Many O&M personnel inherit existing programs without the blueprint to assess their efficacy or the knowledge to adapt them as necessary. The process of change, often mired in complex management programs, can seem daunting. Yet, change is essential for progress, and every employee, regardless of rank, has the potential to be a champion of this evolution.

A comprehensive maintenance program is not monolithic but is comprised of several critical components:

Asset Register: Understanding and documenting a facility’s critical assets involves categorizing assets into electrical, mechanical, and civil segments at a minimum and recognizing the unique needs and maintenance strategies each category demands. Establishing an asset register is collaborative, requiring input from experts in diverse disciplines, such as control systems, communications, and civil infrastructure, to ensure all bases are covered.

Maintenance Basis: Determining the basis of your maintenance strategy is crucial. Whether it’s regulatory compliance, manufacturer recommendations, industry best practices, or risk-based justification, documenting the reason and logic for each maintenance task will guide its development and execution. Understanding the potential fallout of maintenance failure is also key, underscoring the importance of a well-thought-out routine maintenance strategy that encompasses safety, efficiency, and risk management.

Maintenance Flavors: Maintenance operations can include a mix of reactive and proactive maintenance strategies and come in various “flavors,” each with advantages. Corrective maintenance addresses issues as they arise, preventive maintenance aims to keep equipment in optimal condition, and predictive maintenance uses data and analytics to foresee and prevent future failures. A balanced approach that leverages all three strategies can lead to the most effective maintenance program.

Systems for Tracking: Implementing a computer maintenance management system (CMMS) like Maximo, Accruent Maintenance Connection, or SAP CMMS can streamline the tracking and management of maintenance activities. These systems offer a robust platform for scheduling, documenting, and analyzing maintenance tasks, making it easier to identify trends, anticipate needs, and allocate resources effectively.

Even the best-laid plans encounter obstacles. From the inertia of over-commitment and the reactive nature of “break-fix” scenarios to the pitfalls of knee-jerk reactions and standardization constraints, maintenance programs are most effective when agile and adaptable. Recognizing and addressing these challenges head-on is essential for maintaining the integrity and efficiency of power plant operations.

Maintenance programs often call for more tasks than can realistically be completed with the available resources and time. This over-ambition can lead to essential tasks being neglected or done poorly, ultimately choking the effectiveness of the maintenance efforts. Prioritizing tasks based on risk is crucial to ensure a balanced and achievable maintenance schedule.

Despite best efforts, unforeseen breakdowns happen, derailing the planned maintenance schedule. The challenge then becomes how to effectively recover from these incidents without compromising regulatory deadlines or skipping essential preventive maintenance tasks. Flexibility in the maintenance plan is vital to accommodate urgent repairs while minimizing overall operational impact.

In response to a significant failure, there’s a tendency to hastily add additional tasks to maintenance programs, often leading to a disproportionate emphasis on the recent issue at the expense of other essential aspects. Such reactive measures can inflate the maintenance workload, skew priorities, and reduce long-term reliability. A more measured approach includes a thorough root cause analysis, best practice troubleshooting techniques, and the overall maintenance strategy.

The push for a one-size-fits-all maintenance program across different assets or departments can lead to inefficiencies, as it fails to account for each asset’s unique needs, operating conditions, and challenges. While standardization aims to simplify maintenance processes, it’s essential to allow for customization to ensure each asset receives the care it requires for optimal performance.

Maintenance programs that do not evolve become less effective, as they may not reflect the current state of the assets, technology advancements, or learned best practices. Your power plant may be 30+ years old, but your maintenance program shouldn’t be. A static program can overlook emerging issues or continue outdated practices that no longer offer value. Continuous maintenance strategy evaluation and updating are necessary to adapt to changing conditions and knowledge.

The success of a maintenance program heavily relies on the people involved, from the planning stage to execution. Human factors such as biases, skills, and organizational culture significantly influence the program’s effectiveness. Recognizing and addressing these human elements, including fostering a culture of continuous improvement and effective communication, is critical.

When too many individuals or departments have a say in the maintenance program, making changes or improvements can become a bureaucratic nightmare. The challenge lies in balancing the input from various stakeholders without making the process so cumbersome that it hinders progress. Streamlining decision-making processes and clearly defining roles and responsibilities can help mitigate this issue.

Our related webcast, “Keeping the Megawatts Flowing: Best Practices in Power Plant Maintenance Design,” offers additional content about designing and implementing a robust maintenance program. You can participate in this free, on-demand learning opportunity and earn one professional development hour (PDH) and one Construction Manager Certification Institute (CMCI) credit. We’d love to learn more about your maintenance program challenges. Please reach out, and let’s start a conversation!

Watch a 30-second clip from the webcast:

Although submitting permits to a third-party regulatory agency may seem daunting, some items are within your control and can help make permitting processes smoother. Here are my top five pieces of advice to support a successful environmental permit application process.

Every project has a schedule. Many projects have very tight and aggressive schedules. When developing the construction schedule, the number one item I recommend is accounting for permit timing (with contingency). Planning and scheduling permits with enough time within the schedule will ensure that you are not scrambling to assemble an application that could lead to errors and quality issues with the submission.

Before starting a permit application, it is critical to understand the specific requirements, laws, and regulations governing the project and the permit. Each regulatory agency has its own set of rules and guidelines, so reviewing the official website or contacting the permitting authority directly to gather information is key. Understanding the nuances of the regulatory requirements improves the chances your application will be complete and accepted by the agency.

Completing the permit application accurately and providing supporting documentation is crucial in avoiding delays. Review your permit application package to ensure you have included the required forms, drawings, and supporting documentation. Be sure to provide accurate measurements, descriptions, and details about your project to avoid miscommunication.

