Thought Leadership

Flood Mitigation Assistance (FMA) Grant: Practical Solutions for Real Community Needs 

July 7, 2026

Communities experiencing repeated flooding understand the strain it places on homes, businesses, and local budgets. Rising flood insurance costs after multiple claims add pressure for residents and municipalities, while aging stormwater systems and vulnerable infrastructure increase risk for critical facilities — including schools, hospitals, and emergency operations centers. 

For many smaller cities and rural areas, addressing these challenges at scale is difficult without additional support. FEMA’s Flood Mitigation Assistance (FMA) program offers $600 million in federal funding to help communities address persistent and emerging flood risks. The program supports projects that reduce long-term impacts — from infrastructure improvements to property-level mitigation — and provides a federal cost share that makes meaningful progress more attainable. As application deadlines approach, cities, counties, and Tribal Nations are taking a closer look at where funding can have the greatest impact. 

FMA Grant Application Deadlines 

• State application deadlines: Often fall 4–8 weeks before FEMA’s deadline and vary by state. Coordinate early with your State Hazard Mitigation Office. 
• FEMA application deadline: August 6, 2026

Early coordination with state partners is crucial to meeting submission deadlines. 

Eligible Flood Mitigation Projects 

The FMA grant funds a variety of projects: 

• Acquisition and demolition of at-risk structures 

• Elevation of residential buildings above flood levels 

• Stormwater improvements such as upsized culverts and new drainage structures 

• Mitigation planning and project scoping for future initiatives 

Properties with Severe Repetitive Loss (SRL) and Repetitive Loss (RL) classifications qualify for higher federal cost share—100% and 90% respectively. Other NFIP-insured properties are eligible for a 75% federal cost share. 

How to Strengthen Your FMA Application 

Successful applications begin with reviewing the FMA Notice of Funding Opportunity (NOFO) and compiling data on NFIP-insured properties and past flood claims. Coordination with local agencies ensures projects are feasible and align with FEMA requirements.  

FMA Readiness Checklist 

Communities preparing to pursue FMA funding can strengthen their position by focusing on a few key actions: 

• Compile a current list of NFIP-insured properties 

• Review recent flood claims and identify repetitive loss areas 

• Evaluate infrastructure vulnerabilities and potential mitigation opportunities 

• Coordinate with local agencies and state partners to confirm eligibility and priorities 

• Define project scope and anticipated outcomes 

• Gather supporting data to align with FEMA requirements 

• Identify projects that deliver measurable, long-term flood risk reduction 

Clear alignment across these elements helps position projects for funding and creates a more competitive, coordinated application. Many communities find that bringing these pieces together early provides a clearer path forward as deadlines approach. 

How WSB Can Help 

Getting started early can make a meaningful difference. 

WSB partners with communities to understand current flood risks, assess project readiness, and identify opportunities that align with FEMA priorities. Our team brings together emergency management, engineering, planning, and funding expertise to refine project scope, strengthen applications, and position projects for success. 

Whether evaluating mitigation strategies or advancing a defined project, we connect the data, partnerships, and documentation needed to compete. When funding opportunities open, communities are ready to move forward with confidence. 

Reach out to the WSB Grants & Funding Team to start the conversation. 

A Strategic Approach to Federal Bridge Funding: Understanding CHBP

July 2, 2026

By Melisha Platt, Grants and Funding Specialist, WSB

Federal bridge funding continues to evolve and with it, the complexity of pursuing major discretionary grants.

Programs like the Bridge Investment Program (BIP) require extensive narrative development, rigorous benefit-cost analysis, and participation in a highly competitive national pool. While these opportunities can be transformative, they also demand significant time and resources with no guarantee of award.

But there’s another path that often gets less attention.

The Competitive Highway Bridge Program (CHBP) offers a more focused and strategic alternative, particularly for eligible State DOTs.

