WSB is honored to be named one of Engineering News Record’s (ENR) Top 500 Design Firms – climbing three spots to #210. For eight consecutive years, WSB has landed on ENR’s nationally ranked list.
Through ENR’s annual survey, companies throughout the United States are ranked according to revenue for design services performed. ENR’s mission is to connect diverse sectors of the industry with coverage of issues that include business management, design, construction methods, technology, safety, law, legislation, environment and labor.
Since WSB was formed 25 years ago, we have been committed to growth. For over two decades we’ve worked side by side in the communities we live and work in to build what’s next in infrastructure. It’s through our solid partnerships with our clients that we’ve been able to collaborate and solve some of our communities’ biggest challenges. Our growth would not be possible without our dedicated clients. Thank you for trusting us with your infrastructure needs.
It is always an honor to be recognized amongst our peers. Thank you to our staff who also play a large role in driving our growth. At WSB, we drive innovation through every level and service area, and we’ll continue to find cost-effective and efficient ways to serve our clients in the future.
We are pleased to announce the promotion of our newest leaders at WSB. Our Associates, Senior Associates and Principals demonstrate skills and leadership that advance WSB forward and support our vision and goals. We are fortunate to have strong, committed leaders at WSB that have chosen to invest in their careers with us. Please join us in congratulating our dedicated team members.
Principals
Craig Alberg
| Director of Contract Administration, Metro Region
There are many challenges to maintaining a healthy and prosperous tribal community. Tribal leadership is responsible for building, maintaining and improving the infrastructure and services for tribal members on an on-going basis. This can be daunting and overwhelming when the necessary resources are not readily available. The good news is there are a variety of funding sources available to tribal communities, here are the first steps you can take when applying for funding.
1.) Prioritize goals and align with available funding
options
In many instances, tribal sovereign nations have developed
planning documents such as integrated resources management plans (IRMP), comprehensive
plans, housing plans, surface water management plans, economic development
plans, cultural preservation plans, and many others. Having clear goals and
aligning them with available funding opportunities will position your tribal
community for success at acquiring critical funds for initiatives that are most
important.
Funding is available from a variety of local, state,
federal, and non-governmental organizations (NGOs) and all have eligibility
requirements and allowable expenses. Others may require match (in-kind or cash)
and have minimum/maximum funding requests amounts. Understanding these basic
requirements is a prudent second step in deciding if pursuing a funding source
will be worth the investment of time and how well the grant can support the
project.
3.) Develop partnerships/coalitions
Funding requests can vary greatly based on need and scale of
the project or program. For large projects that require a large capital
investment or match that may not be available, consider developing partnerships
or coalitions with local, state, federal, or NGOs to security necessary funds.
This can allow you to leverage multiple funding sources, expertise, volunteers,
and support, which in most instances increases your chance obtaining grant
funding.
4.) Determine what type of project needs funding
Projects and grant requests may divide into broad categories
such as:
Education/Outreach
Data Collection
Implementation
Monitoring
Planning
Depending on where your community is with planning and
datasets, new projects may need to begin as planning projects and include
implementation plans. This will help you describe your project and develop a
clear workplan to successfully achieve tribe goals. Some funding sources do not
support planning or data collection and simply support project implementation, while
others are the opposite, only supporting planning and data collection and not
implementation. Therefore, addressing points one and two is critical to your
application and should be as persuasive as possible to demonstrate that you
have a clear set of goals and implementation plan. In some cases, including
elements from each of the above categories on applications, or at least
addressing them, can improve your application and odds of being granted funds.
5.) Plan for what comes next
Having a clearly defined workplan and accurate cost estimates
for your project/program is critical to successfully winning grants. If there
are too many expenses exceeding currently available funding, consider phasing
your project over time and explain that in your grant application. It is
possible to be awarded funding on a multi-phase project that is implemented
over a series of years if it follows a clear plan. Be thinking about what comes
after completing the workplan. Consider how you will fund and support the
project after the grant is completed.
Many times, grant programs can build on themselves; after successfully
obtaining one funding source and completing the project, you may unlock
additional funding sources to expand the reach of your initial project.
Other things to consider:
Capacity Building- Do you have capacity (staff, equipment,
time, etc.) to complete the project and can you use grant funds to build
capacity that provides future opportunity?
Data driven- Can you use existing data to support your
rationale for the grant funding? If not,
this may be your request as you identify data gaps and request funds top fill
those gaps.
