Participation agreements make sure local communities aren't sidelined when new mines or processing operations start to produce material benefits. But developers need to do more if they want to leave a lasting, positive legacy.

How can decision makers in the government and private sector strengthen the resiliency of infrastructure? What guidelines can they follow to plan for future uncertainties?

In construction, poor or ineffective risk management can mean trouble. Always, the goal must be surety of outcome—no surprises.

By closing the water infrastructure gap, the United States could gain $220 billion in annual economic activity. Additional investments in water and wastewater infrastructure could mean 1.3 million high-quality, above-average-paying jobs.

Bench-scale testing is a cost-effective way to evaluate water treatment technologies for new capital projects. And for troubleshooting and optimizing existing treatment systems, too.

As technology advances, processes become more complex. Systems evolve and become more connected and integrated. Control rooms need to keep up with these changes.

Business intelligence is giving the mining sector data that’s more accurate and transparent than anything they've seen before.

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.