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A Talented New Operations Associate Joins ISI’s Ranks

26-July-2024

Vannesa Weiss is one of the newest member of ISI’s team, supporting operations and human resources functions as an Operations Associate. Over just two months at ISI, she has become involved in many different facets of the organization. “I’ve had the pleasure of collaborating with and getting to know this dedicated team committed to sustainability,” she highlighted recently. “I’ve been working to strengthen team efforts and enhance operational efficiencies, fostering an environment where everyone can excel.”

Vannesa started her sustainability journey from a young age, when she took lessons on the importance of recycling and protecting our planet to heart. She became passionate about reducing her carbon footprint and encouraging others around her to do the same.

As an Operations Associate Vannesa Weiss will work closely with Audrey Gorham and Sheila Newman, and provides CEO Anthony Kane with executive assistance. She holds a bachelor’s degree in psychology, as well as a Masters in Higher Education Administration from Florida International University (FIU). Vanessa worked for over a decade at FIU, helping students with their admissions, registration and financial assistance issues and providing support to employee training. Continue reading.

“Sustainability holds immense importance to me because our planet is our singular home, and its preservation guarantees a prosperous future for generations to come.”

 

A Leading Envision User Joins ISI

22-July-2024

Jennifer Ninete has joined ISI as Director of Engagement, with overall responsibility for communications, marketing, and business development. An Envision Sustainability Professional (ENV SP) and ISI approved Envision Trainer, she has worked in the AEC industry for nearly 25 years.

Jennifer was previously a senior sustainability consultant and Professional Associate at HDR where she was the primary knowledge manager for the Envision framework, which included ENV SP training, leading a team conducting project verifications, and managing Envision projects. During that time, she worked on more than 50 projects using the Envision framework, including 25 verified projects such as the Historic Fourth Ward Park in Atlanta, Georgia; Kansas City Streetcar in Kansas City, Missouri; and the Ship Canal Water Quality Project in Seattle, Washington. Continue reading.

“I’m excited for the opportunity to use my communications experience and Envision expertise to help ISI grow and evolve to positively impact even more infrastructure.”

 

President & CEO Anthony Kane Celebrates 10 Years at ISI

19-July-2024

Looking back on the collaboration and drive that shaped Envision

Currently with more than 170 verified projects, ISI’s Envision Framework is increasingly well recognized as a tool to improve sustainability performance on civil infrastructure projects of all types. Back in 2014, however, the prospects looked very different. Envision was a new venture, and the future was anything but certain.

In those years ISI had to take risks, rely on early supporters, and benefit from serendipity more than once, Kane recalled at a recent staff celebration marking his 10-year anniversary at ISI. Dozens of projects in every infrastructure sector are now using Envision to achieve their sustainability goals, he said, “So it is remarkable for me to think that when I joined, the number of completed projects was small enough that I knew all of the projects’ team members personally.”

Kane was a research associate at Harvard’s Graduate School of Design in the early 2010s, joined ISI in 2014 as VP of Research and Development, and transitioned to Managing Director in 2016 before being named President & CEO. During the celebration, he was praised for his passion and his ability to support and lead Envision throughout its formative stages and beyond. One of the comments collected for the occasion, from long-time ENV SP Kari Hewitt, Chief Regeneration Officer and Partner at Planning Communities, LLC, captured the general sentiment well: “Your leadership and dedication to ISI and Envision is an inspiration to those who have the pleasure of working with you and is critical to the transformative impact that Envision is having throughout the world.”

ISI also benefitted enormously from the firms, agencies and individual champions who shared the vision. The willingness to sacrifice and to take a chance on something new — qualities held by Envision advocates and benefactors like Paul Zofnass, Harvard’s Graduate School of Design (GSD) and its faculty, ISI’s parent organizations ASCE, ACEC and APWA and their leadership, and ISI’s first board of directors — were absolutely critical to the success of Envision, noted Bill Bertera, ISI’s President & CEO when Anthony joined ISI.

