By Alex Hartig, Program Manager and A.J. Alshammasi, Senior Engineering and Operations Manager

This week, we’ll be in Bakersfield, California, joining peers from across the country at the 2nd Annual Orphan, Idle & Marginal Wells California Conference. For those of us working directly on well plugging and abandonment, this gathering comes at an important moment.

Across California — and well beyond — states are facing a growing inventory of orphan, idle and marginal wells. Many of these wells, drilled in the early and mid-20th century, were left without proper documentation or closure, leading to methane leaks, soil and groundwater contamination and safety risks to nearby communities.

From our perspective, conferences like this matter because they create space for honest, technical conversations about what is working, what is not and where programs still struggle.

Why This Work Matters to Us

Both of us dedicate our days to the intricacies of well abandonment, engaging in project planning, navigating regulatory requirements, coordinating field teams and addressing unforeseen issues that arise once operations commence. Each site and well presents unique challenges, frequently extending beyond purely engineering concerns to include data deficiencies, community considerations and long-term land use planning.

Alex’s work focuses heavily on subsurface investigations and remediation across Southern California, including sites with complex contamination histories and limited documentation. Much of that effort involves review of historical aerial photos, available public/private records and aligning closure activities with broader environmental compliance goals.

A.J.’s role centers on leading engineering, operations and risk management for complex orphan, idle and marginal wells — reconstructing incomplete well histories, designing abandonment programs that are technically sound, regulatorily defensible and executable in the field. That often means balancing cost, safety, environmental protection and uncertainty, all at once.

What connects our work is the belief that successful closure programs rely on collaboration — between engineers, geoscientists, regulators and communities — and on the smart use of modern tools.

Sharing Lessons from the Field

At the conference, A.J. will be presenting “A Well Abandonment Journey Overview,” which draws directly from real‑world project experience. The presentation will walk through how teams are approaching complex abandonment projects today, including:

• Reconstructing well histories when records are incomplete or missing.
• Using drone‑based geophysical tools to help locate undocumented wells.
• Integrating engineering design with field execution to reduce surprises.
• Applying risk‑based planning to prioritize work and protect communities.

These are not theoretical concepts — they’re lessons shaped by what we see on the ground. Our goal in sharing them is to contribute practical insights that others can adapt to their own programs.

The Value of Coming Together

The technical challenges around orphan and idle wells are significant, but so are the opportunities. We’re seeing encouraging progress as states invest in closure programs and as the industry becomes more open to new technologies and cross‑disciplinary approaches.

What we value most about this conference is the opportunity to listen — to hear how others are addressing similar challenges, to learn from different regulatory environments and to understand community perspectives that shape how projects move forward. These conversations help refine practices and, ultimately, improve outcomes.

As national efforts to address legacy wells continue to scale, the path forward depends on shared learning and sustained collaboration. We’re looking forward to being part of that conversation in Bakersfield — and to carrying those insights back into the work that continues long after the conference ends.

Learn more about �鶹TV��վ’��Orphan, Idle and Marginal Well Closure services.

�鶹TV��վ is recognized for partnering with Placer County and Caltrans to deliver solutions for complex infrastructure projects across California.

DENVER, Colo., Feb. 19, 2026 — �鶹TV��վ Technical Consultants (�鶹TV��վ), a leading infrastructure and environmental solutions provider, received the Honor Award at the from the American Council of Engineering Companies (ACEC) of California for its work on Placer County’s Foresthill Bridge.

In addition, �鶹TV��վ’ work on California Department of Transportation’s (Caltrans) Environmental Product Declaration (EPD) Reporting Improvements Project and its Skid Testing Modernization Project also received recognition, with the first earning a Merit Award and the second earning a Commendation Award.

The three projects were among 62 engineering and land surveying efforts in California recognized for excellence, and the Foresthill Bridge project will now compete at a national level.

