Published by Zweig Group in this month’s issue of The Zweig Letter. TZL 1518
Enhance recruitment by focusing on individual connections, forming partnerships with diverse institutions, and building robust internship programs.
The most important part of recruiting new staff is building meaningful relationships with potential prospects. Campus recruitment and career fairs are a staple in the industry but, while they are still an excellent choice to stay connected with new talent, there are a variety of ways to meet the bright minds of the next generation. It is critical to review your strategy and identify what works best for your company. Reflect not only on what has worked in the past, but also think about what new approaches can help you moving forward.
PREVIOUS CAMPUS RECRUITMENT. In the past, campus recruitment was more narrow-minded. Typically, firm selects a school (or schools) with a lot of potential talent, connects with students, posts available positions, and waits for applications. This is a typical standard approach that has been done for years. Yes, there is still value in presenting your brand and physically being at career fairs, but other sources of recruitment have proven to be equally, if not more, effective and have recently led to more successful opportunities.
A NEW APPROACH. Today’s society is focused on the future. This not only applies to data and technology improvements in all industries, but it applies to recruiting tactics as well. Rather than following a traditional model, the focus needs to shift to finding better ways to form relationships with potential hires. With that in mind, how can you differentiate yourself from the crowd and make a lasting impression?
There are a variety of new approaches worth exploring:
Target the individual. Rather than focusing on a large university, it is important to get to know the people you are looking to hire. Instead of focusing on the general public, shift gears and target individuals and chapters at universities to really get to know each person. Create ways to engage with this demographic and consider hosting events or outings to provide insight to the culture of the firm and gain meaningful interactions. It is important to remember to not simply fill the open position, but to fill it with the person who is best suited to join the firm. Pursue building relationships with potential prospects instead of having the mindset of filling a position.
“Campus recruitment and career fairs have been the go-to recruiting tactic for decades, and, while they still do their job, there is greater opportunity and higher impact by exploring new approaches.”
Form partnerships. Creating connections with all universities is a great idea, and additional opportunities arise when partnerships are extended to community colleges and training programs. There are many roles available in our industry and we need a wide variety of people to fill them. In addition to finding people who fit well into the culture of your firm, it is also important to place people in jobs that they are passionate about and want to do long-term. Consider partnering with community colleges or training programs to prepare candidates for duties of specific jobs in the workforce to help them excel in a position for many years to come. This method reaches a new group of potential talent and can be extremely beneficial.
Robust internship programs. Having a thriving internship program is beneficial to not only your firm, but it is beneficial to all the students with the desire to learn more about their field from subject matter experts as well. These programs provide real-life opportunities to work on-site, train, and engage with mentors. Experiences like an internship cannot be replicated in a classroom, thus building workforce development and preparing students for life after graduation. To maintain a thriving intern program, it is critical to try to accommodate interns as best as possible and utilize their talent while providing opportunities in the workplace. A robust intern program provides a handful of great in-house applicants that could join full-time.
Campus recruitment and career fairs have been the go-to recruiting tactic for decades, and, while they still do their job, there is greater opportunity and higher impact by exploring new approaches. The world is evolving and adapting tactics and strategies to find more effective methods in recruiting will lead to exceptional outcomes. Take the time to review your current recruiting strategy. What is working and what can be improved? Avoid the cookie-cutter approach of recruiting and differentiate yourself.
Jesse is the Talent Acquistion Manager at WSB. He leads the recruitment function across the business and oversees the campus recruitment strategy. Jesse brings over 15 years’ experience in both agency and corporate setting. He is an experienced leader and is passionate about delivering top talent to the WSB teams.
January 15, 2024 By Amy Fredregill, Sr Director of Sustainability, WSB
Sustainability can be looked at as a three-legged stool, supported by environmental, economic, and social components. As the federal government provides resources for communities to drive sustainable solutions across the country, they are balancing those three pillars and building a more resilient future. The flow of federal dollars to community projects not only modernizes infrastructure and helps meet local needs, but it also can support priorities that address important issues like sustainability and climate change. The business case for sustainability could not have been stronger, by reducing cost and risk, meeting evolving needs of stakeholders, providing new services, staying competitive, growing workforce development opportunities and advancing public health and prosperity for all communities.
Looking to the future of infrastructure across the country, ensuring it is environmentally resilient, equitable and drives collaboration are three key priorities for federal policymakers. Partnerships are key to formulating solutions to some of society’s most complex challenges by advancing comprehensive, sustainable investments across systems such as water, energy, transportation, buildings and land use.
Passing Historic Federal Funding Packages
The Inflation Reduction Act (IRA) and the Infrastructure Investment and Jobs Act (IIJA) were signed into law in the past few years with the goal of delivering significant economic investment in infrastructure projects across the country by providing funding for sustainable solutions, while creating a more resilient and equitable future. These programs opened the door to help communities tackle systemic issues and include a diverse array of investments that will reshape our nation in the long-term. Here are just a few of the groundbreaking investments:
Infrastructure Investment and Jobs Act
$55 billion for water and wastewater infrastructure including replacing lead pipes
$1 billion to reconnect communities that have been divided by past infrastructure projects which primarily affected people of color
$110 billion for roads and bridges
$39 billion for public transportation
Inflation Reduction Act
40% of climate and energy spending benefitting disadvantaged communities
$3 billion in environmental justice grants for community-based organizations
$225 million for tribal climate resilience
$3.2 billion in grants to support projects that improve walkability, safety and affordable transportation.
