TRANSPORTATION / 80TH ANNIVERSARY EDITION
NEW LIFE FOR THE WINONA BRIDGE Michael Baker International rehabilitates a historic Minnesota bridge
YE AR S
80TH ANNIVERSARY EDITION 2020
TRANSPORTATION 02 Chairman & CEO Note
A message from our Chairman, Thomas J. Campbell, and our CEO, Brian A. Lutes
04 80th Anniversary
04 80 Years of Making a Difference
Highlights from the 80-year legacy of our Company
10 Thought Leadership
10 The Future of Transportation
Q&A with Malcolm Dougherty, P.E., National Practice Executive, Transportation
14 Intelligent Transportation
An illustrated look at how intelligent transportation is evolving to assist motorists
16 Impact
16 New Life for the Winona Bridge
Michael Baker International rehabilitates a historic Minnesota bridge
22 WTS Award
WTS recognizes Michael Baker as employer of the year
24 Interchange Boosts Capacity, Safety and Preservation
Redesigned Newark interchange creates positive impact on residents and community
30 Chairman’s Award Honorees Demonstrate Excellence Three outstanding employees earn 2020 Chairman’s Awards
32 Keeping the World’s Busiest Airport Safe, Modern, Growing
Michael Baker International’s long-standing partnership with ATL yields far-reaching results
38 Across the Continuum 38 Industry Awards
Michael Baker projects win 20 industry awards
40 Advancing Top Talent
Michael Baker continues to strengthen our Company by hiring and promoting top talent
Signature is published by the Corporate Communications department of Michael Baker International to showcase our full continuum of people, places, projects, innovations — and how We Make a Difference in the communities we serve.
Chief Communications Officer: Leanna Anderson Corporate Communications Director: Brian Peiritsch Art Director: Brent Patrick Contributing Writers: Claire Carrell, Julia Covelli, Greg Faist, Rob Loveless, Evan Pattak, Dianne Stetzer, Adam Stout 80TH ANNIVERSARY EDITION 2020 © 2020 Michael Baker International. All rights reserved.
Cover photo: The Winona Bridge rehabilitation earned the Minnesota Grand Award from the American Council of Engineering Companies (ACEC) as well as the Prize Bridge Award of the American Institute of Steel Construction (AISC) and National Steel Bridge Alliance (NSBA).
Chairman & CEO Note
TRANSPORTATION IS THE HEART OF OUR BUSINESS A MESSAGE FROM OUR CHAIRMAN, THOMAS J. CAMPBELL AND OUR CEO, BRIAN A. LUTES In 1940, Michael Baker Jr. founded our Company, and his first job was a $25 survey. It did not take long for survey work to lead to transportation work for the growing firm – by 1943 Michael Baker and his team were designing a nine-anda-half-mile stretch of Pittsburgh’s Parkway East as part of the first engineering design contract ever awarded to a private consultant by the Pennsylvania Department of Highways. From there, transportation work only became more integral to our business. Sixteen years after Michael Baker International was founded, President Dwight D. Eisenhower approved funding for the Federal-Aid Highway Act of 1956, which authorized construction of the interstate highway system. Among President Eisenhower’s goals for the interstate system was for it to support economic development, improve highway safety and provide congestion relief for the traveling public. Those goals are consistent with what we achieve today for clients and their infrastructure projects. Today, the United States’ more than 46,000mile interstate highway system includes work done by Michael Baker, as does transportation
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infrastructure around the world, from Peru to Saudi Arabia to Cambodia. Transportation has been central to our work for nearly 80 years and is represented in every one of our nearly 100 offices. Our Practices support clients in nearly every sector of transportation, including Aviation, Bridge, Construction Services, Highway, Intelligent Transportation, Planning, Railroad and Transit, and Water. As we celebrate our 80th anniversary, we continue to partner with clients to deliver innovative solutions that achieve transportation infrastructure goals while forging new trails for the future with ideas and technology that will make smart infrastructure and transportation a reality. We dedicate this issue of Signature to the projects and people who demonstrate how We Make a Difference for the transportation clients we serve.
A Vision for the Future of Transportation Many factors will influence the future of transportation, from funding to technology to a world changed by COVID-19. Malcolm Dougherty, National Practice Executive for Transportation,
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Chairman & CEO Note
provides insights into what could be on the horizon for transportation infrastructure and what elements of the future are already here.
Elegant Solutions Give New Life to the Winona Bridge The Winona Bridge, a storied crossing that provides a vital link between Minnesota and Wisconsin, faced an uncertain future due to deterioration. Michael Baker and partners worked with the Minnesota Department of Transportation to rehabilitate the bridge, adding 50 years of service life to the structure that carries nearly 12,000 vehicles per day.
Delivering Innovation and Efficiency for a Long-Term Aviation Partner At the world’s busiest airport, seconds matter. That’s why Hartsfield-Jackson Atlanta International Airport turns to a joint venture team that includes Michael Baker to quickly replace runways, conduct pavement condition assessments with unmanned aerial systems or use 3D images to efficiently map the airport’s electrical systems, among many other projects that keep the airport safe and modern.
Improving a Vital Interchange While Preserving History Faced with the challenge of updating the I-280/ Route 21 interchange, the New Jersey Department of Transportation enlisted Michael Baker to design improvements that would achieve multiple objectives, including not disturbing the many historic structures surrounding the interchange. The $95 million project successfully engaged stakeholders, preserved the historic building and improved the interchange, which carries more than 90,000 vehicles per day through Newark. We take great pride in what we have accomplished with our clients over eight decades of service, and we value the trust they continue to place in us to deliver their most challenging transportation projects. The future of transportation is limitless, and we will do our part to contribute to making it a reality.
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80th Anniversary / Transportation
80 YEARS OF MAKING A DIFFERENCE Michael Baker International celebrates its 80th Anniversary in 2020 In Room 122 of the Penn Beaver Hotel in Rochester, Pennsylvania, Michael Baker Jr. opened his engineering and consulting firm on May 1, 1940, just as the country was struggling to climb out of the Great Depression. He knew he was taking a big risk, but he wanted to design and build big things — roads, bridges, dams, canals, tunnels and similar structures that civil engineers worked on. Michael Baker Consulting was his third attempt to start his own business, which started so slow that its future seemed like a long shot. After sending out hundreds of letters to prospective clients and following up by phone, he finally got his first bite: a $25 surveying job. By the end of its first year, Michael Baker Consulting started to take root, beginning with a $40 drafting assignment, and grew to eight employees.
As the United States prepared for the war raging in Europe, Michael Baker Jr. felt ready to take on government contracts for military bases and airfields. Officials in Washington insisted he was too young to handle such big projects. But his persistence paid off.
The Army Corps of Engineers took note of the young entrepreneur’s hustle and quality work and offered him more jobs. From the Azores to the Aleutian Islands to the jungles of Brazil, Michael Baker and his nearly 1,000 employees strengthened the country’s military defenses.
Michael Baker Jr. opened his engineering and consulting firm in Rochester, Pennsylvania, in 1940.
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Transportation / 80th Anniversary
In 1942, he broke into military work when an engineering firm in Pittsburgh subcontracted him to draw up a topographic and boundary survey for the construction of an ammunition dump in Kentucky. By outside appearances, it looked like he was in over his head. Undaunted, Michael Baker Jr. went to work, rounding up every engineer and surveyor he knew and running newspaper ads for skilled laborers and guaranteeing top wages. He and his crew not only completed a contouring map, grid system and boundaries for 15,000 acres — they finished the job 15 days ahead of the deadline. The Army Corps of Engineers took note of the young entrepreneur’s hustle and quality work and offered him more jobs. From the Azores to the Aleutian Islands to the jungles of Brazil, Michael Baker and his nearly 1,000 employees strengthened the country’s military defenses. Michael Baker Jr.’s travels to military bases around the world did not diminish his enthusiasm to plan and build the postwar infrastructure of his native Pennsylvania. In 1943, his consulting firm won a contract for the location study and design for the first major freeway in Pittsburgh — the Penn-Lincoln Parkway East. The project was the Company’s first foray into designing, building and improving road corridors, complex highway interchanges and urban streetscapes. Around the same time, the Company also moved into architectural work, designing and building elementary and secondary schools, colleges and universities, hospitals, churches, airports, stadiums and transit systems around the country.
Gaining Ground In 1951, Michael Baker Jr. was appointed consulting engineer and construction administrator to the Kingdom of Saudi Arabia. Over the next three years, his Company built a private hospital
The firm’s work in Saudi Arabia began in 1951.
for the royal family, several airports, a modern public water system and other infrastructure. The first of many overseas contracts to come, the Saudi work established Michael Baker as an important international engineering and consulting firm. As always, Michael Baker Jr.’s international ventures were balanced with local projects. In 1956, he was named consulting engineer to the Pennsylvania Turnpike, a relationship the Company maintains to this day. And in 1960, he took on the job of designing and transportation and civil infrastructure for one of the highest-profile projects in Pittsburgh — Three Rivers Stadium. Another crowning achievement was designing Beaver Stadium, the 44,000-seat stadium of his alma mater, Penn State, in 1960.
