Improved water quality is imperative to lowering the risk of
nitrates and other harmful contaminants found in drinking water. With
increasing water demands, cities are faced with implementing costly water
treatment solutions that rework infrastructure and drain their budgets. Maintaining
a clean water supply is vital for community growth and public safety. It’s up
to each community to address their water challenges and discover solutions that
work best for them.
WSB is currently conducting water treatment pilot studies in communities with elevated nitrate and ammonia levels. A pilot study allows cities to gain understanding of the treatment requirements for a specific source water and contaminant. Bench-scale testing is commonly performed prior to and during the pilot phase to analyze on-site water quality and to determine the design parameters and unit processes needed for the pilot study. A successful pilot test provides real world data to better estimate system sizing and long-term operation costs. This can reduce the risk of purchasing and installing a full-scale treatment system before it is verified in pilot-scale.
WSB provides bench-scale and pilot testing services that include conventional oxidation/filtration, biological filtration, adsorption, and other processes that simulate the larger scale applications being considered for a new water treatment facility or an upgrade to an existing facility. Groundwater and surface water contaminants that can be piloted include, but are not limited to, iron, manganese, ammonia, nitrates, perfluorochemicals (PFCs), arsenic, radium, total organic carbon, turbidity, suspended solids, viruses, and bacteria.
From designing water treatment facilities to performing comprehensive water studies, our engineers, hydrogeologists, and scientists partner with communities to identify unique solutions that provide safe and clean drinking water for years to come. Visit our website to learn more about WSB’s drinking water services and related projects.
Ensure your zoning regulations are up-to-date by following these simple steps.
9-month clock starts. State statute and the Metropolitan Council require that “official controls” be updated within nine months of Comprehensive Plan Adoption. This includes zoning text, zoning map and subdivision ordinance.
Plan approval – Your 2040 Comprehensive Plan is approved by the Metropolitan Council and adopted by the City Council or Town Board.
Diagnosis – The process of updating the ordinance should begin with a thorough audit and diagnosis of what needs to be changed. Potential things to look for include: changes to existing district densities and lot requirements to conform with Comprehensive Plan densities; zoning map changes to conform with the Future Land Use Plan; text changes based on Plan goals; incentives consistent with housing and economic development policies; updates to outdated regulations; resolving inconsistencies; updates to minimize non-conformities.
Engagement – Hold meetings to identity issues and potential map changes. Re-engage comprehensive plan stakeholders as allies in support of implementation.
Draft – Be sure to draft any zoning code and subdivision ordinance changes, and map amendments that apply.
Public hearing – Once your zoning update plan is drafted, hold a public hearing for the Planning Commission to discuss further.
Adoption – Revise your draft per the feedback received from the Planning Commission and submit to the City Council for plan adoption.
Communities should also plan to implement and educate during the planning process to ensure a successful outcome.
Plan to implement. Keep track of zoning items during the comprehensive plan update process and in the final year of planning, incorporate an implementation line item into next year’s budget. It takes zoning to implement many of the land use and housing goals set forth in the comprehensive plan.
Plan to educate. What is zoning? What can and cannot be achieved through zoning? Plan to keep a list of policy issues that need to be addressed separately, such as property maintenance.
By Shelly Hanson, Sr. Project Manager and Charlie Wild, IT Application Administrator, WSB
At one point, the idea of wirelessly connected, data-driven communities seemed futuristic and aspirational, like an episode of “The Jetsons.” But with advances in technology and consumer demand, this trend toward technology-enabled, efficient cities is happening all around us.
While major metropolitan areas like Chicago, San Francisco, and New York City are well-known for their “smart city” initiatives, communities of any size can take steps to use technology to improve city services, operations, policymaking, and public engagement.
Recently, many Minnesota cities have been working to expand their broadband networks, develop stormwater systems, manage energy performance, and initiate other smart city projects.
Definition of a smart city
While there are many ways to define a smart city, we group smart city initiatives into these six categories:
Mobility: Scooters, public transit, vehicles, and anything that moves people, goods, or services
Water: Wastewater and stormwater facilities
Public services: Traffic management, permitting, GIS applications
Homes and building: “Internet of things” technology in homes, offices, and public buildings (heating and cooling, lights, security)
Energy: Utilities, fleet management, efficiency
Integration: Powered by data and seamlessly connected broadband networks, applications
In many cases, cities already have elements of this public infrastructure running through their communities and are on the path toward becoming a smarter city.