Unlike BIP, CHBP is built around a smaller, targeted applicant pool of eligible states. The application process is structured and template-driven, reducing the need for extensive narrative development and allowing agencies to focus on what matters most: project clarity, readiness, and cost efficiency.

Even more important is CHBP’s emphasis on bundled projects.

Rather than funding a single high-profile bridge, CHBP supports packages of bridge replacements and rehabilitations. This allows DOTs to:

• Address multiple deficiencies at once
• Advance backlog reduction
• Align funding with asset management strategies

It’s a model that reflects how DOTs already operate managing systems, not individual assets.

That doesn’t mean CHBP is easy. Strong applications still require clear data, demonstrated cost savings through bundling, and a high level of project readiness.

But it does mean the process is more predictable, more aligned with internal priorities, and often more attainable than larger national programs.

For eligible states, CHBP isn’t just another funding opportunity—it’s a strategic tool to deliver meaningful, system-wide improvements with greater efficiency and a clearer path to success.

How WSB Can Help

As bridge funding programs continue to evolve, understanding where opportunities align with agency goals is becoming just as important as pursuing funding itself. For agencies evaluating CHBP, BIP, or other federal funding programs, WSB’s Grants & Funding team can serve as a resource in assessing options and developing a strategic path forward.

Model-Based Design and Delivery Is Transforming Local Infrastructure

July 2, 2026

By Morgan Dawley, Senior Director, Municipal Services, WSB

Across the infrastructure industry, a shift is underway toward model-based design and delivery (MBDD). Rather than relying on traditional 2D plans and disconnected workflows, this approach uses intelligent digital models to bring together data, design, and decision-making throughout the entire project lifecycle.

Traditionally, infrastructure projects have relied on 2D plans and a series of handoffs between teams. Model-based design changes that process by creating a detailed 3D digital representation of a project that remains the single source of truth throughout its lifecycle. These models integrate data from survey, design, engineering, and construction, helping teams collaborate more efficiently and make better-informed decisions in real time.

Why This Matters for Municipalities

For cities and counties, the shift to model-based delivery brings several meaningful benefits:

• Improved accuracy and fewer surprises
  Models help identify conflicts early, reducing costly change orders during construction.
• Better collaboration across teams
  Engineers, planners, contractors, and stakeholders can all work from the same information.
• Enhanced visualization for decision-making
  Leaders and community members can better understand projects through clear, visual representations.
• More efficient project delivery
  Streamlined workflows help projects move from concept to completion more smoothly.

These advantages are especially important as municipalities face increasing pressure to deliver infrastructure projects faster, maximize limited funding, and ensure transparency with stakeholders.

From Concept to Construction and Beyond

One of the most significant shifts with model-based delivery is its continuity. Instead of creating separate deliverables for each phase, a single model evolves throughout the project. This means that what is designed is more closely aligned with what gets built.

Looking ahead, these models can also support asset management after construction is complete. Municipal teams can use them to track maintenance, plan future improvements, and manage infrastructure more effectively over time. In other words, the value of model-based design doesn’t end when a project is finished, it continues to deliver insights for years to come.

Preparing for the Transition

Adopting model-based delivery doesn’t happen overnight. It requires updates to processes, tools, and sometimes even procurement approaches. However, communities that begin exploring this shift now will be better positioned to take advantage of its long-term benefits.

Starting points may include:

• Incorporating modeling requirements into project scopes
• Piloting model-based approaches on select projects
• Building internal understanding of how digital delivery supports project goals

Bringing It All Together

Model-based design and delivery represents a meaningful step forward for infrastructure projects. By improving coordination, enhancing visibility, and supporting smarter decisions, it helps municipalities deliver better outcomes for their communities.

WSB partners with cities and counties to bring these innovations to life by helping teams navigate new tools, workflows, and expectations while keeping projects on track. If you’re exploring how model-based delivery could support your next project, reach out to WSB to learn how we can help you move forward with confidence.

