There are a few things that government decision makers should know about developers—and how to manage them—when the name of the game is transit-oriented improvement.

Typically, governments are the initiators in public-private partnerships, both greenfield and brownfield. Their objective is to improve the lives of their citizens…and deliver infrastructure projects on time and on budget.

With its new infrastructure bank, the Government of Canada seems intent on doing public-private-partnership deals very differently. There are three reasons why this approach will make it harder to develop and deliver big projects.

Only now, well into the 21st century, is heavy industry beginning to harvest data electronically and leverage its information potential. It may take time and hard work to get the most value from advanced analytics, but the benefits will make the journey worth the effort.

It's the essence of life as we know it. But there’s a considerable cost to water, especially to not managing it as effectively as we can and should. In fact, we can’t afford to waste a drop.

The classic North American way to deal with nuclear waste is to bury it, store it, and sometimes reuse it. What if there was another way…one that’s environmentally friendly and industrially sustainable?

Much as we appreciate the award recognition, outstanding project management is really just the way we do things at Hatch. We start with the basics. Safety. Communication. Cost and schedule. And most of all, client satisfaction.

A triple-bottom-line accounting framework lets us see how projects can generate the highest value in environmental improvement, social benefit, and economic gain. It points the way to balanced decisions about where to invest funds and the impact those investments may ultimately have.

Major cities everywhere are looking to increase and improve public transit. Governments are tasked with delivering the goods: effective transportation systems that support better usage and help get cars and their carbon emissions off roads.

Here are six questions that can help you determine if there are ways to do more with—and get more from—the operation you’ve got.