League’s San Diego Chargers moved to Los Angeles in 2017, they left behind Qualcomm Stadium. Once the community decided what to do with the site, little time was wasted. Following a local ballot initiative, San Diego State University (SDSU) took ownership of the site in August 2020. The venue opened on time on September 3, 2022. Pretty fast, as stadium projects go.

As site infrastructure design and engineering consultants, Bowman had a significant role in this speedy turnaround.  The project plans, led by architectural firm Gensler, called for a fresh build. Qualcomm Stadium, opened in 1967 as San Diego Stadium, would be demolished. The new Snapdragon Stadium at SDSU Mission Valley would be home to SDSU Aztecs football, San Diego Wave FC of the National Women’s Soccer League and the San Diego Legion of Major League Rugby. To underscore the significance of this moment, the new venue’s big debut would be a nationally televised college football game in September 2022.

There was a logistical challenge, as the old stadium would continue operating while the new one was built immediately next to it. While not uncommon, it doesn’t make a project go any faster.

The project was also meant to address a number of environmental concerns, including periods of severe flooding, as the old stadium was on a floodplain where a creek meets the San Diego River.  New construction created the opportunity to put an end to the flooding issues. It also has the potential to grow to become more than a stadium, with later phases to incorporate mixed-use residential and retail, affordable housing, biking and pedestrian trails, and an innovation district with research, lab, and office space.

Several factors came together to make for rapid construction.  The pandemic, painful as it was, proved to have one silver lining. Qualcomm was demolished far earlier than originally planned. Crews didn’t have to work gingerly around an operational public structure while building a huge structure right next to it.  The quickened timeline sped up the process while also providing developers with a much-needed resource: dirt.

One of the daunting challenges recognized early on was that some 389,000 cubic yards of soil would be needed to raise the site above the floodplain level prior to construction (for reference, a dump truck typically holds about 10 cubic yards of soil). The former stadium sat on what was akin to a large anthill-like structure, with the stadium in a cone at the top. With Qualcomm out of the way, developers wouldn’t have to source their entire infill from afar. They could move it according to the needs on the site. The soil provided by the “anthill” meant only 173,000 cubic yards had to be externally sourced–no small number to be sure, but much more preferable to the total.

Creative use of Building Information Modeling (BIM), tools also helped. The classic use case for BIM concerns architecture, particularly on the inside of a structure. For Snapdragon, consultants applied BIM to the exterior and underground area in an obsessively granular manner. This included the existing underground situation: 4,000 support piles and a “spaghetti” of underground pipe-and-wire infrastructure. The crews knew where everything was. Topside, every light pole, tree, and piece of conduit was accounted for.

Gathering and inputting all this information called for a lot of upfront work. But it paid off later by avoiding unexpected hiccups and snags–which tend to happen when doing things like moving a 48-inch water main. Designers, engineers, and workers had better information at their fingertips without having to dig into the ground first to get it.

Not to be overlooked was the unwavering preparedness of SDSU. University leadership began comprehensive design work early on. When the go-ahead was given via ballot approval, plan development was underway. SDSU took ownership of the site on August 13, 2020. The first shovel went into the ground on August 17.

Within its first year, the $310 million, 35,000 capacity multipurpose venue played host to over 130 events, including international and local sporting events, concerts, festivals, championships, community events, and much more. A 34-acre river park with bioretention basins now makes for a natural buffer zone against flooding.  Natural features and native vegetation create a new destination to what formerly had been one of the largest parking lots west of the Mississippi River. And the city of San Diego retains a great home for sports.

Martin Jones is a senior project manager at Bowman. Jones was the lead project manager for the company’s site infrastructure design and engineering consulting work on the Snapdragon Stadium project.

One of my mentors always tells me: “In business—especially architecture, engineering, and construction—communication is the differentiator.”  A lot of GCs handle problems the exact opposite way:

• They don’t trust their Subs
• So they don’t communicate key information
• Because they don’t want them to use it against them

Which then leads to those Subs:

• Not trusting the GC
• Concealing their own information
• And constantly trying to find ways to “get one over” on the GC

It’s really an ugly cycle.  But I’m here to tell you from my 7 years as a Subcontractor, that it doesn’t have to be this way.  I’ve worked with some really collaborative GCs. Ones who not only trusted their Subs, but went as far to say, “we are nothing without our subs.” It all starts with good, honest communication at the beginning of the project.

The projects with these GCs consistently produce better Owner/Architect/GC/Sub relationships, more positive jobsite culture, and deliver better projects. Here’s the simple but essential 4-step approach collaborative GCs use to make it happen:

1. Have a Pre-Project Kick Off

If you want to build a collaborative team, the first thing you need to do is get that team in the same room together. The pre-project kick off meeting is a great time to do that:

1. Invite the architect, owner’s rep, and key subs.
2. Set aside a few hours, and buy everyone pizza.

I had one GC do this for a $100MM Community College project. From day one, it made me feel like an important part of the project who knew all the stakeholders. By 8 months into the project, those stakeholders started becoming friends. As a result, our team—and the other team’s in that meeting — had a real connection to each other. We all worked great together.

It works really well, and it gives you an opportunity to set some really important expectations.  The next 3 steps are all Agenda items you can use in this meeting.

2. Share The Project’s Mission

Once you have everyone together, the best thing you can do is share the project’s Mission.

In the example above, the Mission of the project was to produce the best Health and Life Science Building in the Maryland Community College System. The GC clearly identified that the students were the priority: make this building great for them. And it totally made all the Subcontractors in the room feel like we were a part of something deeper than our scope of work.

Compare this to the normal Mission your Subs would have of “making money” and you can see why having a deeper mission leads to more collaboration and better outcomes.

GCs can control this motivation by simply being clear about why we’re here to build this project.  It’s a really cool way to be collaborative.

3. Tell Your Team’s Story

After you share the Project Mission, then you should get deeper into your team’s story.

For this step, I believe the most effective way to tell your story is to compare yourself to bad project teams so that the juxtaposition shows your dedication to being different.  This may sound like:

“My name is Katherine and I’m going to be the Senior PM running this project. I have been a part of some really bad projects in the past, as I’m sure many of you have been too. I’m talking about projects where no one trusts each other, everyone is only looking out for themselves, and we end up being late and over budget.

In fact, I remember one time specifically that I really screwed up because I didn’t give my Sub some important context and it led to them making a really bad decision onsite that set us back 3 weeks. I tell you this because I want you to know my commitment to never running a project like this again. I am here to be collaborative, open, and honest because in my experience, that leads to the best outcomes. That is my commitment to you.

And if you ever catch me acting outside of those commitments, I want you to call me out for it. And if I ever catch you doing it, I will feel comfortable doing the same. This is the type of GC we want to be. And these are the types of Subs we want to be on this project.”

That short story-telling of past mistakes and a commitment to being better will resonate with all of the parties involved and set the project up for success from day one.

4. Communicate Your Contractual Philosophy

The Contract is always the elephant in the room.  But the most collaborative GCs I have seen don’t let the Contract stand in the way of building great projects.  So what do they do?  They communicate their contractual philosophy.

Some teams bring up the contract all the time. No matter your question or objection, they send you an email stating which article in the Contract to follow.

But other teams aren’t that way. Other team’s actually listen to their Subs and want to know any issues with the Drawings and Specs—and more importantly, are willing to follow logic when it contradicts the Contract Documents. Usually, these same GCs hardly ever bring up the Contract, and instead create an expectation that Subs own their scope of work, and don’t send change orders for every small thing.

When Subs feel comfortable that they’re not always going to get screwed by the Contract, they’re more willing to do a little extra work here and there that they know they should realistically own anyway.

In my opinion, the logical approach works WAY better than the “do what the Contract says” approach, but either way you need to make it clear early and often how you plan to use the Contract in running the project.

“We all want to be on a great project.”

Construction projects are crazy because they can totally change your life for 1-4 years.  Every day, you have to wake up and go to that jobsite and be with that same group of people.  And unfortunately, most projects are “bad projects”: People argue and fight, no one trusts each other, and it’s hard for the teams to wake up and go to the job every day.  It sucks, and it doesn’t have to be that way.  One mentor I look up to always say, “We all want to be on a great project.”  And it’s true isn’t it?  If you never have experienced it, there are some projects that you actually feel sad when they end because of how great it was.  So if you’re going to sink 1-4 years of your life into something, why not make it a great project?  You have the ability to make every project a great project.  Just be collaborative, have a pre-project kick off, and communicate often.  Give it a try, and let me know what you think.

Matt Verderamo is passionate about making the construction industry a better place to work for all people. His weekly newsletter, Building Balance, helps construction professionals accelerate their careers (without burning out). He is a strategic consultant at Well Built Construction Consulting and Board Member of the Building Congress & Exchange Foundation. Connect with him on LinkedIn.

Trailblazing transit couple discusses what they’ve seen throughout their public and private transportation careers and how changing attitudes and technology are reshaping the industry.

Sit down to dinner with Jannet Walker-Ford and Nathaniel P. “Nat” Ford and you’ll see their connection to transportation progress and innovation in the United States is undeniable. From the integration of mobility technology, to leveraging autonomous vehicles for fleets, to transporting vaccines, to creating equitable access for underserved communities, this “power couple” is helping shape our nation’s mobility.   

The Fords have not only witnessed their share of advancement in transit throughout their impactful careers, but each has also played a significant role in the influence and expansion of the country’s transit network that has taken shape over the past two decades. 

Jannet is a senior vice president and transit and rail market leader for WSP USA, a leading engineering and professional services consultancy. In this role she is responsible for leading the strategy for growth and innovation and delivering technical project excellence in the transit, rail, mobility, freight, and intercity rail markets. She is the current chair of WTS International, an organization committed to advancing women in transportation; and also serves on the American Public Transportation Association’s (APTA’s) Executive Committee.

Nat is CEO of the Jacksonville Transportation Authority (JTA), the innovative regional public transportation provider and mobility integrator in Northeast Florida. He is a leading advocate for autonomous vehicles and others on how they can improve the quality of life for travelers throughout the nation. In 2022 he served as chair of the Transportation Research Board, a division of the National Academies of Sciences, Engineering, and Medicine that promotes innovations, technology, and research in transportation. He is a former chair of APTA.

With their tireless commitment to transit, their pursuit of improved equity and an understanding of where public transportation is heading, one can imagine the ideas and perspectives shared during family dinners at the Ford household. 

Public and Private Collaboration

Jannet and Nat have experienced both the public and private sides of transportation over the course of their careers. Both agreed that when it comes to collaboration, the two sectors have come a long way. 

Nat: Early in my career, the public and private sectors largely operated in silos. There was truly no real collaboration in advancing policies or developing programs that advance the customer experience. However, that has changed and now both sectors work together constantly. Public-private partnerships, technology, alternative fuels, and other advancements have contributed to bringing the public and private sector together to collaborate. 

Jannet: During my tenure at the Metropolitan Atlanta Rapid Transit Authority (MARTA), I held roles of chief information officer and deputy CEO, where I led a transformation of the agencies’ business systems and the upgrade of the fare payment system to a regional payment system—the Breeze Card Systems, the first of its kind in North America. These programs required close and frequent engagement with the riding public, community, stakeholders, and other regional operators as well as a close partnership with the private sector. A trusted and collaborative relationship with the private sector was crucial in their successful implementations.

Nat: There is also collaboration in our shared industry-related trade associations such as the APTA; TRB; the International Bridge, Tunnel and Turnpike Association and many others. I became chair of APTA around the time that Uber, Lyft, and other providers were using technology to provide “first- and last-mile” services. I challenged my colleagues to see these private sector companies not as competitors, but as allies, to help our systems grow and meet the needs and demands of our riders. Today, there are multiple partnerships across the industry. 

Jannet: All of this is being done to improve the customer experience and options to take them where they need to go and enjoy their quality of life.

Delivering on Promises

The US Bipartisan Infrastructure Act (BIL)—previously known as the Infrastructure Investment and Jobs Act—as well as the more recent Inflation Reduction Act, are providing unprecedented levels of funding for transportation modernization, and expansion projects. Jannet and Nat explained why this is going to require a fresh look at how transportation has been historically funded and programmed.

Jannet: The future of transportation is complex, dynamic and exciting. We are in a state of rapid growth and continual transformation. Historical funding opportunities and federal programs are taking root, innovative technologies are becoming the norm and alternative fuel and energy sources are becoming more available. As we contend with the lingering effects of COVID-19 and workforce shortages, we are making vital policy decisions that will provide for safer, more sustainable, equitable, and accessible systems. 

Nat: In public transportation, funding historically has been earmarked for buses, trains, and infrastructure. In the 21st century, we must think beyond that and provide funding to enhance our role as mobility integrators that provide a variety of multimodal options that include walkability and cycling, greenspace, paths and trails, and transit-oriented development.

Jannet: The highlights from the BIL—now in into the second of the five-year funding of $1.2B—covers improvements in infrastructure such as:

• $66 billion in passenger and freight rail,
• $7.5 billion to build a national network of electric vehicle chargers, and
• $39 billion for transit and accessibility improvements.

With this investment in transportation and infrastructure, we have the crucial opportunity to provide systems designed with the kaleidoscope of riders and their diverse needs, safety and access, accommodations, and perspectives in mind. We will see a difference in the usage of those systems, ridership numbers will increase and communities will benefit from access to new and meaningful connections to places, jobs, healthcare, educational institutions, voting locations, resources, and opportunities that did not exist before.

Nat: Now it is our job as transportation professionals to make sure we deliver on the promises made. 

Driving Innovation and Technology

Jannet and Nat identified several challenges and opportunities awaiting the transportation sector.

Nat: The opportunities I see on the horizon for the industry are driven by innovation and technology. Both are powerful tools to address the priorities our customers demand. It helps us create integrated systems across all modes of transportation, putting the power at the fingertip of customers. It can support the dismantling of equity barriers and make sure there is more reliable access to services. It will provide more opportunities that help us deliver services that are environmentally friendly with more electric vehicles.

Jannet: When I think about the future of the industry, I see a focus on moving into new, smarter sources of energy, artificial intelligence, automation, and new mobility and technological infrastructure to support these innovations. 

Nat: A game-changer will be autonomous vehicle technology. Automation and all the opportunities in innovation and technology are helping us attract and retain a skilled workforce. It is also showing newer generations the amazing possibilities a career in the transportation industry can provide. Of course, all these opportunities lead to greater community services, enhancing the quality of life.

Jannet: We must address the availability of adequate operational and capital funding to meet the needs of our transportation systems and aging infrastructure. We need a skilled workforce that is more diverse and gender-balanced and ensure that equity in the planning, design and delivery of the projects addresses our most pressing infrastructure needs.

Equity Focus on Infrastructure

The Fords see critical opportunities for the private and public sectors to work together and solve some of the transportation industry’s biggest challenges.

Jannet: We all know the history of public transportation—including railroads, bridges, transit, and airports—and like the history of our country, it is complicated. Too often, decisions about where and how to build infrastructure disproportionately benefited some, while disenfranchising others. 

An equity focus on infrastructure is championed by the public sector and is currently—and should always be—a key consideration in public transportation and infrastructure improvements. But it is not just the federal administration and public institutions and agencies that are focusing on equity. More and more private sector entities are understanding how the history of their infrastructure and decision-making created unintentional consequences for communities throughout the United States. 

In cities, it was often Black and Brown communities who were devastated, while in more rural areas of the country it was often the lower income and Native communities who were disenfranchised. As transportation professionals we are charged with making important decisions that impact society. An equitable, diverse and inclusive group of stakeholder voices are vital for the road ahead. We can acknowledge past indiscretions that actively harmed communities, especially communities of color and other disadvantaged people, while choosing better alternatives that will actively help rectify the standing outcomes of these choices.

Nat: I have seen the benefits of public and private collaboration within my own agency. Forming public-private partnerships (P3s) to serve the public that are financially beneficial, sustainable, diverse, efficient, and safe has enabled the JTA to become a best-in-class transportation authority. 

P3s have been integral to the JTA’s success—from building a clean energy fueling station for public use and the JTA’s fleet of compressed natural gas vehicles, to deploying our Ultimate Urban Circulator driverless vehicles for Florida’s esteemed Mayo Clinic during the pandemic, to collaborating with microtransit services to provide first-and-last mile rides and door-to-door service. JTA has a successful track record of collaborating with the private sector.

Jannet: In order to be successful in meeting these challenges, the public and private sector will need to work collaboratively and expeditiously to plan, design, and implement projects that address these issues by leveraging the once-in-a-generation investment provided in the BIL. It is the responsibility of the public and private sector to collectively rise to the occasion and deliver on the promise of a more equitable infrastructure for the next generation.

Lasting, Positive Change

Jannet and Nat said that much of their success is attributed to aspects of transportation that bring them joy and satisfaction.

Nat: My most meaningful achievements have embraced innovations that lead to lasting, positive change. Every agency I have worked at I have had an opportunity to launch innovations that were the first of their kind. At MARTA it was the Breeze card; in San Francisco, it was the first real-time parking app; at the JTA it was the first system redesign in modern history with the route optimization initiative, and later, the U2C. I have always had a vision about how to improve transportation services and a vision about improving the quality of life in my community. 

Jannet: If I had a chance to meet my younger self, I would tell her that no one person knows everything—this is why you have teams. Many times we think we need to know every bullet point of a position or job description to do it well. We learn later in life that everyone “wings it” at some point. We learn by doing and the growth environment of interacting with our peers and learning your organizational culture and values. And that is OK.

Nat: I would tell my younger self to never forget the importance of relationships with people. The close personal and professional relationships I have formed during my 40-year career are ones I will always treasure.

So, what’s it like to work in the transit sector as a married couple? Come join them for dinner—a meal worth savoring. 

Sports and athletics play a massive role in American culture and society, and this importance is reflected in the space they occupy within the built environment.  For as long as humans have grouped together there have been sports and games.  Over time, these activities moved towards the core of society, and were elevated into meaningful acts of community, courage, and spirituality.  The relationship between sports and society and the resulting reflection on the built environment can be seen time and again throughout history–from the Mayans to the Romans and everywhere between.

America’s obsession with sports–both professional and amateur–seems to make sense in the context of this long tradition.  In recent history, the proliferation of professional sports has bolstered the grand scale of American sporting infrastructure, but the popularity and ubiquity of amateur sports in every corner of the country is evidence of this shared tradition.  From Alaska to Florida and everywhere between, in every city and town–no matter the size it seems–there is a purpose built field or space to house athletic competitions both formal and recreational.  Regardless of population or geography there is always a space–baseball or football field, a rodeo or basketball arena, a baseball diamond or running track–to reflect this deeply rooted connection.

Although baseball holds the title of America’s pastime and football is the most popular sport in the United States when judged by its ability to draw television viewers, the sport with the most participants, by far, is basketball.  This massive gap in participation is in large part due to the position the sport has in the built environment.  Unlike baseball or football, basketball is more easily played indoors, and doesn’t require the same maintenance and upkeep of hockey rinks or pools.  Thus, for small communities and communities with less access to resources, an indoor basketball court is a good recreational option for the amount of investment required.

The sport of basketball was invented in 1891 for just that purpose when Dr. James Naismith–a physical education instructor in Springfield, Massachusetts–set out to create a new indoor game that would entertain and exercise his students through the long winter months.  And, although the game we play today bears many glaring differences to the one played on that December day in Massachusetts, basketball quickly grew in popularity.  High schools and colleges throughout the region soon began fielding teams, and it wouldn’t be long before the game spread across North American.  As more and more communities began to field basketball teams, more and more gyms and fieldhouses began to crop up in communities small and large.

In states like Indiana, basketball quickly became a central part of school and community identity.  Many towns and cities raced to construct new homes for their basketball teams, seeing it as an opportunity to build a multipurpose space centered around housing spectators for competitions.  Places like the Muncie Fieldhouse, which opened in 1928 and was larger than any of the college arenas in the state, were constructed not only in Indiana, but throughout the United States.  During this time, the game of basketball transformed into the game we know today, and transformed the way schools and communities build their athletic facilities.  Dr. Naismith set out to create a game that would keep his students active during the long winter months, and ended up transforming the build environment of communities throughout the United States as well as the entire world as basketball has grown into a global game.

As basketball continues to reign as the most played sport in the United States, it is important to note the influence this has on the AEC industry and the built environment.  Similar to other massively popular sports like soccer, basketball carries a very low threshold for investment in terms of participation–a ball, shoes (if necessary), and at least one hoop.  On the other side of this, however, is our investment as the creators of the built environment.  The AEC industry plays a massive role in shaping both participation and experience when it comes to sports like basketball, and these spaces have come to represent much more than just buildings.  They are the centers of community and commerce.  They are oftentimes more than places to just compete and practice–becoming places where people young and old can participate in shared experience.  Our role as the designers of the world around us is to facilitate this tradition, growing and spreading these experiences to new generations and continuing the long-held human tradition of sports and athletics.

Rigid-frame fabric buildings offer a permanent solution for athletic facilities.

For many entities, both public and private, the need for an athletics and recreation facility comes down to two options: A permanent brick and mortar building, or a lower-cost fabric bubble. In reality, there is another solution–the modern tension fabric building–that takes the known benefits of fabric cladding and applies them to a permanent facility.

Fabric buildings have become increasingly popular in the sports world because of their ability to fulfill the need for large open spaces, in combination with aesthetic appeal, fast delivery times, and relatively modest prices. Universities, communities and clubs alike have recognized fabric facilities as an ideal project fit.

Rigid-Frame Design

A turning point for fabric buildings came 13 years ago when Legacy Building Solutions first introduced fabric structures that featured a structural steel I-beam frame. Prior to this, tension fabric structures had typically relied upon hollow-tube, web truss framing systems.

