Today is National Aviation Day, an annual celebration of the advancements being made in aviation. Whether it’s developing airport master plans or designing new runways, Michael Baker International knows the business of airports – from the smallest general aviation facilities to the busiest international airports in the world. Airports are a key economic driver and source of pride for their communities, and we proudly serve as partners to more than 150 clients that have entrusted us with their airports, facilities and operations. Here are just a few examples:

O’Hare International Runway 10R-28L (Chicago, Illinois): Michael Baker was the lead civil engineer on the South Airfield improvements at the O’Hare International Airport. Our team was responsible for technical coordination and provided technical input and consultation on every aspect of the project, including the design of the 7,500-foot-long, 150-foot-wide Runway 10R-28L, which features state-of-the-art Navigational Aids, LED lighting and sustainable paving applications.

Runway 8R-26L Pavement Replacement (Atlanta, Georgia): Michael Baker prepared pavement designs for the reconstruction of Runway 8R-26L, Hartsfield-Jackson Atlanta International Airport’s oldest runway. The project involved the replacement of a 10,000-foot by 150-foot section of the runway and overlay of 35-foot-wide asphalt shoulders, construction of a pavement underdrain system, design of the centerline and edge lighting electrical system, widening of the taxiway fillet, and the replacement design of 4,000 feet of parallel taxiways. Construction was completed on time and $6 million under budget.

Monroe Regional Airport Terminal Improvements (Monroe, Louisiana): Michael Baker provided inventory, programming, program management, project design and construction administration for improvements to a new commercial terminal area and related facilities, including loop road expansion, public and rental car parking, and rental car service areas, at Monroe Regional Airport. The new ancillary facilities and terminal design significantly improved the passenger experience and the updated look and feel of the terminal also better reflects the unique outdoorsy character of the region.

In honor of National Aviation Day, we chatted with colleagues from our Aviation Practice about how they’re enabling our clients to soar to new heights.

Kirsten Brown, P.E., Assistant Project Manager

Hamilton, New Jersey

Michael Baker: What is a typical day like in your role?

Kirsten Brown: Every day is different, but my day typically consists of a variety of meetings with airports and several different offices within Michael Baker. I get the opportunity to design projects for larger airports, manage projects for smaller airports and work with our leadership team on Business Development pursuits as we look to grow our aviation work in the Northeast Region.

Abhijit Joshi, C.M., Architect

Dallas, Texas

Michael Baker: What makes your work in aviation challenging and exciting?

Abhijit Joshi: It is a great feeling to work in this industry that is global in nature but very local in the operations, and it is always forward thinking. The challenge to keep the airport operational 24/7 and meet or exceed the client’s demand on a daily basis motivates me each day.

Lance Wanamaker, P.E., PMP, Department Manager – Aviation

Cleveland, Ohio

Michael Baker: How does your work in aviation Make a Difference for our clients and the communities we serve?

Lance Wanamaker: Assisting our clients is what Makes a Difference! Most of our clients are volunteers on various boards who run and maintain the airports. They are not sure what is needed and how to go about obtaining funds to accomplish their goals, and that is where we come in. There is no better feeling than leaving an airport board meeting knowing you helped move a project forward. By moving projects forward, the airport contributes to the economic well-being of the community, and that’s something I’m proud to be a part of.

Kyle Thomas, P.E., Department Manager – Aviation

Baltimore, Maryland

Michael Baker: How do you anticipate the aviation industry evolving in the next 5-10 years?

Kyle Thomas: In the near term, the Infrastructure Investment and Jobs Act (IIJA) is going to put a lot of money into airports, so projects that may have previously been off the table due to funding restrictions may now become more realistic. It will be interesting to see what projects airports can undertake as a result of the IIJA.

Another aspect of the aviation industry that seems to be growing is general aviation. During the pandemic, many general aviation airports saw increases in operations and fuel sales despite the decrease in commercial flights. It will be interesting to see if that trend continues as we distance ourselves from 2020 or if it returns to pre-pandemic levels of activity.

Additionally, similar to other areas of transportation, electrification seems to be on the rise. Our office already has a project to assist an electric vertical aircraft company complete the installation of a charging station at an airport, so I am intrigued to see how much more we get looped into projects like that and what changes to airport infrastructure will come from this trend.

RaeAnne Hebnes, P.E., Project Manager – Highway

Anchorage, Alaska

Michael Baker: What makes your work in aviation challenging and exciting?