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80th Anniversary / Transportation
By then, the Company had grown to more than 1,000 people and Engineering News-Record magazine ranked it as the largest architecturalengineering company in the country. Then, between 1969 and 1977, Michael Baker International contributed to building the 789-mile-long crude-oil pipeline from Alaska’s North Slope in the arctic to the warm-water port of Valdez. The 48-inch diameter pipeline was an engineering marvel, traversing fragile permafrost, three mountain ranges, several major earthquake faults and hundreds of rivers and streams. For its work, Civil Engineering magazine honored the Company with the Outstanding Civil Engineering Achievement Award.
Breadth of Services Michael Baker International continued to concentrate on the field of transportation, and by the early 1990s, it had engineered thousands of bridges and 10,000 miles of road, often working on the nation’s most complex transportation networks. Towering above the water and snaking through dense cities or remote rural areas, its bridges and highways are monuments of modern life.
Through its Planning Practice, Michael Baker International has shaped the future of communities and developed shared spaces that are sustainable, convenient and attractive. The Company also had airport design in its DNA, building airfields during World War II with bulldozers to creating high-tech airports around the country today. Designing airports as though they were little cities, its engineers build runways, passenger terminals, people movers, baggage claim areas, parking lots and rental car facilities. The Company’s long history of service to the U.S. government dates back to the early 1940s, when Michael Baker Jr. won military contracts from the U.S. Army Corps of Engineers. Over the decades, the Company has planned, designed and constructed projects for the Army, Air Force, Navy and Marine Corps, as well as the Department of Homeland Security, Department of State, Department of Energy, Department of the Interior, Department of Justice, and the Environmental Protection Agency, among others.
The Company spent eight years helping to build the 789-mile Trans-Alaska Pipeline, an engineering marvel that earned national recognition.
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Transportation / 80th Anniversary
Michael Baker provides innovative consulting, planning and engineering solutions for the entire spectrum of the water cycle.
Michael Baker was selected by the Pittsburgh Stadium Authority for civil and transportation infrastructure design and site development of Three Rivers Stadium.
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80th Anniversary / Transportation
Through its Planning Practice, Michael Baker International has shaped the future of communities and developed shared spaces that are sustainable, convenient and attractive. A team of planners, landscape architects and public engagement experts makes sure a project aligns with a community’s vision and connects people to their environment in meaningful ways. And because they believe it’s important to be responsible stewards of the land they build on, Michael Baker engineers have become experts in providing Environmental services, including
remediating former military sites and removing dangerous industrial materials from the land left behind by shuttered steel mills in Pittsburgh and other plants around the country. Water services is another way the Company has expanded its portfolio. When public water in California became brackish and unsafe to drink, the California American Water Company in Monterey Bay hired Michael Baker International to purify it. The new water desalination system and 17 miles of pipeline the Company built gave residents an abundant supply of clean water. Michael Baker International has also been on the forefront of Energy development, including oil and gas transmission, since its early days in the oil fields of western Pennsylvania, and remains a key player in the production and transmission of energy resources throughout the world. The Company also develops and utilizes the latest technology to make the communities it serves safer, more accessible, more sustainable and more livable. Within the last decade, designing intelligent transportation systems has become a priority, which means using drones and other technologies to inspect bridges, streamline traffic flow and reduce highway fatalities.
80 Years Later Today Pittsburgh-based Michael Baker International operates with the same visionary spirit and intense work ethic of its late founder. Offering engineering, architectural, environmental and construction services – among many other offerings – from nearly 100 offices around the world, the Company’s diverse roster of infrastructure projects is as impressive as its reach. Embracing technology, transforming communities and bringing people together through the marvels of engineering, the firm continues to fulfill Michael Baker Jr.’s original mission to make the world a better place. Michael Baker helped construct the world’s largest solar thermal power plant.
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Whether it is redesigning and constructing a busy stretch of interstate, modernizing airports or
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Transportation / 80th Anniversary
erecting a state-of-the-art bridge, Michael Baker International’s more than 3,000 employees share a commitment to excellence and a dedication to Making a Difference – for its clients, communities and one another. Learn more about Michael Baker International’s rich history and iconic projects at 80years.mbakerintl.com.
Offering engineering, architectural, environmental and construction services – among many other offerings – from nearly 100 offices around the world, the Company’s diverse roster of infrastructure projects is as impressive as its reach.
Michael Baker designed the state-of-the-art Jacksonville (Fla.) Regional Transportation Center at LaVilla.
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Thought Leadership / Transportation
THE FUTURE OF TRANSPORTATION Malcolm Dougherty, P.E., National Practice Executive, Transportation Transportation projects have been core to Michael Baker International for nearly 80 years, shaping our country and connecting our communities. As we continue to look at the future of our industry, Malcolm Dougherty provides insights on the trends and technologies that will shape the road ahead.
COVID-19 has made an impact on every industry. What do you see changing in transportation? From a Company standpoint, with a few exceptions, the existing work and existing transportation tasks that we’ve been given by our clients are largely uninterrupted. Design continues. Most of the construction work continues. We are fortunate that transportation improvements have been labeled by most states as essential business, and we continue to stay close to our clients as they navigate current and future challenges. Transportation revenues, through gas tax and other streams, however, are on the decline and will have an impact on programs this year, and potentially over the next 18 months. Any economic stimulus package revises this scenario and creates opportunities. What happens when we are over the hump with this virus? Are people going to be reluctant to go into major public spaces and ride public transit? Are travel patterns going to be different than they were before? Will there be more traffic congestion? Will people want to use shared mobility options to the same levels that they were before? These are all questions that factor into the future of transportation.
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We used to consider the future the next five, 10 or 20 years. Now, we need to think about the next 12-18 months too. This pandemic is forcing us all to try different work alternatives and potentially see the benefits of reduced commute congestion and more balance between personal and work life without a loss in productivity. In some areas, I think it will accelerate the implementation of alternative solutions, which could have a real impact on the transportation system. Let’s say 5-6 percent of work hours were performed from home before this pandemic. As a result of coronavirus, maybe that number increases to 15 percent of work hours, which would ease the strain on the transportation system without adding capacity. You are relieving traffic without increasing infrastructure. Now, the infrastructure you do need is broadband. People don’t necessarily think of broadband as part of infrastructure, but it is all tied together.
What are the benefits of investing in our country’s transportation infrastructure as part of a coronavirus stimulus package? Investing in the U.S. transportation infrastructure today will undoubtedly have a massive positive impact on jobs and the economy in the short term. However, the lasting benefit over the next few years and even decades of an expanded transportation system will be even greater than the short-term benefits in terms of mobility of people, reduced traffic congestion, improved access and smoother flow of goods. Ultimately, it will help position our country as a whole for economic competitiveness and long-term growth and success.
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Transportation / Thought Leadership
What are some of the most significant changes in the transportation industry over the last 80 years? The dominance of the automobile over the last 80 years can be seen everywhere. As the U.S. shifted into an automobile nation, we designed, built, maintained and bolstered the interstate system to connect our communities from coast to coast. And then, as metropolitan living regained popularity – where living close to work and entertainment was a priority – the concept of shared mobility took a new form. No longer were you limited to trying to take a train or a bus as new options emerged. All you have to do is open up your smartphone and press a button for someone to pick you up exactly where you are and take you to exactly where you want to go – and you never have to worry about parking a car. Now, we look more at mega-regions and determining the most effective way to move people and goods efficiently throughout, utilizing all modes and shared mobility options.
What will “transportation of the future” look like? We will continue to see an increase in technologyrich, connected and autonomous vehicles. Think of driver-assist features that allow a car to follow the vehicle in front of it, as well as adaptive cruise control and lane-keep systems that assist the driver and will, over time, become primary driving functions.
graduate from demonstrations to full deployments. With the recent pandemic, there is also likely to be new thinking and innovations around travel patterns and the design and materials used in these kinds of vehicles so they support the health, safety and well-being of travelers. Our infrastructure will continue to become smarter. Some of the work we’re already doing with clients in this area involves adding sensors and intelligent transportation technologies to roads and bridges. The George Washington Bridge in Fort Lee, New Jersey, is an example where we integrated new field devices with an Operations Control Center to manage traffic flow and share real-time information with motorists and operators to maximize travel throughput and improve safety. I also see a future where cars will be able to talk to the traffic signal controllers as drivers approach an intersection and vehicles are informed of signal timing. Much like we have frontal crash avoidance technology in some vehicles today, advanced features will become more common and expanded, such as the ability to stop drivers from running red lights. Lastly, I think the future will include connected vehicles communicating with smart infrastructure in a way that provides a rich real-time image of the infrastructure itself. If there’s a pothole developing on Main Street, this kind of connected transportation system can improve safety, help owners operate more efficiently and even report conditions such as potholes.
We will also see completely autonomous, lowerspeed shuttles – no driver, no steering wheel – to take you around center cities, college campuses, airport parking lots and industrial parks. These will
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Thought Leadership / Transportation
What are the biggest challenges you see to achieving that future? Many challenges lie ahead. The technology will advance; transportation system owners and auto manufacturers will invest and deploy. There are regulatory challenges that must be overcome with vehicle-to-vehicle spectrum availability. Privacy and security will always need to be addressed. Another big challenge to autonomous vehicles will be the public’s comfort level and acceptance.