Fostering Regional Collaboration
This infusion of federal funding for sustainable solutions nurtures greater collaboration and partnerships to strengthen the ability respond to challenges. Regional collaboration means those dollars have a bigger impact on sustainability and long-term change. These partnerships break down the walls across systems and sectors to prevent silos and open the door for strategic community investments.
Championing Diversity, Equity, and Inclusion
Another way that the federal government is driving sustainability is through environmental justice, equity and inclusion. With increased funding for traditionally underserved communities comes a renewed focus by the federal government to provide investments for low-income and Black, Indigenous, and People of Color (BIPOC) communities that have faced systemic challenges. For instance, 40% of funding from the IRA law is dedicated to environmental justice communities, ensuring community infrastructure investments are not only more sustainable, but more equitable as well.
Combating Climate Change & Building a Sustainable Future
Climate change is a significant threat to the American people, national security, the economy and communities are exploring how to adapt, invest and ensure projects will foster a sustainable future for the long-term. The building projects being funded by IRA and IIJA have created a new opportunity to strengthen our nation’s climate resiliency.
In particular, a few examples include green infrastructure that mimics nature, biological wastewater treatment that uses less chemicals, renewable energy, and electrification. These investments support the needs of local communities while also creating durable investments. These projects provide more tools in the toolbox for resiliency across different systems.
How WSB Can Help
With the recent influx of federal funding for sustainable solutions, the opportunity for cities to obtain meaningful investments in sustainable, resilient infrastructure projects is better than ever. But where do cities start and how can they build towards this future? WSB is here to help. Our experienced team can help communities develop a strategy and pursue success. From securing grant funding, cultivating meaningful partnerships, developing multi-year plans, crafting policy and designing clean technology, we are helping communities across the country navigate the best path forward for sustainable futures that meet the needs of residents, businesses and their broader communities’ long-term goals.
Amy has nearly 25 years of experience across many industries, particularly energy and agriculture, in the public, private and nonprofit sectors. This experience has provided Amy with a broad background that enables her to meet community and business needs based on the business case for sustainability. By working across interesting systems to simultaneously advance environmental, economic and social goals, she is able to uncover creative solutions. Through her relationship-based approach, Amy meets the unique needs of communities and businesses by working with all areas of the firm to provide comprehensive solutions.
January 15, 2024 By Mary Gute, Sr. Transportation Planner, WSB
As we move into 2024, there are many funding opportunities available to cities and counties in Minnesota. Here we provide the details, requirements and crucial dates for Minnesota Department of Natural Resources (MnDNR) funding programs that support recreation and trails. We have also created a compact summary of all the programs we discuss here.
Scroll down to review all of the programs or click below to jump to a specific program.
The Minnesota Department of Natural Resources (MnDNR) Local Trail Connections Program solicitation is now open and accepting applications until Friday, March 29, 2024.
Program Purpose: This program provides grants to local government units to promote relatively short trail connections between where people live and desirable locations – not to develop significant new trails.
Overview: • Funding available will be a portion of $1.1 million from lottery proceeds • Reimbursement of up to 75% of total eligible costs, with a 25% match of non-state funds required from the applicant • Minimum grant award of $5,000 and a maximum grant award of $250,000 • Funds are provided on a reimbursement basis • Acquisition projects require a perpetual easement for recreational purposes • All facilities funded require a commitment that the trail will be open and available for use, as well as maintained for no less than 20 years
Eligible agencies: Cities, counties and townships
Eligible projects: • Land acquisition from willing sellers in conjunction with trail development • Construction of trail bridges or trails on public or private lands where a 20-year easement for the project can be obtained • Development of trail linkages near homes and workplaces • Development of permanent trailside improvements and trailhead facilities • Features that facilitate access and use of trails by people with disabilities • Restoration of existing trail facilities and trail bridges • Contracted maintenance of existing recreational trails
Non-eligible projects: • Projects within state park boundaries, state recreational areas, on state trails and elements of the Metropolitan Open Space System • Construction of trails within federally designated wilderness areas • Construction of ordinary sidewalks • Planning projects that are preliminary to the construction of any trail project • Improvements on highways or roadways • Trails less than 10 feet in width
Funding priorities: • Projects that provide connectivity, such as trails connecting where people live to significant public resources (e.g., historical areas, open space, parks or other trails) • Projects expected to have relatively high usage or will meet the needs and interests of future generations and diverse communities • Projects that provide a unique and interesting connection to the outdoors, such as trails with scenic views, unique natural and cultural features and wildlife/nature viewing
Grant timeline • December 2023 – Grant application materials available on the DNR website • Friday, March 29, 2024 – Grant application deadline • Spring 2024 – Application review and selection process • Summer 2024 – Applicants notified of results • June 30, 2026 – All awarded project work must be completed
Minnesota Regional Trail Grant Program
The Minnesota Department of Natural Resources (MnDNR) Regional Trail Grant Program FY 2024 solicitation is now open and accepting applications until Friday, March 29, 2024.
Program Purpose: This program provides grants to local government units to promote the development of regionally significant trails outside the seven-county Twin Cities metropolitan area.
