Lindsay Kaufmann, P.E. Design-Build Project Manager 

Julie Thurman, P.E., DBIA, Design Quality Manager

At Michael Baker International, our philosophy is simple: deliver quality from the very start. For every project, that means anticipating challenges early and addressing them before they become costly setbacks. It’s about being proactive, thoughtful and intentional at every step so we can deliver results that stand the test of time.

From company-wide strategies to detailed design practices, every phase of our process is built around one goal: making quality the cornerstone of everything we do.

At the Company Level

For our team, quality is a company-wide commitment, and our quality management approach ensures that both the final product and the overall project meet the highest standards of excellence and client satisfaction. In fact, a core component of The Michael Baker Way is quality management, a comprehensive process that ensures client satisfaction and project excellence. It involves three key components: quality planning, quality assurance and quality control.

Here’s how we make it happen at the company level:

  • Assemble the right team: Having the right team in place makes a big difference. We’re fortunate to work with people who bring deep expertise and a strong focus on quality. Assembling the best team isn’t just about credentials; it’s about understanding the project’s unique needs and matching them with the right mix of disciplines, perspectives and leadership.
  • Take a cross-disciple view of quality: Our approach begins at the discipline level, where every detail is carefully reviewed. From there, we take a broader view, looking across disciplines and assessing constructability. It’s easy for teams to get caught up in their own scope, but even small changes can have a ripple effect. That’s why we take the time to look at the full picture and make sure nothing is missed.
  • Capitalize on key learnings: We’ve learned a lot from solving complex infrastructure challenges for more than 85 years, and we’re applying those lessons to our other projects, adapting best practices to strengthen our work across the board.

Pre-Design Phase

The pre-design phase is where we set expectations, align on vision and uncover the details that will shape the entire project. During this phase, these steps ensure we’re prepared to deliver a design that meets quality goals and exceeds client expectations.

  • Set expectations: Before a project’s design takes shape, we begin by asking the big questions like “What do stakeholders truly need?” and “Are we all aligned on the vision?” These discussions ensure that we’re designing a project that meets expectations, avoids costly missteps and delivers lasting value.
  • Communicate early and often: In the early days of a project, communication is key—it sets the tone for everything that follows. As the project progresses, regular updates ensure that our team, the client and our partners stay on the same page, enabling quick problem-solving and ensuring transparency.
  • Understand the project’s content: We use proven tools to gather requirements and dive into site analysis, looking at environmental, regulatory and logistical factors that could shape the project. These steps help us understand the full context before design begins and allow our team to make informed decisions and build a design strategy that’s realistic and aligned with quality goals from the start.
  • Identify Risk Early: Risk management begins long before the first design takes shape. In the pre-design phase, we take time to identify potential risks by listing out assumptions and planning for contingencies—whether related to cost, schedule, or design. This proactive approach sets the foundation for smoother execution and minimizes surprises later in the project, ensuring we stay on track and deliver with confidence.

Notably, in Design-Build projects, the design phase is where we lay the foundation for quality. During this stage, we create a comprehensive quality manual that includes both a design quality management plan and a project-specific plan. This framework keeps quality front and center from day one, guiding every decision and ensuring consistency throughout the project.

Design Phase:

As we move into design, our goal is clear: create solutions that deliver lasting impact. Here’s how we make it happen:

  • Engage in Cross-Functional Collaboration: Collaboration is the backbone of successful design. We bring together disciplines to share ideas early and often, oftentimes resolving potential conflicts before they become costly issues. This ongoing communication between teams leads to smarter decisions and stronger outcomes.
  • Adhere to Design Standards and Quality Controls: Consistency matters. Unless defined in the project contract, our team uses established benchmarks, industry codes and internal standards to keep designs aligned with best practices. We also engage in peer reviews to add an extra layer of assurance, catching errors and improving precision before plans move forward.
  • Embrace Technology-Driven Design: Modern tools make precision possible. BIM (Building Information Modeling), digital twins and simulation platforms allows us to visualize, test and refine designs in real time. We can also push updates to any plans to our clients and partners within moments, ensuring that the entire team is working off of the most up-to-date plans.
  • Provide Detailed Checking: Detailed checks in structural design are critical because even small errors—like a wrong formula or unit—can lead to major issues during design and construction. To prevent costly rework, every calculation and drawing is reviewed by a designated quality control engineer.  

