Public Engagement

Complying with ADA Requirements for Digital Documents and Web Tools

May 1, 2025
By Ryan Earp, Director of Public Engagement and Chhavi Dhingra, Public Engagement Sr Manager, WSB

In April 2024, the Department of Justice released a rule updating and reinforcing accessibility standards for state and local government websites and mobile apps under Title II of the Americans with Disabilities Act (ADA). This update is intended to guarantee that individuals with disabilities can have equal access to vital government services and information online. These new digital ADA requirements require all websites and mobile applications provided by state and local governments to follow the Web Content Accessibility Guidelines (WCAG) 2.1, Level AA standards. This means nearly all public documents, forms, and permits must be made fully accessible to people with disabilities. State and local governments with populations of 50,000 or more have until April 24, 2026, to comply with these requirements, while those with populations under 50,000 and special district governments have until April 26, 2027.

Summary of Web Content Accessibility Guidelines (WCAG) 2.1, Level AA standards:

• Visual Accessibility: Ensure sufficient contrast, headings and labels, resizable text, text spacing and text alternatives for images.
• Auditory Accessibility: Provide captions and/or audio descriptions for multimedia content.
• Keyboard Navigation: Make all functionality operable through a keyboard interface (not just via a mouse).
• Usability & Understandability: Offer clear navigation, predictable operation, and understandable text.
• Error Handling: Help users avoid and correct mistakes with clear instructions.
• Robustness & Compatibility: Maximize compatibility with assistive technologies.

Benefits for Residents and Cities

Implementing the new ADA digital requirements is not just a legal obligation—it’s a powerful opportunity for cities to foster inclusivity and equity. By making websites and mobile apps accessible, cities give residents with disabilities equal access to critical services, resources, and information. This strengthens civic engagement, improves public trust, and enhances the overall user experience for everyone. Embracing these standards signals a city’s commitment to serving all its residents with dignity and fairness, while also reducing legal risks and positioning the city as a leader in digital innovation and accessibility.

Addressing Digital Accessibility: Challenges and Support

While the new digital ADA requirements bring exciting opportunities for greater inclusion, implementing WCAG 2.1, Level AA compliance can be complex for cities. Many municipal websites contain content that spans decades, making it difficult to manage and maintain accessibility, and updating a broad range of digital content—such as websites, mobile apps, and public documents—can require significant time and resources. Municipalities must not only revise existing materials but also ensure that all future content aligns with accessibility standards. Training staff on these requirements is also essential for long-term success.

How WSB Can Help

WSB’s Public Engagement team, certified in ADA communications, is here to make this transition smooth and effective for you. We offer a comprehensive suite of services—from auditing websites and mobile apps, web-published documents, and multimedia content to remediating documents for accessibility and training staff on how to create accessible digital materials. Our team can support the development of inclusive and plain language communication strategies tailored to your community. These services are designed to help you quickly get on track to full compliance.
.Here is how we can help:

• Digital Accessibility Audits: Identify areas within your websites and mobile apps where your current communications might not be accessible.
• Content Organization and Archiving: Review, organize, and streamline your digital content by identifying what should be retained, updated, or archived. Provide user-friendly templates and best practices to ensure that all future documents are created with accessibility in mind.
• Accessible Document Creation/Conversion: Make all public-facing documents, including PDFs, PowerPoint presentations, and Word files plain language, properly color contrasted and compatible with screen readers and other assistive technologies.
• Accessible Social Media Messaging: Ensure your social media content includes alt text for images, closed captions for videos, and plain language messaging.
• Public Feedback Mechanisms: Establish opportunities like surveys and helplines for individuals with disabilities to offer feedback on accessibility.

Contact us today for a free initial accessibility assessment. We will assess your city’s website, mobile app (if any) and web-published documents, providing you with an inventory of accessibility needs helping you form the foundation of your action plan.

In addition to these offerings, WSB can support you in navigating compliance with evolving accessibility regulations and standards. By staying ahead of legislative changes, our team ensures that your digital presence aligns with the most current requirements. Leveraging cutting-edge tools and technologies, we aim to not only meet but exceed accessibility expectations, enhancing the overall user experience for all individuals. Together, we can build a more inclusive digital environment that resonates with diverse audiences and drives meaningful engagement.

