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By R. W. Lake

The decision to develop an ore body can lead to multi-million dollar profits, or equally substantial losses. Accordingly, the effort required to adapt a valuation model to the specific proposal at hand, or even the development of a new model from basic principles, is clearly warranted. In the formulation of a model of this nature, one is faced with some major questions. For example, with the long term obligations that it implies, on what basis should a decision to initiate mining operations be made? Furthermore, how can the vagaries of inflation and the uncertainties that shroud the future be accommodated? Beyond the general principles by which mineral deposits are evaluated, specific cost behaviour is a function of the geology of the deposit, and of the mine design. Moreover, mine design, during the life of the mine, must be a continuing process somewhat akin to dynamic programming. An initial, apparently optimal, design is selected and mining commences. With production, a continual process of information updating leads to revisions. Thus if the maximum value is to be obtained, the mine design must be adjusted to conform to the changed conditions.

Jan 1, 1977

By Travis A. Davidson, Ralph E. Burnham, Cathy Aimone-Martin, J. Kelly Ratliff

Blasters face a long list of tasks to execute daily—from vehicle inspections to blast design and layout, hole loading and tie-in, securing the site, and finally, safely executing the blast. Good practices and, in most cases, regulations and requirements necessitate documenting their work, specifically their blast report. While some blasters use paper forms, others use electronic means to streamline the process. The authors have served as attorneys and expert witnesses in representing companies and individual blasters in numerous administrative and legal matters in which documentation of the blaster’s work was both critical and detrimental to the effectiveness of defending their work. This paper discusses in a case-study manner the authors' observations concerning good blast report format, specific observations around electronic and paper report completion, record-keeping, seismograph setup and recordkeeping, video and photo documentation, internal auditing, and other topics related to documenting the blast. The paper aims to serve as a discussion guide for blasters to improve their blast record-keeping process, develop better practices that effectively document their work, and allow them to defend their work should a claim arise concerning their operations.

Jan 21, 2025

The modern Golden Cross mine entered the production phase in January 1992. The project is designed to produce over 100 000 oz/yr of gold and over 300 000 oz/yr of silver during a mine life of eight years. An open pit and an underground mine are operated producing around 850 000 t/yr of ore, to feed a conventional carbon-in-leach processing plant. Golden Cross is owned in joint venture by Coeur Gold New Zealand Limited (80%) and Viking Mining Company Limited (20 %).   Since the start of production several major aspects of the design have altered. The underground mine began as a mechanised cut and fill operation. The cut and fill stoping progresses in 3.3 m flatback lifts with maximum stoping width of 6 m. Where the ore zone is wider than 6 m a post pillar cut and fill method is used. In 1993 a new bench mining plan was introduced between the 270 and 260 levels. Flatbacking continued in the footwall drives in anticipation of variability of the ore width and orientation. The development of levels below the main service 200 level has indicated a possibility of bulk mining the ore block rather than flatbacks. This could lower mining costs but also introduce higher dilution rates. Development is in the advanced stages for trialing this method.

Jan 1, 1994

By R C. Cox

The Brukunga pyrite mine was operated from 1955 to 1972 to supply feedstock for sulfuric acid production in the South Australian fertilizer industry. Iron sulfide ore, mined by Nairne Pyrite Ltd, was finely crushed and concentrated onsite with the concentrates being sent by road and rail to Port Adelaide for roasting. Waste rock was dumped at two locations on the western side of Dawesley Creek and the tailings pumped to a valley-fill storage facility on the eastern side. Production of 1.5 Mt concentrate resulted in 3.5 Mt tailings and 8 Mt waste rock. The site has been administered by the South Australian Government since August 1977 and a lime treatment plant has been operated on the site since September 1980. Environmental issues arising from these operations included: diversion of Dawesley Creek to accommodate the waste rock dumps; dumping of low-grade sulfidic ore in waste rock dumps at the angle of repose immediately adjacent to Dawesley Creek; exposed fresh sulfide mineralisation in the quarry floor; tailings storage facility dam wall constructed by upstream up-lift using tailings and waste rock; an acid water pond sited on the tailings; and pollution of natural drainage. As a result, the minesite rapidly became a source of acid drainage and potential contaminants (sulfate, Al, Fe, Mn, Cd, Zn, and Ni). Various Government bodies have been responsible for considerable effort and expenditure in reducing the flow of acid seepage and contaminants into Dawesley Creek. Presently an estimated 60 per cent of seepage from the waste rock dumps, tailings storage facility and quarry is collected and neutralised prior to discharge into the creek. Tailings have been covered with waste rock, biosolids, neutralisation sludge and soil and planted with grasses, shrubs and trees to reduce rainfall infiltration. Monitoring of water flows, water quality and riparian ecosystems is on-going. Consultants have been engaged to develop cost-effective remediation techniques and a five-member Brukunga Mine Site Remediation Board was appointed to oversee remediation of the site and liaise with the community. Construction has commenced on the diversion of Dawesley Creek, and plans are being developed for the relocation of waste rock back to the quarry benches and upgrading of the neutralisation plant. The paper examines operations, environmental monitoring, remediation, research and community involvement with respect to current best practice.