Quality doesn’t stop when the design is complete—it carries through construction and beyond. Post-design and throughout the construction phase, our focus shifts to partnering with our client and the contractor to ensure that every detail in the plans is executed as intended

For us, quality isn’t just a process, it’s a promise. We believe that every project deserves the highest level of care, precision, and collaboration. From planning to execution, we’re committed to delivering solutions that stand the test of time and exceed client expectations.

At any given time, there may be millions of engineering projects being initiated, designed, constructed, completed and updated across the country and around the world. These projects range from small-scale repairs to infrastructure megaprojects. Navigating the complexities of expansive, intricate programs is significant for any agency or institution. A Program Management Plan is critical in planning and implementing projects and programs efficiently.

As an owner’s advocate, Program Managers are tasked with supporting clients throughout project planning, design, construction and commissioning, as well as helping to navigate complex schedules, manage risks and adapt to unforeseen changes. The Program Manager must strike an appropriate balance between stakeholder’s expectations and the realities of the program.

When building an efficient and effective program, there are several considerations to address for a project to meet expectations for quality, value, cost and schedule. The items below outline the elements essential to successful program management and execution.

 

Team Development: The Program Manager must first identify a multi-discipline support team of experts in project development, program controls, design, construction management and program support that will work together with the client to successfully compile and deliver the program.

Program Development and Strategic Planning: The Program Manager’s objective is to develop a strategic improvement plan that looks beyond the current capital program and creates a framework for long-term program planning efforts. Building a successful program requires a continual focus on overall strategic objectives, an ongoing assessment of the strategies to achieve these objectives and active oversight and management of the tactical steps – including projects and processes – taken. Program Managers also must regularly reassess the program and adjust due to changes in cost, scope and scheduling.

Project Controls: Project controls are imperative for a successfully executed program. The primary purpose of the Program Management Control System is to establish clear cost and schedule criteria for the program, monitor and measure program status, provide early identification of problem areas, provide alternative analysis and ensure that pertinent information is communicated to project participants. A web-based system is recommended to facilitate these processes to ensure that all versions of documents are available, simplify communication, provides universal access to pertinent information, enables the team to track time-sensitive items, maintain an audit trail, reduce project schedules and allow for standardization of documents, forms, logos and reports.

Design: Successful programs should prioritize identifying innovative design solutions. In creating a program, the team should enact a design-to-budget approach that requires those working on capital program projects to include only the most essential elements in a project’s design.  This effort also includes collaboration with the local contractors and Builders Association. Throughout the program, the Program Manager should measure progress against predetermined baselines, giving maximum visibility to problem areas at an early stage, so that management may take corrective action and avoid any schedule delays and cost overruns. 

Construction Management: Construction management activities and responsibilities begin long before the construction phase. The Program Manager should coordinate construction planning, agency interface, utilities, force accounts and help develop the schedule. During construction, the Program Manager should oversee field engineering staff to maintain design integrity, monitor the schedule and facilitate the contractor’s submittals and change order approvals to ultimately deliver a quality program on time and within budget.

Program Support: Throughout the program, the team may also provide administrative support, facilitate stakeholder communication, identify, monitor and manage potential risks and ensure that program activities adhere to the established quality standards and best practices. A robust web-based management system should also be developed to establish a central location for the Program Manager, the DOT, and the design and construction team members to access and store the latest documents and requests, facilitate reviews and approvals, and log all program related activities.

 

Putting it all Together

At Michael Baker International, we have deep experience and expertise in providing strategic vision, planning and management for complex projects and program execution. One such example is our work with our client, CSX Transportation, throughout Virginia as part of the Transforming Rail in Virginia (TRV) initiative.

