Quality assurance statement:

The Federal Highway Administration (FHWA) provides high-quality information to serve 

Government, industry, and public in a manner that promotes public understanding. 

Standards and polices are used to ensure and maximize the quality, objectivity, utility, 

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Manual on

Use of Self-Propelled

Modular Transporters

to Move Bridges

Sponsored by

Federal Highway Administration

American Association of State Highway and Transportation Officials

National Cooperative Highway Research Program

Florida Department of Transportation
II 

Preface

This manual contains information on the equipment, benefits, costs, project selection criteria, planning, 

design, contracting issues, and example contract documents for using self-propelled modular transporters 

to move bridges. It also includes case studies and lessons learned from previous projects. The manual is 

intended for use by bridge owners, construction contractors, suppliers, and other professionals involved in 

bridge design and construction. 

The development of this manual was sponsored by the Federal Highway Administration (FHWA), the 

American Association of State Highway and Transportation Officials (AASHTO), the National Cooperative 

Highway Research Program (NCHRP), and the Florida Department of Transportation. The manual was 

requested as part of the Scan Technology Implementation Plan following the 2004 FHWA/AASHTO/NCHRP 

International Scan on Prefabricated Bridge Elements and Systems.
Self-Propelled Modular Transporters to Move Bridges



Executive Summary

The use of self-propelled modular transporters (SPMTs) for bridge moves was the top implementation 

recommendation of the 2004 Prefabricated Bridge Elements and Systems International Scan sponsored 

by the Federal Highway Administration (FHWA), the American Association of State Highway and 

Transportation Officials (AASHTO), and the Transportation Research Board’s National Cooperative Highway 

Research Program (NCHRP). 

The purpose of the scan was to learn how other countries use prefabricated bridge components 

to minimize traffic disruption, improve work zone safety, reduce environmental impact, improve 

constructability, enhance quality, and lower life-cycle costs. The scan team learned that European 

countries frequently use SPMTs to lift and drive bridges to their final location in just minutes.

SPMTs are computer-controlled platform vehicles that can move bridge systems weighing up to several 

thousand tons with precision to within a fraction of an inch. The prefabrication of bridges offsite under 

controlled conditions followed by rapid installation onsite can achieve quality installations with traffic 

impacts of minutes to a few hours compared to the months typically required for conventional onsite 

bridge construction. 

The significantly reduced onsite construction time when using SPMTs to move prefabricated bridge 

superstructures, for example, is due to the collapse of the sequential processes of conventional onsite 

bridge construction to just one step: moving the prefabricated superstructure from the staging area to its 

final position. This technology should be considered for all bridge replacement projects where reduced 

onsite construction time is a priority.

The manual provides details from project conception to completion for using SPMTs to remove or install 

a bridge. It describes equipment, lists benefits and costs, and identifies criteria to determine when this 

technology is appropriate. It also addresses planning-related issues such as traffic considerations and 

site requirements. Design issues discussed include temporary shoring and prefabrication requirements, 

allowable temporary stresses and deflections during the move, and possible design efficiencies 

because of offsite prefabrication. 

Contracting issues covered include staging area requirements and contracting strategies for reduced 

onsite construction time. Also included are various example calculations, diagrams, plan sheets, 

and specifications for use as a starting point for upcoming projects using SPMTs to remove or install 

bridges. Case studies of bridges moved with SPMTs are also included; the 2006 Florida Department 

of Transportation I-4/Graves Avenue bridge replacement project is covered in detail, and several other 

projects are summarized.

Using this manual in combination with the FHWA decisionmaking framework and analysis of delayrelated user costs should provide the guidance that bridge owners and other bridge professionals 

need to understand the technology, determine whether using SPMTs will benefit a specific bridge 

project, and develop contract documents that incorporate the technology.
Federal Highway Administration

Table of Contents

Chapter 1. Introduction ........................................................................................................... 6

1.1 Background................................................................................................................................................6

1.2 Description of Equipment..........................................................................................................................7

1.3 Equipment Availability and Services .........................................................................................................9

1.4 List of Example Calculations, Diagrams, Plan Sheets, and Specifications............................................12

Chapter 2. Benefits and Costs............................................................................................. 15

2.1 Impacts of Conventional Construction....................................................................................................15

2.2 Benefits of SPMT Bridge Moves .............................................................................................................15

2.2.1 Reduced Onsite Construction Time..........................................................................................15

2.2.2 Improved Quality of Construction .............................................................................................15

2.2.3 Increased Contractor Options...................................................................................................15

2.3 Costs of SPMT Bridge Moves.................................................................................................................16

2.3.1 Initial Construction Costs ..........................................................................................................16

2.3.2 Delay-Related User Costs.........................................................................................................16

Chapter 3. Planning................................................................................................................. 18

3.1 Project Selection Criteria .........................................................................................................................18

3.2 Traffic Considerations..............................................................................................................................19

3.2.1 Traffic Impact Comparison Between Conventional and SPMT Construction..........................19

 3.2.2 Contracting Strategies and Delay-Related User Costs ............................................................20

3.3 Site Requirements ...................................................................................................................................20

3.4 Efficient Use of SPMTs ............................................................................................................................21

3.5 Project Staffing ........................................................................................................................................21

3.6 Coordination with Other Entities..............................................................................................................21

3.7 Outreach and Communication ................................................................................................................21

3.8 Contingency Plans...................................................................................................................................22

Chapter 4. Design .................................................................................................................... 23

4.1 Design Assumptions................................................................................................................................23

4.2 Ground Bearing Capacity ........................................................................................................................23

4.3 Temporary Shoring Bents at Staging Area..............................................................................................24

4.4 Prefabricated Superstructures.................................................................................................................24

4.4.1 Decks.........................................................................................................................................24

4.5 Substructures...........................................................................................................................................25

4.6 Allowable Temporary Stresses and Deflections......................................................................................25

4.7 Wind Loading...........................................................................................................................................26

4.8 Single-Span Versus Multispan Movements ............................................................................................26

4.9 Possible Design Efficiencies....................................................................................................................26

4.9.1 Reduced Weight for Lifting and Hauling ...................................................................................26

 4.9.1.1 Superstructure Composite Dead Load Design ............................................................26

 4.9.1.2 Use of Lightweight Aggregate ......................................................................................27

4.9.2 Bridge Reuse Concepts ............................................................................................................27

4.9.3 Other Efficiencies ......................................................................................................................28
Self-Propelled Modular Transporters to Move Bridges



Chapter 5. Contracting Issues............................................................................................. 29

5.1 Construction Scheme..............................................................................................................................29

5.2 Staging Area ............................................................................................................................................29

5.3 SPMT Equipment Payment Strategies....................................................................................................29

5.4 Contracting Strategies to Achieve Reduced Timeline ............................................................................30

Chapter 6. Contract Documents ........................................................................................ 31

6.1 SPMT Equipment Requirements.............................................................................................................31

6.2 Alternative Bridge Span Installation With SPMTs ...................................................................................31

6.3 Alternative Superstructure Design to Reduce Dead Load......................................................................32

6.4 Contracting Strategies Using Innovative Contracting Methods .............................................................32

6.4.1 Incentive/Disincentive................................................................................................................32

6.4.2 Bonus.........................................................................................................................................33

6.4.3 Lane Rental................................................................................................................................34

6.5 Value Engineering ....................................................................................................................................34

6.6 Partnering.................................................................................................................................................34

6.7 Traffic Control Plans.................................................................................................................................34

6.8 Prefabrication Plan...................................................................................................................................36

6.8.1 Temporary Shoring Bents Founded on Shallow Foundations—Differential Settlement ..........36

6.9 Movement Plan, Including Incremental Jacking .....................................................................................36

6.10 Contractor Personnel Plan ....................................................................................................................38

6.11 Submittal Requirements ........................................................................................................................39

Chapter 7. Case Studies ........................................................................................................ 41

7.1 U.S. Bridge Moves with SPMTs ..............................................................................................................41

7.1.1 I-4/Graves Avenue, FDOT .........................................................................................................41

 7.1.1.1 Project Description .........................................................................................................41

 7.1.1.2 Bridge Removal with SPMTs..........................................................................................42

 7.1.1.3 Bridge Construction and Erection with SPMTs..............................................................42

 7.1.1.4 Time Savings ..................................................................................................................43

 7.1.1.5 Initial Construction Costs ...............................................................................................44

 7.1.1.6 Delay-Related User Cost Savings..................................................................................45

 Reduced Closure Time of Graves Avenue.....................................................................45

 Reduced Traffic Disruption on I-4..................................................................................45

 7.1.1.7 Net Cost Savings From Use of New Technology...........................................................45

 7.1.1.8 Participants.....................................................................................................................47

 7.1.1.9 Post-Installation Interviews with Contractor and Bridge Subcontractor.......................47

 7.1.1.10 Lessons Learned..........................................................................................................47

7.1.2 I-10/LA 35, LaDOTD..................................................................................................................49

7.1.3 Providence River Bridge, RIDOT...............................................................................................50

7.1.4 Wells Street Rapid Transit Bridge, City of Chicago...................................................................50

7.1.5 Lewis and Clark Highway Bridge Deck Replacement, WSDOT...............................................51

7.2 European Bridge Moves with SPMTs......................................................................................................52

7.2.1 A4/A5 Highway Bridge Near Amsterdam’s Schipol Airport, Badhoevedorp, Netherlands......52

7.2.2 PRA 1309 Railway Bridge, France ............................................................................................53
Federal Highway Administration

Chapter 8. Conclusions and Recommendations.......................................................... 55

References .................................................................................................................................. 56

Appendix A. ...........................................................................................................................................57

Example User Cost Model Spreadsheet

Appendix B. ............................................................................................................................................58

Example Plan Sheet Details for Cast-in-Place Deck Closure Pour Option to Facilitate Span Fit-Up

Appendix C..............................................................................................................................................59 

Example Calculations for Comparing Total Bridge Weight and Estimated Cost Premium for 

Normal-Weight Concrete and Lightweight Concrete Bridge

Appendix D. ...........................................................................................................................................60

Example Specification for SPMT Equipment

Appendix E. ............................................................................................................................................63

Example Plan Sheet for Contractor Alternatives

Appendix F. .............................................................................................................................................64

Example Specification for Lightweight Aggregate

Appendix G.............................................................................................................................................65

Example Specification for Incentive/Disincentive and Bonus Used in Conjunction with Contractor 

Alternatives Plan Sheet (Appendix E)

Appendix H. ...........................................................................................................................................76

Example Specifications for Incentive/Disincentive

Appendix I. .............................................................................................................................................86

Example Specifications for Bonus

Appendix J. ............................................................................................................................................97

Example Specifications for Lane Rental

Appendix K............................................................................................................................................100 

Example Specification for Value Engineering

Appendix L. ..........................................................................................................................................102

Examples of Partnering Provisions

Appendix M. ........................................................................................................................................105

Example Plan Sheets for Traffic Control Plans
Self-Propelled Modular Transporters to Move Bridges

Appendix N. .........................................................................................................................................109

Example Specification for Settlement Report for Temporary Shoring on Shallow Foundations

Appendix O. .........................................................................................................................................110

Example Diagrams for Path and Motion

Figures

Figure 1(a). SPMT six-axle unit, 8 ft (2.4 m) wide...........................................................................................8

Figure 1(b). SPMT six-axle unit, 10 ft (3 m) wide.......................................................................................8

Figure 1(c). SPMT units coupled longitudinally and laterally .........................................................................8

Figure 2(a). Titan Bridge Lift System ............................................................................................................10

Figure 2(b). Climbing jack system ................................................................................................................10

Figure 2(c). Container support system.........................................................................................................11

Figure 2(d). Strand jack system....................................................................................................................11

Figure 3. Substructure for temporary bridge support for Nootdorp Bridge in the Netherlands..................12

Figure 4. Relationship between ground pressure and base preparation (courtesy of Sarens Group).....23

Figure 5. Composite dead load design concept for improved cross-section efficiency.............................27

Figure 6. Bridge span reuse concepts—Interstate highway widening example .......................................28

Figure 7. Differential settlement of temporary shoring bents.......................................................................36

Figure 8. Removal of FDOT I-4 West Graves Avenue bridge.......................................................................43

Figure 9. Installation of FDOT I-4 East Graves Avenue bridge.....................................................................44

Figure 10. Installation of LaDOTD I-10/LA35 bridge ....................................................................................49

Figure 11. SPMTs move RIDOT Providence River bridge span onto barges at staging area .....................50

Figure 12. Wells Street bridge installation in Chicago..................................................................................51

Figure 13. WSDOT Lewis and Clark bridge deck replacement ...................................................................52

Figure 14(a). SPMTs lift two-span bridge crossing Amsterdam’s A4/A5 expressway off temporary 

supports .........................................................................................................................................................52

Figure 14(b). SPMTs move bridge crossing Amsterdam’s A4/A5 expressway to final location..................53

Figure 15. SPMTs moved four-span PRA 1309 railway bridge in France....................................................53

Tables

Table 1. Traffic impact comparison of conventional and SPMT construction methods..............................20

Table 2. ADOT user cost model spreadsheet for disruption to I-4 motorists ..........................................46
Federal Highway Administration

Chapter 1. Introduction

1.1 Background

The use of self-propelled modular transporters (SPMTs) for bridge moves was the top implementation 

recommendation of the 2004 Prefabricated Bridge Elements and Systems International Scan sponsored 

by the Federal Highway Administration (FHWA), the American Association of State Highway and 

Transportation Officials (AASHTO), and the Transportation Research Board’s National Cooperative Highway 

Research Program.(1,2) The purpose of the scan was to learn how other countries use prefabricated bridge 

components to minimize traffic disruption, improve work zone safety, reduce environmental impact, 

improve constructability, enhance quality, and lower life-cycle costs. 

Prefabrication of bridges offsite under more controlled conditions followed by rapid installation onsite 

can achieve quality installations in significantly less time than the months or years typically required 

for conventional bridge construction. The use of SPMTs in combination with prefabrication should be 

considered for all bridge replacement projects in locations with high traffic volumes, such as those with 

40,000 or more vehicles per day either on the bridge or on the roadway below the bridge. Other factors 

mentioned above may also make the use of SPMTs the best choice for the project. 

The sequential processes of conventional onsite bridge superstructure construction include the following:

• Erecting beams 

• Erecting stay-in-place or temporary deck forms and overhang forms 

• Installing shear studs on steel girders

• Tying deck reinforcement 

• Placing deck concrete 

• Curing deck concrete 

• Removing temporary formwork

• Placing barriers and appurtenances such as light poles, screens, and signs 

With SPMT technology, the conventional sequence is reduced to one step: Move the prefabricated bridge 

superstructure to its final position. 

The significant construction time savings from using SPMTs to install prefabricated bridges are due to 

the change from the sequential processes of conventional bridge construction to concurrent processes, 

followed by the use of SPMTs to quickly install the bridge: 

• Prefabrication can begin well before site preparation has been completed. A replacement bridge can be 

built at a nearby staging area that does not impact the traveling public, at a lower elevation for improved 

construction safety, and on a timeline that allows attention to details such as proper concrete deck curing 

to achieve good long-term performance.

• The demolition process is significantly improved. It is not necessary to construct shielding to protect 

traffic under the bridge, saving time and money and reducing the need for road closure. Danger to traffic 

below from debris falling off or through the shielding is eliminated. Quick removal of the existing bridge 

using SPMTs followed by demolition at a staging area speed onsite construction compared to 

the incremental onsite demolition of conventional construction projects. SPMTs may be used for 

removal only on a project, or to both remove the existing bridge and install the new bridge.
Self-Propelled Modular Transporters to Move Bridges

• The prefabricated bridge can be ready to install as soon as the site has been prepared. SPMTs can move 

the new bridge superstructure or complete bridge into place in minutes, with construction inspection 

completed and traffic flow restored within several hours. 

SPMTs can also move multispan superstructures and bridges complete with substructures, further 

reducing onsite construction time. Both concrete bridges and steel bridges can be moved with SPMTs. 

1.2 Description of Equipment

SPMTs are computer-controlled platform vehicles used extensively in Europe to lift and drive components 

of the petrochemical, offshore, power, and heavy civil engineering industries. The shipbuilding industry 

uses SPMTs to move ship components during fabrication and the transportation industry uses them to 

move bridges. SPMTs move bridge systems weighing from 165 to 3,600 tons (149.6 to 3,265.8 metric 

tons) with precision to within a fraction of an inch. 

A single SPMT unit has either six- or four-axle lines, with each axle line consisting of multiple wheels 

arranged in pairs and spaced at a maximum 5 feet (ft) (1.5 meters (m)). Six-axle units are shown in 

figures 1(a) and 1(b) (see next page). The units can be rigidly coupled longitudinally and laterally to combine 

several units, as shown in figure 1(c), for synchronized movement of all axles. The units are connected by a 

cable and controlled by one driver who operates the controller while walking with the units. If the computer 

malfunctions, the SPMTs under each span end can still operate, but with operators manually coordinating 

to ensure their numbers are the same. Two operators are also used when a span is being set because 

the span ends are set independently.

The term “SPMT” is somewhat generic in the market, and there are self-driven units limited to only 

60 degrees. This manual, however, concerns SPMTs with electronic steering capability that allows 

360-degree pivoting about a point. The controller has four basic commands: steer, lift, drive, and brake. 

The computerized electronic steering capability allows movement in any horizontal direction: straight 

forward and backward, transversely, diagonally, and at any angle as well as carousel steering. Each

pair of wheels can pivot 360 degrees about its support point. Loaded SPMTs typically travel at a 

walking pace of 3 miles per hour (mi/h) (4.8 kilometers per hour (km/h)) or 4.4 feet per second (ft/s) 

(1.3 meters per second (m/s)) and can travel up to 7 mi/h (11.2 km/h) or 10 ft/s (3 m/s), depending on 

load and terrain. 

A four-axle SPMT unit is about 20 ft (6 m) long without the powerpack unit; a six-axle unit is about 30 ft 

(9.1 m) long without the powerpack unit. The powerpack unit adds another 13 to 14 ft (3.9 to 4.2 m) to the 

length of each unit. SPMTs can be transported to the bridge site on normal flatbed trailers or shipped in flat 

rack containers. For highway transport, the six-axle units require overweight permits and the 10-ft (3-m) 

wide units require permits for both width and weight.

Each SPMT unit is 8 ft (2.4 m) wide with four wheels per axle line or 10 ft (3 m) wide with eight wheels per 

axle line. Capacity and lift range vary by manufacturer, configuration type (e.g., unit width), and ground 

conditions.

The top surface of the unloaded SPMT platform at its lowest position is at most 4 ft (1.2 m) from the ground 

surface. Factors such as magnitude of load, tire compression, platform camber, and ground surface 

variation along the travel path affect the loaded SPMT platform travel height. The preferred minimum 
Federal Highway Administration

platform travel height is 44 to 60 inches (in) (111.7 to 152.4 centimeters (cm)), but the platform 

height may be as low as 36 to 50 in (91.4 to 127 cm) during travel. 

Figure 1(a). SPMT six-axle unit, 8 ft (2.4 m) wide. 

Figure 1(b). SPMT six-axle unit, 10 ft (3 m) wide. 

Figure 1(c). SPMT units coupled longitudinally and laterally. 
Self-Propelled Modular Transporters to Move Bridges

The minimum available vertical stroke of the SPMT platform is about 24 in (60.9 cm), and the vertical lift 

range is about 36 to 60 in (91.4 to 152.4 cm). An available vertical stroke of 16 to 20 in (40.6 to 50.8 cm) 

should be assumed for operational purposes. 

The SPMT platform can be vertically adjusted up to 24 in (60.9 cm) to keep the load horizontal without 

distortion while traversing uneven and sloping ground surfaces. SPMTs can travel on uneven terrain with 

surface variations up to 18 in (45.7 cm) and on grades up to 8 percent, depending on ground surface 

friction. Equipment for vertical lifting can be mounted on the SPMT platform as needed. Equal loads are 

maintained on each axle line through the SPMT’s three-point or four-point hydraulic suspension system, 

which consists of two hydraulic rams per axle line with each ram attached to a hinged elbow supported 

by two wheels. If the ground settles during a bridge move, the hydraulic system compensates for the 

height difference.

A set of SPMT units under a lift point can be connected transversely to a set of SPMT units under a second 

lift point through the installation of connecting cross-frames. This may be required to minimize differential 

movement between the points.

Each axle line has a maximum applied-load capacity of 26 to 33 tons (24 to 30 metric tons), depending on 

unit width, and exerts a maximum ground pressure of 1,500 to 2,000 pounds per square foot (7,323.6 to 

9,764.8 kilogram-force per square meter), depending on magnitude of load. The maximum load per axle 

line is not always possible, however, because the heavy loads being transported can create excessively 

high ground bearing pressures. In such cases, additional SPMT units may be required to reduce the 

bearing pressure to an allowable level. Steel plates can also be placed along the travel path to help spread 

the loads. The maximum load per axle line may also not be possible when loads have a high centroid of 

gravity. In such cases, additional SPMT units may be required if cross-frames connecting the units are not 

sufficient to ensure stability.

The SPMTs will have blocking on top of their platforms to support all the beams in the span. For bridge 

removals, the SPMT units will be assembled, blocking will be placed on top of the SPMT platforms, the 

SPMTs will drive under the span and lift it using their hydraulic system, the loaded SPMTs will travel at a 

normal walking pace to the staging area, and the SPMTs will incrementally lower the span onto temporary 

blocking for demolition. A similar process in the reverse order is used to move a new bridge into place.

1.3 Equipment Availability and Services

As part of the 2004 scan, the scan team visited two SPMT companies. These worldwide specialists 

in heavy and complex lifting and transport are Mammoet, a member of the Van Seumeren Group 

headquartered in the Netherlands (www.mammoet.com), and the Sarens Group, headquartered in 

Belgium (www.sarens.com). SPMTs are part of the extensive equipment inventory of both companies. 

Mammoet has 2,200 axle lines of SPMTs; Sarens has 500 axle lines. The approximate cost of one 

axle line is $150,000.

Mammoet has offices in the United States and has done most of the U.S. bridge moves. Sarens has 

operations in the United States and has recently entered the U.S. bridge market. Barnhart Crane 

& Rigging Company (http://barnhartcrane.com), a U.S. company with offices in a number of States, 

has recently purchased 108 SPMT units and has expressed significant interest in the U.S. bridge market. 

Other U.S. companies that own and operate SPMTs include S.G. Marino Crane Service Corporation 
10

Federal Highway Administration

(http://www.marinocrane.com), headquartered in Middletown, CT, and Bigge Crane & Rigging Co.

(http://www. bigge.com), headquartered in San Leandro, CA. For large moves, these companies may lease 

SPMTs from each other to reduce the cost of the move. By doing this, each company does not need to 

own large quantities of machinery that lay idle. The more the industry maximizes the use of the equipment, 

the lower the net cost.

These SPMT companies are more than equipment suppliers. They have engineering departments that 

develop detailed moving plans. In bridge projects in the United States to date, the SPMT company typically 

has been a subcontractor to the general contractor that is awarded the project. On larger or more complex 

projects, the SPMT company is typically a subcontractor to the bridge subcontractor to the general 

contractor that is awarded the project.

The SPMT company handles the details of the actual move, including engineering, site surveys, crew and 

equipment scheduling, equipment assembly operations, transport route, and logistics plans that minimize 

traffic disruption.

An example of the engineering services SPMT companies provide is the design and engineering of 

temporary supports for the move. The companies have various systems to lift and support the loads before 

and during the move. For example, Mammoet has its Titan Bridge Lift System (see figure 2(a)), climbing 

jack system (see figure 2(b)), and container support system (see figure 2(c)). A strand jack system may 

be used for larger, taller moves (see figure 2(d)). The engineering services of these companies include 

determining which system is best considering mobilization cost and weight and height of the load.

Figure 2(a). Titan Bridge Lift System.

Figure 2(c). Container support system.

Figure 2(b). Climbing jack system.
Self-Propelled Modular Transporters to Move Bridges

11

Figure 2(d). Strand jack system. 

Mammoet’s Titan Bridge Lift System was designed to install large prefabricated bridge spans, remove 

old bridges, and realign existing bridges by moving them horizontally or vertically. The lifting system is 

composed of modular steel “stools,” each ranging in height from 16 in (40.6 cm) to 4 ft (1.2 m). The 

stools sit atop the SPMT platform. The SPMT hydraulic suspension system provides the lifting force 

for the Titan towers, and the stools are inserted incrementally. The process is repeated until the bridge 

is at the desired height.

Another example of the SPMT companies’ engineering services is the design and engineering of 

temporary substructures used to support superstructures at their staging area before they are 

moved to their final locations. The Sarens Group has designed a standardized system of temporary 

substructures that are adaptable for their various bridge projects. An example of Sarens’ 

standardized temporary substructure is shown in figure 3 (see next page). 
12

Federal Highway Administration

Figure 3. Substructure for temporary bridge 

support for Nootdorp Bridge in the Netherlands.

SPMT companies can also provide special framing systems to use in conjunction with SPMTs 

to address the needs of the bridge move. For example, for the Washington State Department 

of Transportation (WSDOT) Lewis and Clark Bridge deck replacement project (see 7.1.5 in 

“Case Studies”), Mammoet developed a special framing system to carry the full-width, full-depth 

deck panels. Another example is Barnhart’s gantry system that can be used with SPMTs to 

remove and replace bridge spans over roadways or rail lines while providing minimal 

interruption to service.

1.4 List of Example Calculations, Diagrams, Plan Sheets, and

Specifications

A number of example calculations, diagrams, plan sheet details, and specifications are included 

in this manual to use as a starting point for projects using SPMTs to move bridges. Below is 

a list of those examples, in the order of their location in the text.

3.2.2 Contracting Strategies and Delay-Related User Costs 

• An example user cost spreadsheet is in Appendix A.

4.4.1 Decks

• Example plan sheet details for a cast-in-place deck closure pour option to facilitate span 

fit-up are in Appendix B.

4.9.1.2 Use of Lightweight Aggregate

• Example calculations for comparing the total bridge weight and estimated cost 

premium for a bridge with normal-weight concrete and lightweight concrete are in 

Appendix C.

6.1 SPMT Equipment Requirements

• An example specification for SPMT equipment is in Appendix D.
Self-Propelled Modular Transporters to Move Bridges

13

6.2 Alternative Bridge Installation With SPMTs

• Wording for an alternative bridge installation method using SPMTs is on the example 

contractor alternatives plan sheet in Appendix E.