“The Engineering Excellence Awards recognize projects that stand out for quality and the complexity of the finished project. Our clients, Placer County and Caltrans, are taking on some of the most complex and innovative infrastructure challenges, like inspecting and repairing California’s tallest bridge or using the latest technology to improve roadway safety, to help their communities flourish and thrive,” said Jacque Hinman, �鶹TV��վ CEO. “Quality is at the core of everything we do at �鶹TV��վ, and we are honored to accept these awards alongside our clients, which are truly a testament to and celebration of engineering excellence in California and beyond.”

A panel of judges with a broad range of environmental and technical expertise selected this year’s top engineering achievements using criteria such as uniqueness, originality and complexity, as well as technical, economic and social value. The projects �鶹TV��վ led or supported receiving awards are:

Foresthill Bridge – Placer County

�鶹TV��վ was contracted by Placer County to conduct safety testing of 288 fracture-critical steel welds on the Foresthill Bridge, California’s tallest bridge, as part of a federally funded initiative examining T-1 steel structures nationwide. The testing uncovered defects at nearly four times the expected rate.����

The 2,428-foot structure carries more than 50,000 vehicles daily across the American River. �鶹TV��վ performed inspections at heights exceeding 700 feet using custom scaffolding and specialized equipment while maintaining continuous traffic flow.����

Results showed 37 percent of welds contained defects, compared with the anticipated 10 percent rate. �鶹TV��վ adapted testing procedures in real time and completed 44 repairs to American Welding Society standards. The project was finished without safety incidents despite challenging weather and working conditions.����

The findings are informing Federal Highway Administration guidance for evaluating T-1 steel structures across the country. For Placer County residents, the work provides continued safe passage on a critical transportation link connecting Sierra Nevada communities. The inspection protocols developed contribute to a national shift toward proactive infrastructure maintenance, preventing costly emergency repairs or disruptions.����

EPD Reporting Improvements Project — Caltrans

�鶹TV��վ was contracted by Caltrans to deliver a new, mission-critical application to collect, validate and report contractor-submitted environmental data in support of the Buy Clean California Act. The system establishes a modern, centralized platform to support consistent EPD data intake, verification and compliance tracking, replacing previously fragmented and manual processes. ����

The EPD tool gives Caltrans a more efficient and user-friendly portal for data submission and equips Caltrans Materials Engineering and Testing personnel with improved tools for data validation, verification and compliance report generation. By streamlining workflows and introducing dynamic reporting and export capabilities, the system transforms complex environmental impact data into accessible, accurate and actionable intelligence.

To achieve these outcomes, �鶹TV��վ designed and implemented an intuitive submission workflow, prioritized usability and developed advanced reporting and export functionality. The EPD tool allows Caltrans to generate comprehensive, professionally formatted compliance reports, significantly improving transparency, efficiency and regulatory oversight.

Skid Testing Modernization Project — Caltrans

�鶹TV��վ, in partnership with GritForce Inc. (GritForce), was contracted by Caltrans to evaluate and implement Continuous Friction Measurement Equipment (CFME) technology as a replacement for the California Portable Skid Tester (CA-PST), which has been in use since the 1950s.��

As the technical experts of record, �鶹TV��վ and GritForce led a four-phase evaluation of CFME across laboratory and field conditions. Testing demonstrated a correlation coefficient greater than 0.8 with CA-PST results, outperforming the historical 0.69 benchmark achieved by earlier locked-wheel trailer methods. These findings provided the basis for updating California Test Method 342 to formally authorize the use of CFME statewide.����

The CFME implementation represents the first validated alternative to CA-PST technology in California, using advanced sensor technology that enables continuous friction measurement at walking speeds on concrete and bridge deck surfaces.

The technology allows both Caltrans staff and contractors to perform independent friction testing for the first time, reducing coordination requirements and accelerating project delivery. Independent testing capabilities enhance roadway maintenance practices and support safer travel across California’s transportation system for nearly 39 million residents.����

Award recipients will be honored at the annual Engineering Excellence Awards Gala being held during ACEC California’s Annual Conference, Feb. 18–19, 2026.

