Attracting and retaining a skilled workforce requires addressing the barriers that can prevent someone from entering the industry, providing the training and resources needed to succeed and creating opportunities for people to build long-term careers once they arrive. 

Guided by its core values, ·¬ÇÑÉçÇø¹ÙÍø works with employees, trade partners and community organizations to support those pathways in ways that reflect local needs. By empowering its people to share their experience, invest in others and create opportunities, ·¬ÇÑÉçÇø¹ÙÍø aims to help strengthen the future of the construction industry. 

Removing Barriers to Construction Careers in Southern California  

In Southern California, the ·¬ÇÑÉçÇø¹ÙÍø Employment Opportunity Program (EOP) is creating a direct pathway into the construction workforce for people who face significant barriers to employment. 

EOP began in 2021 after ·¬ÇÑÉçÇø¹ÙÍø recognized an opportunity to use its position as a contractor and employer to make construction careers more accessible. Traditional apprenticeship-readiness programs can provide valuable preparation, but many require an eight–to-12-week unpaid commitment, creating a significant hurdle for someone already navigating challenges related to housing, transportation or financial stability. ·¬ÇÑÉçÇø¹ÙÍø developed a different path. 

Inside the Employment Opportunity Program 

Today, EOP works with several community-based organizations that identify prospective candidates facing barriers to employment, understand their circumstances and prepare them for the expectations of construction employment. Candidates selected to advance participate in the Laborers Union’s five-day entry assessment. Those who successfully complete the assessment can move toward employment without first completing a longer apprenticeship-readiness program. Over the past five years, ·¬ÇÑÉçÇø¹ÙÍø has interviewed 23 EOP candidates and placed six into employment.   

The partnership does not stop at recruitment. Community organizations and ·¬ÇÑÉçÇø¹ÙÍø teams have helped address practical barriers ranging from union initiation dues and transportation to clothing and employment verification needed to secure housing. Project teams have also intentionally identified work opportunities for employees who may initially face restrictions on where they can work, creating a place to begin while they continue progressing in their careers.   

Connecting Nashville’s Workforce with Opportunity   

When ·¬ÇÑÉçÇø¹ÙÍø began expanding its construction presence in Nashville, the team faced a challenge familiar across the industry: a busy construction market, strong competition for skilled workers and too few people entering the trades. ·¬ÇÑÉçÇø¹ÙÍø’ workforce strategy focused not only on finding workers for individual projects but also supporting the broader pipeline of people entering construction. That effort led ·¬ÇÑÉçÇø¹ÙÍø to Nashville-based in 2018. 

About 4:13 Strong 

4:13 Strong operates a residential workforce development program for men that combines vocational education with life skills and employment preparation. The organization currently describes its program as a six-to-eight-month experience designed to provide participants with stable housing, work readiness, marketable skills and support as they prepare for employment. 

·¬ÇÑÉçÇø¹ÙÍø originally identified the organization while developing a broader workforce development strategy around its work at Nashville International Airport. The resulting plan focused on increasing construction career awareness, connecting workforce organizations with actual employment needs and giving participants exposure to real jobsites and industry professionals. 

Jobsite Tours and Employment Opportunities 

·¬ÇÑÉçÇø¹ÙÍø partners with 4:13 Strong to host participants on jobsites, where employees introduce them to the realities of construction and the range of careers available within it. ·¬ÇÑÉçÇø¹ÙÍø employees explain their work firsthand, giving participants exposure that classroom training alone cannot provide. 

·¬ÇÑÉçÇø¹ÙÍø has also helped connect participants directly with trade partners seeking employees. Rather than requiring a company to hire a specific individual, the approach brings qualified candidates and employers together and allows those employment conversations to happen naturally. 

Introducing Students to Construction Through ACE Mentorship

Developing the future construction workforce starts years before someone enters the job market. For many students, that begins with exposure to the industry and gaining a clearer understanding of the careers available within it. The connects high school students with practicing professionals in architecture, construction and engineering, giving them hands-on exposure to careers they may not otherwise encounter. 

·¬ÇÑÉçÇø¹ÙÍø has supported ACE nationally through sponsorship and employees across the nation who volunteer their time as mentors. The company also participates in ACE Day of Action, which takes place this year on October 16, encouraging professionals to offer their mentorship and raising awareness of opportunities for students in the built environment. 

The workforce development programs in Southern California and Nashville are helping people navigate the transition into construction. ACE works farther upstream, helping young people understand that those careers exist and giving them access to professionals who can show them what the industry looks like from the inside. Together, these efforts address different points along the same workforce pipeline.  

Extending the Impact of Construction Inclusion Week 

There is no single solution to construction’s workforce challenge. Through the ·¬ÇÑÉçÇø¹ÙÍø Employment Opportunity Program and partnerships with organizations like 4:13 Strong, ·¬ÇÑÉçÇø¹ÙÍø is helping connect people with training, resources and employment opportunities. Support for the ACE Mentor Program extends that effort earlier, helping students discover careers in architecture, construction and engineering before they enter the workforce. 

That is also why Construction Inclusion Week matters beyond five days in October. Strengthening the construction workforce is an ongoing responsibility that requires contractors, trade partners, educators, community organizations and industry professionals to work together. Helping someone discover the industry, prepare for an opportunity, step onto a jobsite and continue growing once they get there can have an impact well beyond filling a single position. 

Through these efforts, ·¬ÇÑÉçÇø¹ÙÍø is helping develop people, strengthen communities and build the workforce that will shape the future of the construction industry. Learn more about how ·¬ÇÑÉçÇø¹ÙÍø works with trade partners through its Supplier Diversity program, or explore career opportunities with ·¬ÇÑÉçÇø¹ÙÍø and help build what comes next. 

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Having outgrown the useful life of its original campus, ·¬ÇÑÉçÇø¹ÙÍø broke ground on September 30 on a new corporate headquarters in Loveland, Colorado, creating an opportunity to build a workplace that can support the company’s people, growth and evolving ways of delivering excellence.

The new ·¬ÇÑÉçÇø¹ÙÍø Headquarters (HPHQ) will serve as a home for the company’s corporate teams while creating new spaces for employees from across the enterprise to connect, learn and share ideas. Located within Avenue South at Centerra, the four-story 143,000-square-foot facility is being designed to support the company’s continued growth and evolving operations.

