Thought Leadership

Elevating Leadership from Within

March 28, 2024

By Monica Heil, WSB

Published by Zweig Group in this month’s issue of The Zweig Letter. TZL 1529

It is essential to develop high-performing staff and provide them with opportunities to elevate themselves into leadership positions within our firms.

It is an exciting time to be a part of the architecture, engineering, and construction industry. Infrastructure needs across the country continue to grow, and the demand to recruit and retain top talent for your organization to deliver those infrastructure projects is likely top of mind.

Recruiting leaders after they have established themselves within another organization is challenging. But perhaps even that pales in comparison when considering the challenge of retaining existing talent within your organization in the current job market. For these reasons it is essential for us as an industry to explore the development of high-performing staff and provide them with opportunities to elevate themselves into leadership positions within our own firms.

You can elevate leadership from within your firm by implementing these approaches:

■ Encourage finding passions and taking ownership. One approach for developing new and emerging leaders within your firm is to identify individuals’ unique strengths and to motivate staff to take ownership of those strengths and skill sets. Encourage team members to discover what they are most passionate about and become experts in their disciplines. This empowers team members to take control of their individual career paths and perform at higher levels due to their affinity for the subject matter. Consider assigning areas of responsibility that staff can “own” and be accountable for to support their personal growth and development, as well as the growth of the organization. Encourage new ideas and support initiatives that bring positive change to the organization and facilitate collaboration across varied professional experience levels. Connecting a strong network of high-performing, diverse, and passionate team members will yield new approaches to delivering AEC services and will start young professionals on the road to leadership.

“By implementing these approaches, we can create leaders from within our own organizations. These leaders will have developed their own personal leadership style with mentorship from a team of leaders who have come before them.”

■ Accessible mentorship and leadership exposure. Allowing young professionals to connect with a variety of leaders is critical for workforce and leadership development. It is essential to expose staff to different leaders with varying leadership styles. This creates an environment where team members can learn from those who came before them – evaluating both positive and negative outcomes of leadership decisions and applying it to their own roles. Exposure to many leaders across the firm will accelerate the leadership path for up-and-coming professionals and will reinforce that staff can succeed by leading in their own way throughout their career. Emerging leaders do not need to be a carbon copy of the leaders before them, and instead should take best practices from each leader they encounter.

■ Provide diverse leadership. Leadership structures within an organization should reflect the strengths of each individual leader. For example, a highly skilled technical leader may excel at driving the direction of design but may not be well-suited for leading business development efforts or managing staff. Conversely, good leaders of people may not always be technical experts. However, technical leaders and leaders of people are both essential to the success of an AEC organization. Organizations should strive to find opportunities for both leaders to work together to best support the organization. This will create a well-rounded, more diverse and balanced organization led by individuals who are focused on their passions. By prioritizing the elevation of leaders based on unique skill sets and strengths that compliment other leaders within the organization, a likely by-product of that effort becomes a more diverse leadership team. This diversity allows our staff to consider how they might fit into a future leadership role and to envision themselves with leadership duties.

By implementing these approaches, we can create future leaders from within our own organizations. These leaders will have followed their individual passions, taken ownership of their areas of expertise, and developed their own personal leadership style with mentorship from a team of leaders who have come before them. This creates an extremely strong and sustainable organization, well-positioned for the growth necessary to deliver projects that will satisfy our infrastructure needs today and into the future.

Q&A with Andy Kaiyala and Joe Eberly

April 4, 2024

Last week, WSB announced a new partnership with 4M Analytics to advance infrastructure programs and projects with real-time utility data. Andy Kaiyala, VP of Digital Construction Management and Controls at WSB, and Joe Eberly, Vice President of Growth & Sales Strategy at 4M Analytics, recently addressed the benefits of the partnership and what it will mean for our clients and partners.

Q: What does this mean for the industry?

Andy: WSB continues to build out a comprehensive Digital Construction Management (DCM) offering to better serve our clients, and this partnership with 4M Analytics is another step forward. Every construction project must consider what lies beneath the ground. 4M is applying cutting edge technology to this significant problem, delivering the best data, and making it available faster than any other firm. This does not take the place of field investigation, but rather informs those investigations to be more precise and reliable.  Everyone wins in this. 

