#DRMPerspective

What Does Safety Look Like at DRMP Through a Safety Leader’s Eyes?

Thu, 25 Jun 2026 04:00:00 +0000

An overloaded power strip. An open file cabinet drawer. A cluttered storage area. These may not be the hazards that immediately come to mind when people think about workplace safety, but according to DRMP Environmental Health and Safety Manager David Couch, they can be just as important as the risks found in the field.

With a background spanning warehouse distribution, general manufacturing, heavy steel manufacturing, construction, maritime operations, and fire rescue, Couch brings a wide perspective to safety leadership. Since joining DRMP in April 2026, he has traveled to the firm’s regional offices and project locations, working to understand operations firsthand and support a culture where safety is a collective commitment and responsibility.

In recognition of National Safety Month, this Q&A highlights Couch’s approach to safety leadership, the challenges facing the engineering and construction industries, and why he views himself as a coach, teacher, and mentor. Underlying that philosophy is a goal that guides his approach to safety: making sure everyone goes home at the end of the day.

With more than 20 years in environmental health and safety leadership, what do you believe separates a strong safety culture from a reactive one?

A strong safety culture is proactive rather than reactive. It's built on visible leadership, employee involvement, and consistent accountability. Organizations with strong cultures don't wait for incidents to drive action. They identify hazards early, encourage employees to speak up, and integrate safety into daily planning and operations.

Throughout my career, including more than 100 Occupational Safety and Health Administration (OSHA) inspections without a fine, I've found that the most successful organizations are those where safety is owned at every level. When leadership is engaged and employees trust that concerns will be addressed, safety becomes part of the way work gets done, which reduces risk and improves overall performance.

You've worked across industries ranging from construction and manufacturing to maritime and distribution. How does that broad experience influence your approach to safety at DRMP?

DRMP’s work spans office environments, field operations, roadway activities, surveying, engineering support, and construction-related services, so it is important that our safety programs are practical, adaptable, and scalable across different types of work. Having worked in dynamic and high-risk environments, I understand the importance of developing programs that not only meet regulatory requirements but also function effectively in real-world operations.

Some of the best safety improvements I’ve seen throughout my career came from involving employees, supervisors, and operational leaders early in the process. That is one of the approaches I want to continue strengthening at DRMP, building programs that support the work our teams perform while encouraging participation, communication, and joint responsibility throughout the organization.

Another benefit of working across industries is the ability to apply lessons learned and best practices from one environment to another. Whether it is hazard recognition, fleet safety, incident prevention, training systems, or field accountability, many successful strategies can be adapted and tailored to improve overall safety performance. My goal is to help DRMP continue building a safety culture that is proactive, sustainable, and incorporated into everyday operations across all business lines.

What are some of the biggest safety challenges facing the engineering and construction industries today?

One of the biggest safety challenges in engineering and construction is managing increasing operational complexity while maintaining consistent performance across multiple projects, teams, and environments. Faster schedules, tighter timelines, workforce shortages, and changing regulations all add pressure.

The industry is dealing with experience gaps as seasoned workers retire and newer employees enter the field. This makes strong onboarding, mentorship, and ongoing training essential for maintaining hazard awareness and safe decision-making.

Mental fatigue, distraction, and heavy workloads are also growing concerns. Employees today are often managing high workloads, extended travel, long hours, changing project demands, and constant communication through phones and technology. These factors directly impact situational awareness and increase risk in field and driving activities.

Consistency across diverse contractors and project teams remains another major challenge, as does managing roadway and fleet safety, which continues to be a leading source of serious incidents.

One of the most important challenges is preventing complacency. Organizations must continuously reinforce hazard recognition, field engagement, planning, and communication to maintain awareness and prevent normalization of risk.

Companies that treat safety as a core part of operations, not just a compliance requirement, are best positioned to manage these risks effectively.

Safety is often associated with jobsites, but you've emphasized that office environments matter, too? What are some of the most overlooked workplace hazards people don't think about?

When people think about workplace safety, they often focus on construction sites or field operations, but office environments have their own set of risks that are often underestimated because they develop gradually.

The most common are ergonomic and repetitive strain issues, things like poor workstation setup, prolonged sitting, and repetitive computer use. These can lead to long-term musculoskeletal injuries that impact health and productivity over time.

Slip, trip, and fall hazards are also often overlooked in office settings, whether from cords, housekeeping issues, or wet entryways. These remain some of the most common workplace injuries across industries.

Another area is preparedness. Employees are not always familiar with emergency procedures such as evacuations, severe weather response, or medical events, yet those situations require quick, informed action.

More broadly, safety also includes factors like fatigue, stress, and distraction, especially when employees are traveling or balancing multiple priorities.

The goal at DRMP is to build a safety culture that recognizes that every employee and every work environment matter, whether someone is working in the field, operating on a roadside project, driving between locations, or working in an office.

You travel regularly to DRMP's regional offices and project locations. Why is it important to have a hands-on, visible approach to safety leadership?

A hands-on, visible approach to safety leadership is important because effective safety programs cannot be managed solely from behind a desk. Every office, project site, and operational environment has unique challenges and exposures that are best understood through direct engagement with employees and field operations.

Visiting DRMP’s regional offices and project locations allows me to see how work is being performed, understand operational challenges firsthand, and build stronger relationships across the company. This visibility also creates opportunities for open communication and collaboration, which are essential for identifying hazards, improving processes, and strengthening safety culture.

When safety leaders are present in the field – observing operations, participating in discussions, and listening to employee feedback – it reinforces that safety is an active priority rather than just a written policy. It builds trust, encourages open communication, and supports early identification of issues before they become larger problems, while keeping leadership connected to day-to-day operations.

You've overseen safety on billion-dollar, multi-year projects without a significant event. How do you maintain high safety standards while supporting project schedules and operational goals?

On large, fast-paced projects, I operate from the principle that safety and production are not competing priorities. They work together when safety is built into the planning process from the start.

The most effective way to maintain high standards is through early risk identification during pre-planning and coordination. That includes evaluating schedule constraints, logistics, subcontractor activities, and changing field conditions so potential issues are addressed before work begins.

Once work is underway, consistent communication and strong field presence are critical. Staying engaged with project teams, supervisors, and contractors helps ensure expectations remain aligned and allows issues to be addressed quickly without disrupting progress.

I also rely on leading indicators, such as observations, near misses, training, and corrective actions to identify trends early and keep performance on track over the life of a project.

Strong safety performance on large projects comes from integrating safety into daily execution so that planning, communication, and field leadership all support safe and productive operations.

Training is a major part of your background, including holding all four major OSHA authorized instructor certifications. How do you make safety training relevant and engaging for employees at every level, including those who may be uninterested or do not take it seriously?

One of the most important lessons I’ve learned throughout my career is that effective safety training is not about simply presenting regulations or checking a compliance box. It is about making the information relevant to the employee performing the work. I focus on real-world application rather than just theory, helping employees understand not only what the requirements are, but why they matter and how they help protect people, improve operations, and prevent incidents.

