The $48.5 million Whittier Narrows Water Reclamation Plant Influent Pump Station Replacement project represents an important investment in municipal water infrastructure upgrades across the San Gabriel Valley. As part of the modernization effort, ��֭���� is replacing aging infrastructure with new influent pumping facilities, electrical and control systems, buried utilities, seismic improvements and enhanced site access. The project also showcases innovative Cement Deep Soil Mixing shoring (CDSM) techniques that protect groundwater resources and adjacent active infrastructure during construction.

Beyond the technical scope, the project reflects the collaborative approach ��֭���� brings to complex water and wastewater projects. By combining innovative construction solutions with proactive owner engagement, the team is helping modernize one of California’s most historically significant water reclamation facilities while supporting the region’s long-term water reliability goals.

Modernizing a Historic Water Reclamation Facility

Delivered under a design-bid-build contract awarded in May 2025, the water reclamation facility modernization project is scheduled for completion in September 2027. Located in South El Monte, California, the project will replace and upgrade critical infrastructure, including a new influent pump station, wet wells and dry wells, electrical and control facilities, hydraulic and process improvements, buried utility infrastructure, seismic upgrades and a new pedestrian bridge for improved site circulation and safety.

The plant currently treats up to 15 million gallons per day (GPD). It produces approximately nine million GPD of recycled water for groundwater recharge and non-potable reuse across roughly 36 sites, serving an estimated 150,000 residents in the San Gabriel Valley. The work underway will help ensure that this historically significant facility continues to operate reliably for decades to come.

Collaborative Construction Management

On May 12, 2026, the ��֭���� project team welcomed 40 members from the owner’s engineering and construction staff to the jobsite for a collaborative site visit and project update, an event that speaks directly to how ��֭���� approaches owner partnerships on complex, active infrastructure.

Rather than a standard progress report, the visit gave the owner a firsthand look at the construction of the new influent pump station, wet wells and surrounding underground utility infrastructure. The ��֭���� project team walked owner personnel through key work areas, discussed upcoming milestones, reviewed construction sequencing and answered questions about execution, safety and operational coordination within a fully active treatment facility.

The visit also gave the team a chance to see an innovative solution, CDSM shoring. ��֭���� used the site walk to share its CDSM track record directly with the owner and work through their questions in real time, rather than leaving that conversation to formal submittals alone.

The combination of technical transparency and genuine relationship-building continues to build trust with the owner and keeps the stakeholders aligned on goals, expectations and long-term outcomes for the project.

Delivering Municipal Water Infrastructure Upgrades at an Active Facility

Modernizing Whittier Narrows comes with a defined set of challenges that shape nearly every decision on the project. The team is constructing major new infrastructure within a fully operational treatment plant, requiring careful sequencing to integrate new systems without disrupting ongoing operations. Complex subsurface utility conflicts, coordination of major underground structures and pipelines and the need to maintain continuous treatment functionality throughout construction all demand close coordination between the field team and owner operations staff.

Among these challenges, groundwater stood out as one of the most significant. Protecting the plant’s active infrastructure while building two new wet wells and a partially buried pump station required a shoring approach that could control water without relying on extensive dewatering.

Using CDSM to Control Groundwater

With groundwater sitting at approximately 196 feet and the bottom of the new structure reaching 178 feet, the team anticipated groundwater inflow that could easily exceed 1,000 gallons per minute if left unmanaged. Compounding the risk, critical infrastructure sits within 100 feet of the excavation, including the plant’s main concrete processing channel, its main effluent sewer line and the flow diversion gate.

A conventional beam-and-lagging shoring system would have required significant dewatering to keep the excavation dry and stable, introducing a real risk of ground settlement to adjacent operating facilities. Instead, the team selected CDSM, which creates a low-permeability soil-cement cutoff wall around the excavation. The approach significantly reduces or eliminates the need for large-scale dewatering, limits groundwater inflow and provides a more controlled excavation environment near sensitive, active infrastructure. An integrated bottom plug and tie-down anchor system further strengthens the design, providing uplift resistance and long-term structural stability under persistent groundwater pressure.

It is a solution chosen because it fits the site, not because it was the conventional default. It is precisely the kind of decision ��֭���� brings to every project: evaluating each excavation and shoring system to deliver the best outcome for that specific facility, then bringing the owner into that conversation early and often.

The ��֭���� Approach to Water Infrastructure Delivery

The owner site visit is one piece of a broader pattern at Whittier Narrows. From self-performing work to proactively walking the owner through the shoring method before questions become concerns, this project reflects how ��֭���� approaches water infrastructure work everywhere: by thinking through the best technical solution for each site and collaborating openly with owners to build trust.

Planning a water or wastewater infrastructure project? Connect with ��֭���� to learn how our teams help owners navigate complex construction challenges while maintaining operational continuity and project certainty.

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To help address these challenges, ��֭���� is exploring how advanced visualization technology originally developed for the gaming industry can improve planning, coordination and owner communication on complex water infrastructure projects.