Joe: With utility risk as one of the primary challenges in the industry, the WSB/4M partnership advances the mitigation efforts to the earliest stages of the project planning lifecycle and at the lowest risk point. It also provides significant improvements in the time and cost of accessing utility records and data used in the early feasibility, coordination, pre-construction, and preliminary design processes on infrastructure projects.

Q: What does this mean for 4M’s clients?

Joe: The partnership will signal to the 4M Analytics client base that our utility data can have a much larger impact on their internal processes and create a vision for how the data can be used to support their project lifecycle workflows and development requirements.

Andy: Despite increased awareness and heightened attention, our industry continues to see an upward trend in utility strikes (Common Ground Alliance). These cost billions of dollars and most critically put people and lives at risk. Better information delivered timely across the life cycle of a project, from planning to construction, will help all parties mitigate this serious risk, deliver projects safely, on time, and on budget. This is what DCM is all about. Helping you be safe, deliver with the highest quality, and do so while protecting your bottom line and beating the schedule.

Q: How quickly will this partnership have an impact?

Joe: The partnership will have an immediate market impact and will increase our messaging efforts to support our clients and the industry more broadly and bring awareness that the conventional methods of construction delivery are no longer sustainable in a market where time and resources are becoming scarcer.

Andy: It already is. We are incorporating the 4M data into 3D models for constructability review, means and methods, risk analysis and mitigation, schedule review, design conflict resolution, and more.  We really are putting the design model to work, and how would you do that without the best subsurface data available quick enough to make a difference? Our position is that you can’t, and the sooner more owners and contractors begin deploying this solution, the better off the industry will be.

Q: How does this partnership work between the two companies?

Joe: The 4M partnership adds a layer of usability and value to the WSB DCM delivery model. Specifically, the ability to enhance the DCM 3D modeling services on the Bentley Platform. The result is a seamless delivery of data that can connect the office to the field, saving time and money along the way while reducing risk and improving decision making.

Andy: Through 4M advanced technology we can quickly and efficiently bring subsurface utility data into our digital representation of the future physical asset – into the digital twin. We then publish that data into SYNCHRO, leveraging another of our partnerships with powerhouse technology provider Bentley Systems, and start making better decisions. Seamless access to all the critical information you need to plan, design, bid, win, and build the work.

Q: Why is this happening now? Why this partnership?

Andy:  The time is now. We must work quickly to address utility conflict and coordination, one of the most significant risks in our industry. 4M brings the technology and the data, and our WSB team leverages that information to better deliver our projects safely, on time, on schedule, and with the quality WSB is known for. 

Joe: The scope and scale of the utility data challenge, and the inherent risk, have now been matched by 4M’s ability to apply its utility AI mapping technology at the same scale. 4M and WSB delivers reliable, real-time, and validated utility data for any project in the U.S. — right from your office.

Joe Eberly is the Vice President of Growth & Sales Strategy at 4M Analytics, Inc. and has more than 25 year’s experience in Construction Technology, serving the Public and Private Owner, Engineering and General Contractor markets. Prior to joining 4M, Joe served as the VP of Sales at e-Builder, a Capital Construction Management Software, which was acquired by Trimble in 2018. At Trimble, Joe was responsible for Sales, Account Management and Customer Success for the Owner & Public Sector and led the GTM launch for ProjectSight, a Project Management platform for General Contractors. Before entering the technology world, Joe was a Superintendent and Warranty Manager for a top-10 development company in the residential building market and owned a consulting firm focused on construction material management and value engineering services. Joe lives and works from Denver, Colorado and enjoys spending time with his grandkids.    

Andy Kaiyala is the Vice President of Digital Construction Management and Controls at WSB. With over 20 years of experience and an emphasis on large, complex, alternative delivery infrastructure projects in the transportation, heavy civil, flood control, and transit spaces, Andy brings a wealth of knowledge and expertise. At WSB, Andy leads the firm’s DCM initiative as the AEC industry is recognizing the value of digital delivery. Prior to joining WSB, Andy was responsible for domestic and international bidding and proposal efforts for Lane Construction Corporation. Andy’s career focus has been to deploy a full project life-cycle approach to business strategy that facilitates stakeholder involvement and achieves project schedule and delivery certainty. He currently works out of WSB’s Dallas office and guides clients through a process that mitigates risk and reduces conflict for all stakeholders.

