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SURVEYING, ROADS AND GIS TOGETHER

Improving lives by providing the services that create more reliable connections throughout North America

ULTEIG NAMES NEW CEO

NEW TOWN AIRPORT RECONSTRUCTION

PROTECTION & CONTROL LAB JOINT TRENCHING

SUMMER 2015

RIGHT-OF-WAY

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Executive Perspective

H ow fortunate I am to join Ulteig at such an exciting time in the life of this great company. As we focus on our vision of

improving lives while investing in growth during our seventh decade, I’d like to first point to what has made this company so strong over the years.

At its core, Ulteig is built on the relationships developed with our valued clients. Some have been with us from the start, while others are just beginning. Through the years, countless Ulteig team members have dedicated their careers to using their combined talents to care

for those clients and rise to the challenge of solving their increasingly complex problems. When Mel Ulteig began business in 1944, could he have ever imagined the number of lives his company would touch?

I accepted the invitation to join Ulteig and serve as CEO because I knew where this company could go. I knew what the company was made of and have great confidence in its capabilities. Having led a national construction services firm along with one of the largest electric transmission businesses in the United States, I knew not only of the company’s strong reputation, but also the high degree of integrity and technical skills held by each team member.

This foundation of integrity, combined with a service-minded culture, bodes well for Ulteig’s ability to partner with our clients as they navigate a period of unprecedented challenges facing our nation’s critical infrastructure sectors. The decade ahead will require forward-looking technical leadership to solve these challenges, and we are eager to be a part of that solution.

As we embark on our plan to grow and expand Ulteig’s business nationally over the next decade, we look forward to deepening our relationships with existing clients and introducing our breadth of skills and talents to new clients. We stand ready to improve lives and look forward to growing with you.

One Ulteig,

Doug Jaeger, President and CEO

8 / Right-of-Way

9 / Joint Trenching

10 / Vegetation Management

20 / Engineers in Action

22 / Thought Leaders

24 / Project Profiles

25 / Minnehaha County

26 / When It’s Busy, Aim for

4 / Protection & Control Lab

6 / Old and Gray? I Prefer

THIS ISSUE

On the Cover Connect With us

14 / Ulteig Names New CEO

15 / Heidi Heitkamp

16 / ACEC Celebration

17 / Connections andUlte

ig2 / Executive Perspective

This image represents how we live and work in an increasingly interconnected world where power, communications and transportation come together to make life happen. For more than 70 years, Ulteig has been proud to provide the services that make these connections possible.

Experienced and Wise

Two Bucks

Education in Engineering18 / Promotions

Busier

Summer 2015

12 / Change, Challenge &

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“For utilities to keep reliable operations going,” he said, “there has to be thorough testing to ensure that each system works as expected and that engineers know how to properly configure these devices.”

An advantage of having all the equipment available in the lab is that it reduces time spent on a project, time that would have been used for settings to be either sent out and tested at a third-party facility or installed and tested in the field. By using the lab environment, that time is reduced and issues that might arise with designs and settings can be corrected long before field installation begins.

“We’re able to add an extra layer of confidence to our projects in that our development time is spent more efficiently,” McDowell said. “And we’re not done with the lab. We want to expand and include more relays and panels for a library of sorts, then add remote access so all of our offices can load settings for testing.”

Both McDowell and Henk point out that the lab is still new, with plans for ongoing growth. This means continuing evaluations of the equipment that’s in place, deciding what new equipment might be needed and how it will all function together, with the aim of improving services provided to clients.

“Our aim is to be sure our engineers are armed with deep knowledge, whether it’s new knowledge about old equipment or learning lessons about the latest and greatest,” McDowell said. “Ultimately, we want this to be part of the standard procedure for all our substation projects.”

Ulteig’sprotection & control labis a happening place

Coming up to speed on processes

When you operate a business, having the right equipment and people who know how to use it are the most important components. For Ulteig’s protection and control lab, or P&C lab, that equipment runs the gamut from human-machine interface (HMI) displays to PLC, relay automation, metering and networking systems.

As part of the lab’s ongoing integration into project processes, design engineers are using the systems that have been installed to connect directly into equipment to see firsthand how that equipment operates and run tests, such as simulating a network of relays for communications relays.

“Any relay test set can be brought in for a demonstration and we can watch the actual test as it occurs,” said Ed McDowell, a substation engineer who does demonstrations and training in the lab. “As we expand the lab, we can create more training for our field personnel to give them more background into what they’ll be experiencing in the field.”

The lab has about 15 different SEL relays and automation platforms, plus a growing collection of GE, ABB, NovaTech systems and other equipment in place. There are also legacy systems available for newer engineers to learn the “old-school” approach to substation design and testing.

Jim Henk, a senior engineer in Ulteig’s substation group, notes that protective relays and associated substation automation equipment are growing in numbers as well as complexity, which drives the mission of the lab.

With the equipment in place, training and demonstration sessions have been ongoing, and

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a client. This helps avoid rework on the devices after they’ve been installed in the field.”

Using demonstrations for training is a critical part of the lab’s purpose. They ensure programming engineers have a stronger understanding of what they’re designing and building as well as how various settings will operate in the field. Additionally, this work provides deep knowledge in how each device works and interacts with other devices.

“Taking this approach also ensures that our staff has the training in pre-commissioning before they head out into the field,” McDowell stressed. “In the past, quite a bit of that training was done on the job, in the field, which isn’t the best approach to take. Learning things with hands-on teaching means the lessons are better comprehended.”

Avoiding a trial-and-error learning method, whether in the field or from an equipment manual, is the ultimate goal of the lab. Each person taking part in lab training gets immediate feedback from experienced engineers, who can also demonstrate troubleshooting techniques that show how and why a particular system works, rather than just what it is supposed to do.

Troubleshooting demonstrations are especially important, as learning the process gives engineers experience with issues that will crop up in the field. That way they have a better grasp of how to communicate with others who are working on those issues if problems arise at an installation.

Henk sums up the lab’s purpose as, “It allows new users to become productive more quickly, experienced users to expand on their knowledge and all users to learn about new systems in a rapidly changing industry.”

project testing is taking place. Even as more gear is installed, employees are learning more about the lab’s capabilities and applying that new knowledge to solve specific issues within projects.

“We’re creating as-builts right now,” commented McDowell. “It’s giving us practice at modifying prints like you would in the field.”

One of the first functions for the P&C lab has been to train Ulteig designers and technicians on giving a deeper understanding of the settings being developed and how they’ll work on installation sites, before actually going out to the sites.

