**The Major Rehabilitation**

# Of the

**Eastbound McClugage Bridge**

#### *Below: Photo of the McClugage Bridge* 

![](media/image1.jpeg){width="4.166666666666667in"
height="3.1666666666666665in"}

***Overview***

The McClugage Bridge is located north of downtown Peoria, Illinois and
carries both US 24 and US 150 over the Illinois River (see Appendix
A.1for location map). The two truss bridges that make up the McClugage
Bridge are the second most heavily traveled river crossing in Peoria
with an ADT of 42,500 vehicles. The bridges connect the growing
communities on the east side of the river to the developing north side
of Peoria. Original construction was finished on the 4750' long
eastbound structure in 1949. Over the last 50 years the weather and the
salt used during snow removal operations have caused deterioration to
the structural steel and the concrete that forms the massive piers and
bridge deck. To effectively extend the life of the bridge it was
necessary to perform a major rehabilitation.

The bridge is comprised of a 1474 foot three span through truss, a 1360
foot six span under truss, a 524 foot three span under truss, and
thirteen conventional multi girder spans (see Appendix A.1). The work
included the replacement of the entire floor system, deck, and bearings.
Also needed was repair to a majority of the piers along with
strengthening and replacement of a substantial amount of deteriorated
truss elements. To protect the structure from the environment, the
entire structure was cleaned and painted. In all, over 1500 tons of new
steel, 1.2 million pounds of reinforcing steel, 5000 cubic yards of
concrete, and 17,500 gallons of paint were used. The nature of the
rehabilitation to the eastbound structure would not allow stage
construction as an option and therefore the structure had to be closed.
While the structure was closed, two-way traffic was maintained on the
westbound structure. Innovative traffic management tools were
incorporated into the project to help ease traffic congestion during
construction. It was imperative that the major rehabilitation be
completed within one construction season so that the impact to the
traveling public was minimized.

The success achieved on a project of this magnitude can be attributed to
the teamwork experienced by all parties involved. The planning phase of
the project began in the early 1990's and was conducted by McClure
Engineers in cooperation with the Illinois Department of Transportation.
The project was then handed to IDOT District Four and the Bureau of
Bridges and Structures in the mid 1990's as it transitioned into the
design phase. The construction engineering phase of the project was
spear headed by the Illinois Department of Transportation with
inspection services provided by Hanson Engineers. The project was let on
June 11, 1999. The successful bid of \$26.1 million was submitted by a
joint venture between Midwest Foundation Corporation based in Tremont,
Illinois and Halverson Construction based in Springfield, Illinois.

Since the McClugage Bridge is a vital link from Peoria to the
surrounding communities and also to Chicago, it was imperative that the
project progressed at a breathtaking pace while maintaining status quo
with regards to the traffic flow. To ensure timeliness, IDOT used a
cost-plus-time (A+B) bidding process. The bidding documents also stated
that the eastbound structure could not be closed until March 13, 2000
and had to be reopened to traffic on November 1, 2000. Associated with
this time frame was a \$25,000 per day incentive/disincentive . Working
two shifts nearly around the clock for six days a week, a staggering
amount of work was completed in 7 ½ months; culminating in a reopening
ceremony attended by Governor George Ryan on October 31, 2000 (see
Appendix A.2). The cleaning and painting of the under truss, on the
Peoria side of the river, will be completed in the Spring of 2001
without affecting traffic flow on the structure.

***Evaluation Criteria:***

1.  **[Quality Process and Results]{.underline}**

The traveling public demands that government agencies provide quality
road and bridge projects at breathtaking paces. This public mandate has
forced the contractors performing this work to work smarter and with
greater efficiency. This philosophy of working smarter and with greater
efficiency can not stop with the contractors. This philosophy needs to
be embraced by the government agencies inspecting the work. IDOT's
inspection team, which included Hanson Engineers, acknowledged that if
they expected Midwest Foundation/Halverson Construction to complete the
overwhelming amount of work in 7 ½ months, they would need to streamline
their inspection process, decision making, and documentation techniques.
The IDOT inspection team was vital to the pace of the project and in
maintaining a high level of quality work.