Engagement is also critical. Using actual examples, field experience, case studies, scenario-based learning, and open discussion helps make training more relatable and easier to retain. Different groups learn differently, so training must be tailored to the audience while maintaining consistent safety expectations. For employees who may be skeptical or uninterested, credibility and experience matter. People are more likely to participate when they know the instructor understands their work environment and can connect safety concepts to real operational challenges.

At the end of the day, successful training is about creating understanding, engagement, and ownership so employees leave with knowledge they can apply immediately and a clearer understanding of why safety matters beyond compliance.

You've describedf yourself as a coach, teacer, and mentor rather than an enforcer. Why is relationship-building such an important part of effective safety leadership?

Effective safety leadership is built on trust, communication, and credibility. While compliance and procedures are important, long-term safety success depends on people. Employees are more likely to report concerns, participate in safety programs, and follow procedures when they know leadership is genuinely invested in their well-being.

That’s why I view safety leadership as a balance of coaching, teaching, mentoring, and accountability. Building strong relationships encourages open communication and helps employees feel comfortable speaking up about hazards before they become incidents. It also helps move safety beyond compliance by giving employees a better understanding of the “why” behind expectations. Employees are more likely to take ownership of safety rather than view it as something imposed on them. Coaching and mentorship help develop critical thinking, hazard recognition, and personal accountability, which are essential for building a proactive safety culture.

One of your core messages is that "everyone goes home safe." What does that philosophy mean to you personally?

The phrase “everyone goes home safe” is more than a slogan to me. It represents the responsibility we have to protect people and the understanding that every decision made in the workplace can have a real impact on someone’s life, family, and future.

Over the course of my career, I have dealt with three workplace fatalities, and those experiences permanently shaped my perspective on safety leadership. In addition to my professional safety career, I also served in the volunteer fire service as a fire chief, where I witnessed firsthand the devastating impact that serious injuries, fatalities, and emergency situations can have on individuals, families, coworkers, and entire communities. Those are experiences that stay with you, and they remind you how important it is to never become complacent when it comes to safety.

Every employee should have the opportunity to return home to their family in the same condition they arrived to work. That belief influences how I approach training, leadership, planning, communication, and field engagement every day.

Many serious incidents are preventable when organizations maintain strong communication, proper planning, accountability, and operational awareness.

For someone considering a career at DRMP, what would you want them to know about the firm's commitment to safety and employee wellbeing?

I would want them to know that the firm is committed to building a strong culture centered around safety, employee well-being, professionalism, and continuous improvement.

Safety at DRMP is not viewed simply as a compliance requirement. It is part of how we plan to work, support employees, and operate as an organization.

One of the things that stands out about DRMP is the willingness of leadership and employees across the organization to engage in the safety process and work collaboratively toward improvement. There is a genuine effort to strengthen programs, improve communication, standardize processes where appropriate, and ensure employees have the resources and support needed to work safely and effectively.

I would also want potential employees to know that their voice matters. Building a strong safety culture requires communication, employee involvement, and mutual respect. Employees are encouraged to raise concerns, ask questions, contribute ideas, and participate in improving workplace safety. That type of collaboration helps create a stronger organization and a more supportive work environment for everyone.

David Couch serves as DRMP's Environmental Health and Safety Manager.

DRMP’s Parking Studies Help Reduce Development Costs Through Smarter Design

Tue, 16 Jun 2026 04:00:00 +0000

As development costs continue to rise, parking infrastructure has become one of the most expensive decisions developers make – and one of the easiest areas to overspend. Without a clear understanding of actual parking demand, projects can end up burdened with unnecessary construction costs, inefficient layouts, and underused spaces.

DRMP’s transportation experts provide parking study expertise for commercial, mixed-use, and residential developments throughout the United States to help clients optimize parking design, improve operations, and reduce development costs.

Structured parking does not come cheap. A single space in a parking garage can cost approximately $50,000-$100,000 to build. For large developments, that figure can climb into millions of dollars. Without a detailed analysis of actual demand, developers risk overbuilding parking and tying up valuable capital in unused spaces.

Understanding Your Parking Requirement

DRMP’s team has experience interpreting local parking codes and applying them to proposed projects. Local codes are often vague and written for standard uses, so determining how a specific site can be brought into compliance can be complex. This interpretation provides an essential foundation for future parking planning and supports requests for parking reductions.

Unique circumstances, such as the differences between affordable and market-rate housing, can create significant variations in parking demand that are not always formally reflected in local codes but can support project financials without sacrificing site use. Meanwhile, existing properties may benefit from updated codes with potential to repurpose or reorient parking facilities to better service the tenants.

Shared Parking Creates Significant Savings

One of the most valuable tools in parking planning is shared parking analysis. Shared parking allows different land uses with varying peak demand times to use the same parking supply. For example, office parking demand typically declines in the evening just as restaurants, entertainment venues, and retail activity increase.

Rather than constructing separate parking structures for each use, developers can evaluate overall site parking needs and design around the combined peak usage periods. In many cases, the total number of required spaces is substantially lower than if each use were calculated independently.

The financial implications are significant. Eliminating just 50 structured parking spaces could save a developer approximately $2.5 million. On larger projects, right-sizing parking infrastructure can result in savings of several million dollars while also freeing up land for additional development opportunities.

DRMP has also helped clients identify situations where projects were significantly overparked. In many mixed-use developments, parking requirements are calculated independently without accounting for the reality that many spaces sit empty for large portions of the day. By analyzing actual parking demand patterns, DRMP has helped developers reduce unnecessary parking construction and reclaim valuable space within their developments.

Designing Parking for Efficiency

Our team recently completed a parking study for a new parking garage serving Bank of America in Charlotte, N.C. The study evaluated the garage’s secured gate system, including how vehicles queue at entry and exit points. While gates improve security and access control, they can also create congestion if not properly designed. DRMP analyzed peak-hour traffic volumes and modeled vehicle stacking to ensure queues would not spill back onto adjacent roadways.

The garage also incorporates smart parking technology that provides real-time information showing where spaces are available on each level. These systems often use overhead indicators – typically green lights for open spaces and red lights for occupied spaces – to help drivers identify available parking. By directing drivers to open spaces more efficiently, the system reduces internal circulation, shortens search times, and minimizes driver frustration. Efficient circulation is critical because inconvenient parking can discourage customers, tenants, and visitors from returning to a site.

The general garage layout was another key component of the Bank of America parking analysis, including ramp design, circulation patterns, and access points. A well-designed garage allows vehicles to move smoothly while maintaining safe pedestrian access. Poor layout decisions, by contrast, can create traffic jams and safety concerns that impact the entire development.

DRMP is also evaluating emerging parking technologies, including automated parking systems such as AUTOParkit. These systems allow drivers to leave their vehicle at a designated drop-off point while a conveyor system automatically parks and stores the vehicle within a parking garage. As these systems gain traction in dense urban environments, such as in cities like Miami, DRMP evaluates how efficiently vehicles can enter, exit, and be processed without causing traffic backups onto surrounding streets.

DRMP also conducted a parking study for Duke Raleigh Hospital as the hospital planned a new tower on its urban campus where available land was limited. Initial discussions centered around constructing an additional parking garage to accommodate projected demand.

