The first step in effectively managing water conveyance assets is comprehensively understanding them. Documenting key details is crucial. These details include:

• Locations, dimensions, materials, and vintage: Knowing exactly where each asset is located, its size, the materials it’s made from, and its age can help you prioritize inspections, evaluations, maintenance, and repairs.
• Design, fabrication, and construction practices: Understanding how the asset was designed and built can provide insights into its durability, performance capabilities, and potential weaknesses.
• Historical operating conditions and performance: Historical data can help identify patterns of wear and tear or operational stress that may need addressing.
• Current operating conditions and performance: Regularly updating this information helps ensure that your maintenance strategies are based on the latest data.
• Use remote sensing technology to identify changes: Remote sensing using laser scanning, remotely operated vehicles, or photogrammetry methods has become an increasingly important and cost-effective tool to identify and quantify changes over time.

Access to the original system design documents, fabrication drawings, and construction records is ideal. For older facilities, especially those with more than one owner, the available records can be limited or even nonexistent. However, valuable information can often be found in published papers or documents available through libraries.

For instance, I helped an owner locate original bid documents for a 1920s vintage dam at a local university library. This kind of detective work can uncover a wealth of information that can be used to understand the design intent and construction challenges better, identify conditions that may not be accurately reflected on the as-built record drawings, and inform long-term maintenance and refurbishment planning.

The next step is to evaluate the critical threats to your water conveyance assets, such as penstocks or water conveyance pipelines. I like to start with the framework included in ASME 31.8S Managing System Integrity of Gas Pipelines (2018), which classifies threats into three main categories:

• Time-dependent threats: These threats develop over time and increase the likelihood of failure as the asset ages. Examples include internal and external corrosion and deteriorating pipeline gaskets, packing, and associated valves and equipment.
• Random or time-independent threats: These unpredictable threats can occur anytime during the asset’s life. Examples include misoperation, third-party damage, vandalism, and geotechnical or geologic threats, including earthquakes.
• Resident threats: These threats can be considered system vulnerabilities. They include manufacturing and installation defects and equipment failure. Many of these failures occur at the beginning of an asset’s life, with some, like equipment failure, continuing for the rest of the asset’s life.

By categorizing threats using this framework, you can identify and prioritize the key threats to your assets and develop a more targeted and effective maintenance strategy. With older assets, there is often so much focus on time-dependent threats, such as corrosion, that other potential threats, which may be more likely to cause failure, are overlooked.

For example, equipment like a pressure-regulating valve (PRV) is critical to the safe operation of penstocks. Failure of a PRV due to lack of maintenance could lead to a short-duration pressure increase that causes much higher stresses in the pipe than the wall loss due to corrosion might have, underscoring the importance of identifying and prioritizing key threats.

Once you clearly understand your assets and associated threats, the next step is to develop a program to manage the threats. Operation and maintenance should be critical components of your program. As I described earlier, it might be more cost-effective to maintain a PRV to manage pressure excursions than to replace corroded pipeline sections to achieve the same level of risk reduction.

Many penstocks and other water conveyance systems are well beyond their intended design life, but this doesn’t automatically mean they should be replaced. The primary time-related threat to steel pipes is corrosion. With proper inspection and maintenance, you can significantly extend the useful life of these assets. Regular inspection and repair of interior and exterior paint on above-ground penstocks or maintaining cathodic protection systems for buried pipes can add 30 to 50 years of reliable service. Read more about designing a maintenance program in “Crafting the Blueprint of a Power Plant Maintenance Program”, a blog by my Gannett Fleming hydroelectric colleagues Randy Bowersox, PE, and Jonny Rogado, PE, SPRAT I.

To craft a comprehensive maintenance program, consider leveraging resources from various industries that also use steel pipes. In addition to the American Society of Civil Engineers and American Water Works Association guidelines, other valuable resources include:

• Gas transmission industry codes: Similar to the challenges faced by water conveyance systems, gas pipelines require meticulous maintenance and threat management.
• Power plant and process industry manuals: Manuals like those from the American Society of Mechanical Engineers (ASME) can offer insights into best practices for maintaining large-scale infrastructure and evaluating degradation.

For example, ASME provides guidance for evaluating localized pitting, and a joint ASME/American Petroleum Institute document offers guidelines for assessing the fitness-for-service of steel pipes. The Centre for Energy Advancement through Technological Innovation has developed a penstock maintenance and repair reference manual.

Effectively managing water conveyance systems involves knowing your assets, understanding their threats, and developing and implementing a program to manage those threats. By leveraging existing resources from other industries and maintaining regular inspections, you can extend the lifespan and reliability of these critical components and support your hydroelectric system for many years to come.

