#DRMPerspective

DRMP Gives Families a Lift Through Its Charity Bike Build

Thu, 23 Jul 2026 04:00:00 +0000

Senior Roadway Engineer Alan King, PE, works part-time and primarily from his home, but when he heard the firm needed extra helping hands for its Charity Bike Build, he didn't hesitate to step up.

King is just one example of the commitment DRMP employees bring to the firm's annual Charity Bike Build, which is made possible through the DRMPCares program. The corporate social responsibility initiative provides resources to support community involvement efforts that create positive, lasting change in STEM education, health, and the lives of children.

“I don't get into the office very often, but the Bike Build looked like something I could help with,” King said. “I like putting things together, though I'd never done bikes. I enjoyed the experience of doing something important, working alongside my fellow employees, and I look forward to doing it again.”

Senior Project Engineer Geoff Scales, PE, assembles a bike, while Senior Traffic ITS Designer Domingo Delgado and Senior Roadway Engineer Alan King, PE, work behind him.

This year's event brought together dozens of employee volunteers at DRMP's Orlando, Fla., headquarters to assemble 50 bicycles for local children and teens served by the Howard Phillips Center for Children and Families. Over the course of three Charity Bike Build events, DRMP employees have assembled 150 bikes, along with donated helmets and bike locks for families. Following assembly, several employees performed quality control checks on each bicycle to help ensure the bikes were properly assembled and ready for their new riders.

A Howard Phillips Center for Children and Families employee receives a donated bicycle from DRMP staff.

The bikes provide a vital means of transportation, helping teens get to after-school activities, sports, jobs, and other opportunities they might otherwise struggle to reach.

The Howard Phillips Center supports children, teens, and their families through a wide range of services, including care for young children with developmental delays and special needs, as well as assistance for those who have experienced abuse or neglect through urgent medical exams, injury documentation, and forensic interviews. The center also provides long-term counseling and operates mobile healthcare units that bring critical medical services directly to schools, ensuring children and teens receive the care, protection, and support they need to thrive.

Howard Phillips Center for Children and Families staff organize DRMP donated bikes for distribution.

For Construction Services Administrative Assistant Sabrina Gaynor, this year's event was one she had been anticipating since joining the firm.

“This was my first time participating in the Bike Build,” she said. “I had just started with the company when the event took place last year, and I was truly inspired by how many employees took time out of their day to come together and support such a meaningful cause. I knew then that I wanted to participate the next time the opportunity came around, and I'm so grateful that I was able to be part of it this year.”

Construction Services Administrative Assistant Sabrina Gaynor and Drainage and Water Resources Administrative Assistant Hannah Guglielmello pose with the bike they assembled together.

Structures Engineer Warren Allen, PE, returned for his second Bike Build after enjoying the experience the first time.

“It was such a good time last year that I had to participate again,” he said. “Typically, I do not have time to participate in charitable events due to other obligations, so it was a great opportunity afforded by DRMP for me to give to others. Sometimes life and work can be so busy, so it is great that we are able to help others in a way that we are sure will bring joy into their lives.”

Stormwater Engineering Intern Daniela Orjuela and Structures Engineer Warren Allen, PE, pose with the bike they built together.

Survey Analyst Johnathan Porto, CST1, said the event provides an opportunity to serve the community and connect with coworkers.

“We are a pretty busy group, but when we can, we like to help out,” he said. “We get to help the community and hang out with coworkers from different teams that we don't get to talk to every day, so it's nice to see new faces. It just feels like the right thing to do.”

Survey Crew Chief Matt Piombino (pictured left) and Survey Analyst Johnathan Porto, CST1, ( pictured right) assemble bikes together.

Porto said he doesn’t typically volunteer outside of work, “but whenever we get the opportunity to do so at work, we all join in as a group.

“It's a nice change of pace from the day-to-day work. It's rewarding to know we can do some good by doing something as simple as putting a few bikes together, no matter how much we mess up,” he joked. “Sorry, bike quality control guys.”