Maintaining clear and open lines of communication with the regulatory agency is essential throughout the permit application process. Responding promptly to requests for additional information or clarification is vital. Being proactive and cooperative can help build a positive relationship with the officials and expedite the review process. Also, consider how best to work through comments and questions with the regulatory agency. Is a written response to their remarks sufficient? Or is a meeting required to work through comments? Your open communication will significantly help your application’s review and successful approval.

After submitting your permit application, track, monitor, and follow up regularly on its progress. Stay informed about the status of your application and potential issues that may arise during the review process. This proactive approach allows you to address concerns promptly and make any required adjustments to the permit application.

You’ll want a consultant with experience in working for regulatory agencies. For example, Gannett Fleming’s staff have gained hands-on experience with permits, approvals, and internal processes by doing just that – many of our team members have worked for regulatory agencies. Seeing the approvals process “behind the scenes” gives us the knowledge and skills to support our clients successfully and efficiently.

We recognize that strategy is vital for long-lead or complicated permits. Our strategy involves assessing the project scope early, identifying critical permits and their timelines, and then developing a plan to shift the preparation of technical information to an earlier project phase to assist with approval timing.

Early engagement supports successful permit applications. We engage regulatory agencies as early as possible to receive their comments and feedback, which can be incorporated into the design for successful permit acquisition.

Gannett Fleming uses various permitting tools to enable progress tracking and make the process as efficient as possible. For example, we employ a master permit register documenting the project’s required types of permits and approvals, which is regularly maintained and updated as the project design progresses.

Lastly, we recognize the importance of tracking and managing permit applications during the review process. By closely monitoring and managing permit applications, we can help ensure that a quick and thorough response is provided to the regulatory agency.

Our journey began with a meet and greet in the Gannett Fleming office, where we discussed the integrated nature of our architecture, engineering, and construction (AEC) firm. A tour of downtown Boston followed. We explored the city’s architecture and pointed out some iconic buildings and enjoyable historic spots, including the Boston Common, Old City Hall, new Boston City Hall, and the New England Holocaust Memorial.

We talked about brutalist architecture and how to redesign large mid-century plazas to make them more usable. I was impressed with the students’ appreciation of historic and modern architecture and the integration of both that they observed in the city. Throughout the day, we discussed the history of architecture, its evolution, and its impact on society.

The three BAC students had not met each other before, and each came to the externship with different backgrounds and experiences. Before I continue, let me introduce you to these emerging AEC industry professionals.

Rodolfo Botteri is a fifth-year architecture student at BAC. With interests in sustainable, salutogenic, and biophilic design, this was his second BAC externship.

Julia de Lima has participated in many design classes as a first-year architecture student at BAC. However, this was the first time she experienced a design workplace.

Devangi Patel earned a bachelor’s degree in architecture in India and is pursuing her master’s degree at BAC. Devangi completed an internship in India and was very excited to see how this opportunity compared.

As the week progressed, the students participated in hands-on learning, asked thoughtful questions, and attended client meetings, including a deep dive into a Massachusetts Bay Transportation Agency (MBTA) project on Day 2. This project aims to modernize 42 communications rooms along the Red and Orange Lines, providing upgrades to enhance safety and redundancy.

Gannett Fleming is currently in the final stages of the design process and gearing up for construction. With client permission, students had the opportunity to observe our scheduled MBTA station owner meeting, gaining insight into real-world architectural processes and the project management of large, complex projects.

“We got to see the professional and kind way in which the discussions went, allowing everyone to speak and give honest opinions in order to develop the project,” added Botteri.

A meeting with Gannett Fleming Architectural Operations Manager Stephen Lis, AIA, CID, provided invaluable industry insights, covering topics from the firm’s portfolio to the business aspects of the profession, such as strong client relationships, effective operations of an architecture firm, and the economics of running a successful company.

“Steve gave our team valuable perspectives on a variety of projects, including both private and state-funded ones, which resulted in valuable learning experiences,” said Patel.

“In the meeting, we were shown multiple projects that the firm worked on, such as renovations and new buildings. Some projects that inspired me were the lab buildings because they explained how the architectural design is related to the machines, HVAC, and other functional aspects,” stated Botteri.

Transit-oriented development (TOD) is an area I am passionate about, so I was excited to talk to the students about the impact that this type of urban growth can have on the maximization of residential, business, and leisure spaces within walking distance of public transport.

My colleagues and I used this opportunity to introduce the externs to zoning laws, density concepts, and the integration of technology and sketching to support the articulation of their thoughts. The students then enjoyed creating a board that conveyed their understanding and ideas about TOD.

The externs embarked on a hypothetical exploration of potential locations for new developments strategically situated near MBTA stations. I challenged them to consider the creation of vibrant mixed-use communities where individuals seamlessly live, work, and play.

With careful consideration, de Lima selected a location near Swampscott commuter rail station. Botteri, faced with the challenge of bridging the gap between the proposed development and Alewife T Station, diligently engineered walkways, bikeways, and streets to connect the two separated areas. Patel meticulously examined a site near Needham Station, carefully studying the site and zoning codes, focusing on the businesses that the new development could support.

Later in the day, we had a detailed session on construction documents. This provided a practical understanding of the architectural design and planning process with public facilities. We also delved into the intricacies of tunnels, utility rooms, fan rooms, and cross passageways, enhancing the group’s understanding of large-scale infrastructure projects.