RaeAnne Hebnes: Designing in Alaska, each project has its own nuances. It is exciting to be a part of the community that keeps Alaska moving, whether it is providing a reliable airfield or planning for a community’s future.

The Hernando de Soto Bridge is a steel-tied arch structure that carries Interstate 40 (I-40) across the Mississippi River between West Memphis, Arkansas, and Memphis, Tennessee. As one of only two crossings of the Mississippi River in the Memphis area, the bridge is a vital transportation, commerce, and defense link, carrying approximately 60,000 vehicles daily.

On May 11, 2021, Michael Baker International inspectors were conducting a routine inspection of the upper portions of the Hernando de Soto Bridge they noticed a fracture in the tie girder of the bridge below deck, located within the Arkansas Department of Transportation’s (ARDOT) scope of inspection. With safety as the top priority, our team sprang into immediate action, contacting local authorities to shut down all traffic across and under the bridge. The emergency closure quickly gained attention across the country from the public, media outlets and politicians alike. Tennessee Governor Bill Lee, Arkansas Governor Asa Hutchinson and U.S. Secretary of Transportation Pete Buttigieg all visited the bridge in the days following the closure.

Following the initial discovery of the fracture, the extent of the damage was unknown, and we needed to ensure that the structure was safe for repairs to begin. Our team includes experts in using unmanned aerial systems (UAS) in bridge inspections to capture images and data in difficult-to-access areas, and we were able to use UAS to scan the rest of the structure. No additional damage was observed and we swiftly moved plans for repair into design and construction.

Under the Tennessee Department of Transportation (TDOT), a three-phase plan for the project was devised with Michael Baker serving as the lead designer. Phase 1 consisted of the design and installation of temporary stabilization plating and was completed within 14 days of the closure (May 25, 2021). Phase 2 used post tensioning to reduce the stresses in the tie and fully bolt repairs over the fracture and 150 feet of its length. Phase 2 was completed 53 days after the closure (July 3, 2021). The third and final phase addressed additional defects noted in the tie during inspection and was completed on July 31, 2021.The same day, all I-40 eastbound lanes opened and on August 2, 2021 all westbound lanes opened.  Traffic was again flowing just 83 days after the fracture was discovered.

Both ARDOT and TDOT share responsibility for the bridge: ARDOT handles inspections and TDOT handles repairs. Michael Baker provided inspection services for the portions of the bridge above-deck, including the arch ribs and hangers, for ARDOT. We also served as the lead designer all phases of repair for TDOT. The Federal Highway Administration (FHWA) was also a key partner throughout the project, aiding with the repair plans.

Several factors contributed to the success of this project:

Focusing on Collaboration and Communication

Early on, we recognized that collaboration and communication  would be important to repairing the fracture and reopening the bridge as quickly as could be properly accomplished.  

With the critical nature of the project, we understood the need to expedite repair efforts as quickly as possible. Within Michael Baker we immediately mobilized multiple teams of engineers to analyze and assess the current condition of the bridgeand begin the repair design and plan development for both short-term and long-term repairs.  In all, we called on more than 60 of Michael Baker’s Engineering staff from around the country to contribute to the project in design and review/oversight roles to ensure that timely and prudent decisions were made at all phases of the work and that multiple phases could be advanced in parallel to expedite the repairs. 

External communications were equally as important. With the emergency nature of the project there were a great number of people within both departments and federal highway that need to be kept abreast of the latest developments. Coordination meetings were held daily amongst the design and construction team, traffic and operations, and public involvement professionals for each department. In addition, daily briefings were held to update Federal Highway, and executive leadership

The team, both internally and externally, came together to work toward the common goal of reopening the Hernando de Soto Bridge to traffic as soon as the necessary repairs could be safely made. All partners on the project proceeded in lockstep as repairs commenced, with daily working meetings to resolve challenges and frequent status meetings held throughout the entirety of the project.

Identifying the Right Project Delivery Type

TDOT selected the Construction Manager/General Contractor (CM/GC) project delivery method, in which the project owner hires a contractor to provide feedback during the design phase before construction begins. This project delivery method allowed the owners, our engineers and the contractor to collaborate on repairs, while also reducing risk, improving constructability and improving material procurement and schedule. Within a week of the fracture being discovered, General Contractor Kiewit Infrastructure South Co. was brought onboard to provide crucial input to the team.

