Working Safely Through Every Season

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We recently asked our team whether they would rather spend a day working in the field in -20°C or +35°C weather. While the answers were split, one thing was clear: both extremes bring their own unique challenges.
As temperatures continue to rise this summer, we're mindful of the impact that heat can have on our field crews. Long hours outdoors, physical work, and exposure to the elements can take a toll, which is why health and safety remain a top priority at 4Sight.From staying hydrated and taking regular breaks to planning work around weather conditions and watching for signs of heat-related illness, our teams take proactive steps to work safely in the heat.
Just as we prepare for the challenges of winter, we make sure our crews have the tools, support, and training they need to stay safe during the summer months.We appreciate the dedication of our field staff who continue to deliver quality work in all kinds of conditions. Their commitment, professionalism, and safety-first mindset help keep projects moving while ensuring everyone gets home safely at the end of the day.

Early History of Subsurface Utility Engineering

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No worries here about damaging underground utilities! Right? Wouldn't it be nice if we could all say yes? Many project owners can, but many cannot.

Subsurface Utility Engineering (SUE) has become an essential component of modern infrastructure planning, risk management, and design. As cities grow and underground networks become increasingly congested, the need for accurate utility locating and mapping has never been greater. Without proper underground utility management, construction projects can face costly delays, safety hazards, and legal liabilities. SUE provides engineers, planners, and contractors with reliable data to make informed decisions before breaking ground, ensuring that utility conflicts are minimized, and project timelines are maintained. By combining geophysical methods, vacuum excavation, and rigorous documentation, SUE bridges the gap between traditional civil engineering design and real-world underground conditions.

The origins of SUE trace back to a small group of innovators whose ideas and determination transformed scattered techniques into a disciplined engineering practice. This article brings together the early history of SUE through the experiences and reflections of Paul Scott, a former Federal Highway Administration (FHWA) and civil engineer, who witnessed its emergence firsthand in the early 1990s. He offers a uniquely personal account of the people and moments that defined the foundation of SUE.

Henry “Garon” Stutzman: The Innovator Behind Subsurface Utility Engineering

The person most widely recognized as the “inventor” of Subsurface Utility Engineering is Henry “Garon” Stutzman. In the 1970s, Garon worked as a relocation engineer for Washington Gas Light (WGL) in the Washington, D.C. metropolitan area.

Garon grew increasingly convinced that the traditional methods of dealing with utilities were wasting the money of the ratepayer and taxpayer. He was aware of the advantages of air/vacuum systems for safe excavation and the exposure of gas systems for anode emplacement. The spark of the idea that this safe excavation method could be used to gather data on the exact location of a utility during the design stage, coupled with his great energy, caused him to leave WGL in 1981 and form So-Deep, Inc.

By the time Paul Scott met Garon in 1991, he was already an accomplished award-winning entrepreneur and businessman. He was known for surrounding himself with very good people and allowing them to do their work without interference, while simultaneously demanding excellence from all who worked for him regardless of the cost.

One memorable example of his generosity came when he invited Paul and his family to his farm in The Plains for a day of mule racing, a personal hobby. He had invited other people as well, neighbors, co-workers, and friends, and it turned out to be a fabulous afternoon. This openness and energy reflected the same qualities that allowed him to conceptualize and launch SUE as a new way of thinking about underground utilities.

James H. Anspach: The Father of Subsurface Utility Engineering

If Stutzman provided the spark for SUE, James H. Anspach provided the structure. Widely regarded as the “father” of Subsurface Utility Engineering, Anspach was one of the first people Stutzman hired at So-Deep. A geophysicist at Penn State specializing in civil applications, he brought the rigor, analytical mindset, and field experience that helped transform Stutzman’s ideas into a consistent engineering methodology.

In the early 1980s, locating underground utilities with precision, particularly non-conductive water and gas lines, was extremely challenging in Washington’s congested, aging underground environment. Multiple utilities were often closely clustered, and conventional methods struggled to provide the accuracy designers needed.

Stutzman had attended several of Anspach’s classes on utility locating, and their shared interest led to a pivotal agreement in 1983 between So-Deep and Media General. The partnership authorized So-Deep to use surface geophysics to identify subsurface utilities ahead of construction and pair these methods with air/vacuum excavation for cable road bores.

