C+S January 2018

J a n u a r y 2 0 1 8 V o l . 4 I s s u e 1 0

C E L E B R AT I NG T H E D E S I GNE R S OF T H E WOR L D A ROUND U S

PROMISE OF PUBLIC-PRIVATE PARTNERSHIPS

IECA ANNUAL CONFERENCE and Expo

February 12-14, 2018 Long Beach, California 2018 IECA Annual Conference and Expo Focuses on Trending Industry Topics

Opening Keynote: Post-wildfire Remediation on Federal Lands

Penny Luehring, USDA Forest Service Burned Area Emergency Response (BAER) Program Leader, will provide an overview of the effects of wildfires on natural resources and describe the post-fire emergency response program implemented by the Forest Service and other federal land management agencies. Typical emergency response actions and treatment examples will be discussed along with examples of longer-term post fire remediation needs and costs.

FeaturedWorkshop: “Solar Developments Don’t Cause Land Disturbance”; BMP’s for Solar Facility Construction in the North East | Feb 12 Take a look at the pros and cons of solar developments as they relate to site compliance and stormwater pollution. Featured Case Study: The Green Rush: Marijuana Cultivation Impacts and Opportunities in Northern California’s ‘Emerald Triangle’ | Feb 12 Learn the trends, impacts, and opportunities for stormwater professionals as they pertain to California’s newly legalized marijuana cultivation industry.

Featured Fireside Chat: Five Feet High and Rising...A Panel Discussion on Climate Change, Flooding and Impacts to the Stormwater Industry | Feb 12 Actively discuss the impacts of climate change and stormwater runoff. Learn about industry challenges and strategies to implement into your job sites. Featured Field Tour: Middle Harbor Redevelopment Project | Feb 14 Visit the world’s greenest container shipping terminal – nearly all electric and zero emissions. The facility handles twice as much cargo, while dramatically cutting air pollution.

CONTENTS

PAGE 30

THE COVER Delivering infrastructure through public-private partnerships (P3s) is gaining ground, but it’s far from the norm, and might never be — story on page 16. Design by Donovan Brigham ON THE RISE 14 Awards, promotions, and new hires MANAGEMENT FILES 16 The promise of public-private partnerships 22 2018 Insurance market outlook CHANNELS SOFTWARE + TECH 26 Precise maps for driverless cars 28 Data transition for a BIM-to-FM process 36 Aloft breathes new life into a landmark building 37 Buildings of the future: Rethink the bottom line 38 Assessing regional earthquake risk and hazards in the age of exascale 40 Skyscraper Top 10 WATER + STORMWATER 30 Autodesk University 2017 STRUCTURES + BUILDINGS 44 Wastewater management tools 46 Low-profile stormwater detention 49 Performance of pipe with recycled HDPE resin 50 Smart sewers ENVIRONMENT + SUSTAINABILITY 52 Sustainable mobility 54 Environmental market growth 55 Land loss crisis TRANSPORTATION 57 ARTBA forecasts modest growth for 2018 transportation construction 58 Infrastructure priorities 59 Highways designed for safety UAV + SURVEYING

PAGE 36

60 Cloud-based perspective CONTINUING EDUCATION 61 Managing engineering firm licenses departments 7 Civil + Structural Engineer Online

11 Events 64 Specify

65 Reader Index 66 Benchmarks Columns 06 From the Publisher: 2018 resolutions By Mark Zweig 08 Engineering Our Future: Get out of the weeds By Chad Clinehens, P.E. 10 Engineering Front Line: One exciting Monday meeting By H. Kit Miyamoto, Ph.D., S.E.

PAGE 44

January 2018

csengineermag.com

VOLUME 4 ISSUE 10 csengineermag.com

publisher Mark C. Zweig | 508.380.0469 | mzweig@zweiggroup.com DIRECTOR OF SALES Beth Brooks | 479.502.2972 | bbrooks@zweiggroup.com Production & circulation manager Anna Finley | 479.435.6850 | afinley@zweiggroup.com EDITOR-IN-CHIEF Bob Drake | 616.741.9852 | bdrake@zweiggroup.com EDITORial Chad Clinehens, P.E. | 501.551.2659 | cclinehens@zweiggroup.com H. Kit Miyamoto, PH.D., S.E. | miyamotointernational.com Will Swearingen | 479.435.6977 | wswearingen@zweiggroup.com Richard Massey | 479.856.6122 | rmassey@zweiggroup.com ART director Donovan Brigham | 479.435.6978 | dbrigham@zweiggroup.com

For subscriptions or change of address, please visit our website csengineermag.com/subscribe/ or call 800-466-6275

800-466-6275 1200 North College Avenue, Fayetteville, AR 72703 PO BOX 1528, Fayetteville, AR 72702-1528

CIVIL+STRUCTURAL ENGINEER IS A ZWEIG GROUP PRODUCT

MARK C. ZWEIG, CHAIRMAN, ZWEIG GROUP LLC

Civil + Structural Engineer (ISSN 23726717) is published monthly by Zweig Group, 1200 North College Avenue, Fayetteville, AR 72703. Telephone: 800.466.6275. Copyright© 2017, Zweig Group. Articles may not be reproduced in whole or in part without the written permission of the publisher. Opinions expressed in this publication are not necessarily those of Zweig Group. Unsolicited manuscripts will not be returned unless accompanied by a stamped, self- addressed envelope. Subscriptions: Annual domestic print subscription rate is $15 for 12 issues or $30 for 24 issues. Annual digital subscription is free. All print subscribers receive digital editions in addition to print subscription. Call or write for international rates. To subscribe or update your subscription information, please visit our website www.csengineermag.com/ subscribe/; or mail subscription requests and changes to Circulation Dept, C + S Engineer, 1200 North College Avenue, Fayetteville, AR 72703; or call 800.466.6275.

