BenchMark 2009 No. 3: News in Brief
BenchMark 2009 No. 3: News in Brief
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BenchMark 2009 No. 3: News in Brief
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In conjunction with Wilbur Smith Associates, our team will execute the Kansas Airport Economic Impact Study; The City of Brighton, Colorado, is expected to receive stimulus funds for a 6-million-gallon-per-day potable water system; New England office is awarded a power program management project for Middletown/Norwalk transmission project.

Airport Economic Impact Study

Along with Wilbur Smith Associates, Burns & McDonnell was awarded a contract to complete the Kansas Airport Economic Impact Study as part of the statewide system plan. Burns & McDonnell, a subcontractor to Wilbur Smith Associates, will complete the majority of data collection, visit approximately 50 sites to meet with airport sponsors and local businesses, and host regional meetings. These meetings will provide an educational opportunity to explain the purpose of the study to local residents and will describe how they benefit economically from their local airports. The study is expected to last approximately one year.

Stimulus Funds Secure UV System

The city of Brighton, Colo., is expected to receive stimulus funding for a 6 million-gallon-per-day potable water ultraviolet (UV) system at its Beebe Draw water treatment plant. By completing months worth of funding applications and design work within a matter of weeks to meet the requirements and deadlines set by the state of Colorado, Burns & McDonnell helped the city become eligible for the more than $1 million in stimulus funding, which includes 100 percent loan forgiveness. The system adds UV disinfection to the Brighton Greensand Plant, which is used as a peaking plant from April through October.

Power Program Management Project Award

The Burns & McDonnell New England office was honored in June with the Connecticut Building Congress’ 2009 Special Project Team Award for the Middletown|Norwalk (M|N) Transmission Line Project. The M|N project, the largest capital transmission project in the U.S. at the time of construction, was completed one year ahead of schedule and under budget. Due to the project’s success, it is now used as a model in the transmission industry. The majority of the project’s success is attributed to the program management approach, which focused on team collaboration and cooperation from conceptual design through project completion.

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