Instead, DRMP evaluated the existing parking decks and identified an opportunity to improve efficiency through restriping and circulation changes. The existing garage operated as a two-way facility, which required wider aisles and reduced the amount of usable parking area on each level. By converting the structure to a one-way circulation pattern and redesigning the striping layout, the hospital gained approximately 200 additional parking spaces within the existing structure, eliminating the need to build a new garage. The result saved substantial construction costs while maximizing the use of existing infrastructure.

Helping Clients Prioritize with a Solutions Matrix

Every development presents unique parking challenges, which is why DRMP provides clients with actionable solutions rather than a one-size-fits-all recommendation.

As part of our evaluation and recommendations, DRMP develops a priorities matrix that evaluates potential parking and circulation improvements based on implementation difficulty, cost, and overall impact. The matrix ranked options from high to low priority, essentially creating a menu of strategies clients could choose from based on their operational goals and budget.

Rather than telling the client what they had to do, the matrix helped guide decision-making and allowed stakeholders to focus on the solutions that best aligned with their priorities. This approach often leads to more cost-effective outcomes and greater client confidence in the final plan.

Developers often focus heavily on building design and aesthetics while parking considerations are addressed late in the process. However, parking can be a huge factor in determining whether a development succeeds.

Too little parking can frustrate users and drive customers away. Too much parking can unnecessarily inflate construction costs and erode profitability or housing affordability.

A thorough parking study helps strike the right balance, ensuring convenient access for users while avoiding unnecessary construction expenses. As developments become more complex and budgets tighten, strategic parking analysis is emerging as an essential tool for maximizing operational efficiency, improving user experience, and protecting the financial performance of a project.

If you are interested in having a parking study conducted for your project, please click here.

John Schick, PTP, serves as Traffic Analysis Group Leader for DRMP’s Transportation Market Sector.

Rynal Stephenson, PE, serves as Chief Traffic Analysis Engineer for DRMP’s Transportation Market Sector.

Grady Vaughan, PE, PTOE, PTP, serves as Traffic Analysis Lead for DRMP’s Transportation Market Sector.

Traffic Impact Analysis That Makes Development Work Better in the Real World

Tue, 16 Jun 2026 04:00:00 +0000

Finding parking downtown, navigating a busy intersection, or trying to make sense of a commercial development layout shouldn’t feel like a daily puzzle, but too often, it does.

We've all experienced those moments of frustration when a space doesn't function the way we expect it to. At some point, you start to wonder: who planned this, and how did it get approved?

That’s exactly the kind of issue DRMP’s Traffic Impact Analysis (TIA) team helps prevent by supporting smarter development that works with, not against, how people move through a place. Even after a project is built, conditions don’t stay the same. New developments, shifting traffic patterns, and regional growth can all change how a site performs over time.

Working primarily with private clients, including developers, property owners, and commercial investors, our TIA team evaluates how proposed projects will interact with the surrounding transportation network and identifies improvements needed to support safe, efficient operations.

What our clients appreciate most about our team is our expertise in aligning project expectations with Department of Transportation (DOT) requirements. We guide clients through the TIA process, helping them avoid unnecessary mitigation costs and streamline approval timelines. Many of our clients come to us because they are required to complete a TIA but are unsure where to begin. In addition to preparing the TIA itself, we provide end-to-end support throughout the process.

This work begins long before construction. Every development, whether a residential community, retail center, office building, or mixed-use project, adds new demand to existing infrastructure. Understanding how that demand affects traffic flow, access points, and nearby intersections is a key step in determining project feasibility.

A core service is our traffic impact analysis, which assesses existing conditions, forecasts future traffic demand, and identifies transportation improvements needed to support a project. These studies help clients and reviewing agencies understand potential effects on mobility and safety, as well as any mitigation measures that may be required.

TIAs are one component of a broader suite of transportation services that includes:

• Transportation Planning
• Parking Studies
• Safety Audits and Crash Analysis
• Corridor Studies
• Due Diligence Studies
• Traffic Modeling and Simulation
• Signal Warrant Analyses
• Traffic Calming Strategies
• Speed Studies
• Multimodal Evaluations
• Traffic Data Collection
• Transportation Management Plans
• Transportation Demand Management (TDM)

Due diligence studies help identify potential constraints such as site access, permitting requirements, roadway improvements, and long-range transportation plans that could influence project viability.

Parking is another important consideration. DRMP’s parking studies evaluate demand based on land use, development type, and shared parking opportunities. Because parking can represent a significant portion of development costs, these findings often play a major role in determining site design.

Multimodal facilities are quickly becoming an essential aspect of planning for both urban and suburban development projects. Providing safe and efficient access for all tenants and visitors of a project, including transit-users, pedestrians, and bicyclists, helps to reduce vehicle trips to the site and achieve Transportation Demand Management goals many local jurisdictions are including in their long-term planning documents. DRMP’s experience with complex multimodal developments has reduced the project’s reliance on roadway capacity and reallocated mitigation costs into multimodal enhancements that improve the overall site experience.

By combining technical analysis with development insight, DRMP’s TIA team helps clients make informed decisions from concept through design, ensuring transportation considerations are addressed early and projects are aligned with real-world operating conditions.

Interested in a TIA for your project? Click here.

DRMP and Fuss & O’Neill Collaborate on Mobile LiDAR for New Hampshire Turnpike

Tue, 02 Jun 2026 04:00:00 +0000

When fellow Trilon partner firm Fuss & O’Neill needed mobile LiDAR expertise for one of the largest survey projects in its New Hampshire office’s history, the firm turned to DRMP.

Supporting the New Hampshire Department of Transportation’s (NHDOT) widening of the F.E. Everett Turnpike (I-293) and exits 6 and 7 Interchange Reconstruction project (Manchester 16099), DRMP partnered with Fuss & O’Neill to deliver advanced mobile LiDAR scanning services along a 3.5-mile stretch of the turnpike in Manchester.

The project includes major improvements around exits 6 and 7 where roadway widening and interchange upgrades are planned through a constrained urban corridor bordered by the Merrimack River and Manchester’s historic Amoskeag Mill District. Once one of the world’s largest textile manufacturing centers, the district is now home to offices, technology space, and mixed-use development.

For DRMP, the project presented an opportunity to showcase the firm’s mobile LiDAR capabilities in the Northeast while helping a sister company safely and efficiently deliver complex survey data for a high-profile transportation project.

Mobile LiDAR Advantage

Fuss & O’Neill serves as the prime consultant for the survey portion of the project to provide conventional survey services throughout the corridor, while DRMP is leading the project’s mobile LiDAR data collection efforts as a subconsultant.

Traditional survey methods on an active, busy interstate often require extensive lane closures and expose field crews to potential traffic hazards. By incorporating mobile LiDAR technology, DRMP helped reduce those risks while significantly accelerating field operations.

“The collaboration went extremely smooth – smoother than I would have ever expected,” said Greg Brown, LLS, PLS, senior project manager at Fuss & O’Neill. “Everything moved quicker than I had anticipated, and our team got to see firsthand how DRMP’s mobile LiDAR process works in the field.”

