News

Top 5 Q2 Considerations for City/County Managers & Administrators

Bart Fischer, Senior Public Administrator, WSB

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 2^nd 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” 2^nd 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.

Engineering News Record (ENR) Ranks WSB #210 on Top 500 Design Firms 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.

Click to view this year’s full Top 500 Design Firm list.

WSB announces 2020 staff promotions

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
• John Gerlach | Director of Pipeline
• Tony Havranek | Senior Ecologist
• Monica Heil | Senior Director of Municipal Engineering
• Ross Jentink | Director of Project Controls

Senior Associates

• Chad DeMenge | Director of Contract Administration – Northern Region, Minnesota
• John Powell | Senior Project Manager, Municipal

Associates

• Lisa Beckman | Senior Right of Way Specialist
• Emily Brown | Project Engineer, Municipal
• Bob Haseman | Chief Engineer, Houston
• Jen Holmstadt | Senior Project Manager, Geohazards
• Jeremy Kilbo | Senior System Administrator
• Karne Newburn | Corporate Counsel
• Jeff Sandberg | Senior Professional Engineer, Water Resources
• Erik Seiberlich | Senior Project Manager, Traffic
• Ryan Spencer | Senior Professional Environmental Scientist
• Liz Weber | Director of Financial Planning & Analysis

Jack Corkle, Director of Transportation Planning, to lead as President of ACEC Minnesota

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.”

WSB hosts graduation for free civil engineering career training program

May 21, 2020

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.

Program partners include the City of Minneapolis, CareerForce, Center for Economic Inclusion, EMERGE Community Development, Hennepin County and the City of Saint Paul.

WSB receives ACEC-MN Honor Awards

Engineering Excellence Awards

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.

Fallon Avenue Overpass

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.

Minnesota Highway 52: Victory Drive Memorial Corridor

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.

MPCA Releases Revised Soil Reference Values (SRVs)

Jake Newhall, Senior Project Manager, WSB

In early April 2020, the Minnesota Pollution Control Agency (MPCA) released revised SRVs for contaminated sediment. These revised values slightly relax regulations placed on sediment disposal.  The graphic below compares the new regulations with the old regulations.

SRV levels indicate the concentration of polycyclic aromatic hydrocarbons (PAHs) that have accumulated in some stormwater pond sediments around the state. PAHs break down over time and can be transported via stormwater runoff.

The adjustment in regulations creates cost-saving opportunities when managing stormwater maintenance projects.

Bringing back the bees

Andi Moffat, Vice President of Environmental Services, WSB

At first glance, reducing the number of bugs, moths, and bees may seem like a good idea to enable people to spend more quality time outdoors. In reality, it’s a major issue that affects everything from local habitat to the agriculture in the United States and around the world. These insects are pollinators and their travel from plant to plant helps to pollinate flowers. These flowers can be native prairie or woodland plants, apples, raspberries, cucumbers, and even hay crops for the livestock industry. So even if thriving wildlife habitat doesn’t peak your interest, being able to put food on the table should.

Between the loss of habitat, use of pesticides, insect disease, and crops designed to kill insects, pollinators are declining. While this may seem like a daunting national challenge to try and tackle, but steps are being taken to bring the message to communities and to take a very local approach– all the way down to individual yards.

At the local level, the State of Minnesota has provided the Board of Water and Soil Resources (BWSR) funding to develop the “Lawns to Legumes” program that focuses on planting residential lawns with native vegetation and pollinator-friendly plants. The goal of this pilot program is to offer cost-share, technical assistance, and planting guides to eligible Minnesota residents to install pollinator-friendly native plantings in their yard.

While individual homeowners can get involved with BWSR, there will also be a call for local partners to create demonstration neighborhoods. Eligible applicants will include cities, counties, and watershed districts. The idea is that by turning the urban lawn desert into small pockets of pollinator friendly gardens, it will have an overall positive impact for these important species.

Learn more about the program or, if you are interested in responding to the RFP that is expected to be released in December, please contact Andi Moffatt at [email protected] 763-287-7196.

Andi is a Vice President with more than 23 years of experience leading people and projects that include planning, environmental, energy, highway, natural resources, construction and development. She oversees our Environmental services and approaches her work with passion and positivity.