Complexities of Water Infrastructure

The Virtual Design and Construction (VDC) team at ��֭����’ Rocky Mountain Region, with support from and innovation arm, is piloting a real-time, 3D development platform on water and wastewater projects. Best known for powering modern video games, , is helping owners and project teams visualize existing conditions, evaluate construction approaches and improve coordination before work begins. ��֭���� Lead VDC Engineer Charles Emerson helped introduce the technology and identify opportunities to apply it to projects where existing infrastructure plays a critical role in planning and execution.

Emerson explained that water and wastewater facilities present unique construction challenges because the structures themselves are part of the treatment process. These systems rely on carefully balanced hydraulics, gravity flow and connections to existing infrastructure, which increases the importance of accurate planning and coordination before crews enter the field. Having worked as a millwright for ��֭����, Emerson gained firsthand experience installing and aligning the mechanical equipment that keeps these facilities operating. That background gave him a firsthand understanding of the precision required to keep treatment systems operating effectively.

Creating an Interactive Planning Environment

By combining building information modeling (BIM), light detection and ranging (LiDAR) reality capture scans and interactive visualization tools into a single environment, teams can evaluate existing conditions, communicate design intent and identify potential conflicts before work begins in the field. The technology allows owners, designers and construction teams to review complex rehabilitation scenarios in a way that is more interactive and easier to understand than traditional visualization methods. According to Emerson, “We already have tools that combine BIM, scan data and construction information. Unreal Engine takes that a step further by presenting the information in an immersive, interactive environment that feels more like navigating a video game than reviewing a traditional model.”

The Rocky Mountain Region’s VDC team piloted Unreal Engine to create immersive first-person BIM walkthroughs, cinematic renderings that compare proposed designs against existing infrastructure and virtual reality experiences using Meta Quest headsets. The effort applies capabilities ��֭���� VDC teams have long delivered through established platforms to the unique demands of active water and wastewater facilities. These visualizations help project teams better understand how new systems will integrate into existing operations, identify potential conflicts early and improve coordination before construction begins.

Applying Technology in the Field

At the Windsor Wastewater Treatment Facility, the ��֭���� team overlaid LiDAR reality capture scans with BIM models to better understand how new systems would integrate with existing underground infrastructure before crews entered constrained field environments. Combining point cloud data with BIM models provided the project team with a clearer understanding of site conditions and helped improve coordination in areas where traditional visualization methods had limitations.

Beyond visualization, ��֭���� is exploring Unreal Engine as one of several tools that can support project planning, coordination and owner engagement. The pilot is helping teams evaluate how immersive environments can enhance established VDC workflows, including constructability reviews, 4D planning and digital coordination, on complex water and wastewater projects.

As municipalities continue investing in resilient, future-ready infrastructure systems, ��֭���� remains committed to exploring innovative solutions that improve collaboration and support more informed construction decisions.

Visit our Water+Wastewater page to discover more ��֭���� projects and connect with our team.

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��֭����’ Typical BIM/VDC Approach

BIM and VDC work together to improve project delivery and provide greater value to owners. BIM serves as the digital representation of a facility, containing the geometric and data-rich information used throughout design and construction. VDC is the process of leveraging that information to coordinate teams, improve constructability, reduce risk and support informed decision-making throughout the project lifecycle. Together, BIM and VDC create the foundation for advanced solutions such as digital twins, which extend the value of project data well beyond construction completion.

Owner Concept

The process begins with the owner providing a federated BIM model that represents the conceptual design and intent of what will be built. This model serves as the basis for coordination and development, allowing the team to visualize the facility and establish a clear path forward before work reaches the field.

Trade Partner Coordination

As design progresses, trade partners refine the federated model by contributing discipline‑specific BIM content. During virtual coordination sessions led by a VDC coordinator, the project team collectively reviews building systems and resolves conflicts between trades before construction begins. This process establishes a coordinated, constructible plan that all parties approve prior to field execution.

Owner Review and Approval

Once coordination is complete, the owner reviews and approves the updated BIM model, ensuring it meets project requirements before work continues.

As‑Built Verification Through Reality Capture

After construction, the project team performs laser scanning to capture the actual conditions of the facility. This reality capture data helps create an as-built model that shows what was truly built, allowing owners to verify dimensions, inspect hidden systems and compare the final conditions to the approved BIM model.

While this process already provides significant value, Los Alamos National Laboratory (LANL) requested an enhanced deliverable. Instead of a traditional as‑built model, the client wanted a fully interactive Digital Twin that could be serve as a long‑term operational tool.

Digital Twin Construction in Practice

Although coordinated BIM models represent design intent, real‑world construction conditions are rarely perfect. Walls may not be square, materials vary and field adjustments are often necessary. Project teams usually record these changes with redlined drawings, which owners can find hard to interpret and challenging to rely on for future renovations or expansions.

��֭���� developed the digital twin to overcome these limitations by providing an accurate, intelligent model of the facility as it exists in the field.