csengineermag.com

January 2018

New Member Benefits Including Unprecedented Digital Access to the Institute’s 200+ Guides and Reports

Other new benefits for individual members include: • Free media mail shipping • Discounted access to ACI codes and specifications • Discounted access to ACI University’s monthly webinars and on-demand course subscription Plus ACI’s existing membership benefits.

www.concrete.org /membership

FROM THE PUBLISHER

The new year is almost here as I write this, and for most of us it is a time of self-reflection and thoughts about how we can do things better or improve ourselves in the year ahead. As civil and structural engineering leaders, there’s a lot to be said for looking and acting the part if you want to be recognized as such. Here are some examples: Attire — Dress appropriately. That varies by client or work environment. If everyone else is wearing jeans and golf shirts, you should not wear a suit. Conversely, if your clients and peers always wear suits and dress formally and you only wear jeans, that may not be right. Ditto with ties. Don’t show up wearing a tie to an office where none of the male employees do so. And women, cocktail dresses are never appropriate for work. “Appropriate” is the word when it comes to dress. Email — Return them promptly, and with no spelling errors. Your employees need to have the idea that if someone responds to their request, they should say, “Thank you.” An email response should not get dead air. And use “we” versus “I” in most cases. We all work for organizations that have more than one person — at least most of us do. That’s one of my pet peeves. Office space — Keep it clean. Keep the lights on. Keep the bathrooms and kitchens clean. Keep the trashcans from overflowing. Keep the magazines in the lobby fresh. Don’t let stuff pile up on the reception counter. Don’t let your conference room turn into a lunch room. Have some art on the walls. Keep the place well-painted. It shows pride in the workplace. Don’t let anyone make their individual work space a dump. Music — If you have music playing in the building, make it appropriate. Rap, heavy metal — No. Loud anything is not good. And letting everyone wear headphones and not interact with others isn’t good either. Entertaining/interviewing —Most of your clients (if you work in consulting) or potential employment candidates for any organization really don’t want to go to Burger King or even Applebee’s. Take them somewhere nice, or somewhere local in flavor with some character. Education — It’s important for you to keep learning about your profession so you don’t become obsolete. In addition tomandatory continuing education tomaintainyour registration, you also need to stay well-informed. Be sure to read and stay up with developments in your field. Start with reading Civil + Structural Engineer magazine every month from cover- to-cover! Any other hints on looking and seeming more like a leader and professional that you want to share with your fellow readers? Send them to me at mzweig@zweiggroup.com. And meanwhile, enjoy our January issue of Civil + Structural Engineer magazine!

2018 resolutions Improving leadership roles and professional appearances.

MARK C. ZWEIG mzweig@zweiggroup.com

csengineermag.com

January 2018

C+S ENGINEER ONLINE

Project Profitability: Roles of a project manager BY HOWARD BIRNBERG, ASSOCIATION FOR PROJECT MANAGERS Civil + Structural Engineer provides news and articles online to supplement content in this print issue. Visit csengineermag.com daily for the latest news and check out the following articles posted online with the January 2018 issue: A successful project manager must have excellent communication skills. Project decision-making requires leaders who can communicate information to others to allow for effective implementation. One commentator noted not long ago that as the technology to communicate has improved, our ability to communicate has become more ineffectual. Fundamental to a project manager’s success is an effective decision-making system. Lines of communication must be clear. A project manager’s authority must be commensurate with his/her responsibility. Needed information must be accessible and timely. Individuals must be clear about their role within an organization.

BENTLEY ® QUARTERLY OVERAGES? CONTROL OVERAGES TODAY SofTrack includes real-time usage details of all Autodesk ® Subscriptions! Autodesk ® Tracking by Package Codes, Feature Codes, Serial Number, user, workstation and more! CALL US NOW: (866) 372 8991 (USA & Canada) (512) 372 8991 (Worldwide) www.softwaremetering.com

Read the entire article at http://tinyurl.com/projectprofit-jan18.

Diversions: Gold rush BY ANDY SCIARABBA, P.E., T.G. MILLER, P.C., ENGINEERS AND SURVEYORS Time for a new year’s resolution. My resolution is to bring more value to my clients. To achieve this I need a goal. No, scratch that. I need a Gold — the Goal of Gold. Our clients want it. They expect it. They “value” it. They covet it. But they can’t always have it. And when they can’t have it, we are expected to pull back, lower the standards, and reduce expectations. We have to “value engineer” it. Value engineering always rears its ugly head at that pivotal moment when the “well has run dry,” the “cup is half empty,” and the client is ready to “sell the farm.” It seems to happen more and more these days and never at a good time. It invariably comes about when the design is about to wrap up, right before the project has to “hit the streets” and “get into the ground.” Sometimes it happens after the project is in the ground. Where did the term value engineering come from anyway? And who made it up?

NEW!

View our Solutions page, Managing Bentley ® Licenses

Also provides support for: AutoDesk ® Cascading Licenses Sequences ESRI ® ArcGIS License Checkout Activity

Read the entire article at http://tinyurl.com/diversions-jan18.

january 2018

csengineermag.com

engineering our future

Get out of the weeds Don’t let heavy workloads deter training and career advancement opportunities.