The “magical confluence” of factors that led to Envision, as Kane calls it, feels only more exceptional with the passage of time. That a university research group (based at Harvard’s GSD) and a non-profit (ISI), both already well along in their own sustainable infrastructure initiatives, would agree to work together on a single initiative that eventually became Envision seems incredible now. But the collaboration, which also included ISI’s three parent organizations, was fueled by a desire to share efforts and make sacrifices for a greater good, Kane underscored.

ISI is many times its former size, and manages projects and initiatives that span the globe. But the starting point for that growth was Envision’s scrappy startup phase, which in retrospect offers a powerful lesson on how vision, collaboration, and perseverance created a path forward for sustainable infrastructure development.

“People took chances on ISI because there was something worth taking a chance on. People could see it, companies could see it, local governments and agencies could see it,” noted Bertera. “That was very important in giving us time to build the space to allow us to be successful over years. Anthony was so much a part of that.”

ISI holds second Zofnass Research Program Workshop in New York City

20-June-2024

Infrastructure professionals gained new insights into the use and implementation of Envision to develop more sustainable projects at ISI’s second Zofnass Research Program Workshop.Read more

City of Santa Monica Sustainable Water Infrastructure Project awarded Envision Platinum

9-May-2024

Santa Monica’ SWIP is an all-underground Advanced Water Treatment Facility and first-of-its-kind to purify wastewater and stormwater for water reuse.

Santa Monica, Calif. and Washington, D.C. — The City of Santa Monica Sustainable Water Infrastructure Project (SWIP) has earned an Envision Platinum award for sustainability. Substantial accomplishments across multiple Envision credit areas, from leadership and community quality of life to resource allocation, climate resilience, and the natural world, combined to give this project the highest Envision award level, Platinum.

The City of Santa Monica SWIP reduces the city’s traditional reliance on costly imported freshwater resources from Northern California and the Colorado River by creating new, local water supplies. The project is an advanced treatment water recycling plant that treats the city’s municipal wastewater, stormwater (wet-weather), and urban runoff (dry-weather) with the new stormwater harvesting tank. Otherwise, the stormwater is discharged into Santa Monica Bay. Once treated, the advanced treated water is conveyed through the existing distribution system and reused for landscape irrigation. The new system also allows for excess produced water to be recharged into the groundwater supplies and extracted later for reuse as a local and sustainable drinking water supply.

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Selim Eren, PE, Principal Civil Engineer, said: “Santa Monica has introduced a world-class, first-of-its-kind water reuse project with SWIP. This Project exemplifies the City’s leadership and commitment to the protection of natural resources, climate resilency and innovation.”

Kristi Wamstad, ISI’s Verification Director, said: “ISI congratulates the City of Santa Monica for its commitment to environmental stewardship, sustainability and water self-sufficiency. While developing a diverse, sustainable, and drought-resilient local water supply, the project makes a significant positive impact on quality of life through water quality improvements, greater community mobility and access, and improved public spaces.”

Background to the Project

Historically, to withstand periods of drought, it has been necessary for the City of Santa Monica to import much of its water from drought-stressed Northern California and the much-in-demand Colorado River. Amid growing statewide concerns over the long-term availability of water, the city has taken aggressive steps over the past decade, focusing both on water conservation and developing new, local water supplies. Conservation efforts have managed to significantly reduce overall water consumption, while the development of new water supplies for landscape irrigation and other uses—from waters previously considered waste—has reduced the city’s reliance on imported waters. In 2019, a key stormwater capture and reuse project known as the Santa Monica Clean Beaches Project, recognized with an Envision Gold award, helped move the city closer to those objectives.

The city’s SWIP project is focused specifically on advanced treating municipal wastewater as well as capturing stormwater, urban water runoff, and treating them up to drinking water standards. Its components include the development of new infrastructure to advance treat the city’s wastewater, an all-underground advanced water treatment facility (AWTF), a new stormwater harvesting tank, and upgrades to the existing treatment facility. This first-of-its-kind project contributes significantly toward self-sufficiency goals identified in the city’s Sustainable Water Master Plan, by producing up to 10% of the city’s water supply.