Overview: • FY 2024 funding is approximately $1.1 million • The minimum grant request is $5,000; the maximum grant award is $300,000 • Reimbursement up to 75% of total eligible project costs; Recipients must provide a non-state, 25% match (other state funds or grants cannot be used) • Acquisition projects require a 20-year easement for recreational trail purposes attached to the deed • All facilities funded through this program require a commitment that the trail will be open and available for use and maintained for no less than 20 years
Eligible applicants: Township, city and county government
Eligible projects: • Must be outside the seven-county metropolitan area that is considered of regional or statewide significance • Acquisition of trail facilities • Development of trail linkages near homes and workplaces or permanent trailside improvements and trailhead facilities • Provision of features that facilitate and use of trails for persons with disabilities • Restoration or contracted maintenance of existing trail facilities • Construction or restoration of trail bridges
Non-Eligible projects: • Projects within state park boundaries, state recreational areas, on state trails and elements of the Metropolitan Open Space System • Construction of trails within federally designated wilderness areas • Construction of ordinary sidewalks • Planning projects that are preliminary to the construction of any trail project • Improvements to highways or roadways • Trails less than 10 feet in width
Funding Priorities: Projects that develop trails of significant length, provide connectivity between homes and significant public sources, are expected to have relatively high usage and/or meet the needs and interests of future generations and diverse populations and provide unique and interesting connections to the outdoors (scenic views, cultural feature, and wildlife viewing).
Criteria for Regional or Statewide Significance (* = requirement) Parks • *Provide a natural setting, offer outdoor recreation facilities and primarily natural resource-based activities. The range of activities included in the park should likely attract a regional clientele. • *Provide evidence that the park serves a regional clientele (i.e., multiple communities). • Show that the park is significant in size. In southern Minnesota, 100 acres is significant. In northern MN, the acreage should be larger. • Provides unique or unusual landscape features such as historic sites or other characteristics. • Provides public natural resource-based recreational opportunities that are not available within a reasonable distance.
Trails • *Located in a regionally desirable setting that features attractive, unusual and/or representative landscapes, important destinations or high-quality natural areas. • *Serves as a destination, providing high-quality recreational opportunities, attracts a regional clientele (i.e., multiple communities) and generates an economic impact from outside the local area. Additionally, it is developed and maintained to include easy access, secure parking, access to drinking water and design to avoid user conflict. • Provides at least one hour of outdoor recreation or connects to facilities that can provide one hour of recreation in total. • Currently provides a link or will link to an existing trail of regional or statewide significance. • Provides high-quality recreational opportunities not otherwise available within a reasonable distance.
Grant Timeline • December 2023 – Grant application materials available on the DNR website • March 8, 2024 – Draft application due if the applicant seeks comments by Grant Coordinator (not required) • Friday, March 29, 2024 – Grant application deadline • March – July 2024 – Application review and selection process • July 2024 – Applicant notified of results • June 30, 2026 – All awarded project work must be completed
Minnesota Federal Recreational Trail Program
The Minnesota Department of Natural Resources (MnDNR) Federal Regional Trail Program solicitation is open and accepting applications until Friday, February 29, 2024.
Program Purpose: encourage the maintenance and development of motorized, non-motorized and diversified trails by providing funding assistance for trails and trail equipment.
Overview: • The minimum grant request is $2,500; the maximum award is $200,000 • The minimum grant request per piece of equipment is $2,500; the maximum grant award is $75,000 • Reimbursement of up to 75% of total eligible project costs; a local cash match of 25% is required – local government must pass a resolution • Projects requiring acquisitions require a 20-year easement for recreational trail purposes attached to the deed • All facilities funded through this program require a commitment that the trail will be open and available for use and maintained for no less than 20 years
Eligible agencies: All projects must be sponsored by a unit of government, preferably in cooperation with a local trail organization
Eligible projects: • Construction of trails on federal (with limitations), state (with limitations), county, municipal or private lands where a 20-year easement can be obtained • Development of urban trail linkages near homes and workplaces • Contracted maintenance and restoration of existing recreational trails • Development of permanent trailside and trailhead facilities (e.g., drainage, crossings, stabilization, parking, signage, controls, open-sided shelters, water and sanitary facilities) • Features that facilitate access and use of trails by persons with disabilities • Land acquisition from willing sellers, where value is established by a licensed and certified federal appraiser and only if twenty-year easements for recreation trail purposes are conveyed to the state • Purchase of equipment (e.g., trail groomers)
Funding priorities: • Accommodations for both motorized and non-motorized uses, including same-season access corridors • Involvement of youth corps workers such as Conservation Corps Minnesota and Iowa • For all-terrain vehicle, off-highway motorcycle, off-road 4×4 vehicle and snowmobile projects, priority will be given to trail acquisition and purchase of permanent easements, trail development and trail linkages to existing systems over equipment purchases • Priority will be given to all horse, in-line skate, cross-country ski, hike and bicycle trail linkages and restoration to existing trail systems, necessary trail facilities, trail signage to improve safety and trail maintenance equipment • Development of new single-track mountain bike trail system projects in areas of high user demand in partnership with the city, county and state land managers • Projects that provide recreational opportunities in underserved areas
Non-Eligible projects: • Condemnation of any kind • Construction of trails in federally designated wilderness areas • Upgrading, expanding or facilitating motorized use or access to trails used by non-motorized trail users where motorized use is prohibited or has not occurred • Construction of ordinary sidewalks • Planning projects that are preliminary to the construction of any trail projects • Improvements on highways or other roadways
Grant Timeline • December 2023 – Grant application materials made available • February 3, 2023 – Draft application due if the applicant seeks comments by Grant Coordinator (not required) • Friday, February 29, 2024 – Grant application deadline • Spring 2024 – Application review and selection process • Summer 2024 – Applicant notified of results • June – November 2024 – Grantee must work on the required environmental documentation items • October/November 2024 – Grantees who have received final DNR approval of their required documentation will have their contract written after FHWA approval • June 30, 2026 – All awarded project work must be completed
Minnesota Outdoor Recreation Grant Program
The Minnesota Department of Natural Resources (MnDNR) Outdoor Recreation Grant FY 2024 solicitation is now open and accepting applications until Monday, April 1, 2024.
