FHWA Resource Center
RC Success Stories
VOLUME 1, ISSUE 10
Your Link To Successful Solutions For Today's Transportation
ALDOT's INTERCHANGE EMERGENCY
High Traffic Bridge Rebuilt in Record Time
When a crash occurs on any main traveled artery, it could back traffic up for miles-thereby causing a chain reaction affecting every route within that vicinity. When this occurs on an interchange at three major corridors, and a well-traveled bridge becomes damaged beyond use, you have the makings of a major congestion-mitigation emergency. This was the case in Birmingham, Alabama on January 5, 2002. The I-65/20-59 interchange route was engulfed in a confusion of smoke. Local residents as well as traveling motorists didn't know what was causing the skyline to be filled with smoke. Unfortunately, a crash had occurred under I-65 Southbound bridge that caused it to be closed. The Alabama Department of Transportation (ALDOT) was challenged to rebuild the gap that stood before them. The ALDOT community came together in a way that they had never experienced in their history.
This is a partnership success story driven by a wealth of pride that went deep into the ALDOT workforce. It inspired contractors, other State, Local and Federal agencies, media and the local public to be a part of rebuilding from one of the most devastating highway crashes in Alabama.
PHASE I
It all began when a car pulled in front of a gasoline truck to avoid missing an exit, and the truck, to avoid further damaging the car, swerved and plowed into a bridge support under I-65 Southbound. Upon hitting the support, the truck (hauling 9,900 gallons of fuel) exploded causing a fire, which was estimated to have reached over 2000 degrees Fahrenheit at one point. This high heat caused several of the steel girders to sag approximately 7 to 10 feet.
This closed not only I-65 Southbound but I-65 Northbound as well. There was only one fatality, the driver of the truck. However, approximately 140,000 vehicles were impacted per day by the closure of I-65. It was costing the state at least $100,000 a day in user costs. ALDOT had to take action immediately.
The first ALDOT engineer to arrive on the scene was Michael Mahaffey, District Engineer, Third Division-District 1. According to Mr. Mahaffey, there was so much smoke and intense heat that he could not make a clear assessment of the damaged bridge area. It didn't look good; he felt that all the bridge would probably have to be replaced.
I-65/I-59 route minutes after
the crash took place. |
It is important to also note that District 1 maintenance people began reporting to work by Saturday afternoon-- even before their supervisors called them. They were ready to do whatever was necessary to make the roadway passable. The transportation and public safety communities never stopped working from this point on throughout the rebuilding of the damaged bridge.
When Mr. Miller Gorrie, Chairman/CEO of Brasfield and Gorrie (who had a key role in rebuilding the bridge) walked outside that Saturday morning, he saw smoke rising in the west and wondered what was going on. At first, he thought his church was on fire, it hadn't been that long ago when they had to replace it due to a fire, but then he realized it was on the other side of town. As he drove downtown and got closer he was told that the I-65 Southbound Bridge was closed. Understanding the severity of congestion that this could cause, Mr. Gorrie called his old schoolmate Mr. Walter Morris, President of The Morris Group, Inc (another important key contributor) to tell him about a bridge building opportunity.
Mr. Morris was in his office that Saturday morning when he learned of the fire under a downtown Interstate bridge. He and his company had begun making calls to ALDOT personnel to determine the nature and severity of the crash. Mr. Morris then received the call from Mr. Gorrie and immediately proceeded to the scene to offer his services to ALDOT in taking down the bridge.
Down South, in Montgomery, ALDOT's Tim Colquett, Bridge Design Section Supervisor was enjoying a weekend of deer hunting and just so happened to have his radio on and responded to a page alert. Mr. Colquett then informed Fred Conway, P.E., Bridge Engineer about the bridge closing and informed him that he was headed to Birmingham that day to see what needed to be done. Tim Colquett's assessment of the bridge condition was that the span over the Interstate was "toasted".
That same day Mr. Paul Bowlin, Director of the Alabama Department of Transportation visited the site to make sure everything possible was being done and offer encouragement to the local maintenance crews, and assess what actions needed to be taken to reopen the Interstate.
