2010 EEA National Gold Award Winner – Parametrix’s Hood Canal Bridge PM
Gold Award – Special Projects
Parametrix – Hood Canal Bridge Program Management
Client: Washington State Department of Transportation
The Hood Canal Bridge, the world's largest floating structure over a saltwater tidal basin, is the Olympic Peninsula’s economic and social link to the greater Puget Sound area. Opened in August, 1961, it is essentially two separate structures that carry 15,000 to 20,000 vehicles a day. In 1979, the west half of the bridge sunk during a severe storm. It was rebuilt and reopened in 1982. Then in 1997, the Washington State Department of Transportation (WSDOT) began working on replacing the east half of the structure, which was nearing the end of its useful structural life.
By 2004, the project was facing severe challenges- discovery of a Native American village at the Port Angeles graving dock where the floating pontoons were to be built; engineering documents that had been completed 20 years earlier during the west-half replacement and were now inadequate; potentially huge claims from the contractor if the project had to be rebid; and a shortage of labor and resources within WSDOT because of several other mega-projects currently underway in other parts of the State.
To solve the problems, manage and deliver the project, WSDOT and Parametrix formed a "blended team", a team approach that worked so successfully WSDOT implemented the approach on the SR520 and Seattle Alaskan Way Viaduct replacement projects. The team was a true blend of WSDOT and Parametrix staff co-located in an office, working side by side, allowing both owner and consultants to work as a single unit without regard to the traditional static lines of communication. For example, state inspectors reported directly to a consultant construction manager who in turn reported to the state project engineer. Each position was filled by the person who had the most experience with the type of work being performed, and who could provide the greatest contribution to the success of the project, regardless of being employed by WSDOT or a consultant.
WSDOT then negotiated a change order with general contractor, Kiewit-General, to complete the project under a “Target Pricing/Alliance Contracting" agreement, the first application of this approach in the United States by a public agency. Through this approach, the client, contractor, and consultant formed an alliance and worked together towards the ultimate success of the project.
In May 2009 the bridge was closed, old components were taken away, and new components were brought in and assembled in conditions that included 16-foot tidal swings and 3-knot tides. The discovery of the 2,700-year-old Native American village and burial ground posed a unique and difficult challenge, but WSDOT agreed to return the sacred ground to the tribe, and Parametrix helped expedite restoration of the site in support of tribal efforts to repatriate remains to the site.
On June 3, 2009, the new bridge reopened to traffic approximately one week ahead of schedule. The success of the project was due largely to the new teaming and contracting approaches that WSDOT was willing to try. The level of teamwork, problem-solving, and coordination set a high standard of performance that should be a benchmark for future projects.