One of the most requested sessions has been for the IEC-61850 communications protocol suite. Working with equipment from differing manufacturers, engineers have been able to work with some of the functionality the protocol requires, along with other affected systems.

“With these demos, we’re able to show how we can deliver quality designs using a wide variety of popular relays and automation devices,” Henk said. “Many systems can also be largely tested before programs and configurations are issued to

Marlon Vogt is Ulteig’s account executive in the Power market. He has more than 30 years of experience with all aspects of planning, design and construction of 12.5 kV - 345 kV distribution and transmission systems, including right-of-way acquisition, design, regulatory coordination, public information meetings, public tesimony and project management.

My wife and I recently had a week of rest and relaxation during her spring break from teaching. As with my particular career, neither of us NEEDED a break, we just thought that since there was no school for a week, we had the freedom to go somewhere warmer than Iowa.

We went to Tucson. It was our first visit.

The Pima Air and Space Museum provided a wonderful day for being tourists. This private, non profit museum consists of 80 acres with more than 300 aircraft on display. The entire history of flight is included, from a replica of the Wright Flyer to the Mars Rover.

Its stated mission is: “Creating unlimited horizons in aerospace education through the presentation and preservation of the history of flight.” It accomplishes that mission very, very well.

It became apparent that this particular non profit is run by a passionate, committed group of senior citizens. The staff includes ticket takers, bus drivers, guides, janitors, aircraft restoration specialists and gift shop clerks. Because it is Arizona, I assumed many were retirees. By observation, it was obvious these volunteers are doing something they love. Many are military veterans.

They are not only veterans, but they’ve accumulated a wealth of wisdom and experience that will be difficult to replace

Between the Wires offers a wide variety of knowledge in discussing the energy industry and the issues it faces. From education of future engineers to critical infrastructure analysis, Marlon offers a unique perspective on the industry and where it’s headed.

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Old and Gray?I prefer experienced and wise

ulteig.com/blogs

by Marlon Vogt

Between the wires

when they are gone. Our bus tour guide had personally flown about eight military fighters he was describing. He had flown many of them in the Vietnam and Desert Storm conflicts. These older citizens obviously had life experiences and the resulting wisdom that, for better or worse, will be difficult to replicate.

I wondered who will staff this museum in 10 years. Many of the current staff will either no longer be with us or no longer able to volunteer.

This reminded me of a similar situation facing many industries, specifically the electric utility industry. In 5-10 years, a number of utility employees are expected to retire. The challenge will be to replace that experience and wisdom in a short amount of time.

How are utilities and other organizations responding?

One utility has implemented a phased-retirement program. Older staff can agree to an extended employment commitment beyond their planned retirement date. The length of time and hours per week are mutually agreed upon. Their role also changes from a traditional engineering or management role to one of a subject matter expert. Their assignment is to specifically pass on as much of their experience and wise counsel as possible to younger staff. I understand this is working well.

Some are partnering with universities and trade schools to provide specific technical training that will become a conduit for recruiting capable, future staff.

Other companies organize mentoring programs that formalize relationships between older and younger staff.

Some companies provide incentives to existing staff in order to improve retention rates. Flex scheduling, telecommuting and educational stipends are just some examples of programs that can be helpful.

There are no easy answers.

I would challenge those of us who are older to purposefully consider ways to pass on as much knowledge as possible to younger, less-experienced staff. I would also challenge younger staff to purposefully seek out mentors and learn as much from them as you can.

If everyone keeps this issue up front, and then specifically thinks of ways to pass on accumulated industry wisdom, knowledge and lessons-learned in the school of hard knocks, the industry of the future will be in good hands.

Over the years, the electric utility industry has encountered many challenges. It has also consistently delivered creative and effective solutions to these challenges. I am confident the challenge of an aging workforce will also be met and overcome. 7

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ulteig.com/blogs

right-of-way?what do they mean

b y P a m R e c k s i e d l e r - B a r n a r d

When we talk about right- of-way (ROW), where do we begin? While ROW has many positions that work together, each has different responsibilities. From the initial start of a construction project, we move through the planning, surveying, engineering and development phases, and finally end up with ROW. With that in mind, I am going to approach ROW as a known, simple concept: ROW staff does everything and anything to prepare for purchasing property for easements.

Finding and hiring skilled staff licensed in appraisal, real estate and/or title abstracting can be a challenge. Having a multitude of licenses and crosstraining in different disciplines is imperative to providing services to a client in an efficient and effective manner. That’s how we help projects stay within budgets and meet deadlines. Ongoing education, mentoring and teaching provides ROW staff with the skills needed and required for these positions.

Additional training that is beneficial, but not widely recognized, is voice intonation, thinking about which words are used and body language. Most people are aware of the far-reaching outcomes these subtle actions can have, but few devote time and energy to using these methods to communicate with a property owner so they can respond positively to what is being asked of them.

Many of us have used these techniques on our children with varying results. I call it “becoming a chameleon.” While maintaining a professional attitude, you can create a positive connection with a property owner. This builds trust within our guidelines, and establishes a relationship with both the client and the property owner.

Since ROW is one of the final steps in the process of a construction project, this adds a degree of difficulty to the process. Delays in the construction timeline could provide a roadblock, which in turn affects the timing, activities and achievements needed to complete the proposed work.

Many laws and regulations govern the work of a ROW professional. The most common is the Uniform Standards of Professional Appraisal Practice (USPAP). Additional regulations include: • 40-year title research (client- driven) • Easement writing (survey- driven) • Negotiations, acquisitions and closing (legal-driven) • Relocation, governed by the federal Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970

These laws and regulations have evolved over time to preserve the integrity and equitable treatment of those affected by a project, ensuring fair treatment of everyone involved in the ROW process, including the ROW agent. The standards, laws and guidelines ensure the work is done without coercion, favoritism, preferential treatment, discrimination or prejudice.

Right-of-Way Specialist

9

joint trenchingto save TIME and MONEY

When building a new development, where do all the utility lines, cables and pipes go? More and more often, they’re in a joint trench. These trenches are used in large-scale communications and utility projects, and involve digging one trench to bury multiple utility lines, cables and pipes. Joint trenching is a concept introduced in the 1960s, which still has yet to become a widespread practice.

In many cases, joint trenching can save a project a substantial amount of money. Instead of each company creating separate trenches for the installation of an underground utility, joint trenching requires just one. The result is a savings in project budget and timeline. It also relieves the congestion service lines and pipes can cause.