The project also provides something less tangible: an opportunity for ·¬ÇÑÉçÇø¹ÙÍø to put its own ideas about the future of the built environment into practice.

Designing a Modern, Collaborative Workspace at HPHQ

Construction has always been a people-driven business. Technology has changed how teams connect, share information, strategize and support the work happening across the enterprise, but the ability to bring people together remains critical. Complex challenges are solved through conversations between different disciplines, knowledge shared across teams and opportunities for employees with different experiences to learn from one another.

Flexible workspaces, training areas and collaborative environments will provide a variety of options for teams to work together while allowing the building to adapt as needs continue to change. Natural light, expansive views and exterior connections to the landscape of the Rocky Mountain foothills are also being incorporated into the workplace experience. The result is intended to support both focused individual work and the moments when people need to come together to solve a problem, share expertise or develop a new idea.

Pioneering Mass Timber and Sustainable Design

A company headquarters presents a unique challenge for a builder as many of the decisions ·¬ÇÑÉçÇø¹ÙÍø helps clients make every day now become its own. How should a building respond to changing workplace needs? How can design and construction decisions support the people who use it? Where can new materials and building practices improve performance? And how can those choices create value over the life of the facility? HPHQ gives ·¬ÇÑÉçÇø¹ÙÍø an opportunity to explore those questions firsthand.

Environmental performance and human well-being are being integrated throughout the design. The project is pursuing LEED v5 Gold and WELL Platinum certifications and will implement a solar power system that aims to generate energy equal to at least 20% of the building’s peak electrical demand.

Mass timber will also be incorporated into the structure, helping reduce embodied carbon while introducing a natural material into the workplace. For ·¬ÇÑÉçÇø¹ÙÍø, the material creates another opportunity to connect innovation with the people responsible for putting it in place. The company is partnering with Carpentry Plus Inc. to build on recent hands-on training that gave craft professionals experience with mass timber installation, material protection and quality control.

Those lessons extend beyond a single building. Experience gained through HPHQ can help teams continue developing the knowledge needed to evaluate and execute similar strategies on future projects.

Building a Foundation for the Next 90 Years

As ·¬ÇÑÉçÇø¹ÙÍø approaches its 90th anniversary in 2027, HPHQ reflects both where the company has been and where it intends to go next. Founded in Northern Colorado, ·¬ÇÑÉçÇø¹ÙÍø has grown far beyond its original footprint, but the decision to build its next headquarters in Loveland reinforces a long-term commitment to the region, its people and the generations of employee-owners who will follow.

The building is intended to serve as a place where ideas and relationships can continue to grow across the enterprise. By creating a space designed to encourage creativity and collaboration, HPHQ will support the people and functions that help move ·¬ÇÑÉçÇø¹ÙÍø forward.

The September 30 groundbreaking marked the beginning of construction. It also marked the start of a new chapter for ·¬ÇÑÉçÇø¹ÙÍø, one designed around the people who will shape what the company becomes next.

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This isn’t a marginal shift. The Army’s $169.1 million award for Joint Base Lewis-McChord (JBLM)’s facilities modernization program and its $986 million Facilities, Operations, Readiness, Growth and Experience (FORGE) II award at Anniston Army Depot show how quickly things are changing. Both awards bundle years of construction and repair work under a single contract. The JBLM program includes 19 projects, while the Anniston program includes four new facilities and 19 consolidated repair projects. This shows that the government is treating OTA as a primary delivery vehicle for major installations, not a side door for occasional experimentation.

For federal contractors, the opportunity comes with a new challenge. Companies that have spent decades working under the Federal Acquisition Regulation (FAR) now have to compete and perform under agreements that may follow very different rules. Firms are discovering that OTAs remove many of the standard FAR requirements, but they do not remove the need for strong processes, clear terms and proven qualifications. Instead, more responsibility shifts to the parties creating the agreement. What used to be handled by regulation now has to be built and demonstrated by each firm on its own, in the terms it negotiates, the certifications it holds and the relationships it brings to the table before a solicitation ever drops.

For firms pursuing federal construction programs, understanding how to prepare for this new delivery environment could become an important part of staying competitive. (Download the OTA Readiness Self-Assessment for free!)

What Changed Under Section 2808a?

Two statutes are shaping how OTAs can be used for federal construction. For contractors pursuing this work, understanding the difference is vitally important.

• 10 U.S.C. § 4022 – Prototype OTAs: Used when the facility or delivery method is itself a prototype or pilot with technical uncertainty and learning objectives.
• 10 U.S.C. § 2808a – Facility Construction and Repair OTAs: Authorizing end-to-end planning, design, engineering and construction of facilities using transactions other than contracts or grants.

What Section 2808a Means for Federal Contractors

Section 2808a greatly expands where OTAs can be used. With the two-project-per-service cap gone and prototyping no longer a prerequisite, government facilities can now use OTAs for a much wider range of construction and repair needs outside the FAR.

Ultimately, this changes how contractors need to prepare. OTA opportunities may no longer be limited to unusual pilot projects. Firms pursuing federal construction may need to understand this acquisition path, build the right qualifications and develop relationships before an opportunity reaches the market.

It is also important to understand what an OTA does and does not change. An OTA is an acquisition authority, not a construction delivery method. A project can still use familiar delivery concepts including progressive design development, early contractor involvement, phased pricing and collaborative decision-making.

The simplest way to think about the shift is: non-FAR does not mean no rules. It means the agreement itself becomes much more important in establishing the rules.

How Do OTA Agreements Differ From FAR Contracts?

OTAs can give the government more speed, fewer protest risks and access to companies that may avoid traditional federal contracts because of the compliance burden. But that flexibility creates a different set of responsibilities for contractors.

Under the FAR, many protections are already built into the contracting process. Those can include requirements for how scope changes are handled, how contractors are paid and how disputes are resolved. With an OTA, contractors cannot assume those same protections will apply. If a firm wants certain terms or protections, they need to be negotiated directly into the agreement.

That’s why the firms winning these awards are prepared well before a solicitation drops, rather than scrambling once one appears Requirements such as bonding capacity, staffing, internal processes and the ability to respond to a faster procurement schedule are not assembled in the weeks after an opportunity appears. For contractors, success may depend on having the right capabilities, relationships and internal systems in place well before the government goes to market.

