Watching the ongoing slow dripping failure of the Southwest Light Rail line, it’s temping to remember a time when American could actually accomplish big public infrastructure projects.
Forget for a moment the breezy authoritarianism that went behind such projects as “Urban Renewal” and driving interstates through neighborhoods with less clout than their neighbors – that’s part and parcel of government “getting things done” whether your goal is to drive from Cleveland to Detroit or to stop the spread of a disease with a 99+% survival rate.
But there was a time when this country did get big projects done; the canal system, the coastal forts, the transcontinental railroad, the Panama Canal, the Tennessee Valley Authroity (again, forget the low-grade totalitarianism), the Interstate Highway System.
Those days seem to be over. America just doesn’t finish big infrastructure jobs anymore.
It’s a long read – but this piece notes the dismal record of American public infrastructure work since the beginning and failure of California’s “High Speed Rail” (HSR):
Despite its failure, the HSR project inaugurated the U.S.’s megaproject era. Once a rare type of project, by 2018 megaprojects comprised 33 percent of the value of all U.S. construction project starts. An alarming number of these have spiraled out of control for many of the same reasons that killed the California bullet train. The decade that followed the financial crisis was a kind of inflection point in the industry; this was when construction projects became noticeably worse and when the long-term implications could no longer be ignored. One of the most cited studies of the U.S.’s declining ability to build reviewed 180 transit megaprojects across the country, revealing that today, U.S. projects take longer to complete and cost nearly 50 percent more on average than those in Europe and Canada.
Having joined Kiewit in 2010, I witnessed these changes first-hand. I have since moved on, but have remained in the broader industry, including working on what are called “strategic pursuits”—the process by which companies compete for megaprojects. This experience has provided insight into the mechanics of how these projects are awarded and why they so frequently fail.
You can fill in “Southwest LIght Rail” (and some Twin Cities-y locations) at virtually any point in the piece, and it still makes sense.
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