Creating A Digital Twin Construction Model

For the LANL TA‑50 Transuranic (TRU) Liquid Waste (TLW) Facility project, ��֭���� used laser scanning technology to capture existing conditions. Each scan captured tens of millions of data points, which the team stitched together to produce a complete three‑dimensional model of the built environment. From this point‑cloud data, the team created an as‑built model that reflects what was physically constructed rather than what was originally planned. This model provides a reliable starting point for future work and minimizes the risk of relying on outdated record drawings.

Making Facility Information Accessible

To support long-term facility operations, the digital twin adds intelligence to the model. The project team embedded detailed information into individual assets and building components, including manufacturer data, circuit and panel connections, warranty documentation, maintenance requirements, installation notes and associated design changes. For this project, equipment data was organized through a Master Equipment List (MEL), with modeled objects linked directly to their corresponding documentation. By selecting an element in the model, users can instantly access all relevant information for that asset.

In high‑security environments like LANL, security requirements restrict access to certain backend systems. Despite this, the project team fully implemented the digital twin and trained the owner’s team to manage it internally by linking equipment to their MEL. 

This approach centralizes construction and operational data that would otherwise be scattered across drawings, submittals, RFIs and manuals. Instead of searching through multiple systems, owners and facility operators can navigate the model, visually locate equipment and retrieve the information they need in one place.

Supporting Smarter Facility Operations

The digital twin also lays a foundation for future growth. Although this effort did not include live sensor integration, the platform can support real‑time data such as temperature, occupancy, equipment performance and maintenance alerts. In more advanced applications, digital twins can enable predictive maintenance, early issue detection and better operational decision‑making by linking modeled assets to live data feeds.

Turning Project Data into a Lasting Asset

At its core, the digital twin serves as a digital repository of project knowledge. Construction generates a significant volume of information, and without a structured method for capturing it, critical details can be lost at turnover. The digital twin preserves that information and gives owners a tool to support facility management long after construction is complete.

Rather than simply delivering a building, ��֭���� delivers a building supported by a digital twin that improves operations, maintenance and long‑term asset management. This method closely aligns with ��֭���� Services and reinforces ��֭����’ commitment to delivering lasting value beyond project completion.

As owners seek more efficient ways to manage increasingly complex facilities, digital twin construction offers a powerful tool for preserving project knowledge, improving operations and supporting long-term asset performance. ��֭���� continues to leverage BIM, VDC and digital twin technology to help clients unlock greater value throughout the facility lifecycle.��Learn more about ��֭����’ integrated VDC capabilities.��

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Harvey Milk Terminal 1: Transforming the Passenger Experience at SFO

In working to help SFO continue modernization of their terminal network, ��֭���� partnered with + to deliver the HMT1 project. Utilizing progressive design-build delivery, the 900,000+ SF project includes a new check-in lobby and TSA checkpoints, a sensory room, an expanded recompose area along with modern holdrooms and baggage claim areas that support passenger movement through the terminal. Pre- and Post-security connectors to Boarding Area C and the International Terminal, alongside access to the AirTrain and central parking garage, strengthen connectivity across the airport’s campus. The new Independent Carrier System (ICS) baggage handling system, the first of its kind installed in a United States airport, improves baggage handling reliability and efficiency. Together, these elements support SFO’s commitment to creating an elevated passenger experience from departure to arrival, and increases operational continuity and integration within SFO’s broader terminal system.

HMT1 also demonstrates a strong commitment to sustainability, achieving Leadership in Energy and Environmental Design (LEED) Platinum, Fitwel 2 Star Design Certification, the first airport in the world to do so, and Fitwel 3 Star Build Certification. To attain these goals, the team evaluated design decisions based on long-term performance outcomes, implementing strategies that reduced energy use, minimized carbon impacts and enhanced indoor environmental quality. This approach underscores the collaboration and integration that defined the project from design through construction.

We are honored and thankful to the DBIA-WPR for selecting Harvey Milk Terminal 1 as Project of the Year and for a Virtual Design & Construction Award. This type of recognition is a testament to SFO’s approach to the Progressive Design Build delivery model, and it was only achievable due to the entire team’s commitment to collaboration and transparency.

– Todd Temple, ��֭���� Operations Manager

Progressive Design-Build Excellence

The progressive design-build delivery model supported coordination and decision-making across the HMT1 project. Communication and shared accountability were essential as the team maintained operations with a minimum of nine active gates while advancing phased demolition and construction. Early in the project, success was tied to close coordination between the owner, design partners, stakeholders and a separate design-build team delivering Boarding Area B.

A co-located Big Room enabled real-time coordination and rapid decision-making. Weekly meetings, pull planning sessions aligned sequencing and handoffs. In the field, micro-phasing and off-peak scheduling allowed systems and spaces to transition without disrupting ongoing airport operations.