6.3 Alternative Superstructure Design to Reduce Dead Load

• Wording for an alternative composite dead load bridge design to be used in conjunction 

with SPMTs is on the example contractor alternatives plan sheet in Appendix E.

• An example of wording for the lightweight concrete option that can be added to the 

contractor alternatives plan sheet in Appendix E is as follows:

Lightweight concrete may be used for any or all superstructure elements. 

Lightweight concrete shall conform to the Standard Specifications.

• An example specification for lightweight concrete is in Appendix F.

6.4.1 Incentive/Disincentive

• An example incentive/disincentive specification used in conjunction with the contractor 

alternatives plan sheet in Appendix E is in Appendix G.

• Examples of other boilerplate incentive/disincentive specifications are in Appendix H.

6.4.2 Bonus

• An example bonus specification used in conjunction with the contractor alternatives plan 

sheet in Appendix E is in Appendix G. 

• Examples of other boilerplate bonus specifications are in Appendix I.

6.4.3 Lane Rental

• Examples of lane rental specifications are in Appendix J.

6.5 Value Engineering

• An example value engineering specification is in Appendix K. 

6.6 Partnering

• An example partnering specification is in Appendix L.

6.7 Traffic Control Plans

• An example listing of general notes for traffic control are in Appendix M, with the two 

modifications for SPMT methods shown in bold.

• An example traffic control plan sheet for rolling roadblocks used for conventional bridge 

demolition is in Appendix M (see “I-4 Pacing Operation General Notes”). Only one 

rolling roadblock is required when SPMTs are used to remove an entire span, instead 

of conventional demolition in which a rolling roadblock is required for each beam 

removal.

• An example traffic control plan for a temporary bridge closure when SPMTs were 

used to replace spans of a bridge crossing a highway is in Appendix M 

(see “I-4 Closure Detail”).
14

Federal Highway Administration

6.8.1 Temporary Shoring Bents Founded on Shallow Foundations—

Differential Settlement

• An example specification for a temporary shoring on shallow foundations settlement 

report is in Appendix N. 

6.9 Movement Plan

• Examples of path and motion diagrams are in Appendix O.
Self-Propelled Modular Transporters to Move Bridges

15

Chapter 2. Benefits and Costs

2.1 Impacts of Conventional Construction

Removing and replacing a bridge on its original horizontal alignment using conventional methods typically 

requires closing the bridge to traffic for 6 months to more than a year, diverting traffic that previously 

used the bridge to a detour route during that time. The traffic that passes underneath a typical bridge 

during conventional construction is also disrupted with multiple rolling roadblocks, numerous lane 

closures, and crossovers during the extended onsite construction period. Conventional in-place 

demolition of an existing bridge that crosses a high-traffic-volume roadway is typically done at night 

to limit traffic disruption, with restrictions on hours of work, for example, from 10 p.m. to 6 a.m., 

further reducing the contractor’s production.

2.2 Benefits of SPMT Bridge Moves

The ability of SPMT technology to move bridges in minutes or hours can significantly reduce traffic 

disruption, restore the use of existing highways in significantly less time, improve work zone safety, 

minimize environmental impact, improve constructability, and lower life-cycle costs. Particularly attractive 

are the reduced onsite construction time, improved quality of construction, and increased contractor 

options that are possible when SMPTs are used to move new prefabricated bridges into position. 

2.2.1 Reduced Onsite Construction Time

Using SPMTs to install bridges offers the shortest possible onsite construction time. Disruption to traffic 

using a bridge under construction and a highway crossing underneath the bridge can be decreased from 

months to minutes or hours. The decreased onsite construction time also improves work zone safety 

for both motorists and construction crews. Access to schools and hospitals and access by emergency 

response services are also affected less with reduced onsite construction time. In addition, shorter 

construction times improve public perception of service. 

2.2.2 Improved Quality of Construction

Improved quality with longer service life and reduced maintenance can be achieved in prefabricated 

bridge systems built offsite and quickly moved into position with SPMTs. Quality is enhanced for several 

reasons. First, the bridges are built in the controlled conditions of the staging area, allowing continuous 

operations without the need to accommodate traffic. Second, the bridge can be built as a unit in the 

staging area and moved as a unit to the bridge site, reducing the number of deck joints typically required 

in prefabricated bridge systems. Bridge owners in Europe have demonstrated this with their multiplespan continuous bridges, both with and without substructures, constructed offsite and moved into final 

position with SPMTs. Third, work can begin early in the staging area, independent of onsite construction 

status, allowing adequate time for proper construction of the system and proper curing of the concrete 

to ensure good long-term performance. These advantages can lead to improved reliability in achieving 

the desired 100-year service life compared to conventional construction.

2.2.3 Increased Contractor Options

The SPMT driving method increases the contractor’s options. Its use allows the new bridge to be 

assembled at an offsite location and quickly driven in any direction to its final location. Precision 

movement to position the bridge within a fraction of an inch is possible with SPMTs. Driving also 

eliminates many of the issues related to overhead height restrictions that impact crane lifting 
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operations, and the supported SPMT loads provide added safety assurance relative to suspended 

crane loads. 

Benefits to contractors also include being able to use conventional construction methods to build spans 

at staging areas near the installation site. The contractor further benefits from the flexibility of being able 

to work on the bridge as many hours as needed during the day, as well as from the improved safety and 

reduced risks of working at a lower height away from traffic. In addition, since foundation and possibly 

substructure work is being done onsite concurrently with prefabricated construction activities at the 

near-site staging area, an onsite delay (for example, because of unexpected utilities) will not impact 

construction at the staging area. Also, since more of the work is done offsite, fewer workers are required 

over or near traffic, further enhancing safety. Fewer and shorter lane closures also improve safety since 

any deviation from normal traffic patterns can result in accidents.

2.3 Costs of SPMT Bridge Moves

2.3.1 Initial Construction Costs

Total initial cost for using SPMTs can range from $50,000 to more than $500,000, depending on the 

location and requirements of the job; see 7.1 and 7.2 in “Case Studies” for cost breakdowns on two 

projects. While using SPMTs requires significant mobilization costs to get the equipment to the site and 

set up, substantial offsetting savings can be obtained by their use on a project. The cost for using SPMTs 

should be weighed against these savings to determine the net cost increase or reduction.

Initial cost savings that can result from using SPMTs to quickly move bridges include reduced costs 

because of fewer maintenance-of-traffic setups, shorter hours for off-duty law enforcement officers 

required for fewer rolling roadblocks, reduced switching of manpower from day to night (typically saving 

two hours per night shift plus gaining back the day/night/day shift change loss of the next day), and 

elimination of double handling and permits required to haul off the old beams. 

Savings are also obtained through elimination of the need to build, maintain, or repair a detour or 

temporary structure that could otherwise be required for an extended closure period. Savings can 

also be obtained by delivering accelerated construction projects using a smaller owner and contractor 

workforce. Cost savings not reflected in the bid price include savings related to the owner’s reduced 

construction engineering and inspection requirements because of the accelerated construction schedule.

Contractors are also recognizing initial cost savings through reducing overhead, labor, and equipment 

costs; reducing liability insurance premiums and equipment rental time; and completing projects quickly 

and bidding more projects without having to exceed their bonding limits. The incentives that can be 

made and the increased number of projects possible because of the speed of installation can also result 

in increased contractor profits compared to profits made through conventional construction methods. 

Cost savings during the service life of the bridge should also be considered. The improved quality 

possible with this method can result in better long-term performance and reduced maintenance needs.

See the “7.1.1 I-4/Graves Avenue” case study for construction cost numbers for that project.

2.3.2 Delay-Related User Costs

Bridge closures, lane closures, detours, rolling roadblocks, and their resultant traffic buildups and 
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stoppages wreak havoc on reliable travel times. When delay-related user costs are included in cost 

analyses for moderate and high traffic volume locations, accelerated construction projects are always 

the best-value solution. 

Significant reductions in delay-related user costs can be achieved using SPMTs to move bridges. 

No other technology offers shorter onsite construction times than can be achieved with the use 

of SPMTs to move prefabricated bridges.

See the “7.1.1 I-4/Graves Avenue” case study for delay-related user cost numbers for that project.
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Chapter 3. Planning

The owner should design the project for the SPMT driving installation method to ensure the most efficient 

and cost-effective use of SPMTs to move bridges. The contract documents, however, may be developed 

for a conventional construction method, with additional wording that allows an alternative bridge 

installation method. This additional wording in combination with incentives and disincentives for early 

and late completion, respectively, and other contracting strategies for accelerated construction can be 

alternative means of achieving the owner’s reduced construction timeline.

Suppliers of SPMT equipment and related engineering services should be included in discussions from 

the initial planning stages of a bridge project. Their inclusion will facilitate the development of contract 

plans and specifications that address the necessary details related to bridge movements to ensure 

successful projects and a cost-effective approach. If Federal funds are included in the project, the 

SPMT company that works with the owner in the planning stage will not be allowed to bid on 

the project because of Federal regulations on fair trade practices unless all SPMT companies are 

invited to participate in the discussions. 

3.1 Project Selection Criteria 

Using SPMTs to remove or install a bridge may be advantageous for a variety of reasons. Two primary 

criteria for initial consideration of SPMTs are the following:

• Need for minimal closure time to limit traffic disruption. The need for rapid onsite construction to get the 

bridge or the underneath roadway back in service to limit traffic disruption is a primary criterion for the 

use of SPMTs because their use provides the least possible closure time. 

• Availability of a location for offsite bridge construction. The use of SPMTs requires a staging area for 

offsite construction of the bridge. A feasible route from the site to the bridge location must also be 

available.

Project conditions that make SPMT technology attractive are the following:

• The bridge or underneath roadway has high traffic volume.

• The bridge or underneath roadway is on an emergency evacuation route.

• The bridge is over a railroad or navigable waterway. 

• Schools or hospitals are accessed via the bridge or underneath roadway. 

• Commerce is negatively impacted by the construction.

• Overhead or adjacent work space constraints such as power lines or hurricane barriers prevent 

the use of conventional construction with cranes.

• Air or noise quality constraints limit the type or timing of construction activities.

• Endangered species on the site limit the timeline for construction activities.

• Weather constraints such as cold weather limit the length of time for construction activities.

Using SPMTs requires significant mobilization costs to get the equipment to the site and set up for bridge 

moves. The cost of using SPMTs should be weighed against the reduced costs that result from the 

significantly reduced onsite construction time to obtain an accurate net cost increase or decrease. Owners 

considering the use of SPMTs on a project should discuss cost implications with their local contractors 

during the planning process.

A decisionmaking framework on the FHWA Web site (www.fhwa.dot.gov/bridge/prefab/) can assist owners 
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in determining whether prefabricated bridges will benefit their specific project.(3) The framework discusses 

the many issues that may make prefabricated construction the solution of choice. 

Using the decisionmaking framework and this manual in combination with analysis of delay-related user 

costs should provide the guidance that bridge owners and other bridge professionals need to understand 

the technology, determine whether using SPMTs will benefit a specific bridge project, and develop 

contract documents that incorporate the technology.

3.2 Traffic Considerations

High traffic volumes, for example, 40,000 or more vehicles per day, may justify the use of SPMTs to quickly 

move bridges. The impact of detours, lane closures, rolling roadblocks, and crossovers on traffic flow 

should be considered. The high traffic volumes may be crossing the bridge being replaced or traveling 

underneath.

The owner should develop contracting strategies and traffic control plans that are consistent with the traffic 

control windows and construction scheme in the contract documents. The dates and time limits for bridge 

closure windows should be clearly specified in the contract.

3.2.1 Traffic Impact Comparison Between Conventional and SPMT Construction

The following bridge construction activities are not allowed over active traffic:

• Bridge demolition 

• Beam erection

• Deck form erection and removal

• Concrete deck pouring operations

Bridge demolition and beam erection typically require full closure of the underneath roadway. For 

conventional construction, deck form erection and removal and concrete deck pouring operations 

typically require traffic to be moved from underneath these operations using lane shifts, lane closures, 

or both. Lane closure restrictions for a specific site may require construction operations to be 

performed only at night, increasing labor and traffic control costs and decreasing production rates.

Table 1 (see next page) compares traffic impact of conventional construction methods to SPMT 

construction methods for bridge demolition and beam/span placement. Deck form erection and removal 

and concrete deck pouring operations require additional traffic impact for conventional construction; 

no traffic impact results from these operations with SPMT construction methods because they are 

performed at the staging area away from traffic.
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Table 1. Traffic impact comparison of conventional and SPMT construction methods.

Table 1(a). Typical traffic impacts using conventional construction methods.

Construction Operation Duration of Traffic Impact Traffic Control Scheme

Bridge demolition 2–3 days per span removed Traffic detour, Interstate crossover

Beam placement

Simple-span beam:

25–30 minutes per beam placed

Traffic detour, Interstate crossover 

or rolling roadblock

Continuous steel:

45–90 minutes per field section 

placed and bolted

Traffic detour, Interstate crossover 

Table 1(b). Typical traffic impacts using SPMT construction methods.

Construction Operation Duration of Traffic Impact Traffic Control Scheme

Bridge demolition 25-30 minutes per span removed Traffic detour, Interstate crossover, 

rolling roadblocks

Span placement

Simple span:

2-3 hours per span placed Traffic detour, Interstate crossover

Continuous steel span:

2-3 hours per unit placed Traffic detour, Interstate crossover 

3.2.2 Contracting Strategies and Delay-Related User Costs

During the planning process the owner should determine contracting strategies that will encourage 

bid competition. For example, the incentives/disincentives should be large enough to make the offsite 

fabrication and move an attractive option to the contractor and give the contractor a financial reason to 

buy in to the owner’s reduced construction timeline. 

Delay-related user costs should be calculated to determine appropriate funding levels for contracting 

strategies. Owners use various user cost models. The Florida Department of Transportation (FDOT) uses 

a modification of the Arizona Department of Transportation (ADOT) user cost model.(4) An example user 

cost spreadsheet is in Appendix A.

3.3 Site Requirements

Sufficient land area (staging area) for bridge assembly should be available for SPMT construction methods. 

The staging area should be within a suitable distance from the bridge site. A feasible path must be available 

from the staging area to the bridge site, or from the staging area to barges that can go to the bridge site. 

The ground surface at the staging area and along the path should be relatively flat and have adequate 

ground bearing capacity or steel plates provided to resist the loads.
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3.4 Efficient Use of SPMTs

SPMT mobilization and remobilization costs can be significant. The scheduling of construction activities 

should provide efficient use of SPMTs to minimize their downtime on the project and the length of time they 

are required for the project.

Many bridge replacement projects along high-volume roadways require phased construction because of 

right-of-way costs, requiring remobilization of the SPMTs to place the second-phase bridge. Concepts that 

allow use of the SPMTs for other nonuser-critical spans on the project can help pay for their mobilization 

costs and other costs such as temporary shoring for composite dead load systems. For example, the 

SPMTs could be used to remove other bridges that will be replaced on the project but are not on the 

critical path.

3.5 Project Staffing

The delineation of responsibilities among the owner, the contractor, and the contractor’s subcontractors 

(for example, the SPMT company) should minimize project risk by assigning each task to the party most 

capable of handling it successfully. Doing so reduces the potential liability of all parties and helps ensure 

a successful project.

All parties in the project should have an adequate understanding of the overall project and their roles 

to successfully complete the project. Responsibilities of each party must be clearly defined, including 

where each responsibility begins and ends.

Personnel responsibilities include the following:

• Owner—Provides qualified staff empowered to make prompt decisions and be available during all active 

hours of contractor work.

• Contractor—Provides qualified engineering and construction staff for the required services related to 

removing existing bridges and prefabricating, lifting, moving, and erecting new bridges. 

• SPMT company—Provides qualified engineering and construction staff for the required services that are 

the SPMT company’s responsibility related to removing existing bridges and lifting, moving, and erecting 

new bridges. 

The owner should consider prequalification of contractors and SPMT companies to ensure that qualified 

staff members are available for the project.

3.6 Coordination with Other Entities

Coordination with other entities should begin as early in the project as possible to avoid delays to bridge 

moves. Activities should be initiated to ensure that at least one feasible staging area is available and to 

obtain required permits early (for example, U.S. Coast Guard permits for transport in navigable waters). 

Other coordination needs may include railroad agreements and utility relocations.

3.7 Outreach and Communication

Communication with the public should begin in the early planning stages of the project to ensure 

understanding of the impact on traffic during construction. 
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The owner’s public relations staff will take the lead for media relations activities related to the project, 

such as disseminating news releases. Its district construction staff will control any public tours of the 

project, including arranging a safe area for viewing and issuing instructions/announcements at the jobsite. 

If the bridge moves are the State’s first, the State bridge engineer should be approached about holding a 

demonstration workshop in conjunction with the moves.

The owner may choose to set up cameras for time-lapse photos or use nearby traffic management 

cameras if available. The owner may also hire a roaming videographer to document the bridge moves, 

maintaining ownership of all film rights and possibly producing clips for postevent release. 

3.8 Contingency Plans

The contractor should have contingency plans for unplanned incidents, including backup equipment in 

case of mechanical failure and a reserve detour route for extended closures. The SPMT company 

should anticipate out-of-service conditions such as flats and failures and develop contingency plans 

accordingly to ensure that the operator can manually coordinate the SPMT units as needed to complete 

the bridge move.
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Chapter 4. Design

4.1 Design Assumptions

Design assumptions used to develop project details include the following:

• Built-in-place substructures are constructed within tolerances to allow placement of the superstructure 

with adequate clearance.

• Actual lifting points for the move are the same as shown in the lifting diagrams the contractor submitted 

and the owners approved.

4.2 Ground Bearing Capacity

The contractor must prepare the ground for adequate bearing at the staging area for construction of the 

bridge on temporary supports, and along the path from the staging area to the final bridge location to resist 

the weight of the loaded SPMTs. Relationship between ground pressure and base preparation is shown in 

figure 4.

Figure 4. Relationship between ground pressure and base preparation. courtesy of SARENS GROUP
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4.3 Temporary Shoring Bents at Staging Area

The temporary shoring bents (supports) should be designed using the AASHTO Guide Design 

Specifications for Bridge Temporary Works. Elevation tolerances should be specified. 

The temporary supports must provide equal load distribution among beams and have adequate foundation 

capacity to prevent settlement before, during, and after construction of the superstructure. Monitoring 

should be in place to detect settlement.

The distance between temporary supports must be the same as between the final substructures. The caps 

of temporary supports will be constructed with beam bearing seats in the same relative position as plan 

elevations for cross-slope, superelevation, and grade. The beams should sit on the same bearing pads or 

configuration of bearings used in the final location.

The temporary supports must provide a minimum 5-ft (1.5-m) clear distance from the ground surface to the 

bottom of the beams to allow the SPMTs to move under the spans for lifting. 

The caps of the temporary supports must be at least 4.25 ft (1.29 m) wide to accommodate blocking stacks 

and jacks for lifting. The caps must provide a flat surface to allow all jacks to be at the same elevation.

An as-built field survey should be conducted to verify dimensions and relative elevations.

4.4 Prefabricated Superstructures

Temporary support conditions for the superstructure are to be the same as final support conditions, 

including dimensions, cross-slope, superelevation, and grade. Allowable elevation tolerance of beam 

pedestal should be provided. 

Longitudinal, horizontal, and vertical dimensions of the superstructure must allow for erection tolerances 

at the permanent substructures and for transverse deck joint design requirements, for example, a 1-in 

(2.5-cm) joint at abutments. 

Assumed lifting points for the span should be provided.

An as-built field survey should be conducted to verify dimensions and elevations.

Details that address fit-up should be provided, including preformed anchor bolt holes, stainless steel shimming 

at bearing locations, and, if called for, making the deck continuous over the interior supports after installation.

See “4.9 Possible Design Efficiencies” for options to reduce dead load and improve the efficiency of the move.

4.4.1 Decks

Consideration should be given to scheduling deck casting to ensure proper final deck tolerances to 

allow adjustments for the as-built condition. A portion of the deck at the ends of the span, for example, 

5 ft (1.5 m) from the ends, may be cast in place after the spans are installed. This can facilitate 

installation, allow flexibility for joint details, and result in improved rideability. Example plan sheet 

details for a cast-in-place deck closure pour option to facilitate span fit-up are in Appendix B.
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An additional sacrificial thickness, for example, 0.5 in (1.2 cm), should be considered in the deck design 

to accommodate grinding to achieve rideability.

For multibeam spans, the concrete decks must attain design compressive strength before lifting. 

For truss or arch spans, decks may be constructed after the move to reduce self-weight during 

the move; bracing must be adequate to prevent excessive distortion.

4.5 Substructures

Cast-in-place substructures must be built within tolerances to allow placement of superstructures with 

adequate clearance. 

4.6 Allowable Temporary Stresses and Deflections

Lifting and moving a bridge with SPMTs usually results in a condition in which the bridge will be temporarily 

supported at locations that are not the final support points. The designer should check the bridge under 

these temporary support conditions. Structural members will likely see stress reversals that may be 

detrimental. An impact factor should be added to the dead load to account for movement on uneven 

surfaces; a value of at least 15 percent is recommended. 

The analysis should also account for the SPMT hydraulic system, which will essentially provide equal 

bearing at each support. This is especially true for larger bridges where multiple sets of interconnected 

SPMTs are proposed. The SPMTs will provide soft support for the bridge. Appropriate spring coefficients 

need to be applied at each support so that the bridge will experience essentially equal reactions. This 

will result in a redistribution of dead load stresses in the bridge.

The designer should calculate and specify an accurate bridge weight, especially for large bridges. For 

example, a steel fabricator’s estimates are not for the finished product because cutting waste has not been 

included; the final weight of each piece is not determined until the shop drawings are complete. Simple ruleof-thumb weight estimates for items such as cross frames and diaphragms may not be good enough, and 

the weight of a coating system alone can be substantial. Accuracy is needed to provide an adequate lifting 

operation.

The contractor should provide the jacking forces and procedures for lifting a superstructure from its 

temporary supports to its setting height before installation, and the jacking procedures for lowering 

a removed superstructure from its setting height to a lower height for demolition.

The contractor should provide analysis of jacking, moving, and erection loads to ensure that temporary 

stresses and deflections are within allowable values for the bridge and that the bridge is adequately 

reinforced to handle the calculated temporary stresses without cracking (for example, deck tensile stress). 

The analysis should include the number of jacking towers at the ends of the span, the jacking force per 

jack, and the locations of the jacks along the beam length. Jacks at each end are to be connected to each 

other to push and support equal loads.

The SPMTs will typically lift the bridge spans as near to the final support positions as possible to minimize 

installation stresses. Lifting points for the move will be controlled by SPMT width and available clearance 

between obstacles.
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Temporary overstresses on the bridge should not be allowed during lifting and moving. Geometric 

tolerances should avoid excessive stresses while permitting an optimum speed of movement.

The contractor should verify that the bridge is adequately braced during the move (for example, end and 

intermediate diaphragms of superstructure spans are constructed before transporting).

4.7 Wind Loading

The contractor will provide analysis of wind loads on the bridge at its temporary location and during the move.

The owner should specify a design wind load for movement of bridges. If the owner does not specify the 

wind speed or load, the owner should be flexible when the contractor chooses a wind speed for the 

move. Using the AASHTO design load is probably too conservative. The wind speed should be based 

on statistical analysis that includes the probability of occurrence. Thunderstorms can pop up quickly; 

just looking at the weather report before a move is not always safe. 

An American Society of Civil Engineers (ASCE) document on wind loading during construction is 

available.(5) This document gives recommendations for reducing the design wind speed based on duration 

of construction. It should be used for all erection procedures. 

4.8 Single-Span Versus Multispan Movements

The advantages of moving multiple-span bridges during one operation include reducing the impact to traffic, 

eliminating the deck joint(s) at the interior support(s), and improving rideability across the interior supports. 

More coordination and close monitoring of stresses and deflections are required for a multispan bridge 

move to ensure that allowable stresses and deflections are not exceeded (for example, to avoid deck 

cracking). Greater attention to structural details, ground stability during the move, and equipment 

synchronization are required. A larger staging area, deeper foundations for the temporary supports, and 

a wider path from the staging area to the bridge site are also required. 

4.9 Possible Design Efficiencies

The convenience and flexibility of constructing bridges offsite, out of traffic, provide several opportunities 

to further improve design and construction processes. Weight reduction and other design efficiencies can 

streamline the move.

4.9.1 Reduced Weight for Lifting and Hauling

Consideration should be given to reducing the self weight of these heavier prefabricated systems that 

must be lifted and hauled into position. Composite dead load design of the superstructure for improved 

cross-section efficiency with reduced self-weight is possible because shoring can be readily positioned 

underneath the span in the staging area. Lightweight aggregate can also be used in these systems to 

reduce self weight. 

4.9.1.1 Superstructure Composite Dead Load Design 

Since the beams are near the ground and away from traffic on their temporary supports in the staging 

area, they can easily be shored underneath before deck construction for composite dead load design to 
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improve cross-section efficiency. Shored construction provides resistance of the deck self-weight by the 

entire superstructure cross-section and can increase girder efficiency by 30 percent or more, allowing 

the elimination of a beam or two per span or the use of shallower beams for lower fill heights. These 

efficiencies will reduce the superstructure dead load for lifting and hauling, potentially requiring fewer 

SPMT units and reducing ground bearing requirements. Figure 5 shows a composite dead load design 

concept for beams shored at midspan during deck casting. It should be noted that some States do not 

allow shored composite construction to accommodate future redecking without supports. 

Shoring for composite action is required only until the deck reaches its design strength. The design and 

construction of the shoring must provide geometry controls to ensure equal load distribution among 

beams and to avoid differential settlement. Elevation tolerances should be specified. Temporary shoring 

should be designed using the AASHTO Guide Design Specifications for Bridge Temporary Works.

Figure 5. Composite dead load design concept for improved cross-section efficiency. courtesy of FDOT

4.9.1.2 Use of Lightweight Aggregate

Another way to reduce the superstructure dead load is by using lightweight concrete. Using lightweight 

aggregate can reduce the typical 145 to 150 pounds per cubic foot (lb/ft3) (2,322.6 to 2,402.7 kilograms 

per cubic meter (kg/m3)) density of normal-weight concrete to 115 to 120 lb/ft3 (1,842.1 to 1,922.2 kg/m3) 

for structural lightweight concrete. Reducing the concrete density of the entire superstructure (prestressed 

beams, deck, barriers, etc.) could result in a reduction in dead load of nearly 20 percent that would likely 

reduce the required number of SPMT units and could also reduce ground compaction requirements. 