**Streamlined Contract Additions**

Midwest Foundation/Halverson Construction's schedule heavily relied upon
having the "right materials at the right time" and therefore did not
allow for delays incurred through additions to the contract. Under
IDOT's typical mode of operation, deteriorated truss members would be
identified as the project progressed. After the deteriorated truss
members were identified, there would be a delay while a decision was
made on how to repair and then further delay while the repairs were
ordered, fabricated and delivered. The IDOT inspection team realized
that this age-old process was not acceptable on this project due to the
time constraints dictated by the contract. The inspection team needed to
be forward thinking in its approach to inspection to ensure that the
project remained on schedule.

During the winter of 1999/2000, prior to commencing the rehabilitation
of the eastbound structure on March 13, 2000, the IDOT inspection team
started to have serious concerns about the condition of the 50 year old
bridge. The years of salt exposure, caused by snow removal operations,
had taken its toll on the structure. It had become obvious to the
inspection team that there were a considerable amount of repairs that
needed to be made to the truss that were not proposed in the plans. The
inspection team knew that every repair that was identified early was one
less decision that would need to be made under the pressure of the
October 31, 2000 deadline. With this philosophy in mind, the inspection
team, in cooperation with Midwest Foundation/Halverson Construction,
took the initiative to use man-lifts to inspect as much of the structure
as was accessible. This inspection was taking place four months before
the major rehabilitation officially began. A substantial number of
deteriorated truss members were identified. Digital photographs were
taken and electronically transferred to the Bureau of Bridges and
Structures were they were analyzed. The proactive inspection allowed
time for the Bureau of Bridges and Structures to make decisions
regarding repairs and to draw the appropriate details. This advance
notice allowed Midwest Foundation/Halverson Construction time to have
the additional members fabricated and delivered to the project well
before the work was to be performed.

Although portions of the structure could be inspected well in advance of
beginning the work, there was still a major portion of the structure
that could not be inspected until the structure was closed and the
bridge deck was removed. As previously mentioned, the schedule did not
allow for delays due to the addition of work to the contract and
therefore it was imperative that a plan to handle these inevitable
situations was in place prior to closing the eastbound structure. In
cooperation with Midwest Foundation/Halverson Construction, local
fabricators, and IDOT's Bureau of Bridges and Structures, the following
plan was implemented. Once the bridge deck was removed, the IDOT
inspection team would immediately begin inspection of the exposed truss
members. If deteriorated truss members were identified, digital
photographs were taken and electronically transferred to the Bureau of
Bridges and Structures immediately. The following day a decision was
received from the Bureau of Bridges and Structures regarding the
previous days concerns. If repairs needed to be made, IDOT's Resident
Engineer, in cooperation with Midwest Foundation/Halverson
Construction's expert, on-site estimator/detailer, would use the
original contract plans, as built in 1949, to create details for the
local fabricator. The details were then faxed to a fabricator located in
Peoria. The repairs were fabricated, painted, and delivered to the
jobsite within five days of identification. This streamlined process
allowed \$1.2 million of structural steel repairs to be added to the
contract without delaying the re-opening of the structure. The
streamlined yet thorough process not only kept the project on schedule
but ensured the structural integrity of the bridge into the next
century.

**Continuous Quality**

IDOT projects typically include the contractor-dreaded "punchlist" at
the end of the project. At that time, inspection staff will inspect the
entire project with a "fine-tooth comb" and generate an extensive list
of items that need attention before the contract can be considered
complete. Although this time tested process of inspection ensures a
certain level of quality before the project is completed, it ignores the
philosophy embodied by the continuous quality concept. The old saying,
"There is no better time than the present" applies to construction
projects. The most effective method of achieving a high level of quality
is through inspection before and during construction operations, not
after they are complete.

The McClugage Bridge inspection team embraced the continuous quality
concept for several reasons. The primary reason was that they realized
that continuous quality was the path to high quality. Potential Issues
were identified by the inspection team, examined, and resolved prior to
operations beginning. This process prevented making hasty decisions,
that would jeopardize quality, during the "heat of the battle". Although
the pre-operation inspection was thorough and prevented countless
potential issues from becoming quality jeopardizing issues, the
inspection team could not foresee every problem. Like and construction
project, unforeseen problems and deficient construction techniques
occurred during some of the concrete pours. When these issues arose, the
inspection team would resolve these problems and instruct the work crews
on proper techniques. This aggressive, proactive inspection process
built quality into the project rather than trying to perform make-shift
repairs after the work was completed.

