November/December 2002
Making It Happen the Fast Way
by Ron Zeitz
Despite the attention and publicity that attended the extremely
rapid reconstruction of the I-40 bridge near Webbers Falls, OK, little
has been said about the mechanisms that made the fast reconstruction
of this major east-west artery possible. Because of close partnering
between the Federal Highway Administration (FHWA) and the Oklahoma
Department of Transportation (ODOT), the normal bureaucratic framework
was, in large part, sidestepped in favor of record-setting decisionmaking
at the highest level of each organization. The chronicle of events
sheds some light on how it was that two different levels of government
were able to restore the I-40 bridge to full operating capability
so rapidly.
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A pickup truck halted just short of the edge of the collapsed
I-40 bridge, shortly after a string of two barges hit the
Oklahoma structure on May 26, 2002.
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Sunday, May 26, 2002
"On Sunday morning, Lubin and I learned about the bridge collapse
about the same time—less than an hour after it occurred," says
FHWA Oklahoma Division Administrator Walter Kudzia. "Lubin Quinones,
my assistant division administrator, and I discussed by phone how
we would get the word out to headquarters and how we could help the
Oklahoma State DOT."
The conversation between the two top Oklahoma FHWA officials set
in motion the administrative actions that would ultimately begin the
rebuilding of the bridge. They decided that one of them should proceed
directly to the accident site while the other would remain behind
to answer the expected numerous phone calls as well as to begin to
put in place the apparatus that would enable eventual rebuilding of
the structure.
"Initially, the division emergency response coordinator was contacted
at home," says Kudzia, "so that he could file the necessary incident
report electronically to headquarters."
That step done, the next move was to communicate with ODOT officials.
"The ODOT chief engineer contacted Lubin and made arrangements for
Lubin to accompany him to the bridge site," continues Kudzia. "Looking
at the early news reports and on-site aerial video coverage, we made
a tentative judgment that the collapse was most likely not the result
of a terrorist attack or failure of the bridge structure itself.
"In the interim, Administrator Peters [FHWA Administrator Mary E.
Peters] called me. I provided her with what we knew about the incident
at the time and that we were in the process of submitting an electronic
incident report and that division personnel were en route to the site.
"It seemed like there were a lot of things that had to be addressed,
all at the same time. We had to rapidly establish formal detour routes;
I decided to let Lubin work with the ODOT folks to do that. By this
time he had reached the site and was able to give me a more detailed
status report on the situation. We discussed the detour options and
the need for him to brief ODOT personnel at the site on the proper
information they needed to submit to the division for rapid approval
of emergency relief eligibility."
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On June 10, (from left) Oklahoma Secretary of Transportation
Herschal Crow, U.S. Senator James Inhofe, Oklahoma Director
of Transportation Gary Ridley, and FHWA Administrator Mary
E. Peters updated the media on the progress of the cleanup.
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ODOT immediately began preliminary plans to implement detour routes,
working with State police and local officials. "Getting viable detours
established and operating was a critical need from the instant the
bridge went down," says ODOT Director Gary Ridley. "The sheer volume
of vehicles on a major east-west interstate prompted a decision to
establish separate detours for each direction. The routes were established
within 1 hour after the disaster occurred."
How to get started on rebuilding the bridge? Taking up the story
again, Kudzia says, "I mulled over that one on and off as I continued
to field a multitude of phone calls. One of them was a return call
from Jim Cooper, director of FHWA's Office of Bridge Technology and
a world-renowned expert on bridges. We discussed the information residing
in the National Bridge Inventory on the bridge's condition as well
some of the innovative procedures and processes we could recommend
to effect a rapid reconstruction. We also discussed an approximate
completion date of 60-90 days, which would be a push, but we both
thought it was doable."
One of the other calls was from ODOT's Ridley asking for help in
finding potential firms that ODOT could contact to begin demolition
of the ruined structure as well as removal of the damaged sections.
"I told him I had already discussed this with Jim Cooper who was actually
in the process of doing that, using his many contacts in the bridge
industry," says Kudzia. "I also discussed with him that we needed
to consider all potential innovative techniques we might employ to
effect a rapid reconstruction, such as A+B bidding, incentive/disincentive
provisions, and greatly reduced bid response times."
As soon the word got out about the bridge collapse, ODOT Public Affairs
began to receive a huge volume of calls. "ODOT Public Affairs worked
quickly to communicate vital information from the very first," says
Ridley. "Phone interviews were held with media from as far away as
the Czech Republic and went out by text and e-mail as the information
developed. Oklahoma Governor Keating made a quick visit to the site
within hours of the incident. A 6-month estimate on reopening the
bridge was one of the early predictions and was noted by the governor."
Kudzia takes up the tale again: "I placed a call to Bud [FHWA Executive
Director Frederick G. "Bud" Wright] and briefed him on what had occurred
up to then. I mentioned that the governor had advised the media that
bridge repairs would take about 6 months but that I felt we could
do it in much less time, using the techniques I discussed with Jim
Cooper and Gary Ridley."
Needless to say, things at the disaster site were chaotic. "When
our people first came on the scene," remembers Ridley, "the Department
of Public Safety was the primary agency on the scene. The ODOT people
worked to get the detours set, unscramble the stopped traffic, provide
emergency access to the riverbank, and give any help they could. The
bridge was immediately studied for possible further failure, any stabilization
needed, and how best to go about demolition after the rescue/recovery
phase was over. The enormity of human loss weighed heavily on everyone.
