The existing B&P Tunnel was built to accommodate a different era of rail travel. Its tight curvature restricts speeds to approximately 30 miles per hour, while age-related deterioration and water infiltration have increased maintenance needs and the risk of service disruptions.

Because the tunnel carries both intercity and commuter rail traffic, any operational issue can have ripple effects throughout the corridor.

“The tunnel has performed admirably for well over a century,” said Victor Shey, assistant vice president and deputy project manager for the program, WSP in the U.S., for the program, WSP in the U.S. “But it’s increasingly difficult to maintain.”

Timely replacement of the tunnel is essential to improving long-term service reliability and meeting growing passenger rail demand.

The B&P Tunnel Replacement Program centers on the construction of new, high-capacity tunnels — known as the Frederick Douglass Tunnels — along with associated infrastructure including track alignments, bridges, ventilation facilities and a new West Baltimore MARC station.

In addition to improving reliability and safety, the program will reduce travel times between New York City and Washington, D.C. and eliminate a longstanding bottleneck along the NEC.

Early planning, under the environmental impact studies and preliminary engineering, explored a larger, mixed-use four-tunnel configuration, which was approved by the Federal Rail Administration (FRA). The program ultimately agreed on a two-phased approach, with the first phase prioritizing electric passenger rail for smaller twin tunnel configuration, and the second phase occurring in the future to reflect Amtrak’s evolving ridership priorities and the careful consideration of community and operational factors.

“That process helped right-size the project,” said Cathy Ginter Smith, vice president and deputy project manager, commercial, WSP in the U.S. “The goal was to meet the needs of Amtrak and Maryland’s commuter rail service while also addressing community concerns and managing cost.”

WSP has been involved in the program since its early stages on behalf of Amtrak, serving as the lead firm in a design joint venture with Parsons Transportation Group, responsible for advancing the project from preliminary engineering through final design.

During preliminary engineering, the team developed and evaluated multiple alternatives, supporting environmental review and helping to establish a path forward for the program.

As the project progressed, our role expanded beyond detailed design to support project delivery decisions. Working with Amtrak, the team helped organize the program into three major construction packages, establishing a phased approach that enabled procurement, construction planning and coordination across the program's many interconnected components.

“Over time, our involvement evolved beyond traditional design,” Smith said. “We’ve supported the client in navigating funding challenges, refining the project scope and building alignment with stakeholders.”

The scale and location of the program introduce significant complexity. The twin tunnels will be constructed using tunnel boring machines (TBMs) beneath Baltimore’s dense urban environment, requiring careful coordination with existing infrastructure, utilities and transportation systems.

The work includes the excavation of twin tunnels, cross passages and supporting underground structures, with staging and design closely integrated to support construction in a highly constrained corridor.

From a technical perspective, tunneling work must account for local geology, proximity to active rail lines and nearby structures. At the same time, rail service must remain operational throughout construction.

“A key challenge is designing and building new tunnels, bridges and open cut structures for a new track alignment, while maintaining existing service,” Abrahams said. “That requires careful staging, coordination and a clear understanding of how everything fits together.”

The program also reflects an evolving approach to delivery. Two of the construction packages are being delivered using a construction manager at risk (CMAR) model, a collaborative delivery approach in which the contractor works alongside the owner and designer during the design phase.

It is a relatively new approach for Amtrak on a project of this scale. The contractor provides input on constructability, cost and schedule, and ultimately commits to delivering the project at a guaranteed maximum price while assuming financial risk for overruns. Designer and contractor typically report directly to the owner rather than to each other.

While CMAR is less common in the U.S., it has been used on select complex infrastructure projects where early contractor involvement and risk sharing can improve outcomes.

Construction of the new tunnel system is part of a broader effort to modernize the NEC and support the next generation of passenger rail travel.

By improving capacity, reliability and resilience, the program will help ensure that the corridor can meet future demand while maintaining safe and efficient operations.

“This is one of the cornerstone projects for the Northeast Corridor,” Abrahams added. “It’s about supporting rail travel for decades to come.”

Throughout the program, WSP has worked closely with Amtrak, joint venture partners, contractors, FRA and local stakeholders to advance design and prepare for construction.

That collaboration has been critical to addressing technical challenges, minimizing impacts and keeping the project moving forward over an extended timeline.

“As a team, we’ve been committed to helping the client move this forward, even as conditions and priorities have changed,” Shey said. “It’s a complex project, but it’s one that will make a lasting difference.”