Program purpose: This program provides funds to assist local governments in acquiring parkland and developing or redeveloping outdoor recreation facilities in local and community parks throughout the state.
Overview: All land acquired or improved with assistance from this grant program must be retained and operated solely for outdoor recreation into perpetuity. Parks and recreation areas must be operated and maintained for public outdoor recreation purposes into perpetuity. • Reimbursement of up to 50% of total eligible costs, with a 50% match required • Applicants providing a minimum of 20% match from their own resources and/or have the match committed at time of application will receive additional consideration • Minimum grant award of $10,000 and a maximum grant award of $350,000 • Funds are provided on a reimbursement basis
Eligible applicants: Cities, counties, and townships may apply.
Eligible projects: • Acquisition of parklands as well as developing or redeveloping outdoor recreation facilities in local and community parks throughout the state. NOTE: Metro Regional Parks and Greater MN Regional Parks are not eligible for funding under this program.
Non-eligible projects: • Construction of a facility not owned by the applicant • Acquisition of land already in public ownership • Facilities unavailable for general public use • Expenses occurring outside the dates of the grant contract • Administrative expenses (indirect costs, contingency allowances, archeological surveys, legal fees) • Design and engineering fees over 10% of the total construction cost • Construction of indoor recreational facilities (ice arenas, enclosed swimming pools) • Decorative fountains, statues, and plaques • Sewer to individual campsites • Historic signage
Funding priorities: Most (60 percent) of the review and selection process will focus on priorities outlined in the 2020-2024 State Comprehensive Outdoor Recreation Plan (SCORP). Three strategic directions in SCORP 2020-2024 include:
– How does the project connect people to the outdoors – Does the project acquire land and/or create opportunities? – Does the project take care of what we have?
Additional review components will assess the design of the proposed project and the existing park, cost vs. benefit, health and safety, and environmental intrusions.
Grant timeline • December 2023 – Grant application materials available on the DNR website • Monday, April 1, 2024 – Grant application deadline • Spring 2024 – Application review and selection process • Summer 2024 – Applicant notified of results • Fall 2024 – Awarded projects must begin • June 30, 2026 – All awarded project work must be completed
Minnesota Natural and Scenic Area Grants Program
The Minnesota Department of Natural Resources (MnDNR) Natural and Scenic Area Program solicitation is now open and accepting applications until Monday, April 1, 2024.
Program Purpose: This program is to increase, protect and enhance natural scenic areas by assisting local governments and school districts in acquiring fee title acquisition and permanent easement acquisition.
Overview: • There are two sources of funding: federal and states funds. Federal funding should be at least $2.5 million. State funding is not yet known • Reimbursement of up to 50% of total eligible costs with a 50% match required • Minimum grant award of $10,000 and a maximum grant award of $500,000 (for total project cost of $1M) • Funds are provided on a reimbursement basis
Eligible agencies: Cities, counties, townships and school districts
Eligible projects: • Fee title acquisition of natural or scenic areas • Permanent easement acquisition of natural or scenic areas • Minimal betterment activities are eligible as part of an acquisition project, including site surveying, boundary signage and immediate measures needed to stabilize the site and ensure the safety of users • Active restoration efforts are eligible as part of an acquisition project that would significantly improve the site’s natural resource values
Funding priorities: The proposed project is assessed for consistency with Minnesota’s 2020-2024 State Comprehensive Outdoor Recreation Plan (SCORP), as well as: • Natural Resource Qualities – approximately 45% • Scenic Qualities – approximately 25% • Other Review Components – approximately 30%: “Other” includes adjacent lands, educational and scientific values, open space and historical/cultural values, cost vs. benefit, match and local government commitment.
Non-eligible projects: • Acquisition of land already in public ownership • Any expenditure that occurs outside the dates of the grant contract • Administrative expenses, contingency allowances, archeological surveys and legal fees • Incidental costs of land acquisition (e.g., appraisals, closing costs and legal fees) • Recreational development • Operations and maintenance
Grant timeline • December 2023 – Grant application materials available on the DNR website • Monday, April 1, 2024 – Grant application deadline • Spring 2024 – Application review and selection process • Summer 2024 – Applicant notified of results • June 30, 2026 – All awarded project work must be completed
WSB has many qualified experts on staff to support your organization during the application process and throughout the life cycle of your projects. If you are interested in learning more about any of the programs listed here or are looking for some expert assistance in submitting applications contact us to learn how we can help.
