Cabbiness Engineering

 Honored as

Engineering Excellence Award

"Grand Conceptor"


Phillips 66 Refinery Sanitary Sewer Rehabilitation


Cabbiness Engineering - Grand Conceptor Award

Plagued by frequent backups, multiple broken and missing pipe segments, and large amounts of groundwater inflow and infiltration, the 100 year-old sanitary sewer main located through the heart of the Phillips 66 Refinery in Ponca City, Oklahoma was in dire need of repair. For decades, city leaders, refinery management and vocal citizens bemoaned that a sensible and affordable construction solution for this sewer project could not be designed.  As the owner, the City of Ponca City, Oklahoma contracted with Cabbiness Engineering, LLC to evaluate the nearly 6,700 linear feet sanitary sewer main to come up with functional and feasible solutions. 

With the additional constrictions of the sewer main being located within an oil refinery operating at full capacity - 24 hours a day, seven days a week - the design had to take into account the refinery’s stringent safety requirements and operational restrictions that construction would encounter.

The existing vitrified clay pipe (VCP) passing through the refinery was in dire need of repair because of frequent sewer pipeline backups that stretched thousands of feet upstream of the project site. A closed-circuit television inspection of the sewer showed multiple broken and missing pipe segments, substantial brick, manhole deterioration as well as significant ground water infiltration into the sewer main.

All were indicators the existing 100-year old sanitary sewer main was past the intended design life. The sanitary sewer main is critical to the city’s sanitary sewer pipe network as it services the southwest 20 percent of Ponca City.  Additionally, the sewer’s drainage basin includes 570 acres of mixed commercial and residential land, along with the Phillips 66 Refinery office complex, research and development facilities and the refinery itself.

One of the biggest project challenges was dealing with previously constructed refinery equipment and refinery support components, over the top and adjacent to the existing sewer main. As was the norm in the early 1900s, and still relevant today, once a sewer pipe was buried it is typically forgotten about until a catastrophic failure is realized.  In this case, “forgotten” meant that over the years several oil refining units were constructed over the sewer pipe.

Renovations between the 1930s and 1960s of existing refinery units and the addition of support equipment had also contributed to encroachments that limited what design options could be utilized.

In order to provide the most effective, cost-efficient engineering design for all parties involved, Cabbiness Engineering evaluated several design alternatives and construction methods involving trenchless rehabilitation (Pipe Bursting, Slip Lining, and Cured-In-Place Piping), open cut trench and direct bury pipe, as well as a sewer lift station bypassing the refinery entirely. Based on conclusive design calculations and field verifications, an innovative trenchless rehabilitation approach that combined the use of pipe busting and cured-in-place was utilized.

Other design and construction challenges associated with this project included:

Once the trenchless sewer construction was complete and the paperwork finalized, the City of Ponca City, the Phillips 66 Refinery management and staff, the general contractor Urban Contractors, and the Cabbiness Engineering design team were able to reflect on the entire project’s outcome.  From the group’s perspective, the following are some of the most important project outcomes: 

Cooperation at all levels between the owner, the refinery, the contractor and the engineering design team was paramount to the project’s success.   

With overwhelming cooperation between the owner, the refinery, the regulatory agencies, the engineer and the construction contractors, an affordable and constructible repair for this 100 year-old sanitary sewer was designed and constructed in the summer of 2014.

Despite the many project challenges, the team was able to delivered this $1.668 million dollar project within budget and within the aggressive 4 month construction schedule.  Upon project completion, our team was able to show the refinery a $254,000 annual savings in sewage billing and the undetermined cost saving of not continuously replenishing water lost from their fire water storage ponds.


Honor Awards


Burns & McDonnell


To address the need for additional power distribution in Eastern Central Oklahoma, Oklahoma Gas & Electric (OG&E) hired Burns & McDonnell to provide professional services for its Seminole to Muskogee project. The 345-kilovolt (kV) single-circuit transmission line project connects the OG&E Seminole Substation near Konawa, Oklahoma to the OG&E Muskogee Substation near Muskogee, Oklahoma.

The project consisted of installation of new 345-kV transmission lines, including 88.2 miles from the Seminole Substation to Council Corner, and 18.9 miles from Council Hill Corner to Keefeton Junction. Modifications to existing 345-kV transmission lines included 13.6 miles from Council Hill Corner to Summit Junction; 0.2 miles from Summit Junction to Ft. Smith Junction; and 13.6 miles from Ft. Smith Junction to Muskogee Substation. Modifications were also made to the existing Seminole and Muskogee Substations.

The single-circuit 345-kV transmission line was supported primarily on single-circuit H-frame structures, and included retrofitting of existing double-circuit 345-kV lattice towers. The lattice tower retrofit portion was from Ft. Smith Junction to Muskogee Substation.

Special considerations were given to the American burying beetle habitat; construction over the Arkansas River incorporating use of driven caissons; use of optical ground wire; detuning of structures near an AM broadcast antenna station; and substation outage sequencing.

Using innovative thinking and creative solutions to overcome project challenges, Burns & McDonnell completed the $165 million project more than $25 million under the client’s original project budget, and two weeks ahead of schedule in December 2013.