4 Ways To Improve Road Safety and Reduce Speeding

By Sean Delmore, Director of Traffic, WSB
April 15, 2024

Excessive speed is a problem faced on roads all over the country whether rural or urban. No matter what a speed limit sign may say there will be drivers who will exceed the limit if they feel they can. The best way to reduce speeding is to design our roadways to encourage the behavior we want. When looking at designing a new road or updating an existing one, there are four ways to limit speeding: horizontal deflection, vertical reflection, width reduction, and feedback signs.

Designing Horizontal Deflections To Organically Lower Speeds

If your roadways look and feel like a long runway drivers will naturally feel comfortable with higher speeds. To circumvent this, including lateral shifts or roundabouts will break up long stretches of road and force drivers to reduce speeding to safely maneuver turns. By implementing horizontal deflections in roadways driver behavior can be altered organically in a way that simply placing a speed limit sign could not.

Sharp curves in a roadway are an effective way to decrease speeds. However, care must be taken because if the noted speed for one curve is not accurate and drivers are able to comfortably drive at higher speeds, they will be less likely to match the marked speeds at other curves. Drivers will regularly match the speed they feel most comfortable with, not the one listed on the sign. Additionally, signage like chevrons and flashing lights can help convince the drivers that the speed advisory needs to be adhered to for their own safety. With proper signage, long curves are an effective way to lower speeds.

Installing Vertical Deflections Sparingly

The introduction of speed bumps, tables, and raised crossings to a roadway is a physical barrier that forces drivers to reduce speeding. However, vertical deflections are used sparingly because they can create difficulties for maintenance, plowing, and emergency services. It is for this reason that speed bumps and tables are primarily used in parking lots or lower traffic areas like residential roads.

Reducing Road Width to Improve Safety

The wider the road the more likely drivers will be willing to change lanes to maintain higher speeds. After data collection is performed and it is determined that, for instance, a four-lane road does not carry enough traffic volume to justify its width, a variety of modifications can be made. Removing excess lanes to implement bike lanes and adding constant turn lanes are some examples. They assist with traffic flow on top of width reduction to limit the potential for drivers to speed. In addition, width reduction has the benefit of shrinking the distance of crosswalks which improves pedestrian safety.

Benefitting From Instant Feedback

Driver feedback signs that use flashing lights and show the incoming driver’s speed are an effective way to drive down speeds over short distances. Radar signs with instant feedback are best applied in transition areas, like the lead up into a small town where the posted speed limit can drop from 55 to 40 and then to 30 miles per hour. As drivers slow down in response to the feedback, they will be less likely to speed back up once they reach the lower speeds in town. However, feedback signs are far less effective outside of transition areas as driver compliance can be expected only so long as the feedback is visible.

What WSB Can Do to Help?

WSB staff brings vast experiences working with agencies on a wide variety of construction projects all across the country. Whether updating existing roadways or designing brand new, WSB’s traffic team will cover every avenue to make roads safer. Additionally, as many agencies are moving forward with focusing improvements to put more focus on the Americans with Disabilities Act, WSB has been leading the way in showing the value of not only making drivers and pedestrians safer, but also making our roads more equitable for everyone.

Capture Federal Funds to Build Resilient Stormwater Infrastructure

By Jake Newhall, Director of Water Resources, WSB
April 15, 2024

Stormwater infrastructure around the country is being put to the test by age and deterioration as well as climate change events and abnormal weather like droughts and unusually intense rainfalls. With that in mind, communities need to follow five steps in order to create resilient stormwater infrastructure. The goal is to limit stormwater-related risks and to properly fund critical projects. Those steps can be simplified down into Identification, Project Development, Planning, Funding and Building.

Identifying Infrastructure Needs

Knowing is half the battle. Before a project can begin, a community must understand what their needs are with a specific focus on aging and failing infrastructure. If stormwater infrastructure fails, roads, nearby buildings and residences could be put at risk.

Developing a Resilient and Sustainable Project

The project development step is where you answer a multitude of questions on the project’s objectives and scope. First and foremost, is the project feasible from a financial or construction standpoint? What resilient solutions are being included to properly develop the updated infrastructure so it will last? In addition, what are the benefits of the project? Identifying the problem and answering these questions will allow for a much easier transition into the next steps like applying for grant funding. For example, regular maintenance of existing infrastructure will find little opportunity for grant funding. Developing your project with the set goal of improving infrastructure to become more sustainable and resilient will drastically improve your chances.