Industry-leading VDC Innovation

Harvey Milk Terminal 1 also demonstrates how a fully integrated VDC approach can create a cohesive platform for achieving owner goals. From the outset, SFO, ��֭����, Gensler and key trade partners aligned around a shared digital strategy, using a federated Revit-based model to drive collaboration across disciplines and phases.

Clearly defined modeling standards established consistency, while early development of the building information modeling (BIM) Execution Plan and level of development (LOD) Matrix created a roadmap for coordination and delivery. Co-location in the Big Room and real-time VDC coordination sessions enabled rapid issue resolution, reduced rework and improved decision-making across design and construction.

Field innovations, including robotics for layout and model-based verification, extended digital workflows directly into construction, strengthening quality and productivity. Through this coordinated approach, VDC supported improved cost certainty, schedule clarity, construction accuracy and lifecycle value, delivering a high-performing, facilities-ready asset fully aligned with SFO’s operational and maintenance objectives.

Adaptability, Teamwork and Collaboration

At the core of the project’s success was the team’s ability to adapt in a dynamic environment. Despite unforeseen conditions and pandemic-related constraints on access, labor and sequencing, the team adjusted protocols, refined phasing and recovered lost time. This team embodied the values of progressive design-build delivery at every stage of the project, meeting and exceeding key milestones, maintaining progress and supporting continuous airport operations with continued collaboration and a commitment to each other.

The recognition of Harvey Milk Terminal 1 highlights ��֭����’ commitment to delivering innovative, passenger-focused aviation facilities. Visit the ��֭���� Aviation page to explore how the company is helping airports across the country modernize, expand and enhance the travel experience.

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��֭���� is delivering the $163 million Synagro In-Vessel Bioconversion Facility Upgrades project, a design-build effort that will enhance biosolids processing capacity through the construction of two 2.35-million-gallon anaerobic digesters, sludge storage tanks, a control building and associated tunnel improvements. 

Crews have already completed a major milestone with a record-breaking concrete placement of the Digester Three hopper foundation. This milestone moves the project closer to delivering critical infrastructure that will support long-term sustainability and resiliency for the City and County of Honolulu. 

What Is an Anaerobic Digester? 

Anaerobic digesters are a critical component of modern wastewater treatment facilities. These large structures support biological processes that break down organic material in the absence of oxygen, reducing waste volume while producing renewable biogas that can be used as an energy resource. 

The Synagro project will add two new 2.35-million-gallon digesters designed to improve treatment efficiency, support sustainability goals and increase long-term resiliency for Oahu’s wastewater infrastructure. 

Overcoming Complex Digester Construction Challenges 

Constructing large-scale anaerobic digesters requires extensive planning, technical precision and close coordination between structural, mechanical and process systems. For the Digester Three hopper foundation, crews navigated an inverted cone design, specialized formwork and multiple system connections that had to be integrated into the structure with accuracy. 

The hopper placement marked the first of its kind on the project and required a continuous, 24-hour concrete pour to achieve a monolithic, watertight structure forming the base of the 75-ft-tall digester. Complex geometry, specialized formwork and tight coordination among ��֭����, DN Tanks and trade partners were critical to safely executing the large-scale concrete placement. 

Success on work like this starts long before concrete placement. With complex geometry like the inverted cone hopper, with complex mechanical systems entering and exiting the cone, there’s no margin for error—executing a continuous 24-hour pour requires detailed planning, early coordination with trade partners and a disciplined approach to risk management to deliver it right the first time.”

— Rick Crago, National Water/Wastewater Enterprise Lead and Pacific Region Operations Manager, ��֭���� 

As work advances, the project team is building on this milestone to deliver the critical structures and systems needed to support biosolids processing, renewable resource recovery and long-term wastewater treatment operations. 

Supporting Sustainable Wastewater Infrastructure in Honolulu 

This project represents a significant investment in resilient wastewater treatment infrastructure for the City and County of Honolulu. Once complete in 2028, the facility will help convert organic waste into renewable resources while enhancing environmental stewardship, public health and long-term wastewater system resiliency across Oahu. 

As a national leader in integrated construction delivery, ��֭���� continues to support complex water and wastewater projects that strengthen essential community systems and advance sustainable infrastructure solutions. 

Interested in learning more about ��֭����’ water and wastewater expertise across Hawaii and the Pacific? Explore our Pacific Region projects to see how teams are delivering critical infrastructure that supports communities, sustainability and long-term resilience. 

Synagro Wastewater project arial view of construction site

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Supporting the Future of Pit Production

��֭���� is serving as the general contractor for the $11 million, 22,000 SF project, which is scheduled for completion in March 2027. The ceremony marks an important milestone for NNSA and USACE, representing their first collaboration on a project of this scale at SRS in more than 25 years.

The broader SRPPF project focuses on repurposing an existing Hazard Category-2 structure at the SRS and constructing several additional support facilities to establish a lasting pit production mission. As a part of this effort, ��֭���� is constructing the SRPPF warehouse as a non-radiological procurement support facility that provides critical procurement and logistics functions for plutonium processing and the production of plutonium pits at the site. This facility plays a key role in NNSA’s strategic solution to produce at least 80 plutonium pits per year.