This innovation allowed fabric buildings to be designed in the same fashion as conventional construction projects. The engineering credibility of this rigid-frame approach was unquestioned, whereas web truss designs had often been viewed as subjective among engineers. With known and proven I-beam frames providing the backbone, buildings using fabric cladding were now in a better position to succeed.

Space to Play

Web truss structures had another serious limitation in that they were typically supplied only in predetermined sizes. This basically forced organizations into picking the standard offering that most closely matched the dimensions that were actually desired. The price may have been right, but it came along with needing to make certain sacrifices if the structure was oversized or undersized in any way.

With a structural steel frame, end users have far more design flexibility. Facilities can always be engineered to the optimal specifications since every project begins with a clean sheet design. In effect, rigid-frame engineering was able to advance tension fabric buildings to a place where a facility can be constructed exactly as desired for its intended uses.

There’s no getting around the fact that turf sports like football and soccer take up a lot of space, especially if you want a full-size regulation field. Rigid-frame design allows fabric buildings to have long clear spans without any need for support beams that would interfere with the playing area. For indoor facilities where a track is also needed, it isn’t a problem to go wider and longer with the building dimensions.

From an engineering standpoint, brick-and-mortar buildings are obviously structurally sound as well. Where fabric becomes advantageous by comparison, however, is that the cost to clad a building with polyvinyl chloride (PVC) fabric walls is much less than constructing masonry walls or using other “conventional” materials. And the larger a building design becomes, the more that price differential is amplified.

Optimized for the Sport

Court sports like tennis, pickleball, basketball, and volleyball often come with defined guidelines for building peak height and roof slope to allow for the necessary space around the playing surface boundaries.

Older style fabric structures commonly featured curved frames that created unusable space near the building’s sidewalls. With I-beam framing, straight sidewalls allow for maximum utilization of the full building footprint. And because all building measurements can be customized from the beginning of the design process, engineers can easily account for specific sports and activities when determining the proper building dimensions.

Depending on the facility, support equipment such as scoreboards, video platforms, court dividers, netting, or batting cages could be required. The most efficient use of space often requires these types of items to be suspended from above or affixed to the walls. Likewise, features like fire suppression systems, lighting and HVAC must be accounted for from the very beginning of a project. With an I-beam design, engineers can accommodate any hanging or collateral loads that may need to be supported by the structural frame within the original plans.

Interior Environment

PVC has been the primary cladding choice for sports facilities for many years because it is more durable than polyethylene (PE) alternatives. Legacy Building Solutions offers a product called ExxoTec PVC that delivers a longer life expectancy, due to the added layers of primer and lacquer that surround its high-strength woven fabric.

The combination of improved fabric with the rigid-frame structural approach also allows for suppliers to apply appropriate insulation to meet energy codes or individual user requirements. Insulation is secured and protected by a liner, which is actually the same type of PVC used to clad the building exterior. The result is an airtight structure designed for maximum energy efficiency and reduced operating costs. When equipped with the proper HVAC system to control temperatures and humidity levels, these buildings can accommodate any athletic application, from hockey arenas to swimming pools and beyond.

The fabric liner also provides aesthetic benefits with a softer feel, better acoustics (especially compared to steel structures), and improved lighting due to the fabric’s reflective nature. Players and spectators who step into a fabric sports structure for the first time frequently walk away very impressed with the overall atmosphere inside. 

It’s worth noting also that PVC fabric comes in a variety of colors, so the interior and exterior could be made to match the colors of a team, organization, school, or community. If additional aesthetic touches are desired, it’s also possible to include a brick façade or other architectural features to the exterior walls.

Fast Construction, Long-Term Value

It’s important to examine the construction approach with fabric. I-beam fabric buildings utilize individual fabric panels, rather than a looser one-piece monocover like those seen on fabric structures of the past. Legacy’s patented fabric attachment system uses half-inch diameter bolts to clamp a keder rail to the top flange of the structural steel frame. Fabric panels are then slid through the keder channel to connect to each beam. This process allows fabric panels to be tightly pulled into place at the proper horizontal and vertical tensions.

The composition of rigid-frame fabric buildings allows them to be completed much faster than brick-and-mortar and other construction methods. A key reason for the shorter lead time is that companies like Legacy are full-service suppliers that can handle every step of the project from design to manufacturing to installation. This one-stop-shop philosophy also helps ensure higher quality control and avoid unexpected delays from waiting on outside vendors.

When considering project timelines, the lower investment to build, and the reduced cost to maintain–while acknowledging that the ideal playing conditions can be readily achieved–it’s easy to see why tension fabric buildings have become a desirable permanent facility solution for athletics and recreation organizations everywhere.

For several years, the United Kingdom’s National Highways and local authorities have been monitoring areas of ground movement within the embankments supporting the A595 roadway near Moresby Hall in Cumbria.

To address the deteriorating ground concerns, the National Highways developed a £16 million (approximately $20 million USD) improvement project. The goal was to rebuild the roadway embankments and integrate a new drainage system, thereby facilitating long-term improvements and reducing maintenance needs for the A595. 

Project Planning and Initial Phases

In 2022, Amey Highways (the project designer) and AE Yates Civil Engineering (the project contractor) collaborated with National Highways to begin planning an improvement project aimed at rebuilding the A595 embankments and drainage systems near Moresby Hall. The team worked closely with technical experts and material supplier, Greenfix. 

Two site enhancement locations were established, one on each side of the A595 roadway. 

Phase One: A micro-tunnelling technique was used to minimize disruption while two tunnels were installed under the embankment as part of the work to upgrade the drainage system along the A595.

Phase Two: Improvements to the A595 included restructuring embankments on both sides of the roadway. These embankments had an average length of approximately 140 meters (460 ft) long and up to 10 meters (33 ft) high.

Material Selection and Design Criteria

Given the height of the embankments, the project required a solution that could minimize settlement and mitigate the risk of overloading the newly installed drainage infrastructure below. A lightweight yet strong system that could also support a vegetated finish was essential. With these requirements in mind, the GEOWEB® Earth Retention System emerged as a viable choice due to its capability to withstand differential settlement without compromising structural integrity.

Following discussions with stakeholders and the technical team, it was decided that Presto Geosystems’ GEOWEB® Retaining Wall System, infilled with Leca® Lightweight Aggregate (LWA), would be employed to address the issues with the failing embankments. As part of this decision-making process, Presto Geosystems’ design engineering team conducted a complimentary project evaluation to provide further design assistance.

Product Features and Installation:
A Perfect Re-Pairing: GEOWEB Green Walls with Leca Lightweight Aggregate

The design engineers recommended that the GEOWEB System sections form the wall fascia with a minimum depth of three cells, thus creating a deep integrated section resistant to movement. Calculations were run to determine the factor of safety against sliding, overturning, and bearing capacity failure, and the wall design was deemed acceptable. 

The GEOWEB Reinforced Wall was designed to include the Greenfix 3PE geogrid for earth reinforcement, and the GEOWEB Wall green fascia was chosen to maintain a natural aesthetic when vegetated. Additionally, the patented ATRA® Wall Key was used to connect the GEOWEB sections at interleaf sections, and it was color-matched to the green fascia. 

The selected infill was the LECA® Lightweight Expanded Clay Aggregate (LWA) due to the much lower horizontal earth pressures it allows. Approximately 11,000 cubic meters (387,462 f³) of LWA was used to fill the GEOWEB Wall sections. Installation was designed for speed and ease, using materials that are both lightweight and easy to assemble.

Once infilled, the GEOWEB front panels were topped with topsoil and seed to create the required vegetated finish. Seed may also be mixed in with topsoil prior to infill, hydroseeding methods can be employed, or voluntary native vegetation can be used. The choice of plant species is not critical to the geocell’s functionality, so low-maintenance, native varieties are generally recommended. 

The GEOWEB Walls are both aesthetically pleasing and environmentally friendly, requiring no maintenance for vegetation and capturing stormwater runoff. Horizontal terraces collect rainwater, minimizing runoff and erosion from the impervious roadway surface. Local grasses and flowering vegetation will help ensure easy growth with a natural look, especially when using the green ATRA Wall Key.

Performance and Sustainability

Presto Geosystems’ GEOWEB Geocells offer industry-leading durability, design flexibility, and performance. The high-density polyethylene (HDPE) material is environmentally safe and has undergone third-party testing for long-term stability against weathering and oxidation. The GEOWEB system’s design flexibility accommodates various wall types, infill options, and site conditions while its unique structure minimizes hydrostatic buildup and enhances stability.

The GEOWEB Retaining Walls are made from premium HDPE resin, designed to confine infill materials and resist environmental degradation. This HDPE material is chemically inert and has been proven not to leach harmful substances or microplastics.

Not only are the GEOWEB Walls quick and easy to install, but they also offer a more cost-effective and sustainable alternative to traditional MSE walls, such as masonry or gabion block walls. They excel in performance under differential settlement, seismic activity, and hydrostatic pressure—benefits not commonly found in traditional systems.

Project Results

Since its completion in early 2023, the A595 Moresby Hall project has achieved several noteworthy milestones. It is now the largest GEOWEB Retaining Wall installation in Europe. The success of this installation was enhanced by the combined use of GEOWEB Geocells and LECA® Lightweight Expanded Clay Aggregate (LWA) as infill material. Both materials contributed to a sustainable and cost-effective solution that optimized stability and minimized the risk of future landslides.

The project has also earned recognition from English Heritage for its cultural importance, especially in relation to 12th-century settlers in the region. With this state-of-the-art earth retention system in place, featuring both GEOWEB System and LECA technologies, these historically significant embankments will remain stable and secure for generations to come.

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Florida Gov. Ron DeSantis recently said Florida emergency officials made final preparations ahead of Hurricane Idalia, as cities and counties ordered more than 1.5 million people to leave their homes in preparation for the storm, which rolled onshore in late August as a strong category-3 hurricane.

From hurricanes in Florida and all throughout the southeast, to wildfires in the western part of the country, evacuations are a part of life each year and are becoming more irritating for traffic congestion in a time of great panic. 

Is it inevitable that every evacuation will result in frustrating, patience-eroding, bumper-to-bumper traffic? The answer is both no and yes. No, because traffic engineers and planners have long known how to create evacuation plans that maximize the system’s capacity to transport people to safety. Yes, because it is unlikely that the solutions for effective evacuations would be put into action—that authorities would enforce what they require, and that the general public would follow those instructions—just as we haven’t been able to completely eliminate daily congestion on the nation’s freeway arteries in major metropolitan areas.

Because we know this, it is time to implement and leverage sophisticated AI and data-driven technologies that can assist local and state officials when the need arises to adjust to rapidly changing traffic patterns.

Sure, interstates are a source of great frustration, testing the patience of millions of evacuees. But just getting out of the city can be challenging simply because outdated traffic light technology isn’t designed to reprogram itself in the blink of an eye when inter-city traffic patterns rapidly shift.

Today, there exists the technology to help these traffic lights and intersections do just that.

AI NextGen solutions are providing evacuation traffic relief

New, AI-powered traffic lights are using sophisticated algorithms to analyze real-time data and traffic patterns, unlike traditional traffic light technology that operates on predetermined timers. Today’s AI systems and data studies traffic movements and learns from them to effectively optimize traffic flow, even when traffic patterns shift suddenly.

The AI systems are designed to make an accurate assessment of the traffic situation by combining data from multiple sources, including traffic sensors and cameras. As a result, it orchestrates a number of traffic lights, enabling vehicles, transit buses, and emergency response vehicles to pass through intersections more fluidly even during times of high traffic.

Even better is the fact that the implementation of these systems can be budget friendly since it does not require new traffic intersections or vehicle hardware.

Advanced cloud-based open architecture transit signal priority systems now combine asset management and automation to produce a system capable of providing services to an entire region. Unlike hardware-based systems, these solutions use pre-existing equipment and leverage cloud technology to facilitate operations. This removes the need for vehicle detection hardware at the intersection because vehicle location is known through the CAD/AVL system. It also enables both priority calls from greater distances away from signals and priority calls coordinated among a group of signals. Furthermore, the system provides real-time insights on which buses are currently receiving priority along with daily reports of performance metrics.

How the cloud-based technologies work with city systems

Cloud-based web portals are then leveraged to show the real-time location and activity of emergency vehicles, and area buses, including current assigned route, speed, bearing, next stop, on-time performance, and traffic priority status. In addition to individual bus data, the solution integrates other real-time data for display, including traffic signal phase state for signals within each transit region. There is also an additional portal that reports the daily TSP performance for each bus approach of every pilot intersection.

These advanced cloud-based TSP systems take the global picture of a route into account and use machine learning to predict the optimal time to grant the green light to transit vehicles at just the right time. It minimizes the interference with crisscrossing routes and simultaneously maximizes the probability of a continuous drive. This takes place even as traffic patterns shift in real time.

To enable safe and secure connections with traffic signals, each city receives a single device, a computer, that resides at the “edge” and serves as the critical link between city traffic signals and the AI platform. It is designed to securely manage the information exchange between traffic lights and the system and is the only additional hardware necessary.

With this technology now at our fingertips, cities and municipalities have the technology they need to properly accelerate the buildout of intelligent transit networks to benefit everyone in the region. As more of these solutions are utilized across the country, we can have the trust to move people through cities and communities on time and safely, even when new traffic patterns emerge or face additional stress from events such as dangerous weather-related evacuations.

Tim Menard is the CEO and founder of LYT (urban traffic solutions) and he would like to set up an interview to discuss this scenario and to explain how AI and predictive data are now teaming together to help traffic signals make real-time adjustments to accommodate additional traffic so that congestion is minimized in local regions. 

By Mary Scott Nabers

School doors have opened for the start of the 2023-24 school year, with many campuses under construction. Hundreds of planned construction and renovation projects will launch during this school year. In fact, billions of dollars have already been approved for projects that will get underway over the next two years. Examples of what can be found throughout the country follow.

A $221.7 million construction project for a school district is currently in the design phase in Sterling, Virginia. Students attending Park View High School will soon benefit from a new 295,000-square-foot education facility. Interestingly enough, the new school building will be located where the athletic field and stadium currently reside. That’s because school officials have announced that a new stadium and athletic fields will be constructed as well. The new school will have a capacity of 1,800 students and project components include all the standard elements: classrooms, cafeteria, auditorium, a media center, gymnasium, an auxiliary gym, outdoor physical education fields, and other associated spaces to support the high school program. A planned timeline is for demolition of current facilities to begin in 2024 with construction following within the same year.

A school renovation in Greenwich, Connecticut, is going through the design phase which will conclude this year. The project currently carries a projected cost of $42 million. To bring the Greenwich school building into compliance with the Americans with Disabilities Act, the city of Greenwich will renovate the facility but preserve the building’s historic appeal. The anticipated design is to remove the stairs in front of the building and replace them with accessible ramps around an open courtyard. Also included is the installation of an elevator and additional classrooms.

The Board of Supervisors for Fauquier County, Virginia, has approved an $80 million renovation project for Taylor Middle School. The renovations will increase the school’s capacity by 300 students. The project will include constructing a larger gym, expanded parking and changes to the parent pickup loop. A main entrance vestibule will strengthen the building’s security. Currently, in the design phase, construction is slated for March 2024.

City officials in Laurel, Montana received voter support for a $57 million bond package initiative to replace the aging Graff Elementary School with a new building for third through fifth-grade students. The former Graff Elementary School building will then be demolished and replaced with new softball and soccer fields, a track, and a parking lot. The project is currently in the design phase, with construction likely to happen in 2024 and be completed by the 2025 school year.

A $31 million school renovation project in Reston, Virginia, is currently in the design phase. Construction is slated for 2024. The renovation project will expand the facility by 126,000 square feet and improve numerous amenities on campus. A new administration wing with a main entrance vestibule will be added along with a new library, classroom space, and three outdoor play areas. The parking lot will be expanded to add 36 additional spaces. 

School officials in Winchester, Virginia, will oversee a $72 million renovation project on the James Wood High School campus. While still in the planning stage, the project will be responsible for redesigning the school’s appearance, increasing natural light and modernizing the facility. More space will be added to accommodate student growth and offices for faculty. Twelve new classrooms, a school clinic, a cafeteria, and kitchen will be constructed. Solicitation documents for construction could be issued as soon as late 2023, with construction slated for 2024.

The design phase is underway for a $52 million renovation project at Carroll High School in Allen County, Indiana. An expansion of 70,000 square feet will be the foundation for the project, but renovations will also be extensive. A new central media center will be added along with a new weight room that provides 50 percent more capacity, an expanded cafeteria space, 27 additional classrooms, support staff spaces, and a hallway to connect the fine arts area and the freshman center. Construction is slated for early 2024.

Similar construction, renovation, renewable energy, sports expansions, and modernized technology initiatives are being launched throughout the US Funding is available, and the number of contracting opportunities for all types of companies is historic. America’s schools will continue to need upgrades for the next several years.

Mary Scott Nabers is CEO of Strategic Partnerships, Inc.(www.spartnerships.com) and the author of Inside the Infrastructure Revolution – A Roadmap for Rebuilding America.

Carrying passengers between Los Angeles/Anaheim and San Francisco in under three hours, California High-Speed Rail is set to become the largest and most sustainable infrastructure project in the nation. Overseen by the California High-Speed Rail Authority (Authority), the system will transform mobility in California for the benefit of communities and the environment, and is the centerpiece for achieving the state’s climate and sustainability goals. The high-speed rail system will provide alternatives to one of the busiest short-haul flight paths in the United States, saving an estimated 62,000 annual airplane trips and taking 400,000 cars off the road every year. When completed, the rail system will link together California’s population centers and serve as a lever for positive economic growth for communities along the route.  

The high-speed rail system will cover a distance of 500 miles between Los Angeles/Anaheim and San Francisco, operating on 100 percent renewable energy from solar power and battery storage systems. The Authority turned to global sustainable development consultancy Arup to support their sustainability program and achieve the ambitious sustainability goals. As a part of their work with the Authority, Arup is responsible for several key tasks including renewable energy modeling and procurement, climate change adaptation and resilience, setting sustainable design criteria, managing greenhouse gas and air quality emissions, carbon offsetting, and sustainability reporting.  

Arup is leading a project team of 12 consultants, which include Arellano, BASE, Bio Studio, Build Momentum, Convey, ERP, GlobalASR, ICF, OMCI, Polytechnique, Strategen, and Terraverde. Most of the team consists of small businesses or Minority, Women, and Disadvantaged Enterprises. With the goal of powering California High-Speed Rail with 100 percent renewable energy as central to the Authority’s vision, Arup’s team will maintain a detailed model of energy used by the high-speed rail system while also integrating future cost scenarios, leading energy stakeholder and procurement outreach, and providing strategic plans and policy updates to the Authority. For additional resilience of the high-speed rail system, Arup’s team is updating the Authority’s 2021 Climate Adaptation Plan. According to Raphael Sperry, the sustainability project manager and an Associate Principal at Arup, this process includes “reviewing relevant climate impacts to best position the system to endure future shocks and stressors such as extreme heat and flooding.”

To accomplish the Authority’s ambitious goals for California High-Speed Rail, Arup will turn to their extensive experience in incorporating both proven and innovative solutions that advance sustainability. Sperry says that Arup’s approach foregrounds digital solutions such as automating data entry throughout the sustainability program – from project management to reporting to construction management. To do so, Arup’s team will rely on cloud-based environments as well as using the Environmental Mitigation Management Application (EMMA) – the Authority’s customized central database for tracking contractor compliance with requirements – to align with the program’s sustainability standards such as GRI, LEED, and Envision. This “digitally-led” approach is supported by Arup’s expertise with submittal review and data validation as well as contractor oversight, training, and review. 

Kate White, Arup’s project director and an Associate Principal, believes this project shifts the conversation about sustainable transportation towards a vision of mobility and equity with zero emissions, and that the project will have a significant impact on the economic growth and connectivity between different regions in California–such as linking the coastal cities with the historically underserved Central Valley. White adds that the project will be “transformative for California, allowing people across diverse areas to be closer together and access educational, economic, and cultural opportunities.”  From an emissions perspective, the speed and convenience of California High-Speed Rail will reduce both road vehicle miles and short-haul flights taken within California. In addition to reducing greenhouse gas emissions through transportation mode-shifting, the project has already offset its construction-phase emissions with in-state tree planting projects and has avoided hundreds of thousands of tons more emissions through land conservation strategies that also protect California’s biodiversity and combat urban sprawl.

Dedication to sustainability is reflected in the project achieving Envision Platinum certification, which is the highest standard in the framework for sustainable, resilient, and equitable infrastructure developed by the Institute for Sustainable Infrastructure (ISI). California High-Speed Rail is the highest scoring Envision transportation project in the world, and is the largest Envision project ever attempted. While the project has already earned Envision Platinum certification for its first phase, Arup is working to ensure that the subsequent design and engineering contracts deliver on the Envision strategies for future phases. As Arup’s sustainability team reviews designs and construction submittals, information is compiled and shared with ISI for periodic reviews. On the construction side, the EMMA database is central to reporting on Envision requirements, helping track tens of thousands of data points related to over a hundred Envision points. 

Both White and Sperry believe the Authority is on a trailblazing mission to continue delivering the nation’s largest, greenest infrastructure project. They believe that this megaproject serves as a foundation for California’s carbon neutral transportation system, and that Arup’s involvement on the project will help the Authority to advance leading-edge sustainability commitments and practices in construction and operations. Sustainability is at the core of the California High-Speed Rail project, and the Authority is demonstrating its commitment to those principals from construction to operation. 