An example of improved resiliency is developing your infrastructure to respond to changing climates and abnormal weather conditions. Is your infrastructure project designed to handle prolonged droughts or intense rainfalls or intense snow melts?

From a stormwater perspective, a more sustainable project can include aspects like increased storage and volume control and a more efficient outlet system. Being able to retain the stormwater on site and slowly release it to downstream systems will not only better protect your community and those downstream, but can also lead to improved water quality.

Planning For Success

The third step can be simplified into making a plan. Collecting every aspect of the project into a planning document will set up a community for success. With no absolute assurances that grant funding will be accessible, the planning step gives communities the confidence that their project and the intent to update and revitalize their stormwater infrastructure, is not just a hope, but a tangible path to success.

Obtaining Grant Funding

The next step is grant funding. Recent policies from the federal and state government have created ample opportunity for bringing greater resiliency to stormwater infrastructure. For example, the Infrastructure and Jobs Act included over $50 billion in available federal funds towards drinking water, wastewater and stormwater infrastructure. Similarly on the state level, the Minnesota Pollution Control Agency recently announced $35 million in grant funding for stormwater resiliency projects. There are a variety of types of grants that all focus on different goals.

Building Resilient Stormwater Infrastructure

Finally, once all the previous steps have been completed to satisfaction, the final phase of developing resilient stormwater infrastructure is building. During this step, the project is fully designed and construction begins. As the final step is completed, your community will have transformed aging infrastructure into a success story that protects your community, those around it, and creates a more sustainable environment.

How WSB Can Help

The vast knowledge and experience at WSB will help clients find solutions to stormwater management. If a community has identified a need, WSB can build off even a tiny idea to help make it fit from project development all the way through construction. With WSB’s talented team of experts, a community will have a trusted partner who can help ensure a project is funded and built efficiently and effectively.

Lead Service Line Inventories: How to Engage with Communities

By Chhavi Dhingra, Sr Public Engagement Manager and Ryan Earp, Director of Public Engagement, WSB
April 15, 2024

State statute and federal Lead and Copper Rule Revisions require public water systems across Minnesota to identify the materials of all service connections in their distribution systems.

The mandate is clear: cities must identify and replace lead or galvanized steel water service lines to comply with state and federal regulations. Thanks to substantial funding from both state and federal sources, including the recent $240 million appropriation by the 2023 Minnesota Legislature and approx. $40 million a year in federal funds from the Infrastructure Investment and Jobs Act, the financial resources are available to facilitate this essential task. The success of these initiatives now hinges on the capacities of cities to swiftly and effectively communicate, engage and collaborate with their residents to identify, and then eventually, replace water pipes in residences that are made of lead or contain lead parts. Cities find themselves in a race against time, with a Minnesota Department of Health (MDH) mandated deadline looming to inventory all water system lines by fall 2024. The challenge requires a strategic approach to target and then engage communities effectively.

As cities navigate the complexities of lead service line replacement, they do not have to do it alone. WSB, under its master contract with the MDH, is aiding cities to inventory properties and their water service line materials, perform engagement, communications, and public outreach services to cities for engaging with their residents, and creating and implement plans for pipeline replacement.

Based on our understanding and decades of experience of engaging with communities in Minnesota, we propose a four-part blueprint that cities could embrace to effectively engage with their residents on Lead Service Line Inventory and Replacement:

1. Meet residents where they are: While a fair share of resident homes and their water service line materials are being identified using a combination of historical documents and savvy GIS methods, there are still a large number of ‘unknowns’ i.e. properties where the service lines material are not known to be lead, galvanized requiring replacement, or a non-lead service line, and where there is no documented evidence to indicate the material classification. Traditional methods of communication such as postcards, door hangers, mailers and utility inserts remain indispensable tools for reaching out to such residents. Additionally, leveraging digital platforms, like plain-language and user-friendly websites which carry information and instructions for residents to self-inspect and report their service line material will help accelerate the outreach.
2. Offer spaces and support to help residents address their questions, fears and concerns: Open houses (virtual or in-person) play a vital role in fostering dialogue between residents and city officials. Creating such intentional opportunities for residents to voice their concerns, seek clarification, and actively participate in the process will help build trust and transparency in the city’s efforts. Personalized at-home visits and assistance in identifying service line materials, where residents are not able/willing to conduct the material test themselves, could boost resident participation and drive results.
3. Be heedful to the health equity lens: Cities must make extra efforts to connect with vulnerable populations, such as low-income communities and households with young children who could be at risk of being disproportionately affected by lead exposure. Ensuring that they are not overlooked or marginalized in the communication and replacement efforts, adopt data-driven outreach strategies and culturally sensitive messaging to help bridge the gap and address the unique needs of these populations.
4. Prioritize accessibility and inclusion: Ensuring that language barriers do not hinder access to vital information, providing interpretation and translation services wherever necessary, developing ADA compliant materials and events, could help residents meaningfully engage in the short -term inventory and long-term replacement processes.