By Jason Amberg, Director of Landscape Architecture, WSB
Communities can better plan for their future by developing a system-wide comprehensive park, trail, and recreation master plan. Public engagement, intentional planning, and aligning needs with recreation trends are challenges communities may face when planning future park systems. Acknowledging these challenges is crucial for creating a successful park system plan that meets the needs of its users.
1. Establishes a long-range vision
Establishing a long-range plan helps ensure that resources are used effectively, and priorities are based on the greatest community benefit. Aligning the vision of a community to the system plan helps meet the needs of the public and establishes a clear plan of action.
2. Prioritization and budgeting for Comprehensive Improvement Plans (CIP)
Priorities are established through a park system planning process. From high-level budgets to determining a proposed timeline for implementation, developing priorities provides a better perspective of what is possible. As populations grow, the park system should develop and grow as well. Communities can make a strong impact when aligning their priorities and investments across the system.
3. Filling gaps and reducing redundancy
When preparing a system plan, analyzing the distribution of parks and bike/pedestrian connectivity is essential to gain a better understanding of existing gaps and overlaps. Changes can then be better implemented to serve residents that may be lacking proper access to recreation and reduces overlap where similar recreation opportunities exist. Analyzing the distribution and connectivity of parkland in a system develops opportunities for active and passive park options that can include unique playgrounds, courts, plazas, sports fields, picnic areas, overlooks, etc.
4. Community support
There are many ways to engage stakeholders, both in-person and virtually. Open houses, community events and online engagement methods create opportunities for public involvement. Not only does public engagement generate community support for funding, but it also provides relevant perspectives from the broader community to ensure the system plan accounts for diverse users, improves transparency and builds trust. Increased public engagement is leads to increased future community support. of community members.
5. Potential for and promotion of partnerships
System plans also identify private and public partnership opportunities. These partnerships may include school districts and private educational facilities, fitness centers, associations, townships, watershed districts, state agencies, and other municipalities. This collaborative effort helps communities build and deepen existing or new relationships.
6. Grant application tools
Many grant funding applications require a public engagement process and an adopted plan. From trails to park development, the system plan shares a clear vision and budget estimates that are based on public input. As public engagement becomes increasingly important, organizations are looking for park planners who connect with community members through a variety of methods. The system plan provides the necessary background information, community perspective, priorities, budgets, and exhibits necessary for grant funding applications.
7. Opportunities for future development
System plans may recommend communities set aside open space and preserve land to accommodate population and spatial growth of the area. Census data, demographics and regional trends all help determine the amount and type of land needed in the future. The system plan is meant to help cities work with developers as growth occurs to ensure future recreation needs are met.
8. Establish a plan for the park amenity life cycle
Park systems in many communities were established using a ‘cookie-cutter’ approach to park development. This occurred over a short period of time when development was booming through park dedication dollars. While recreation needs may have been met for several years, this approach led to many parks looking nearly identical. It also created the need for simultaneous rehabilitation requirements as many parks reach the end of their lifecycle at the same time. Establishing a strategy for completing upgrades that allow park spaces to be unique and complementary to one another will reduce the future likelihood that several parks require a full replacement simultaneously. This also allows cities to budget for replacement costs not funded by park dedication dollars.
9. Aligning investment with needs
Proactive consideration of recreation trends reduces the need for further investment in downward trending park features. Current and projected recreational trends should be considered before investing into rehabilitating existing park amenities. As demographics continue to evolve, the needs for park and recreation program offerings will change.
10. Physical and Mental Health Benefits
Parks, trails and natural open spaces provide residents with both physical and mental health benefits. Whether it is a walk on a trail, connecting with nature, playing outdoor sports, or interacting with play equipment, data indicates that recreation improves health, interaction with others, and enhances community pride.
Jason is the Director of Landscape Architecture at WSB with more than 25 years of experience in public space planning and design. From small-scale neighborhood park improvements to comprehensive park and trail system plans, Jason has worked with park boards, municipalities, governing agencies and community residents.
Shortly after joining WSB in 2012, Corkle was appointed as a member of ACEC Minnesota’s Board of Directors in 2013. She has served over seven years on the Board and is prepared to begin her new role as President, working alongside Executive Director, Jonathan Curry and President-Elect, Keith Jacobson. Corkle anticipates continuing ACEC’s work to promote the consulting engineering industry and plans to focus on partnership development within the Minnesota business community.