Will people be willing to jump into a driverless vehicle? I think entry-level options like low-speed shuttles and more advanced cruise control features will increase familiarity and help ease consumer reluctance, but are we ready to get in the back of an Uber or Lyft without a driver?
Dougherty brings more than 26 years of transportation industry experience to Michael Baker. In his prior role as Director of the California Department of Transportation (Caltrans), he was responsible for the maintenance and operations of more than 50,000 lane miles of roadway in the State Highway System and the delivery of an $11.4 billion construction portfolio. He also had overall fiscal responsibility for the Department’s budget of more than $10 billion and 20,000 employees.
About Malcolm Dougherty Malcolm Dougherty is National Practice Executive, Transportation, for Michael Baker International. He is responsible for the strategic direction across all aspects of the transportation market from planning and design to construction services. Michael Baker’s Transportation Practice spans the entire breadth of mobility and ways communities are connected, including Highway and Bridges, Intelligent Transportation Systems (ITS), Aviation, Railroad/Transit, Emerging Technologies, and Traffic and Toll Services.
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Dougherty has held numerous affiliations and certifications, including: Past Chair of the Transportation Research Board’s (TRB) Executive Committee, Past Chair of the American Association of State Highway and Transportation Officials (AASHTO) Committee on Construction, Past Chair of the California Toll Bridge Program Oversight Committee and Past Member of the California Public Works Board. He also is a member of the Board of Directors for the Intelligent Transportation Society (ITS) of America and the American Society of Civil Engineers. He earned a Bachelor of Science degree in Civil Engineering from Rutgers University in New Brunswick, New Jersey.
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1 3 INTELLIGENT TRANSPORTATION
Smart infrastructure that helps mitigate gridlock. Connected and autonomous vehicles that know when a traffic signal is about to change. These are not just the stuff of science fiction – they are a real and rapidly approaching piece of our Transportation future. Get a glimpse here.
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Autonomous, low-speed shuttles – no driver, no steering wheel – will transport passengers around city centers, college campuses, airport parking lots and industrial parks. Sensors in roads and bridges will manage traffic flow and share real-time information with motorists and operators for more efficient travel and improved safety. Vehicles approaching an intersection will be able to communicate with traffic signal controllers and know the signal timing – helping drivers avoid running a red light. Vehicles may communicate with smart infrastructure and identify a pothole developing on a street and relay information to public works so that it can be repaired. The rise of the “mobility as a service” model where users procure “door-to-door” multimodal transportation services using interconnected, semi- or fully automated vehicles. Connected infrastructure can provide information and routing support for emergency responders on deteriorating road and weather conditions on road segments.
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Some data points provided by ITS America: https://www.its.dot.gov/infographs/index.htm
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Michael Baker International partnered with the Minnesota Department of Transportation (MnDOT) and Ames Construction to add 50 years to the productive life of the Winona Bridge.
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Transportation / Impact
NEW LIFE FOR THE WINONA BRIDGE Michael Baker International rehabilitates a historic Minnesota bridge
The Winona Bridge is a magnificent structure. It carries Trunk Highway 43 across the Mississippi River, linking the bustling inland port of Winona, Minnesota, and the state of Wisconsin. Constructed in 1942, the 2,288-foot bridge is an iconic historical artifact, Minnesota’s only surviving prewar cantilever-through-truss bridge. As such, the iconic span has been named to the National Register of Historic Places. The bridge is just as important to the region’s economy, carrying approximately 12,000 vehicles per day, a heavy volume that includes commuters and cargo-shipping trucks. It also serves as a lifeline for a number of Wisconsin towns that depend on a Winona-based ambulance service — and thus the bridge — for emergency response. In these ways, the bridge has been a bulwark of history and commerce. By 2014, the Winona Bridge had experienced significant deterioration and was in need of significant rehabilitation. The bridge had been posted to prohibit heavier modern permit vehicles from utilizing this key crossing. Could a renovation/modernization project feasibly extend the venerable span’s service life by 50 years while still maintaining its historic status?
The bridge is important to the region’s economy, carrying approximately 12,000 vehicles per day, a heavy volume that includes commuters and cargo-shipping trucks.
This is the story of how Michael Baker International partnered with the Minnesota Department of Transportation (MnDOT) and Ames Construction to design and implement a strategy that added 50 years to the productive life of the grand old structure.
Tougher Standards in the Wake of Tragedy August 1, 2007, was a key date for the Winona Bridge — for all bridges in Minnesota, in fact. It was on that tragic day that the I-35W Bridge in Minneapolis collapsed, making national news. Prompted by that disaster, the Minnesota Legislature enacted Chapter 152 of the state Bridge Improvement Program, which requires incorporating redundancy on state-owned bridges. A 2008 inspection concluded that the Winona Bridge was experiencing significant deterioration. A load limit was imposed on the bridge, which soon was closed temporarily for emergency repairs, forcing motorists to detour 60 miles or more round trip to alternate crossings. Although the shutdown lasted only 11 days, the local chamber of commerce estimated it cost the regional economy millions, an indication of how vital the structure is. After considerable study, MnDOT, which maintains the bridge for the state, determined that the Winona Bridge could be upgraded to satisfy the tougher standards imposed in the wake of the I-35W Bridge tragedy.
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Due to increasing traffic volumes, the impacts of a detour and the complexity of the bridge rehabilitation work, the state would also need to construct a new parallel bridge; ultimately, the companion bridge would carry westbound traffic exclusively, but it would carry all traffic during rehabilitation of the original structure. Once traffic was shifted to the new span, MnDOT could then implement a large number of complex repairs to the historic bridge. It was an ingenious, elegant solution, but according to Keith P. Molnau, Major Bridge Projects Engineer in MnDOT’s Bridge Office, it didn’t spring to the agency full blown. “We realized there was no way we could rehabilitate the Winona Bridge under traffic,” Molnau says, “and a detour was unacceptable. We started to go through the exercise of pricing a temporary bridge and had conversations with the U.S. Coast Guard about navigational issues. When we determined that a temporary bridge would cost $30 million to $40 million, we realized we would be better off building a permanent bridge.”
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An Innovative Approach to Procurement In 2014, MnDOT engaged Michael Baker as the Engineer of Record and Ames Construction as prime contractor for the rehabilitation. The nearsimultaneous hirings were enabled by another legislative act that authorized use of a Construction Manager/General Contractor (CMGC) approach through which the designer and contractor work as a team, under the direction of MnDOT, from the outset. This marked the first-ever use of CMGC for MnDOT — indeed, it had never been tried before by any Department of Transportation in the Midwest. Thanks to that approach, Michael Baker and Ames were able to collaborate, which resulted in a reduced construction cost, improved constructability, and enabled the construction schedule to be reduced. Says Kent Zinn, P.E., S.E., Great Lakes Regional Director for Michael Baker who served as the Project Manager: “It’s a unique procurement method that has the designer and the contractor collaborating during the design stage while they both work simultaneously for the owner. It allows the owner to retain more control over the process while encouraging innovative construction ideas.”
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Use of a Construction Manager/General Contractor approach, where the designer and contractor work closely together, allowed the team to reduce construction costs and the construction schedule, while improving constructability.
Daniel Baxter, P.E., S.E., Michael Baker’s Bridge Department Manager in Minneapolis, notes that CMCG also facilitates cost control.
the numerous fracture-critical steel truss tension members, since a failure of one of these members could threaten the bridge’s safety.
“It allows the owner to get more pricing information before the project is bid,” Baxter says. “There’s a lot more price and schedule certainty for the owner before the project is bid and it’s too late.”
Using such sophisticated techniques as 3D finite element modeling, Michael Baker determined that many of the tension members on the bridge’s through truss were, indeed, fracture critical. Under other circumstances, replacement of the truss might well have been the recommended action. Yet it’s the truss that helps give the Winona Bridge its unique visual appeal and historical significance.
Steel Plating for Reinforcement The companion bridge never was formally named — MnDOT refers to it by the nondescript moniker Bridge 85851 — but its importance was enormous. When the parallel span opened in 2016, all vehicular traffic was diverted to it, enabling the Michael Baker-Ames team to focus on rehabilitation and upgrading of the original bridge. The primary goal was to completely reconstruct the deteriorated approach spans, replace the bridge deck, strengthen the underwater foundations, strengthen the steel truss members, and address
Making this bridge internally redundant and strong enough for another 50 years of 21st century traffic loading while maintaining its historic status — threading that needle was the challenge. — Kent Zinn, P.E., S.E. – Great Lakes Regional Director, Michael Baker
“Making this bridge internally redundant and strong enough for another 50 years of 21st century traffic loading while maintaining its historic status — threading that needle was the challenge,” Zinn says. “We needed to navigate the historical concerns and sensitivity about the bridge — which limits what you can do to it — versus state statutes and modern bridge design criteria, which would push us to wanting to do more.” To strengthen the truss while achieving internal redundancy, the team bolted on steel plating to reinforce numerous members where needed, including both the top and bottom chords of the through truss.