DRMP’s mobile LiDAR experts captured detailed roadway and hard-surface conditions throughout the corridor, while Fuss & O’Neill is performing conventional survey efforts for soft surfaces, such as grassy areas, right-of-way boundaries, and supplemental topographic data.

Together, the firms are creating a complete existing conditions model that will support the interim improvement project and future phases of corridor design. The interim project includes improvements along approximately 1.25 miles near exit 6 where NHDOT plans to widen portions of the roadway and add a merge lane to help alleviate congestion near the Amoskeag Circle. Although the immediate design effort is limited to the interim improvements, DRMP completed mobile LiDAR scanning for the entire 3.5-mile corridor, including city streets connecting to the interchanges, so NHDOT will have existing conditions data available for future phases of the F.E. Everett Turnpike widening project.

Coordinating Across States and Teams

DRMP crews drove up from North Carolina and worked with Fuss & O’Neill’s survey team to establish reference targets throughout the corridor for the mobile LiDAR scanning process, painting markings approximately every 500 feet. DRMP also provided a field template and demonstrated the target-painting process so Fuss & O’Neill’s crews could replicate the methodology on future projects. New Hampshire does not currently have established standards for mobile LiDAR target spacing or control requirements. Standards vary by state, with some requiring more control targets than others. DRMP Vice President and Geospatial Services Division Manager Brent Bass, PE, PSM, elected to use the more restrictive standards of 500 feet, as required by the Florida Department of Transportation (FDOT) and the North Carolina Department of Transportation (NCDOT), to ensure the highest level of accuracy and consistency in the dataset.

DRMP’s scanning survey team flew from Florida to North Carolina to pick up its second mobile LiDAR scanning vehicle stationed in the Carolinas before making the approximately 14-hour drive to New Hampshire to support the project. Once on site, the team met with Fuss & O’Neill staff for a hands-on “show and tell” of the equipment and workflow so both teams could align on the field process and expectations before work began.

Fuss & O’Neill’s survey crews collected precise ground coordinates at these control and validation points. Those reference points allow for the scanned data to be properly positioned so it matched exact locations along the project corridor.

Demonstrating the Value of Mobile LiDAR

While mobile LiDAR has become increasingly common on transportation projects nationwide, the technology was still relatively new to some project stakeholders in New Hampshire.

Initially, DRMP was only tasked with scanning the interim improvement area, approximately 1.25 miles. After seeing the benefits of the technology, however, NHDOT expanded the scope and requested scanning for the entire 3.5-mile corridor so the data would already be available for future design phases.

Following data collection, DRMP will begin processing the point cloud data and performing feature extraction to develop a comprehensive 3D model of the corridor.

“This project went very smooth,” Bass said. “It required a lot of logistics planning. It couldn't have gone any better. The Fuss & O'Neill team has been just absolutely wonderful to work with.”

This project is a prime example of the value of collaboration across the Trilon platform, combining DRMP’s mobile LiDAR expertise with Fuss & O’Neill’s local survey knowledge and established client relationships. The combined effort will deliver a coordinated, data-rich solution supporting NHDOT’s turnpike improvements with advanced technology and expertise.

DRMP Trains Next Generation of Surveying Professionals at Annual TopoDOT Workshop

Thu, 28 May 2026 04:00:00 +0000

Jenny Black arrived at DRMP’s annual TopoDOT training last week at the firm’s Orlando, Fla., headquarters eager to expand her knowledge of the geospatial technology transforming the surveying industry.

With a background in telecommunications and construction, Black is a Computer-Aided Design (CAD) technician with 10 years of experience in those fields and is now in her first year of surveying. She said the four-day training provided a valuable opportunity to deepen her understanding of LiDAR workflows, advanced geospatial software, and DRMP’s cutting-edge survey equipment.

“Seeing the boat has been so cool because I’m from the coast,” said Black, referring to the firm’s Z-Boat, a remote-controlled hydrographic survey vessel used to collect mapping and depth data in waterways and hard-to-access areas. Black works in DRMP’s Raleigh, N.C., office and grew up in Wilmington, N.C.

Black was one of 15 surveying professionals selected from DRMP’s offices in Florida and North Carolina, including St. Augustine, Tampa, Boca Raton, Orlando, Raleigh, and Troutman to attend the firm’s fifth annual TopoDOT workshop.

The TopoDOT workshop reflects DRMP’s continued investment in employee development, equipping survey and mapping/geospatial professionals across the firm with advanced training and hands-on experience using emerging geospatial technologies.

The training familiarized attendees with TopoDOT, a professional point-cloud and LiDAR processing software platform used by surveyors, engineers, and geospatial professionals to convert laser scan data into accurate CAD models, topographic maps, digital twins, and infrastructure deliverables. The training was led by DRMP Vice President and Geospatial Services Division Manager Brent Bass, PE, PSM, and Mobile LiDAR Group Leader Bryant King, CST, SIT.

Throughout the training, attendees received hands-on experience with the firm’s mobile LiDAR truck, the Z-Boat, and unmanned aerial vehicles (UAVs), such as the Harris H6 Hybrid UAV with a LiDAR payload.

Hands-On With Survey Technology

Employees spent four full days learning LiDAR workflows, including building electronic field books in MicroStation, managing and extracting point cloud data in TopoDOT, and performing roadway feature extraction, terrain modeling, and quality control procedures used to produce accurate 3D survey deliverables for projects.

Throughout the week, participants also received demonstrations of DRMP’s survey technology. For Black, the experience represented an opportunity to build confidence in an industry she is still learning.

“I was really intimidated coming in,” Black said during the training. “But, so far, it’s definitely been an info dump, a little bit overwhelming, but I have been retaining most of it.”

She said the opportunity has helped her better understand the overlap between surveying standards in North Carolina and Florida while giving her a stronger foundation in the field.

Survey Analyst Alessandra Alavedra-Benott from DRMP’s Boca Raton office said she hopes the training will help her become more efficient and confident working on drainage projects and curve extractions.

“I would like to do more projects that are in areas you can’t get a car in,” Alavedra-Benott said. “Like using the (UAV) for projects in rural areas and farm areas and using the boat for projects in the Everglades.”

She said she was surprised by the sophistication of the Z-Boat and the size of the UAVs used during demonstrations.

“I didn’t think the boat had so many batteries and had a computer inside,” she said. “And I didn’t think the (UAV) had six propellers and was that big.”

Survey analyst Ronald Hinkle, also from the Boca Raton office, said the UAV demonstrations stood out to him as well.

“How the (UAV) is controlled with an (iPad-based controller),” Hinkle said. “You don’t have to control it like you would a regular (UAV).”

Career Growth and Future Opportunities

The training also inspired employees to think about future career opportunities within DRMP and the surveying profession.

Survey Field Technician Dillon Durham from DRMP’s Tampa office is enrolled in the geomatics program at the University of Florida and is working toward professional licensure.

“My biggest goal is to be licensed and in multiple states to expand DRMP,” he said.

Durham earned his UAV pilot’s license in 2023 and already uses UAVs for photography outside of work. He said during the training he hopes Tampa eventually receives its own UAV equipment to support projects locally.