Ensuring Quality

Throughout our company’s history, there has been a clear constant: quality is the cornerstone of every project. With the Hernando de Soto Emergency Bridge Repairs, time was of the essence and there was no time to backtrack. We had multiple teams working simultaneously and quality control checks were regularly done to ensure all components of the project were up to standards. With the breadth of expertise at Michael Baker, we were able to identify the most appropriate colleagues to work on each piece of the project.  

Being Adaptable

In any project, adaptability is critically important but in a project with so many unknowns, adaptability was non-negotiable. We had to be prepared for challenges and setbacks, while also bringing together the right mix of people to overcome those challenges and setbacks. At Michael Baker, we embrace the philosophy that we are stronger together and this project is a shining example of the passion our Wolf Pack members share for one another, making sacrifices for a common objective and really trusting one another.

I am proud of the team that came together to reopen the Hernando de Soto Bridge and restore this important structure.

When our firm started in a small hotel room in Rochester, Pennsylvania, in 1940, a legacy of expertise, experience, innovation and integrity was established. Now, more than 80 years later, I am proud of our colleagues who continue the tradition of Making a Difference that was established the day we were founded as we Reimagine Michael Baker as a full-service engineering and consulting company.

We Make a Difference is more than a tagline – it is engrained into the very fabric of our company. We Make a Difference for our clients, partnering with them to solve some of the world’s most complex infrastructure challenges. We Make a Difference for our communities, helping to enact transformational change and improve quality of life. Finally, We Make a Difference for our colleagues, working closely as a team to innovate and achieve our shared goals.

Today, we unveil the Making a Difference blog to tell these stories. You’ll hear from change-makers, innovators and experts from across our company’s nearly 100 offices and 17 Practices covering a diverse range of subjects:

  • Trending Topics: Gain valuable insights and commentary on trending topics within our industry from Michael Baker Thought Leaders.

  • Project Perspectives: Hear the behind-the-scenes stories of Michael Baker’s most iconic projects from the people who led them.

  • Wolf Pack Spotlight: Meet our employees and learn about what makes our Wolf Pack so unique.

By embracing technology, transforming communities and bringing people together through the marvels of engineering, our company continues to fulfill our mission to make the world a better place. Thank you for joining us on this journey – we cannot wait to share it with you.

Digital access and inclusion are critical needs in society today. Without a reliable broadband connection, people are prevented from necessary tasks like applying for jobs, learning new skills, accessing social services and healthcare, and more. The good news is that across the country, we have new access to funding thanks to the historic Infrastructure Investment and Jobs Act (IIJA), which allocates $65 billion in backing for broadband access.

In Southwestern Pennsylvania, we are at the forefront of understanding the impact that the lack of broadband availability and access has on our communities. Recognizing the need to improve broadband access, the region has formed Southwestern Pennsylvania (SWPA) Connected, a regional consortium that includes Southwestern Pennsylvania Commission, Carnegie Mellon University, Allies for Children, 10 counties, the City of Pittsburgh and a diverse group of regional partners, in addition to our broadband team at Michael Baker International. During Fall and Winter 2021, we facilitated the development of the equitable Connectivity Roadmap to provide affordable, reliable broadband internet access across the region in-line with federal funding requirements. The Connectivity Roadmap is similar to the Five-Year Action Plan required by the National Telecommunications and Information Administration (NTIA) for states to receive broadband planning and deployment funding.

The first step to providing broadband access is to determine where access is lacking or nonexistent. Our team created a Broadband Access Index Dashboard to identify areas that have the greatest need for broadband access. This dashboard creates an index score using several datasets designed to visually interpret broadband and funding eligibility, as well as the socioeconomic impacts the lack of broadband has on a given locality.

Our team partnered with one of the members of SWPA Connected, Washington County Authority, to leverage the Broadband Access Index Dashboard. Through this partnership, Washington County Authority discovered that the first known habited location in the United States, Avella, a small town in Washington County, Pennsylvania, still did not have access to broadband. The historic town is home to the Meadowcroft Rockshelter and Historic Village, a Smithsonian-affiliated Museum depicting scenes of early life and spectacles of the present. The town described their access to broadband as “spotty, at best…”.

Avella’s broadband index score was 23 out of 100. For reference, a score of 40 or less qualifies a location to be included within an Opportunity Area, locations in need of high-speed internet access and associated connectivity programs. By leveraging the dashboard, John Timney, Washington County Authority Executive Director, was able to use the Meadowcroft Rockshelter and Historic Village project as a pilot for Washington County’s Rural Broadband Initiative, which is slated to utilize $30M in American Rescue Plan Act (ARPA) funding to bring broadband to rural areas of the county, including Meadowcroft. As of April 2022, Meadowcroft now has access to high-speed internet thanks to the implementation of this fiber project, which enables worldwide access to the site, including virtual field trips.