In conclusion, the task of replacing lead service lines is not just a technical endeavor—it is a community effort. By prioritizing timely, effective, and inclusive communication, WSB is helping cities mobilize its residents, building trust, and ensuring a community wide effort to create sustainable water infrastructure that provides safe drinking water for all Americans.

Contact us for more information on our communication and engagement service offers for Lead Service Line Inventory.

Earth Month: WSB’s Commitment to Clean Energy Development

April 22, 2024

By Behnaz Beladi, Director of Renewable Energy, WSB

The month of April is dedicated to raising awareness about sustainability and protecting our environment. In line with this goal, WSB’s dedicated Renewables Team is actively involved in furthering this initiative by aiding in the development, design and construction of clean renewable energy projects. From initial surveying to permitting, design and construction services, WSB provides a comprehensive range of expertise and support for clean energy projects nationwide.

Empowering Renewable Expansion: WSB’s Comprehensive Service Offerings and Growth
With a growing interest in renewable energy and increased grant funding opportunities at the federal level, the WSB team expanded considerably to meet the needs of clients and communities. Over the last few years, the Renewables Team has grown from a few staff members to more than 45 staff helping implement diverse projects including wind, solar and Battery Storage, providing a wide range of services across project needs.

The range of services includes:

1. Survey
2. Environmental and Permitting
3. Geotech (certain states)
4. Civil Site Design
5. Hydrology
6. Right of Way (ROW)
7. Geographic Information Systems (GIS)
8. Construction Support
9. Visualization

Apart from Geotech, the range of services the renewables team provides doesn’t have geographic limitations. The WSB Renewable team can work with contractors to reduce installation costs by designing with construction in mind, automating construction processes by creating machine files for grading equipment, creating real-time grading as-builts and even troubleshooting grading equipment remotely to avoid unnecessary delays. These services have already contributed to the creation of renewable energy across the country that communities have come to rely on.

Powering Tomorrow: WSB’s Impact on Clean Energy Across the Nation

The clean energy projects that benefited from the services provided by WSB’s Renewables Team are already producing are going to produce considerable amounts of energy around the country. Over the last 2 years, our renewable team has designed over 5000 megawatts (MW) of renewable projects. For reference, the U.S. Energy Information Administration (EIA) reported that the average residential electric utility customer in 2022 used about 10,791 kilowatt-hours per year. A 9-kilowatt renewable system generates approximately 10,791 kilowatt-hours. Projects including solar, wind and battery storage are powering communities across the U.S., with more projects being designed and constructed as time goes on.

Energizing Communities: WSB’s Leadership in Renewable Energy Initiatives

WSB’s services thus far have empowered numerous renewable projects, enabling communities across the country to access the clean energy they seek. From large-scale wind, solar and battery storage projects to smaller community solar initiatives, WSB’s seasoned Renewables Team consistently delivers results. As renewables represent the future of our energy grid, WSB remains committed to leading the way in adopting cutting-edge technology and tools for a sustainable energy future. With five thousand Megawatts already achieved, this is just the outset of our journey.

What Do the New PFAS Standards Mean for You

April 29, 2024
By Steve Nelson, Director of Water/Wastewater and Ryan Stempski, Sr Project Manager, WSB

This year, the Environmental Protection Agency (EPA) implemented new drinking water standards to limit exposure to the ‘forever chemicals’ Per- and polyfluoroalkyl substances (PFAS). The EPA’s new PFAS standards are four parts per trillion as the maximum contaminant level in drinking water. Communities whose water used to be compliant may no longer meet the EPA’s standards and now must comply with these new requirements within the next five years. By setting these new standards, the EPA started a compliance timer for communities across the United States, with much to be done including public notification, analyzing contaminants, grant applications, and designing and planning.

So how can communities prepare, plan and produce results? Here are some places to start.

