Author: wp

WSB Welcomes New Vice President of Traffic Modeling and Planning

March 18, 2025
Josh Maus joins WSB, prioritizing collaboration across various divisions and regions.

Minneapolis, Minn. — Fast-growing design and consulting firm WSB today announced the hiring of Josh Maus as vice president of traffic modeling and planning.

With nearly 25 years of experience in the AEC industry, Maus brings a wealth of expertise in traffic operations and analysis. Throughout his career, he has made notable contributions to several significant projects in Minnesota, and his vast background with the private sector makes him an asset to the firm.

“We are excited to welcome Josh to WSB,” said Travis Wieber, vice president of transportation. “His extensive experience and industry reputation will be invaluable as we continue to grow and elevate our traffic modeling and planning divisions. Josh is a great cultural fit for our team, and we are confident that his leadership will drive us to new heights.”

In this role, Maus will oversee traffic modeling for all regions as part of the firm’s nationwide initiative. He will also lead transportation planning efforts in the Midwest region. There are many overlapping elements between these divisions, and having a leader integrate them allows WSB to deliver cohesive and superior results for clients. Maus will encourage collaboration among the groups—enhancing the capabilities and performance of WSB.

“I am thrilled to be part of such an innovative and forward-thinking firm,” said Maus. “WSB’s commitment to investing in technology and looking ahead to future opportunities is truly inspiring. I look forward to working with this talented group of professionals and contributing to WSB’s growth.”

WSB has doubled in size over the last two years through acquisitions and organic growth. The firm provides services throughout the nation, with offices in various regions including Minnesota/North Dakota, Oklahoma/Texas, Colorado/California and the Southeast.

WSB welcomes Tara Dresen as Chief Human Resource Officer

April 7, 2025

Dresen will enhance organizational culture and talent acquisition as the firm expands nationally.

Minneapolis, Minn.— WSB, a fast-growing design and consulting firm, today announced the appointment of Tara Dresen as its new Chief Human Resource Officer (CHRO). Dresen brings a wealth of experience and expertise in human resources and recruitment, and she will play a pivotal role in supporting the firm’s growth and enhancing its organizational culture. 

In her new role, Dresen will oversee all aspects of WSB’s human resources strategy, including talent acquisition, employee development, performance management and organizational culture. She will collaborate closely with the leadership team to align human resources practices with business objectives and support WSB’s mission to build what’s next in infrastructure. Dresen will focus on attracting and retaining top talent in the industry, enhancing team member engagement, and fostering a positive and inclusive work environment. 

“We are excited to welcome Tara to WSB,” stated Bret Weiss, president and chief executive officer (CEO). “Her extensive experience in human resources is invaluable and makes her an excellent addition to our firm. We are confident that Tara will significantly contribute to supporting WSB’s growth and enhancing our organizational culture.” 

A seasoned human resources professional, Dresen’s expertise includes accelerating growth through strategy and people alignment, transparent cultures and talent analytics. She has held significant roles in various organizations, including Global Vice President of Talent Planning & Attraction at Trimble, Global Head of People at CBRE and CHRO at TwentyEighty.  

“I am thrilled to join WSB and contribute to the firm’s continued success,” said Dresen. “I look forward to working with the talented team at WSB to enhance our HR practices, support our employees’ growth and development, and foster a culture of inclusivity and innovation.” 

This strategic move aligns with WSB’s commitment to excellence and the goal of driving growth amidst its national expansion. The firm now operates from offices in 10 states, with projects across the U.S.  

Funding for Transportation Projects – Lessons Learned

September 16, 2024
By Mary Gute, Sr Transportation Planner, WSB

It’s been almost 3 years since the Infrastructure Investment and Jobs Act (IIJA), aka Bipartisan Infrastructure Law (BIL) was passed by President Biden in November 2021. The law authorized $1.2 trillion for transportation and infrastructure spending between 2022 – 2026.

Since 2021, there have been multiple solicitations for federal programs delivering transportation infrastructure funding. Several things have become apparent to those who’ve applied or considered applying for these funds, including:

• Extensive competition for funds. Many times more dollars are requested than are available and only a small fraction of applications are funded.
• Completing applications is complicated, time intensive, and requires specialized skill sets (e.g., ability to complete benefit/cost analyses that comply with federal guidance). Time intensive for staff or a consultant to do the work.
• Timelines to develop applications are tight; usually just 30-90 days after notifications of funding opportunities are released.