*Level AA of the WCAG represents an intermediate level of accessibility, legally required for many websites. It improves upon the basic Level A requirements with an additional 20 criteria aimed at making content adaptable, readable, and easy to navigate for users with various disabilities.

Four Wins That Thoughtful Public Engagement Could Bring to Transportation Projects

June 13, 2024

By Chhavi Dhingra, Senior Manager of Public Engagement, WSB

Transport services play a vital role in meeting essential needs, such as facilitating economic activities such as trade and employment, and ensuring access to vital services like education, healthcare, and leisure. At the heart of all planning and design of such infrastructure lies the vital importance of prioritizing the consumer. Here engineers can play a crucial role in connecting transportation systems with the communities they serve.

There are four wins that early, thoughtful, intentional, and inclusive public engagement could bring to transportation projects.

1. Transparency fosters trust and progress: Helping people understand on a regular basis how and where taxpayers’ money is being spent, goes a long way in building trust and accountability and limits potential future issues that may interrupt the project’s completion.
2. Leaning in on local knowledge and user experience enriches project performance and impact: Improving project performance by gleaning local knowledge residing with community members and learning from past and present experiences of users of a transportation system can help identify and address problems early on and contribute to ensuring long-term success of projects.
3. Inclusion of multiple voices and perspectives enriches project outcomes and acceptability: Possibly one of the biggest wins that public engagement could bring is ensuring transportation projects deliver on their original promises of improved safety, accessibility, mobility, and well-being for all users and become means for communities to together become more prosperous and healthier. This requires a diverse mix of voices, perspectives, and expertise to be brought together to ensure that transportation projects (be it a new road, an improvement to an existing road/junction or the introduction of a new transit or carsharing facility), are accessible to everyone living/traveling to that area.
4. Well-designed engagement could capacitate and empower community leaders and representatives: Proving opportunities for training and skill development for community leaders as part of public engagement strategies, enables them to become catalysts for garnering wide support, removing bottlenecks, ensuring more efficient execution, and developing trusted partnerships between government and communities in projects.

How WSB Can Help

At WSB, we help bring these four wins (and more) when collaborating with clients on various transportation projects. We prioritize successful public engagement through a comprehensive approach. This includes establishing a clear project chain of command to ensure effective stakeholder coordination and information flow. We begin by conducting early stakeholder mapping and needs assessments and collaboratively setting goals with all project stakeholders. We then tailor our communication methods to best suit the audience, ensuring the use of plain language materials, inclusive formats adhering to Americans with Disabilities (ADA) standards, using multiple languages where necessary. Fact-checking, active listening, continuous feedback loops and proper documentation for transparency, are key to our process. We also proactively monitor potential risks to address them swiftly and maintain trust with the public. As we collaborate with our valued clients and partners to successfully deliver transportation projects, our public engagement approach continues to evolve to inform and shape us as professionals, and WSB as an organization that exists to build what is next in infrastructure—the places, spaces and systems that support our lives.

The Evolution of Public Engagement in Transportation Projects

June 13, 2024

By Chhavi Dhingra, Senior Public Engagement Manager, WSB

Transportation infrastructure and services serve as a means to various ends, such as facilitating trade, accessing jobs, education, healthcare, or social opportunities. It is essential to place people and goods at the core of all transportation planning and design efforts. As transportation engineers navigate the complexities of planning and designing, balancing considerations like traffic flow, safety, environmental concerns, accessibility, equity and integration of new technologies, they must bridge the gap between designs, materials like concrete and steel, and the people these projects aim to serve. Timely information sharing, inclusive engagement to gather diverse perspectives, and empowering community voices can ensure that transportation projects meet their intended goals and benefit everyone.

In today’s era, cities drive growth and progress, yet there is still much work needed to ensure equitable access to this growth. Underserved communities often face challenges of transportation insecurity like affordability, unreliable commutes, lack of access to transportation options to get where they need to, network connectivity, and issues of transportation-related safety and air and noise pollution. This inequity can lead to negative health impacts, exclusion from education, job, healthcare, commercial and social activities, economic inefficiencies, and urban degradation. In such situations, lack of involvement in transportation planning can further hinder these communities’ quality of life.