As President, Corkle will meet with state government
officials to address legislation impacting the industry and secure
opportunities for infrastructure project funding. Additionally, she will work
with staff and others to develop educational and training programs for
ACEC-affiliated firm members and continue to work with the Minnesota Department
of Transportation and other agencies on strategies and planning for moving
projects forward.
Additionally, Corkle is looking forward to bringing a more diverse talent pool to the Minnesota chapter. She believes that promoting an inclusive environment will strengthen the organization in the long-term. “We need new ideas, diversity of opinion and those who are passionate about the industry to be involved.”
Design and consulting firm WSB today announced that the company’s first Opportunity+ cohort graduated in a virtual ceremony. The program, Opportunity+, is a new workforce training and development program designed to prepare participants for long-term careers in the civil engineering industry. Opportunity+ launched in January of this year and is a free and fast-paced training course led by experts at WSB. Nine cohort members completed the first Opportunity+ training class and received their certificates during the ceremony.
“I
am honored to have played in role in introducing the program participants to
the world of civil engineering,” said Bret Weiss, WSB’s president and CEO. “The
communities we live and work in are far more diverse than our industry.
Opportunity+ is just one of the ways we are working towards building a
workforce that looks more like the communities we serve. I am so proud of our
graduates and their ability to master the skills needed for a successful career
in the AEC industry.”
From
January through April, program participants received accelerated training
through evening and weekend sessions. The flexible schedule allowed
participants to continue working during the day while completing the hands-on
program. Today, Opportunity+ participants are prepared for careers as surveyors
– a high-demand position in civil engineering.
“The future of the Opportunity+ program is
bright,” said Laura Rescorla, WSB engineer and program manager of Opportunity+.
“We have plans to make a couple of tweaks and are currently exploring expansion
opportunities for the 2021 cohort. I am so impressed with the participants and their
dedication to growing their careers and taking a chance on something new.”
WSB
has hired two program participants and has extended offers to several
others. The firm is working with hiring
partners to help participants find their place in the industry and begin new
career paths.
On Friday, January 24, the American Council of Engineering-Minnesota (ACEC-MN) awarded WSB two Honor Awards for the Fallon Avenue Overpass and Minnesota Highway 52: Victory Drive Memorial Corridor at the 53rd Annual Excellence in Engineering Awards Banquet in Brooklyn Park.
The Engineering Excellence Awards Program recognizes engineering achievements that exhibit the highest degree of merit and ingenuity. Entries are based on originality and innovation; future value to the engineering profession; social, economic and sustainable design considerations; complexity and client expectations. Minnesota engineering firms across the state enter their most innovative projects and studies hoping to be recognized for the work they’ve done to make the state stronger.
The Fallon Avenue Overpass project is known as a bridge that
connects the community. Situated along both sides of I-94, the Fallon Overpass
serves as a major local connection in the city that improves transportation,
economic development opportunities and public safety.
The project was conceived over two decades ago to provide a local gateway for growth and economic development for the community. Since 1994, the city of Monticello has experienced significant growth, and the Fallon Avenue Overpass provides a critical alternative crossing over I-94 to alleviate heavy traffic on Trunk Highway 25, which has approximately 40,000 vehicles per day, and CSAH 18. The over $9 million project included several project partners and required coordination of many stakeholders.
Along the shady stretches of Minnesota Highway 22, known
locally as “Victory Drive,” 1,170 trees were planted to honor veterans from
Beauford, Mankato and Mapleton. The trees represent the veterans who gave their
lives in World Wars I and II.
The Minnesota Department of Transportation prioritized the total reconstruction of 11 miles of Victory Drive over two construction seasons, beginning in 2017. WSB was selected to complete preliminary and final design of the highway and the replacement of the bridge over the Cobb River, a popular canoeing route. During the project’s public outreach program, WSB’s Landscape Architectural Group was given the unique opportunity to work with the community to gather perspectives on how best to perpetuate the highway’s living veterans memorial for generations to come.
When beginning the development of a wind farm, it’s not just the physical design of a property you should consider, but the environmental factors as well.
Consider the eagles before development
As environmental scientists, our role is to inform our clients about the risks to natural resources and wildlife; in particular, avian life. Using information about the natural environment, we can provide recommendations to our clients for ideal locations to construct potential wind turbines. Wind energy infrastructure can pose a great risk to birds and eagles and our research helps protect them from turbine injuries and/or fatalities. If an eagle is killed or injured by a windmill, the wind farm owner may be in violation of a federal law and face a penalty.