Achieving goals
It’s important to note that cities aren’t using these tools for accolades. Technology and data can help provide smart solutions that improve the quality of life in a city and return tax dollars into the system. Ultimately, the goal of implementing these strategies is to deliver better outcomes for the community while using fewer resources. Smart city approaches can also help communities reach broader goals like advancing equity, improving policymaking, or decreasing their environmental footprint. A tangible example of this is crime rates. In Philadelphia, the Police Department launched a “Smart Policing Initiative” using data, GIS mapping, and predictive analysis to see where crime is occurring most in the city.
The analysis allows the city to devote more resources to crime hot spots and improve response times. The city’s high crime areas have seen reductions in the crime rate since implementing these practices.
Disadvantages to consider
While it’s easy to see how data improved public life in the Philadelphia Police Department example, there are also drawbacks to consider. Smart cities are powered by data, and residents may be wary about sharing personal information with their government. Communities that use this technology must take steps to ensure privacy and prevent companies from profiting off their citizens’ data.
Another risk is cyberattacks. Now that many cities have made large-scale investments in digital technology infrastructure, predators have found opportunities to wreak havoc on city systems.
In Baltimore, attackers recently targeted the city’s computer-aided dispatch system, and first responders were unable to access it for 17 hours. A 2018 ransomware attack of Atlanta’s software applications disrupted five of 13 city departments and cost more than $12 million.
Smart cities must invest in the security of these critical infrastructure systems to ensure reliable and secure systems that the public can trust.
Money-saving initiatives
Although smart city initiatives may carry an upfront cost in some cases, they can save the city money in the long run. For example, San Diego leaders expanded upon money-saving efforts that are helping to make their city smarter.
What began as an initiative to use energy-efficient LED bulbs in streetlights has evolved into the deployment of the world’s largest smart city sensor platform. Controlled by remotes, this digital infrastructure allows the city to dim the streetlights during certain hours of the day, resulting in further energy and cost savings.
Becoming a smart city
Throughout the United States as smart city approaches become more common, cities are becoming more equipped to manage risks and use advances in technology to build better communities.
If your community is ready to get smart, public engagement can help you identify priority areas and set goals. Start a conversation in your city about the challenges you’re facing and how information and communications technology can help solve those challenges.
As New
Year’s Day begins to fade and we launch full steam into 2020, I take the
opportunity to reflect on my time as a City Administrator in cities both large
and small as well as discuss with colleagues those things administrators & managers
should be mindful of at the start of each year.
The following are five areas of importance that municipal executives
should consider.
Strategic & Comprehensive Plan
Most
organizations have a strategic or comprehensive plan. These can be extensive and far reaching with
a mission, values, goals, and implementation strategies set by the council, board,
staff, and strategic stakeholders, or they can simply be a short list of
priorities the council has established.
If a community or organization does not have clear direction, the city
administrator should first consider finding the best way to accomplish setting
a clear direction. This is something
that the Mayor of Oakdale and I made a priority, especially when new
councilmembers and staff were introduced into the organization.
Once in
place, it is the role of the administrator and manager to implement the
plan. At the beginning of each year, one
should consider how the plan for the previous year has gone, how and what the
organization will need to implement the current year’s plan and start looking
toward the creation and implementation of next year’s plan.
The
beginning of each new year is an opportunity to reflect upon the past, evaluate
the present, and prepare for the future.
New Councilmembers
The
beginning of a new year often brings changes to the council and board. New members can feel excitement for their new
role as well an overwhelming feeling of uncertainty. It is imperative that administrators and managers
help guide and assist newly elected officials toward success in their new role. Remembering that this could mean different
things to each person and building a relationship with individuals is the key
to deciphering how best to connect and communicate with them.
Provide the
opportunity for success by connecting with each individual and guiding them toward
team, organizational, and personal achievement.
Budget Process
As with
strategic planning, the beginning of the year is the time to start laying the
groundwork for the next budget.
Budgeting is truly a year-round process.
Once the annual budget is adopted in December, there is a short break
and the process begins again early in the year.