Courtney Dobratz is an engineering technician based out of Ulteig’s St. Paul office who designs joint trenches used for gas and electrical runs in new developments. She says, due to the fixed location of all lines and pipes, join trenching offers other less obvious possibilities, such as ease of future repairs, a reduced impact to the environment and a smaller overall footprint. For her part, Dobratz coordinates a great deal of everything that goes into a joint trenching project.

“For my projects, I design the joint trench that will be used for gas and electrical runs in new developments. There are a lot of pieces to these projects,” she said. “Some of my pre-project community responsibilities involve attending pre-construction meetings with the developer and city, applying for permits, locating utility, drainage and right-of-way maps,and sending out contracts to the customer. I also contact residents who may be affected by the construction.”

However, joint trenching doesn’t come without the potential for complications. Specific codes have been put into place to alleviate the hazards of mixing water

pipes, electrical and telecommunications lines. These codes include rules for spacing between utilities, earthen buffers between lines and required qualifications for future work.

In terms of project coordination, Dobratz is responsible for the design of trench and transformer locations, determining new street light placement, coordination with cable and telephone companies, ordering all materials, working with the developer on prepping the site and creating a map of the site for construction crews. She also holds site meetings with utility locators, the construction foreman, the developer, and cable and telephone representatives.

Dobratz added, “Joint trenching has been a great learning experience. The coordination of all the puzzle pieces impacts not only the utility company but also the developer, the city, home builders and future residents. Without this coordination, something as simple as planting a tree could be much more difficult, and by combining all of the utilities into one trench, it gives the resident much more freedom in their own yard.”

Courtney DobratzEngineering Technician

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conflicts between vegetation and electric

utility infrastructure

fire dangerOn April 18-19, 2015, The Wall Street Journal reported in part that, “California is in the midst of a mega drought, and this year’s wildfires already threaten to become the biggest, costliest and most destructive in U.S. history.” The Journal went on to further state that, “county, state and federal governments will spend $4.7 billion a year trying to keep destructive fires away from houses and out of watersheds. That is roughly three times what it cost in the 1980s.” Each of us can play a vital role in reducing the risk of fire danger. We will examine here a few vegetation management and engineering strategies targeted toward helping mitigate this growing risk.

Conflict between vegetation and electric utility infrastructure – poles and conductors – has been an age-old problem. Historically, the primary result of such conflict has been increased

frequency and duration of power outages. However, over the past few decades, a new threat has emerged in the form of fire potential.

The threat of fire caused by this conflict has been driven by four key factors. The most important factor is the increased frequency of severe weather patterns across the country, resulting in excessively dry and windy conditions. The human factor must also be considered as population expands into previously forested or vegetative areas. This creates conflicting stakeholder objectives that increase the risk of fire danger. Additionally, national and state parks and local tree ordinances are often old and antiquated and can contribute to the risk of fire danger if management objectives are not properly balanced with electric utilities.

Finally, a primary driver that can influence fire danger is that of deferred maintenance programs. Electric utilities are continuously challenged with making the best financial decisions that strike a balance between shareholder value, reliability and safety.

The risk of fire danger with vegetation and utility electric infrastructure

is difficult to predict with extreme accuracy. However, certain conflicts can be proactively identified as historical contributors toward substantially increasing this risk. These include: • Ingrowth of vegetation into electric facilities • Hazardous trees falling into electric facilities • Wood pole failure • Improper electrical design • Animals such as birds or squirrels who are heated through electrocution and fall down into vegetation

The impact of fire can be devastating for a wide range of stakeholders. Unquestionably, the greatest impact is the loss of life. We see more and more residents of active fire zones remaining with their properties with the hope of somehow preventing fire destruction. Each year, states like California have seen substantial loss of property resulting from fires oftentimes caused by humans. California alone has over 4.4 million poles and 210,000 transmission and distribution line-miles.

This massive scope defines the challenges associated with fire risk mitigation. It is also important to

Rick HollenbaughSenior Project Manager

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fire dangerconsider the secondary impacts of fires such as mudslides, changing animal migration patterns and reduced property values, which all result in the aftermath of fire. In the end, national, state and local press agencies are challenged with accurate reporting of most root cause and resulting impacts from vegetation and electric infrastructure fires. In order to truly alter the frequency, impact and duration of fire danger with respect to vegetation and electric utility infrastructure, one must fully understand its mitigation strategies.

In 2007, approximately 4,521 acres burned in the Malibu Canyon fire in California. It was reported that three wooded poles failed, fell to the ground and sparked a vegetation fire. It was also reported that these poles should have been designed, loaded and able to maintain a minimum wind speed of over 90 miles per hour, but in fact, the storm that brought down the poles only had reported gusts of just under 50 miles per hour. It was determined that the poles were not in compliance with the rules and regulations established by the State.

In the short term, humans have a difficult time immediately impacting the severe cycle weather patterns that we are facing on a more frequent basis. As a result, we must focus on the things we can control today. This includes:

• Design and execution of properly funded and sponsored electric utility vegetation management programs that include in part – routine pruning cycles, hazardous tree removal and herbicide programs o NERC Standard FAC-003-3: transmission vegetation management provides clear expectations it relates to transmission vegetation management and electric utility infrastructure clearances for higher voltages• Execution of a planned and cyclical electric infrastructure inspection program that includes in part – wood pole inspection, right-of-way inspection, conductor inspection using foot patrol and LiDAR survey• Proper engineering and design of electric infrastructure. This could include: o Grounding of metal hardware on wood poles to mitigate path to ground o Providing adequate insulation which provides air gap from the structure and minimizes potential for flashover

As populations grow, the need for new or upgraded electric utility infrastructure will be required.

As a result, landowners, utilities, municipality, and state and federal officials will all need to work smarter on how to mitigate the anticipated risk of fire. Strict rules and regulations found in states such as California will become the norm across high risk areas of the country. Electric utilities will increase the scrutiny of their maintenance programs and how they design and build their infrastructure.

Small local actions such as developing a municipal tree ordinance, educating the public and strictly enforcing the planting of the right tree in the spot adjacent to electric conductors will help us begin to make a positive change. Conflict between vegetation and electric utility infrastructure must be a national issue, addressed collectively between all of the impacted stakeholders and acted on at a local level.

Mike Kraft is Ulteig’s account executive for the Renewable and Power markets. His responsibilities include serving renewable energy clients throughout the United States as well as utilities located in the western part of the country. He has more than 10 years of experience as a project and substation engineer. His background encompasses project management, commissioning, protective relaying, SCADA systems, substations and switchyards, conduit and raceway systems, grounding systems, field investigation and testing.