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Impact / Transportation
For the vertical and diagonal members, the team devised an innovative solution by inserting multiple high-strength steel bars inside the existing built-up box sections. The diagonals and verticals are most recognizable to motorists, so the team designed the modifications to minimize impacts to the appearance of these prominent features. The solution was not without challenges, as Baxter notes: “The retrofit of the truss members was challenging. When you attach new steel plates, the new bolt holes must align with existing rivet holes. There wasn’t a whole lot of uniformity in the existing parts. Ames Construction even made a mock-up of one of the more complex connections to make sure the strengthening bars would fit.”
Struts, Geobags and Riprap Even with tension member redundancy assured, the rehabilitation of the proud old bridge was not complete. Through foundation analysis and
other tools, the team discovered several additional threats to the original structure. The bridge is supported by soil-embedded wooden piles that, the team determined, may no longer be able to sustain modern barge impacts. To resolve that issue, a cutting-edge strut system was installed to connect the old and new spans. Now, the two bridges share any barge impact. In addition, the piles were endangered by what’s known as “scour,” soil erosion that could weaken the foundation. The team developed a scour protection system that features geobags and riprap — rock and other materials used to armor the pilings against scour. MnDOT didn’t have to wait long to evaluate the results of these updates. Shortly after the strut system was completed, a barge careened into the old bridge. Zinn’s description of the collision is short and sweet. “The barge lost,” he says.
Carrying Traffic for Another 50 Years The Winona Bridge reopened on July 1, 2019. The original structure now has no posted load restrictions and boasts the redundancy mandated by the legislature. Just as importantly, the bridge retains its historical character and uniqueness; that was the verdict of the Minnesota Historic Preservation Office, which issued a formal certification to that effect. Minnesota Governor Tim Walz attended the reopening ceremonies and stated: “This is an iconic bridge that we’re on. It connects our two great states. It’s an architectural wonder. I think for many of us, it’s just plain beautiful.”
The project was completed five months ahead of schedule and within its programmed budget.
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Perhaps most remarkable of all, the project was completed — five months ahead of schedule and within its programmed budget — with no interruption to vehicular or river traffic, no crushing blows to the regional economy and no disruptions to the lives of residents on either side of the river. That’s a tribute to the creativity, expertise and
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Transportation / Impact
versatility of the MnDOT-Michael Baker-Ames CMGC team. “We have a safe, internally redundant structure restored to carry traffic for another 50 years,” Molnau says, “and we did that without having any adverse effects on the historic structure. It’s a balanced, safe, historic solution.” When the old bridge reopened and visitors were invited to tour it, Baxter took advantage of the opportunity.
We have a safe, internally redundant structure restored to carry traffic for another 50 years, and we did that without having any adverse effects on the historic structure. It’s a balanced, safe, historic solution. — Keith P. Molnau, Major Bridge Projects Engineer, MnDOT
“I was pleased that when we got to walk across the bridge, the retrofits weren’t very noticeable,” he recalls. “If you hadn’t worked on the project, you wouldn’t have known they were there.” The initiative earned widespread recognition, including the Minnesota Grand Award from the American Council of Engineering Companies (ACEC) and the Prize Bridge Award of the American Institute of Steel Construction (AISC) and National Steel Bridge Alliance (NSBA). There was yet another benefit of the project’s success: it validated the CMCG procurement approach, particularly in the important area of cost control. The new and historic bridge construction cost a total of $146 million. “We knew the projected price but not how much cost growth there would be,” Molnau says. “At the end of construction, there turned out to be literally zero cost growth. We’ve used that method on a couple more projects, and they’ve also worked out very well for us.”
(Left to right) MnDOT’s Major Bridge Projects Engineer Keith Molnau and Principal Engineer Beth Burton with Minnesota Governor Tim Walz, Michael Baker’s Great Lakes Regional Director Kent Zinn, Bridge Department Manager Daniel Baxter and Technical Manager – Structural Engineering Terrence Tiberio.
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MICHAEL BAKER HONORED BY WTS INTERNATIONAL
Firm recognized for promoting equity and access for women in the transportation industry
Michael Baker International has been named the 2020 Employer of the Year by WTS International, which is focused on advancing the transportation industry and the professional women who are a growing part of it. The Employer of the Year is awarded to organizations for their commitment to strengthening the transportation industry through recruiting, retaining and advancing women within the industry, providing career development and opportunities for professional growth within their organization and supporting WTS at local and national levels. WTS recognized Michael Baker for encouraging and participating in the advancement of women in transportation through student internship and shadowing opportunities, project management and leadership training programs, and career development including financial assistance for license registrations, professional certifications, conference participation and tuition reimbursement. The firm was acknowledged for recognizing the importance of having a diverse and innovative workforce at all employment levels comprised of diverse backgrounds, passions, experiences and capabilities, and has partnered with organizations such as WTS to attract outstanding talent through meaningful performance-based rewards and exceptional development and growth opportunities. Additionally, women serve in all levels of leadership at Michael Baker, including the firm’s Board of Directors, Executive Leadership Team and office leadership.
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“Michael Baker is honored to receive this prestigious recognition from WTS and is extremely proud of all our employees who made this award possible,” said Brian A. Lutes, Chief Executive Officer at Michael Baker. “We remain committed to supporting WTS’ mission of advancing both the transportation industry and the professional women who are an integral part of it.”
With more than 100 active WTS members across the organization, Michael Baker is a strong supporter of WTS at the national and local levels and encourages its employees to host and attend WTS events that add value to the transportation industry. “Michael Baker was nominated by the Northeast Chapter of Ohio for being a strong partner of WTS in many local chapters across North America and as an Advocate Corporate Partner at the International level,” said Sara Stickler, WTS International Executive Director. “The firm supports many of its employees to take leadership roles within WTS. Congratulations for the recognition of a firm that wholeheartedly supports the vision and mission of WTS.” With more than 100 active WTS members across the organization, Michael Baker is a strong supporter of WTS at the national and local levels
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and encourages its employees to host and attend WTS events that add value to the transportation industry. Throughout the country Michael Baker has also been recognized as the Employer of the Year by WTS Chapters including Greater New York (2006), Atlanta (2007), Colorado (2010), Central PA (2012) and Wisconsin (2016). Michael Baker was previously recognized as the WTS International Employer of the Year in 2012.
Kimberly Guice, P.E., Project Manager – Bridge, in Michael Baker’s Cleveland Office was also named the 2020 WTS Member of the Year for her involvement in the organization’s Northeast Ohio Chapter. School District Bridge Building Initiative, and helping mentees find funding to support their attendance at the Transportation YOU DC Youth Summit for two consecutive years.
Kimberly Guice, P.E. Project Manager – Bridge, named 2020 WTS Member of the Year
Kimberly Guice, P.E., Project Manager – Bridge, in Michael Baker’s Cleveland Office was also named the 2020 WTS Member of the Year for her involvement in the organization’s Northeast Ohio Chapter and her dedication to fostering the future of the industry through her participation in the Transportation YOU program, an interactive mentoring program that offers young girls an introduction to a wide variety of transportation careers. Guice has developed several mentoring opportunities over her eight years as Transportation YOU Committee Chair, including partnering with the Cleveland Engineering Society to assist with the Engineering Roadshow program, mentoring students through the Cleveland Metropolitan
“Kim’s commitment to the mission of WTS and the Transportation YOU program is evident by the many mentoring opportunities she has developed over the years,” said Malcolm Dougherty, National Practice Executive, Transportation. “I cannot think of a more deserving person for this distinction.” “WTS has been instrumental in growing my career and providing me with multiple opportunities for leadership training, mentorship and growth,” says Guice. “I am truly honored by this recognition and look forward continuing the great work of WTS for generations to come.”
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INTERCHANGE BOOSTS CAPACITY, SAFETY AND PRESERVATION
Redesigned Newark interchange creates positive impact on residents and community
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The to the interchange and installed appropriate S I G N AT U R E –Michael 8 0 T H ABaker N N I V team E R S A added R Y E D Imissing T I O N 2moves 020 signage so that motorists could more easily and safely reach their destinations.
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The connection between Interstate 280 and New Jersey Route 21 may be one of the most important and unusual interchanges in America’s interstate highway system. The interchange carries about 90,000 vehicles per day through Newark, New Jersey’s largest city, delivering them to other interstates and such vital nearby arteries as the New Jersey Turnpike and the Garden State Parkway. But the I-280/Route 21 interchange definitely is not a typical interstate setting. It’s bordered by historic commercial and residential neighborhoods; indeed, per the original design, a number of ramps connected directly to Grant and State streets in those neighborhoods. Moreover, that original design was missing a number of what are called “moves”; that is, if you were traveling in certain directions on I-280 or Route 21, you couldn’t access the interchange. “You can’t get there from here” was the cry of many frustrated motorists as they sought vainly to reach the interchange. Also alongside the interchange are active NJ Transit railroad tracks and a number of historically significant structures. Most notable among them is Plume House/House of Prayer Episcopal Church and Rectory, located within 30 feet from the project construction footprint. It was built in the early 18th century and considered by some to be Newark’s oldest building.
venues unable to accommodate the load. As a result of the dated design, many components of the interchange no longer met current professional standards. Worse, according to the New Jersey Department of Transportation (NJDOT), crash rates on the interchange were “considerably higher than the statistical average for interstate highways” elsewhere in the state. NJDOT studied the situation extensively and, in 2012, engaged Michael Baker International to design improvements to the interchange. The $95 million initiative would become one of Michael Baker’s most fascinating and successful projects, involving innovations to achieve multiple objectives: update all obsolete components; improve the interchange’s operational capacity without actually building new roadway; maintain traffic flow during construction; add the missing moves; rehabilitate and replace deteriorating structures; minimize impact to historic structures during and after construction; and avoid disturbances to the railroad tracks and the sewer system.