Cost comparisons should be performed to determine the benefit of the reduced weight on equipment 

and compaction requirements versus the additional cost of the lightweight concrete. Example 

calculations for comparing the total bridge weight and estimated cost premium for a bridge with 

normal-weight concrete and lightweight concrete are in Appendix C.

4.9.2 Bridge Reuse Concepts

Frequently bridges are replaced based on increased highway capacity requirements well before they 

have reached their useful service life. The ability to lift and drive an entire single- or multiple-span bridge 

into position with SPMTs expands the potential use of bridges to more than one location. Consideration 
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could be given in the design of bridge spans to facilitate their relocation in the future to address traffic 

needs more quickly and at lower cost.

Figure 6 shows a bridge reuse concept in which SPMTs are used to move two existing three-span 

segmental braided ramps outward onto new supports to facilitate the widening of an Interstate highway. 

 Figure 6. Bridge span reuse concepts—Interstate highway widening example. courtesy of FDOT

4.9.3 Other Efficiencies

Additional efficiencies are possible with the use of SPMTs to move bridges. For example, to avoid 

movement of bearing pads during placement of the beams on their final supports, the bearing pads 

can be glued or otherwise attached to the beam ends before erection onto their temporary supports at 

the staging area. The method of attachment must ensure that the pads will not detach during lifting and 

hauling to the final location.
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Chapter 5. Contracting Issues

The use of SPMTs to move bridges may be incorporated into all types of contracts, from typical 

design-bid-build to design-build to other innovative types of contracts.

SPMT companies typically work as subcontractors to the prime bridge contractor, providing 

engineering services and operators with their equipment to ensure bridge moves that are within 

the required specifications for the job. 

5.1 Construction Scheme

For accelerated bridge construction projects, the owner should show one feasible construction scheme 

to move the bridge in the contract documents, and allow contractor-proposed solutions by plan note 

as long as the solutions meet the traffic control plan closure windows and other project requirements. 

To change the construction scheme, the contractor must provide signed–and-sealed analyses and 

details for approval.

Alternatively, the owner could provide both conventional construction details and details for moving the 

bridge with SPMTs in the contract documents as an option to be used at the contractor’s discretion 

or as an alternate to be bid against the conventional construction details.

A third alternative would be to provide contract documents that show conventional construction, and by 

plan note allow the contractor to submit a construction method different from conventional construction. 

This alternative is likely to result in more conventional construction bids since contractors are geared 

up for conventional construction projects.

5.2 Staging Area

The bridge owner should work with landowners to ensure that at least one staging area that has a feasible 

path to the final bridge location is available. If the bridge owner knows it will use specific land for staging, 

it should acquire the land before the bid. Information on the site should be included in the contract 

documents, with allowance for contractor options to propose and secure alternate locations if it benefits 

the contractor’s operations. The bridge owner should provide raw geotechnical boring information and 

address existing utility conflicts as required. Unless specified otherwise in the plans, the contractor is 

responsible for final negotiations with the landowner for using the staging area during the project. 

The ground surface should be relatively level at the staging area where the bridge is constructed and along 

the transport route between the staging area and the bridge’s final location. The contractor must ensure 

that the staging area and the route of the loaded SPMTs have well-compacted soil. Temporary pavement 

or steel plates under the load may also be used to ensure adequate ground support. Relying solely on steel 

plates would require a large number of plates or an efficient process of placing the plates in the path of the 

loaded SPMTs to maintain a reasonable movement speed.

5.3 SPMT Equipment Payment Strategies

The owner should consider including SPMT equipment and related services as a bid item in the contract 

documents to recognize the large upfront mobilization costs to get the equipment to the project and set up 
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for use. The owner would need to determine whether to create one or several SPMT bid items (for example, 

mobilization, move of existing bridge, and move of new bridge).

5.4 Contracting Strategies to Achieve Reduced Timeline

The owner should consider A+B bidding and tie the facility impacts with delay-related user costs in the 

B component.

The owner should consider bonuses/incentives and penalties/disincentives for early and late completion, 

respectively, with closure windows clearly defined to achieve accelerated onsite construction timelines. 

The duration (begin and end date and time of day), day of the week, holidays or exceptions, number of 

windows allowed, notification requirements, etc., should be included. The owner should set the monetary 

values high enough to make it worthwhile for the contractors to change their typical operations to achieve 

the reduced timelines.

The owner should consider lane rental fees for excessive lane closures or late opening of lane closures to 

encourage the accelerated completion of onsite construction.

The owner should consider allowing value engineering proposals, with the owner and contractor sharing 

the cost savings. 

The owner should consider a prebid conference to ensure that all potential parties understand the project. 

The SPMT companies should be invited to the conference.
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Chapter 6. Contract Documents

Specific plan sheets and specifications that may be included in contract documents for projects that 

use SPMTs to move bridges are discussed in this chapter. Example plan sheets and specifications 

are in the appendixes.

In the contract documents, the owner should quantify the penalties for exceeding allowable tolerances or 

stresses during the moves (for example, geometric tolerances or concrete tensile stresses). The method 

of measuring the stresses should be based on the system used.

6.1 SPMT Equipment Requirements

Details on SPMT equipment are in the “Description of Equipment” section of Chapter 1. The equipment 

specification must ensure that the SPMTs will have adequate capability to move the bridge. The 

four factors that must be considered are stability, spine (frame) strength, hydraulic capacity, and 

maneuverability. The three factors that determine the required number of SPMT units are stability, spine 

strength, and hydraulic capacity. When moving bridges, the stability of the SPMTs is not a major concern 

because multiple units will be used to move a bridge. Therefore, the center of gravity of the bridge is shared 

among multiple SPMT units, creating a stable system especially when combined with a framing system 

between the SPMT units at each end of the bridge. As with stability, spine strength is also a minimal 

concern during transport of a bridge on SPMTs because the travel surface will be relatively level and the 

load will be evenly distributed across the SPMT platform. The most significant factor in determining the 

number of SPMT units to use is the hydraulic capacity, which is dictated by the weight and dimensions of 

the bridge. The fourth factor is maneuverability. SPMTs have the ability to move in any direction for ease of 

fit-up of the prefabricated bridge systems with the constructed-in-place components.

The contract documents should include an SPMT equipment specification that describes requirements for 

steering, maximum loads, maximum ground bearing capacity, tolerances for platform flatness, maximum 

grade that can be traversed, and additional axle-line capacity in case of problems with some of the axles 

during the move. 

Bridge owners who have minimum or no prior experience using SPMTs to move bridges may want to 

specify in the contract documents that the proposed SPMT operator/subcontractor demonstrate the 

capacity and capability of its equipment. An owner representative’s visit to the operator’s yard for a 

demonstration should verify that the equipment can handle the bridge load within the required tolerances. 

Failure of the operator to successfully demonstrate the ability of the equipment to adequately perform job 

requirements would be grounds for canceling a contract.

An example specification for SPMT equipment is in Appendix D.

6.2 Alternative Bridge Installation with SPMTs

The owner should design the project for the SPMT driving installation method to ensure the most efficient 

and cost-effective use of SPMTs to move bridges. 

The plan sheets, however, may be developed for a conventional construction method, with additional 

wording that allows an alternative bridge installation method. This additional wording in combination with 
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significant bonuses/incentives and penalties/disincentives for early and late completion, respectively, and/

or other contracting strategies can be an alternative means of achieving the owner’s reduced construction 

timeline. Wording for an alternative bridge installation method using SPMTs is on the example contractor 

alternatives plan sheet in Appendix E.

6.3 Alternative Superstructure Design to Reduce Dead Load

The owner could allow the contractor to propose an alternative superstructure design to obtain a more 

efficient structure by reducing the effect of dead loads. Possible methods the contractor may use to 

achieve this include the following:

• Shoring the beams during deck construction for composite action so that the entire cross-section 

resists the deck self-weight. Wording for an alternative composite dead load bridge design to be used in 

conjunction with SPMTs is on the example contractor alternatives plan sheet in Appendix E. This sheet 

can be added to the contract documents to provide guidance to the contractor in selecting options for 

the project. 

• Using lightweight concrete for any or all superstructure elements. The following is an example of wording 

for the lightweight concrete option that can be added to the contractor alternatives plan sheet in 

Appendix E:

° Lightweight concrete may be used for any or all superstructure elements. Lightweight concrete 

shall conform to the Standard Specifications.

An example specification for lightweight concrete is in Appendix F.

6.4 Contracting Strategies Using Innovative Contracting Methods

The owner should include innovative contracting methods in the contract documents to give the contractor 

a financial reason to complete the work as specified and within the owner’s reduced construction timeline. 

The contracting methods must be significant enough to make it worthwhile for the contractors to change 

their typical operations to achieve the reduced timelines. Examples of innovative contracting methods 

include incentives/disincentives, bonuses, and lane rentals. Another option could be to allow a short-term 

detour to eliminate a temporary bridge.

6.4.1 Incentive/Disincentive

Incentive/disincentive (I/D) is an alternative contracting technique that uses incentive monies paid to 

the contractor for early completion of a project or disincentive monies that are subtracted from the 

contractor for completing the project later than time allowed by the contract. The I/D technique may be a 

stand-alone method, or may be applied to other alternative contracting techniques, including no-excuse 

bonus, A+B (cost-plus-time), liquidated savings, lane rental, design-build, or any combination. 

I/Ds are assessed daily and can be used to achieve specific project milestones or to encourage timely 

completion of the total contract. If intermediate milestones are used, it is recommended that a milestone 

also be placed at the end of the project to ensure overall reduction of contract time. 

Project I/Ds are set by the owner based on daily road-user costs and the construction engineering 

and inspection (CEI) and administration cost expended by the owner. The incentive payments to the 
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contractor are programmed in the fiscal year in which the incentive payment is expected to be made. 

Expected payout will occur when the contractor has met the early completion dates noted in the 

contract. 

Two types of I/D contracts are (1) linear, in which the contractor receives or is charged the same daily 

amount regardless of the number of days completed early or late, and (2) nonlinear (escalating I/D 

in which the failure-to-work provision applies to the incentive), in which the earlier or later a job is 

completed, the greater the daily amount paid to or assessed against the contractor. 

This concept can be used on a wide variety of project types and is best applied when the owner is willing 

to pay the contractor to expedite the work to reduce the contract time. It is similar to the A+B (cost-plustime) concept in that it works well with urban reconstruction and bridge-related projects.

An example incentive/disincentive specification used in conjunction with the contractor alternatives plan 

sheet in Appendix E is in Appendix G. Examples of other boilerplate incentive/disincentive specifications 

are in Appendix H.

6.4.2 Bonus

The no-excuse bonus concept is intended to shorten the construction time normally required to perform 

the work by providing the contractor with a substantial bonus to complete a project within a specified 

timeframe regardless of any problems or unforeseen condition that might arise. One advantage of 

this technique is that it motivates efficient construction because it encourages the contractor to keep 

projects on schedule. Bonuses reward the contractor for early completion, thereby reducing disruption 

and inconvenience to the traveling public.

Bonuses may be placed on a specific milestone or on a project completion date in the contract 

specifications for the expressed purpose of completing an element or project within the 

prescribed time or by a certain date. The bonus can be tied to milestones, a final completion 

date, or both.

Unforeseen conditions, weather delays, unforeseen site conditions, or other issues that normally extend 

contract time are not a consideration when granting a bonus. Bonuses are tied to a completion date 

(timeframe) that is either met or not met. If the bonus date or milestone is not met, the contractor will not 

receive the bonus. Time extensions are allowed only for catastrophic events, such as a hurricane that 

directly impacts the contractor’s performance.

Utility schedules are crucial when using the no-excuse bonus technique. A contractor may have to 

accelerate work to get a bonus, requiring the construction engineering and inspection (CEI) parties 

to also increase staffing or work overtime. The owner may establish contingency funds to cover the 

increased CEI workload.

Contractors may choose to share bonuses, for example, with utility companies and subcontractors, to 

get these companies or groups committed to working toward a bonus. Developing and maintaining a 

realistic schedule is critical for the contractor.

An example bonus specification used in conjunction with the contractor alternatives plan sheet in 

Appendix E is in Appendix G. Examples of other boilerplate bonus specifications are in Appendix I.
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6.4.3 Lane Rental

The lane rental technique is similar to the A+B (cost-plus-time) technique in that the contractors bidding 

on a lane rental project determine the number of days a lane will be closed during work and use this 

determination in their bid process. The owner will add the total lane rental bid to the standard bid to decide 

the award. Awarded contractors using more lane rental days than bid will be charged lane rental fees.

The lane rental fee is based on the estimated cost of delay or inconvenience to the road user during 

the rental period. The rental fee rates depend on the number and type of lanes closed and can vary for 

different hours of the day. For example, rush-hour periods from 6:30 to 9 a.m. and 3 to 6 p.m. could have 

an hourly rental fee of $2,000 for closing one lane, while a lane could be closed at any other time at a 

rental fee of $500 per hour. The fee is assessed for the time that the contractor occupies or obstructs 

part of the roadway and is deducted from the monthly progress payments.

The rental fee rates are stated in the bidding proposal and are in dollars per lane per time period. 

Rental fee rates may be set based on daily, hourly, or fractions-of-an-hour time intervals. The low 

bid is determined solely on the lowest amount bid for the contract items. 

Examples of lane rental specifications are in Appendix J.

6.5 Value Engineering

Value engineering proposals may also be allowed to encourage the contractor to innovate to achieve the 

reduced construction timelines. Cost savings that result from innovations may be shared by the contractor 

and the owner. An example value engineering specification is in Appendix K. 

6.6 Partnering

The owner should include a formal partnering item in the contract documents to ensure that all parties 

understand the requirements of the project and to foster relationships that facilitate resolving issues that 

arise during the project. Discussions should include contingency plans to address potential problems such 

as insufficient equipment, equipment breakdowns, inclement weather, and inexperienced personnel, as 

well as logistical issues related to timing of materials, equipment, public notices, and multiple moves within 

the same window. 

An example partnering specification is in Appendix L.

6.7 Traffic Control Plans

Traffic control plans should be consistent with the construction scheme provided in the contract 

documents. The owner should develop traffic control plans to address detours, rolling roadblocks, 

crossovers, and closures consistent with traffic control windows defined in the contract.

General notes in the contract documents should accommodate the traffic control requirements for SPMT 

construction methods. An example list of general notes for traffic control is in Appendix M, with the two 

modifications for SPMT methods shown in bold.

In many cases one rolling roadblock will be sufficient when using SPMTs to remove or replace a span 
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crossing a highway. The following process has been used for rolling roadblocks on a two-lane highway 

when spans of a bridge crossing the highway were removed using SPMTs:

• Rolling roadblocks are allowed during nighttime hours only, for example, midnight to 4 a.m.

• A half dozen or so traffic control officers with law enforcement vehicles equipped with flashing blue lights 

are required. The actual numbers depend on the length of time required to complete the bridge move and 

the number of upstream on-ramps along the length of the rolling roadblock.

• A traffic control supervisor is stationed at the bridge site continuously throughout the rolling roadblock 

operations to provide radio communication among the contractor, the engineer, and the law enforcement 

vehicles. 

• Upon notification by the onsite traffic control supervisor, three law enforcement vehicles enter the 

highway upstream of the bridge construction site. They enter at the posted speed limit. 

• Two of the law enforcement vehicles begin flashing their blue lights and immediately form a side-by-side 

rolling roadblock of both lanes to slow highway traffic to an operating speed of 20 mi/h (32.1 km/h).

• The third law enforcement vehicle is in front of the side-by-side pacing vehicles to trail the last of 

the traffic ahead of the rolling roadblock operations. It comes to a complete stop with blue lights 

flashing 500 ft (152.4 m) from the work zone, blocking both highway lanes until the bridge move 

is completed. 

• Upon notification by the onsite traffic control supervisor, the traffic control officers stationed at each of 

the upstream entrance ramps to the highway activate their vehicles’ flashing blue lights and position 

their vehicles across the ramps to block access to the highway until the rolling roadblock passes. 

• Each rolling roadblock operation cycle creates a 20- to 30-minute time period during which the contractor 

completes the bridge move. 

• The contractor is required to clear equipment and workers from the highway lanes both on the ground 

and overhead when the pace vehicles are within 1 mi (1.6 km) of the bridge site. 

• The contractor is required to wait a minimum of 30 minutes from the end of one rolling roadblock 

operation to the beginning of the next to permit highway traffic to return to normal speed and to 

allow the three law enforcement vehicles to return to their designated starting point.

An example traffic control plan sheet for rolling roadblocks used for conventional bridge demolition is 

in Appendix M (see “I-4 Pacing Operation General Notes”). Only one rolling roadblock is required when 

SPMTs are used to remove an entire span, compared to conventional demolition in which a rolling 

roadblock is required for each beam removal. 

Depending on the details of the project, it may be necessary to temporarily close a highway when SPMTs 

are used to install a span crossing the highway, rather than use a rolling roadblock to accomplish the 

installation. An example traffic control plan for a temporary bridge closure when SPMTs were used to 

replace spans of a bridge crossing a highway is also in Appendix M (see “I-4 Closure Detail”). 
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6.8 Prefabrication Plan

The contractor must submit a signed-and-sealed prefabrication plan that includes the following:

• Geotechnical engineering assessments of ground stability performance of the staging area and 

SPMT paths of travel, and any ground improvement plan as necessary; provided by the contractor’s 

geotechnical engineer.

• Design and details for temporary supports, including shallow foundations at the staging area, unless the 

details are provided in the plan sheets; provided by the contractor’s geotechnical and structural engineers.

• Settlement evaluation of temporary supports founded on shallow foundations; provided by the 

contractor’s geotechnical engineer.

• Design and details for prefabricated structures at the staging area, including any shoring for composite 

dead load design, unless the details are provided in the plan sheets; provided by the contractor’s 

structural engineer.

• Settlement monitoring; provided by the contractor’s geotechnical engineer.

6.8.1 Temporary Shoring Bents Founded on Shallow Foundations—Differential 

Settlement

When temporary shoring bents are founded on shallow foundations, differential settlement between 

temporary shoring bents (see figure 7) can be a major design consideration. Both span geometry and 

induced loading are affected by differential settlement in both longitudinal and transverse directions, 

especially if the beams are continuous. Depending on subsurface condition, the design approach may 

require deep foundations and/or ground improvement strategies.

An example specification for a report on temporary shoring on shallow foundations settlement is in 

Appendix N. 

Figure 7. Differential settlement of temporary shoring bents. courtesy of FDOT

6.9 Movement Plan, Including Incremental Jacking

To remove an existing span, the SPMTs with lifting equipment are driven under the span, the SPMT 

platforms are extended to lift the span clear of the piers, and the span is driven to the staging area. 

Using the SPMT hydraulic system and hydraulic jacks, the span load is transferred to cribbing 

outside the SPMTs’ lifting points on each end of the span. 
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Once the span is set on cribbing, it can be incrementally lowered using the SPMTs. The SPMTs are driven 

from underneath the span, the lifting equipment on their platforms is restacked at a lower height, and they 

are driven back under the span. 

The span is lifted by the SPMT hydraulic system, the outside cribbing is lowered, and the span is again 

transferred from the SPMTs to the cribbing. The process is continued until the span is sitting at the 

contractor’s required height on temporary blocking. The cribbing used for the lowering process is part of 

the equipment provided by the SPMT company. A similar process in the reverse order is used for lifting, 

moving, and installing a bridge. 

Before moves, the contractor must submit a signed-and-sealed movement plan for approval by the owner 

that includes the following:

• Erection tolerances and provisions for adjustment; provided by the contractor.

• As-built survey of offsite structures (for example, prefabricated superstructure) and onsite structures 

(for example, cast-in-place substructure) to verify elevation and dimensional differences consistent with 

design assumptions for fit-up with adequate tolerances; provided by the contractor.

• Dimensions and weights of structures, including face-to-face distances between obstacles (for 

example, abutments and piers); provided by the contractor’s structural engineer. This information will 

be given to the SPMT company to determine lift point locations for the moves. Note: For the contractor 

to provide an adequate lifting operation, the bridge designer should calculate and specify an accurate 

bridge weight.

• Distance from face of obstacle to lift point for each lift point; provided on the SPMT company’s shop 

drawings. These shop drawings will be given to the contractor’s structural engineer for analysis of 

temporary loading effects.

• Analysis of the effects of the temporary lifting and moving loads on the structures, the maximum 

geometrical tolerances during the move, and strengthening of the structures as needed to avoid 

excessive stresses or deflections; provided by the contractor’s structural engineer. The assessment of 

maximum geometric tolerances required during the move should avoid excessive stresses on the bridge 

while permitting an optimum speed of movement.

• Diagram of the path between the staging area and bridge site, showing direction of motion, dimensions, 

and clearances; provided by the contractor’s engineer. Examples of path and motion diagrams are in 

Appendix O. 

• Geotechnical assessment of ground bearing capacity and defined stability performance requirements 

along the path between the staging area and the bridge site; provided by the contractor’s 

geotechnical engineer. Include provisions for dealing with ground surfaces that are not sufficiently 

level or where obstacles are encountered. This would involve placement of fill material, ramps, etc., 

to enable the bridge to be moved in a way that guarantees its stability and avoids the potential for 

it to experience unacceptable stresses. A combination of compacted ground, temporary pavement, 

and steel plates may be used to provide the needed bearing capacity to resist the weight of the 

loaded SPMTs.
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• For water moves, an assessment of barge bearing capacity and defined stability performance 

requirements along the path between the barge loading area and the bridge site; provided by the 

contractor’s engineer. 

• Analysis of wind loads on the bridge at its temporary location and during the move.

• SPMT equipment requirements and signed-and-sealed engineering services, including diagrams and 

process details for lifting, removing, lowering, and installing operations. Geometric controls during the 

moves and redundancy in the SPMT power system (for example, a backup system) should also be 

specified.

• Monitoring of geometric distortion during the move; provided by the contractor’s structural engineer.

• Contingency planning for incident management if needed (for example, backup equipment in case of 

mechanical failure, conventional lifting and demolition equipment onsite for timely clearing of the highway, 

and a highway detour route for extended closure); provided by the contractor.

The movement plan may be used independently for removal of existing bridges, or in combination with the 

prefabrication plan for removal of the existing bridge followed by installation of the new bridge.

6.10 Contractor Personnel Plan

The contractor is responsible for providing qualified personnel, including subcontractors, to complete the 

project. The contractor must submit a personnel plan that defines the following responsibilities:

• Signed-and-sealed design and details for temporary supports and prefabricated structures at the 

staging area, including any shoring, unless the details are provided in the plan sheets; provided by the 

contractor’s structural engineer.

• Signed-and-sealed geotechnical assessment of ground bearing capacity and defined stability 

performance requirements at the staging area and along the path between the staging area and the 

bridge site; provided by the contractor’s geotechnical engineer. 

• For water moves, a signed-and-sealed assessment of barge bearing capacity and defined stability 

performance requirements along the path between the barge loading area and the bridge site; provided 

by the contractor’s engineer.

• Prefabrication of the structures.

• Erection tolerances and provisions for adjustment; provided by the contractor.

• Before moves, as-built survey of offsite structures (for example, prefabricated superstructure) and onsite 

structures (for example, cast-in-place substructure) to ensure fit-up with adequate tolerances; provided 

by the contractor.

• Dimensions and weights of structures, including face-to-face distances between obstacles; provided by 

the contractor’s engineer.
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• Distance from face of obstacle to lift point for each lift point; provided by the SPMT company.

• Diagram of the path between staging area and bridge site showing direction of motion, dimensions, and 

clearances; provided by the contractor’s engineer.

• Signed-and-sealed analysis of the effects of the temporary lifting and moving loads on the structures, the 

maximum geometric tolerances during the move, and strengthening of the structures as needed to avoid 

excessive stresses or deflections; provided by the contractor’s structural engineer.

• Structure lifting, removing, lowering, and installing diagrams and detailed processes, including geometric 

controls during the moves; provided by the SPMT company. 

• Monitoring of geometric distortion during the move; provided by the contractor’s structural engineer.

• Contingency planning for incident management; provided by the contractor.

The contractor will provide SPMT company experience and qualifications. 

The contractor must clearly define responsibilities for the various construction processes required to 

remove and install bridges. For example, a deteriorated superstructure that has been removed from its 

substructure will arrive at the demolition site at its original elevation. The superstructure loads will then be 

transferred from the SPMTs to temporary supports for demolition. 

The first load transfer will be to temporary supports at about the same height as the original substructures. 

However, the contractor will likely want to lower the superstructure to be closer to the ground for 

demolition. The SPMTs can then lower the superstructure in increments until it is as low as 5 ft (1.5 

m) off the ground. Similarly, the contractor must delineate whose responsibility it will be to lift the new 

superstructure to its setting height in the staging area before driving it to its final location. 

6.11 Submittal Requirements

The following contractor submittals are required:

• Prefabrication plan

– Geotechnical assessment at staging area

– Temporary supports at staging area

– Settlement report for temporary supports founded on shallow foundations

– Prefabricated structures at staging area, including temporary shoring for composite dead load design

– Settlement monitoring

• Movement plan

– Erection tolerances

– As-built survey

– Prefabricated structure dimensions and weights

– Shop drawings with lift point locations and distances from face of obstacle to lift points

 – Analysis of temporary loads on structures

– Path and direction of motion
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– Geotechnical assessment for move

– Barge stability assessment for move

– Moving equipment and services

– Distortion monitoring during move

– Contingency planning for incident management

• Contractor personnel plan, defining personnel for activities outlined in prefabrication and movement plans
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Chapter 7. Case Studies

This chapter includes case studies for bridge construction projects using SPMTs for the bridge moves. 

Extensive details are provided for the Florida Department of Transportation (FDOT) project to replace the 

Graves Avenue Bridge over I-4. Summary information is provided for the other case studies.

7.1 U.S. Bridge Moves with SPMTs

7.1.1 I-4/Graves Avenue, FDOT

7.1.1.1 Project Description

This FDOT project was the first use of SPMTs to move bridge spans that crossed a U.S. Interstate 

highway. The existing 215-ft (65.5-m) long Graves Avenue Bridge that crossed I-4 in Volusia County 

northeast of Orlando in Central Florida was replaced to accommodate the widening of I-4 from four 

to six lanes. The county bridge’s four spans of 37, 70.5, 70.5, and 37 ft (11.2, 21.4, 21.4, and 11.2 m) 

were replaced with two spans, each 143 ft (43.5 m) long, for a new total bridge length of 286 ft (87 m). 