The project is proof of Santa Monica’s commitment to environmental innovation as the shortage of water resources challenges California and western US states sharing this precious resource. By capturing rainwater and urban runoff away from the Santa Monica Bay and treating it beyond drinking water standards, the project aims to improve water quality in Santa Monica Bay and protect the ocean.

The project aligns with the state’s Water Supply Strategy goals of increasing recycling wastewater and the state’s control measures governing municipal separate storm sewer systems and Enhanced Watershed Management Programs (EWMPs). Here are some of the key sustainability achievements:

Verified Sustainability Achievements

Preserving Water Resources: The city’s sustainability goal is to obtain 100% of its water locally, and the Sustainable Water Infrastructure Project (SWIP) plays a key role in reaching this objective. By capturing, recycling, treating, and beneficially reusing 1 million gallons per day of stormwater and municipal wastewater that would otherwise be wasted, the SWIP preserves 10% of the city’s water demand locally, creating a net positive impact on water quality and resources in the watershed. The SWIP is estimated to produce 14.6 trillion gallons of water over a 40-year span.

Management of Stormwater: One of the project’s purposes is stormwater management. Stormwater runoff from the site is captured, along with a significant portion of stormwater generated from the 88-acre upstream catchment basin. A 1.5-million-gallon stormwater harvesting tank is capable of capturing the 85th percentile, 24-hour storm event from the 88-acre watershed area. Once captured, the stormwater is mixed with wastewater, treated at the Advanced Water Treatment Facility (AWTF), and distributed for beneficial reuse. 

Natural World: There will be significantly less pollution entering Santa Monica Bay, one of the city’s greatest natural assets and contributors to the city’s social and economic livelihoods. Supporting this outcome is a more modern treatment process. The project employs innovative technologies, including membrane bioreactors and advanced oxidation processes, that provide better water treatment and significantly reduce the amount of chemicals required. Through the diversion of untreated stormwater and treated wastewater from Santa Monica Bay, the SWIP has a net positive impact on ocean water quality.

Reduced Water-Supply Carbon Footprint: The advanced water treatment plant and all components of the SWIP Project operate solely on 100% renewable electricity annually, obtained through the city’s Direct Access agreement with the Clean Power Alliance. All power purchased under the city’s 100% renewable plan comes from 100% solar sources. This equates to 9,633 MWh (34,679,600 MJ) annually and 289,000 MWh of solar power purchased throughout the 30-year life of the project. The city’s commitment to renewable energy is expected to result in 100% renewable power for the entire city, inclusive of all residents and businesses within city limits, by 2025 (currently, 96% of all power in the city is renewable).

Quality of Life Measures: The most direct impact on quality of life will come from locally recycled produced water and improved beach water quality. Wastewater previously not recycled now adds to the city’s water portfolio through reuse, and stormwater previously discharged into Santa Monica Bay contained high levels of coliform bacteria, which frequently prompted water quality warnings and beach closures. This situation was disadvantageous for the local quality of life and for tourism, which brings annually $700 million into the local economy. The ability to capture, treat, and beneficially reuse wastewater and stormwater with this project delivers a positive impact on bay water quality, beach closures, and the community’s water supply.

Stakeholder Engagement: The Santa Monica community, technical leaders, and local and state regulators were meaningfully engaged in and positively supported the project and process. Engagements with stakeholders highlighted, among other aspects, the importance of preserving or enhancing views and local character. In response, the project team employed strategies such as adopting existing city sustainability and water master plans and guidelines, locating much of the facility underground, and preserving and enhancing local landscapes, with a particular emphasis on large trees.

Mobility and Access: The Santa Monica Sustainable Water Infrastructure Project increases mobility and access in Santa Monica’s Civic Center and downtown by adding new sidewalks and bike lanes. An extension of Civic Center Drive to Main Street through this project also allows better vehicle access to the Civic Center and the Bay.

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Top: Stormwater Harvesting Tank at City of Santa Monica Sustainable Water Infrastructure Project. Above: Membrane Bio-Reactor. Below: Reverse Osmosis Treatment.

