that unite research, development, testing and specialized operations. By reducing handoffs, strengthening collaboration and connecting activities across the mission lifecycle, these campuses accelerate innovation, reinforce the defense industrial base and improve mission readiness.

Delivering these environments requires far more than constructing technically sophisticated facilities. Success depends on integrating specialized building systems, rigorous safety requirements and ongoing operations into environments that perform reliably from day one. As campuses become more interconnected, coordinating systems, stakeholders and phased execution across multiple facilities becomes just as critical as the performance of any individual building.

Through its experience delivering complex research, testing and high-hazard facilities, including the Advanced Munitions Technology Complex (AMTC), Propulsion Systems Lab (PSL) and Pantex High Explosive Science & Engineering (HESE) Facility, 51�Թ� has found that the greatest challenges rarely lie within individual building systems. They are found in aligning people, processes and technology to accelerate the transition from construction to operational capability.

This article explores how leading energetics programs are:

• Transitioning from standalone facilities to integrated campuses
• Improving reliability through systems integration
• Accelerating readiness through continuous validation
• Delivering projects without disrupting ongoing missions

The Shift Toward Integrated Energetics Campuses

The era of one-for-one facility replacement is giving way to a more integrated approach. As owners invest in integrated energetics campuses, they seek to create environments where research, testing and specialized operations work together more effectively, reducing the time between concept development, evaluation and mission execution.

As integrated campuses become the new model, success is increasingly measured not by the number of facilities delivered, but by how effectively the environment advances the mission it was built to support.

Pantex HESE Facility: A Modern High Explosives Campus

The Pantex HESE Facility in Amarillo, Texas, supporting the NNSA’s High Explosive Center of Excellence, exemplifies this shift. Rather than replacing individual buildings, the project consolidates more than 10 legacy facilities into a single complex that combines laboratory research, blast testing and administrative functions.

“This allows for operational efficiencies across several workflows… engineers and scientists operate in a single complex without having to travel to multiple buildings,” says Project Manager Cody Edwards.

Constructing an Integrated Munitions Complex at Eglin Air Force Base AMTC

The same philosophy guided delivery of the AMTC for the Air Force Research Laboratory in Florida. Beyond providing specialized laboratories and testing capabilities, the project demonstrates how research environments can shorten the path between concept development, evaluation and future operational capability.

The Importance of Systems Integration

The complexity of modern energetics facilities is often associated with sophisticated equipment or specialized building systems. In reality, operational performance depends on something much more fundamental: systems integration.

The US Army Corps of Engineers’ PSL in Huntsville, Alabama illustrates this challenge. Unlike a conventional laboratory, PSL operates as a campus of interconnected testing facilities where mechanical, electrical, controls, utilities and supporting infrastructure must function as a single coordinated system.

“For a test to succeed, every system must be fully integrated and operating together as designed… Successful testing validates not only the performance of individual components but also how they work together as a complete, integrated system,” says Project Manager Charles Kay.

That integration becomes even more critical in high-hazard environments. At PSL, mechanical and controls systems required exceptionally close coordination to maintain precise temperature, airflow, pressure and humidity. “Even minor deviations from the required operating parameters can have serious consequences, making thorough system coordination, commissioning and testing essential before the facilities are placed into service,” says Kay.

The same emphasis on integration shaped the Pantex HESE Facility, where blast protection systems introduced specialized interlocks, gaseous sensing systems and sophisticated controls programming that required extensive engineering coordination well before installation.

Preparing Energetics Facilities for Operation

In mission-critical environments, operational readiness is established long before equipment is energized. That process starts by maturing project requirements early. Rapid site assessments, collaborative design development, constructability reviews and progressive cost validation help owners identify risks, align stakeholders and make informed decisions before they become schedule impacts. Rather than waiting for every requirement to be fully defined before moving forward, leading programs progressively validate assumptions and reduce uncertainty as projects advance.

