For the Future of Interstate 95 in Pennsylvania

Charting the Course for the future of Interstate 95 in Pennsylvania

A Report By: Interstate 95 Senior Advisory Group

February 2010 Executive Summary

The Charge Innovative Concepts & Techniques Current programmed capital projects can no longer meet the demands of aging infrastructure with The SAG has developed a variety of ideas and techniques that go beyond the current program. The traditional design and funding solutions. In order to accelerate reconstruction and rehabilitation, following are the most innovative of these ideas and techniques that should be explored: the Interstate 95 (I-95) Senior Advisory Group (SAG) was tasked to explore alternative approaches to address the current challenges and better meet future needs of Pennsylvania’s I-95 corridor. Create one, large contract for entire 51 miles or increase individual contract CONTRACT SIZE value to $500M to increase competition and encourage broad local, national and global competition.

Shift overall risk to private sector Construction Program Manager (CM) for The Goals CM AT RISK selection, management and oversight of all contractors. maintenance approaches currently being deployed in other construction and geographic settings To provide stakeholders and decision makers with alternative design, build, financial and which have potential to save money (ECONOMICAL), save time (EFFICIENT) and/or make LOW BID + Select bid winner based on a combination of project costs and user costs. a better I-95 for the next generation of users and neighbors (ENCOMPASSING). USER COST

Dedicate Tolled/HOT/Managed Lane(s) that charges through traffic and TOLL/HOT/ allows congestion management by varying rates at peak hours. Revenue The Current Program MANAGED LANES generated could be used to leverage private investment in the corridor. The Pennsylvania Department of Transportation (PennDOT) developed a strategy to break-up the Consider Full or Partial Closure of roadway to accelerate construction time 51 miles of I-95 in Pennsylvania into more manageable sections. Corridor priority for reconstruction CLOSURE OPTIONS resulting in significant savings in terms of time and expense while delivering was based on the condition and age of bridges and pavement as well as crash data. The highest improvements to users faster and enhancing design & livability for residents. priority sector has been assigned the letter A. This sector is located between Race Street and Bleigh Street in the City of Philadelphia. Design for Sector A is currently moving forward under a DOT selects Construction Manager (CM) and General Contractor (GC) to CMGC work corroboratively on planned development. DOT & Contractor prepare program which: independent estimates. Process saves time, dollars & reduces disputes. 99 Construction time of 10 years based on $200 million per year with a total project estimate of $2 billion. A+B Require time be a key condition of the contractor selection criteria by using the A+B method, where A is the unit cost and B is time. 99 CONTRACTING

Require a dedicated lane for Trucks and Transit during Full or Partial Closure 99 Maintenance & Protection of Traffic Plan maintains three lanes in each direction during TRUCK/TRANSIT rush hours, limits lane reductions in off-peak hours and keeps all ramps open. LANE option to reduce congestion and minimize impacts on local detour roads. 99 Fifteen separate construction contracts included as part of five design packages. Reduce user frustration by providing ‘real time’ information to help identify Two off-site contracts have are already been let. COMFORT INDEX delays, crashes, restrictions, etc. Enable users to make more informed decisions The Senior Advisory Group urges the Commonwealth about alternate routes and modes. of Pennsylvania to consider making the necessary Gain public buy-in and support through intense, advanced public involvement PUBLIC INPUT which educates the community and seeks input on project purpose, benefits investments to create a more economical, efficient and and solutions. encompassing I-95 corridor. LIVABLE Include sustainable design elements, context sensitive solutions and livability in COMMUNITY design and construction of I-95 improvements.