Graves Avenue was also widened. The 30-ft (9.1-m) width of the existing bridge was increased to 59 

ft (17.9 m) to accommodate two 10-ft (3-m) shoulders and two 5-ft (1.5 m) sidewalks in addition to its 

two traffic lanes. 

The cross section of the bridge was changed from the five and four AASHTO Type III beams in each 

of the two middle and two end spans, respectively, of the existing bridge to eight 78-in (198.1-cm) 

deep Florida Bulb-T beams with 8-in (20.3-cm) concrete deck in each of the two spans in the new 

bridge. The weight of each of the previous 70.5-ft (21.4-m) middle spans was 250 tons (226.7 metric 

tons); the weight of each new span was 1,300 tons (1,179.3 metric tons). Conventional cast-in-place 

reinforced concrete substructures with pretensioned concrete driven pile foundations completed the 

new bridge.

The posted speed on I-4 at Graves Avenue during construction was 70 mi/h (112.6 km/h). No I-4 lane 

closures were allowed from 6 a.m. to 10 p.m., and lane closures were permitted only during active 

work periods. In Florida, the removal of existing beams, erection of new beams and stay-in-place 

forms, and pouring of new bridge deck are not allowed over active traffic; lane closures or rolling 

roadblocks are required for these activities.

The Graves Avenue at I-4 bridge replacement project was awarded using the A+B bidding method 

with incentives/disincentives and liquidated damages. It specified conventional construction that 

required night work and rolling roadblocks. A field change was made to use SPMTs to remove the 

two middle spans of the existing Graves Avenue Bridge and install the two new longer and wider 

spans. The bridge required a short closure time because it is near a high school and needed to be 

open in time for the start of school in the fall. Also, a reduced onsite construction timeline minimized 

disruption to the 67,800 vehicles (13.5 percent trucks) that use I-4 at this location each day. In 

addition, a staging area for demolition and prefabrication was available about a quarter mile from 

the bridge. 

Minimal structural design changes were required to use SPMTs to move the new spans, which were 

conventionally designed. The beams were precast, pretensioned concrete beams fabricated offsite, 

shipped to the staging area, and erected on the temporary supports that were identical in relative 
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elevation to the onsite pier configuration. The beams were designed as simple span for both dead 

load and live load. Intermediate diaphragms were added at midspan, but were not post-tensioned. 

The full-depth, cast-in-place concrete deck was designed based on strip analysis and did not 

include post-tensioning. Because of the upward thrust due to beam rotation, additional longitudinal 

reinforcement was added across the interior support, as typically done in decks in Florida. Expansion 

joints were located at each span end of this bridge. Placement of the deck concrete was stopped 5 

ft (1.5 m) from each side of the interior support to facilitate installation of the spans; the closure pour 

provided a continuous deck with good rideability. Bridges in Florida are profiled, ground as needed, 

and transverse-grooved after the entire deck has been placed.

7.1.1.2 Bridge Removal with SPMTs

Before the bridge removals, the contractor removed the two end spans of the existing bridge using 

conventional means since they were outside the I-4 traffic lanes. SPMTs with 360-ton (326.5-metric 

ton) capacity were used to remove the two middle spans over I-4. One six-axle SPMT unit was 

prepositioned in the median under one end of the existing span over I-4 East. On January 9, 2006, 

the outside lane of I-4 East was closed from 10 p.m. to midnight to position the second six-axle 

SPMT unit under the other end of the span. At midnight, a 20-minute rolling roadblock began. 

A cross-frame connecting the two SPMT units was attached and the span was lifted 6 in (15.2 cm) 

off its supports. The span was then moved a short distance down I-4 East to the staging area on the 

right. From lift-off to arrival at the adjacent site took less than half an hour. The process was repeated 

two nights later for removal of the existing span over I-4 West. Its removal required two rolling 

roadblocks. A rolling roadblock on I-4 West provided the time required for the SPMTs to lift the span 

off its supports (see figure 8), drive it slightly west on I-4 West, and then rotate 90 degrees and drive 

into the median. 

At that point a rolling roadblock on I-4 East began. The span was driven onto I-4 East, rotated 90 

degrees, and driven down I-4 East to the staging area while I-4 West traffic was opened. Less than 

an hour was required from the start of the first rolling roadblock until the span arrived at its demolition 

site. Although not needed, the contractor had contingency plans for unplanned incidents, including 

backup equipment in case of mechanical failure, conventional lifting and demolition equipment onsite 

for timely I-4 clearing, a detour route for extended closure of I-4, and a plan to leave existing lane 

closures in place until the removed span was off I-4 and at the staging area.

7.1.1.3 Bridge Construction and Erection with SPMTs

Concurrent construction of the substructures onsite and the superstructure at the staging area took 

place from January to June 2006. Substructures were being cast a month after the superstructure 

deck was cast. The temporary substructures at the staging area were built on above-ground 

foundations and negligible settlement occurred. The new spans were built 5 ft (1.5 m) off the ground 

on the temporary supports at the staging area while I-4 was widened and the abutments and interior 

bent were built onsite. Several days before the scheduled move, the span to go over I-4 West was 

lifted off its temporary supports by SPMTs, with each end supported by a set of four six-axle 

SPMT units. 

The centroid of the SPMT supports was about 14 ft (4.2 m) from the end of each span to accommo­date 

the width of two side-by-side SPMT units. The span was then jacked in stages to its setting height and 

supported on sectional barges atop the SPMTs. The contractor had the sectional barges onsite 
Self-Propelled Modular Transporters to Move Bridges

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Figure 8. Removal of FDOT I-4 West Graves Avenue bridge.

for other purposes, and they were used to support the span after being checked to ensure 

adequate strength. Incrementally lifting the span to setting height took 2.5 days, with monitoring 

to ensure temporary stresses remained within allowable stresses. On June 3, 2006, both 

directions of I-4 were closed along a 4-mi (6.4-km) length shortly before midnight, and traffic 

shifted to a 5-mi (8-km) detour. 

In about 30 minutes the SPMTs carried the span along I-4 to the bridge site, straddling both directions 

of I-4 before moving over to the I-4 West lanes for the installation. As the SPMTs approached the 

substructure, the operator lifted the platforms to provide clearance over the neoprene bearing pads 

in position on the substructure bearing seats. Proper alignment of the beams onto the bearing seats 

took about 2 hours. The process was repeated a week later for installation of the new span over I-4 

East. The SPMTs again moved the new span to its final location in about half an hour (see figure 9 on 

next page), with proper alignment of the beams onto the bearing seats taking about 1.5 hours. 

The standard cast-in-place substructure pier cap construction practice in Florida uses the casting of a 

beam seat pedestal on top of the pier cap; a neoprene pad is then placed on the beam seat pedestal 

before beam erection. The construction of the pedestals allows final grade adjustments to the beam 

seats. For the Graves Avenue spans, the beam elevations at the staging area were carefully surveyed 

to accurately replicate the onsite pedestal elevations. The onsite pedestal elevations were based on 

the beam seat elevations in the staging area after casting of the deck to account for any settlements 

to the temporary supports. FDOT has considered allowing stainless steel shims to adjust for any gaps 

between the beams and the bearing seats, but careful surveying, pedestal placement, and grinding of 

pedestals as needed have been adequate to date.

The use of the staging area delayed the excavation of the detention pond required at that location. 

The contractor started excavation immediately after the second installation.

7.1.1.4 Time Savings

The use of prefabricated construction and SPMTs for the Graves Avenue bridge project reduced 

the construction time from 12 months for conventional construction to 8 months, a reduction of
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Figure 9. Installation of FDOT I-4 East Graves Avenue bridge.

one-third due to the concurrent activities of offsite superstructure construction and onsite foundation 

and substructure construction. 

In addition, standard demolition and removal with cranes would have taken about 12 nights of lane 

closures and multiple rolling roadblocks to remove the existing bridge. A total of 20 additional nights 

of lane closures would have been required to build a conventional bridge onsite. With five beams to 

be removed in each of the two existing spans over I-4 and eight beams to be erected in each of 

the two new spans, a number of rolling roadblock operations would have been required for beam 

moves alone using conventional methods. 

The SPMTs removed the two spans crossing I-4 in two nights with three rolling roadblocks of 

less than 30 minutes each. At the staging area, in less than 48 hours each span was demolished 

using conventional methods and rubble was removed. SPMTs moved the two new spans into 

position in one I-4 nighttime closure of a couple hours each. In summary, the 32 nighttime 

closures of I-4 required for conventional construction were reduced to four nighttime closures 

of shorter duration.

7.1.1.5 Initial Construction Costs

The 5.5-mi (8.8 km) I-4 widening project was awarded for $27.6 million in 2004 as a conventional 

construction project. A supplemental agreement for a change order to incorporate the new 

technology on the Graves Avenue bridge replacement portion of the existing contract was executed 

in January 2006 between FDOT and the contractor for an additional $568,175. The change order 

consisted of (1) removal of the two existing spans over I-4 in one piece each and placing them offsite 

for demolition, (2) simultaneous construction of the substructure onsite and the superstructure offsite, 
Self-Propelled Modular Transporters to Move Bridges

45

and (3) rapid installation of the two new longer and wider spans by lifting and driving them into 

position. See “6.8 Prefabrication Plan” and “6.9 Movement Plan” for a breakdown of activities.

The breakdown of the $568,175 additional initial construction cost is as follows:

• $132,178 (23 percent) to contractor

• $345,000 (61 percent) to SPMT subcontractor 

• $68,497 (12 percent) to bridge subcontractor

• $22,500 (4 percent) to bridge subcontractor’s engineering subcontractor

7.1.1.6 Delay-Related User Cost Savings

Prefabrication of the superstructure and its rapid installation using SPMTs limited the closure of 

Graves Avenue to the traveling public and limited the traffic disruption to I-4 traffic caused by Graves 

Avenue bridge construction activities. FDOT determined the delay-related user cost benefit to I-4 

motorists by using the Arizona Department of Transportation (ADOT) user cost model, as described 

below. Because of the six traffic lights on the Graves Avenue detour, the analysis of the delay-related 

user cost benefit to Graves Avenue motorists did not lend itself well to the Arizona model; therefore, 

user cost savings due to the reduced closure time of Graves Avenue were calculated manually as 

described below.

Reduced Closure Time of Graves Avenue

To get actual numbers for length and time to travel the original Graves Avenue route (0.6 mi (0.9 km) 

and 1.0 minute) and the detour route (2.05 mi (3.2 km) and 5.5 minutes), the routes were driven and 

measured on a weekday midmorning. Subtracting the original distance and time from the detour 

distance and time gave 1.45 mi (2.3 km) and 4.5 minutes. The delay-related user cost per vehicle 

was 1.45 miles x $0.50/mile plus 4.5 minutes/60 minutes x $10.45/hr average user wage = $0.725 

+ $0.784 = $1.51 per vehicle. The vehicle count on Graves Avenue was 12,010 vehicles per day. 

Therefore, the cost per day was 12,010 vpd x $1.51/vehicle = $18,135.10 per day of detour. 

(Note: The $0.50/mile cost is based on cars, trucks, and school buses.)

The delay-related user cost savings for the reduction of 4 months of detour time was $18,135.10/

day x 4 months x 30 days/month = $2,176,212. This number is conservative because the times 

for the six traffic lights on the detour could be longer than at midmorning when the measurements 

were taken.

Reduced Traffic Disruption on I-4

Conventional construction would have required 32 nights of lane closures for construction operations 

that include removal of the two old bridge spans (12 nights) and construction of the new bridge spans 

by erecting the beams, erecting the deck forms and overhang forms, and casting the new deck 

(20 additional nights). The new technology required only four nights total: two nights to remove the 

old spans and two nights to set the new spans. The user cost savings per day was determined using 

the ADOT user cost model spreadsheet, as shown in table 2 (see next page). The additional user cost 

savings was 28 nights x $1,774.38 per night = $49,683. (Note: The “Average User Wage” used in the 

ADOT user cost model spreadsheet for the I-4/Graves Avenue project was updated for subsequent 

projects, as shown in Appendix A(4), per the latest figures from the U.S. Bureau of Labor Statistics.)

7.1.1.7 Net Cost Savings From Use of New Technology

The Graves Avenue detour was reduced from 12 to 8 months for a time savings of 4 months and a 
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Table 2. ADOT user cost model spreadsheet for disruption to I-4 motorists. 

COURTESY OF FDOT
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delay-related user cost savings of $2,176,212. Lane closures on I-4 were reduced from 32 nights 

to four nights, for a time savings of 28 nights and a user cost savings of $49,683. Total savings 

to the traveling public was $2.226 million. 

The net benefit was $2.226 million delay-related user cost savings minus $0.568 million initial 

construction cost, or $1.658 million net delay-related user cost savings. The $568,175 initial 

construction cost was the net value after reduction for offsetting savings due to the new 

technology, such as cost savings of traffic control from reduced closures. No time for finishing 

earlier was given back to FDOT because the bridge was not on the critical path for the overall 

I-4 widening project. Staged replacement of the bridge using conventional construction would 

not have been possible without buying right-of-way since the centerline of the existing narrow 

two-lane bridge without shoulders was the centerline of the new wider two-lane bridge with 

shoulders and sidewalks.

7.1.1.8 Participants

FDOT administered the project. Volusia County owns the bridge. Metric Engineering, Inc., of Miami, 

FL, designed the replacement bridge. Ranger Construction Industries, Inc., of West Palm Beach, 

FL, was the prime contractor. Leware Construction Company of Leesburg, FL, was the bridge 

subcontractor, and IDA Consulting Engineers, Inc., of Orlando, FL, was Leware’s engineering firm. 

Mammoet was the SPMT subcontractor.

7.1.1.9 Post-Installation Interviews with Contractor and Bridge Subcontractor

Both the contractor and the bridge subcontractor were pleased with the use of SPMTs to move 

bridges on the project. Comments received include the following:

• Time and money were saved by removing the existing spans and demolishing them at the 

staging area.

• A fiber optics line kept pile driving for the substructure foundations in limbo for about 6 weeks, 

but there was no delay because the superstructure was being constructed concurrently at the 

staging area.

• Saved 4 months but could have saved more time if there had been an incentive.

• Impressed with the speed.

• Allow enough flexibility for installations so that 0.5-in (1.27-cm) variation in placement does not 

matter; for example, make bearing pads and cap widths wider.

• Day work at staging area is preferable to onsite construction. With uninterrupted and nonrestrictive 

work hours for superstructure construction at the staging area, no day was missed after beam 

erection. 

• High degree of quality control is required both at staging area and at final location.

• Would have been better if offsite construction had been written into the contract.

• Would prefer that contract specify maximum number of days that work can impact traffic.

• Pull bridge projects such as this one out from I-4 widening and let separately.

• Prefers complete closures to partial lane closures.

7.1.1.10 Lessons Learned

Lessons learned from the FDOT Graves Avenue bridge over I-4 project are as follows:

• Contractually require the road work to keep pace with the accelerated delivery of the bridge.

• Consider allowing a midspan-supported beam assembly at the staging area for composite dead 
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load design of the prefabricated superstructure to improve cross-section efficiency. Include as 

an option in the contract documents. This may save a line of beams but would require additional 

temporary shoring.

• The successful completion of the project made it clear that the use of qualified SPMT 

companies and the latest equipment and performance specifications were essential 

to achieving the short onsite construction times and good long-term performance of the 

new bridge.

• Clearly define who is responsible for providing dimensions and weights of the structures to be 

moved, including face-to-face distances between obstacles. Based on this information, the SPMT 

company will develop shop drawings that show lift point locations with distance from face of 

obstacle to lift point for each lift point. 

• Design wider substructure caps and wider clearances to facilitate installation.

• Consider round bearing pads and avoid skewed bearing pads.

• Consider permanently attaching the bearing pads to the bottom of the beams in the plant to avoid 

setting problems on the substructure.

• The owner should clearly specify the dates and time limits for bridge closure windows in the 

contract documents, providing adequate bonuses/incentives for early completion and penalties/

disincentives for late completion, and including lane rentals and other contracting strategies to 

achieve the reduced construction timeline.

• The contractor should clearly delineate which construction processes are to be completed by the 

SPMT company. For example, the contractor should clearly specify that the SPMT subcontractor 

is to lower a removed span to 5 ft (1.5 m) above the ground at the staging area to facilitate its 

demolition. The incremental process required to lower the span requires time and additional 

equipment that the SPMT subcontractor may have to ship to the site.

• The ground at the staging area and along the SPMT path should not be freshly placed, but instead 

should be compacted early as needed to allow adequate time for settlement.

• Substructures should be built within construction tolerances to ensure proper fit-up with 

prefabricated superstructures (for example, backwalls should be plumb).

• Set steel plates close to abutment face to provide adequate ground capacity for SPMTs during 

span-setting operation.

• In span-setting operations, the SPMTs should move closer to the median until in position 

transversely, if space allows, and then move perpendicularly to set the beams on the abutment 

bearing seats. Adjustment is needed to accommodate the angle of motion due to the SPMT hinged 

elbow that moves down during setting operations. To avoid that angle of motion, the contractor 

should consider using synchronized vertical jacks mounted on the SPMT platform’s top cribbing 

instead of the SPMT hydraulic system to lower the span to set it.
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• Spans should be driven into position high during setting operations to accommodate the 

roadway crown.

• Consider use of laser guidance to line up superstructure with the abutment backwall.

7.1.2 I-10/LA 35, LaDOTD

This Louisiana Department of Transportation and Development (LaDOTD) project was the first use of 

SPMTs to replace damaged Interstate bridge spans at an intersection. In January 2006 LaDOTD replaced 

two 60-ft (18.2-m) AASHTO Type III pretensioned concrete beam spans on I-10 after an overheight load 

traveling under I-10 hit and damaged both the I-10 East and I-10 West bridges over SR 35 at Rayne, 

near Lafayette. After the September 2005 accident, SR 35 was partially closed and the I-10 bridges were 

shored while spans identical to the damaged ones were fabricated adjacent to the site. Use of SPMTs to 

remove the damaged spans and install the new spans was chosen to minimize the closure time of both 

I-10 and SR 35. 

On January 24, 2006, the I-10 East bridge was closed and traffic detoured onto an off-ramp before the 

bridge and an on-ramp onto I-10 after the bridge. Two sets of six-axle SPMT units were waiting to lift 

the existing I-10 East span, and another two sets of six-axle SPMT units were loaded with the new I-10 

East span. The temporary shoring was removed from under the existing span. The two SPMT units then 

moved under the bridge, lifted the damaged span, moved it away from the bridge, and rotated it before 

crossing the median to a nearby demolition site. 

As soon as the existing bridge was out of the way, the new span was moved into position. The entire 

process from moving in the SPMTs to remove the damaged span to final setting of the new span took 

about half an hour. The process was repeated two nights later to remove the damaged I-10 West span 

and install the new I-10 West span. For each night, the maximum time of I-10 traffic detour was 10 hours, 

and the detour time could have been further reduced by doing more of the preparatory work before the 

closure. See figure 10.

Figure 10. Installation of LaDOTD I-10/LA35 bridge.
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The emergency replacement cost $1.0 million, including the two new spans, equipment, 

subcontractors, labor, and Louisiana State Police services. The SPMT subcontractor cost was 

about 13 percent of the total cost.

7.1.3 Providence River Bridge, RIDOT

The Rhode Island Department of Transportation (RIDOT) Providence River bridge replacement 

project is part of the reconstruction of I-195 in Providence. The main span is a steel network arch, 

defined as an arch with inclined cables that cross more than once. The span has three arches to 

support its 400-ft (121.9-m) length and 160-ft (48.7-m) width that will provide eight traffic lanes. 

It was assembled at a staging area near the location of barges that moved it up the Providence 

River for erection.

Mammoet’s SPMTs in combination with its strand jack lifting system, shown in figure 2(d), were 

used to lift the span and move it onto the barges. The contractor requested a field change to use 

SPMTs to allow erection of the bridge on land and subsequent transfer onto the barges using the 

SPMTs. In the past, other bridges have been built on barges and transferred to construction sites, 

but rental cost of the barges is high. The SPMTs allowed a short-term rental of the barges, saving 

the contractor significant money. In addition, using the SPMTs on barges facilitated final placement 

of the bridge near a hurricane-barrier site constraint that prevented the use of cranes to erect the 

span. See figure 11.

Figure 11. SPMTs move RIDOT Providence River bridge span onto barges at staging area. 

7.1.4 Wells Street Rapid Transit Bridge, City of Chicago

The Wells Street Bridge was an 1899 steel rapid transit bridge crossing Wacker Drive in 

Chicago, IL. In 2002, the 111-ft (33.8-m) long, 425-ton (385.5-metric ton) prefabricated steel 

replacement truss span was built near the site as a result of a value-engineering proposal 

initiated by the contractor, and rolled into place with SPMTs to connect to shorter spans on each 

end. See figure 12.

The use of SPMTs made it possible for the bridge to be replaced over a weekend. The short
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Figure 12. Wells Street bridge installation in Chicago. 

closure was needed to minimize disruption in the schedule of the Chicago Transit Authority (CTA) 

elevated trains. The project was completed on time, avoiding a delay penalty to the contractor 

of $1,000 per minute. Disruption was significantly shortened for both vehicle and transit users. 

Conventional construction would have required rebuilding the bridge in sections over several 

weekends, and the CTA would have had to provide additional shuttle services. 

7.1.5 Lewis and Clark Highway Bridge Deck Replacement, WSDOT

The Lewis and Clark Bridge is on SR 433 crossing the Columbia River between Oregon and 

Washington. A full-depth, precast concrete deck replacement was completed in 2004 for this 

5,500-ft (1,676.4-m) long historic 1929 steel truss bridge. The majority of the existing bridge 

deck, 3,900 ft (1,188.7 m), was replaced with 103 full-depth, full-width, prefabricated, precast, 

lightweight concrete deck panels supported by longitudinal steel beams with intermediate 

transverse beams. SPMTs with a specially designed lifting and transporting frame moved a 

new panel to the top of the bridge, lifted the old panel that was just cut out, lowered the new 

panel into place, and moved the old panel off the bridge (see figure 13 on next page). The 36-ft 

(10.9-m) wide panels ranged from 20 to 45 ft (6 to 13.7 m) long, with a maximum panel 

weight of 96 tons (87 metric tons). One panel was replaced per night within a 6-hour period.

Time constraints allowed full closures from 9:30 p.m. until 5:30 a.m. Monday through Thursday. The 

deck replacement was completed in only 124 nights plus three weekend closures. Conventional deck 

replacement would have required replacing the deck lane by lane over a 4-year period, closure for 

several months, or closure every weekend for 6 months. Use of SPMTs allowed the bridge to remain 

open for normal weekday operation.
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Figure 13. WSDOT Lewis and Clark bridge deck replacement.

7. 2 European Bridge Moves with SPMTs

7.2.1 A4/A5 Highway Bridge near Amsterdam’s Schipol Airport, Badhoevedorp, 

Netherlands

This two-span, horizontally curved, post-tensioned concrete bridge is 390 ft (118.8 m) long and weighs 

more than 3,600 tons (3,265.8 metric tons). The bridge is part of a newly constructed highway that 

crosses the A4/A5 expressway, one of the Netherlands’ busiest highways near Amsterdam’s

Schipol Airport. 

A total of 134 axle lines of SPMTs were coupled together to move the bridge from its nearby temporary 

supports to its final location. Specifications allowed a maximum deflection of 4 in (10.1 cm) in the 

bridge from midpoint to end, about 180 ft (54.8 m). Deflections were controlled during the move using a 

theodolite. A third-party measuring crew continuously monitored a dozen points installed on the bridge 

and reported them to the owner for calculation of stresses. The project required good ground preparation 

and level surfaces.

The move took 2 hours. The expressway was closed for only one weekend compared to almost a year 

that would have been required for conventional construction. See figures 14(a) and 14(b).

Figure 14(a). SPMTs lift two-span bridge crossing Amsterdam’s A4/A5 expressway off temporary 

supports. courtesy of MAMMOET
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Figure 14(b). SPMTs move bridge crossing Amsterdam’s A4/A5 expressway 

to final location. courtesy of MAMMOET

7.2.2 PRA 1309 Railway Bridge, France

The 2004 Prefabricated Bridge Elements and Systems Scan team visited the site of the four-span 

PRA 1309 Railroad Bridge, which crosses a new highway at Nonant Le Pin in France. The bridge 

was constructed on a concrete slab adjacent to its final location, as shown in the foreground of 

figure 15. 

Figure 15. SPMTs moved four-span PRA 1309 railway bridge in France.

SPMTs moved the bridge, complete with substructure, a distance of 146 ft (44.5 m) to its final location. 

The average travel speed was 8 in (20.3 cm) per minute. The SPMTs lifted the temporary concrete 

beams that were cast between the supports to move the bridge. After the bridge was installed, the 
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temporary beams were cut into sections to reduce their hauling size and weight. The protruding end 

sections shown in the photo were also removed.

The SPMTs moved the bridge into position in 8 hours. The rail line was closed for only 48 hours.
Self-Propelled Modular Transporters to Move Bridges

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Chapter 8. Conclusions and Recommendations

SPMTs are computer-controlled platform vehicles that can move bridge systems weighing up to several 

thousand tons with precision to within a fraction of an inch. The prefabrication of bridges offsite under 

controlled conditions followed by rapid installation onsite can achieve quality installations with traffic 

impacts of minutes to a few hours compared to the months typically required for conventional onsite bridge 

construction. This technology should be considered for all bridge replacement projects where reduced 

onsite construction time is a priority, for example, in locations with high traffic volume.

The manual provides details from project conception to completion for using SPMTs to remove or install 

a bridge. Also included are various example calculations, diagrams, plan sheets, and specifications to 

use as a starting point for projects using SPMTs to remove or install bridges. The use of this manual 

in combination with the FHWA decisionmaking framework and analysis of delay-related user costs 

should provide the guidance that bridge owners and other bridge professionals need to understand the 

technology, determine whether using SPMTs will benefit a specific bridge project, and develop contract 

documents that incorporate the technology.
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References 

1. Prefabricated Bridge Elements and Systems in Japan and Europe, FHWA-PL-05-003, Federal Highway 

Administration, Washington, DC, January 2005.

2. Ralls, M.L., B.M. Tang, and H.G. Russell, “Self-Propelled Modular Transporters for Bridge Movements in 

Europe and the U.S.,” Proceedings, Transportation Research Board 6th International Bridge Engineering 

Conference, July 2005.

3. “Framework for Prefabricated Bridge Elements and Systems (PBES) Decision-Making,” FHWA-IF-06-30, 

Federal Highway Administration, Office of Bridge Technology, Washington, DC, January 2005, 

http://www.fhwa.dot.gov/bridge/prefab/framework.cfm.