One of the keys to career advancement is to work yourself out of your current job. In order to do that, you have to train someone else to do what you do and clear your own way to do bigger things. However, the problem for many technical professionals right now is that workloads are at historic highs in many AEC firms. That, combined with the tightest labor market we have seen in decades, is making an ideal career advancement environment very difficult to foster. As such, many engineers are over their heads in projects, offering little time to train, develop, and advance themselves or others. Another tragic and latent side effect is that heavy project loads are eliminating time to focus on the future of the firm. Whether it be time to develop new business, expand operations, or simply work on improving internal processes, these critical activities are not getting done in many firms. Everybody is off in the weeds right now and nobody has their head up looking beyond the field and to what is coming ahead. If there is any way you can get yourself out of the weeds and help your firm with any of the critical business activities mentioned above, there could be huge rewards for you. I would prioritize pushing work down as far as you can in your team. Put more work and responsibility on junior team members and then reward those who respond positively. Our employee surveys show that there are a lot of younger staff in AEC firms looking for the opportunity to step up. The problem with senior engineers is that they often see pushing work down as risky and possibly causing more time and effort than if they simply do it themselves. However, that mindset keeps us on a never-ending hamster wheel. We have to trust people more, offer opportunity to prove themselves, and then advance — in both pay and position — those who perform. This is the only way you will get out of the weeds!

CHAD CLINEHENS, P.E., is Zweig Group’s president and CEO. Contact him at cclinehens@zweiggroup.com.

csengineermag.com

January 2018

The best adhesive performs in the worst conditions.

The next generation of Simpson Strong-Tie ® epoxy adhesive is more reliable and versatile. With a code report pending, the high-strength SET-3G ™ anchoring adhesive performs in extreme in-service temperatures (from –40°F to 176°F) as well as in dry or water-saturated concrete environments to provide the high bond strength values and performance needed for adhesive anchoring applications on your projects. Specify SET-3G adhesive for your next project. Visit go.strongtie.com/set3g or call us at (800) 999-5099.

engineering FRONT LINE

Our company is currently working through a budget process for the new year. John, a principal, stands up in the midst of a meeting and says, “Kit, I don’t agree with the direction of this strategy.” It is a dull Monday morning, but his statement really gets people going. The air in the room suddenly shifts. “Budgeting is an important process,” he says. “Define the backlog, weighted proposal, and expense. But it’s BS if we see such a huge ‘gap’ between the revenue target and expected revenue. We need some major business development actions and solid project management to make this work and to be profitable. As any engineering company, we operate in seven to eight months of backlog. We need to think deeper to understand what’s really going on.” John adds relentlessly, “How can we fill the gap — by what? How much can we grow and how? How can we increase profitability?” You may think he is rude. No, that’s how we roll. We challenge each other. He is challenging the status quo and how all of us can be accountable. It is coming from a good place. Our CFO, Mike, counters somewhat calmly, “Essentially, our budget process is only as good as what we decide to do and act on it throughout the year.” Michele, our operations director says, “Yeah, right. Our company is spread out all over the place and this makes it even more challenging. Eight offices in the U.S. and 10 international locations. How are we going to keep everyone going in one direction? Everyone has different ideas and backgrounds.” I step in to point out, “The budget is only as good as the business plan behind it. Each business unit must have a business plan, regardless of size. The budget gives us numerical goals that need to be achievable. Then we need to have major strategies to achieve the goal, such as marketing, training, and a project-management process. Then we need to have action plans to achieve these strategies. This has components of ‘what, by whom, when.’ The plan should be simple enough that it can be almost memorized, but comprehensive enough to make each of us accountable for the actions we put in place. This is the essence of a business plan.” I add: “I think what really helps us is that our mission — Make the world a safer, better place — unites us in the direction all of us want to go.” JT, a long-time principal says, “You know what? I know we will be successful. We can debate with no holds barred. It seems a simple thing, but this is so critical. In this process, we can really flesh out important things, go deeper, and gain commitment from each other. This can only be accomplished if we understand and care about each other.”

One exciting Monday meeting Open debate in strategy and budget meetings strengthens commitment to the firm’s plans.

I really like what’s going on in this Monday morning meeting. Note: This is a fictional account based on a somewhat true story.

H. KIT MIYAMOTO, PH.D., S.E. , is the CEO and a structural engineer for Miyamoto International (http://miyamotointernational.com), a California seismic safety commissioner, and president of the technical nonprofit Miyamoto Global Disaster Relief. He specializes in high-performance earthquake engineering and disaster mitigation, response, and reconstruction.

csengineermag.com

january 2018

events

IECA 2018 Annual Conference and Expo Opportunities for professional development in erosion and sediment control and stormwater management.

Rendering of the completed Middle Harbor Redevelopment Project, site of a field trip during IECA’s 2018 Annual Conference and Expo in Long Beach, Calif. Image: Courtesy of the Port of Long Beach

• 5 Feet High and Rising … A Panel Discussion on Climate Change, Flooding & Impacts to the Stormwater Industry • Solar Farms: The Good, The Bad and The Ugly Field trips Two field tours will be available during the conference. The first is a walking tour of the New Long Beach Civic Center. This building will be in the construction BMP phase during the tour. The tour will address construction BMPs as well as management of stormwater post-construction. The $520 million, design-build-finance-operate- maintain civic center will replace the old city hall and provide efficient new offices for the Port of Long Beach, a new city library, a retail marketplace, and public park. The second field tour visits the $1.3 billion Middle Harbor Redevelopment Project, which is creating the world’s greenest container shipping terminal featuring nearly all electric and zero emissions. Using advanced technologies, the new facility will handle twice as much cargo as the two terminals it replaces, while dramatically cutting air pollution. The modernized wharf can handle the world’s largest ships and will strengthen the port’s competitiveness and the local economy. Construction began in 2011 and is expected to take about eight years. The first of two phases opened in 2016. Orient Overseas Container Line, a major Hong Kong-based shipping line, agreed in 2012 to a 40-year lease to operate the new terminal through its subsidiary Long Beach Container Terminal. To date the Middle Harbor project has moved more than 5 million cubic yards of material as part of both the cut and fill. Keynotes In an opening keynote session, Post-Wildfire Remediation on Federal