Communication is Key

One of the first tasks for communities struggling with PFAS is preparing a proper communication plan. This includes coordinating with state agencies as well as relaying details to the public and those directly affected by the work that will need to be done. To ensure transparency, municipal water suppliers are required to notify the public within 30 days and cities are required to publish a consumer confidence report onto their websites by July. A well mapped out communications plan is imperative to informing the public, stakeholders and agencies about the issues, identifiable solutions and how to implement those solutions.

Finding Solutions Through Feasibility Studies

To best identify PFAS related issues and plan the necessary solutions, a city must implement a feasibility study. Through this study potential solutions to water contamination are identified and the suitability of these solutions are noted. For instance, is it possible for a city to develop a new source of water? This could mean looking for wells from different uncontaminated aquifers or reconnecting pipes to neighboring water systems. If it is determined that alternative solutions like these are not suitable for your community, treatment for the removal of PFAS may be the only solution.

The most widely used process for removing PFAS is granular activated carbon (GAC). GAC media is loaded into filtration vessels, when water is passed through the GAC filter bed where PFAS molecules attach to open adsorption sites in the granules. However, this GAC media requires expensive disposal and replacement every few years.

The other common treatment method uses ion exchange resins. Ion exchange resins are tiny beads that can capture PFAS molecules. This method can require more pre-treatment and disposal costs than GAC. Additional methods are being piloted and studied with the hope of making PFAS removal even more cost effective through processes that include on-site destruction of PFAS molecules – thereby avoiding the expensive disposal of granules and resins.

The Race for Funding

Just as cities must meet the standards in time, so too must they keep up with grant funding deadlines. A plan can be great but without the funding, it might not perform well. Applying for agency grants and monitoring funding legislation moving through state legislatures are necessary to both identify and secure funding to meet PFAS standards. A variety of funding opportunities can be utilized for administering studies, designing treatments and constructing projects. Five years may seem like a long time, but with the time spent seeking out and applying for funding on top of studies, designs and construction phases, cities need to start planning today.

How WSB Can Help

Communities now facing the impending deadline need to have an experienced team to help develop a communications plan, perform studies, apply for funding and provide design solutions. A great deal needs to be accomplished in only a few years. WSB’s team has decades of experience and knowledge on every aspect of PFAS removal. We can help execute solutions that improve water quality for the health and safety of the public and ensure cities can meet the EPA’s new standards.

Currently WSB is offering to provide cities with a PFAS Assessment and Response Strategy that includes a discovery interview with the water system operator, water system data review and analysis, and options for the city to consider as next steps. Contact us to learn more.

Construction Project Volatility: Avoid Frustration & Achieve Success

May 13, 2024
By Chris Kester, Director of Project Controls, WSB

Economic instability, rising inflation, and labor and supply chain issues have created price fluctuations and instability in the construction industry in recent years. Now you are seeing prices level out and projects coming in within budget and everything is back to normal, right? Wrong. Costs and supply availability are still hard to predict, adding undue complications to those planning and executing construction projects. 

Every construction project, every client, and every contractor is different, but many are facing similar challenges. While there are no quick and easy solutions to completely predict and overcome rising costs and swift market changes, there are some things to consider that can help mitigate risk and help you overcome obstacles. 

1. Consider alternate materials. There are still some lingering supply chain issues from major events of the last few years. It can be difficult for suppliers to provide certain building materials to contractors at certain times, and short summer construction seasons in colder climates squeeze supplies even more. It’s typically good practice to have alternative materials and design options and these are best entertained early. If you must substitute a material post-letting, it could be your best option at the time, but those scenarios are usually best when they are avoided by foreseeing them ahead of time.
2. Plan ahead. It is important to plan out projects ahead of time as much as possible and stick to your timeline. Suppliers often cannot commit materials until contracts are signed, but that doesn’t mean you don’t have options. You might entertain the idea of pre-procuring those materials that pose the most risk or you could estimate the lead times and work that into the planned construction schedule.
3. Be flexible and work in stages. Projects are continuing to increase in complexity and we have very little influence over things like traffic, utilities, and limited ROW. However, you do have the ability to decide what is being built and to anticipate the best possible way that it can be built efficiently. Cost can be impacted significantly if the design is not properly staged to work around those things we cannot change.
4. Understand risk and how developers predict cost. Trying to predict project costs has become more difficult, from the price of materials to the cost of labor, and everyone is working to keep their financial risk at a minimum. Often, there is a sizable imbalance between the price it takes a contractor to complete a project and the price the contractor bids for the work. Dramatic price fluctuations have caused a great deal of frustration for owners who are confused as to why a project might be so expensive compared to the price of the same project a few months earlier. Different types of projects like design-build and construction management/general contractor, for example, come with different amounts of risk, so it’s important to think through what works best for your project. 