4. Florida DOT’s modification of Arizona DOT cost model, http://www.dot.state.fl.us/construction/

DistrictOffices/d5webnew/word%20excel%20files/ADOT%20User%20Cost%20Model.xls.

5. Design Loads on Structures During Construction, SEI/ASCE 37-02, American Society of Civil Engineers, 

Reston, VA, 2002.
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Appendix A Example User Cost Model Spreadsheet FDOT I-4 and SR 530 (US 192) Interchange Project

SPREADSHEET COURTESY OF FDOT
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Appendix B

Example Plan Sheet Details for Cast-in-Place Deck Closure Pour Option to 

Facilitate Span Fit-up

Cast-in-Place Deck Closure Pour Option

Moving in whole spans with SPMTs requires consideration for span fit-up. Expansion joints may 

be eliminated by making the bridge deck continuous over the support. Details that reduce the 

width of closure pour and that facilitate span fit-up are desirable. See sketch below showing a 

cast-in-place closure pour option.
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Appendix C

Example Calculations for Comparing Total Bridge Weight and Estimated Cost 

Premium for Normal-Weight Concrete and Lightweight Concrete Bridge

FDOT Graves Avenue/I-4 Project SPREADSHEET COURTESY OF STALITE
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Appendix D

Example Specification for SPMT Equipment

Self-Propelled Modular Transporter (SPMT) Equipment Specification

Self-propelled modular transporters (SPMTs) are used for rapid removal and installation of bridge systems. 

An operator, using a computer controller connected by cables to the SPMT powerpack units, drives the 

SPMTs under the bridge and lifts the bridge from its supports using the SPMT hydraulic suspension system 

without the need of cranes or other auxiliary lifting equipment. The operator then walks with the SPMTs as 

the bridge is driven to its final location for exact positioning as required.

The SPMTs shall consist of four-axle units or six-axle units, with powerpacks. Each unit shall be either 

8 feet (ft) (2.4 meters (m)) wide with four wheels per axle or 10 ft (3 m) wide with eight wheels per axle; 

the axle spacing shall not exceed 5 ft (1.5 m). The SPMT system shall be modular in nature and capable 

of connecting to each other both laterally and longitudinally to create the platform width and length needed 

to support the load; the required number of SPMT modular units is based on total weight and stability of 

the system. The SPMT units shall be computer linked to act together as one unit to ensure safe transport 

of the bridge. The SPMTs shall have a detachable powerpack module unit with a water-cooled turbo-diesel 

engine that activates the hydraulic pumps for drive, steering, axle compensation, and stroke. An 8-ft 

(2.4-m) wide six-axle unit and a 10-ft (3-m) wide six-axle unit are shown below.

The 8-ft (2.4-m) wide six-axle SPMT unit:
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The 10-ft (3-m) wide six-axle SPMT unit:

The top surface of the unloaded SPMT platform at its lowest position shall be no higher than 4 ft (1.2 m) 

from the ground surface. Factors such as magnitude of load, tire compression, platform camber, and 

ground surface variation along the travel path affect the loaded SPMT platform travel height. The preferred 

minimum platform travel height is 44–60 inches (in) (111.7–152.4 centimeters (cm)), but the platform height 

may be as low as 36–50 in (91.4–127 cm) during travel. 

The minimum available vertical stroke of the SPMT platform shall be approximately 24 in (60.9 cm), and the 

vertical lift range shall be approximately 36–60 in (91.4–152.4 cm). An available vertical stroke of 16–20 in 

(40.6–50.8 cm) should be assumed for operational purposes. 

Each axle line shall have a minimum load capacity of 25–30 tons (23-27 metric tons), depending on unit 

width. The SPMT units shall be assembled in length and width to accommodate the required bridge 

size and weight for lifting, transporting, and setting. The SPMTs shall include lifting equipment to equally 

support all the beams at each span end.

The SPMTs shall be capable of traveling with the bridge load on uneven terrain having surface variations 

up to 18 in (45.7 cm), at up to 8 percent grade depending on ground surface friction, and with a maximum 

1,500–2,000 pounds per square foot (7,323.6–9,764.8 kilogram-force per square meter) ground pressure 

(approximated as the load divided by the area of the platform). The loaded SPMTs shall be capable of 

traveling at a minimum 3 miles per hour (4.8 kilometers per hour).

The hydraulic axle compensation shall guarantee equal loads on all wheel sets, independent of the road 

conditions. Series-mounted safety valves shall ensure that upon a hose rupture on the wheel set, the 

pressure is maintained in the remaining undamaged hydraulic circuit, thus preventing one side of the 

platform from tilting by redistributing the load to the remaining wheel sets. 

In no case shall the platform be out-of-level by more than 6 degrees during lifting, transporting, setting 

the bridge, or during equipment malfunction. In addition, the configuration of the SPMT must consider the 

location of the bridge center of gravity relative to the stability of the combined load such that out-of-level 

limits are established to safely avoid overturning.

The SPMTs shall have either a three-point or a four-point suspension to transport the bridge load safely. 

The appropriate suspension depends on the project requirements. The center of gravity must be located 

within the stability triangle or box to provide a safe move.
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Out-of-service situations such as flats and/or failures shall be anticipated and contingencies planned 

accordingly to ensure that the operators can manually coordinate the units if required to complete the 

bridge move. The SPMT equipment shall have additional capacity to allow 5 percent of the axles to 

be out-of-service. 

The frame (spine) and loading platform shall be welded steel construction with main longitudinal beams. 

The spine strength shall be adequate for the bridge load as required by the SPMT manufacturer.

The SPMT shall have all-electronic steering capability to pivot 360 degrees about its support point, allowing 

for normal steering, diagonal steering, crab steering, circular steering, carousel steering, and counter 

steering as shown below. 

Each wheel set shall be controlled simultaneously by the controller. The central computer shall control all 

wheel sets to work independently, but together to provide for transport of large bridge loads by a series of 

independent, computer-linked SPMTs as shown below.

Steering of Trailers

PST-E: Centre point for steering

The SPMT operator/contractor shall have previous experience with the use of SPMTs to move bridges or 

comparable loads, and shall demonstrate the ability of its equipment to adequately perform job requirements.

 Counter steering 90-degree crab steering

Diagonal crab steering Carousel steering
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Appendix E Example Plan Sheet for Contractor Alternatives FDOT SR 44 W/I-4 Project
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Appendix F

Example Specification for Lightweight Aggregate

FDOT Standard Specifications

901-4 Lightweight Aggregates.

901-4.1 Lightweight Coarse Aggregate for Bituminous Construction: Lightweight coarse 

aggregate may be produced from naturally occurring materials such as pumice, scoria and tuff 

or from expanded clay, shale or slate fired in a rotary kiln. It shall be reasonably uniform in quality 

and density, and free of deleterious substances as specified in 901-1.2, except that the term 

cinders and clinkers shall apply to those particles clearly foreign to the extended aggregate in 

question.

In addition, it must meet the following specific requirements:

Material passing the No. 200 Sieve ..........maximum 3.00%, (FM 1-T 011)

Dry loose weight (AASHTO T 19).............................................. 33-55 lb/ft3

*

Los Angeles Abrasion (FM 1-T 096) ....................................maximum 35%

Ferric Oxide (ASTM C 641) .............................................. maximum 1.5 mg

*Source shall maintain dry-loose unit weight within +6% of Quality Control average. 

Point of use dry-loose unit weight shall be within +10% of Source Quality Control average.

901-4.2 Lightweight Coarse Aggregate for Structural Concrete: The requirements of 901-4.1 

are modified as follows:

Aggregates shall not be produced from pumice and scoria.

Los Angeles Abrasion (FM 1-T 096, Section 12) shall be 45%, maximum.

Gradation shall meet the requirements of AASHTO M 195 for 3/4 inch, 1/2 inch and 3/8 inch.
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Appendix G

Example Specification for Incentive/Disincentive and Bonus Used in 

Conjunction with Contractor Alternatives Plan Sheet (Appendix E)

FDOT SR 44 W/I-4 Project

PROSECUTION AND PROGRESS.

(REV 7-28-97) (7-01)

SECTION 8 (Pages 71-86) is expanded by the following new Article:

ARTICLE 8-13. Alternative Bidding. The following new Subarticles are added:

8-13.1 Incentive - Disincentive for A+B.

(REV 7-27-04) (FA 7-28-04) (1-05)

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 

traveling public and to reduce the time of construction. In order to achieve this, an incentive—disincentive 

provision is established for the Contract. The total incentive payment or disincentive deduction shall not 

exceed $2,350,000.00.

In the event the Contractor completes the Contract prior to the expiration of the Original Contract Time, the 

Department will pay the Contractor an incentive payment in the Daily Value amount specified in provision 

3-1 for each calendar day the actual completion date precedes the Original Contract Time and subject 

to the conditions precedent set forth below. The term “Original Contract Time” as used in this Article will 

mean the number of calendar days established for completion of the work in the Contract on the date the 

Contract was executed. The term “calendar day” as used in this Article will mean every day shown on the 

calendar. Calendar days will be consecutively counted from commencement of Contract Time regardless of 

weather, weekends, holidays, suspensions of Contractor’s operations, delays or other events as described 

herein. For purposes of the calculation and the determination of entitlement to the “incentive payment” 

stated above, the Original Contract Time will not be adjusted for any reason, cause or circumstance 

whatsoever, regardless of fault, save and except in the instance of a catastrophic event (i.e., hurricane 

or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

Original Contract Time for purposes of calculation of the “incentive payment” set forth above. Further, any 

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and all costs or impacts whatsoever incurred by the Contractor in accelerating the Contractor’s work to 

overcome or absorb such delays or events in an effort to complete the Contract prior to expiration of the 

Original Contract Time, regardless of whether the Contractor successfully does so or not, shall be the sole 

responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the Original Contract Time so that such extended 

Original Contract Time will be used in calculation of the “incentive payment.” In the event the Contractor 

and Department are unable to agree to the number of calendar days to extend the Original Contract Time, 

the Department shall unilaterally determine the number of calendar days to extend the Original Contract 

Time reasonably necessary and due solely to such catastrophic event and the Contractor shall have no 

right whatsoever to contest such determination, save and except that the Contractor establishes that the 

number of calendar days determined by the Department was arbitrary or without any reasonable basis. 

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Original Contract Time” 

by moving it, or both modify the “Original Contract Time” by moving it and also modify the “incentive 

payment” amount by reducing it. 

No modification of this “Incentive-Disincentive” provision will be considered by the Chief Engineer for any 

impacts, whatsoever, beyond the reasonable control of the Contractor, the effect of which results in a time 

extension of less that 15% of the time remaining in the period from first day of occurrence of such impact 

to the “Original Contract Time.” Furthermore, as to any such impact, the effect of which results in a time 

extension of 15% or more of the time remaining in the period from first day of occurrence of such impact to 

the “Original Contract Time.” No modification of this “Incentive-Disincentive” provision will be considered 

by the Chief Engineer unless the Contractor clearly establishes that it has continuously from the beginning 

of the project aggressively, efficiently and effectively pursued the achievement of the “incentive payment,” 

including the utilization of any and all reasonably available means and methods to overcome all impacts 

and accelerate the work so as to still achieve the “incentive payment,” and that, but for this impact, the 

Contractor would have otherwise earned the “incentive payment” provided in the original Contract. Also, 

to the extent the request is not submitted in writing to the Chief Engineer within not less than twenty 

(20) calendar days prior to the original “Original Contract Time,” the Contractor must also continue 

to aggressively, efficiently and effectively pursue the completion of the “Incentive-Disincentive” work, 

including the utilization of any and all reasonably available means and methods to overcome all impacts 

and accelerate the work, until a determination is made by the Chief Engineer or twenty (20) calendar days 

has expired since such written request was received by the Chief Engineer. There shall be no right of 

any kind on behalf of the Contractor to challenge or otherwise seek review or appeal in any forum of any 

determination made by the Chief Engineer under this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this “incentive 

payment” provision except as is expressly set forth in this Article. 

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As conditions precedent to the Contractor’s entitlement to any “incentive payment” the Contractor must: 

(1) Deliver in-hand to the Department any and all claims, in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at final acceptance, 

tentatively schedule a Disputes Review Board hearing within 60 calendar days of the final acceptance while 

awaiting Department review and response to any such claim; and the sole forum for final determination as 

to both entitlement and amount of monetary compensation, if not otherwise mutually resolved or otherwise 

agreed, shall be the Disputes Review Board. 

(2) Actually complete the Contract and obtain final acceptance by the Department prior to expiration of the 

Original Contract Time. 

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect 

to be paid the “incentive payment” pursuant to (4) below or (b) notify the Department in writing that the 

Contractor is electing to be paid the “incentive payment” and is reserving one or more outstanding 5-12.3 

claims for final and fully binding determination by the Disputes Review Board. The determinations of the 

Disputes Review Board as to any such 5-12.3 claims will be fully binding on both the Department and the 

Contractor, with no right of any kind of challenge, review or appeal in any forum by either party. Further, 

under (b) herein, any previous Disputes Review Board determinations on any such 5-12.3 claims issues 

shall then be fully binding and not subject to reconsideration by the Disputes Review Board, regardless of 

whether either party has previously rejected or otherwise not accepted one or more such recommendations 

at the time such were rendered. 

(4) The Contractor shall notify the Department in writing, within 60 days after final acceptance of the 

Contract by the Department, that the Contractor elects to be paid the “incentive payment” which 

the Contractor is eligible to be paid based on the actual final acceptance date, and such written 

notice shall constitute a full and complete waiver, release and acknowledgment of satisfaction by 

the Contractor of any and all claims, causes of action, issues, demands, disputes, matters or 

controversies, of any nature or kind whatsoever, known or unknown, against the Department, its 

employees, officers, agents, representatives, consultants, and their respective employees, officers 

and representatives, the Contractor has or may have, including, but not limited to, work performed, 

work deleted, change orders, supplemental agreements, delays, disruptions, differing site conditions, 

utility conflicts, design changes or defects, time extensions, extra work, right of way issues, 

permitting issues, actions of suppliers or subcontractors or other contractors, actions by third 

parties, shop drawing approval process delays, expansion of the physical limits of the project to 

make it functional, weather, weekends, holidays, suspensions of Contractor’s operations, extended 

or unabsorbed home office or job site overhead, lump sum maintenance of traffic adjustments, lost 

profits, prime mark-up on subcontractor work, acceleration costs, any and all direct and indirect costs, 

any other adverse impacts, events, conditions, circumstances or potential damages, on or pertaining 

to, or as to or arising out of the Contract. This waiver, release and acknowledgment of satisfaction 

shall be all inclusive and absolute, save and except any routine Department final estimating 

quantity adjustments. 

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Should the Contractor fail to actually complete the Contract and obtain final acceptance by the Department 

prior to expiration of the Original Contract Time, or should the Contractor, having timely completed the 

Contract and obtained final acceptance by the Department prior to expiration of the Original Contract Time 

but having failed to timely request the “incentive payment” for any reason, and including but not limited to 

the Contractor choosing not to fully waive, release and acknowledge satisfaction as set forth in (4) above, 

the Contractor shall have no right to any payment whatsoever under this Article. Notwithstanding the 

Contractor’s election or non-election of the incentive under this provision, the disincentive provision applies 

to all circumstances where the work in the Contract is not finally accepted by the Allowable Contract Time. 

Completion and acceptance of the Contract for purposes of this Article shall be in accordance with 5-11. 

Should the Contractor fail to complete the Contract on or before expiration of the Allowable Contract Time, 

as adjusted in accordance with the provisions of 8-7.3, the Department shall deduct from the monies 

due the Contractor the Daily Value as shown in provision 3-1 for each calendar day completion exceeds 

the Allowable Contract Time. The term “Allowable Contract Time” as used in this Article shall mean the 

Original Contract Time plus adjustments pursuant to 8-7.3. This deduction shall be the disincentive for the 

Contractor’s failing to timely complete the Contract. Article 8-10 relating to liquidated damages remains in 

effect and is applicable. 

In the event the Contractor elects to exercise this “incentive payment” provision, should this provision 

conflict with any other provision of the Contract, the Contract shall be interpreted in accordance with 

this provision. 

8-13.2 “Bonus” Payment and Waiver of Contractor Claims. 

(REV 12-15-03) (FA 1-8-04) (7-04) 

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 

traveling public and to reduce the time of construction. In order to achieve this, “Bonus” provisions are 

established for the Contract Work Items described below. 

The Department will pay the Contractor a “Bonus” as follows: 

Contract Work Item Bonus Completion Date Bonus Amount

Complete and open to traffic both directions of 

Cassadaga Road over 1-4. 

August 1, 2007 $200,000

The “Bonus” will be paid only if the “Contract Work Item” is completed as set forth above, and as 

determined by the Engineer, on or before the “Bonus Completion Date” as set forth above, and subject 

to the conditions precedent set forth below. For purposes of the calculation and the determination of 

entitlement to the “Bonus” stated above, the “Bonus Completion Date” will not be adjusted for any reason, 

cause or circumstance whatsoever, regardless of fault, save and except in the instance of a catastrophic 

event (i.e., hurricane or a declared state of emergency). 

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

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agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Bonus Completion Date” set forth above. Further, any and all costs or impacts whatsoever incurred by 

the Contractor in accelerating the Contractor’s work to overcome or absorb such delays or events in an 

effort to complete the Contract by the “Bonus Completion Date,” regardless of whether the Contractor 

successfully does so or not, shall be the sole responsibility of the Contractor in every instance. 

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the “Bonus Completion Date.” In the event the 

Contractor and Department are unable to agree to the number of calendar days to extend the “Bonus 

Completion Date,” the Department shall unilaterally determine the number of calendar days to extend 

the “Bonus Completion Date” reasonably necessary and due solely to such catastrophic event and 

the Contractor shall have no right whatsoever to contest such determination, save and except that the 

Contractor establishes that the number of calendar days determined by the Department was arbitrary or 

without any reasonable basis. 

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Bonus Completion Date” 

by moving it, or both modifying the “Bonus Completion Date” by moving it and also modify the “Bonus” 

amount by reducing it. 

No modification of a “Bonus” provision will be considered by the Chief Engineer for any impacts 

whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a time 

extension of less that 15% of the time remaining in the period from the first day of occurrence of such 

impact to the “Bonus Completion Date,” Furthermore, as to any such impact, for which the effect results 

in a time extension of 15% or more of the time remaining in the period from the first day of occurrence of 

such impact to the “Bonus Completion Date,” no modification of a “Bonus” provision will be considered 

by the Chief Engineer unless the contractor clearly establishes that it has continuously from the beginning 

of the project aggressively, efficiently and effectively pursued the achievement of the “Bonus.” This would 

include the utilization of any and all reasonably available means and methods to overcome all impacts 

and accelerate the work so as to still achieve the “Bonus,” and, but for this impact, the Contractor would 

have otherwise earned the “Bonus” provided in the original Contract. Also, to the extent the request is not 

submitted in writing to the Chief Engineer within not less than twenty (20) calendar days prior to the original 

“Bonus Completion Date,” the Contractor must also continue to aggressively, efficiently, and effectively 

pursue the completion of the “Bonus” work. This would include the utilization of any and all reasonably 

available means and methods to overcome all impacts and accelerate the work, until a determination is 

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made by the Chief Engineer or twenty (20) calendar days has expired since such written notice. There shall 

be no right of any kind on behalf of the Contractor to challenge or otherwise seek review or appeal, in any 

forum, of any determination made by the Chief Engineer under this provision. 

The Contractor shall have no rights under the Contract to make any claim arising out of this “Bonus” 

provision except as is expressly set forth in this Article. 

As conditions precedent to the Contractor’s entitlement to any “Bonus” the Contractor must: 

(1) Deliver in-hand to the Department any and all claims in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at or submitted after 

“Bonus Date,” tentatively schedule a Disputes Review Board hearing within 60 calendar days after the final 

acceptance date while awaiting Department review and response to any such claim. The sole forum for 

final determination as to both entitlement and amount of monetary compensation, if not otherwise mutually 

resolved, or otherwise agreed, shall be the Disputes Review Board. 

(2) Actually complete the “Contract Work Item” and obtain written verification of completion from the 

Engineer on or before the “Bonus Completion Date.” 

(3) No later than 60 days after “Bonus Date” by the Department, the Contractor must either (a) elect to be 

paid the “Bonus” pursuant to (4) below, or (b) notify the Department in writing that the Contractor is electing 

to be paid the “Bonus” and is reserving one or more outstanding 5-12.3 claims for final and fully binding 

determination by the Disputes Review Board. The determinations of the Disputes Review Board as to any 

such 5-12.3 claims will be fully binding on both the Department and the Contractor, with no right of any 

kind of challenge, review or appeal, in any forum, by either party. Further, under (b) herein, any previous 

Disputes Review Board determinations on any such 5-12.3 claims issues shall then be fully binding and not 

subject to reconsideration by the Disputes Review Board, regardless of whether either party has previously 

rejected or otherwise not accepted one or more such recommendations at the time such were rendered. 

(4) The Contractor shall notify the Department in writing, within 60 days of receiving written verification 

of completion of the “Contract Work Item” by the Engineer per (2) above, that the Contractor elects to 

be paid the “Bonus” which the Contractor is eligible to be paid based on the actual “Bonus Completion 

Date,” and such written notice shall constitute a full and complete waiver, release and acknowledgment 

of satisfaction by the Contractor of any and all claims, causes of action, issues, demands, disputes, 

matters or controversies, of any nature or kind whatsoever, known or unknown, against the Department, 

its employees, officers, agents, representatives, consultants, and their respective employees, officers 

and representatives, the Contractor has or may have as to work performed, work deleted, change orders, 

supplemental agreements, delays, disruptions, differing site conditions, utility conflicts, design changes 

or defects, time extensions, extra work, right of way issues, permitting issues, actions of suppliers or 

subcontractors or other contractors, actions by third parties, shop drawing approval process delays, 

expansion of the physical limits of the project to make it functional, weather, weekends, holidays, 

suspensions of the Contractor’s operations, extended or unabsorbed home office or job site overhead, 

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lump sum maintenance of traffic adjustments, lost profits, prime mark-up on subcontractor work, 

acceleration costs, any and all direct and indirect costs, any other adverse impacts, events, conditions, 

circumstances or potential damages, on or pertaining to, or as to or arising out of the Contract. This waiver, 

release and acknowledgment of satisfaction shall be all-inclusive and absolute, save and except any 

routine Department final estimating quantity adjustments. 

Should the Contractor fail to actually complete the “Contract Work Item” and obtain written verification of 

completion of the “Contract Work Item” from the Engineer on or before the “Bonus Completion Date,” or 

should the Contractor, having done so, fail to timely request the “Bonus” for any reason, and including but 

not limited to the Contractor choosing not to either reserve one or more outstanding 5-12.3 claims for final 

and fully binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully waive, 

release and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to any 

payment whatsoever under this Article. 

In the event the Contractor elects to exercise the “Bonus Payment” provision, should this provision conflict 

with any other provision of the Contract, the Contract shall be interpreted in accordance with this provision. 

As to any Contract Work Item provided for herein, the Contractor will remain responsible for all such work 

and the continued maintenance thereof until such date as the Department final accepts all Work under the 

Contract in accordance with 5-11, and without regard to whether the Department has provided written 

verification of completion or not, and without regard to whether any “Bonus” was earned or elected 

hereunder. 

8-13.3 Incentive-Disincentive.

(REV 12-15-03) (FA 1-8-04) (7-04)

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 

traveling public and to reduce the time of construction. In order to achieve this, incentive-disincentive 

provisions are established for the Contract Work Items described below. The total combined incentive 

payment(s) or disincentive deduction(s) shall not exceed $2,350,000.00.

Contract Work Item

IncentiveDisincentive 

Completion Date

IncentiveDisincentive 

Daily Amount

IncentiveDisincentive 

Total Amount

Contract Work Item 408463-1-52-01 

Complete and open to traffic both 

directions of Cassadaga Road over 1-4.

August 1, 2007 $7,500 per day $150,000 max.

Complete project in accordance 

with 5-11

Original Contract Time 

(Contractor Time Bid (B)) $15,500 per day $2,000,000 

max.

The Department will pay the Contractor an “incentive payment” in the amount of the “IncentiveDisincentive Daily Amount” as set forth above for each calendar day the actual completion date of the 

“Contract Work Item” as set forth above precedes the “Incentive-Disincentive Completion Date” as 

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set forth above, and as determined by the Engineer and subject to the conditions precedent set forth 

below. For purposes of the calculation and the determination of entitlement to the “incentive payment” 

stated above, the “Incentive-Disincentive Completion Date” will not be adjusted for any reason, cause or 

circumstance whatsoever, regardless of fault, save and except in the instance of a catastrophic event 

(i.e., hurricane or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Incentive-Disincentive Completion Date” for the purposes of calculation “incentive payment” as set forth 

above. Further, any and all costs or impacts whatsoever incurred by the Contractor in accelerating the 

Contractor’s work to overcome or absorb such delays or events in an effort to complete the Contract by 

the “Incentive-Disincentive Completion Date,” regardless of whether the Contractor successfully does 

so or not, shall be the sole responsibility of the Contractor in every instance. 

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the 

Department shall agree as to the number of calendar days to extend the “Incentive-Disincentive 

Completion Date” so that such extended “Incentive-Disincentive Completion Date” will be used in 

calculation of the “incentive payment.” In the event the Contractor and Department are unable to 

agree to the number of calendar days to extend the “Incentive-Disincentive Completion Date,” the 

Department will unilaterally determine the number of calendar days to extend the “Incentive-Disincentive 

Completion Date” reasonably necessary and due solely to such catastrophic event and the Contractor 

shall have no right whatsoever to contest such determination, save and except that the Contractor 

establishes that the number of calendar days determined by the Department was arbitrary or without 

any reasonable basis. 

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Incentive-Disincentive 

Completion Date” by moving it, or both modify the “Incentive-Disincentive Completion Date” by moving it 

and also modify the “incentive payment” amount by reducing it. 