Jan 1, 2003

By C. O. Hawk

Distillable oils derived from coal were desulfurized and hydrogenated at 2,500 psig in a two-step vapor-phase catalytic operation to give a product rich in saturated cyclic hydrocarbons. The first step was mainly a desulfurization at 400 C, the second a saturation at 300 C. One of the oils used as feed stock was from low-temperature carbonization of a bituminous coal, the other was from the liquid-phase hydrogenation of coal in the Bureau's pilot plant. The product from the saturation step was distilled to remove the light ends and high-boiling residue and to recover a fraction having acceptable properties with respect to heating value, density, freezing point, viscosity, and boiling range according to specifications suggested by the Air Force for ultra-high-speed aircraft fuel. Quantities of the fuel fraction available were too small for the thermal stability test approved by the Air Force. The experiments, performed on laboratory scale, comprised mostly a study of the effect of varying the oil feed rate (at constant oil-to-hydrogen ratio) on the yield of the desired fuel fraction. The yield of the fuel fraction made from low-temperature carbonization oil was a little more than 1 percent of the weight of coal carbonized; that from coal-hydrogenation oil was about 12 percent of the weight of coal hydrogenated. A few attempts to do both desulfurization and saturation in one operation with sulfur resistant catalysts, developed for vapor-phase hydrogenation or hydroforming, were unsuccessful. By leaving the low-boiling ends in both feed stocks to desulfurization, another product was obtained: a low-sulfur aromatic cut boiling below 200 C. This material would be suitable as a solvent or a chemical raw material.

Jan 1, 1965

By F. Qian

An impinging gas jet on a liquid surface is found in many industrial process systems such as electric arc furnace, welding, steel-making operation and others. Fundamental understanding of the interaction of a gas jet on a liquid pool can provide important insights into process behavior resulting in improved efficiency. A numerical model is developed for solving the flow fields of both impinging gas jet region and liquid pool below, in which the deformed interface shape is predicted simultaneously. Using curvilinear coordinates, the Navier-Stokes equations of each phase are solved separately through coupling of static pressure, shear stress and velocity at the interface. Several cases for jet distances and flowrates were investigated both numerically and experimentally with an air-water model. Favorable comparison of numerical results with experimental data confirms the validity of the present numerical approach. An existing phenomenological model for 'penetration depth' prediction was extended for smaller 3et exit height to jet diameter' ratios.

Jan 1, 1995

By Greaves M. C, Amos M. D

A study was made of the instrumentation and technique of atomic absorption spectroscopy developed by Walsh of the Commonwealth Scientific and Industrial Research Organisation (C.S.I.R.O.), Australia.The method was evaluated for the determination of silver in lead sulphide concentrate. The precision of the procedure developed is equal to that of the uncorrected fire assay method and the accuracy is greater.Brief mention is made of the use of this technique for the determination of silver and other elements in ores and concentrator products.INTRODUCTIONThe fire assay method, although accepted on a world-wide basis as the umpire method for the determination of silver in ores and concentrates, is freely recognized as yielding results which are lower than actual due to unavoidable losses.King (1934) investigated the influence of the cupelshape, size and material on silver losses during cupellation. Using 100 mg silver prills he recorded silver losses ranging between l. and 10 per cent under extreme conditions and averaging approximately 2 percent under conditions which might be considered normal. Guerin (1957) made a detailed study, under carefully controlled conditions in a furnace similar to that described by Esdaile (1952), of the effect of temperature on silver losses during cupellation. He concluded that if cupellation were carried out at 840°C., then the amount of lead retained by the silver prill was insignificant and that the silver losses were governed by the equation: Y = 0·055 XO.74where X = the final weight of the silver priIl (mg)and Y = the silver lost (mg)

Jan 1, 1961

By Schwartz M.