Mary has 20 years of progressively complex transportation planning and project management experience, gained from working on a variety of transportation projects for modes including roads/bridge, transit, and trails. Several these projects have included environmental documentation considerations – either pre-NEPA, or through NEPA and/or MEPA processes.
January 15, 2024 By Nate Sparks, Sr Community Planner, WSB
From new housing to industrial park expansions, building projects of various shapes and sizes provide meaningful investments in communities but need adequate funding to move forward. Especially for smaller and rural cities where budgets and resources are often not as big as their more urban counterparts, having a proper plan in place to receive needed funding is critical. Without a vision, local leaders may find themselves chasing results and finding few.
It can become too easy to view funding applications and grants as a pot of gold at the end of the rainbow, but without a plan in place, applicants may not only miss out on funding in competitive grant processes, but also miss funding opportunities that will best serve a particular project or goal.
With all this in mind, here are some ways small cities can give themselves an advantage when attempting to find funding for important projects.
Starting with What’s In Your Control
Before seeking external grants, it’s important to start by exploring the tools currently at your disposal. Tax abatement and tax increment financing (TIF) are two methods that cities can use to help push past hurdles and ensure priority projects have adequate funding. Many cities also explore fee waivers and reductions to help make projects more affordable and attainable. These methods are within your control and may provide enough of a spark to get a project started. Redevelopment and Housing TIF Districts have 25-year durations which can capture a significant amount of revenue.
When outside funding is being pursued, it’s important to accurately consider the requirements of a grant to ensure that your community can meet the minimum requirements and provide a compelling narrative for qualification.
For example, the Innovative Business Development Public Infrastructure (BDPI) grants require the applicant to pay 50% of the cost, so it’s important if a community is pursuing a grant that they are sure that any matching dollars can be met. Other grants may require the applicant to have a specific demographic makeup or to pay all workers involved in the project a certain wage. Smaller cities need to show caution and ensure they are pursuing the best funding sources for them, otherwise certain grants may become more of a financial burden than a smart investment.
Communicating a Clear Need
When seeking external funding, communities need a strategy to set themselves apart from other cities. Be able to articulate why a grant is being sought and why there is a need. Are you cleaning up and repurposing a brownfield? Are you expanding housing to meet a demand for workforce housing? Are you expanding an industrial park to meet a growth in population and to bring in more jobs? Are you in need of a new playground for the influx of younger residents in your community? Applicants need to understand and be able to communicate not only what the project is, but the value it brings to the community.
Being able to demonstrate in your adopted community plans that what you are seeking is clearly meeting a goal of the city is an ideal and successful strategy. Therefore, it is important to ensure that your planning documents are up to date and reflect the current reality of the community. Having a handle on the community’s context and demographic factors are excellent ways to help demonstrate need and qualifications. These documents also help people from outside your community understand the importance of projects to your community.
Harnessing Regional Collaboration
No community, regardless of size, operates in a silo. Collaborating with surrounding communities, counties or other regional entities can be a great way to not only better your chances of receiving funding but increase the types of grants you can apply for. Grant applications at the county level, for example, can create a mass of multiple groups and voices and needs that can go a long way to help as it expresses a regional demand.
Being in communication with regional partners about your demonstrated needs will alert them to opportunities for collaboration. Recently, a new playground in a low- to moderate-income city received the necessary funding to be built in part because the county was aware of the city’s goals. Grant funds were available to the county, which then contacted the city about the opportunity. WSB provided the knowledge and technical skill to help produce the plan, identify grants provided by the Department of Housing and Urban Development (HUD) where applicable and worked through the application process to make sure the city received the needed funding.
How WSB Can Help
WSB helps cities of all sizes through a comprehensive planning and visioning process which includes identifying priorities, providing demographic data, navigating TIF requirements, bringing in potential developer partners and even writing grant applications.
Whether for revitalizing downtown, constructing housing, expanding industrial parks, building a playground or any other project, WSB can work with cities from start to finish.
Nate has been a community development professional for over 20 years. He has worked with a wide variety of communities providing guidance to municipalities of various sizes and types on a broad array of topics. He has significant experience working in townships and smaller cities which often face unique issues. His work includes writing comprehensive plans and zoning ordinances for several area communities, as well as serving the community point person for planning and zoning issues for 10 area cities and townships.
By Christie Saenz, Senior Right of Way Specialist, WSB and Ryan Earp, Director of Public Engagement, WSB
New development, infrastructure or construction projects can put a significant burden on residents and communities alike. How do you find and maintain balance between public good and community impact? How do you ensure that outcomes are maximized? Here are a few things to consider.
The Importance of Building Trust
While development and infrastructure projects are essential for the growth of communities, it is critical that residents are engaged effectively and that their concerns are heard. In making decisions related to progress, agencies, government entities, elected officials and other stakeholders, must consider benefits and costs, political dynamics, community sentiments and more. Facilitating an open process and fostering open communication ensures that community members and stakeholders feel heard and respected throughout the process.
Every project brings with it a unique set of circumstances. Some projects stir emotions and encounter opposition. History shows that some projects may create or increase inequities – benefiting some, while disproportionally impacting the disadvantaged. Across any variety of projects, building trust with community members and stakeholders is foundational to success. Further, advancing progress amidst project impacts requires careful listening, community connection and collaboration. All of which is enabled by a deep understanding of who is affected by a project directly and indirectly.