Fortunately, public engagement in transportation projects has been evolving and is no longer just a box to check on a project. Latest trends in global research and practice in infrastructure projects place high priority on civic engagement and social accountability, especially when responding to crises like climate change or the Covid-19 pandemic, where behavior change at community levels could result in a massive impact. Moreover, legislation like the Infrastructure Investment and Jobs Act (IIJA) and the Inflation Reduction Act (IRA) which are allocating billions of dollars into transportation programs, systems, and infrastructure projects across the country, recognize this as well, and present a huge opportunity for equitable transportation policies and programs to be rolled out by state and local governments. Be it improving transit facilities and experience, re-imagining mobility modes and choices in downtown urban districts or developing infrastructure for vehicle electrification, Governments and communities are now recognizing the need for this pivot, and public engagement best practices demonstrating innovation and public participation are following suit.

Transportation projects are now required to factor in the inclusion of human and environmental factors as part of feasibility assessments. For example, the National Environmental Policy Act (NEPA) of 1969, requires that federal agencies assess the potential environmental effects of proposed activities in a publicly available report and that the assessment process includes opportunities for public engagement. Given NEPA’s inherently layered institutional design, the level of agency level discretion and the fact that Environmental justice (EJ) itself is an evolving concept, there is a promising opportunity for agencies to enable public engagement to spread its wings fully to bring in a stronger equity focus on transportation projects.

How WSB Can Help

At WSB, we bring diverse professional skills, including those in transportation engineering, planning, public policy, construction management, business administration, and marketing and communications, to bridge the gap between technical designs and the community. We are open-minded learners, constantly evolving our strategies and tactics in consultation with our clients and partners. By allowing public engagement to shape both individual growth and organizational direction, we ensure projects support the needs of the people they serve.

Lead Service Line Inventories: How to Engage with Communities

By Chhavi Dhingra, Sr Public Engagement Manager and Ryan Earp, Director of Public Engagement, WSB
April 15, 2024

State statute and federal Lead and Copper Rule Revisions require public water systems across Minnesota to identify the materials of all service connections in their distribution systems.

The mandate is clear: cities must identify and replace lead or galvanized steel water service lines to comply with state and federal regulations. Thanks to substantial funding from both state and federal sources, including the recent $240 million appropriation by the 2023 Minnesota Legislature and approx. $40 million a year in federal funds from the Infrastructure Investment and Jobs Act, the financial resources are available to facilitate this essential task. The success of these initiatives now hinges on the capacities of cities to swiftly and effectively communicate, engage and collaborate with their residents to identify, and then eventually, replace water pipes in residences that are made of lead or contain lead parts. Cities find themselves in a race against time, with a Minnesota Department of Health (MDH) mandated deadline looming to inventory all water system lines by fall 2024. The challenge requires a strategic approach to target and then engage communities effectively.

As cities navigate the complexities of lead service line replacement, they do not have to do it alone. WSB, under its master contract with the MDH, is aiding cities to inventory properties and their water service line materials, perform engagement, communications, and public outreach services to cities for engaging with their residents, and creating and implement plans for pipeline replacement.

Based on our understanding and decades of experience of engaging with communities in Minnesota, we propose a four-part blueprint that cities could embrace to effectively engage with their residents on Lead Service Line Inventory and Replacement:

1. Meet residents where they are: While a fair share of resident homes and their water service line materials are being identified using a combination of historical documents and savvy GIS methods, there are still a large number of ‘unknowns’ i.e. properties where the service lines material are not known to be lead, galvanized requiring replacement, or a non-lead service line, and where there is no documented evidence to indicate the material classification. Traditional methods of communication such as postcards, door hangers, mailers and utility inserts remain indispensable tools for reaching out to such residents. Additionally, leveraging digital platforms, like plain-language and user-friendly websites which carry information and instructions for residents to self-inspect and report their service line material will help accelerate the outreach.
2. Offer spaces and support to help residents address their questions, fears and concerns: Open houses (virtual or in-person) play a vital role in fostering dialogue between residents and city officials. Creating such intentional opportunities for residents to voice their concerns, seek clarification, and actively participate in the process will help build trust and transparency in the city’s efforts. Personalized at-home visits and assistance in identifying service line materials, where residents are not able/willing to conduct the material test themselves, could boost resident participation and drive results.
3. Be heedful to the health equity lens: Cities must make extra efforts to connect with vulnerable populations, such as low-income communities and households with young children who could be at risk of being disproportionately affected by lead exposure. Ensuring that they are not overlooked or marginalized in the communication and replacement efforts, adopt data-driven outreach strategies and culturally sensitive messaging to help bridge the gap and address the unique needs of these populations.
4. Prioritize accessibility and inclusion: Ensuring that language barriers do not hinder access to vital information, providing interpretation and translation services wherever necessary, developing ADA compliant materials and events, could help residents meaningfully engage in the short -term inventory and long-term replacement processes.