No modification of an “Incentive-Disincentive” provision will be considered by the Chief Engineer for any 

impacts whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a 

time extension of less than 15% of the time remaining in the period from the first day of occurrence of 

such impact to the “Incentive-Disincentive Completion Date.” Furthermore, as to any such impact, for 

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which the effect results in a Time Extension of 15% or more of the time remaining in the period from the 

first day of occurrence of such impact to the “Incentive-Disincentive Completion Date,” no modification 

of an “Incentive-Disincentive” provision will be considered by the Chief Engineer unless the Contractor 

clearly establishes that it has continuously from the beginning of the project aggressively, efficiently 

and effectively pursued the achievement of the “incentive payment.” This would include the utilization 

of any and all reasonably available means and methods to overcome all impacts and accelerate the 

work so as to still achieve the “incentive payment,” and that, but for this impact, the contractor would 

have otherwise earned the “incentive payment” provided in the original Contract. Also, to the extent 

the request is not submitted in writing to the Chief Engineer within not less than twenty (20) calendar 

days prior to the original “Incentive-Disincentive Completion Date,” the Contractor must also continue 

to aggressively, efficiently, and effectively pursue the completion of the “Incentive-Disincentive” work. 

This would include the utilization of any and all reasonably available means and methods to overcome 

all impacts and accelerate the work, until a determination is made by the Chief Engineer or twenty 

(20) calendar days has expired since such written request was received. There shall be no right of any 

kind on behalf of the Contractor to challenge or otherwise seek review or appeal, in any forum, of any 

determination made by the Chief Engineer under this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this incentive 

payment except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “Incentive payment” the Contractor must:

(1) Deliver in-hand to the Department any and all claims in full accordance with 5-12.3 and subject to the 

limitations therein, no later than 60 days after completion of the work on which such claim is based and 

tentatively schedule a Disputes Review Board hearing while awaiting Department review and response 

to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes Review Board has 

determined entitlement, but both parties have not reached an agreement on monetary compensation prior 

to final acceptance, and also as to those 5-12.3 claims pending at or submitted after final acceptance, 

tentatively schedule a Disputes Review Board hearing within 60 calendar days after the final acceptance 

date while awaiting Department review and response to any such claim. The sole forum for final 

determination as to both entitlement and amount of monetary compensation, if not otherwise mutually 

resolved, or otherwise agreed, shall be the Disputes Review Board. 

(2) Actually complete the “Contract Work Item” and obtain written verification of the actual completion date 

from the Engineer on or before the “Incentive-Disincentive Completion Date.” 

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect 

to be paid the “incentive payment” pursuant to (4) below, or (b) notify the Department in writing that the 

Contractor is electing to be paid the “incentive payment” and is reserving one or more outstanding 5-12.3 

claims for final and fully binding determination by the Disputes Review Board. The determinations of the 

Disputes Review Board as to any such 5-12.3 claims will be fully binding on both the Department and the 

Contractor, with no right of any kind of challenge, review or appeal, in any forum, by either party. Further, 

under (b) herein, any previous Disputes Review Board determinations on any such 5-12.3 claims issues 

shall then be fully binding and not subject to reconsideration by the Disputes Review Board, regardless of 

whether either party has previously rejected or otherwise not accepted one or more such recommendations 

at the time such were rendered. 

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(4) The Contractor shall notify the Department in writing, within 60 days of receiving written verification of 

the actual completion date of the Contract Work Item by the Engineer per (2) above, that the Contractor 

elects to be paid the incentive payment which the Contractor is eligible to be paid based on the actual 

“Incentive-Disincentive Completion Date,” and such written notice shall constitute a full and complete 

waiver, release and acknowledgment of satisfaction by the Contractor of any and all claims, causes of 

action, issues, demands, disputes, matters or controversies, of any nature or kind whatsoever, known 

or unknown, against the Department, its employees, officers, agents, representatives, consultants, 

and their respective employees, officers and representatives, the Contractor has or may have as to 

work performed, work deleted, change orders, supplemental agreements, delays, disruptions, differing 

site conditions, utility conflicts, design changes or defects, time extensions, extra work, right of way 

issues, permitting issues, actions of suppliers or subcontractors or other Contractors, actions by third 

parties, shop drawing approval process delays, expansion of the physical limits of the project to make 

it functional, weather, weekends, holidays, suspensions of the Contractor’s operations, extended or 

unabsorbed home office or job site overhead, lump sum maintenance of traffic adjustments, lost 

profits, prime mark-up on subcontractor work, acceleration costs, any and all direct and indirect 

costs, any other adverse impacts, events, conditions, circumstances or potential damages, on or 

pertaining to, or as to or arising out of the Contract. This waiver, release and acknowledgment of 

satisfaction shall be all-inclusive and absolute, save and except any routine Department final 

estimating quantity adjustments.

Should the Contractor fail to actually complete the Contract Work Item and obtain written verification of the 

actual completion date from the Engineer prior to the “Incentive-Disincentive Completion Date,” or should 

the Contractor, having done so, fail to timely request the “incentive payment” for any reason, and including 

but not limited to the Contractor choosing not to either reserve on or more outstanding 5-12.3 claims for 

final and fully binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully 

waive, release and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to 

any payment whatsoever under this Article. Notwithstanding the Contractor’s election or nonelection of the 

“incentive payment” under this provision, the disincentive provision applies to all circumstances where the 

work in the Contract is not verified as completed by the Engineer in writing by the Allowable “IncentiveDisincentive Completion Date.” Should the Contractor fail to complete the Contract Work Item on or before 

the Allowable “Incentive-Disincentive Completion Date,” as adjusted in accordance with the provisions 

of 8-7.3, the Department shall deduct the “Incentive-Disincentive Daily Amount” for each calendar day 

completion exceeds the Allowable “Incentive-Disincentive Completion Date,” from monies otherwise due 

the Contractor. The term Allowable “Incentive-Disincentive Completion Date” as used in this Article shall 

mean the “Incentive-Disincentive Completion Date” plus adjustments pursuant to 8-7.3. This deduction 

shall be the disincentive for the Contractor’s failing to timely complete the Contract Work Item. Article 8-10 

relating to liquidated damages remains in effect and is applicable.

In the event the Contractor elects to exercise the “incentive payment” provision, should this provision 

conflict with any other provision of the Contract, the Contract shall be interpreted in accordance with this 

provision. 

As to any Contract Work Item provided for herein, the Contractor will remain responsible for all such work 

and the continued maintenance thereof until such date as the Department final accepts all Work under the 

Contract in accordance with 5-11, and without regard to whether the Department has provided written 

SPECIAL PROVISIONS FPID(S): 408463-1-52-01, etc.
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verification of the actual completion date or not, and without regard to whether any “incentive payment” 

was earned or elected hereunder.

8-13.4 Pay Adjustment For Lane Closure Days.

If the Contractor closes both directions of Cassadaga Road over 1-4 to traffic, the Department will assess a 

per day fee as follows:

Time Frame Per Day Fee

Contract Day 1 through March 31, 2007 $7,500 per day

April 1, 2007 through April 30, 2007 $4,000 per day

May 1, 2007 through May 31, 2007 $2,000 per day

If the Contractor fails to open both directions of Cassadaga Road over 1-4 to traffic by August 1, 2007, 

the Department will assess $7,500 per day fee until both directions of Cassadaga Road over 1-4 are 

open to traffic.

Once the traffic is open in both directions on Cassadaga Road over 1-4 to traffic, allowable lane closure 

restrictions apply, as specified in the contract.

The Department will have the right to apply as payment for such assessments, any money which is due to 

the Contractor by the Department.

SPECIAL PROVISIONS FPID(S): 408463-1-52-01, etc.
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Appendix H

Example Specifications for Incentive/Disincentive

FDOT Specifications

8-13.1 Incentive-Disincentive.

(REV 12-15-03) (FA 1-8-04) (7-04)

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 

traveling public and to reduce the time of construction. In order to achieve this, incentive-disincentive 

provisions are established for the Contract Work Items described below. The total combined incentive 

payment(s) or disincentive deduction(s) shall not exceed $____________.

Contract Work 

Item

Incentive-Disincentive 

Completion Date

Incentive-Disincentive 

Daily Amount

Incentive-Disincentive 

Total Amount

Usage—describe 

work and tie to the 

plans

Alt 1

Calendar days from 

commencement of 

Contract Time.

Alt 2

Date

(Amount) (Amount)

Example: 

Complete project 

in accordance 

with 5-11

Alt 1

Calendar days from 

commencement of 

Contract Time.

Alt 2

Date

(Amount) (Amount)

The Department will pay the Contractor an “incentive payment” in the amount of the “IncentiveDisincentive Daily Amount” as set forth above for each calendar day the actual completion date of the 

“Contract Work Item” as set forth above precedes the “Incentive-Disincentive Completion Date” as 

set forth above, and as determined by the Engineer and subject to the conditions precedent set forth 

below. For purposes of the calculation and the determination of entitlement to the “incentive payment” 

stated above, the “Incentive-Disincentive Completion Date” will not be adjusted for any reason, cause or 

circumstance whatsoever, regardless of fault, save and except in the instance of a catastrophic event (i.e., 

hurricane or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 
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77

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Incentive-Disincentive Completion Date” for the purposes of calculation “incentive payment” as set forth 

above. Further, any and all costs or impacts whatsoever incurred by the Contractor in accelerating the 

Contractor’s work to overcome or absorb such delays or events in an effort to complete the Contract by 

the “Incentive-Disincentive Completion Date,” regardless of whether the Contractor successfully does so or 

not, shall be the sole responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the “Incentive-Disincentive Completion Date” so 

that such extended “Incentive-Disincentive Completion Date” will be used in calculation of the “incentive 

payment.” In the event the Contractor and Department are unable to agree to the number of calendar days 

to extend the “Incentive-Disincentive Completion Date,” the Department will unilaterally determine the 

number of calendar days to extend the “Incentive-Disincentive Completion Date” reasonably necessary 

and due solely to such catastrophic event and the Contractor shall have no right whatsoever to contest 

such determination, save and except that the Contractor establishes that the number of calendar days 

determined by the Department was arbitrary or without any reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Incentive-Disincentive 

Completion Date” by moving it, or both modify the “Incentive-Disincentive Completion Date” by moving it 

and also modify the “incentive payment” amount by reducing it.

No modification of an “Incentive-Disincentive” provision will be considered by the Chief Engineer for any 

impacts whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a time 

extension of less than 15% of the time remaining in the period from the first day of occurrence of such 

impact to the “Incentive-Disincentive Completion Date.” Furthermore, as to any such impact, for which 

the effect results in a Time Extension of 15% or more of the time remaining in the period from the first 

day of occurrence of such impact to the “Incentive-Disincentive Completion Date,” no modification of an 

“Incentive-Disincentive” provision will be considered by the Chief Engineer unless the Contractor clearly 

establishes that it has continuously from the beginning of the project aggressively, efficiently and effectively 

pursued the achievement of the “incentive payment.” This would include the utilization of any and all 

reasonably available means and methods to overcome all impacts and accelerate the work so as to still 

achieve the “incentive payment,” and that, but for this impact, the contractor would have otherwise earned 

the “incentive payment” provided in the original Contract. Also, to the extent the request is not submitted in 

writing to the Chief Engineer within not less than twenty (20) calendar days prior to the original “IncentiveDisincentive Completion Date,” the Contractor must also continue to aggressively, efficiently, and 

effectively pursue the completion of the “Incentive-Disincentive” work. This would include the utilization 

of any and all reasonably available means and methods to overcome all impacts and accelerate the work, 
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until a determination is made by the Chief Engineer or twenty (20) calendar days has expired since such 

written request was received. There shall be no right of any kind on behalf of the Contractor to challenge or 

otherwise seek review or appeal, in any forum, of any determination made by the Chief Engineer under this 

provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this incentive 

payment except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “Incentive payment” the Contractor must:

(1) Deliver in-hand to the Department any and all claims in full accordance with 5-12.3 and subject to the 

limitations therein, no later than 60 days after completion of the work on which such claim is based and 

tentatively schedule a Disputes Review Board hearing while awaiting Department review and response 

to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes Review Board has 

determined entitlement, but both parties have not reached an agreement on monetary compensation prior 

to final acceptance, and also as to those 5-12.3 claims pending at or submitted after final acceptance, 

tentatively schedule a Disputes Review Board hearing within 60 calendar days after the final acceptance 

date while awaiting Department review and response to any such claim. The sole forum for final 

determination as to both entitlement and amount of monetary compensation, if not otherwise mutually 

resolved, or otherwise agreed, shall be the Disputes Review Board.

(2) Actually complete the “Contract Work Item” and obtain written verification of the actual completion date 

from the Engineer on or before the “Incentive-Disincentive Completion Date.”

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect 

to be paid the “incentive payment” pursuant to (4) below, or (b) notify the Department in writing that the 

Contractor is electing to be paid the “incentive payment” and is reserving one or more outstanding 5-12.3 

claims for final and fully binding determination by the Disputes Review Board. The determinations of the 

Disputes Review Board as to any such 5-12.3 claims will be fully binding on both the Department and the 

Contractor, with no right of any kind of challenge, review or appeal, in any forum, by either party. Further, 

under (b) herein, any previous Disputes Review Board determinations on any such 5-12.3 claims issues 

shall then be fully binding and not subject to reconsideration by the Disputes Review Board, regardless of 

whether either party has previously rejected or otherwise not accepted one or more such recommendations 

at the time such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days of receiving written verification of 

the actual completion date of the Contract Work Item by the Engineer per (2) above, that the Contractor 

elects to be paid the incentive payment which the Contractor is eligible to be paid based on the actual 

“Incentive-Disincentive Completion Date,” and such written notice shall constitute a full and complete 

waiver, release and acknowledgment of satisfaction by the Contractor of any and all claims, causes of 

action, issues, demands, disputes, matters or controversies, of any nature or kind whatsoever, known 

or unknown, against the Department, its employees, officers, agents, representatives, consultants, and 

their respective employees, officers and representatives, the Contractor has or may have as to work 

performed, work deleted, change orders, supplemental agreements, delays, disruptions, differing site 

conditions, utility conflicts, design changes or defects, time extensions, extra work, right of way issues, 

permitting issues, actions of suppliers or subcontractors or other Contractors, actions by third parties, 

shop drawing approval process delays, expansion of the physical limits of the project to make it functional, 

weather, weekends, holidays, suspensions of the Contractor’s operations, extended or unabsorbed home 
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office or job site overhead, lump sum maintenance of traffic adjustments, lost profits, prime mark-up on 

subcontractor work, acceleration costs, any and all direct and indirect costs, any other adverse impacts, 

events, conditions, circumstances or potential damages, on or pertaining to, or as to or arising out of the 

Contract. This waiver, release and acknowledgment of satisfaction shall be all-inclusive and absolute, save 

and except any routine Department final estimating quantity adjustments.

Should the Contractor fail to actually complete the Contract Work Item and obtain written verification of the 

actual completion date from the Engineer prior to the “Incentive-Disincentive Completion Date,” or should 

the Contractor, having done so, fail to timely request the “incentive payment” for any reason, and including 

but not limited to the Contractor choosing not to either reserve one or more outstanding 5-12.3 claims for 

final and fully binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully 

waive, release and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to 

any payment whatsoever under this Article. Notwithstanding the Contractor’s election or non-election of 

the “incentive payment” under this provision, the disincentive provision applies to all circumstances where 

the work in the Contract is not verified as completed by the Engineer in writing by the Allowable “IncentiveDisincentive Completion Date.”

Should the Contractor fail to complete the Contract Work Item on or before the Allowable “IncentiveDisincentive Completion Date,” as adjusted in accordance with the provisions of 8-7.3, the Department 

shall deduct the “Incentive-Disincentive Daily Amount” for each calendar day completion exceeds the 

Allowable “Incentive-Disincentive Completion Date,” from monies otherwise due the Contractor. The term 

Allowable “Incentive-Disincentive Completion Date” as used in this Article shall mean the “IncentiveDisincentive Completion Date” plus adjustments pursuant to 8-7.3. This deduction shall be the disincentive 

for the Contractor’s failing to timely complete the Contract Work Item. Article 8-10 relating to liquidated 

damages remains in effect and is applicable.

In the event the Contractor elects to exercise the “incentive payment” provision, should this provision 

conflict with any other provision of the Contract, the Contract shall be interpreted in accordance with this 

provision.

As to any Contract Work Item provided for herein, the Contractor will remain responsible for all such work 

and the continued maintenance thereof until such date as the Department final accepts all Work under the 

Contract in accordance with 5-11, and without regard to whether the Department has provided written 

verification of the actual completion date or not, and without regard to whether any “incentive payment” 

was earned or elected hereunder.

8-13.1 Incentive-Disincentive.

(REV 7-27-04) (FA 7-28-04) (1-05)

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 

traveling public and to reduce the time of construction. In order to achieve this, an incentive-disincentive 

provision is established for the Contract. The total “incentive payment” or disincentive deduction shall not 

exceed $__________.

The Department will pay the Contractor an “incentive payment” in the amount of $_________, for each 

calendar day the actual completion date precedes the Original Contract Time and subject to the conditions 

precedent set forth below. The term “Original Contract Time” as used in this Article will mean the number 
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of calendar days established for completion of the work in the Contract on the date the Contract was 

executed. The term “calendar day” as used in this Article will mean every day shown on the calendar. 

Calendar days will be consecutively counted from commencement of Contract Time regardless of weather, 

weekends, holidays, suspensions of Contractor’s operations, delays or other events as described herein. 

For purposes of the calculation and the determination of entitlement to the “incentive payment” stated 

above, the Original Contract Time will not be adjusted for any reason, cause or circumstance whatsoever, 

regardless of fault, save and except in the instance of a catastrophic event (i.e., hurricane or a declared 

state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

Original Contract Time for purposes of calculation of the “incentive payment” set forth above. Further, any 

and all costs or impacts whatsoever incurred by the Contractor in accelerating the Contractor’s work to 

overcome or absorb such delays or events in an effort to complete the Contract prior to expiration of the 

Original Contract Time, regardless of whether the Contractor successfully does so or not, shall be the sole 

responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the Original Contract Time so that such 

extended Original Contract Time will be used in calculation of the “incentive payment.” In the event 

the Contractor and Department are unable to agree to the number of Calendar Days to extend the 

Original Contract Time, the Department will unilaterally determine the number of calendar days to 

extend the Original Contract Time reasonably necessary and due solely to such catastrophic event and 

the Contractor shall have no right whatsoever to contest such determination, save and except that the 

Contractor establishes that the number of calendar days determined by the Department was arbitrary 

or without any reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Original Contract Time” by 

moving it, or both modify the “Original Contract Time” by moving it and also modify the “incentive amount” 

by reducing it.

No modification of this “Incentive-Disincentive” provision will be considered by the Chief Engineer for any 

impacts, whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a 

time extension of less that 15% of the time remaining in the period from the first day of occurrence of such 

impact to the expiration of the “Original Contract Time.” Furthermore, as to any such impact, for which 
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81

the effect results in a time extension of 15% or more of the time remaining in the period from the first day 

of occurrence of such impact to the expiration of the “Original Contract Time,” no modification of this 

“Incentive-Disincentive” provision will be considered by the Chief Engineer unless the Contractor clearly 

establishes that it has continuously from the beginning of the project aggressively, efficiently and effectively 

pursued the achievement of the “incentive payment.” This would include the utilization of any and all 

reasonably available means and methods to overcome all impacts and accelerate the work so as to still 

achieve the “incentive payment,” and that, but for this impact, the Contractor would have otherwise earned 

the “incentive payment” provided in the original Contract. Also, to the extent the request is not submitted 

in writing to the Chief Engineer within not less than twenty (20) calendar days prior to the expiration of 

the “Original Contract Time,” the Contractor must also continue to aggressively, efficiently, and effectively 

pursue the completion of the “Incentive-Disincentive” work. This would include the utilization of any and 

all reasonably available means and methods to overcome all impacts and accelerate the work, until a 

determination is made by the Chief Engineer or twenty (20) calendar days has expired since such written 

request was received by the Chief Engineer. There shall be no right of any kind on behalf of the Contractor 

to challenge or otherwise seek review or appeal in any forum, of any determination made by the Chief 

Engineer under this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this incentive 

payment provision except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “incentive payment” the Contractor must:

(1) Deliver in-hand to the Department any and all claims, in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement, but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at final acceptance, 

tentatively schedule a Disputes Review Board hearing within 60 calendar days after the final acceptance 

date while awaiting Department review and response to any such claim. The sole forum for final 

determination as to both entitlement and amount of monetary compensation, if not otherwise mutually 

resolved or otherwise agreed, shall be the Disputes Review Board.

(2) Actually complete the Contract and obtain final acceptance by the Department prior to expiration of the 

Original Contract Time.

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect 

to be paid the “incentive payment” pursuant to (4) below, or (b) notify the Department in writing that the 

Contractor is electing to be paid the “incentive payment” and is reserving one or more outstanding 5-12.3 

claims for final and fully binding determination by the Disputes Review Board. The determinations of the 

Disputes Review Board as to any such 5-12.3 claims will be fully binding on both the Department and the 

Contractor, with no right of any kind of challenge, review or appeal, in any forum, by either party. Further, 

under (b) herein, any previous Disputes Review Board determinations on any such 5-12.3 claims issues 

shall then be fully binding and not subject to reconsideration by the Disputes Review Board, regardless of 

whether either party has previously rejected or otherwise not accepted one or more such recommendations 

at the time such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days after final acceptance of the 
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Contract by the Department, that the Contractor elects to be paid the “incentive payment” which the 

Contractor is eligible to be paid based on the actual final acceptance date, and such written notice shall 

constitute a full and complete waiver, release and acknowledgment of satisfaction by the Contractor of any 

and all claims, causes of action, issues, demands, disputes, matters or controversies, of any nature or kind 

whatsoever, known or unknown, against the Department, its employees, officers, agents, representatives, 

consultants, and their respective employees, officers and representatives, the Contractor has or may have, 

including, but not limited to, work performed, work deleted, change orders, supplemental agreements, 

delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time extensions, 

extra work, right of way issues, permitting issues, actions of suppliers or subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of the Contractor’s 

operations, extended or unabsorbed home office or job site overhead, lump sum maintenance of traffic 

adjustments, lost profits, prime mark-up on subcontractor work, acceleration costs, any and all direct 

and indirect costs, any other adverse impacts, events, conditions, circumstances or potential damages, 

on or pertaining to, or as to or arising out of the Contract. This waiver, release and acknowledgment of 

satisfaction shall be all-inclusive and absolute, save and except any routine Department final estimating 

quantity adjustments.

Should the Contractor fail to actually complete the Contract and obtain final acceptance by the Department 

prior to expiration of the Original Contract Time, or should the Contractor, having timely completed the 

Contract and obtained final acceptance by the Department prior to expiration of the Original Contract Time 

but having failed to timely request the “incentive payment” for any reason, and including but not limited 

to the Contractor choosing not to either reserve one or more outstanding 5-12.3 claims for final and fully 

binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully waive, release 

and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to any payment 

whatsoever under this Article. Notwithstanding the Contractor’s election or non-election of the “incentive 

payment” under this provision, the disincentive provision applies to all circumstances where the work in the 

Contract is not finally accepted by the Allowable Contract Time.

Completion and acceptance of the Contract for purposes of this Article shall be in accordance with 5-11.

Should the Contractor fail to complete the Contract on or before expiration of the Allowable Contract 

Time, as adjusted in accordance with the provisions of 8-7.3, the Department shall deduct $_______ for 

each calendar day completion exceeds the Allowable Contract Time, from the monies otherwise due the 

Contractor. The term “Allowable Contract Time” as used in this Article shall mean the Original Contract 

Time plus adjustments pursuant to 8-7.3. This deduction shall be the disincentive for the Contractor’s 

failing to timely complete the Contract. Article 8-10 relating to liquidated damages remains in effect and 

is applicable.

In the event the Contractor elects to exercise this “incentive payment” provision, should this provision 

conflict with any other provision of the Contract, the Contract shall be interpreted in accordance with 

this provision.

8-13.1 Incentive-Disincentive for A+B.

(REV 7-27-04) (FA 7-28-04) (1-05)

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 
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83

traveling public and to reduce the time of construction. In order to achieve this, an incentive-disincentive 

provision is established for the Contract. The total incentive payment or disincentive deduction shall not 

exceed $__________.

In the event the Contractor completes the Contract prior to the expiration of the Original Contract Time, the 

Department will pay the Contractor an incentive payment in the Daily Value amount specified in provision 

3-1 for each calendar day the actual completion date precedes the Original Contract Time and subject 

to the conditions precedent set forth below. The term “Original Contract Time” as used in this Article will 

mean the number of calendar days established for completion of the work in the Contract on the date the 

Contract was executed. The term “calendar day” as used in this Article will mean every day shown on the 

calendar. Calendar days will be consecutively counted from commencement of Contract Time regardless of 

weather, weekends, holidays, suspensions of Contractor’s operations, delays or other events as described 

herein. For purposes of the calculation and the determination of entitlement to the “incentive payment” 

stated above, the Original Contract Time will not be adjusted for any reason, cause or circumstance 

whatsoever, regardless of fault, save and except in the instance of a catastrophic event (i.e., hurricane or 

a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

Original Contract Time for purposes of calculation of the “incentive payment” set forth above. Further, any 

and all costs or impacts whatsoever incurred by the Contractor in accelerating the Contractor’s work to 

overcome or absorb such delays or events in an effort to complete the Contract prior to expiration of the 

Original Contract Time, regardless of whether the Contractor successfully does so or not, shall be the 

sole responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the Original Contract Time so that such extended 

Original Contract Time will be used in calculation of the “incentive payment.” In the event the Contractor 

and Department are unable to agree to the number of calendar days to extend the Original Contract Time, 

the Department shall unilaterally determine the number of calendar days to extend the Original Contract 

Time reasonably necessary and due solely to such catastrophic event and the Contractor shall have no 

right whatsoever to contest such determination, save and except that the Contractor establishes

that the number of calendar days determined by the Department was arbitrary or without any 

reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 
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to either fully enforce the above provisions with no modification, modify the “Original Contract Time” 

by moving it, or both modify the “Original Contract Time” by moving it and also modify the “incentive 

payment” amount by reducing it.