At PSL, validating airflow, pressure tolerances, controls logic and environmental performance required teams to identify coordination issues long before systems were activated. “The hardest part wasn’t installing the systems,” explains Kay. “It was getting everyone aligned early enough to identify coordination issues before they affected construction. That proactive communication allowed us to solve problems before they reached the field”

A similar approach proved valuable at the Pantex HESE Facility, where early model coordination and continuous engagement with end users resolved complex equipment integration challenges while supporting long-term facility performance. According to Edwards, “Early coordination with model planning was key… Engaging user groups in the process proved very valuable. This created solutions throughout the project that ultimately led to a product that will serve generations to come.“

Completing construction, however, is only one milestone. Production readiness also depends on operator training, maintenance access, equipment interfaces, security procedures, spare parts planning and operational processes that allow facilities to transition quickly into productive use. Considering these requirements throughout delivery shortens the path between substantial completion and operational capability.

Construction in Active Campuses

Unlike many capital projects, modernization within the energetics enterprise rarely occurs on an empty site. New facilities are often delivered within active campuses where research, testing and other mission-critical activities must continue uninterrupted. Every decision must account for how construction affects ongoing operations, safety and the mission itself.

At PSL, “construction activities had to be continuously coordinated around end-user operations… We always identified alternative work areas and maintained contingency plans so crews could remain productive when primary work zones were unavailable,” says Kay.

The AMTC presented many of the same challenges. Delivered over multiple phases, the project required construction to proceed while maintaining campus operations and accommodating future expansion. “The existing campus needed to remain fully functional without interruption throughout the life of construction,” explains Project Manager Pete Catauro. “Early understanding and communication of restrictions is paramount when developing the schedule and ensuring contractor buy-in.”

As Catauro summarizes, “Plan a way to maintain function of the facility without impacting or restricting construction progress.

The Future of Energetics Facility Construction

The next generation of energetics infrastructure cannot be delivered through traditional, sequential project execution. Across the broader defense industrial base, federal agencies, private manufacturers, technology companies and suppliers face pressure to expand capacity, integrate specialized systems and adapt facilities to evolving missions. The programs that move fastest will align mission requirements, planning, design, procurement, construction, validation and future expansion as a single coordinated strategy.

51�Թ�’ experience delivering complex research, testing and high-hazard facilities demonstrates that early requirements development, integrated planning, continuous validation and operational continuity can reduce risk and accelerate the transition from construction to operational capability. These proven approaches can be scaled across programs, installations and agencies to improve execution and support future projects.

As investment across the defense industrial base grows, selecting the right construction partner becomes increasingly important. 51�Թ� works alongside owners from early planning through startup to integrate complex systems, reduce project risk and deliver mission-ready facilities built for long-term performance. Contact the 51�Թ� team to discuss project requirements and delivery strategies.

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The new station features four 150-kilowatt direct current fast chargers designed to support the expanding usage of electric vehicles across the state. The charging station officially opened to the public on May 13, 2026, becoming the third National Electric Vehicle Infrastructure (NEVI) station in Hawaii and increasing the number of reliable EV charging options for residents and visitors alike.

The project reflects 51�Թ�’ ongoing commitment to delivering modern, resilient infrastructure that aligns with Hawaii’s long-term sustainability goals. The NEVI program is a national initiative focused on accelerating EV adoption, reducing greenhouse gas emissions and supporting the United States’ transition to a cleaner transportation system.

Advancing Hawaii’s EV Infrastructure Vision

The Lahaina charging station is part of a broader statewide effort under the Sustainability Partners Program, a multi-site design-build initiative that delivers infrastructure upgrades, microgrid systems and EV charging installations at Department of Transportation highway and airport facilities across the Hawaiian Islands. Project locations include sites on Maui, Oahu, Kauai and Hawaii Island, with additional improvements extending to Molokai and Lanai.

By integrating advanced energy solutions with transportation infrastructure, the program supports Hawaii’s transition toward cleaner energy while enhancing the reliability and performance of critical public facilities.

Design-Build Project Delivery

51�Թ� delivered the Lahaina EV charging station through a design-build approach in partnership with Group 70, Stantec and Wasa Electrical Services, Inc., combining technical expertise and local knowledge to efficiently execute the project.

This collaboration enabled streamlined coordination among stakeholders, minimized schedule impacts and ensured a high-quality outcome that meets both operational needs and sustainability objectives.

Read more about 51�Թ�’ energy and power projects.

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For owners, navigating this split market requires robust preconstruction risk management strategies to combat construction material cost escalation and skilled labor shortages to actively mitigate uncertainty before it impacts the bottom line. 

