Engineering Inc. - Spring 2020 - 23

ROAD TO RECOVERY INCLUDES ALTERNATIVE DESIGN SOLUTIONS
RESULTING IN NEW WAYS TO PROCURE AND DELIVER SERVICES

A

BY ALAN D. CROCKETT

s the world resets for a longawaited post-coronavirus existence,
new realities for business and life in
general are taking shape.
Amid a plethora of forecasts on
changes involving how and where
post-COVID-19 business will be
conducted, it is a safe bet that employee
and overall public health will be a
primary influencer as the evolution to the
"next normal" begins.
COVID-19 already has forced many
employers to close their doors, some temporarily and some
permanently. Establishments from banks and supermarkets to
gas stations and doctors' offices now must adopt new and more
restrictive precautions for customers and staff including face
coverings, temperature checks, and physical distancing measures.
The United States as well as many foreign governments
have initiated piecemeal reopenings of their economies.
Individual states and localities have begun a gradual easing of
shelter-in-place restrictions-some imposed since March-to
help jump-start the stagnant economy.
The restrictions have been eased despite medical expert
warnings, including a U.S. draft government report that
cautioned COVID-19 cases could surge to about 200,000 per
day by June 1, accompanied by more than 3,000 deaths each
day, if restrictions are lifted too soon.

TANJA COTOAGA KAUVCOTGQ9A/UNSPLASH; THOMAS BARWICK/GETTY IMAGES

COVID-19 WORKPLACE IMPACT

Engineering firms have adapted, with many already having
most, if not all, staff working remotely. Combined with anticipated easing of COVID-19 shelter-in-place restrictions, firms
are aggressively adopting new health-related business policies.
"In the wake of COVID, we ramped up to a 100 percent
work-from-home firm very rapidly," says Dilip Choudhuri,
president and CEO of Walter P Moore. "Our broad intent is to
use this crisis to reimagine our business to fit the post-COVID
realities and opportunities."
According to David Ott, CEO and president of Short Elliott
Hendrickson, the immediate impact to his firm was a shift of
nearly all 750 employees to telecommuting. "This transition has
gone well," he says. "While in the COVID-19 environment, we
also learned quickly how to sell our work and deliver our clients'
projects through a more virtual environment."
For Baton Rouge-based Forte & Tablada, most of the office staff
has been working remotely since March.

"Our surveying and advanced measurements field crews are
still doing their work with a few changes such as staggering
arrival and departure times, riding in separate vehicles to job sites,
and keeping social distancing as much as possible and practical
with their work," says Ann Forte Trappey, CEO and president.
However, "Even though we believe remote work is efficient, we are
concerned about maintaining our culture during distance work."
According to Eric Keen, chairman and CEO of HDR, his
firm's operations have changed significantly over the last two
months, and he anticipates many changes will remain well after
the COVID-19 restrictions have eased. "How we interact with our
clients and collaborate will continue to rely on the use of virtual
environments that will improve our interactions through more
frequent and detailed discussions," Keen says.

"Even though we
believe remote work
is efficient, we are
concerned about
maintaining our culture
during distance work."
ANN FORTE TRAPPEY
CEO AND PRESIDENT
FORTE & TABLADA

Maria Clyde, director of human resources at B+H Insurance,
adds that the post-COVID-19 workplace will require special
coordination, noting that companies have policies, procedures,
and people to worry about. "When it comes to people, the most
important things to manage during a time of crisis or major
change are morale and expectations," she says. "These truly
are unprecedented times, and people are resorting to extreme
thoughts and behavior, mostly because they are inundated with
the media. On one hand, you have panic. On the other hand, you
have rage because people question the virus's legitimacy and worry
about destroying the economy."
Clyde emphasizes that communication by company leaders
is paramount in helping employees adapt to new and sudden
workplace changes, which can vary for every industry and every
SPRING 2020

ENGINEERING INC.