The final day was a reflective session. Nothing compares to on-site learning, so after breakfast and a candid talk with the students about their future career dreams and their externship experiences, we walked to South Station. This offered a practical view of the MBTA project, where we talked more about transit project safety, tunnels, and communication rooms. Day 5 also included a pin-up session in the office, where students displayed their TOD work.

Later in the day, students presented their work and shared their experience with the other participating firms and BAC peers, architectural department faculty, and guests during the Practice ConnEx Showcase and Celebration. Seeing how much they had learned and grown in just a week was a proud moment.

Hosting this Boston Architectural College externship was a reminder of the responsibility we hold as established professionals to nurture and guide the next generation. Professional development in the AEC industry is continuous and the experience also enriched me. The students’ enthusiasm, creativity, and eagerness to learn were inspiring. As they continue their architectural journey, I am confident they will shape not just buildings but also the future of our communities.

To represent the communities we serve and foster a collaborative culture rooted in diversity, equity, inclusion, and belonging (DEI&B), Gannett Fleming aims to recruit, develop, and keep a diverse talent pool. We’re invested in challenging the status quo and dismantling biases that create barriers to equity, thus the firm has implemented several diversity and inclusion initiatives:

• Gannett Fleming has a scholarship program for Black and female students pursuing careers in the AEC field, and, in 2023, the program received the highest number of applicants in its history.
• The firm attends career fairs at historically Black colleges and universities, partners with schools that graduate higher than average rates of women and minorities, and posts jobs on military veteran job boards.
• Gannett Fleming has a dedicated DEI&B Steering Committee that develops, reviews, and measures inclusion goals against key benchmarks.
• We are home to five award-winning employee resource groups, including Communities of Color at Gannett Fleming, Connected Women at Gannett Fleming, Future Generations at Gannett Fleming, LGBTQ+ at Gannett Fleming, and Military Veterans at Gannett Fleming. These groups spearhead regular programming that elevates a wide range of employee voices and welcomes external experts to promote professional development and DEI&B best practices.
• The firm offers education about religious and cultural observances and mandates unconscious bias training for all employees. Employees also can join the successful Connected Relationships Mentoring Program, designed to build relationships and foster career and personal success.

Though there is always more to be done, we’re proud of the progress we’ve made. Gannett Fleming is currently home to the largest number of women and minority employees in its history, and more than 90% of employees say they would recommend the firm as an employer.

Fostering diversity around the project team table is the cornerstone of Gannett Fleming’s vision to be a driving force in improving our communities and sustaining our world. Along with cultivating a diverse employee base, the firm is also committed to supplying contracting and subcontracting opportunities to small, micro, women, veterans, LGBTQ+, disabled, disadvantaged, indigenous, and minority-owned businesses.

Gannett Fleming has developed a mentor-protégé approach in support of XBEs. Focused on long-term relationship building, the firm helps our protégé businesses succeed by mentoring them in areas such as technical experience, business development, and project management. You can read more in our 2022 Environmental, Social, and Governance (ESG) Report.

In addition, Gannett Fleming recently became one of the first AEC firms to sign the Equity in Infrastructure Project (EIP) pledge, a commitment to increasing prime, joint venture, and equity contracting opportunities for historically underutilized businesses (HUBs). The EIP was co-founded in early 2021 in anticipation of the more than $1 trillion Infrastructure Investment and Jobs Act (IIJA), along with regional and state infrastructure investments.

“This historic investment in our nation’s infrastructure creates a once-in-a-generation opportunity to revamp public contracting practices and create more opportunities for historically underutilized businesses,” said Bob Scaer, PE, our CEO. “Gannett Fleming is honored to pledge our commitment to support the EIP.”

Gannett Fleming isn’t alone in its pursuit to progress equity in infrastructure. To exchange knowledge, find best practices, and amplify the impact of equity initiatives, the firm is proud to partner with and endorse the following organizations that share our same mission, such as:

• American Council of Engineering Companies (ACEC).
• American Public Transportation Association (APTA).
• Conference of Minority Transportation Officials (COMTO).
• Latinos in Transit (LIT).
• National Association of Black Women in Construction (NABWIC).
• National Association of Minority Contractors (NAMC).
• National Society of Black Engineers (NSBE).
• Society of Hispanic Professional Engineers (SHPE).
• Society of Women Engineers (SWE).
• WTS.

“I’m proud to work for a company that recognizes the challenge of ensuring greater equity in transportation and is committed to being part of the solution,” added our own Tiffani Bryant, PE, PMP, Vice President, Transit & Rail.

Gannett Fleming recognizes that equity in infrastructure is essential for creating communities that are inclusive, accessible, and thriving. We must ensure equity exists within the AEC industry as we are responsible for building and maintaining the foundation of our communities – our infrastructure.

Through our workforce development, inclusive hiring and procurement practices, and collaboration with other like-minded industry organizations, we’ve made great advancements, though our dedication is ongoing, and the job is not done. Together, we will persist in our quest to create a more just and equitable infrastructure landscape for all.

Are you interested in working on notable infrastructure projects while part of a welcoming, collaborative team? Apply to Gannett Fleming’s open roles and sign up for our Talent Community!

Cybersecurity risk management identifies, analyzes, evaluates, and addresses an organization’s cybersecurity and data privacy threats and potential risks. Think of it as a strategy: implementing risk management strategies to mitigate and promptly address the most critical threats.

To effectively manage against security risks, you must identify them. First, you need to establish your valuable and critical assets, such as data networks, computer systems, devices, etc. You must also determine potential environmental risks and other cybersecurity threats, which you can do using ad-hoc findings, a formal risk assessment, penetration testing, vulnerability management, and future risk evaluation.