A renowned community preschool project in Ethiopia pursues a vision for sustainability guided by Envision

8-May-2024

An early childhood education project in Northwestern Ethiopia is the first in Africa to register their project to pursue Envision verification.Read more

ISI Policy Update

3-May-2024

Please note that we have recently published updates to our ISI Policies. This document contains all policies related to the use of the Envision sustainable infrastructure framework, including policies related to Envision verification, the Envision Sustainability Professional (ENV SP) credential, and the credential maintenance program.

Notable updates to the policies include:

  • Reference to the Credential Maintenance Guidance Document and six-month grace period for ENV SPs
  • Removal of sunset dates for Envision versions
  • Clarification on registration cancellation due to inactivity
  • Expanded description of Project Team and Verification Team roles, including the file owner and reviewer
  • Clarification of specific verification timelines for reviews
  • Updates to minimum program requirements and quality expectations
  • Removal of the limit of two new credits for a second review
  • Confirmation that the Pathway A Post Construction Review may address pending credits, new or revised credits from decisions made during construction, and any changes to the scope or key design elements
  • Required attestation and upload of final as-built documents, or similar

Click here or visit our resources page to review the full updated policy document. You can also find it in your ISI user account dashboard (along with a version showing the tracked new changes) under Resources > Policies.

Sound Transit’s Federal Way Link Extension is Awarded Envision Platinum

25-April-2024

Project expands light rail from Seattle-Tacoma International Airport to Des Moines, Kent, and Federal Way

Seattle, Washington and Washington, D.C.  – The Federal Way Link Extension (FWLE) project has earned an Envision Platinum Award from the Institute for Sustainable Infrastructure (ISI).  This recognition, the highest possible Envision award level, was received for the project’s achievements related to sustainable transportation, mobility and access, stakeholder engagement, infrastructure integration, and multiple other areas of sustainability. FWLE is only the seventh transit project in the U.S. to earn Envision Platinum.

The project extends light rail transit service 7.8 miles further south into King County and is part of a larger transit expansion in the Seattle metropolitan area, recognized as one of the most ambitious in the nation at present. FWLE demonstrated through its submission how the project responds to the specific needs of both host and adjacent communities to support sustainability, equity, and resilience.

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“This award is a testament to Sound Transit’s long and deep commitment to sustainability and to the high levels of collaboration achieved with our project partners during challenging times,” said Sound Transit Chief Executive Officer Goran Sparrman. “We are proud of this achievement and look forward to many more sustainability milestones as we build public transit that connects our region to the places we live and work.”

“As a global leader in infrastructure, Parsons is transforming the rail and transit sector by providing innovative, tailored solutions that modernize transportation systems and deliver long-lasting, sustainable benefits to our clients,” said Mark Fialkowski, president, Infrastructure North America for Parsons. “Our contribution to the Federal Way Extension project represents Parsons’ combined engineering expertise and enterprise-wide commitment to sustainability. We are honored to be part of the team that achieved this award by creating a lasting, valuable public asset for the region and community.”

“Kiewit is proud to be the design-build contractor for Sound Transit’s Federal Way Link Extension, a project that showcases innovation in sustainable infrastructure. Strong partnerships, particularly with the community, are essential to our success,” said Kiewit Corporation Executive Vice President Doug Glaser.  “We would not be able to accomplish what we did without the remarkable people we had on the team, including the 400 local union tradespeople and the 200 subcontractors and suppliers who came together with our construction and engineering staff to achieve a common goal.” 

“We are honored to present the Envision Platinum award to the Federal Way Link Extension project, recognizing its outstanding commitment to sustainability, equity, and resilience,” said Kristi Wamstad, ISI’s Verification Director. “This achievement underscores the project team’s dedication to creating a transit system that prioritizes environmental stewardship and social equity while meeting the needs of the community.”

The project in brief

FWLE expands regional light rail south from Seattle-Tacoma International Airport (SeaTac) to Des Moines, Kent and Federal Way in King County, Washington. The route follows Interstate Freeway 5, from Angle Lake Station in the city of SeaTac, terminating at a new station — Federal Way Downtown (FWDS). Studies along the project corridor established the need for reliable, efficient peak and off-peak transit service to connect with the region’s growth centers. The corridor also has a high concentration of transit-dependent populations who need efficient and reliable regional transit connectivity, which FWLE directly addresses.

