President's Message - June 2026

As we reach the midpoint of 2026, I am pleased to report that the Subsurface Utility Engineering Association (SUEA) continues to make significant progress in advancing our mission and strengthening our position as the leading voice for the SUE profession. Year-to-date, we have achieved meaningful accomplishments through our leadership of the FHWA Everyday Counts (EDC) SUE initiative, renewed engagement with the U.S. Army Corps of Engineers on a SUE Best Practices Manual, continued growth in membership, and expanded industry outreach. These achievements reflect the dedication of our Board, committees, volunteers, and members who are working together to promote industry standards, improve utility risk management, and elevate the value of SUE across transportation, utility, federal, and private infrastructure sectors.

Strategic Initiatives

EDC SUE: The Federal Highway Administration’s (FHWA) Everyday Counts (EDC) Subsurface Utility Engineering (SUE) initiative promotes the systematic application of engineering, geophysics, surveying, and utility coordination to accurately identify and manage underground utilities during project development. By reducing utility conflicts, design changes, construction delays, and utility damage, SUE improves project delivery, enhances safety, lowers overall project costs, and provides a proven return on investment for transportation agencies and project owners nationwide.

• Developing the draft Implementation plan

• Regional SUE Workshops with FHWA, DOT

• Dates and locations to be determined by FHWA

Reengagement with USACE on SUE Best Practices Manual: SUEA has initiated efforts to reengage with the U.S. Army Corps of Engineers (USACE) regarding the development of a Subsurface Utility Engineering (SUE) Best Practices Manual. The objective is to collaborate with USACE and other key stakeholders to establish consistent guidance for the planning, procurement, execution, and management of SUE services across military, federal, and civil works projects. This initiative represents an important opportunity to leverage industry expertise, promote the application of ASCE 38 and ASCE 75 standards, improve utility risk management, and enhance project delivery outcomes. A USACE SUE Best Practices Manual would provide a valuable framework for federal agencies and infrastructure owners while further advancing the recognition and adoption of SUE as a critical risk-management practice throughout the project lifecycle.

• Establish a working committee,

• Selecting a Committee Leader, including John P and Nick Z

• Develop a reentry with USACOE plan for review and approval

Membership YTD Growth

SUEA continues to experience positive membership growth year-to-date, reflecting increasing industry recognition of the Association's leadership role in advancing Subsurface Utility Engineering, promoting best practices, and providing value to transportation agencies, utility owners, engineering firms, and industry professionals.

• Existing Membership, by membership categories:

  • Affiliate Members:  4

  • Associate Members 1-10 Million:  4

  • Associate Members < 10 Million:  5

  • Independent Consultant Individual: 2

  • Regular Member 1- 10: 19

  • Regular Member 11-50: 24

  • Regular Member 51-100: 2

  • Regular Member 151-250: 1

  • Regular Member 250+: 1

  • Total membership 74 firms.
    

• 2026 YTD New Members by membership categories:

  • Independent Consultant Individual: 1

  • Independent Consultant 10-50: 1

  • Regular Member 1-10: 2

  • Regular Member 11-50: 2

  • *We have one new member who just put in an application for Regular Membership 1-10 that needs to be approved.
    

• 2026 New Membership goal: For the past three years, the association has averaged approximately seven new members annually, and we have already achieved that benchmark for 2026. To continue building on this momentum, I propose increasing our membership goal to 14 new members by year-end, effectively doubling our historical growth rate. This target is ambitious yet attainable and will help strengthen the association's long-term growth and engagement.

2027 SUEA Strategic Plan

As one of the leading organizations dedicated to advancing Subsurface Utility Engineering (SUE), the Subsurface Utility Engineering Association (SUEA) requires a strategic plan to guide its growth, strengthen its industry leadership, and ensure long-term sustainability. A strategic plan provides a clear vision, aligns organizational priorities, focuses resources on high-value initiatives, and establishes measurable objectives that support the Association’s mission while delivering greater value to its members and stakeholders.

Top 5 Benefits of a SUEA Strategic Plan

• Industry Leadership and Advocacy – Strengthens SUEA's voice in influencing policy, standards, and industry best practices.

• Membership Growth and Engagement – Expands membership value, improves retention, and attracts new organizations and professionals.

• Education and Workforce Development – Supports training, professional development, and the growth of the future SUE workforce.

• Financial Sustainability and Organizational Growth – Establishes priorities that support long-term financial health and operational effectiveness.

• Strategic Partnerships and Industry Collaboration – Enhances relationships with transportation agencies, utility owners, engineering organizations, contractors, and other key stakeholders to advance SUE adoption and innovation.

Closing Statement

In closing, I would like to extend my sincere appreciation to all of YOU; valued members, committee members, volunteers, SUEA(MWC) team management team, board of directors & officers. Your dedication, professionalism, and commitment to advancing the mission of the Subsurface Utility Engineering Association. Your collective efforts, leadership, and willingness to contribute your time and expertise continue to strengthen our Association and elevate the practice of SUE throughout the industry.

The progress we have achieved this year, from membership growth and educational initiatives to advocacy, standards advancement, strategic partnerships, and federal engagement—has been made possible through your hard work, collaboration, and shared commitment to excellence.

Looking ahead, I am extremely optimistic about the future of SUEA and the profession we represent. The increasing recognition of Subsurface Utility Engineering as a critical risk-management practice, combined with growing support from transportation agencies, utility owners, federal organizations, and the engineering community, positions SUEA for continued growth and influence. By expanding our membership, strengthening industry partnerships, advancing standards, and leading national initiatives, we are well positioned to establish SUEA as the premier organization for Subsurface Utility Engineering worldwide.

Together, we will continue to shape the future of our industry, promote innovation and best practices, and ensure that SUE remains an essential component of infrastructure planning, design, construction, and asset management for generations to come.

My Sincere Gratitude and Appreciation,

Nick