“We need a (UAV) in Tampa,” he said. “I’d like to learn more about the actual TopoDOT to support the office.”

For Esmerelda Segura, a survey technician in DRMP’s DeLand office with several years of survey experience, the training reminded her how quickly the profession is evolving.

“With geospatial, things are moving and people are learning the different technologies,” Segura said. “It seems more like a gaming thing with TopoDOT.”

Although she appreciates traditional surveying methods, Segura said she values the opportunity to continue growing with new technology.

“I’m very happy to have this opportunity and get to grow,” she said.

Chance Bradley, a survey technician in DRMP’s St. Augustine office, said the training gave him the opportunity to better understand the office side of surveying after years spent working in the field.

“I’ve always been the guy who’s been out waist-deep in the swamp getting the shot,” he said. “Now I’m really learning what the next phase of it is once it comes into the office.”

Bradley said the opportunity could help accelerate his career growth earlier than many field survey professionals typically experience.

“A lot of guys in my position don’t usually move into the office until they’ve been a crew chief for 20 years,” he said. “So I’m extremely lucky to have this opportunity.”

Survey Analyst Garett Salmon who works in DRMP’s Orlando office said the training has helped connect the concepts he learned in school to real-world surveying applications.

“You learn about the theory of it in school, but to put the theory into practice has been really cool and interesting,” he said.

Bass said the annual training has become increasingly important as LiDAR technology becomes incorporated into more DRMP projects throughout multiple offices.

“Our LiDAR work has become such a normal thing in all of our processes,” he said. “It is great to have people trained in every office, not just in Orlando.”

He said the firm’s goal is to expand LiDAR capabilities across regions, especially in North Carolina, where mobile LiDAR scanning has grown significantly over the last year and a half.

“We want them to do more and more of their own work,” Bass said.

He credited DRMP leadership for supporting the growth of the firm’s survey and mapping/geospatial services over the last decade.

“Nine years ago, we didn’t do this at all,” he said. “We didn’t even have a LiDAR team.”

Bass said DRMP’s support allowed the team to grow the program organically and establish its own standard operating procedures.

“I feel like we’ve become one of the top LiDAR groups in Florida, if not the Southeast,” he said.

Why Multidisciplinary Firms Like DRMP Benefit Clients and Employees

Tue, 19 May 2026 04:00:00 +0000

Long before “multidisciplinary” became an industry buzzword, DRMP was already built around it. Since its founding in 1977, the firm has combined surveying and civil engineering under one roof – an uncommon approach at the time. It has since become more prevalent and has proven beneficial to clients and technical staff through more efficient infrastructure delivery.

This model is still central to how DRMP operates. With civil engineers, surveyors, planners, scientists, and construction services professionals all on staff, projects are delivered through a coordinated, one-stop-shop framework that improves efficiency and accountability.

For clients, the benefit starts with simplicity. Instead of managing multiple consultants, they work with a single team responsible for project delivery from start to finish. This reduces administrative burden, minimizes coordination breakdowns, and establishes a clear line of accountability and communication.

For employees, it provides exposure to multiple engineering disciplines, supporting professional growth and development while creating opportunities to build long-term careers within the firm.

It also improves how work gets done. Because all disciplines are in-house, coordination happens in real time. Survey, design, environmental, and construction services teams can resolve issues faster, align on decisions earlier, and develop solutions with a full understanding of project impacts. Having construction services staff embedded in the firm also allows for constructability reviews during design, helping identify and resolve field issues before they become costly construction changes down the line.

A Trusted Advisor

A multidisciplinary structure also enhances project delivery and client relationships. With teams working side by side across disciplines, DRMP gains early insight into project needs and upcoming opportunities, positioning the firm as a trusted advisor rather than a single-service consultant.

These advantages become especially clear on complex infrastructure projects, such as DRMP’s design of the SR 50 Widening Project in Florida Department of Transportation districts 5 and 7.

SR 50 is a major east-west corridor that connects both Florida coasts to Central Florida, and the final two-lane segment between US 301 and Groveland presented safety and capacity concerns due to heavy truck traffic and limited passing opportunities. To address this, FDOT moved forward with an 8-mile widening through the Withlacoochee State Forest, converting the corridor into a four-lane divided highway.

DRMP served as the prime consultant for this project under a single contract spanning the two FDOT districts, coordinating several of its disciplines to improve a highly sensitive and environmentally constrained corridor. Because surveyors, engineers, environmental specialists, and construction-focused staff were all working within the same firm, DRMP was able to maintain consistency across FDOT district boundaries, streamline decision-making, and respond quickly to agency and stakeholder needs.

This approach also helped accelerate delivery. Early coordination between disciplines supported right-of-way decisions and environmental approvals, which shaved off a year in design time and helped FDOT move the project forward efficiently to meet a tight deadline supported by the state legislature.

Specialty Services

In addition to its core disciplines, including established environmental services, DRMP has continued to expand its capabilities through a range of specialty services, including noise analysis, multimodal planning, and disaster recovery and resiliency. This expansion enables DRMP to manage complex challenges more holistically while improving efficiency and reducing risk.

DRMP’s noise analysis expertise, for example, has supported major infrastructure improvements. On Florida’s Turnpike Enterprise Seminole Expressway (SR 417) widening project, the firm’s noise team supported the alternative delivery team by updating design-year models and conducting barrier analyses at six locations under a compressed schedule. Through efficient modeling and recommendations, the team identified cost-effective solutions that met required noise reduction criteria for adjacent communities.

(Photo courtesy of GFT) Florida’s Turnpike Enterprise Seminole Expressway (SR 417) widening under construction

The firm’s multimodal planning services improve safety, accessibility, and mobility for all modes of transportation, including walking, biking, transit, and vehicular travel. This work connects with our transportation planning, environmental, and engineering disciplines by evaluating how people move through their communities, enabling connected, context-sensitive solutions. The result is safer, more complete streets that advance the Safe System Approach and enhance livability.

DRMP’s disaster recovery and resiliency services help communities prepare for, respond to, and recover from natural disasters by combining engineering, environmental, and planning expertise. This work connects directly with our core disciplines by aligning damage assessments, design development, permitting, and construction support into a coordinated recovery process. This results in infrastructure that is restored more effectively and also rebuilt with improved resilience against future events.

Cohesive Quality Control

In addition to project delivery, DRMP’s multidisciplinary structure also improves quality control. With multiple disciplines reviewing work internally, projects benefit from built-in checks that ensure solutions are not only correct within each specialty but coordinated with all components before reaching the client.

This requires strong communication. Different disciplines often work on different timelines, making coordination much more crucial. Regular project meetings, clear documentation, and shared accountability help keep teams aligned and make sure responsibilities are understood for the project needs.

After nearly five decades, the industry has largely embraced multidisciplinary delivery. But for DRMP, it has always been the foundation, and it continues to define how the firm delivers reliable and more efficient infrastructure for the communities it serves.

Women Transportation Leaders Share Hard-Earned Career Lessons at WTS Central Florida Event

Mon, 18 May 2026 04:00:00 +0000

Know your value.