Post-tension concrete is becoming an increasingly popular option within athletic facilities, particularly at the K-12 level.  Certainly, post-tension concrete is not a new option in the scope of athletic facilities–to prevent cracking on surfaces such as tennis courts and to ensure a longer life cycle– as it has long been used in the United States’ western regions.  However, its popularity is growing, and new post-tension concrete facilities are being built throughout the United States.  A major part of this growth in popularity is the development of its use as a surface for running tracks.

When used in an athletic facility such as a running track, post-tension concrete provides several significant advantages when compared to surfaces like asphalt.  In the long run, the decision to use post-tension concrete over asphalt means spending less money and time on repairs.  A track constructed of post-tension concrete is likely to last 25-years without noticeable damage, and the installation process removes the need to fill cracks before resurfacing.  Furthermore, because these slabs are in a constant state of compression, these facilities remain stable during extreme weather fluctuations.  From an athletic performance standpoint, post-tension concrete running tracks also provide several physical benefits.  Post-tension concrete running tracks can feature a polyurethane force reduction layer, which absorbs shock and helps reduce body fatigue, speeds recovery, and lessens pressure on joints without sacrificing performance.  Furthermore, post-tension concrete tracks avoid issues like pooling water and cracks, which form from irregularities and can cause issues with athlete safety.  

Earlier this year, the first post-tension concrete running track in the state of Indiana was constructed for Wes Del Schools in Gaston, Indiana.  This groundbreaking project was led by Schmidt Associates who has completed several post-tension concrete projects throughout the state primarily for tennis courts.  Allen Jacobsen points out that, while the use of post-tension concrete for tennis courts has been a viable option for several years in Indiana, the running track for Wes Del Schools represents a potentially significant shift in the market for post-tension projects.  Jacobsen, an Associate at Schmidt Associates, has more than twenty years of engineering experience and has worked on a variety of athletic projects for schools.

Schmidt Associates was approached by Wes Del Schools after several issues with high ground water, cracking, and soil conditions.  The previous facility consisted of a six-lane asphalt running track that had a consistent history of problems stemming from these root causes.  Bob Ross is a Project Manager and Civil Engineer for Schmidt Associates, and was a part of the team that was tasked with completing the Wes Del post-tension track project.  Ross describes the track as previously being in “terrible shape.”  The need to upgrade the facility was certain, but the district had trouble in securing an adequate solution.  It was clear that these problems extended beyond resurfacing the track and necessitated its complete rebuilding.  Ross says that, after talking with Wes Del Schools and discussing the available options, the decision was made to build the new track using post-tension concrete.  

Several factors ultimately contributed to the decision to use post-tension concrete for the project such as soil condition and the inability to place joints to accommodate for eventual cracking.  Ross points out that the decision to use post-tension concrete on the project had to account for the higher up-front costs that came with it. Ross points out that this is offset by maintenance cost savings when it eventually comes time to replace resurface, needing only to change the track’s wearing surface.  On an asphalt running track, this substrate work usually needs to be completed every time it is resurfaced, leading to higher costs in the long run.

Jacobsen says that the high upfront cost of post-tension concrete is an understandable concern when talking to clients about it as an option.  As schools in Indiana and elsewhere look for opportunities to wisely invest in the future of their children and communities, the option of a post-tension concrete running track represents a long-term solution to a commonly held problem.  If districts and schools are able to overcome the initial costs of installing a post-tension concrete track, they will be able to provide a safe and durable surface for their athletes to perform at their highest level for years to come, and will eliminate long term maintenance costs associated with alternatives like concrete.

No one can deny the complexity of construction. There are a million moving parts, a variety of stakeholders, and a number of vital details that need to be accurately tracked and managed–from material sourcing to labor availability to controlling costs–in order for projects and the business to be kept on track.

While many contractors have adopted various forms of technology to help manage and streamline project delivery, most of the software systems don’t automatically share data with one another. Instead, teams typically have to maintain manual steps in their workflow to import and export data across systems, or they simply use some systems for certain tasks and other systems for other functions, never integrating the data because it’s simply too much work.

This is particularly burdensome on large projects when one of the stakeholders insists on working within their software system of choice, leading to different systems that each tell a different story about where a project or the business stands in real time, leading to duplicative work, diminished productivity, and profit fade.

Interoperability gives contractors the ability to fix this by automating the flow of data between different systems without effort from the end user so that it’s consistent and all stakeholders can work off of the same information in real time regardless of how (or where) it’s entered. It also allows for project governance to be centralized and coordinated to the preference of the controlling stakeholder, often the general contractor or project owner.  

Data integration is an important means to achieve interoperability by programmatically connecting data together, at both the project level (between project stakeholders) and the company level (between internal systems).  

Contractor Hensel Phelps understands the challenges and opportunities inherent to interoperability, having tackled it both internally and externally in recent years, including working with Trimble. The company has learned a lot from their experience, which could be helpful to other contractors who are just starting their interoperability journeys and are interested in understanding the different paths that can be taken, along with their associated benefits. 

An Internal Push to Synchronize and Optimize Data

Hensel Phelps didn’t have a software development team until about five years ago. Before that, there were no in-house capabilities, which is pretty common as most general and trade contractors don’t have in-house software teams. Instead, they usually work with third-party consultants who integrate their data for them. 

This can be a difficult model to use because once you build a custom integration, you’re stuck maintaining it. Consultant staffers can easily come and go so the person who originally helped you may no longer work there, leaving you to undergo a new discovery journey, which can be expensive and time-consuming. 

At the time Hensel Phelps was first looking at the issue of interoperability, their primary ERP–Viewpoint Vista–was on-premise, and their project management system–ProjectSight–was in the cloud. They didn’t automatically connect, as the cloud was  still just a glimmer in people’s eyes and not actively used by most contractors.

Hensel Phelps was struggling with the fact that multiple stakeholders were having to enter details twice–once in Vista and once in ProjectSight–which was time consuming and prone to human error. They wanted to minimize the number of times that people had to interact with the same piece of data, while also enabling people to only have to use their system of choice. For field staff, this was ProjectSight. For office personnel, this was Vista. 

“An analogy that I’ve held onto for a very long time is that superintendents and foremans are always trying to minimize the number of times that a craft has to pick up a tool or material and move it to the spot where it needs to be installed,” said Jeremy Sibert, project manager at Hensel Phelps. “The more times you touch that tool or material, the less productive you are. You can view data in the same way. The more times our project and administrative staff have to touch a piece of data, the more productivity that’s lost.” 

Hensel Phelps embarked on integrating data for the original budget, contract invoicing, owner payment applications, and change orders since that data represented key financial transactions that both project staff and office staff had to actively input and manage to keep projects on track. 

“Vista was always accurate with respect to job costs to-date, money that’s gone out or money that’s received, but when subcontractor change orders were received, budgets weren’t always getting adjusted in ProjectSight, which was problematic,” said Sibert. “So it became important for us to integrate those areas to ensure the accuracy of our data and to help enhance employee efficiency and employee satisfaction.” 

Since the internal integration, project staff rarely have to access Vista and back office staff rarely have to use ProjectSight, which saves time and the headaches of trying to operate two systems at once. “It’s not about us trying to limit their access, but if they don’t need to use another tool to see the same data, that’s time and money saved for both groups,” said Sibert. 

Data integration also lessened the amount of training and adoption that had to take place because when employees use the same application everyday, it becomes part of their muscle memory. They can use it almost without having to think about it. 

“I don’t use Viewpoint Vista often enough so that when I do, I have to pull out the manual and walk through it step-by-step because I don’t have all the actions memorized,” said Sibert. “Whereas my accounting team never looks at the Vista manual because they use it everyday. This not only eliminates the double handling of data, but it also lessens having to keep up the knowledge of working in two different systems.”

Data integration is also helpful for subcontractors, owners and design teams who may only know how to work in one software system. This is particularly acute with RFIs, which are a big pain point for project teams. “Before, office staff or project engineers would spend their time copying and pasting from one system to the next,” said Sibert. “Now on integrated projects, data passes automatically between systems without double entry, enabling everyone to be on the same page from day one.” 

Another benefit of data integration is record retention. Each stakeholder has their own record system that they use to track project information and outcomes, which is important for historical context and for legal reasons. When project teams use other systems, there can be gaps in information collected or information may only go into one system and not another. 

“At the end of the day, somebody has to scrape all information back so that project records are complete, and we can close up the job,” said Sibert. “With data integration, each stakeholder can operate within its own system, with all project information automatically synchronized and records easily generated on demand.” 

Data Integration Goes Mainstream Thanks to Vendor Openness

Since Hensel Phelps first integrated its own data, perceptions across the construction landscape have dramatically changed, with many companies, including Trimble, understanding the customer and industry benefits that come with having an open API framework. 

Instead of making contractors manage integrations themselves, many software companies are connecting the data between their own solutions and other systems because they understand the value it provides to their customers. “The fact that there are vendors that are publishing industry standard open API frameworks is a huge help,” said Sibert. “It takes a lot of work off of our internal teams and makes the data synchronization process much easier and smoother.” 

In fact, the Vista to ProjectSight integration that Hensel Phelps did internally several years ago is now offered as an automatic integration by Trimble so that internal teams don’t have to manually configure it themselves. It follows on the heels of the Viewpoint Spectrum to ProjectSight integration, allowing contractors to easily connect their ERPs to their project management systems, which is one of the most common requests. 

In addition to developing individual integrations, some vendors are also creating a marketplace of integrations that can be used by the contractor’s software teams. “You can get an API key from the administration side of the product, and the software team can follow the instructions, copy and paste the key and be done,” said Sibert. “We can start a job today and have this stuff up and running immediately instead of having to wait six months for a consultant to build it out.” 

The speed-to-market element is essential as contractors are expected to be nimble and fast, and they often have no time to waste between a project being awarded and a project starting. And because each project differs from one another, the less contractors need to re-think how to connect their data, the better. 

“The key for integration marketplaces to work is for the vendors to be thoughtful and allow for the right amount of flexibility and configuration,” said Sibert. “Integrations shouldn’t require excessive consulting, and it should be done in days, not weeks or months because that’s weeks or months too late. At that point, we’re already creating data, we’re already moving on the project and the value proposition starts to drop quickly. Very, very quickly.”

Tom Stemm is Vice President and Category GM of Construction Integrations at Trimble, where he helps Trimble and the larger construction ecosystem build connections between commonly used applications and data sources.

The conference was held at the Omni PGA Resort in Frisco, TX from Sept 13-15. It kicked off with a well-attended welcome reception followed by an evening golf event at The Swing, where people could practice after dark on a lighted, 10-hole, par-3 course. 

More than 300 guests attended the gala and 266 guests attended the conference; 96 attended the M&A Next Symposium, an interactive event that provided M&A education and practical application through interactive roundtable discussions, expert panelists, and focused networking. People who attended this symposium left feeling well informed about opportunities for M&A as a growth strategy. 

There were two keynote speakers to inspire the crowd: Harry Clark, a highly-awarded entrepreneur, business advisor, board member, and entrepreneurial speaker; and Bolanle Williams-Olley, the CFO and co-owner of Mancini Duffy and the author of the bestselling “Build Boldly: Chart your unique career path and lead with courage.” Both provided thought-provoking moments and clear paths to success on various fronts.  

Hot topics: AI, recruiting, and retention

As a whole, the topics on most AEC leader minds had to do with AI, recruiting, and retention. The two most attended breakout sessions during the conference were:

“AI and the Implications on the AEC Industry,” presented by Kristin Kautz; and “Beyond Culture: Compensation Strategies to Drive Recruiting and Retention Performance,” presented by Jeremy Clarke. Kautz has more than 25 years of experience in marketing and business development communications (both strategic and tactical) for B2B and B2C organizations. Clarke was a decorated Air Force combat veteran and seasoned recruiting professional with extensive experience inside corporate, agency, and consultant-based recruiting environments, in both domestic and international markets. 

Kautz’s presentation explored AI 101. It defined exactly what AI is and what people should know about it. It touched on inherent problems and emerging opportunities. Attendees learned about the most significant ways that AI will affect their business–top to bottom–in every corner of the organizational chart, through design, leadership, management, HR, accounting, legal, and marketing. Audience Q&A was robust.

Clarke’s session explored the latest employee data from Best Firms To Work For and compensation assessments and reviewed how successful firms navigate the increasingly competitive recruiting and retention challenges. Attendees were privy to valuable industry insights from inside a successful AEC recruiting agency and roundtable discussions were lively. 

Panel discussion and roundtable leaders came from a host of backgrounds ranging from executive leaders and HR consultants to IT and communication professionals and strategic and entrepreneurial advisors. Topics were as varied as the speakers themselves and touched on everything from navigating hybrid work models and creating a successful internal leadership succession plan to diversity, equity and inclusion to how to use fractional C-suite executives. 

Award Highlights 

The Gala was the perfect platform for recognizing industry leaders. There were a large number of awards distributed to many worthy firms and people, but one that was particularly noteworthy was the Jerry Allen Courage in Leadership Award. Why? Because this award recognizes outstanding accomplishments through leadership in the AEC industry. This year’s recipient was Brian Bowers of Bowers + Kubota Consulting. 

Based in Hawaii, Bowers + Kubota Consulting is a 100 percent employee-owned firm that specializes in construction management, architectural, and engineering design. Bowers has led the firm for 26 years and has been an industry leader for more than three decades. He’s grown the firm from 12 employees in 1997 to more than 270 in 2023, making it the largest architectural and engineering firm in Hawaii.

One of the shining moments in his career was navigating the COVID-19 pandemic. While many firms struggled, he ensured Bowers + Kubota thrived, with a 16 percent increase in ESOP stock value and 30 percent higher profitability in 2019-2020. The firm prioritized employee safety, embracing remote work and providing support during quarantine. Additionally, the firm was also able to make a difference in the community by sponsoring and donating man-hours and money to organizations such as Aloha United Way, Institute for Human Services, and Hawaii Foodbank.

Many other noteworthy awards were presented during the conference gala in the following categories: 

• Excellence in Client Experience Award
• Top New Venture Award
• Trifecta Award
• Best Firms to Work For Award
• Hot Firm Award
• Marketing Excellence Award

To see a complete list of all the winners from the various categories: https://zweiggroup.com/pages/2023-award-winners. 

For more information about the specific award categories: https://zweiggroup.com/pages/award-faq. 

A big sponsor shoutout

And last, but certainly not least, were the incredible sponsors who made the event possible. They included Unanet, OpenAsset, SES ESOP Strategies, CTA, Ames & Gough, epsa USA, Insperity, Vertex, Wipfli, miyamato, civil + structural Engineer Media, Client Savvy, emissary, the Zweig Letter podcast, and Eight. 

Thanks to all who joined us. We’re already planning for and looking forward to next year.

AI is a hot topic with numerous applications in AEC, though navigating the options can be overwhelming.

AI may be the latest buzzword, but–even though the spooky season has just ended–it doesn’t have to be as scary as it may seem. There were three sessions on AI between Zweig Group’s M&A Next Symposium and its 2023 ElevateAEC Conference this September, and one of them was standing room only.

I think the biggest question on everyone’s mind is, “How can I use it?” Well, I have the answer, but you’re not going to like it. “42.”

Just kidding. Apologies, my nerd is showing. The real answer is, “However you want.”

No really. “If there is something you want AI for, do a search, and you will probably find one!” per Kristin Kautz, an artificial intelligence consultant with Zweig Group. And this is true. The industry has exploded. According to Tracxn Technologies, which tracks startup businesses, as of June, there were approximately 18,563 AI startups in the US, and an estimated (almost) 60,486 in the world as of September.

For those of us who have played around with ChatGPT, the technocrats of the symposium dubbed it the “gateway drug” of AI. There are so many possibilities for it, but therein lies the problem. With these new revolutions in technology, we are looking out at an unending sea of possibilities. Where on earth do we start?

Well, within the world of AEC, there are a number of offerings already relevant to our needs. For example, Microsoft is in beta testing for Copilot, the integrated AI for their Office Suite. Google is working to release Duet, its rival to Copilot. Autodesk has released Forma (formerly Spacemaker) which offers powerful real-time analytics (but is best used for conceptual design at this point). There are even specialized programs, such as Box.ai and Joist.ai, that work with your company’s own documents to help streamline business practices … and on and on.

The bottom line is this: There is a lot happening right now, and it is impossible to have a solid grasp on all the available options. That is why we defer to those who are doing this for a living. If you are like me, and want to learn more about how AI can be used specifically in the AEC industry, Zweig Group can help.

Zweig Group offers AI Innovation Discovery advisory services that specialize in providing tailored guidance, consulting, and training to AEC firms on how to leverage the potential of AI in their business operations. With the rapid advancement of AI, it is crucial for firms to adopt and manage AI technologies to stay competitive in their respective markets. However, implementing AI and its oversight can be complex and requires careful consideration of the right programs, policies, procedures, and training to ensure successful integration. Zweig Group’s AI Innovation Discovery Team has extensive knowledge and experience in both AI and AEC. Click here to learn more. 

Sara Karstetter, MBA is a mergers and acquisitions advisor with Zweig Group. Contact her at skarstetter@zweiggroup.com.

The conference was held at the Omni PGA Resort in Frisco, TX from Sept 13-15. It kicked off with a well-attended welcome reception followed by an evening golf event at The Swing, where people could practice after dark on a lighted, 10-hole, par-3 course. 

More than 300 guests attended the gala and 266 guests attended the conference; 96 attended the M&A Next Symposium, an interactive event that provided M&A education and practical application through interactive roundtable discussions, expert panelists, and focused networking. People who attended this symposium left feeling well informed about opportunities for M&A as a growth strategy. 

There were two keynote speakers to inspire the crowd: Harry Clark, a highly-awarded entrepreneur, business advisor, board member, and entrepreneurial speaker; and Bolanle Williams-Olley, the CFO and co-owner of Mancini Duffy and the author of the bestselling “Build Boldly: Chart your unique career path and lead with courage.” Both provided thought-provoking moments and clear paths to success on various fronts.  

Hot topics: AI, recruiting, and retention

As a whole, the topics on most AEC leader minds had to do with AI, recruiting, and retention. The two most attended breakout sessions during the conference were:

“AI and the Implications on the AEC Industry,” presented by Kristin Kautz; and “Beyond Culture: Compensation Strategies to Drive Recruiting and Retention Performance,” presented by Jeremy Clarke. Kautz has more than 25 years of experience in marketing and business development communications (both strategic and tactical) for B2B and B2C organizations. Clarke was a decorated Air Force combat veteran and seasoned recruiting professional with extensive experience inside corporate, agency, and consultant-based recruiting environments, in both domestic and international markets. 

Kautz’s presentation explored AI 101. It defined exactly what AI is and what people should know about it. It touched on inherent problems and emerging opportunities. Attendees learned about the most significant ways that AI will affect their business–top to bottom–in every corner of the organizational chart, through design, leadership, management, HR, accounting, legal, and marketing. Audience Q&A was robust.

Clarke’s session explored the latest employee data from Best Firms To Work For and compensation assessments and reviewed how successful firms navigate the increasingly competitive recruiting and retention challenges. Attendees were privy to valuable industry insights from inside a successful AEC recruiting agency and roundtable discussions were lively. 

Panel discussion and roundtable leaders came from a host of backgrounds ranging from executive leaders and HR consultants to IT and communication professionals and strategic and entrepreneurial advisors. Topics were as varied as the speakers themselves and touched on everything from navigating hybrid work models and creating a successful internal leadership succession plan to diversity, equity and inclusion to how to use fractional C-suite executives. 

Award Highlights 

The Gala was the perfect platform for recognizing industry leaders. There were a large number of awards distributed to many worthy firms and people, but one that was particularly noteworthy was the Jerry Allen Courage in Leadership Award. Why? Because this award recognizes outstanding accomplishments through leadership in the AEC industry. This year’s recipient was Brian Bowers of Bowers + Kubota Consulting. 

Based in Hawaii, Bowers + Kubota Consulting is a 100 percent employee-owned firm that specializes in construction management, architectural, and engineering design. Bowers has led the firm for 26 years and has been an industry leader for more than three decades. He’s grown the firm from 12 employees in 1997 to more than 270 in 2023, making it the largest architectural and engineering firm in Hawaii.

One of the shining moments in his career was navigating the COVID-19 pandemic. While many firms struggled, he ensured Bowers + Kubota thrived, with a 16 percent increase in ESOP stock value and 30 percent higher profitability in 2019-2020. The firm prioritized employee safety, embracing remote work and providing support during quarantine. Additionally, the firm was also able to make a difference in the community by sponsoring and donating man-hours and money to organizations such as Aloha United Way, Institute for Human Services, and Hawaii Foodbank.

Many other noteworthy awards were presented during the conference gala in the following categories: 

• Excellence in Client Experience Award
• Top New Venture Award
• Trifecta Award
• Best Firms to Work For Award
• Hot Firm Award
• Marketing Excellence Award

To see a complete list of all the winners from the various categories: https://zweiggroup.com/pages/2023-award-winners. 

For more information about the specific award categories: https://zweiggroup.com/pages/award-faq. 

A big sponsor shoutout

And last, but certainly not least, were the incredible sponsors who made the event possible. They included Unanet, OpenAsset, SES ESOP Strategies, CTA, Ames & Gough, epsa USA, Insperity, Vertex, Wipfli, miyamato, civil + structural Engineer Media, Client Savvy, emissary, the Zweig Letter podcast, and Eight. 

Thanks to all who joined us. We’re already planning for and looking forward to next year.

During the initial exploration of the New Claims, Medaro’s team uncovered substantial pegmatite outcroppings, from which the Company collected 24 samples. Further, Medaro sampled a substantial boulder float (Figure 1) with an astonishing 5380 ppm Li (1.15% lithium oxide).

