Interstate 35W Bridge Collapse. The Collapse. Lessons Affirmed & Learned. Over 100 vehicles on the bridge at that time 13 fatalities 144 injured

Transcription

1 Interstate 35W Bridge Collapse Incident Management & Traffic Management Lessons Affirmed & Learned Minneapolis, Minnesota The Collapse Collapse occurs at 6:05 p.m. Wednesday, August 1, 2007 Over 100 vehicles on the bridge at that time 13 fatalities 144 injured

2 Agencies FBI Secret Service FEMA Mn Department of Public Safety Troopers Mn Department of Public Safety Homeland Security Mn/DOT Hennepin County Sheriff Red Cross Minneapolis Police Department Minneapolis Fire Department NTSB Army US Navy Coast Guard Hennepin County Medical Center Minneapolis Public Works Minneapolis Community Health Victim Resources OSHA FHWA Multiple Incidents Within One Disaster Collapse structure rescue (bridge) Federal highway system bridge Owned, operated and maintained by State County has jurisdiction over river River bank is City property Haz Mat scene (rail car leaking unknown substance) Fires, extrication (Collapse Structure Team) EMS (emergency medical services), ambulance (triage, treat and transport) Water and land rescues Potential crime scene secure perimeter of scene (land and water)

3 Incident Command August 1 st 6:05 pm Minneapolis Fire Dept. Fire/Rescue Operations August 2nd 4:00 pm Minneapolis Police Dept. Perimeter Security August 7th 4:00 pm Mn/DOT Recovery operations. Perimeter security by Mpls. Police Dept. and State Patrol August 20th Last victim recovered from river Mn/DOT operations on site became debris removal Mn/DOT DEOC Incident Objectives First Operational Period Ensure safety of employees, public and responders Establish traffic control at both ends of site full closures and advance signing Provide support at site site security, site trailer Establish traffic detour traffic control, signing, cameras, paving, changes in access Provide traveler information Respond to media inquiries (JIC) Bridge assessment on site structural engineers Gather and post bridge information Bridge inspections homeland security Infrastructure assessment and resolution (drainage tunnels, cable on bridge, fiber connectivity, etc.) Field responder stress debriefing Employee updates

4 Bridge Maintenance crews on water - began immediate rescue assistance. PW Director and Deputy staffed EOC Two major activities On Scene support Lights and generators Heavy Construction Machinery Command Post housekeeping 800 MHz portable radios Traffic management Detours and closures Short and long term planning City of Minneapolis Public Works First 24 Hours Traffic Restoration Project Guidelines Must increase capacity, improve safety, or manage traffic (ITS) Must build in a weekend or on weeknights No traffic impact for peak periods allowed Must be within circle of impact Must be let before end of September, 2007 Most must be done by end of August Designers have one week from concept to construction Final cost less than $7 million

5 Stand Down DEOC Transition to Multiple Projects Project Category Forensic Inv./ Bridge Demo./ Removal St. Anthony Falls Bridge Design/Build Traffic Restoration Traffic Management Long Term Traffic Control Contacts Identified for Each Project Category - For Each of the Following Project Lead Environmental Analysis Documentation Design Right of Way FHWA/FEMA Documentation Traffic Control Safety Public Affairs/Media Single Points of Contact Identified for These Additional Project Categories Tort Claims Business Claims Data/Public Info. Requests Statewide Bridge Inspection Effort City of Minneapolis Public Works/Traffic Division Pedestrian Viewing Area 10 th Avenue Bridge Demand from the public to open for viewing Bridge reopened up to traffic, pedestrians and bicyclists end of August Current striping consists of 3 lanes (two NB and one SB) with bike lane one direction and combined bikes and pedestrians use viewing area, also used for new bridge tours Viewing area was used extensively at first, than tapered off during winter Currently the viewing area is used a lot. New bridge tours have about people Current volumes on the bridge is about 25,000 ADT