The International Erosion Control Association (IECA) will hold its 2018 Annual Conference and Expo — formerly the IECA Environmental Connection Conference — Feb. 11-14, 2018, at the Long Beach Convention Center, Long Beach, Calif. More than 100 education sessions, including preconference half-day and full-day courses, fireside chats, and new Expo Hall training, provide training and professional development for the expected 1,800-plus attendees from the global erosion and sediment control and stormwater industry. The Expo Hall features more than 130 exhibitors. In addition to the preconference courses, education sessions are organized into 10 tracks, including Erosion and Sediment Control; MS4 Management; Stormwater Management; Wetland, Stream Bank, and Shoreline Restoration; among others. Featured industry roundtables include the following: • Perimeter Controls: They May Not Be Effective, But At Least They Are Expensive — Discussions will revolve around types of perimeter controls, design guidance, application, in-field performance, typical failure modes, maintenance requirements, and innovations. • Enforcement Support Group — An opportunity for the enforcement community to ask peers how they got to their biggest accomplishments and how to avoid embarrassing failures. Western Region Featured Sessions include: • Floodplain, Floods & Restoration in California’s Sacramento Valley • After Drought, California’s Eternal Water Struggles • Construction Industry Cost of Compliance with the CA CGP for Stormwater Discharges, 2010-2017 • California’s Secretary for Natural Resources (invited speaker) Featured Fireside Chats include: • Stream Restoration — New Challenges, Opportunities & Trends

january 2018

csengineermag.com

Lands, Penny Luehring, USDAForest Service BurnedArea Emergency Response (BAER) program leader, will provide an overview of the effects of wildfires on natural resources and describe the BAER program implemented by the Forest Service and other federal land management agencies. Loss of vegetation and fire-induced water- repellent soils can trigger increased runoff that cause erosion, flooding, or debris flows many miles downstream of the fire. Typical emergency response actions and treatment examples will be described along with examples of longer-term post-fire remediation needs and costs. The closing keynote speaker, Andrew Wright, will provide an “inside the Beltway” perspective on the environmental agenda of the Trump

Administration and Congress. He will explain the current political climate and what it means to attendees, their businesses, and their bottom line. Wright is an attorney with more than 30 years of experience in Washington, D.C., as a senior congressional staffer, association executive, and lobbyist. More information and registration is available at https://www. eventscribe.com/2018/IECA.

Information provided by the International Erosion Control Association (www.ieca.org).

EVENTS

January 2018

focus on mechanisms, theories, and practical applications of grouting to ground densification and strengthening, permeability reduction, and groundwater cutoffs. http://executive.engr.utexas.edu/epd/grouting18.php PCI Convention & National Bridge Conference Feb. 20-24—Denver Precast/prestressed concrete industry event offering committee meetings, education sessions, and peer-reviewed paper presentations. The event is held in partnership with The Precast Show. www.pci.org/convention Excellence in Project Management feb. 21—San antonio, tExAS july. 18—boston oct. 17—salt lake city Tutorial and case study workshop sessions present critical areas every project manager should know from the perspective of architecture, engineering, and environmental consulting firms. http://zweiggroup.com/seminars/excellence-in-project-management Real Marketing and Branding for AEC Firms Designed to bring clarity and distinction between marketing and sales, this course will aid all levels of staff to understand how to market the firm and build the brand in their respective roles. https://zweiggroup.com/seminars/real-marketing-and-branding-for-aec-firms AEC Business Development Training feb. 22—seattle june 21—miami Specifically developed to help design and technical professionals become more comfortable dealing with clients and promoting the firm and its services. http://zweiggroup.com/seminars/aec-business-development-training feb. 23—seattle june 22—miami

Transportation Research Board 97th Annual Meeting Jan. 7-11—Washington, D.C. Program covers all transportation modes, with more than 5,000 presentations in more than 800 sessions and workshops, addressing topics of interest to policy makers, administrators, practitioners, researchers, and representatives of government, industry, and academic institutions. www.trb.org/AnnualMeeting/AnnualMeeting.aspx Identification of Wetland Plants in Winter Jan. 22-23—Basking Ridge, N.J. Combines classroom and field training to increase attendees’ wetland expertise by learning to identify vegetation during the winter months by examining criteria such as bark, twigs, and other leafless characteristics. www.cpe.rutgers.edu/courses/current/eh0205ca.html

FEBRUary 2018

International LiDAR Mapping Forum Feb. 5-7—Denver

Technical conference and exhibition showcasing the latest airborne, terrestrial, and underwater LiDAR as well as emerging remote-sensing and data-collection tools and technologies. www.lidarmap.org IECA Annual Conference Feb. 11-14—Long Beach, Calif. International Erosion Control Association’s annual conference and exhibition brings together engineers, contractors, regulators, and providers of erosion control and stormwater management products and services. www.ieca.org/ieca/ieca%20Events/2018_annual_conference.aspx Grouting Fundamentals and Current Practice feb. 12-16—austin, tExAS 39th Annual Short Course covers pressure grouting as a method to improve geotechnical properties of soils and rock masses, with special

csengineermag.com

january 2018

4th Residential Building Design & Construction Conference feb. 28-Mar. 1—state college, PA. Forum for researchers, architects, engineers, other design professionals, product manufacturers, builders, developers, and code officials to discuss challenges to sustainable, energy efficient, healthy, environmentally friendly, natural hazard resistant, and affordable residential construction. www.phrc.psu.edu/conferences/residential-building-design-and- construction-conference/4th-RBDCC.aspx

KEEP YOUR PROJECT COVERED WITH CLEARSPAN STRUCTURES

SATISFIES PURCHASING REQUIREMENTS

march 2018

030117-CSS

NO BIDDING PURCHASE FASTER •

Design-Build for Water/Wastewater mar. 19-21—portland, ore.