With the successful launch of the Broadband Access Index Dashboard and its use for the Meadowcroft Rockshelter and Historic Village came several key learnings:

  • Identifying the Right Data Variables: As we developed the Broadband Access Index Dashboard, we found that we needed to collaboratively include multiple datasets that consider various geographic factors, such as broadband coverage, socioeconomics, Title VI and environmental justice factors, to ensure communities that are typically overlooked for broadband expansion can get connected. We used available information from the Federal Communications Commission, U.S. Census Bureau, Ookla and Measurement Lab and additional datasets sourced from the SPC Open Data Portal and U.S. Census Bureau, providing us with socioeconomic, Title VI and environmental justice factor datasets. All of these factors were integrated to develop a Connectivity Opportunity Area Index Score that guides funding, project development and policy for infrastructure and social programs related to broadband access and inclusion.
  • Partnering to Ensure Connectivity: To ensure Meadowcroft Rock Shelter and Historic Village’s connectivity to the world, beneficial partnerships were identified during both pre-project planning and implementation. This was a key to the project’s success. During the project’s implementation, the Washington County Authority partnered with a local fiber provider, Hickory Telephone Company, to leverage Hickory Telephone’s existing service territory to extend access to Meadowcroft. This implementation partnership was supported using GIS applications built by Michael Baker during the pre-project planning phase. Our team was contracted by the Southwestern Pennsylvania Commission to develop the broadband web mapping system alongside Carnegie Mellon University’s Metro21 Smart Cities Institute and Traffic21 Transportation Research Institute, as well as Allies for Children.

Through broadband, communities and individuals can access information that is essential to everyday life. As digital technology continues to evolve and improve, we are working toward digital equity and as a result, internet for all.

The Covid-19 pandemic forced the closure of public gathering spaces for the better part of a year before slowly reopening with changes focused on safety and capacity control. Covid-era space adjustments have redefined parks, concerts, dining and more, creating the need for reimagined areas where people can safely meet with others.

Creative adaptations to public spaces are critical for a return to vibrant urban activity, something Michael Baker’s Urban Design Studio, in partnership with the Pittsburgh Downtown Partnership (PDP) and City of Pittsburgh’s Department of Mobility and Infrastructure (DOMI), sought to bring back to Downtown Pittsburgh, Pennsylvania, home to the city’s central business district and highest concentration of restaurants.

Driving our process for this project was the idea of Regenerative Streets: designing an environment that is adaptable with the capacity to transform into different uses as the needs of the space change. Dictated by economic, environmental and social factors, these spaces generate benefits immediately, with the ability to adapt to different uses in the future as needs change. It is not planning for an endpoint, but  planning for a future that while uncertain is full of opportunity.

Penn Avenue is the oldest and most historically significant street in Pittsburgh. It serves as the core of the city’s Cultural District, home to Heinz Hall, Benedum Center and Byham Theater, is adjacent to the David L. Lawrence Convention Center and Heinz History Center and features many shops and restaurants. Penn Avenue, as well as neighboring 6th Street, are narrow, but important, streets with through traffic and street parking. Sidewalks offer the only option for pedestrians and bicycle connectivity is provided through dedicated lanes. As Covid-19 reduced traffic in the area, we saw these streets as opportunities to solve the immediate needs of adjacent restaurants through a street redesign pilot program.

The most immediate need throughout the pandemic was to address the limited seating for indoor establishments due to restricted occupancy rates. However, by creating new outdoor spaces, we could bring restaurants back to near-full capacity while providing customers with safe seating options.

With the potential to benefit 70 local Pittsburgh restaurants, we aimed to address the priorities of the PDP and DOMI. In reimagining these thoroughfares, we engaged our partners with a few factors in mind:

  1. Designate areas for outdoor, socially distanced dining for local restaurants
  2. Provide ADA-accessible spaces for through pedestrian flow as well as access to all dining locations
  3. Slow down motor vehicles through traffic calming techniques
  4. Maintain safe bicycle access

For the project to be a success, we needed to address these factors while still enabling customers to access the restaurants in a safe manner, via the mode of their choice. The PDP was instrumental in maintaining constant communication with Stakeholders, explaining the concepts and benefits of removing on-street parking.

