Millions spent on managers' costs
Under their current, two-year contract to manage the $7.7 billion Central Artery/Third Harbor Tunnel project, Bechtel Corp. and Parsons Brinckerhoff Inc. have a budget of $37.9 million in so-called "direct expenses."
Some $22.7 million of that amount had been spent as of August 1994, just short of halfway through the consultants' contract, which ends in October of next year. To get an idea of what the publicly funded project spends on its private-sector managers, the Globe reviewed 120 single-spaced pages of expense reports.
More than $345,000 went to relocation expenses for some Bechtel and Parsons Brinckerhoff executives to move to Boston, including payment of points on mortgages and attorneys' fees for their new homes. Project officials were asked for a breakdown of those expenses but have not provided it.
Travel by those working in Boston will amount to $186,000 for the two-year period. Travel expenses incurred by employees in the home offices of Bechtel or Parsons Brinckerhoff -- but related to artery- and tunnel project-business and paid by the project -- will run an estimated $529,000.
Professional services are budgeted at more than $6 million for the two years. This includes more than $400,000 designed to make the 1,000-odd employees of the two firms get along better: $369,000 for "partnering workshops," $49,000 for "diversity training" and $520 for a seminar on sexual harassment.
Also included under professional services is $392,000 for the Artery Arts Program to provide artwork for the project, and $76,000 for training on how to handle hazardous materials.
Although the state bought the Wang building at 135 Kneeland St. in Boston as office space for Bechtel/Parsons Brinckerhoff, the project has budgeted a total of $2.8 million for rent in three other buildings for some of their employees.
The project has budgeted $4.1 million for a potpourri administration account, including $2.4 million for insurance brokerage services to Sheppard Riley Coughlin Insurance Agency of Boston; $753,000 for "community outreach," -- including opening storefront offices in three Boston neighborhoods -- and $100,000 for police details.
The color graphics that the project staff produces for the media as well as for the rest of the community, are done on sophisticated computers and disseminated with high-quality communications gear. Total for both: $2.4 million.
Another $2.4 million expense was a no-bid contract to the Massachusetts Institute of Technology to keep project officials informed of the latest in high-tech traffic management technology.
Some other categories: $1.7 million for "reprographics" and postage; $550,000 for furniture and office equipment, including $20,000 for leased beepers (and $625 for six "lost or stolen" ones) and $657,000 for phone service; and $230,000 for the purchase of about a dozen vehicles (the most expensive being $22,000 for a passenger van).
One Nokia 121 cellular phone and related equipment (leather case: $36) cost the project $530 -- at a time when telephone companies are offering flip- phones for free.
Overhead for facilities, from locksmith services and floor cleaning to plumbing, paint and carpet shampooing, is expected to come to $4.8 million for the two-year period of the contract.
And then there are the business cards for one Jack Quinlan. Those were $135. Quinlan, a former state senator, was the campaign manager for Republican James Rappaport, who artery officials remember for bashing the project and its cost regularly when Rappaport was running against John Kerry for a seat in the US Senate in 1990.
Rappaport, who favored the Third Harbor Tunnel but opposed the Central Artery depression as a waste of money, lost. Soon after, project officials were told by a ranking official in Gov. Weld's administration that Quinlan needed a job. He started in the public affairs office, but has since been demoted.