Given this reality, it is important to go into pursuit of IIJA funds with eyes wide open. Below are some ideas for venturing into IIJA funding or if you’re planning to re-submit a previously unsuccessful application.

Does your project align with program goals? In addition to criteria related to state of good repair and safety, these transportation funding programs include criteria related equity and environmental justice; climate change, resilience, and the environment, and economic impacts and job creation. Even top tier projects won’t be funded if it doesn’t score well against the majority of a program’s merit or project outcome criteria.

If your project, as it now stands, won’t score well on some of these criteria, is it possible to make adjustments for a more competitive application? Can your community commit to using more sustainable building materials that would align with environmental criteria? Is it possible to incorporate more elements that could be used by bicyclists or pedestrians? Or would it be possible to commit to hiring a certain percentage of disadvantaged business enterprises when constructing the project? Please be aware that if your application includes these elements and you receive funding, your agency will be expected to include them when developing and constructing the project.

Does your project have a defensible and high Benefit- to Cost Ratio? Many projects struggle with achieving a competitive benefit to cost ratio that withstands the scrutiny of federal reviewers. Often, submitted benefit cost analyses are adjusted downwards after being submitted. It’s imperative that applicants submit projects with defensible and high ratios (at least 1:5). If your project isn’t meeting these metrics, can it be adjusted to remove some project elements that are not helping the ratio, but are driving up the cost?

Are you waiting to submit your project until closer to 2026? If so, know that solicitations for some programs are now coming out for multiple years at a time. This means that even though we’re not even half-way through the law’s 5-year timeframe, some programs will have just 1-2 additional solicitations. It is also worth noting that available funding for some programs is considerably less than initial solicitations.
The IIJA program provides local communities with funding to complete important infrastructure projects. However, as we’ve learned, it can take considerable time and resources to develop a competitive application. Deciding to pursue these funds should be done so with realistic expectations and sound strategies.

WSB has experts in project funding to help you evaluate and submit applications. If you’d like to discuss project funding needs, please contact Amber Adams or Mary Gute for transportation specific projects.

Grant Opportunities for Minnesota Cities

December 4, 2024
By Amy Fredregill, Sr Director of Sustainability, WSB

We would like share news about three upcoming resiliency grant opportunities that can help cities in Minnesota advance their strategic plans, reduce costs and risks, and provide new services to stakeholders.

MN Pollution Control Agency Local Climate Action Grant

The MN Pollution Control Agency (MPCA) has opened applications for the Local Climate Action (LCA) grants. There are two types of grants available: a climate action planning grant and a climate action implementation grant. These grants are available to local governments, Tribes, community-based nonprofits, and schools working on projects to reduce climate pollution and prepare communities for climate change impacts.

The planning grant focuses on developing local action plans to combat and adapt to climate change, including community-wide greenhouse gas emissions data collection through the Regional Indicators Initiative at no cost. The implementation grants fund projects that execute existing climate or sustainability plans, aiming to increase community resilience to climate change and reduce contributions to it.

The maximum grant award for both programs is $50,000, with a match requirement based on community population size. Communities with populations under 20,000 need to match 5% of the grant amount, while those with populations of 20,000 or more need to match 50%. Applications are due by January 9, 2025.

MPCA Community Resilience Implementation Grant

The MPCA is also offering $5 million in grants for non-stormwater and non-wastewater projects to enhance community resilience to climate change. Eligible projects include extreme heat mitigation, hardening public assets against extreme weather, upgrading resilience hubs, improving transportation alternatives, wildfire resilience, public water supply projects, and climate resiliency upgrades to publicly owned housing or community storm shelters. Applications are due by December 19, 2024.

Geothermal Planning Grants

The Minnesota Department of Commerce is launching a new grant program to provide financial assistance for examining the feasibility of geothermal energy systems. Grants of up to $150,000 are available for planning geothermal systems that heat and cool buildings. Eligible applicants include counties, cities, townships, and the Metropolitan Council. The program will launch by the end of 2024, with a public webinar scheduled for December 16, 2024.

