Morris then proceeded to the scene to offer his services to ALDOT in taking down the bridge.
That same day ALDOT Director Paul Bowlin visited the site to make sure everything possible was being done, offer encouragement to the local maintenance crews, and assess the actions needed to reopen the interstate.
To get the job done quickly, the meeting participants decided that the State would have a bridge design ready within 6 days, and ALDOT would provide the chosen contractor with an incentive/disincentive for early or late completion.
Once ALDOT had furnished all the documentation needed for approval of an Emergency Relief (ER) request, Wilkerson submitted it with his approval.
Without the partnership between ALDOT and all concerned organizations," says Wilkerson, "this could not have happened within the time frame that it did.
George Conner, bridge maintenance engineer for ALDOT, oversaw the initial clean up, working with the District 1 and Division maintenance crews and State bridge maintenance crews.
The contract went to The Morris Group and Brasfield & Gorrie, a joint contractor venture that was acceptable to ALDOT.
On behalf of ALDOT and FHWA, Mahaffey, Graves, and King all want to make it clear that there was never any sacrifice of inspection or quality control during the 24-hour work period.
Always looking for ways to get the job clone correctly and quickly, ALDOT and the contractors produced some innovative ideas.
When asked about what factors contributed to the early completion of the bridge, the contractors pointed to the quick turnaround time by ALDOT personnel in responding to the need for plan revisions and problem resolutions.
Across the board, ALDOT staff attributes the success of the emergency response to the contractors' management practices, especially scheduling and planning.