That message from Amanda Woods, PE, senior vice president and director of transportation at DRMP, reflected the mission of the 13th annual WTS Central Florida Chapter “A Walk in Her Shoes” event, where transportation and engineering leaders gathered for an honest and vulnerable conversation about work-life balance, career growth, and the realities of leadership in deadline-driven industries.

“Early on, I did not know my value. And that translates to money,” Woods said during a panel discussion moderated by Erin Johnson, a partner at JCJ Insurance Agency. “You need to educate yourself. You need to be bold. You need to go in there and say, ‘I want this. I’m worth this. I deserve this.’”

Amanda Woods speaks during a panel discussion at the WTS Central Florida Chapter "A Walk in Her Shoes" event.

Woods’ comments about knowing your value resonated with fellow panelist Gail Woods, PE, vice president and senior project manager at GFT, who said seeing Amanda Woods’ promotion announcement years ago pushed her to rethink her own career trajectory.

“I ended up moving to a new firm,” Gail Woods said. “Know your worth. Ask the questions.”

Hosted by the WTS Central Florida Chapter, the event also included a community service component benefiting Dress for Success, a nonprofit that supports women entering or re-entering the workforce through professional attire, resume assistance, and career coaching to help them achieve financial independence. DRMP employees, who are also WTS members, collected gently worn shoes, clothing, and handbags for donation at the event.

L-R, Amanda Woods, Hannah Guglielmello, and Kim Sadowski of DRMP pose with donations of shoes, clothing, and handbags they collected for the WTS Central Florida Chapter, "A Walk in Her Shoes" event.

The panel also featured Kenyatta Lee, chief of external affairs for the Greater Orlando Aviation Authority and Lizette Martinez, PE, senior vice president of Avant Engineering Group.

Johnson opened the discussion by addressing the blurred boundaries many professionals face in an “always on” culture driven by smartphones, email, and remote connectivity.

“Technology is great. It makes working accessible from anywhere,” Johnson said. “But burnout is really prompting us to have these conversations about creating clear boundaries between home and work.”

Donated shoes collected for the WTS Central Florida "A Walk in Her Shoes" event are displayed at The Venue on Lake Lily in Maitland, Fla.

The panelists shared what daily life looks like behind leadership titles in transportation and engineering.

Martinez shared she often works through lunch. Amanda Woods described days filled with client and internal meetings that frequently stretch into the evening.

“If you don’t have a meeting on your calendar in the morning, there probably will be one on there in the afternoon,” she said. “I, too, eat my lunch usually at my desk.”

She said even small moments of separation have become intentional. Sometimes she leaves the office briefly just to sit alone in her car after picking up lunch from a drive-thru before returning to meetings. At home, her husband typically has dinner waiting by 7 p.m., creating a sense of structure around an otherwise fluid schedule.

Gail Woods said long hours have defined much of her career, particularly early on when work-life balance wasn’t a topic of discussion. Proposal deadlines and submittals often led to 10- and 11-hour workdays.

“I’m a boomer,” she said. “We don’t know what (work-life balance) means.”

Gail Woods speaks during the WTS Central Florida Chapter "A Walk in Her Shoes" panel discussion.

Reflecting back on her early years in her career, she acknowledged the personal cost that came with prioritizing work for so many years.

“I know I shortchanged my son because I put work in front of him,” Gail Woods said.

The discussion also centered on the support systems that helped – or hindered – career growth.

Martinez became emotional while describing the role her wife has played in helping her manage business ownership and daily responsibilities.

“I would probably not be able to do all things I do without my wife,” Martinez said. “She is truly my ride or die.”

Audience members listen during the WTS Central Florida Chapter "A Walk in Her Shoes" event

Lee shared a similar perspective, describing her husband as her “No. 1 supporter” through career moves, multiple relocations to different cities, and the challenges of raising children away from extended family.

She also reflected on how childhood experiences influenced her career path in transportation and aviation. After losing her father at a young age, Lee’s mother worked multiple jobs while raising the family as a single parent. Limited transportation options forced Lee to learn public transit early in life, while her first plane ride at age 10 sparked a fascination with aviation that eventually inspired her career.

“I’m an accountant by trade, believe it or not,” she said. “It took me several years to get to aviation, but it worked out, and now I’m here.”

Gail Woods offered a more cautionary perspective on the role relationships can play in professional growth. She reflected candidly on an unsupportive marriage that limited opportunities throughout much of her career.

“Make sure your spouse will encourage you and work with you and not put you in positions where you have to suffer like I did,” she said.

Amanda Woods challenged the idea that work-life balance exists in a perfect or permanent form.

“There are a lot of struggles,” she said. “And I don’t necessarily believe that there’s truly a work-life balance.”

DRMP employees pose for a group photo at the WTS Central Forida Chapter "A Walk in Her Shoes" event.

She described learning to create intentional boundaries by scheduling personal commitments with the same discipline as work meetings. Weekly dinners with her parents, planned time with friends, and hobbies, such as pickleball, became ways to protect her time outside the office.

“Setting those boundaries… that’s how I’ve learned to do it,” Amanda Woods said. “It’s really just scheduling and making sure I’m paying attention to myself.”

Other moments in the discussion highlighted how risk, identity, and fulfillment shape career decisions. Martinez spoke about losing her father at age 9 and how that experience created a sense of urgency that influenced many of her choices, including launching her own engineering firm at age 32.

“It was a huge risk for me and my wife,” Martinez said, recalling how the couple drained their savings while building the business. “Luckily, we were extremely successful.”

An attendee asks a question during the Q&A session at the WTS Central Florida Chapter "A Walk in Her Shoes" panel discussion.

When asked what brings joy outside of work, the panelists described routines that help them disconnect and recharge. Martinez discussed earning her private pilot’s license and how flying forces her to focus completely on the present moment. Lee described investing in home exercise equipment, such as a Peloton bike, and walking as essential for maintaining mental clarity and managing stress.

“My Peloton has been a salvation for me,” she said. “Do something that is going to make your life more convenient.”

The discussion closed with advice for younger professionals entering the industry.

Martinez encouraged attendees to be honest about what they want from work and life rather than conforming to expectations. Gail Woods urged attendees to understand who they are and build a strong support system around them. Amanda Woods returned to the theme that anchored the entire conversation.

“Prioritize yourself because then you can prioritize others,” she said.

For the professionals gathered at “A Walk in Her Shoes,” the message was not about achieving perfect equilibrium between work and life. It was about understanding personal value, setting boundaries, and building a career that supports professional success and personal fulfillment.

Before Developers Buy a Property, DRMP Evaluates Development Risks

Thu, 14 May 2026 04:00:00 +0000

At a recent NAIOP Northern Virginia Developing Leaders Lunch & Learn, I participated in a panel discussion titled, “The Invisible Checklist: Due Diligence for Development.” NAIOP, the Commercial Real Estate Development Association, focuses on issues affecting commercial real estate development and ownership. The conversation centered on demystifying the unseen systems that make-or-break commercial real estate deals, particularly the early-stage evaluations that determine whether a project is feasible and what it will realistically take to get it built.