Page 2 Page 3 I-95 Overview

he I-95 corridor follows the east coast from Florida to Maine. Of its 1,917 miles, 51 miles are located in As reconstruction of Pennsylvania’s now aging I-95 is Tthe Commonwealth of Pennsylvania between the Delaware and New Jersey state lines. It parallels the initiated, many of these challenges of form, function and Delaware River for its entire route through the city of Philadelphia and its suburbs to the north and south funding again require the attention of all stakeholders in and as a result received the alternative name “Delaware Expressway”. the future viability and utility of this critical transportation corridor. This corridor which links the Commonwealth’s most populous city with a tri-state metropolitan region, and funding of this interstate segment. Consideration included landscaped parkway or industrial express the entire east coast of the nation encompasses an array of While planning for this corridor began in the 1930s, opinions differed for decades on form, function, and highway, a Delaware ‘Skyway’ or covered roadway and a freeway or toll way. Construction of the 51 miles land uses, neighborhoods and transportation facilities. I-95 is also a critical intermodal road, linking transportation highway program abruptly resolved the debate on “Free or Toll”, incorporating the Delaware Expressway was first initiated in 1959. The 1956 passage of President Eisenhower’s 90% federally funded interstate transit lines and services, regional and national passenger surrounding land acquisition, community opposition to design and roadway access plans, federal litigation andfacilities freight including rail, local portsresidential and airports,streets and local major fixed-route arterials. andinto costthe interstateincreases delayednetwork. completion Nonetheless, of the the entire construction 51 miles untilwas undertaken 1985. in ‘fits and starts’, as issues

Then... Now... region.Any decision made effecting the flow of traffic on I-95 will D A 1955 report entitled Delaware Expressway: Free or Toll In September 2009, the Delaware Valley Regional Planning result in a domino effect on all means of mobility in the was completed by the Bureau of Municipal Research for the Commission released Connections: The 2035 Regional Plan While the road has become an integral part of the mobility Philadelphia City Commission and focused on Pennsylvania’s for a Sustainable Future. The report found: fabric of the region over the past 50 years, the years and proposed Delaware Expressway linking the interregional usage of Pennsylvania’s I-95 have started to take a toll on the highways planned for the east coast [today’s I-95]. 99 A $45 billion gap between regional transportation needs and anticipated funding levels. condition and capacity of the roadway and bridge structures 99 The sum total of available and foreseeable 99 Scheduled improvements of I-95 viaducts in creating disruptions impacting both users and neighbors highway funds is inadequate to the total throughout the corridor. need. South Philadelphia for 2026-2035. 99 A toll expressway will be completed with 99 Targeted four strategies essential for a sustainable A greater dispatch than would a free road. future: Manage growth and protect natural resources 99 The Delaware Expressway should be a great - industrial and commercial highway, with primary - Develop livable communities A B C D E emphasis upon its contribution to the basic Build an energy-efficient economy PennDOT developed a strategy to break-up the 51 miles economy of the city and region. - E of I-95 into smaller more manageable sections. Corridor Establish a modern transportation system - priority for reconstruction was based on the condition and age of bridges and pavement as well as crash data. The highest priority sector has been assigned the letter A. High priority sectors have an urgent need to be rehabilitated because of the conditions of the factors previously mentioned. Subsequent priority sectors follow with letters B through E. B

period of time with maintenance and repair. Lower priority sectors can be kept serviceable for a sufficient Estimated costs of capital improvement projects and maintenance are scheduled to be $2 billion for Sector A with long term needs estimated to be $4 billion for Sector B. Capital improvements to Sectors C, D and E are not estimated C to begin until 2030.

Page 4 Page 5 Traffic & Safety

The 51 miles of 1-95 within Pennsylvania serve a variety of users. The I-95 corridor has a diverse mix » Traffic Crashes highly urbanized section in and around the city of Philadelphia (Sectors A, E and B,). This aging infrastructure On average, the crash rate from 2003 to 2007 withof many national, outdated regional, design local features commuter and poor and pavementtruck/freight conditions, traffic. Thiscombined mix of with users high is concentrated volumes and speedin the along the entire I-95 corridor in Pennsylvania