Utilizing the strategic and comprehensive plans in planning and crafting
the budget process for the year is imperative.
These documents provide the priorities of the council and board, and identify
investments being considered. During my
time in Oakdale, the finance director and I would meet with each department
head to strategize how best to incorporate the short-term needs of each
department with the long-term goals of the council.
Ensure
successful budget preparation by planning and crafting a framework for the process
and incorporating strategic & comprehensive plans and goals.
Legislative Session & Priorities
With each
new year comes a new Legislative Session and the opportunity for municipalities
to advocate on behalf of priorities and projects of importance. Having a relationship and building a
connection with the Senators and House Members that represent your area is
vital. Being able to work with them
toward the passage of those priorities and projects is essential. They want to work on behalf of their
constituents, so help them by having a list of priorities ready that they will
advocate for. Another valuable resource
in this area is the League of Minnesota Cities (LMC). Work with the LMC on your list and how to
advocate with your Legislators.
Throughout my career, I have been part of the LMC’s policy committee
process. Consider taking advantage of this
opportunity to have a voice in the legislative process for city issues.
Having a
relationship and connection with your state elected officials, the LMC, and a
list of priorities ready for them to advocate on your behalf is an important
piece of the annual thought process for an administrator and manager.
Relationships & Connections
At the
beginning of each year, take stock of and lean into those connections and
relationships that will be vital to the success of the organization and you as
a professional. These might include
connecting with county or surrounding municipal partners, key business or
non-profit community contacts, state or federal elected officials, professional
organizations such as the LMC, Association of Minnesota Counties, or the Minnesota
City/County Managers Association. And do
not forget your family, friends, and neighbors who are invaluable in keeping
you grounded and connected. There have
been many times when I have taken the opportunity to “bounce” thoughts and
ideas off friends and neighbors to gather feedback even if they will not be the
ones directly affected.
The value of
connections and relationships at the professional and personal levels cannot be
overstated. Be strategic about fostering
these relationships now for a successful year.
Conclusion
Creating
plans, budgets, legislative priorities, integrating new councilmembers, and
leaning into relationships & connections is an ongoing process; however, taking
the opportunity to focus on them at the beginning of each year is an important
aspect of municipal leadership and management.
What kind of things do you find essential to focus on in the first quarter of the year? Comment below or message me to learn more about how WSB is helping communities achieve their vision and goals.
Bart has been a City Administrator/Manager in the public sector for over 16 years. He is a strategic leader known for relationship development and connecting people around common themes and goals. Bart’s experience lies in leading and creating an organizational culture of collaboration where the whole becomes greater than the sum of its parts.
WSB’s Renewable Energy Solar team continues to innovate in the industry and expand our expertise. Most recently we developed a system to quickly and efficiently analyze and compare solar site grading costs. Even a 6” cut or fill across a large site can result in substantial costs making a site less attractive, or impractical, for a developer. Analyzing rows and rows of solar panels conventionally has been tedious and time consuming. Our new, automated CAD processes makes the analysis more efficient and cost-effective.
Methodology
The automated processes uses Civil3D. It allows the user to input tolerances from different panel types and desired racking lengths to generate a proposed grading surface. The system produces a thematic mapping of grading cut and fill quantities for areas within the array footprint on a micro level.
Analysis & Results
As solar developers know, site grading costs can make or break a project. Being able to quickly and efficiently apply this technology to small and large sites allows a developer to compare, evaluate and determine which sites are most cost-effective from a grading standpoint. We can further refine array layouts to efficiently and cost-effectively fit within the site terrain, minimizing the amount of site grading required.
Similar technology takes structural pile plans and produces a plan and point file of X, Y, and Z coordinates. That information can be downloaded to the surveyor, in the field, to pinpoint the exact location and elevation of each individual pile in a project, anything from 1 MWac sites to 500 MWac sites and larger.
Geography
As a national company, WSB can apply this process to any site around the country. Our Renewable Energy team has worked on renewable energy projects across the country and can provide a full set of services for solar projects; services include, but are not limited to, Critical Issues Analysis (CIA), Engineering and Site Planning Approvals, Construction Surveying, and Geotechnical Services.
What’s next?
