![]() “This was the biggest project that we’ve done for them.”Īs if the task weren’t complicated enough, the plant’s location elevated the degree of difficulty. “We’ve performed construction management and design services for New York City for about 30 years, including work on the North River, Coney Island and Hunts Point wastewater treatment plants,” says Iris Giboyeaux, project manager in Michael Baker’s New York office. (CB&I acquired Shaw during the project and took its place in the partnership.) The tri-venture, as it became known, handled project management, constructability reviews, resident engineering inspection, schedule management, delay analysis, contractor and stakeholder partnering and community outreach. ![]() To provide construction management services for this complex and multifaceted $1.3 billion expansion phase, NYCDEP contracted with a joint venture that included Michael Baker, Gannett Fleming and Shaw Group. The stainless steel-clad domes also would feature an artistic touch: exterior illumination by blue LED lighting. The construction management team also had the challenge of performing a never-before-done, highly dangerous interior lining inspection of the plant’s eight 140-foot-high, egg-shaped anaerobic digesters, which treat organic sludge and reduce landfill gas emissions. The third and final phase, which would prove the most ambitious, included four distinct projects: construction of a Central Residuals Building to remove all non-biological matter from wastewater upgrading of the South Battery and Control Building, which provides grit removal, aerobic processing and biological setting construction of a new sludge loading dock, including maintenance dredging of a Superfund site demolition of the old East River Sludge Storage Tank and decommissioning of the East River loading dock. To comply with the Clean Water Act, as well as the consent order with NYCDEP, NYCDEP developed a three-phase, $5 billion expansion and- upgrade plan. The secondary treatment requirements of the federal Water Pollution Control Act of 1972 (commonly known as the Clean Water Act) mandate 85 percent removal of sediment and grit from treated wastewater the new plant removes 92 percent. The upgraded NC-WWTP has exceeded the requirements of the consent order. Environmental Protection Agency in 2005 entered into a consent order with NYCDEP to reduce biologic and nonbiologic discharges into Newtown Creek. During “wet weather” events, some of that untreated wastewater would make its way into the creeks and then flow from Whale Creek to the East River, polluting this waterway and damaging the ecosystem.įollowing the establishment of a consent order with a major oil company, the U.S. ![]() The underlying challenge: The plant had been plagued by a phenomenon common to wastewater facilities that combine the management of sanitary wastewater and stormwater - intake of excessive rainwater and stream overflow that often exceeded the plant’s handling capacity. The treatment complex, the largest of 14 wastewater treatment plants owned and operated by the New York City Department of Environmental Protection (NYCDEP), processes wastewater from sections of Brooklyn, Queens and Manhattan from its location along Newtown Creek and Whale Creek. That’s exactly what Michael Baker International and its partners accomplished at the Newtown Creek Wastewater Treatment Plant in Brooklyn, N.Y. Imagine, then, transforming that same plant into an award-winning model of modern infrastructure that also provides a waterfront nature walk and serves as an educational tourist attraction – all the while completing the project under budget by $71.7 million. Helping to bring a major urban wastewater processing facility into compliance with federal laws, even while greatly reducing the plant’s pollution of a vital waterway, would represent quite an achievement. Michael Baker and partners managed the completion of an iconic treatment plant upgrade in New York City, saving millions and the environment – and creating a tourist attraction
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