Underground pipeline infrastructure is expansive and vulnerable to natural disasters, extreme weather conditions and impairment from human activities. When systems fail, they can trigger catastrophic damage and global headlines. In 2018, extreme weather incidents cost the United States nearly $91 billion. Earthquakes, landslides, tornadoes and hurricanes have a huge impact on our above-ground infrastructure but can also significantly affect our less visible underground infrastructure.
To prepare for the fallout caused by extreme weather events, many private and public organizations are taking a proactive approach to managing their geohazard risk.
PRIVATE REGULATIONS
Private utilities who operate interstate pipelines are held to requirements enforced by the Pipeline and Hazardous Materials Safety Administration (PHMSA). These requirements provide guidance on how to manage operations when faced with extreme weather or natural disasters. Beginning in July 2020, PHMSA’s updated requirements will mandate the consistent monitoring of all pipeline systems throughout the United States. While regulations existed previously, the integrity management systems associated with pipeline infrastructure have been evolving in response to extreme weather.
To comply with the PHMSA’s requirements, many private oil and gas companies are developing and updating integrity management systems, a risk-based approach to improving pipeline safety and operations.
PUBLIC REGULATIONS
Instead of creating integrity management systems, public organizations create resiliency plans. These plans improve public safety, allow for more precise project scoping and cost estimating and provide more accurate forecasting for maintenance budgets. Additionally, resiliency plans help communities plan their budgets proactively.
BUT HOW DO YOU MONITOR UNDERGROUND INFRASTRUCTURE THAT SPANS MILES?
Traditionally, many companies and organizations have resorted to walking the entire pipeline system to measure where risk may occur in the event of a natural disaster or extreme weather event. This process is time-consuming and often not fast enough in response to a crisis or when quick decisions must be made.
Our team of geohazard experts knew there had to be a better way to assess geohazard risk. Working closely with both public and private clients, we developed a predictive tool that allows organizations to monitor their pipeline infrastructure virtually. This GIS-based geohazard model informs risk-based decision-making tools, such as risk matrices, that can be referenced to ensure PHMSA compliance or inform resiliency planning. Using the model, areas that may have been impacted by an extreme weather event can be monitored with the click of a button and action steps can be taken immediately to continue safe operations of the pipeline network.
THE IMPORTANCE OF MANAGING GEOHAZARD RISK
With changing severe weather patterns around the country, proactive management is becoming an increasingly important part of pipeline operations. Since the 1950s, precipitation occurring during heavy downpours has increased by 37% in the Midwest. These events increase the probability of landslides, flooding, and a host of other geohazards that may negatively impact pipeline integrity.
Identifying locations vulnerable to these types of events allow mitigation activities that are less expensive than addressing them after an event has occurred, making geohazard assessments a sound risk and financial management tool.
WHAT IS A RISK MATRIX?
Since it’s easier to stop a potential leak or release before it happens, geohazard predictive modeling reduces the risk of events. The predictive modeling program uses a simple formula (Risk = Probability x Consequence) and applies it to geohazards.
For example, a successful geohazard program will predict locations susceptible to landslides after heavy downpours by determining the factors most likely to cause failures across each location. These risk factors can include slope angle, the shape of the slope and depth to bedrock. The output of this modeling process is a set of factors that rank slopes by degrees of failure.
Engineering
and consulting firm WSB announced today that Paul Kivisto is joining the
organization as a senior structural engineer. As the former metro region bridge
engineer and St. Croix Crossing Bridge construction engineer for the Minnesota
Department of Transportation (MnDOT), Kivisto joins the firm with nearly 37
years of experience working on high profile structural infrastructure projects
throughout Minnesota.
“I am thrilled to welcome Paul
to our firm. His engineering and bridge management experience will be an
invaluable addition to our structures team,” said Jody Martinson, WSB’s vice
president of transportation. “I’ve worked closely with Paul for many years and
his technical abilities and his big-picture thinking will be an asset for our
clients’ structural needs.”
Kivisto has played a
significant role in some of the most high-profile bridge projects in the state,
most notably serving as the St. Croix Crossing Bridge construction engineer.