PHASE II
As the devastating news began to travel throughout the state and national, State and Federal officials where in motion establishing an emergency meeting. Less than 24 hours after the crash took place, all involved officials, including Mr. Paul Bowlin, Highway Director were meeting in Montgomery, Alabama at ALDOT's headquarters. Mr. Joe Wilkerson, Alabama's Division Administrator of Federal Highway Administration (FHWA) and his bridge engineer, Robert King, were a part of that Sunday morning meeting. They were there to provide whatever Federal Aid and support they could offer. With feedback from the site's fiery aftermath, everyone understood that this bridge must be completely removed and rebuilt within 90 days. It was agreed that the State would have a design ready within 6 days, and bids would be taken from a selected list of contractors following the completion of the new bridge design. The selected contractor would have an incentive/disincentive clause for early or late completion.
View of bridge after the
fiery gulf of smoke |
The beginning of the demolition phase. |
Mr. Wilkerson's role in this project was to oversee the federal aid assistance that would be needed to help the state rebuild the bridge. He and his staff also provided expertise and coordination that supported ALDOT's officials and engineering staff. Once ALDOT had furnished all the documentation needed for approval of an Emergency Relief (ER) request, Mr. Wilkerson submitted his approval on ALDOT's behalf.
"Without the partnership that took place between ALDOT and the contractors- and the management style of the contractors, this could not have happened within the time frame that it did."
- Mr. Joe Wilkerson,
AL-Div. Administrator of FHWA
The ER request exceeded the $700,000 amount for eligibility. The estimated request was $1.5 million. Working in his passionate mode, Mr. Wilkerson involved himself in every phase of this project along the way. His involvement with ALDOT's leadership, engineers, state representatives and keeping FHWA's leadership informed was endless. He gives ALDOT and the contractors exceptional credit for pulling this all together; they were efficient and had the determination to make this project happen beyond expectations.
PHASE III
As the clean up continued, initially overseen by Mr. George Conner, State Bridge Maintenance Engineer, working with the District one and Division-wide maintenance crews, statewide bridge maintenance crews, and the Morris Group, congestion relief was on the way. Less than 48 hours after the crash, the first I-65 Northbound lane was open. Two additional lanes were opened up the following day. Many of these workers worked 48 straight hours. Mr. James Horsley, Division Engineer, Third Division was very pleased with the way his staff handled this project and the pride that each individual displayed in their job. There's not one person he says that credit can't go to in ALDOT, because we were all part of this success. At a time like this, the Department will typically get all types of complaints called in. They did not get any complaints from customers when the lanes were closed during this construction.
Traffic signs, re-phasing of traffic signals and re-routing of traffic had to take place too. So an Intelligent Transportation System (ITS) played an intricate roll in this as well as through out the project development. Hard at work, the ITS folks had to be innovative with their ITS that was not fully completed by utilizing laptops and programming variable message signs on site. This provided around the clock information and updates. Many late nights and a lot of overtime produced a detour traffic plan, which cut down on traffic delays and congestion. ITS technology was also used to keep the roadway travelers apprised of times and alternate routes. Web pages were also used as an information outlet. Even truck stops had up-to-date status of construction and detours.
Minimizing Congestion
District 1 (Third Division) sign crews began installing detour signs, which continued for ten days.
This included:
- 11 portable message boards
- 30 detour signs on overhead bridge sign structures
- 141 road trailblazers signs
- The state contractor expedited the completion of two overhead message signs
- The City of Birmingham adjusted the timing of 35 traffic signals on the surface streets.
Mr. Michael Mahaffey, being the first engineer to arrive at the site (his district), witnessed a horrific fury of flame in disbelief. His mind had immediately shifted to his role in taking care of this crash. Clean it up quick...and get the traffic open for circulation again. When this all took place, everyone came together to assist. Mr. Mahaffey says that the police were very helpful and supportive as well.
Mr. Mahaffey states that the patience of the general public was incredible. They were supportive and very understanding. What had happened was a tremendous congestion nightmare to three major corridors in the southeast (North, South, East and West). They were on call 24 hours a day for any problems that may have come up. Even with the intense volume of traffic, there were virtually no major related incidents. Our people erected the signs and the local and state police community helped with the initial traffic congestion. Acting quickly to redirect traffic was all based on timeliness with such a heavy volume of traffic.
