Month: April 2025

Using 4D/5D to Mitigate Risk and Identify Project Opportunity

By Kelsey Peterson, Graduate Engineer, WSB

4D/5D modeling is intended to improve the accuracy and efficiency of projects. It has applications throughout the project life-cycle, from preliminary design to project close-out with the contractor. Learn more about some of the ways incorporating into your project and improve your projects overall success.

4D models help mitigate project risk by visualizing project conflicts that are not easily identified in traditional Gantt style bar charts. A 3D model linked to a project schedule provides the project team the opportunity to identify and mitigate project staging, utility, and discipline conflicts by providing a visual of how construction will play out as a function of time. It also provides a visual of project opportunities, allowing the project team to reschedule activities that may be better sequenced to reduce construction delays and cost, as well as redesign the 3D model to include missing design elements that would otherwise delay construction. Project time and cost savings are the direct result of using the 4D model to identify and mitigate project risks early on in construction.

The 4D/5D models provide a level of transparency that encourages coordination between project team members, creating team accountability through clear vision of project construction. The 4D/5D model is used to bring project conflicts to the surface and create the opportunity for project team members (owner, contractor, engineer, and project stakeholders) to resolve challenges in a collaborative environment.

4D/5D modeling enhances project coordination by allowing new project team members and stakeholders be brought up to speed quickly on the design and staging of the project. This greatly enhances project communication relative to the use of a traditional Gantt style activity chart. It also provides the opportunity for developing staff to become familiar with a project that may, historically, have been easier for a more senior staff member to visualize. The 4D/5D model allows the project team to develop and review a safety plan visually and highlight construction activities where accidents and risks can be reduced prior to the activity occurring on the project.

By incorporating 4D/5D modeling, your projects will run more smoothly and efficiently. It allows you to mitigate risk though the application of a timeline to the overall plan creating greater vision and improve efficiency by encouraging team work and increasing overall project vision. Contact us for more information how modeling can be applied to your projects.

Monitoring and managing chlorides to address environmental impacts

By Jake Newhall, Project Manager & Pete Willenbring, Vice President, WSB

Approaching winter conditions mean more salt in stormwater systems

Chlorides in our local bodies of water have become a rising concern in recent years.  As winter weather approaches and causes icy conditions, our parking lots, roadways and sidewalks are treated with salt to melt snow and ice.

Salt creates safer winter driving conditions, but the environmental impacts of salt use are raising concerns on the long-term effects on fisheries, plant life and surrounding wildlife. The salt used to treat our roadways and pedestrian areas contains chloride that dissolves when mixed with water.  This has resulted in increased chloride concentrations in many lakes, streams, and wetlands.  The elevated chloride levels are high enough in some cases to cause significant environmental impacts.

Removing chloride from water is possible, but the technology is incredibly expensive, and disposal of the chloride removed is a challenge. The primary way to remove chlorides requires high-tech reverse osmosis filters. This is not unlike the challenges presented in treating ocean water for potable source water.  

Monitoring the runoff and impacted surface water bodies in areas where heavy salt application is occurring is allowing us to gain a better understanding of the effects of chlorides on our environment and how communities can manage application rates to balance public and environmental safety.

In recent years, WSB has been working closely with state and local agencies to monitor and track the application, runoff concentrations, and ultimate impacts of chlorides in various locations. The goal is to develop a better methodology to manage the application, potential chloride disposal opportunities, and minimize environmental impacts. Through this research, we’ve been exploring ways to reroute chloride-saturated runoff away from local surface waters and BMPs and protect them from elevated concentrations.

As we continue to monitor and evolve our understand of chlorides, we are developing several initiatives with cities, watersheds, and the Metropolitan Council that will allow us to balance future management strategies, public safety, and environmental impacts of chlorides.

Municipal engineering leader Monica Heil named a Rising Star by the Zweig Group

The award recognizes exceptional leadership in the AEC industry

Local engineering firm WSB today announced that Monica Heil, vice president of municipal services, was named by the Zweig Group as a 2020 Rising Star. The Zweig Group, the Architecture Engineering and Construction (AEC) industry’s leading research, publishing and advisory services resource, recognizes Rising Stars annually as part of their awards program.  Rising Stars are professionals whose exceptional technical capability, leadership ability, effective teaching or research has benefited their employers, clients and community. 