About �鶹TV��վ Technical Consultants:

�鶹TV��վ provides professional testing, inspection, engineering,��consulting��and quality management services from more than 100 locations nationwide. With a talent base of 3,300 and $650 million in revenue, we deliver infrastructure and environmental solutions to public- and��private-sector��clients. To learn more about �鶹TV��վ, visit  and follow us on , and .

Media Contacts:
Lori Irvine
Senior Vice President of Marketing & Communications
lori.irvine@oneatlas.com

Carolyn King
Director of Communications
carolyn.king@oneatlas.com

How does construction impact the environment?

From the air we breathe to the water we drink, the construction industry’s impact on the natural world is far-reaching. While new technologies and better ways to build smarter and more sustainably are transforming the industry, it is important for organizations to understand how our building materials and choices impact our world. ��

Working in unison with Caltrans, �鶹TV��վ designed an environmental reporting tool that bridges engineering data and public policy. The newly designed tool monitors the environmental impact of construction materials, specifically for their Global Warming Potential (GWP), as mandated by the Buy Clean California Act. ��

Initially, �鶹TV��վ assisted Caltrans’ Materials Engineering and Testing Services (METS) division in implementing a method for contractors to submit Environmental Product Declaration (EPD) information as required under the law. While this enabled compliance, Caltrans turned to �鶹TV��վ for a better way to gather information from contractors and streamline data collection, validation and reporting for statewide compliance.

Answering Caltrans call, �鶹TV��վ designed an award-winning EPD web application with modern data visualization tools that converts complex datasets into interactive dashboards, making information easier to understand and translate into actionable decisions. This complex project was delivered on time and on budget and provides Caltrans with better automation, dynamic dashboards and user experience enhancements that position our client as a national leader in automated environmental compliance reporting. With real-time data validation and trend analysis, Caltrans was able to eliminate manual processes—saving both valuable time and resources.

“In today’s fast paced world, �鶹TV��վ is helping our clients build modern tools required to make data-driven decisions,” said Baron Colbert, �鶹TV��վ Senior Engineer. “This technology reinforces �鶹TV��վ and Caltrans’ dedication to sustainable infrastructure by transparently tracking carbon footprint data and analyzing the environmental impact of construction materials on our environment.”

Recognized for demonstrating California’s leadership in sustainable infrastructure, this project earned an Engineering Excellence Merit Award in the 2026 Engineering Excellence Award competition. ��

Q&A: We caught up with �鶹TV��վ’ Quality Manager Slava Kurkov to learn more about Seattle’s latest transit system upgrade – Sound Transit’s F200 Federal Way Link Extension project—and how the upgrade positively impacts the Pacific Northwest by improving connectivity for local communities.��

On Saturday, December 6, celebrated a major milestone with the completion of its largest design-build project, the (FWLE) project. To prepare for the grand opening, Sound Transit spent months testing the new light rail vehicles without passengers onboard to help ensure operations run smoothly on opening day and beyond. This pre-revenue testing is essential to flawless opening operations, as well as minimizing downtime for both equipment and personnel.

Hundreds of people participated in the grand opening celebrations, attending the cultural activities, exhibits, and entertainment at each of the new stations. In partnership with Sound Transit, �鶹TV��վ is proud to have had a hand in delivering the F200 link extension, which is part of Sound Transit’s larger commitment to build a 252-mile regional light rail network that will connect communities across the three counties.

Q: What is the FWLE project?

The FWLE is a new light rail line that extends the transit service 7.8 miles from Seattle-Tacoma International Airport’s existing Angle Lake Station (a project �鶹TV��վ helped deliver in September 2016) to Federal Way. The extension connects the South Puget Sound communities, alleviates congestion on Interstate 5 (I-5), increases regional connectivity and provides reliable, rapid and efficient transportation services—giving Seattle residents a better way to get to the airport, work, restaurants, shopping districts and more.