WSB opens Denver office to expand region-wide services

Denver, Colorado – Fast-growing Minneapolis-based consulting and design firm WSB opened a new Denver office this week at 5660 Greenwood Plaza Blvd. in Greenwood Village. The new office will allow WSB to recruit and retain additional talent to serve clients in the Denver area. WSB, which provides engineering, planning, environmental, traffic analysis, landscape architecture, survey, and construction services for the public and private sectors, has been rapidly growing in the Denver area over the last year.

“We’ve been expanding our capabilities in the Colorado market over the past year and this new office marks our commitment to growing our services and team,” said WSB President and CEO Bret Weiss. “Clients throughout Colorado have access to the same full-service experience, advanced technology and industry-leading expertise offered through WSB.”

The Denver office is WSB’s second location in Colorado. The firm has had a dedicated Utility and Pipeline team in Westminster since earlier this year. WSB began expanding in Colorado through the acquisition of Legacy Engineering, Inc., a Denver-based land development engineering services firm. The new 3,400-square-foot office includes room for the current 11-person Denver team to expand up to 17 people.

“WSB is growing a new family here in Colorado,” said Jim Mill, principal and Denver office lead. “The new office reflects WSB’s culture and we are excited to share this with more people in this market.  A brick-and-mortar location adds some permanence to our Colorado operations and is attractive both for our team members and clients.”

Headquartered in Minneapolis, WSB is the fourth-largest engineering firm in the Twin Cities. When it was founded in 1995, the company had five staff, one office and three different services areas. Today, the company offers services in more than 25 areas, employs more than 450 people and has expanded its markets beyond Minnesota with 12 offices across four different states.

A note from our CEO | Celebrating 24 years of WSB

October 4, 2019 marks WSB’s 24th year of business. Every year on our firm’s anniversary, I reflect on WSB’s journey. Recently, I was in New York City at a conference and was reminiscing on the past 24 years and thinking about the future. While in New York, I saw the musical Hamilton again and began to understand why I’m drawn to it. One of the early songs in Hamilton is called “My Shot.” Alexander Hamilton sings about his place in history and how he is not going to throw away the opportunity that he has been given. He says that he is like his country, “young, scrappy and hungry.” That description is a good way to describe WSB founders Ron Bray, Pete Willenbring, Don Sterna and myself 24 years ago. In terms of firm age and staff, that description remains true in 2019. We have grown from seven staff in one oversized office in 1995 to more than 500 staff in 12 offices throughout four states today. Our secret sauce has always been our attitude of hunger and scrappiness – now reflected in our WSB Way values that remind us to be bold, authentic, passionate, optimistic and visionary.

As four founders on the verge of something new, we didn’t throw away our shot and we continue to work every day to provide opportunities to our staff so they can take their shot in a supportive and collaborative environment. Now 24 years later, I am more inspired by our team and have more passion and fire to be the best that we can be. Our industry is changing at a pace that we haven’t seen before, and we must be at the forefront of that change. I’m amazed when successful companies choose to relax and rest on past successes. Nothing is promised to us and without continued improvement and change, those companies will not exist in the future. From technology, productivity, sustainability to diversity, there is much more to do, and I believe that we are well-positioned to continue to lead. In recent years, we’ve been improving quality, expanding our offerings to new markets and service areas, and focusing on hiring and developing an amazing team. I am so thankful for our staff and clients who have helped build WSB and I am excited for our future successes as we begin to celebrate our 25th year in 2020.

In the musical, Hamilton’s wife says that he writes like he is running out of time. I can appreciate that feeling as we race to be our best. WSB is still a young company and there is much more ahead of us. My advice to our staff is to keep their heads up and watch for opportunities. Don’t make assumptions or preplan your career. You might miss out on something wonderful that you couldn’t have imagined. We have lived by that philosophy over the past 24 years and I know that our 25th year will be no different.

Today, we take time to celebrate the success we have had for 24 years, and after we will look to the future and move forward with passion, optimism and a bold vision to be the most authentic firm we can be. As Alexander Hamilton says, “That would be enough!”