Month: April 2025

25 stories for 25 years | Emily Brown

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 5 of 25

What do you think is special about celebrating 25 years as a company? 

What is impressive about 25 years is that in many ways WSB still feels like a young company. There is such a focus staying nimble and finding ways to improve our business. I think that focus on not just hitting milestones but continuing to improve and seek out new opportunities is what makes WSB special and makes me excited for the next 25 years.

In what ways have you been able to grow professional at WSB?

Part of the reason I came to this company five years ago was to find more opportunities to lead projects and work directly with clients. Since I’ve been here, I’ve been encouraged to take the lead on projects and have been supported when new challenges have come along. WSB has given me a home where I have and continue to expand my expertise and reach new goals.

What WSB value do you connect most with? (Bold, Visionary, Authentic, Passionate, Optimistic)

I really connect with our commitment to authenticity at this company. I think trust is such an important aspect of our interactions with clients, other companies, our industry and the public. We build trust by being authentic to who we are, what we know and how we commit to the work.

What about your work gives you energy?

I am very fortunate to be able to directly see my work come to life on a project. I get to see every step in the project life cycle and see how it supports the lives of those in the community. Working closely with city staff, contractors and residents gives me an opportunity to resolve issues on the fly and think creatively. I love being able to have a direct effect on the success of a project.

Q & A – Mike Rief

Mike Rief is our Senior Vice President of Construction Services. He plays a critical role on our construction team by driving projects forward through his leadership. In this Q&A, Mike reflects on his experiences at WSB and shares his vision for the future.

Q: You’ve been with WSB for almost 15 years. What aspects of WSB make you excited about work?

I really enjoy the people I work with not only in the Construction Services Division, but throughout WSB. We have a lot of talented, motivated and passionate people and it’s fun to draw from their excitement and energy in our daily work, pursuit of work and development of plans and projects.

Q: So far during your time at WSB, what has been the most memorable moment?

There have been many memorable moments during my time, but a couple that stand out are the collapse and reconstruction of the St. Anthony Falls 35W Bridge. That project presented a lot of firsts for WSB. We were brought in to provide two to four staff for Contractor Quality Assurance. Because of our efforts, we eventually had more than 50 staff providing field support in the construction of the $234M project. We had a great team who delivered the contract administration, inspection, testing and documentation. We worked 24/7 for nine months through one of Minnesota’s coldest winters to successfully deliver the project. The other memorable moment, still very special to me, is winning the 2012 TH 90 Dresbach Bridge and Interchange Contract Administration and Oversight. This project was a significant milestone for our firm.

Q: How are our clients involved throughout the construction process?

Involvement varies significantly depending on the client. Every project is unique, and we take that into consideration. We welcome client involvement and engagement as part of our process. We work to find a balance with the client to ensure their needs are met and that they are satisfied with the administration of the project, the final product and resident perception.

Q: Our culture drives our curiosity. How does curiosity drive the construction team?

The people who are most successful in the construction industry are problem solvers by nature. That creates a certain level of curiosity in the way we perform our jobs. We ask questions and are not afraid to ask why and provide recommendations on better ways to address a challenge. It’s our staff’s curiosity that drives our innovation and improvements. We are constantly pursuing improvements to our process and the way we work and this has been the foundation of many enhancements throughout WSB.

Q: How do you think WSB stays innovative and inspired in times of uncertainty?

I think in some cases, it’s the uncertainty that creates the inspiration and innovation. Our staff is good at finding opportunities to expand services or develop new technologies. If you look back to the Great Recession, our firm grew by adding new services and exploring new markets. We’ve faced uncertainty recently when navigating the challenges surrounding COVID-19, but I’ve admired the ways our staff are identifying new ways to perform their work, deliver projects and stay engaged.

Q: What makes our construction services offerings unique?

We offer a broad range of services that complement each other. We also have become specialized in the areas of Contract Administration, Surveys, Pipeline, Environmental Compliance, Project Controls, Geotechnical, Materials, Pavements and Geohazards. All of these service areas work together by sharing knowledge, resources and lessons learned. We have strong relationships with all divisions in WSB and work collectively to deliver projects.

Q: How do you think our construction services are set up for future success?

We have become very competitive over and continue to meet the needs of our clients. We are making significant investments in our staff, training and technology. We are investing in other service offerings, new markets and new industries. Continuing to evolve and explore new markets both geographically and from a service offering perspective will help position us for continued success in the future.

Q: What are you most excited for in 2020?

2020 didn’t start the way we had hoped. The COVID-19 situation has created some uncertainty for everyone in all industries. Moving forward, I’m most excited for our season to progress and our staff to get out on projects. How we do work in the future will look different to us and it’s exciting that we are able to help define what that will look like.

Q: Inspiration is paramount to our work at WSB. What inspires you?

I draw inspiration from a lot of different areas. First, I tend to be a little competitive so, I enjoy the pursuit for projects. I also draw inspiration from our staff. Seeing our staff experience success, solve a problem or learn something new is a motivator. After 30 years in the industry, I’m still learning and sharing knowledge with others and it is really rewarding to have others do the same with me. Seeing staff, clients and contractor partners get excited about their jobs is something that should inspire all of us.

Mitigating against catastrophe

EFFECTIVELY MANAGING GEOHAZARD RISK

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.

WSB hires structural engineering expert Paul Kivisto

May 22, 2020

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.

WSB announces new municipal division leadership

May 27, 2020

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:

• Monica Heil, vice president of municipal services
• Morgan Dawley, senior director of municipal services

Changes to MS4 Permitting

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

1. Volume control requirements to treat all new and fully reconstructed impervious surfaces equal to one or more acres.
2. New performance-based responses to chloride, bacteria, and temperature TMDLs; including a written plan to identify and prioritize activities to achieve reductions.
3. Additional education and outreach efforts on salt use and pet waste.
4. Increased responses to snow and ice control operations. Improved management of salt storage at commercial, institutional and non-NPDES permitted industrial facilities.
5. 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.

Newsletter | Volume 2 | Issue 1 | 2020

WSB Selected to Design TH 169, Rebuilding Gateway to Greater Minnesota

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.

25 stories for 25 years | Chris Petree

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

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.

Defining Urban Design

Creating spaces for people.

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.

Explore our Urban Design page to learn more.