The needs of the city and the idea of Regenerative Streets intersected with the redesign of these downtown streets. Travel lanes along these roadways were narrowed to 11 feet to reduce traffic speed, and temporary barriers were introduced to allow for physical separation between the vehicle and pedestrian spaces. Portions of travel lanes and parking spaces were converted into outdoor seating to safely accommodate restaurant patrons, and bike lanes were reconfigured to maintain connectivity around the new dining spaces. By modifying the physical space and function, the street has become better equipped to accommodate new economic and social activities, is more diverse in terms of use capabilities (beyond a motorized transportation function), better equipped to deal with change and adapt to future needs, as well as generating new activity. This pilot program was embraced by businesses and patrons alike, offering a safe dining option.

We will continue this discussion with part two of Reimagining Public Spaces through Urban Regeneration.

In part one of Reimagining Public Spaces through Urban Regeneration (hyperlink part one), we introduced the idea of Regenerative Streets: designing an environment that is adaptable with the capacity to transform into different uses as the needs of the space change.

The City of Pittsburgh, Pennsylvania, launched a pilot program in response to the Covid-19 pandemic that reimagined public areas for people to safely meet with others. The pilot program included reallocating space to accommodate outdoor seating at restaurants along two of the city’s busy thoroughfares, Penn Avenue and 6th Street.

The public embraced the pilot program, bringing new energy to the pandemic-quieted streets of Downtown Pittsburgh, and its popularity spurred a new concept: the Allegheny Overlook, a brand-new pop-up park along Fort Duquesne Boulevard highlighting community, arts and culture while showcasing one of Pittsburgh’s most iconic riverfront views. In this space, we looked to offer not only a place for dining but also for performances, workout classes and workspaces complete with seating and broadband Wi-Fi connectivity (also reflecting the important role of equitable broadband access in the (post)pandemic economy, educational and cultural environment). New technologies such as Wi-Fi also enabled more cost-efficient activation of spaces through software rather than more expensive and permanent structural changes. This makes the space more flexible for different types of uses. This concept created a strong identity for the space while enabling flexibility in uses, reducing costs and creating opportunity for cultural and economic activities.

These changes successfully rearranged, realigned and reimagined Pittsburgh’s Downtown to fit the evolving needs of the community. This has contributed to a paradigm shift where urban spaces are no longer seen as fixed but as flexible and adaptable to evolving needs including (and beyond) the Covid-19 pandemic. This will transform limited spaces like city streets and creates new opportunities for community and social interaction in support of thriving local economies. Conceptually, it reflects the notion that the Regenerative Street is never finished. This is not a new but a rediscovered concept, as streets have, for most of their history, always been places for people to congregate and move. Streets have always evolved, often more adaptable in the past than in modern times, perhaps due to their synergistic role as economic generators and social activities that coexisted with transportation.

Only in the 20th century did the concept of the street change to that of one solely (or predominantly) for the movement of motor vehicles. This was based on a 20th Century planning and engineering approach to solve urban challenges and achieve functional optimization through spatial separation (often with negative effects on safety, environment and quality of life). However, as the example above illustrates, the pandemic has catalyzed a shift back to spatial integration, enabling different uses to co-exist once again. These uses and spaces provide a more diverse and lively experience, leveraged through new technologies and creating a new sense of community and economic vitality. The 21st century will be defined by rethinking streets as public and community spaces once again and being creative and flexible about their use. The Regenerative Street is intentionally incomplete and may very well be the next evolution of the “Complete Street” concept.

As testimony to the success of this concept, the Pittsburgh City Council last month unanimously approved a process that makes outdoor dining and retail activities in public rights-of-way (like sidewalks and parking lanes) a permanent feature of Pittsburgh’s streetscape, extending beyond the pandemic phase. In addition, Pittsburgh’s Urban Redevelopment Authority plans to provide $1 million in grants to help businesses create the new spaces. This will provide both economic, community and transportation benefits as the city shifts toward a safer, more pedestrian and bike-friendly community that is vibrant and less dependent on cars.

 

The City of Cleveland, Ohio, is a busy economic and cultural hub in the Midwest. However, not all areas of the city were being utilized to their full potential. The area between the terminus of Interstate 490 and University Circle in Cleveland, traversing the Fairfax, Kinsman and Central neighborhoods, had become known as the “Forgotten Triangle” due to a lack of economic activity and investment.