"The credit that goes to the internal staff that worked on this was exemplary. They have done an outstanding job. Thanks goes out to each individual that works for the ALDOT community. To have been a part of this interchange emergency, and to have seen the pride everyone had in his or her work to get the job done, will never be forgotten."
- Mr. Michael Mahaffey, AL
DOT District Eng.
3rd Div.-District 1
In the meantime, ALDOT's Bridge Bureau, Mr. Conway and Colquett and team, were working with the in-house responsibility of getting the new bridge design plans done. As Mr. Colquett and his team worked on the design plans, Mr. Robert King provided onsite FHWA review and approval of the design.
Bridge Design Options Considered
- Replace Spans 2 & 3 and Bent 3 only using plans from original bridge (Replace in kind).
- Replace entire bridge with a one span bridge w/girders perpendicular to roadway (eliminating skew)
- Replace entire three span bridge using AASHTO type IV pre-stressed concrete (PSC) girders
- Decision: Completely replace with prestressed concrete girders.
Because of the accelerated time that the bridge had to be completed, they used concrete girders. They could not afford the time delay that the steel girders would cause. Also, to accommodate future widening of Northbound I-65 to include another lane and wider shoulders, the original 120-feet span length was increased to 140 feet. In addition, 0.6-inch diameter strand was used instead of the normal ½ inch diameter. Quick on the spot decisions had to be made in order to get bids in and a contract awarded.
"The urgency of the situation caused everyone to come together and become motivated to get this done. When you are dealing with major interstates that are affected, you must act and act quickly. This was a tremendous effort by all. Our internal team did an outstanding job and the contractor came through beyond what was expected."
- Mr. Fred Conway, ALDOT Bridge Eng.
The bridge bureau also pointed out that there was never a sacrifice on quality or standards. Their innovative approach under an emergency situation added great value to the project. Mr. Conway and
Colquett were very pleased to have timely support provided by Mr. King.
Envisioning the need for speed, Mr. Conway and his staff completed the plans in six days; holding up to the agreedprojected date by ALDOT's management. Contract plans were provided to a selected group of contractors, and bids were opened the following week.
Once the bids from the selected group of contractors came back, a decision was made and the contract was awarded. This was the fastest contracted project in ALDOT's history. The contract went to The Morris Group and Brasfield & Gorrie, a joint contractor venture that was acceptable to ALDOT. The venture is also a story in and of itself. When Mr. Gorrie called Mr. Morris to tell him about the bridge, he told Morris that if he needed help to let him know. So when the time came for bidding, Morris did just that. He called on Gorrie to help with additional manpower and in the bidding process. They came into the project with a joint bid of $2,096,421.20. The next closest bid was $3,780,654.15. The contract included an incentive of $25,000 per day for each day completed earlier than the 90 day completion date and a $25,000.00 per day penalty for each day completed beyond this date. Their bid was accepted and the work began at 12:01 am on January 21, Monday morning. ALDOT's mission was in full construction in less than 16 days from the time of the incident. Some people thought it would take 6 months and some felt 90 days, but no one had any idea that it would be completed in 37 days.
ALDOT's bridge design team left to right:
Tim Colquett, Darry Hawkins, Kevin Trawick,
Winston Farrior,Kelly Weldon, Gary Wiggins, Jeff Huner |
PHASE IV
ALDOT's onsite project coordinator for this interchange emergency welcomed the challenge backed by an army of support. This was Daniel Graves', Project Engineer, Third Division - District One, first project, and a highly important one at that. He was on the scene constantly. Yet, because he believed in what he was doing and the leadership that was only a call away, he served his state well. Mr. Graves can't say enough about the support that he got from management and those that worked beside him. He states that the contractors were outstanding.