Additionally, the project adds three new stations—Kent Des Moines, Star Lake and Downtown Federal Way—as well as a combined 3,200 parking spaces and connections to other transit services.

Q: How will the FWLE benefit the community?

Light rail and transit projects are all about connectivity, so by expanding Seattle’s light rail network south, we are helping connect residential and economic centers. The new line will decrease the amount of time it takes for residents to get around, all while reducing windshield time and the stresses of Seattle’s well known daily commute.

Q: Tell us about your role in the FWLE project.

I served as �鶹TV��վ’ Quality Manager, entrusted to help Kiewit deliver another successful Sound Transit project for the Northwest. ��My involvement in the project began in 2019—about a year before the Notice to Proceed, with the relocation of Highline Water District’s main waterline near 211^th Street. In early 2025, I took over as the Project Quality Assurance Manager to help get us to the milestone we have today.

For 14 years, I have worked alongside Kiewit and other regional partners to deliver massive infrastructure projects, including the FWLE. I appreciate �鶹TV��վ’ and Kiewit’s shared commitment to quality standards. I feel so honored to spend my career helping deliver projects of this caliber, and no matter how many projects I have seen completed throughout my career, it still amazes me to see how city landscapes change and drawings come to life. In my day-to-day role, I oversee the small individual project elements, making certain all materials, processes, building and structural components stay within contract plan and specification tolerances, so it is always fulfilling to see how �鶹TV��վ and our A- team impact finished projects that bring tremendous value to communities.

Q: What was �鶹TV��վ’ role in the project?

Together with Sound Transit, �鶹TV��վ is pleased to help bring Seattle’s vision of connectivity to reality through our multidisciplinary professional services, including quality, environmental, engineering, and survey support.

Throughout the project, �鶹TV��վ’ team completed an estimated 40,000 inspections. On one of our busiest days, we completed 65 hold point inspections, including 14 separate concrete placements—supported by 17 inspectors and 5 technicians. Furthermore, the Quality Assurance team oversaw work completed by more than 35 contractors and subcontractors, which required close coordination with more than 10 major entities and jurisdictions, including Sound Transit, WSDOT, the Cities of SeaTac, Des Moines, Kent and Federal Way, as well as King County Metro, Highline Water District, Midway Sanitary District and Lakehaven Water and Sewer.

In addition to the thousands of inspections completed, �鶹TV��վ’ team oversaw the concrete work required to get the job done. We poured approximately 163,000 cubic yards of concrete. To put that into perspective, consider filling up16,300 concrete mixers, which would be enough concrete to fill 50 Olympic-sized swimming pools or pave a standard 4-foot-wide sidewalk for 625 miles (the distance from Seattle to Sacramento). Our technicians also cast 37,562 concrete cylinders for strength testing, which is enough concrete to fill approximately 8 truckloads of concrete or 81 cubic yards—all to make 4”x 8” cylinders. We are talking about a lot of concrete work to say the least!

Q: What was one of the biggest challenges you faced on the FWLE project and how did you overcome it?

One of the biggest challenges we faced on the FWLE project was the unexpected redesign of the Structure C bridge near South 259^th Place and I-5, where unstable and liquefiable soil in a wetland area posed construction challenges. Due to a potential landslide in the area and existing soil type, the design-build team had to completely redesign the bridge; however, while this engineering challenge presented a hurdle for the team, the resulting innovative bridge design by Kiewit Infrastructure Engineering and the talented group of craftsmen makes the light rail more resilient to seismic events and environmental elements for generations to come.���鶹TV��վ’ A-team jumped in quickly to complete the 1,100-ft-long structure located on a 50-ft-high embankment, to keep the project on schedule, with zero quality concerns.