The $646 million project was completed in 2017 and involved two state DOTs,
multiple communities and an innovative extradosed design – only the second of
its kind in the United States. Additionally, Kivisto offered his expertise on bridges
across the state including the reconstruction of the I-35W Mississippi River
bridge and the construction of the 10-lane Wakota River Bridge.
“I am really looking forward
to joining the growing structures team at WSB,” said Kivisto. “In many ways, I
am just changing hats and am excited to approach projects from the consulting
side of bridge management and design.”
As part of WSB’s team, Kivisto
will support clients with their bridge management plans, safety inspection
reports, design plans and constructability reviews. As a consulting engineering
firm, WSB’s structures services include bridge design, rehabilitation,
inspection and management and construction for public and private partners.
Local engineering firm WSB today announced the promotions of Monica Heil and Morgan Dawley to leadership positions in the firm’s municipal services division. In their new roles, Heil and Dawley will oversee the growth and management of WSB’s municipal market, including municipal engineering, community planning, economic development and water-wastewater services.
Heil, formerly the senior director of municipal services, is now the vice president of municipal services. Heil is a civil engineer who has served many communities in Minnesota for over 15 years. She replaces vice president Lee Gustafson. Gustafson, the former longtime engineering director for the city of Minnetonka, assumed the role in 2018 and worked alongside Heil to restructure the fast-growing team to better serve the firm’s clients. Gustafson will remain on the firm’s leadership team in a reduced role.
“Monica has a deep
understanding of long-term operations and maintenance needs associated with
municipal engineering,” said Gustafson. “She believes in developing solutions
that have a profound effect on the communities she serves. There is no one
better to lead WSB’s municipal services than Monica and I am confident in her
ability to deliver on our client’s infrastructure needs.”
Filling Heil’s previous role
as senior director of municipal services is Dawley. Dawley is the former director of municipal client
services. He has overseen municipal, transportation and civil engineering
projects in several Twin Cities communities offering consultant services that
include strategic planning, preliminary design, project development and public
engagement.
“Morgan has shown tremendous
commitment and leadership to WSB’s municipal team,” said Jon Chiglo, WSB’s
chief operating officer. “Throughout his tenure he’s made a strong impact on
our clients and staff. He has asserted himself
as a leader and I am thrilled for Morgan to take a more active leadership role
within the company.”
In the last two years, WSB has expanded the executive team, built a larger C-suite and acquired two companies. As the third-largest engineering firm in the Twin Cities, WSB has 14 offices in four states.
To view the resumes and
headshots of Heil and Dawley, click on the links below:
Soon Minnesota’s Municipal Separate Storm Sewer System (MS4) communities will continue the reissuing process and applying for coverage under the revised MS4 General Permit. The updated MS4 General Permit is expected to be reissued by the Minnesota Pollution Control Agency (MPCA) this Summer of 2020. This will create significant changes in the ways that MS4 permittees will operate, starting with modifications to address any procedural and programmatic changes needed as a result of the updated rules.
Below are
the Top 5 Proposed Changes – What You Need to Know
Volume control requirements to treat all new and fully reconstructed impervious surfaces equal to one or more acres.
New performance-based responses to chloride, bacteria, and temperature TMDLs; including a written plan to identify and prioritize activities to achieve reductions.
Additional education and outreach efforts on salt use and pet waste.
Increased responses to snow and ice control operations. Improved management of salt storage at commercial, institutional and non-NPDES permitted industrial facilities.
Additional documentation requirements to better evaluate permit compliance and SWPPP effectiveness.
The MS4 permit application process is a two-part process. The first includes the permit application fee, contact information for the applicant, and applicant certification. Existing permittees have already completed this step in late 2017 or early 2018. The second part, known as the Part II Stormwater Pollution Prevention Program (SWPPP) Reauthorization Application document, includes information about the applicant’s current SWPPP. It compares it to the revised permit rules and identifies action permittees will take to be compliant with the updated MS4 rules.
Once the MS4 permit is reissued by the MPCA, there will be a 5-month (150 days) period for applicants to submit an application electronically through the MPCA’s website to the MPCA Commissioner for review. After permit applications have been approved by the MPCA, the new SWPPP document will be placed on public notice for 30 days with the opportunity for a hearing on the preliminary determination. Following the public notice, permittees will have 12 months to update their MS4 programs to meet the new permit requirements. Our Environmental Compliance group is familiar with every step of this MS4 permit reissuance period and available to assist.