I’ve been involved with this group for 10 years, and the audience, comprised of roughly 80 professionals under age 35 working in construction, development, engineering, architecture, law, brokerage, and banking, was engaged in how projects are vetted before acquisition or development. That stage is where DRMP’s traffic impact analysis (TIA) and development due diligence expertise comes into play. Our team assists clients nationwide with traffic impact analyses, parking studies, and site feasibility evaluations. Our clients include national big-box retailers, quick service restaurant brands, automotive retail chains, as well as large private developers and institutional owners of other residential and mixed-use developments.

Before a site is purchased or fully designed, we help developers understand constraints, costs, and potential deal breakers at a high level. The goal is not to design the project in detail but to identify whether a site is viable and what major issues might affect feasibility, including impacts on cost and schedule.

Early Due Diligence and the 10,000-Foot View

From a traffic engineering perspective, early due diligence is about evaluating a site before commitments are made. I use the term “10,000-foot view” to describe the high-level perspective taken during early due diligence, before detailed design work begins. Developers often come to us during site selection with the question, “Can this work?”

At that stage, we provide a preliminary, experience-based assessment of what the site is likely to require from a transportation standpoint. This includes potential roadway improvements, traffic impacts, access constraints, and regulatory considerations that can significantly affect cost or design.

For example, if a proposed development requires a new traffic signal or major intersection improvements, that alone can represent a substantial cost, often in the range of hundreds of thousands of dollars. A single signal installation can approach $600,000 once design, construction, and coordination with agencies are included. Turn lanes, deceleration lanes, and driveway modifications can also significantly impact site layout and budget.

The intent is to surface these issues early so developers can evaluate whether a deal still makes sense before they are financially or legally committed to the property.

Consistency Across Markets

DRMP works with organizations evaluating dozens or even hundreds of sites in multiple states, requiring consistent, reliable analysis across markets. One advantage we provide is consistency. Because we operate in multiple regions in the country, we can deliver similar due diligence frameworks regardless of geography, allowing clients to compare sites using the same methodology and assumptions instead of adjusting to different consulting approaches in each market.

We regularly work with civil engineers, architects, and land-use attorneys, as part of the wider development team. Due diligence is rarely isolated to one discipline, and transportation is only one piece of a larger feasibility picture.

What We Evaluate Early On

Early due diligence also includes evaluating environmental conditions, utility availability, drainage, and soil composition before moving forward with a property. Certain soil conditions can significantly affect what can be built on a site and how much preparation may be required before construction begins.

Permitting and right-of-way are other major considerations. Site access alone can involve extensive coordination with local and state agencies, particularly when driveways, turn lanes, or roadway improvements are proposed.

While every site is different, early traffic due diligence typically focuses on a consistent set of elements:

Site access and driveway feasibility, including spacing, sight distance, and permitting constraints
Trip generation and overall traffic impact from the proposed use
Turn lane and traffic signal warrant analysis
Adjacent roadway conditions and planned improvements identified in long-range transportation plans
Parking and zoning requirements tied to transportation standards
Potential right-of-way impacts from future roadway widening or expansion projects
Existing and new multimodal facilities, including pedestrian, bicycle, and transit

One of the most overlooked risks involves future roadway planning. If a corridor is scheduled for widening or improvement, part of a site may be taken for right-of-way. That can reduce buildable area and affect how the site is developed.

These considerations come from adopted comprehensive plans, agency standards, and established engineering practice.

Traffic Is Regulated, Not Open to Interpretation

A key point that emerged during the NAIOP panel is that traffic analysis is often more structured than people realize. While professional judgment plays a role, many outcomes are driven by established thresholds and regulatory requirements.

When a development generates a certain level of traffic that exceeds the threshold, it can result in required mitigation measures. Those typically include turn lanes, traffic signals, transportation demand management strategies, or access modifications. The role of the traffic engineer is to evaluate those impacts early and explain the implications for cost and design.

This is why early due diligence is less about interpretation and more about clarity. It helps define what will be required if the project moves forward and whether it should move forward at all. Through our long-term partnerships with our clients, we are able to understand their priorities on each project and provide them with guidance on how to best navigate the development process to fulfill required mitigation while maintaining their budgeted costs and schedule.

When these questions are addressed early, developers are better positioned to negotiate, design, and invest with confidence. When they are not, projects often encounter avoidable delays, redesigns, or unexpected costs later in the process.

At its best, due diligence functions as an invisible checklist, ensuring that the projects moving forward are the ones that truly make sense.

Grady Vaughan, PE, PTOE, PTP, serves as Traffic Analysis Lead for DRMP’s Transportation Market Sector.

DRMP Promotes Wellness and Community Giving Through AdventHealth Corporate 5K

Fri, 08 May 2026 04:00:00 +0000

DRMP employees joined more than 13,000 participants alongside sister firm, CPH Consulting, LLC, on April 30 at the AdventHealth Corporate 5K, also known as “Orlando’s largest office party.” The 3.1-mile race started along Robinson Street at Lake Eola Park downtown and drew more than 500 businesses and nonprofits.

The park buzzed with team tents for socializing, food trucks, and live DJs, creating a festival-like atmosphere. Along the course, runners and walkers were supported by live musicians and cheering spectators, with pizza slices handed out as participants streamed past.

Organized by Track Shack, a locally owned running store and longtime leader in Central Florida running and walking events, the race benefits the Track Shack Youth Foundation and Second Harvest Food Bank.

DRMP’s participation highlights the firm's commitment to employee wellness, community engagement, and connection beyond the workplace.

Through the DRMPCares program, the firm covers all employee registration costs to encourage participation, teamwork, and giving back to the community. DRMPCares supports community initiatives in STEM education, health, and children’s programs.

After helping restart DRMP’s involvement in the event in 2024, DRMP Noise Group Leader Robyn Hartz, INCE, has also become known for another Corporate 5K tradition – dressing as a traffic cone each year. Now in her third year wearing the costume as team captain, Hartz said it’s been rewarding to watch participation continue to grow.

"This event has been a really great way to meet people I normally wouldn’t cross paths with during the workday," she said. "The traffic cone has kind of taken on a life of its own at this point, although after seeing the T-Rex out there this year, I may have to change it up next time.”

To add to the excitement, DRMP introduced its “Beat the COO Challenge,” a lighthearted competition that encouraged employees to push themselves while building camaraderie. Participants who finished with a faster time than Chief Operations Officer Mike Albano, PE, were eligible for prizes, including a commemorative trophy and a team lunch with leadership.

LiDAR Technician and UAS Pilot Ryan Ianacone, CST II, led all DRMP participants in this year’s race. A regular runner, Ianacone said the event offered a unique opportunity to combine a personal hobby with team engagement.

“I thought this was a great opportunity to share something I enjoy with other co-workers,” he said. “I had been training for months leading up to the race, and the challenge definitely added motivation. The biggest factor for me was the unknown of how fast the COO would be in the race, so I just had to do my best.”

For many employees, the event was about more than competition. Human Resources Benefits Specialist Dylan Nagel said the sense of community was what he appreciated most.