For more tips and ideas, tune in to my INSIGHTS webcast, live on August 22, 2024, or on-demand thereafter. This webcast will delve deeper into the strategies and techniques for managing water conveyance systems and share perspectives from industry experts. You can also earn one professional development hour (PDH) for participating live or on-demand. I hope to see you there!

Rail electrification involves upgrading traditional railway systems to use electric power instead of fossil fuels, including diesel fuel. However, rail electrification is more than replacing diesel engines with electric ones. It encompasses comprehensive infrastructure redesign, including substations, power lines, signaling systems, and maintenance facilities. This transition changes not only the technology used but also the rail network’s operational dynamics and maintenance practices. Electricity-powered trains can accelerate and decelerate faster than their diesel-fueled counterparts, potentially providing additional service and better schedule adherence.

While the initial investment in electrification can be high, the long-term cost benefits are compelling:

• Energy Costs: Electric trains are more energy-efficient and can be less expensive to operate, particularly as fossil fuel costs rise.
• Maintenance Savings: Lower maintenance requirements translate to cost savings over the lifespan of the equipment.
• Long-Term Savings: Electric trains have longer lifespans and lower operational costs, decreasing the total cost of ownership.

Electrifying a rail system is a significant undertaking that requires careful planning and substantial investment. However, long-term operational, environmental, and cost benefits can make it worthwhile. Deciding when to electrify a railroad depends on various factors, including existing infrastructure, available funding, environmental considerations, and strategic transportation goals. As the world moves toward more sustainable transport solutions, the electrification of railways presents a promising path forward.

Discover more about Gannett Fleming’s expertise in transit and rail electrification projects, including the Metrolinx and Caltrain electrifications.

Gannett Fleming’s commitment to inclusive design and planning shines through in our holistic approach to creating accessible and culturally resonant projects.

“Lack of access to transportation can create major obstacles for disadvantaged communities, including preventing one from being able to access their basic needs and from improving one’s socioeconomic status,” said Tiffani Bryant, PE, PMP, Vice President, Transit & Rail.

Gannett Fleming places a special emphasis on prioritizing projects in disinvested communities, addressing the needs of those who have historically been underserved in infrastructure planning and development. This approach not only promotes a more equitable distribution of resources but fosters a sense of belonging and ownership over the projects as well.

This inclusivity extends to culturally sensitive design, where the unique cultural context and traditions of each community are not just considered but are integral to the project’s identity. The following projects illustrate how elements reflecting each neighborhood’s values and traditions were incorporated:

Our projects are crafted to be usable for people of all abilities, helping ensure no one is left behind.

Based on the National Household Travel survey, more than 25 million individuals living in the United States have disabilities restricting their ability to travel. This and other staggering statistics have fueled our passion for designing spaces and mobility solutions for all, and for sharing that passion and the latest industry trends with others:

• Senior Project Architect Isra Banks, AIA, RA, NCARB, LEED AP, co-led an INSIGHTS webcast on inclusive planning and design in architecture, diving into how to create environments that prioritize usability, comfort, and equality for all people.
• Our architecture team delivered an INSIGHTS webcast on “Increasing Accessibility in Transit,” where Director of Architecture Huzefa Irfani, AIA, noted the importance of shifting mindsets from simply adding an element, such as a ramp, to a transit station to looking at the overall experience of the space and modernizing it, so it’s fully accessible.

To ensure justice in infrastructure project outcomes, we must understand and connect with those affected by our projects. Ashwini Karanth, AIA, LEED AP, ENV SP, noted in her blog “Placemaking Through Public Infrastructure” that “the best decisions for a public project are made in conjunction with the community through careful listening and dialogue.”

Communicating with thoughtfulness incorporates diverse voices into project planning and decision-making. This includes community advisory boards, public forums, and targeted outreach efforts.

Early engagement with the public and stakeholders on various equity-related aspects of the ITC, such as communication with multilanguage end users, has been one key to providing a concise and technically viable project concept. Our team is helping the city deliver a first-class, innovative mode of transportation that will build stronger connections while being sensitive to the community’s needs.

While challenges will likely always persist, our dedication and ongoing pursuit of equity in infrastructure is unwavering. Recognizing the transformative impact of a fair and inclusive built environment, we will continue to engage with our communities as well as plan and design our projects with equity at the forefront.

Together, we will persevere in our mission to develop inclusive infrastructure projects that benefit everyone.

Want to work together to engineer a more equitable future? Apply to Gannett Fleming’s open roles and sign up for our Talent Community!

Water asset prioritization involves the systematic condition assessment and ranking of water-related infrastructure based on criteria such as criticality to community well-being, risk of failure, and potential impact on public health and the environment. This process is crucial for ensuring the optimal allocation of limited resources, particularly for maintenance, upgrades, and emergency response planning.