No modification of this “Incentive-Disincentive” provision will be considered by the Chief Engineer for 

any impacts, whatsoever, beyond the reasonable control of the Contractor, the effect of which results in 

a time extension of less that 15% of the time remaining in the period from first day of occurrence of 

such impact to the “Original Contract Time.” Furthermore, as to any such impact, the effect of 

which results in a time extension of 15% or more of the time remaining in the period from first day 

of occurrence of such impact to the “Original Contract Time,” no modification of this “IncentiveDisincentive” provision will be considered by the Chief Engineer unless the Contractor clearly establishes 

that it has continuously from the beginning of the project aggressively, efficiently and effectively 

pursued the achievement of the “incentive payment,” including the utilization of any and all reasonably 

available means and methods to overcome all impacts and accelerate the work so as to still achieve 

the “incentive payment,” and that, but for this impact, the Contractor would have otherwise earned the 

“incentive payment” provided in the original Contract. Also, to the extent the request is not submitted in 

writing to the Chief Engineer within not less than twenty (20) calendar days prior to the original “Original 

Contract Time,” the Contractor must also continue to aggressively, efficiently, and effectively pursue 

the completion of the “Incentive-Disincentive” work, including the utilization of any and all reasonably 

available means and methods to overcome all impacts and accelerate the work, until a determination 

is made by the Chief Engineer or twenty (20) calendar days has expired since such written request 

was received by the Chief Engineer. There shall be no right of any kind on behalf of the Contractor to 

challenge or otherwise seek review or appeal in any forum of any determination made by the Chief 

Engineer under this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this “incentive 

payment” provision except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “incentive payment” the Contractor must:

(1) Deliver in-hand to the Department any and all claims, in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at final acceptance, 

tentatively schedule a Disputes Review Board hearing within 60 calendar days of the final acceptance while 

awaiting Department review and response to any such claim; and the sole forum for final determination as 

to both entitlement and amount of monetary compensation, if not otherwise mutually resolved or otherwise 

agreed, shall be the Disputes Review Board.

(2) Actually complete the Contract and obtain final acceptance by the Department prior to expiration of the 

Original Contract Time.

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect 

to be paid the “incentive payment” pursuant to (4) below, or (b) notify the Department in writing that the 

Contractor is electing to be paid the “incentive payment” and is reserving one or more outstanding 5-12.3 

claims for final and fully binding determination by the Disputes Review Board. The determinations of the 
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Disputes Review Board as to any such 5-12.3 claims will be fully binding on both the Department and the 

Contractor, with no right of any kind of challenge, review or appeal in any forum by either party. Further, 

under (b) herein, any previous Disputes Review Board determinations on any such 5-12.3 claims issues 

shall then be fully binding and not subject to reconsideration by the Disputes Review Board, regardless of 

whether either party has previously rejected or otherwise not accepted one or more such recommendations 

at the time such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days after final acceptance of the Contract 

by the Department, that the Contractor elects to be paid the “incentive payment” which the Contractor is 

eligible to be paid based on the actual final acceptance date, and such written notice shall constitute a full 

and complete waiver, release and acknowledgment of satisfaction by the Contractor of any and all claims, 

causes of action, issues, demands, disputes, matters or controversies, of any nature or kind whatsoever, 

known or unknown, against the Department, its employees, officers, agents, representatives, consultants, 

and their respective employees, officers and representatives, the Contractor has or may have, including, but 

not limited to, work performed, work deleted, change orders, supplemental agreements, delays, disruptions, 

differing site conditions, utility conflicts, design changes or defects, time extensions, extra work, right of 

way issues, permitting issues, actions of suppliers or subcontractors or other contractors, actions by third 

parties, shop drawing approval process delays, expansion of the physical limits of the project to make it 

functional, weather, weekends, holidays, suspensions of Contractor’s operations, extended or unabsorbed 

home office or job site overhead, lump sum maintenance of traffic adjustments, lost profits, prime mark-up 

on subcontractor work, acceleration costs, any and all direct and indirect costs, any other adverse impacts, 

events, conditions, circumstances or potential damages, on or pertaining to, or as to or arising out of the 

Contract. This waiver, release and acknowledgment of satisfaction shall be all-inclusive and absolute, save 

and except any routine Department final estimating quantity adjustments.

Should the Contractor fail to actually complete the Contract and obtain final acceptance by the Department 

prior to expiration of the Original Contract Time, or should the Contractor, having timely completed the 

Contract and obtained final acceptance by the Department prior to expiration of the Original Contract Time 

but having failed to timely request the “incentive payment” for any reason, and including but not limited to 

the Contractor choosing not to fully waive, release and acknowledge satisfaction as set forth in (4) above, 

the Contractor shall have no right to any payment whatsoever under this Article. Notwithstanding the 

Contractor’s election or non-election of the incentive under this provision, the disincentive provision applies 

to all circumstances where the work in the Contract is not finally accepted by the Allowable Contract Time.

Completion and acceptance of the Contract for purposes of this Article shall be in accordance with 5-11.

Should the Contractor fail to complete the Contract on or before expiration of the Allowable Contract Time, 

as adjusted in accordance with the provisions of 8-7.3, the Department shall deduct from the monies 

due the Contractor the Daily Value as shown in provision 3-1 for each calendar day completion exceeds 

the Allowable Contract Time. The term “Allowable Contract Time” as used in this Article shall mean the 

Original Contract Time plus adjustments pursuant to 8-7.3. This deduction shall be the disincentive for the 

Contractor’s failing to timely complete the Contract. Article 8-10 relating to liquidated damages remains in 

effect and is applicable.

In the event the Contractor elects to exercise this “incentive payment” provision, should this provision 

conflict with any other provision of the Contract, the Contract shall be interpreted in accordance with 

this provision.
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Appendix I

Example Specifications for Bonus

FDOT Specifications

8-13.1 “Bonus” Payment and Waiver of Contractor Claims.

(REV 5-19-04) (FA 7-13-04) (1-05)

The Department will pay the Contractor a “Bonus” in the amount of $__________, if the work in the Contract 

is completed in accordance with 5-11, as determined by the Engineer, on or before the “Bonus Completion 

Date,” and subject to the conditions precedent set forth below. The term “Bonus Completion Date” as 

used in this Article shall mean (1) _________ calendar days from commencement of Contract Time, or 

(2) the number of calendar days bid by the Contractor in the A + B proposal, whichever is less. The term 

“calendar day” as used in this Article shall mean every day shown on the calendar. Calendar days will be 

consecutively counted from commencement of Contract Time regardless of weather, weekends, holidays, 

suspensions of Contractor’s operations, delays or other events as described herein. For purposes of the 

calculation and the determination of entitlement to the “Bonus” stated above, the “Bonus” Completion 

Date will not be adjusted for any reason, cause or circumstance whatsoever, regardless of fault, save and 

except in the instance of a catastrophic event (i.e., hurricanes or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of Suppliers, Subcontractors or other 

Contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Bonus Completion Date” set forth above. Further, any and all costs or impacts whatsoever incurred by 

the Contractor in accelerating the Contractor’s work to overcome or absorb such delays or events in an 

effort to complete the Contract by the “Bonus Completion Date,” regardless of whether the Contractor 

successfully does so or not, shall be the sole responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the “Bonus Completion Date.” In the event the 

Contractor and Department are unable to agree to the number of calendar days to extend the “Bonus 

Completion Date,” the Department shall unilaterally determine the number of calendar days to extend 

the “Bonus” Completion Date reasonably necessary and due solely to such catastrophic event and 

the Contractor shall have no right whatsoever to contest such determination, save and except that the 

Contractor establishes that the number of calendar days determined by the Department was arbitrary 

or without any reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 
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and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Bonus Completion Date” by 

moving it, or both modify the “Bonus Completion Date” by moving it and also modify the “Bonus” amount 

by reducing it.

No modification of a “Bonus” provision will be considered by the Chief Engineer for any impacts 

whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a time 

extension of less than 15% of the time remaining in the period from the first day of occurrence of such 

impact to the “Bonus Completion Date.” Furthermore, as to any such impact, for which the effect results 

in a time extension of 15% or more of the time remaining in the period from the first day of occurrence of 

such impact to the “Bonus Completion Date,” no modification of a “Bonus” provision will be considered 

by the Chief Engineer unless the contractor clearly establishes that it has continuously from the beginning 

of the project aggressively, efficiently and effectively pursued the achievement of the “Bonus.” This would 

include the utilization of any and all reasonably available means and methods to overcome all impacts and 

accelerate the work so as to still achieve the “Bonus,” and that, but for this impact, the Contractor would 

have otherwise earned the “Bonus” provided in the original Contract. Also, to the extent the request is not 

submitted in writing to the Chief Engineer within not less than twenty (20) calendar days prior to the original 

“Bonus Completion Date,” the Contractor must also continue to aggressively, efficiently, and effectively 

pursue the completion of the “Bonus” work. This would include the utilization of any and all reasonably 

available means and methods to overcome all impacts and accelerate the work, until a determination 

is made by the Chief Engineer or twenty (20) calendar days has expired since such written request was 

received by the Chief Engineer. There shall be no right of any kind on behalf of the Contractor to challenge 

or otherwise seek review or appeal, in any forum, any determination made by the Chief Engineer under 

this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this “Bonus” 

provision except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “Bonus” the Contractor must:

(1) Deliver in-hand to the Department any and all claims, in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at or submitted after 

final acceptance, tentatively schedule a Disputes Review Board hearing within 60 calendar days after the 

final acceptance date while awaiting Department review and response to any such claim. The sole forum 

for final determination as to both entitlement and amount of monetary compensation, if not otherwise 

mutually resolved or otherwise agreed, shall be the Disputes Review Board.

(2) Actually complete the Contract and obtain final acceptance by the Department, as determined by the 

Engineer in accordance with 5-11.

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect to 

be paid the “Bonus” pursuant to (4) below, or (b) notify the Department in writing that the Contractor is 

electing to be paid the “Bonus” and is reserving one or more outstanding 5-12.3 claims for final and fully 
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binding determination by the Disputes Review Board. The determinations of the Disputes Review Board as 

to any such 5-12.3 claims will be fully binding on both the Department and the Contractor, with no right of 

any kind of challenge, review or appeal, in any forum, by either party. Further, under (b) herein, any previous 

Disputes Review Board determinations on any such 5-12.3 claims issues shall then be fully binding and not 

subject to reconsideration by the Disputes Review Board, regardless of whether either party has previously 

rejected or otherwise not accepted one or more such recommendations at the time such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days of the final acceptance of the work 

in the Contract by the Department, that the Contractor elects to be paid the “Bonus” which the Contractor 

is eligible to be paid based on the actual final acceptance date, and such written notice shall constitute 

a full and complete waiver, release and acknowledgment of satisfaction by the Contractor of any and 

all claims, causes of action, issues, demands, disputes, matters or controversies, of any nature or kind 

whatsoever, known or unknown, against the Department, its employees, officers, agents, representatives, 

consultants, and their respective employees, officers and representatives, the Contractor has or may 

have as to work performed, work deleted, change orders, supplemental agreements, delays, disruptions, 

differing site conditions, utility conflicts, design changes or defects, time extensions, extra work, right of 

way issues, permitting issues, actions of suppliers or subcontractors or other Contractors, actions by 

third parties, shop drawing approval process delays, expansion of the physical limits of the project to 

make it functional, weather, weekends, holidays, suspensions of the Contractor’s operations, extended or 

unabsorbed home office or job site overhead, lump sum maintenance of traffic adjustments, lost profits, 

prime mark-up on subcontractor work, acceleration costs, any and all direct and indirect costs, any other 

adverse impacts, events, conditions, circumstances or potential damages, on or pertaining to, or as to or 

arising out of the Contract. This waiver, release and acknowledgment of satisfaction shall be all-inclusive 

and absolute, save and except any routine Department final estimating quantity adjustments.

Should the Contractor fail to actually complete the Contract and obtain final acceptance by the 

Department as determined by the Engineer in accordance with 5-11, or should the Contractor, having 

done so, fail to timely request the “Bonus” for any reason, and including but not limited to the Contractor 

choosing not to either reserve one or more outstanding 5-12.3 claims for final and fully binding 

determination by the Disputes Review Board as set forth in (3)(b) above, or to fully waive, release and 

acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to any payment 

whatsoever under this Article.

In the event the Contractor elects to exercise the “Bonus Payment” provision, should this provision conflict 

with any other provision of the Contract, the Contract shall be interpreted in accordance with this provision.

8-13.1 “Bonus” Payment and Waiver of Contractor Claims.

(REV 7-27-04) (FA 7-28-04) (1-05)

The Department will pay the Contractor a “Bonus” in the amount of $_________, if the work in the Contract 

is completed in accordance with 5-11, as determined by the Engineer, on or before ___________(“Bonus 

Completion Date”) and subject to the conditions precedent set forth below. For purposes of the calculation 

and the determination of entitlement to the “Bonus” stated above, the “Bonus Completion Date” will not 

be adjusted for any reason, cause or circumstance whatsoever, regardless of fault, save and except in the 

instance of a catastrophic event (i.e., hurricane or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 
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of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Bonus Completion Date” set forth above. Further, any and all costs or impacts whatsoever incurred by 

the Contractor in accelerating the Contractor’s work to overcome or absorb such delays or events in an 

effort to complete the Contract by the “Bonus Completion Date,” regardless of whether the Contractor 

successfully does so or not, shall be the sole responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the “Bonus Completion Date.” In the event the 

Contractor and Department are unable to agree to the number of calendar days to extend the “Bonus 

Completion Date,” the Department shall unilaterally determine the number of calendar days to extend 

the “Bonus Completion Date” reasonably necessary and due solely to such catastrophic event and 

the Contractor shall have no right whatsoever to contest such determination, save and except that the 

Contractor establishes that the number of calendar days determined by the Department was arbitrary 

or without any reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Bonus Completion Date” 

by moving it, or both modify the “Bonus Completion Date” by moving it and also modifying the “Bonus” 

amount by reducing it.

No modification of a “Bonus” provision will be considered by the Chief Engineer for any impacts 

whatsoever, beyond the reasonable control of the Contractor, the effect of which results in a time extension 

of less that 15% of the time remaining in the period from first day of occurrence of such impact to the 

“Bonus Completion Date.” Furthermore, as to any such impact, the effect of which results in a time 

extension of 15% or more of the time remaining in the period from first day of occurrence of such impact 

to the “Bonus Completion Date,” no modification of a “Bonus” provision will be considered by the Chief 

Engineer unless the Contractor clearly establishes that it has continuously from the beginning of the project 

aggressively, efficiently and effectively pursued the achievement of the “Bonus,” including the utilization of 

any and all reasonably available means and methods to overcome all impacts and accelerate the work so 

as to still achieve the “Bonus,” and, but for this impact, the Contractor would have otherwise earned the 

“Bonus” provided in the original Contract. Also, to the extent the request is not submitted in writing to the 

Chief Engineer within not less than twenty (20) calendar days prior to the original “Bonus Completion Date,” 

the Contractor must also continue to aggressively, efficiently, and effectively pursue the completion of the 

“Bonus” work, including the utilization of any and all reasonably available means and methods to overcome 

all impacts and accelerate the work, until a determination is made by the Chief Engineer or twenty (20) 

calendar days has expired since such written notice. There shall be no right of any kind on behalf of the 
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Contractor to challenge or otherwise seek review or appeal in any forum of any determination made by the 

Chief Engineer under this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this “Bonus” 

provision except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “Bonus” the Contractor must:

(1) Deliver in-hand to the Department any and all claims, in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and those 5-12.3 claims pending at or submitted after final 

acceptance, tentatively schedule a Disputes Review Board hearing within 60 calendar days of the final 

acceptance while awaiting Department review and response to any such claim and the sole forum for final 

determination as to both entitlement and amount of monetary compensation, if not otherwise mutually 

resolved or otherwise agreed, shall be the Disputes Review Board.

(2) Actually complete the Contract and obtain final acceptance by the Department, as determined by the 

Engineer in accordance with 5-11, on or before the “Bonus Completion Date.”

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect 

to be paid the “Bonus” pursuant to (4) below, or (b) notify the Department in writing that the Contractor 

is electing to be paid the “Bonus” and is reserving one or more outstanding 5-12.3 claims for final and 

fully binding determination by the Disputes Review Board. The determinations of the Disputes Review 

Board as to any such 5-12.3 claims will be fully binding on both the Department and the Contractor, with 

no right of any kind of challenge, review or appeal in any forum by either party. Further, under (b) herein, 

any previous Disputes Review Board determinations on any such 5-12.3 claims issues shall then be fully 

binding and not subject to reconsideration by the Disputes Review Board, regardless of whether either 

party had previously rejected or otherwise not accepted one or more such recommendations at the time 

such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days of the final acceptance of the work 

in the Contract by the Department, that the Contractor elects to be paid the “Bonus” which the Contractor 

is eligible to be paid based on the actual final acceptance date, and such written notice shall constitute 

a full and complete waiver, release and acknowledgment of satisfaction by the Contractor of any and 

all claims, causes of action, issues, demands, disputes, matters or controversies, of any nature or kind 

whatsoever, known or unknown, against the Department, its employees, officers, agents, representatives, 

consultants, and their respective employees, officers and representatives, the Contractor has or may 

have as to work performed, work deleted, change orders, supplemental agreements, delays, disruptions, 

differing site conditions, utility conflicts, design changes or defects, time extensions, extra work, right 

of way issues, permitting issues, actions of suppliers or subcontractors or other contractors, actions by 

third parties, shop drawing approval process delays, expansion of the physical limits of the project to 

make it functional, weather, weekends, holidays, suspensions of the Contractor’s operations, extended or 

unabsorbed home office or job site overhead, lump sum maintenance of traffic adjustments, lost profits, 

prime mark-up on subcontractor work, acceleration costs, any and all direct and indirect costs, any other 

adverse impacts, events, conditions, circumstances or potential damages, on or pertaining to, or as to or 
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arising out of the Contract. This waiver, release and acknowledgment of satisfaction shall be all-inclusive 

and absolute, save and except any routine Department final estimating quantity adjustments.

Should the Contractor fail to actually complete the Contract and obtain final acceptance by the Department 

as determined by the Engineer in accordance with 5-11, on or before the “Bonus Completion Date,” or 

should the Contractor, having done so, fail to timely request the “Bonus” for any reason, and including but 

not limited to the Contractor choosing not to either reserve one or more outstanding 5-12.3 claims for final 

and fully binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully waive, 

release and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to any 

payment whatsoever under this Article.

In the event the Contractor elects to exercise the “Bonus Payment” provision, should this provision conflict 

with any other provision of the Contract, the Contract shall be interpreted in accordance with this provision.

8-13.1 “Bonus” Payment and Waiver of Contractor Claims.

(REV 7-27-04) (FA 7-28-04) (1-05)

The Department will pay the Contractor a “Bonus” in the amount of $__________, if the work in the Contract 

is completed in accordance with 5-11, as determined by the Engineer, on or before ___________calendar 

days from commencement of Contract Time (“Bonus Completion Date”) and subject to the conditions 

precedent set forth below. The term “calendar day” as used in this Article shall mean every day shown 

on the calendar. Calendar days will be consecutively counted from commencement of Contract Time 

regardless of weather, weekends, holidays, suspensions of Contractor’s operations, delays or other events 

as described herein. For purposes of the calculation and the determination of entitlement to the “Bonus” 

stated above, the “Bonus” Completion Date will not be adjusted for any reason, cause or circumstance 

whatsoever, regardless of fault, save and except in the instance of a catastrophic event (i.e., hurricanes 

or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of Suppliers, Subcontractors or other 

Contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Bonus Completion Date” set forth above. Further, any and all costs or impacts whatsoever incurred by 

the Contractor in accelerating the Contractor’s work to overcome or absorb such delays or events in an 

effort to complete the Contract by the “Bonus Completion Date,” regardless of whether the Contractor 

successfully does so or not, shall be the sole responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the “Bonus Completion Date.” In the event the 

Contractor and Department are unable to agree to the number of calendar days to extend the “Bonus 

Completion Date,” the Department shall unilaterally determine the number of calendar days to extend 
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the “Bonus” Completion Date reasonably necessary and due solely to such catastrophic event and 

the Contractor shall have no right whatsoever to contest such determination, save and except that the 

Contractor establishes that the number of calendar days determined by the Department was arbitrary or 

without any reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Bonus Completion Date” by 

moving it, or both modify the “Bonus Completion Date” by moving it and also modify the “Bonus” amount 

by reducing it.

No modification of a “Bonus” provision will be considered by the Chief Engineer for any impacts 

whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a time 

extension of less than 15% of the time remaining in the period from the first day of occurrence of such 

impact to the “Bonus Completion Date.” Furthermore, as to any such impact, for which the effect results 

in a time extension of 15% or more of the time remaining in the period from the first day of occurrence of 

such impact to the “Bonus Completion Date,” no modification of a “Bonus” provision will be considered 

by the Chief Engineer unless the contractor clearly establishes that it has continuously from the beginning 

of the project aggressively, efficiently and effectively pursued the achievement of the “Bonus.” This would 

include the utilization of any and all reasonably available means and methods to overcome all impacts and 

accelerate the work so as to still achieve the “Bonus,” and that, but for this impact, the Contractor would 

have otherwise earned the “Bonus” provided in the original Contract. Also, to the extent the request is not 

submitted in writing to the Chief Engineer within not less than twenty (20) calendar days prior to the original 

“Bonus Completion Date,” the Contractor must also continue to aggressively, efficiently, and effectively 

pursue the completion of the “Bonus” work. This would include the utilization of any and all reasonably 

available means and methods to overcome all impacts and accelerate the work, until a determination 

is made by the Chief Engineer or twenty (20) calendar days has expired since such written request was 

received by the Chief Engineer. There shall be no right of any kind on behalf of the Contractor to challenge 

or otherwise seek review or appeal, in any forum, any determination made by the Chief Engineer under 

this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this “Bonus” 

provision except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “Bonus” the Contractor must:

(1) Deliver in-hand to the Department any and all claims, in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at or submitted after 

final acceptance, tentatively schedule a Disputes Review Board hearing within 60 calendar days after the 

final acceptance date while awaiting Department review and response to any such claim. The sole forum 

for final determination as to both entitlement and amount of monetary compensation, if not otherwise 

mutually resolved or otherwise agreed, shall be the Disputes Review Board.
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(2) Actually complete the Contract and obtain final acceptance by the Department, as determined by the 

Engineer in accordance with 5-11, on or before the “Bonus Completion Date.”

(3) No later than 60 days after final acceptance by the Department, the Contractor must either (a) elect to 

be paid the “Bonus” pursuant to (4) below, or (b) notify the Department in writing that the Contractor is 

electing to be paid the “Bonus” and is reserving one or more outstanding 5-12.3 claims for final and fully 

binding determination by the Disputes Review Board. The determinations of the Disputes Review Board as 

to any such 5-12.3 claims will be fully binding on both the Department and the Contractor, with no right of 

any kind of challenge, review or appeal, in any forum, by either party. Further, under (b) herein, any

previous Disputes Review Board determinations on any such 5-12.3 claims issues shall then be fully 

binding and not subject to reconsideration by the Disputes Review Board, regardless of whether either 

party has previously rejected or otherwise not accepted one or more such recommendations at the time 

such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days of the final acceptance of the work 

in the Contract by the Department, that the Contractor elects to be paid the “Bonus” which the Contractor 

is eligible to be paid based on the actual final acceptance date, and such written notice shall constitute 

a full and complete waiver, release and acknowledgment of satisfaction by the Contractor of any and 

all claims, causes of action, issues, demands, disputes, matters or controversies, of any nature or kind 

whatsoever, known or unknown, against the Department, its employees, officers, agents, representatives, 

consultants, and their respective employees, officers and representatives, the Contractor has or may 

have as to work performed, work deleted, change orders, supplemental agreements, delays, disruptions, 

differing site conditions, utility conflicts, design changes or defects, time extensions, extra work, right of 

way issues, permitting issues, actions of suppliers or subcontractors or other Contractors, actions by 

third parties, shop drawing approval process delays, expansion of the physical limits of the project to 

make it functional, weather, weekends, holidays, suspensions of the Contractor’s operations, extended or 

unabsorbed home office or job site overhead, lump sum maintenance of traffic adjustments, lost profits, 

prime mark-up on subcontractor work, acceleration costs, any and all direct and indirect costs, any other 

adverse impacts, events, conditions, circumstances or potential damages, on or pertaining to, or as to or 

arising out of the Contract. This waiver, release and acknowledgment of satisfaction shall be all-inclusive 

and absolute, save and except any routine Department final estimating quantity adjustments.

Should the Contractor fail to actually complete the Contract and obtain final acceptance by the Department 

as determined by the Engineer in accordance with 5-11, on or before the “Bonus Completion Date,” or 

should the Contractor, having done so, fail to timely request the “Bonus” for any reason, and including but 

not limited to the Contractor choosing not to either reserve one or more outstanding 5-12.3 claims for final 

and fully binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully waive, 

release and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to any 

payment whatsoever under this Article.

In the event the Contractor elects to exercise the “Bonus Payment” provision, should this provision conflict 

with any other provision of the Contract, the Contract shall be interpreted in accordance with this provision.

8-13.1 “Bonus” Payment and Waiver of Contractor Claims.

(REV 12-15-03) (FA 1-8-04) (7-04)

The Department desires to expedite construction on this Contract to minimize the inconvenience to the 
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traveling public and to reduce the time of construction. In order to achieve this, “Bonus” provisions are 

established for the Contract Work Items described below.

The Department will pay the Contractor a “Bonus” as follows:

Contract Work Item Bonus Completion Date Bonus Amount

Usage—describe work and 

tie to the plans

Alt 1

Calendar days from commencement 

of Contract Time.

Alt 2

Date

(Amount of bonus)

Example: Complete project 

in accordance with 5-11

Alt 1

Calendar days from commencement 

of Contract Time.

Alt 2

Date

(Amount of bonus)

The “Bonus” will be paid only if the “Contract Work Item” is completed as set forth above, and as 

determined by the Engineer, on or before the “Bonus Completion Date” as set forth above, and subject 

to the conditions precedent set forth below. For purposes of the calculation and the determination of 

entitlement to the “Bonus” stated above, the “Bonus Completion Date” will not be adjusted for any reason, 

cause or circumstance whatsoever, regardless of fault, save and except in the instance of a catastrophic 

event (i.e., hurricane or a declared state of emergency).

The parties anticipate that delays may be caused by or arise from any number of events during the course 

of the Contract, including, but not limited to, work performed, work deleted, change orders, supplemental 

agreements, delays, disruptions, differing site conditions, utility conflicts, design changes or defects, time 

extensions, extra work, right of way issues, permitting issues, actions of suppliers, subcontractors or other 

contractors, actions by third parties, shop drawing approval process delays, expansion of the physical 

limits of the project to make it functional, weather, weekends, holidays, suspensions of Contractor’s 

operations, or other such events, forces or factors sometimes experienced in highway construction work. 

Such delays or events and their potential impacts on performance by the Contractor are specifically 

contemplated and acknowledged by the parties in entering into this Contract, and shall not extend the 

“Bonus Completion Date” set forth above. Further, any and all costs or impacts whatsoever incurred by 

the Contractor in accelerating the Contractor’s work to overcome or absorb such delays or events in an 

effort to complete the Contract by the “Bonus Completion Date,” regardless of whether the Contractor 

successfully does so or not, shall be the sole responsibility of the Contractor in every instance.