  

Jamil Newell on the Future of Power Delivery

July 1, 2026

The demand for power is growing faster than ever, reshaping how infrastructure is planned, designed, and delivered. In this Q&A, Jamil Newell, Vice President of Power Delivery at WSB, shares his perspective on what’s fueling that growth, how WSB is supporting clients through rapid change, and where the industry is headed next.

What originally drew you to power delivery work and what made you decide to build your career in this space?

I actually fell into power delivery. I’m a civil engineer by degree and originally planned to go into more traditional construction work. Around the time I entered the industry, power delivery was accelerating while construction was slowing. Once I was exposed to it, I realized how much opportunity there was and how essential this work is. I’ve been in the industry ever since and never looked back.

How do you feel about the future of power delivery given today’s economic climate?

Power delivery is in a very strong position right now. Demand for electricity continues to increase — from data centers and AI to broader population growth and development across the country. The work is there, and it’s not slowing down.

The real focus for the industry is how quickly we can scale to meet that demand. This level of growth creates opportunity, but it also requires thoughtful planning, strong engineering, and the ability to move efficiently. Overall, it’s an exciting time to be in this space.

You mentioned projects that require as much power as a city the size of Miami. What are the implications of that kind of demand on the electrical grid?

It’s something the entire industry is actively figuring out together. From a technical standpoint, it can work — but it puts pressure on how quickly generation and power delivery systems can scale. Our role in power delivery is essentially connecting the load to the source, making sure the system can keep up as demand grows.

In the short term, there’s an intense push to expand infrastructure fast enough to support projects of that size. Long term, the result is a much larger, more robust electrical system. It’s unprecedented, but it reflects how quickly technology and demand are evolving.

Power delivery is a newer service offering at WSB. Why was it important for the firm to add this capability?

Clients want fewer handoffs and more accountability. Utilities and end users are looking for partners who can support multiple workstreams — from surveying and routing to civil and electrical — within one organization.

When those services are integrated, communication improves, risk is reduced, and projects move more efficiently. Adding power delivery allows WSB to support clients in a more comprehensive way.

You joined WSB through an acquisition. What happened behind the scenes to make that transition seamless for your clients?

A lot of coordination across the firm. Every function — HR, IT, operations, technical teams — had dedicated workstreams focused on making sure nothing fell through the cracks. When that level of effort happens behind the scenes, the transition feels smooth to clients. That doesn’t happen by accident.

Were you able to retain your client base through the transition to WSB?

Yes — and many clients were excited about it. Before joining WSB, we had a limited scope and capacity. By coming into WSB, we immediately added civil, structural, surveying, and geotechnical capabilities.

Since then, we’ve continued expanding electrical capacity as well. Clients quickly saw the value and began asking how else we could support them.

What are clients navigating right now in transmission, distribution, and substation work, and how is WSB helping?

Many utilities are being asked to deliver in a single year what used to be planned over a decade. That pace puts pressure on everything — internal resources, project management bandwidth, outside partners, and even material availability, since so many organizations are building at the same time.

WSB helps by providing strong engineering and design services, along with project management support when it’s needed. During design, we stay flexible so projects can move faster — whether that means ordering materials earlier or designing around available components.

On the back end, we support construction with QA/QC and field coordination so clients have visibility and confidence throughout the process.

What excites you most about where the power delivery industry is headed?

It’s the combination of unprecedented demand and advancing technology.

Tools like artificial intelligence can help teams work more efficiently and expand what existing staff can accomplish. That’s especially valuable in an industry that’s scaling rapidly.

At the same time, the level of demand we’re seeing creates opportunity that simply didn’t exist before. It’s a moment where firms that are prepared can really grow and make an impact.

Looking ahead, what advice would you give organizations preparing to invest in power delivery projects?

Look for a partner who is technically excellent, communicates clearly, and stays engaged. The more involved your engineering partner is, the more value they bring over time. That relationship evolves from transactional to trusted — and that’s where the best outcomes emerge.

