The success of the Benjamin Franklin Bridge rehab project

Written by Jenifer Nunez, assistant editor
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All parties involved in the recent reconstruction of the Benjamin Franklin Bridge agree that a focus on scheduling and coordination helped the project finish on time and on budget with no major injuries reported.

All parties involved in the recent reconstruction of the Benjamin Franklin Bridge agree that a focus on scheduling and coordination helped the project finish on time and on budget with no major injuries reported.

{besps}February16_bridge{/besps}
{besps_c}0|1bridge.jpg|The Benjamin Franklin Bridge track rehab project at completion.{/besps_c}
{besps_c}0|2bridge.jpg| Crews worked in coordination with each other to accomplish many tasks at once during the rehab.{/besps_c}
 

{besps_c}0|3bridge.jpg| Placement of new timbers with tie plates that were mounted by the fabricator off site.{/besps_c}

All photos courtesy of Railroad Construction Co., Inc.

  The Benjamin Franklin Bridge, a suspension bridge across the Delaware River connecting Philadelphia, Pa., and Camden, N.J., carries 100,000 vehicles and 35,000 rail commuters per day on its seven lanes, two railroad tracks and two walkways for pedestrians and bicyclists. So, when Port Authority Transit Corporation (PATCO) and the Delaware River Port Authority (DRPA) had to implement two long-term continuous track outages for the first time in history, totaling 110 days for major track rehabilitation and reconstruction, strategic planning and cooperation were a top priority.

Railroad Construction Co., Inc., (RCC) and Iron Bridge Constructors (IBC) formed a joint venture for the $103- million Benjamin Franklin Bridge Rehabiliation Project that reconstructed a 2.9-mile track system in 823 days through it’s collective “One Team, One Goal” approach and a slew of safety measures. The project started in August 2013 and finished December 31, 2015.

Scope
The project replaced the entire railroad infrastructure on the bridge, including replacement of the electrical, fiber optic and signals systems; extensive structural rehabilitation of bridge elements supporting the railroad tracks; rehabilitation of the underbridge at the PATCO rail yard in Camden; installation and removal of a temporary underbridge platform and temporary maintenance and projection of traffic.

The entire 30-year-old track system was removed and more than 13,500 feet of continuous welded rail and 9,000 new timber ties were installed. Eighty signal and electrical enclosures were constructed and the electrical system was upgraded with new train and signal controls, fiber optics and 30 miles of signal, power and communications cable. The bridge’s structural steel support members were replaced and/or repaired, including 120 tons of new steel. The existing support steel was also blasted and painted, giving it a fresh, new look.
To remove old timbers and install the new timbers, the joint venture utilized a portable conveyor system on the bridge, eliminating the bundling of timbers and the loading out with heavy equipment. The conveyor method removed the timber operations from the critical path and allowed the blasting and painting operations to start sooner.

Scheduling; coordination
There were two scheduled track outages during the duration of the project. With the 60-day closure on the south tracks beginning May 30, 2014, which resulted in a 26-minute headway between trains, the joint venture team completed the repairs and replacement of the track system through strong collaboration and coordination of crews and activities. The planned 50-day north side track closure started August 22, 2014, which resulted in 15-minute headway between trains, was actually completed three days ahead of schedule, earning the joint venture an incentive payment from the DRPA.
Additionally, the pedestrian walkway above the track was closed to coincide with the track outage below it and two roadway lanes were closed adjacent to each track to allow access and space for equipment.

“After planning, the biggest challenge was to maintain schedule during the two continuous 24/7 outages while addressing changes due to unforeseen field conditions,” noted Gene Sullivan, senior project manager, RCC. “Another challenge was maintaining pace between the subcontractors, especially the painter and working ahead of our field crews during inclement weather. We overcame by being patient while still keeping the pressure on and brain storming with our team to find other areas of the bridge to work on while issues were being addressed. We also added additional field crews to make up any lost time. The success was attributed to a team approach that allowed for adjustments to the planned schedule and the positive attitude that we would be successful in achieving the goal.”

For both track outages, the order of work went like this: track demolition, steel repairs, paint rehabilitation, concrete direct fixation rehabilitation, track construction, power and signal system work. The work was performed 24 hours, seven days a week and had multiple disciplines working concurrently at numerous locations totaling 175 workers per day.

“We had good collaboration with the design team (HNTB), contractor (RCC/IBC JV) and construction monitor (HNTB),” explained DRPA Chief Engineer Mike Venuto. “The DRPA/PATCO staff fully supported the project and were committed to its success. Our PATCO riders, Ben Franklin Bridge patrons and neighbors were patient and supportive throughout the project. The entire team solved problems as they progressed toward completing the challenging project.”

Operating on a single track required intense planning and scheduling to be able to keep passenger trains running smoothly. This included having shift coverage and operating crews, a fleeted train service plan, test scheduling live runs, making sure the in-use track was in reliable condition, managing public outreach and dispatching and supervision efforts.

“The joint venture was cooperative and demonstrated expertise in this type of work,” noted DRPA General Manager John Rink. “They were efficient and professional. Communication is a major issue on why projects fail. The project team focused the effective communication throughout the project. Not only within the project, but also with the public and within our organization.”

Safety
Safety measures included a platform constructed below the work area, safety cables to allow tying off along the work area, a safety boat on site during all activities above the river, Job Safety Analysis talks conducted each day for each shift and the presence of a safety representative during all work hours. The joint venture said safety was a top priority, which resulted in no major injuries.

“It is challenging to work around an energized active rail line and a heavily traveled bridge,” explained Rink. “Safety is the biggest concern on any construction project. The biggest safety measures were the work platform installed by the contractor under the tracks to safely access the work areas.”

“RCC/IBC JV performed quality work, met all of the project’s milestones and has exceeded our expectations for the project,” commented Venuto. “The Ben Franklin Bridge Track Rehabilitation project is a testament to what can be accomplished with an experienced, knowledgeable and safety minded contractor.”

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