Respect for mining in Botswana is long-standing. This article looks at Africa's most transparent mining regime and some of its ambitious plans. Botswana's mining industry value is forecast to average 5.2% growth from 2014-2018 with solid growth for the diamond sector and acceleration of coal production. Respect for the country's mining regime is maintained in the Fraser Institute 2014 annual survey where Botswana occupies the 26th position of 122 administrations. Botswana's transparency is illustrated by Mupane gold mine near Francistown, Ghaghoo diamond mine in the Gope area and the Morupule coal mine

Mar 1, 2015

The Savage River open cut magnetite mine is located in rugged terrain in densely rain forested northwest Tasmania. The mine and concentrating plant are both in the Savage River valley. Pickand Mather Incorporated (PMI) operated Savage River as an open cut magnetite mine between 1966 and 1996. Acid rock drainage (ARD) was first noted in the last ten years of the operation, leading to elevated concentrations of heavy metals downstream of the mine. When operations ceased in 1996, PMI returned the mine to the Tasmanian Government along with a remediation fund of $11.4 million. At that time, the assessed cost of remediation was in excess of $120 million. As a result of the ongoing ARD contamination and to facilitate both a new operation and effective remediation, Goldamere Pty Ltd negotiated an agreement with the Tasmanian Government in 1996, which resulted in the Goldamere Act and the Goldamere Agreement. The agreement has allowed Australian Bulk Minerals (ABM) to remediate the Savage River mine in conjunction with the Tasmanian Government while re-invigorating a previously closed mine by providing ABM with an indemnity against past pollution. ABM can configure its mine and waste planning activities to maximise remediation benefits without fear of future litigation for past mistakes. The effect to date has been the development of a long-term strategy to remediate the Savage River and short-term remediation works such as water management, which provide benefits to the ecosystem. After five years, the Savage River is no longer significantly impacted by ARD for 30 kilometres downstream and trout are now reported within the reaches of the mining lease. The arrangements between ABM and the Tasmanian Government are an example of a genuine WIN WIN situation where co-operative environmental management of the site results in significant improvements and where the æregulatorÆ and the æminerÆ are working together to achieve mutually beneficial goals. The end result is a significant benefit to Tasmania.

Jan 1, 2003

By Hallet R. Robbins

KOREA, the ancient " Hermit Kingdom," is a peninsula jutting out from the coast of eastern Asia. By the natives it is called " Chosen," which, translated, means " Land of the Morning Calm." It lies between the Yellow sea and the Sea of Japan. On the north it is separated from Manchuria and the Russian province of Primorsk by the Yalu and Tiumen rivers ; on the south the Korean straits interpose a rough voyage of 120 miles to the nearest point in Japan. The entire country is situated between the parallels of 34° and 42° N. latitude. The surface of the country is made up of successive ranges of unglaciated mountains, separated by narrow, fertile, and more or less densely populated, valleys. Through all the obscure centuries of its history, Korea has succeeded in maintaining a monastic seclusion, over which, from time immemorial until the late Chino-Japanese war in 1894, China exercised a shadowy sovereignty. Although Korea had been forced into slight foreign contact previously, her first foreign treaty was signed with Japan in 1876. Under the restraining guardianship of China, the Japanese treaty bore but insignificant innovations for Korea; but when, in 1883, a treaty was made with the United States, the first of the western nations, a decade after the American gunboats, under Commodore Rodgers and Lieutenant Schley, forced their way up the Salee river, shooting daylight through the ancient walls and fastnesses, Korea awoke from her sleep of 4,000 years. The Korean peninsula suddenly became the arena where rival nations' enterprises and individuals met in fiercest conflict. Out of this struggle grew two singularly successful American