average for other Urban Interstates. At certain create an often uncomfortable driving experience with a significant amount of congestion. interchangesis significantly (noted greater below), than the the crash statewide rate » Average Daily Traffic (ADT) & Average Daily Truck Traffic (ADTT) approaches four times the statewide average. The Pennsylvania I-95 corridor has more than twice public safety issues that must be addressed in theThese I-95 traffic corridor. crash rates present significant the I-95 corridor (see graphic, right). The average daily Trucks 19,000 the average daily traffic (ADT) compared to the rest of Route 413 Interchange Cars Cottman-Princeton Interchange volume.truck traffic (ADTT) is most heavily concentrated in Sector A, but is typically more than 10% of the traffic Broad Street Interchange » Driver Comfort 136,000 I-476 Interchange 10,000 { } a standardized roughness measurement for pavements. ThisThe international generally correlates roughness to the index amount (IRI) ofis usedvibration to define and 62,000 Congestion comfort of the ride to the motorist. More than half of the » pavement surface in Sectors A and B is considered poor In Pennsylvania, the average number of people per square mile is 274. This is EntireEntire I-95 I-95 Corridor Corridor PAPA I-95 I-95 Corridor Corridor is currently considered poor. three times more densely populated than while less than 10% of the pavement in Sectors C and D the U.S. average. The average of states in the I-95 corridor is 272 people per square mile. » Major Traffic Disruptions Population in the I-95 Pennsylvania corridor

I-95 has had some significant emergency closures for repair. These events have caused significant is expected to increase 10% in the next 25 short term traffic congestion for motorists attempting to find alternative routes. The following are Delaware counties. years; 20-30% growth is expected in Bucks and two of these major traffic 1996 disruptions Tire Fire events: 2008 Pier Crack In March 1996, a tire fire A two-mile stretch of I-95 was Without any further improvements to the under the I-95 overpass in Port shut down in March 2008, after Richmond shut down a one- a 6-foot crack in a concrete in the city of Philadelphia would be under heavy mile stretch of the highway. pillar was discovered. In order congestion.corridor, in 2035, Portions virtually of 100% the corridor of the segment in the The highway was closed for a to prevent possible collapse, week for repairs and structure I-95 was closed between Exits suburban regions would increase congestion replacements resulting in $6 23 and 25. The two-mile Million in damage. stretch was closed for the next two days as PennDOT began emergency repairs. The from the current 26% impacted to more than repairs cost $650,000. 55%.

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Page 6 Asset Conditions

he I-95 corridor in Pennsylvania is a complex network of bridge structures and roadway. Of the 51 miles T Bridge Condition Ratings assets are quickly deteriorating and in need of major rehabilitation. Some segments are beyond the point » of maintenance.of I-95 in Pennsylvania, Bridge structures 23% are and located roadway on bridge need structures, to be repaired/reconstructed with the remaining beingbefore roadway. they become Both PennDOT assigns a condition rating to the deck, unsafe and unusable. superstructure and substructure of bridges on a scale from 0 to 9, with nine being excellent condition. Bridges » Structures that have a rating of four or less for any of the listed A unique feature of I-95 in Pennsylvania is the amount of the While this does not mean the bridge is in danger of corridor that is located on structure. These structures elevate the collapse,components it does are indicateconsidered the to need be Structurally for remedial Deficient. action. highway over local roads, rail lines, and other local features. In recent years, the condition of the structures has been a major issue Structurally Deficient as they continue to deteriorate and come to the end of their useful 0-4 Major Rehabilitation Required life. The condition of structures in each sector was one of the major Potential to become Structurally Deficient factors used to determine their priority for reconstruction. 5 Minor Rehabilitation Required Good Condition » Pavement Needs 6-9 Maintenance Required PennDOT uses a pavement management system to determine the overall condition of highways, The condition of the bridges in Sector A, B, C and D including I-95 in Pennsylvania. To do this, PennDOT uses Systematic Technique to Analysis and were determined using PennDOT condition rating data Manage Pennsylvania’s Pavements (STAMPP), an automated condition survey that collects distressed (Sector E does not contain any bridges). The amount of data about the pavement surfaces such as patching, cracking, rutting, raveling, edge deterioration and weathering. Software is used to analyze the collected data to determine the appropriate pavement and good condition deck area for each Sector was maintenance treatment. chartedstructurally (see deficient, below). The potentially height of structurally each column deficient shows PennDOT divides the pavement needs into three categories: Routine Maintenance, Pavement the amount of deck area in each Sector. Preservation and Major Rehabilitation/Reconstruction. Routine Maintenance consists of day-today activities that maintain and preserve the condition of the highway system at a satisfactory level The charts show that the highest priority Sectors (A of service. A Pavement Preservation program addresses pavement while it is still in good condition and before the onset of serious deterioration. Major Rehabilitation/Reconstruction consists of deck area and the largest amount of total deck area. structural enhancements that extend the service life of an existing pavement and/or improve its and B), have the largest amount of structurally deficient load-carrying capability.