The TRV initiative is changing the future of rail transportation in Virginia by acquiring railroad right-of-way, increasing rail capacity and reworking passenger and freight operations to improve reliability and increase rail service in Virginia. The TRV program represents an innovative public and private partnership, which also includes the Federal Railroad Administration (FRA), Virginia Department of Transportation (VDOT), Amtrak, and Virginia Railway Express (VRE) commuter rail operator as key stakeholders. This work is being completed in conjunction with the Virginia Passenger Rail Authority (VPRA), the lead state agency for TRV, and encompasses the design and construction of multiple projects between Washington D.C. and Richmond, Virginia.

Over the course of a decade, Michael Baker is providing program and construction management services for significant rail enhancement projects as part of the TRV initiative. Our firm will serve as owner-representative, collaborating with various design consultants to provide preconstruction and construction phase services including design reviews, project controls, construction management, inspection for multiple bridges, walls, track and associated infrastructure. The project scope includes separating freight and passenger rail operations in the corridor as much as feasibly possible to increase rail transport volumes, improve reliability and safety, and increase passenger capacity.

Michael Baker is facilitating close coordination with VDOT, Department of Rail and Public Transportation (DRPT), VPRA, Norfolk Southern, VRE, FRA, and Amtrak to optimize coordination time and streamline the document review and approval processes to keep the project moving forward. To assess potential issues and proactively solve potential problems, Michael Baker is developing and will continually update a risk management plan throughout the project.

Our team is equipped with the expertise and resources necessary to ensure design and construction of all projects will be completed in the client’s best interest, within the funding time restrictions, and well-coordinated with local, state and federal stakeholders to prevent delays or budget overruns.

Strong program management is necessary to turn ideas into accomplishments, all while maintaining quality and safety, ultimately ensuring projects are executed efficiently, on schedule and within budget.

 

As an advocate for integrating technology into bridge applications, I am often asked why we should explore new technologies when we have been designing and constructing bridges for decades using established workflows and tools. While this perspective is understandable to some extent, it fundamentally overlooks a critical issue: our industry, and the world, is changing around us, and we have largely identified the efficiencies of our traditional processes.

One fact that I believe all industry professionals can agree on is that we are increasingly looking to achieve more with fewer resources, as budgets continue to tighten and the labor force declines.

Leveraging Advancements in Technology

One method we have at our disposal to combat these challenges is to leverage the advancements in technology within our industry and closely related industries. There are new tools and methods available now that can improve the efficiency and effectiveness with which we design, build and maintain our structures. Some examples include:

  • Unmanned aerial systems (UAS) – or drones – for bridge inspection applications, high-resolution construction imagery, and point cloud data collection through photogrammetry or light detection and ranging (LiDAR).
  • Automated construction tools such as machine guidance and robotics for tying, and even placing, reinforcement in bridge decks.
  • Building Information Models (BIM), which can be used for multiple applications within projects, including generating deliverables, clash detection, constructability analysis and many other use cases.

A Targeted Approach

This does not mean, however, that we need to implement every piece of technology immediately in all situations. We can adopt a targeted approach for specific bridge applications, applying new technologies in a step-by-step manner. For instance, a low-risk, low barrier of entry activity that can be implemented now, particularly for large and complex bridge structures, is the development of at least a “base” level BIM component for these projects.

Starting with a Base Model

A base model is typically started early in the design process when preliminary engineering and structure alternatives are developed. With the design and model-authoring software readily available today, creating these models is efficient when the process is integrated into an overall model-centric design approach in which a 3D model is used as a central repository of digital data that is used and re-used for multiple design activities.