Q: What was one of the lessons you learned working on this project that you will be able to take to the next big project you work on?

At �鶹TV��վ, we value people, and as a result, I’ve always said that we are first and foremost a people company with a desire and capability to oversee and solve complex technical challenges. I strive to lead by empowering our team to not only understand our role in the industry, but to look at challenges, identify a solution and keep looking for the next opportunity—this is what makes �鶹TV��վ great. We genuinely believe that our people are the difference.

By working on complex projects, we provide value to our staff, who then pay it forward in the work they do for our clients and their communities. No matter the problem or situation at hand, there is always a competent, qualified and eager individual within the organization ready to tackle our clients’ biggest challenges. This is the �鶹TV��վ difference and working on Sound Transit’s FWLE project gave our team of 55 inspectors and testers, who made an impact on the project, gain the experience and confidence required to continue making a difference.

Q: Can you share a bit about your background and what initially drew you to construction quality management?

As a teen, I began working in my family’s business, specializing in custom home building and tenant improvement projects in the South Puget Sound area. Understanding and delivering on clients’ needs is something I learned from an early age. Staying busy, staying engaged and focusing on results are lessons I learned early in life and continue to implement today, at home and at work.

I studied Construction Management at Central Washington University, and following graduation, I contributed to upgrading WWII-era company operations facilities and barracks at Joint Base Lewis-McChord. However, driven by a passion for solving complex problems, I leaned into the heavy civil side of construction, and each day has been rewarding in its own ways.

Throughout my career, I’ve taken on pivotal quality roles in several high-profile projects, including the I-405/SR520 expansion in Bellevue, Washington and the construction of the new SR 520 floating bridge across Lake Washington. These mega projects solidified my love for delivering quality work because they require a strong understanding of the plans and specifications. I thoroughly enjoy working closely with our clients and teams to build a culture that values quality too, so when Sound Transit rolled out their East Link Expansion program in 2016, I was eager to take part and enjoyed the challenges and problem solving it has brought every day.

One of the things I love most about my job and the region I work in is knowing that when one project ends, there’s always another coming down the pipeline. Each project and challenge are new opportunities to understand and grow personally and professionally. I will undoubtfully apply lessons I learned from this project to future work and continue developing a team focused on quality and doing the right thing. I look forward to partnering with Sound Transit on additional expansions and helping them fulfill its mission to extend transit systems to West Seattle and Ballard, as well as the Tacoma Dome Link Extensions, in the near future and beyond.

When Alexandra Davis volunteered to write her first National Environmental Policy Act (NEPA) document, she didn’t realize she was stepping into a new future. Before that, she’d been digging deep — literally. Trained as an archaeologist, Alexandra spent years unearthing human history at excavation sites in Malawi, Africa, contributing to discoveries featured in The New York Times.����

That one document marked a turning point, shifting her focus from uncovering the past to shaping the future. Now, as NEPA Services Lead at �鶹TV��վ, Alexandra helps navigate federal requirements that determine whether critical infrastructure improvements can proceed, analyzing everything from wetland impacts to community displacement to ensure Georgia’s transportation improvements protect both people and natural resources.����

Her work sits at the intersection of science, policy and community advocacy, influencing the infrastructure that connects Georgia’s communities. Recently, this impactful work earned Alexandra recognition as one of Engineering Georgia Magazine’s 2025 “35 Under 35 Women to Know,” an honor celebrating young leaders who are redefining the future of engineering.����

Q: Let’s go back to the moment you first said yes to writing a National Environmental Policy Act (NEPA) document. What were you thinking, and did you know then it would change everything?��

I was only 24 when I was offered the opportunity to work on NEPA documents, and honestly, at the time, I was just focused on staying employed and continuing to learn. It was right at the start of the COVID-19 pandemic, so job security was at the front of my mind. I figured if I could cross-train and make myself valuable to the team, I’d have a better shot at holding onto my position. It wasn’t an immediate career-defining moment. It took about two years of working in NEPA and three years at �鶹TV��վ for me to realize that this path was going to reshape my career in ways I hadn’t expected. And I’m so grateful I said yes to that opportunity.��

Q: You started your career excavating ancient remains in Africa. How did that path lead you to shaping policy through NEPA at �鶹TV��վ?