It still does."
Tuesday, May 28, 2002
Kudzia remembers what happened in the next few days: "Having launched
a number of initiatives to stabilize the situation, it was time for
Gary Ridley and his ODOT staff and FHWA staff to meet and begin to
consider options for repair and rebuilding the bridge. We discussed
the techniques previously mentioned, and I stressed that this was
an emergency situation and normal procedures in designing and replacing
the spans would not be appropriate.
"We first agreed to expedite the design work by establishing a short
list of consultant firms and quickly interviewing them to make a timely
selection. We each assigned someone to begin this selection process;
from FHWA, it was the division bridge engineer and from ODOT, members
of the bridge and consultant management staffs."
The team immediately began its work. "In discussions with Gary,"
Kudzia continues, "I pushed for a calendar day contract with no exceptions
for weather, delivery delays, or any similar contingencies. Gary and
his team hit on the idea to go further and make it an hourly contract.
Their thinking here was that if the contractor was ready to open the
highway to traffic at any time on a given day, we could do so more
easily with an hourly contract than with a daily one. The contract
time was determined by Gary and his folks using a critical path methodology.
"Back in the division office, I alerted the staff to be prepared
to process requests from the State for project/funding approvals quickly,"
continues Kudzia. While regular Federal-aid funds normally are used
to implement planned program projects, under emergency situations
they can be utilized effectively to get emergency work underway. "I
knew that we would not be able to obtain emergency relief funds virtually
overnight, so I advised Gary that the State could use regular Federal-aid
funds to initiate projects immediately and then replace them with
emergency relief funds when they became available."
This was a key move that helped jumpstart all necessary activities
to restore the bridge.
"A direct result of our discussions with Gary Ridley and others at
ODOT," says Kudzia, "and the availability of regular Federal-aid funds
to begin required work aided in advancing the engineering contract
in a compressed time of 16 days to complete the design, which was
eventually accomplished in just 12 days. This rapid decisionmaking
process continued, when the schedule for construction called for completion
in a virtually record time. Part of this rapid decisionmaking was
possible because I and my staff remained accessible to ODOT (day and
night) to assist them in any way necessary, often suggesting ways
to address specific situations that developed."
Saturday, June 1, 2002
The ODOT team quickly assembled a short list of available and qualified
contractors who were invited to an on-site mandatory pre-bid conference
to inform them firsthand of the work involved. At that time they also
received plans that were 70 percent complete, the first time ODOT
had arranged a pre-bid conference without a completed set of plans.
The contractors were given 4 days to prepare their bids.
"We felt that it was necessary to markedly compress the usual bid
response time of 21 days to 4 because of the urgency of the situation,"
says Kudzia.
Wednesday, June 12, 2002
At the conclusion of the 4-day period, the bids that were received
were opened, verified, and the lowest bidder was selected. "The Oklahoma
Transportation Commission convened in a special session on June 12
to review ODOT's recommendation for the contract award. The award
was made later in the day," notes Kudzia. "The contractor, Gilbert
Central Corporation, was directed to begin work by that evening."
Thus, after less time elapsed than it would normally take to simply
put out a project for bid, wait the 21 days for bid proposals, select
the winning bid and award the contract, the I-40 bridge project was
designed, demolition and removal of the ruined structure was completed,
and a contract for replacement was awarded. Total elapsed time from
the day the disaster happened to the day work began on the new structure
was 18 days.
"Our role diminished somewhat after the contract award," says Kudzia.
"We had division personnel on-site for the first few days and made
periodic visits to the site over the next several weeks. Our main
role was our daily interactions with ODOT leadership, helping them
make immediate and timely decisions regarding FHWA requirements, funding
eligibility and so forth."
The rest is the story of an extremely motivated contractor striving
to finish the project well ahead of the deadline, which the company
did. For its efforts, the contractor earned $1.5 million in incentives
for completing the project 10 days ahead of the contractual obligation.
All in all, from the day of the collapse to the day the new bridge
carried its first vehicular traffic, only 64 days elapsed.
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A crane cleared debis from one of the barges on June 13.
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Once
reconstruction was underway, workers prepared steel for reconnection.
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A beam was lowered onto one of the spans on July 16.
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Workers are shown carrying steel for the deck on span 2 of
the bridge.
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This
aerial shot shows the worksite from the upriver side. |
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A pump truck was moved into place for the deck pour on July
24.
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Workers
tied deck steel on span 4. |
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By July
25, this worker was doing hand finishing on the deck for span
3. |
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Only 64 days after the collapse, the bridge was open by July
29 for vehicles crossing eastbound.
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Ron Zeitz is a senior editorial consultant in FHWA's Public
Affairs office in Washington, DC. His career spans more than 30 years
in public relations, much of it in the private sector, working for
such high-tech companies as Xerox, GTE, and ITT. Zeitz has made a
specialty out of writing about technical subjects in layman's language.
He is the former editor of The FHWA News. FHWA's publication
for its employees and retirees. You can reach Zeitz at 202-366-1311
or ronald.zeitz@fhwa.dot.gov.
Other
Articles in this issue:
The Scan of the Wild
Filling the Pipeline
TELUS
Measuring the Road to Improvement
Students Grab the Gold Ring
Digging into LTPP Pavement Data
Making It Happen the Fast Way
"Back to Basics" Saves Lives
A Decade of Achievement
Does Your Interchange Design Have You Going Around in Circles?
From Small Beginnings Come Great Things