This involves gathering information about your assets, vulnerabilities, and existing controls, and developing a risk register — a tracking document. A formal assessment determines and identifies areas that are susceptible to cyber attacks.

Once you have identified and treated the risks, the next step is to monitor them. You should regularly — monthly — review your risk register to determine which cyber risks exist, your treatment strategy, and what plans of action and milestones (POAMs) are open. A POAM outlines the steps and milestones for remediation. Monitoring involves tracking the progress of these POAMs.

Another aspect is ensuring the implementation of your risk response plan. Regular assessments are also crucial to identifying new environmental risks. Risk management is ongoing, especially in cybersecurity, where unknown threats constantly emerge.

Communicating risks is arguably the most important step. You must effectively communicate to senior leadership: be clear, concise, and stick to the facts. Help them understand the risks, treatments, action plans, and associated costs. The decision to remediate or accept a risk often depends on its impact and cost.

Business email compromise (BEC) incidents are on the rise. BEC is a sophisticated fraud scheme that targets businesses using wire transfers as a payment method, resulting in approximately $8 million and rising in global daily losses. Cybercriminals identify organizations, often AEC firms, and initiate a grooming process.

Cybercriminals use numerous communication methods, including phone calls, emails, and texts. If you, as the victim, are convinced that this is a legitimate business transaction, you follow the wiring instructions and send the funds to the new account.

Phishing
Phishing involves sending fraudulent communications that appear to come from a reputable source, intending to steal sensitive data or deliver malware. It’s one of the most common methods used to target AEC professionals.

There are various types of phishing attacks: email, voicemail, and smishing (text-based), with 90% occurring via email. Attackers use these methods to deceive individuals into giving up sensitive information or taking malicious actions. The impact on a firm can include:

• Financial losses
• Unauthorized access to sensitive project or client data.
• Disruptions to operations.

Watch for red flags in all your emails, regardless of organizational or personal information threats. Cybercriminals often cast a wide net — they are looking to steal information, infect your machine with malware, or find ways to make money by selling your information on the dark web.

Ransomware is a type of malicious software designed to block access to your computer system or files until you pay a ransom. Cybercriminals like AEC firms because of the critical nature of infrastructure projects. They know that you rely on data to conduct your work, and if they can block access to that data, they believe you will pay the ransom to regain it.

Ransom demands are not always exorbitant; cybercriminals are more likely to receive payment if their demands are reasonable and affordable, which many businesses quietly pay to protect their operations. The true cost of a ransomware attack comes from losing access to your network and information. Consider how long you can survive without access to your computer and the data you need for your work. Additionally, think about how long it might take to recover lost data.

Developing and implementing a comprehensive cybersecurity policy is essential. This policy outlines what employees can and cannot do concerning information systems, ultimately protecting your organization. You should also conduct regular assessments to be able to treat them effectively.

Some say cybersecurity officials conduct too many assessments, even if we haven’t fixed all the previous findings. However, it’s crucial not to ignore or leave risks untreated because they can be exploited, significantly impacting an organization.

Investing in the latest proven security technologies is vital. It goes back to the cost of remediation versus the cost of acceptance. While investing in security technologies comes at a cost, it’s an investment in keeping your organization safe. Providing regular training to all employees is equally essential. Training helps enhance awareness and the ability to recognize potential threats.

Just like the safety culture in the AEC industry, we need to emphasize a “see something, say something” mindset for cybersecurity. Reporting any suspicious activity or potential security threats is crucial. For example, if you spot phishing emails, report them promptly, allowing the IT department to take action promptly and mitigate them.

Embracing collaboration is another significant piece of the puzzle. Collaborating and working together with cybersecurity experts strengthens defense mechanisms. Sharing information about threats and best practices within the industry is essential for a proactive cybersecurity approach.

The webcast on which this blog is based, 5 Steps for Cybersecurity Risk Management, offers additional key insights to help protect your organization against cyber threats. You can watch this free, on-demand webcast and earn one professional development hour (PDH).

One of the most important things we do working daily with clients is to be part of the team. By showing we’re being successful, you start to build trust. You build that trust by understanding emotional intelligence and how people receive the information you deliver.

If someone is a driver or motivated, they’re typically not going to listen to a long-winded answer. You need to be concise and to the point. A few minutes later, you may talk to someone who’s data-heavy and needs that exact same solution in a much more data-centric way. In both cases, you’re getting that trust because you’re understanding the information and parsing it in a way they can absorb.

I’ve always believed that building trust in the long term begins with relationships. Nothing is more important than that. Now, the downside is that building relationships takes time. It doesn’t just happen automatically. Because we work on some big projects, many stakeholder groups exist, including agencies, private citizens, consultants, and partners.

When we’re discussing relationships with stakeholders, we need transparency and honesty. They’re dependable, and they can be trusted. You need the trust of the stakeholders to accomplish the goal.

As a former owner and leader at two national transit agencies, it’s become clear that perspective is of utmost importance in building a successful partnership. As professional service providers, our first perspective should always be from the client’s standpoint. Our partnership can bring solutions, but we must first take the time to understand the client’s needs to build relationships from their perspective.

On the private sector side, we have our internal perspectives and obligations that we manage each day. However, our partnership with the client should be based on an outward-facing perspective that places their needs, challenges, and commitments first.

As a program manager, you look at the process, systems, and procedures with an open mind. You should ask questions about what’s there, what’s available, and how they deliver their work. How that client does their work may differ from the organization down the hall, so ensure you fully understand them to build their trust by being observant, asking questions, and reading documentation.