Starting with a base model is beneficial for several reasons:

  • A 3D model of a signature structure or structures in a critical corridor is typically needed for public outreach strategies, and a BIM “engineering-grade” model can be used as an accurate foundation for visualizations and combined with UAS imagery and point cloud data for crafting public-facing messages as well as additional design and construction applications.
  • The model can serve as a “single source of truth,” adding value in preliminary and final design engineering applications, such as drawing development, quantity generation and coordination tool between disciplines.
  • The model can automate clash detection and aid in constructability analysis serving as a dynamic tool to identify and resolve potential conflicts in areas of high concern and/or congestion, and also can be effectively integrated with construction schedules to produce a “4D” visual model simulating the proposed construction activities sequentially.

It is important to note that models can and should be right sized for the needs of the project, and additional detail and data can always be introduced effectively if a base model exists. Creating and updating these models from preliminary design through final design and beyond provides added value and return on the initial relatively small investment to create the base models in the first place. However, creating models as an afterthought or re-creating them from 2D plans produced through traditional workflows is time-consuming and reduces the return on investment (ROI) of BIM significantly.

The Future of Bridge Technology

While the adoption of these technologies is becoming more common, incorporating at least a basic level of BIM into projects is not yet standard practice. Major projects can span several years, and the capabilities of what we can do with data can change significantly from the start of a project to its completion, given the rapid pace of technological development. Several groups, including the AASHTO Transportation Pooled Fund – BIM for Infrastructure TPF5-(480) project in which the Michael Baker team is helping to lead, are actively researching and implementing ways to more seamlessly use and exchange the digital data produced by today’s software and tools. There is also exciting research and early implementation on post-construction applications in digital as-builts and additional asset management applications such as digital twins. However, the data cannot be leveraged if it is not produced and incorporated as part of the project now.

Looking Ahead

While we might be comfortable with our traditional workflows and tools, our industry must continue to innovate. There are numerous opportunities to leverage proven technologies to advance our field and better serve the traveling public. This trend is here to stay, and emerging technologies such as AI and Machine Learning will only continue to disrupt our industry. By embracing these advancements, we can ensure that we are not only keeping up with the world around us but also paving the way for a more efficient and effective future in bridge design, construction and maintenance.

Unmanned aerial systems (UAS) – or drones – are becoming increasingly popular for a variety of applications in the engineering and construction industry. These use cases include documenting a bird’s-eye view of construction progress, searching hard-to-reach regions during an emergency response, capturing high-quality data throughout bridge inspections, and even carrying a light detection and ranging (LiDAR) sensor to record information that can be used to make detailed 3D models.

However, as the use of UAS grows, program administrators at local, state and regional government agencies have begun to encounter challenges to utilizing this innovative technology to its fullest potential, such as:

  • Managing geographically dispersed pilots: In many cases, UAS pilots operate across an agency’s jurisdiction, making it difficult for program administrators to oversee them directly. This can pose challenges with communications, as well as with ensuring that all pilots are following the same safety protocols.
  • Varying skill level of pilots: New pilots are often, expectedly, less experienced in identifying potential risks and challenges in flight missions. This lack of experience can lead to a higher occurrence of near-misses, injury and damage to equipment.
  • Standardizing documentation: Creating generalized mission documentation that is flexible for a variety of mission types, while remaining specific enough to capture necessary information, is a complex task. Program administrators could face receiving disparate, incomplete or insufficient documentation from their pilots if the documentation policies implemented are not done correctly.
  • Storing mission documentation: Commonly used data storage systems do not always allow for easy visualization and understanding of program operations. This can lead to programs owning and generating large amounts of data, but never actually capitalizing on it or drawing insights from it.

A safe and successful UAS program has the potential to improve efficiencies, increase operational capabilities and provide significant cost savings, but in order to reap the benefits, these challenges must be overcome. To achieve this, government agencies can: 

  • Implement a centralized management system to allow program administrators to stay up-to-date with their pilots and mission operations.
  • Develop a comprehensive training program for pilots to ensure that they are familiar with the proper operations and protocols, risks and challenges of flying UAS, and facilitate ongoing training and education.
  • Create standardized mission documentation to make it easier for pilots to plan and execute missions. Program administrators must carefully consider the needs of the pilots and their organizations when developing this documentation.
  • Store mission documentation in a way that is both efficient and secure.
  • Utilize a data storage system that allows for easy visualization and understanding of program operations to track the progress of their program and identify any potential problems.