 MacArthur Associated Consultants

Bridge 33.10 is located in the City of Muskogee and carries East Harris Road over the Muskogee Turnpike. Located approximately 1 mile north of the US 62 interchange, the existing bridge was a two-lane, two span PC Beam bridge with 24’ clear roadway. The substructure consisted of a reinforced concrete pier resting on spread footing and abutments supported by steel piles.

MacArthur Associated Consultants, LLC (MAC) was selected by the Oklahoma Turnpike Authority for the rehabilitation and widening of Bridge 33.10 carrying East Harris Road over the Muskogee Turnpike. Due to the importance of maintaining traffic to the Port of Muskogee the bridge and roadway had to remain open during construction requiring innovative design and construction phasing techniques.

This bridge serves the Port of Muskogee, located on the east side of the Muskogee Turnpike and fed by East Harris Road which becomes Harold Scroggins Drive.  It is the only entrance into the Port of Muskogee and critical to keeping the Port in service  Harold Scroggins Drive is owned by the Port of Muskogee which, at the time of design for the rehabilitation of bridge 33.10, was being widened to three-lanes to the east of Batfish Road.  This widening accommodates trucks backing up from the weigh station at the Port, which prohibited other vehicles from entering. The new outside lane is designated for trucks in queue for the weigh station, while the inside lane allows other traffic to proceed into the Port.

With four owners and four funding sources for the project, communication and coordination between all parties was key to project success. Stakeholders include Oklahoma Turnpike Authority, who owns the bridge, the turnpike roadway under the bridge, and the north ramps; the Oklahoma Department of Transportation, who owns the south ramps; the City of Muskogee, who owns Harris Road on either side of the bridge; and the Port of Muskogee, who owns the roadway east of the project and critically needs this bridge since it is the only access to their facility.












The accelerated bridge project over Cottonwood Creek replaced a deteriorating bridge on Highway 51 in Creek County, Oklahoma. Typically, replacing a bridge on the existing alignment requires an extended highway closure while the new structure is built, meaning added travel time and fuel costs to motorists. To reduce the time and money spent because of highway closure, the Oklahoma Department of Transportation (ODOT) decided to evaluate the use of accelerated bridge construction (ABC) methods on the Cottonwood Creek project to potentially use elsewhere around the state. This was the first time such methods have been used in the state.

Garver provided design for the bridge to be constructed in a manner that limited roadway closure to a total of 11 days instead of an estimated six months. The three spans of the new bridge were constructed on temporary structures next to the old structure, and the permanent piers were constructed beneath the bridge as it remained in service. When the spans were complete, the highway was closed for 11 days while the old bridge was demolished and the new bridge spans were slowly slid into place on the same alignment.

As an innovative project, the Cottonwood Creek bridge is a resounding success for ODOT and for the citizens of Oklahoma. The transverse-slide method used in construction saved motorists an estimated $2 million in time and fuel costs, which would have been expended during a normal closure. While this method of construction costs more than a conventional construction, the project's reduction in user costs, decreased use of and wear on detour routes, and improvements in work zone safety set a standard for future bridge construction projects in Oklahoma.












 Burns & McDonnell

In mid-2012, Burns & McDonnell was hired by Enable Midstream Partners LP to provide engineering, procurement, and construction (EPC) services for a 200MM SCF/day gas processing plant to be built on a grassroots site in rural McClure, Oklahoma. In the past, these projects have proven difficult for Enable to execute in a predictable fashion, due to their complexity.

Looking for a new EPC solution, Enable turned to Burns & McDonnell, who provided Enable with a guarantee on both costs and schedule. The schedule was tight, with Enable incentivized to start production early to capitalize on market conditions.

Adding to the challenge was the fact that the site was extremely isolated, and provision for such basic necessities as water, power, Internet and even adequate roadways needed to be made as work began. Further, delivery delays on equipment quickly threatened to add several weeks to the schedule.

Burns & McDonnell’s strategy was to reduce construction schedule by questioning the conventional methodology of building most everything in the field in real time. Instead, we maximized parallel workflow opportunities by having several miles of pipe constructed in outside shops and shipped to the site, where subassemblies could be quickly set in place as needed—techniques that required significant engineering, communication and planning accuracy. 

In addition, new technologies were utilized, such as handheld tablets, to ease communication between engineering and construction personnel.

Burns & McDonnell turned over the keys to Enable six weeks earlier than scheduled, at a cost below budget. And, the project was completed with minimal rework needed and only one minor safety incident in 15 months on-site. Enable has since hired Burns & McDonnell to build three more gas processing plants, which are currently under way.










Finalist Awards

 Crafton Tull

The 3,200 seat Northeastern State University Event Center is where Riverhawk pride takes flight. Designed to meet the needs of the University in hosting a multitude of events, the key to the facility is flexibility.  In addition to athletics, the $14 million, 100,000 sq. ft. center provides opportunities to attract events that both add to the collegiate experience and enhance the quality of life for the greater community. 

Early on in the project, Crafton Tull helped campus leaders  make the best decision as to where on its Tahlequah campus the facility should be constructed by preparing three different site evaluations. The site that would eventually host the new Event Center was chosen for its close proximity to other sports facilities and existing parking lots.

