City of Pendleton - Energy Energy Recovery Technology Phase I and Phase II Projects - 2012 Project of the Year - Less than $5 Million - Environmental (Water, Wastewater, Stormwater)
The City of Pendleton Energy Recovery Technology (ERT) Phase I and Phase II Projects utilize the City's existing water system infrastructure and Aquifer Storage & Recovery (ASR) Program to produce electrical power. The City is utilizing innovative "regenerative drive" technology at five different well sites and a micro-turbine at one well site. Regenerative drive technology is used with variable frequency drives (VFDs) and existing pump bowls and motors to capture energy and deliver power to the utility company during recharge of the City's aquifer.
Initial power production is sized to produce about 285 kW of power for a period of up to 6 months each year at five ASR well locations. This equates to about 1,200,000 kWh annually or a $70,000 annual credit to the overall water system and its customers, reducing the overall water system utility power bill by about 20 percent annually. Overall installed project cost was $433,586, providing a pay-back of about 6-years. Factoring in City staff time to work on this project, pay-back is estimated to be closer to 7-years.
City of Portland, Bureau of Environmental Services - Balch Consolidation Conduit Project - 2012 Project of the Year - $25 Million to $75 Million - Environmental (Water, Wastewater, Stormwater)
The Balch Consolidation Conduit (BCC) Project is part of a group of improvements that the City of Portland Bureau of Environmental Services (BES) completed to reduce the discharge of Combined Sewer Overflows (CSO) to the Willamette River. The project included the construction of gravity pipelines, shafts, and a deep tunnel that collect and intercept overflows from existing combined sewers that discharge to the River from the Northwest Portland Industrial Neighborhood.
Kennedy/Jenks Consultants was hired by BES to manage the design. Led by Portland-based Project Manager Bob Jossis and Technical Director Brad Moore, Kennedy/Jenks oversaw the design, which ultimately involved 6,900 feet of 84-inch and 1,100 feet of 54-inch microtunneled pipeline. Kennedy/Jenks was supported by several key subconsultants including: Robert G. Jossis Consulting, Staheli Trenchless Consultants, Shannon & Wilson, Inc., Lancaster Engineering, Right of Way Associates, Heritage Research Associates, Dave Mills Consulting, JLA Public Involvement, and He-Tech Inc.
The project was originally intended to be built using a conventional design-bid-build approach, however review of the risks associated with microtunneling and the risks associated with not meeting a federally mandated completion date of December 1, 2011, caused the City to choose an alternate form of contracting for completing the project. The Kennedy/Jenks team assisted the City in contractor selection with the preparation of RFQ, RFP and supporting documents, while concurrently proceeding with design documents from 30% to 60% design stage. Contractor James W. Fowler was ultimately selected to provide pre-construction and construction services. Together, the BES-Kennedy/Jenks-JW Fowler team became a cohesive unit working toward the primary goals of the project which included:
Complying with the mandated Amended Stipulated and Final Order (ASFO) administered by the Oregon Department of Quality (DEQ) specific to control of the combined sewer outfall
Having the project in place and operational by the December 1, 2011 deadline to meet requirements of the ASFO
Identifying project risks and developing mitigation measures
Minimizing environmental risk and ensuring worker health and safety
Collaborating and coordinating among multiple project disciplines and affected businesses
The City, Kennedy/Jenks, and JW Fowler worked as a team to procure microtunneling equipment, conduct constructability reviews, and assess risks and mitigation measures in advancement of the design. This partnering, team-oriented approach resulted in successful completion of the third longest microtunneling drive in U.S. history through extremely aggressive gravels, and completion of one microtunneling drive through extremely soft silts and clays, by implementing innovative ground modification techniques.
With the project now complete, the City meets regulatory requirements to capture stormwater runoff and keep contaminants out of the Willamette River. The teamwork and commitment to working concurrently on design, constructability, risk-mitigation, valueengineering, and cost-saving measures streamlined the overall schedule and reduced construction costs. In fact, the overall cost of the project was reduced by over $15M during the Pre-Construction Services Agreement phase and reduced by over $3.7M in the construction phase. More than that, this challenging stage also used innovative new microtunnelling equipment, reduced environmental impact (eliminating 20,200 tons of waste to landfills and reducing fuel consumption my over 12,900 gallons), put local teams to work, and kept businesses in the area operating.
City of Eugene, Public Works - Eugene Delta Ponds Habitat Enhancement Project - 2012 Project of the Year - $5 Million to Less than $25 Million - Environmental (Water, Wastewater, Stormwater)
The recently completed Delta Ponds Side-Channel Habitat Enhancement Project is the largest urban side-channel habitat enhancement project to date in the Willamette Valley. This project is an outstanding example of how local governments can form partnerships with federal, state, and local agencies, local and regional organizations, and community groups to achieve high quality reclamation and habitat restoration projects benefiting multiple species, including threatened Chinook salmon. The City of Eugene has led the way with this project and these efforts are now serving as a model for other regional endeavors to reclaim aggregate mining sites and to restore and enhance Willamette River side channels and backwater sloughs.
Following many years of planning and eight years of on-the-ground implementation, this project achieved the following accomplishments:
Constructed one dual culvert gated control structure designed to be fish passable when open.
Constructed a fish passable culvert under a minor arterial street.
Constructed seven weirs to control water elevations throughout the system.