As one of the first in the engineering industry to receive certification from the Federal Aviation Administration (FAA) to operate several types of fixed-wing and vertical take-off and landing UAS, our team at Michael Baker is intimately familiar with overcoming these challenges as we continue to pioneer UAS in our work.

We know that while each of these program components can be developed individually, streamlined options also exist, creating a a one-stop-shop for pilots and program managers to oversee UAS projects and approvals. Solutions like vAIRifySM, Michael Baker’s software-as-a-service solution, allow program administrators to oversee their entire program, mitigate risk, standardize documentation and create a system of record through the use of a single interface.

As UAS programs continue to reach new heights, together we can use powerful insights to reduce risk and facilitate informed decision making.

Broadband technology has revolutionized how we live, and now more than ever, access to reliable, high-speed internet is a necessity to function in society. From powering our economy and supporting education to fostering better public health and connecting friends and family across the globe, broadband provides more affordable and efficient access to essential amenities.

However, across the country, rural residents often struggle to receive high-speed and reliable internet as the infrastructure is often lacking. Meanwhile, in rural and urban areas alike, costs and service levels vary widely between neighborhoods and providers. There is a need to promote and facilitate equal broadband access for everyone and develop a framework for combatting the digital discrimination that impacts access.

Since the landmark Infrastructure Investment and Jobs Act (IIJA) was passed in November 2021, broadband has been increasingly at the forefront of discussions at federal, state, county and municipal levels nationwide. Public sector officials and local leaders see the need within their communities for better broadband and understand how past patterns of infrastructure expansion and high-speed internet service has inequitably impacted residents in different ways.

The IIJA allocated a historic $65 billion towards closing the digital divide through planning, implementation, and programming, including:

  • The Broadband Equity, Access, and Deployment (BEAD) Program covers statewide planning funds for each state to develop a plan to deliver broadband to all residents, and statewide implementation funds to design and construct the network.
  • The Digital Equity Act (DEA) provides statewide funds to support digital equity programs, resources and initiatives.
  • The Tribal Broadband Connectivity Program provides funding to tribal governments to use for broadband deployment and digital literacy programming.

As part of the IIJA, the Federal Communications Commission (FCC) was charged with developing sound policies and guidance to combat digital discrimination. Communications Equity and Diversity Council working groups were formed to offer guidance to agencies on reducing digital discrimination in broadband deployment, adoption and use, as well as recommendations for broadband infrastructure funding. In December, the FCC published their Recommendations and Best Practices to Prevent Digital Discrimination and Promote Digital Equity.

This document details actions to increase deployment, adoption and use of broadband internet and serves as a starting point for further discussions. As the IIJA funds start to be dispersed with the goal of finally achieving broadband for all, clear policies and consensus on expectations are critical to set the stage for equitable and effective outcomes. The FCC requested public comment on the report, and Michael Baker International’s Teraira Snerling, PMP, Broadband Strategy Planner; Kirsten Compitello, AICP, National Digital Equity Director; and Jeremy Jurick, GISP, National Broadband Services Director provided guidance on topics like the definition of digital discrimination; more effective and equitable methods to handle complaints about broadband service and billing and enable more transparent accountability from internet service providers; and regulatory policies to prevent digital discrimination.

Our Consulting and Technology Solutions (CTS) team is at the forefront of addressing digital discrimination and our recommendations to the FCC came as the result of decades of broadband and digital equity experience to guide our clients through achieving digital connectivity for their communities.