What Texas Teaches the Rest of the Country About Water Infrastructure Resilience

July 1, 2026

By Jesse Penn, Senior Director, W/WW & Water Resources, WSB

In Texas, long-term drought, population growth, ecology, aging infrastructure, and extreme weather have intersected in ways that highlight challenges many regions are increasingly facing. This shapes how systems are planned, designed, and operated, offering lessons that extend well beyond state lines.

Planning For Scarcity Over Generations

One of the clearest lessons to emerge is that water scarcity must be treated as a lasting operating condition rather than a temporary disruption. Utilities that have worked through prolonged drought learned that short-term relief — such as periodic reservoir recovery — does not eliminate supply risk.

In Central Texas, this reality has driven planning horizons well beyond traditional cycles. Some utilities have developed 100-year water supply plans, forcing difficult conversations about how water will be sourced, conserved, stored, and delivered for generations to come. That generational mindset is becoming increasingly relevant elsewhere as growth and climate variability place similar demands on systems nationwide.

Financial Resilience Is System Resilience

Sustained conservation carries financial consequences that cannot be ignored. Reduced water use affects utility revenue, influencing affordability, capital investment, and maintenance programs. Utilities operating under these conditions have had to reevaluate rate structures and balance financial stability with resource stewardship.

The takeaway is straightforward: resilience cannot be achieved through engineering alone. Financial planning and technical planning must be aligned early, particularly when infrastructure is expected to perform reliably for decades.

Designing Beyond Historical Assumptions

Recent experience has reinforced the need to plan for conditions outside historical design norms. Systems accustomed to heat and drought have also been tested by flooding, ice storms, and prolonged freezing temperatures. Multiday freezes strained power supply, treatment processes, and distribution systems, while flooding introduced additional risks for facilities and critical infrastructure.

From Isolated Fixes to Adaptive Systems

In response, resilience has evolved into a broader planning framework. Utilities are moving away from one-off fixes toward flexible systems capable of responding to a range of known and unknown challenges. This includes enhanced monitoring, clear emergency response planning, defined operational roles, reliable backup power, and communication strategies that support timely decision-making.

The Expertise Required for Complex, Persistent Challenges

Delivering resilient systems in these conditions demands teams that understand how planning decisions affect lifetime operations, how construction choices influence adaptability and how systems behave under stress.

Utilities increasingly need partners who can think across the full lifecycle from early planning and design through construction and ongoing performance while accounting for financial constraints, regulatory requirements, and real-world operational realities.

Lessons learned under one set of pressures can inform smarter decisions elsewhere, helping utilities move from reactive solutions to robust strategies.

Strengthening WSB Through Legacy CAS Experience

In late 2025, WSB acquired CAS, a well-established water and wastewater engineering firm with deep roots in Texas. The integration expanded WSB’s water and wastewater capabilities by adding experience shaped through decades of complex project delivery. The Austin-based team brings perspective across planning, design, construction, and operations on public and private infrastructure projects, informing how systems are planned and phased under conditions shaped by scarcity, growth, ecological constraints and extreme weather.

Legacy CAS adds depth in wastewater treatment and strengthens WSB’s capabilities in pipelines, lift stations, pump stations, and large-diameter conveyance.

Together with WSB’s existing water resources and treatment expertise, this integration supports a practical, systems-level approach to water and wastewater infrastructure.

An Early Signal With Broader Relevance

The pressures shaping planning in Texas — ecology, scarcity, growth, extreme weather, financial constraints, and uncertainty — are no longer isolated. The lessons learned in response, particularly the discipline of planning for generations rather than cycles, offer a practical framework for communities nationwide as they work to build water and wastewater systems prepared not just for today, but for the long term.

Integrated Energy Infrastructure: Growing a More Complete Energy Practice

July 1, 2026

By Brian Bourassa, Vice President, Strategy, WSB

Over the past several years, WSB has been intentionally building a more connected energy practice—one that reflects how energy systems actually function in the real world. A key part of that evolution was the acquisition of Agbara Engineering and NEO Virtus Engineering, which strengthened our ability to support energy projects from planning through long‑term performance.