F or nearly 40 years C lear s pan F abriC s truCtures has been covering engineers with dependable structural solutions. i ndustry -l eading W arranties - ClearSpan structures are built to last. With triple-galvanized steel frames and durable covers, they can withstand corrosive environments and will compliment your business for decades to come. C ost -e FFeCtive b uilding s olutions - Drastically reduce construction costs, monthly utilities and maintenance requirements, with a structure that is superior in quality. F inanCing a vailable - Speak to your Truss Arch Specialist today.

Event for design-build owners and practitioners in the water industry co-hosted by the Design-Build Institute of America, the American Water Works Association, the Water Environment Federation, and the Water Design-Build Council. https://www.dbia.org/Conferences/water/Pages/default.aspx

Design-Build in Transportation mar. 21-23—portland, ore.

Nearly 1,000 public and private owners, design-build practitioners, and exhibitors address the growing nationwide role of design-build project delivery. https://www.dbia.org/Conferences/transportation/Pages/default.aspx

V isit WWW . Clearspan . Com or call 1.866.643.1010 to find out how we can help with your structure needs

april 2018 Complete Streets Conference apr. 3-4—nashville, tenn.

MAY 2018

Leadership Skills for AEC Professionals May 2-3—Boston Nov. 14-15—San Francisco

Under the theme, Intersections: Creating Culturally Complete Streets, attendees will learn practical ways to integrate arts and culture to create streets that not only are safe for everyone, but also better reflect the unique character of their communities. https://smartgrowthamerica.org/program/intersections-creating- culturally-complete-streets Structural Design Topics in Wood Construction apr. 16-18—blacksburg, va. This course offers a range of topics related to the structural design of wood-frame buildings as well as design measures that can enhance the in-service performance of structural elements. www.cpe.vt.edu/sdtwc/index.html The Principals Academy apr. 26-27—napa valley, calif. june 7-8—aspen. colo. july 19-20—montreal, quebec Two-day, intensive course in all aspects of managing a professional service firm, including business planning, marketing/business development, accounting, financial management, project management, leadership, mergers and acquisitions, ownership transition planning, and recruitment and retention. https://zweiggroup.com/seminars/the-principals-academy

Specifically developed to provide design and technical professionals with the skills to become more competent leaders, including strategies and techniques that will help them grow personally and professionally. https://zweiggroup.com/seminars/leadership-skills-for-aec- professionals

January 2018

csengineermag.com

Stephen Vaughn, P.E.

Craig D. Swift, S.E., LEED AP

John R. Davis, P.E.

Denise L. Richards, P.E.

Douglas Fell, P.E.

Deborah Alaimo Lawlor, FAICP, PP

Joe Anderson

Cathy Bihlman

Brian O’Neill

Derek Brown

Ted Swan, P.E., LEED AP

Darryl Daniel, PMP

Jeff Layne, J.D.

Jeff Scarborough

Luis Casado, P.E.

Laurie Matkowski

Ware Malcomb promoted Ted Swan, P.E., LEED AP , to director, Civil Engineering in the firm’s Denver-based civil engineering prac- tice. In this position, Swan manages both commercial and multifamily projects. Darryl Daniel, PMP , joined Burns as a senior project manager in its newly established Houston location. He is an experienced Airport In- formation Technology and Systems professional. Burns also announced that Derek Brown joined its Railroad & Transit team as senior project manager. Jeff Layne, J.D. , joined Kleinfelder as national service leader for Gas Transmission & Distribution. He has more than 25 years of energy market experience involving engineering, operations, safety, business development, commercial transactions, and regulatory compliance. Kleinfelder also added Caroline Brabrook, P.E. , to the West Division as the Seattle area manager. She has 21 years of experience in transpor- tation design, construction, management, and business development. Jeff Scarborough joined Freese and Nichols, Inc. as an account direc- tor in its Houston office. In this role, Scarborough will leverage 20 years of business development expertise to help expand the firm’s capabilities to support federal and state agencies. Gannett Fleming named Giuseppe (Joe) Tulumello, AIA, LEED Green Associate , leader of its Northeast Region Facilities Business Line. His nearly 20 years of experience spans complex, multidisci- plined facilities projects. Steven Bowser, P.E. , a former Navy civil engineer with nearly 25 years of experience, joined Gannett Fleming as a federal market program manager. He will focus on developing and maintaining relationships with the Naval Facilities Engineering Command, the Department of Defense, and other federal agencies. Luis Casado, P.E. , was named director of Gannett Fleming’s Water Business Line. Casado will continue to hold the positions of southeast region director and senior vice president. Laurie Matkowski was named Gannett Fleming’s director of connected and automated vehicle services for the Transportation Operations Global Business Line. Gan- nett Fleming named Kevin Switala, GISP , to the position of chief technology officer.