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ulteig.com/

I Want My TwoDollars! change, challenge &

two bucks (plus tip!)

I’ve always loved quoting what I consider one of the better 80s movies, “Better Off Dead.” The paper boy wants two dollars for the deliveries he’s made, and John Cusack has lots of excuses not to pay him. Every time I think about that scene, I can’t help but think about the utility industry and some of the reactions around solar.

To be honest, I feel as if I have seen this before. To explain, let’s start in 1998, when I was in college. I had just gotten a new cell phone that would allow me to call, untethered, from anywhere. That included when I was driving in my car, which wasn’t a big deal at the time. Cell phones had been around for a while, but Motorola had just designed a phone small enough to be convenient, with a battery that would last long enough for a 30-minute phone call.

I was excited that I could not only be mobile, but take advantage of removing a long distance fee from my landline. You can imagine my frustration when the phone company told me that they would have to charge me for NOT having a long distance plan.

I was furious I had to pay for something, long distance, which I wasn’t using. I was young and naïve and had not yet stepped into my adult responsibilities. I had no idea there would someday be many things I would pay for and not use. Of course, now I have many tangible and intangible objects for which I’ve paid thousands of dollars, only to have them sit in a folder, insurance office or a garage, unused.

As an aside, I did not realize it at the time, but had I known that my cell phone would be such an integral part of my day I would have opened a retail store or invested in some strategic stock

From issues and techniques to new technological developments, Across the Grid keeps you updated on what’s happening in clean power generation.

by Mike Kraft

Across the Grid

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I Want My Two

offerings. How could I have known that cell phones would cause such a fervor? Meanwhile, the beeper I had to have as a teenager just sat in my room because no one was beeping me.

What is fascinating is the effect that disruptive market technology has on existing business models. It’s an interesting plot line that goes as follows: There’s a well-established industry rooted in a service which has not been modified for decades, operating on existing equipment and infrastructure established at the inception of the service. It’s had ongoing expansion, but without significant technological service modifications. The original investment, though expensive, has been paid for with new investment coming at a subsidized cost. Now the plot twist. Though this service is a modern-day necessity, there’s new competition that doesn’t necessarily require all that existing infrastructure.

This script is brought to you by, not only an inability of Cusack’s character to pay the paper boy, but also by another story. I’ve been reading over the last year about utilities wanting to assess surcharges on customers installing solar panels on their homes to take advantage of net metering and take part in the renewable industry. While some of the cost and operational dynamics are different, there are striking similarities with the phone industry and newspaper delivery. There’s a lot of existing infrastructure with antiquated business models facing competition that wasn’t in the original script.

I’m not here to say that the utility industry will go the way of Ma Bell, Borders bookstore or the San Francisco

Chronicle. What I am saying is that innovation is causing very similar industry pressures in the power world that these other industries have already faced. Entrenched service providers are reacting by defending, rather than accepting a new reality. We have to realize there have been successes by companies willing to integrate the new technologies, and they are thriving even if it comes with a different business model.

As an energy industry consultant, I am more than a casual observer. My job exists as long as the utilities I serve exist. My hope is that the clients we serve are those clients who are on the right side of this energy debate. To that point, there are many service providers who are working with their customers to come to a common balance.

And so you might ask, “What will be the new service model?” My answer is, who knows! What we can do is monitor those investing in new technologies and new service models, and keep an eye on customer trends. The customer is the most important variable in this equation. I say that because I choose to pay almost $200/month for my family’s cell service and am happy to do it. I’m sure Ma Bell is turning over in her grave asking why a customer would pay so much for phone service when there is an existing service available at a fraction of the cost.

If there is one constant it is change. Those who refuse to change get challenged by those who embrace it. And if there are two constants, the second is that you cannot control a customer. When given a choice that customer may prefer a more expensive option in the spirit of good will, perceived value, actual value or because it’s more convenient.

ulteig.com/blogs

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doug jaeger CEO

After a nationwide search, Doug Jaeger was named Ulteig’s new chief executive officer on May 11. With his strong operational experience, track record of growth and leadership skills, Jaeger was far and away the top candidate for the position.

“We’re truly delighted to have found Doug among a very strong pool of candidates,” said Shepherd Pryor, chairman of the company’s board of directors. “He has tremendous experience in relevant industries and leadership positions and is an excellent fit with our culture and our core values. He has a proven track record of growing organizations and we’re confident that under his leadership, Ulteig will continue to achieve success in the marketplace and to fulfill our mission to be the place where people want to work and the company that people want to hire.”

“Ulteig is dedicated to its clients’ success, it believes in – and achieves – excellence and it acts with integrity and honesty,” Jaeger said. ”It is an honor to join an organization focused on these principles and a team with such a strong record of accomplishment. I look forward to contributing to its future successes.”

Jaeger succeeds Eric Michel, who last January indicated his intention to transition out of the CEO position in 2015. Michel will remain an advisor to the company.

“This announcement affords me another opportunity to thank Eric for his service to the firm,” Pryor said. “We will continue to benefit from his counsel and insight as he completes this transition and assumes a new role as advisor.”

Jaeger was previously the principal of AMP Advisors, providing advisory and consulting services on strategy, development and acquisitions. From 2008 to 2013, he served as CEO of Adolfson & Peterson Inc., one of the top 50 construction services firms in the country, with concentrations in medical, energy, government, senior housing and education segments. During Jaeger’s tenure, A&P expanded its presence nationally, increased market share and achieved industry-leading results in safety, employee engagement and client loyalty.

Prior to joining A&P, Jaeger served in a number of leadership roles at Xcel Energy, including leading the company’s high voltage transmission business, overseeing its high-pressure gas storage and transportation business and in marketing and sales to commercial and industrial segments. Before joining Xcel Energy in 2000, Jaeger held marketing, business development and sales leadership roles at Exelon Corporation in Chicago and Honeywell, Inc., in Minneapolis.

Jaeger served on the board of trustees for the North American Electric Reliability Corporation (NERC) and on the board of advisors for Computype, Inc., in St. Paul, Minn. He has been active on various community boards and professional and industry organizations. In 2010, Twin Cities Business Magazine selected Jaeger as one of the “200 Minnesotans You Should Know

Jaeger earned his undergraduate degree from St. John’s University in Collegeville, Minn., and his MBA from the University of St. Thomas in St. Paul. He and his wife Laura have four children and live in Minnesota’s Twin Cities.