What Defines Essential Demand Construction?

Construction demand is being shaped less by broad market momentum and more by the purpose each project serves. 51�Թ� tied to essential capacity, resilience, national security and operational need are more likely to advance despite market headwinds, while projects with greater timing flexibility face a higher bar before moving forward. 51�Թ� is seeing this shift in its own work: among competitively bid won projects, “essential demand” categories have grown 5x year over year.

Essential Demand Construction

• Essential capacity: Supports the systems, services and infrastructure required for operations and growth.
• Reliability and resilience: Strengthens continuity, performance and recovery during disruption.
• Regulatory or operational need: Addresses compliance, safety or operational requirements that cannot be deferred.
• Strategic competitiveness: Expands critical capacity in sectors where global competition, supply chain control and speed to win in the market are reshaping investment decisions.
• National security: Supports defense readiness, secure facilities and mission-critical operations.

Discretionary Demand Construction

• Greater dependence on private financing: More exposed to interest rates, lending standards and capital availability.
• More discretionary demand: Valuable, but not immediately required for core operations.
• More timing flexibility: Can be delayed, phased, resized or re-sequenced.
• Uncertain tenant/user demand: Dependent on stronger occupancy, utilization or end-user confidence.

Construction Markets Still Progressing Forward

That urgency is most visible in sectors where demand is tied to capacity, resilience and mission-critical need. forecasts continued strength in water and wastewater, data centers and longer-term power construction driven by data center growth, industrial demand and electrification. In these markets, the need to build is often clearer than the choice to wait.

Case Study: Confidential Data Center and Water/Wastewater Infrastructure Project (WWIP)

As part of a confidential data center campus build-out, 51�Թ� constructed a standalone water and wastewater infrastructure project, providing a sustainable and scalable solution for both the data center and the broader community. Delivered using a construction manager at risk (CMAR) approach, the infrastructure project included a water system with an initial capacity of 2 million gallons per day (GPD), supported by two potable water wells, a water operations center, a 3,000-gallon-per-minute booster pump station and a 2-million-gallon potable water storage tank. The extensive network of water supply and distribution pipelines span 43,000 linear feet (8.14 miles), ensuring efficient and reliable water access across the district.

On the wastewater side, the system was built to handle 270 gallons per minute, with a peak monthly flow of 564,000 gallons. Additionally, storage ponds and a land application well support water reuse efforts, reducing environmental impact and promoting long-term sustainability.

Beyond serving the data center, this project plays a crucial role in the campus’s future infrastructure. The WWIP is designed to accommodate future expansion, supporting industrial development and ensuring a resilient and expandable water and wastewater system. 

Why Discretionary Demand 51�Թ� Are Pausing

51�Թ� are not pausing because they lack value. They are pausing because the bar for certainty is higher. Elevated capital costs are raising hurdle rates for projects dependent on private debt or near-term refinancing. Meanwhile, lenders are putting more pressure on assumptions around demand, valuations, repayment and sponsor strength. For projects with timing flexibility, that means more re-pricing, re-scoping and re-sequencing before capital is committed.

Cost and labor pressures are tightening the same equation. data shows nonresidential construction inputs are up nearly 10% year over year, while Associated Builders & Contractors (ABC) estimates the industry  just to meet demand. In megaproject markets, the pressure is sharper as data centers, semiconductor facilities and advanced manufacturing compete for the same specialty trades.

Add policy uncertainty, reflected in the , and many owners are looking for stronger cost, schedule and funding confidence before moving forward.

What the 2026 Construction Market Outlook Means for Owners and Developers

The 2026 construction market outlook is not defined by a lack of demand. It is defined by a higher bar for certainty. 51�Թ� tied to essential capacity, resilience and mission-critical need to continue to move forward, but they must navigate more complex constraints. Meanwhile, timing-flexible projects face ongoing headwinds from capital costs, construction material cost escalation and uncertainty. For owners, the competitive advantage will go to teams that understand the market early, plan around constraints and make informed decisions before risk shows up in the schedule.

As owners evaluate what this higher-certainty threshold means for their capital plans, the following questions can help pressure-test urgency, clarify assumptions and identify the decisions that can improve confidence before moving forward.