Seeking to increase its profile in the Americas, BMT appointed Ste- phen Vaughn, P.E. , as regional manager for the Americas. Vaughn has 17 years of experience working on critical infrastructure projects. Keast & Hood promoted three engineers, formerly associates, to prin- cipal: John R. Davis, P.E. ; Denise L. Richards, P.E. ; and Craig D. Swift, S.E., LEED AP . Davis, has managed some of the firm’s most sensitive historic building and new construction projects. Richards was recognized as a Philadelphia Business Journal 40 Under 40 pro- fessional in 2015 and manages some of the firm’s largest and most complex work. A seismic design expert with diverse structural engi- neering background, Swift leads the firm’s Virginia and southeastern U.S. work. Douglas Fell, P.E. , joined Walker Consultants as a senior restoration consultant. Fell will direct Walker’s Emergency Response Services, assisting clients with damaged structures across the United States. Deborah Alaimo Lawlor, FAICP, PP , discipline leader of Planning Services at Maser Consulting P.A., was named president-elect of the American Institute of Certified Planners. Jamie Brueggeman, P.E. , joined CALYX Engineers and Consultants’ Building Structures Group as senior project manager in its Cary, N.C., headquarters. RETTEW announced three new employees. Joe Anderson , working in RETTEW’s Pittsburgh office, is a project technician in the subsur- face utility engineering group. Cathy Bihlman is a senior surveyor in RETTEW’s surveying group, based in Ohio. Bihlman completes resi- dential and commercial boundary surveys, surface and underground mine surveys and permitting, construction surveys, and ALTA surveys. Brian O’Neill is a senior civil engineer in RETTEW’s civil municipal group in the firm’s Mechanicsburg, Pa. office. With more than 24 years of civil and environmental engineering experience, his areas of exper- tise include stormwater systems, subdivision reviews, water distribu- tion and treatment systems, and road and street maintenance. Awards, promotions, and new hires

csengineermag.com

january 2018

The Principals Academy is Zweig Group’s agship training program encompassing all aspects of managing a professional AEC service rm. It’s the most impactful two days you can spend learning about principal leadership, nancial management, recruiting, marketing, business development, and project management.

The two-day agenda covers several critical areas of business management

from the unique perspective of architecture, engineering, and

environmental consulting rms, and is presented in tutorial and case study workshop sessions. • Business Planning • Marketing/Business Development • Accounting • Financial Management • Project Management • Leadership • Mergers & Acquisitions • Ownership Transition Planning • Recruitment and Retention Attendees of The Principals Academy earn 12 PDH / 12 CEUs. Zweig Group seminars are eligible for Professional Development Hours credits and Continuing Education Units. All attendees receive a certicate of completion indicating the number of hours earned during each seminar.

SONOMA APRIL 26-27

LOCATION: Hyatt Regency Sonoma Wine Country Savor the romance and charm of a Tuscan villa set in the heart of Santa Rosa, Calif., at Hyatt Regency Sonoma Wine Country. Santa Rosa Sonoma County hotel oers is the perfect place for your upcoming business trip or vacation.

DISCOUNTED LODGING AVAILABLE UNTIL APRIL 4, 2018

Zweig Group is a registered provider with the American Institute of Architects.

zweiggroup.com/tpa

management files

The promise of public-private partnerships

Delivering infrastructure through P3s is gaining ground, but in a fractured U.S. market with no federal standard, it’s far from the norm, and might never be. By Richard Massey

csengineermag.com

january 2018

Described by some as “classic sausage making,” the model for infra- structure delivery known as the public-private partnership, or P3, is poised to emerge as a credible option to help cure the colossal ills of the nation’s network of roads, bridges, airports, and tunnels. But even as mega P3 projects are either finished — the North Tarrant Express in Texas — under construction — the light rail Purple Line in Maryland — or in the works — the Gordie Howe Bridge from Detroit to Windsor — the nation’s embrace of P3 is far from wholehearted. And with no federal standard, long-established ways of doing business, and a hodgepodge of state legislation, there’s no hint P3s will take their place at the center of public works, as they have in Canada, Australia, and the United Kingdom. As state and local governments, as well as infrastructure companies and equity investors, wait to see what will happen, if anything, with the $1 trillion infrastructure bill touted by President Donald Trump — and as Trump has made conflicting statements about the effectiveness of P3s — there’s certainly no shortage of interest in what’s possible, and what’s not, under the P3 model. Todd Herberghs, executive director of The National Council for Public- Private Partnerships, an advocacy founded in 1985, said he’s been busy fielding questions, but in an interview with Civil + Structural Engineer magazine, said critical mass has yet to be achieved. “P3s are in the news and there is a lot of interest,” Herberghs said. “Our phones are ringing, but there’s a big difference between interest and actually going down the road.” P3s are a way to access new financing sources while also transferring risk from the public to the private sector. Under the standard model, the public sponsor controls each phase — design, construction, finance, operation, and maintenance — of the project’s life cycle. Under P3, a single private entity, which could be a consortium of several compa- nies, assumes responsibility for multiple phases, accepting long-term risks in return for prospective rewards. Transportation P3s feature user fees or tolls or, in other instances, government resources committed via long-term contract, known as availability payments, according to the U.S. Department of Transportation. Herberghs’ organization has an impressive list of members that in- cludes, among others, Arcadis U.S., Bostonia Partners, CH2M, and the Port Authority of New York and New Jersey. A clear indication that the big outfits are on board, Herberghs said the difficulties exist at the state and local level, the level where the overwhelming majority of infrastructure is owned. A big part of the complicated P3 model is risk and reward, and inves- tors only want to take on projects that promise a great return. That can spook state and local leaders and the constituents they represent. It doesn’t help when major P3 programs like I-69 in Indiana fail and are bailed out by the state. That being the case, P3 needs advocates in statehouses and city halls, or P3 can arrive as a dead letter. “A lot of times if there is no champion pushing for it, it might not go

anywhere,” Herberghs said. “It’s a new way of doing things and you have to explain it.” There are, however, issues at the federal level, where much of the “seed money” for P3 projects comes from in the form of low-interest debt. Early in his presidency, Trump had said he wanted to fund $1 tril- lion in upgrades. In May, a framework was issued in which the federal government would pledge $200 billion over 10 years as incentives for another $800 billion in spending by state and local governments and the private sector. In effect, the ideal environment for P3s. But in September, Trump, speaking to lawmakers, apparently reversed course, putting the infrastructure framework into question. A glimmer of hope for P3 advocates, meanwhile, came inAugust when U.S. Trans- portation Secretary Elaine Chao, a Trump appointee, appeared at the groundbreaking for the 16-mile light rail Purple Line in suburban D.C. The federal government pledged $900 million to the project, which has as private equity partners the super firms of Flour, Meridiam, and Star America. Still, the national infrastructure program appears to be stuck in neutral, with lawmakers focused on health care and tax reform, not roads and bridges. Add to that the series of brushfire controversies involving Trump, partisan gridlock on Capitol Hill, and a simmering investiga- tion into Russian meddling in the 2016 election, and the forecast looks cloudy for P3s. “I fear infrastructure is taking a back seat,” Herberghs said. “We’re reading the tea leaves.”