The work we do in partnership with our clients to combat digital discrimination has led to real results for communities. For example, during a 2021 digital equity planning effort led by Michael Baker, residents in southwestern Pennsylvania shared stories of paying two to three times more per month for lower speeds in rural areas than in nearby towns. Where no service or only high-cost service is available, residents can’t access the internet. This means no working from home, no telehealth appointments, no ordering goods online, no ability to research information about basic needs from job postings to bus routes to school events and more. These residents must travel to a library or rely on using small smartphone screens with cell service. Michael Baker worked with the Southwestern Pennsylvania Commission (SPC) on their Connectivity Roadmap plan to address these issues and promote more equitable broadband access and support across the region.

The full set of comments submitted by Michael’s Broadband Services can be viewed on the FCC website here: https://www.fcc.gov/ecfs/document/102202396101713/1

With each new year comes new possibilities to Make a Difference for our clients, for our colleagues and for our communities. As we head into 2023, the Presidents of Michael Baker’s four distinct Verticals – Infrastructure, Design-Build Services, Federal Programs and Services and Consulting and Technology Solutions (CTS) – weighed in on their predictions for the biggest infrastructure trends of 2023 and beyond. Read on below to see what each believes will be the biggest impacts to our industry.

Kent Zinn, P.E., S.E.

President, Infrastructure

The Infrastructure Investment and Jobs Act (IIJA) was signed into law with bipartisan support in November of 2021, which is an exciting opportunity for both our industry and Michael Baker. Congress then allocated funding for the legislation starting in the Spring of 2022.  As the year progressed, we witnessed some of our clients program the increased funding, while others were more cautious by waiting to see how the competitive grant process played out. What was interesting about the IIJA compared to prior funding bills was that a larger percentage of the funding was placed into the competitive grants program. Many agencies have filed for grants, but they’ve not been awarded yet on larger projects. We should see those awards made towards the end of the first quarter in 2023. We’ve seen some agencies demonstrate caution in ramping up their funding until they see how the grant process plays out. Looking ahead, I think we are going to see more agencies program the increased funding in the second and third quarter of 2023.

Two prominent areas where we saw an increase in 2022 funding was in the broadband and electric vehicle spaces, where states needed to develop a plan for each of these programs. Michael Baker has partnered closely with our clients and delivered multiple broadband and electric vehicle plans for the states, and we expect to see this trend continue into the new year.

Eric Ostfeld, P.E.

President, Design-Build Services

Looking ahead, we will see an increase in Progressive Design-Build (PDB) procurement and more collaborative relationships within Design-Build (D-B) teams driven by the PDB model. Per the Design-Build Institute of America (DBIA), PDB “facilitates involvement of the Design-Build team during the earliest stages of the owner’s project development, ensuring they are part of the project team developing design solutions.”

In recent years, risk transfer has been overly zealous in traditional D-B projects procurements and many D-B jobs have seen litigation and/or financial challenges as a result of unmanageable risk and overly aggressive pricing. The benefit of moving to a PDB model is that it allows risk to be minimized by providing time for more informed pricing after deeper development in a collaborative environment with the owner, contractor and designer to ensure goals are achieved and risks are allocated to the entity best positioned to manage it.

In the future, we also expect to see more bundled projects, such as bridges, fish barrier removal, or even deferred maintenance components piled into one procurement. This comes as the result of an influx of federal funding on top of robust state and local funding, some of which has time constraints on spend.  This bundling ultimately enables work to be procured faster and more efficiently, which in turn allows agencies to do more within their current staffing levels.

James E. Koch, Ph.D., P.E.

President, Federal Programs and Services

Within the federal markets, 2023 should be a banner year. In addition to the projects and programs funded through the various approved 2023 budgets, the impacts of the IIJA legislation will materialize.  The various agencies will get the grant process churning out approvals and the agencies themselves will start awarding contracts. Existing contract vehicles will also be used to the maximum extent possible, and I believe we will see some of the funds steered to programs that are easier to award, such as those with shovel-ready projects.

Funding will impact the labor force as we see more workers out on construction sites.  Opportunities should abound to train people from diverse backgrounds through the jobs programs funded within the IIJA.