Anspach left Penn State to manage that work, ultimately staying at So-Deep for many years and shaping the foundations of what SUE would become. His contributions extend through decades of development and standardization. Most notably, he served as the primary author of the ASCE 38-22 Standard Guideline for Investigating and Documenting Existing Utilities, the definitive standard for utility investigation practices today.

A Close Working Relationship and the Many Lessons Learned

During the 1990s, Paul Scott had the opportunity to work closely with Jim Anspach. One time, Jim invited Paul to attend a presentation with him in Olympia, Washington. He suggested that Paul fly into Portland, Oregon, where Jim would meet him and take him to his home in the nearby mountains. Jim picked Paul up at the airport in a sporty convertible, and together they drove to his mountain house with the top down.

Upon arrival, they were warmly welcomed by Jim’s wife, Laura. The house was impressive, surrounded almost entirely by national forest, and had been designed by Jim himself with open spaces and expansive windows. During the visit, Jim showed Paul his collection of crystals, the barn where Laura kept her horses, and a government-controlled irrigation ditch that crossed the property.

That evening, Laura prepared a lovely dinner. Later, they climbed a set of stairs to a rooftop platform, where they watched the stars as Jim pointed them out by name. The following morning, they traveled to Olympia in Jim’s convertible, this time with the top up due to the cold, while Jim shared a geological history of the surrounding mountain rocks. The entire experience was all pretty awesome.

No matter how many times he heard Jim speak on the same topic, Paul learned something new every time. Jim’s thinking was fast and deep; whenever Paul grasped one concept, he would already be exploring the next. Those years became an invaluable education

SUE: More Than Locators and Vacuum Trucks

Modern Subsurface Utility Engineering relies on a combination of advanced tools and methodologies. Vacuum excavation allows crews to expose underground utilities safely, minimizing the risk of damage and injury. Surface geophysics, including electromagnetic and ground-penetrating radar (GPR), enables engineers to detect non-conductive utilities like water and gas lines that traditional locators might miss. These techniques feed into utility mapping systems that provide planners and contractors with detailed, accurate data. By integrating these practices into project workflows, SUE professionals reduce uncertainty, improve design decisions, and prevent costly construction delays, core principles that have guided the industry since its inception.

Even before SUE had an official name, both Garon Stutzman and Jim Anspach had already expanded it far beyond basic locating practices. By the late 1980s and early 1990s, SUE had evolved into a multidisciplinary, risk-reducing, accuracy-focused engineering process.

Many people still view SUE as simply a combination of pipe and cable locating and vacuum excavation. However, its pioneers understood, long before the industry did, that SUE was something much deeper:

  • A method for reducing construction risk
  • A way to improve design decisions
  • A commitment to accurate documentation and quality control
  • A systematic process to prevent utility damage before construction ever begins

One of the most significant legacies of early SUE pioneers is the formalization of standards for underground utility investigation. Jim Anspach played a leading role in drafting the ASCE 38-22 standard. This standard provides a clear framework for classifying utility data by quality and confidence, helping engineers, designers, and contractors make informed decisions. Today, SUE is not only about locating utilities; it encompasses comprehensive underground utility management, risk reduction, and documentation practices that are critical for successful infrastructure projects worldwide.

The Legacy of Subsurface Utility Engineering in Modern Infrastructure

While not every project owner today can confidently say they're free from the risk of damaging underground utilities, many can, and that number continues to grow thanks to the efforts of these early SUE innovators.

The legacy of Subsurface Utility Engineering continues to grow. Today, advances in digital utility mapping, 3D modeling, and real-time data collection have expanded SUE’s capabilities far beyond its origins. Yet the foundational principles established by Garon Stutzman and Jim Anspach, accuracy, risk reduction, and systematic investigation, remain as relevant as ever. As infrastructure planning and underground utility management become increasingly complex, the early lessons of SUE continue to guide engineers and project owners toward safer, more efficient, and more cost-effective outcomes.

The history of Subsurface Utility Engineering is far from finished, but understanding where it began and who built it helps highlight the remarkable progress the industry has achieved.