As an archaeologist, my work required not only excavating ancient remains but also being a strong technical writer and researcher, digging up information about the past, analyzing complex data and translating those findings into detailed reports. Those skills transferred directly to environmental consulting work. About a year after I started at �鶹TV��վ, my manager offered me the opportunity to begin authoring NEPA documents. I’ve always been eager to learn and grow, so I jumped at the chance. In addition to writing, I began coordinating with the Georgia Department of Transportation as a NEPA Analyst. It didn’t take long for me to realize that I had a real love for Environmental Project Management and, surprisingly, for the fast-paced, ever-changing nature of juggling multiple projects at different stages. While it might seem like a big shift from excavating ancient remains, both roles require attention to detail, problem-solving and a deep respect for our environment and history.��

Q: As NEPA Services Lead, what major projects or initiatives have you led since your promotion?����

Since my promotion, I’ve taken on leadership of all NEPA projects in Georgia, overseeing environmental compliance for more than 75 transportation projects. One of the most notable efforts has been managing and coordinating nine GDOT bridge replacement projects, which have required near-daily coordination and problem-solving. A major challenge on that effort was receiving Notice to Proceed later than expected and having to recover the schedule. This meant accelerating the environmental process for archaeology, history and ecology without compromising our quality standards. This experience showed me how important it is to build flexibility into our environmental review processes and maintain careful oversight. Beyond project work, I’ve also been leading initiatives within �鶹TV��վ’ Southeast region to strengthen connections between young professionals and current college students.��

Q: How do you balance protecting the environment with supporting the needs of the communities connected to it?����

On our larger GDOT projects, especially those involving new location roadways and potential displacements, it takes a lot of public involvement and coordination to address community concerns. In some cases, this has even led to redesigning project alignments to better serve the environment and the people impacted. Balancing these priorities requires constant, open communication between the design team, including the project manager, lead designer, traffic engineers and the environmental team. On the other hand, many of our bridge replacement projects tend to have minimal environmental impact and generally receive strong community support, which makes those collaborations much smoother.��

Q: You’ve been named one of Georgia’s 35 Women to Know. What do you hope stands out about how you lead and connect with others?��

My goal is to lead with kindness, empathy and flexibility. It’s important to me that the people I work with feel supported, heard and valued. I always want to be the kind of leader who makes time for questions, concerns, or just a quick conversation. I also believe work should be enjoyable. I truly love what I do at �鶹TV��վ and the people I work with, and I want my team to feel that same sense of purpose and enjoyment in their roles.��

Alexandra’s career may have started with a shovel in the ground, but her greatest impact may lie in what she is building — collaborative teams, thoughtful policies and space for more voices to shape the future. Her story reminds us that engineering is about more than equations or approvals. It’s about people, purpose and vision.����

Discover how our environmental services can support your next project, or follow Alexandra’s lead and join our growing team.��

In this article, National Brownfields Director Kelly Schmitt reflects on her brownfields journey and how community-centered approaches transform environmental challenges into opportunities for economic revitalization, cultural preservation and lasting community change.��

Some careers are just jobs. Mine has been a calling. From the very first brownfields grant I supported to the work I lead today at �鶹TV��վ, the focus has remained the same: helping communities reclaim their past to build a more sustainable future.��

When I started my brownfields journey, I had no idea how deeply it would shape my perspective. One of the earliest and most memorable projects I was involved in was in Miles City, Montana, where we supported the cleanup of the Old Holy Rosary Hospital, an aging, shuttered building that had outlived its original purpose. Working alongside the local housing authority to secure funding, the vision was transformative: convert an urban blight into affordable housing that families desperately needed.����

The day I left Montana, I heard a story on the radio about the grand opening of that very housing project. It was a full-circle moment that encapsulates why this work is so important. I didn’t get to see the ribbon-cutting or witness the first family move in, but I knew I had played a small part in making it possible. In brownfields work, we don’t always get to witness the end result, but that doesn’t make the job any less rewarding.��

Another project I worked on that exemplifies the broader potential of brownfields work is the Garden of Surging Waves in Astoria, Oregon, a public park and cultural heritage site celebrating Chinese American history. It’s a beautiful, meaningful space rooted in community pride and cultural healing, and it exists in part because brownfields funding helped clear the way. These projects highlight the power of brownfields work to not only improve environmental conditions but also help communities tell their stories and shape their identities.��

“We help create housing where there was once hazard, parks where there was once pollution and hope where there was once disinvestment. Even when our names aren’t on plaques, we know our efforts made those moments possible.”��

— Kelly Schmitt, National Brownfields Director, �鶹TV��վ��

Like many professionals, my path hasn’t been linear. I left consulting temporarily, but I continued writing brownfields grants because the work kept calling me back. During that hiatus, I worked for a nonprofit social services organization in Milwaukee, helping secure funding for youth programs, housing initiatives and mental health services. That experience was eye-opening. It introduced me to challenges I had never directly encountered and deepened my empathy for communities we serve.����

When I returned to brownfields work, I brought a broader, more compassionate perspective, recognizing that our efforts extend far beyond land reuse to encompass the lives that are fundamentally shaped by environmental and economic conditions.����

My role at �鶹TV��վ allows me to bring all this experience together — technical expertise, grant writing and a passion for community impact. I’m part of a team that shares these values and commits to helping local governments, regional agencies and nonprofits transform uncertainty into opportunity. We approach each project understanding that environmental sustainability, economic revitalization and community development are all interconnected.��

Brownfields work is rarely fast-paced or glamorous, and its impact often remains invisible to the broader public. But the patience required is worth it. Each successful project becomes a catalyst that ripples through generations, creating opportunities for families and businesses that might never have existed otherwise.����

That legacy is a privilege to be part of, and it’s why �鶹TV��վ remains committed to this essential work.����

Plugging orphan and MCWs is one aspect of the overall closure process of well locations. Effective remediation requires comprehensive site evaluation, a detailed closure plan and post-restoration monitoring to ensure long-term stability.

The Risks of Leaving Wells Unplugged

When left unaddressed, orphan wells and certain MCWs can create environmental, operation and safety risks:

• Surface Leaks & Groundwater Contamination – Without a reliable seal, gas and fluids can migrate into groundwater-producing zones and affect drinking water. Fluids and gas can migrate to the surface and affect the soil and ground surface.
• Structural Failure & Site Instability – Many old wells have deteriorated, with casing integrity issues, in addition to inadequate plugging materials or the absence of plugging materials. As materials degrade, casing failures can lead to unintended interactions with other producing formations including those containing groundwater and those containing oil and gas.
• Impact on Future Production and Development – Unmapped and improperly plugged wells can interfere with new and existing energy production. Before drilling, companies must often locate and address orphan wells to avoid costly delays, regulatory challenges and operational disruptions. These wells also interfere with potential land development projects.

Well Program Sustainability

Without a broader strategy that includes sustained federal and state funding support, wells will not get the attention they need soon enough. The oil and gas well grant programs of the Infrastructure Investment and Jobs Act/Bipartisan Infrastructure Law (IIJA/BIL) and the Inflation Reduction Act (IRA) have provided additional funding to states that are typically underfunded for this work. With this additional funding, state oil and gas programs have been uplifted, hundreds of well sites have been closed and private sector jobs have been expanded to meet the demand. However, the lasting success of these programs depends on sustained existing funding and expanded funding, in addition to workforce investment and policies that support these programs.