Project Stakeholders Celebrate Groundbreaking

Leaders who attended the groundbreaking at the Savannah River Site included:

• Dan Klingshirn, Planning, Programs and Project Management Division Chief, USACE
• Natasha McCants, Capital Project Manager, Savannah River Nuclear Solutions
• Lt. Col. Todd Mainwaring, Charleston District Commander, USACE
• Kevin Buchanan, Federal Project Director, NNSA
• Steven Bath, Engineering Division Chief, USACE
• Djuan Franklin, International & Interagency Support Branch Acting Chief, USACE

Courtland Creech, Operations Manager for the SRPPF procurement warehouse project, represented ��֭���� at the event.

Building the Future of National Security Infrastructure

The groundbreaking ceremony marked the beginning of a collaborative effort between ��֭����, NNSA and USACE to deliver a facility that will play a vital role in the future of the SRPPF. As construction progresses, the project team remains committed to safety, quality and operational excellence every step of the way.

Explore how ��֭���� delivers complex federal projects that support critical national missions.

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Why Municipalities Are Reevaluating Traditional Project Delivery Methods

To help address these challenges, ��֭���� has recently begun using the on select water and wastewater projects in Colorado, including the Kremmling Water Treatment Plant Improvements Project and the Town of Windsor’s Liquid Expansion Project. As an early adopter of the WCDA framework within Colorado’s water and wastewater market, ��֭���� has worked alongside municipal owners and design partners to implement collaborative delivery strategies that improve project outcomes, reduce delivery risk and support operational continuity throughout construction.

Unlike standard construction agreements that are often developed primarily for vertical or commercial building projects, the WCDA contract is specifically tailored to the operational, regulatory and technical requirements of water and wastewater infrastructure. Treatment plants, pump stations, pipelines and process facilities must remain reliable throughout construction because they directly support public health and essential municipal services. The WCDA contract addresses these unique conditions by providing industry-specific language that supports coordination among the owner, engineer and contractor while clearly defining responsibilities and project expectations.

How the WCDA Contract Supports Water and Wastewater Infrastructure

For Colorado municipalities, this approach has been particularly valuable given the state’s stringent water quality regulations, complex permitting processes, aging infrastructure needs and continued population growth. The contract framework is designed to support efficient decision-making and coordinated project execution, which can help municipalities manage risk and maintain project momentum throughout design and construction.

One of the key benefits to municipalities and owners is improved project certainty. Water and wastewater projects frequently involve challenging site conditions, aging facilities, specialized treatment equipment and operational constraints that can impact cost and schedule if not addressed early. The WCDA contract encourages early coordination and constructability discussions, allowing the project team to identify potential issues, procurement challenges and sequencing considerations before construction begins. This gives municipalities greater visibility into budget and schedule development and helps reduce disruptions during construction.

Supporting Operational Continuity During Active Facility Construction

The contract structure is also well suited for projects involving active plants and facilities. Maintaining uninterrupted service during construction is critical for municipalities and utility operators, particularly in Colorado communities where regulatory compliance and system reliability are closely monitored. The WCDA contract includes provisions that address operational coordination, startup and commissioning procedures, testing requirements and work within live treatment environments. These considerations help municipalities maintain compliance with Colorado Department of Public Health and Environment (CDPHE) requirements while minimizing operational impacts to existing systems.

The South Fort Collins Sanitation District (SFCSD) Water Reclamation Facility Expansion & Improvements Phase 1 project included construction of three new structures and two reconditioned structures, all while ensuring no disruptions to the operational plant.

The Wellington Water Treatment Plant Expansion required tie-ins to the active plant, which were executed with surgical precision to avoid service interruptions and maintain fire safety readiness.

Reducing Risk and Improving Coordination for Municipal Owners

Another significant advantage of the WCDA framework is its ability to reduce administrative and contractual friction during project delivery. Water and wastewater projects often require coordination among multiple stakeholders, regulatory agencies and utility operations staff. The WCDA contract promotes transparency and structured communication between participants, helping issues be addressed efficiently and reducing the likelihood of disputes, delays or unnecessary change order conflicts. This creates a more predictable and manageable project environment for municipal owners.

The WCDA contract provides a clear framework for collaboration on complex infrastructure projects and allows contractor expertise to be incorporated during planning, design coordination, procurement and construction sequencing. This early involvement improves constructability, supports more efficient project execution and helps identify risks before they impact cost or schedule.

The contract also supports better coordination around long-lead equipment procurement and construction phasing, which are increasingly important considerations on water and wastewater projects. Early planning and communication among the project team can help avoid schedule compression, minimize disruptions to facility operations and improve overall project efficiency.