“Monica is a bold leader who believes in delivering projects with technical excellence and collaboration and I am so proud that she’s been recognized by our industry,” said Bret Weiss, WSB’s president and CEO. “She plays an important role on our leadership team and is known for her ability to attack projects and challenges head on.  Her work on critical infrastructure projects throughout the Twin Cities is not only a benefit to WSB, but to the communities she works in.”

Heil is a civil engineer who has served Minnesota communities for over 15 years. She has a deep understanding of the long-term operations and maintenance needs associated with municipal engineering.  She believes in developing long-term solutions that have had a profound effect on the communities she serves.

“I am honored to have been recognized by the Zweig Group, our industry and by WSB as a Rising Star,” said Heil. “It’s humbling when you hear that your efforts are appreciated and respected. The work we do as civil engineers is rewarding, and I’m looking forward to continuing to lead our clients and teams through their most critical and challenging infrastructure projects. “

The Zweig Group’s Rising Stars are selected by a committee of judges who represent civil and structural engineering.  The Rising Star Awards were conferred at the Zweig Group’s virtual conference, ELEVATE AEC.

WSB selected to lead the Minnesota Department of Transportation’s Alternative Delivery General Engineering Consultant contract

This is the second consecutive GEC win for WSB.

Engineering and consulting firm WSB announced today that they have been selected by the Minnesota Department of Transportation (MnDOT) to lead the agency’s Alternative Delivery General Engineering Consultant (GEC) contract for a second consecutive term.

“The opportunity to work alongside MnDOT for the next five years through this contract brings a lot of excitement for our staff,” said WSB’s Alternative Delivery GEC program manager Jon Chiglo. “The GEC contract will allow us to support MnDOT on challenging projects throughout the state and we’re looking forward to assisting the agency as their go-to engineering partner.”

MnDOT’s GEC Master Contract Program supports their preconstruction design bid build project activities and services. Specifically, the Alternative Delivery GEC contract supports the alternative contracting framework and supplements MnDOT staff in a variety of roles.

“The GEC is an important contract that will allow WSB to continue to work closely with MnDOT on solving some of our state’s most vital infrastructure challenges,” said WSB’s president and chief executive officer Bret Weiss. “WSB has taken many steps to diversify our service offerings and become a trusted transportation engineering firm in Minnesota. I’m proud of our partnership with MnDOT and look forward to supporting the agency and the state through this GEC.”

WSB was previously awarded the Alternative Delivery GEC contract in 2016 and has supported MnDOT on nearly $1 billion worth of transportation infrastructure projects through the contract. These projects, some of the largest and most significant in the state, include the Twin Ports Interchange in Duluth, Willmar Wye, Interstate 94 between Maple Grove and Clearwater, Interstate 35W north of Highway 36, TH 14 between Owatonna and Dodge Center and Highway 52 between Cannon Falls and Zumbrota.

WSB partners with State of Minnesota on COVID-19 testing support

WSB was selected by the Minnesota Department of Health (MDH) to assist on an emergency contract to set-up and manage the logistics of the state’s no barrier COVID-19 testing sites.

The MDH began setting up Community Testing Sites and Events to help control the spread of COVID-19 this spring.  All testing is free and does not require insurance. There are currently nine saliva testing sites available with a growing number of future locations planned.

“We are honored and humbled to apply our skills and resources in different ways to support the health and wellness of our state,” said Andi Moffatt, WSB’s vice president of environmental services. “We believe it’s important to support our local communities and their infrastructure. Right now, public health is a priority and we will continue to work with the state and our local communities to help deliver these critical testing sites.”

The firm is currently providing project management, IT, site mapping and drone photography, visual documentation and information gathering, general logistics and fiscal management activities on behalf of the state.

The Benefits of Supporting Staff with Consultants

Preparing for and planning staffing support and resources at the local level is crucial to ensuring that the needs of the community are met, and statutory timelines adhered to. Sometimes, internal team members do not have the capacity to handle all the workload. Busy seasons, staff turnover, leaves of absence and unexpected challenges or needs arise that can throw a wrench in original staff and workload plans. In these instances, a consulting partner can be helpful to maintaining a high level of service while staying within budget and resource constraints. Here are four reasons to consider professional consultants to help augment your staff’s capacity:

Scalable

Unlike a full-time staffer, a consultant can be there for you as much or as little as you need. This gives you the ability to scale the level of service depending on your busy times or when your staff are unavailable. A consulting team can quickly adapt to your workload.

Cost-effective

Consultants offer many different pricing structures that can range from stable monthly retainers to on-call hourly services. One of the strengths of a consulting partner is the range of expertise levels. Matching expertise with the level of skill needed allows for flexibility in budgets. In addition, an outside consultant can also present other options for partners or creative resources that weren’t initially considered.