The secondary reason for the inspection team's embracing of the
continuous quality concept was the ever present October 31, 2000
deadline. Midwest Foundation/Halverson Construction's schedule did not
allow for re-work due to poor initial quality. The inspection team,
while incorporating partnering philosophies, needed to ensure that
operations were completed at a high quality level on the first attempt.
This continuous, relentless inspection not only produced a quality
product but it also allowed the eastbound structure to be re-opened to
traffic on schedule and aided Midwest Foundation/ Halverson Construction
in receiving contract incentives.

**Quality Contract Documentation**

The McClugage Bridge inspection team's primary responsibility was
ensuring that a quality structure was produced by the October 31, 2000
deadline. A sometimes overlooked ( by people other than the inspection
team) but extremely important secondary responsibility was accurate,
prompt contract documentation. When performed properly, contract
documentation is beneficial for the following reasons:

1)  It works in conjunction with inspection procedures to ensure the
    project is being built in accordance with the contract plans.

2)  It allows for accurate, prompt payment to contractors.

3)  It helps resolve and/or prevent disputes which often result in
    litigation.

4)  It ensures that the proper materials are being incorporated into the
    project.

5)  It provides fiscal accountability to the always interested taxpayer.

Following IDOT guidelines, the McClugage Bridge inspection team compiled
a comprehensive documentation system that produced the following
results:

1)  No disputes between IDOT and Midwest Foundation/Halverson
    Construction regarding contract quantities.

2)  No unapproved materials being incorporated into the project.

3)  A documentation review was performed by IDOT's audit section and
    only two minor deficiencies were found.

4)  Avoided contractor complaints by systematically processing two pay
    estimates per month. Each pay estimate, on average, totaling \$1.5
    million.

There is a myth that to achieve top notch documentation one must take
time away from and therefore sacrifice a quality inspection. The
McClugage Bridge inspection team proved that quality documentation and
quality inspection can co-exist.

**[2. Customer Focus]{.underline}**

Recent maintenance repairs to the bridge and reconstruction to the
interchanges on either side of the bridge had resulted in substantial
traffic congestion and horrible public relations for IDOT. The nature of
the rehabilitation to the eastbound structure would not allow stage
construction. The only alternative was to provide two-way traffic on the
adjacent westbound structure. With 42,500 vehicles per day using the
bridge to cross the river, this project had the potential to produce
lengthy backups which would result in a public relations disaster. Since
the project's inception, the media and the public had been preparing for
traffic gridlock while the eastbound structure was closed (see Appendix
A.3) . To combat the potential for lengthy delays and the corresponding
preconceived negative public opinion, IDOT needed to be proactive and
innovative in its approach to contracting, traffic management, and
public relations.

**Innovative Contracting**

IDOT's concern for the inconvenience to the traveling public dictated
that this project be completed in one construction season. Thus IDOT
used the A+B bidding process to stimulate a rapid completion. The A+B
bidding process is a cost plus time method of bidding which adds a
contractor determined time factor to the already competitive cost
factor. The successful bidder is the contractor with the lowest total
bid based on the formula: "A + \[B x (the daily cost)\]". The A portion
is the contractor's traditional bid while "B" is the number of days in
which the contractor claims they can complete the project. The "daily
cost" for this project was calculated to be \$25,000 which reflects the
costs associated with the adverse travel to the bridge users. Because of
the substantial amount of work involved in the project,
Midwest/Halverson bid the maximum allowable days set by the contract of
233 calendar days. To further expedite the project, IDOT included an
incentive/disincentive clause in the contract. Reopening the bridge
earlier than the 233 days bid would provide an incentive of \$25,000 per
day (with a maximum of 30 days), while tardiness would result in an
assessment of \$25,000 per day for liquidated damages. Despite a
substantial amount of added work to the trusses and the piers,
Midwest/Halverson was able to reopen the bridge on schedule. The
innovative contracting used on this project proved successful in
attaining rapid completion.