GeoffreyYarema Founder, Nossaman’s Infrastructure Practice Group

If infrastructure is taking a back seat, it’s at least still in the car. And there are plenty of influential people who want to see P3s considered whenever projects are proposed. One such person is Geoffrey Yarema, founder of Nossaman’s Infrastructure Practice Group. An acknowl- edged thought leader for innovative procurement, contracting, and financing structures for large transportation projects, he is known for his work with state departments of transportation, as well as regional and local agencies. Yarema has often provided expert testimony before Congress. In addition to his work across the United States, Yarema counts 16 years representing the Texas Department of Transportation through more than $59 billion in transportation improvements. Perhaps it’s no surprise that Texas is one of the nation’s leaders in P3s, with many projects operational or under construction, and with an advanced, cen- tralized state bureaucracy. Yarema, an attorney, spoke with Civil + Structural Engineer and shared his thoughts on P3 and its role in the ongoing struggle to repair and expand the nation’s infrastructure.

january 2018

csengineermag.com

P3 Primer

An important talking point forYarema centers on the business model. Delivery of most publicly owned infrastructure in the United States, Yarema said, is based on a system that hasn’t changed in decades — pay for infrastructure with bonds and/or taxes with the owner breaking a project up into many scopes and awarding contracts to the lowest bidder. The result, for larger and more complicated projects, is owner retention of interface and other significant risks that can be the foundation for significant claims and change orders. With the overwhelming majority of infrastructure in the United States delivered under the standard model, the conventional thinking is, “If it ain’t broke, don’t fix it.” But with P3, there are many tools in the toolbox, and for owners there are opportunities to deliver increasingly complex projects by transferring to contractors project risks they can control better at commercially reasonable prices, all while cre- ating a defined schedule for long-term asset man- agement and life cycle costs — an expense that often exceeds a project’s initial capital outlay. With state and local governments across the country looking at pressing needs throughout the gamut of infrastructure — road, rail, water, and air — now is the time to consider additional delivery models. “Agencies should look at methods they may not have used before,” Yarema said. “Let’s not default to standard methods without analytically comparing them to modern business practices. Analytics now even drive how baseball players are positioned on defense. Why shouldn’t they drive how state and local governments deliver their most important capital investments?” For Yarema, the use of alternative delivery should at least be on the table every time an owner plans to spend significant taxpayer dol- lars on a complex public works project with the potential for private-sector innovation. Based on the outcome an owner wants, maybe a P3 is the right tool, maybe it isn’t. But at least put P3 in the conversation, Yarema said. While P3 has been around in the United States for about 30 years, the industry itself has yet to mature here. But at least one prominent infra- structure firm is expecting that to change.

P3 structures • Design-Bid-Build (DBB) — Design and construction of the facility are procured in two separate contracts. • Design-Build (DB) — Combination of two, usually separate services, into a single contract. • Design-Build-Finance (DBF) — One contract is awarded for design, construction, and full or partial financing of the facility. • Design-Build-Operate-Maintain (DBOF) —An integrated partnership that combines design and construction responsibilities of DB procurement with operations and maintenance. • Design-Build-Finance-Operate-Maintain (DBFOM) — Responsibilities for designing, building, financing, and operating are bundled together and transferred to private-sector partners, with concessions often extending for 30 to 50 years. P3 financing mechanisms • Private Activity Bonds — Tax exempt construction debt issued by state and local governments. • Transportation Infrastructure Finance and Innovation Act — Provides low-interest debt for regional and national projects. Centralized unit Agencies that have pursued a pipeline of P3 projects have found that implementation through a centralized P3 unit is helpful. Centralizing implementation of P3 project delivery within a statewide team with technical, financial, and legal expertise has been beneficial to the delivery of P3 projects. Enable P3 authority Legislation should largely place the control of policy development and contract negotiations in the hands of the designated P3 authority, whether within or outside the In general, if legislative approval is desired for P3 projects, it is more effective to require them as early in the development process as possible and ideally before the private sector becomes heavily engaged. Political champions Leading policy makers or elected officials who understand the benefits and costs of the project and can fully articulate them to the public. Political champions act as a rallying force, reaching out to influential parties and to the public to drum up support for a project. Public approval Allowing for robust public deliberation and participation through early agency approvals (separate from legislative approvals) and stakeholder input is a successful practice that not only reduces changes at a late stage but also increases transparency. Unsolicited proposals Allowing unsolicited proposals for new projects can trigger significant private-sector input. However, managing and responding to unsolicited proposals can lead to pitfalls, including proposal quality, constrained resources for adequate review, a lack of competition, and a lack of transparency, which could lead to allegations of abuse. Inserting an unsolicited proposal into a state’s project pipeline could lead to the perception that unsolicited proposals receive undue priority over established public projects. Continued on page 20 state’s department of transportation. Upfront legislative involvement

csengineermag.com

january 2018

In October, Louis Berger, a global professional services corporation, announced the appointment of Leif Dormsjo as senior vice president for infrastructure asset management. The former District of Columbia Department of Transportation director, Dormsjo brings to the firm nearly 20 years of experience in the transportation industry. Before joining Louis Berger, the Harvard-educated Dormsjo was associated with such marquee projects as the D.C. Streetcar project and the Purple Line in Maryland. In an interview with Civil + Structural Engineer, he discussed Louis Berger’s growing role in the P3 industry, and the P3 industry in general.