4,500,000 12% Major Rehabilitation/ 4,000,000

Reconstruction 3,500,000

3,000,000 Pavement Preservation 44% 2,500,000 68%

2,000,000 2% Routine Maintenance Area (squareDeck feet) 1,500,000 32% 8% 1,000,000 C A B D 90% 500,000 31% 24% 20% 42% 27% The charts show that the highest priority Sectors (A and B), have unsatisfactory pavement requiring - mostly major rehabilitation/reconstruction. The remainder of the pavement in Sectors A and B Sector C Sector A Sector B Sector C requires pavement preservation. C A B D

Page 8 Page 9 Sector A Evolving

Future Development ector A is a 7 mile stretch of I-95 located between Race Street and Bleigh Street that contains some of the » Smost deteriorated assets in Pennsylvania’s I-95 corridor. The current improvement program is estimated The Delaware Riverfront is one of the fastest evolving areas of development in the city of Philadelphia. to take 10 years, expending $200 million a year, employing proven traditional design, procurement and This is especially true in Sector A. Former industrial tracts along the river are being redeveloped public funding resources and approaches. This amount does not take into account annual maintenance for higher density, mixed-use commercial and residential uses. Community and local development costs, estimated to be an average of $10 million per year, as a result of routine and additional maintenance organizations are looking forward with new plans and visions to improve the livability of their necessary for the deteriorating assets throughout the Sector. neighborhoods and protect both natural and man-made resources in new more sustainable ways. » Reconstruction