The interchange itself features a number of landmark elements, including the William A. Stickel Memorial Bridge, a drawbridge over the Passaic River that is infrequently raised but still functional, and the Martin Luther King Bridge. Finally, beneath the interchange is an active and sensitive, approximately 12-foot-diameter brick-lined sewer system that services downtown Newark. Its unique character notwithstanding, by the turn of this century, the interchange had become a problem. The bridges — and other associated components — had deteriorated significantly while the long lines of traffic on Grant and State were creating bottlenecks and wear and tear on
The team completed the initiative on time and shaved about $8.5 million from the estimated cost.
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The team designed and built elevated temporary roadways retained by mechanically stabilized earth (MSE) walls atop permanent MSE walls.
A Flexible, Inclusive Communications Process
provide information and build trust in the process that was initially lacking.
For a project with so many goals — and a construction zone so tightly constrained — one of the first missions of the team, including Michael Baker and primary contractor George Harms Construction Company, was to develop a process that ensured timely communication, flexibility and inclusiveness.
“We engaged two community outreach firms,” Sidani recalls. “One had intimate knowledge of the local community while the other coordinated public information meetings.”
To do this, once construction began in 2015, the team met every two weeks — more often if situations required. All project subunits could keep tabs on every aspect of the initiative through datasharing software. “The teams were located in multiple offices and used data-sharing software and worked with files in real time so changes would not fall through the cracks,” says Mike Sidani, P.E., PMP, Director of Project Delivery Excellence for Michael Baker and Project Manager for the interchange initiative. The team met frequently with stakeholders — which included businesses, residents and preservation groups in addition to NJDOT and other government agencies — to solicit input,
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The teams were located in multiple offices and used data-sharing software and worked with files in real time so changes would not fall through the cracks.” — Mike Sidani, Director of Project Delivery Excellence – Michael Baker Through such sessions, the team kept the community apprised of developments that would affect them, outreach that the community came to value. Says Jose Sotto, Engineer – Transportation for Michael Baker: “Every time we had to close a roadway in a residential area, we communicated with the community two weeks out, letting them know
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the details and where they could park. They appreciated that and understood that the project ultimately would benefit them.” Arpita Upadhyay, Project Manager for NJDOT, notes that the communications/input process included such components as project fact sheets, project portfolios, display boards, comment forms and a project website. “Throughout the public involvement process, the principles of environmental justice, community preservation and context-sensitive solutions were communicated and incorporated,” she says.
Temporary Roadways to Maintain Traffic Flow One of the most critical objectives of the project was maintaining the interchange’s heavy traffic flow — with minimal disruptions and shutdowns — while maintaining the existing moves between I-280 and Route 21 for the duration of construction. The team accomplished this in an
innovative way; it designed and built elevated temporary roadways retained by mechanically stabilized earth (MSE) walls atop permanent MSE walls. All east- and westbound traffic was diverted to the temporary roads, providing for free traffic flow and eliminating the need for numerous, and potentially unsafe, substages and cattle chutes – a nickname for a narrow corridor that guides traffic during construction. “This left a large work zone available to the contractor to do the work in its entirety,” Sidani says. “Plus, it significantly minimized traffic disruptions.” The team also modified the interchange’s original design so that ramps would no longer dump traffic directly onto Grant and State streets; instead, I-280 traffic would exit to Route 21 and from there to local roadways — an enormous safety update. Just as important, the team added all the missing moves and installed appropriate signage so that motorists could more easily and safely reach their destinations.
The project earned numerous awards and honors from ROADS & BRIDGES magazine, ENR New York, American Society of Civil Engineers – North Jersey Branch, and the American WeCouncil Makeofa Engineering Difference Companies – New York.
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Replacing Four Bridges, Rehabilitating Two Others Bringing bridges up to standard and extending their useful lives also was a key project goal. In all, the team addressed six bridges, replacing and constructing four new spans and rehabilitating two existing bridges.
Preserving Newark’s History For some local stakeholders, preserving Plume House was the most vital aspect of the project, and the Michael Baker-Harms team worked diligently to make that happen.
Perhaps the biggest challenge in the project’s bridge component was the rehabilitation of the MLK Bridge on I-280, where the superstructure had deteriorated substantially. To minimize traffic disruptions, the team employed principles of a cutting-edge approach known as Accelerated Bridge Construction (ABC).
For the construction phase, the team installed a sophisticated vibrations monitoring system to ensure that the contractor’s operations produced no adverse effects on Plume House — or the bricklined sewage system. Then, to buffer Plume House as much as possible once construction ended, the team strengthened the existing bridge pier footing next to Plume House with post-tensioning and pin piles to reduce any impact of vibrations.
Consistent with ABC, the team prefabricated the main beams in pairs together with the deck off site, shipped them to the project area, hoisted them into place and secured them. The whole process occurred in remarkably short order.
Upadhyay observes that NJDOT, the Federal Highway Administration and the New Jersey Historic Preservation Office entered into a comprehensive Memorandum of Agreement for preservation of historic structures:
“We installed the beams in each direction over two weekends,” reports Libin Yin, P.E., Michael Baker’s Technical Manager – Bridges. “In each case, we closed the bridge Friday at 10 p.m. and reopened it Monday at 5 a.m.” Other bridges brought other challenges that the Michael Baker-Harms team met with similar creativity. For example, for deck replacement for the I-280/Broad Street Bridge, the team used lightweight concrete to improve live-load capacity and minimize structural steel retrofitting. At two bridge locations, integral post-tensioned concrete pier caps were used to maintain tight vertical clearances over existing roadways. At another location and to salvage an existing full height bridge abutment, working from Michael Baker’s design, Harms removed the backwall and made the superstructure semi-integral with the substructure, allowing for the reduction of design loads and elimination of certain joints. That added an estimated 75 years to the life of that abutment.
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Moreover, the Michael Baker-Harms team completed the initiative on time and shaved about $8.5 million from the estimated cost. The project was a remarkable success on all fronts, and the engineering/construction community took notice. “We factored in vibration monitoring for the foundation at the Plume House since there were concerns raised by them regarding the structural integrity, and NJDOT was keen on supporting the request. I must say that the memorandum was very well managed and adhered to during the entire construction phase.” Once the project was completed and traffic backups reduced, there were fewer cars idling and fewer exhaust fumes that could damage Plume House. The initiative created a healthier environment for the historic structure in several ways.
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The project enhanced capacity of the interchange while allowing traffic to flow more freely — and more safely.
A Success by Every Standard The I-280/Route 21 project was completed in 2019 with impressive construction accomplishments: 11 retaining walls of various types built and installed: six bridges replaced or renovated; ramps redesigned and reconfigured; utilities successfully relocated; four new sign structures, a bulkhead and a new traffic signal installed; and hazardous materials safely removed. The benefits to motorists and the community were immediately apparent. The project enhanced capacity of the interchange while allowing traffic to flow more freely — and more safely. Protection for historically significant structures was strengthened. Grant and State Streets now feature improved pedestrian access and resident parking; freeway ramps no longer deposit traffic there, making those streets far safer. As Sidani puts it: “Within a very constrained site and footprint, we were able to meet the project goals of upgrading the interchange to current standards, to provide the missing moves, to improve mobility and traffic operations and to gain community trust by improving aesthetics while keeping traffic
Transportation / Impact
moving, with minimal impacts and disruptions — and without compromising safety. This defined our success story.” Moreover, the Michael Baker-Harms team completed the initiative on time and shaved about $8.5 million from the estimated cost. The project was a remarkable success on all fronts, and the engineering/construction community took notice. ENR New York named it the Best Highway/Bridge Project of 2019 while the American Society of Civil Engineers (ASCE) North Jersey Branch cited it as the 2019 Project of the Year. The American Council of Engineering Companies (ACEC) New York bestowed its Platinum Award on the project, and ROADS & BRIDGES magazine ranked it #7 in its national Top 10 Roads of 2019. Perhaps the most important tribute came from the client. “Overall, this remarkable infrastructure is very essential and helpful for the economic vitality of Newark businesses,” Upadhyay says. “It also has a positive effect on the quality of life and economic prosperity of city residents.”
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CHAIRMAN’S AWARD HONOREES DEMONSTRATE EXCELLENCE In February, Michael Baker International Chairman Thomas J. Campbell presented the Chairman’s Award to three outstanding employees for their contributions to the Company’s proud 80-year legacy of Making a Difference for clients and the communities it serves.