Next Steps

At WSB, we specialize in helping communities secure funding and grant opportunities through competitive applications, innovative partnerships, and cost-effective approaches. Recently, we assisted a tribe in securing $5 million from the EPA for a Climate Pollution Reduction Grant and helped a city obtain a Solar on Public Buildings grant. Let us know how we can assist you in securing funding to advance your goals.

Funding for Water Service Line Replacement

September 16, 2024
By Justin Babcock, Water Service Line Program Leader, WSB

Introduction to Funding Opportunities

The Minnesota Department of Health has recently updated its guidelines on securing funding for replacing lead and galvanized water service lines. This initiative follows the comprehensive inventory phase and is a critical step towards ensuring the safety and quality of drinking water across the state. The available funds, as outlined by the Minnesota Drinking Water Revolving Fund, demonstrates a commitment to public health and infrastructure resilience.

Available Funding and Eligibility

The initiative offers a robust financial support structure. It includes a 100% grant for replacing privately owned portions of lead or galvanized water service lines. Additionally, it provides grants and a 0% interest rate loan for addressing the publicly owned segments. Remarkably, public water systems that are granted loans will receive further grants to repay these loans upon project completion.
Eligibility for this funding extends to a variety of water systems including:

• Publicly owned municipal systems
• Regional Water Systems
• Privately owned systems in condominiums and manufactured home parks
• Nonprofit, noncommunity systems such as schools, daycare centers, churches, and retreat centers

Project Eligibility and Prioritization

Priority is given to projects that enhance public health, ensure an adequate water supply, and assist financially needy communities. Eligible projects include those undertaken alongside watermain replacements or as stand-alone lead service line replacements.

Application Process

The process for cities to secure funding is methodical and includes several key steps:

1. Project Listing: Place the project on the Minnesota Department of Health’s Project Priority List.
2. Intended Use Planning: Ensure the project is on the Minnesota Public Facilities Authority’s Intended Use Plan.
3. Funding Application: Apply for funding from the Minnesota Drinking Water Revolving Fund.
   It’s important for cities to adhere to the deadlines for these steps to ensure their projects are considered for funding.
   

Staying Informed

The Minnesota Department of Health proactively sends notifications about the funding process to relevant municipal officials. This ensures that all potential beneficiaries are well-informed and can prepare their applications in a timely manner.

Partner with WSB for Expert Support

At WSB, we understand the complexities involved in navigating these funding processes. Our team of specialized grant writers and consultant engineers is equipped to guide communities through every step of the funding journey—from advancing projects on the priority list to coordinating compliance with fund requirements during and after construction.

Our experience ensures that your projects not only gain the necessary funding but are also executed efficiently and successfully. Partnering with WSB means ensuring that your community’s water service lines are safe and sustainable, thus protecting public health and securing a resilient infrastructure.

From Coast to Plains: WSB’s Commitment to North Dakota’s Future

September 12, 2024
By Anthony Sommerfeld, PE, Project Manager, WSB

In a nation as vast as ours, understanding and addressing the unique needs of every community is a formidable challenge. In North Dakota we face challenges with aging infrastructure and managing urban growth while preserving our rural landscape. It requires a blend of broad national experience with a deep, personal appreciation of local nuances. As WSB invests in our municipal service offerings in North Dakota, we bring with us a commitment that is twofold – leveraging our national knowledge to empower local communities, while rooting our efforts deeply in the local culture and needs.

Embracing our Local Roots

We understand that the heart of North Dakota isn’t just found in its expansive plains or the rugged badlands, but in the spirit of the people who call it home. As we continue to grow our presence in Fargo and Bismarck, our goal is to intertwine WSB’s comprehensive expertise with North Dakota’s local ethos. Our investment is not just about growing our firm, but about nurturing the communities we serve with tailored solutions that respect their heritage and ambitions.

A Personal Connection with Professional Depth

Choosing WSB means opting for a partner who not only offers a wide array of services but understands why each project matters on a personal level. Our decision to deepen our roots in North Dakota stems from a recognition of the state’s burgeoning potential and the unique challenges faced by its communities. Our engineers and professionals, many of whom hail from the region, bring with them not just technical expertise, but a personal investment in the community’s growth and well-being.