By identifying which assets are most vital and at greatest risk, decision-makers can focus efforts and investments on those essential for sustaining water supply and quality, thereby enhancing the resilience and efficiency of wastewater and drinking water systems. Prioritization helps prevent catastrophic failures, minimizes service disruptions, and ensures a community’s most essential needs are met with available resources.

In 2019, Norfolk began streamlining its water infrastructure management through a comprehensive transmission main prioritization program. The city used an inclusive strategy involving its engineering, water distribution, and water production divisions to craft a prioritization framework. Together, this team scored and ranked the transmission infrastructure, ensuring widespread consensus and stakeholder buy-in.

The development of Norfolk’s prioritization tool relied on its pre-existing geographic information system (GIS) data and software tools, which were instrumental in identifying critical customers and mapping major infrastructural crossings. Integrating hydraulic results from the city’s InfoWater model into the GIS framework underscored the project’s efficiency and adaptability. By building its prioritization tool, Norfolk circumvented the need for proprietary asset management software and laid the groundwork for a model that could evolve and expand in line with the city’s growing data and changing needs.

Parallel to Norfolk’s endeavors, Virginia American Water also overhauled its approach to water infrastructure management. Recognizing inefficiencies and delays in executing critical infrastructure work under its existing capital improvement program, the utility sought to redefine its strategy.

The experiences of the City of Norfolk and Virginia American Water provide valuable insights into the power of strategic planning, technological innovation, and collaborative efforts in enhancing water infrastructure management. These case studies address the immediate challenges utilities face and lay the groundwork for future advancements, contributing to water infrastructure systems’ overall resilience and sustainability.

Our related webcast, “Water Asset Prioritization and Renewal – Where to Start and How to Finish,” offers additional information about the transformative power of strategic planning, collaboration, and technological innovation in water infrastructure management.

We’d love to learn more about your water and wastewater infrastructure challenges. Let’s connect so that together, we can increase the resilience and sustainability of our water infrastructure.

A: The EPC delivery method combines the design, procurement, and construction of a project in a single contract, facilitating a seamless transition from the planning phase to project execution. This approach boosts cost savings and accelerates schedules in a contract for which the EPC contractor is responsible. By overseeing the project from inception to turnover, the EPC firm ensures compliance with all aspects of the project, minimizing discrepancies and aligning with the project’s budget, schedule, and scope of work.

A: Employing an EPC contract typically provides benefits such as single-source responsibility, fixed-price contracts, limited risks, and performance guarantees. It also enables an approach where a single point of responsibility handles all the required equipment, materials, and subcontractor services. This delivery model is ideal for completing capital projects in any cost format: lump-sum, guaranteed maximum price, or time and materials.

A: This delivery method can significantly benefit project owners, providing benefits such as price certainty, decreased schedule delays, and consistent quality across all project phases. However, receiving the benefits of an EPC approach depends on the contractor’s ability to manage risk related to schedule, cost, quality, safety, and environmental concerns.

Success hinges on defining the project scope early, strategizing execution, implementing robust project controls, mitigating risks, ensuring safety, fostering ongoing education, and managing changes efficiently. EPC focuses on best practices that buffer the project owner against unforeseen challenges, safeguarding project objectives and financial viability.

A: Technological advancements are crucial in enhancing the efficiency and effectiveness of this design, procurement, and construction process. EPC contractors are driven to improve productivity, reduce costs, meet stringent project timelines, and continually assess and adopt innovative technologies and methodologies. Innovations in software for project management allow for real-time tracking and more accurate forecasting. At the same time, advancements such as building information modeling, artificial intelligence, and machine learning drive complex tasks at accelerated speeds for improved project outcomes.

A: Shifting to EPC involves creating a strategic delivery execution plan that aligns with your project requirements. The first step is thoroughly assessing your project’s needs, constraints, and goals. Once you’ve confirmed alignment, select a reliable and experienced EPC contractor. This partner should have a robust portfolio of completed projects like yours and demonstrate a deep understanding of your industry and its challenges. Seek out a firm that prioritizes collaboration and transparency, both crucial elements for ensuring the success of any EPC project.

Engaging with your chosen EPC contractor early in the programming phase is highly recommended. This collaboration allows for a comprehensive understanding of your project’s requirements and enables the EPC team to provide solutions tailored to your objectives. It also eases the transition to the EPC model, aligns all stakeholders, and sets up the initiative for success from the outset.

Are you ready to transform the way your projects are delivered? Discover how partnering with Gannett Fleming can make this possible. Reach out to us to explore how our EPC solutions can be customized to your specific needs, ensuring your next project is not just completed but is a resounding success.