23



Engineering Inc. - Spring 2020

Table of Contents for the Digital Edition of Engineering Inc. - Spring 2020

Engineering Inc. - Spring 2020
Contents
FROM ACEC TO YOU
MARKET WATCH
ACEC RESEARCH INSTITUTE
LEGISLATIVE ACTION
THE PRIVATE SIDE
PROMOTING A MORE DIVERSE INDUSTRY
COVID-19 ESSENTIAL SERVICES
EXAMINING THE POST-COVID-19 WORKPLACE
ACEC HOLDS VIRTUAL BOARD MEETING
2020 NATIONAL ENGINEERS WEEK
REBOOTING CAREERS
SURVEYING & GIS INNOVATIONS
PHILANTHROPIC FUN
MEMBER ORGANIZATION PROFILE: ACEC/NC
ACEC/PAC NOTCHES ANOTHER RECORD YEAR
IN THE NEWS
MERGERS AND ACQUISITIONS
MEMBERS IN THE NEWS
BUSINESS INSIGHTS
Engineering Inc. - Spring 2020 - Intro
Engineering Inc. - Spring 2020 - Engineering Inc. - Spring 2020
Engineering Inc. - Spring 2020 - Cover2
Engineering Inc. - Spring 2020 - Contents
Engineering Inc. - Spring 2020 - 2
Engineering Inc. - Spring 2020 - 3
Engineering Inc. - Spring 2020 - FROM ACEC TO YOU
Engineering Inc. - Spring 2020 - 5
Engineering Inc. - Spring 2020 - MARKET WATCH
Engineering Inc. - Spring 2020 - 7
Engineering Inc. - Spring 2020 - ACEC RESEARCH INSTITUTE
Engineering Inc. - Spring 2020 - 9
Engineering Inc. - Spring 2020 - LEGISLATIVE ACTION
Engineering Inc. - Spring 2020 - 11
Engineering Inc. - Spring 2020 - THE PRIVATE SIDE
Engineering Inc. - Spring 2020 - 13
Engineering Inc. - Spring 2020 - PROMOTING A MORE DIVERSE INDUSTRY
Engineering Inc. - Spring 2020 - 15
Engineering Inc. - Spring 2020 - 16
Engineering Inc. - Spring 2020 - 17
Engineering Inc. - Spring 2020 - COVID-19 ESSENTIAL SERVICES
Engineering Inc. - Spring 2020 - 19
Engineering Inc. - Spring 2020 - 20
Engineering Inc. - Spring 2020 - 21
Engineering Inc. - Spring 2020 - EXAMINING THE POST-COVID-19 WORKPLACE
Engineering Inc. - Spring 2020 - 23
Engineering Inc. - Spring 2020 - 24
Engineering Inc. - Spring 2020 - 25
Engineering Inc. - Spring 2020 - ACEC HOLDS VIRTUAL BOARD MEETING
Engineering Inc. - Spring 2020 - 27
Engineering Inc. - Spring 2020 - 2020 NATIONAL ENGINEERS WEEK
Engineering Inc. - Spring 2020 - 29
Engineering Inc. - Spring 2020 - REBOOTING CAREERS
Engineering Inc. - Spring 2020 - 31
Engineering Inc. - Spring 2020 - 32
Engineering Inc. - Spring 2020 - 33
Engineering Inc. - Spring 2020 - 34
Engineering Inc. - Spring 2020 - SURVEYING & GIS INNOVATIONS
Engineering Inc. - Spring 2020 - 36
Engineering Inc. - Spring 2020 - 37
Engineering Inc. - Spring 2020 - 38
Engineering Inc. - Spring 2020 - 39
Engineering Inc. - Spring 2020 - PHILANTHROPIC FUN
Engineering Inc. - Spring 2020 - 41
Engineering Inc. - Spring 2020 - 42
Engineering Inc. - Spring 2020 - 43
Engineering Inc. - Spring 2020 - MEMBER ORGANIZATION PROFILE: ACEC/NC
Engineering Inc. - Spring 2020 - 45
Engineering Inc. - Spring 2020 - 46
Engineering Inc. - Spring 2020 - 47
Engineering Inc. - Spring 2020 - ACEC/PAC NOTCHES ANOTHER RECORD YEAR
Engineering Inc. - Spring 2020 - 49
Engineering Inc. - Spring 2020 - 50
Engineering Inc. - Spring 2020 - 51
Engineering Inc. - Spring 2020 - IN THE NEWS
Engineering Inc. - Spring 2020 - 53
Engineering Inc. - Spring 2020 - MERGERS AND ACQUISITIONS
Engineering Inc. - Spring 2020 - 55
Engineering Inc. - Spring 2020 - MEMBERS IN THE NEWS
Engineering Inc. - Spring 2020 - 57
Engineering Inc. - Spring 2020 - 58
Engineering Inc. - Spring 2020 - 59
Engineering Inc. - Spring 2020 - BUSINESS INSIGHTS
Engineering Inc. - Spring 2020 - Cover3
Engineering Inc. - Spring 2020 - Cover4
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