Team approach 

A team approach means that you have access to the expertise and resources of an entire consulting firm when issues or challenges arise. When partnerships are formed between public and private entities, you are hiring a team and not just an individual. There is always someone with the necessary experience when a question needs an answer, a problem needs to be solved or an application needs to be completed.

Always available 

With a consultant comes a deep bench of expertise. When someone isn’t available, you can rest assured that there is always someone available to attend meetings, field questions and review information in the event of a vacation or illness.

People often associate consultants with unnecessary expenses, but there are many cost-effective and creative ways that a consultant can actually reduce costs and help stretch budgets.

Conclusion

At WSB, we pride ourselves on having a team of expert staff dedicated to keeping communities running smoothly. Many of our team members have served in the public sector as City Engineers, Planners, Transportation Engineers, Directors of Public Works, among other public sector roles. Therefore, we know firsthand the challenges and opportunities local leaders experience. By leveraging our comprehensive expertise and deep understanding of the public sector, WSB stands ready to support your community’s needs efficiently and effectively.

The engineering behind snow drifts

By DJ Sosa, Sr Project Manager, WSB

During long winter months, managing and improving infrastructure that is affected by snowfall becomes a top priority. Snow, combined with wind, creates dangerous conditions. Meteorologists have a system that predicts snowfall events and wind patterns, but many people don’t know the science behind snowdrift prevention. To help prevent dangerous driving conditions, engineers model and analyze snow drifts on roadways to determine how they’re impacted by winter weather. Today, snow drift challenges are solved by combining snow drift models with historical data to pin-point snow drift spots and create a more focused solution to mitigate the drift problem.

The benefits of a well-designed ditch

The width and depth of a ditch that borders a roadway can work to a commuter’s advantage and can reduce agency owners’ snowplow maintenance. Well-designed ditches prevent snow from blowing onto a roadway. Historical data and snow drift models help to determine the proper location and size of a ditch. Ditches are designed best when existing topography and right-of-way are both considered to create a well-balanced solution.

Living and structural snow fences

Snow fences became a leading solution to combating snowdrifts and keeping roads open after record snowfall and disastrous blizzards pounded the Midwest in the 1990s. Since then, roads that were often closed due to impassable snowdrifts are now kept open with a little help from nature and modern materials.

There are two types of snow fences – living and structural.  A living snow fence is a group of trees or bushes planted strategically to catch drifting snow. The line of trees or shrubs prevents the snow from reaching sections of roads that tend to become blocked during or after storms, creating an effective barrier and increasing driver safety.

When living snow fences aren’t suited for a site, a structural snow fence is another option to consider. This is the preferred method when soil is too compacted, or the area doesn’t allow for shrubbery or trees due to maintenance complications.

The diagram below shows how a snow fence prevents snow from drifting.

Engineers automatically design roads for drainage, but snow should receive the same attention – particularly in states that experience winter weather for half the year. As you navigate your way through winter driving conditions, take notice of what surrounds you. The line of trees or the ditch next to you may just be helping keep the roadway clear.

Q&A | WSB’s Founders

More than 25 years ago, a group of engineers early in their careers met for happy hour and decided to start something new. A firm that would be different than all the others and one that would focus on staff, clients and innovation. In this Q&A, founders Bret Weiss, Pete Willenbring and Ron Bray reflect on the early beginnings of WSB and what the future holds for our firm.

B – Bret Weiss, President & CEO

P – Pete Willenbring, Vice President

R – Ron Bray, Vice President

When you first formed WSB, what were your goals?

P: My goals were relatively simple and straightforward: To create a company that had internal and actively involved owners focused on hiring and retaining only the best staff, providing client service second-to-none, and creating a positive, supportive and fun work environment.

B: When we started, we were focused on creating a firm that focused on our staff and clients. We have spent a lot of time and energy achieving that goal, but also realized that there was a need for a firm that pushed outside of how others operated. For us, that involved looking beyond the established solutions toward using technology to create a better deliverable.

R: The formation of WSB was to establish a top-notch engineering company with great service, but with an emphasis on the value of its employees.

Did you anticipate this level of growth and success?

R: WSB was able to grow faster than we anticipated based on quality service, great employees with unique talents, and well-established client relationships. Our goal of 50 employees in five years happened much sooner than anticipated, which was great, and we’ve kept growing since then. I think that establishing a key management structure helped facilitate our continued growth.