Together, these teams brought deep experience in transmission, distribution, and energy delivery, along with specialized expertise in renewable energy and sustainability‑focused solutions. Their integration expanded WSB’s technical depth and reinforced a shared goal: supporting energy infrastructure as a unified system rather than a series of disconnected phases.

From Generation to Everyday Use

Energy infrastructure is often invisible, yet it touches nearly every aspect of daily life—connecting generation sources to homes, businesses, farms, and communities. As systems evolve through renewable generation, grid modernization, and emerging technologies, our teams support the full lifecycle of energy infrastructure.

From early planning and permitting through design, construction, and ongoing performance, multidisciplinary teams work together across each phase of the system. At the front end, we support generation projects with site civil engineering, environmental planning, structural review, and access design.

As electricity is stepped up and transmitted across long distances, teams provide surveying and right‑of‑way services, structural engineering for transmission infrastructure, and public engagement along the corridor.

Closer to where energy is delivered and used, we support substations, distribution systems, and local delivery networks. Construction‑phase inspection, quality assurance, and tools such as drone‑based QA/QC and GIS help ensure infrastructure is built accurately and performs as intended over time.

By bringing together environmental planning and compliance, geotechnical and materials testing, surveying, construction oversight, and data‑driven asset management, WSB supports both established utility systems and future‑focused technologies—guiding energy from generation to everyday use with reliability, resilience, and long‑term value in mind.

Building Performance from the Ground Up: The Role of Materials Testing

June 26,2026

By: Darin Metzer, Director, Materials, WSB

For cities and states, infrastructure performance starts well before construction is complete. Long-term success depends on the materials that support the system and the processes used to verify their quality. Geotechnical engineering, pavement design, and construction materials testing work together to ensure projects are built to perform as intended. When materials perform, infrastructure performs, delivering safer, more reliable assets for the communities that depend on them.

Material testing plays a critical role in achieving that outcome. Through field observation and laboratory analysis, testing confirms that soils, aggregates, asphalt, and concrete meet project specifications and geotechnical recommendations. Verifying compaction, gradation, and composition helps ensure the design is executed properly, reducing the risk of premature deterioration, costly repairs, and performance issues over time.

Construction inspectors are central to this process. They coordinate and witness testing, review results, and document compliance throughout construction. In addition, they support site safety, communicate project progress, and address questions from residents and stakeholders. Their work provides real time insight into project performance, supports risk management, and helps ensure accountability from start to finish.

For public agencies, material testing delivers clear value. It supports quality assurance, strengthens safety, and provides confidence that materials will perform under real world conditions. Just as importantly, it protects public investment by reducing the likelihood of rework and extending the life of infrastructure assets.

WSB partners with cities and counties to bring together geotechnical expertise, pavement engineering, and construction materials testing into a coordinated approach. Our teams provide field and laboratory services supported by experienced inspectors who translate technical data into actionable decisions. By aligning testing, inspection, and communication, we help agencies deliver infrastructure that performs as designed and provides long term value to the communities they serve.

AI in Infrastructure Engineering: How WSB Uses AI to Strengthen Quality

June 24, 2026

By: Brian Glaser, Lead AI Solutions Engineer, WSB

Eighteen months ago, the word ‘AI’ showed up in every vendor pitch, every conference keynote, and every trade publication in our industry. For many that design roads, analyze soils, and move infrastructure projects from concept to construction, most of it felt like science fiction being sold as procurement.

Every platform had an AI feature. Every sales call opened with a generative demo. The noise-to-signal ratio was brutal, and for an industry whose deliverables are measured in tons of asphalt and cubic yards of concrete, the disconnect between hype and the work can be real.

It all can be overwhelming. But overwhelm is not the same as dismissal. And curiosity, it turns out, is a more powerful force than skepticism.