**Innovative Traffic Management**

**1) Moveable Barrier System**

With a substantial percentage of Peoria's workforce living in the
bedroom communities on the east side of the river and working on
Peoria's rapidly developing north side, there are distinct rush hours on
the bridge. The morning rush hour occurs between 6:00 AM and 9:00 AM and
the evening rush hour occurs from 3:00 PM to 6:00PM. After analyzing the
traffic data, the design team realized that one lane of traffic would
not provide an acceptable level of service in the rush hour direction.
Having two lanes of traffic in the rush hour direction was pertinent to
the success of the traffic management. The challenge came in the fact
that the westbound structure was only wide enough to accommodate three
lanes of traffic. The design team agonized over the dilemma: How do you
provide the capacity of four lanes while only utilizing three lanes? The
only way to increase the capacity on the structure was to maximize the
number of lanes in the rush hour direction. The solution to the problem
was solved, in cooperation with Barrier Systems, Inc., by the
utilization of a moveable barrier system (see Appendix A.4). During the
morning rush hour, the moveable barrier wall was aligned so that there
were two lanes traveling into Peoria and one lane traveling out of
Peoria. At 11:00 AM everyday except Sundays, the moveable barrier wall
was realigned to accommodate the evening rush hour. The westbound
structure then carried two lanes of traffic out of Peoria and one lane
back into Peoria. The use of the moveable barrier wall system literally
eliminated the daily traffic congestion that had been common place
during previous construction projects in the vicinity of the bridge.

Not only did the moveable barrier wall system single handedly eliminate
traffic congestion but it also became somewhat of a novelty in the
Peoria area. The "Zipper" has it was commonly referred to in the
newspapers, grabbed the spotlight in Central Illinois. The news media
and public were amazed at the machine's efficiency in moving 6000 feet
of reinforced concrete wall twice daily. The barrier wall could be
realigned in a previously unthinkable time of 25 minutes with only minor
disruptions to traffic. While in operation, the 16 ton machine would
lift the barrier wall and make a 12 foot lateral transfer at speeds up
to 10 mph. This allowed the center lane on the westbound structure to be
a "reversible lane". This meant that the center lane was used to carry
traffic traveling east part of the day and to carry traffic traveling
west the remainder of the day. The moveable barrier system was truly an
innovative solution to this particular traffic management problem.

**2) Automated Real-Time Traffic Control System**

Peoria has the luxury of having multiple river crossings within close
proximity. With the use of the moveable barrier wall, IDOT was confident
that the every day traffic would flow freely across the bridge. The
remaining concern was the length of delays if there was an accident or
stalled vehicle on the bridge. The challenge was to provide real-time
information to motorist far enough in advance of the work zone so that
they could make decisions regarding alternate routes before being
trapped in traffic congestion.

The solution to this problem was to utilize an automated real-time
traffic control system. (see Appendix A.5). The system, provided by the
Scientex Corp., consisted of standard variable message signs equipped
with Doppler radars for speed detection. The radars collected vehicle
speed data on the routes leading to the bridge. The speed data was
analyzed by an on-site central computer. The computer would use the
speed data to calculate traveling times from each particular message
sign. When the vehicle speeds indicated increased travel times, the
computer would send that information back to the message signs where
corresponding delay messages were displayed. In cases of extreme traffic
congestion, the system would prompt the message signs to display
messages suggesting alternate routes. Ten message signs were
strategically placed along the routes leading to the bridge so that
motorists had time to read the messages and make decisions regarding
alternate routes before reaching the traffic congestion (see Appendix
A.5). In the age of communication, the condition responsive real-time
system is an example of how technological advances can enhance the
effectiveness of traffic control in work zones.

**3) Video Surveillance System**

Due to the high volumes of traffic, it was important that the traffic
control devices and traffic flow where being monitored at all times to
ensure safety and efficiency. The most efficient method of accomplishing
that task was a video surveillance system. Video cameras were mounted on
55 foot poles at the interchanges on either end of the bridge. The
cameras had pan, tilt, and zoom control. The camera controls and viewing
monitors are located in IDOT's District office located in Peoria. The
cameras where used extensively by IDOT's traffic specialist to evaluate
the traffic control devices. The daily evaluations were performed to
ensure that traffic control was operating at optimum safety and
efficiency.