“Ulteig is known throughout the region as a company that lives

its values.”

introducing

Ulteig’s new

heitkamp

- Doug Jaeger

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North Dakota Senator Heidi Heitkamp came by our Fargo office on April 9 to talk about energy topics, highway funding and transportation issues with Ulteig employees. Heitkamp’s a supporter of the “all of the above” energy approach, and she says wind energy is a big part of the future.

Touching on the needed build-out of energy infrastructure, with a particular focus on providing certainty to the wind energy industry, Heitkamp said, “All across North Dakota, our workers and innovators are producing the energy that powers the nation. By committing to a true all-of-the-above energy strategy – which includes fossil fuels as well as renewable energies – North Dakota companies are becoming a model for the rest of the country with exciting new technologies.”

Heitkamp spent time talking with Ulteig employees and leaders about the need for more certainty in the wind energy production sector. One area stressed is the need for more policies such as those to extend the Production Tax Credit (PTC) for five years. This could provide a path forward for renewable energy production growth by allowing the industry to plan for the future while maintaining a talented workforce.

heitkamp talks ENERGYto ULTEIG employees

North Dakota Senator Heidi Heitkamp visited our Fargo office to talk about the importance of creating infrastructure and investing in renewable energy. Pictured L to R: Jason Hoskins, Senator Heitkamp, Mike Kraft, Ashley Campion and Bob Youness.

Bob Youness is an account executive in the

Government market. He has 38 years of

experience being responsible for municipal,

county and state engineering projects.

a satisfying celebration

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One of the most satisfying things to have happen in a profession is to be recognized by others in the industry for a job well done. That’s what happened to me and several of my colleagues when the North Dakota chapter of the American Council of Engineering Companies (ACEC) held its awards banquet recently.

As part of the banquet, I had the pleasure to accept a first-place award for work that had been done for the Bismarck, N.D., Sixth Street Parking Ramp. Not only is the ramp a beautiful structure, it helps alleviate some severe parking shortages in the City, providing more than 480 new parking spaces for the downtown area.

Working with many different companies in planning, design and construction, the structure is something the City of Bismarck and its parking authority can be proud of.

I was fortunate to manage the design team and the construction observation of the project. It took a team of city officials, the parking authority, architects, engineers and contractors to complete this high visibility project in downtown Bismarck. The goal of the project was to take into account many of the features in Bismarck’s Downtown Master Plan and encourage developers to follow suit in building quality projects.

What was especially notable for this award was the person who wasn’t able to be there to accept the honor. Alan Traeholt was a colleague of mine at Ulteig who helped prepare the structural drawings for the building, working with J2 Architects and Walker Consultants in the initial planning.

Alan passed away before the project could be completed, but I feel that he would have been exceedingly proud to accept the award and of the results of his labor. I was proud to accept it on his behalfand for the City that will benefit from his work for years to come.

bringing it home for alanat ACEC

by Bob Youness

ulteig.com/blogs

Ulteig account exec Bob Youness (L) accepting the Excellence in Engineering Award from ACEC North Dakota President Jeff LeDoux for our work on the Sixth Street Parking Ramp in downtown Bismarck, N.D.

Civil Matters discusses issues in municipal engineering and development, utilizing Bob’s wealth of experience and knowledge that provide ideas to clients that lead to solutions.

Civil Matters

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When people talk about value, in many cases it comes down to personal perspective. That’s also what happens with the American Council of Engineering Companies (ACEC) in its position as an advocating organization for the engineering industry. Four of Ulteig’s engineers say that ACEC has provided a lot of value to them.

Jen Hanley, one of Ulteig’s civil technical managers, said her involvement with ACEC has been invaluable and has given her connections to the industry she may not have gained otherwise. “ACEC provides business leadership opportunities that have helped me grow as a consulting engineer,” she stressed.

Along with Hanley, Mark Scheid and Jeff Heinemann, both Ulteig substation technical managers, are members of the Emerging Leaders Institute (ELI) within ACEC, which is a three-year program focused on developing the business skills necessary to practice as an engineer.

Scheid said, “We have all had a great deal of training in technical issues, and we have a lot of resources available to support us on technical related questions, but as a technically trained person in a world where engineering services are being offered as a business, we do not have a lot of training or access to information related to important business topics.”

He points out the key role ELI plays in providing opportunities to learn about leadership, time management, priorities, risk management and the legislative process. “I did not understand how much impact insurance coverage, contract terms and political environment would impact the decisions that must be made on the day-to-day business of engineering. Through ELI, I have been able to see what goes into the decisions that must be made to keep a business running.”

Heinemann agreed and said he has a very personal investment in the organization. “The big takeaway for me was the discussion on personal mastery, increasing awareness of one’s self and how fundamental that is to leadership development.” He added, “In addition to the leadership training, we are also asked to be a part of one internally- focused committee and one liaison group that interfaces with government and other agencies. That meeting really opened my eyes to the advanced political climate that goes into making decisions that can directly affect the industry that we are a part of as a business.”

Scheid also discussed the impacts of ACEC’s involvement in local government; “I attended a meeting where the North Dakota tax

incentives for wind projects were being discussed. This legislation has direct impact on the financial return for the owners of four projects that Ulteig is working on right now,” he said. “Knowing what is happening at the funding and financing stage of projects helps provide us with insight into which markets will be moving and which may be slowing down.”

Marlon Vogt, an Iowa-based Ulteig account executive and civil engineer, looks at ACEC as a great tool for the engineering industry. He noted the importance in recruiting the younger generation into the world of engineering, stating ACEC’s large efforts toward that cause adding, “ACEC also helps sponsor a young leadership development program, which typically involves about 15 younger up-and-coming engineers annually.”

Improving lives is the underlying reason why Ulteig exists. It’s why Mel Ulteig wanted to deliver electricity to rural counties in the early 1940s, and it’s why we have a hand in designing projects that range from renewable energy development to large-scale civil projects. ACEC matters to Ulteig and should matter to all engineers. They are the voice to our industry and help make decisions that help us succeed every day.

the value of ACEC:in engineering

connections and education

Jen Hanley Mark Scheid Jeff Heinemann Marlon Vogt

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promotionsHanley, Schoenherr and Wenschlagpromoted to technical managers

Jen Hanley, Adam Schoenherr and Wylie Wenschlag have all been promoted to technical managers; Hanley and Schoenherr in the civil area and Wenschlag in the substation area.

