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This paper describes how the City of Las Vegas and the Las Vegas Valley Water District joined forces to plan, design, construct, and operate a 19 million gallons per day (MGD) satellite wastewater treatment and distribution facility. The facility includes a 10 MGD activated sludge plant, a two million gallon storage reservoir, four recharge/recovery wells, three pump stations and approximately 17 miles of distribution pipelines. The distribution system serves 11 golf courses in the Northwest section of Las Vegas. In the future, parks and schoolyards may also be supplied. Total project cost was approximately $63 million dollars. This paper discusses the effort and planning that went into the creation of this highly successful project. A feasibility study was done with the objectives of identifying the service area for the NWWRC, identifying pertinent regulatory considerations, performing a water balance to determine NWWRC operation parameters, developing alternative reuse systems, establishing NWWRC unit treatment processes, and recommending preferred reuse system alternatives. Three key decisions were made early on during the design phase: there would be no solids handling on site; an equalization basin would be included in the design; and, to incorporate a method to enhance the quality of the recycled water by lowering the Total Dissolved Solids (TDS) or, amount of salt, in the final product. An interlocal agreement was arranged, which stated that the District agreed to design, construct, operate and maintain the Recycled Water Distribution System (RWDS) and the City agreed to design, construct, operate and maintain the Northwest water Resource Center (NWWRC). The paper discusses how the agencies agreed to coordinate the construction of both facilities. During the design phase it had originally been thought that each agency would bid their portion of the work on the 13-acre site and award to their respective low bidder. However, it became apparent that the small size of the site and multiple interconnections of different piping would be a logistical nightmare. The management teams realized that construction claims could be minimal if there were only one contractor. Since the City had the larger portion of the construction, they acted as lead agency and bid the project through their Purchasing and Contracts Division. Staffing decisions, start up and operations of the facilities are also discussed. Includes table, figure.

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Edition: Vol. - No. Published: 01/01/2002 Number of Pages: 11File Size: 1 file , 190 KB