The Ohio Department of Transportation (ODOT) and the City of Cleveland recognized the “Forgotten Triangle” as a remarkable opportunity for neighborhood regeneration. After years of planning, design and construction, the newly opened Opportunity Corridor, a 3-mile roadway that runs from East 55th Street at Interstate 490 to East 105th Street, not only brings enhanced transportation, mobility and connectivity to this area, but also is spurring new economic development, new jobs and a new identity for the historically underserved community. The 35-mph boulevard includes a median, crosswalks, pedestrian and traffic signals, a multi-use path, tree lawns and vehicular, pedestrian and rail bridges.

Our team at Michael Baker International served as lead designer on the Opportunity Corridor, Section 3, project for the Ohio Department of Transportation (ODOT). This section, a new five-lane boulevard facility, features:

  • Two miles of new roadway on new alignment
  • Seven signalized intersections
  • Seven bridges of various types
  • Four groups of retaining walls
  • Three Best Management Practices (BMPs) for storm water treatment
  • New sanitary, storm and combined sewers
  • Electric, storm and sanitary stubs installed for future development

As we worked on and completed the project, we recognized several ingredients to success:

  • Recognize the opportunities and limitations of your project delivery method. This project was completed using Design-Build (D-B) delivery. D-B necessitates that one entity works under a single contract with the project owner to provide both design and construction services. Our D-B partner on this project was Kokosing Construction. The D-B process offers benefits like increased collaboration but is not a straight-forward path to completion. Both the design and construction entities need to have a “big picture” understanding of the project and work together to ensure that goals are met in terms of both design and construction.
  • Assemble the right project team. Staffing for D-B projects should include local staff that is familiar with the standards you’ll need to work within. It’s also important to ensure that project teams have the right balance of experience. From interns to leadership, every role is essential and important.
  • Be flexible. Understand that change will happen, and you must have flexibility in design. There will likely be re-work that is needed – not because it is wrong but because there are efficiencies in construction that we as designers are not privy to.
  • Communication is key. Bringing together the design and construction teams as one entity requires constant communication. If possible, being in one office with the designers, contractors, inspectors and decision-makers will allow for issues to be addressed as they are identified. With various viewpoints able to be consulted in real-time, we could tailor our solutions so not as to cause issues downstream. Also making use of technology and collaboration tools – like video conferencing and instant messaging – can help bridge the gap if the team physically cannot all be in the same place.

The new thoroughfare not only brings enhanced transportation, mobility and connectivity benefits to this area of Cleveland, but it is also spurring new economic development, new jobs and a new identity for the community.

Today is World Architecture Day, an annual celebration of architectural achievements and the people who design them. At Michael Baker International, our Architecture Practice balances the pragmatism necessary to deliver achievable design solutions to our clients with the desire of each one of our architects and building engineers to improve our built environment, including public spaces, workplaces and our communities, while reducing adverse environmental impacts. From simple and effective architectural solutions to iconic architectural statements, our Architecture team is Making a Difference for our clients from coast-to-coast. 

 

The Jacksonville Regional Transportation Center (JRTC) at LaVilla in Jacksonville, Florida, is just one example of how our Architecture team is marrying form and function to achieve a spectacular result. 

Michael Baker, as part of a joint venture team, provided design services for a state-of-the-art regional transportation center in the LaVilla neighborhood in Jacksonville’s downtown district. The $57.5 million combined mass transit hub improves the flow of traffic by integrating multiple modes of transportation, including local and regional bus networks, taxis, rental car services, elevated rail service, bike share, car share, and any future rail service. An elevated urban plaza also features a large open area with mixed-use retail opportunities.

The JRTC at LaVilla’s central artistic and architectural innovation is the glass curtainwall, a progressive design hallmark envisioned to express acceleration and mirror client Jacksonville Transportation Authority’s philosophy of transportation. To achieve the iconic look, the team worked with the glazing manufacturer, creating a striking interlocking design of triangular and trapezoidal shapes that were printed on the glass. The coloring process involved printing the ink on the glazing to achieve two separate colors on the same piece of glass, an uncommon feat. The panels were assembled in a factory, accelerating construction and reducing costs, then hung like puzzle pieces on the façade. In addition to aesthetics, the curtainwall enhanced sustainability, allowing for natural daylighting. This impressive Architectural centerpiece is on display for the thousands of passengers that travel through the JRTC at LaVilla each day.

 

In honor of World Architecture Day, we also caught up with Chantal Frances and Caroline Scorzelli, two colleagues in our Architecture Practice, to chat about their roles and the industry at large.

 

Chantal Frances, Architectural Department Lead

Philadelphia, Pennsylvania