The line will include at-grade, retained fill, retained cut, and elevated structure guideway types. Construction of interim stations will be necessary, for continuity of service, at Kent/Des Moines, just south of the existing Angle Lake Station, and at South 272nd Street located to the north of FWDS. In addition, a maintenance facility will be constructed adjacent to FWDS to be used for vehicle inspection and interior cleaning. Parking, bus stops, and bike lockers and racks will be provided at the stations and other locations, further contributing to the project’s role in expanding mobility and improving connections to the regional multimodal transportation system. FWLE is forecast to be completed in 2026 and to raise ridership to approximately 29,000 – 34,000 daily riders.

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RapidRide H Line Transit Project Achieves Envision Platinum

25-April-2024

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King County, Washington and Washington, D.C. — A bus rapid transit project in King County, Washington has achieved an Envision Platinum award. King County Metro upgraded existing bus Route 120 to deliver the RapidRide H Line, adding to Metro’s growing bus rapid transit service. Consolidated bus stops, designated bus lanes, and all-door boarding are improving the rider experience with faster, more frequent, and more reliable service. The bus station shelters are designed to increase rider safety and improve wayfinding, while also reducing operations and maintenance costs and impacts on the environment. For this multi-jurisdiction project, King County Metro partnered with the City of Seattle Department of Transportation (SDOT), the City of Burien, and White Center (an unincorporated area of King County).

 The new RapidRide H Line addresses key public transit issues to support the development of a more mobile, equitable, and resilient community. The project transformed one of King County’s ten busiest routes, that had struggled with severe overcrowding during peak transit times, into one providing buses at least every 15 minutes all day, every day — and at least every 10 minutes during peak travel times. Newly designated business access and transit (BAT) lanes and queue jump signals for the buses throughout most of the route allow for faster travel times, while other roadway improvements — including new turn lanes, traffic signals, and pedestrian crosswalks with flashing beacons — are improving overall safety. Since this transit route passes through several economically disadvantaged neighborhoods, the upgraded service also better connects residents to community amenities and job opportunities.

King County’s Green Building and Sustainable Development Ordinance requires community projects to achieve high levels of environmental sustainability while also addressing equity and social justice issues. Given these key priorities, Metro chose to pursue Envision verification for this project because the comprehensive framework provided the best direction to inspire and achieve the breadth and depth of sustainability sought throughout all project phases — from planning to design through construction.

The new RapidRide H Line service began in March 2023.

 

Verified Sustainability Achievements

Demonstrating Community Leadership – Planning and design of the new RapidRide H Line involved thorough outreach and engagement with the community, which ultimately helped to inform routing, stop locations, station amenities, and safety and access improvements.  The project team first partnered with local organizations to identify community stakeholders, and then conducted several phases of multilingual public outreach — including surveys, interviews, polls, and more — to identify the most concerning issues along the H Line route. This stakeholder involvement significantly contributed to the project’s overall success. For example, station stops and shelters were revised to provide the most equitable access for vulnerable communities to economic opportunities, healthcare, and other community services.

Improving Community Mobility – This project serves to advance equity and social justice in King County by investing in faster, more frequent, and more reliable public transit service in an area representing Metro’s priority populations: communities of color and those with lower incomes, limited English proficiency, and high transit dependency. One of the main objectives of Metro’s bus rapid transit service, including the new RapidRide H line, is to increase transportation capacity so that a rider can arrive at a bus stop at any time and quickly get on a bus, eliminating the need to rely on or interpret a schedule. The RapidRide H Line creates new connections that expand King County’s public transit network, providing better access to the Burien Transit Center, other bus routes, and bicycle and multi-use trails. The project also reduces disparities with respect to sidewalk infrastructure and pedestrian safety along the project’s corridor.

