Steve Everitt, Ron Fleming, Lelio Mejia
The Electricity Corporation of New Zealand Ltd (ECNZ) is strengthening its Matahina Dam which is an 80 m high, 400 m long rockfill dam impounding a 60 million cubic metre reservoir. The strengthening is to ensure the dam will withstand potential fault displacement within the dam foundation.
ECNZ’s management of the project is described from the design and consents phase through to construction. Key issues are discussed which have contributed to the success of the project such as management structure, the International Review Board, the design process and risk management.
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Brian A Forbes and Jon T Williams
The 43 metre high Cadiangullong Dam was constructed during 1997-1998 to supply untreated water for the Newcrest Cadia gold mine near Orange in NSW. The placement of the 110,000 m3 of RCC was performed without expensive thermal control techniques in an area of extreme climate conditions. Thermal finite element studies were undertaken during design to assess the effect of the climate extremes on construction and assist in the design of contraction joints. An RCC mix with sand proportions in excess of 50% of the fully crushed aggregate by weight was used to eliminate segregation. This also had the effect of requiring a low compaction effort to achieve density but exhibited a sheared surface texture if placed over wet. Following full scale trials the conventional concrete facing was superseded during the early stages of construction with an in situ modified RCC facing. The modified RCC consisted of a grout enriched internally vibrated RCC (GE-RCC) to provide a durable, impervious upstream face. This paper discusses the details of these three aspects and provides design, construction and performance data to date.
I A Howley, G S Smith and D J A Stewart
Over the past decade the role of dam ownership in Victoria, and indeed Australia, has changed from one of owners, constructors and operators of large civil assets, to managers of structures on behalf of owners of the entitlements to water. This is part of the key business focus to dams management in Victoria.
This position has been heavily influenced by regional water reform policies, such as the Murray Darling Cap, and its effects in Northern Victoria, and COAG Agreements.
Dam owners now run service driven businesses, with a clear separation of roles and responsibilities from the traditional, engineering focused organisations which were established in an environment of resource development. The environment is now one of maintenance, service delivery, structure maintenance and long term business viability for ultimate community benefit.
By using Goulburn-Murray Water as an example, the current model of dams management in Victoria is outlined, together with possible future directions for the rural water industry in Victoria.
David Watson and John Adem
For several years risk management has been promoted by the Victorian Department of Natural Resources and Environment – Water Agencies as the key mechanism for the effective and efficient business management of dams. As part of an extensive water reform program, the Victorian Government announced in October 1997, a financial assistance package for the water industry which included funding for dam improvements covering a majority of large dam owners in the State. One of the conditions for receipt of these improvement funds was the need for each water authority to undertake a Business Risk Assessment of all significant and high hazard dams under its responsibility.
This paper discusses the Business Risk Assessment document based on a framework developed by Water Agencies after consultation with the industry and expands on the following reasons why the document was produced:
D.N.D. Hartford and R.A. Stewart
It seems perfectly logical, obviously desirable and apparently sensible to prioritise dam safety reviews, deficiency investigations and capitalised remediation projects in terms of risk. However, our experience in attempting to apply the various deterministic and risk- based approaches in prioritising dam safety activities has revealed that, while it may appear to be quite logical and desirable to prioritise in terms of risk, it is rather less feasible than it appears.
This paper explores why different prioritisation processes can lead to different priority rankings across the same portfolio of dams. B.C. Hydro’s Preliminary Risk Exposure Profile process, which utilises the best and most robust attributes of risk analysis process at the preliminary level but avoids the pitfalls associated with estimating risks which will often have little or even no basis is presented. The paper explains how this process provides a “fail-safe” backup which will identify non-conservative and erroneous facility risk estimates; thereby allowing for correction in a timely fashion. The paper also raises some awkward philosophical issues which the profession will have to address in order to permit confident dam safety decision-making on the basis of risk analyses. Not the least of these is the following issue – “If preliminary estimates of risk are reasonably good, then there should be little need for more detailed risk analysis for confident and defensible decisions concerning making or not making dam safety improvements”.
Raymond A. Stewart
On I7 June 1996 while investigating a small pothole on the crest 183 m high Bennett Dam an unexpected crest collapse occurred resulting in a large sinkhole. Following this incident the safety status of the dam was uncertain. The reservoir was lowered by 2 m over a six week period by spilling up to 5,000 m 3 over the spillway and through the turbines.
An unprecedented dam investigation commenced immediately and was completed December 1996. During drilling a second sinkhole was discovered at another location on the dam.
A sophisticated compaction grouting technique was developed to remediate the sinkholes to the depth of 5 m and the work was successfully completed by 1997. -The reservoir was returned to service in time to collect the freshet in spring 1997. This event was the most dam safety concern in the history of BC Hydro operations.
This paper describes how B.C. Hydro managed the crisis, and the subsequent safety assessment.