WSB continues to develop techniques and solutions to ensure the success of client projects. From Site Selection software to automated Micro-Grading Analysis, WSB continues to innovate and lead the Renewables market.
Jeff is a licensed Civil Engineer and Senior Project Manager at WSB. He has over 26 years of engineering experience in the areas of municipal, commercial development, and consulting engineering. Jeff has worked with many municipalities and has a wealth of experience in working with local, State, and Federal permitting authorities.
By Dan Pfeiffer, Director of Public Engagement, WSB
As many states across the country issue stay-at-home or
shelter-in-place orders, our communities are still forging ahead behind the
scenes with many infrastructure projects that are essential to our lives and economic
health when we move beyond Covid-19. Many of these infrastructure projects rely
on public engagement efforts to help guide decision-making and gain valuable
feedback. Delaying project progress by canceling engagement activities is not
an option when timelines and construction need to continue forward or when
working in areas with shorter construction seasons.
There isn’t a one size fits all solution when determining
ways to effectively engage with stakeholders. When typical engagement methods
of in-person, small group and stakeholder relationships are not possible,
staying connected to the public is still possible and effective.
Digital and Virtual Engagement Methods
Connecting with audiences virtually offers a more flexible audience who can engage where and when it’s convenient, but standing out amongst the noise and distractions can be challenging. It’s important to capture their attention right away since they are a mouse-click or new link away from not being engaged. Some effective tools include:
Engagement Methods When Barriers Exist
Barriers to participation in a digital environment exist. Access to internet, internet connection speed and computer literacy are all challenges that communities may face. When engagement is needed in communities that lack internet, cell service or other technology barriers, finding ways to connect with stakeholders requires some creativity. Some effective tools include:
Dan has more than ten years’ experience leading teams, as a team leader and operations assistant in the Army, and Minnesota Army National Guard and over eight years in public engagement. He has completed the International Association of Public Participation’s Foundations in Public Participation, the National Transit Institute’s Public Involvement in Transportation Decision-making courses.
We are in uncertain times. Things change around us daily and those changes are mostly out of our control. Over the weekend, I was thinking about how our county engineer peers and friends are coping. Ron Bray and I were discussing some of the challenges our partners are facing, and we kept coming back to these five things that county engineers should be thinking about right now. This is not a comprehensive list but a place to start. Please share any additional items you’re thinking about as you approach the rest of 2020.
Understand the guidance being provided from the county board and state regarding operating procedures, such as office hours, office closures, work restrictions etc. How do these new policies affect the operations of the highway/public works department? Are there any modifications that can be made to these new policies that would allow the department to function more efficiently? Most of the new policies will impact other county departments more than highway maintenance, public works, construction projects, and engineering. These departments may be able to continue with minor adjustments to current operating procedures. Don’t be afraid to ask for deviation from the new policies if necessary.
Monitor staff morale and maintain open lines of communication. You may have to do more check-ins than normal, but it’s important that staff hear from you and have a way to provide feedback (challenges, capacity, health, etc.). When communicating, work to address all staff, including maintenance employees, and especially those in outlying shops. To the best of your ability, create an atmosphere of business as usual. We know our road systems had needs before the crisis, and those needs still exist. The better you communicate and keep a healthy staff morale, the more likely you can keep projects on schedule.
Look for, and plan to, take advantage of any stimulus that comes from the federal and/or state governments. Past crisis situations brought significant money to the county road systems. The crises we’ve navigated in the past were predominantly financial in nature, while this one is both financial and medical, a double whammy. This could mean even larger stimulus packages. Specifically, look at current capital improvement plans for projects which can be moved up to a one- or two-year-time window. These projects should be larger priced projects, greater than $1,000,000. It’s likely that bridge projects will receive a positive review due to high need and publicity. Don’t be afraid of the federal programming requirements that come with these projects, the consultant industry is ready to help out in delivering if necessary. In the past, counties that planned and took steps to stay ahead of stimulus opportunities were rewarded with funding.
Be proactive and keep in touch with your District State Aid Engineer (DSAE). They should understand items being contemplated by MnDOT and of available funding. It is easier for a county to make one call than it is for the DSAE to make 10 calls. You may get more information from a phone conversation than from an e-mail so consider multiple communication methods. When talking to your DSAE, it is important to confirm existing project funding status and understand if there are any changes coming. In addition, learn more about other funding options available.