Why OTA Construction Requires a Contractor Built for Speed

That preparedness continues after award. While one of the primary attractions of OTAs is speed, a faster acquisition process does not automatically produce faster project delivery.  The advantage only materializes when the organizations involved can make decisions, develop design, validate pricing, engage trade partners, evaluate risk and mobilize resources at the same pace.

That has significant implications for contractors accustomed to the more predictable sequencing of traditional federal procurements. Internal review processes that take weeks may no longer fit the procurement timeline. Legal, estimating, design management, operations, procurement and executive leadership may need to work concurrently rather than sequentially.

How Contractors Can Differentiate in an OTA Procurement

Federal contractors are used to proving they can meet detailed rules and requirements. Under an OTA, that is still important, but it may not be enough to win the work. Technical qualifications, safety, security and applicable federal requirements remain important. But agencies using an OTA may also be looking for a team that can demonstrate how its approach improves the outcome, particularly through speed, collaboration, innovation and risk reduction.

For contractors, innovation can mean finding practical ways to deliver facilities faster and with greater certainty. That could include early trade partner engagement, prefabrication or modularization, alternative materials or systems, digital design coordination, streamlined design reviews, supply-chain planning, early procurement of long-lead equipment, phased construction or packaging multiple facility projects into a coordinated program.

The question becomes less about “Can we comply?” and more about “What can our team do differently to help the government achieve its mission sooner?”

How Contractors Can Pursue OTA Opportunities

There are a few routes into an OTA, and they carry different implications for how a firm positions itself:

• Consortium relationships are increasingly the practical route in. A consortium is a group of companies, often organized around a shared capability area, that manages the OTA procurement among its members. This means the relevant question for a prime isn’t “can we bid this?” but “are we positioned in the right consortium already?”
• Joint venture or partnerships allow multiple firms to jointly hold the agreement.
• Bilateral agreements provide direct, one-to-one negotiation between the government and a single company.
• The illustrates how USACE is leveraging OTA to support collaborative delivery, open-book estimating and risk-sharing to ultimately drive better project outcomes.

What Stays the Same Under an OTA?

For all the attention surrounding OTAs, the fundamentals of successful construction remain remarkably familiar. Contractors still need to understand the owner’s mission, manage design, control cost and schedule, maintain safety and quality, develop a capable trade partner network, manage risk and deliver what they promise. The procurement vehicle may change, but the execution standard does not. In many ways, OTAs place even greater emphasis on those fundamentals because contractors may have fewer prescribed processes telling them how to get there.

An OTA also does not change Congress’ role in federal construction. ·¬ÇÑÉçÇø¹ÙÍø still need to be authorized and funded for their intended purpose, and applicable statutory limits and reporting requirements still apply. What changes is how the government acquires the work.

The Growing Role of OTAs in Federal Construction

OTAs are giving the government another way to bring construction opportunities to market faster and with fewer traditional procurement steps. That could become especially important in a competitive construction market, where contractors are selective about which opportunities they pursue. A faster, more flexible process may help agencies attract strong teams at the right time.

The Army, Navy and Air Force are already moving in this direction. Various (NAVFAC) localities have issued Areas of Interest (AOIs) to identify potential teams and approaches for upcoming work. USACE is following in their footsteps and the Air Force is moving forward with multiple projects such as the U.S. Space Command headquarters project in Huntsville, Alabama, and the Cyber Intelligence Center at Joint Base San Antonio-Lackland. As more agencies adopt this model, one of the biggest questions is how the competitive landscape will change. Small businesses have long relied on set-aside programs and other protections built into FAR-based contracting. It is not yet clear how those opportunities will carry over as OTA use grows. That makes this an important topic for contractors of every size to watch. The rules, expectations and competitive environment are still developing, and firms that understand those changes early will be better prepared to decide where and how to compete. Learn more about ·¬ÇÑÉçÇø¹ÙÍø’ Federal and Defense experience to better understand how the company supports complex government construction programs.

Is Your Team Ready for an OTA Opportunity?

OTA procurements can move fast. The best time to identify gaps in OTA readiness is before an opportunity reaches the market. Download the OTA Readiness Self-Assessment to evaluate your team across legal and commercial terms, cybersecurity, bonding and staffing, partnerships, delivery strategy and client positioning. Then see where you may need to strengthen your approach before pursuing the work.

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That continuity allows Denver Water to build on the knowledge and collaboration established during the first phase while adapting the delivery approach to meet the needs of the next. Phase 1 used a traditional design-bid-build delivery method, while Phase 2 uses a negotiated lump-sum preconstruction contract with progressive amendments aligned with design deliverables. 

The progression of work at Hazeltine reflects a broader lesson for water and wastewater owners managing complex capital programs: strong partnerships can create continuity without limiting flexibility. As project needs change, an experienced project team can carry lessons forward, adjust its approach and help owners address challenges earlier.

Building the Infrastructure Behind Long-Term Water Storage/Conveyance 

The recently completed Hazeltine Pump Station – Heavy Civil Project established the foundation for a critical component of Denver Water’s North Reservoir Complex. The project included construction of a 60-foot-deep reinforced concrete wet well, requiring a 70-foot-deep excavation, extensive dewatering and the self-performed placement of 3,623 cubic yards of concrete. 

The technical complexity of the work was significant, but the larger purpose extends well beyond the pump station itself. Hazeltine is part of Denver Water’s broader Downstream Reservoir Water Storage Program, which will ultimately provide approximately 30,000 acre-feet of water storage capacity across nine reservoirs along the South Platte River corridor. 

Once operational, the facility will help Denver Water move water throughout the reservoir system, maximize available storage and strengthen long-term drought resiliency for the Front Range. For utilities planning infrastructure that will serve communities for decades, projects like Hazeltine demonstrate how individual improvements can support a much larger strategy for water security and system reliability. 

Carrying Project Knowledge Into the Next Phase 

With the heavy civil work complete, the next phase turns the infrastructure already in place into an operational pump station. 

