How Staff Augmentation Strengthens Public Infrastructure Delivery

Public agencies across the country are managing growing infrastructure demands while navigating staffing challenges and evolving regulatory expectations. As growth accelerates and responsibilities expand, organizations must adapt quickly to maintain service reliability and long-term planning momentum.

Staff augmentation and management consulting allow organizations to expand their capacity by placing experienced professionals directly within their teams, strengthening program management and providing continuity, leadership support and technical expertise across complex capital initiatives. These engagements also evaluate and improve processes, governance structures, staffing models and tools. Some are short term and focused on transition, while others evolve into sustained partnerships that enhance coordination and oversight over time.

Our approach is to support and strengthen existing leadership while expanding an organization’s ability to execute its mission.

Supporting the City of Lancaster, Texas, Through Transition

In Lancaster, Texas, the relationship began with planning. Freese and Nichols partnered with the City of Lancaster on a water and wastewater master plan and a municipal separate storm sewer system (MS4) stormwater management plan. When the City saw rapid growth with multiple private and public developments and increased workload for regular public works operations, City leadership requested support to maintain their level of excellence for project delivery.

Changho Yi stepped into the role of Interim City Engineer to support the City’s Public Works Department Engineering Division in various functional and operational tasks, as well as numerous special assignments. His work includes mentoring project managers and field staff, improving documentation practices, managing Capital Improvement Program projects, and enhancing engineering review qualities during a transitional period. 

“Our goal is not just to fill a seat,” Changho said. “It is to leave the organization stronger than when we arrived.”

The engagement is intentionally transitional, focused on knowledge transfer and capacity building as the City prepares to hire permanent engineering staff. The emphasis remains on strengthening internal systems so the City can continue delivering infrastructure effectively as it grows.

Providing Continuity in the City of Wilmer, Texas

For a little over five years, the firm has provided consulting City engineer services to the City of Wilmer, Texas, through an on-call staff augmentation role. This support provides consistent engineering guidance across private development, public infrastructure and operational needs.

Ben Cernosek serves as Wilmer’s consulting City engineer. He supports development plan reviews, participates in weekly development meetings and represents the City in coordination with agencies such as the Texas Department of Transportation and Dallas County.

In addition to development-related work, Ben provides operational insight that helps the City prioritize maintenance efforts and guide long-term infrastructure decisions.

“When you’re embedded, you see the full picture,” Ben said. “It’s not just about reviewing plans. It’s about understanding how development, operations and long-term infrastructure planning all connect.”

By working closely with City staff, the embedded role supports continuity and builds confidence during periods of staffing fluctuation. The relationship reflects a commitment to accessible, trusted advisory support that aligns with the City’s long-term goals.

“Our job is to provide steady support and practical guidance,” Ben said. “We want the City to feel confident in the decisions it’s making, both now and in the future.”

Helping the City of Fayetteville, North Carolina, Strengthen Its Organization

Staff augmentation in the City of Fayetteville, North Carolina, began with a leadership transition. Blair Hinkle, who leads Program Management and Construction Management for the firm’s Southeast U.S. region, initially stepped in to provide hands-on support.

“In the beginning, it was about keeping the ship afloat,” Blair said. “But as we worked with the team, it became clear there was an opportunity to build something stronger.”

Blair evaluated operational processes, interviewed staff and developed recommendations to improve policies, procedures and communication. The engagement evolved into a dedicated program management team that now supports executive leadership and capital project delivery.

Much of that early trust was built on shared experience. Several members of the embedded team previously worked for municipalities, counties or transportation agencies, giving them a firsthand understanding of how public organizations operate.

“Our team understands the owner side because many of us have been there,” Blair said. “We know what it feels like to sit in those roles and make those decisions.”

That background has allowed the team to integrate quickly, communicate effectively with City leadership and provide practical, experience-based guidance.

“Our role has been to provide an independent voice of reason,” Blair said. “Sometimes that means helping leadership understand what is achievable and what is not.”

The focus remains on strengthening the organization’s ability to manage projects effectively and sustainably.