While there’s no crystal ball in the construction industry, common sense planning and following these tips can help mitigate risk, provide confidence to all parties involved, and set your cosntruction project up for success. 

How WSB Can Help

A review from the experienced estimators at WSB can help identify areas of potential risk, allow you to anticipate problems and provide alternative plans to keep your projects on budget and schedule. Contact us to learn more about mitigating possible project roadblocks.

Sustainable City Energy: Creating A Pathway for Success

May 13, 2024
By Behnaz Beladi, Director of Renewable Energy, WSB

Escalating environmental concerns and urbanization are driving a paradigm shift in city energy priorities, encouraging them to invest in sustainable solutions. Renewable energy offers a plethora of benefits including reduced greenhouse gas emissions, improved air quality and enhanced energy security. Transitioning to renewables presents an opportunity for cities to assert their commitment to sustainability while simultaneously reaping economic advantages through job creation and investment in clean technologies.

Key to this transition is the development of comprehensive renewable energy strategies tailored to the unique characteristics and needs of each city. These strategies encompass a multifaceted approach, incorporating policy initiatives, technological innovations, funding opportunities and community engagement.

Targeting Local Policy and Embracing Innovation

At the policy level, cities must enact ambitious targets and regulations to incentivize the adoption of renewable energy solutions. This may involve setting renewable energy mandates, implementing carbon pricing mechanisms and phasing out subsidies for fossil fuels. Additionally, cities can leverage their purchasing power to procure renewable energy for municipal operations and encourage private sector investment in clean city energy projects.

Technological advancements play a pivotal role in facilitating the integration of renewable energy into urban infrastructure as well. From solar panels and wind turbines to energy-efficient buildings and smart grids, cities have a myriad of options at their disposal to harness clean energy sources. Embracing innovative technologies not only reduces carbon emissions but also enhances energy efficiency and promotes a more resilient urban infrastructure.

Using Federal Investment Opportunities

Recent investments from legislation like the Infrastructure Investment and Jobs Act (IIJA) and the Inflation Reduction Act (IRA) grant cities new opportunities and room to maneuver. Some of these investments include $16.5 billion for the deployment of new transmission lines, $21.5 billion towards clean energy demonstration projects that are directed towards large projects that drive local and regional economies and $40 billion in loan authority for clean energy projects. These programs create new opportunities for cities to not only develop renewable and sustainable energy solutions, but also economic drivers for their communities.

However, these types of investments will not fund the entirety of any one project, and each grant will include a variety of requirements that first need to be met. Cities that incentivize the adoption of renewable energy solutions will set the groundwork necessary for the types of investments made available by federal legislation like the IIJA and IRA or from state agencies. Federal and state investments can be a boon to a city’s energy development plans.

Collaborating and Cooperating Across Communities and Industries

As cities transition to renewable energy, local community engagement is also incredibly important. Empowering residents through education, outreach and participation in decision-making processes fosters a sense of ownership and collective responsibility for sustainability initiatives. Community-led initiatives, such as neighborhood solar cooperatives and energy efficiency programs, can significantly contribute to the widespread adoption of renewable energy at the grassroots level.

Moreover, transitioning city energy towards renewable energy requires collaboration and cooperation across multiple stakeholders, including government agencies, businesses, academia and civil society organizations. By fostering partnerships and knowledge-sharing platforms, cities can leverage collective expertise and resources to overcome barriers and accelerate progress towards sustainability goals.

Challenges and How WSB Can Help Overcome Barriers

While there are numerous benefits in clean energy transitions for cities, there are also challenges. From policy barriers and technological limitations to financial constraints and community resistance, the path to achieving sustainable urban transformation is fraught with obstacles. However, WSB is uniquely positioned to help cities overcome these challenges and navigate the complexities of transitioning to clean energy.

For municipalities struggling to develop and implement policies that incentivize the adoption of renewables, WSB can provide invaluable expertise in policy analysis and development, helping cities design and enact robust regulatory frameworks that promote renewable energy deployment.