In conclusion, the task of replacing lead service lines is not just a technical endeavor—it is a community effort. By prioritizing timely, effective, and inclusive communication, WSB is helping cities mobilize its residents, building trust, and ensuring a community wide effort to create sustainable water infrastructure that provides safe drinking water for all Americans.

Contact us for more information on our communication and engagement service offers for Lead Service Line Inventory.

A New Recruiting Approach

January 30, 2024

By Jesse Sievers, WSB

Published by Zweig Group in this month’s issue of The Zweig Letter. TZL 1518

Enhance recruitment by focusing on individual connections, forming partnerships with diverse institutions, and building robust internship programs.

The most important part of recruiting new staff is building meaningful relationships with potential prospects. Campus recruitment and career fairs are a staple in the industry but, while they are still an excellent choice to stay connected with new talent, there are a variety of ways to meet the bright minds of the next generation. It is critical to review your strategy and identify what works best for your company. Reflect not only on what has worked in the past, but also think about what new approaches can help you moving forward.

PREVIOUS CAMPUS RECRUITMENT. In the past, campus recruitment was more narrow-minded. Typically, firm selects a school (or schools) with a lot of potential talent, connects with students, posts available positions, and waits for applications. This is a typical standard approach that has been done for years. Yes, there is still value in presenting your brand and physically being at career fairs, but other sources of recruitment have proven to be equally, if not more, effective and have recently led to more successful opportunities.

A NEW APPROACH. Today’s society is focused on the future. This not only applies to data and technology improvements in all industries, but it applies to recruiting tactics as well. Rather than following a traditional model, the focus needs to shift to finding better ways to form relationships with potential hires. With that in mind, how can you differentiate yourself from the crowd and make a lasting impression?

There are a variety of new approaches worth exploring:

• Target the individual. Rather than focusing on a large university, it is important to get to know the people you are looking to hire. Instead of focusing on the general public, shift gears and target individuals and chapters at universities to really get to know each person. Create ways to engage with this demographic and consider hosting events or outings to provide insight to the culture of the firm and gain meaningful interactions. It is important to remember to not simply fill the open position, but to fill it with the person who is best suited to join the firm. Pursue building relationships with potential prospects instead of having the mindset of filling a position.

“Campus recruitment and career fairs have been the go-to recruiting tactic for decades, and, while they still do their job, there is greater opportunity and higher impact by exploring new approaches.”

• Form partnerships. Creating connections with all universities is a great idea, and additional opportunities arise when partnerships are extended to community colleges and training programs. There are many roles available in our industry and we need a wide variety of people to fill them. In addition to finding people who fit well into the culture of your firm, it is also important to place people in jobs that they are passionate about and want to do long-term. Consider partnering with community colleges or training programs to prepare candidates for duties of specific jobs in the workforce to help them excel in a position for many years to come. This method reaches a new group of potential talent and can be extremely beneficial.
• Robust internship programs. Having a thriving internship program is beneficial to not only your firm, but it is beneficial to all the students with the desire to learn more about their field from subject matter experts as well. These programs provide real-life opportunities to work on-site, train, and engage with mentors. Experiences like an internship cannot be replicated in a classroom, thus building workforce development and preparing students for life after graduation. To maintain a thriving intern program, it is critical to try to accommodate interns as best as possible and utilize their talent while providing opportunities in the workplace. A robust intern program provides a handful of great in-house applicants that could join full-time.

Campus recruitment and career fairs have been the go-to recruiting tactic for decades, and, while they still do their job, there is greater opportunity and higher impact by exploring new approaches. The world is evolving and adapting tactics and strategies to find more effective methods in recruiting will lead to exceptional outcomes. Take the time to review your current recruiting strategy. What is working and what can be improved? Avoid the cookie-cutter approach of recruiting and differentiate yourself.