At this time, the Company intends to conduct further exploration activity on the Property, including satellite imaging, prospecting, and a diamond drilling initiative. In addition, the Company is performing a comprehensive analysis comparing the Company’s 2022 drill results (as described in the Company’s news release dated February 15, 2023) with the results of the aforementioned satellite imaging.

Michael Mulberry, CEO of Medaro, stated, “It’s exhilarating to witness yet another triumph for our Quebec-based lithium ventures. These results invigorate us, setting the stage for an extensive exploration agenda for Medaro’s Lac La Motte property in the future.”

Qualified Person
Afzaal Pirzada, P.Geo., a “Qualified Person” for the purposes of National Instrument 43-101 – Standards of Disclosure for Mineral Projects, has reviewed and approved the scientific and technical information contained in this news release.

About the Lac La Motte Lithium Property
Situated in the prolific mining region of Abitibi, Quebec, merely 40 kilometers Northwest of Val-d’Or, the Lac La Motte Property is strategically located. Several active lithium prospects/mines, positioned 5 km to 20 km from our property, underscore the lithium exploration potential of the area. Historical diamond drilling in the 1950s at the Property has yielded promising results, with drill holes returning over 1% lithium oxide values.

On Behalf of the Board of Directors
Michael Mulberry
CEO and Director

About the Company
Medaro Mining Corp. is a lithium exploration company based in Vancouver, BC, which holds options on the Superb Lake lithium property located in Thunder Bay, Ontario, the Lac La Motte, Darlin, Rapide, Pontax and Cyr lithium properties in Quebec and the Yurchison uranium property in Northern Saskatchewan. The Company is also involved in the development and commercialization of a new process to extract lithium from spodumene concentrate through its Global Lithium Extraction Technologies joint venture.

For more detailed information, please consult the Company’s filings, available at www.sedarplus.com.

Referred to as solar activity, ionospheric disturbances peak every 11 years. The next major disruption, Solar Cycle 25, is expected to peak between 2024 and 2026. Ionospheric activity can directly impact the quality of GNSS signals, leading to the degradation of position accuracy. While this type of disturbance has the greatest impact on high precision GNSS users operating around equatorial and high latitude regions, global disruptions are possible during the height of the solar cycle. 

Available as a downloadable firmware update on Trimble GNSS receivers utilizing the Trimble ProPoint^® GNSS positioning engine, IonoGuard leverages the latest developments in Trimble’s high-precision receiver hardware design and signal tracking to deliver improved positioning performance in challenging environments. This will minimize the probability of a complete loss of GNSS signals and improve the quality of the signals’ accuracy and integrity. 

“IonoGuard is Trimble’s newest innovation on the path to raise the bar on positioning integrity and performance worldwide,” said Stuart Riley, vice president of GNSS technology at Trimble. “It brings our customers closer to uninterrupted and robust positioning data on every project, around the clock. Whether it’s mitigating the impacts of Solar Cycle 25 or another ionospheric event, we’re building advancements into Trimble GNSS technology to deliver accurate and reliable positioning solutions today, tomorrow and beyond.”

Availability

For Trimble’s geospatial, civil construction and OEM GNSS receivers supporting the ProPoint GNSS positioning engine, IonoGuard is a free downloadable firmware update expected to be available in the 4th quarter of 2023 for receivers under warranty.

About Trimble

Dedicated to the world’s tomorrow, Trimble is a technology company delivering solutions that enable our customers to work in new ways to measure, build, grow and move goods for a better quality of life. Core technologies in positioning, modeling, connectivity and data analytics connect the digital and physical worlds to improve productivity, quality, safety, transparency and sustainability. From purpose-built products and enterprise lifecycle solutions to industry cloud services, Trimble is transforming critical industries such as construction, geospatial, agriculture and transportation to power an interconnected world of work. For more information about Trimble (NASDAQ: TRMB), visit: www.trimble.com.

Buildings designed with steel offer many energy solutions to ensure compliance with the provisions of Connecticut’s Building Energy Codes Program. Humble’s session will walk participants through the current and future (beyond the 2022 adopted CT code) energy code requirements for the International Energy Conservation Code (IECC) and ASHRAE 90.1, Energy Standard for Sites and Buildings Except Low-Rise Residential Buildings. It will focus on how the provisions for both national model energy codes apply to various steel products.

Humble’s responsibilities at AISI include research and development of new technologies for the Institute’s standards and design guides, participation in national model codes and standards development, and educational services to steel industry members, design professionals, code officials, general contractors and building owners. He is an American Institute of Architects (AIA) Fellow and has over 35 years of experience in the development of national model codes and standards at both the national and local levels.

AISI serves as the voice of the American steel industry in the public policy arena and advances the case for steel in the marketplace as the preferred material of choice. AISI’s membership is comprised of integrated and electric arc furnace steelmakers, and associate members who are suppliers to or customers of the steel industry. For more news about steel and its applications, view AISI’s websites at www.steel.org and www.buildusingsteel.org. Follow AISI on Facebook, LinkedIn, Twitter (@AISISteel, @BuildUsingSteel) or Instagram. 

Through this collaboration, HCSS and Miter will help customers build better teams and solve their urgent human capital challenges. Together, Miter and HCSS will help contractors around the U.S. attract, hire, pay, and retain their workforce—all key challenge areas aimed at addressing today’s labor shortage. 

“We admire HCSS and their extraordinary customer focus,” says Connor Watumull, CEO at Miter. “We see this partnership as a huge win for contractors who want to modernize their back-office systems and attract, motivate, and retain a modern workforce.” 

HCSS is a premier civil construction management company and shares market overlap with Miter’s customer base. Combining HeavyJob, HCSS’s time-tracking management solution, with Miter’s payroll and HR solution will streamline customers’ tedious manual payment processes. This will enable customers to easily track time on job sites and run payroll in seconds, not hours, by syncing all their HeavyJob time sheets with Miter. With the Miter and HCSS integration, customers will be able to automate certified payroll reporting and ensure direct and indirect job costs flow neatly into their ERP. 

“We really needed a company like Miter that understood both sides of the equation: construction payroll and certified payroll reporting,” says Rateb Almasri, Senior Product Manager at HCSS. “Miter helps contractors unlock valuable bandwidth to focus on growing their business, win more work, and hire a stronger team.” 

To explore complementary products and solutions to the HCSS suite of construction software solutions visit HCSS Marketplace at https://marketplace.hcssapps.com. To learn about becoming an HCSS Marketplace partner company, visit https://www.hcss.com/partners/

The BLK2GO PULSE is a new first-person laser scanner that combines cutting-edge LiDAR sensor technology with the original Leica BLK2GO form factor. It provides customers with a rapid, simple and intuitive first-person scanning method, controlled with their smartphone, that delivers full-colour 3D point clouds instantly in the field.

The BLK2GO PULSE was built in collaboration with Sony Semiconductor Solutions Corporation (Sony), the global leader in image sensors. The BLK2GO PULSE fuses Sony’s advanced Time-of-Flight (ToF) image sensors with Leica Geosystems’ proven GrandSLAM technology, resulting in the world’s first dual ToF handheld scanner.

With its release planned in early 2024, the BLK2GO PULSE will add a new, unique and disruptive member to the BLK2GO product family. The BLK2GO PULSE is primarily used for indoor applications such as the creation of 3D digital twins and 2D floor plans. Additional features include:

• First-person scanning: See what you capture from a first-person scanning perspective. Colourised 3D data is streamed in real time to the smartphone screen.
• Instant data availability: Immediately view and share colourised 3D point clouds and images from the field, as easy as sharing a photo or video.
• Intuitive companion app: With a smartphone (iOS or Android) attached to the scanner, access a streamlined end-to-end reality capture workflow in the BLK Live app.
• Smart scanning guidance: In-app notifications provide real-time guidance to the user to ensure optimal scanning practices.
• Reality Cloud Studio, powered by HxDR, upload: Easily upload scans from the field to Reality Cloud Studio, Hexagon’s cloud application for reality capture data visualisation, collaboration, and storage.

“With a fast end-to-end workflow that combines scanner and smartphone app into one reality capture solution, users will benefit from an easy, intuitive user experience and the delivery of complete data instantly,” said Juergen Mayer, President Reality Capture at Leica Geosystems, part of Hexagon. “The BLK2GO PULSE furthers our mission to democratise reality capture, and along with Hexagon’s most recent innovations such as Reality Cloud Studio, we continue to push the envelope of what is possible in digital reality with even more disruptive products.”

For more information about the BLK2GO PULSE, visit the website or stop by the Hexagon booth (Hall 25 | Booth B25.16) at INTERGEO 2023 in Berlin.

Leica Geosystems — when it has to be right
With more than 200 years of history, Leica Geosystems, part of Hexagon, is the trusted supplier of premium sensors, software and services. Delivering value every day to professionals in surveying, construction, infrastructure, mining, mapping and other geospatial content-dependent industries, Leica Geosystems leads the industry with innovative solutions to empower our autonomous future.

Hexagon (Nasdaq Stockholm: HEXA B) has approximately 24,000 employees in 50 countries and net sales of approximately 5.2bn EUR. Learn more at hexagon.com and follow us @HexagonAB

During the initial exploration of the New Claims, Medaro’s team uncovered substantial pegmatite outcroppings, from which the Company collected 24 samples. Further, Medaro sampled a substantial boulder float (Figure 1) with an astonishing 5380 ppm Li (1.15% lithium oxide).

At this time, the Company intends to conduct further exploration activity on the Property, including satellite imaging, prospecting, and a diamond drilling initiative. In addition, the Company is performing a comprehensive analysis comparing the Company’s 2022 drill results (as described in the Company’s news release dated February 15, 2023) with the results of the aforementioned satellite imaging.

Michael Mulberry, CEO of Medaro, stated, “It’s exhilarating to witness yet another triumph for our Quebec-based lithium ventures. These results invigorate us, setting the stage for an extensive exploration agenda for Medaro’s Lac La Motte property in the future.”

Qualified Person
Afzaal Pirzada, P.Geo., a “Qualified Person” for the purposes of National Instrument 43-101 – Standards of Disclosure for Mineral Projects, has reviewed and approved the scientific and technical information contained in this news release.

About the Lac La Motte Lithium Property
Situated in the prolific mining region of Abitibi, Quebec, merely 40 kilometers Northwest of Val-d’Or, the Lac La Motte Property is strategically located. Several active lithium prospects/mines, positioned 5 km to 20 km from our property, underscore the lithium exploration potential of the area. Historical diamond drilling in the 1950s at the Property has yielded promising results, with drill holes returning over 1% lithium oxide values.

On Behalf of the Board of Directors
Michael Mulberry
CEO and Director

About the Company
Medaro Mining Corp. is a lithium exploration company based in Vancouver, BC, which holds options on the Superb Lake lithium property located in Thunder Bay, Ontario, the Lac La Motte, Darlin, Rapide, Pontax and Cyr lithium properties in Quebec and the Yurchison uranium property in Northern Saskatchewan. The Company is also involved in the development and commercialization of a new process to extract lithium from spodumene concentrate through its Global Lithium Extraction Technologies joint venture.

For more detailed information, please consult the Company’s filings, available at www.sedarplus.com.

Funded through HDR’s Fellowship Program, the work culminated in an economic method, called Social Equity Value Analysis, which better accounts for the value of projects to disadvantaged communities and people with lower incomes. The SEVA method was reviewed and endorsed by an advisory panel of leading subject matter experts including academics and federal, state and local agency economists and engineers.

“SEVA reveals a more complete measure of the value of projects in ways that a benefit-cost analysis cannot, especially for people with lower incomes,” Behr said. “The results add important new perspectives on projects for infrastructure owners and state and federal funding agencies, which aim to account for equity in implementation decisions.”

SEVA is a benefit-cost analysis weighted by the income differences of beneficiaries, a key feature of most measures of equity and distributive justice. The results of a SEVA can be presented in the same way as a BCA — with a comparison of benefits and costs. HDR is standardizing this approach in all of its economic analyses.

The SEVA approach is grounded in economic theory and consistent with U.S. federal BCA guidelines related to assessing the distribution of outcomes. The Office of Management and Budget recently issued draft revisions to its BCA guidelines and includes a discussion on implementing a distributional analysis in the same form as SEVA.

“Equity has become a cornerstone of planning and implementing new infrastructure projects, and today, federal funding depends on demonstrating equity considerations,” said Cathy LaFata, HDR’s transportation equity director. “SEVA can give owners greater insights on the equity implications underlying implementation decisions across a portfolio of project alternatives. For owners seeking to elevate equity in their planning criteria, SEVA is a defensible method that can provide a compelling rationale for funding a project that makes sense to implement.”

About HDR
For over a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. Our expertise spans more than 12,000 employees in more than 200 locations around the world — and counting. Our engineering, architecture, environmental and construction services bring an impressive breadth of knowledge to every project. Our optimistic approach to finding innovative solutions defined our past and drives our future. 

LocLab specialises in developing object-based and structured digital twin models that seamlessly integrate data from various systems and sources. Users can click on an object within the model to access relevant data sets stored elsewhere. Clients rely on these models for efficient asset management, process optimisation, simulations and more.

“Industry increasingly understands the benefits of data-enriched digital twins. But to fully realise their potential, users need an efficient platform that helps them securely store, manage and maintain these assets, ensuring real-time updates,” says Ilka May, CEO at LocLab. “LocLab Cloud is an innovative SaaS platform that enables clients to access and share data about their assets through a very intuitive spatial 3D environment.”

LocLab Cloud is accessible from any computer, tablet or mobile device via a web browser and the new Digital Twin Player. The cloud-native security system ensures that only authorised collaborators can upload, access share and collaborate on the digital content.

The platform empowers users, such as infrastructure providers, with comprehensive data, enabling predictive maintenance, scenario planning, sustainability analysis and overall improved decision-making. Users can seamlessly interact with the 3D model and receive live updates from on-site sensors. LocLab Cloud thus provides them with immediate, actionable insights.

At the heart of Hexagon’s cloud services is HxDR, a cloud-native platform for geospatial data at any scale. HxDR powers Hexagon’s digital reality applications with storage, visualisation, collaboration tools and automated microservices for data processing. HxDR also powers Reality Cloud Studio, HxGN GeoCloud and the HxGN Content Program.

Find out more at hxdr.com/loclab-cloud/ or visit the Hexagon booth at INTERGEO (Hall 25 | Booth B25.16). 

LocLab Consulting GmbH

LocLab, part of Hexagon, is a leader in 3D digital twin content creation. LocLab’s proprietary technology, enabled by a high degree of automation using proven workflows and artificial intelligence, allows the cost- and time-efficient creation of digital twins of machines, buildings, manufacturing facilities or large-scale areas such as transportation networks or entire cities.

This version reflects significant changes made to the wind load provisions from the previous version of the standard, ASCE 7-16. This guide has been reorganized to follow the chapter organization in ASCE 7-22 and the step-by-step procedures provided in the standard. 

Important revisions to the ASCE 7-22 wind load provisions that are covered in this guide include:

• Simplifications to external Component and Cladding (C&C) roof pressure coefficients for steep slope roofs, 
• Use of ASCE design wind speed maps that include terrain speedup effects, 
• Changes to the definition of the Wind-borne Debris Region, and 
• Deletion of the Simplified Procedures.

With 19 real-life design problems applying the appropriate use of analytical and simplified procedures for calculating wind loads for various common structure types, this guide is an essential reference for practicing structural engineers.

To purchase online, visit the ASCE Bookstore.Limited review copies are available for book reviews. Please contact Leslie Connelly at lconnelly@asce.org.

“This news reflects our dedication to information transparency, equipping professionals with the knowledge to make environmentally responsible choices,” observed Bendheim Vice President of Corporate Development Rodrigo Menino.

“Through our Building a Clear Future program, we are striving to advance sustainability in every aspect of our operations,” Menino added. “Supporting our partners in design with this vital information is a logical next step.”

Bendheim is the exclusive North American representative for Glasfabrik Lamberts U-profiled (channel) glass. The lightweight, self-supporting glass channels enable designers to create walls of glass uninterrupted by metal framing.

“The strong working relationship between Bendheim and Lamberts dates back to the early days of our company,” noted Bendheim President Donald Jayson. “Channel glass is both beautiful and practical, and it is a great source of pride to partner with Lamberts, a manufacturer who shares our values on sustainability.”

EPDs quantify a product’s environmental impacts throughout its life cycle, including its carbon footprint. HPDs disclose the material composition of the product, including any known implications for human health. Both types of documentation provide credits towards LEED certification. HPDs also support compliance with WELL, Cradle-to-Cradle and other green building standards.

A copy of the EPD for Bendheim channel glass is available here, and a copy of the HPD is available here.

For more information about sustainability at Bendheim, please contact Rodrigo Menino at rmenino@bendheim.com;  Uarda Hoti, Sustainability Program Coordinator, at uhoti@bendheim.com; or visit https://bendheim.com/sustainability/.

“Wright was right. Nature never fails to inspire us. People have a natural instinct to want to connect with nature. In a modern world where students spend much of their time indoors in manufactured environments, incorporating elements of nature within the spaces they frequent can have a positive impact on their overall physical and mental well-being,” said Paul Wuennenberg, KWK Architects Principal and higher education design expert. 

Biophilic elements can be incorporated in higher education designs in a number of ways; many of which involve the use of greenery, fire, natural light and textures to appease the occupants’ senses and promote such mental and physical benefits as decreased anxiety, lower blood pressure, fewer illness symptoms, increased social interaction, improved coping skills and enhanced attention span, among others.

Incorporating vegetation in a design can be one of the easiest ways to bring the natural environment indoors. Some of the more popular forms of “plantscaping” include living plant walls and the use of hanging baskets and decorative planters filled with greenery. Plants have been proven to improve overall physical health and impart a sense of relaxation.  

An alternative to using live plants, preserved moss walls are a less costly option to integrate biophilic elements that require little to no maintenance compared to living walls. These moss walls can integrate signage and patterns and are usually created from sheet moss, pole moss or reindeer moss. Reindeer moss can even have atypical color options like blues and purples that tie into the aesthetic of the environment. Living plant and moss walls are more visible and accessible than ever becoming staples in higher education design.

While fire does have limited uses indoors, incorporating fireplaces in dining and lounging areas where students often gather can add an appeasing element of warmth, color and movement to the space and make students feel cozy and secure. When the historic Pioneer residence hall at the University of Minnesota was renovated in 2019, KWK Architects’ designs featured multiple fireplaces, including a cylindrical, glass-surround fireplace with seating in the dining hall.

Indirectly, students may also experience the benefits of nature within their environments through the use of nature images and colors such as earth tones, blues and greens; materials such as cork, wood and bamboo; and shapes that evoke the feeling of being outdoors. At the University of Colorado-Boulder, KWK designed the Williams Village East residence hall with wayfinding graphics that feature photography of local Boulder nature destinations which are also mapped out on a full-scale wall map in the hall’s first-floor game room.

“The incorporation of biophilic elements as simple as images or artwork of natural elements can contribute to a healthier environment for occupants and is a precondition for WELL Certification of a space. The patterns of nature incorporated into a space through textures like stone cladding, wood veneer or even a subtle space plan layout with a biophilic nod can incorporate the living world,” said Lawrence Group Associate Principal/Interior Designer Lisa Morrison.

Incorporating natural light in a design can also have a huge impact on a student’s overall mood and well-being. Large windows with sweeping views of outdoor foliage and the use of skylights, glass and atriums create natural shadows and light movement throughout the day to stimulate students’ senses while allowing them to observe changing weather patterns directly.

In spaces where artificial lighting is necessary, incorporating circadian lighting that supports a person’s circadian rhythm and psychological health is a good option. Circadian lighting supports biophilic design as it mimics light cycles that occur in nature and helps to reset students’ internal clocks.

Incorporating biophilic elements in higher education design can lead to happier, healthier students, and ultimately better outcomes for their time spent on campus.

Mincon Solar Installation Drills and Pile Drivers are designed to pre-drill through rock, install ground screws and drive piles on solar construction projects. Trimble Groundworks is a purpose-built machine control solution that enables contractors to perform drilling and piling operations quickly, safely and accurately. Equipping Mincon solar drilling solutions with Trimble Groundworks technology provides stakeless navigation, positioning accuracy and as-built data that enables solar contractors and installers to build scalable efficiency into their installation processes. 

“Demand for solar is so high right now that engineering, procurement and construction (EPC) companies urgently need more installation capacity to meet the industry’s growing needs,” said Elliott Duck, vice president of marketing for integrated systems at Mincon. “By equipping Mincon Drill Mast Attachments with Trimble Groundworks machine control, a machine operator can both pre-drill and install solar foundations without the need for someone on the ground checking for accuracy. This innovative workflow helps make solar installation contractors and EPCs more efficient and more scalable, reducing reliance on scarce labor resources.” 

Trimble Groundworks is part of the Trimble Connected Site® portfolio of solutions that provides a high-level of workflow and process integration from the design phase through to the finished project. The integration of Trimble Business Center Software design capabilities in the office and Trimble Groundworks machine control in the field can increase the efficiency and productivity of drilling and piling operations. Trimble WorksManager Software also enables the syncing of data from office to field, to reduce site visits and provide a single source of truth.

“Trimble and Mincon are both industry leaders that share a common goal to deliver technology that significantly accelerates—and improves—the quality of solar farm installations,” said Kevin Garcia, general manager of civil specialty solutions at Trimble. “Our SITECH Northeast distributor initially brought the idea of a Trimble and Mincon collaboration to the table, and we saw right away what a great fit our solutions were for each other. We’re excited by the work that Mincon, Trimble and SITECH Northeast have done to get the Mincon solar drilling and piling products Trimble Ready for the benefit of solar contractors.”

