Rebuilding bridges and public trust
GOVERNOR Deval Patrick's proposal to accelerate funding to fix deficient bridges is a creative policy move that promotes public safety and economic growth. It could also repair taxpayers' faith in state government's ability to manage critical transportation infrastructure projects.
The plan calls for borrowing $3 billion to fix 250 to 300 bridges over the next eight years. Of course, borrowing is not new revenue. It is spending now what could be spent later, and that means fewer dollars will be available for future projects.
Borrowing for new projects would not make sense. But dealing with the backlog of deferred bridge maintenance is a liability every bit as real as the pension and retiree healthcare benefit liabilities. And rampant construction inflation, together with the rapidly escalating cost of repairing assets whose condition is in decline, makes acting now a necessity. Fix it now and you avoid a big-ticket overhaul later.
Patrick's team has significantly improved the proposal since it was unveiled in April. Overall spending has been reduced, and the plan now contains provisions for funding future maintenance. The administration has also taken steps to maximize potential federal assistance.
In the wake of the Big Dig, taxpayers are skeptical of the Commonwealth's ability to successfully manage major projects. Making the bridge repair proposal work is vital to building the public trust that will be needed if taxpayers are to fund other costly transportation infrastructure needs.
One way to make sure bridge repairs are done well is to build on the accountability reforms in this year's Transportation Bond Bill by providing for separate, transparent reporting on the results of projects funded by this proposal.
Once repaired, the state needs to ensure these bridges are properly maintained. The governor's proposal now allocates some money into the recently created Deferred Maintenance Trust Fund. Governors should be required to either direct enough capital dollars into the trust fund to meet maintenance needs or explain why maintenance is being underfunded.
Public safety should override agency turf battles. All bridges should be inspected according to a single standard and utilize the high-tech PONTIS bridge management system to ensure cost-effective maintenance.
This period of extraordinary funding must not unnecessarily burden Executive Office of Transportation and MassHighway budgets over the long term. Lax oversight of the Big Dig clearly demonstrated that state transportation agencies need sufficient expertise to oversee and manage complex projects. As a result, the administration intends to use solely in-house management to oversee the bridge projects.
My own experience in the Office of Environmental Affairs makes me skeptical of the Commonwealth's ability to quickly add the needed number of skilled engineers. Even if it hires 50 to 150 engineers, what does it do with them after the projects are completed? The Commonwealth already funds almost all MassHighway's payroll out of bond funds - a very expensive and irresponsible way to pay for personnel. Let's not compound the error.
Long-term budget concerns and questions about the feasibility of hiring enough engineers suggest that leaving the door open for public-private partnerships that could create value for the Commonwealth. Without appropriate oversight, these partnerships can be costly failures. But they are often a good fit for bridge repairs.
Some of the planned projects - including renovation of the Longfellow Bridge - have the potential for serious cost escalation. Public-private partnerships should be considered for these, especially if the state can shift financial risks associated with extended timelines and cost overruns to the private sector.
Restrictive laws now prevent the use of innovative public-private partnership options available to transportation departments in other states. Bridge safety and $3 billion are too important to fritter away on outdated rules that don't serve the public interest. State agencies should be allowed to utilize delivery methods best suited to the needs of each project.
The governor's accelerated bridge funding proposal could be a signature achievement of his administration. Its evolution is a case study in good public policy: innovative thinking combined with a willingness to incorporate ideas that strengthen the plan. Its effective implementation is a prerequisite to asking Massachusetts taxpayers to fund additional transportation needs.
Jim Stergios, former chief of staff and undersecretary for policy in the Office of Environmental Affairs, is executive director of Pioneer Institute.