Hanley was previously a senior engineer for Ulteig’s civil transportation team, based in the Fargo office, where she will continue to be located.

“It’s a challenge I’m looking forward to,” Hanley said. “Working with my new team is a great opportunity for all of us and for our clients.”

Hanley joined Ulteig in April of 2008 and brings more than 15 years of engineering experience to her new role. She holds a bachelor of science in civil engineering from North Dakota State University in Fargo and an MBA from the University of Phoenix.

Schoenherr was also a senior engineer based in the Fargo office. He will

relocate to the Bismarck office to lead the civil transportation team there.

As a civil technical manager, Schoenherr will be responsible for working with existing clients, developing new clients, managing the team’s workload, assisting in proposal development, and overseeing and engaging in transportation planning and design activities.

Schoenherr has a bachelor of science in civil engineering from South Dakota State University in Brookings, S.D. He joined Ulteig in January 2007 and brings more than 12 years of engineering experience to the team.

Wenschlag was previously a lead engineer for the substation team, based in the Detroit Lakes, Minn., office.

As a substation technical manager, Wenschlag will be responsible for managing the team’s workload, client

development, assisting in proposal/SOW development, and overseeing and engaging in substation project execution. He will continue as the primary contact with in-house civil personnel in Substation Engineering and Design at Xcel Energy (NSP). Wenschlag earned a bachelor of science in civil engineering from North Dakota State University in Fargo. He joined Ulteig in October 2012 and brings more than 10 years of civil engineering experience to the team, where his focus has been substation structural engineering.

Ulteig Welcomes Weismantel

Jennifer Hanley Adam Schoenherr Wylie Wenschlag

Mark Weismantel

“Truly, I look forward to the people, and working ever more closely with a wider number and range of this organization.”

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promotionsMark Weismantel joined Ulteig’s Transmission, Distribution & Communications area in March, bringing more than 35 years of utility experience with him. Weismantel graduated from South Dakota State University in Brookings, and has held positions such as principal engineer focused on telecommunications consulting, and as manager of telecommunications and control for a large South Dakota/Minnesota utility.

Weismantel’s experience covers multiple areas of telecommunications consulting, including SCADA, demand-side management, fiber-optic systems, microwave radio, high-frequency data radio, IP radio and 800 MHz wide-area trunked radio. Additionally, he has held substantial responsibility for business and telecommunications plan development as well as all aspects of telecommunication systems implementation, from development to administration and maintenance.

Weismantel is a registered professional engineer, a registered engineer with the Rural Utilities Service (RUS) and served more than 10 years on the Utilities Telecommunications Council (UTC) board and four terms as regional UTC chair. He also held several national UTC offices and served on multiple committees. He was a recipient of UTC’s Dale Schreiner Award, Apex Award and Chairman’s Award. Weismantel is based in Watertown, S.D.

Jon Roloff has been promoted from project manager to project controls manager in Ulteig’s project management department in the St. Paul, Minn., office.

As project controls manager, Roloff is responsible for building efficiency and predictability into project delivery. He will provide oversight, support, training and development for project management standards at Ulteig, and will manage the operations and development of the project controls team.

Rolof f is new project controls manager

Jon Roloff

- Jon Roloff

”We have some critical items to enhance within our department, which I am confident the initial successes will spread through Ulteig as wildfire in late summer. I know the project coordinators and associate project managers will be instrumental in helping the technical services intimately know their projects, resources and capabilities, enabling them to more quickly respond to demanding workloads.”

Roloff earned a bachelor of science in management and computer information systems from Park University in Parksville, Mo. He joined Ulteig in June 2014, bringing more than 15 years of experience to the team. He will continue to be located in St. Paul.

20

engineersactionin

The Ulteig Muscle Club flexed their power at the FMWF Corporate Cup, an event to promote friendly competition amongst Fargo area businesses.

Ulteig account exec Dan Draughn gave the camera a Lone Star howdy at the ENTELEC Conference and Expo in Houston.

This year marked the 11th anniversary of the Fargo Marathon. More than 20,000 participated including (from far left clockwise) Vickie Lee, Dan Triller, Adam Diemert, Craig Michels and Angie Boisjolie. Congrats on your efforts!

North Dakota Senator Heidi Heitkamp visited our Fargo office to talk about the importance of creating infrastructure and investing in renewable energy. Kris Skipton gave Junior Achievement kids a lesson in surveying and a tour of our Fargo

campus. We think we saw a few budding engineers.

Our IT team pooled their resources to help out at the Great Plains Food Bank in Fargo.

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We welcomed new CEO Doug Jaeger (R) in May. Doug brings a wealth of leadership experience and was voted one of the “200 Minnesotans You Should Know” by Twin Cities Business Magazine. We’re excited for big things!

Members of our right-of-way team (L to R) Wayne Aamoth, Lisa Brekkestran, Oly Olafson and Jodi Moser attended the ribbon cutting for the CapX2020 345 kV Fargo-St. Cloud-Monticello line.

Summertime and the livin’s easy! Substation intern Abdul Mohamud (L) and tech manager Jason Greff (R) grilled up some tasty treats out on the beautiful St. Paul office patio.

Denver-based Substation Tech Director Hoss Tabrizi (R) won the prestigious Emerging

Leader Award bestowed by the Rocky Mountain Electrical League

(RMEL). The award recognizes RMEL members who are up-and-coming in their

company. Congrats, Hoss!

There’s nothing like seeing old friends. Ulteig account exec Dan Draughn (L) and TD&C tech manager Perry Davis (center) met up with Darwin Grant (R) from Santee Cooper at the UTC Convention in Atlanta.

There’s nothing like the smell of pancakes! Substation Team Megawatt treated the Fargo office to a breakfast cookout with intern Mari Milender showing off her skills. Who says interns don’t get perks?

THE COMMITMENT, THE DEDICATION,

THE TEAMWORK ...

WE ALL HAVE A HAND IN IT!

Dan Draughn is Ulteig’s account executive in the Critical Infrastructure market and has more than 35 years of experience providing customer-driven technology and energy solutions.

ulteig.com/blogs

22

My wife and I have been enjoying being grandparents for the first time. When we were raising our boys, the learning process seemed like it was much slower. Now the rapid changes we are witnessing in our granddaughter are making us remember those days from the first steps, first words, on the tee ball field, the science projects and beyond. Wonderful days. And yes, days when things seemed overwhelming. How did we manage? Well, just like generations before us and generations to come, we leaned into the challenge and embraced the changes as they presented themselves as the boys made those strides toward independence.