businesses, visitors and residents. Bleigh Street Consistent among all these efforts is a view that I-95 has been a barrier to waterfront access for Sectors within the corridor. While Sector A is not estimated to be the most costly, it has: PennDOT is currently focusing its efforts on the reconstruction of Sector A as opposed to the other Tioga Marine Terminal 99 Once used as a port during WWII, 99 the Tioga Marine Terminal is a major 99 Highest volume of average daily traffic (ADT) - Two-way ADT over 180,000 vehicles per day facility for Philadelphia’s Chilean 99 Total85% ofbridge roadway deck with area an of International3.2 million square Roughness feet (Sector Index B(IRI) contains of Fair 4.4 or million Poor square feet) fruit business. The terminal’s gantry Largest percentage of pavement area requires major rehabilitation or reconstruction (86%) cranes and mobile harbor crane 99 can handle an array of containers Sector B and breakbulk cargoes and 99 OneLargest of the current oldest percentage sections having of structurally been built deficientalmost 50 deck years area ago (44%) compared to 12% of allows immediate access to I-95, I-76 and rail lines. » Current Plan PennDOT is in the process of design and construction for Sector A. The current plan includes: Sugarhouse Casino 99 Construction time of 10 years based on $200 million per year with a total project estimate of The casino complex Phase 1 estimated at $550 million will $2 billion. include a casino, retail & dining 99 outlets, and free parking in a 3,000 car garage. Future phases include a 500-room hotel & spa 99 Maintenance & Protection of Traffic Plan maintains three lanes in each direction during rush and event center. It is estimated 9 hours, limits lane reductions in off-peak hours and keeps all ramps open. the casino will generate in excess 9 of $1 billion in gaming taxes over 99 TheFifteen next separate scheduled construction letting is for contracts Section included CPR mainline as part late of 2010.five design packages. the first five years of operation. ThereTwo are off-site various contracts “Pros” and have “Cons” already to followingbeen let. the current plan: Pros: Cons: 99 Meets communities’s expectations 99 Maximum construction time, 10 years of Waterfront Square 99 Provides maximum access during construction continuous disruption The Waterfront Square 99 Provides minimum delays through the 99 Remainder of I-95 continues to deteriorate, is a luxury high-rise construction zone eventually reaching an unacceptable level condominium and spa 99 Meets PennDOT financial ability 99 Money available for maintenance will be located on the Delaware 99 Reduces future maintenance costs drained River. This five-tower, 966- The Senior Advisory Group explored alternate ways to design and construct Sector A that unit gated community focus on cost reduction, time savings and non-traditional methods of providing infrastructure boasts waterfront living, improvements in the corridor. As a way to explore these alternative concepts in action, the valet parking, and riverside Senior Advisory Group investigated successful, innovative projects throughout the country. jogging trails. While each project has unique challenges, the concepts and techniques highlighted in these Case Studies could be applied to I-95.

Race Street

Page 10 Page 11 ECONOMICAL

unding availability is the primary reason that Sector A is currently scheduled to take a decade to F Case Study: Rapid Bridge Removal and Replacement - Utah are forced to balance a long list of transportation needs and available funding throughout the region. Out » complete. By relying completely on traditional Federal and State interstate funding allocations, officials The I-15 Reconstruction Project in Salt Lake City, Utah was one of the largest transportation annually. By leveraging the anticipated dedicated public dollars with new dedicated revenue and debt New Business Model sources,of a financially both public constrained and private projection could substantially of $330 million deliver a year, improvements the I-95 project sooner is - limitedsaving timeto $200 and money,million to rebuild 17 miles of Interstate 15 through for the entire 51 mile corridor. I-15 vs. I-95 Sector A Saltprojects Lake in City,the United Utah. States The costing Utah Department $1.6 billion Create one, large contract for entire 51 miles or increase individual contract of Transportation used an innovative new CONTRACT SIZE value to $500M to increase competition and encourage broad local, national and global competition. business model to select the contractor. The new business model combines construction cost and user costs, resulting in a lower Total Shift overall risk to private sector Construction Program Manager (CM) for Project Cost. This project cost not only takes CM AT RISK selection, management and oversight of all contractors. into account the cost of the construction, but also factors in the cost to the users by LOW BID + completing the project quicker. USER COST Select bid winner based on a combination of project costs and user costs. Removal and Replacement of the 4500 South Set Guaranteed Maximum Price (GMP) for contract and select Contractor/ BridgeThe I-215 was project, part of specifically the Federal the Highway Rapid GMP CONTRACT Design Team based on ‘best value’ scope of work that can be delivered Administration’s (FHWA’s) Highways for Life within the GMP. (HfL) pilot program, an initiative to accelerate innovation in the highway community. Their Estimated Delay Cost per Day Utah 4500 South Explore ways to shift financing, risk, resources, oversight and monitoring to the Delay Cost P3s Public, Private Partnerships (P3s). Rapid Bridge Removal & Replacement andfinal costs report associated in April 2009,with the included innovative an Apply the most innovative transportation technology solutions to solve the projecteconomic delivery analysis approach by comparing that wasthe benefits used to SMART major congestion and safety issues while enhancing the communities along a more traditional delivery approach on a TRANSPORTATION I-95. project of similar size and scope. The FHWA’s report concluded the although INCENTIVE BASED Include incentives and disincentives in contracts that reward early completion, construction costs for the Rapid Removal and value engineering and reduce project delays. CONTRACTS Replacement of the 4500 South Bridge were $34,000/day more than a traditional approach, users’ cost GARVEE BONDS & Explore other sources of income and funding such as GARVEE bonds and savings for this accelerated approach were FINANCING private investments. Totalmuch more Project significant andCost resulted Savings in a Dedicate one lane in each direction for HOT (High Occupancy Toll) lanes MANAGED LANES that charge for through traffic, or use during peak traffic times. of $3.2 Million. $3,000/day