In the meantime, MS4s must continue to implement their programs and follow the expired MS4 permit’s rules. This means that routine efforts to provide education and training, identify illicit discharges, and monitor and maintain the MS4 system must continue. MS4 permittees are also expected to continue their erosion control inspection schedules and monitor active construction projects despite the COVID-19 pandemic. Inspectors are encouraged to wear masks and maintain social distancing standards while out on site. Our Environmental Compliance team is available to help your community meet this permit requirement. We can help augment site audits by regulators, provide temporary inspection support, carry out enforcement protocol, and provide any other support to help local erosion control programs.
Please contact us for additional assistance or questions.
Meghan Litsey is director of our Environmental Compliance team and has over eight years of experience. She specializes in providing environmental compliance services in construction site permitting, SWPPP design and inspection, and MS4 program development.
WSB is thrilled to partner with the Minnesota Department of
Transportation (MnDOT) to provide final roadway and bridge design services for
the Highway 169 (TH 169) Reconstruction Project.
TH 169 is
a significant north-south highway in Minnesota. It serves rapidly developing communities
and is a gateway to exploring recreational areas in Greater Minnesota. The
highway is heavily traveled by both vehicles and pedestrians. Expanding the
highway is intended to improve safety and reduce the average rate of collisions
in the area.
Jody
Martinson, vice president of transportation at WSB, anticipates this project
will have a lasting impact and looks forward to delivering a safer commute for
surrounding communities.
“This
project is incredibly important to users of the TH 169 corridor,” said
Martinson. “Being able to work side-by-side with MnDOT to improve the
safety and mobility for motorists and pedestrians is extremely gratifying. WSB
is excited to utilize technology and innovative solutions to improve the
efficiency of design and construction.”
The
reconstruction will address operational, infrastructure and mobility issues,
all important elements considered when the project was selected for the
Corridors of Commerce (CoC) program. The project will replace four signalized
intersections with interchanges and consolidate access points, drastically
improving safety and mobility. Local roadways will be reconstructed to create
ADA accessible routes at the interchanges. The TH 169 project is expected to
reduce roadway delay by more than 1,000 hours per day, eliminate $1.7 million
in annual crash costs, and provide more reliable travel times for the public.
The project
is also a CMGC project. As a CMGC (Construction Manager/General Contractor),
the process will involve several stakeholders and team members throughout the
design and construction process. The project will also require strong
coordination and communication with MnDOT. Project manager, Peter Muehlbach
formed an expert team to ensure the CMGC process is efficient, effective and
economical for reconstruction.
“When fully
utilized, the CMGC design process allows for a more collaborative work
environment between designer and contractor,” said Muehlbach. “I am
excited for the opportunity to make design decisions together with our MnDOT,
Sherburne County, city of Elk River and Ames Construction partners.”
Additionally,
the project team will leverage state-of-the-art and emerging technologies to
provide sustainable solutions during the design phase. By utilizing modeling
tools, WSB will streamline construction management, drainage and utility
relocation processes.
Planning
for the TH 169 Reconstruction Project is underway with final design set to
begin this summer. Phased construction will begin in fall 2022 with
project completion set for 2024.
On October 5, 2020, WSB will celebrate our 25th year in
business. Since 1995, we’ve added new service areas, expanded our reach and
served our communities. Throughout our
tenure, our dedicated staff has been a constant.
In honor of our 25th year, we’ll be highlighting 25 stories of the people behind the projects.
Story 1 of 25
Chris Petree, Director of Rochester Operations | Joined WSB in 2019
What
do you think is special about celebrating 25 years as a company?
I
remember when WSB was a small company and today we’ve grown into an industry
leader without sacrificing our founding principles and core values. Throughout
the firm’s 25 years, the team has led with integrity and integrity has remained
a constant.
What
has been the most memorable moment of your career at WSB?
It
wasn’t when I was employed with WSB, but rather when I was one of WSB’s
clients. While I was in Lakeville as the Director of Public Works, I partnered
with WSB to create a comprehensive pavement management program that resulted in
one of the most aggressive street reconstruction programs in the state.