Chris Brown was the contractors' Project Superintendent. He and Juan Carlos Ospino, Project Manager for Brasfield & Gorrie, and Duncan Morris, Project Manager for the Daniel Graves Morris Group, did an outstanding job and contributed mightily to the success of the project. The contractors, Morris Group and Brasfield & Gorrie went straight to work with a mission of their own. They too were determined to build this bridge with intelligence, stamina and pride. They organized the equipment and manpower that was necessary to get the most work done in the shortest amount of time. They both knew that in order to complete the project within the shortest period of time possible it would be necessary to work 24 hours per day. Since it was a calendar day job, work went on rain, shine, sleet or snow. Amazingly, they only missed 14 hours of work due to extreme weather conditions during the 37 - 24 hour work days.
On behalf of ALDOT and FHWA, Mr. Mahaffey, Graves and King all wanted to make it clear, that there was never any sacrificing inspection or quality control during the 24 hour work period. Night inspections were no different than day. The contractor had to abide under the same regulations/policies even in these extreme circumstances--and they did so admirably.
Mr. Morris said that it was a great coming together effort that turned this project around. He has been doing DOT contract work for years; the cooperation he has received from ALDOT was unquestionably great.
The Morris Group and Brasfield & Gorrie putting the construction in motion.
"If the contractor can get quick decisions that will minimize the downtime process, it would make any project successful. ALDOT did just that for us to succeed on our project."
- Walter Morris, President of The Morris Group
WHATEVER IT TAKES
Always looking for ways to get the job right, correctly and quickly, some innovative ideas were used by both contractor and ALDOT.
1. Rather than one shift from 8 to 12 hours long, the contractors decided on two shifts 12 hours long. These shifts consisted of 25 people each and the crews worked several phases of the project at once. Safety and quality of work were always paramount as they moved through the process.
2. Innovation included the use of prefabricated concrete culvert sections to construct each of the pier footings. This served a dual purpose of providing sheeting and shoring for the excavation and a form for pouring the concrete footings. Although, not an initial cost savings, it saved a great deal of time in the long run.
3. Another time saving and worthwhile decision was the use of pre-cast concrete girders. These girders were available much sooner than steel girders would have been. The center 140' span utilized modified AASHTO-PCI BT-54 girders. The girder was built 2" inches wider providing an 8" web to fit more strands to accommodate the longer girder.
4. In an effort to help prevent future problems, 6' high crash walls were built. The use of concrete girders would also be a factor in preventing the bridge from bending in the event of a future fire or high heat situation.
A MISSION IN MOTION
When asked about what factors contributed to the early completion of the bridge, the contractors pointed to the quick turnaround time of ALDOT personnel in responding to the need for plan revisions and problem resolution. ALDOT Bridge personnel were committed to giving this project top priority resulting in same day turn around of all submittals for review and approval. Coordination and decision making on construction was on a fast track. ALDOT inspectors also were on-site 24 hours a day. Concrete strength testing was also done whenever needed to facilitate getting the work done rapidly. Mr. David Hand, Assistant Division Construction Engineer served as the on-call supervisor with Mr. Graves as the project engineer.
The contractor worked 24 hours a day non-stop.
"A job of this nature (ER), planned by ALDOT was perfect. It motivated us to perform and act quickly. The media motivated us too, and we performed. The integrity of the DOT must be upheld. ALDOT provided total cooperation."
- Mr. Miller Gorrie
Chairman/CEO, Brasfield & Gorrie
Across the board, ALDOT cannot praise the contractors enough for their outstanding management style. Everyone complimented the contractors on the way they managed and handled this emergency project. Great management practices were seen throughout the project with scheduling and planning being the key. Mr. Morris' efficient management style showed heavily when dealing with Vendors they had awarded work to. Vendors were also working around the clock (like Sherman the precast concrete girder producer). Vendors voluntarily put projects on hold to elevate support and focus on the request of the contractors.
When an emergency comes, the best way to get through it is to come together as a team. Everybody maximized the role they had to play. We were not going to be left out, Mr. Gorrie and Mr. Morris both stated. This project was so important that Mr. Gorrie made frequent visits day and night to review the progress and provide any additional support.