The original intent of the video surveillance system was for use by IDOT
personnel only. During the local agency coordination and public
relations efforts it was revealed that the video surveillance system
could be used for additional purposes. In cooperation with the local
emergency response agency, the cameras were used to help identify
accidents. This allowed the appropriate response teams to be dispatched
thereby reducing the response time and the amount of time traffic was
disrupted. The camera images could also be viewed by the public via the
Internet. This allowed motorist to view traffic conditions at the bridge
before leaving for work in the morning or before leaving for home in the
evening. Motorists could then make decisions regarding alternate routes
before leaving for their destination.

The three aforementioned innovative traffic management tools contributed
to the well-being of the traveling public and the surrounding
communities by minimizing traffic congestion and the corresponding
travel times. This allowed people and materials to flow freely and
safely through a heavily traveled construction zone. The real-time
traffic control system kept motorists aware of what was happening ahead
which eliminated surprises to the motorists. Surprised motorists are
often the cause of accidents in construction zones. By eliminating the
surprises to the motorists, accidents at the bridge were nearly
eliminated. The past history of traffic congestion at the bridge
suggested that this project had potential for lengthy traffic delays and
poor public relations. The traffic management tools were extremely
successful which was evident by the overwhelmingly positive media
attention and response from the traveling public (see Appendix A.6).

**Public Relations**

The positive public relations did not occur by accident. IDOT was very
aggressive in its approach to public relations on this project. Rather
than waiting for the news media to approach IDOT when traffic delays
occurred, IDOT solicited the media's help to publicize information about
the project. IDOT worked in conjunction with the local newspapers and
television stations to produce graphics displaying the traffic patterns
and accurate timelines of the project. IDOT produced a web page with
information and pictures pertaining to the current status of the
project. The local news agencies web pages contained links to IDOT's web
page to allow their web page users easy access to information concerning
the bridge construction. To keep the traveling public current on the
project's status, a sign was mounted on the east end of the bridge that
continually displayed the percent complete of the project. In all cases,
IDOT's goal was to keep the media and public abreast of the project's
status. The lack of traffic congestion associated with this project
proved that the public is the winner when IDOT and the media work in
harmony to produce positive informational press. The proactive stance
taken by IDOT cultivated a working relationship with the media and
public that will prove beneficial in the years to come.

### [3. Teamwork]{.underline}

IDOT strongly believes that partnering greatly approves the quality and
cooperation of its projects. The partnering philosophy centers around
the concept of open communication. The process typically focuses on the
relationship between construction inspection personnel and contractors.
Midwest/Halverson have worked on numerous successful "partnered"
projects with IDOT and therefore were no stranger to this process. The
twist on this "partnered" project was the involvement of the local
agencies and IDOT's Bureau of Bridges and Structures. During the formal
partnering session, a charter was drawn up and ambitious goals were set
(see Appendix A.7 ). What made this project special was the actual
implementation of the charter by all team members.

Having only one lane of traffic in a particular direction on the
westbound bridge, with concrete barrier on both sides, caused some
logistic problems for the emergency response agencies. IDOT realized
this prior to beginning construction and decided it was necessary to
coordinate with all parties with potential involvement. These agencies
included fire departments, local police departments, state police,
ambulance services, and local traffic engineering departments. The
aforementioned agencies were involved in a meeting where open
communication was encouraged by IDOT. The agencies were given a chance
to review the traffic control plan to determine how the plan would
affect their operations. They discussed particular incidents and how
each agency would respond. They were able to offer suggestions that
benefited the overall effectiveness of the traffic control as well as
the response to incidents. These suggestions were implemented into the
project and therefore were in place when incidents occurred. By
involving the local agencies in the partnering process, both IDOT and
the local agencies were able to be proactive rather than reactive with
regards to emergency response. This proactive action proved successful
in minimizing emergency response times during the project.