Understanding and Integrating into North Dakota’s Social Fabric

WSB’s approach is heavily anchored in the understanding that local insights lead to more sustainable and accepted solutions. Our team members, many of whom grew up in the very communities they now serve, bring a nuanced understanding of what it means to live and work in North Dakota. This intrinsic knowledge guides our projects, ensuring they not only address infrastructural needs but also enhance the community’s way of life.

The WSB Advantage

With WSB, communities across North Dakota can access a spectrum of services tailored to their unique environmental, economic, and social landscapes. From infrastructure engineering to environmental consulting, our offerings are designed to advance local priorities with national-level expertise. Now is an opportune time for local leaders to explore what a partnership with WSB could mean for their community’s future.

As we invest in North Dakota, our commitment is clear: to deliver not just projects, but progress. To not just work in North Dakota, but to work with North Dakota, understanding its heart, and enhancing its communities with every project we undertake.

Connect with Us at the North Dakota League of Cities Conference

We’re thrilled to announce that WSB will be participating in the upcoming North Dakota League of Cities Conference. Come find us at booth #44, where we’re eager to engage with you. I’m looking forward to exploring the unique challenges your community faces and discussing how we can tailor our support to meet your future needs.

Sustainable Road Design with Federal Funding

September 16, 2024
By Derek Schmidt, Sr Project Manager, WSB

Once in a lifetime federal funding is providing once in a lifetime opportunities for sustainable road design projects across the country. With passage of the Inflation Reduction Act (IRA) and Infrastructure and Jobs Act (IIJA), now is the time for counties, cities and transportation agencies to redesign and redevelop deteriorating roads and bridges to meet sustainability goals. The IIJA is providing $550 billion in new infrastructure investment through 2026 and another $5 billion from the IRA.

However, in order to capitalize on these historic investments, new infrastructure projects need to be designed and constructed with environmental sustainability top of mind. For example, new projects need to ensure they meet standards that may have not existed when the original road or bridge was built like accommodating animal habitats or minimizing pollutants from transportation.

With that in mind, here are some ways counties, cities and transportation agencies can make their roads and bridges projects more sustainable and take advantage of increased federal funding.

Project Sustainability Scoring

To ensure a project qualifies for federal funding, it must be scored. Stronger scores give a project a greater chance at receiving funding.

The available grants also have strict requirements that must be adhered to. For instance, the IRA is providing $3.2 billion for projects that improve walkability, so transit improvements like bike lanes and pedestrian paths have a greater opportunity to secure funding that align with those funding goals. Other ways to achieve stronger scores include using locally available building materials to cut down transportation distances which lowers costs and limits vehicle pollution.

Decreasing Costs and Environmental Impacts

Not only is accounting for environmental impacts a way to improve the odds of securing federal grant fundings, but also a way to decrease overall costs. For example, projects can achieve greater sustainability by reducing transportation distances, using local landfills for waste and using locally available materials like sand. Reducing distances and trips not only cuts down costs but lowers vehicle pollution and a project’s footprint.

Rethinking sustainable road design can also create more environmentally friendly options that better meet community needs. The curb to curb spacing in older, rural roadways, for example, tend to be unnecessarily long. A redeveloped road with a space of 80 feet from curb to curb can be cut down to only 40 feet with the inclusion of expanded green space. This will reduce the overall pavement area, create a road that better fits the demands of the community and increase the overall green space. Ensuring roadways are designed and built to meet traffic needs and improve sustainability features cut down pavement costs and improve a project’s sustainability.

How WSB Can Help

WSB’s team of experts can help your community or agency navigate the influx of federal funding and help secure funding for your sustainable transportation project. With the use of new technology like multidimensional modeling and design, communities and transportation agencies have all the data they need at their fingertips. WSB helps communities and transportation agencies find the best possible design, leverage federal funding opportunities, improve traffic flow, increase the wellbeing of residents and protect the environment one roadway at a time.

Major Milestone Achieved in EPA Grant Funding

September 18, 2024

WSB’s Sustainability Division has successfully helped secure $5 million in EPA grant funding for the St. Croix Chippewa Indians of Wisconsin. This funding will enhance building efficiency, develop and install 1MW of solar electricity infrastructure and increase local workforce capacity for renewable energy on Tribal lands.