I previously served as a client when I was at NCDOT before coming to Gannett Fleming. Large agencies have set policies and ways to do things. It’s a big ship; you don’t turn it on a dime. It takes some time, effort, and planning to implement new processes.

We enhance existing processes and systems within our client organizations by first complying with the requirements and embracing the existing system. Once your credibility is established as a user, clients will be open to feedback and suggestions that enhance those processes—especially if the suggestions are based on experience from agencies or organizations attempting to solve similar problems.

Every project can start great, but sometimes it has tough challenges. You can cycle back to trust and communication. As the program manager, you’ll probably have that sort of sixth sense when something won’t go right. It’s always important to have stakeholder engagement. It’s what they’re not saying that could be a problem.

When I worked at NCDOT, our stakeholders were the public. And they’re the property owners—the people impacted by the transportation projects. You can involve many people and personalities, and things can get off track quickly in that scenario, especially in your public meetings. Find that common interest. We all know that involving many people never gets everybody to agree on everything. Full alignment is much more powerful than full agreement.

Early and clear communication about the topics is vital when dealing with challenging project issues that cause “turbulence.” Stakeholder relationship management can only be effective if we listen to our clients, work together to jointly define a course forward in coordination with the client, and follow up (early and often) to verify that the corrective action has eliminated the turbulence altogether. Be direct, clear, specific, and on-point with communication.

This is a great question. State DOTs have a set transportation improvement program to deliver each year while technology rapidly evolves. In working with our public sector clients, we know many rules, regulations, policies, and procedures in design manuals and publications take time to change. There’s a continued effort to update those, but sometimes technology outpaces those standards.

The biggest thing is to collaborate with the client actively, and a lot of it has to do with understanding what efforts will be involved and what the right size is for the client’s needs. Develop a plan and put it into action. When well executed, I’ve always said that a C+ plan always trumps an A discussion that goes nowhere.

The future of transportation is changing—mostly due to advances in technology. A key step in helping the client evolve involves educating them on technological advances so they become experts on the latest industry trends. Embracing technological advances in areas that drive individual and team successes will also prepare the agency for the future—but we must take the time to work together and educate each other in meaningful areas to best prepare and position the organization for the future.

I believe the future of engineering in the built environment looks strong. Significant infrastructure development is advancing with the Infrastructure Investment and Jobs Act (IIJA) and Inflation Reduction Act (IRA). The development of private sector markets continues to outpace the spending of government agencies.

Opportunities to advance emerging technologies, such as artificial intelligence (AI), will impact our businesses, but I believe it will positively enhance our work. Engineering firms will need to be nimble as shifts in the industry will affect how our firms serve our clients and public wellbeing.

Our professional obligation is to continue addressing environmental, social, and governance considerations with evolving regulations. We can address decarbonization, particularly in the buildings space, where structures can last 100+ years. That lifecycle must consider both embodied and operational carbon footprints. Mechanical and electrical engineers can ensure buildings and other infrastructure projects get it right to provide a sustainable future.

Another example of ACEC looking to the future is its Energy Committee, which is driving the industry’s energy agenda through governmental advocacy, thought leadership, and energy market programs. Finally, the organization has launched a Technology Committee to help the industry incorporate evolving technologies into our business operations and models to enhance our value proposition.

The future of our industry lies with our people. I met with various ACEC state leadership classes and emphasized succession planning in our firms while growing the skills of talented professionals in the industry. These meetings recognized all of the critical positions in the industry, including:

• Administration.
• Project managers.
• Surveyors.
• Designers.
• Engineers.
• Scientists.

As the only association in the built environment focused on the business of engineering, ACEC can bring value by attracting and developing professionals in the AEC talent pipeline. Examples include the College of Fellows, which engages engineering leaders through recognition programs, outreach through scholarship, and unique educational opportunities.

Our Diversity, Equity, Inclusion, and Belonging (DEI&B) Committee engages professional societies by developing programming, advocacy, and resources. It leverages our combined efforts and advances ACEC’s DEI&B mission and goals. During my tenure, we partnered with diverse engineering groups and developed a Women in Leadership Forum.

Additionally, the industry faces a continued need for more engineers. An estimated 82,000 additional engineers are needed to continue the work from the IIJA. ACEC recommends reforms to the H1-B visa and other federal workforce-related programs to enable firms to attract and retain more skilled professionals. During my term, we also identified a partnership with the 50K Coalition, a collaborative group of more than 40 engineering organizations focused on producing 50,000 diverse engineering graduates annually by 2025.

The AEC industry helps deliver great infrastructure that improves our communities, and in doing so, we partner with a broad array of outside organizations, including agency and private sector clients, labor and the interest groups, and technology firms, to name a few.

At ACEC, we partnered with the American Public Works Association (APWA) and American Society of Civil Engineers (ASCE) on a public awareness effort to highlight the transformational work of engineers and public works professionals called The Infrastructure Works: Engineering and Public Works Roadshow. The program aimed to heighten public attention on industry projects that improve climate resiliency, promote energy efficiency, and open access to mobility.

ACEC’s Political Action Committee (ACEC/PAC) is the largest engineering PAC in the AEC industry and has become the primary tool for political engagement at the national level. The PAC saw a 10.92% increase in 2022 over 2021. All engineers should understand and consider PAC participation to develop a more unified industry voice.

ACEC is a federation of 51 state and metropolitan member organizations (MO). Each MO focuses on advocacy, educational resources, and award programs tailored to each state’s unique needs. We worked on strengthening the MO partnership with ACEC. I attended award programs and state conferences to engage on the ground floor, looking for challenges and opportunities, regardless of size.