Running through the middle of the chosen site was a drainage channel totaling 1,500 linear feet, which had to be rerouted. To mitigate flooding concerns due to undersized downstream drainage infrastructure, Crafton Tull designed an off-site storm water detention pond.

From early site development, all the way through project construction and completion, Crafton Tull was able to successfully meet and exceed the needs of Northeastern State University. Finished on time and within budget, the Event Center held its Grand Opening on November 16, 2013.













The Chickasaw Visitor Center serves as both a Visitor Center and Administration Building for the Chickasaw National Recreation Area and is prominently located at the intersection of Highways 7 and 177 in Sulphur, Okla., at the entrance to the park lands. 

This facility highlights local attractions and educates visitors about the tribe’s connection and history with the park. Spaces include a Multi-purpose Gallery, Reception, Meeting and Lobby Space, Bookstore/Gift Shop, Vacation Planning Area and outdoor seating and administration space for National Parks Service and Visitor Center staff. 

 The building’s split-levels offer opportunities to create dynamic and interesting interior spaces. On the upper level, the split level plan affords exciting elevated views into the Chickasaw National Recreation Area to the south and the Gift Shop can be easily accessed from the primary street level on the north, which is nearest other downtown shopping and hotels.

On the lower level, National Parks Administration office space is accessible easily and conveniently from the lower parking lot. 














The University Multispectral Laboratories (UML) Airstrip is located in Comanche County, Oklahoma, near Fort Sill. Oklahoma State University’s (OSU) Long Range Facilities Planning group, located in Stillwater, Okla., contacted CEC, requested an all-weather surface for the UML Airstrip be developed.  

Originally, the airstrip was surfaced with sod. This made it difficult to fully utilize the airstrip during foul weather.  This redesigned airstrip would enhance the ability for OSU to provide its Unmanned Aircraft Systems’ (UAS) students hands-on learning experiences in the analysis, design, construction, and flight testing of UAS platforms.

The 2,200 foot long runway was constructed to meet FAA design requirements for the runway category A-I (Small Aircraft). CEC also assisted the owner in selecting the proper pavement section.

Several alternatives were considered, and it was decided to increase the budget by a small amount in order to provide a more long-term solution.













 MacArthur Associated Consultants

The Trail Alignment Study for the MAPS 3 I-44 West Trail outlines the methodology and process for selecting an alignment for a multi-use urban trail connecting Lake Hefner and The Oklahoma River trail systems in Oklahoma City. This trail is the second of a three phase MAPS 3 funded trail system, becoming part of a citywide system for walking, bicycling, and running.


Hundreds of alignments across more than 25 square miles were considered to develop a recommendation that accounted for conflicts and complexities within the corridor. A few of these complexities included two high volume roadway crossings at Northwest Expressway, and 39th Expressway, connecting to Integris Baptist Medical Center campus, utilization of Oklahoma Department of Transportation right-of-way, and addressing safety concerns for vehicles and trail users. The final trail alignment is 8.15 miles in length. The trail ties the existing Lake Hefner Trail at Meridian Avenue, staying on the west side of I-44 to NW 16th Street, and tying into the existing Oklahoma River Trails at May Avenue. Due to public safety, a share-the-road option is not utilized at any point in the trail alignment, taking advantage of grade separated crossings at I-44, NW 10th Street, the Union Pacific Railroad, and I-40.

As stated by the Trails Master Plan Steering Committee in May of 1997, “The Oklahoma City Trails Plan offers an opportunity to establish a permanent legacy that will ensure the quality of life for local residents for years to come.

ACEC OKLAHOMA presents a Finalist Award to MacArthur Associated Consultants for the I-44 West Trail Alignment Study.












Enercon Services, Inc.

In 1921, the Tulsa Race Riot razed that portion of the city immediately north of downtown, known as “Black Wall Street” for its prosperity.  The community soon rebuilt but when later Urban Renewal efforts routed a major highway through the area, its decline was accelerated.  The area of residential and large-scale industrial sites remained underutilized for decades afterwards despite its prime location adjacent to the city center and transportation.

 In 2011, the City of Tulsa had just completed a two-year comprehensive plan and emerged with a mandate to redevelop brownfields sites and utilize them as economic springboards for the surrounding community. And to help accomplish this, EPA awarded a pilot Area-Wide Brownfields Planning Grant to the City of Tulsa to identify brownfield properties with the potential to catalyze area redevelopment and provide an economic and environmental path to restoration.

                From over 250 distressed properties within the four square mile study area, only a handful could serve as significant economic catalysts. The question was which ones and how to move forward?  Extensive public input, environmental review, and community priorities whittled this initial backlog to six key sites. Conceptual redevelopment plans were created for each site. Regulatory and Economic Action Plans for each location were developed to address site-specific barriers to redevelopment.

                Since completion, the City has  leveraged  the results into $1,800,000 in grants received for removal of environmental barriers to redevelopment: a 12-fold return in just two years.  The City has also received proposals for redevelopment and multi-million dollar private sector capital investment, exceeding their expectations for successful completion.