Wekiva Parkway Section 8 Interchange Closes Gap, Improves Regional Travel

Tue, 21 Jul 2026 04:00:00 +0000

Before the Wekiva Parkway Section 8 Interchange was constructed, motorists traveling across Central Florida often had to leave the region's expressway system and navigate local roads to travel between I-4, SR 417, and SR 429. The missing link created congestion, reduced travel reliability, and limited regional connectivity. Today, that gap is gone.

As the final connection needed to complete Central Florida's beltway, the Wekiva Parkway Section 8 Interchange improves mobility, enhances safety, and provides a more direct route for the tens of thousands of drivers who rely on this corridor.

The Wekiva Parkway Section 8 Interchange is a significant achievement for our Alternative Delivery Department and a reflection of the dedication, expertise, and commitment of everyone involved. The project’s eight major industry awards recognize the efforts of our team and partners in overcoming complex challenges and delivering a critical connection for Central Florida. We are grateful for the opportunity to contribute to a project that demonstrates the value of alternative delivery and sets a strong example of what can be achieved through thoughtful planning and execution.

As lead designer, DRMP partnered with The Lane Construction Corporation (contractor) to deliver the $274.5 million design-build project. The team's collaborative design-build approach transformed significant engineering challenges into opportunities for innovation. Located within one of Florida's most constrained transportation corridors, the project required solutions for limited right-of-way, high groundwater, weak soils, extensive utility infrastructure, and a major Duke Energy transmission line while maintaining traffic on I-4, one of the state's busiest interstates.

By strategically realigning I-4, the project avoided relocating the Duke Energy transmission line, saving millions of dollars and years of potential delays while allowing construction to occur largely offline. Additional design innovations preserved existing infrastructure, reduced bridge deck area by 200,000 square feet, reused roadway and drainage systems where feasible, and generated approximately $75 million in cost savings without compromising quality or performance.

A Landmark Achievement

The project included 2.63 miles of new limited-access toll road, 20 new bridges, reconstruction of 2 miles of I-4 to accommodate future I-4 Beyond the Ultimate express lanes, advanced intelligent transportation systems, all-electronic tolling, and extensive roadway, drainage, lighting, signage, and traffic control improvements.

Sustainability was further advanced through reduced impervious surface area, wetland protection, preservation of conservation easements, and the reuse of existing infrastructure where possible.

The result is a landmark achievement in transportation infrastructure that demonstrates how design-build delivery can accelerate schedules, maximize value, and deliver complex projects with measurable benefits.

The industry's recognition reflects that success. The project has earned eight major awards, including:

American Society of Highway Engineers (ASHE) National Project of the Year Award (Over $100 million category) (2026)
American Council of Engineering Companies (ACEC) National Recognition Award Engineering Excellence Awards (2026)
ACEC Florida Grand Winner in the Transportation Category (2026)
National Award of Merit from the Design-Build Institute of America (DBIA) in Transportation (Other than Aviation) Category (2025)
Project of the Year from the DBIA Florida Region in the Transportation - Structures Category (2025)
Engineering News-Record (ENR) Southeast Highway/Bridge Award of Merit in the Best Projects Competition (2025)
Florida Transportation Builders’ Association (FTBA) Best in Construction Award for Design-Build (2025)
Outstanding Design-Build or Construction Manager at Risk Project Award from ACEC Florida and FDOT (2025)

The strongest design-build projects begin with decisions made early when design and construction work together to solve challenges before they become obstacles. The Wekiva Parkway Section 8 Interchange demonstrates the value of that approach, where early collaboration helped address complex constraints, reduce risk, and deliver a critical connection for Central Florida.

TJ Lallathin, Jr., PE, DBIA, serves as Executive Vice President of Alternative Delivery.

Surveying One of Golf’s Most Legendary Holes

Tue, 14 Jul 2026 04:00:00 +0000

There’s an iconic putting green in Ponte Vedra Beach, Fla., surrounded by water and recognized around the world as one of professional golf’s most famous holes. The site serves as the backdrop for one of the sport’s premier annual tournaments each March, generating a significant economic impact for the region and area businesses.

