Inside an Industry

BY LISA GIBSON

Technology advancements, a labor shortage, proactive problem solving — these are among the topics that emerged when Prairie Business asked experts in varying sectors of architecture and engineering to disclose the major trends they’re witnessing in their fields. Some addressed challenges and how they’re being met, or discussed positive changes and how they’re propelling projects and processes forward into greater efficiency. Here’s a list of the 10 largest trends from those experts, in no particular order.

→ Industry knowledge gap and labor shortage

“Some people refer to it as the ‘war for talent,’” says Doug Jaeger, CEO of Ulteig Engineers, which is headquartered in Fargo, N.D. “I think that’s a little overdramatic, personally.”

Ulteig, which provides services in many sectors but often deals with power projects, has partnered with North Dakota State University, as well as high schools in the region, to help lessen the knowledge gap and grow the hiring candidate pool. A greater use of technology also can help, especially with savvy millennials, and an increase in remote employees makes that technology crucial, Jaeger says. The virtual workforce needs to be able to serve its clients effectively from anywhere, he adds.

→ Commoditization

Customers and the market seem to think of engineering services as a commodity, under the assumption that all firms are identical, Jaeger says. “We all have websites. We all have marketing material. We all have capabilities and we’re being treated as if we’re all equal and provide the same service, and people are looking for the lowest possible price to get that service.”

Ulteig combats that commoditization through three main strategies, he says. First, the company strives to create greater value. “Extend that relationship with our client beyond what they’re looking for.” The team works to solve problems the client didn’t know it had, he says, making Ulteig more than just a consulting firm that submitted a project bid. Second, Ulteig has added capabilities such as project management, construction oversight, planning, etc. Third, it invests in skill development to ensure a creative workforce made up of people who can work in multiple sectors and move between projects such as civil to road design or renewables.

→ Regulatory, funding headwinds for customers

In what Jaeger refers to as the lifeline sectors — power, water, transportation and fuel — clients of engineering firms face complex regulatory environments, aging infrastructure, limited funding and a high cost of failure.

“The challenge for us is to help them figure out how to prioritize their investments,” Jaeger says. It’s crucial for those customers to find funding and a creative vehicle to meet evolving regulations and get their projects done, he adds.

→ Proactive infrastructure management

“For much of our past, utility infrastructure — especially buried pipelines — have been treated with a ‘break-then-fix’ mentality,” says Grant Meyer, client project manager for AE2S, which is headquartered in Grand Forks and engineers water-related projects. Meyer is located in Maple Grove, Minn.

Technologies are developing that allow better assessment of the actual condition of buried pipelines and other infrastructure making up water, wastewater and stormwater systems. Utility leaders and stakeholders are recognizing the value and importance of annual reinvestment in infrastructure, and providing financial support for proactive and predictive utility management programs, Meyer says.

→ Responsible design

“Engineers, in general, have historically tended to prioritize the technical solution to projects, and recognize that the project must also be financially feasible — or it simply won’t happen,” Meyer says. “However, there is growing emphasis on the environmentally and socially responsible aspects to engineering design.”

That encompases water conservation and reuse, energy conservation, impacts of process chemicals on the environment, byproduct recycling, low-impact construction and sustainability. Efficient, supplemental renewable energy sources are continuing to pick up steam, construction technologies are being developed to minimize the effects on the surrounding environments, and materials are evolving.

→ Instant access to information

Computerized control systems and cloud-based computing allow utility system operators nearly real-time information to continuously monitor performance, safety and security, as well as efficiently operate remotely, Meyer says. “This constant access to information is also prevalent through customers of utilities. Having become accustomed to real-time information, they have an expectation of real-time communication from their utility providers. … Media sources can rapidly provide a great deal of information to citizens/customers, and this can put pressure on water system professionals to respond quickly and completely.”

Meyer cites an example most people in the nation are familiar with: Flint, Mich. “The events in Flint raised awareness of potential water-related issues, and utilities throughout our region were nearly instantaneously in a position to defend the integrity of their local water supplies and responsibly address customer concerns.”

→ Capital investments

“Increasingly, our clients in both the public and private sectors are reconsidering capital investments, opting instead to leverage their dollars toward mission and enterprise growth initiatives,” says Michelle Mongeon Allen, chief operating officer for JLG Architects, headquartered in Minneapolis.

For example, university clients often want high-quality housing near campus, but rather than spending capital on building and operating rental housing, they often work through their foundations for those projects, and use capital to invest in research, state-of-the-art education facilities, etc., Mongeon Allen says.

→ Greater design appreciation

The design of a building or project can elevate experiences with or in a company and impact its bottom line, Mongeon Allen says.

“Not mutually exclusive to strict budget adherence, our clients are increasingly aware that having the right architect can mean the difference between just getting a building constructed and engaging in a design solution that elevates their brand and changes the way they deliver their service,” she says.

→ Unmanned aerial systems

“The drone revolution is coming to engineering firms, as improvements in navigation and sensory technology allow for automated and more precise data collection than was previously possible,” says Troy Kincer, senior vice president and chief operations officer for Moore Engineering, a West Fargo, N.D.-based civil engineering and land surveying firm. Photos and data collected from unmanned aerial systems are especially useful in areas that are hard to reach, including rivers, lakes, marshes or mountainous regions.

“The industry is still in the development and growth stage, but the unmanned aerial systems industry is booming and a day is surely coming when drones will be a standard, expected component of any surveyor’s toolkit,” Kincer says.

→ Stormwater quality

Historically, stormwater management has focused more on quantity control and less on water quality, Kincer says. “Most of our current stormwater infrastructure is geared toward collecting and removing it as fast as possible. Now, though, we’re being more deliberate in what we do with the stormwater once we have it harnessed...”

A greater emphasis on wildlife protection and recreational value of water bodies has led civil engineers to turn their attention to preventing stormwater contamination, allowing reuse.

“This change in mindset will require communities to rethink their approach to stormwater and retrofit their existing stormwater collection and conveyance systems to enhance their on-site approach to stormwater management,” Kincer says. PB

Lisa Gibson Editor, Prairie Business 701.787.6753 lgibson@prairiebusinessmagazine.com.