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Bridgeport Transportation and Land Use Study Receives Planning Award

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HRG was part of a team that was honored this week at the Places 2040 Planning Leadership Awards. Our project, the Bridgeport Transportation and Land Use Study, was recognized in the Thinking Beyond Borders category. Thinking Beyond Borders is one of five “Big Ideas” in Lancaster County’s comprehensive plan (otherwise known as places2040). It promotes cooperation across traditional boundaries to achieve regional goals, and the Bridgeport Transportation and Land Use Study exemplifies this approach.

Bridgeport began as a historic village and gateway for travel between Lancaster’s city neighborhoods and its rural landscapes, dating as far back as the 1800s. Today, it encompasses portions of four municipalities: the City of Lancaster and East Lampeter, West Lampeter, and Lancaster Townships. These four municipalities worked together on a shared vision for the area’s transportation infrastructure, trails, and land use policies in order to enhance walkability, reduce congestion, and create vibrant spaces for the community to enjoy.

HRG provided transportation planning services and cost estimates for the creation of this study. Derck & Edson led public engagement and provided streetscape and land planning services. Town Planning Partnership, LLC, assisted with land planning and public engagement. All municipalities and the Lancaster County Planning Department provided representatives for the steering committee. Over 800 local community members provided essential input/feedback as part of the planning effort.

We’re humbled to be recognized among so many great projects at the Places 2040 award ceremony, and we’re thankful for the opportunity to be a part of this project team.

Bridgeport Transportationa and Land Use Study team accepts the Places2040 planning leadership award

(L-R) Bob Shenk, Steve Hackett (Derck & Edson), Ryan Hostetter (HRG), Cindy McCormick (City of Lancaster), Tara Hitchens (East Lampeter Township), Mark Evans (Derck & Edson, Town Planning Partners), Terry Martin (Lancaster County Planning Commission), Ben Bamford (Lancaster County Planning Commission)

 

 

Planning & Design Group Brings Many Talents into One Unified Team for a Holistic Approach to Placemaking & Community Development

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Ginny Loaney & Nichole Mendinsky collaborate on a projectThe HRG team has two primary focuses: One is helping people create safe, healthy, resilient, and desirable communities. The other is providing the highest level of service to our clients. Our newly named Planning & Design Group helps us do both in an enhanced way.

We’ve always had broad-ranging talent to create desirable spaces for living, working, shopping, learning, and gathering with family and friends. Our team includes planners, engineers, landscape architects, funding strategists, and construction specialists with creative ideas and extensive experience across many sectors.  Now we’re bringing these diverse perspectives into one unified team: the Planning & Design Group.

We know that every planning and design decision impacts other decisions in a multitude of ways, so we’re fostering collaboration throughout the project life-cycle.  This helps us be nimble and responsive, saving you time and money while ensuring a carefully considered and well-executed end product.

The group is lead by Nichole Mendinsky as practice area leader. As a certified planner, parks and recreation professional, and registered landscape architect, Nichole embodies the vision of this team to bring many disciplines together for a holistic approach to community development.

She is supported by a group of more than two dozen talented practitioners, including our newly promoted group manager, Laura Ludwig, and newly promoted team leader, Scott Bert.

Laura has a deep understanding of the duties and challenges municipal planners face due to her prior experience as community development director for North Fayette Township.  She’s a certified planner and the southwestern Pennsylvania section chair of the American Planning Association.

Laura LudwigScott BertScott is a licensed professional engineer with 29 years of experience. He provides land development and site design services for warehouses and distribution centers, manufacturing facilities, retail, healthcare, educational facilities, and residential communities.

Nikki Mendinsky Recognized Among Women Making a Difference

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Nikki MendinskyCongratulations to our land development practice area leader Nikki Mendinsky, who has been recognized by PA Business Central as a Woman Making a Difference. Anyone who works with Nikki knows her drive to make a positive impact with her work as a planner, landscape architect, and certified parks and recreation professional. She believes strongly in the power of place to improve people’s lives, and you believe it, too, once you’ve had the chance to talk with her or work alongside her.  We’re so happy to see her recognized with a very talented and influential group of leaders in Central Pennsylvania. (Read Nikki’s full bio here.)

Nichole Mendinsky Earns Planning Certification

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Nichole MendinskyNichole Mendinsky has become a member of the American Institute of Certified Planners. This organization is the only nationwide association to verify planners’ qualifications. In order to be recognized as an AICP, planners must meet education and experience requirements and pass a rigorous exam.