The Hazeltine Pump Station – Buildings, Mechanical and Electrical Project includes construction of the pump station building, electrical building, medium-voltage electrical systems, instrumentation and controls, process piping, pumps, mechanical systems and supporting infrastructure. 

Because ·¬ÇÑÉçÇø¹ÙÍø remained involved from one phase to the next, the project team can carry forward its understanding of the site, existing conditions, project constraints and Denver Water’s priorities. That continuity also creates opportunities to address schedule and procurement challenges earlier. 

For example, early procurement efforts are already underway for long-lead electrical equipment. Identifying those needs during preconstruction gives Denver Water and the project team more time to manage procurement risk and protect critical schedule milestones before construction reaches the point where those materials are needed. This type of early coordination becomes increasingly important as water and wastewater projects contend with specialized equipment, constrained sites and infrastructure that must remain operational throughout construction. 

Building a Partnership Across a Water System 

The relationship between ·¬ÇÑÉçÇø¹ÙÍø and Denver Water extends beyond Hazeltine. ·¬ÇÑÉçÇø¹ÙÍø is also the builder on Denver Water’s design-build Reservoir Aeration Project with Carollo Engineers and was recently awarded the $63 million Marston Water Treatment Plant Disinfection Improvements Project. Together, these projects touch different parts of Denver Water’s infrastructure and require different technical solutions and delivery approaches. 

That variety gives project teams an opportunity to develop a broader understanding of an owner’s standards, priorities and long-term infrastructure goals. Knowledge gained on one project can help inform conversations on the next, while each project can still be approached according to its specific risks and requirements. For owners responsible for large capital programs, that familiarity can support faster alignment, more informed decision-making and greater continuity across individual projects. 

Supporting Colorado’s Water Future 

Water utilities operators face the challenge of maintaining today’s systems while preparing for population growth, drought, aging infrastructure and changing demands on water supplies. Meeting those challenges requires projects that work together as part of a larger system. 

Through its growing partnership with Denver Water, ·¬ÇÑÉçÇø¹ÙÍø is helping deliver infrastructure designed to strengthen storage, treatment and reliability across the Front Range. The work also demonstrates how long-term collaboration can help owners carry knowledge forward from project to project while selecting the delivery strategy that best fits each challenge. 

With nearly nine decades of experience building along Colorado’s Front Range, ·¬ÇÑÉçÇø¹ÙÍø continues to work alongside water and wastewater owners to plan and deliver complex infrastructure that supports reliable water systems for the communities that depend on them. Learn more and connect with the ·¬ÇÑÉçÇø¹ÙÍø team to discuss how early collaboration, flexible delivery strategies and lessons learned in the field can help move water programs forward. 

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Building Within an Active Wastewater Treatment Plant 

One of the project’s defining construction challenges was integrating new major systems within an active treatment plant while maintaining ongoing operations throughout the work. 

Construction across the Sand Island WWTP included deep excavation and dewatering, auger-cast-in-place pile installation, cast-in-place concrete structures, underground utilities, electrical infrastructure, process equipment and extensive mechanical and process piping ranging from 1.5 inches to 96 inches in diameter. 

Connecting new infrastructure to existing plant systems required detailed sequencing, close coordination and strategic planning. Each tie-in was carefully evaluated and scheduled to minimize operational impacts while allowing construction to advance safely and efficiently. 

Keeping the Project on Schedule Using Innovation 

Virtual Design and Construction (VDC) 

With dense process systems competing for space throughout the new facilities, digital coordination played an important role in planning and executing the work. The project team used VDC tools to coordinate multiple disciplines, visualize installation sequencing and identify potential conflicts before they reached the field. 

Laser scanning allowed existing conditions to be compared against coordinated models, giving the team the ability to refine piping layouts before fabrication and installation. Drone mapping provided an additional tool for documenting site conditions, communicating progress and helping teams plan upcoming work. Together, these technologies supported collaboration across disciplines, helped resolve issues earlier and kept construction moving efficiently. 

Strength in Self-Performed Work 

·¬ÇÑÉçÇø¹ÙÍø self-performed more than half of the project’s work, giving the team greater control over critical construction activities and sequencing. Over the course of the project, approximately 1,400 people contributed more than 1.2 million work hours. That work was supported by an extensive project community that included 109 trade partners and vendors and approximately 350 suppliers and service providers.  

Self-performing a significant share of critical trades, from concrete placement to structural steel, gives ·¬ÇÑÉçÇø¹ÙÍø direct oversight of schedule, quality and cost on some of the most technically demanding parts of a project. 

Sludge Seeding  

As the project transitioned into clean fluid startup, ·¬ÇÑÉçÇø¹ÙÍø employees supported six months of 24-hour coverage at the plant. Team members worked nights, weekends and extended shifts to support testing, commissioning and integration of the new systems. 

The effort required detailed planning and specialized training to support work within the facility’s deep process structures. The team also implemented a data-driven activated sludge seeding strategy that significantly accelerated the startup process and contributed to earlier project delivery. 

Delivering Complex Wastewater Infrastructure Through Collaboration 

Upgrading critical wastewater infrastructure while keeping an active facility operating requires careful planning, technical expertise and strong collaboration from start to finish. At Sand Island WWTP, ·¬ÇÑÉçÇø¹ÙÍø worked alongside a network of talented people and organizations whose collaboration, craftsmanship and commitment helped the team navigate challenges, execute highly technical work and successfully bring the project to completion ahead of schedule.  

to meet the people, partnerships and construction expertise that brought the project to life. 

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By connecting digital planning with field execution, ·¬ÇÑÉçÇø¹ÙÍø can support greater precision, reduce rework and improve predictability throughout construction. That integration is an important part of ·¬ÇÑÉçÇø¹ÙÍø’ self-perform construction capabilities.

Throughout the construction process, VDC can help self-perform teams support:

• Greater precision in field execution
• More efficient sequencing and project coordination
• Better management of construction tolerances
• Cost and material control
• Safer execution by reducing avoidable rework

Laying the Foundation with Digital Modeling

Complex self-perform scopes depend on hundreds or even thousands of individual components fitting together as planned. Digital modeling allows project teams to coordinate those pieces before materials are ordered, fabricated or delivered to the jobsite.