The Future of Collaborative Delivery in Water Infrastructure

Ultimately, the WCDA contract aligns well with the specialized needs of water and wastewater infrastructure projects. Municipalities benefit from a contract structure that is designed specifically for utility infrastructure, supports operational continuity, improves coordination among stakeholders and enhances overall project predictability.

As Colorado communities continue investing in critical water infrastructure, the WCDA contract provides a proven framework that supports effective project delivery and long-term value for public owners. ��֭���� believes these approaches will continue gaining momentum nationally as owners seek more collaborative, transparent, and resilient project delivery strategies for increasingly complex utility infrastructure projects.

Connect with our team to learn how collaborative delivery strategies can support your next water or wastewater infrastructure project.

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Rather than following a standard approach, the team implemented a data-driven activated sludge seeding strategy that dramatically accelerated the startup process. By sourcing approximately 150,000 gallons of carefully selected seed sludge, conducting extensive system validation and closely monitoring biological performance, the team reduced startup time by an estimated four to six weeks.

The result was a faster path to operational readiness, reduced startup risk and a strong foundation for long-term plant performance. Behind that achievement was a coordinated effort involving advanced testing, microbial analysis and collaboration among project partners across Hawaii.

A Data-Driven Approach to Sludge Seeding

Activated sludge seeding plays a critical role in wastewater treatment startup. The process introduces an established microbial population into a new treatment system, allowing biological processes to stabilize more quickly and efficiently.

For the Sand Island WWTP project, the team took a deeper look at how seeding could be optimized. Through microscopic evaluations and solids analyses conducted across multiple wastewater treatment facilities, the team identified the strongest available microbial population and selected the Honouliuli Wastewater Treatment Plant as the source.

Based on those findings, approximately 150,000 gallons of seed sludge were transported to Sand Island, five times the volume originally specified for the project.

The increased seed volume was a deliberate decision designed to accelerate biological stabilization and reduce uncertainty during startup. By establishing a larger and healthier microbial population early, the project team positioned the facility to move more quickly into performance testing and operational readiness.

Proving the System Before Startup

Before any seed sludge was introduced, the team at the Sand Island Wastewater Treatment Plant executed functional completion testing and clean water testing to ensure the system was fully prepared to support the biological process.

This phase focused on verifying that all process systems, equipment and controls were functioning as intended—eliminating uncertainty and reducing the risk of startup disruptions once live microorganisms were introduced.

A key component of this effort was clean water testing, performed in multiple phases to simulate operational conditions and confirm system performance. This included validation of both secondary treatment processes and the thickener building. Early testing identified equipment issues that required correction and retesting—ultimately strengthening system reliability prior to seeding.

In parallel, the team conducted extensive equipment and instrumentation validation, including point-to-point checks of all control and monitoring systems in coordination with the City & County of Honolulu. This ensured that alarms, trends, and system responses were fully operational and visible through the wastewater plant’s supervisory control and data acquisition (SCADA) system, enabling real-time monitoring once biological treatment began.

By the time activated sludge seed was introduced, the plant was not just “ready”—it was proven. This disciplined validation approach minimized startup risk, protected the health of the microbial population and enabled a smoother transition into full biological operation.

A Controlled Five-Day Sludge Seeding Operation

Working within an active wastewater treatment facility required careful planning and execution. The startup sequence followed a phased approach:

• Conducted full system validation, including equipment testing, SCADA integration and clean water testing
• Introduced process water only after confirming system readiness
• Maintained a closed-loop system during initial seeding to protect microbial health
• Transitioned to full operational treatment by opening flow to the membrane bioreactor (MBR) system

The entire seeding process was completed over five continuous days. Throughout the process, recirculation systems helped maintain optimal biological conditions.

Quality Control of Wastewater Microbiology

Once the microbial population was introduced, maintaining biological health became a primary focus.

The project team continuously monitored key performance indicators, including microbial activity, solids concentration, dissolved oxygen levels, temperature, nutrient availability and automated control responses.

Success was defined by stable biological performance, consistent system trends and the ability to transition into the automated control strategy by design.

Potential risks—such as microbial die-off during transport or system instability during startup—were mitigated through careful planning, real-time monitoring and thorough pre-seeding validation effort. Throughout the process, the team continued to monitor all equipment and instruments, SCADA integration and clean water testing, recording alarms and trends to ensure system readiness.

The result was a controlled startup process that protected the biological system while supporting reliable operational performance.

Coordinating a Successful Activated Sludge Seeding Process

Beyond the technical execution, the success of the seeding process was driven by strong coordination among stakeholders. The project team worked closely with the City & County of Honolulu, AECOM, the operations team and partners, and trade and treatment technology manufacturers throughout the process.

Structured commissioning plans, readiness reviews and regular coordination meetings helped align stakeholders around project goals, system readiness and operational expectations. This collaborative approach allowed decisions to be made efficiently and ensured all parties remained focused on achieving a successful startup.

Setting The Foundation for Long-Term Performance

Startup activities may occur over a relatively short period, but their impact can extend throughout the life of a facility.