Make sure to leverage all resources available to you. From MnDOT to AGC to consultants and the industry, there is a lot of support. We are all in this together. Our industry has always pulled together when times were tough, and this situation is no different. You have more partners than you know, and most are just a phone call away.
Do your best to stay positive and share your optimism in all communications. The highway department will gain energy and action from county engineers. The communities and staff around you are looking for stability and your department can provide progress and a sense of normalcy. It might seem odd that communities look to road work for normalcy, but there is truth there. Our industry will play a big role in getting back to normal. Please don’t hesitate to contact me with any questions or if you need more information.
David has over 30 years of experience in the county state aid highway system using an innovative approach to delivering complex projects (including funding), and leveraging his ability to coordinate with a wide range of agencies and stakeholders. He has served as an officer in MCEA where he provided guidance on many policy and technical issues involving various Minnesota counties.
2019 marked the wettest spring on record in the U.S. and with it came extensive flooding, affecting millions of Americans. The National Weather Service just released its 2020 spring flood outlook, predicting that flooding will be above average again. Minor flooding is expected in the spring, but recent warm winters have increased flooding by saturating soils before spring rains arrive. Like 2019, this spring is forecasted to bring above normal precipitation.
Large scale
flooding damages infrastructure and displaces people from their homes. The 2019
floods caused millions of acres of farmland to go unused and transported the
farms’ fertilizer to the Gulf of Mexico, creating a massive “dead zone” where
fish cannot survive. Flooding can cause a “natural hazard cascade” where one
disaster leads to more including erosion, landslides, and chemical
contamination. The total cost of 2019 flooding is estimated to be $6.2 billion.
Our team at WSB recently developed a flood model to predict flood extent and help asset managers reduce damage to infrastructure. In general, these models can be used to assess risk for specific pieces of infrastructure, individual cities, or entire states. With this new flood model, we help asset managers determine risk by first predicting where flooding is most likely to occur. This information allows us to work with stakeholders to decide which assets are most vital. The process informs asset managers which critical assets are most likely to experience flooding and where flood risk is highest. Asset managers use limited resources to fight a seemingly unlimited amount of water. A strong understanding of risk is vital when deciding how to use limited resources for the next historic flood event. Although we cannot control the warm winters and wet springs that face us, we can control how we respond and prepare.
Nick is an environmental consultant with one year of project experience specializing in geohazard risk assessments, geomorphology, and GIS analysis. His technical skills include developing GIS models for geohazards, client consultation on how geohazards affect public and private assets, data visualization, and expertise in coastal and fluvial geomorphology. His non-technical skills include public speaking, developing client relationships, and project scoping. Most recently, Nick designed a new GIS flood risk model that estimates risk for large areas with minimal data input.
The things to know about the world’s newest technology disruptor.
Terms such as 5G and small cell infrastructure are buzz words in today’s ever-changing innovative landscape, but what does that mean for the communities we live and work in? Federal mandates are constantly being updated and new technology is replacing ‘old’ technology quicker than many can keep track of. What was once cutting-edge is becoming obsolete faster and faster. As the world continues to rely on more data, the demand for access to that data continues to grow. Our technology-reliant world is driving carriers to build more towers and access points throughout the world. As these initiatives continue to grow, the communities we live and work in are starting to prepare. Small cell infrastructure and 5G preparation can look different depending on the type of community you live in and where you are in the United States.
Here are 10 things to know about small cell infrastructure.
What exactly is small cell infrastructure? The CTIA, an organization that advocates and represents the U.S. wireless communications industry, defines small cell as: Small radio equipment and antennas that can be placed on structures such as streetlights, the sides of buildings, or poles. They are about the size of a pizza box, and are essential for transmitting data to and from a wireless device.
Today, the United State is at critical mass for data. We play more games, we use more apps and the tools that power our daily lives rely on application-driven data. 5G brings greater speed, lower latency and the ability to connect more devices at once.
Federal mandates surrounding spectrum and capacity availability have been contentious throughout the years as politicians and communities gain more knowledge. The Federal Communications Commission (FCC) has developed a 5G FAST Plan, a comprehensive strategy to facilitate and accelerate the deployment of America’s high-speed internet access.