John Alberghini, P.E., National Federal Lead – Navy (Virginia Beach, Virginia), was recognized for his integrity and commitment to developing strong client relationships and growing the Company’s share of the Navy market. “It’s very much an honor to be among the diverse group of consummate professionals – to be a part of that group was overwhelming,” said Alberghini.
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Steve Huff, P.E., Regional Practice Lead – Transportation (Santa Ana, California), was recognized for his intense focus and dedication for more than two years leading the I-10 DesignBuild project – a game changer for the West Region. “I’ve had a lot of tremendous people I’ve worked with in the past, and it’s their support that has allowed me to be in this position today,” said Huff.
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Joseph J. Romano, P.E., Regional Practice Lead – Bridge (Hamilton, New Jersey), was recognized for being one of the largest contributors to bridge work at Michael Baker and for his impressive string of awardwinning projects. “Michael Baker’s legacy of completing complex projects throughout the years can be attributed to one word – credibility. I enjoy the challenge of being held responsible for winning work in the Northeast Region that helps us grow into the future,” said Romano.
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Congratulations to each of the chairman’s award winners and finalists, and their nominators, for demonstrating such excellence.
The 2019 Chairman’s Award finalists gathered with Chairman Thomas J. Campbell and CEO Brian A. Lutes during the ceremony.
The Chairman’s Award is Michael Baker’s highest honor. It was established in 2018 to recognize employees who exemplify the Wolf Pack philosophy — that we are stronger together — and who have made impactful contributions to the Company. We Make a Difference
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KEEPING THE WORLD’S BUSIEST AIRPORT SAFE, MODERN, GROWING Michael Baker International’s long-standing partnership with ATL yields far-reaching results When passengers at Hartsfield-Jackson Atlanta International Airport enjoy a safe and pleasant journey, they may not appreciate that the high quality of that experience is attributable, in a large measure, to a dedicated public-private partnership that keeps the airport’s infrastructure modern and safe. The airport, known as ATL in industry shorthand, is the busiest in the world, serving more than 107 million passengers each year. Atlanta’s Department of Aviation realized many years ago that the challenge of upgrading and modernizing ATL’s runways and other facilities could be daunting. In 2003, the department began to assemble a design/construction team that could be contracted regularly for those projects. Now known as the Aviation Infrastructure Solutions (AIS) Joint Venture, the team includes Michael Baker International, Pond & Company and CERM. Over the years, the joint venture has completed more than 35 initiatives — valued at more than $500 million — ranging from runway repair and replacement to improvement of passenger corridors. “We usually operate under five-year contracts,” says Quintin Watkins, P.E., Office Executive for Michael Baker in Georgia and Tennessee, “and we work on about seven projects a year.”
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The length and depth of the relationship between the airport and the joint venture has produced a comfort level that is rare in such partnerships. Says Joseph Snyder, P.E., Michael Baker’s Department Manager – Aviation: “It’s a terrific relationship. We’re like an extension of their staff at this point. They sometimes come to us with questions that don’t even pertain to the projects we’re working on.” Norma Click, Director Airside/Landside/Cargo for ATL, calls the partnership between the airport and the joint venture “unique.” “That’s a good way to describe it,” she says. “Michael Baker has a long history here, and they make a point of partnering. They listen, they’re responsive, they’re respectful, they have a good understanding of what the airport wants. That’s what sets them apart.” The joint venture has helped ATL improve and expand while introducing technology that will provide for even greater growth and enhanced customer experiences in the future. Here’s a look at some of the most important and fascinating projects.
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Over the years, the joint venture has completed more than 35 initiatives — valued at more than $500 million.
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Replacing a Bustling Runway in Less Than a Month One of the team’s most complex initiatives was the 2014 replacement of Runway 8L/26R, one of five at ATL and the busiest arrival runway. The runway would need to be closed during construction — a major disruption that added considerable pressure to design and build the new runway quickly. To help accelerate the project, Michael Baker visually inspected the runway and reviewed historical design data. This helped the joint venture determine that the existing underdrain system could serve the new runway adequately, and that not all concrete panels would require replacement.
Thanks to such innovations, the joint venture was able to design a replacement of more than 100,000 square yards of concrete and reopen the runway in an almost unbelievable 29 days, a huge benefit for ATL, its airline passengers and other stakeholders.
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“The outside panels of the runway were still structurally adequate since the wheels of the plane don’t get out that far,” says Snyder, who managed the project. “So we replaced just the middle section, or keel, as it’s known.” The team also employed cutting-edge technology to reduce the time necessary to gauge the strength of the new concrete panels. In the traditional approach, concrete beam samples are broken at certain timed intervals (seven, 14 and 28 days) to test concrete strength. Instead, Michael Baker dramatically shortened that process by utilizing maturity meters. “Instead of waiting for the beams to be broken,” Snyder explains, “we monitor the meters that we’ve inserted in the slabs. Once they reach a certain temperature, we can determine the strength that correlates with that temperature. The contractor can get back on the runway faster.” Thanks to such innovations, the joint venture was able to design a replacement of more than 100,000 square yards of concrete and reopen the runway in an almost unbelievable 29 days, a huge benefit for ATL, its airline passengers and other stakeholders.
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To minimize disruption to the airport on a pavement condition assessment, the team Transportation / Impact used Unmanned Aerial Systems (UAS) - drones equipped with powerful cameras that can survey more than 3,000 linear feet of runway in less than 20 minutes
“We have a history of doing projects in a short amount of time,” Click says, “and it was crucial that we complete this one quickly. We spent the entire design process working with stakeholders, including the Federal Aviation Administration and the airlines. We had all the right players at the table and a well-thought-out plan — we knew exactly what would happen down to the hour. We knew as long as we didn’t have weather problems, we would make it.”
A Pioneering Use of Unmanned Aerial Systems In May 2017, another major runway, 9L/27R, was the focus. Here, ATL called on the Michael BakerPond-CERM team to evaluate the physical state of the strip — a pavement condition assessment, as it’s called — as a blueprint for any future maintenance plans. Once again, innovative technology was the key to the project’s success. The conventional inspection approach involves manually walking the runway, a process that can require a shutdown of more than four hours. Instead, the team deployed the technology of
Unmanned Aerial Systems (UAS) — flights by drones equipped with sophisticated imaging equipment. Michael Baker is a pioneer in UAS technology, maintaining a large fleet of drones and a staff of trained, experienced pilots who are also planners and/or engineers for such tasks as bridge and roadway inspections. Before the project could begin, the joint venture obtained FAA approval to conduct UAS operations in Class B airspace at ATL. Then, Michael Baker flew a Topcon Falcon 8 aircraft that surveyed more than 3,000 linear feet of runway in less than 20 minutes and produced high-resolution DPM topographical imagery — approximately 630 images of the strip — as well as video. The detailed imagery was analyzed by experts using sophisticated software, providing ATL with a valuable tool as it considers future maintenance options. The flight was the first of its kind to deploy UAS on the airfield of an international airport in the U.S. during active daily operations and suggests the promise of UAS technology.
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But 9L/27R also needed immediate work — specifically, replacement of portions of the runway and adjacent taxiways. Beyond installing new pavement, the team adjusted airfield lighting and signage, relocated drainage structures and lines, re-graded a portion of the parallel taxiway that dropped the elevation by four feet and adjusted airfield striping and navigational aid structures. The initiative was designed and executed in such an environmentally friendly manner that the Institute for Sustainable Infrastructure honored it with an Envision Silver Award, a first for ATL. “We are focused on instituting sustainability in all construction projects,” Click says. “We met the Envision goals by using recycled materials and LED lighting as well as protecting groundwater.”
Going International When the Maynard H. Jackson Jr. International Terminal debuted in 2012, it greatly expanded ATL’s capacity to accommodate international flights. Before the airport could reach that point, however, the joint venture had to develop creative solutions to a pair of challenges.
Because an underground, automated peoplemover system transports passengers between concourses, ATL charged the team with the mission of extending the tunnel to the new terminal. The path of the new tunnel took it under a taxiway, which meant that utility connections had to be maintained. Recalls Snyder: “We had to come up with ways to suspend utilities in the air while the tunnel was built underneath.” Another obstacle was even more challenging. When the new terminal was built, it was constructed within the foundation of a previously halted project, leaving a gap between the prior retaining wall and the new one that had to be addressed. “We had to span the space with slabs of concrete pavement that are hinged on one side but not tied on the other. We called it the ‘Gap Slab,’” says Snyder.
Rolling out LiDAR to Improve Passenger Experiences Speaking of the international terminal, ATL asked the joint venture to provide a visual survey of the
A runway replacement project was designed and executed in such an environmentally friendly manner that the Institute for Sustainable Infrastructure honored it with an Envision Silver Award, a first for ATL.