TraditionalTraditional Project InnovativeInnovative Project FLEXIBLE Allow project to have flexible standards to accelerate design and construction STANDARDS time. Source: FHWA Delivery Delivery

Page 12 Page 13 EFFICIENT

Case Study - Hyperfix: Fast-Track Innovation in Indiana Mexpenditures over the life of the improvements due to the future value of money, but it also minimizes » the durationaximizing of negativeefficiency construction for the restoration impacts of on I-95 users in Pennsylvania and the surrounding not only community.saves time and While reduces the relative overall The Indiana Department of Transportation (INDOT) faced daunting challenges when the following approaches, singularly or in combination. it planned major improvements along a costs and benefits of the following opportunities should be weighed, consideration should be given to all of and I-70 arteries just south of downtown Consider Full or Partial Closure of roadway to accelerate construction time substantial section of the combined I-65 CLOSURE OPTIONS resulting in significant savings in terms of time and expense while delivering Indianapolis. The project could have easily improvements to users faster and enhancing design & livability for residents. stretched across two entire construction seasons, with one side of the highway being DOT selects Construction Manager (CM) and General Contractor (GC) to addressed at a time, including some 33 bridges. CMGC work corroboratively on planned development. DOT & Contractor prepare Instead, the entire project was completed independent estimates. Process saves time, dollars & reduces disputes. in just 55 days. The project also earned the attention of FHWA’s Highways for Life (HfL) A+B Require time to be a key condition of the contractor selection criteria by using program. the A+B method, where A is the unit cost and B is time. CONTRACTING INDOT’s approach to the undertaking’s key challenges was simple, if not easy: close the Explore options to use Design Build where the design and construction phases DESIGN BUILD of a project are overlapped to provide faster project delivery. the project so that the many contractors and subcontractorsentire affected stretch would beof highway on the joband everydesign Explore innovative construction techniques: Accelerated Bridge Construction day, 24 hours a day, seven days a week. That CONSTRUCTION (ABC), Accelerated Pavement Construction (APC), Pre-Casting, etc., that produced a need to provide 175,000 displaced TECHNIQUES allow items to be built off-site and installed quickly. daily drivers with the means to negotiate the commute without turning alternative routes into parking lots. The team supplied places for commuters to park, provided special shuttle buses so they could ride in relaxation, and planned routes for the buses to get commuters to their destinations. In NEW Incorporate new technology into design, such as IntelliDrive and real time information sensors, which will allow for future time savings for users. addition, a notable element in the plan called for INDOT and contractors’ representatives to meet TECHNOLOGY with as many community stakeholders as possible before construction began. The extraordinary truth behind the “hyper” tag was that A full or partial closure of I-95 would allow construction to occur on an the job, already planned along a super fast track, was accelerate schedule by minimizing the time and materials needed for lane completed within just 55 days - 30 days ahead of the shifts and staging areas. most optimistic projections from team engineers.

delay costs. Each day shaved off the construction schedule saved the public approximately $1 million in user

The use of Pre-Cast elements, reduced. Even the usage of a partial closure, would allow the reconstruction to be completed in a allows construction to occur at an accelerate pace, shorterBy utilizing amount the Hyperfix of time, delivering model on I-95,the improvements the current 10 faster year constructionto users and shorteningschedule could the period be greatly of as pieces can be placed together quickly.

time of negative impacts on local communities and residents. As seen on the Hyperfix project in Indiana,Source: FHWA a significant cost savings resulted from accelerated construction schedule.