Preserving Water Resources – King County Metro Maintenance and Facilities has an established program to minimize bus zone cleaning times while still providing adequate cleanliness for customers. Bus station shelters were therefore designed to minimize maintenance and water usage, while maintaining the desired function and aesthetics. By designing the bus shelters with smooth glass roofs, power washing efficacy was increased while water use for cleaning was decreased. The project team also aimed to reduce water irrigation needs by specifically choosing drought tolerant plants, so no permanent irrigation was installed. Finally, the overall reduction of impervious surface in the project area led to decreased stormwater runoff and lower impact on water quality.

Stimulating Economic Prosperity – The RapidRide H Line was a unique opportunity to directly benefit neighborhoods in its service area, as studies have shown a link between bus rapid transit projects and economic development in the communities they serve. It achieved this not only by providing faster, more reliable and connected public transit, but also through the generation of living wage jobs and the development of skills and capabilities throughout the construction and operation of the line­­. As an example, the project team (with support from King County Central Procurement and Contracting Staff) leveraged County apprenticeship and training programs, particularly for construction trade workers and disadvantaged communities, throughout the development of the project.

Designing Resilient Infrastructure – The project team hosted a workshop to assess vulnerability to climate change and explore strategies for resiliency. Climate risks identified included wildfire, heat waves, and wetter winters, but projected impacts to the RapidRide H Line are deemed minimal. However, since riders may be exposed to these conditions, the bus shelters were designed to provide greater protection from the sun and hazardous weather conditions, while the increased frequency of service reduces wait time, allowing riders to limit their exposure. The project also partnered with other transit agencies in the region to create trip planning tools that better integrate routes and empower communities along the RapidRide H Line by improving access to services and thereby increasing quality of life. The project will continue to monitor rider capacity, bus delays, and other metrics to further improve rider access, mobility, and wayfinding.

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“Metro worked closely with the community to design and build the RapidRide H Line,” said Michelle Allison, General Manager of King County Metro. “Together, we created the best way to travel between Burien, White Center, West Seattle and downtown Seattle. Transit has always been the greenest way to travel, but winning this award takes our shared sustainability commitment to a new, higher level. We’re grateful to all of the jurisdictions and partners who made this recognition possible.”

“Our community loves having the H Line right around the corner from the new food bank!” shared Carmen Smith, Executive Director of White Center Food Bank. “It makes it really easy for them to get to the food bank, as well as take their groceries home without having to walk too far or uphill to get to the bus. Volunteers have been able to utilize the H Line when their car hasn’t been super reliable or when they don’t want to worry about parking. We also have a staff person who lives right on the H Line, which makes it easy to commute to work and not have to always rely on a ride. It’s neat that we have so many different folks connected to the food bank using the H Line.”

“ISI is proud to announce the Envision Platinum Award for the new RapidRide H Line,” said Kristi Wamstad, Verification Director at ISI. “This project absolutely demonstrates how the Envision framework can be used to align multiple stakeholder priorities and ultimately strengthen economic, social, and environmental results.”

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Philadelphia International Airport’s Taxiway J Rehabilitation Project Earns Envision Verified Award

17-April-2024

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This award marks the first project in the state of Pennsylvania to achieve Envision verification for its sustainability efforts.

Washington, D.C. and Philadelphia, Pa. — The City of Philadelphia Department of Aviation (DOA) has obtained an Envision Verified award for integrating principles of sustainability into the design and construction of its Taxiway J Rehabilitation project at Philadelphia International Airport (PHL). The DOA engaged RS&H, Inc. to design this key project that will transform airport operations by rehabilitating Taxiway J’s western stretch. Construction is currently underway and is expected to be complete in the fall of 2024.

PHL is the only major airport serving one of the nation’s top ten largest metropolitan areas, with over 300 daily departures to 120 destinations worldwide. It serves as a hub for 27 airlines, including all major domestic carriers, and accommodates more than 28 million passengers each year.

PHL consists of four runways with crossfield taxiways connecting the north and south sides of the airfield, as well as the Cargo City apron and deicing apron on the west side of the airfield. Quality maintenance is paramount for these airfield pavements to ensure continued operational safety and efficiency, and an evaluation revealed that Taxiway J was due for rehabilitation.