Balancing Progress and Community

January 11, 2024

By Christie Saenz, Senior Right of Way Specialist, WSB and Ryan Earp, Director of Public Engagement, WSB

New development, infrastructure or construction projects can put a significant burden on residents and communities alike. How do you find and maintain balance between public good and community impact? How do you ensure that outcomes are maximized? Here are a few things to consider.

The Importance of Building Trust

While development and infrastructure projects are essential for the growth of communities, it is critical that residents are engaged effectively and that their concerns are heard. In making decisions related to progress, agencies, government entities, elected officials and other stakeholders, must consider benefits and costs, political dynamics, community sentiments and more. Facilitating an open process and fostering open communication ensures that community members and stakeholders feel heard and respected throughout the process.

Every project brings with it a unique set of circumstances. Some projects stir emotions and encounter opposition. History shows that some projects may create or increase inequities – benefiting some, while disproportionally impacting the disadvantaged. Across any variety of projects, building trust with community members and stakeholders is foundational to success. Further, advancing progress amidst project impacts requires careful listening, community connection and collaboration. All of which is enabled by a deep understanding of who is affected by a project directly and indirectly.

Eminent Domain: Bringing Compassion and Empathy to Difficult Situations

Some development and infrastructure projects require Eminent Domain – the power of government to take property for public use. Eminent Domain can require that homeowners’ or businesses be relocated. This is the social and human cost of progress.

At WSB, Relocation Services play a crucial role in building trust and aiding residents displaced by projects. Establishing relationships and sharing information early in the process is essential. Honesty, integrity and regular communication help to build and maintain relationships.

Relocation Agents often serve as the community’s connection to a project. As such, Relocation Agents must be compassionate, empathetic and provide flexibility in working to meet the needs of individuals who must relocate for the advancement of a project. Relocation Agents work with impacted individuals every step of the way, which can include finding a new home for their family and helping them settle into a new life.

What WSB Can Do: Experience, Compassion and a Proven Track Record

WSB brings a wealth of experience and a compassionate approach to every project. We understand the intricacies of relocation, recognizing that empathy, understanding and active listening is key when working with individual stakeholders and communities experiencing change and transition. At WSB, we have experts in relocation, public engagement and community planning who can help every step of the way.

Smart Cities, Smart Public Engagement

July 17, 2023
By Ryan Earp, Direct of Public Engagement, WSB

There is a growing understanding and belief that the smart cities of tomorrow are not only responsive to the needs of residents but are capable of leveraging data and technology to maximize project outcomes, create efficiencies and improve the overall quality of life for community members. As public engagement and communications professionals, the shift to smart cities has signaled a need to evolve our understanding and approach, including the tools and techniques we use to connect and communicate with community members and stakeholders. With smart cities comes smart public engagement and an understanding that many of the engagement barriers that existed yesterday have been lifted – thanks to continued implementation of available data and technology. Our team is leading and committed to the rapidly evolving development of smart engagement.

When thinking about smart public engagement, there are many opportunities to leverage existing data and technology to engage and communicate with community members more effectively and efficiently. It means harnessing technology to better understand audiences and to shape message and delivery of communications to meet people where they are. This same data and technology can ensure inclusive and equitable engagement, assist in facilitating authentic connections and help to build trust – all while fostering brand, reputation and building sustainable relationships. 

As we continue forward in pursuit of smart cities, we must understand the critical role in which public engagement and communications will play in achieving success and forging ahead in an overall approach to public engagement. Here are three ways community leaders can integrate public engagement in their smart city planning.

Find Opportunities in Technology

The combination of cloud infrastructure, data and geospatial technology like Geographic Information Systems (GIS) is transforming the way in which residents and community stakeholders interact and engage with local governments – empowering community leaders and engagement teams to be more responsive to local needs than ever before. These technologies form a geospatial infrastructure that incorporates data, mapping, analytics, and community feedback to power new ways of engaging and connecting with stakeholders. For example, WSB collaborated with the City of Duluth to develop a Citizen Problem Reporter tool leveraging the city’s investment in geospatial infrastructure. The tool provides residents a 24/7 dashboard to report non-emergency problems such as potholes on a map. It is a smart and simple tool that has improved communication, transparency and relations between community members and local government.

Elevate Diversity, Equity, and Inclusion 

Another GIS resource, Esri’s Community Analyst tool, provides an in-depth understanding of demographic information within a community or project area. Engagement and communication with community members can be tailored and targeted in ways that are more effective and impactful for residents through a better understanding of the spatial nature of demographics such as race, income level, homeownership or internet access. 