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lengthy corridor passengers must traverse to reach customs check-ins. To achieve this, Michael Baker rolled out yet another technology — LiDAR. LiDAR is an acronym for light imaging, detection and ranging (or light detection and ranging). Sometimes called laser scanning or 3D scanning, LiDAR is a surveying method that gauges distance to a target by illuminating it with pulsated laser light and measuring reflected pulses with sensors. The differences in laser return times and wavelengths are then used to fashion digital 3D representations of the target. Think of LiDAR as radar with laser beams instead of radio waves. Through a LiDAR scan, Michael Baker presented ATL with an accurate, representational view of the corridor that the airport will use to implement improvements to augment the passenger experience. In addition, the joint venture provided ATL with a mobile LiDAR scan of the facility’s complete network of roadway signage that guides visitors entering or leaving the airport. ATL used the data for 3D modeling and entered it into a database complete with industry signage codes and tied into the airport’s consolidated maintenance management system. It is a new tool that allows ATL’s signage group to generate service requests to have signs changed, repaired or updated.
Michael Baker employed 3D CAD Utility software to model the circuits as they left the vault and accurately depicted precisely which duct in each ductbank the circuit resided. Furthermore, generic AutoCAD was incorporated with toggle buttons to allow Airport Operations and Maintenance to “turn on” and “turn off” circuits digitally to allow them to pinpoint circuits in the event of an issue. ATL’s team now has access to the airport’s underground electrical system from their offices instead of having to go to the electrical vault on the airfield to test circuits to determine locations. “The effort created a more functional as-built record of what was in the ground, which allowed the ATL team to improve their system by removing unused and abandoned cables and better utilize the duct/conduit system that they had,” says Mark Kistler, P.E., Regional Practice Lead – Aviation. Safer, longer-lasting runways. More satisfying customer experiences. A Gap Slab. The farreaching work of Michael Baker and its joint venture partners has included all this and more. With each project, the joint venture has applied innovative thinking and technologies to help ATL meet its goals. Says Click: “They’re a great team that’s delivering an outstanding product. We’ll be keeping them as fully engaged as possible.”
3D Mapping the Electrical System ATL’s existing electrical system is massive, with more than 20,000 airfield lights, 700 guidance signs, 600 electrical manholes and three electrical vaults. But the team harnessed it all through the innovative use of mapping and generating a 3D layout of the system. The team utilized night closures of the airfield to trace each circuit from the electrical vault to all lights or signs. “We used surveyors to capture the location of each change in direction of the circuit,” explains Snyder. The manholes, handholes and junctions were photographed and labeled for the purpose of creating butterfly drawings in CAD.
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MICHAEL BAKER PROJECTS WIN 20 AWARDS
Firm’s projects recognized coast to coast across 12 states
Michael Baker International was honored with 18 regional Engineering Excellence Awards (EEAs) from the American Council of Engineering Companies (ACEC) for the 2019-2020 season. The awards recognize engineering firms for projects that demonstrate a high degree of achievement, value and innovation. Michael Baker received statewide recognition in Arkansas, California, Georgia, Illinois, Massachusetts, Minnesota, Mississippi, New Jersey, New York, Ohio, Pennsylvania and South Carolina. These award-winning projects represent only a handful of the many initiatives we undertake to help solve the complex infrastructure challenges for our clients and communities. Additionally, two of Michael Baker’s iconic bridge projects – the Andy Warhol (Seventh Street) Bridge in Pittsburgh and the Winona Bridge in Winona, Minnesota – won Prize Bridge Awards from the American Institute of Steel Construction (AISC) and National Steel Bridge Alliance (NSBA). The biennial Prize Bridge Awards honor significant and innovative steel bridges constructed in the U.S. Recognizing innovative design and engineering, the award is the highest honor bestowed on bridge projects by the U.S. structural steel industry. Michael Baker received the following honors:
Arkansas
Arkansas
California
California
Arkansas Statewide Airport System Plan (Honor Award)
I-40 Mississippi River Bridge Inspection (Honor Award)
Orange Coast College Recycling Center (Merit Award)
I-15/Temecula Parkway Interchange (Merit Awards)
Georgia
Georgia
Illinois
Massachusetts
Courtland Street Bridge Replacement (State Award)
Runway 21L EMAS at the DeKalb-Peachtree Airport (Honor Award)
Winona Bridge Rehabilitation and Reconstruction Project (Grand Award)
MBTA Tunnel Inspection Manual (Bronze Award)
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Minnesota
Mississippi
Mississippi
New Jersey
Winona Bridge Rehabilitation and Reconstruction Project (Grand Award)
Colony Park Boulevard Project (Honor Award)
Spring Lake Dam (Honor Award)
I-280/Route 21 Interchange Improvements Project (Platinum Award)
New York
Ohio
Ohio
Ohio
I-280/Route 21 Interchange Improvements Project (Bronze Award)
Cleveland Hopkins Intl Airport (Honor Award)
Norfolk Southern Bridge CF-35.40 (Honor Award)
Towpath Trail Stage 3 Extension (Honor Award)
Pennsylvania
South Carolina
Navy Gateway Inns and Suites (Diamond Award)
Greeneway Extension and Bergen Road Tunnel (Engineering Excellence Award)
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ADVANCING TOP TALENT
New Hires and Promotions Add to Michael Baker’s Strengths
Al Bowman, P.E. VP and Office Manager, Georgia Norcross, Georgia
Paul Baginski, P.E. VP and Office Executive Richmond, Virginia
Paul Baginski, P.E., has joined Michael Baker to continue our focus on serving our federal, state and municipal clients in the central Virginia area. He has more than 25 years of leadership and management experience, as well as a background in civil and environmental consulting and largescale operations. Most recently, Paul was CEO/CMO for PAB Consulting, Inc., where he cofounded a proprietary mapping technology. As COO for Professional Environmental Engineers, Inc., he oversaw HR, safety, risk management and project delivery, execution and performance. Earlier in his career, he was SVP and National Director of Buildings and Infrastructure for Parsons Brinkerhoff (now WSP). Paul also spent nearly 14 years with Kleinfelder, Inc., rising to the position of Director of Federal Programs.
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Al Bowman, P.E., was named Office Manager for Georgia and will focus on expanding client relationships with innovative solutions in the Southeast Region. Bowman has 32 years of industry experience and has been with Michael Baker for 21 years, most recently as a Director of Transportation. Bowman is a dedicated leader with an impressive résumé for project excellence and client engagement, including many years working closely with the Georgia Department of Transportation and numerous cities and counties throughout the state. His professional experience includes project management, design of transportation structures, roadway design and construction engineering inspection. He earned his Bachelor of Science degree in Civil Engineering from Clemson University.
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Transportation / Across the Continuum
Caroline Brabrook, P.E. AVP and Office Manager Seattle, Washington
Caroline Brabrook, P.E., has joined Michael Baker and will oversee all business activities in the Seattle office, including adding new markets, developing clients and further expanding our capabilities. Caroline has more than 20 years of operations management and transportation engineering experience, most recently as Seattle Area Manager for Kleinfelder. Earlier in her career, Caroline was a Senior Project Manager – Transportation for AECOM in the Pacific Northwest and a Department Manager with HNTB Corporation. Caroline earned a Bachelor of Applied Science degree in Civil Engineering from the University of Waterloo in Waterloo, Ontario.
Brad Brown, P.E. VP and Regional Practice Lead for Transportation and Construction Services Houston, Texas
Brad Brown, P.E., has joined Michael Baker as Vice President and Regional Practice Lead for Transportation and Construction Services. Brown will help drive strategic growth in the Gulf Coast Region, which encompasses Texas, Louisiana, Arkansas, Oklahoma and New Mexico, and provide expertise through all phases of the Company’s transportation business, from predesign to closeout. With his nearly 40 years of industry experience, Brown has been responsible for successfully managing traditional delivery projects, providing construction management services and leading alternate delivery projects, most recently as a Senior Division Manager at Atkins North America and Vice President of Transportation at RPS Klotz Associates.
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Across the Continuum / Transportation
Amanda Furr, P.E. VP and Office Executive Little Rock, Arkansas
John Dietrick, P.E., S.E. SVP of Design-Build Cleveland, Ohio
John Dietrick, P.E., S.E., was named Senior Vice President of Design-Build as Michael Baker continues to expand its capabilities in the DesignBuild market, one of the fastest growing sectors in the construction industry. Dietrick will collaborate with client service teams, local offices and Practice leads to develop national strategies and identify capabilities and resources to grow our portfolio of Design-Build projects. Dietrick has been with Michael Baker for more than 20 years. He brings to his new role a range of experience covering all aspects of design, analysis, rehabilitation and inspection of bridges. Throughout his career, Dietrick has partnered with departments of transportation and other agencies across the U.S., as well as the Federal Highway Administration, to further grow our project portfolio.
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Amanda Furr, P.E., has joined Michael Baker and will oversee the growth of our business portfolio in Arkansas, while broadening our outreach to new markets and clients. Furr has nearly 20 years of engineering experience, including the last nine years in federal positions with the Department of Veterans Affairs in Arkansas, Arizona and Oklahoma. Most recently, she served as Chief of Engineering Services for the Department of Veterans Affairs– Central Arkansas Veterans Healthcare System. In this role, she was responsible for providing comprehensive facility management advice and services. She earned a Bachelor of Science degree in Industrial Engineering and a Master of Science degree in Operations Management, both from the University of Arkansas in Fayetteville, Arkansas.