P:  I anticipated our firm would grow to a level like other successful consulting firms in the Twin Cities.  I did not envision growth in some of the new service areas we have created.

B: I knew that if we wanted to be the firm of choice that we would need to grow and expand. Our goal was to be a long-lasting and independent consulting firm. In order to do that, growth is required to provide opportunities and resources to build the systems and structure that would support a larger firm.

Any advice for leaders now and for those who come after you?

B: Be unique. Too many businesses follow the lead of others and then become images of each other.  It can be very hard to differentiate. We have charted our own path and that will continue. It is not an easy road, but most anything we do in life that’s worth it requires hard work.

P: Although other management elements are important, the consulting business is about hiring and retaining staff that our clients and staff need and want to work with. This means they have not only technical skills, but interpersonal skills that allow them to fully relate to the client as well as fellow staff members. If you have staff with those attributes, you will be successful. 

R: Our focus on expanding our services and opening strategic office locations is key. At the same time, let’s remember what made us great was quality client service and an emphasis on the value and growth of our staff. It is very important to me that we remember to be humble.

What do you think WSB looks like in the future?

P: All that we know for sure is that it will change, and we need to be receptive to that.  This year is a prime example of how quickly things can change. Many of us may be working remotely in the future, and the way we deliver service to our clients will likely change as well. We will need to constantly stay nimble, reevaluate our markets, make sure we understand what our clients need and find the best ways to meet those needs.   

B: I don’t know for sure, but we will be larger, more diverse and a leader in our industry. The staff that we have been able to attract to WSB continues to be stronger every year. We are finding our stride in using and developing cutting-edge technology. This will help us broaden our reach and increase the locations that we serve.

R: WSB will continue to grow and expand into other market areas. At the same time, the business model will change and adapt to continue to be the leader in quality client service. Technology is advancing at a faster rate than ever, so the way we do business will need to incorporate this technology and the business model will need to change to stay on that leading edge.

What has been your biggest motivator over the past 25 years?

R: I would say it has been the energy of the folks at WSB. Energy just builds more energy and moves all of us to do better and be more competitive.

P: Getting new and interesting projects, and then working with our awesome clients and staff to provide the best service possible.   

B: I have always wanted to use the talents that I have been given to be the best I can be. When you start a company from nothing, there is a lot to grow and develop. I know that we can get better and striving to be the best for our staff and clients has always been my biggest motivation.  If we do those two things, everything else will take care of itself.

What are you most proud of?

B: A small percentage of startup companies make it to 25 years, and we did. We are focusing on the right things and it is paying off. I am so proud of the company that we have developed and the staff that make it so special.

P: Our staff and the helpful, engaged and supportive environment they create every day.

R: I am excited that I’ve had the opportunity to deliver somewhat complicated and controversial projects at a high level to our clients. Many of these projects have been recognized as award winning by our peers and that is something that really makes me feel proud – of our staff and our clients.

Any favorite memories you’d like to share?

P: They involve silly little things, like Don finding a good deal on RAM for computers, activities surrounding the acquisition and delivery to the office of our various pop machines and a fictitious issue Ron had with the State Board of Registration.

B: We held our first holiday party at the office and catered in Leeann Chin. Pete talked the deli downstairs into letting us use their ovens to warm up the food.  We did everything ourselves and at the end of the evening, we handed out our first WSB hats. I will never forget how excited we all were. It was like we were finally legitimate. 

R: I have a lot of favorite memories fortunately. I am always excited to think of our WSB Celebrations and annual picnics with our staff.

Was there a certain moment when you knew that WSB was going to be successful?

B: We couldn’t afford to fail, so we were confident from the very beginning.  Sure, there were some scary times and leading through a pandemic is one of them. However, there was never a time that I thought we couldn’t win. We have focused on our company and our staff and never compared ourselves to others.

P: I thought it would be from the beginning, but realized we had an opportunity to grow even more quickly when just a few weeks before we were to start the firm, the non-local owners of our previous consulting firm decided to replace the current CEO.  Clients work with who they know, like and have a relationship with. The firm they work for is a secondary consideration. This provided us with an enhanced opportunity to work for these clients.

R: In the fall of 1996, we were building a strong client list and the work started coming in. We felt more stable and I think that was when I knew we had something special going.

What is one misstep you wish you could erase?  What did you learn from that misstep and how did it help shape WSB and your career?