In the event of a catastrophic event (i.e., hurricane or a declared state of emergency) directly and 

substantially affecting the Contractor’s operations on the Contract, the Contractor and the Department 

shall agree as to the number of calendar days to extend the “Bonus Completion Date.” In the event the 

Contractor and Department are unable to agree to the number of calendar days to extend the “Bonus 

Completion Date,” the Department shall unilaterally determine the number of calendar days to extend 

the “Bonus Completion Date” reasonably necessary and due solely to such catastrophic event and 

the Contractor shall have no right whatsoever to contest such determination, save and except that the 
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Contractor establishes that the number of calendar days determined by the Department was arbitrary or 

without any reasonable basis.

However, notwithstanding anything above to the contrary, upon the Contractor’s written request being 

made directly to the Chief Engineer, with copies provided to both the Resident Construction Engineer 

and the District Construction Engineer, the Department reserves unto the Chief Engineer, in his sole and 

absolute discretion, according to the parameters set forth below, the authority to make a determination 

to either fully enforce the above provisions with no modification, modify the “Bonus Completion Date” 

by moving it, or both modifying the “Bonus Completion Date” by moving it and also modify the “Bonus” 

amount by reducing it.

No modification of a “Bonus” provision will be considered by the Chief Engineer for any impacts 

whatsoever, beyond the reasonable control of the Contractor, for which the effect results in a time 

extension of less that 15% of the time remaining in the period from the first day of occurrence of such 

impact to the “Bonus Completion Date,” Furthermore, as to any such impact, for which the effect results 

in a time extension of 15% or more of the time remaining in the period from the first day of occurrence of 

such impact to the “Bonus Completion Date,” no modification of a “Bonus” provision will be considered 

by the Chief Engineer unless the contractor clearly establishes that it has continuously from the beginning 

of the project aggressively, efficiently and effectively pursued the achievement of the “Bonus.” This would 

include the utilization of any and all reasonably available means and methods to overcome all impacts 

and accelerate the work so as to still achieve the “Bonus,” and, but for this impact, the Contractor would 

have otherwise earned the “Bonus” provided in the original Contract. Also, to the extent the request is not 

submitted in writing to the Chief Engineer within not less than twenty (20) calendar days prior to the original 

“Bonus Completion Date,” the Contractor must also continue to aggressively, efficiently, and effectively 

pursue the completion of the “Bonus” work. This would include the utilization of any and all reasonably 

available means and methods to overcome all impacts and accelerate the work, until a determination is 

made by the Chief Engineer or twenty (20) calendar days has expired since such written notice. There shall 

be no right of any kind on behalf of the Contractor to challenge or otherwise seek review or appeal, in any 

forum, of any determination made by the Chief Engineer under this provision.

The Contractor shall have no rights under the Contract to make any claim arising out of this “Bonus” 

provision except as is expressly set forth in this Article.

As conditions precedent to the Contractor’s entitlement to any “Bonus” the Contractor must:

(1) Deliver in-hand to the Department any and all claims in full accordance with 5-12.3 and subject to 

the limitations therein, no later than 60 calendar days after completion of the work on which such claim 

is based and tentatively schedule a Disputes Review Board hearing while awaiting Department review 

and response to any such claim. Furthermore, as to any such 5-12.3 claims for which the Disputes 

Review Board has determined entitlement but both parties have not reached an agreement on monetary 

compensation prior to final acceptance, and also as to those 5-12.3 claims pending at or submitted after 

“Bonus Date,” tentatively schedule a Disputes Review Board hearing within 60 calendar days after the final 

acceptance date while awaiting Department review and response to any such claim. The sole forum for 

final determination as to both entitlement and amount of monetary compensation, if not otherwise mutually 

resolved, or otherwise agreed, shall be the Disputes Review Board.

(2) Actually complete the “Contract Work Item” and obtain written verification of completion from the 

Engineer on or before the “Bonus Completion Date.”
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(3) No later than 60 days after “Bonus Date” by the Department, the Contractor must either (a) elect to be 

paid the “Bonus” pursuant to (4) below, or (b) notify the Department in writing that the Contractor is electing 

to be paid the “Bonus” and is reserving one or more outstanding 5-12.3 claims for final and fully binding 

determination by the Disputes Review Board. The determinations of the Disputes Review Board as to any 

such 5-12.3 claims will be fully binding on both the Department and the Contractor, with no right of any 

kind of challenge, review or appeal, in any forum, by either party. Further, under (b) herein, any previous 

Disputes Review Board determinations on any such 5-12.3 claims issues shall then be fully binding and not 

subject to reconsideration by the Disputes Review Board, regardless of whether either party has previously 

rejected or otherwise not accepted one or more such recommendations at the time such were rendered.

(4) The Contractor shall notify the Department in writing, within 60 days of receiving written verification 

of completion of the “Contract Work Item” by the Engineer per (2) above, that the Contractor elects to 

be paid the “Bonus” which the Contractor is eligible to be paid based on the actual “Bonus Completion 

Date,” and such written notice shall constitute a full and complete waiver, release and acknowledgment 

of satisfaction by the Contractor of any and all claims, causes of action, issues, demands, disputes, 

matters or controversies, of any nature or kind whatsoever, known or unknown, against the Department, 

its employees, officers, agents, representatives, consultants, and their respective employees, officers 

and representatives, the Contractor has or may have as to work performed, work deleted, change orders, 

supplemental agreements, delays, disruptions, differing site conditions, utility conflicts, design changes 

or defects, time extensions, extra work, right of way issues, permitting issues, actions of suppliers or 

subcontractors or other contractors, actions by third parties, shop drawing approval process delays, 

expansion of the physical limits of the project to make it functional, weather, weekends, holidays, 

suspensions of the Contractor’s operations, extended or unabsorbed home office or job site overhead, 

lump sum maintenance of traffic adjustments, lost profits, prime mark-up on subcontractor work, 

acceleration costs, any and all direct and indirect costs, any other adverse impacts, events, conditions,

circumstances or potential damages, on or pertaining to, or as to or arising out of the Contract. This waiver, 

release and acknowledgment of satisfaction shall be all-inclusive and absolute, save and except any 

routine Department final estimating quantity adjustments.

Should the Contractor fail to actually complete the “Contract Work Item” and obtain written verification of 

completion of the “Contract Work Item” from the Engineer on or before the “Bonus Completion Date,” or 

should the Contractor, having done so, fail to timely request the “Bonus” for any reason, and including but 

not limited to the Contractor choosing not to either reserve one or more outstanding 5-12.3 claims for final 

and fully binding determination by the Disputes Review Board as set forth in (3)(b) above, or to fully waive, 

release and acknowledge satisfaction as set forth in (4) above, the Contractor shall have no right to any 

payment whatsoever under this Article.

In the event the Contractor elects to exercise the “Bonus Payment” provision, should this provision conflict 

with any other provision of the Contract, the Contract shall be interpreted in accordance with this provision.

As to any Contract Work Item provided for herein, the Contractor will remain responsible for all such work 

and the continued maintenance thereof until such date as the Department final accepts all Work under the 

Contract in accordance with 5-11, and without regard to whether the Department has provided written 

verification of completion or not, and without regard to whether any “Bonus” was earned or elected 

hereunder.
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Appendix J

Example Specifications for Lane Rental

FDOT Specifications

8-13.1 Incentive-Disincentive for Lane Rental Days.

(REV 9-25-03) (FA 12-24-03) (7-04)

The Department desires to minimize the inconvenience to the traveling public by reducing the amount 

of time during which the Contractor closes one or more lanes as permitted by the Contract. In order to 

achieve this, an incentive-disincentive provision for Lane Rental Days is established for the Contract. 

The total incentive payment or disincentive deduction shall not exceed $__________.

For the purposes of this Subarticle, the following definition will apply:

Lane Rental Day: The time period during which the Contractor closes one or more lanes as permitted 

by the Contract. The Engineer will not consider lane closures for time periods less than 15 minutes in 

computing Lane Rental Days. The computation of Lane Rental Days will include moving operations. The 

number of lanes considered closed will be based on the number of lanes available prior to construction 

versus the number of lanes maintained through the project during any particular day. A lane is a mainline 

through lane or ramp. Lane Rental Days will be computed in full day and half day increments. A full day 

will be computed for any lane closure(s) or any combination of lane closures totaling over 12 hours in 

cumulative length over a 24 hour period. For purposes of computing Lane Rental Days, the 24 hour 

period will be continuous and will begin when the Contractor begins the closure. Computation of Lane 

Rental Days will continue until the detour is completely removed and traffic is restored. A half-day will be 

computed for any lane closure(s) or any combination of lane closures totaling 12 hours or less cumulative 

in length within a 24 hour period.

The total allowable number of Lane Rental Days established for this contract is ________. The Engineer, at 

his sole discretion, will determine the total number of Lane Rental Days used by the Contractor by making 

a summation of all full day and half day increments.

If the Contractor uses fewer Lane Rental Days than the total allowable number of Lane Rental Days, the 

Department will pay the Contractor an incentive payment in the amount of $__________ for every Lane 

Rental Day less than the total allowable number of Lane Rental Days established for this Contract. If 

the Contractor uses more Lane Rental Days than the total allowable number of Lane Rental Days, the 

Department will make a disincentive deduction in the amount of $__________ for every Lane Rental Day 

more than the allowable number of Lane Rental Days established for this Contract, from funds otherwise 

due the Contractor.

Notwithstanding any incentive payments or any disincentive deductions related to the total allowable 

number of Lane Rental Days, a damage recovery/user cost will be assessed against the Contractor if all 

lanes are not open to traffic during the time periods identified in the Traffic Control Plans. Costs will be 

assessed beginning at applicable times indicated in the Traffic Control Plans and continue until all lanes 

are open as recorded by the Engineer. This assessment will be in the following amounts:

First 30 minutes and under: $________

Each additional 30 minute period or portion thereof: $________
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Such damage recovery/user costs will not exceed $________ over a 24 hour period.

At the sole discretion of the Engineer, damage recovery/user costs will not be assessed for failure to open 

traffic lanes if such cause is beyond the control of the Contractor, i.e., catastrophic events, accidents not 

related or caused by the Contractor’s operations.

The Department will have the right to apply as payment on such damages any money which is due to the 

Contractor by the Department.

AWARD AND EXECUTION OF CONTRACT.

(REV 4-11-97) (FA 5-7-97) (7-00)

ARTICLE 3-1 (Pages 14 and 15). The first and second sentences are deleted and the following 

substituted:

For the purpose of award, each bid submitted shall consist of two parts whereby:

Standard Bid (A) = The correct summation of the products of the estimated quantities shown in the 

proposal, multiplied by their bid unit prices.

 Time Bid (B) = [LRD times the Daily Lane Rental Fee] = the product of the number of Lane Rental 

Days (LRD) provided by the Contractor and the Daily Lane Rental Fee established by the Department.

 The lowest evaluated bid (Total Bid) will be determined by the Department as the lowest sum of 

(A) plus (B) according to the following formula:

 Total Bid = Standard Bid (A) + Time Bid (B)

The preceding formula will not be used to determine final payment to the Contractor. All payments will be 

based on quantities and bid unit prices.

The DBE utilization goals and bonding requirements will be applied to the Standard Bid (“A” portion) only.

PREPARATION OF PROPOSALS.

(REV 2-21-05) (FA 3-31-05) (1-06)

SUBARTICLE 2-5.1 (of the Supplemental Specifications) is expanded by the following:

Determine the number of Lane Rental Days (LRD) required to perform the work specified and show 

this number in the proposal.

The following definitions will apply:

 Lane Rental Day: The time period during which the Contractor closes one or more lanes as 

permitted by the Contract. The Engineer will not consider time periods less than 15 minutes in computing 

Lane Rental Days. The computation of Lane Rental Days will include moving operations. The number of 

lanes considered closed will be based on the number of lanes available prior to construction versus the 

number of lanes maintained through the project during any particular day. A lane is a mainline through 

lane or ramp.

 Lane Rental Days will be computed in full day and half-day increments. A full day will be 

computed for any lane closure(s) or any combination of lane closures totaling over 12 hours in cumulative 

length over a 24 hour period. For purposes of computing Lane Rental Days, the 24 hour period will be 

continuous and will begin when the Contractor begins the closure. Computation of Lane Rental Days will 

continue until the closure is completely removed. A half-day will be computed for any lane closure(s) or any 

combination of lane closures totaling 12 hours or less cumulative in length within a 24 hour period. Lane 
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Rental Days will be charged for each calendar day without regard to whether Contract time is charged.

 Daily Lane Rental Fee: The full day Daily Lane Rental Fee is $_____________ per lane per day. 

The half day Daily Lane Rental Fee is 50% of the full day Daily Lane Rental Fee. The lane rental items will 

only be shown on the lead project on Contracts with multiple projects, but will cover work for all projects 

within the Contract.

8-13.1 Pay Adjustment For Fewer-More Lane Rental Days.

(REV 4-29-97) (FA 5-7-97) (7-00)

If the Contractor uses more Lane Rental Days than what was specified in the proposal, the Department 

will assess a per day fee equal to the Daily Lane Rental Fee. If the Contractor uses fewer Lane Rental Days 

than what was specified in the proposal, the Department will pay a per day incentive equal to the Daily 

Lane Rental Fee.
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Appendix K

Example Specification for Value Engineering

RIDOT Specification

SECTION 104.99

VALUE ENGINEERING

PURPOSE: The Contractor may submit to the Department value-engineering (VE) proposals that change 

the Contract Documents resulting in Construction Cost Savings and Time Savings. The Department will 

share with the Contractor any cost savings that result from an approved VE proposal. 

GENERAL REQUIREMENTS: The VE proposal must conform to the latest Rhode Island Department of 

Transportation Standard Specifications for Road and Bridge Construction and Rhode Island Standard 

Details and environmental permit regulations and requirements.

The VE proposal must maintain the essential functions and characteristics of the facility including but not

limited to safety, service life, ease of maintenance, and appearance.

The Contractor’s Conceptual VE proposal will be reviewed by the Department, and if approved, the 

Contractor shall submit a formal VE proposal including revised drawings prepared and stamped by a 

Rhode Island licensed Professional Engineer, specifications, distribution of quantities and cost savings, 

which reflect the work required to complete the VE proposal.

CONDITIONS: The Department will be the sole judge of the VE proposal in determining the 

following:

1. Approval or Disapproval

2. Construction Cost Savings

3. Time Savings

4. Advantages andlor Disadvantages

The Department reserves the right to disregard the contract unit bid prices if, in the judgment of the 

Engineer, such prices do not represent fair value for the work to be performed or deleted. The Engineer will 

adjust the contract unit bid prices in evaluating the Construction Cost Savings of the VE proposal. If the 

Department approves the VE proposal, the Department will order changes to the Contract Documents that 

reflect the VE proposal in accordance with the appropriate subsections of Section 104 of the Rhode Island 

Standard Specifications for Road and Bridge Construction, 1997 Edition and all applicable compilations of 

approved specifications.

MEASUREMENT AND PAYMENT: If the Department approves the VE proposal, the Department will provide 

measurements and payments in accordance with the appropriate subsections of Section 109 of the 

Rhode Island Standard Specifications for Road and Bridge Construction, 1997 Edition and all applicable 

compilations of approved specifications.

The Department and the Contract or shall equally share the Construction Cost Savings amount resulting 

the VE proposal. The Contractor shall receive 25 percent of the Contractor’s share when the VE proposal 
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is approved. The Contractor shall receive 75 percent of the Contractor’s share when the Engineer has 

accepted the work related to the VE proposal.

The Department will not reimburse the Contractor for any engineering or preparation expenditures of the

VE proposal.
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Appendix L

Examples of Partnering Provisions

FDOT Graves Avenue/I-4 Project

PROSECUTION OF WORK—PARTNERING.

(REV 3-4-98) (FA 5-26-98) (7-00)

ARTICLE 8-3 (Pages 73-75) is expanded by the following new Subarticle:

8-3.6 Partnering: For this Contract, a non-bid pay item in the Lump Sum amount of $24,000 has been 

established for Partnering. The objective of Partnering is to establish a partnership charter and action plan for 

the Contractor, the Engineer and other parties impacted by the activities covered under this contract to identify 

and achieve reciprocal goals. These objectives may be met through participation in a major workshop held 

as early as possible after the Contract is awarded and follow-up workshops held periodically throughout the 

duration of the Contract.

As early as possible and prior to the preconstruction conference, meet with the Department’s District 

Construction Engineer and plan an initial partnering/team building workshop. At this planning session, select 

a workshop facilitator, suitable to the District Construction Engineer, from the Department-approved list of 

facilitators maintained by the Quality Initiatives Office. Additionally, the agenda, duration, location, time, and 

attendees for the initial workshop should be determined. Attendees should include the Department’s District 

Construction Engineer and key project personnel, the Contractor’s Superintendent and key personnel as well as 

other project or field-level personnel.

Partnering workshops may be held periodically throughout the duration of the Contract if authorized by the 

District Construction Engineer.

The Department will reimburse the Contractor based on actual invoice amounts for the following costs 

associated with Partnering:

a. Meeting room.

b. Facilitator fees.

c. Travel expenses of the facilitator, in accordance with Section 112.061, Florida Statutes.

The Department will not reimburse the Contractor for any other expenses. Payment will be the actual cost 

prorated as a percent of the Lump Sum amount. Payment shall be made under:

Item No. 999-16-Partnering-lump sum.

Item No. 2999-16-Partnering-lump sum.

SPECIAL PROVISIONS FPID(S): 242617-1-52-01
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NYSDOT Standard Specification for Partnering

ITEM 15637.98 M—PARTNERING WORKSHOP

DESCRIPTION: Standard Specification Section 103-02A - PARTNERING, contains the Department’s policy to 

implement partnering concepts and principles on construction contracts. Project partnering will be categorized 

as “formal” and “informal” partnering. This item relates to formal partnering only. 

The Department is offering to progress this contract with formal partnering. Should the Contractor voluntarily 

accept the Department’s offer and agree to partner this contract, then this item will be utilized. 

Under this item, the Contractor will provide the services of an independent Facilitator to coordinate and facilitate 

an initial partnering workshop for this contract. In the spirit of partnership, the State and the Contractor will 

equally share the cost of the partnering workshop. The Contractor is responsible for initially paying the entire 

cost of the Facilitator and the associated workshop costs. The intent of this item is to reimburse the Contractor 

50 percent of those costs. 

MATERIALS: None Specified. 

CONSTRUCTION DETAILS: The Contractor and the Regional Construction Engineer will jointly select a 

Facilitator and a location for the workshop. A list of potential Facilitators is available from the Department. The 

Facilitator shall present a 1 to 2 day Partnering Workshop for this project between the time of award and the 

start of the project. For long-duration, multiyear projects, a subsequent follow-up workshop may be convened, 

with the agreement of the Contractor and the Regional Construction Engineer, at an appropriate point during the 

progression of the project. The associated costs for this subsequent workshop will be reimbursed under this 

item. 

METHOD OF MEASUREMENT: Payment for costs incurred will be computed by Force Account for 50 percent 

of the actual and reasonable receipted costs of completing this item in accordance with Section 109-05 of the 

Standard Specifications. Receipted costs eligible for 50% reimbursement under this item shall include the fee 

for the Facilitator and the costs for the Facilitator’s travel and expenses; associated workshop costs, such as 

charges for the rental of the meeting room, required audio/visual equipment, 

and any handouts, notes or workshop materials. 

The costs for travel, lodging, meals and salaries of workshop attendees, other than those of the facilitator, will 

not be eligible for full or partial reimbursement under this item. 

BASIS OF PAYMENT: The fixed price lump sum shown in the itemized proposal for this work will be considered 

the price bid even though payment will be made only for 50 percent of the actual cost of the Facilitator and 

associated workshop costs. 

The fixed price lump sum for this item is believed to be sufficiently large enough to include 50% of the eligible 

receipted partnering workshop costs. Should the amount of the fixed price lump sum not be sufficient, the State 

will supplement it as necessary through the order-on-contract process as approved by the Engineer. 

The fixed price lump sum figure is not to be altered in any manner by the bidder. Should the bidder alter the 

amount shown, the altered figure will be disregarded, and the original price will be used to determine the total 

amount bid for the contract. 

L9/9/99 4/1/9

9 

EI 99-004
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A. Partnering. It is the Department’s policy to use the principles of partnering to guide the management 

of construction contracts and the construction program, within the parameters covered by the laws, 

regulations and other policies that govern work in the public sector.

The partnering principles are intended to promote quality through continuous improvement at all stages 

of construction. The goal of the Department is to complete each project in the most efficient, timely, safe, 

and cost-effective manner, to the mutual benefit of the Contractor and the Department, meaning a quality 

project delivered on time, within budget, and without significant disputes.

Partnering is defined as those actions taken to include all parties with an appropriate and vested interest 

in a transportation project in the management of the project such that the project is completed in the most 

efficient, timely, safe, and cost-effective manner for the mutual benefit of all concerned. Those actions 

include, but are not limited to, communication, organization, establishing goals, continuous improvement, 

problem identification, conflict resolution, and managing change. Interested parties may include, but are 

not limited to, the Department, the contractor, subcontractors, suppliers of goods and services to the 

project, the community within which the project is constructed, the community served by the project, 

federal, state and local government or other public agencies, and utilities.

None of the actions identified as part of, or taken in the course of partnering shall be construed to alter, 

modify, delete or waive any of the provisions or requirements of the Department’s Standard Specifications 

or any applicable laws or regulations.

The Department with the Contractor will manage each contract in a cooperative manner utilizing the 

following principles of project partnering:

• establish communications with all involved parties early in the partnering process;

• establish a relationship of shared trust, equity, and commitment;

• develop strategies for identifying mutual goals;

• develop strategies for timely communications and decision making;

• establish process for timely response to changes or variations in field conditions;

• solve potential problems, at the lowest level, before they negatively impact the project;

• encourage the use of products, technology and processes that provide a demonstrated level of improved 

quality; and

• develop a plan for periodic joint evaluation based on mutually agreed-on goals.

The specifications are to be implemented in an equitable fashion that recognizes the problems that are 

inherent in construction, addresses the different-than-expected field condition, resolves disputes in an 

open communications manner, and makes contract adjustments in a timely, and fair manner consistent 

with the terms of the contract. These specifications are intended to fairly allocate risk, resulting in a 

balanced contractual approach to risk-sharing. The Department will provide information relevant to 

preparation of a bid for the contract, and in connection with submission of its bid, the Contractor has the 

right to rely on information provided by the Department in the contract documents.
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Appendix M

Example Plan Sheets for Traffic Control Plans

FDOT Graves Avenue/I-4 Project

Traffic Control General Notes

1. The Contractor shall not work over an open traffic lane while placing or removing bridge spans,

beams, deck forms, or overhead sign structures. The Contractor shall also not pour decks over 

an open traffic lane.

2. The Contractor shall maintain the same number of lanes that exists prior to beginning construction. 

The only exceptions are as shown or noted on the plan sheets.

3. Temporary travel lanes shall be no less than 12 feet (3.6 meters) wide except as noted.

4. Peak hours have been established as shown below. The Contractor shall submit requests for lane 

closures two weeks in advance. The following lane closure restrictions are: 

a. Insert Roadway Name: No lane closures will be allowed between the hours of 6:00 A.M. and 9:00 P.M.

b. Insert Roadway Name: No lane closures will be allowed between the hours of 5:00 A.M. and 9:00 P.M.

Rolling Roadblocks: Rolling roadblocks will be allowed only during the approved lane closure hours. 

Detours and Roadway Closures: Detours and Roadway Closures shall only be used between the hours 

of 12:00 A.M. and 4:00 A.M. Detours and Roadway Closures shall only be allowed for beam setting

(or SPMT Span Moves), unless otherwise noted in the contract documents.

Detours, Lane Closures, and Roadway Closures: Listed below are dates when detours, lane closures, 

and roadway closures are not allowed.

List Holidays and/or Special Events. 

5. The Contractor shall provide a two-week advance notification to all of the following agencies prior to 

implementing a detour of traffic:

a. City and county law enforcement agencies

b. Local fire department

c. Public transportation agencies

d. Local school officials

e. Owner public information office
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Appendix N

Example Specification for Settlement Report for Temporary Shoring on 

Shallow Foundations

Settlement Report for Temporary Shoring on Shallow Foundations

The Contractor’s geotechnical engineer shall calculate total long-term settlement at each temporary 

shoring location with allowance for deck form weight, deck self-weight, and weight of the construction 

equipment required to place the deck concrete. References for recommended settlement calculation 

methodology are given below. The calculations should be based on structural borings taken at the 

temporary shoring locations. The results of consolidation calculations at each temporary shoring location 

should be plotted on a time-settlement curve and included in the report. For high-organic-content materials 

(organic content greater than 20%), total settlement estimates should be based on primary consolidation 

and secondary compression (creep) settlements. In these cases, creep estimates must be based on 

coefficient of secondary compression values obtained from laboratory consolidation test results. Special 

attention is necessary if dewatering operations are required in the vicinity of the staging area. 

The Contractor’s geotechnical engineer shall propose ground improvement methods under temporary 

shoring bents as necessary. Options may include:

• Preload temporary shoring bents,

• Rigid construction mats, and

• Dynamic compaction.

If preloading is necessary, it shall be maintained until at least 90% of the total expected (calculated) 

settlement has occurred. 

The Contractor’s structural engineer shall set differential settlement thresholds consistent with the 

boundary conditions used in the continuous superstructure calculation.

The report shall include a detailed settlement monitoring plan that addresses ground movements during 

and after the deck pour. The plan shall set survey target locations on temporary shoring and monitoring 

intervals with provisions for jacking under each beam line at support locations. The Report should also 

include a field survey of permanent bridge supports with remedial action such as pedestal grinding or 

bearing shims as necessary.

References:

Duncan, J.M. and Buchignani, A.L., “An Engineering Manual for Settlement Studies,” Department of Civil 

Engineering, University of California, Berkeley, 1976. 

Cheney, R.S. and Chassie, R.G., Soils and Foundations Workshop Manual-Second Edition, 

FHWA HI-88-009, 1993.
Appendix O

Example Diagrams 

for Path and Motion

FDOT Graves Avenue/

I-4 Project

110

Federal Highway Administration
Self-Propelled Modular Transporters to Move Bridges

111
112

Federal Highway Administration