Availability 
Trimble Ready Mincon Drill Mast attachments are available now for customers worldwide. Visit trimble.com/groundworks or https://mincon.com/products/rock-drills/  for more information.

The brick, marble and stone KC landmark, a half-scale replica of Seville, Spain’s 12^th-century Moorish tower of Giralda, stands 138 feet tall in Country Club Plaza at West 47^th Street and Mill Creek Parkway. Designed by urban developer J.C. Nichols, Giralda Tower was officially christened in 1967 – the same year that Kansas City and Seville became sister cities.

Western was contracted by the owners of Country Club Plaza to address repair and maintenance items from the tower’s top patio down to its base. Project engineering and consulting was provided by THP Limited.

Scaffolding was erected around the tower to allow for safe work access and containment of construction debris. Western started Phase I of the project in the winter of 2020 and finished Phase 2 in 2022. Work included demolition and replacement of brick, cast stone, steel and other materials.

Western’s craftsmen salvaged existing, damaged pieces which were used to create rubber molds to cast the stone replacement pieces. Hoists were used to lift and set the new pieces in place. Sections of existing brick were removed to expose the original shelf angles. The old shelf angles were removed and replaced with new stainless steel shelf angles for the new brick. Miscellaneous tuckpointing of deteriorated mortar joints and replacement of damaged brick was also performed on the tower.

All existing sealants were replaced with new silicone sealants. Each concrete balcony was removed and replaced with newly casted, concrete fabricated bases. The marble baluster and railing pieces were salvaged, restored and reset. The final touches of the project included washing the facade to remove years of biological and atmospheric staining, followed by applications of a sealer and corrosion inhibitor to protect the masonry and concrete.

Challenges on the project included phasing work tasks appropriately to work through the winter to shorten the project duration, providing protection to allow pedestrian walkways and sidewalks below Giralda Tower to be used, and installing replicated materials to blend in with the original cast stone, brick and mortar joints.

The $1.9 million restoration project was completed within budget and on schedule in November 2022.

“Calibre is passionate about building an elite small business with a focus on exploration and environmental stewardship,” said Gregory Murphy, president and owner of Calibre. “We have been longtime admirers of Scott and his work with S2O, particularly his focus on accessible water recreation and responsible waterway design and construction. Uniting with S2O gives us the ability to bring invigorating work to our staff and further our commitment to integrating rivers and waterways into communities.”
 
Scott Shipley, founder and president of S2O, said: “S2O has built a reputation for exceptional design and customer service in the whitewater space. Our rapid growth and demand put us in the unique position of wanting to grow quickly in a sustainable way. Uniting with Calibre gives us additional resources and capacity to serve more clients and bring whitewater to even more communities across the globe.”
 
Whitewater parks are becoming event and activity hubs and the focal points of their communities. These destination venues turn often under-utilized urban areas into true recreational amenities.

Shipley, a three-time slalom kayak Olympian, and S20 are responsible for designing the lion’s share of recirculating whitewater parks in the country and overseas, including the U.S. National Whitewater Center in Charlotte, NC; Montgomery Whitewater in Montgomery, AL; and the Lee Valley Whitewater Centre in London.
 
Calibre Engineering, Inc. is a Service Disabled Veteran Owned Small Business (SDVOSB) driven to provide support, service, and exploration in civil, water resources, and structural engineering. Founded in 2000, their team has collaborated on prominent projects across the country in the private, public, and federal sectors. They are passionate about integrating rivers and nature into communities in a tangible way. With offices in Colorado, California, and North Carolina, the firm has supported more than $1.5 billion in development and infrastructure design and construction. Learn more at www.calibre-engineering.com. 
 
S2O Design & Engineering brings unique and innovative whitewater parks and swiftwater rescue facilities to life. Through engineering design and construction support, the S2O team enriches communities with adventure sports, outdoor activities, and endless opportunities for recreation. S2O is trusted around the globe as the leader in traditional in-stream whitewater parks, pumped whitewater parks, and river engineering.

Jonah Allaben will continue in his key role as Senior Mechanical Engineer and Program Manager to deliver energy-efficient engineering designs. He works closely with Goldman Copeland’s Energy Services Department to convert the findings of energy studies into energy-saving mechanical, electrical, and plumbing (MEP) solutions. He thereby leads projects through design and implementation of multi-million-dollar, capital improvement initiatives, generating both energy and financial savings for some of the largest property owners in the tri-state area. Jonah’s expertise includes the implementation of utility incentive programs for healthcare institutions, higher education buildings, and transit facilities.

Jonah was named the 2023 “Engineer of the Year” by the Long Island Chapter of ASHRAE (the American Society of Heating, Refrigeration and Air-Conditioning Engineers). He is a graduate of Cornell University, from which he received a Bachelor of Science degree in Mechanical Engineering and a Master’s Degree in Mechanical Engineering.

Daniel Galarza (pictured at lower right) will continue in his key role as a Senior Mechanical Engineer and Executive Account Manager, focusing on delivering superior HVAC design solutions to commercial and institutional facilities. His role is especially vital as major property owners in New York City adapt to Local Law 97, which sets limits on greenhouse gas emissions. Adept at navigating the intricacies of New York City’s building landscape, Dan is able to analyze complex HVAC challenges and devise innovative, cost-effective solutions that adhere to local codes and regulations while prioritizing client objectives. Dan has successfully designed HVAC systems for millions of square feet of commercial and retail space, while maintaining a dedication to incorporating sustainable and eco-friendly strategies and occupant comfort. 

With over 15 years of expertise, Dan is trusted by prestigious clients, including Empire State Realty Trust, Vornado Realty Trust, L&L Holdings, and Tishman Speyer. While having the proven ability to thrive in the demanding environment of New York City and exceed client expectations, he has served as the lead engineer for projects ranging from large office complexes to luxury retail and restaurants. He is a graduate of Northeastern University, from which he received a Bachelor of Science degree in Mechanical Engineering.

Dr. Sherman was selected as the recipient of the 2023 Robert J. Dexter Memorial Award Lecture by the Steel Bridge Task Force of the American Iron and Steel Institute (AISI), the National Steel Bridge Alliance (NSBA), and the American Association of State and Highway Transportation Officials (AASHTO) Steel and Metals Technical Committee. The program was instituted in 2005 in memory of Robert J. Dexter, an associate professor of civil engineering at the University of Minnesota, who was an internationally recognized expert on steel fracture and fatigue problems in bridges.

The Robert J. Dexter Memorial Award Lecture program provides an opportunity for individuals early in their careers in structural engineering to present a lecture on their steel bridge research activities to the Steel Bridge Task Force and to participate in its semiannual three-day meeting. Recipients become guests of the Steel Bridge Task Force, which is comprised of leading steel bridge experts.

Dr. Sherman has conducted large-scale laboratory testing and performed field monitoring and instrumentation projects on steel bridge and ancillary highway structures across the United States. His research encompasses the areas of large-scale structural experimentation, structural health monitoring, material characterization, finite element simulation, fatigue and fracture, and additive manufacturing for civil engineering infrastructure.

He joined the faculty in the School of Civil and Environmental Engineering at Georgia Institute of Technology as an assistant professor in 2019. He earned his B.S. degree in Civil Engineering from Michigan Technological University and his M.S. degree and Ph.D. in Civil Engineering from Purdue University. Previously, he served on the faculty at the University of Nevada, Las Vegas (UNLV) in the Department of Civil & Environmental Engineering and Construction, and he worked as a research engineer at the Bowen Laboratory for Large-Scale Civil Engineering Research at Purdue University. He is a licensed professional engineer in the state of Nevada.

Previous recipients of the Robert J. Dexter Memorial Award Lecture include:

• William Collins, Ph.D., P.E., University of Kansas at Lawrence (2022)
• Matthew Yarnold, Ph.D., P.E., Texas A&M University (2021)
• Matthew H. Hebdon, Ph.D., P.E., Virginia Polytechnic Institute and State University (2019)
• Hussam Mahmoud, Ph.D., Colorado State University in Fort Collins, Colorado (2014)
• Caroline R. Bennett, Ph.D., P.E., University of Kansas in Lawrence (2013)
• Hassan H. Abbas, Ph.D., Auburn University (2012)
• Justin Ocel, Ph.D., P.E., Federal Highway Administration (2010)
• Emmett A. Sumner III, Ph.D., North Carolina State University in Raleigh (2009)
• Jennifer Righman McConnell, Ph.D., University of Delaware (2007)
• Reagan Herman, Ph.D., University of Houston (2006)
• Robert J. Connor, Ph.D., P.E., Purdue University (2005)

The Steel Bridge Task Force was formed more than 40 years ago to coordinate research that establishes safe, cost-effective steel bridges and to implement these developments into steel bridge design codes, specifically the AASHTO design codes. Its members include the American Iron and Steel Institute, National Steel Bridge Alliance, AASHTO Steel and Metals Technical Committee, steel producers, steel organizations, steel bridge fabricators, bridge owners, university faculty, consultants and representatives from the Federal Highway Administration.

“Lance’s experience and impressive track record in the engineering and construction industry, along with his strategic vision, align him perfectly with our strategic organic growth initiatives,” said Gary Bowman, chairman and CEO of Bowman. “His ability to facilitate collaboration and promote a culture of selling will accelerate our efforts to secure profitable new business opportunities, build strong client relationships and expand our market share. I am pleased to have Lance onboard as part of our executive leadership team.”

Mr. Hendrix brings over 30 years of proven experience in engineering and construction management with a strong focus on the power, renewables and industrials markets. He possesses 20 years of experience managing and selling large, complex engineering and construction management projects. Prior to Bowman, Lance has provided revenue leadership for firms with over $500 million in annual revenue and billion-dollar backlogs.

His career includes positions such as vice president business development at the Washington Group, president of Kiewit Power Engineers and vice president and general manager at Kellogg Brown & Root (KBR). With a bachelor’s and master’s in civil engineering and an Executive Master of Business Administration, he has a unique blend of technical expertise and business acumen.

“Bowman’s reputation for delivering engineering services and infrastructure solutions is well-known in the industry, and I am excited to be part of this dynamic team,” Hendrix added. “I am committed to driving the company’s growth initiatives and ensuring the company continues to excel by leveraging my experience to contribute to its ongoing success.”

About Bowman Consulting Group Ltd.

Headquartered in Reston, Virginia, Bowman is a national engineering services firm delivering infrastructure solutions to customers who own, develop and maintain the built environment. With over 2,000 employees and more than 80 offices throughout the United States, Bowman provides a variety of planning, engineering, geospatial, construction management, commissioning, environmental consulting, land procurement and other technical services to customers operating in a diverse set of regulated end markets. Bowman trades on the Nasdaq under the symbol BWMN. For more information, visit bowman.com or investors.bowman.com.

In addition to four days of peer-led education sessions, Newforma workshops, and networking events, Newforma World hosted keynote speakers Giovanna Brasfield (“United in Diversity: The Transformative Impact of Inclusive Collaboration in the AECO Industry”) and David Sears (“Mission: Collaboration Excellence — The Importance of Equipping Your Teams for Success”).

Attendees also had exclusive access to the innovative Newforma Konekt platform, which combines information management, project management, and simple BIM coordination by those using BIM in their process. Newforma Konekt seamlessly integrates intricate design collaboration and issue management, essential during design and building phases, with overarching processes like document handling, RFIs, submittals, email coordination, and other project completion tasks.

Carl Veillette, Chief Product Officer, offered this summary of the new platform. “Newforma Konekt is an interconnected ecosystem – an environment, really — that encapsulates Newforma’s very essence, ideals, and commitment to the AECO industry. Time is always of the essence in construction, but Newforma Konekt gives users more than just hours; it gives them clarity, efficiency, and above all, peace of mind, by uniting every element of their project.”

With Newforma Konekt, all stakeholders on a project, including architects, engineers, contractors, and owners, are empowered to collaborate and make informed decisions while creating a comprehensive, intuitive, and easily searchable project record. Newforma Konekt synchronizes with existing software tools, eradicating communication gridlocks, isolated data, and tedious document tasks so firms gain valuable time that they can spend on delivering quality projects.

At Newforma World 2023, Newforma also announced the launch of its re-envisioned brand identity, underscoring the company’s commitment to product innovation and its mission to power CONNECTED project delivery for AECO project teams.

The transformation underscores Newforma’s belief in the omnipresence of connection points and collaboration opportunities across the industry’s stakeholders. The company advocates for a centralized hub as the paramount way to manage project information effectively, an ethos powerfully embodied in the new “contained web” logomark.

With this bold visual evolution, Newforma establishes itself as a leader in innovation, fostering collaboration in unprecedented ways. The industry, customers, partners, and stakeholders are invited to embark on this thrilling journey with Newforma as it continues to redefine the paradigms of connected project delivery.

For more information about Newforma Konekt and Newforma World, visit the all-new http://www.newforma.com.

About Newforma

Newforma provides Information Management and collaboration software for the Architecture, Engineering, Construction, and Owner/Operator (AECO) industry. We empower AECO firms by delivering technology solutions that drive better project outcomes at every stage of the construction project lifecycle, from design, to ribbon-cutting, and beyond. Over 500,000 users in more than 1,500 firms worldwide have streamlined their communication, simplified their administration, and enabled real-time collaboration, all thanks to Newforma’s platforms. Visit us at newforma.com.

“It is already understood in the industry that facades serve multiple functions in the building envelope, making the integration of thermal breaks crucial for several reasons including- enhanced energy performance maintaining the integrity of the thermal envelope, controlling condensation and fulfilling fire performance criteria. All whilst offering architectural flexibility, contributing to sustainability targets and meeting the required building codes and standards.”

Lister continues.

“Building facades are a complex part of any building construction. The assured thermal, structural and fire performance of components within this highly visible and exposed element is critical to the safety and longevity of any project.”

Farrat, a UK engineering company, were established in 1959 and have a pedigree in R&D developing new solutions designed to control both vibration and thermal energy for designers, specifiers and contractors. Their work on improving the performance of structural thermal breaks has recently been studied by both the Fraunhofer Institute for Building Physics IBP and the University of Salford resulting in reports available online in the Farrat Knowledge-Hub.

Chris Lister comments.

“We commissioned research at the Fraunhofer IBP (Test report P7-081e-1/2023 Calculation of the Point Thermal Transmittance and the Temperature Factor of Steel Structure Connections.) which can be downloaded in full via our website. Plus, a 4-year PhD project was conducted both on-site and at the “Energy House” located at the University of Salford in Manchester, United Kingdom. Using a specialist temperature and climate-controlled building to conduct full-scale testing of a typical steel-to-steel connection passing through the building envelope.”

Lister claims

“As a result of over 15 years of research including commissioned independent studies at scale, 3D thermal modelling and a PhD project we can confidently conclude that our STRUKTRA® connections perform equally or better thermally than alternative solutions making it the best performing thermal break both structurally and thermally in the market. We provide architects, designers and contractors with 3 easy steps to take when controlling thermal transfer effectively in facades.”

Step 1.

Narrower connections reduce both material and costs: many solutions on the market require you to design connections larger than necessary (both the length, width and thickness of the steel end plates). This creates an unnecessary increase in the size of the connection and more material required. Instead, check to see if you can map the same or better static performance (i.e. compressive strength, rotational stiffness) with a more compact thermal break. In many cases, the thickness of the connection can be reduced from 80mm or 120mm down to 25mm using STRUKTRA®.

Step 2.

Easy and efficient design: Often cumbersome design processes or external planning tools are necessary to design thermal separations in load-bearing connections. This costs important time. STRUKTRA® can be integrated into all common Euro Code 3 connections without the need for special design tools. This simplifies the process and saves you valuable time.

Step 3.

Superior and certified materials: the thermal breaks in load-bearing connections must withstand the highest loads and reliably deliver their thermal insulation performance. Therefore, look for certifications and quality seals, such as the ETA CE mark or Passivhaus. In addition, research any available studies that have been conducted by independent organisations.”

Mr. Lister closes with a clear message. “Remember if it’s not certified, it’s not the right product.”

To validate the approach, parties are working together with MnDOT, the lead state DOT on this effort, on a digital delivery proof of concept that should improve the digital collaboration across design and construction. By integrating and extending design and construction contract systems of record, Bentley, Infotech, and AASHTO will advance industry best practices for data federation, with data captured once and then seamlessly accessible across project delivery workflows. Bentley applications will be enabled to optimize for pay-item data during design and pre-construction processes, synchronizing digital twins for accurate and efficient construction deliverables. The integration of AASHTOWare Project and Infotech’s cloud technology with Bentley Infrastructure Cloud’s iTwin Platform to span OpenRoads, ProjectWise, and SYNCHRO will dramatically improve processes that to date have been manual, such as the entry of construction pay item summaries into plan sheets.  

Bentley, Infotech, and AASHTO will streamline digital delivery market offerings that demonstrate value and best practices for:

• on-demand pay item updates – to synchronize the official pay item list in AASHTOWare Project with design and construction artifacts, minimizing pay-item differences at plan turn-in for letting;
• automated quantities – to maximize pay item amounts extracted automatically from the design process, versus manually entered;
• predicted future costs – to minimize variations between official design-based estimates and actual construction costs; and
• automated funding categories – to maximize automatic extraction, for transfer to AASHTOWare Project, of financial responsibility allocations across agencies and partnering parties.

Dustin Parkman, Vice President, Transportation, at Bentley Systems, said, “This partnership with AASHTO and Infotech will help DOTs realize their project delivery digital transformation goals with automation between Bentley’s solutions and AASHTOWare Project. Data, which had been siloed, will be extensively and easily shared across the design and construction lifecycle.”

Chad Schafer, Infotech Chief Revenue Officer, said, “We understand the pain points that DOTs experience from disparate systems, and our work with Bentley is focused on the common goal of facilitating a connected environment that eliminates redundant data entry and reduces errors by bringing design and construction together. We look forward to partnering with Bentley to support agencies as they prioritize digital project delivery initiatives.”

Brian Korschgen, Product Director for AASHTOWare Project, AASHTO, said, “The collaboration between Bentley, Infotech, AASHTO, and MnDOT is a signal to state DOTs that data must flow from system to system efficiently without disruption. This is a great first step toward making that a reality for the industry.”

SWE is joined in the collaboration by the National Society of Black Engineers (co-principal investigator Rochelle Williams), Society of Hispanic Professional Engineers (co-PI Dayna Martínez), American Indian Science and Engineering Society (co-PI Tiffany Smith), and Women in Engineering ProActive Network (co-PI Stephani Page).

“This award is a testament to the amazing efforts of the Women of Color in Engineering Collaborative’s member organizations,” said Roberta Rincon, associate director of research at SWE and PI for the grant. “With the planning grant that NSF awarded us in 2020, we developed strong partnerships and a sound strategic plan to guide the WCEC’s work in the coming years. We are excited to begin implementing the strategies to address the unique challenges that women of color face in the engineering workforce.”

The grant is made possible through the NSF INCLUDES (Inclusion across the Nation of Communities of Learners of Underrepresented Discoverers in Engineering and Science) program. Aligning with the NSF INCLUDES program’s goal to advance equity and sustain systemic change to broaden participation in STEM, the WCEC aims to increase the diversity of the engineering workforce at the intersections of gender and race by improving the retention of women of color.

“Professional STEM societies, academic institutions, and employers have developed numerous programs and services for women engineers and engineers of color, but women of color engineers are often left underserved by these efforts,” Rincon said.

According to Rincon, women of color comprise less than 6% of engineering professionals. Research shows women leave the profession at higher rates than men, highlighting real-world experiences of bias and discrimination in hiring, promotion, and compensation decisions, which have particularly dire consequences for women of color.

“SWE has increased its focus on addressing the challenges that women engineers of color face,” said Karen Horting, SWE’s Executive Director and CEO. “We are excited to continue the work of the WCEC and grow a network of support to increase the retention and advancement of women engineers of color. Together, we will make real progress towards our DEIB goals.”

Seeking to increase the retention of women of color in the engineering profession, the WCEC will share case studies of promising practices with member organizations, support women of color in their pursuit of professional development opportunities, and increase access and exposure of existing programs and services to women engineers of color and the organizations with which they engage.

The WCEC will expand from its current membership of 29 organizations to include more partners from industry, government, higher education, and professional STEM societies to create a support system that systematically impacts women’s transition from college to career to promotion through their networks in higher education and the public and private sectors.

About SWE

The Society of Women Engineers (SWE), founded in 1950, is the world’s largest advocate and catalyst for change for women in engineering and technology. The not-for-profit educational and service organization is the driving force that establishes engineering as a highly desirable career aspiration for women. To ensure SWE members reach their full potential as engineers and leaders, the Society offers unique opportunities to network, provides professional development, shapes public policy and provides recognition for the life-changing contributions and achievements of women engineers. As a champion of diversity, SWE empowers women to succeed and advance in their personal and professional lives. For more information about the Society, please visit www.swe.org or call 312.596.5223.

In a Sept. 30 grand opening event sponsored in part by HDR, the community celebrated the opening of its second BRT line. Service began Oct. 1.

The Mill Plain BRT Project is a $50 million project that runs approximately 10 miles along Mill Plain Boulevard between historic downtown Vancouver and the growing Columbia Tech Center in East Vancouver.

HDR has been with C-TRAN every step of the way, from planning through final design, helping C-TRAN to secure Federal Transit Administration Capital Investment Grant funding, and continuing into construction and implementation support.

“It is gratifying to see this project come to life,” said Tom Shook, HDR’s Oregon business development leader, who also led HDR’s design services on the project. “Through our design, we worked to ensure that the project served riders’ needs while staying on budget — and opening early.”

HDR has led many BRT planning, design and implementation projects across the U.S. and beyond. The firm has contributed to South Carolina’s first BRT system, an expansion of the successful Twin Cities BRT, and Albuquerque’s first urban transit system to use a dedicated guideway.