Through several partner organizations and initiatives, ACEC has provided guidance and resources to several issues that affect the industry, including:

Qualifications-based selection (QBS) is the procurement process required by the federal government and most state governments for the acquisition of engineering services, where firms are selected based on experience and technical expertise rather than the lowest cost bid. Advocating for QBS is a priority for ACEC, which is committed to collaborating with public agencies to ensure professional procurement laws benefit both clients and taxpayers.

The Minuteman Fund is ACEC’s legal/legislative program for litigation impacting our industry and state advocacy issues. As ACEC chair, I focused on aiding smaller state MOs (that may not have the resources of their large state counterparts) to protect and advance their issues.

Broad-form indemnification and the duty to defend are critical issues for firms undertaking professional service contracts. Each poses a significant risk and could result in unfair damages. These unfair standards mandate engineering firms must defend clients regardless of negligence without specifying contract language that firms could reject. ACEC has devoted Minuteman Funds to encourage states to make broad-form indemnification and the duty to defend void and unenforceable engineering contracts.

We’ve seen a rise in state legislatures pushing against PE licensure, which ultimately affects public health, safety, and welfare. ACEC is working to uphold the testing and experience requirements needed to obtain professional engineering licensure.

ACEC’s nearly 6,000 member firms employ 600,000 persons across the U.S. We represent a significant voice to state and federal legislators and use that voice to advocate for firms and the engineering profession. By educating ourselves and supporting engagement in legislative alerts issued by ACEC, we can respond to legislators with positions that benefit our industry and communities.

Maintaining the structural integrity of dams is a complex process that begins with a comprehensive analysis. Structural engineers employ various methods to assess stability and safety and determine the need for dam rehabilitation and repair.

The gravity method of analysis is generally the first step in the analysis process, which assumes that the dam is a two-dimensional rigid block and the driving and resisting forces acting on it are balanced. The foundation pressure distribution is considered to be linear. Engineers should complete the gravity method before proceeding to more rigorous studies since it provides reasonable estimates with low computational costs.

No further analysis is necessary if the gravity method indicates that the dam is stable. However, the gravity method does not account for dynamic behavior, such as earthquakes, that can be amplified in the upper section of the dam.

To ensure the safety of dams, structural engineers evaluate them under different load combinations:

1. Usual Load Combination: Includes the standard loads, such as the concrete’s weight, the reservoir and tailwater load, and sediment. Thermal evaluations consider temperature variations that can impact the concrete’s behavior.
2. Unusual Load Combination: Engineers evaluate these conditions with an increased reservoir level to simulate flood loads, typically the probable maximum flood (PMF) for high-hazard dams. A PMF event can be on the order of a one in 10,000-year event or even as high as a one in a million-year event, meaning that every year, there is a one in 10,000 chance of the PMF occurring or a one in a million chance. For low-hazard dams, engineers look to ensure stability for floods up to and including the 100-year flood.
3. Extreme Load Combination: Focuses on seismic events, considering the maximum credible earthquake for high-hazard dams, which typically range from a 2,000-year to a 10,000-year event.
4. Post-Earthquake Load Combination: Considers the damage that may occur during an earthquake to ensure the dam’s stability in the aftermath of the seismic event.

Understanding potential failure modes (PFM) is crucial for a structural engineer evaluating the behavior of concrete dams. PFMs are hypothetical chains of events that could lead to unsatisfactory dam performance. PFM analyses help identify key failure modes and the events that trigger them.

PFMs can be classified into three stages:

1. Initiating Event: The initiating event can include normal operations, material defects, floods, or earthquakes.
2. Progression: Engineers define the steps leading to the failure, such as increased loading on the dam or crack development.
3. Failure: The result may involve the dam’s structural failure or an uncontrolled, unintended reservoir release.

There are several PFMs that engineers assess:

1. Dam Internal Instability (Overstressing): This occurs when the dam’s concrete exceeds its allowable strength, leading to cracking or crushing. For instance, increased reservoir loads during a flood can trigger internal instability.

2. 2. Dam External Instability: Unlike internal instability, separation occurs at the dam/foundation interface, increasing uplift and potentially leading to failure.

3. Dam Overtopping: This happens when excess water flows over the dam crest, causing erosion at the toe and potentially leading to sliding or overturning failure.

A potential failure modes analysis (PFMA) workshop helps dam owners and experts identify PFMs and understand how dams function and could fail. It also informs dam safety programs and highlights areas that require attention. The PFMA process involves reviewing relevant information, including design reports and inspection data, to create a comprehensive surveillance and monitoring plan.

A dam safety surveillance and monitoring plan (DSSMP) outlines observations needed to evaluate the dam’s condition. Its primary goal is to detect design inadequacies or changes in behavior that could lead to catastrophic failure. Regardless of size or hazard level, every dam should have a DSSMP tied to identified failure modes. This plan is crucial for maintaining dam safety and can include monitoring instrumentation and threshold limits.

Structural engineers have various analysis options at their disposal, depending on the problem’s complexity. Hand calculations, spreadsheets, and Mathcad analyses are suitable for more straightforward tasks and serve as quality checks for more elaborate studies. For more complex scenarios, engineers use two-dimensional and three-dimensional finite element analyses. These models simulate real-world dam behavior, accounting for thermal and dynamic loading in addition to static loads.

Structural engineers play a critical role in maintaining and improving dam safety, helping these vital structures continue to provide essential services to our communities and the economy. Through structural analysis, evaluating PFMs, and developing surveillance and monitoring plans, these professionals contribute to the resilience of our nation’s dams. As we continue to address pressing infrastructure challenges, understanding the intricate work of dam structural engineers becomes increasingly important for safeguarding our quality of life.