Page 14 Page 15 ENCOMPASSING

Redevelopment Authority he asset conditions of the current I-95 infrastructure underlies the need for restoration and reconstruction. of Bucks County T Provide way-finding signage from technologies and public policies encompassed in the Delaware Valley Regional Planning Commission major transportation corridors Correction of identified past deficiencies however, can be broadened to include future tools, visions, (I-95 and I-76) that would inform (DVRPC) 2035 Regional Plan for a Sustainable Future. The approaches listed below are consistent with travelers of the plethora of the Plan’s four strategies for a sustainable future to: manage growth and protect natural resources, develop resources that the waterfront of Buck County has to offer. livableAlong with communities, DVRPC, other build stakeholders an energy efficient and community/neighborhood economy and establish a groupsmodern have transportation put together system. plans for the future that focus on improving access to the waterfront region (see page 17). The Delaware River Philadelphia City Planning Delaware River Water Front waterfront not only provides economic value to the region through tourism and real estate, but also Commission Corporation Improve connectivity from SEPTA Revitalize Race Street Pier (Pier increases livability for all residents. regional rail stations through new 11) to provide new open space development in theme with Transit as an anchor to reconnect with Oriented Development along Old City Philadelphia. TRUCK/TRANSIT Require a dedicated lane for Trucks and Transit during Full or Partial Closure the waterfront and creating a option to reduce congestion and negative impacts on local detour roads. new riverfront road network that is City of Philadelphia LANE pedestrian and bicycle friendly. Increase access to waterfront from neighborhoods as much as Reduce user frustration by providing ‘real time’ information to help identify New Kensington possible. COMFORT INDEX delays, crashes, restrictions, etc. Enable users to make more informed decisions Reconnect residents to the river about alternate routes and modes. through a series of gateways that will make the waterfront more SEPTA Gain public buy-in and support through intense, advanced public involvement publicly accessible, safe and Provide additional service on vibrant. R7 regional rail line, providing an PUBLIC INPUT which educates the community and seeks input on project purpose, benefits alternative mode to I-95. and solutions. Northern Liberties Improve access to the Delaware DVRPC TOLL/HOT/ Dedicate Tolled/HOT/Managed Lane(s) that charges through traffic and waterfront through sustainable Focus on the appearance of allows congestion management by varying rates at peak hours. Revenue design, more pedestrian amenities I-95 at street level, allowing the MANAGED LANES generated could be used to leverage private investment in the corridor. and greenways leading to the river to be viewed as an asset riverfront. that is accessible. Create design competition as part of the contract, that requires designs COMMUNITY to include elements from master plans of stakeholders and neighborhood BASED DESIGN groups. Philadelphia International Airport Prepare Master Plan to include strategies and timelines for the airport’s future operational demand, expansion needs and growth potential. Address ‘Barrier Effect’ of I-95 to the Delaware River Waterfront through design BARRIER EFFECT competition and overall roadway design. Develop and transform the area around the Philadelphia International Airport with more commercial and retail development to meet the vision of city and business leaders to create an “aerotropolis” surrounded by offices, shops and restaurants. LIVABLE Include sustainable design elements, context sensitive solutions and livability in COMMUNITY design and construction of I-95 improvements. City of Chester Do not wait to implement short-term or less complex improvements. Combine Improve access to I-95 at PHASED Highland Avenue, and access these types of improvements into packages with the most critical and complex routes to the water front areas IMPROVEMENTS sections to provide benefits earlier in the process rather than later. that will aid in the economic recovery of the City of Chester by allowing visitors to experience MODAL Focus on improved access to air, rail, port and transit to increase personal the new developments (Harrah’s CONNECTIVITY and commercial mobility choices. Casino, Soccer Stadium, etc.)