Ready to find out more?

Contact 4Sight Utility Engineers today to learn how our expert team can provide precise utility locating, advanced utility mapping, and comprehensive underground utility management for your next project.

Posted in NPC

Introducing Anthony Iozzo

Anthony Iozzo

We are pleased to announce that Anthony Iozzo, MBA has joined 4Sight Utility Engineers as Director of Utility Design. Anthony brings over 15 years of experience in utility engineering, infrastructure delivery, and project leadership, with a strong track record of supporting complex capital programs and organizational growth.

In this role, Anthony will play a key part in strengthening our capabilities and supporting the continued expansion of our services within the utility sector. We're excited to welcome Anthony to the team and look forward to his contributions as we continue to grow!

Early Adoption of Subsurface Utility Engineering

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Subsurface Utility Engineering (SUE) did not gain recognition through theory alone. Its early acceptance came from demonstration on active projects where inaccurate utility information had already created risk. In the early 1980s, several important events took place that began to show that a disciplined approach to underground utility investigation could change how infrastructure projects were planned and delivered.

These early efforts moved SUE from a developing idea into a service that public agencies could evaluate, adopt, and rely on.

The First Major Case Study That Demonstrated Measurable Value

Jim Anspach documented a case study in his history of SUE that was probably the first BIG case study showing the value of SUE. It goes like this:

Garon Stutzman approached the Virginia Department of Transportation (VDOT) in late 1983 with the concept of designating all the utilities on a highway project in the design stage so that designers could avoid them on paper when possible. VDOT saw the potential and allocated $10,000 for a trial project. The selected project was a massive road reconstruction in Crystal City (VA) traversing the Pentagon and National Airport areas. Construction plans were already drawn, with utilities plotted from owner records and supposedly “certified” as correct by the utility companies. So-Deep designated the utilities and a VDOT crew surveyed the designations and plotted them on the plans. There were vast differences. So-Deep then performed approximately 100 test holes to prove their designations were accurate and to further identify the potential conflicts. On the record, VDOT stated to the Federal Highway Administration (FHWA) that over $1 million dollars in savings to the tax payer were realized. Off the record, the figure was $7 million or more.

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This project established a clear outcome: investing in accurate utility information before construction could prevent cost escalation and schedule disruption.

Early Contracts That Established a New Service Model

Following early project success, public agencies began to formalize how utility investigation services were procured.

In 1982, the County of Fairfax, Virginia, entered into a contract with So-Deep for locating (test holes). This was the first instance of a governmental body entering into a task-order basis contract for locating utilities. The County of Arlington, Virginia, soon followed. In 1983, as discussed previously, the Virginia Department of Transportation (VDOT) entered into a contract for designating (geophysical methods) and locating (test holes) utilities on a highway project, and in 1985, VDOT initiated a statewide contract with So-Deep for designating and locating work, the first such contract in the nation.

It was found early on that the utility companies had very poor records on the locations of their subsurface facilities and consequently the one-call markings were often inaccurate or missing.  Jim Anspach was quoted at the time as saying:

“We were determined to get good utility information in spite of not having utility records that were accurate and reliable; we repurposed geophysical technology, searched the world for new equipment, and replaced ‘pipe witching’ with science and limited utility exposure.”

 

Defining Designating and Locating as Separate Functions

At some point, questions arose regarding what to call the services that So-Deep was providing. Jim Anspach and Jeff Oakley, a Penn State physics graduate, did some brainstorming and developed the terms “designating” and “locating” to more accurately differentiate these functions. They rationalized that a utility was not located until it was exposed; until then, their existence and approximate location were designated by interpreting an energy field of some kind.

Building Quality Through In-House Survey Control

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As demand grew, maintaining consistency in deliverables became increasingly important. Accurate field data needed to be translated into reliable drawings that designers could use with confidence.

At the request of VDOT, So-Deep hired an experienced land surveyor (Mike Fisher) to develop its own survey capability and to manage the first VDOT contract.  Whereas many future providers subcontracted the survey work to local companies, having its own in-house survey unit provided So-Deep with better control over the quality of the work and was a differentiator in later years when competing with other providers.