The application, developed in collaboration with the Tribe’s Grants Administrator, was selected as one of 33 recipients from a competitive pool of over 100 applications. This success highlights the comprehensive and compelling nature of the proposal, which demonstrated significant potential for advancing the Tribe’s goals of energy sovereignty and reducing negative environmental impacts.

The funding is expected to open new possibilities for the Tribe. WSB looks forward to supporting future Tribal clients in their pursuit of sustainability goals.

For more details on the grant awards, please visit the EPA’s official announcement.

It’s time to let this marketing relic die

By moving beyond outdated tools, we can foster more meaningful connections, better demonstrate our capabilities, and evolve with the needs of our clients.

October 3, 2024
By Val Brennan, Director of Marketing, WSB

Published by Zweig in the September issue of The Zweig Letter. TZL 1552 (web) (flippingbook.com)

In the dynamic realm of the architecture, engineering, and construction industry, marketing strategies are pivotal for securing client trust and business sustainability. However, traditional methods such as the one-pager are rapidly losing their effectiveness. The one pager, once a staple in marketing toolkits, now represents an outdated approach that can potentially limit a firm’s market perception and success.

The service-first conundrum. For decades, one-pagers have been the go-to marketing material, typically leading with a detailed list of services. This method, while straightforward, inherently restricts a firm’s narrative to a narrow scope. Clients, especially in the AEC sector, look for partners, not just service providers. When we lead with services, we risk being pigeonholed, recognized only for specific capabilities rather than as a comprehensive solution provider. This not only diminishes our appeal but also caps our potential engagements.

A crutch for the sales-averse. Sales is an art, particularly in technical fields where the nuances of services are complex and varied. The reliance on one-pagers has inadvertently become a security blanket for those uncomfortable with direct selling. This trend is counterproductive. While a one-pager can neatly summarize a service, it cannot replace the human element crucial in sales – empathy, adaptability, and the ability to engage. By over-relying on these documents, we prevent our staff from fully developing these essential skills, ultimately impacting our firm’s ability to connect and resonate with potential clients.

Misaligned meeting approaches. The most strategic error with one-pagers is their tendency to dictate the flow of client meetings. Successful client interactions are not about inundating prospects with prepackaged information but about listening – understanding their challenges and tailoring our dialogue to address these issues. A one-pager encourages a monologue when the need of the hour is a dialogue. It is imperative that we shift our approach to one that prioritizes listening, thus fostering a more consultative and client-centric relationship.

A strategic shift in approach. Transitioning from the one-pager mentality involves a strategic overhaul. We start by setting clear goals and identifying our target audiences. From there, we develop key messages that resonate deeply with these groups. Only then do we select the appropriate tactics. This comprehensive strategy allows us to utilize the full spectrum of marketing and sales tools at our disposal, effectively moving our clients and prospects to action. By adopting this holistic approach, we ensure that all communications are purpose-driven and tailored, maximizing impact and engagement.

Let the one-pager die. The death of the one-pager is not an end but a beginning – an opportunity to innovate our approach to marketing and client engagement in the AEC industry. By moving beyond these outdated tools, we can foster more meaningful connections, demonstrate our full spectrum of capabilities, and, most importantly, evolve alongside the needs of our clients.

“For decades, one-pagers have been the go-to marketing material, typically leading with a detailed list of services. This method, while straightforward, inherently restricts a firm’s narrative to a narrow scope. Clients, especially in the AEC sector, look for partners, not just service providers.”

In the era of holistic service and partnership, listening and personalized engagement are the keys to unlocking true business potential.

Q&A with Kelly Selman | VP of Transportation

September 26, 2024

Kelly is Vice President of Transportation and supports efforts in the Texas region. Kelly has over 37 years of innovative transportation experience and has completed a successful 32-year career with the Texas Department of Transportation. Before retiring from TxDOT, he was the Dallas District Engineer responsible for a $32 billion portfolio of transportation projects.

Q: What makes you excited about joining WSB?