A well closure program is only as effective as its long-term strategy. With continued commitment from policymakers and industry leaders, orphan well and MCW programs can turn liabilities into assets — protecting our natural resources and supporting future development opportunities.

Learn more about �鶹TV��վ’ orphan, idle, abandoned and marginal well program management.

Environmental permitting is a critical component of infrastructure projects, yet it’s often perceived as a rigid process that dictates timelines rather than adapting to them. In reality, a flexible approach to permitting — adaptive permitting strategies — allows projects to remain on schedule, respond to evolving site conditions and achieve better environmental outcomes. This is especially critical for alternative delivery projects that demand more than a compliance-driven mindset. Success depends on flexibility, early engagement and real-time problem-solving to navigate permitting challenges and keep construction moving. By integrating adaptive permitting strategies into design-build projects, teams can transform potential roadblocks into opportunities for more efficient and sustainable project execution.

Traditional permitting assumes a linear path where approvals are secured before construction begins, and progress follows a predictable sequence. However, large-scale infrastructure projects rarely unfold that way. Adaptive permitting embraces a dynamic approach, allowing teams to phase work strategically, adjust approvals as needed and modify permits without compromising compliance or delaying construction.

Even with careful planning, unexpected conditions, site constraints and shifting stakeholder priorities can disrupt the most carefully structured schedules.

US 101 Jefferson/Clallam Fish Passage – Managing an Unexpected Redesign

The US 101 Jefferson/Clallam – Remove Fish Barrier Project in Washington State demonstrates how adaptive permitting can keep infrastructure projects on track. The project replaced culverts that restricted salmon migration and required close coordination with state agencies, Tribal representatives and construction teams to balance environmental protection with project feasibility.

During permitting, a geotechnical review revealed that the planned culvert replacement at Unnamed Tributary #2 (UNT2) was not structurally viable, requiring a complete redesign. The proposed alternative — a bridge instead of an arch culvert — introduced additional permitting requirements and threatened to significantly push the construction schedule back.

Rather than allowing this challenge to derail the timeline, the �鶹TV��վ team applied an adaptive permitting strategy to keep the project moving. Permit approvals for an alternate site were fast-tracked, allowing work to proceed while the redesign of UNT2 was underway. A phased permitting approach ensured that critical construction activities proceeded without waiting for all modifications to be finalized. Ongoing coordination with WSDOT and regulatory agencies minimized delays in processing revised permits and preserved the project schedule.

Strategies for Successful Adaptive Permitting

Effective adaptive permitting requires proactive planning, strong collaboration and the ability to pivot when challenges arise. Successful strategies include:

• Phased Approvals: Breaking the permitting process into manageable phases allows work to begin on critical components as final details are completed.
• Early and Continuous Engagement: Regular coordination with regulatory agencies, Tribes and environmental stakeholders helps surface challenges before they become obstacles.
• Contingency Planning: Incorporating alternative permitting pathways and pre-approved adjustments into the project planning process helps teams react quickly without losing momentum.
• Integrated Environmental Compliance Teams: Embedding compliance experts within project teams supports real-time decision-making and alignment with evolving site conditions.
• Leveraging Technology for Permit Tracking: Digital tools that provide real-time updates on permitting progress help project teams stay ahead of potential delays.

Changing the Perspective: Permitting as a Strategic Asset

Permitting should be viewed as a strategic asset rather than an administrative hurdle. An agile approach allows project teams to align approvals with real-world construction schedules, reducing delays and improving efficiency. Identifying challenges early and implementing mitigation strategies strengthens risk management, preventing costly redesigns. Open communication with regulatory agencies and stakeholders builds trust, streamlines approvals, and creates a more collaborative project environment.

In today’s evolving infrastructure landscape, the ability to adapt is just as critical as the ability to comply.

Source Brightline West | Brightline West high-speed rail connecting Las Vegas and Southern California.