I’m extremely proud of what we accomplished together for the Lakeville
community.
What
WSB value do you connect most with? (Bold, Visionary, Authentic, Passionate,
Optimistic)
I
connect with all of them, but honestly my top value is being authentic. I
witnessed WSB’s authenticity as a client and I find it to be true as a staff
member. I came to WSB after over 24 years in the public sector and I wasn’t
asked to change my style, approach or beliefs. Instead, I have been
encouraged to bring my authentic self to the clients we serve.
What
about your work gives you energy?
Making
an impact for our clients and their communities. It’s energizing to form
partnerships and collaborate to find creative solutions not just for this
generation, but for the generations of the future.
Why
do our clients continue to work with us?
I
think clients work with us because of our core values. We bring these values into every project,
idea and client interaction. I also
think that WSB has hired and retained some of the top professionals in the
industry and our clients benefit from that expertise.
By Erin Perdu, Director of Community Planning & Economic Development, WSB
How do we design for the urban environment? While the term “urban” may make you think of a concrete jungle with a bustling vibe of major U.S. cities like New York City and Los Angeles, an urban environment is any population center, from small towns to mid-sized cities and beyond. According to the U.S. Census Bureau, more than 80% of Americans live in urban areas. By 2050, nearly 90% of Americans will live in cities. When we talk about urban design, we’re not just talking about skyscrapers and high-speed trains: we’re talking about designing for the communities where many of us already live.
As cities of all sizes are experiencing growth, communities are increasingly looking for thoughtful expertise to foster greater connections between people and places. This can include planning and zoning, economic development, architecture and landscape architecture, transportation and infrastructure, and many other factors that contribute to the look and feel of a space. Urban design can’t be defined by one discipline, project or service. WSB’s multidisciplinary team of professionals helps communities enhance their urban environments through public engagement and thoughtful, holistic design.
KEY QUESTIONS TO ASK
Urban design enhances the relationship between public and private spaces by considering a variety of issues, including some of the following questions:
HOW DOES SOMEONE ACCESS A BUILDING ENTRANCE FROM A SIDEWALK?
HOW DOES SOMEONE ACCESS A PARK FROM THEIR HOME?
WHERE CAN PEOPLE GO TO CONGREGATE AND CELEBRATE PUBLIC EVENTS? ARE THESE PLACES INVITING TO RESIDENTS OF MANY CULTURES?
WHAT ELEMENTS ORIENT PEOPLE SO THEY CAN FIND THEIR DESTINATION?
HOW DO KIDS GET TO SCHOOL SAFELY?
HOW MANY DIFFERENT WAYS CAN SOMEONE GET TO WORK IF THEY CAN’T OR DON’T WANT TO DRIVE?
HOW DO WE EXPERIENCE DESIGN IN THESE SETTINGS? WHAT INFLUENCE DOES GOOD URBAN DESIGN HAVE ON CULTURE?
HOW IT WORKS
Urban design starts with imagining the possibilities. Typically, we work with clients to create holistic visions for corridors, neighborhoods, and centers in both the public and private realm. We work together to shape cities, influence culture and focus visions.
Communities should look at a specific part of the urban environment they want to make better and take the opportunity to think bigger. Engaging the public in the initial stages is key to understanding how people interact with a place and how these interactions meet their expectations. This results in spaces that are functional, friendly and accessible to the community.
Urban design happens in a variety of places and scales – from a streetscape or alley to a neighborhood, to a district or an entire city. Urban designers create everything from small-scale plans to design guidelines to long-range plans for our communities.
We also consider the economics of the design to create projects that are sustainable, economically viable and even enhance economic productivity within a community. This is derived from conversations with landowners, businesses and developers within the private market that will partner with communities to create these places.
Beyond a single project or discipline, urban design is a comprehensive, multidisciplinary approach that enhances the environment by creating great spaces for people. Urban design relies on the wider context of an urban environment and all its components, including history, human behavior, infrastructure, the economy, climate, ecology, equity and sustainability. By planning with the wider context in mind, urban design creates people-centered places that raise the quality of life for everyone in the community.