Jan 7, 1908

By D. C. Sharpstone

THE Polaris-Taku mine is a new gold property, situated in the far north-west corner of British Columbia. Production was started in November, 1937, at the rate of 150 tons a day, and recently has been increased to 200 tons. The property, which promises to become one of British Columbia's important gold mines, was developed and brought into production in twenty-nine months after work was started on it as a virtual prospect in June, 1935, by Edward C. Congdon and associates. Inaccessibility, extraordinarily complicated geological problems, and difficult metallurgy retarded development of the property before acquisition by the present interests, an::l, in fact, discouraged two companies that had spent substantial sums upon it from continuing development. This paper is concerned with reviewing the development of the property and describing the principal features of the geology, the mining and metallurgical practices, and the equipment employed. Acknowledgments The writer is indebted to Mr. Edward C. Congdon, President of the Polaris-Taku Mining Company, and to various members of the mine staff for their assistance in assembling the data for this paper. Special thanks are due to Mr. George G. Griswold, Jr., of Butte, Montana, who generously and painstakingly prepared the section dealing with milling and power. Microscopic studies of ores were made by Professors Frank Grout an::l G. M. Schwartz, of the University of Minnesota, and by Mr. Griswold.

Jan 1, 1938

By Richard L. Unger

The Crewstation Analysis Programs (CAP) is a package of computer programs that can be used to analyze some human engineering aspects of crewstation design (such as visibility and illumination) that have particular significance in underground mining. It was developed under the U. S. Bureau of Mines (USBM) Health, Safety and Mining Technology program at the Pittsburgh Research Center, Pittsburgh, PA. This manual describes the steps necessary to collect data in the laboratory to develop luminaire profiles for the CAP illumination analysis. It also describes how the CAP Illumination Model calculates illumination. 1.1 How CAP Calculates Illumination 1.1.1 Background -CAP currently includes assessments of visibility and illumination in the surrounding work area. The advantage of using computers for these types of analyses is that many design iterations can be tested quickly and efficiently to learn the effects of changes. This reduces the need for expensive testing using physical mockups. Another advantage is that design ideas can be tested in situations where it would not normally be possible. For instance, the effects of modifications to a lighting system or canopy design on visibility could be tested while the machine remains in service.

Jan 1, 1994

By James Paone

This report on the state of the art of horizontal boring technology for underground power transmission installations was prepared by the Bureau of Mines at the request of the Department of the Interior. This paper describes the different machines and methods used in augering, impacting, pushing, drilling, and machine tunneling horizontal holes through soil and rock. A review of the borehole survey and guidance tools and techniques applicable to these methods is also given. Nonboring methods used for emplacement of power distribution and transmission lines are briefly discussed. The paper ends with a brief technical forecast, an analytical summary of the state of the art, and recommendations based on power industry needs. Horizontal boring techniques for power distribution lines installation are adequate to meet the requirements of the power industry, particularly where such burial involves relatively short distances in soil or soft rock. For burying power transmission lines, particularly in the harder rocks and over relatively long distances, horizontal boring methods are not as well advanced. Research and development as well as economic incentives to equipment manufacturers could substantially improve the state of the art. Obstacle detection and guidance systems for directing boreholes to specified targets need major improvements to meet the requirements of the power industry for underground burial of distribution and transmission lines

Jan 1, 1968

By A. B. Parsons

LECTURE, it appears, is a discourse that is supposed to be instructive. I am quite sure that you will derive no instruction from what I have to say. I will be satisfied if my remarks provoke thought along one or two mental paths that have not been traveled so fre¬quently as to be devoid of interest. I have no particular message apropos of professional engineers or professional engineering, and any conclusions that I may seem to reach will be purely tentative and incidental. Probably at times you have wondered, in a casual way at least, why so many people who are not, never have been, and never will be engineers, want to use the title. For example, I recently received a communication from a life insurance broker or salesman, whose chaste letterhead bore the legend "Estate Engineer." He was perfectly serious about it, as is also the expert accountant who assumes the imposing name of cost-analysis engineer. Dozens of equally amazing titles might be cited. Then there is that class of individuals who have been engineers, in the true sense of the word; who have gone into some other kind of occupation; but who cling tenaciously to the name engineer, usually prefixing some word or other which at once gives them away by telling what their work really is. For example, we have such pseudomorphs as the management engineer, and the sales engineer. It is quite evident that engineer is a word to conjure with. Evidently both the man who appro¬priates the designation without any justification and the ex-engineer who persists in calling himself an engineer even after he has abandoned engineer-