Eminent Domain: Bringing Compassion and Empathy to Difficult Situations
Some development and infrastructure projects require Eminent Domain – the power of government to take property for public use. Eminent Domain can require that homeowners’ or businesses be relocated. This is the social and human cost of progress.
At WSB, Relocation Services play a crucial role in building trust and aiding residents displaced by projects. Establishing relationships and sharing information early in the process is essential. Honesty, integrity and regular communication help to build and maintain relationships.
Relocation Agents often serve as the community’s connection to a project. As such, Relocation Agents must be compassionate, empathetic and provide flexibility in working to meet the needs of individuals who must relocate for the advancement of a project. Relocation Agents work with impacted individuals every step of the way, which can include finding a new home for their family and helping them settle into a new life.
What WSB Can Do: Experience, Compassion and a Proven Track Record
WSB brings a wealth of experience and a compassionate approach to every project. We understand the intricacies of relocation, recognizing that empathy, understanding and active listening is key when working with individual stakeholders and communities experiencing change and transition. At WSB, we have experts in relocation, public engagement and community planning who can help every step of the way.
Christie has over 27 years of experience in project management, project scope, project deliverables, condemnation support, residential relocation, commercial relocation, right of way acquisition, and much more. She serves communities in Texas as a right of way specialist, and is a member of the International Right of Way Association (IRWA) Chapter 39 South Texas since 2010.
Ryan is a creative and collaborative strategist with nearly twenty years of experience working in the fields of stakeholder engagement and strategic communications. During this time, he has worked with a variety of private and public sector clients to develop impactful strategic communications plans and execute stakeholder and community engagement initiatives.
By Brian Bourassa, Vice President of Corporate Development, WSB
At WSB, we build what’s next in infrastructure—the places, spaces and systems that support our lives. We take pride in supporting communities across the country on a wide variety of projects. With over 30 complementary services within engineering, community planning, environmental and construction, we support the commercial, government and energy markets. From city to state, land development to facilities, and energy utilities to renewable energy— we build for people and the future.
Energy
UTILITIES, SUMMIT UTILITIES
There is a lot of potential in the energy market, and we continue to lead the industry with advanced project delivery. In Arkansas, we perform utility work for Summit Utilities through inspection as well as utility mapping. Through this work, we have digitally mapped a large portion of new installations. Utility mapping is the future, and the safety and efficiency benefits are significant.
RENEWABLE ENERGY, SIGNAL ENERGY
Renewable energy is creating a more sustainable future. Across the country, we’re supporting utility scale solar fields and community solar gardens. Community solar gardens are constructed on smaller tracts of land within a specific geographic location and provide energy to individuals, businesses, nonprofits and other groups. A recent project we supported is Clearway Cokato in Minnesota. This 4-Megawatt community solar garden was distributed across 20 acres of land. We also provided infiltration trenches as stormwater management BMP’s.
Commercial
LAND DEVELOPMENT, CRYSTAL VALLEY RANCH DEVELOPMENT, CO
The Ridge is a 142-lot subdivision on 160 acres located within Crystal Valley outside of Denver, Colorado. This Crystal Valley Ranch property proved to be one of the most complex subdivisions ever completed by our land development team due to some challenging features. The project included steep grades, limited connection points, adjacent existing subdivision tie-ins, the creation of an entirely new pressure zone in the town’s water system and preservation of existing Gambel oak and view plane restrictions.
FACILITIES, KELLEN RESEARCH BUILDING AT MAYO CLINIC
We support many large facilities, including buildings on healthcare campuses. At the Kellen Research Building on the Mayo Clinic campus, we provided geotechnical inspections, vertical and civil special inspection services and GPR for the research building. Additionally, we provided land surveying, civil engineering and landscape architecture design.
CONSTRUCTION, UNIVERSITY OF MINNESOTA – DULUTH
Recently, we have partnered with the University of Minnesota-Duluth to improve campus infrastructure. A project of note was the replacement of the heating plant underground storage tanks along with new asphalt and concrete pavements and sidewalks. Another involved replacing severely worn entrance roads, sidewalks and parking lots and improving crosswalk safety for the Chester Park building. For each of these projects WSB provided materials testing and special inspection services.
Government
SAFETY IMPROVEMENTS, CITY OF BRAINERD, MN
We recently supported the city of Brainerd’s Oak Street Improvement Project in front of Harrison Elementary School, a roadway that warranted several improvements to improve safety of pedestrians and students crossing the busy corridor. The $500,000 project was fully funded by the Safe Routes to School grant program. The road was reconstructed with a median, Rectangular Rapid Flashing Beacons (RRFBs), and appropriate pedestrian signage to improve awareness and safety of pedestrians crossing the roadway.
CIVIL ENGINEERING, HAYS COUNTY, TX
WSB provided plans, specifications and estimates (PS&E) for RM 967 in Hays County. The $6.6 million project added several improvements such as widening lanes, adding a continuous left turn lane, additional lanes at intersections and safety shoulders to 4.4 miles of the minor arterial. Beyond this, many traffic and pedestrian signals were improved, reducing congestion-related delays. Several innovative design elements were involved in making this project successful including designing a portion of the project non-symmetrically and developing a new construction approach to avoid relocation efforts.