It was vital to the progress of the project that IDOT's Bureau of
Bridges and Structures was included in the partnering process. They had
to make decisions that were critical to the project's pace under
pressure packed time frames. The accelerated schedule allowed little
time for troubleshooting problems that arose in the field. The Bureau of
Bridges and Structures had to make sound engineering decisions and at
the same time be cognizant of the contractor's schedule. To ensure the
success of open communication throughout the project, relationships were
formed between the Bureau of Bridges and Structures and the contractors
and inspection personnel during the formal partnering meeting that was
held well before the project began. The open relationships allowed
information to flow freely between the different parties. When
unforeseen problems arose in the field, digital photographs were taken
and immediately electronically transferred to the Bureau of Bridges and
Structures. This procedure allowed the structural engineers to view the
problems instantaneously and make educated decisions at an unprecedented
rate. Resolving issues in this manner was just another example of how
partnering/teamwork was beneficial to the overall quality and timeliness
of the project.

In addition to the special meetings with local agencies and the almost
daily contact the project personnel had with the Bureau of Bridges and
Structures, weekly partnering meetings were held at the jobsite. The
meetings were held to ensure that all team members were aware of
upcoming activities and what needed to be done to maintain the expedited
schedule. The meeting attendee list was ever changing depending on
upcoming or current activities. Regardless of those in attendance, the
general rule was that all team members were allowed to voice their
opinions and concerns. This open communication not only enhanced the
quality of the project but also left "no stone unturned" when it came to
solving problems. The result of the open communication that stemmed from
the partnering process was a quality project that was completed ahead of
schedule.

### [4. Innovation and Value]{.underline}

### Innovative Design Solutions

A serious challenge in designing a major rehabilitation on a 50 year old
bridge is cost effectively retrofitting the bridge to meet current
design standards. The biggest challenge on this particular bridge was
minimizing the dead load while maintaining the safety and structural
integrity of the structure. Since the typically proposed 7 ½" reinforced
concrete bridge deck and standard concrete parapet were decisively
heavier than the existing concrete filled steel grid bridge deck and
decorative steel side rails, the design team had to either increase the
capacity of the structure or find a way to decrease the proposed dead
load. Since the design of the trusses were not conducive to retrofitting
to increase the loading capacity, the only alternative for the design
team was to decrease the proposed dead load. Decreasing the proposed
dead load was achieved in two fashions. The proposed bridge deck depth
was reduced to 7" rather than the standard 7 ½" and an aluminum parapet
was utilized in lieu of a concrete parapet in the truss sections (see
Appendix A.8). The use of the aluminum parapet reduced the weight per
foot of parapet by approximately 345 lbs. The aluminum parapet
alternative reduced the overall dead load in the 1475 foot through truss
by approximately 1,000,000 pounds. Although the aluminum parapet is
light weight and aesthetically pleasing, it still provides a durable
barrier that meets the necessary safety requirements.

**Innovative Construction Solutions**

Access to the work and efficient movement of equipment and materials are
major problems with a bridge of this size over a body of water.
Midwest/Halverson are no strangers to challenging river based structural
projects. The two contractors together have an extensive arsenal of
heavy equipment, including an impressive number of river tugs and
floating work platforms. They not only have the equipment required to
accomplish a project of this magnitude but also have the ingenuity to
perform the work efficiently.