Where others see AI as a disruptor to be afraid of – WSB saw it as an opportunity — one that will not replace our people and processes but streamline and support.

Leadership funded curiosity.

Our leadership didn’t hand down an AI mandate. They did something harder — they created space. The most curious staff were given room to apply the scientific method to a question that didn’t have an obvious answer yet: Where does AI actually create value in infrastructure development?

Not where the vendors say it does. Where it actually does.

That difference set the tone for everything that followed. Hypothesis, test, measure, iterate — the same rigor we apply to a geotechnical investigation or a traffic study, we applied to AI. What works? What doesn’t? Where does the output need a human eye, and where does it genuinely accelerate the process without compromising quality? Leadership met those questions with bold acceptance and gave the most innovative thinkers the freedom to find out.

It was a bet — on people, not on software. And it paid off faster than anyone expected.

We don’t use AI. We work with it.

Stanford Professor Jeremy Utley has helped popularize an important idea: AI isn’t just a tool or technology — it’s more like a collaborator on your team. You use a calculator. You use a survey instrument. You use a piece of software and then you close the window.

Working with AI is different. It’s a collaboration that supplements the talents, interests, and domain expertise of the people who already know what good infrastructure looks like. The judgment is still ours. The creativity is still ours. The institutional knowledge that comes from decades of delivering projects across every infrastructure sector — that’s irreplaceable. AI didn’t change what we know. It changed how fast we can act on it.

This philosophy runs through every application we’ve built, every workflow we’ve redesigned, and every conversation we have with clients about what’s coming next. AI at WSB supplements staff across every aspect of the business — from engineering and design to project management, quality control, business development, and internal operations. It is not a department. It is not a product line. It is the way we work now.

Earned confidence.

One of the first concerns we heard — internally and externally — was about quality. If AI is doing the work, who’s checking the work? It’s the right question. Here’s the answer nobody expected: AI didn’t reduce our quality control. It funded it.

When AI helps streamline parts of our workflow, it creates more flexibility in how we use our time. We consistently reinvest that time into deeper quality review — taking a closer look at our work, collaborating more across teams, and catching details that often get compressed under tight schedules. The result is a more efficient process and a stronger end product for our clients.

We’re not automating critical quality checks or replacing the experienced judgment that defines good design. Instead, we’re giving our teams more time to apply that expertise — to take a second look, ask better questions, and bring a higher level of focus to the work. It’s the same experienced eyes, with more capacity to do what they do best.

Quality at WSB isn’t an AI output. It’s a human output that AI gave us time to invest in properly.

Zero to hero.

Everyone is so focused on displacement — who loses their job, which industries get disrupted, which companies go under. The narrative is dominated by fear, and fear makes for great headlines but terrible strategy. This is the part of the AI story that doesn’t get enough attention. Nobody talks about what happens when a 15-year veteran structural engineer discovers they have an aptitude for automation — and suddenly has the tools to act on it.

Nobody talks about the geotechnical specialist who builds a data visualization tool over a weekend because the AI made the learning curve gentle enough to try.

These aren’t hypotheticals. These are our colleagues. And the pace continues to accelerate. New visions emerge daily.

At WSB, we aren’t looking to replace anyone. We’re discovering what’s possible when the people who know this work best are given tools that match the scale of their ambition. The skeptical are becoming optimistic. The optimistic are becoming builders. And the builders are reshaping what an infrastructure engineering firm can be.

We can’t imagine going back. And honestly — we don’t want to.

Making Visual Content Accessible: Alt Text and Descriptive Media

June 17, 2026

By: Chhavi Dhingra, Public Engagement Senior Manager, WSB

Part 3 of our series, Digital Accessibility in Practice: Moving Beyond Compliance.

The U.S. Department of Justice has extended compliance deadlines for digital accessibility under Title II of the Americans with Disabilities Act. Public entities serving populations of 50,000 or more now have until April 26, 2027 to comply, while smaller entities and special districts have until April 26, 2028. The technical standard remains WCAG 2.1 Level AA for web and mobile content.  