Erin is a community planner and project manager with 22 years of professional planning experience in both the public and private sectors. She has worked as a staff planner and Community Development Director for multiple municipalities.
Our
Traffic Operations team recently developed a large-scale traffic simulation
model for the Minnesota Department of Transportation (MnDOT). The current model
is used to track vehicle congestion on interstate 94 (I-94), including the
15-mile stretch of highway between Minneapolis and St. Paul, commonly known as
one of the most congested corridors in Minnesota.
The
I-94 corridor generally supports a high volume of traffic during morning and
evening commute times. Travel patterns on this corridor are complicated due to
the roadway geometrics and vary with each commuting experience. Drivers risk
getting stuck in several hours of traffic congestion depending on their travel window.
Beyond
day-to-day commuting traffic, Minnesota roadways have a large amount of freight
traffic to consider. WSB’s simulations
help to better understand the origin and destination of freight flows as well
as help better identify bottlenecks for freight traffic. This is important as the freight industry is
a vital component to the regional and state economy. When goods are free
flowing, avoiding time consuming bottlenecks, the direct impact is noticeable,
and Minnesota’s economy becomes stronger.
The
microsimulation tool uses geospatial, Federal Highway Association (FHWA), and
other historical data to capture the speed and flow of highway traffic. State-of-the-art
software allows us to monitor complex highway and arterial traffic conditions
more efficiently while tracking the dynamic interactions between vehicles.
Daily traffic congestion is tracked and recorded using heat mapping and other
reporting tools. The interactive model depicts several modes of transportation
operating during peak commuting hours. Collected data is analyzed for accuracy
and applied to determine future transportation planning initiatives.
The true benefit of this technology is our ability to run a higher
number of alternatives at a pace the industry has never experienced
before. We can now study ten times the alternatives in under half the
time it took only a year ago. It’s a true game changer for our
industry. And for our partners, they are reaching solutions sooner that
are much more economical. In doing so, we’re saving them valuable time
and money. Ultimately, we’re helping our clients ensure they are
allocating their resources in the right places at the right time.
Moving forward, our goal is to continue to leverage the latest technology to identify operational deficiencies more quickly for our partners and help to develop future alternatives that support a more reliable commute.
As Vice President of Transportation, Jody oversees the management and operations of the WSB Transportation group. Jody is the former Assistant Commissioner of the Minnesota Department of Transportation (MnDOT) Operations Division and has over 25 years of experience in the delivery of major transportation projects, programs and management of existing infrastructure.
All of us have been affected in unprecedented and profound ways by the COVID-19 virus. Some mornings it seems as though just making it through to the end of the day is the goal. As I began putting together my thoughts around what city/county managers & administrators should be thinking about during the 2nd quarter of a “normal” year, it struck me that there aren’t “normal” years. Each one is unique with its own challenges and opportunities. Yes, the COVID-19 virus is a big, unprecedented challenge. However, it’s one that public administrators can navigate because that is what we do. We lead our organizations through good times and bad, all while inter-weaving what is “normal” with the constant changes. My goal here is the same, weave together “normal” 2nd quarter considerations for city/county managers & administrators with the current challenges and changes of COVID-19.
Labor Contracts
Most public sector organizations have labor agreements with at least one, if not multiple, labor unions or bargaining units. The budgeting process is a year-round affair that likely started in quarter one, and because of this, it is important to start planning and strategizing as early as possible for labor negotiations.
With the
onset of the COVID-19 virus and the challenges it presents, it is even more
important to plan where to begin. We are likely facing health insurance
increases, a struggling economy, and political pressure to keep taxes low. How
do public officials tell essential service employees like police officers, fire
fighters and public works employees, who are put their lives on the line daily,
that there could be a freeze in pay and benefit adjustments?
This is the time to come together. Seek out connections and relationships with other public sector administrators and organizations to collectively find creative ways to solve these challenging financial and contractual issues. Start talking with bargaining units now to build trust and communicate expectations.
If you have
labor contracts that expire at the end of this year, start connecting and
communicating with colleagues and peers. Work together to find creative
solutions to challenging contract discussions. Begin conversations and communicate
expectations with your labor groups.