R: We were so busy and growing and things were going great, but we grew so fast and were all working so hard that we weren’t managing the company as well as we should’ve. As a group, we decided to step back and take the time to better understand what needed to be done and work to better understand our strengths and weaknesses at a leadership level. This was an important turning point and ended up setting the stage for future growth.

P: It was challenging to have multiple owners making joint decisions on everything. We learned from this and defined roles later on, but developing a structure, staying flexible and communicating with each other is very important.

B: I have always been very competitive and never shy away from conflict or a challenge. There have been a few times early in my career that I responded poorly to situations. I learned that there are times to talk smart and times where it is not warranted.  At the same time, that competitiveness and strong resolve to not let anyone push us around has driven WSB to be a successful, well respected firm.

Is it challenging to watch what you’ve built grow, change and move in different directions?

P: In terms of truly “challenging,” the most challenging times were during the early years when the firm was small. We were adding staff as fast as we could find them, the owners were not taking salaries and we had to quickly develop new service areas in order to compete in our marketplace. During these times, we were also fighting for market share against established firms with larger staff and many more service offerings.

B: Not at all. Our goal was to create a great firm that valued staff and clients. We have looked for opportunities over the years and change has been important to our success. We never had non-negotiable ideas for what the company needed to look like, so watching others helped us mold our company into what it is today, and it’s been very fulfilling.

R: I don’t know if challenging is the right word, but I would say it is exciting to see WSB take on some new life in various areas, both geographically and service wise.

How have your personalities worked together to build WSB?

R: I tend to be optimistic, often pushing for extending outside of our existing limits. But this push and pull provided a good balance. We know how hard to push each other and we know when to back off. It’s been rewarding to see Bret leading us through and I’m proud of what we’ve accomplished together.

P: The founding partners have different personalities and have had similar and different perspectives on the best way to run the company. For the most part, this was a good thing, but other times it created some challenges we needed to work through. I am certain that both our similarities and differences allowed all of us to grow and appreciate new ideas. It also allowed us to move in directions we otherwise would not have considered.

B: Many people have told me that they are surprised that our partnership has been so successful. We did not get in each other’s way and that has been the key.  Each of us is different, which added to our success.  Our different personalities and similar values allowed us to tackle many different problems and there always seemed to be someone that was passionate about an issue.

What’s the best trait of your fellow founders?

B: Ron is very positive and optimistic. He believes that anything can be achieved and is not afraid to provide encouragement. Pete takes time to have fun and to celebrate while being cost conscious.  He has always helped us watch our pennies.

P:  They are all dedicated to creating a company that is exceptional, are not afraid of long hours or hard work and truly care about our staff and clients.

R: Pete is very budget and spend cautious, but good in his expertise of water resources. Don was good at holding the office down and cranking out the work. Bret had a good reputation in the municipal market and worked hard to secure new clients and projects. Together, with my network and knowledge of transportation and construction, it was a great balance. Our individual skills came together to venture into new areas, gain clients and build workload.

What’s your all-time favorite WSB promotional item?

R: It was the hunting hats hands-down! People love them whether it be camo or bright blaze orange. Even if they didn’t hunt, they still like to wear them.

P: It may seem trivial, but over the years, it has been our high-quality WSB pen.

B: I have always loved our golf balls, but the plastic wine glasses might be the most popular.  The funniest have been the boxer shorts and golf socks.

You can only name one thing, what’s been the key to WSB’s success?

P: Our staff. Without their dedication and commitment to the company and each other we could not have done what we have.  

B: Drive. We have advanced our company for 25 years and we continue to look for ways to be the best we can be. 

R: Great employees!

If you could set-up a WSB office anywhere NOT in the US, where would it be and why?

B: This is not outside of the U.S., but I would probably say New York City so that I could be a little closer to my son and daughter-in-law. They have been living with us during the pandemic and it will be hard to have them go back to NYC. 

P: Vietnam. They are one of the most rapidly growing economies in the world, have a significant need for many of the services we offer, have a highly educated work force and opportunities in this area will only increase with time.  

R: Not even a consideration in my mind. I am fine sticking with the good ole USA.

The Top 10 Challenges Public Water Systems Are Facing

With new technology and aging infrastructure, communities are adapting to unpredictable changes that affect their water management planning. From risk management to wastewater facility management, we’ve compiled a list of the top 10 challenges public water systems are facing and the solutions we’re developing with our clients to solve them.