The webcast on which this blog was based, Understanding the Dam Basics: The Role of the Structural Engineer in Concrete Dams, offers additional content about dam structural engineering work. You can participate in this free on-demand webcast and earn one professional development hour (PDH) and one Construction Manager Certification Institute (CMCI) credit.

To learn more about related dam safety topics, such as failure modes and risk mitigation, explore Gannett Fleming’s webcast library. One PDH is awarded for each webcast you complete.

• Dam and Levee Ownership – Risky Business.
• Dam Performance Monitoring: Maintaining Data Quality and Trust in an Industry of Exciting Technological Advances.
• Dam Breach Modeling: State of the Practice.

Unbuilt projects allow architects to explore innovative and experimental ideas without real-world constraints. This architectural design exploration is a testing ground for new design concepts, materials, and technologies and an opportunity to dream big. A design project can facilitate creative exploration, educate client organizations, promote resilience and adaptability, and provide a springboard for important cultural and social conversations.

For Gannett Fleming’s Architectural Practice Manager Steven Knaub, AIA, LEED AP, the hypothetical Subarctic Training and Research Center in Alaska’s Denali National Park & Preserve is a perfect example of unbuilt architecture furthering design exploration. He revisits and refines unexecuted projects periodically, adjusting them based on experience, new standards, and innovations.

This design solution considers the center’s remoteness and imagines unique forms of dedicated transportation, such as electric-assist mountain bikes, to reach nearby observation sites on the mountaintop location. The project would also require unique design and construction techniques to prevent sinking or differential settlement caused by building heat melting the permafrost. Climate change presents challenges where passive measures may become insufficient, adding special materials and technology, such as refrigerated foundations, to the thought process. Finally, harnessing wind for electricity and solar for passive heating helps avoid emissions that change atmospheric chemistry.

“The research happening at facilities like this one, in Earth’s extreme environments, serves as proverbial canaries in coal mines. They are at the heart of understanding the delicate balances and thresholds important to environmental health and species preservation. Unbuilt projects like this training and research center design can serve as a platform for architects to envision and propose sustainable, resilient, and adaptable designs that address the challenges of carefully building in unique geographies,” explained Knaub.

“One of my favorite unbuilt designs was inspired by my master’s thesis during my studies at Boston Architectural College. Mixed-use development is an important element of community-building— allowing people to live, work, and play while enhancing their neighborhoods through a sustainable and diverse economic base. Architects can influence mixed-use, transit-oriented development designs to promote physical health, mental health, and sustainability, generate density, and balance privacy and proximity,” shared Isra Banks, AIA, NCARB, LEED AP BD+C, a senior project architect at Gannett Fleming.

This Massachusetts Bay Transportation Authority-centric concept centered around developing guidelines for connectivity and creating a walkable environment. Diverse environments offered a range of dwelling units while providing transitions and safe havens between public and private spaces. At the same time, in-depth studies focused on building envelope and integrating natural light, solar heat, and natural ventilation.

As the largest statewide transit agency in the U.S. and a valued Gannett Fleming partner for more than four decades, NJ TRANSIT sought innovative design concepts to move public transit patrons between Secaucus Junction, MetLife Stadium, and the American Dream entertainment and retail center. The Gannett Fleming team partnered with more than 15 firms to propose a mobility-as-a-service solution, reimagining the customer journey by new and old forms of transportation, including ferries, gondolas, people movers, and electric vertical takeoff and landing (eVTOL) aircraft.

“In an ever-changing world, architects, planners, and designers must adapt to evolving technological advancements and changes in the communities’ transportation needs. These crucial conversations need to be held as part of the early stages of planning and design,” said Gannett Fleming’s Ashwini Karanth, AIA, LEED AP, ENV SP, urban designer/planner. A staggering number of people visit these facilities, and the transportation experience is important. As a multidisciplinary designer, I appreciated the opportunity to collaborate on this design concept as we reimagined what the future will look like.”

As organizations look to share resources, consolidate assets, and increase operational efficiencies, conceptual designs help lay the groundwork between what is and what could be. As one state agency client looked to centralize more than 2,000 personnel, they called upon Gannett Fleming.

“In this process, we analyzed the needs of key stakeholders, end users, and the facility’s functional requirements. We established architectural concepts for the building’s interior and exterior, including space and adjacency requirements; equipment and technical facets; and exterior considerations like materials, style, and access,” said Stephen Lis, AIA, CID, Gannett Fleming’s architecture operations manager.

While the project did not progress, the feasibility study and conceptual design were critical in the client’s evaluation and decision-making.

On April 15, 2019, a massive fire severely damaged one of the most beloved landmarks in Paris, the Notre Dame Cathedral. Michael Snyder, AIA, a senior project architect at Gannett Fleming, teamed up with a former Penn State University classmate, Jennifer Cole, to enter an international design competition to propose a new spire for the historic structure.

“Following the Notre Dame cathedral fire, our architectural conceptualization of Notre Dame de Paris infused religious symbolism with traditional forms, modern materials, and construction techniques to provide an accessible and sensitive design to the existing architecture and spirituality the cathedral represents,” said Snyder. The duo landed second in the contest.

As firms like Uber and Joby Aviation reimagine the future of aviation with concepts such as eVTOL aircraft, a multidisciplinary team at Gannett Fleming designed a revolutionary urban intermodal hub to serve as a departure and arrival point in response to the Uber Elevate Skyport Challenge. The team’s modular approach, SKYPORT by Gannett Fleming, centered around PAW, an optimized configuration for landings, takeoffs, drone charging, and passenger comfort.