The Shift Toward Recognized Professional Practice

Maryland’s Washington Suburban Sanitary Commission (WSSC) entered into a contract with So-Deep in the mid-1980s to provide designating and locating services. Maryland statutes dictated that any information depicted on plans through survey work associated with these services, when used by a public agency, must be “sealed” by a registered professional. As a result, So-Deep added a professional engineer (Lou Ostendorff) to seal their deliverables to clients. This was the first time any portion of the designating and/or locating work was required to be endorsed by a registered professional. This requirement set the stage for future development of SUE as a professional service rather than a contractor service.

Professional Liability and the Recognition of Risk

As SUE projects increased in scale, the associated risks extended beyond physical damage during construction. Securing professional liability insurance for this work proved difficult. Jim Anspach gave his insights to Paul:

"It was virtually impossible for So-Deep to remain self-insured when performing millions of dollars’ worth of what had been ruled professional services, and professional liability insurance proved difficult to get when one was doing what had never been done before. No insurance company was willing to take on the 'designating' aspect of SUE, just the traditional survey of the designating. So-Deep even went to Lloyds of London to make the attempt. Finally, CNA insurance stepped up and stated that if So-Deep was willing to pay for one of CNA’s executives to observe every aspect of field and office operations for a period of time (it lasted more than a month) and if So-Deep’s designating services were deemed “insurable” after that evaluation, CNA would offer professional liability insurance for the entire package of what So-Deep was offering. Thus, in 1988, CNA insurance company issued a professional liability policy to So-Deep that covered all aspects of its operation, not just the survey aspects. This was the culmination of years of effort by So-Deep’s General Counsel, Harley A.J. “Bucky” Methfessel. By having this insurance, So-Deep was able to cover negligent errors or omissions in their services that could result in project delay claims, redesign costs, extra work order claims…more than just covering the cost of repairs if a utility was damaged during construction. Years of successful operations without claims from So-Deep set the stage for other insurance companies to provide similar coverage to the newer SUE firms that in a few years would be entering the market.”

 

The Ongoing Impact on Infrastructure Projects

The practices introduced during this period continue to influence how infrastructure projects are delivered. Early efforts to improve utility data quality have evolved into comprehensive approaches that integrate field investigation with design and construction planning.

The emphasis on accuracy, documentation, and risk management remains central to SUE. These principles guide how project teams reduce uncertainty and avoid disruption.

Understanding how these methods developed provides context for current expectations. The systems used today are built on the lessons learned during these early projects, where each advancement addressed a specific gap in how underground utilities were managed.

Ready to find out more?

4Sight Utility Engineers supports clients with precise utility locating, advanced mapping, and structured investigation processes. Our team delivers the clarity needed to move projects forward with confidence

Posted in NPC

Andrew Watson, P. Eng Scholarship Donation 2026

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We were over the moon to be able to present $4,000 to the Andrew Watson, P. Eng Scholarship, over $1,000 more than last year! Andrews mum Angelika and cousin Renae recently visited the 4Sight office to accept the donation.
This important scholarship supports Civil Engineering students who show real determination and commitment as they work toward their goals. It honours Andrew, a highly respected engineer and TMU graduate, whose impact continues to inspire those entering the profession. Through this initiative, his legacy lives on, helping to support future engineers.
A big thank you to everyone who took part in the 2026 Engineers Cup in May and helped us raise this amazing amount. Please contact us at info@4sightue.com if you'd like to discuss taking part. We hope to see you out on the ice next year.

Utility Coordination Soft Skills

Soft Skills in Utility Coordination:
How To Manage Risk on
Infrastructure Projects

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In utility coordination, technical competence is the baseline. It is required, but it does not determine which infrastructure projects run smoothly and which do not. The difference is how well utility coordination risk is managed across stakeholders, timelines, and uncertainty. That is where soft skills become critical.

At 4Sight Utility Engineers, communication, collaboration, and professional judgement are treated as core risk management tools in utility coordination.

Where Utility Coordination Risk Comes From

Utility coordination sits at the intersection of engineering, construction, and utility operations. Risk is inherent in that environment.