On water and wastewater projects where ·¬ÇÑÉçÇø¹ÙÍø self-performs process piping, for example, VDC teams can develop detailed three-dimensional (3D) models that account for the components that will make up the finished system. Valves, fittings, pipe connections and supports can be coordinated with surrounding concrete and other building systems before fabrication or installation begins.

From that coordinated model, the team develops spool drawings that break the piping system into individual assemblies. Those drawings identify the components required for each assembly, how they connect and what materials need to be ordered. Bills of materials generated from that information help guide procurement and fabrication.

That level of detail is particularly important when specialized materials may have significant lead times. Getting the model and corresponding orders right early helps protect the procurement plan while giving field teams clear information about what will arrive and how it is intended to be assembled.

VDC teams also work with mechanical managers, foremen and other field leaders to optimize individual pipe sections for installation. That can mean adjusting lengths to use materials efficiently or designing pieces to be field-fit where additional construction tolerance is beneficial.

VDC Coordination in the Field

VDC continues to support self-perform work after coordination is complete by helping field teams turn the plan into installed work. Models and drawings are developed to support the people installing the work, which means the connection between VDC professionals and field teams continues throughout construction. Field engineers, superintendents, foremen and craft professionals use model-based information to lay out work, coordinate sequencing and confirm conditions as construction progresses.

Concrete clearly demonstrates the value of this process. ·¬ÇÑÉçÇø¹ÙÍø self-performs concrete on complex projects across multiple markets, including significant scopes such as the self-performed concrete work at the Synagro In-Vessel Bioconversion Facility Upgrades project. On these types of projects, a pipe, utility or other building system may need to pass through a structural concrete wall. Before that wall is placed, the team needs to know that every sleeve and opening is positioned correctly and sized appropriately for the system that will eventually pass through it.

The VDC model provides a coordinated reference. Reality capture can then help the team compare that plan with actual field conditions. Laser scans can document formwork, reinforcing steel, sleeves, dowels and other elements before concrete is placed, giving the team an opportunity to evaluate discrepancies while adjustments are still manageable.

Augmented reality (AR) can provide another project checkpoint by allowing teams to visualize planned systems in the context of the physical jobsite. The goal is to select the right technology for the problem, giving project teams useful information without adding unnecessary complexity.

Proactive Quality Control for Self-Perform Construction

The ability to verify conditions early changes quality control from a largely reactive process to a more proactive one.

For example, consider a concrete wall containing sleeves for process piping. Once the concrete is placed, moving an incorrectly located sleeve may require demolition, coring or other corrective work. A pre-placement scan can help confirm that the sleeve aligns with the coordinated piping model before the second side of the formwork is closed and the concrete is poured.

The same principle can apply to structural steel. Reality capture can help teams verify beam orientation, camber, bolt patterns and anchor bolt locations so connections between steel and concrete align as planned.

On one high-rise hotel project in Salt Lake City, a scan identified deck-edge formwork that was in the wrong location before a concrete placement proceeded. The project team estimated that catching the discrepancy before the pour avoided roughly $250,000 in corrective work.

The value extended beyond cost. Correcting the condition after concrete had been placed several stories above grade would also have introduced demolition work, additional schedule impacts and new safety considerations. Finding the issue early allowed the team to correct the plan before a manageable discrepancy became a larger field problem.

Protecting Schedule, Safety and Design Intent

Every construction project includes tolerances. As work progresses from foundations and concrete to structural systems, utilities and finishes, those tolerances can accumulate. VDC helps teams understand those relationships earlier and verify that construction remains within acceptable limits. That becomes especially important where multiple systems intersect or where the final condition must meet precise dimensional requirements.

Reducing rework also supports safer execution. Unexpected demolition or corrective work creates unnecessary exposures to potential hazards that the project team can avoid when discrepancies are identified earlier. Schedule benefits follow the same principle. An issue identified before concrete placement may require a relatively simple adjustment. The same issue discovered weeks or months later can affect completed work, subsequent installations and multiple trades.

For the owner, strategic use of VDC can result in greater confidence that the finished project will reflect the coordinated design and perform as intended.

Construction Technology That Supports People and Processes

The value of VDC is ultimately measured by what it enables project teams to accomplish in the field.

3D modeling, reality capture and AR provide project teams with additional ways to understand the work, communicate expectations and identify potential issues proactively. Their effectiveness comes from the construction knowledge of the VDC professionals, field engineers, superintendents, foremen and craft professionals using them together.

For self-perform construction, that connection is particularly powerful. ·¬ÇÑÉçÇø¹ÙÍø can bring its planning, technology and craft expertise together around the same scope of work, helping teams make informed decisions before installation and verify those decisions as construction progresses.

Learn more about ·¬ÇÑÉçÇø¹ÙÍø’ construction technology and Virtual Design and Construction capabilities and how technology supports project teams from planning through field execution.

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Hear from members of ·¬ÇÑÉçÇø¹ÙÍø’ Project Development and Supplier Diversity team at the , November 4-6, 2026, in Charlotte, North Carolina. Learn about their experience in federal project delivery, small business partnerships and acquisition planning.

Strengthening Small Business Participation

Small business partnerships remain a significant part of ·¬ÇÑÉçÇø¹ÙÍø’ federal work. Over the last five years, the company has directed approximately $8 billion in small business spend and has pledged to reach $10 billion by 2030. ·¬ÇÑÉçÇø¹ÙÍø’ Supplier Diversity team works closely with small businesses as they navigate opportunities across the company’s projects and programs.

Through the Technical Assistance Program, Head Start Bonding Program and Emerging Trade Partners Program, trade partners have access to resources spanning estimating, procurement expectations, scheduling, manpower planning, safety, quality control and cash management. The team also helps connect businesses with bonding and insurance resources while providing guidance around ·¬ÇÑÉçÇø¹ÙÍø processes and project requirements.

The Emerging Trade Partners Program adds another layer of engagement for opportunity-ready small businesses through one-on-one business development support and direct interaction with ·¬ÇÑÉçÇø¹ÙÍø project teams. Across these efforts, the Supplier Diversity team maintains an active role in building relationships with trade partners, identifying opportunities that align with their capabilities and supporting their continued participation across ·¬ÇÑÉçÇø¹ÙÍø projects.