I am thrilled to join WSB and be part of a growing business. It is an exciting and challenging journey to be a part of. Starting from scratch and growing into a national business is a rewarding experience. It means more to see us at the national level, and I look forward to facing the many challenges that come with it. Part of being curious is taking everything in, the good and the bad and in business, that is what you see. Through adversity we learn and can take that knowledge and expand to new markets. Through a steadfast commitment to quality, our team of experts work with many communities across the U.S. to bring their projects to life.  It’s a rewarding experience.

Q: What makes WSB different than other Architecture, Engineering, Construction (AEC) companies?

WSB’s curiosity and commitment to continuously improving the way we do things is what makes WSB different from other AEC firms. WSB could do the same thing day-in and day-out, but we are always looking for opportunities to improve upon and expand our service offerings to best serve our clients, both today and in the future.

Q: What are the benefits of being a consultant engineer?

I joined WSB’s leadership team when our former firm, EST, joined WSB. WSB is structured to support growth and when you are expanding across the nation, that is one of the most important factors in a business. We have a lot more work and the teams we have in place will sustain us and allows us to meet necessary infrastructure needs for many communities.

WSB has good systems in place to support the many partner services we have. We can collaborate and rely on one another. These systems emphasize training and technology to help track projects and succeed in project delivery. Sometimes companies don’t have those opportunities, and it can make it challenging to complete work.

We have positioned WSB as an industry leader through our abilities and commitment to technology expertise.

Q: What makes WSB the best fit to manage Texas’ growing transportation needs?

WSB is the best fit to manage Texas’ growing transportation needs because of our experience. We bring the best talent to WSB. In addition, we often recruit engineers that have DOT experience. Prior to my current role, I was the district engineer at the Texas Department of Transportation (TxDOT). Several of my other partners had similar roles at DOTs, and now serve in a leadership roles at WSB. This allows us to have a strong understanding of how the DOT works and the structure they use which puts us at an advantage because we know how to manage potential problems. The experience we bring from our design team and the technology we use sets us apart and allows us to manage the growing transportation needs.

Q: You’ve worked in the AEC industry for many years, how has your experience informed how you approach your role at WSB?

Although I have been retired from TxDOT for six years, I have had almost every job at TxDOT. I worked my way through the organization from the ground up and now when I am approaching a set of plans to produce, having that engineer and design experience helps me mentor our younger staff. We have great talent on our team, that is always a plus, but sometimes they don’t have the hands-on experience, and I can help with that. My background and perspective help me explain the importance of putting a project together and showing how it will work not just using computers and technology but at the construction site.

Being able to pass down this knowledge to our younger staff and letting them learn how serious a change order can be to our clients and a set of plans will help our business rise above our competitors. I always tell my staff you don’t want to pretend to know what you are doing, you want to know what you are doing and if you don’t, ask for help.

Q: What do you wish clients knew about WSB and/or your role?

Clients should know that WSB has a tremendous number of resources at a national level, we can assist more communities and face adversity head on. For example, we have a strong survey team which differentiates us from other companies. We will continue establishing WSB both locally and nationally, and clients will see the quality we are producing in each community we work in.

Q: Where do you see the future of North Texas transportation?

There is an unbelievable amount of growth in the future of North Texas transportation. It doesn’t seem to be slowing down anytime soon.

WSB’s curiosity and commitment to continuously improving the way we do things is what makes WSB different from other AEC firms.

We are in a great place with the surrounding counties, and they are all experiencing growth.

When there is growth there are going to be infrastructure projects.

When you look at TxDOT and the $10 billion portfolio projects over a ten-year timeline, the opportunities are substantial. There is an incredible amount of work and there will be opportunities for design projects and construction oversight to assist with.

Cities are growing and we have opportunities to support their infrastructure needs as well. We are well positioned in our communities, and we continue to grow along with them.

Q: What is your favorite part about leading the North Texas transportation team?

My favorite part is teaching young staff and passing along lessons learned. When you see the staff, you are working alongside develop and grow, you feel good about what you are passing down. They are continuing the legacy of supporting counties and the communities we serve. We have partnerships win the community, the state and the county and we want to make an impact. I like the fact that I can look back on what I have done and what I have taught as a leader and know that I was a part of something bigger. Passing down knowledge to the younger generation and knowing that they will only improve on it from when you were in charge is what is most important.