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Page 16 Matrix Summary

Of the ideas and techniques presented on the previous Next Steps pages, the following are the most innovative options that » should be further explored. Whether used separately The SAG was tasked with exploring alternative »Administration Buy-In or combined together these options can save money approaches to address the current challenges Coordinate with PennDOT Administration to (ECONOMICAL,) save time (EFFICIENT) and make a and meet the future needs of Pennsylvania’s implement suggestions and explain benefits. better I-95 (ENCOMPASSING). I-95 corridor. As presented in this report, the 51 miles of I-95 that run through Pennsylvania »Legislative Action are facing an uncertain future. Sector A, Start process to get legislative approval for use of new concepts. CONTRACT SIZE ü ü and strategizing, but lacks the necessary Organizational Analysis fundingspecifically to is accomplish in need of major this in reconstruction a reasonable » Develop recommendations/research organization amount of time for motorist and local effects of using techniques not currently used. CM AT RISK ü ü residents. A variety of innovative options and alternatives »Stakeholder & Public Input Once a plan is in place, educate stakeholders and that save money, save time and ultimately LOW BID + USER COST the public on benefits of alternative delivery. ü ü make a better I-95 have been developed by the SAG. These options and alternatives were »Diversion Analysis HOT/MANAGED LANES developed by thinking ‘outside the box’ and Model closure options and complete diversion ü ü studies to determine effects on roads and transit. being used in various construction projects throughoutresearching the different country. approaches that are »Industry Input CLOSURE OPTIONS ü ü ü Get input from engineering and construction With a multitude of innovative options community on concepts. available, parties must take necessary next CMGC steps to make these options viable. »Additional Research ü ü Quantify estimated benefits for entire corridor. The SAG has developed a list of ‘Next Steps’ A+B CONTRACTING that will aid in moving forward with the ü ü ü innovations and approaches that have been »Implement New Solutions laid out in this report. Deliver new and innovative solutions in early phases of the project. TRUCK/TRANSIT LANE I-95 in Pennsylvania has the ability to be a ü ü ground breaking project that uses new ideas »Strategic/Financial Plan and techniques to save money, save time and Develop plans that address entire corridor & highlight COMFORT INDEX ü make a better I-95 for all. potential project delivery & financing vehicles. PUBLIC INPUT The Senior Advisory Group urges the Commonwealth ü of Pennsylvania to consider making the necessary LIVABLE COMMUNITY ü investments to create a more economical, efficient and The check marks represent the category(s) which each option best addresses. While some options do not cover all areas, a combination encompassing I-95 corridor. of multiple options could be used to address saving time, saving money and making a better I-95.

Page 18 Page 19 Senior Advisory Group The Senior Advisory Group came into being in the course of PennDOT’s ongoing I-95 Asset Management Plan process. PennDOT was looking for a team of experienced individuals with a variety of backgrounds, who would brainstorm and think ‘outside the box’ concerning construction and funding techniques to be applied to future improvements of the I-95 Corridor in Pennsylvania. Throughout the summer of 2009, the Senior Advisory Team met multiple times, face-to-face and through conference calls to develop ideas to save money, save time and make a better I-95. This report documents the results of their innovative thinking.

Jay Badame Daniel Tishman J. Bryan Nicol George Schoener Peter Lehrer Tishman Construction CH2M Hill I-95 Corridor Coalition Lehrer, LLC. New York Construction’s Former Commissioner of Current Executive Leader in Managing 2008 Contractor of the Year the Indiana Department Director of I-95 Corridor Large Scale Construction of Transportation Coalition Projects

Contributors: Kris Kolluri, NJSCC; Jim McMinimee, Utah Department of Transportation; Mysore Nagaraja, Spartan Solutions; Art Silber, NJ Transit; and Jim Simpson, Spartan Solutions.