Applying Federal Experience Early

·¬ÇÑÉçÇø¹ÙÍø’ federal portfolio includes a range of acquisition approaches, mission requirements and delivery challenges. With more than 480 federal projects, we draw on decades of experience across defense, aviation, infrastructure, science and other mission-critical environments. Teams bring construction knowledge, technical expertise and field experience into planning and execution across complex federal programs.

Integrated Capabilities Headquarters
Cape Canaveral Space Force Station, Florida

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A $76 million design-build project awarded by USACE for a new headquarters and associated operational facilities. The project brought design, construction and mission requirements together under an integrated delivery approach.

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Calexico West Land Port of Entry
Calexico, California

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A $185 million modernization for GSA serving U.S. Customs and Border Protection operations. The facility serves approximately 20,000 vehicles and 12,500 pedestrians each day and required careful coordination around active operations and long-term facility needs.

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China Lake South Airfield
Ridgecrest, California

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A $668 million design-build program for NAVFAC Southwest that included multiple facilities, airfield infrastructure and extensive civil work following the 2019 earthquakes. The program required coordination across technical, security and operational requirements.

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Advanced Munitions Technology Complex
Eglin Air Force Base, Florida

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A multi-phase program supporting the U.S. Air Force mission to research, develop and field advanced munitions. ·¬ÇÑÉçÇø¹ÙÍø worked with the U.S. Army Corps of Engineers, the Air Force Research Laboratory and trade partners throughout delivery.

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This article provides an overview of how those interconnected systems move wastewater through the treatment process. Want to dig deeper? Download the white paper for a more detailed look at the systems and considerations behind wastewater treatment.

The seven main stages below reflect that complexity.

1. Preliminary Treatment 
2. Primary Treatment 
3. Secondary Treatment 
4. Final Effluent/Tertiary Treatment 
5. Solids Processing 
6. Biogas Treatment and Energy Recovery 
7. Plantwide Support Systems 

As ·¬ÇÑÉçÇø¹ÙÍø constructs wastewater projects throughout the nation, project teams carefully study the complexities of each treatment plant to fully understand its operations and identify ways to optimize performance. The wastewater treatment process provides numerous opportunities for innovation, from improving operational efficiency to enhancing treatment performance. ·¬ÇÑÉçÇø¹ÙÍø’ Honouliuli Wastewater Treatment Plant WWTP project in Hawaii demonstrates several of these solutions in practice.

Liquid Treatment Train

The liquid treatment train progressively removes debris, solids, organic material and pathogens as wastewater moves through the facility. Each stage prepares the flow for the next, making performance upstream critical to downstream efficiency.

Stage 1: Preliminary Treatment

Wastewater, or influent, first enters the plant at the headworks, where screening and grit removal protect downstream equipment.

At the influent screening facility, screens capture rags, wipes, plastics and other debris that could clog or damage pumps and piping. An automated rake system cleans the screens and removes the captured material.

Honouliuli’s grit removal facility then removes sand, gravel and other small, heavy particles. Prefabricated vortex-shaped headcells create a spiraling current that keeps lighter organic material suspended while heavier grit settles for removal. Compared with conventional grit systems, the technology captures a broader range of particle sizes in a smaller footprint, with shorter detention times and lower energy requirements.

Stage 2: Primary Treatment

With grit removed, wastewater moves to primary treatment, where flow slows and gravity separates solids from the liquid stream. Heavier material settles as primary sludge while lighter material rises to the surface for removal. By capturing solids early, primary treatment reduces the load placed on downstream biological systems.

Traditionally, gravity does much of the work as solids settle as primary sludge and lighter materials are skimmed from the surface. At Honouliuli, primary clarification is being enhanced with high-rate biological contactor (HRBC) tanks and dissolved air flotation (DAF) tanks. The HRBC uses microorganisms to capture dissolved organic material while DAF uses fine air bubbles to separate and concentrate suspended solids. A portion of the resulting surface waste activated sludge (SWAS) is recycled into the incoming wastewater to support the HRBC, while the remaining waste activated sludge (WAS) moves to solids processing.

Together, these systems capture more organic material earlier, reducing demand on secondary treatment and sending more biomass to digestion where it can contribute to biogas production.

Stage 3: Secondary Treatment

Secondary treatment uses biological processes to remove dissolved and suspended organic material that remains after primary treatment. Microorganisms consume this material and convert it into biological solids that can then be separated from the treated water. 

Depending on the facility, microorganisms may remain suspended in the wastewater through an activated sludge process or attach to fixed media. Secondary treatment typically removes the majority of remaining biochemical oxygen demand (BOD) and suspended solids before the water moves to final treatment. 

Stage 4: Final Effluent Treatment

Before treated water can be discharged or reused, final effluent treatment removes remaining solids, pathogens and other constituents. Filtration captures fine suspended material while disinfection, commonly through ultraviolet light or chlorination, inactivates harmful pathogens. This final polishing step helps utilities consistently meet regulatory requirements while preparing treated water for its intended discharge or reuse application.

Solids Treatment and Resource Recovery

As solids are removed from the liquid stream, they enter a separate treatment path focused on stabilization, volume reduction and resource recovery. At facilities like Honouliuli, that process can also create opportunities to recover energy and produce beneficial-use biosolids.

Stage 5: Solids Processing

While the liquid treatment stream moves toward final effluent, solids collected throughout the process follow a separate treatment path. These solids must be stabilized, reduced in volume and prepared for reuse or disposal.

At Honouliuli, that process also creates an opportunity to recover additional value from the waste stream. The blend tank facility combines solids generated onsite with sludge received from neighboring plants that do not have their own solids-processing systems, making Honouliuli a regional collection and processing point.

The combined material then moves through additional screening and dewatering in preparation for Cambi’s Thermal Hydrolysis Process (THP). THP uses heat and pressure to break down the sludge before anaerobic digestion, improving digestibility, increasing biogas production and allowing the digesters to accommodate higher solids loading. Honouliuli is the first facility in Hawaii to use THP and among the first dozen built in the nation.

After THP, the sludge is cooled before entering anaerobic digesters, where microorganisms continue breaking down organic material and produce biogas. The remaining material is then dewatered and sent to the dryer facility, where it can be converted into a Class A biosolid for beneficial use.