Jan 1, 1933

The information age has definitely arrived and in fact has only begun to affect our business processes. Traditionally mining companies have been innovators and leaders with technology, but applying information technology systems to machines directly working on the mining extraction process poses challenges to those introducing the technology. Caterpillar is now presenting machine guidance and information systems for dozers, graders, blast hole drills, shovels, excavators, wheel loaders and trucks. These systems simply increase the flow of real information in real time and deliver it to the end users who can make informed decisions that effect real productivity gains and at the same time eliminate the role of the middle manager who used to monitor and control these activities. Technology also offers cultural changes that appear intangible, but offer significant gains to those that implement technology. Critics state that these intangible benefits are still available to traditional processes, however these intangible elements are never identified nor managed without the introduction of technology enhanced processes. The benefits of these technologies are real and dramatic, existing users offer impressive testimonials, but still the technology can be disproportionate in the time it takes to introduce to an operation. Caterpillar finds that senior to executive management needs to be a part of the technology introduction, to coordinate all departments and set technology strategies.  

Jan 1, 2000

By I. Clauzier

"A new method of managing electricity to reduce costs andimprove profits is discussed. Before taking steps to better manage electricity, it is essential to understand the terms peak demand and energy and their effect on an electrical bill. Knowing how electricity is presently used in the plant is the important first step. This goes beyond knowing how much electricity is used at each time of day, the individual contribution of every plant process to the total plant load must be known. At this point, each process is ranked according to importance to production in order to identify possible savings opportunities. These improvements can then be implemented by simply improving operations or in some cases, through the use of an automatic control system. IntroductionIn today's competitive environment, controlling costs is becoming increasingly important. All costs associated with operation must be controlled in an effort to improve competitive position. Electricity is a cost component that can and should be managed.Although the term management can mean different things to different people, the intent is always the same: to make the best possible use of existing resources, whether labour, equipment or electricity.The simple approach to managing electricity presented in this paper consists of four steps.I. Understand Peak Demand and Energy. It is essential to understand the terms, peak demand and energy and their effect on your electrical bill.2. Know Your Present Electrical Use. The present use of electricity in the plant must be known. This goes beyond simply knowing how much is used at each time of day, to accurately knowing how each process is contributing to the total plant electrical load, and ultimately to the electrical bill.3. Identification of Savings Opportunities. With this information, energy savings opportunities for reducing the electrical bill and improving profits can be identified.4. Implementing Improvements. Having identified areas of potential savings, improvements can then be implemented in order of their significance. This could be a matter of simply improving operations, or in some eases may mean the use of an automatic control system.These four steps can result in significant dollar savings."

Jan 1, 1987

By G. H. Hope

"Pamour Porcupine Mines of Timmins, Ontario operates two 3,000 ton per day concentrators which receive ore from eight to ten mines in the area. The area milling concept was adopted by Pamour in 1971 and has been used successfully since then. The purpose of this paper is to discuss the advantages and the problems of area milling. Pamour Porcupine Mines Limited operates two 3,000 ton per day concentrators which receive ore from eight to ten mines in the Porcupine region. The area milling concept was adopted as the route to survival for Pamour and has worked successfully. HISTORICAL BACKGROUNDProduction of gold from the Porcupine region in Northern Ontario started in the early 1900's and has been continuous since that time. Some of the major operators were companies such as Mcintyre, Hollinger, Dome, Pamour, Paymaster and the list goes on. An underground survey would reveal hundreds of miles of drifts and raises. The main group of mines extends from South East of Timmins to the Pamour Mine, 15 miles to the east. During the lean years of the sixties when gold prices were low, labour costs were rising rapidly, and ore grades were dropping, many of the area mines closed down their operations."