Cryptosporidium is a cyst-forming parasite commonly found throughout the U.S. and worldwide. Cryptosporidium cysts live in the intestines of infected animals and humans and can be released by the hundreds of millions in a single bowel movement. Cryptosporidium can be spread by swallowing as few as 10 Cryptosporidium cysts from contaminated recreational water like swimming pools or lakes, touching your mouth with contaminated hands, or drinking un- or under-treated water from a contaminated source. Consuming Cryptosporidium can cause cryptosporidiosis, a gastrointestinal illness that may be severe and sometimes fatal for people with weakened immune systems.

Cryptosporidium is a significant concern in drinking water because it can contaminate surface water used as drinking water sources and has caused waterborne disease outbreaks. It is protected by a tough outer shell, making it tolerant to chlorine and other disinfectants, which are the primary treatment methods used by many water systems. It is also very small, making it difficult to remove by filtration.

Four common chemical disinfectants include chloramine, free chlorine, chlorine dioxide, and ozone. Chemical disinfection level is measured by concentration x time (CT). Units are generally mg/L-min. Increasing disinfectant concentration or contact time increases CT. The CT value required for disinfection will vary based on the log treatment required, disinfectant used, water temperature, and potential of hydrogen (pH) of the water. Higher CTs are required at lower water temperatures and, in the case of free chlorine, at higher pH.

Chloramine and free chlorine do not easily penetrate the tough outer shell of Cryptosporidium cysts, and as a result, their required CTs are too high to be practical for drinking water use. The CTs required for disinfection with chlorine dioxide are much lower but are still significantly higher than ozone, making all three less effective for Cryptosporidium treatment than ozone.

Ozone is a powerful disinfectant capable of quickly neutralizing bacteria, viruses, and parasites. It is produced by converting oxygen into ozone through a high-voltage process, which is then dissolved in the water to achieve disinfection. Ozone’s high reactivity allows it to penetrate Cryptosporidium cysts effectively and inactivate them at lower CT values than other disinfectants, making it a superior choice for combating this resilient parasite.

CT can be visualized using a graph with time on the X-axis and disinfectant residual concentration on the Y-axis. Plotting the trend of disinfectant residual with time, CT would be the area under the curve. For chemical disinfectants with a stable residual such as chlorine, the trend line is flat, and the area under the curve can be calculated as chlorine residual concentration (measured at the downstream end) times the detention time between the point of chlorine application and the point of residual measurement.

Ozone’s instability requires careful calculation of CT credit, as its concentration decreases quickly over time due to its reactiveness. The decay rate of ozone is typically exponential, making it crucial to use decay constants in calculations to determine the disinfectant’s effectiveness accurately. Simply using an average of the initial and final ozone residuals times detention time does not provide a correct result.

For example, the ozone residual in a basin immediately after application is 1.2 mg/L, and after a detention time of 22 minutes, it has decayed to 0.32 mg/L.

The ozone decay curve can be defined by the formula:

The rate of ozone decay will vary with water temperature. If you know the ozone residuals immediately after application and at the end of the detention time, the decay formula can be solved for C:

The decay constant is used to calculate the area under the residual curve to determine CT. Using the decay constant, CT can be calculated using the formula:

The example below approximates the ozone decay curve using the beginning and ending residuals. If residual measurements are made at intermediate points in the contact basin, those points can be used to calculate the decay curve more accurately.

Ozone will react very quickly with other constituents in the water. Therefore, ozone is most effective for disinfection after sedimentation or filtration because most of the material ozone will react with has already been removed by this point in the treatment process. The initial ozone residual after application will likely be less than the applied ozone dose due to part of the ozone being consumed by constituents in the water. This needs to be accounted for when determining ozone generation requirements.

Detention times for calculating CT (for ozone or any other chemical disinfectant) must be effective detention or contact time. Effective detention times account for short-circuiting through contact basins and can be determined using a tracer test.

Ozone doses required for other water treatment purposes are generally lower than the doses needed for Cryptosporidium disinfection. If your water treatment facility already uses ozone, you may need to increase ozone production capability to meet the higher required disinfection doses.

For all its benefits, it should be noted that ozone is a toxic gas. It is fed in enclosed contact basins to prevent its release into the atmosphere. Residual ozone must be destroyed before water leaves the contact basin to prevent its release into the atmosphere. A positive residual at the detention’s downstream end is essential to obtain CT credit. Therefore, when using ozone for disinfection, water systems must quench remaining ozone residuals before the water leaves the contact basin. Ozone gas detectors are used to monitor for ozone in the air as a safety precaution.

Despite the higher initial costs associated with ozone treatment systems, they effectively achieve the required Cryptosporidium disinfection levels, especially in water treatment facilities already using ozone or where ozone could be used to provide additional treatment capabilities.

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!