The unprecedented quantity of work proposed to be completed in the short
time frame accentuated the need for efficient transportation of
materials and equipment. Barges covered with gravel were used as
temporary roadways . This allowed equipment and materials to be
transported 2000 feet out on the river (see Appendix A.9). This was
drastically more efficient than having to shuttle equipment and
materials back and forth with tugs and barges. To increase the
efficiency of the work required over the water, two innovative mobile
platforms were used to that allow access to the underside of the bridge.
The platforms were used to perform steel repairs and to strip the lumber
after the bridge deck was poured. One of the platforms had a water
filled tank that acted as a counterweight to a platform that extended
under the bridge deck. The counter weight rested on the bridge deck
while the platform extended under the bridge to carry men and materials
(see Appendix A.9). The counter weight had wheels which allowed the
entire system to be moved as needed. The mobile platform used in the
truss section that spans the navigation channel was suspended from the
bottom chord of the truss (see Appendix A.10). This platform allowed
work to be performed 60 feet above the river, over the navigation
channel, without affecting river traffic. To further increase the
efficiency of the work over the navigation channel, an overhead crane
system was utilized (see Appendix A.10). The overhead crane system was
mounted directly to the structure. The crane could transport materials
such as structural steel, reinforcement bars, and lumber quickly and
efficiently throughout the through truss after the existing bridge deck
was removed. The alternative to using suspended platforms and the
overhead crane system was to float equipment and materials to the
desired locations on barges. Efficiency was the main concern with that
alternative. The Illinois River supports a substantial amount of barge
traffic. Throughout the day as barges needed to pass under the bridge,
the work barges carrying equipment and materials would have to exit the
navigation channel thereby suspending work. This procedure would have
seriously impeded the progress of the work and therefore
Midwest/Halverson chose to employ the benefits of the suspended platform
and overhead crane. The painting subcontractor (Thomas Industrial
Coatings) utilized a suspended scaffolding system to resolve their
access issues (see Appendix A.10). The scaffolding was suspended from
the bottom of the structure. It was used as part of the lead containment
system as well as to provide access to the work The innovative access
solutions that were implemented by the contractors expedited the project
without adversely affecting river traffic.

**[5. Long-Term Improvement]{.underline}**

The rehabilitation of the eastbound McClugage Bridge was an extremely
beneficial project to the Peoria area. The rehabilitation of the
structure will continue to allow people and materials to flow freely
across the Illinois River. This free flow of traffic across the river is
vital to the economy in the Peoria area. To continue to provide this
level of service, it is important that the bridge is in peak operating
condition. This project not only extended the life of the bridge into
the next century but also was performed with only minor disruptions to
the flow of traffic.

A+B bidding is a concept that is used for complex and time dependent
projects. The traveling public wants the ever increasing number of
roadway projects to be completed quickly thereby reducing the duration
of inconvenience. A+B bidding is one method of expediting projects and
its successful use on the project encourages further use throughout the
highway construction industry.

The traveling public reluctantly acknowledges that roadway construction
is inevitable and therefore has turned their attention to successful
traffic management. The combination of innovative traffic management
tools (moveable barrier wall system, automated real-time traffic control
system, and the video surveillance system) that were incorporated into
this project, literally eliminated traffic congestion and have become a
model for traffic management in the Midwest.

Lack of information concerning roadway projects leads to motorist
confusion. This confusion often turns to hostility towards highway
agencies. The primary benefit of the proactive and aggressive public
relations campaign was that the traveling public was educated about the
project well before it began. Motorists were allowed to digest this
information via the newspaper, radio, television, and internet. A
secondary benefit of the campaign was that it proved that positive,
working relationships can be established with the media. The interaction
with the media and the public relations campaign that was utilized on
this project have become a model throughout IDOT's other eight
districts.

IDOT will continue to utilize formal and informal partnering on all of
its major construction projects. It has been proven time and again that
this initial investment in cooperation and commitment yields tenfold in
the level of teamwork established which ultimately leads to a high
quality product with minimal disruption and inconvenience to the public.
The success of including local agencies and other bureaus within IDOT in
the partnering process has prompted IDOT to continue with this
philosophy on all projects with exceptionally high public impact.

The eastbound McClugage Bridge has both a functional purpose and an
aesthetic purpose. Over the 50 years since its original construction,
the McClugage Bridge has become a Peoria landmark. The dramatic truss
lines and architectural shapes of the piers give the bridge a distinct
position on the Peoria skyline. With the new paint job and the cosmetic
repairs to the piers, the aesthetic value of the bridge has been
restored. This project has directly benefited Peoria's infrastructure
and will indirectly benefit the well-being of the surrounding
communities for years to come.

***Executive Summary:***

To tackle a project of this magnitude takes an enormous amount of effort
and coordination. To be successful requires teamwork and ingenuity. The
McClugage Bridge team displayed characteristics that set them apart from
other projects. The team was able to produce a quality product at an
unprecedented pace that will benefit the Peoria area well into the
21^st^ Century. The extraordinary teamwork, coordination, and ingenuity
made this project both a construction and a public relations success. It
is with these characteristics in mind that the entire McClugage Bridge
Rehabilitation team requests consideration as the recipient of the 2001
National Partnership For Highway Quality Award.