Wind farm eagle surveys
WSB has recently
been collecting data about the presence of golden and bald eagles at a wind
farm project in Montana. In recent surveys, golden eagles have been observed at
the 6,000-acre site and are potentially at-risk from the wind farm development.
Golden and bald eagles are protected by the Bald and Golden Eagle Act created
in 1940 (and expanded to include goldens in 1962). When protected species are
found to be present on a development site, an extensive two-year study, data
analysis and risk calculations must be considered prior to development.
WSB understands
and adheres to the recommendations and guidance of the region 6 USFWS and the
2013 Eagle Conservation Plan Guidance when conducting site assessments for
eagle use at potential wind farm locations.
Two-year data collection
This past
September, we began a two-year process of raptor point count surveys to study
eagle land and air usage at the wind farm site. Our environmental scientists
visit Montana monthly to collect data regarding eagle activity at the site
location. Field work during these evaluations includes visual eagle activity
surveys, eagle nest surveys, and eagle prey abundance observation that can be used
to identify the impacts of a wind farm on avian life.
We compile and
record information about the weather conditions, species sitings, eagle flight
paths, eagle behavior, and age class. Our scientists are not only measuring
avian activity but also noting whether eagle prey, such as antelope and prairie
dogs, are present. We then analyze, compile, and summarize the data for our clients.
At the end of the two-year study, all data will be analyzed forecasting the
potential risk to eagles from wind farm development. If risk levels are high,
the client can apply for an eagle take permit through the United States Fish
and Wildlife Service (USFWS) and develop an Eagle Conservation Plan for the
site.
Eagle
safety is our top priority
Not all wind farms require an extensive two-year study as each potential site is different. If protected species, such as eagles, or species of concern aren’t present or observed at the site, the above approach may not be required. When risk levels for harming avian and raptor life are low, the process of wind farm development and construction can be streamlined.
This renewable energy source poses less risk to birds and wildlife than other energy sources, but it’s important to take the necessary precautions before development begins. Our environmental scientists evaluate conservation risks and make evidence-based recommendations for research, best management practices and siting locations that protect avian species with a low amount of risk. The goal for wind farm development is to help our clients develop renewable energy resources while reducing impacts to wildlife.
Environmental Scientist, Jordan Wein explains how tracking the activity of raptors can support wind farm development and minimize the risk to raptors and other birds.
As a city leader you are responsible for many things;
managing budgets, people, community needs, city assets, and the list goes on. What
if there were a system in place for managing one of your largest assets, the
city streets?
A pavement management program provides a systematic method
of inspecting and rating the pavement condition of your roads; including the
analysis of various maintenance and rehabilitation strategies. As part of the
program, we use pavement forensics to identify the pavement structure and
condition underneath the visible surface of the pavement. We look at the depths
and condition of the pavement layers, signs of bonding or de-bonding, and
distresses that may not be visible from the surface. Data collected from the
pavement cores during forensics, provides a better understanding of the roadway
sections and allows us to determine cost-effective and appropriate pavement
rehabilitation techniques. The program is designed to help you get the most out
of your available resources.
The collected data is used to evaluate funding needs and, in
some cases, implement new funding tools such as franchise fees. We conduct
analysis on various budget scenarios to help you forecast the funding required
to maintain your network of roadways. The inspection results are useful for
talking with residents and City Council Members regarding necessary road
improvements and are vital in justifying the funding needed to maintain city
streets as part of your Capital Improvement Plans.
A thorough pavement management plan can save you from expensive, and sometimes unnecessary, repairs. The data can help you to narrow down the areas that require preventive maintenance and rehabilitation. An effective program will emphasize maintaining streets that are in good condition to extend their service life, as preventive maintenance is less costly than rehabilitation.
However, when streets have deteriorated and demand more extensive repair, your pavement management program allows you to plan for those projects and minimize the risks of having to make extensive changes to the project. By successfully implementing a pavement management program, you can improve the overall performance and life of your roads, saving the city and taxpayers time and money.
Sheue Torng Lee started her career at MnDOT in the MnROAD section after graduation, where she was involved in research data analysis as well as helping MnROAD in developing technical report documents. Sheue works in pavement/asset management and pavement preventative maintenance, emphasizing in pavement design and forensics.