Both Mr. Gorrie and Mr. Morris enjoyed this project and appreciated the level of cooperation from all levels of ALDOT and FHWA. They felt that this project really created a job that was interesting and fun. The relationship that was developed was great. As the project unfolded on a daily basis, the incentive also began to play a major role in their desire to complete the project before the agreed contract date. Mr. Gorrie noted that it was a win, win opportunity for both them and ALDOT-- and the traveling public. "Projects must be done with a boast; empower the people that are onsite to make decisions like they did with the project engineer (Mr. Graves)".
Equally remarkable was the support of the news media and the local public in general. Newspaper and television personnel were involved in the process as early as Saturday afternoon, the day of the crash. Their help provided information, which kept the public aware of traffic congestion and alternate routes. Local motorists avoided the area by using local roads and streets. The news media also maintained a constant update of construction progress, which served as a reminder of how hard everyone was working to get the road opened as soon as possible, showing that everything humanly possible was being done.
"The key to this was scheduling. All aspects of this project had to be in line on time. As ALDOT had demonstrated, DOT's should realize that they could provide quick answers for contractors to get things done. The results will be less cost. Always make yourselves available."
- The Morris Group and Brasfield & Gorrie
Developing a relationship with the news media even before this incident seemed to help when crunch time came. They provided support that kept the complaints to almost non-existent and caused a ground swell of encouragement from the public.
Not to be forgotten was the outstanding assistance provided by police, fire fighters, road emergency personnel, and Alabama State Troopers who provided a 25-mile escort for the girders and also provided aerial surveillance. The district has had a long-term standing relationship with the troopers. The Alabama Department of Environmental Management (ADEM) was also exceptionally supportive. These people helped all along the way with whatever was asked of them. ADEM personnel cleared the site as free of hazardous materials and safe for construction workers before demolition was complete.
PHASE V - 52 DAYS AHEAD OF SCHEDULE
Governor Don Seigleman of Alabama surrounded by workers, media and others, cuts the ribbon for the newly rebuilt I-65/I-59 Interchange bridge.
 |
ALDOT's Director Paul Bowlin also presided
over the official ribbon-cutting. |
Opening Day, February 27, Governor Siegelman cuts the ribbon officially opening I-65 Southbound lane and I-59 Southbound lane ramp to I-65 Southbound traffic. The evidence of success stood between the once damaged bridge for all to see. ALDOT couldn't have felt more proud of their accomplishment than the State of Alabama as a whole. No one ever thought that this interchange emergency recovery project could have taken off so swiftly and been completed in 37 days and only 53 days after the crash had taken place. With the original projection date being April 20th, you too must see and feel the pride of everyone who had anything to do with this record-breaking project.
The Morris Group and Brasfield & Gorrie were unique and strategically savvy with their approach from the bidding process throughout the project itself. They had no idea that this project was going to receive the coverage that it did. Mr. Gorrie has worked on projects that are enormous compared to ALDOT's interchange emergency, yet he gave it no less focus and professionalism than any other project he has done.
ALDOT and PARTNERS' MISSION ACCOMPLISHED High Traffic Bridge Built In Record Time
- Completed design and detailing of a complex 3 - span bridge in 4 ½ calendar days (Approximately 50 man days)
- Bridge on 60 degree skew with superelevation transition in two directions with a ridgeline
- Contractor redesign of 140' span 2 Type IV to use modified BT-54 girders (High Performance Concrete - 8500 psi)
- 164 HP 12 x 53 steel piles driven
- 820 cubic yards of concrete poured
"Never before has so much been done in such a short time in bridge construction to benefit so many. ALDOT did all it could to speed construction; but, the end result was due to the contractor's dedication and determination to meet or exceed his schedule."
- Fred Conway
For more information, please contact:
Michael Mahaffey, District Eng., ALDOT 205-581-5702 o Robert King, Bridge Eng., FHWA-AL Div. 334-223-7376, or Jeff Smith, Structural Design Engineer, FHWA-SRC 404-562-3905
To all the ALDOT teams, City of Birmingham, ADEM, The Morris Group and Brasfield & Gorrie, congratulations! The Southern Resource Center - FHWA, salutes you on a job well done. You have demonstrated to the transportation community the strength and pride that can be achieved when the decision making process and partnering is implemented.
TRAINING
What's New