These extended timelines create space to strengthen workflows and build accessibility into everyday work. One of the most common gaps—and a key place to start—is alt text. Alt text is consistently one of the most common issues identified in accessibility audits. Missing or weak alt text often signals that accessibility has not yet been fully integrated into content workflows.  

At its core, alt text is a short written description that ensures the meaning of an image isn’t lost. Screen readers rely on it to convey what visuals communicate. At its simplest, it answers one question: If someone couldn’t see this image, what would they need to know? 

Common Alt Text Mistakes (We’ve All Made Them!)

Alt text often falls short  not because people don’t care, but because expectations vary. Here are a few common pitfalls and how to address them:   

1. Missing alt text

• This is still one of the most widespread accessibility problems. If there’s no alt text at all, screen reader users get nothing.  
• Suggestion: If an image conveys information, it needs alt text—every time. 

2. Too vague

• Alt text like “image,” “graphic,” or “map” doesn’t help anyone understand what’s being shown. 
• Suggestion: Be specific about what the image is communicating, not just what it is. 

3. Too much—or too little detail

• Trying to describe every detail can overwhelm users, while one‑word descriptions don’t provide enough context. 
• Suggestion: Focus on the key message. If the image is complex, provide a brief alt text and include a longer description in the body text or use slightly more descriptive captions. 

4. Repeating nearby text

• Alt text shouldn’t simply restate a caption or nearby paragraph word for word. 
• Suggestion: Complement the surrounding text rather than duplicating it. 

5. Decorative images treated as content

• Not every image needs alt text. Decorative elements—background patterns, dividers, logos, dates repeating on every page, or purely aesthetic photos—can create unnecessary noise for screen reader users. 
• Suggestion: Mark decorative images as decorative so they’re skipped entirely. 

Writing Better Alt Text: Practical Examples

Alt text doesn’t need to be perfect. It just needs to be clear, intentional, and useful. Here are some examples regularly seen as part of our work: 

1. Photos

• Less Effective: “People standing outside.”
• Better: “Community members gathered outside a project open house reviewing display boards.”

2. Icons

• Less Effective: “Envelope icon.”
• Better: “Email contact link.”
  Focus on function, not appearance.

3. Charts and graphs

• Less Effective: “Bar chart.”
• Better: “Bar chart showing transit ridership increasing from 2021 to 2024.”
  Share the takeaway, not every detail.

4. Maps

• Less Effective: “Map of project area.”
• Better: “Map showing the project corridor along I‑94 between downtown Minneapolis and St. Paul.”
  Focus on orientation—not every street. Add a short summary if needed.

Beyond Images: Descriptive Media Matters

Accessibility extends beyond visuals:

1. Video Captions

• Any video with spoken content should include captions. Captions help people with hearing disabilities, and they also help viewers watching in noisy rooms, quiet offices, or on mute. Moving forward, include captions so content remains accessible in any environment.

2. Transcripts

• Providing transcripts for videos, webinars, and audio recordings allows people to read content instead of listening. Transcripts are also searchable and easy to reference later.

3. Audio description

• When important visual information isn’t explained out loud in a video, audio descriptions may be needed. Even simple narration choices—like describing what’s happening on screen—can reduce barriers.

Putting It Into Practice

Most tools already support accessibility features like alt text. Keep descriptions concise (around 125 characters), and review auto-generated text for accuracy.

Before publishing, ask:

• Do meaningful images include alt text?
• Does it explain why the image is there?
• Are videos captioned or transcribed?
• Are decorative visuals marked correctly?

Small adjustments can make a meaningful difference—and help ensure accessibility is part of the process, not added later.

At WSB, our Public Engagement team is equipped to help draft alt text for all kinds of graphics, maps, and visual materials across different engineering disciplines. We regularly work with project teams to translate technical visuals into clear, accessible descriptions and support compliance as materials move toward publication. 