CIVIL ENGINEERING, NORTH DAKOTA DEPARTMENT OF TRANSPORTATION
We recently performed a grade raise on ND 14; a roadway of regional significance backed by Emergency Relief funding. The goal of the project was to improve safety, specifically to expand flood risk protection. WSB supports roadway projects with many services, but this project included construction inspection and contract administration.
TRIBAL SUPPORT, MANDAN HIDATSA AND ARIKARA (MHA) NATION
WSB is part of a multi-disciplinary team designing a new high school campus in Twin Buttes, North Dakota. The comprehensive project encompasses constructing a school building, a large sports stadium featuring artificial turf, a sports dome, and a residence hall. Our role in this endeavor extends to spearheading critical site components, including civil engineering, permitting, and landscape architectural services. This project holds immense significance due to its commitment to incorporating indigenous values into the curriculum and addressing a vital need within the community. The closest existing high school is over 40 miles away, making this initiative an essential step toward providing accessible education for the local population.
Brian is a registered professional engineer with over 30 years of experience in many types of municipal and general civil engineering projects including streets, parking lots, storm sewers and drainage, water distribution systems, sanitary sewer systems, site grading, park improvements, infrastructure reconstruction, and tribal communities. Brian’s experience includes all phases of the project including feasibility study, design documents. bidding process and construction administration.
By Behnaz Beladi, Director of Renewable Energy, WSB
Exploring energy resources beyond fossil fuels.
It is no secret that our future is focused on resiliency, and many communities are shifting toward utilizing renewable energy components. Renewable natural gas, utility scale solar fields, community solar gardens and wind farms all help power communities throughout the U.S.
WSB supports communities from coast to coast and collaborates with diverse clients such a owners, developers and large energy contractors. The scope and scale of our renewable work includes a broad geography of clients and projects.
Renewable energy powers a substantial number of homes, and in a sustainable way. Having energy sources that are replenished by nature and produce little to no greenhouse gases or pollutants into the air is a big step toward living in a more resilient, net zero environment. One Megawatt (MW) of renewable energy can power up to 170 homes. The ability to offer this coverage is an advantage as we push toward a more sustainable future.
Renewable Natural Gas
Landfills, hog farm manure and more all are sources of methane. Through organic material decomposing, these items produce a gas that, when handled properly create a promising natural gas. Through a digester, a wastewater treatment plant, impurities can be extracted from the gas and turned into the renewable natural gas that is piped into our houses for daily functions such as heating the stove or furnace. WSB supports these projects in a variety of ways including helping clients get permits from the Public Utilities Commission, surveying, land acquisition and construction staking. The Environmental Protection Agency (EPA) estimates the potential for 8,241 livestock biogas systems that could generate over 13 million MW hours of energy yearly.
Utility Scale Solar
Typically hired by a large Engineering, Procurement and Construction (EPC) firm, we support utility scale solar projects to provide solar design. These large solar fields vary from 3,000-5,000 acres, equivalent to about 30 miles of roadway and millions of miles of cubic dirt moved for the solar panels to be installed. With renewable energy on this large of a scale, these is the potential to power 250 MW, or about 50,000 homes. In addition to design, WSB provides a design-build partnership – offering construction support and the automation of construction when working on these projects.
Community Solar Gardens
Like utility scale solar, community solar gardens are a way to meet energy needs and are the best fit for smaller projects or clients. Community solar gardens are behind the meter projects constructed for midsized developers such as nonprofits, community-based organizations, tribes or private owners. In this instance, a community comes together to get solar energy rather than energy from the grid. Instead of using a large solar field, like utility scale solar, community solar gardens utilize small amounts of land and roof space to generate the power for the community. Depending on the state and jurisdiction, these projects often range in size and in how many Megawatts they supply, but typically range from one to ten megawatts.
Wind Farms
Wind turbines are very similar to solar fields in how they produce energy, but there are some differences. A key difference between the improved efficiency of wind farms and solar panels is that wind turbines can provide energy at all hours of the day. Wind farms also allow producers to maintain their land and continue to use it for its original use. By utilizing wind turbines farmers can continue to operate on the land – a luxury that does not exist on solar sites. A single wind turbine can produce between 2-3 MW, providing between 340-510 homes with energy. From surveys, site assessments and permitting to design, WSB can support your wind energy needs.
Renewable natural gas, utility scale solar fields, community solar gardens and wind farms all support communities across the country with sustainability at the forefront. As society continues to shift toward a future of resiliency and explore resources beyond traditional fossil fuels, living in a net zero environment becomes more attainable. WSB is proud to offer a variety of services and many subject matter experts to assist in the transition and better your community.
Behnaz is a lead solar engineer and manager specializing in utility scale, commercial and residential solar design. She is mindful of and knowledgeable about all local state and federal environmental rules and regulations and adept at explaining complex technical engineering concepts clearly and accessibly to wide variety of professional and nonprofessional audiences.
When the Saint Paul Port Authority saw an opportunity to purchase the Hillcrest Golf Course in 2019, they sought WSB’s infrastructure planning and design experience to breathe new life into the 112-acre property on Saint Paul’s east side. Four years later, this unique project is under construction and promises new jobs and housing, expands the local tax base, achieves multiple green outcomes, and interweaves publicly accessible open space into its employment and residential settings.