Dan Kieny

President, Consulting and Technology Solutions

In the coming year, cloud and edge computing, along with continued advancement in the Internet of Things (IoT), will drive data accessibility and sharing for better business outcomes.  This will lay the foundation for the emerging paradigm of Connected Communities®.

Cloud and edge computing involves distributing computing workloads across remote data centers and local nodes to improve data sovereignty, autonomy, resource productivity, latency and security. It will enable organizations to capture, store and analyze data far more efficiently than previously possible.

IoT and smart infrastructure will become common place, leading to the incremental acquisition of massive quantities of data that can be managed and shared in the cloud and acted upon to support better business decisions.  Data management platforms and Data Lakes, centralized repositories in the cloud, will give further rise to the benefits of Artificial Intelligence (AI) and Machine Learning.  As AI becomes more accessible through low code applications, we will begin to see it integrated into our day-to-day business to support faster decision making and improved efficiency.

Through advanced uses of data, we will see a continued growth in the replication of the physical environment into digital twins. Historically, these tools have been used to simulate designs and new ideas. With the increasing use of IoT devices connected in real-time, the digital twins will take a greater role in real-time decision making.

The notions of Smart Cities and Smart Devices will be replaced with the more appropriate and encompassing Connected Communities®.  The building block for this will be digital equity for broadband nationally that has significant funding from federal and state governments. Once the implementation of the national broadband fabric reaches a tipping point, democratization of data of the built infrastructure will allow for maintenance optimization and true economic and equity modeling for capital improvement planning.

Our world is changing and with it, our perception of resilience and sustainability is also shifting. Historically, people have considered resilient projects to be those that are resilient when faced with climate-related threats and hazards, like sea-level rise or extreme weather events, while sustainable projects are those that protect and enhance the natural environment. As we move toward designing a more resilient future, the concepts of resilience and sustainability are evolving as we are better understanding their interactions, intersections and overlaps.

I have the honor of being one of 17 contributors, all leading women in the design services and construction industries, to a new book, Climate Change and the Built Environment, released by the American Council of Engineering Companies (ACEC). The book presents best practices for integrating climate resilience into the built environment and explores five case studies of climate-resilient projects.

In the chapter entitled “Looking Ahead: Designing a Resilient Future,” my co-author, Luce Bassetti, and I explore how to make sustainable and resilient solutions a reality. As the science of resilience progresses, we noted three key themes emerging:

Expanding the Definition of Resilience: As an industry, we are designing systems that are resilient to a broader range of threats and hazards. This includes cyber threats, terrorism, health epidemics, infrastructure failure or collapse and population shifts.

Interconnectedness and interdependence of threats and hazards: We are seeing an increased understanding of the interconnectedness of existing and future systems. This highlights the relationship between climate impacts and additional hazards and threats.

Addressing sustainability and resilience across the full lifecycle of systems: We must better leverage resilience and sustainability best practices to define and manage a wider array of impacts and develop more holistic and cost-effective solutions that address multiple challenges for a broader range of stakeholders.

To address these evolving trends, we offer a program management approach to sustainability and resilience. To ensure the resilience and sustainability vision of an organization, program or project are realized, policies, procedures, tools, capacity building (i.e., hiring new staff and training existing staff), leadership and reporting requirements must be installed to support the strategy. This performance management framework will facilitate a whole-system approach, challenging us to move beyond our discipline-centered silos of the past and foster broader-reaching, multi-faceted, multi-benefit solutions.

It is important to remember that change will not happen overnight. Prioritization of projects and needs is critical. As an industry, we need to build capacity to handle the exponential growth being seen in resilience and sustainability, and while the available funding is significant, additional investment will be needed in the future to address all the work that needs to be done.

As we lay out a path forward, we are working to increase the probability of holistically resilient, sustainable and climate-safe infrastructure becoming reality.

Read more about Climate Change and the Built Environment on ACEC’s Last Word blog here: https://www.acec.org/last-word-blog/new-acec-book-explores-climate-change-and-the-built-environment/

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.

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 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.