Our engagement and communications team approaches all projects with the following core values: build trust, strengthen relationships and embrace equity and diversity. We look for opportunities to engage diverse audiences and community stakeholders who have not traditionally participated in community improvement or civic engagement projects due to a variety of social or political constraints. To support a more inclusive engagement and public input process, we leverage GIS resources and data to inform engagement needs while also providing new and innovative means to obtain feedback from the public using map-driven engagement tools. In doing so, we can better understand our audience, craft project communications and effectively reach underrepresented community stakeholders. Technology and data ensure we are in the right place at the right time.

Think Engagement Early and Often

Considering when and where public engagement enters the project timeline can make or break a project. Involving stakeholder engagement too late in the process may leave projects exposed to unknown risks, stakeholder conflicts and unaware of community needs or priorities.

Our team works to understand who project stakeholders are and builds trust with them every step of a project. By applying these smart engagement practices and others, we can reach more people and craft messaging to inspire participation and deliver successful projects more effectively and efficiently than before. Like smart cities, smart engagement harnesses technology to improve processes including our ability to be responsive, accessible, and communicative to community and project stakeholders.

I could not be more excited about the future of public engagement and where technology takes us next. We look forward to partnering with you to achieve success in your community.

Public Engagement & Building Project Trust

Emerging from the pandemic, there is growing fatigue with virtual communication. In our industry, we are seeing a greater need to be adaptable and flexible in how we communicate with the public about projects. The pandemic allowed innovation in virtual communication spaces, but with many craving real connection, targeted, personalized engagement can build more public trust and support for projects.

Using Personal Touches & Grassroots Connection

For many projects, the best ways to connect with the public is often through more traditional tactics like face-to-face interaction and grassroots style communication. Going door-to-door and talking to people about neighborhood projects is impactful and builds positive relationships with residents.

For transit-related projects, ensuring that people are engaged where they are (bus stops, light rail stations, etc.), means you can effectively communicate how projects will impact riders who actually use the system.

Communicating with Technology

Face-to-face interactions can help build connection and better engage the public, but technology tools enhance those touch points significantly. For instance, while going door-to-door, you can pull out a tablet and show a virtual rendering of what a finalized neighborhood project will look like. You can also do a virtual survey on the spot, so neighborhood residents can share their input in real time. Websites and QR codes allow easy access to project websites as well.

Furthermore, for those still uncomfortable with in person interaction or for convenience reasons, virtual meetings are still an effective way to communicate. Traditional targeted digital messaging – like social media advertising or posting on neighborhood association sites — works as well.

Listening to All Voices

Intentional, thoughtful public engagement builds trust and ensures people understand how projects will impact them before, during construction, and after a project is complete. But most importantly, well done public engagement provides opportunities for all voices to be heard and provide input on projects.  

Too many people in traditionally underserved and underrepresented communities have been cut out of conversations on transportation and infrastructure for far too long. Making sure all voices have a seat at the table ensures that projects benefit residents, improve access, enhance communities, and stop a few loud voices from dominating conversations on projects that impact everyone.

2021 Public Engagement Look Ahead

By Dan Pfeiffer, Director of Public Engagement, WSB

Spring is rapidly approaching; in Minnesota the snow is melting and talk of spring load restrictions has begun which means the construction season is just around the corner. Now is the time to start thinking about successful project communications and engagement, the first step is planning.

2020 brought out our adaptability showing that we can continue to move projects forward, engage the community, and bring decision-making to the virtual space. The focus on spatially distanced engagement will likely continue through at least the first half of 2021. We are optimistic that the second half of 2021 will bring us together in-person while continuing to offer virtual engagement, including virtual options will encourage increased community participation moving forward.

Develop a Plan

Identify your engagement goals, audience, and messaging before focusing on the tactic or tool you want to use. Your selected tactic or tool is only effective if your audience can use it.

Early and Often

Communicating clear usable messages early and often with the community reduces uncertainty and mitigates anxiety. Develop messages and calls-to-action that your audiences can read, understand, and use the first time they encounter it.