By establishing a strong microbial population early and validating system performance before introducing biological treatment, the project team created conditions that supported long-term reliability from day one.

Although wastewater treatment systems naturally develop and adapt over time, a successful startup provides the foundation necessary for stable operations, maintainability and performance.

Lessons For Future Wastewater ��֭����

The Sand Island effort highlighted several key considerations for future wastewater startups:

• Seed sludge quality and variability matter—ongoing testing is essential.
• More seed can accelerate schedule, but must be balanced with cost and system constraints.
• Early validation and coordination reduce downstream risk.
• Operational alignment is just as important as technical execution.

The ��֭���� team will continue supporting operations and performance testing as the project advances toward final commissioning and acceptance. The successful startup at Sand Island demonstrates how careful planning, technical expertise and partnership can accelerate project outcomes while establishing a strong foundation for long-term success.

Learn more about our ongoing work in Hawaii and explore ��֭���� water / wastewater projects across the U.S.

This article was developed with insights from Allie Ackerman Operations Manager; Franklin Amador Integration Manager; Joseph Palaszynski Integration Manager; Brad Musick President of Wastewater Solutions, Inc. (WSI).

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But as these models gain traction, one thing is becoming clear: success is not determined by the delivery method itself, but by how well project teams align around shared goals, communication and long-term outcomes. Drawing from recent project experience and industry best practices, ��֭���� explores key lessons learned in and how teams can better position themselves for successful outcomes.

The Shift Toward Collaborative Delivery Methods

“Alternative delivery is gaining traction due to increasing price volatility, supply chain disruptions and long lead times, which drive up project costs over time. Owners are seeking faster delivery methods to lock in pricing and reduce uncertainty,” states Rick Crago, ��֭����’ national water and wastewater lead.

By bringing contractors, designers, operators and key trade partners into the process earlier, before design is fully developed, alternative delivery creates opportunities for better coordination, improved constructability and more informed approaches to procurement, scheduling and budgeting. In many ways, alternative delivery is less about accelerating construction and more about improving decision-making throughout the life of the project.

Successful projects depend on open communication, early alignment and clear decision-making that keeps teams focused on shared project goals. “Communication is essential at all levels throughout the project from beginning to end,” says ��֭���� Project Executive Kelly Daken. “Everything goes on the table as quickly as possible and decisions are made collaboratively.” Establishing decision-makers, timelines and expectations early in the process also helps protect downstream design, procurement and construction schedules.

This approach is especially valuable in water and wastewater facilities, where sequencing, maintainability and operational continuity directly impact the communities these systems serve. “It’s important to understand the sequencing in operational plants to minimize disruptions to operations and of the water supply to the public,” states ��֭���� Operations Manager Stan Javernick.

Case Study: Synagro In-Vessel Bioconversion Facility Upgrades

The Synagro In-Vessel Bioconversion Facility Upgrades project in Honolulu, Hawaii provides another example of how collaborative delivery can improve coordination and reduce risk on complex operational infrastructure projects. Delivered using a design-build approach, the project team identified a major existing 84-inch outfall pipe conflict during early planning that directly impacted the proposed facility footprint. Through early coordination between the owner, designer, contractor and specialty partners, the team was able to evaluate alternatives, refine sequencing plans and proactively address operational impacts before construction activities began. The use of LiDAR scanning and Virtual Design and Construction (VDC) tools also improved existing-condition verification, coordination and prefabrication planning, helping reduce rework, minimize outage risks and improve schedule certainty. The project reinforced how collaborative delivery methods, combined with digital coordination tools, can help teams proactively manage unforeseen conditions while maintaining operational continuity on highly constrained water and wastewater facilities.

Creating the Right Conditions for Successful CMAR and Design-Build ��֭����

One of the clearest lessons emerging from collaborative delivery projects is that successful outcomes depend on creating the right conditions from the very beginning. Procurement plays a critical role in shaping how teams work together throughout the life of the project.

Owners increasingly recognize that selecting the right partners requires more than evaluating price alone. Qualifications, operational understanding, technical approach and the ability to work collaboratively all influence long-term project success. “Procurement sets the tone for everything that follows,” says ��֭���� Business Development Manager Nate Mendelsohn. “It needs to be managed as a complete system.” Crago adds that projects procured primarily on low price can unintentionally limit innovation and ultimately impact project outcomes.

Successful teams also establish clear performance goals while allowing flexibility in how those goals are achieved. In highly technical and operationally sensitive environments like water and wastewater facilities, owners understandably have specific requirements around resiliency, maintenance, operational continuity and system integration. But overly prescriptive requirements can reduce opportunities for innovation and limit the expertise project teams bring to the table.

“The use of performance goals allows for innovation,” explains Daken, pointing to examples such as reduced power usage, minimized staffing hours and reduced facility footprint. As Mendelsohn notes, “Once the target is understood, innovation naturally follows from experts working together within a shared framework.”