HDR’s experts have a thorough understanding of rapid transit system requirements, operations and administration; in-depth experience with transportation facility and corridor functional definition, site assessment and preliminary design; and a strong background in understanding the impact of transit initiatives on the customer.

About HDR
For over a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. Our expertise spans more than 12,000 employees in more than 200 locations around the world — and counting. Our engineering, architecture, environmental and construction services bring an impressive breadth of knowledge to every project. Our optimistic approach to finding innovative solutions defined our past and drives our future. 

Invent It. Build It — is specifically designed for Los Angeles-area girls ages 10-18, their parents, and educators who spend the day participating in engineering activities and competitions in addition to learning about local clubs, after-school programs, scholarships, and future careers. 

This year, IIBI features Jay Flores and Diana Mogena, global STEM ambassadors. Founders of Invent the Change, Jay and Diana, are incredible engineers who aim to use the entertainment factor of magic to increase awareness of STEM. Featured on NBC’s American Ninja Warrior and starring on over 75 shows on networks like Telemundo and ESPN, Jay will bring STEM center stage as Diana demystifies science through eight cool experiments.   

Deysi Melgar, former host of PBS’s series Design Squad, will challenge pre-college students, 10-13, to build a functioning balloon-powered car. Students will test their skills by seeing how fast their cars travel.

Tamara Robertson, former MythBusters host, will lead a fun and dynamic hydraulic lift-building activity for pre-college students, ages 14-18 right after the opening ceremony. in the afternoon. During this session, students will build hydraulic lifting systems (similar to scissor lifts), and SWE will have a load capacity competition to see whose device can lift the most weight.

Career Fair — the world’s largest career fair for women engineers and technologists. At WE23, collegians and professionals of all backgrounds, disciplines, and sectors have the unique opportunity to connect with hundreds of organizations that are committed to advancing women in STEM. Thousands of attendees explore new possibilities at a dynamic career fair filled with academic, internship, and career opportunities with top employers.

When:     October 26-28, 2023

Where:   Los Angeles Convention Center/West Hall/1201 South Figueroa Street, Los Angeles, California 90015

Media  For press interested in covering WE23, please register at https://we23.swe.org/resources/press/

Contact:  For more information, visit https://we23.swe.org or email cmartin@davidjamesgroup.com.

The award recognizes and honors an individual who has made substantial and measurable engineering, scientific, and/or operations contributions to managing or treating industrial wastes to improve water quality. A renowned pioneer of industrial wastewater management, WEF created the award in 2007 to honor the late W. Wesley Eckenfelder Jr.

Eckenfelder was a prolific writer, influencing countless engineers through his many textbooks, hundreds of journal articles, and courses. One such engineer is Flippin, who achieved a master’s degree in environmental and water resource engineering and a bachelor’s in civil and environmental engineering from Vanderbilt University under the tutelage of Eckenfelder.

The impact Eckenfelder has had on Flippin is profound. After serving as a research assistant to Eckenfelder at Vanderbilt in 1983, Flippin has dedicated his career to enhancing the environment through the design, construction, and optimization of industrial water and wastewater treatment facilities. Since joining Brown and Caldwell in 1984, he has evaluated and developed process design and operating guidelines for hundreds of treatment facilities encompassing food and beverage, chemical, pharmaceutical and nutrition, refinery and renewable fuels, mining, and many more industries. His experience and technical acumen have been pivotal in helping industrial clients achieve water treatment cost savings while maintaining effluent and emissions compliance.

Project highlights include the Bush Brothers & Company’s (Bush’s® Best Baked Beans) award-winning Process Water Reclamation Facility. As technical lead, Flippin directed the process design of the 2.1 million gallons per day facility that treats production process water to be used for utility water makeup or irrigation of adjacent pasturelands on which cattle are raised by Bush Brothers & Company-owned agriculture.

Furthermore, Flippin has continued Eckenfelder’s legacy by mentoring aspiring engineers and lending his expertise to improve water quality through engineering and scientific advancements in treating industrial waters. He regularly leads educational workshops and authors thought leadership articles focused on bringing new information and pioneering solutions to market.

Brown and Caldwell CEO Rich D’Amato commented on the esteemed recognition:

“I am thrilled that WEF has awarded Houston’s decades of dedication and contributions to the field of industrial water treatment. Spanning four decades, he has continuously solved various highly technical, complex industrial water challenges to achieve the best possible outcomes for our clients and communities. His selfless approach to innovation and mentoring has tremendously impacted the industry and our people. All at Brown and Caldwell are immensely proud of Houston for this well-earned accolade.”

Based in Nashville, Tennessee, Flippin is a licensed professional engineer in 16 states and a board-certified environmental engineer.

The recently completed Merchants Bridge rebuild serves as a showcase of tightly orchestrated engineering and construction planning to replace the double-track bridge, which was built in 1889. Its three main truss spans of 520 feet each needed replacement, and the unreinforced masonry piers did not provide adequate resistance to vessel impact or seismic loading.

“Years of heavy use had caused serious structural degradation that limited crossings,” says Kevin Eisenbeis, project structural engineer at Burns & McDonnell. “The bridge has now gained decades of service life and is projected to boost the local economy by hundreds of millions of dollars thanks to this rebuild project.”

Burns & McDonnell provided preliminary and final truss design, river pier foundation design, seismic analysis and environmental services for the Merchants Bridge replacement as a subconsultant to Transystems for the owner of the bridge, the Terminal Railroad Association of St. Louis. The engineering solution included stabilizing the existing foundations with micropiles and encasing the footings and original masonry piers with concrete. The new truss span design incorporated a ballasted deck system providing an improvement to the original open-deck, rail-on-tie configuration. In addition, the track centers on the new bridge deck were widened from 12 to 15 feet, providing more operational flexibility and improved safety.

The construction plan for the three main truss spans involved a combination of existing span float-out and new span float-in on barges, plus vertical strand jack lifts combined with lateral slide operations using an overhead gantry system. The three new Warren-type truss spans were individually assembled on barges located along the riverbank. Once a truss span was fully assembled and ready for placement, the contractor Walsh Construction had 10 days to remove an old span and replace it with a new one. The sequence began with a 24-hour river traffic closure. During this nearly round-the-clock operation, empty barges were moved into place in the span between the gantry cranes to receive the existing truss span, which was lifted, slid over and then lowered to the awaiting barges below.  The sequence was then reversed during a second 24-hour river traffic closure to float-in, lift and slide the new span into position.

The Hay Award adds to a growing list of industry honors for the project, which includes the following:

• American Council of Engineering Companies of Missouri (ACECMo) Grand Conceptor
• ENR Midwest Regional Best Project
• Railway Track & Structures Top Project
• Supply & Demand Chain Executive Top Supply Chain Project

The variety of awards reflects the complexity of this project, which required significant coordination to minimize disruptions to rail and river traffic during the three-plus years of construction. Within a few months of the bridge’s completion, an average of 70 trains were crossing the bridge each day, resulting in a 49% increase in rail tonnage to the five Class I railroads that use the bridge. 

About Burns & McDonnell

Burns & McDonnell brings together an unmatched team of 13,500 engineers, construction and craft professionals, architects, and more to design and build our critical infrastructure. With an integrated construction and design mindset, we offer full-service capabilities. Founded in 1898 and working from 70 offices globally, Burns & McDonnell is 100% employee-owned. Learn how we are designed to build.

Prepared by PPI’s Building & Construction Division, PPI TN-67 Chlorine Dioxide and Plastic Hot- And Cold- Water Plumbing Distribution Pipes focuses on the application of chlorine dioxide within buildings and its potential effects on plastic hot- and cold-water plumbing distribution pipe materials.

While chlorine dioxide is rarely used as a secondary (i.e., residual) water disinfectant in public potable water systems, in certain types of large facilities such as hospitals, nursing homes, hotels, apartment buildings, and large office buildings, it is sometimes added to plumbing distribution systems to treat or control outbreaks of harmful bacteria such as Legionella which can occur in these systems. In such facilities, following outbreaks of Legionella or other pathogens in the plumbing distribution system, specialized chlorine dioxide generation devices can be added to inject ClO₂  in measured doses directly into the piping system before hot water is delivered throughout the building.

Starting in 2020, a team of experts from PPI member companies began a research project to investigate the potential effects of chlorine dioxide on pressure piping materials CPVC, PEX, PE-RT, PP-R, andPP-RCT.

“Currently, only limited North American industry data is publicly available to predict the impact that chlorine dioxide may have on specific plumbing distribution pipe materials,” explained Lance MacNevin, P. Eng., director of engineering for PPI’s Building & Construction Division. “PPI TN-67 addresses this topic based on data that has been collected through an extensive analysis of published research combined with the experience and expertise of PPI members.”

Chlorine dioxide is a dissolved gas and is highly volatile and efficient as an oxidizing agent for disinfection. It is used in different concentrations than free chlorine or chloramines and has a different mechanism of attack on the various materials and substances to which it is exposed.

MacNevin continued, “Based on the data that has been analyzed by our association regarding the effects of chlorine dioxide on piping materials in hot- and cold-water plumbing systems, it is apparent that this compound can be very aggressive to certain piping materials. PPI recommends caution when considering its use of as a chemical disinfectant to treat water for the control of Legionella or other pathogens.”

PPI recommends contacting each piping system supplier for guidance on the use of their pipe and fitting material(s) in circumstances where chlorine dioxide has been selected as the disinfection chemical.  

Access the full content of PPI TN-67 at https://plasticpipe.org/common/Uploaded%20files/1-PPI/General%20Literature/Technical%20Notes/PPI%20TN-67/PPI%20TN-67.pdf

Additional information and data about piping materials used for hot- and cold-water plumbing systems and other applications are available from the PPI Building & Construction Division at www.plasticpipe.org/buildingconstruction

As the official podcast of the National Center for Construction Education and Research (NCCER), The Builders’ Table seeks to educate, empower and engage listeners on the importance of the construction industry. The award-winning podcast is hosted by NCCER’s Vice President of Innovation, Jennifer Wilkerson. 

Season 1 of the podcast featured guests from across the world of construction, ranging from craft professionals and industry leaders to educators, government and nonprofit representatives, and more. The weekly episodes earned more than 6,200 downloads across all streaming platforms.  

NCCER received two local American Advertising Awards for The Builders’ Table, winning both a Gold and Silver ADDY from the American Advertising Federation’s North Central Florida Chapter. 

“I want to thank all of our dedicated listeners and our insightful guests for helping to make the first season of The Builders’ Table a success,” said Wilkerson. “I’m proud of the important topics and interesting discussions we’ve covered through our first 49 episodes, and I’m excited to continue sharing more great conversations in the year ahead.” 

Season 2 kicked off with Episode 50 on October 2. The first week of October marks both the beginning of Careers in Construction Month and the one-year anniversary of the podcast’s first episode. The season-opening episode features special guest Sean Ray, Vice President of Craft Workforce Development at Sundt Construction in Arizona. 

The Builders’ Table is available on several services including Apple Podcasts, Spotify, Amazon Music and more. New episodes are released on Mondays at 7 a.m. ET. 

To recommend a topic or guest for the podcast, please contact Nancy Kim at nkim@nccer.org.  

About NCCER — NCCER is a not-for-profit 501(c)(3) education foundation created by the construction industry to develop standardized curriculum and assessments with portable credentials and certifications for skilled craft professionals. NCCER provides a comprehensive workforce development system that includes accreditation, training, assessment, certification and career development solutions for the construction and maintenance industries. For more information, visit www.nccer.org or contact NCCER customer service at 888.622.3720. 

“The Friese Family Tower marks the beginning of a new era of health care in the San Fernando Valley,” said Nick Lymberopoulos, chief executive at Providence Cedars-Sinai Tarzana Medical Center. “When we began construction on this building six years ago, we said we wanted to create a modern, full-service health care campus that could offer Valley residents incredible care incredibly close to home. Today, this vision has become a reality. We are grateful to the team at Cedars-Sinai, our physicians, caregivers, donors, partners, and the community for their collaboration in building this new facility that will help transform the delivery of health care in this region.” 

The Friese Family Tower is a keystone of the 50-year-old hospital’s Tarzana Reimagined expansion and renovation project. The new building features 150 spacious, private patient rooms; a new, expanded emergency department that doubles the capacity of the hospital’s former emergency department; a new pharmacy with a pneumatic tubing system; a pediatric unit with a playroom for younger patients and dedicated room for adolescent patients; a cardiovascular unit; and a critical care unit. New technology, including a 512-slice CT scanner, will advance patient care and expand access to the latest diagnostics and treatment.   

Created with patient and family needs in mind, the Friese Family Tower also has visitor waiting rooms on all levels and recliners and sleeper sofas in all patient rooms to help families stay close to their loved ones receiving care.  

“We are delighted to welcome the community to the Friese Family Tower,” said Thomas M. Priselac, president and CEO of Cedars-Sinai Health System. “Cedars-Sinai and Providence joined together in a shared vision to ensure easy access to the highest quality care for those who live and work in the Valley. This modern facility reflects our commitment to bringing compassionate care, specialty services and advanced treatments closer to home.”  

Designed by Perkins&Will and built by McCarthy Building Companies, Inc.(McCarthy), the Friese Family Tower mixes high-tech infrastructure, privacy, comfort and healing space for patients and their loved ones. The nature-oriented design theme and color scheme of soft cool blues elevates the care experience with healing environments, a contemplative garden and original art from Los Angeles area artists.   
 

“The Friese Family Tower brings nature into the heart of the hospital with natural light and views of the healing garden, guiding the way to the emergency department and the new tower elevators,” said Jean Mah, principal at Perkins&Will. “An abstracted curved petals theme is carried throughout the hospital, evoking nature and healing.” 

Built to withstand an 8.7 earthquake, the Friese Family Tower is designed to match Silver LEED energy efficiency certification. Its construction required the time and talents of diverse local and national experts including geotechnical professionals, an arborist and an archeologist, as well as a paleontologist and members of local Native American tribes who were called in to assist when historic artifacts were found during the site’s excavation.   

“The McCarthy Building Companies team is proud to be part of the Tarzana Reimagined project,” said Erik Chessmore, vice president, operations at McCarthy. “The Friese Family Tower represents a dramatic shift in the health care landscape of our community and serves the catalyst for a brighter future for generations to come.” 

Providence and Cedars-Sinai continue to work to raise the bar on clinical excellence and enhance local programs in important areas, including women’s and children’s care, robotic surgery, heart and vascular care, neurosciences, surgical oncology and emergency care. There is much more ahead for Tarzana Reimagined as well, including breaking ground in 2024 on a hybrid surgical suite and an advanced diagnostic and treatment center on the hospital grounds.  

Tarzana Hospital opened in 1973, built by the community, which over the decades has continued to support to help continuously advance care.  

“We are forever grateful to the Friese family and honored they chose to invest in our community through Providence Cedars-Sinai Tarzana Medical Center,” said Matthew Rinnert, the hospital foundation’s chief philanthropy officer. “We’re also filled with profound gratitude for 50 years of support from countless donors in our community who have been instrumental in supporting us as we continuously improve upon the care we provide.” 

The award was presented to John O’Quinn at a meeting of the Steel Bridge Task Force on September 20 in Denver, Colorado. Karl Frank, Ph.D., P.E., a consultant and member of the Steel Bridge Task Force Oversight Council, presented the award, which reads: “In recognition of his significant leadership, mentoring and support of research which have contributed substantially to the advancement of steel bridges.”

“As chair of the Steel Bridge Task Force for many years, Alex Wilson had a vision for recognizing and mentoring the next generation of talent for innovative steel bridge research,” said Dan Snyder, vice president, construction program at AISI. “It is appropriate that we present this award to John O’Quinn, who for many years has provided mentoring and guidance to researchers and engineers as well as financial and materials support for their research. His direct support has enabled significant technological advancements for the steel bridge industry. John is highly respected and greatly appreciated by his peers, and it is an honor to recognize his contributions and lasting impact on our industry with the 2023 Alexander D. Wilson Memorial Award.”

About John O’Quinn
John O’Quinn began his steel industry career in an entry-level position at Carolina Steel in 1980. He learned the business from the ground up, working as a material handler, shear operator, welder and fitter before transitioning to maintenance, supervision and management. In 1993, he left Carolina Steel to launch O’Quinn Enterprises, a steel fabrication and erection company. In 2006, O’Quinn returned to Carolina Steel/Hirschfeld Industries as vice president. He left the company as president in 2016 to become president of High Steel Structures, LLC in Lancaster, Pennsylvania, the position he currently holds.

Since 2006, John has served the steel fabrication industry through his participation and leadership on various boards, councils and advisory groups. He currently serves on the American Institute of Steel Construction’s (AISC) Board of Directors providing oversight for the National Steel Bridge Alliance (NSBA) and as vice-chair of the Government Relations Subcommittee. He is a member of the Steel Bridge Task Force. He previously served as chair of the NSBA Executive Council and as two-time chair of the NSBA Market Development Committee.

About Alex Wilson
As chair of the Steel Bridge Task Force, Alex Wilson presided over a group representing the top steel bridge design experts in the United States. As manager of customer technical services for ArcelorMittal USA, he developed and tested new technologies for the bridge industry, including weathering and High-Performance Steels, both of which provide cost-effective and durable alternatives to competing materials and are widely used in bridge construction today. He conducted research on fracture mechanic evaluations, consulted on steel plate development, published 65 technical papers, and shaped the advancement of new steel bridge material specifications. Looking to the next generation of talent, he oversaw the establishment of AISI’s Robert J. Dexter Memorial Award Lecture.

The Alexander D. Wilson Memorial Award was instituted in 2022. The first award was presented to metallurgical consultant Dean C. Krouse.

The Steel Bridge Task Force was formed more than 40 years ago to coordinate research that establishes safe, cost-effective steel bridges and to implement these developments into steel specifications, specifically the AASHTO design codes. Its members include the American Iron and Steel Institute, National Steel Bridge Alliance, AASHTO Steel and Metals Technical Committee, steel producers, steel organizations, steel bridge fabricators, bridge owners, university faculty, consultants and representatives from the Federal Highway Administration.

AISI serves as the voice of the American steel industry in the public policy arena and advances the case for steel in the marketplace as the preferred material of choice. AISI’s membership is comprised of integrated and electric arc furnace steelmakers, and associate members who are suppliers to or customers of the steel industry. For more news about steel and its applications, view AISI’s websites at http://www.steel.org and www.buildusingsteel.org. Follow AISI on Facebook, LinkedIn, Twitter (@AISISteel, @BuildUsingSteel) or Instagram.  

For decades, the industry has focused on lowering operational carbon in buildings by decreasing energy usage. However, experts now recognize the importance of reducing the embodied carbon in construction projects caused by extracting, fabricating, transporting, installing, maintaining, and disposing of building materials and raw material components. To address this, industry programs such as the American Institute of Architects’ 2030 Commitment and the Structural Engineering Institute’s SE 2050 Commitment aim for net-zero emissions before the effects of climate change become irreversible. As a signatory member of SE 2050, SGH is eager to support these programs and encourage the ongoing conversation.

“Global temperatures are increasing, and our profession is in a powerful position to help. At SGH, our people feel we have the obligation to reduce the environmental impact of our building projects,” said Niklas Vigener, SGH Chief Technical Officer. “We know that our work contributes to carbon emissions, and we recognize that we have the expertise to do something about it. I’m looking forward to seeing these conversations and learning what more we can do to bring about sustainable change in the industry.”

The “Cutting Carbon” series features four sessions:

• 3 October: Embodied Carbon 101 (Part 1), presented by Julia Hogroian and Andrea Bono.
• 10 October: Facades, Glazing, and Roofing (Part 2), presented by Anna Burhoe, John Jackson, and Travis St. Louis.
• 17 October: Structural Steel and Concrete (Part 3), presented by Eric Fleet, Julia Hogroian, and Matthew Sander.
• 24 October: Fireproofing and Wood Structures (Part 4), presented by Kevin Black, Michael Richard, and Mark Webster.

All sessions will be held on Tuesday afternoons at 12:00 p.m., EDT. Participants will earn 1.0 AIA CES Learning Unit (LU/HSW) for attending the live webinar. Registration is free and space is limited.

Large brings over 30 years of foundation experience to geotechnical specialty engineering and construction contractor, Nicholson Construction Company, headquartered in Pittsburgh, Pennsylvania.  As client care manager, she strengthens relationships with current clients and develops new relationships and partnerships across several markets. She is a professional engineer in Pennsylvania, New York and Michigan; a member of ADSC, ASCE, Chi Epsilon, DFI, Engineers Without Borders, TRB, USSD, and ASDSO; and a Diplomate of Geotechnical Engineering. She has authored/co-authored technical papers on micropiles, deep mixing and ground anchors.  She serves as the executive director of the International Society for Micropiles (ISM). She holds a bachelor’s degree in civil engineering from the University of Maryland and a master’s degree in geotechnical engineering from Cornell University. 

The Structural Slurry Wall and Seepage Control Committee was formed when DFI’s Seepage Control Committee and Slurry Wall Committee merged at the start of 2023. The mission of the committee is to be a collaborative forum to discuss and disseminate best practices for structural slurry walls and seepage control, and to advance the awareness, use and performance of structural slurry wall and seepage control technologies.

About the Deep Foundations Institute (DFI): DFI (www.dfi.org) is an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the deep foundations industry. Our multidisciplinary membership creates a consensus voice and a common vision for continual improvement in the planning, design and construction of deep foundations and excavations. We bring together members for networking, education, communication and collaboration. With our members, we promote the advancement of the deep foundations industry through technical committees, educational programs and conferences, publications, research, government relations and outreach. DFI has more than 4,000 members worldwide.