At times, we in the critical infrastructure industry seem to be overwhelmed by what appears to be a rapidly changing industry. Having been engaged in critical infrastructure strategic planning for utilities, public safety and telecom since the early 1990s, let me offer my perspective when it comes to defining a thought leader.

While being recognized as a thought leader is directly linked to past successes, the concept is much broader. I recently heard a quote that should help explain the conflict between being successful compared to being a thought leader:

thought leader? what’s that?

JUST WHAT IS a thought leader? that phrase may not mean what you think it means

Mission: Critical Infrastructure focuses on critical intelligent infrastructure and how consumers are becoming energy portfolio managers.

by Dan Draughn

Mission: Critical Infrastructure

23

“All organizations want to grow, but a significant number of successful managers are uncomfortable with the loss of control that comes with rapid growth.”

As I see it, successful thought leaders understand how to manage the gap between the leading edge compared to the bleeding edge when casting a growth vision.

At a recent dinner with Jason Hoskins, COO here at Ulteig, we were reviewing the qualities of a thought leader. Jason shared what he heard from retired Army Gen. Stanley McChrystal during a recent conference. The general shared that the historical model of vertical “downward” communications was outdated with the rapid changes we’re having, and highlighted some examples in his book, “Team of Teams: New Rules of Engagement for a Complex World.”

Thought leaders are traditionally well known for asking questions like, ”What services will our clients be looking for in the future?” Thought leaders are comfortable getting outside their comfort zone and moving beyond traditional approaches.

For example, thought leaders are willing to reinvent themselves by taking past weaknesses and transforming them into needed strengths. Thought leaders tend to be passionate, trusted advisors who create an environment that transforms concepts into reality, in many instances against what the well-informed claim are insurmountable obstacles.

They are more than go-to, get ‘er done individuals. They inspire people to work together and are more interested in a team’s or company’s success than their own. By being willing to make personal sacrifices for the team, they build long-term

relationships and friendships that extend well beyond their current work environment. The ripple effect can easily span multiple teams, companies, cultures and decades.

Best practices developed by thought leaders show their willingness to mentor beyond direct reports, peers and their management. Watching thought leaders who enable their team compared to leaders who try to control their team has been an enlightening career and personal development exercise for me.

The tighter a micromanager or task master tries to control a team to achieve short term results, generally any resulting benefits aren’t sustainable. Compare that to the leader who inspires a team while empowering leaders within the team. The results there generally far exceed expectations. Stated another way, thought leaders build a foundation of stakeholders that will extend into the future.

Being a leader is a skillset that develops over time. In past blogs, we talked about how that requires a person to actively engage themselves to, “be a student of the business.” It can be a complex process, so give it the attention it deserves.

where do i sign up or do i want to be a thought leader?

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PROJECT PROFILEnew town, north dakotaairport reconstruction

o b j e c t i v eRebuild small regional airport to improve facilities,

expand use and improve safety. Airport supports an

area seeing substantial population and economic

growth.

c l i e n t t e s t i m o n i a l“This is the best improvement to the airport since it was built.” Lonny Hagen, New Town airport board

n o ta b l e ta s k s • Remove runway high spot with two to three

feet of earthwork cuts

• Shift runway approximately 500 feet to

avoid obstructions from section line road

• Replace and expand runway and aprons

• Relocate three hangars; add five hangar

lots; add two hangars

• Replace temporary service terminal and

sanitary area with permanent structures

that include fueling station, and flight

planning and pilot rest areas

• Replace electrical and lighting systems

• New visual approach aids to provide a

guide to aircraft on approach

• Plan for future expansion of services, to

potentially include:

o Aircraft mechanic

o Airframe certification business

(Fixed Base Operator)

o Flight school

u lt e i g i n v o lv e m e n tUlteig provided planning, funding search, engineering,

surveying and project management services.

p r o j e c t c o n s t r u c t i o n i n i t i at i o n d at eJune 1, 2014

p r o j e c t o u t i n eThe New Town airport was originally constructed

in the 1970s, consisting of 21,500 square yards

of pavement, three hangars. To meet the needs

of the area, the airport needed to be completely

reconstructed, replacing and expanding the runway

and apron areas, allow for additional aircraft storage,

bring sight distance for pilots up to standards,

improve terminal facilities, and provide a plan for

ongoing operation, maintenance and expansion.

Of particular note is that planning for the project

began in 2011, with construction scheduled for 2014.

However, funding for the project was redirected to a

different airport in early 2014. Replacement funding

was developed by New Town airport board members

working with North Dakota state legislators. Material

and construction bids had been previously arranged

and project construction was initiated on schedule.

u lt e i g p r o j e c tt e a m m e m b e r s • Chris Smaaladen, PE • Dan Triller, PE • AJ Tuck, EIT • Andrew Ndolo, Aviation Planner • Bob Youness, PE

f i n a l r e s u ltThe project was completed on October 31, 2014,

ahead of the November 1 deadline, and under budget.

p r o j e c t c o s t • $2.5 million • Funding provided by state and local agencies; no federal monies spent

r u n way, a p r o n s , g e n e r a l a r e a • 3,420 feet x 60 feet new runway • 1,500 square yards of pavement removed • 31,500 square yards of new pavement • 40,000 cubic yards of fill • 22,000 square yards of topsoil, stripped and reapplied • 15,000 square feet of paimarkings (completed in 10 hours) • 24 acres reseeding on disturbed areas • 5-inch asphalt overlay on 14-inch base • 5 tie-down aircraft parking positions

e l e c t r i c a n d l i g h t i n g • 19,000 feet new electrical wire • 19,000 feet new ground wire and lightning protection wire • 55 new edge lights

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If you want to know where every road sign,

culvert, mailbox, intersection and other road-

related item is in Minnehaha County, S.D., there

are several Ulteig surveyors who could tell you.

They’ve plotted every one of those items in the

county as part of a pilot project, covering 62,070

separate locations.

So how do you do an inventory that’s accurate

and comprehensive, yet easy to review? You

start with geographic positioning system (GPS)

coordinates and a geographic information

system (GIS). Then you add in the Pole

Replacement Tracking Tool (PRTT), which was

originally developed by Ulteig programmers to

track utility poles.

Everything through a feature-coded library in

the collector, with each potential item having a

pole code. Typing in “Pole” pops up all available

sign codes.

While the process for the measurements is

different, building the map inventory is still

an information-intensive process, making it a

perfect fit for the coupled use of GPS and GIS.