Mendinsky has 12 years of experience planning and designing community spaces such as parks and recreation facilities, plazas, courtyard, and institutional campuses. She is passionate about bringing people from diverse backgrounds together to support a common vision for the betterment of a community, and she is particularly skilled at public engagement, facilitation, sustainable design, and revitalization initiatives.

Mendinsky is also passionate about continually expanding her skillset to provide the best possible service to her clients. In addition to her membership in the American Institute of Certified Planners, she is a registered landscape architect, certified parks and recreation professional, and LEED accredited professional.

HRG’s assistant vice president Erin Threet says:

“Nikki’s work ethic and commitment to planning and design are unsurpassed. She fully embodies HRG’s dedication to the highest levels of professionalism, and we are glad to have her on our team to support our clients.”

 

ABOUT HRG

Herbert, Rowland & Grubic, Inc. (HRG) is a nationally ranked design firm providing civil engineering, surveying, and environmental services. The firm was founded in Harrisburg in 1962 and has grown to employ more than 200 people in Pennsylvania, Ohio, and West Virginia. For more information, please visit the website at www.hrg-inc.com.

Laura Ludwig Joins HRG as a Community Planner

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Laura Ludwig portraitLaura Ludwig has joined the Pittsburgh office of Herbert, Rowland & Grubic, Inc. (HRG) as a community planner.  She will assist HRG’s municipal clients with zoning, ordinance amendments, and requests for land development plan approvals and permits.  She will also act as a liaison between community groups, government agencies, developers and other stakeholders in developing neighborhood plans.

She has extensive experience as a community organizer, municipal government employee, and consultant.  Prior to joining HRG, she served as the director of community development for North Fayette Township.  Her responsibilities included guiding residents and businesses through the subdivision and land development review process, ensuring local construction project comply with codes and ordinances, and implementing the community’s comprehensive land use plan.  She also worked as a private consultant, drafting a comprehensive plan for South Beaver Township and assisting dozens of municipalities with their zoning and land use programs.

Ms. Ludwig earned her master’s degree in urban and regional affairs from the University of Pittsburgh and is certified by the American Institute of Certified Planners

 

ABOUT HRG

Herbert, Rowland & Grubic, Inc. (HRG) is a nationally ranked design firm providing civil engineering, surveying, and environmental services. The firm was founded in Harrisburg in 1962 and has grown to employ more than 200 people in Pennsylvania, Ohio, and West Virginia. For more information, please visit the website at www.hrg-inc.com.

 

Staub, Feath Discuss Demographic Shifts and Impact on Local Government

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Township News demographic shifts coverOur assistant vice presidents Tim Staub and Jim Feath are both featured in the March 2019 issue of Pennsylvania Township News magazine cover story, offering some insight on how municipalities can adjust policy and prepare for the needs of an aging population.

According to the article, 235 township residents in Pennsylvania turn 65 every day, and older adults are projected to outnumber adults for the first time time in U.S. history by 2035.

“Just how well-positioned is your community to allow them to age in place?” Tim asks.

He offers a number of ideas for making sure your township can retain residents as they age:

  • promoting walkability with sidewalks and connections between neighborhoods and amenities
  • incorporating universal design elements into construction standards that help residents stay in their home
  • permitting multi-generational living arrangements such as shared housing and accessory dwelling units

The key, he says, is to make your zoning and construction codes flexible enough to accommodate the changing needs of your community.

Jim Feath discusses how to provide recreational facilities that meet seniors’ needs, but he also recommends analyzing local population trends before making any significant changes. Some municipalities are seeing an influx of young families. Township officials will want to provide facilities that meet the need of their individual community, not just chase trends. (HRG can help and often provides this service as part of a larger comprehensive plan or comprehensive recreation plan.  Two of our clients — Cranberry Township and Dover Township — are also featured in the article, sharing the ways they proactively plan for their communities’ evolving needs.)

 

Capital Improvement Planning Helps Londonderry Township Improve Bridge Conditions At Lower Cost

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Asset Management and Capital Improvement Planning Help Londonderry Township Improve Bridge Conditions without the Higher Expense and Disruption of Emergency Replacements

We regularly hear about the condition of infrastructure in the United States, and many times the news is bad. Too often we hear about underground pipes breaking, roads crumbling, and bridges that need to be closed. Fortunately, in Londonderry Township, bridge conditions are actually pretty good.