“We want to deepen our involvement on the operations side of the busi- ness,” Dormsjo said. A major P3 the firm is now involved in is the once-troubled SH 130 in central Texas, a 41-mile highway linking Georgetown and San An- tonio. The toll road went bankrupt when revenue did not meet projec- tions, and emerged from Chapter 11 with new ownership, Strategic Value Partners. The firm hired Louis Berger to operate and maintain the roadway. While SH 130 had its problems, it is still representative of what Louis Berger and Dormsjo see on the long-term horizon — a healthy second- ary market in maturing infrastructure assets. As the original investors in P3s — infrastructure and construction companies — cycle out of the assets, new kinds of owners — pension funds and insurance companies — cycle in. “We find that market intriguing,” Dormsjo said. “We see that transition into long-term life cycle management as an opportunity to be helpful.” Here’s how it works. A P3 is built, and the original investors manage the asset through the high-risk period, say for the first seven to 10 years when the reward is also high. When, in Dorsmjo’s words, the asset is “de-risked,” the

Leif Dormsjo Infrastructure asset management, Louis Berger

Louis Berger has been involved with P3s for a while, primarily as an advisor on the front end, providing analytics, design-build, revenue analysis, and traffic forecasts. While the firm will continue to pro- vide those services, Dormsjo’s hire signals an expansion into the P3 universe. The firm will now undertake direct operation of assets and will expand from highways and toll roads into transit, aviation, and maritime.

january 2018

csengineermag.com

original owners sell to a different breed of buyer, those look- ing for a more stable asset. “The profile, from a risk perspective, changes,” Dormsjo said. “It’s the maturation of the asset.” As a preview of what Dormsjo expects to happen in the United States, one must look no further than Canada, a coun- try with perhaps the most well-defined P3 industry in the world. SNC-Lavalin, the largest engineering firm in Canada, announced this summer that it had agreed to sell five assets for about $208 million to BBGI, a Luxembourg-based in- vestment company. Even as the secondary market in domestic P3s begins to take shape, the foundation of the P3 industry in the United States will remain on uneven ground for a long time to come. With no federal standard, each state that has P3 legislation has its own law. As a result, companies looking to do business in P3s must navigate a labyrinth of obstacles, including legal, political, and labor, from state to state. “The market is very fractured,” Dormsjo said “You have many pipelines. It injects a whole bunch of risk in going after projects.” A good example of how state and local politics can affect P3s happened in Colorado in 2014 when Gov. John Hick- enlooper had to pass an executive order adopting more P3 transparency measures — but only after vetoing a previous proposal that would have been so restrictive, it would have imposed “unworkable substantive limitations on future P3 transactions.” The legislative uproar was sparked by the state’s first P3, U.S. 36 in metro Denver.

Proactive outreach As expensive projects with concepts and arrangements that differ from traditional project delivery, P3 projects can be controversial and garner negative public attention. For successful P3 implementation, public outreach is important, facilitating open communication and minimizing misconceptions among all parties. Competitive environment Creating quality competition during the procurement phase is vital. Public agencies benefit the most when multiple bidders submit quality proposals generating robust competition between the most capable private firms. This increases the likelihood that the winning bid will be the best choice for delivering a project that achieves public goals. Stipend The bidders’ willingness to invest in high-quality bids depends on the expected return. As such, a public agency that reimburses unsuccessful bidders reduces bidding costs and thereby encourages high-quality proposals. Paying a stipend to reimburse at least a portion of the cost of unsuccessful, yet compliant, bids is therefore an effective way of fostering robust competition. Monitoring Public agencies are heavily involved in monitoring the performance of contractors under conventional delivery methods, including DB. In a P3, although some of the monitoring roles will be carried out by the public agency, the private concessionaire will primarily monitor its own performance and report periodically to the public agency. Nonetheless, the public agency can ensure that the private partner is performing as promised by independently verifying the reports. Therefore, establishing a system for monitoring P3 performance that includes a role for both the public agency and the private partner is a factor of success for P3s. NCPPP Members of The National Council for Public-Private Partnerships (legal, contracting, public, private) include the following:

Megan Barry Nashville Mayor

• Arcadis U.S. Inc. • Ballard Spahr LLP • Bostonia Partners LLC • CH2M • City and County of Denver • Deloitte

A big litmus test for P3 is likely to take shape this year, and beyond, in Nashville, one of the most explosive markets in the country. Nashville Mayor Megan Barry has proposed a $5.2 billion transit and infrastructure plan. Facing a huge upturn in population and subsequent congestion, Nashville is looking for as much as 26 miles of light rail, a tunnel under downtown for the transit lines, and rapid bus routes. Voters are supposed to head to the polls in May to either approve or reject increases in the city’s sales tax, hotel- motel tax, car rental tax, and the business and excise tax, revenue sources that would fund the historic program. Last year, Tennessee lawmakers passed P3 legislation, albeit with restrictions. Under Tennessee law, P3s cannot be used for

• George Mason University • Herzog Contracting Corp. • K&L Gates • Miami-Dade County • Nossaman LLP • Port Authority of New York and New Jersey

Thirty-four states; Washington, D.C.; and Puerto Rico have P3 legislation. Sources: Successful Practices for P3s, U.S. Department of Transportation; The National Council for Public-Private Partnerships (https://www.ncppp.org); National Conference of State Legislatures

csengineermag.com

january 2018

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68

Made with FlippingBook Annual report