Measurements are taken from the sign to the

centerline of the road, the edge of the road and

the shoulder, if it’s there. Then the sign itself

bringing surveying, roads and GIS together in ONE efficient package

enter PRTT

is measured. For culverts, measurements

are taken from the road’s centerline to

both ends of the culvert.

One limiting factor in using the PRTT

for signs and culverts was that the

codes didn’t have the all the variations

necessary for the project. To make it

work for road systems, survey technicians

learned to edit and add codes, refining

them as they developed the project.

With the codes developed, a sign’s

location, condition, height and type

of reflectivity are recorded. For that

reflectivity, it can be classified as an

engineer-grade reflectivity or a high-

intensity grade, and its condition can

be recorded. After measurements are

complete, a picture is taken, which can be

uploaded to a GIS map with a phone app

or later at the office.

In the past, making an inventory map of

locations meant using a measuring wheel to

get measurements, then either writing them

in a notebook or entering the information into

a spreadsheet. While that approach made it

relatively easy to record the data, it also meant

headaches later when trying to find specific

information about a particular object.

Once uploaded, the information is easily

accessible for engineers to see each sign’s

elevation, whether it’s at the right height

and if it’s the proper distance from the

centerline and the intersection. It also

helps in planning future construction and

sign placement.

As this is all pre-construction data, it

can help with planning for pre-warnings

for stop signs and other items. After

construction, the map can be updated

to show where signs and culverts were

moved or added.

26

When it’s busyaim for

BUSIERb y M i k e D o r a , Te c h n i c a l D i r e c t o r o f C i v i l S e r v i c e s

The longer you work in the engineering

consulting world, the more rules of thumb

get passed along from senior engineers who have

“done it all.” The one that has always intrigued me

is, “The best time to do marketing is when you are

at your busiest.”

At first glance this statement seems to contradict

itself, because if you are really busy, how do you

find the time to market or develop business plans?

Rather than try to understand what it really means

or think about what kind of engineering consultant

actually coined the phrase, let’s assume it is true

or, better yet, a way of doing business.

With the construction season in full swing, I

suppose one could make a fairly valid case that our

Civil department is near (or even at) our busiest.

Based on that old rule of thumb, we better be

marketing. Now, I’m pretty confident we never

stop marketing, but perhaps this is the time to up

the ante, so to speak, and include some strategic

thinking!

With the intent of becoming more predictable

in the unpredictable Government market and to

decrease the effect of seasonality on our business,

our department has considered various strategic areas of focus to carry us forward. Here is a

summary of a few of them:

Department of Transportation (DOT) work Ulteig works regularly and successfully with

the North Dakota DOT and the South Dakota

DOT. We are familiar with these agencies and

understand how to pursue work. The goal is to

learn how to pursue work with other DOTs; namely

CDOT (Colorado), MnDOT (Minnesota), WYDOT

(Wyoming) and MDT (Montana).

This becomes a matter of looking for information

on the pre-qualification process, the procurement

process, how many districts, size of projects,

competition in each district, and scheduled

meetings with each agency.

Construction related services

Ulteig has invested a lot of time and money in

providing training to our staff to be leaders in the

industry on DOT construction management and

observation projects. Our goal is to leverage this

comprehensive training to bring our construction

engineering expertise to other entities. At a

minimum, our expanded search includes work that

would be available with:

• Other Ulteig departments

• Other agencies in North Dakota

• Agencies and DOTs outside of the

Midwest (warmer climates/ longer

construction seasons)

• Private entity work

• Projects besides roads/streets/highways/

utilities

Internal marketing, external marketing and DOT

research are necessary steps to uncover the

opportunities out there. Could this be the first step

in solving our seasonality issue?

Minnesota municipal projectsAs we work to expand our municipal projects,

we’re starting by increasing our coverage of

Minnesota municipalities. Ulteig can leverage its

geographic locations in Minnesota and existing

client relationships to reach more communities,

especially those being under-served, with priorities

for:

• Basic civil engineering work in the Twin Cities

area

• City engineer/municipal work in southern

Minnesota

• Western and central Minnesota

expansion centering around our Detroit

Lakes and Alexandria staff

Front range market Ulteig’s Denver office is currently home to two of

our department directors (although it seems they

are either in Fargo or St. Paul more often than

not) and many of our company’s business leaders.

With the leadership in place there, it makes sense

to begin to build a strong civil team and presence

in Colorado. Future investments would most

likely include a strategic hire with either CDOT

experience or multi-municipality experience.

27

Renewable Energy

GIS

Ulteig’s work improves lives!Power Planning and Studies

Transmission and Distribution

SubstationPlanning and Environmental

Communications

Project Management

Transportation

Municipal

Survey

Apply today at ulteig.com/careers

Great projects. Great people. Great Opportunity.

Working at Ulteig is more than a job, it means you will be making a difference. We give you the opportunity to grow in your profession as you work on exciting projects in the power, government, renewable energy and communications markets. In addition to these challenging and rewarding projects, you will be offered competitive pay, comprehensive benefi ts, and 100% employee ownership.

Ulteig3350 38th Ave. S. Fargo, ND 58104

League of Minnesota Cities Annual Conference June 24-26 • Duluth, Minn.

RMEL Transmission Operations and Maintenance ConferenceJune 25 • Lone Tree, Colo.

Minnesota Wastewater Operators Association Annual ConferenceJuly 28-31 • Grand Rapids, Minn.

48th Annual Transmission and Substation Design and Operation SymposiumSeptember 9-11 • Frisco, Texas

Solar Power InternationalSeptember 14-17 • Anaheim, Calif.

Midwest Transmission ConferenceSeptember 15-18 • Osage, Mo.

American Water Works Association Minnesota Section Annual ConferenceSeptember 15-18 • Duluth, Minn.

North Dakota Petroleum Council Annual MeetingSeptember 21-23 • Fargo, N.D.

North Dakota League of CitiesSeptember 24-26 • Fargo, N.D.

ASCE Electrical Transmission & Substation ConferenceSeptember 27-October 1 •Branson, Mo.

UTC Region 3 Fall Meeting October 6 • Mobile, Ala.

North Dakota Water and Pollution Control ConferenceOctober 6-8. Bismarck, N.D.

North Dakota Association of CountiesOctober 25-27 • Bismarck, N.D.

AWEA Fall ConferenceNovember 3-5 • Albuquerque, N.M.

Minnesota Power Systems Conference (MIPSYCON)November 10-12 • St. Paul, Minn.

UPCOMING EVENTS