Most projects must navigate incomplete utility records, unknown subsurface conditions, competing stakeholder priorities, and fixed regulatory or construction schedules. Each factor can be managed independently. Risk escalates when they overlap without alignment.

Delays, change orders, and safety exposure rarely come from a single technical issue. They come from gaps in communication, timing, and shared understanding.

Why Technical Expertise Alone Does Not Reduce Project Risk

Even well-designed infrastructure projects experience coordination issues. Not because the engineering is wrong, but because expectations are not aligned, constraints are not communicated, and decisions are not clearly documented.

Accurate utility data and mapping do not prevent conflict if stakeholders interpret or act on them differently. Technical skills identify utility risks. Soft skills determine whether those risks are resolved.

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Soft Skills as Risk Management Tools in Utility Coordination

When applied deliberately, soft skills function as practical risk controls that directly impact project outcomes.

Clear communication surfaces utility conflicts early and creates time to act. Active listening reveals constraints that do not exist in drawings or data. Strong relationships improve trust and information flow across municipalities, engineers, contractors, and utility owners.

At the same time, the ability to collaborate without formal authority keeps projects moving, while conflict resolution maintains progress without damaging working relationships.

Together, these skills reduce schedule risk, cost exposure, and disputes across infrastructure projects.

Download the Utility Coordination Whitepaper

This article provides a high-level overview of a broader framework for managing utility coordination risk. Download the full whitepaper to explore real project scenarios, core soft skills, and proven documentation frameworks.

Documentation: The Backbone of Risk Reduction

Documentation is one of the most underused tools in utility coordination.

Strong documentation maintains continuity across phases, captures decisions and rationale, and prevents disputes when conditions change. It protects all stakeholders by creating a clear record of what was known, decided, and communicated.

Meeting minutes, conflict matrices, and decision logs are not administrative work. They are essential risk controls in utility coordination.

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How Effective Coordination Improves Infrastructure Project Outcomes

Weak coordination leads to predictable outcomes. Misalignment drives delays, conflicts are identified too late, and cost and safety risks increase.

Strong coordination changes that dynamic. Issues are identified earlier, decisions happen faster, and stakeholders remain aligned. The result is reduced overall project risk and more reliable delivery.

Better communication leads directly to better infrastructure outcomes.

The Role of the Utility Coordinator

Utility coordinators operate without formal authority but carry significant responsibility in managing utility coordination risk.

Their role is to bridge technical and organizational gaps, align competing priorities, and guide communication across disciplines. This is leadership through influence, and it is one of the most important drivers of risk reduction on complex infrastructure projects.

Practical Ways to Improve Utility Coordination

Most coordination challenges can be traced to one root cause: critical information was not communicated early enough.

Progress does not require a full overhaul. It starts with communicating earlier, clarifying key assumptions, strengthening relationships, and improving documentation habits. These small changes compound to reduce risk across every project phase.

Ready to find out more?

Download the Utility Coordination Soft Skills whitepaper. If you want to see how effective utility coordination can improve your next project, contact 4Sight.

TRACCS Rail Days 2026

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The 4Sight team had an amazing time at TRACCS Transit & Rail Association Rail Days. From tackling the challenges facing major transit and rail programs across Canada to showing a TMU civil engineering student how to locate cables, it was a great reminder of the power of sharing knowledge and experience. Thank you to the organizers and everyone who stopped by the booth for a chat.

Women in Engineering Day 2026

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Happy International Women in Engineering Day to the women making a difference every day. Today, we celebrate the women of 4Sight for their expertise, leadership, and collaboration, helping us to deliver outstanding results to our clients and partners, and advancing our industry. 4Sight are proud to support a more inclusive and connected engineering community and to keep pushing that progress ahead.

BMO Field SUE Investigation

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It's almost time for Toronto to host the 2026 games ⚽ and a great moment to reflect on the hard work that goes into building the infrastructure behind events events like these. 4Sight are proud to have had a direct involvement, carrying out the Subsurface Utility Engineering (SUE) investigation at the BMO Field prior to its renovation. Better utility intelligence helps enable safer decisions, reduces uncertainty, and keeps complex projects on track. It's the kind of work that rarely gets seen, but always matters.