Placed over 60,000 cu/yds of fill along the steep rocky slopes of the ponds to create 7 acres of shallow, low gradient riparian habitat and emergent wetlands.
Installed 5 pedestrian bridges on pathways, one rated to support emergency vehicles.
Constructed recreational and interpretive facilities, including two parking areas, trails, boardwalks, overlooks, and interpretive signs.
Hydrologically connected 9 isolated ponds to create 2.2 miles of side-channel habitat to the Willamette River, providing critical rearing habitat for juvenile Chinook salmon.
Removed invasive species, such as Armenian blackberry, Scotch broom, and English ivy, on nearly 60 acres of land.
Planted 75,000 native trees, shrubs, sedges, and rushes.
City of Oregon City - Oregon City Main Downtown Revitalization - 2012 Project of the Year - Less than $5 Million - Transportation
The City of Oregon City’s Main Street project revitalized the city’s historic downtown, long a crossroads for history, culture, travel and commerce, during a rare window of opportunity created by a nearby bridge restoration project. The Willamette River, Highway 99E, Highway 43, Interstate 205, regional trails, freight and passenger rail, public transit, and the City’s 130-foot tall Municipal Elevator converge in Oregon City’s historic downtown. Downtown is home to more than 175 businesses with more than 1,000 employees. Thus, when the Oregon Department of Transportation (ODOT) announced they would be closing the historic Oregon City Arch Bridge which carries Hwy 43 traffic into downtown for a two-year, $13-million restoration, the City was understandably concerned about the negative impacts of the long-term closure to downtown. At the time, the City had just begun downtown revitalization efforts a year before, the first major improvements to Main Street in 30 years. But the City soon realized an opportunity: they saw how the closure, with a resultant reduced traffic flow, could be used to implement major downtown improvements to Main Street which would increase the long-term economic viability and livability of the city center. They began working with downtown stakeholders, the public, and consultants to explore how to design, fund and construct infrastructure improvements in the short window of time they had available until the bridge re-opened.
The resultant project was a complete street project designed to fill transportation infrastructure gaps by linking transit, pedestrian, and bicycle networks that connect downtown, the waterfront, and the uptown promenade, which lies on a bluff 50 feet above downtown, just one block east of Main Street. The project has bolstered Oregon City’s downtown, with 37 new downtown businesses opening in the last 32 months. Downtown Oregon City is attracting entrepreneurs, small businesses, and new jobs, which is particularly remarkable in today’s economy.
The specific project goals were to:
Improve existing pedestrian infrastructure by filling gaps and/or replacing ADA-deficient and crumbling sidewalks, curbs, and ramps to support greater
walkability and increased commuter access to public transit options in downtown.
Improve livability by installing bicycle parking, street furnishings, street art, and additional urban tree canopy to enhance the streetscape and improve the economic value of Oregon City’s 166-year-old downtown.
Improve safety through upgraded pedestrian crossings to reduce pedestrian/vehicle conflicts. This included new sidewalk connections between Main Street and the Arch Bridge.
Decrease impacts on the environment by adding new energy-efficient LED street lights and street trees that improve pedestrian comfort, safety, and access.
The revitalization further encourages adaptive reuse and a higher level of economic activity in downtown and along the waterfront, promoting compact growth rather than new commercial construction on the urban fringe.
Attract downtown visitors by simplifying traffic circulation and parking. Main Street was reconfigured from one-way to two-way flow, as requested by local businesses, to enhance traffic circulation as well as increase visibility of storefronts from passing cars. In addition, new midblock, solar-powered parking meters that accept debit and credit cards make parking easier.
Enhance multimodal connectivity by installing sharrow pavement markings to improve safety, clarify bicycle right-of-way, and connect existing bike routes to nearby area trails.
Achieve local and regional planning goals identified by ODOT’s Quick Response Transportation Growth Management program and Metro’s Urban Centers principles.
(l-r) Receiving awards: Erik Wahrgren and Nancy Kraushaar, City of Oregon City and Wendy Schmidt and Adam Crafts, Wallis Engineering
HONORABLE MENTION: City of Tigard - 10 MG Reservoir Improvements and Transfer Pump Station - 2012 Project of the Year - $5 Million to less than $25 Million - Environmental (Water, Wastewater, Stormwater)
The 10 MG terminal reservoir and transfer pump station are essential to the City of Tigard's water system operation and serve as the central hub for the water system. The City purchases water from the City of Portland and a majority of the water is stored in the 10 MG reservoir before serving the main service area or pumping water to supply the upper pressure zones in Tigard. The goal of the project was to design and build a new, reliable and energy efficient replacement pump station to serve dual pressure zones in Tigard.
The pump station that was replaced was constructed in 1992 and pumped approximately 2,000 gallons per minute (gpm) to the 713-foot pressure zone which supplied the 550-foot pressure zone through pressure reducing valves (PRVs) and a new reservoir in the 550-foot pressure zone. The pump station required replacement as it did not provide peak demands to the upper pressure zone, the suction line was not deep enough to pump all the water out of the reservoir, was inefficient as it only pumped to one pressure zone, lacked redundancy as there was only one pump, and the existing piping configuration did not allow for the reservoir to be bypassed or taken out of service. Also, if the single pump pump station were to malfunction, there would be limited ability to supply water to the upper pressure zones.