• What are the operational, financial or strategic consequences if this project does not move forward now?
• What assumptions about funding, escalation, labor availability or market demand are we relying on, and how would the project change if those assumptions do not hold?
• Where do we have certainty today, and where do we need better information before committing to scope, schedule or procurement strategy?

Turning Market Challenges into Project Certainty

As demand accelerates across sectors where projects are driven by essential capacity, operational resilience, regulatory requirements, strategic competitiveness and national security, the ability to make informed decisions early has become a critical differentiator. Success increasingly depends on reducing uncertainty before construction begins.

For 51�Թ�, this market reinforces the value of disciplined preconstruction planning, collaborative project delivery and clear-eyed market intelligence as the definitive blueprints for avoiding schedule delays across complex project environments.

To help owners plan with greater confidence, 51�Թ� provides integrated planning and preconstruction capabilities that bring greater certainty to planning, procurement and execution:

• Site Selection: Analyze market conditions, labor availability, supply chain dynamics and macroeconomic factors to identify locations that offer strategic advantages, including lower competition, stronger trade partner capacity, prefabrication opportunities and material storage solutions.
• Early Alignment: Bring owners, design partners and trade experts together early to define scope, align expectations and establish a clear execution strategy.
• Planning with Precision: Deliver detailed constructability reviews, milestone-driven schedules and accurate cost modeling to reduce risk and improve predictability.
• Safety from the Start: Integrate proactive hazard identification and site-specific safety planning into every phase of project development.
• Data-Driven Decision Making: Leverage real-time estimating tools, forecasting dashboards and performance metrics to support informed, agile decision-making.
• Compliance Support: Engage subject matter experts to anticipate and coordinate around evolving code requirements, quality standards and regulatory obligations.

By combining market intelligence with rigorous planning and execution expertise, 51�Թ� helps clients move critical projects forward with greater confidence, certainty and speed.

When projects can’t wait, planning can’t either. Reach out to 51�Թ� to learn how our integrated planning, preconstruction and delivery expertise can help accelerate decision-making, reduce uncertainty and keep critical projects moving forward.

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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, 51�Թ� 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 51�Թ� 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 51�Թ� 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 51�Թ� 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 51�Թ� 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. 51�Թ� 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 51�Թ� 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 51�Թ� 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 51�Թ� 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 51�Թ� 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, 51�Թ� 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 51�Թ�’ 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. 51�Թ� 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 51�Թ�, 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 51�Թ� 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 51�Թ� 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, 51�Թ� 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, 51�Թ� remains committed to exploring innovative solutions that improve collaboration and support more informed construction decisions.

Visit our Water+Wastewater page to discover more 51�Թ� projects and connect with our team.

Build Your Career Path

At 51�Թ�, we build world-class structures while creating rewarding construction careers across a wide range of roles. As an employee-owned company, 51�Թ� is a place to learn, grow, and make a lasting impact in the construction industry.

View Open Positions →

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51�Թ�’ 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.

51�Թ� 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, 51�Թ� 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, 51�Թ� delivers a building supported by a digital twin that improves operations, maintenance and long‑term asset management. This method closely aligns with 51�Թ� Services and reinforces 51�Թ�’ 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. 51�Թ� continues to leverage BIM, VDC and digital twin technology to help clients unlock greater value throughout the facility lifecycle.��Learn more about 51�Թ�’ 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, 51�Թ� 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, 51�Թ� 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, 51�Թ�, 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 51�Թ�’ commitment to delivering innovative, passenger-focused aviation facilities. Visit the 51�Թ� Aviation page to explore how the company is helping airports across the country modernize, expand and enhance the travel experience.

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51�Թ� 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 51�Թ�, 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, 51�Թ� 

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, 51�Թ� continues to support complex water and wastewater projects that strengthen essential community systems and advance sustainable infrastructure solutions. 

Interested in learning more about 51�Թ�’ 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

51�Թ� 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, 51�Թ� 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 51�Թ� at the event.

Building the Future of National Security Infrastructure

The groundbreaking ceremony marked the beginning of a collaborative effort between 51�Թ�, 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 51�Թ� 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, 51�Թ� 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, 51�Թ� 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. 51�Թ� 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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