“I loved how involved with the community these events make you feel, and when I saw DRMP was doing this one, I didn’t want to miss the opportunity to connect and network with not only DRMP and CPH employees but also other individuals who are involved with the Orlando community,” Nagel said. “I love the support from strangers you get while running the race. You have families cheering you on from their driveways, and even at mile 2, when I started to slow down, I got a pat of encouragement from a stranger to keep going.”

Nagel added that the experience also encouraged him to stay focused on overall wellness.

“It encouraged me to keep training and focus on my health,” he said. “I even signed up for Hinge Health through our benefits to help manage some knee pain as I continue running.”

Traffic Engineer Brandon Beaver said the event aligned with his personal goals of staying active and building healthier habits.

“What motivated me was wanting to eat better and be more active,” he said. “My wife and I walk a 5K several days a week, so this fit right into what we’re already doing. The Beat the COO Challenge was a great idea. I hope DRMP continues offering more active, healthy events like this.”

Firm leadership also joined employees on race day to show their support. Albano and DRMP President and CEO Glenn Lusink, PSM, participated for the first time this year.

“I was impressed by the energy and participation from our teams,” Albano said. “I really enjoyed being out there with everyone. The challenge added a fun competitive element, but the real value was being part of the experience.”

Lusink echoed that sentiment, noting the opportunity to connect with employees, clients, and colleagues from the Architecture, Engineering, and Construction (AEC) industry and the wider Orlando community. He also enjoyed running into familiar faces throughout the event.

“It was so much fun,” Lusink said. “I didn’t know what to expect and was amazed by the crowd. It was great to see everyone out there together and supporting two great causes.”

DRMP employees in the firm’s regional offices also participated virtually, including Construction Services Area Leader Elizabeth Graham, PE, and Project Manager Tia Lilliman, PE.

The two finished fourth and fifth overall on the team, respectively. Lilliman participated from Merritt Island, selecting a 5K route that passed DRMP-designed projects, including Merritt Island Park and the adjacent amphitheater.

“This year, I participated virtually in the Corporate 5k event to support strengthening our DRMP company ties to the community and help promote a healthy, balanced lifestyle,” Lilliman said. “Achieving a goal of completing the 3.1-mile walk (or jog) is a simple, yet effective way to decompress after a long day of emails and meetings.

“I enjoyed jogging the 1.5-mile Veterans Memorial Park trail, wrapping around peaceful lake scenery, and passing by the newly constructed amphitheater park feature,” she continued. “I chose this location because it is an example of two successful DRMP site design projects.”

DRMP’s involvement in the Veterans Memorial Park and amphitheater in Merritt Island centered on transforming an 82-acre site into a regional hub for community events and veterans' services. The Veterans Memorial Park was a multi-year collaborative effort involving the Merritt Island Redevelopment Agency (MIRA), Brevard County Natural Resources, and the Brevard County Parks and Recreation Department. The Veterans Memorial Amphitheater was designed as an outdoor event complex to serve as a "magnet" for residents and tourists. The project culminated in a grand opening and ribbon-cutting ceremony held just days before the Corporate 5K event.

As DRMP continues to grow, events like the AdventHealth Corporate 5K highlight the firm’s focus on building a workplace where employees can connect, stay active, and give back. Through community involvement, DRMP remains committed to supporting its people and the communities it serves.

Check out the gallery below for more photos from the AdventHealth Corporate 5K.

DRMP Turns Hurricane Vulnerability into Fundable Resilience Solutions for Local Governments

Mon, 04 May 2026 04:00:00 +0000

Hurricanes are getting stronger and larger with impacts that are now extending beyond traditional coastal zones. Inland communities that once considered themselves relatively protected are increasingly experiencing flooding, wind damage, and infrastructure failures from major storm events – all while potential changes to FEMA’s role in disaster recovery could place more responsibility on local governments in the future.

This raises an important question for local governments. What steps can be taken to make Florida communities more resilient as hurricane risks continue to grow in scale and strength?

The answer is planning ahead and identifying existing and future vulnerabilities, securing funding, and investing in projects that reduce long-term risk before the next storm arrives.

DRMP brings local knowledge and national expertise in resilience planning and infrastructure design, helping communities turn ideas into actionable, high-impact solutions. We deliver clear-eyed strategies and solutions to advance resilience in ways that promote economic growth, respect community character, and strengthen the long-term stability of the people local governments serve.

One solution is Resilient Florida, a program that provides critical funding to support resiliency efforts. The next application cycle for this funding is expected to open in July and August 2026. However, successfully competing for these dollars requires technical analysis, strong documentation, and alignment between community priorities and program requirements.

This is where many local governments face challenges, not in identifying their risks, but in translating those risks into fundable, well-supported projects that can progress from concept to construction.

Turning Risk into Solutions

Using advanced analysis of critical assets, flood exposure, and infrastructure risk, DRMP helps communities pinpoint where they are most vulnerable to acute flooding events and long-term climate stressors. This technical foundation informs clear, data-driven priorities for reducing risk.

Advancing planning to implementation, DRMP applies engineering and design expertise to develop adaptation and mitigation strategies supported by feasibility studies and conceptual design, resulting in projects with defined design criteria, constructible solutions, and reliable cost estimates.

This engineering-backed rigor, combined with proficient research, benefit-cost analysis, efficient technical writing, effective storytelling, and detailed quality assurance provides confidence that proposed projects are competitive for state and federal funding opportunities.

And once awarded, DRMP delivers with resilient design and project and construction management that includes permitting and federal compliance. This streamlined approach helps communities move from approved funding to delivered projects much faster without duplication of effort.

Preparing for Recovery Without FEMA

There are several proposed changes to how America responds and recovers from hurricanes. Almost all of these include more local involvement and responsibility. While it is unlikely that FEMA will not be involved in recovery, there is a potential they will be less hands on. This will make understanding your infrastructure and preparing to have qualified, licensed professionals prepare damage assessments and scope and cost estimates for hurricane damaged infrastructure an essential need.

DRMP delivers engineering-led recovery solutions that tightly integrate FEMA compliance documentation and procedures throughout the project development phase. This approach enables a single assessment-to-construction workflow that eliminates duplication of cost and effort while producing a streamlined recovery process.

Resilience in Action

DRMP’s experience covers coastal and inland resilience projects, nature-based solutions such as living shorelines, and infrastructure improvements designed to perform under increasing storm intensity and frequency.

Recent work reflects this full lifecycle approach. In Brevard County, Fla., DRMP supported the Titusville Causeway Living Shoreline project, which incorporates natural systems with engineered solutions to reduce erosion and improve coastal resilience.

At Patrick Air Force Base, DRMP contributed to long-range resilience planning to help ensure future mission readiness under evolving environmental conditions. Statewide, DRMP has also supported efforts to improve flood vulnerability and sea level rise datasets to better inform decision-making throughout Florida.

As hurricane impacts continue to expand in scale and reach, resilience planning has become a core function of how communities prepare for the future, bringing together data, funding, and design to support smarter, more durable investments.

Ready to get started? Contact us today.

Josh Norman serves as the Disaster Resilience and Sustainability Practice Leader for DRMP.