It’s a test of precision and nerve for golfers as coastal winds, surrounding water, and tight margins leave little room for error.

When the time came to replace the deteriorating bulkhead surrounding the green, DRMP's St. Augustine survey team was entrusted with providing the survey data needed to assist with the project. Specific venue and event names are not mentioned in this article in accordance with licensing and branding restrictions.

As a subconsultant to the project’s contractor, Riptide Marine & Land Construction, DRMP completed a fast-turnaround pre-construction survey for approximately 400 feet of bulkhead. This work builds on DRMP's ongoing partnership with Riptide, which has included survey support for the Fort Matanzas Seawall & Boardwalk Improvements project in St. Johns County and the Gamble Rogers Seawall Replacement project in Flagler County.

We were pleased to be selected to support this high-profile project, reflecting the trusted working relationship and consistent service we've developed over time with Riptide.

Fieldwork was completed on an as-needed basis over five days, allowing our team to efficiently capture existing conditions within the project’s active and constrained work windows.

Because the golf venue remained fully operational for the first week of the project, field activities were mindfully coordinated around play while maintaining the accuracy needed to support construction. Our survey team performed the work in proximity to an existing seawall, which required careful attention to tight field conditions and alignment with existing features.

To document existing conditions, our team used a combination of unmanned aerial vehicle (UAV) mapping, static 3D laser scanning, RTK GPS control, and total station surveying. The resulting data provided a comprehensive site map of the bulkhead and surrounding features, giving the contractor and design team the information needed to lay the groundwork for the project’s success. The effort included full-area scanning to ensure a complete baseline record was captured during initial field mobilization.

“Accuracy was critical on this project because the intent was to preserve the existing geometry and character of the original design,” DRMP Senior Right-of-Way Mapper and Project Manager Mike Brown, PSM, said. “Even minor deviations in the field could have affected the alignment and overall form of the feature, so the emphasis was on capturing conditions in a way that reflected what was already there as closely as possible.”

The survey also involved marking the locations for 69 piles to guide installation and keep the bulkhead properly aligned. Field Crew Supervisor Marshall Batten managed UAV data collection and stakeout calculations, while Survey Technician Alex Ferrari performed static laser scanning from multiple control positions to generate a comprehensive point cloud for any future site work.

While technically straightforward, the project carried unique significance because of its setting and the precision needed to make sure the existing design stayed the same. By delivering reliable survey data on a compressed schedule, DRMP helped facilitate improvements to one of golf’s most iconic landmarks while preserving its distinctive character.

Port St. Lucie Intersection Upgrade Improves Safety at Village and Tradition Parkways

Tue, 07 Jul 2026 04:00:00 +0000

For years, drivers, cyclists, pedestrians, and transit riders navigating the intersection of Village Parkway and Tradition Parkway in Port St. Lucie, Fla., have dealt with chronic congestion and safety hazards. One of the city’s busiest intersections – and the first major crossroads west of I-95 – had become known for gridlock, near misses, and dangerous crashes as rapid growth in the Tradition area pushed traffic volumes beyond what the intersection could comfortably handle.

Local reports and traffic data indicate hundreds of crashes and a high volume of enforcement activity at the intersection, including an incident in which a 14-year-old boy on a bicycle was struck by a car and airlifted to the hospital, underscoring the urgent need for safety improvements.

To address these ongoing challenges, the City of Port St. Lucie tasked DRMP with redesigning the intersection to enhance safety, reduce congestion, and improve mobility for all users. In April 2026, the Port St. Lucie City Council approved a $1.5 million construction project based on DRMP’s design. Construction is expected to begin in August, marking the start of long-awaited improvements.