“While the design might seem like a futuristic concept or abstract idea today, we are passionate about solving the complex infrastructure challenges that face our communities now and in the future. Our PAW design is a key piece of the infrastructure necessary for transforming passenger movement and providing an integral connection point between passengers and transforming urban mobility,” said Director of Architecture Huzefa Irfani, AIA.

I’ve seen firsthand and heard from our employees the impact of thoughtful and effective communication in the workplace that leads to building bridges with our colleagues, clients, and partners, instead of creating barriers.

People use many different DEI&B terms, and a few of the most common ones include:

• Race: African American, Asian American, Black, Native American, and White.
• Ethnicity: Latino, Hispanic, and Chicano.
• Gender: cisgender, transgender, and non-binary.
• Sexual orientation: gay, lesbian, bisexual, and queer.

Beyond individual terms and phrases, there are critical discussions that take place at work and at home that also require consideration and understanding, such as:

• Saying ”Happy Memorial Day!” The Military Veterans at Gannett Fleming Employee Resource Group (ERG) steering committee weighed in, noting that the purpose of this holiday is to pay tribute to and commemorate individuals who lost their lives while serving their country. So, while the phrase may be well-intentioned, it can be insensitive to those mourning the loss of loved ones.
• Asking to touch a Black person’s hair. It’s not just invasive of their personal space but also rude. It could make the person feel like an object to be inspected, similar to the “inspection” enslaved people were subjected to, and it reinforces negative stereotypes about Black hair.
• Flippantly referring to parental leave as an extended vacation, seeing only “he” or “his” on project specifications, being told to smile more to appear less aggressive, or over-apologizing and using minimizing language. These are just a few ways words have impacted the women and allies involved in Connected Women at Gannett Fleming.

The list goes on, but the point is: language is powerful.

At Gannett Fleming, we recognize that being mindful of DEI&B language shows respect for our peers and creates a safe, inclusive workplace. While people use several words and phrases to identify themselves, not all of them are created equal.

This is why we must avoid using inappropriate language when referencing cultural diversity, which can:

• Be alienating, offensive, and hurtful.
• Erode trust.
• Undermine broader DEI&B efforts.
• Demoralize the team, which may impact employee engagement and performance.

For example, let’s say you’re attending an in-office celebration during Hispanic Heritage Month with a colleague you’ve always believed is Hispanic. However, in speaking with your colleague during the event, you learn they are from Brazil and identify as Latino. It’s important not to assume you know how someone identifies based on physical experience or biases, as, in this case, you could have potentially offended your colleague had you referenced them incorrectly.

Stasys Fidleris, chair of the Future Generations at Gannett Fleming steering committee, offered another example, illustrating how a simple change of phrase has created a more welcoming space for employees of all ages.

“It’s important to remember that everyone’s career path is unique, and it’s not uncommon for someone to begin a new career later in life,” said Fidleris. “Choosing to use ‘early-career professionals’ rather than ‘young professionals’ has helped us focus on supporting everyone in the beginning stages of their career no matter their journey.”

Selecting the appropriate language isn’t always straightforward, but it doesn’t have to be intimidating, either.

Gannett Fleming encourages the use of inclusive language, and here are some tips to help choose the right words.

For instance, asking someone, “Where are you from?” may seem innocent, but it’s a personal question that can make some people feel like an outsider that doesn’t fit in. Remember to be mindful of the context and language you use.

Daniela Kleinfeldt, secretary of the Communities of Color at Gannett Fleming steering committee, added, “As a Latina woman in a predominantly white, male-dominated industry, I’ve learned that identity is not a label assigned to us but a story we choose to share. Born in the U.S. and raised in Latin America, I proudly embrace my heritage and identify as Latina.”

This is the best way to guarantee you are using the correct term that is not offensive. For instance, inquiring about what pronouns someone uses is a way to ensure you don’t misgender them, which can be hurtful and invalidating. Though it may seem like a small act of respect, it makes a significant difference.

Many resources are available to increase your knowledge of cultural diversity terms, like the Diversity Style Guide or The University of Texas at Austin’s “Ethnicity, Place of Origin, and Race” guidelines.

Some people may view the word “queer” as offensive, as historically and still to this day, it can be utilized in a derogatory way. However, some in the LGBTQ+ community have reclaimed the term, with many people choosing to identify as queer, such as our own Jess Weron, a member of the LGBTQ+ at Gannett Fleming steering committee.

“To me, the term ‘queer’ encompasses all identities within the LGBTQ+ community,” said Weron. “I prefer to identify as queer because it is less restrictive and more liberating, and even more so because we’ve reclaimed a word that can be used as a hateful term. I feel it allows for more fluidity and represents greater openness to partners of all identities.”

This includes terms like Latinx, LGBTQ+, or the pronoun “they.”

“We all know the benefit of a supportive word or the damage an insulting word can do,” added Joelle Shea, chair of the Connected Women steering committee. “By being mindful of what we are saying, we can build meaningful relationships and continue to change the culture for the better. And by being vulnerable and proactively asking a colleague or friend about language choice or apologizing if you think you missed the mark, you can demonstrate empathy and build deep trust.”

Building relationships and trust with your peers is of benefit to both the individual and the team. Research shows that inclusive teams make better business decisions up to 87% of the time, and according to another study, such teams bring in 1.4 times higher revenues. Simply put, when people feel and are included, it makes a difference in their personal and professional lives.

Do you want to work on impactful infrastructure projects while part of a collaborative, inclusive team? Apply to Gannett Fleming’s open roles and sign up for our Talent Community!