By Martin G Richman
In light of comments I made about Hollister’s wastewater project
in the Freelance guest editorial, I am sure some readers are
wondering why I support the project. The answer is that one of the
basic rules for getting through life is,
”
You’ve got to do what you’ve got to do,
”
and Hollister must to do something about its wastewater problem.
I just want to make it as painless as possible.
In light of comments I made about Hollister’s wastewater project in the Freelance guest editorial, I am sure some readers are wondering why I support the project. The answer is that one of the basic rules for getting through life is, “You’ve got to do what you’ve got to do,” and Hollister must to do something about its wastewater problem. I just want to make it as painless as possible.
Unfortunately, it’s impossible to discuss public works projects without talking about management. Before you fold up the paper and just skip it, I have two words for you – “Big Dig” – do I have your attention now? That was a $4 billion project ballooning to $15 billion, and now the roof is falling. That’s what can happen if you’re not careful. Management of public works projects is very much like changing the engine oil in your favorite 4-wheeler, it’s boring and expensive, but it’s really, really, important unless you’re so well-heeled that you don’t mind buying a new one every year or two. Few of us occupy that category.
Management is neglected because it is complex and very hard work, but it is critical. During the project work phase the opportunity for failure often goes from a mere possibility to an accomplished fact. This often remains unnoticed by those whose interest waned as soon as the funding was in place and the spotlights were turned off.
The recent experience of Fayetteville, Ark., should provide a cautionary note. The Fayetteville voters approved a $125 million wastewater improvement project in 2001. As of last month, the cost was projected to exceed original estimates by $55 million (a 44 percent increase), and counting. According to Fayetteville’s Mayor, Dan Coody, the culprits were “unrealistic cost estimates and time frames” and failure to have the project administered by city employees.
I’m getting to the point. The most important factor for success of the proposed Hollister wastewater project will be good, skeptical, hard-nosed, management by the city. Public works projects have a long history of expensive cost overruns and delays due to poor management – this is due, primarily, to the lack of ownership. It is vital to have a single city employee who will be responsible for directing and leading the outside project management team and representing the taxpayers – the real owners. To do this the manager must have the responsibility and authority to do the job and take ownership of all aspects of the project.
These responsibilities include regular updates of easy-to-understand measurements so the City Council and the public can track the actual progress and expenditures against the original plan estimates. Good management is no place to skimp when there is $160 million of public money at stake. The city needs to ensure this is not just another project on the “to-do” list of an overworked employee who already has a full plate.
Follow-up: Now for some good news; I sent a few e-mails to the city government and received timely and comprehensive replies from both the city attorney and the city manager. As previously noted, there is the potential to reduce recurring sewer service charges through impact fees IF “future growth” takes place as planned (yes, the term “future growth” is a euphemism for development). If all the future growth were “dwelling units” (they won’t be), the proposed project could support 5,853 new units.
According to City Manager Clint Quilter, there are approximately 1,160 units that “currently have entitlements,” but are held up due to the moratorium. They will be paying the new connection fees if, and when, they go ahead and build. Therefore, about 20 percent of the future growth commitment is something more than a pipe dream. One very open question is how the substantial new connection fees will affect the attitude of the potential buyers-users of these units and through them, the developers.
Martin G. Richman is a Hollister resident. E-mail him at
mr******@ch*****.net