“Ryan is a results-driven individual with a passion for connecting with new and previous colleagues,” says Matthew Glisson, P.E., director of technical activities at DFI. “His many years of construction experience in our industry as an employee of DFI member companies makes him well suited to support DFI committees.”

Reavis is an experienced professional with over 20 years in the geotechnical industry. He held various leadership positions, including project manager with Keller, operations manager for McKinney Drilling Company, project development manager for Rail at GeoStabilization International and operations manager for Eclipse Foundation Group. His diverse experience in construction project operations, management, logistics and contracts has equipped him with a unique skill set for his current role.

About the Deep Foundations Institute (DFI): DFI (www.dfi.org) is an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the deep foundations industry. Our multidisciplinary membership creates a consensus voice and a common vision for continual improvement in the planning, design and construction of deep foundations and excavations. We bring together members for networking, education, communication and collaboration. With our members, we promote the advancement of the deep foundations industry through technical committees, educational programs and conferences, publications, research, government relations and outreach. DFI has more than 4,000 members worldwide.

By providing near real-time version control, notifications, and automatic syncing to deliver the latest plans set directly to mobile devices at the jobsite, HCSS Plans eliminates rework and saves time. Old revisions are marked as void, and the latest plan set revision is automatically updated, with sheets marked to show exactly which have undergone revisions. The handy version compare feature lets foremen stack sheets and see changes marked in color for quick identification of which work has been altered.

HCSS Plans also increases collaboration between foremen and project managers by organizing markups by foreman, syncing in near real-time, and marking the exact location of geo-located photos taken in the field on the plans. The program provides markups showing measurements and calculations of work completed each day by the foreman, with annotations grouped by foreman in user layers.

Another major feature is a unique bundle of useful location services, which enable foremen to see what the planned construction looks like in the field, determine their precise location at all times, and mark locations with location flags. HCSS Plans users can find their precise location on the plan set and prepare an overlay of a map view with the actual plans documents. By speeding up the foreman’s ability to locate where work needs to happen and identifying any conflicts using location data, HCSS Plans saves time and money by lowering the survey crew usage that would have otherwise been needed. Foremen can use the handy location compare feature to coordinate among various work disciplines to identify any potential conflicts in depth requirements for utilities, for example concrete stormwater and electrical.

Foremen in the field can use HCSS Plans’ suite of built-in calculators to help eliminate mistakes, reduce material overages, and deliver consistent results by performing calculations of the most common materials needed during estimating, planning, or production. Providing accurate takeoffs of concrete, dirt, aggregates, and other materials, the material calculators eliminate using pen, paper, and calculator that can lead to incorrect results. Calculators narrow in on the correct amounts and take the guesswork out of the equation, with features that make it far easier to determine the length, area, and volume, as well as cut and fill quantities when necessary.

For more information about HCSS Plans time and money saving features, please visit: https://www.hcss.com/products/construction-plan-management/

The scholarships are given in an effort to continue to support the Foundation’s mission: The CMAA Foundation advances and supports workforce development to support the future growth of the industry, development of research beneficial to the advancement of technological, educational, or vocational expertise in the industry, and education in the construction management profession.

The Erica Lynn First Generation College Student Scholarship was awarded for the first time to Serena Foote, a graduate student at Colorado State University. The Erica Lynn scholarship provides funds to first-generation students pursuing undergraduate or graduate degrees in construction management, construction engineering, or civil engineering with an emphasis in construction management.

The College of Fellows Scholarship Fund awarded a scholarship to Ann Lyons, a graduate student at Clemson University pursuing a degree in Construction Science and Management with a minor in Trust in Construction Teams. This first annual scholarship was given in honor of Ron Pennella, CCM, FCMAA, who was inducted to the CMAA College of Fellows in 2016.

The 2023 CMAA Foundation Scholarships were awarded to Shirley Wu, an undergraduate from New York University, and to Ehsan Rajaie, a graduate student attending the University of Texas at Arlington. The CMAA Foundation Scholarship program is designed to aid students pursuing postsecondary education that is intended to lead to a construction management career.

The 2023 Francis M. Keville Memorial Scholarship was awarded to Brianna Lopez from San Diego State University. She is pursuing a Bachelor of Science degree in Construction Management. The Francis M. Keville Scholarship was established in 2009 by Christine Keville, FCMAA, through her firm, Keville Enterprises, Inc. It was created in honor of her late father. The scholarship is awarded each year to a female student pursuing a degree in construction management or a related discipline, who has a record of leadership and engagement both on- and off-campus, and who is planning a career in the field.

“It is incredibly rewarding for the CMAA Foundation to be in the position to award five scholarships in 2023,” says Andrea S. Rutledge, CAE, President and CEO of CMAA and the CMAA Foundation. “With these scholarships, the Foundation will continue to increase its impact on the program and construction management profession long into the future.”

Haynes’ career consists of more than 20 years of construction industry experience. In his new role as Vice President, Haynes will take on a wide range of responsibilities, including working closely with the project management teams to promote safety, quality and client satisfaction. Additionally, he will be involved in managing the business operations, including assisting with budgeting, staffing and profit and loss.

“Gyasi’s promotion not only recognizes his dedication and work ethic, but it also underscores our commitment to succession planning and fostering leadership from within,” said KAI Build President Bruce Wood, PE. “His contributions to KAI go far beyond the technical aspects of his work. Gyasi works to promote and live out our core values and create an environment of respect, empathy and collaboration.”

At KAI, Haynes has led the Build team on numerous construction projects including its work with Target and its dozens of store remodels across the Midwest. 

“At KAI, our core values breathe life into community transformation. As a third-generation construction professional, I’ve readied myself for advocacy and trusted advisory roles. Our goal is to foster a community-valuing team that takes care of and protects our customers, reinforcing accountability and accessibility,” said Haynes. “With faith as our guide, we steward resources, meld diverse minds, and cherish giving back.”

Haynes has a Bachelor of Science in Business and Project Management from University of Phoenix and an Associate of Science in Engineering Technology from Gwinnett Technical College.

Outside of KAI, Haynes volunteers as an Executive Board Member for Annie Malone Children & Family Services, a long-standing local St. Louis social service agency dedicated to improving the quality of life for the community by providing social services, educational programs and advocacy. He serves on the board for the ACE Mentor Program of St. Louis, an organization supporting St. Louis area high school students in their exploration of potential careers in architecture, engineering, and construction, and is also the President of Building Futures St. Louis, a group focused on supplementing the education of underserved students in the St. Louis metropolitan area. Haynes and his wife have two children and he enjoys snowboarding, running, traveling and reading books.

KAI Enterprises

KAI Enterprises is a national design and build firm providing delivery-oriented building solutions with a diverse portfolio of experience, in-house multi-discipline professionals, and expertise in both design and construction delivery. Founded in 1980, KAI has grown into one of the largest minority-owned firms in the AEC industry. For more than 40 years, KAI has been instrumental in transforming communities through its expertise in residential, commercial, K-12, higher education, healthcare, science and technology, aviation, mobility, sports and entertainment, government, water and community-focused projects. KAI Enterprises is comprised of four distinct business units—KAI Design, KAI Engineering, KAI Build and KAI 360 Construction Services. To learn more about KAI, visit www.kai-db.com.

Greenhagen joined the company as its first survey crew chief in 1986, serving land development. During his 37 years at Westwood, he held multiple leadership positions and led the firm’s diversification into renewables and power delivery. Greenhagen was appointed CEO in 2010. When reflecting on his time as CEO, Greenhagen says, “When our team met our goals, we then set them higher and pushed forward. The high level of success Westwood has achieved couldn’t have happened any other way. I am honored to have led such a great team, and I am especially grateful for the lifelong friends I’ve gained over the years.”

Looking to the future, Greenhagen continues, “Westwood has a bright future, and Bryan will do a great job as CEO. He has a proven track record of success as a leader and is the right person at the right time to lead the company to the next level. I look forward to working with Bryan from the Board level and witnessing Westwood’s continued success.”

Larry Bossidy, Chairman of the Board, commented, “We wish Paul the best in his retirement and thank him for his outstanding efforts leading Westwood to where it is today. Paul has been a thoughtful, insightful, persevering, and effective leader as he and his team continuously set the stage for growth while overcoming many obstacles which otherwise would have delayed progress. At the same time, the Board welcomes Bryan Powell to the CEO role. Bryan is an energetic, strategic, results-oriented visionary with the required skills necessary to lead Westwood’s next promising chapter of the Company’s history.”

Powell has served as the firm’s Chief Operations Officer since 2021 and has held various leadership positions within Westwood since joining the firm in 2010. Bryan will lead the company from the Plano, Texas, office location.

“This is an exciting time for Westwood,” says Powell. “We recently launched our bold vision for 2024 and beyond, that continues to place Westwood as a leader in the industry. I am grateful to Paul and the Board of Directors for entrusting me to lead Westwood in this next chapter.”

Powell added, “I want to thank Paul for his 37 years of service at Westwood. His leadership propelled the firm from a local presence in Minnesota to a nationally recognized leader in the industry. His mentorship and support over the last 13 years were pivotal in my career. He will leave an impactful legacy at Westwood.”

Greenhagen received the Zweig Group Jerry Allen Courage in Leadership Award in 2019 that recognizes leaders who have made a profound impact in the industry. During his time as CEO, he led the firm in tremendous growth and national expansion.

Powell has held several senior leadership positions in Westwood, including Director, Vice President, and Senior Vice President. Since 2021, he has served as the Chief Operations Officer, providing executive oversight of Westwood’s operations driving unprecedented profitable growth for the firm. During his tenure, Westwood has added multiple new markets and services, revised the structure of the organization to accommodate growth, and successfully integrated several large firms through acquisitions.

“We’re proud to again be recognized in Inc. 5000 as one of the fastest-growing private companies in America and want to thank our team members who continue to excel year after year,” said Jay Todisco, President of Ware Malcomb. “These immensely talented and motivated individuals drive this growth and we’re fortunate to have them representing our firm.” 

“Together, we continue to push the boundaries of innovation and growth of our footprint spanning four countries, 28 offices, and many global clients,” added Ken Wink, CEO of Ware Malcomb. “Being named to the Inc. 5000 list is an incredible honor and one that we share with our team members and our committed, visionary clients and partners who make this success possible.”

All companies on the Inc. 5000 list are U.S.-based, privately held, for-profit and independent. Companies were ranked according to percentage of revenue growth from 2019 to 2022. To qualify for the 2023 list, companies must have been founded and generating revenue by March 31, 2019. The Inc. 5000 list, which can be sorted by revenue growth, industry, state or metro area, can be viewed at https://www.inc.com/inc5000/2023.

About Ware Malcomb (waremalcomb.com)

Established in 1972, Ware Malcomb is a contemporary and expanding full-service design firm providing professional architecture, planning, interior design, civil engineering, branding and building measurement services to corporate, commercial/residential developer and public/institutional clients throughout the world. With office locations throughout the United States, Canada, Mexico and Brazil, the firm specializes in the design of commercial office, corporate, industrial, science & technology, healthcare, retail, auto, public/institutional facilities and renovation projects. Ware Malcomb is recognized as an Inc. 5000 fastest-growing private company and a Hot Firm by Zweig Group. The firm is also ranked among the top 30 architecture/engineering firms in Engineering News-Record’s Top 500 Design Firms and the top 30 interior design firms in Interior Design magazine’s Top 100 Giants. For more information, visit http://www.waremalcomb.com/news and view Ware Malcomb’s Brand Video at youtube.com/waremalcomb.

Operating from 1899 to 2008, the 1,400-acre Great Northern Paper mill was once the largest in the world. The establishment of the mill was a profound economic engine transforming a small farm into the small industrial city of Millinocket. The company built infrastructure, including housing, schools, and hospitals, to support its local workforce while also managing a vast network of timberlands, dams, and timber camps. The mill’s presence also fueled community pride and identity. Generations of Millinocket residents found a shared purpose and camaraderie in their work at the mill. In addition to being a vital part of Millinocket’s cultural and social fabric, the Great Northern Paper mill emerged as a crucial pillar of Maine’s economy, significantly contributing to the state’s growth and prosperity. Its success brought substantial revenue to the state, boosted exports, and provided numerous jobs directly and indirectly.  

Recognizing the importance of preserving this heritage, Our Katahdin, a nonprofit organization that is driving the redevelopment project, called One North, is working diligently to protect the site’s historical significance so it can be preserved for future generations. This effort has been supported by Kleinfelder, an engineering, science, and construction services firm that is serving as the historic consultant on aspects of the redevelopment. 

One of the first key objectives of the redevelopment was to remediate the buildings on the site in a manner that preserves their historical integrity and does not preclude potential future use of federal and/or state historic tax credits, which can be an incentive for potential developers. Ransom Consulting, LLC is leading the remediation efforts on behalf of Our Katahdin. 

Working as team, Our Katahdin, Kleinfelder, and Ransom Consultants identified strategies to make redeveloping the historic site more attractive, including listing it in the National Register of Historic Places. With the former administrative buildings at One North listed in the National Register, future developers who undertake the rehabilitation of these structures can take advantage of these tax credits that can cover up to 45% of their qualified expenses, which significantly reduces the overall costs associated with development. In addition to benefitting developers, the listing supports the broader community’s interests in preserving its cultural and historical heritage.

“By reusing these important buildings through rehabilitation, the One North development pays homage to the industrial heritage that shaped Millinocket. It serves as a bridge between the past and the future, celebrating the town’s legacy while fostering sustainable growth and progress,” commented Kleinfelder Project Manager Kate Willis. 

Ransom Consulting, LLC and Our Katahdin have successfully obtained multiple U.S. EPA Brownfields Assessment and Cleanup Grants. The Maine Department of Environmental Protection (DEP) and DECD have also provided cleanup grants and loans. Together, U.S. EPA and Maine DEP/DECD funding has been the first money contributed and has helped Our Katahdin better understand and quantify issues and quickly address those issues with the cleanup funding. “The partnership with Our Katahdin and its federal and state project stakeholders has facilitated fast-track environmental assessment and cleanup of the One North Campus,” commented Ransom Consulting, LLC Brownfields Program Manager Nick Sabatine.

With the site being redeveloped to attract a mix of businesses, including wood products manufacturers, technology companies, and aquaculture businesses that specialize in sustainably raising Atlantic salmon in land-based recirculating aquaculture systems, One North will create opportunities for economic development. The site will also include a new type of energy generation that uses innovative technology to provide an efficient and environmentally friendly solution for generating heat and power from biomass sources – it will be the first of its kind in the United States. There are also plans to re-establish the historic railroad on the site.

“The redevelopment of the former Great Northern Paper mill site, now known as One North, stands as a testament to the power of preservation and community-driven initiatives,” shared Our Katahdin Board Member and Vice President of Fundraising and Industrial Development Pete Malikowski “With its listing in the National Register of Historic Places and the implementation of innovative projects, the site promises to become a model for sustainable development, generating economic opportunities while honoring the legacy of the past.”

In this role, Berger will lead quality assurance, resource availability and development, as well as project delivery for HDR’s freight rail work. He will play a major role in hiring and coordinating with technical leaders to provide exceptional service to HDR freight rail clients. Berger has been with HDR for nearly a decade and will continue his work on major projects for clients as a senior project manager, working out of the firm’s office in Walnut Creek, California.

“After 10 years with HDR, I’m still amazed not only at the depth and breadth of our talent, but also our team’s dedication to helping our clients achieve their goals,” Berger said. “This role is fundamentally about enabling the entire HDR network to bring our collective knowledge, practical railroad experience, and skillsets that extend far beyond the railway industry to create lasting value for our clients.”

Berger has nearly 30 years of experience, including field and management positions with Class I railways. He brings expertise in a wide range of rail engineering disciplines, including project development and planning, track, signal, freight and passenger facilities, grade crossings, and third-party projects. He also understands the fundamental economic and competitive considerations that shape the rail industry.

“Buzz draws on his practical experience to think strategically, solve complex engineering and stakeholder challenges, and lead projects through all phases of the delivery process,” said Bill Hjelholt, HDR’s freight rail director. “Many of our clients already know him, trust him and appreciate his ability to find win-win solutions. He will be a great asset to our technical teams and clients globally in making freight rail projects come to life.”

“Victor and Louis bring a wealth of knowledge, strategic acumen, and technical expertise to our organization during an important time of company growth, and we are excited to have them on our executive team,” stated Mark Ralph, President and Chief Executive Officer of Axine Water Technologies. “Victor’s well-deserved promotion acknowledges his instrumental contributions to the development of our contaminant destruction platform. Louis’ addition to the team is key to our success in expanding our commercial market presence in North America. I eagerly anticipate working alongside both Louis and Victor as we continue to propel Axine’s growth and build upon our leadership position in the market.”

Dr. Leung brings over a decade of expertise in industrial applications as well as academic research and development in materials technology. He has specialized in the scaling and optimization of platforms for various sectors, including mineral processing, medical devices, and clean technology. Under Dr. Leung’s guidance, Axine has commercialized a proprietary electrochemical oxidation technology that achieves safe and efficient destruction of a broad range of dangerous contaminants, including per- and polyfluoroalkyl substances (PFAS). In his expanded role with Axine, he will be responsible for the continued growth of Axine’s proprietary treatment platform, which destroys dangerous contaminants without leaving dangerous byproducts behind, as well as directing strategic investments in expanding the platform to address emerging contaminants. Dr. Leung holds a Ph.D. in Materials Engineering from The University of British Columbia.

Mr. LeBrun joins Axine with over 25 years of experience in the design, commercialization, and sales of various wastewater and environmental process technologies. He has held leadership positions with several water technology companies, including AqualytX, LLC (which he founded), Hoganas Environment Solutions, X-Flow (Pentair), and Parkson Corporation. As Vice President of Sales, he will lead Axine’s commercialization expansion of its on-site destruction platform, with a particular focus on addressing complex contaminants, including “forever chemicals” like PFAS. A licensed Professional Engineer, Mr. LeBrun holds B.S. and M.S. degrees, as well as an MBA from Duke University.

About Axine Water Technologies

Axine Water Technologies is an innovative leader in industrial wastewater treatment, with on-site solutions that effectively eliminate toxic organic contaminants, including per- and polyfluoroalkyl substances (PFAS) and active pharmaceutical ingredients (APIs), through electrochemical oxidation. With a proven track record spanning over a decade and more than 100,000 hours of commercial runtime, Axine empowers industrial manufacturers to meet stringent discharge permit requirements, reduce off-site disposal costs, alleviate bottlenecks, and mitigate litigation risks. Discover more about Axine’s revolutionary technology at axinewater.com.

Avoiding damage makes the material reusable and improves human safety and structure durability in products across several industrial sectors.

Pablo Zavattieri, the Jerry M. and Lynda T. Engelhardt Professor in Civil Engineering, leads the research team that has developed this new class of intelligent architected materials.

“These materials are designed for fully recoverable, energy-dissipating structures, akin to what is referred to as architected shape memory materials, or phase transforming cellular materials, known as PXCM,” Zavattieri said. “They can also exhibit intelligent responses to external forces, changes in temperature and other external stimuli.”

Intelligent architected materials such as these have a wide range of potential applications due to their unique properties.

“These materials can change from one stable configuration to another, making them versatile and valuable for various applications including earthquake engineering, impact-resistant structures, biomedical devices, sporting goods, building structures and automotive components,” Zavattieri said.

Versatility and scalability

Virtually any material, including polymers, rubber, concrete and more, can be utilized to make the Purdue intelligent architected materials as long as they are designed to remain in the elastic regime.

“While it’s true that more brittle materials present greater design challenges, consider this: One of my PhD students successfully crafted a single-unit cell using concrete, a material known for its brittleness in tension,” Zavattieri said. “Creating these intelligent materials is all about effective design, making material choices remarkably versatile.”

Zavattieri and his team also have proven the materials’ scalability.

“We have produced intelligent architected materials as large as 12 inches, which are ideal for applications like building and bridge construction to absorb and harness energy,” Zavattieri said. “Conversely, we have created materials with unit cells smaller than the thickness of a human hair. This scalability opens up a world of possibilities from macro to micro applications.”

Drawbacks of traditional lightweight cellular materials

Cellular or foam materials are characterized by a porous microstructure or interconnected beams, columns or trusslike structures, with both solid spaces and empty spaces that form a lattice or honeycomb arrangement. Examples found in nature include bone, cork, foam, honeycombs, sponge and wood.

“Manufacturers have applied the concept of cellular structures to create lightweight lattice structures in the aerospace industry, to enhance crash energy absorption in the automotive industry and to design protective packaging for delicate items in the transportation industry,” Zavattieri said.

He said most of these materials have a single stable configuration.

“Changes in the cellular geometry as a result of an applied load typically will be limited either by the desire to prevent permanent deformation or the fact that it is impossible to return to the original stable configuration,” Zavattieri said. “There is an unmet need for a material structure that has a more stable configuration.”

Zavattieri said the new intelligent architected materials developed at Purdue redefine the concept of cellular materials.

“We have engineered the topology of their inner building blocks, which are made of beams, columns, trusses and other elements,” he said. “They are able to bend, twist, buckle and deform in highly controlled and programmable ways. These precisely tailored deformations give rise to emergent properties such as enhanced energy absorption, increased work capacity, morphing capabilities and adaptability. These properties open up innovative possibilities for various applications.”

Zavattieri and his colleagues have applied the compliant nature of cylindrical shells to create the materials. 

“Energy is dissipated via snap-through mechanisms, allowing for avoidance of plastic deformation,” he said. “Simulations were utilized to identify the relations between unit cell design parameters and deformation modes, and this knowledge was carried over to manufacture prototype specimens for validation. It was shown that energy dissipation and peak load capabilities could be optimized by changing ligament lengths and angles of inclination.”