Londonderry Township is specifically responsible for 13 bridges, all of which cross waterways and are less than 20’ in length. Closing any one of these bridges for safety concerns could cause a significant disruption to emergency access and general traffic flow. To avoid this, Londonderry Township asked HRG to assess all 13 structures and prioritize their maintenance and replacement needs. Our evaluation indicated that all 13 bridges were likely more than 50 years old, and six of them should be replaced within the next 3 – 10 years.

HRG worked with the township to create an approach to address this pressing infrastructure need without overburdening the township’s annual budget. The initial concept was to replace one bridge every other year for the six most critical structures. This would allow us to address the township’s most urgent needs without being forced into an emergency situation. It would also allow us to identify alternative funding for each bridge replacement and carefully plan any necessary road closures to minimize traffic interruption.

Londonderry’s program is a perfect example of infrastructure asset management and capital improvement planning. HRG has written extensively about the benefits of asset management and capital improvement planning. Essentially, a proactive approach to identifying infrastructure needs, prioritizing those needs, and planning for the necessary funding produces better infrastructure at a lower lifetime cost.

Thanks to this forward-looking approach, Londonderry Township is about to replace the last of the original six critical structures: a bridge on Swatara Creek Road. This project is funded through the partial use of a Dauphin County Local Share Gaming Grant.

Three bridges were replaced in 2016: one each on Beagle, Braeburn, and Hollendale Roads. The township bundled these bridges into one project and used extremely favorable funding from the Dauphin County Infrastructure Bank. The first two bridges were replaced in 2012. Only one – on Round Top Road, was planned, but a second bridge on Foxianna Road required replacement after flooding from Tropical Storm Lee undermined the bridge. Fortunately, because of the emergency nature of the bridge replacement, the township was able to use federal disaster relief funding.

With the replacement of the six most critical bridge structures complete, the township will be able to focus on regular maintenance of the remaining seven structures to extend their useful life as long as possible. A proactive approach to maintenance like this means better driving conditions for township drivers over a longer period of time. The bridges will last longer, and the need for replacement will be delayed. This will save the township hundreds of thousands of dollars over time. (See an illustration of how this works with actual budget dollars in our article Better Roads for Less Money with Asset Management.)

The upkeep of bridges can seem like a daunting and expensive task, but it’s actually fairly simple if communities take a proactive approach. Consistent inspections to identify deterioration, regular maintenance to avoid worsening problems, and advanced planning for eventual replacement all combine to simplify bridge upkeep and ensure it remains affordable.

When it does come time for Londonderry Township to replace one of its structures, they will use the same judicial approach to ensure the infrastructure needs of the township are met in an economical manner.

(A version of this article originally appeared in the Londonderry Township newsletter.)

Andrew Kenworthy, P.E., is the eastern region vice president of HRG.  He has more than 25 years of experience in municipal engineering and land development/site design.

How Dauphin County Has Turned a Small Surplus Into Major Infrastructure Improvements

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This article about the Dauphin County Infrastructure Bank is excerpted from the February 2018 issue of Pennsylvania County News magazine. It is provided courtesy of the County Commissioners Association of Pennsylvania (CCAP) and is reprinted here with their permission. This is in no way an endorsement by CCAP of the products or services offered by HRG.

What would you do with an extra $350,000 per year in your county Liquid Fuels budget?

It sounds like a nice problem to have, doesn’t it?

That’s exactly the challenge Dauphin County faced six years ago as its aggressive bridge management program reached a very important milestone: The last load-posted, structurally deficient bridge in the county’s inventory was fully programmed to be replaced.

This video tells the story of the last structurally deficient bridge in Dauphin County.  Once the county funded the replacement of this bridge, it had a surplus of Liquid Fuels money in its budget. They decided to use this surplus as seed money for an infrastructure bank that has funded more than a dozen roadway, traffic and bridge improvements throughout the county in just a few years. (Learn more about the county’s last structurally deficient bridge in this profile.)

For almost 30 years, the county had patiently and strategically planned the rehabilitation or replacement of 51 bridges. Close to 1/3 of its county-wide inventory had been structurally deficient at the time they embarked on this effort in 1984.

Now that hard work and determination was about to pay off. The county could drastically reduce its spending on bridge capital improvements by shifting from a replacement phase to a maintenance phase.

The county’s engineer, Herbert, Rowland & Grubic, Inc. (HRG), analyzed what investments would be necessary to proactively maintain the bridges and determined that the county would have an annual surplus of approximately $350,000 in Liquid Fuels funding beyond what was needed for maintenance expenses.