The Challenges & Opportunities of the Project
The Hillcrest transformation into the Heights can be mapped across several stages: pre-purchase due diligence, master planning, design and construction. We joined forces with the Saint Paul Authority and other partners for landscape and sustainability to tackle these phases head-on, understanding the complexities of the project, as well as the great value it will bring to the community upon completion.
One problem that had to be mitigated was mercury contamination on the site, due to chemicals used on the property when it was a golf course. Also, the property’s uniquely hilly terrain had to be adapted to industrial development, new roads and infrastructure. Remediation plans to clean up the site and ensure the design accounts for the landscape were critical for this project.
Crafting Community Space
At the heart of this redevelopment lies the aspiration to create a space accessible to the public – one boasting open spaces, park-like areas and captivating public art displays. The idea is that no matter where someone is, people are close to nature.
There will be one million square feet of industrial space and one thousand new housing units, driving economic prosperity and diversity in the area. This a public project, and at its heart, it is focused on the greater needs of the community and how to develop a project that brings critically needed housing, jobs and opportunities for the east side’s residents and its emerging young workforce.
An Accelerated Timeline for Community Need
Originally slated as a decade-long endeavor, the Heights redevelopment project gained momentum due to overwhelming demands and protentional to uplift the area. Substantial completion is expected in 2025, with full project completion in 2026.
A Chance for Change
Our firm’s involvement in this transformative venture was no accident. The choice was driven by a deep-rooted experience in working with project partners like the City of St. Paul and Ramsey County, and a shared commitment to projects that elevate diversity and prosperity. With a profound understanding of the region’s pulse and a dedication to inclusivity, WSB was proud to be a partner to turn the Heights vision into reality.
Forging a Brighter Future, Together
As Hillcrest Golf Course evolves into The Heights, a hub of vibrancy and opportunity, the collaborative efforts of the Saint Paul Port Authority, WSB and other visionary partners amplify the community’s prospects. From navigating complex terrain to envisioning inclusive spaces, this project speaks to a brighter, more sustainable future for the east side of St. Paul – one defined by innovation, diversity, and an unwavering commitment to transformation.
Bob leads WSB’s Land Development Services. Over his 26-year career, he has worked for both public and private sector clients, beginning as a water resource engineer and evolving into his current land development role. Bob’s current interest and a focus for WSB’s Land Development Group is sustainable redevelopment within urban communities.
As technology evolves, so does the way we harness information. Geographic Information Systems (GIS) have emerged as a transformative technology, empowering organizations with location intelligence. At WSB, GIS isn’t just about maps; it’s about turning geospatial data into a powerful asset that fuels innovation and smart decision-making for clients. The work we do with integrating GIS with other systems provides a dynamic data-driven insights and action.
Foster Data-Driven Asset Management and Community Engagement
For government and municipal clients, GIS is a cornerstone technology. It doesn’t just create maps; it’s a system of record-enabling, efficient asset management. GIS is a system of engagement and can empower greater community insight. In Duluth, Minnesota we helped implement a GIS-driven app for citizens to report issues to the city like graffiti, downed signs or potholes. Appls like this bring maps, data and people together in real time.
Drive Private Sector Solutions
For commercial clients, GIS can help mitigate risk and drive informed decisions. For example, we collaborated with an insurance data analytics provider to infuse GIS into their products allowing them to offer a more cohesive approach to analyzing risk. GIS provides geospatial data-driven insights and predictive analytics that insurance carriers use to reduce risks and improve policyholder retention. This, in turn, empowers businesses to strategize effectively, minimizing potential losses and optimizing their operations.
Enhance Safety and Prevent Damage
Energy companies leverage GIS to enhance safety and prevent damage. These technologies provide location intelligence tools that can pinpoint potential risks and vulnerabilities with infrastructure and operations. This proactive approach enables energy companies to make informed decisions that protect their assets and improve operational customer safety.
Support Multi-Dimensional Projects and the Future of Data
As project operations become more complex and interconnected via technology, so do the dimensions of data. Our GIS solutions are future-ready, supporting integrations with Building Information Modeling (BIM) for 4D and 5D projects that add time-based and cost-based elements to the geospatial data. This advanced approach enriches decision-making and creates pathways for enhanced project data delivery, from complex urban planning to construction sequencing – offering a new level of insight.
In the rapidly evolving landscape of data utilization, GIS is the compass guiding us toward smarter decisions, efficient operations and sustainable growth. We’re not just pioneers in integrating GIS across organizations; we’re partners in leveraging its power to shape the future of diverse industries. From the public sector to the private domain, GIS isn’t just about maps anymore – it’s about transforming data into a strategic advantage.
Justin is the Director of GIS Services and leads WSB’s Geographic Information Systems (GIS) group. He has over 15 years of experience managing GIS projects, staff, software development, solutions design, systems integration, and GIS implementation. Justin works closely with our clients to implement GIS-based tools and systems that meet their needs, provide maximum value, and foster engagement.
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.
Q: WHAT DOES THE FUTURE OF WSB LOOK LIKE?
The future of WSB is bringing what we have done very well in our existing geographic locations to other areas of the country. As a firm, we have a reputation for strong technical expertise and over-the top customer service. Our goal is to bring that to every client we serve, whether that is a public agency or private entity. We will continue to do more with technology to best-serve our clients wherever we go.
Monica Heil
You are currently browsing the archives for the Thought Leadership category.