In practice, these outcomes are supported through early coordination, integrated planning sessions and consistent engagement between owners, designers, builders and operations teams. Just as importantly, successful projects maintain continuity between procurement and execution, ensuring the same teams and decision-makers remain engaged from planning through commissioning. This continuity helps preserve trust, accountability and alignment as projects evolve.

Case Study: South Fort Collins Sanitation District Water Reclamation Facility Expansion

The South Fort Collins Sanitation District (SFCSD) Water Reclamation Facility Expansion project demonstrates how collaborative delivery can support complex operational infrastructure projects. Delivered using a CMAR approach with best-value procurement, the project expanded the facility’s treatment capacity from 4.5 MGD to 6 MGD while maintaining full plant operations throughout construction. Early partnering sessions, phased design reviews and integrated planning efforts allowed the team to address constructability, sequencing, long-lead procurement and operational continuity early in the process. Through open-book collaboration and phased value engineering efforts, the project team generated approximately $4 million in savings while keeping the Guaranteed Maximum Price (GMP) below the owner’s original budget. The project also incorporated future expansion planning and operational improvements designed to support long-term facility performance, reinforcing how collaborative delivery can help owners balance immediate project needs with long-term operational goals.

Why Lifecycle Performance Matters in Water Infrastructure

This collaborative approach is also reshaping how owners define project success. As infrastructure systems age and experienced operations staff retire, owners are placing increasing emphasis on long-term operations, maintainability and asset performance.

Collaborative delivery allows teams to evaluate decisions through a lifecycle lens rather than focusing solely on initial construction cost. Equipment selection, sequencing, resiliency, power consumption, staffing requirements and maintainability can all be discussed earlier in design, when adjustments are more impactful and less costly to implement.

Mendelsohn notes that projects increasingly emphasize “durability, maintainability and lifecycle performance” to support more specialized systems over time. Javernick adds that many owners now recognize “they may need to pay more up front in order to receive a higher quality of construction and thereby ensure the plants last longer, run more efficiently and are resilient over the long run.”

This long-term perspective is especially important in water and wastewater facilities, where systems must remain reliable for decades while continuing to serve growing communities. According to Daken, “Operations has to live with the final product for 50 years plus most of the time.”

For project teams, this means delivery success is no longer measured solely by schedule and budget performance. Increasingly, success is defined by how well facilities perform years after turnover and how effectively teams help owners balance immediate project needs with long-term operational goals.

The Future of Water and Wastewater Construction Delivery

As water infrastructure demands evolve, collaborative delivery methods will likely remain an important tool for owners seeking greater flexibility, faster delivery and improved coordination. But the most important lesson emerging from these projects is that delivery methods alone do not guarantee success.

Successful projects are built on early alignment, open communication, informed decision-making and a shared commitment to long-term outcomes. They require teams willing to engage transparently, involve operations stakeholders early and remain adaptable as project conditions evolve.

As Mendelsohn summarizes, “The right people matter. Teams that understand the tools, limitations and expectations of alternative delivery are far better positioned to lead effective, predictable programs.”

Ultimately, the future of water and wastewater infrastructure delivery may depend less on which contract model is selected and more on how effectively teams come together to solve increasingly complex challenges. For more information about ��֭����’ collaborative delivery experience in the water market, visit our water infrastructure page or connect with our team.

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Giving Back to the Casa Grande Community

Partnering with the City of Casa Grande Animal Care and Adoption Center, the team completed targeted facility improvements designed to enhance outdoor spaces for dogs. Donating their time, labor and materials, the ��֭���� team installed new concrete pads for two outdoor kennels—creating a more durable, sanitary and comfortable environment for the animals.

These improvements build on recent upgrades made possible through community partners, including the addition of shade structures that provide critical protection from the Arizona climate. Together, these enhancements create a more functional and welcoming space for animals awaiting adoption, while supporting shelter staff in their day-to-day operations.

Building Community Impact Through Water Infrastructure ��֭����

This outreach effort was led by the Kortsen West Area Regional Lift Station project team, a critical infrastructure project that supports the City of Casa Grande’s growing wastewater system capacity and long-term resiliency.

While delivering essential water infrastructure, the team remains committed to creating meaningful impact beyond the project boundaries. By leveraging their construction expertise and resources, the team helped improve a local facility that plays an important role in the community, reinforcing ��֭����’ broader commitment to service, stewardship and community partnership.

Casa Grande Celebrates Animal Shelter Improvements

The project was recognized during a ribbon-cutting ceremony attended by City of Casa Grande leadership, including the mayor and city manager, as well as local officials, representatives from the Pinal County Sheriff’s Office and community members.

The event also marked the unveiling of a new mural featuring the message, “From Shelter to Forever,” reinforcing the shelter’s mission of connecting animals with permanent homes.

��֭���� Commitment to Community Service

��֭���� believes strong communities are built through collaboration, service and investment beyond the jobsite. Initiatives like this reflect the company’s dedication to making a lasting difference in the places where its people live and work.

Learn more about ��֭����’ community initiatives.

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