On June 11, 2023, a tanker truck full of gasoline was traveling on Philadelphia’s Interstate 95 when it approached an off-ramp and overturned. The truck spilled 2,500 gallons of gasoline mixed with ethanol, which then ignited. Philadelphia Fire Captain Boyd reported, “Every square foot of the underpass was nothing but flame.”
The fire ran into the storm sewers, and Philadelphia Battalion Chief Quedenfeld reported that “a lot of fire was coming out of the storm sewers” and that the maintenance hole covers from the storm sewers became projectiles, flying into the air from the pressure of the exploding gasoline.
At the end of the day, the northbound lanes were destroyed, the southbound lanes were damaged, and nine miles of Interstate 95 were closed, displacing approximately 160,000 daily commuters.
A conservative analysis of the damage to the bridge resulted in repair, which was estimated to take 24 months to repair.
An optimistic analysis of the damage to the bridge yielded repair estimated that would take 12 months.
While those responsible for the conservative and optimistic appraisals of the damages and the amount of time that it would take to return I-95 to service were busy with their reports, Pennsylvania Governor Josh Shapiro was already at work.
The first thing he did was declare a state of emergency, which gave him the authority to make things happen. He looked at the surrounding environment and focused on the two large construction companies already in the area. He signed no-bid contracts, paid union wages, and put them to work around the clock.
He embraced innovation as a key element in the strategy to get I-95 back online.
Most importantly, he optimized for speed rather than process and focused everyone’s attention on the objective.
There were some obstacles to overcome.
The project required 8,000 cubic yards of fill, but the weight threatened to crush vital water and sewer lines, so they turned to a local company that uses crushed recycled glass to make a material 85% lighter than gravel. This solution was so important to the project that the governor provided state police escorts to each of the 800 trucks.
Then, rain clouds appeared, which typically resulted in the crew pausing work and waiting for the sun. Not in Philadelphia!
The governor borrowed NASCAR’s jet engine, which it uses for drying racetracks. The team was able to continue working under ideal dry conditions and kept going 24/7.
The governor even required the Pennsylvania Transportation Secretary to stay on the job site to provide his personal sign-off when needed.
Twelve days after the fire, the governor announced that I-95 was open. He declared an emergency, put outcome before process, erred in favor of action, paid union wages to union crews, wrote no-bid contracts, and demanded that all engaged parties work together with a focus on the objective of putting I-95 back in service.
What would happen if Vermont were to use the I-95 strategy for approaching the current housing crisis?
- Declare an emergency. Surely this would enable Vermont leadership to cut through the relentless debate over motel vouchers and to focus on:
- Housing the homeless
- Keeping them housed
- Define the outcome and implement rigorous performance management
- House the homeless (metric)
- Keep them housed (metric)
- Establish a timeline
- Identify open available housing units
- House the homeless
- Identify those that are producing housing
- Incentivize results
- Demand performance
- Synchronize the many teams, departments, agencies, and organizations that have a piece of the housing puzzle or simply identify the performers and eliminate the spectators
- Hold everybody responsible and accountable for measurable results on time Government is notorious for ensuring that authority and accountability are diluted so that success has many parents but failure is an orphan.
Vermont is in the midst of a housing crisis, and the time is right to call it an emergency. We must empower the governor to act, work together, innovate, and focus on outcome and speed, not on process.
Eric Goldwyn of New York University’s Marron Institute of Urban Management attributed the successful rebuilding of Philadelphia’s Interstate 95 as a feat of coordination. “In our system, we have both a problem of diffuse power where we don’t know exactly who is in charge, but we also have these moments of incredible centralized power where a governor can act and enact things quickly.”
Readers who have come this far will probably have one of two responses:
Either the author is overly simplistic and doesn’t understand the complexities of government, housing, homelessness, social services, and working with the public sector, or,
Hell yeah! Vermont is filled with the right people, ready to do the right thing for the right reasons right now. Vermont’s approach to the housing crisis will be a tribute to the ingenuity of those in leadership and the “get it done” attitude of those in the community who partner to solve problems, house those in need, and build strong communities.
For more information on strategies for resolving the current housing crisis, join Stephen Box and Partners in Housing on the last Friday of every month at 1:30 p.m. This month’s meeting will be held at Hub CoWorks in Downtown Rutland.
Partners in Housing is a local housing committee that connects housers, wrappers, supporters, and the government to quickly and efficiently bring more safe and healthy housing online, with a commitment to financial responsibility and good stewardship.