6 What worked well at this incident? Responded well, safely, and quickly Immediate activation of EOC s using NIMS and Emergency Operations Plans Mutual Aid Partners Traffic operations coordination amongst agencies City and Mn/DOT Metro District EOC s worked well Response successful due to good Relationships Communications Planning Equipment Training Lessons Affirmed or Learned Preparation Pays Off People, Infrastructure, Systems, etc. Prepare training, exercises, drills, protocols, references (vendors and ee contacts,etc), after action reviews with others, etc. 24 hour coverage (Maintenance Dispatch and field ops) in the metro area is critical Years of experience at field and supervisor and superintendent level are invaluable incident response, knowledge of the area, etc. Relationships within the agency and with other agencies are critical use regular business situations to build connections Mn/DOT needs deeper connection with Mpls EM In place traffic management infrastructure is invaluable for traffic management, traveler information and assessment of traffic control Incident management trailers worked very well Mapping have detailed maps ready to use as well as the availability of an Emergency GIS/mapping response team Redundancy of roadway systems or communications systems pays off Systems must be kept maintained and operable to be available in an emergency

7 Lessons Affirmed or Learned Leverage the Benefits of the Incident Command Structure Prepare training, exercises, drills, protocols, references, after action reviews with others, etc. Efficiency, safety, clear communications-know the criteria for when to activate an EOC Control the Emergency Ops Center access rigorously media and internal staff Politics will be a part of it accept it and work with it same with media Work towards establishment of unified command when it should occur Rigorously work towards a smooth transfer of command Document ER, FEMA, investigations, etc. (codings, reasonings, know eligibility criteria) Anticipate and manage offers of help from other agencies, states, vendors Go at least 3 deep for replacement of command structure more is better, establish cross-agency or district partnerships, staff for adequate support in EOC (admin and MIS, etc) Establish teams with roles and contact information for support activities: web presence, traffic engineering, contract specialists, detours, structure analysis, data gathering, mapping, etc. Ensure that coordinating offices are trained and understand their roles and responsibilities Lessons Affirmed or Learned Anticipate Concurrent and Complex Activities Anticipate concurrent activities Planners need to anticipate next several phases in incident Begin planning for next shift within first couple of hours communicate Begin planning for stand down within first shift goals, thresholds, etc. for transitions Establish teams as needed to tackle concurrent tasks do not overburden staff Logistics Support and Action is Critical Immediate and intense site security - consider credentialing system Ensure purchasing ability Consider a joint logistics center pre-establish joint protocols with agencies Anticipate significant debris management issues locations, protocols, transport, etc. Anticipate challenges with entities sharing trailers on site Designate a media area and keep all other areas secure Suppliers will work well with us and will speed up delivery of materials

8 Lessons Affirmed or Learned Public Information / Media Requests / Investigation Information Web site content and management is critical public information versus data requests efficiency of providing data to public and media, aided responsible media but did give fodder to experts Be clear about what information can and should be redacted to protect employees Daily press conferences at 2 pm managed media interaction otherwise individual interviews would have been overwhelming Direction from governor to be transparent with all information and inspection results was appropriate Establish early a clear understanding with NTSB and others of what investigation results are public data and what are not Combination of technology and hard work are both critical to success of investigation Lessons Affirmed or Learned Documentation and Communication Document all actions and decisions use very clear and specific coding Use group address facilitated documentation, decision making, communication between shifts Identification of all people in command structure should have happened more rigorously with shift changes, etc. to SEOC, field staff, etc. Situation reports should have been communicated more rigorously to SEOC, field staff, etc. Employee communication regarding incident status is imperative Anticipate cell phone failures (GETS, WPS) 800 MHz communications system is invaluable Ability for field supervisors to see communications is important consider Blackberries Take a moment to keep union leadership apprised Anticipate a document management system implemented effects on operations

9 Lessons Affirmed or Learned Teamwork and Support Strong focus by employees on goals Critical Incident Stress debriefing is critical for employees early, flexible, and frequent access Strong assistance and support by other agencies to accomplish tasks, permits, reviews, approvals, etc. - Mpls, FHWA, Corp of Engineers, Coast Guard and others Normal work continued others picked up, filled in and made it all work -anticipate reorg Design Build Staff within the agency had experience with DB contracts Bridge Office dedicated a team of engineers the day after the collapse and kept them solely on that task MN laws allow DB Best Value where both price and quality of proposal are scored key to accomplishing contract award by Oct 8 Next Steps Use findings of After Action Report of Nov to continue to make improvements Use findings of Legislative Audit to make improvements Need after action meeting with field employees long overdue incorporate and act upon suggestions for improvements Pursue improvements in data sharing opportunities with other agencies (shared web site, etc.) Questions? beverly.farraher@dot.state.mn.us mike.kennedy@ci.minneapolis.mn.us Thank you for your attention and your interest.