While other countries around the globe are advancing their technology infrastructure, the United States is taking steps to lead the world in 5G. The FCC is committed to increasing spectrum availability, updating infrastructure policy to encourage the private sector to invest and modernizing outdated regulations that will promote digital opportunities for all Americans.
Have we seen 5G before? Yes, several test markets have activated for large events, especially events that take place on a world-stage. States like California, New York, Colorado, Minnesota and Texas, all of which have high growth rates, have also been investing heavily in small cell infrastructure and 5G technology. Carriers are aggressively rolling this technology out in densely populated areas to more easily distribute data in high deployment areas. Additionally, large corporate headquarters are working closely with carriers to implement related projects and technologies.
Big goals and big legislation are driving the 5G movement. We’re working closely with municipalities throughout the United States to help them understand the processes that will be required and affected by small cell infrastructure.
Small cell infrastructure is being implemented where the demand is highest. 5G not only increases coverage and speed but most importantly increases capacity, and that’s why carriers are focusing on densely populated areas first.
5G will still come from large cellular towers, but small cell infrastructure will be placed to increase capacity and data availability. Tower companies are working closely with carriers to deliver alternative solutions.
In 2017, the first federal mandate was implemented to say that cities around the country cannot say no to 5G infrastructure. The mandate states that cities and communities are not able to prevent 5G from happening, but they are able to set regulations that a carrier must abide by. The question is not whether communities will choose to participate, but rather if they’re prepared for it.
Small cell infrastructure will affect everyone from the most urban environments to rural towns. Cities are developing ordinances to regulate how small cell infrastructure is implemented throughout their communities. Several cities are developing permits, planner reviews and regulations to ensure that small cell infrastructure is structurally sound, aesthetically-pleasing and are protecting historically significant landmarks.
A wastewater lift station is a critical piece of infrastructure included as part of your sanitary collection system. While most wastewater generated by households, businesses, and industries is collected and conveyed via gravity through large interceptor pipes, lift stations collect the wastewater at a low point in the collection network and pump it to a higher elevation to the next gravity line or to a treatment facility.
What components make up a wastewater lift station?
In most cases, a wastewater lift station includes a wet well to temporarily store wastewater, two or more submersible pumps, pump float controls, piping, a valve vault, a control panel, radio communication devices, and a backup generator. The lift station pumps the wastewater through a pressurized pipe, known as a forcemain, which conveys the wastewater to the ultimate discharge point at a higher elevation.
What regular maintenance is required for a wastewater lift station?
Most cities have a sewer department that is responsible for regular maintenance of the wastewater collection system. Lift stations require regular attention to ensure all components are functioning appropriately. These include:
Daily checks for obstructions or build-up of material that may clog the pumps
Regular wet well cleaning
Exercising of valves
Jetting (high-pressure water), cleaning, and televising all collection system pipes on a 4 to 5-year cycle
What problems can arise from a poorly maintained wastewater lift station?
In the event of a lift station failure, by either a forcemain break, power outage, or pump failure, wastewater will collect in the lift station wet well and backup into the collection system. This could result in sewer backups into homes or cause wastewater to overflow from the lift station to the surrounding environment.
Wastewater lift stations are also susceptible to clogs from fats, oils, and grease (FOG) generated by restaurants and businesses, as well as “flushable’ rags from households and multi-unit residential buildings.
Wastewater lift stations can be a source of bad odors that become a nuisance to neighboring properties. The smelly gas from the collected sewage is also highly corrosive and can damage the wet well structure, the piping, and pumps over time.
How much does it cost to fix a wastewater lift station?
Depending on the size, condition, and maintenance history of your wastewater collection system, the rehabilitation of an existing lift station can range from $75,000 to over $250,000.
How can you get help with concerns regarding your lift stations and collection systems?
Our Wastewater group can help your community assess the condition of your wastewater collection and conveyance system, and outline deficiencies that should be addressed in the City’s Capital Improvements Plan. We can complete a condition assessment report for all of your lift stations and provide estimated costs for any recommended rehabilitation. The report may include hydraulic analysis to address pump efficiencies, pump and forcemain capacities, allowing your city to plan and budget for any necessary infrastructure improvements.