Tools and Techniques

Use tools and techniques that are familiar to your targeted audiences, including the physical space in your community. Even as we’ve all socially distanced in the pandemic, many of us still get out to the parks, trails, and community gathering spaces. Consider including in-place signage along roadways and trails, posters and sidewalk decals at faith institutions, and grocery stores to help inform residents.

In-person Engagement

A critical measure for when to begin in-person engagement, beyond public health official’s guidance, will be our communities themselves. When our communities begin to hold in-person events we should ask to be there with them.

Flexibility

Finally, remember that your communications and engagement program should be monitored and controlled like other project management processes. This allows for controlled changes to the plan to reflect on-the-ground conditions. 

As another construction season approaches, it is necessary to ensure plans are in place for staying connected to our communities. WSB’s team of communications and engagement professionals are ready to support communities through all phases of the project.

Is Your City Ready to Become a ‘Smart’ City?

By Shelly Hanson, Sr. Project Manager and Charlie Wild, IT Application Administrator, WSB

At one point, the idea of wirelessly connected, data-driven communities seemed futuristic and aspirational, like an episode of “The Jetsons.” But with advances in technology and consumer demand, this trend toward technology-enabled, efficient cities is happening all around us.

While major metropolitan areas like Chicago, San Francisco, and New York City are well-known for their “smart city” initiatives, communities of any size can take steps to use technology to improve city services, operations, policymaking, and public engagement.

Recently, many Minnesota cities have been working to expand their broadband networks, develop stormwater systems, manage energy performance, and initiate other smart city projects.

Definition of a smart city

While there are many ways to define a smart city, we group smart city initiatives into these six categories:

• Mobility: Scooters, public transit, vehicles, and anything that moves people, goods, or services
• Water: Wastewater and stormwater facilities
• Public services: Traffic management, permitting, GIS applications
• Homes and building: “Internet of things” technology in homes, offices, and public buildings (heating and cooling, lights, security)
• Energy: Utilities, fleet management, efficiency
• Integration: Powered by data and seamlessly connected broadband networks, applications

In many cases, cities already have elements of this public infrastructure running through their communities and are on the path toward becoming a smarter city.

Achieving goals

It’s important to note that cities aren’t using these tools for accolades. Technology and data can help provide smart solutions that improve the quality of life in a city and return tax dollars into the system. Ultimately, the goal of implementing these strategies is to deliver better outcomes for the community while using fewer resources. Smart city approaches can also help communities reach broader goals like advancing equity, improving policymaking, or decreasing their environmental footprint. A tangible example of this is crime rates. In Philadelphia, the Police Department launched a “Smart Policing Initiative” using data, GIS mapping, and predictive analysis to see where crime is occurring most in the city.

The analysis allows the city to devote more resources to crime hot spots and improve response times. The city’s high crime areas have seen reductions in the crime rate since implementing these practices.

Disadvantages to consider

While it’s easy to see how data improved public life in the Philadelphia Police Department example, there are also drawbacks to consider. Smart cities are powered by data, and residents may be wary about sharing personal information with their government. Communities that use this technology must take steps to ensure privacy and prevent companies from profiting off their citizens’ data.

Another risk is cyberattacks. Now that many cities have made large-scale investments in digital technology infrastructure, predators have found opportunities to wreak havoc on city systems.

In Baltimore, attackers recently targeted the city’s computer-aided dispatch system, and first responders were unable to access it for 17 hours. A 2018 ransomware attack of Atlanta’s software applications disrupted five of 13 city departments and cost more than $12 million.

Smart cities must invest in the security of these critical infrastructure systems to ensure reliable and secure systems that the public can trust.

Money-saving initiatives

Although smart city initiatives may carry an upfront cost in some cases, they can save the city money in the long run. For example, San Diego leaders expanded upon money-saving efforts that are helping to make their city smarter.

What began as an initiative to use energy-efficient LED bulbs in streetlights has evolved into the deployment of the world’s largest smart city sensor platform. Controlled by remotes, this digital infrastructure allows the city to dim the streetlights during certain hours of the day, resulting in further energy and cost savings.

Becoming a smart city

Throughout the United States as smart city approaches become more common, cities are becoming more equipped to manage risks and use advances in technology to build better communities.

If your community is ready to get smart, public engagement can help you identify priority areas and set goals. Start a conversation in your city about the challenges you’re facing and how information and communications technology can help solve those challenges.

This article was originally published in the League of Minnesota Cities Winter 2020 magazine.