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Transportation / Across the Continuum
Dale Gray, VP and Office Executive Alexandria, Virginia – Emergency Management Office
Dale Gray, who has been with Michael Baker for 26 years and has built an outstanding track record serving the Federal Emergency Management Agency (FEMA), has been promoted to lead our Alexandria – Emergency Management office and its expanded work across numerous other Michael Baker offices. Under Gray’s leadership, Michael Baker achieved the highest client satisfaction scores for both our Community Engagement and Risk Communication (CERC) and MT-1 programs in FEMA’s history. He also led our successful pursuit of a five-year award on the FEMA Customer and Data Services (CDS) project, the acquisition of an additional Call Center contract that expanded Michael Baker’s support of FEMA’s “Customer Experience for Communities” initiative and the successful pursuit of the MT-1 program contract.
Brian Kozy, P.E. National Practice Lead – Bridge Baltimore, Maryland
Brian Kozy, P.E., has joined Michael Baker as National Practice Lead – Bridge, where he will provide extensive client outreach and close collaboration with lead Bridge staff across the Company to ensure projects are executed with a high level of efficiency and technical excellence. Kozy is a recognized leader in the engineering profession and brings more than 20 years of technical expertise, thought leadership and leadership skills to his new role. Most recently, he served as Principal Bridge Engineer for the Federal Highway Administration (FHWA), where he provided national technical leadership and led the FHWA Structural Engineering team to improve bridge and tunnel design, construction and performance nationally. He previously served as a Transportation Business Manager for Parsons Brinckerhoff and a Structural Project Manager for HDR Engineering.
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Across the Continuum / Transportation
Tommy Montgomery, P.E. SVP and Regional Director, Southeast Region Norcross, Georgia
Kenneth Mobley VP and Office Executive Alexandria, Virginia
Ken Mobley brings 31 years of industry experience, including 18 years with Michael Baker, to his new role and will focus on expanding client portfolios in engineering, planning, architecture, construction engineering, construction services, landscape architecture, rail and transit, and more.
Tommy Montgomery, P.E., has been promoted to Senior Vice President and Regional Director of the Southeast Region to help accelerate growth and ensure project delivery excellence throughout the entire Region, which includes Alabama, Florida, Georgia, Mississippi and Tennessee.
As a Transportation Planner, he has experience in all modes of transportation planning, including environmental studies, transit planning, freight studies, alternative transportation systems, heavy rail, light rail, bus rapid transit and airport access studies. As the Planning and Urban Design Department Manager in Alexandria, he led a team of Federal planners, landscape architects, urban designers and transit planners who provided planning services not only locally but also internationally through several military planning contracts.
Montgomery is a seasoned leader with more than 30 years of experience, including 24 years with Michael Baker. Throughout his tenure, he has been a trusted client adviser and assumed positions of increasing responsibility, most recently serving as the Office Executive responsible for the Company’s Georgia and Tennessee operations.
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Montgomery earned his Bachelor of Science degree in Civil Engineering from the Georgia Institute of Technology.
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Transportation / Across the Continuum
Mark Pitchford, PSM VP and Office Executive Tampa and Orlando, Florida Tampa, Florida
Mark Pitchford, PSM, has joined Michael Baker to oversee the growth of the Company’s portfolio of business in Central Florida, while broadening its outreach to new markets and clients. Pitchford brings more than 25 years of operations management experience within the survey and geospatial industries. Most recently, he served as Regional Manager at WGI, Inc. where he oversaw the growth and expansion of survey and subsurface utility engineering services offered by the geospatial division in the United States. He earned a Bachelor of Science degree in Surveying and Mapping from the University of Florida in Gainesville, Florida.
Alfonso Riera, VP and Army Regional Federal Lead in the Gulf Coast and West Regions Dallas, Texas
Alfonso Riera has been promoted to Vice President and Army Regional Federal Lead in the Gulf Coast and West Regions, an extension of his successful efforts in business development throughout the Gulf Coast. Riera is now responsible for the continued expansion of the Michael Baker network within the Army’s scope of projects in these key geographies. Riera’s extensive knowledge of homeland security requirements and multiagency procedures, combined with his 26 years of active-duty Army experience, position Michael Baker to further grow our Federal work and meet the needs of our Army clients. Before joining the firm in 2008, Riera was a career Army Engineer Officer managing civil action and military construction projects.
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Across the Continuum / Transportation
Aaron Stover, P.E., S.E. VP and Regional Practice Lead – Bridge Louisville, Kentucky
Timothy Thiele, P.E. VP and Office Executive Carlsbad, California
Aaron Stover, P.E., S.E., has been promoted to Vice President and Regional Practice Lead – Bridge for our Great Lakes Region. Stover will lead regional efforts to grow the Bridge Practice by broadening our existing capabilities, expanding into new markets and ensuring quality standards, technical expertise and project excellence for new and existing Bridge clients.
Tim Thiele, P.E., has been named Vice President and Office Executive, reflecting leadership of the Carlsbad office and extensive work with local municipalities. He previously served as the Carlsbad Land Development and Office Manager at Michael Baker, managing public works and land development projects, including grading, street design, storm drainage, sewer and water.
Stover brings 23 years of industry experience to his new position and has executed several of the largest and most complex bridge design and rehabilitation projects in Michael Baker’s recent history, including the Ohio River Bridges Project, the Milton-Madison Bridge and the Land Between the Lakes Replacement Bridges. He also has significant project leadership experience in traditional bid-build and alternative delivery projects.
In addition to serving as Del Mar’s City Engineer for 10 years, he continues to work with the cities of San Diego, Oceanside, Encinitas, San Marcos, Imperial Beach and Carlsbad, among others. He is a member of the American Council of Engineering Companies (ACEC), San Diego Chapter, and the American Public Works Association (APWA), San Diego Chapter.
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New Executive Leadership Team Members
Dan Kieny, Chief Technology Officer Pittsburgh, Pennsylvania
Quintin Watkins, P.E. VP and Office Executive, Georgia and Tennessee Norcross, Georgia
In the Southeast Region, Quintin Watkins, P.E., was appointed as Vice President and Office Executive for Georgia and Tennessee and will help continue to drive growth in this important market. Watkins brings nearly 30 years of industry experience to his new role and most recently served as a Department Manager for the Company’s Aviation Practice. Watkins is nationally recognized for his expertise in airfield improvement, with a résumé that includes work at Hartsfield-Jackson Atlanta International Airport, the busiest airport in the country. He earned his Master of Science degree in Civil Engineering from the University of Arkansas and his Bachelor of Science degree in Civil Engineering from the Georgia Institute of Technology, where he also did graduate studies work.
Dan Kieny has joined Michael Baker as Executive Vice President and Chief Technology Officer, where he will lead all facets of the firm’s technology. Ed Gentilcore has been named Executive Vice President and Chief Legal Officer, assuming the role from H. James McKnight, who retired after 25 years at Michael Baker. Both serve on the Company’s Executive Leadership Team and report to CEO Brian A. Lutes. Kieny’s 30 years of IT experience include several prominent leadership positions within our industry, including at MWH Global and Black & Veatch. His comprehensive knowledge of the engineering and construction, energy, water and manufacturing industries will be invaluable as he helps advance our technology and IT operations. His background spans all aspects of IT, including technology, innovation and cybersecurity.
Ed Gentilcore, Chief Legal Officer Pittsburgh, Pennsylvania Gentilcore’s more than 30 years of nationally recognized experience in engineering and construction law and litigation includes most recently serving as Michael Baker’s Senior Vice President and Deputy General Counsel. Prior to joining Michael Baker, Gentilcore was Vice President and Deputy General Counsel at the New York Racing Association and spent seven years at Sherrard, German & Kelly, P.C., as Shareholder, Director and Chair of its Construction Services Group.
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Our Commitment to Excellence
OUR COMMITMENT TO
EXCELLENCE TO OUR CLIENTS…
We believe in building strong, long-term relationships that put your needs and aspirations first. We will move mountains to leverage our full continuum of expertise, experience and innovation — with respect and integrity — to help you solve your most complex problems. We will serve as your change agents and trusted advisers, guiding you and your communities through transformational change.
WE DELIVER PERFORMANCE.
TO OUR EMPLOYEES… We cultivate a culture of excellence that fosters collaboration, career development, diversity, creativity, differentiating innovation and an impassioned entrepreneurial spirit. We will invest in your education and training. We will seek opportunities for you to develop your careers. We will reward innovation, teamwork and leadership.
WE DELIVER CAREERS.
TO THE COMMUNITIES WE SERVE… We care deeply about the communities we serve. We will give you our best as we deliver improved quality of life, peace of mind and a more prosperous future. We also are dedicated to giving back around the world with our time, talents and financial support to lift up those in need. You represent our families, neighbors and friends.
WE DELIVER A HELPING HAND.
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YE AR S
We Make a Difference
MICHAEL BAKER INTERNATIONAL 500 Grant Street | Suite 5400 Pittsburgh, PA 15219
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MBAKERINTL.COM
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