Stage 6: Biogas Treatment and Energy Recovery

Biogas generated during anaerobic digestion must be cleaned before it can be used as fuel. At Honouliuli, hydrogen sulfide and siloxanes are removed before the gas reaches the combined heat and power (CHP) building. There, a blend of biogas and natural gas generates electricity while recovered heat supports the dryer facility. For utilities, recovering energy from the treatment process can help offset purchased energy and improve the facility’s long-term operational efficiency.

This integration illustrates an important shift in wastewater treatment: solids processing can become a resource-recovery system rather than simply a waste-management function. 

Supporting Reliable Plant Operations

Behind both the liquid and solids treatment processes are systems that help keep the entire facility operating safely, reliably and continuously. These systems support everything from power resiliency and odor control to instrumentation and process control.

Stage 7: Plantwide Support Systems

Treatment depends on plantwide systems that operate continuously behind the scenes, including instrumentation and controls, chemical feed, compressed air, water distribution, backup power and odor control. Their reliability affects every stage of the plant, making them critical to maintaining continuous operations.

At Honouliuli, the centralized emergency generator facility provides backup power to maintain critical treatment operations during grid outages. Because wastewater continues entering the facility regardless of power availability, this redundancy is essential to operational reliability and environmental compliance.

Honouliuli also incorporates two types of odor control systems to address varying conditions across the facility. A biotrickling system uses biological treatment for higher-concentration odor sources, while a biofilter system using carbon media captures contaminants from lower-concentration air streams. Together, these systems provide odor management from the headworks through solids processing.

Delivering Modern Wastewater Treatment Infrastructure

Modern wastewater treatment plants depend on an array of interconnected systems working together around the clock. Decisions made in one stage can affect capacity, energy use, maintenance requirements and performance throughout the facility.

For utilities planning new facilities or upgrading existing infrastructure, understanding those connections early can help identify solutions that support both immediate project needs and long-term operations. ·¬ÇÑÉçÇø¹ÙÍø brings lessons learned from projects like Honouliuli to help owners evaluate those opportunities and deliver facilities built to perform for decades to come. Explore how ·¬ÇÑÉçÇø¹ÙÍø helps utilities address complex water and wastewater infrastructure challenges.

Dive Deeper Into the Treatment Process

For utility teams evaluating upgrades, capacity improvements or long-term operational needs, the details matter. Download the white paper for a more technical look at how treatment systems work together and how those connections can influence plant performance.

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The post How a Wastewater Treatment Plant Works: Seven Interconnected Stages appeared first on ·¬ÇÑÉçÇø¹ÙÍø.

·¬ÇÑÉçÇø¹ÙÍø Recognized for Design-Build Excellence

Five ·¬ÇÑÉçÇø¹ÙÍø projects will be recognized with 2026 National Design-Build Project/Team Awards of Merit at this year’s conference. The projects span aviation, healthcare and educational facilities and showcase a range of delivery approaches, team structures and project challenges. Explore each project below to learn more about the work being recognized, the teams behind it and the design-build strategies used throughout delivery.

Seattle-Tacoma International Airport (SEA) Alaska North Main Terminal Redevelopment

Category: Aviation
·¬ÇÑÉçÇø¹ÙÍø Region: Pacific Northwest

Delivered through progressive design-build, the redevelopment transformed portions of SEA’s North Main Terminal while maintaining operations throughout construction. ·¬ÇÑÉçÇø¹ÙÍø worked alongside Alaska Airlines, the Port of Seattle, HOK and key stakeholders to coordinate a heavily phased project that included passenger processing, security, baggage handling, building systems and seismic improvements.

University of Washington Interdisciplinary Engineering Building

Category: Educational Facilities
·¬ÇÑÉçÇø¹ÙÍø Region: Pacific Northwest

The University of Washington Interdisciplinary Engineering Building provides 72,000 SF of hands-on learning, research and flexible instructional space supporting students across 10 academic departments. The progressive design-build team worked within a constrained, active campus environment, using collaborative planning and construction solutions to address site challenges, minimize disruption and deliver more than $700,000 in project savings.

UCI Health – Irvine

Category: Healthcare Facilities
·¬ÇÑÉçÇø¹ÙÍø Region: Southern California

The UCI Health – Irvine medical campus brings advanced clinical care, research and education together in a progressive design-build environment. The 1.085-million-SF campus includes a 144-bed acute care hospital, ambulatory care facilities and an all-electric central utility plant. Collaboration among the owner, designers, builders and trade partners helped the team respond to evolving clinical needs while advancing ambitious sustainability goals.

UC San Diego Ridge Walk North Living and Learning Neighborhood

Category: Educational Facilities
·¬ÇÑÉçÇø¹ÙÍø Region: Southern California

The UC San Diego Ridge Walk North Living and Learning Neighborhood creates a new mixed-use community with student housing, academic spaces, dining, wellness resources and student services. Designers, builders, trade partners, VDC coordinators and university stakeholders worked as an integrated team to navigate an active campus environment, an aggressive schedule and the complexity of one of the university’s largest capital investments.

San Francisco International Airport (SFO) Harvey Milk Terminal 1

Category: Aviation
·¬ÇÑÉçÇø¹ÙÍø Region: Northern California

The $1.5 billion, 900,000-SF SFO Harvey Milk Terminal 1 project transformed one of San Francisco International Airport’s oldest terminals while maintaining airport operations throughout construction. Progressive design-build supported close coordination across interconnected teams, complex phasing and evolving project requirements as the terminal was rebuilt to support a modern passenger experience.

Technology Supporting Collaborative Delivery

·¬ÇÑÉçÇø¹ÙÍø’ Virtual Design + Construction (VDC) extends beyond BIM, using digital tools and project data to improve coordination, strengthen communication and help teams make informed decisions from early planning through facility turnover. Integrated into a design-build team, these capabilities help connect design decisions with field execution and provide teams with shared information throughout the project life cycle. Hear from the ·¬ÇÑÉçÇø¹ÙÍø VDC team on November 3, during the VDC Leadership Exchange session – .

Artificial Intelligence and Machine Learning
·¬ÇÑÉçÇø¹ÙÍø continues to explore how AI and machine learning can help project teams interpret growing volumes of project data and provide useful information for decision-making.