Jan 1, 1981

By S Carr-Cornish, K Moffat

Social licence to operate is developed and kept through managing both operational impacts and the relationship between local community and company. However, CSIRO research has demonstrated that in determining how accepting community members are of a mining operation, relational factors, such as procedural fairness and trust, are much more important than operational impacts, such as impacts on employment and the environment (Moffat and Zhang, 2015). Companies seek to develop relational factors through their engagement with local community; such engagement has many aspects, including, initially identifying stakeholders and positioning the company as part of the local community (Lacey et al, in prep; Thomson and Boutlier, 2011). These relational factors involve the social identities of people living in the community. Social identities are a part of people that shape their beliefs, based on their connections with various groups in their lives (Hogg et al, 2004).An engagement process, intentionally or not, inevitably interacts with the social identities of stakeholders (Crane and Ruebottom, 2011). For example, traditionally, at the very beginning of engagement processes, community members are assigned to categories using conventional stakeholder mapping and categorisation methods, often based on assumptions about stakeholders’ interests, which equates to assumptions about stakeholders’ social identities (Colvin, Witt and Lacey, 2016; International Council on Mining and Metals, 2012). Yet, there has been limited empirical inquiry into whether such categories reflect the social identities of stakeholders and if there is a bearing on relational factors, including, the perceived fairness of consultations and trust in mining companies (Crane and Ruebottom, 2011). Also at this time, companies commonly seek to create a presence in communities, for example, joining Chambers of Commerce and participating alongside community members. Again, there has been limited empirical inquiry into whether community members and companies identifying with the same overarching group and thus sharing aspects of social identity, influences relational factors (Crane and Ruebottom, 2011). In this study, we examined the effects of changing aspects of social identity by changing how stakeholders were identified and companies were positioned, on how stakeholders’ perceived a new mining operation, specifically how they perceived the procedural fairness of the proposed consultation process and trusted the company, two factors that underlie a company’s social licence to operate.CITATION:Carr-Cornish, S and Moffat, K, 2016. Out of the box – the power of social identities in engagement processes, in Proceedings Life-of-Mine 2016 Conference, pp 180–182 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By A. Ouellette, E. Nilsson

"Preventative maintenance is a burden for equipment users but a demand from the machine suppliers to ensure performance. Machine availability depends on preventative maintenance being followed.Mining equipment is becoming more and more sophisticated and productive, yet less and less time is available for preventative maintenance. Manufacturers invest in reducing costs, simplifying operating requirements, and lowering maintenance requirements, but it is the users who must invest more heavily in the advanced maintenance systems to keep the units operating.IntroductionPreventative maintenance has been, and still is a key factor in avoiding disturbances in production due to equipment downtime. Manufacturers ask for it in extensive maintenance schedules, check lists, programs, etc. often with a ""threat"" that, if not performed, the machine guarantee will not be valid. Modern mining and construction machinery has become sophisticated, like all other machinery, with elaborate hydraulic, electric and electronic systems and computerized controllers. Maintenance organizations within the mining industry have grown to heavy cost centres just to keep up the availability of the equipment.It is difficult for machine manufacturers to have maintenance programs that suit every user. International suppliers have to deal with different cultures, education levels, environments, organizations, etc. Maintenance programs recommended by manufacturers often do not meet some user's needs while they are ""overkilling"" to others. Preventative maintenance schemes recommendations of what to do, in what frequency, etc.) usually fit mechanical components in the equipment, e.g. wear measurements, crack indications, lubrication, oil changes, etc. But how does one perform preventative maintenance on huge hydraulic systems, electrical and electronic systems and computers? Failures in these systems usually occur without any warning and are more or less impossible to predict. Another difficulty in creating effective preventative maintenance programs for these kinds of systems is the relatively low volume of mining and construction equipment that is produced per year. For example, although Atlas Copco is one of the largest manufacturers in the world of underground blast hole drilling machines, the company still does not produce more than a few hundred drilling jumbos per year. These are made in more than 10 different models, with different systems and components, and very often are custom adapted to the end user's requirements."

Jan 1, 1992

By Patrick B. Kenny

Generally speaking, it is safe to address this conference as a conclave of Engineers, Owners' Agents, Governmental Representatives, and Contractors. As a group, we have assembled here to learn of our compatriots engaged in similiar underground operations throughout the United States and the World. We are here to learn of improved methods, higher technology, and better management. Through the acquisition of this knowledge, we each hope we can improve our own particular services, products and projects. This session is dedicated to a discussion of "Costs". The most apparent reason for a discussion of costs at this level is to expose subjects affecting costs and propose methods to reduce them. From that premise a contractor can identify three areas of discussion: design considerations, contract considerations, and governmental considerations. A fourth area of consideration is an introspective view of the contractor's role in the design construct process. Unnecessary costs and risks attributable to these areas are contributing excessively to ever increasing project and system costs. DESIGN CONSIDERATIONS On April 20, 1977 the Metropolitan Sanitary District of Greater Chicago accepted proposals for the Tunnel and Reservoir Plan on Contract A and Contract B. This letting called for construction of over 33 km (21 miles) of the Mainstream Tunnel bored at 9.75 m (32 ft) to 10.67 m (35 ft.) in diameter. Also included were all the appurtenant collecting and regulating structures. The proposal allowed the

Jan 1, 1979