Technological barriers may also pose significant challenges to the widespread adoption of renewable energy in urban environments. WSB specializes in innovative engineering solutions, and we can work with cities to design and implement cutting-edge renewable energy technologies tailored to address the unique needs and constraints of urban infrastructure.

For cities exploring what renewable energy investments fit financially for their community, WSB can help by conducting feasibility studies, identifying funding sources and developing business models that maximize return on investment.

Finally, for those working to garner support and build community consensus for renewable energy projects, WSB specializes in stakeholder engagement, facilitating dialogue between local communities, government agencies and other stakeholders.

Overall, federal and state funding for renewable energy projects is spurring many cities toward exploring and investing in renewable energy. For cities unsure of where to start or for cities who need help navigating the complex nature of renewable energy projects, WSB brings together multidisciplinary experts with diverse skill sets and backgrounds to help cities address their unique challenges and chart a course toward a cleaner, greener and more prosperous future.

Q&A with Monica Heil | VP of Municipal Services

December 18, 2023

Monica Heil is the Vice President of Municipal services at WSB. Monica has been serving Minnesota communities for over 20 years. She leads the delivery of our Municipal Services in the Upper Midwest market, developing expertise, improving project management processes and creating efficiency among our teams. Her experience managing projects through construction allows her to see how final design decisions impact an agency’s system, and how we must proactively develop communication strategies to keep project stakeholders informed.

Q: WHAT FACTORS DO YOU BELIEVE HAVE CONTRIBUTED TO THE GROWTH OF WSB AS WELL AS THE EXPANSION OF OUR COMPANY?

Culture is a prominent factor in contributing to the growth of WSB. When I first joined WSB in 2010, I was impressed with not only the technical expertise we had within the company but the willingness of every employee to pitch and leverage their expertise to contribute to a solution. From the start, I was able to collaborate with others across the company when delivering projects. This was good for our team internally; to be able to depend on one another and build that sense of trust. Externally, our internal collaboration benefits our clients as well, by increasing the potential for project success and providing the best possible service and solutions.

Q: WHAT MAKES WSB DIFFERENT FROM OTHER AEC FIRMS?

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?

We work on a variety of projects and have many technical experts on our team. The depth of our technical expertise from around the country allows WSB, as a consultant engineer, to contribute to the highest quality work product for our clients.

Q: WHAT OPPORTUNITIES DOES WSB PROVIDE TO STAFF THAT ARE DIFFERENT THAN OTHER COMPANIES?

Our access to leadership is a differentiator. Everyone in our company can engage with our leaders, and that expedites professional development within the company. We have created a number of leaders within WSB due to the accessibility of other leadership and the mentorship that provides.

Q: HOW DOES OUR IMPACT ON THE COMMUNITIES WE SERVE PLAY A ROLE I N RECRUITING TALENT?

The impact we have on the communities we serve plays a huge role in attracting and retaining talent. I can think of very few professions where you can physically see the impact you have on the communities you serve. At WSB, we can look around and see exactly what we are doing – from safer transportation to clean drinking water and improved sustainable practices. So much of what we are doing is not only for today, but also for tomorrow, and it is extremely rewarding to be able to contribute to our future in that matter.

Q: WHAT ADVICE DO YOU HAVE FOR STAFF THAT WANT TO GROW THEIR CAREERS AND BECOME A LEADER?

I would encourage staff to find a way to say “yes.” Find a way to say “yes” when you are unsure or uncomfortable with how you are going to perform because it will lead to great opportunities. Professional development and growth are going to come out of circumstances where you may be uncertain about what the future brings, but through those opportunities you will find professional growth not only for yourself but for others that want to grow their careers. Find a way to say “yes” and encourage others to do the same thing.

Q: WHAT OPPORTUNITIES DO YOU SEE AT WSB FOR CAREER GROWTH AND DEVELOPMENT?

Since day one we have been a company that has supported an individual’s passion in their technical and service delivery. There will be opportunities for any individual that wants to pursue innovative ideas that benefit our clients and our projects. No career path is going to be a carbon copy of the leader that went before them, and we have done a great job of helping our staff identify the uniqueness of their passion and put them on a trajectory to be successful. That track may change as people move through their personal and professional lives, and we encourage that. Using that passion to develop outcomes is what has made WSB so successful.