County commissioner Jeff Haste wanted to make sure the money was used wisely: “The county’s bridge management program had delivered tremendous value to our residents, drastically improving the safety and efficiency of our transportation system for drivers. We wanted to use this money to deliver even more value.”

Dauphin County Commissioners celebrate a ribbon cutting

County Commissioners Haste, Pries and Hartwick wanted to maximize the benefit of these surplus dollars for county residents. The infrastructure bank approach has allowed them to fund more than $11 million in improvements with an initial investment of $1 million.

Haste and his fellow commissioners, Mike Pries and George P. Hartwick, III, were thinking big, but regulatory requirements threatened to make the impact of this money small.

“Because of the forced distribution procedure associated with Liquid Fuels funding,” Haste explained, “the county had to come up with a use for this money or disburse it evenly to all 40 of our member municipalities.”

On average, each municipality would’ve received less than $10,000, which is too small a sum to do anything more significant that buy a little extra road salt for the winter.

Yet, even if the county used the entire $350,000 surplus itself, they wouldn’t be able to cover the cost of even one small capital improvement like a single-span bridge replacement (which typically costs between $500,000 to $1 million).

Haste, Pries and Hartwick wanted to have a larger impact, so they asked county staff to collaborate on a solution with the engineer who’d designed the successful bridge management program in the first place.

Together, they came up with an innovative program in which the county would use this annual Liquid Fuels surplus to dramatically reduce the cost of infrastructure improvements for local municipalities.

 

How the Dauphin County Infrastructure Bank Works

The Dauphin County Infrastructure Bank offers loans to municipalities (or private sector companies) to design and construct local roadway, bridge and traffic improvements – at unbeatably low interest rates. Municipalities can borrow money for as little as 0.5% interest.  (Private sector borrowers pay a 1% interest rate.)

As an added bonus, Dauphin County provides loan recipients with optional engineering design support. This is very beneficial to smaller municipalities who have never completed a large capital improvement project before and may not know how to navigate the complicated state and federal requirements these projects must meet.  An experienced consultant can save these municipalities from costly and time-consuming mistakes and re-work.

But, if $350,000 wasn’t enough money for the county to complete one major capital improvement project on its own, how can it use that money to fund multiple projects by its municipalities?

The power of partnerships.

Dauphin County multiplies the value of its $350,000 investment by combining it with additional funding from Pennsylvania’s state infrastructure bank.

Essentially, the county uses its Liquid Fuels surplus to make it more affordable for municipalities and private sector organizations to borrow money from the state by paying a portion of their interest. Interest on Pennsylvania Infrastructure Bank loans can vary, but it is currently 2.125% at the time this article is being written.

A municipality could borrow funds directly from the Pennsylvania Infrastructure Bank at an interest rate of just over 2%, or it could borrow from Dauphin County, and the county would pay approximately 75% of the interest expenses.

The following diagram shows exactly how the Dauphin County Infrastructure Bank funds its projects:

Diagram - How the Dauphin County Infrastructure Bank Works

It is a self-renewing process. As municipalities or private sector organizations repay their loan to the county infrastructure bank, the county repays PennDOT.  Once the debt is satisfied, the county has the ability to issue new loans to other municipalities or private sector companies.

For some municipalities, the cost savings provided by an infrastructure bank loan can be the difference between being able to move forward with a project at all or having to postpone it a few more years.

In the first three years of the infrastructure bank program, Dauphin County multiplied close to $1 million in Liquid Fuels funding into $11 million worth of improvements to the local transportation system: 7 bridges, one traffic signal, one streetscape, and one intersection improvement.

Middletown Streetscape

This streetscape project in Middletown Borough is one of the projects that has been funded by the Dauphin County Infrastructure Bank.  You can read more about the award-winning project and its potential economic benefit for the community in this article from The Authority.

“This is the kind of dramatic impact we were hoping to have,” says Pries, who oversees Dauphin County’s Community and Economic Development Department.

“The success of our bridge program and the creation of the Dauphin County Infrastructure Bank has allowed us to help residents without the need to raise property taxes. Unlike many other parts of the country, our residents don’t have to worry about crumbling bridges and road networks.”

Read more about the Dauphin County Infrastructure Bank, the benefits of implementing an infrastructure bank in your county, and other counties that are considering a program of their own in the February 2018 issue of Pennsylvania County News.

 

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