Responding to Complex Project Needs

The City initially retained Alta Planning + Design, DRMP’s partner firm, to create a quick build concept for a protected intersection. A protected intersection is one with enhanced safety features that help protect pedestrians and bicyclists through curb extensions and dedicated paths. Given the immense capacity needs of the intersection, a traffic analysis was commissioned to evaluate impacts and determine whether additional enhancements are needed. This resulted in elevating the needs of the intersection from a quick build into a reconstruction project to accommodate the vehicular capacity needs, while retaining the vulnerable road user safety needs.

Community members attend a public meeting on Aug. 19, 2025, to provide input and share feedback on the project.

The project transitioned to DRMP after Planning Group Leader Alia Awwad, PE, joined the firm, where she remains as project manager. As the project advanced into design, DRMP Boca Officer Leader and Roadway Group Manager Evhen Kyj, PE, assumed duties as engineer of record for the roadway design, while Patsy Fuschetto, PE, served as engineer of record for the traffic and lighting design.

The design process involved extensive coordination with staff, outreach to the community, and presenting to the City Council. At the same time, the surrounding area continued to grow rapidly, with new retail development and increasing traffic demand adding urgency to the effort.

DRMP Planning Group Leader Alia Awwad, PE, left, stands on stage during a project presentation at an Aug. 19, 2025 public meeting.

The project became a true collaboration across DRMP’s disciplines. Roadway, planning, traffic signalization, lighting, signing, pavement marking, structures, and drainage professionals all played a role in delivering a solution for the City of Port St. Lucie at this important intersection.

Safety-Driven Design with Cost Efficiency

A key achievement of the design team was improving intersection operations and safety without compromising structural integrity or relying on unnecessary infrastructure replacement. While avoiding mast arm replacements resulted in significant cost savings, those savings were a byproduct of a safety-driven engineering analysis process, not the objective.

DRMP conducted extensive field investigations, documenting bolt configurations at mast arm foundations, evaluating structural loading capacities, and reviewing historical Florida Department of Transportation (FDOT) design criteria. This analysis ensured that any design decisions improved safety under new signal configurations.

Through a detailed engineering review, the team developed alternative signal mounting solutions that reduced structural loading demands. This allowed the existing mast arms to be safely retained and eliminated the need for replacement while preserving long-term structural performance.

Safer Streets for All Modes

The project also focused heavily on multimodal safety. DRMP reconstructed the intersection corners to create Port St. Lucie’s first protected bike intersection, providing protected corners and paths for pedestrians and cyclists and allowing cyclists to cross safely using bike crossings along the pedestrian crossing for enhanced, dedicated safety. Curb ramps were realigned to improve accessibility, and a busy city bus stop was relocated farther from the intersection to improve operations and safety for transit users.

A rendering depicts the design alternative selected by the community during the public engagement process.

The improvements address nearly every aspect of the intersection’s operation. To relieve congestion and improve traffic flow, the team extended the eastbound left-turn lanes to maximize vehicle storage and lengthened the dedicated eastbound right-turn lane. Southbound traffic heading eastbound toward I-95 – one of the heaviest movements at the intersection – was converted into a triple-left-turn configuration to better accommodate traffic.

Additional capacity improvements included widening the westbound approach from two through lanes to three through lanes while maintaining two left-turn lanes and a dedicated right-turn lane. Turning signals were added, signal heads were shifted and upgraded, and new “No U-turn” and “No Turn on Red” signage was incorporated to improve safety and reduce conflict points.

The team also proposed drainage improvements to maintain proper flow and relocated street lighting from the median along the western leg to create additional room for the expanded left-turn lanes.

For DRMP, the Village Parkway and Tradition Parkway Intersection Improvement Project demonstrates how multidisciplinary collaboration, technical problem-solving, and proactive communication came together to deliver much-needed safety improvements for one of the fastest-growing cities in the nation.

Alia Awwad, PE, serves as a Planning Group Leader for DRMP’s Transportation Market Sector.

Evhen Kyj, PE, serves as Boca Roadway Group Leader for DRMP’s Transportation Market Sector.

Patsy Fuschetto, PE, serves as a Boca Roadway Project Manager for DRMP’s Transportation Market Sector.

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.