Zavattieri’s research has been published in the peer-reviewed journals Engineering Structures, Extreme Mechanics Letters, Scientific Reports, Journal of Applied Mechanics, Matter, International Journal of Solids and Structures and Engineering Structures. His research has received funding from General Motors, ITAMCO (Indiana Technology and Manufacturing Companies), the National Science Foundation and the U.S. Air Force.

Aircraft runway mat applications

A collaboration between Zavattieri and ITAMCO has used metal 3D printing materials to develop new aircraft runway mats for temporary or expeditionary flight operations.

The lightweight 3D printed panels consist of a carbon-fiber reinforced metal composite, allowing them to have high stiffness while remaining lightweight. This panel system is an alternative to conventional AM-2 panels and offers improved longevity and mechanical properties. Applications of this technology include rapid deployment of structures or runways for defense, public health and natural disaster response.

Zavattieri and his team validated the lightweight 3D printed panels through field tests.

“The objective of the research is to develop a robust sheet or roll technology that serves as an alternative to the AM-2 mat,” Zavattieri said. “AM-2 matting has served the U.S. military well since the Vietnam War, but the materials and technology in the ITAMCO-led research project will offer many benefits over AM-2 matting.”

Pablo Zavattieri, the Jerry M. and Lynda T. Engelhardt Professor in Civil Engineering, lifts an aircraft runway mat made with new intelligent architected materials developed at Purdue University. In testing, the mats were capable of withstanding over 5,000 landing and takeoff cycles over a 60-day period while showing no signs of failure. (Photo provided) Download image

Zavattieri said a portable and lightweight airfield mat must be easy to install and store yet capable of withstanding the stresses of repeated aircraft takeoffs and landings.

“Products made with PXCM geometry have the ability to change from one stable configuration to another stable or metastable configuration and back again,” Zavattieri said. “This means the new runway mat could potentially heal itself, resulting in a much longer life span than a runway made with AM-2 matting. Another benefit is that debris on the runway will not hamper the runway’s performance with our technology.

“In testing, these mats were capable of withstanding over 5,000 landing and takeoff cycles over a 60-day period while showing no signs of failure. Current conventional runway mats fail at approximately 1,500 cycles. This durability means fewer replacements of the mats, which require fewer financial resources.”

Nonpneumatic tire applications

Zavattieri said the U.S. Army has identified a critical need for the development and deployment of nonpneumatic tires, or tires that are not supported by air pressure. As a result, nonpneumatic tires are not prone to punctures or leaks.

Zavattieri and his research team have developed a computer-based model supporting the use of the Purdue phase transforming cellular materials in the design of a nonpneumatic tire as specified by the Tire and Rim Association standards. He said the results demonstrate feasibility, through modeling and simulation, of PXCM as a dynamic, elastically deformable solution for the design of nonpneumatic tires (NPTs).

“This effort has shown that PXCMs can provide good performance on paved surfaces and provide good adaptability to the off-road environment,” Zavattieri said. “For military vehicles of interest, tires are designed to mitigate different-sized obstacles, loading conditions and variable terrain typically encountered in theater like sand, mud, gravel and snow. Modeling and simulation of designs demonstrate a PXCM-based nonpneumatic tire is capable of meeting performance requirements for both on-highway and off-road applications over varying load conditions and can resist loss of mobility due to material loss, up to 20%, resulting from ballistic/explosive threats or road debris. Model results suggest PXCM-based NPTs have the potential to extend vehicle capability and increase the probability of mission completion despite having sustained damage.”

Zavattieri disclosed the phase transforming cellular materials and their applications to the Purdue Innovates Office of Technology Commercialization, which has applied for patents to protect the intellectual property. Industry partners interested in commercializing the materials for the marketplace should contact Dipak Narula, assistant director of business development and licensing in physical sciences, at dnarula@prf.org about 2018-ZAVA-68252, 2019-ZAVA-68691, 2020-ZAVA-69072 and 2022-ZAVA-69900.

Lorin aims to raise awareness of coil anodized aluminum’s benefits compared to other options like painted aluminum, bronze, copper, zinc, stainless steel, titanium, brass, or gold. Anodizing is an electro-chemical process that builds an anodic layer from the aluminum, bonding it to the surface at the molecular level, thus protecting the aluminum from the elements. Lorin offers a myriad of color options for interior applications, a wide variety of shades of natural metal looks that are UV stable, various embossed and perforated options, and the durable material will not chip, flake, peel, or corrode. It also resists scratches and requires very minimal maintenance.

Lorin experts will answer architects’ questions and dispel some common myths about the material. In particular, Lorin experts plan to speak with these leading architects about architectural trends around the world, as well as how Lorin coil anodized aluminum meets these trends. For example, Lorin’s Stainless and Copper series can match natural metal looks while offering superior performance and durability for a better return on investment. Experts will also discuss environmental design trends. Architects working on Leadership in Energy and Environmental Design (LEED) green building projects can use 100% recyclable and zero VOC emitting Lorin anodized aluminum for metallic ceiling tiles, paneling, exterior wall cladding, backsplashes, column covers, decorative trim, roofing, and more.

For more information on Lorin anodized aluminum products, visit www.lorin.com.

Located at 2542 Old Stony Point Road, just three miles southwest from downtown Santa Rosa, the four-story,142-unit apartment building is ideally situated near parks, shopping and businesses (as well as the Santa Rosa Junior College Planetarium). Residents have a choice of one-, two-, and three-bedroom layouts, which are equipped with energy-efficient appliances. Amenities at Stony Oaks include on-site management leasing office, mailroom, community center, game rooms, learning center, lending library, bike storage for 47, off street parking, laundry facilities, fitness center, outdoor community areas with BBQ space, indoor children’s playroom and outdoor playground, exercise equipment, and timber amphitheater seating for 12-15 people. For residents’ increased safety, Stony Oaks Apartment community is designed to be a gated, secure-access property. 

“We are grateful to Meta Housing for bringing us in early on this project, which is not always the norm in construction,” said Bill Wilhelm, president of R.D. Olson Construction. “As a ‘design-build’ project we were able to have more control over planning and costs, ultimately helping them with the bottom line.”  

This is R.D. Olson Construction’s second project for Meta Housing, with previous work on Lamp Lodge Apartments in Los Angeles. Partners on Stony Oaks Apartments include Dahlin Architects; Harris and Sloan structural engineers; R3 Landscaping; interiors by Creative Design Group; and civil engineering by BKF Engineers. 

About R.D. Olson Construction  

Founded by Bob Olson in 1979 and led by President Bill Wilhelm, R.D. Olson Construction commemorates 44 years of building and is one of the top 40 general contracting firms in California. R.D. Olson Construction is a premier builder of hotel and multi-unit properties for several national hoteliers and developers, including Marriott, Hilton, Hyatt, Ritz Carlton, MBK Living, Related Properties and Meta Housing, and has a robust portfolio of renovation projects including Atria Senior Housing, Chapman University’s Reeves Hall, the conversion of the historic Bank of Italy Building into the Nomad Hotel and more. The firm also has a rich history as a builder of office, retail, restaurant, education, senior living and recreational projects. Learn more at www.rdolson.com.  

Representatives from the finalists’ organizations will present their projects to a panel of independent judges to determine the winners and meet with global press and industry executives at the 2023 Year in Infrastructure and Going Digital Awards event, which will be held at the Marina Bay Sands in Singapore, October 11-12, 2023. Visit the site to learn how these extraordinary infrastructure projects are leveraging digital advancements to achieve unprecedented outcomes.

The United States projects named as finalists for the 2023 Going Digital Awards are:

Bridges and Tunnels

Digital Twins and Artificial Intelligence for Historic Robert Street Bridge Rehabilitation

Collins Engineers, Inc. – St. Paul, Minnesota, United States

This reinforced concrete arch bridge across the Mississippi River needed rehabilitation. MNDOT retained Collins Engineers to perform a detailed bridge inspection. Collins Engineers selected iTwin Capture and iTwin Experience to generate a digital twin of the bridge. The organization expects to save approximately 20% in rehabilitative construction costs.

Enterprise Engineering

CAD Assets to GIS – A CLIP Update

Phocaz, Inc. – Atlanta, Georgia, United States

To help Georgia DOT access asset data for 80,000 miles of road centerline, Phocaz leveraged ProjectWise to store and manage the roadway design files and iTwin to generate a cloud-based digital twin. The team also used artificial intelligence to automate and digitize the generation of characteristics and locations of highway assets, saving significant time and cost while providing more accurate results.

Roads and Highways

I-70 Floyd Hill to Veterans Memorial Tunnels Project

AtkinsRéalis – Idaho Springs, Colorado, United States

While designing roadway improvements along eight miles of the I-70 corridor, AtkinsRéalis faced site constraints, challenging topography, and a complex design. They utilized iTwin to create digital twins to gain visibility, Bentley’s open modeling applications to facilitate collaborative modeling and data management, and LumenRT for visualization, saving USD 1.2 million and 5,500 hours in coordination time.

Water and Wastewater

EchoWater Project

Project Controls Cubed LLC – Sacramento, California, United States

Among Sacramento’s largest public works projects, EchoWater will upgrade infrastructure to treat approximately 135 million gallons of wastewater per day, providing a safe, reliable water supply. Project Controls Cubed needed to design 22 individual projects for a sprawling complex for removing 99% of ammonia and 89% of nitrogen, presenting significant challenges. The team selected SYNCHRO and iTwin to develop construction solutions and a digital twin. Working in a connected digital visual environment helped EchoWater deliver the project USD 400 million under budget.  

EchoWater Project; Image courtesy of Project Controls Cubed LLC

To view the full list of awards finalists, visit https://yii.bentley.com/award-finalists.

Winners will be announced on Oct. 12, 2023.

AISI D250-23 provides a general discussion about the national model codes of the United States and Canada and a general review of the basic principles of thermal dynamics of a building envelope. It also provides thermal design examples covering wall and roof assemblies constructed using AISI S250, a method to address custom or proprietary cold-formed steel wall framing, and thermal design examples covering floor assemblies constructed over unconditioned spaces using the International Code Council (ICC) International Energy Conservation Code, 2003 Edition.

“This document is designed to meet a variety of user needs,” said Jay Larson, P.E., F.ASCE, managing director of AISI’s Construction Technical Program. “Designers and builders will find information on the specific thermal properties of materials and elements in a building envelope assembly to comply with a local or state adopted code. They will also be able to determine the level of performance in an energy code or high-performance rating system. Additionally, individuals interested in whole-building performance will find detailed information on simulation tools or calculation methods, and software developers will benefit from the latest cold-formed steel thermal characteristics and calculation methods for various cold-formed steel assemblies. In all cases, it is recommended that users refer to the adopted codes in effect where the building or structure will be constructed.”

Larson noted that AISI D250-23 is an update of the “Thermal Design Guide for Exterior Walls” originally published by AISI that was updated and revised in 2008 and 2015. It addresses recent changes in codes and standards and incorporates information from research conducted by AISI. 

AISI serves as the voice of the American steel industry in the public policy arena and advances the case for steel in the marketplace as the preferred material of choice. AISI’s membership is comprised of integrated and electric arc furnace steelmakers, and associate members who are suppliers to or customers of the steel industry. For more news about steel and its applications, view AISI’s websites at www.steel.org and www.buildusingsteel.org. Follow AISI on Facebook, LinkedIn,  Twitter (@AISISteel), @BuildUsingSteel or Instagram.      

Stantec, a global leader in sustainable design and innovative engineering, has been awarded a new US$25 million 5-year single-award, task-order master services agreement with the Kentucky Division of Water (DOW). Under this contract, the firm will provide flood risk mapping, assessment, and planning services. A portion of the first task order will focus on implementation of the Stantec.io product Flood Predictor. 

Flood Predictor is a cloud-based, decision-support technology that uses machine learning to provide advanced insights and predictions on when and where flooding is likely to happen. The technology will allow DOW and community officials to make more accurate, timely decisions and inform the public of imminent flood risk and the best evacuation routes.

“It’s an honor to continue our work in the Commonwealth of Kentucky,” said Mike Greene, Stantec principal and project manager, Water. “We have several critical tasks ahead to influence mitigation of flood risk and ensure Kentucky is well equipped to prevent the loss of life and property, and our efforts will support the state as it continues to build more resilient communities.”

Additional services under this agreement include assisting with DOW’s goal of two-dimensional (2D) modeling of all the watersheds in the state, which includes hydrologic and hydraulic modeling and mapping. These 2D models will allow DOW to provide the most up-to-date conditions assessment and better support data management and regulatory processes. Stantec has already begun 2D analyses for DOW and will be able to cover the state under the new master services agreement.

“The work we’re doing with Stantec is imperative, especially amid unpredictable weather events,” said Carey Johnson, director of DOW. “This agreement comes at an opportune time with the development of new technologies that can help us better understand the Commonwealth’s flood risk and prepare accordingly.” 

Much of the work under the agreement will support DOW’s role as a Cooperating Technical Partner with the Federal Emergency Management Agency. Under the agreement, Stantec will also assist DOW in its new role as a LOMR (Letter of Map Revision) Review Partner, supporting state officials in reviewing floodplain updates.

The agreement builds on Stantec’s long-standing relationship with DOW, which dates back to 2005. The firm’s project team for DOW consists largely of staff based in Kentucky, who are closely connected to its communities statewide. Last year, when heavy flooding hit Eastern Kentucky, the Stantec team participated in relief and recovery efforts and supported fundraising for hard-hit areas, raising more than US$40,000 from local offices and beyond.

Stantec’s Water practice has extensive experience working with flood mitigation, wet weather flow, and resiliency efforts. The firm is currently supporting the Iowa Department of Natural Resources on a similar project to deliver vital floodplain mapping data to the public, supporting risk mitigation for communities statewide. Last year, Stantec worked with the Tennessee Economic and Community Development Department to integrate Flood Predictor, which gave department officials advanced insights on the areas at highest risk and impacted infrastructure during heavy storms. Stantec is currently supporting the Texas Water Development Board on a statewide floodplain modeling and mapping project to help the board better understand and evaluate regional flood risks to drive statewide efforts to create effective flood mitigation strategies.

2023 has been a tumultuous ride for a lot of us. We are still recovering from COVID, principles of economy no longer apply anywhere, the legislatures keep punching women in the guts, and most recently, Barbie unexpectedly became our new hero. The world has been chaotic to me, and nothing is predictable.

When the founders of ElevateHER, Christy Zweig Niehues and Jamie Claire Kiser, left Zweig Group for other incredible opportunities, the opportunity and honor to step in and take the reins for ElevateHER landed on my laps. While both founders are still involved, the day-to-day is now in my hands. Like a typical middle-age, mid-career woman in middle management does, the self-doubt follows immediately, and the pressure slowly manifests–Is it ok to even talk DEI with our clients? Is it ok to write a cover article about the Supreme Court rulings? I know where I stand, but is it fair to put that on the company? 

Then in Q2, an opportunity came about, and Zweig Group was invited to partner with the ACEC Research Institute on their development of the Diversity Roadmap Benchmarking Tool. It’s a big commitment (and responsibility) to put our name on such a prominent and widespread effort; I immediately had a long list of doubts disguised as questions– Do we have the resources to commit to the partnership responsibly? How will this help our clients? What does that mean to ElevateHER? I remember vividly that I started shaking feeling the excitement but also the weight of it all. 

All the doubts went away rather quickly. I was blown away at how fast and certain that Chad Clinehens, our CEO, agreed to the partnership. Almost right away, the conversation shifted from go/no-go to what we needed to do to complement this partnership. Once again, I was shown that it’s not a cheeky tagline that Zweig Group slings around on our website and business cards, we are genuinely committed to elevating the industry in an increasing number of ways.

I share this story to tell you just how honored I am to get to lead ElevateHER, and how proud I am to witness the 2023 ElevateHER cohort members present their research and projects on the ElevateAEC Conference main stage. It has been an impossibly busy and unpredictable year for most of us, yet this small but mighty class stayed focused, and developed tools, frameworks, etc., so that women and other marginalized groups of the workforce could have a more promising career in AEC. Together–across different organizations (like ACEC), and over time (i.e., ElevateHER cohorts in the last four years) –we are building a sustainable AEC workforce that will thrive and flourish, and it is shaping up to be one that’s diverse, equitable, and inclusive, where anyone that wants to be a part of it will feel like they belong.

So once again, it is my absolute honor to introduce to you the 2023 ElevateHER® projects and the team members:

• HostAgE Crisis, presented by Emily Havelka and Laura Morton, highlights the impact of liquidity issues at many AEC firms. By increasing fees and/or ensuring prompt payment, firms can stay liquid and profitable – allowing them to attract, maintain, and train top talent and restore the pride and dynamism of the industry.
• MentHERship, presented by Amy Kunselman, Andrea Narendorf, Carmen Pemsler, Jessica Bazán, Lalitha Benjaram, Shelby Harvey, and Stephanie Putzke, continues the work from one of the 2021 ElevateHER® project teams, and offers a framework for firms and organizations to implement a successful mentorship program. 
• PromoteHER, presented by Adrienne Taylor, Amanda Thomas, Kara Koenig, Laci Budd, and M. Jackie Chang, established that one way to retain women and minorities in the AEC industry is by ensuring equitable advancement opportunities. The team is creating a readily accessible hub of resources and framework to help track professional skill sets and achievements.
• TeacHER2.0, presented by Amanda Roehl, Chad Coldiron, and Kellie Delaney, expands on the effort by 2022 ElevateHER® project teams, and leverages the collective powers of public libraries to distribute materials that will help expose AEC career paths to children at an early stage.
• TransformUS, presented by Alejandra Ruiz, Alicia Albini, and Katie Fitzpatrick, asserts that a growth mindset is key to implementing DEI initiatives and improving recruitment, retention, and culture at AEC organizations. They will share their research and a framework that change agents can leverage to gain buy-in from firm leaders.

Applications are now open to join the 2024 Cohort. The deadline to apply is December 15, 2023.

If you want to help make the ElevateHER program more accessible to all AEC professionals, consider becoming 2024 ElevateHER Sponsor.

Shirley Che is director of field marketing, learning, and ElevateHER® at Zweig Group.  Resourceful and forever curious, Shirley is a data-oriented creative with a passion for connecting communities to resources. She joined Zweig Group as Marketing Manager in 2021.  Contact her at sche@zweiggroup.com.

“Cultivating and sustaining long-standing relationships with key clients like the FDOT is an effective way to bring our global expertise to the local communities in which we operate,” said Ian L. Edwards, President and Chief Executive Officer, AtkinsRéalis. “These decades-long partnerships have been effective in transforming our client’s vision into reality, driving economies and enabling us to realize our purpose of engineering a better future for our planet and its people.” 

Under the five-year $26M US contract, AtkinsRéalis will provide a full complement of engineering services including project management, planning, design and right-of-way support. Operations, maintenance and construction support will be provided as needed. The Company will also assist FDOT with accelerated design and construction of several Central Florida projects within the state’s $4 billion US Moving Florida Forward program.  

FDOT’s District Five in Central Florida, where the work will be undertaken, covers nine counties and is home to over four million residents who travel an estimated 67.3 million roadway miles daily. The District is served by seven transit agencies, five rail lines, one deep-water port, 25 public use and 133 private use airports and is home to Space Florida, the state’s aerospace finance and development authority.   

“Our end-to-end services span the entire transport ecosystem, from railways to highways and from shipping ports to airports, making us a natural fit for the District’s varying needs,” said Steve Morriss, President, Engineering Services, U.S., AtkinsRéalis. “Florida has been home to our U.S. business since 1960 and it’s an honor to continue to help deliver safe and reliable transport infrastructure in our own back yard.” 

AtkinsRéalis has a strong reputation of providing GEC services to transportation authorities and state DOTs in Colorado, Florida, Georgia, New York, North Carolina and Texas.  

Moving an intermodal or other facility to green energy involves infrastructure changes that require time and planning to properly implement. As market forces push freight and passenger railroads to decarbonize, the most practical and cost-effective solutions require careful planning well in advance of target carbon reduction dates. This is a new area for many rail operators and owners, who can take lessons from other industries about how to approach electrification.

In the latest in HDR’s Experts Talk series, Transportation Sustainability Leader Will Kirby, P.E., ENV SP, explains how to efficiently begin the complicated process of electrifying a rail facility. Drawing from his experience in the power sector, he explains the potential challenges and strategies to mitigate them. His overall message: Planning is key.

“Success begins with preparation,” he said. “Planning and modeling can inform clients on which technologies are most compatible with each facility’s schedules, site configurations and power demand. Modeling can help define an electrification roadmap for pilot projects, which helps further define and refine the course for overall electrification and decarbonization goals, initiatives and commitments.”

In his 15 years in the infrastructure industry, Kirby has helped many transportation and power clients successfully adopt practical sustainable solutions for electrification. Kirby is enthusiastic about all forms of sustainability, particularly renewable energy. He is a frequent presenter at sustainability and rail conferences, including the 2023 Federal Rail Administration Rail Decarbonization Workshop and the AREMA 2023 Annual Conference.

Read the whole interview on rail facility electrification.

HDR’s Experts Talk interview series shines a light on various aspects of transportation infrastructure design and delivery. Each subject matter expert offers unique expertise and insights about new and ongoing trends, emerging technologies and the human side of infrastructure.

About HDR
For over a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. Our expertise spans more than 12,000 employees in more than 200 locations around the world – and counting. Our engineering, architecture, environmental and construction services bring an impressive breadth of knowledge to every project. Our optimistic approach to finding innovative solutions defined our past and drives our future.