1. Boston’s “Big Dig” & the Creation of the Artery Business Committee Rick Dimino President & CEO, A Better City

2. The Artery Business Committee Served as the independent eyes, ear and voice of Greater Boston’s business community in relation to the Central Artery/Tunnel Project Was a coalition of executives who shared a strong commitment to a timely completion of America’s largest and most complex public works development Worked to ensure that downtown Boston stayed open for business during construction

3. “Big Dig” basics Largest civic engineering project in history of the United States There are 160 miles of lane; this completes the I-90 corridor spanning from the Atlantic to Pacific oceans Total length of project is 18,480 feet; approximately 3.5 miles Complete cost estimates exceed $14.6 billion Construction began in 1991 and ended in 2006 Project improved access to Logan International Airport Increased interstate capacity and decreased travel time Provides opportunity for further economic growth by making downtown core and accessible destination point Created approximately 200 acres of open space

4. Why undertake a mammoth of a project like the Big Dig?

5. Highway created an urban Scar

6. Big Dig back storyconstruction & demolition of an elevated highway In the 1940’s, Boston city planners proposed constructing a centrally located, elevated highway as a way to alleviate chronic automobile congestion present in the downtown core 1951, demolition begins as buildings are leveled to make way for the highway 1,000+ buildings torn down 20,000 residents displaced Elevated roadway completed in 1958 Project intact for 20+ years and then in the early 80’s urban design conversation shifts towards leveling the roadway and placing infrastructure underground

7. Construction continued for seven years…. 1954, highway isolates North End from rest of City 1954, facing South toward Atlantic Avenue; concrete piers in place to support a six-lane elevated highway Project hailed as solution to Boston’s traffic problems

9. 190,000 Vehicles

10. By 1980’s process in motion to bury Artery

12. Participated in outreach efforts

13. Created designated staff positions specifically for Artery work; this was funded by the Project

14. Managed the design, construction, utility relocation, and construction mitigation

15. Worked with the City of Boston and ABC to manage traffic impacts

17. Ensured continued support by engaging membership in planning process

18. Minimized construction impacts

19. Conducted independent analysis and recommended actions to the Project and City

20. Resolved project-threatening controversies by mediating disputes between City and Project

22. ABC gave voice to local business community “In a dispute between the city and the state over the city’s request that the state add a downtown off- ramp, ABC issued a report that helped them develop a reputation as an impartial group. The report, in the words of a Boston Globe editorial, made recommendations that were -not just an opinion, but a reasoned analysis-” --Civic Leadership and The Big Dig

24. The utilities took the opportunity to upgrade their underground facilities

25. ABC’s Utility Relocation Subcommittee

26. 1991 – 1992: ABC provided forum for Project and the utilities to develop the “Maintenance of Utilities Plan”

28. ABC Construction Mitigation and Utility Relocation Subcommittees reviewed and commented on the content of contracts

31. Develop Human Resource capacity

32. Establish a Project Management team

33. New Teams/Niche Organization

34. Define partnerships and lines of accountability

36. Phasing called for completion of the South Boston Haul Road and the Third Harbor Tunnel first

37. Learned and applied lessons from this work before major construction activity began Downtown

39. Developed a Coordinated Traffic Management Program

40. Access Criteria

41. Develop an overall plan document and established workshops/task forces

42. “Interim Operations Center” established to monitor traffic performance

43. Project and the City convened multi-week task forces to evaluate implementation steps required to complete a major change

45. Urban design and architectural guidelines

48. Average afternoon peak hour northbound travel time on I-93 through downtown has dropped from 19.5 minutes to 2.8 minutes

49. Prior to the project, I-93 Northbound average traffic speed was 10mph, today it is 43 MPH

50. Speed for all harbor tunnels went from 13 MPH to 36 MPH

51. Storrow Drive Eastbound to I-93 North travel speed increased from 4mph to 21 mph

52. The improved highway, bridge and tunnel network provides $168 million annually in time and cost saving for travelers--Economic Impacts of the Mass Turnpike Authority and the Central Artery/ Third Harbor Tunnel Project

54. 7,700 new housing units

55. 1,000 affordable housing units

56. 10 million square feet of office and retail space

57. 2,600 hotel rooms

58. 43,000 jobs--Economic Impacts of the Mass Turnpike Authority and the Central Artery/ Third Harbor Tunnel Project

59. Lessons LearnedABC played a major role in Minimizing construction impacts Improving project plans Resolving project-threatening controversies Securing needed funding Ensuring continued support Undertaking needed planning --Civic Leadership and The Big Dig

60. ABC’s success due to A Unique project Significant resources Responsiveness and staying power Multifaceted focus Flexible tactics --Civic Leadership and The Big Dig

63. Inviting public space

64. Reconnecting the city by creating pedestrian friendly places

65. Mayor Menino’s Crossroads Initiative

66. Transitioning to A Better City Independent, membership-based organization that improves the economic competitiveness & quality of life of the Boston region Mobilizes the business community and collaborates with both the civic and government sectors A combined focus on transportation, land development and the environment is paramount in ABC’s approach to economic growth

67. Demonstrated Leadership Founded in 1989, one of the region’s most influential planning, research and project-based organizations Played a major role in shaping the Boston area’s new central highway network, open spaces and transportation system Focused on enhancing the viability of the City’s existing infrastructure; committed to major public realm, economic growth and sustainability initiatives

68. Committed to Collaboration Board is compromised of over 100 leaders from Boston’s financial services, hospitality & tourism, cultural institutions, construction, higher education, health care, life sciences, real estate and environmental services Diversity of industries and expertise positions ABC to lend valuable private sector support and advice