Public Works
Spring is time to start thinking about seasonal transitions in public works. There is the transition of equipment and work plans from winter activities to warm weather duties. Equipment and work plans that are set up for plowing, snow removal, ice rink flooding and inside related work, must now be transitioned to summer activities such as street sweeping, street patching, water line flushing along with lawn, park and public property maintenance. Additionally, second quarter brings the start of street reconstruction and other infrastructure projects.
It is important for administrators & managers to work with their public works directors, city engineers and staff to plan for inevitable challenges. Those may include a diminished workforce due to COVID-19; ensuring the safety of city, consultant and contractor staff; barriers to public engagement and communications regarding projects, work plans and safely interacting with the public.
The
transition from winter to summer activities can be difficult for public
organizations, especially during this time. However, it is also an opportunity
to find and evaluate new and more efficient processes for making these
transitions happen.
Parks
Like public works, parks become an important priority for public entities and residents when spring arrives. Without a doubt, our current situation of closing playgrounds and other high contact amenities is difficult. However, it can provide opportunities for park improvement. With park amenities closed, there is an opportunity for performing any delayed maintenance, replacement or cleaning.
This is the time of the year to be communicating with local athletic associations regarding needs and desires for their upcoming seasons. In the “new normal”, communication regarding plans and expectations becomes even more imperative. Are associations still planning for their seasons and tournaments? If so, will the city/county have the staff to maintain and prep the fields as needed? Are they postponing tournaments, or making them smaller, and at fewer locations to allow for social distancing and better maintenance?
It is essential to start considering and planning for a summer with closed parks and amenities. Take the opportunity to make and implement needed improvements and maintenance during the closure and communicate with the local athletic associations about expectations for the upcoming summer season.
Community Connections
During these interesting times, it is important that cities and counties stay connected to their residents and community. This will look different in today’s social distancing climate, but community connections remain a vital part of a public organization’s success. Public entities must find ways to connect to their constituents, especially those with little or no technology. My colleague Dan Pfeiffer, Director of Public Engagement at WSB, recently provided insight on this topic with his piece, “Staying Connected When Public Meetings Aren’t Possible”.
This is also the time of year when cities start to plan in earnest for summer events and celebrations with parades, carnivals and fireworks. The current state of social distancing and limits on congregating in large groups, make it important to start the conversation now about canceling or modifying these events to accommodate new recommendations.
Finding ways
to successfully maintain community connections will not be easy. Organizations
will be successful in their recovery efforts if they find ways to keep the
members of their community connected during this crisis.
Team Members/Employees
How well an organization communicates with, engages, and treats its team members and staff during the COVID-19 crisis is a barometer for future success. Managing the impacts of COVID-19 virus on employees should include addressing stress, burnout, mental health, flexible work schedules and working from home in order to maintain the health of the individual and the organization.
Connecting with employees during an outbreak and social distancing may look different, but it is still possible. Continue to celebrate milestones such as birthdays and work anniversaries with online meetings, calls and lunch delivered to the employee’s home. Use video calling to reach out, check in and touch base as it is more personal than a text or email. Help model work/life balance. Even though work and home are now one and the same, you do not need to be, and should not expect others to be, available 24/7. Continue to build in and set aside time for both work and personal time.
The
possibility of a diminished workforce remains likely as summer camps and events
are cancelled, budgets tighten, and cities/counties do not hire seasonal
workers. They may also have to find creative ways to use less busy staff to
provide essential services. For example, full time recreation staff that may
not be as busy this summer can assist with parks maintenance or general
administrative work. Find creative ways to keep team members employed and
engaged.
Communicating
and engaging with your team members, even in small ways, is vitally important
and goes a long way toward keeping them focused and productive during these
trying times.
Conclusion
Though the COVID-19 pandemic has created unprecedented challenges for us all, I am confident in the work of public administrators and managers to integrate change. During this time, do not overlook the importance of focusing, planning, discussing and communicating about priorities such as labor contracts, public works and parks transitions, community connections and the safety and engagement of team members and employees. The success of our cities, counties and communities depends on it.
Bart has been a City Administrator/Manager in the public sector for over 16 years. He is a strategic leader known for relationship development and connecting people around common themes and goals. Bart’s experience lies in leading and creating an organizational culture of collaboration where the whole becomes greater than the sum of its parts.