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Follow along our new series, Digital Accessibility in Practice: Moving Beyond Compliance as we explore practical steps to make digital spaces truly inclusive. Part 1 is available here. Part 2 is available here.

This is What Municipal Engineering Looks Like Today

June 11, 2026

By Nolan Harvey, Director, Municipal Services, WSB

How cities are rethinking planning, design, and long-term performance to build infrastructure that lasts.

If you work in city leadership or public works, you already know this: there’s no such thing as a simple infrastructure decision anymore.

You’re juggling aging streets and utilities, limited funding, changing regulations, and weather that doesn’t behave the way it used to. At the same time, residents expect things to work—and they expect answers when they don’t.

That reality is exactly why municipal engineering has changed. And frankly, why it had to.

it’s no longer just about fixing what’s broken

Most cities didn’t get into trouble overnight, and they won’t fix everything overnight either. What’s changing is how communities think about the work.

Instead of asking, “What failed?” more cities are asking,
“What’s going to hold up for the next 20 or 30 years?”

That shift toward resilience isn’t about buzzwords. It’s about:

• Fewer late‑night emergency calls
• Fewer projects that need to be redone too soon
• Infrastructure you don’t have to worry about every time it rains hard

Resilience, at its core, is about reducing stress—for city staff and for the people you serve.

The Real Cost of a Project Isn’t the Price Tag

Every city knows this feeling: a project looks affordable on paper, but years later it’s draining staff time and maintenance dollars.

That’s why more communities are stepping back and saying,
“Let’s be honest about what this will cost us over its life.”

Thinking in terms of lifecycle cost changes the conversation:

• Replacement versus repair becomes clearer
• Budget discussions feel more defensible
• Long‑term planning stops being guesswork

It’s not about spending more money. It’s about avoiding regrets later.

Data Is Finally Catching Up to Institutional Knowledge

Public works teams have always known their systems. What’s new is having that knowledge captured, shared, and visible.

With tools like GIS and asset management, cities can:

• See patterns instead of isolated problems
• Prioritize work before things fail
• Walk into funding conversations with real evidence

It doesn’t replace experience—it supports it. And it makes decision‑making easier for everyone involved.

Green Infrastructure Isn’t a Trend — It’s a Tool

When cities use green infrastructure today, it’s not to check a box. It’s because it solves problems.

Managing stormwater. Reducing flooding. Improving water quality. Extending the life of traditional systems.

And yes—it often makes streets and neighborhoods nicer places to be. That matters too.

The best projects do double duty: they work hard and they show up well.

Streets Are Being Designed for Real Life

Cities are also rethinking how streets function.

Because streets aren’t just traffic corridors—they’re where people live, work, walk, bike, wait for buses, and run businesses.

Designing for all users:

• Improves safety
• Supports local economies
• Makes neighborhoods feel connected instead of divided

It’s not about taking something away. It’s about making streets work better for more people.

Better Projects Start With Better Listening

One of the biggest changes we see isn’t technical—it’s cultural.

Cities are involving residents earlier. Asking better questions. Being clearer about tradeoffs.

That approach doesn’t slow projects down. It usually does the opposite.
When people understand the “why,” projects move forward with less friction and more trust.

Funding Is Part of the Plan from Day One

Funding used to come after engineering. Now, it’s part of the conversation from the start.

Cities are thinking ahead:

• Is this project fundable?
• Does it align with local and state priorities?
• Are we ready if an opportunity opens up?

That alignment turns good ideas into real projects—and keeps momentum going.

What This All Comes Down To

Municipal engineering today isn’t just about infrastructure. It’s about responsibility.

Responsibility to residents.
Responsibility to future city leaders.
Responsibility to get it right—not just get it done.

Because at the end of the day, good infrastructure isn’t flashy. It’s reliable. It’s thoughtful. And it quietly supports everyday life.