Laser Scanning
Reality capture provides detailed existing-condition and as-built information that teams can use for coordination, documentation and planning.

Digital Twins
Data-rich virtual assets can support construction, commissioning and facility management while helping owners connect project information with long-term operations.

Visualization
From 3D models and animations to immersive virtual environments, visualization gives teams additional ways to communicate complex design and construction information

Build Your Career Path

At ·¬ÇÑÉçÇø¹ÙÍø, we build world-class structures while creating rewarding construction careers across a wide range of roles. As an employee-owned company, ·¬ÇÑÉçÇø¹ÙÍø is a place to learn, grow, and make a lasting impact in the construction industry.

View Open Positions →

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Rapid load growth, limited grid capacity, extended interconnection timelines and more frequent disruptions are changing how owners approach energy infrastructure. For some, insufficient power threatens the schedule for bringing new facilities or capacity online. For others, the concern is maintaining essential operations when utility service becomes unreliable or unavailable.

Energy resilience is therefore no longer limited to providing emergency power during an outage. It is about giving owners greater control over when power becomes available, how it is generated and managed and which operations can continue when the grid cannot fully support a project’s needs.

Technologies such as fuel cells, renewable generation, battery storage, microgrids and advanced controls are creating new options across markets. But selecting a technology is only one part of the solution. Successful projects begin by defining the owner’s mission and integrating energy strategy with design, utility coordination, procurement, construction, commissioning and long-term operations.

What Does Energy Resilience Mean for Facility Owners?

Resilience means different things for different facilities. For an advanced technology infrastructure project, it may mean securing enough power to bring new computing capacity online when public utilities cannot meet the required schedule. For a civic building, it may mean maintaining emergency response, public safety coordination and essential municipal services during an extended outage.

These differences make it important to begin with the mission rather than a preferred technology. Owners and project teams should first determine:

• How much power is required—and when?
• Which loads are essential?
• How quickly must an alternative source respond?
• How long must critical operations continue?
• How will demand change as the facility grows?
• What infrastructure and fuel sources are available?
• How should reliability, sustainability, schedule and cost be balanced?

The answers may lead to a microgrid, behind-the-meter generation, battery storage, renewable energy, utility improvements or a combination of solutions. More importantly, they establish the performance requirements the complete energy system must meet.

Behind-the-Meter Power Solutions that Address Grid Capacity Constraints

On a ·¬ÇÑÉçÇø¹ÙÍø confidential advanced technology infrastructure expansion program, utility power availability shifted beyond the client’s required capacity dates. The owner responded by developing nearly 100 megawatts (MW) of behind-the-meter generation using modular solid-oxide fuel cells, creating a scalable source of on-site power that reduced dependence on the timing of public-grid expansion.

The shift affected far more than the electrical system. ·¬ÇÑÉçÇø¹ÙÍø coordinated the owner, technology provider, utilities, designers and trade partners to integrate the revised power strategy with site infrastructure, equipment procurement, phased construction and commissioning. By organizing the work around defined zones and handoff milestones, fuel-cell installation could advance as areas became available.

The project demonstrates how early planning, dedicated generation and integrated delivery can create a viable path to energization when conventional utility infrastructure cannot meet a project’s schedule.

How Microgrids Maintain Critical Operations During Grid Outages

While some owners need resilient energy systems to support growth, others need them to preserve critical operations during an outage.

At Sunnyvale City Hall,  a microgrid integrates utility power, a 680-kilowatt (kW) photovoltaic array, a 250-kW-per-hour (kWh) battery energy storage system and emergency generation. The automated system allows the City of Sunnyvale to use on-site renewable energy during normal operations while supporting essential municipal services when grid power is unavailable.

·¬ÇÑÉçÇø¹ÙÍø worked with the City, PG&E and project stakeholders to coordinate interconnection requirements, inspections, temporary power and commissioning around an occupied civic campus. The team also helped City representatives understand the microgrid’s operating modes, supported systems and response during an outage.

The completed system strengthens the facility’s operational resilience while contributing to its net zero energy performance and LEED Platinum certification. It demonstrates how integrated energy resources can help public facilities maintain the services their communities depend on.

Common Challenges of Resilient Energy Infrastructure

The fuel-cell system and Sunnyvale’s solar-plus-storage microgrid respond to different needs, but the projects reveal several common lessons.

Engage utilities early

On-site generation does not eliminate the utility’s role. Interconnection, service capacity, metering, disconnects, testing and operating agreements can all influence design and schedule. Early and continued engagement helps the team identify requirements before they become barriers to commissioning or energization.

Evaluate the complete infrastructure impact

Alternative energy systems extend beyond electrical equipment. They may affect site configuration, foundations, underground infrastructure, fuel supply, water service, fire protection, controls, equipment access and maintenance. Evaluating these impacts early provides a more complete understanding of each option’s scope, cost and schedule.

Connect procurement to the energization plan

Switchgear, transformers, controls and generation equipment frequently have long or uncertain lead times. Procurement planning should identify technical requirements, decision deadlines, factory testing, delivery constraints and installation sequences—particularly when the system will be energized in phases.

Plan commissioning from the beginning

Resilient power infrastructure is a system of systems. Individual components may operate correctly while the complete system fails to transition as intended. Commissioning must validate how utility power, on-site generation, storage, emergency systems and controls perform together under realistic operating conditions.

Prepare the owner to operate the system

Facilities teams need to understand which loads are supported, how the system responds to changing conditions, how failures are managed and what maintenance is required. Their involvement in design reviews, controls development, commissioning and training helps ensure the finished system reflects how the facility will actually operate.

Developing an Energy Resilience Strategy

There is no universal technology for energy resilience. The appropriate strategy depends on the owner’s mission, load profile, site conditions, schedule, available infrastructure and tolerance for operational risk.

The advanced technology infrastructure project and Sunnyvale Civic Center required different solutions because they faced different challenges. One needed a path to growth when utility infrastructure could not meet the required schedule. The other needed to sustain critical public services when grid power was disrupted.

In both cases, greater resilience came from treating energy as an early project-development decision and coordinating technology, infrastructure, construction and operations as one strategy. As grid constraints and operational demands intensify, that integrated approach can help owners move projects forward with greater certainty and maintain the capacity and services their businesses and communities depend on.

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