By Dave Enblom, Project Manager, WSB

We are in uncertain times. Things change around us daily and those changes are mostly out of our control. Over the weekend, I was thinking about how our county engineer peers and friends are coping. Ron Bray and I were discussing some of the challenges our partners are facing, and we kept coming back to these five things that county engineers should be thinking about right now. This is not a comprehensive list but a place to start. Please share any additional items you’re thinking about as you approach the rest of 2020.    

1. Understand the guidance being provided from the county board and state regarding operating procedures, such as office hours, office closures, work restrictions etc. How do these new policies affect the operations of the highway/public works department? Are there any modifications that can be made to these new policies that would allow the department to function more efficiently? Most of the new policies will impact other county departments more than highway maintenance, public works, construction projects, and engineering. These departments may be able to continue with minor adjustments to current operating procedures. Don’t be afraid to ask for deviation from the new policies if necessary.
2. Monitor staff morale and maintain open lines of communication. You may have to do more check-ins than normal, but it’s important that staff hear from you and have a way to provide feedback (challenges, capacity, health, etc.). When communicating, work to address all staff, including maintenance employees, and especially those in outlying shops. To the best of your ability, create an atmosphere of business as usual. We know our road systems had needs before the crisis, and those needs still exist. The better you communicate and keep a healthy staff morale, the more likely you can keep projects on schedule.  
3. Look for, and plan to, take advantage of any stimulus that comes from the federal and/or state governments. Past crisis situations brought significant money to the county road systems. The crises we’ve navigated in the past were predominantly financial in nature, while this one is both financial and medical, a double whammy. This could mean even larger stimulus packages. Specifically, look at current capital improvement plans for projects which can be moved up to a one- or two-year-time window. These projects should be larger priced projects, greater than $1,000,000. It’s likely that bridge projects will receive a positive review due to high need and publicity. Don’t be afraid of the federal programming requirements that come with these projects, the consultant industry is ready to help out in delivering if necessary. In the past, counties that planned and took steps to stay ahead of stimulus opportunities were rewarded with funding.
4. Be proactive and keep in touch with your District State Aid Engineer (DSAE). They should understand items being contemplated by MnDOT and of available funding. It is easier for a county to make one call than it is for the DSAE to make 10 calls. You may get more information from a phone conversation than from an e-mail so consider multiple communication methods. When talking to your DSAE, it is important to confirm existing project funding status and understand if there are any changes coming. In addition, learn more about other funding options available.
5. Make sure to leverage all resources available to you. From MnDOT to AGC to consultants and the industry, there is a lot of support. We are all in this together. Our industry has always pulled together when times were tough, and this situation is no different. You have more partners than you know, and most are just a phone call away.

Do your best to stay positive and share your optimism in all communications. The highway department will gain energy and action from county engineers. The communities and staff around you are looking for stability and your department can provide progress and a sense of normalcy. It might seem odd that communities look to road work for normalcy, but there is truth there. Our industry will play a big role in getting back to normal. Please don’t hesitate to contact me with any questions or if you need more information.

David has over 30 years of experience in the county state aid highway system using an innovative approach to delivering complex projects (including funding), and leveraging his ability to coordinate with a wide range of agencies and stakeholders. He has served as an officer in MCEA where he provided guidance on many policy and technical issues involving various Minnesota counties.

[email protected] | 218.232.3694

By Bart Fischer, Senior Public Administrator, WSB

As New Year’s Day begins to fade and we launch full steam into 2020, I take the opportunity to reflect on my time as a City Administrator in cities both large and small as well as discuss with colleagues those things administrators & managers should be mindful of at the start of each year.  The following are five areas of importance that municipal executives should consider.

Strategic & Comprehensive Plan

Most organizations have a strategic or comprehensive plan.  These can be extensive and far reaching with a mission, values, goals, and implementation strategies set by the council, board, staff, and strategic stakeholders, or they can simply be a short list of priorities the council has established.  If a community or organization does not have clear direction, the city administrator should first consider finding the best way to accomplish setting a clear direction.  This is something that the Mayor of Oakdale and I made a priority, especially when new councilmembers and staff were introduced into the organization.

Once in place, it is the role of the administrator and manager to implement the plan.  At the beginning of each year, one should consider how the plan for the previous year has gone, how and what the organization will need to implement the current year’s plan and start looking toward the creation and implementation of next year’s plan.

The beginning of each new year is an opportunity to reflect upon the past, evaluate the present, and prepare for the future.

New Councilmembers

The beginning of a new year often brings changes to the council and board.  New members can feel excitement for their new role as well an overwhelming feeling of uncertainty.  It is imperative that administrators and managers help guide and assist newly elected officials toward success in their new role.  Remembering that this could mean different things to each person and building a relationship with individuals is the key to deciphering how best to connect and communicate with them.

Provide the opportunity for success by connecting with each individual and guiding them toward team, organizational, and personal achievement.

Budget Process

As with strategic planning, the beginning of the year is the time to start laying the groundwork for the next budget.  Budgeting is truly a year-round process.  Once the annual budget is adopted in December, there is a short break and the process begins again early in the year.  Utilizing the strategic and comprehensive plans in planning and crafting the budget process for the year is imperative.  These documents provide the priorities of the council and board, and identify investments being considered.  During my time in Oakdale, the finance director and I would meet with each department head to strategize how best to incorporate the short-term needs of each department with the long-term goals of the council.

Ensure successful budget preparation by planning and crafting a framework for the process and incorporating strategic & comprehensive plans and goals.

Legislative Session & Priorities

With each new year comes a new Legislative Session and the opportunity for municipalities to advocate on behalf of priorities and projects of importance.  Having a relationship and building a connection with the Senators and House Members that represent your area is vital.  Being able to work with them toward the passage of those priorities and projects is essential.  They want to work on behalf of their constituents, so help them by having a list of priorities ready that they will advocate for.  Another valuable resource in this area is the League of Minnesota Cities (LMC).  Work with the LMC on your list and how to advocate with your Legislators.  Throughout my career, I have been part of the LMC’s policy committee process.  Consider taking advantage of this opportunity to have a voice in the legislative process for city issues.

Having a relationship and connection with your state elected officials, the LMC, and a list of priorities ready for them to advocate on your behalf is an important piece of the annual thought process for an administrator and manager.

Relationships & Connections

At the beginning of each year, take stock of and lean into those connections and relationships that will be vital to the success of the organization and you as a professional.  These might include connecting with county or surrounding municipal partners, key business or non-profit community contacts, state or federal elected officials, professional organizations such as the LMC, Association of Minnesota Counties, or the Minnesota City/County Managers Association.  And do not forget your family, friends, and neighbors who are invaluable in keeping you grounded and connected.  There have been many times when I have taken the opportunity to “bounce” thoughts and ideas off friends and neighbors to gather feedback even if they will not be the ones directly affected.

The value of connections and relationships at the professional and personal levels cannot be overstated.  Be strategic about fostering these relationships now for a successful year.

Conclusion

Creating plans, budgets, legislative priorities, integrating new councilmembers, and leaning into relationships & connections is an ongoing process; however, taking the opportunity to focus on them at the beginning of each year is an important aspect of municipal leadership and management.

What kind of things do you find essential to focus on in the first quarter of the year?  Comment below or message me to learn more about how WSB is helping communities achieve their vision and goals.

Bart has been a City Administrator/Manager in the public sector for over 16 years. He is a strategic leader known for relationship development and connecting people around common themes and goals. Bart’s experience lies in leading and creating an organizational culture of collaboration where the whole becomes greater than the sum of its parts.