RENEWAL AND REPLACEMENT OF AGING WATER INFRASTRUCTURE

LONG-TERM WATER SUPPLY

GROUNDWATER MANAGEMENT

COMPLIANCE WITH CURRENT AND FUTURE REGULATIONS

ASSET MANAGEMENT

FINANCIAL ASSISTANCE FOR CAPITAL IMPROVEMENTS

SOURCE WATER PROTECTION

EMERGENCY PREPAREDNESS

WATER CONSERVATION AND EFFICIENCY

EXPANDING WATER REUSE

Changing Perspectives

By: Candace Amberg, Sr. Landscape Architect, WSB

Navigating recreational engagement efforts in a post-pandemic landscape.

The importance of parks and trails has become much more fundamental to our communities’ wellbeing since COVID-19 hit and stay at home orders were issued throughout the country. As an escape, many of us have explored parks, trails and green spaces near our homes more than ever before. How will this moment in time affect the value we place on these spaces? How will this change the way we design moving forward? How are perspectives shifting and what is the next recreational trend? While there are still many unknowns, as planners and designers we have a unique opportunity to better understand how we can create recreational opportunities while still accounting for safety measures through creative design.

A quick glance at the news or social media has the ability to instantly highlight differences in opinions, and I feel many of the issues that seem to drive us apart are based on a lack of understanding of the varying perspectives behind them.  As I am writing this article from my home office, I gaze out my window and see the colorful crabapples blossoms against a lush green landscape that is now exploding with life, something I have anxiously awaited all winter. Others may see this as a full-blown attack of pollen ready to aggravate their allergies and altering their ability to breathe or taste for the next few weeks. Same event, different experience and therefore, different perspective.

I also see a neighborhood that, much like the trees coming out of dormancy, is full of life and activity. I see families playing with their kids out on the street, I see more bikes on the roads than vehicles, and I see people flocking to the open spaces to get some piece of normalcy back into their daily routine, as well as for stress relief and a respite from home schooling. How is this changing the perspectives towards our parks, trails and open spaces?

I grew up on a farm in North Dakota and had ample open space all to myself. I didn’t fully understand the value of this space until I moved to Minneapolis. Here, I found dense populations with shared outdoor spaces, but I also found an abundance of renowned public parks, trails and scenic settings like I had never seen before – and trees! Have I mentioned we don’t have many trees in North Dakota?

I discovered that these thriving spaces were the direct result of devoted leaders who worked endlessly to develop high quality parks and trails, expanded recreational programs for diverse populations, built successful community centers, and preserved the natural resources that are fundamental to our Minnesota character. We can attribute many of the quality spaces we have today to their visionary work. Places to socialize, play, exercise, take in a walk, or just sit and watch the world go by.

Our collective group of designers and planners see this “time-out” as an opportunity to reach out to our community members and let them know that not only are we are here for them, but that we can work together to improve their quality of life. Now is the time to be the visionary leaders for the next generations and in order to do so, we must better understand the changing perspectives of the community through meaningful engagement.

While COVID-19 has made our engagement efforts slightly more challenging, we are starting with a great toolbox of methods to keep communication efforts strong. These methods will become even more important as we continue to navigate the challenges brought on by COVID-19.

A few examples include:

• Interactive Project Maps: Interactive maps, such as Social Pinpoint, are not only convenient and easy to use, they also gather very detailed and relevant information that, in some instances, have aided our design process much more significantly than other engagement methods.
• Story Maps: ArcGIS and ESRI Story Maps provide a visually appealing method to catch a user’s attention while portraying useful information, including tours, maps, and visual displays.
• Social media: Instagram, Twitter, Facebook are a few examples of social media platforms that are being heavily used to reach audiences. They are a great tool to highlight awareness, bolster engagement, and gather quick ideas.
• Videos: Anyone with a teen understands the TikTok and YouTube phenomenon. We have found success developing project videos as well as promoting them through social media spending to reach a broader, more targeted audience.
• Virtual Meetings: Virtual meetings and presentations provide a great method to interact with task force groups, commissions, councils, etc., and can also reach a more flexible audience who can engage when and where it’s convenient for them.
• Engagement Events: With a significant increase in park users during almost all days and times of the week, in-person engagement events that follow social distancing recommendations remain a valuable opportunity.

Let’s keep moving forward and take this moment to reach out to the community members, understand their perspectives and work with them to create tomorrow’s next successful project.

This article originally appeared in the Summer issue of Minnesota Recreation & Parks Magazine, https://issuu.com/designertp/docs/mrpa_summer_2020_issue_web.