The DOA set out to have Taxiway J reconstructed from Taxiways Z to Y, adjacent to the west cargo apron, along with its connector Taxiways K7 and K8, and all associated safety areas. The project was also identified as an early opportunity to showcase PHL’s commitment to enhancing the sustainable performance of their airport by using Envision as a guiding framework. This is the first project to become Envision verified as a part of the DOA’s recent adoption of the Envision framework for airfield and landside projects, and it also marks the first Envision Award in the state of Pennsylvania.

Verified Sustainability Achievements

Safety and Security – The project team developed a comprehensive and proactive Construction Safety Phasing Plan that extends to the contractor, James J. Anderson Construction (JJA), and all subcontractors involved in the project. It identifies all construction activities that will occur as part of the project within the Air Operations Area and defines how each construction area will comply with FAA regulations and requirements on airfield safety. Methods for safety inspections and communications, as well as requirements for security and training for project personnel, are set out in the plan.

Sustainability Leadership & Management – The DOA has established a set of  design standards to incorporate sustainability and climate resilience into all of its capital projects.  These standards include a commitment to measuring and addressing the social, environmental, and economic aspects of development projects at PHL and PNE (Northeast Philadelphia Airport) along with the utilization of the Envision framework for design and construction of airport infrastructure. The project team hosted a sustainability kickoff meeting – including interdisciplinary representation from engineers, planners, capital developers, construction managers, project managers, sustainability experts, and senior leadership – to discuss aligning their sustainability goals with Envision. The team then developed a project-specific Sustainability Management Plan to guide, track, and communicate their sustainability efforts using Envision throughout the project.

Operational Energy Reduction – The project team analyzed operational energy consumption for the project and determined the driver to be airfield lighting and signage. All airfield lighting and signage will be updated from traditional incandescent bulbs to more energy-efficient light emitting diode (LED) bulbs. This is expected to reduce operational energy consumption by 55%.

Reducing Impervious Cover – The project area is 14.75 acres, all located on previously developed airport property, and it consists of airfield pavement and grass infields. The project team found the total impervious cover to be 13.68 acres, or 93% of the project area. This project will reduce impervious cover by removing unneeded pavement and converting 0.18 acres of impervious cover back to pervious grass cover.

Infrastructure Integration – Taxiway J serves as an important connection to the airport’s deicing apron. During periods of winter weather, aircraft use Taxiway J for queuing to access the deicing apron. If the taxiway were not safe to use due to poor pavement conditions, this would cause flight delays. Originally, this project’s scope only included the rehabilitation of pavement for Taxiway J from Taxiways Z to Y. However, it became apparent to the project team that the intersection of Taxiway J and Taxiway Y should also be included in the project scope. The expanded scope not only improves safety for the overall airfield, but also allows for more efficient taxiway operations for the airport. Another key enhancement will be the installation of specific airfield lighting that provides routing, guidance, and surveillance for improved control of aircraft and vehicles during various weather conditions.

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“We are proud that our airport has received its very first Envision verification for Taxiway J,” said Lee Sutanto, Philadelphia International Airport’s Assistant Engineering Manager. “This achievement was made possible through a collaborative and concerted effort by the design team, the airport’s project and construction management team, and the cooperation of the general contractor. We work hard at PHL to prioritize sustainability in all our infrastructure investments.”

“RS&H has worked with PHL/PNE DOA to create a programmatic approach for Envision, developing policies, procedures, guidance and documentation for project teams,” said Megan Kilinski, ENV SP, Sustainability and Resilience Consultant at RS&H. “Leveraging this programmatic approach was key to our team’s success with the TW-J rehabilitation project, and the lessons we learned are paving the way towards more sustainable infrastructure projects at the airport in the future.”

“We are excited to celebrate PHL’s first Envision Award as they embark on their journey toward greater sustainability,” says Kristi Wamstad, ISI Verification Director. “PHL’s Department of Aviation’s commitment to sustainability through the use of Envision sets a great example for the airport industry.”

 

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