Massachusetts

MassDOT is responsible for the inspection and rating of over 5,000 bridges throughout the Commonwealth of Massachusetts. Approximately 10% of these structures are classified as Structurally Deficient and require either major rehabilitation or replacement. Since the establishment of the $3 billion Accelerated Bridge Program in 2008, MassDOT has focused on replacing or repairing over 200 bridges and has already succeeded in reducing the number of Structurally Deficient bridges at a time when most states have been experiencing increases. MassDOT has accomplished this by implementing progressive construction techniques including utilizing prefabricated bridge elements (such as the Fast-Fourteen Bridge Project on I-93 in Medford) and utilizing self-propelled modular transporters (such as the Route 2/2A project in Phillipston). These innovative techniques reduced the construction duration and thereby limited the inconvenience to drivers. In order to maintain the progress made by the Accelerated Bridge Program, continued funding for the program—which is expected to expire in 2016—is needed. Without this funding, the number of Structurally Deficient bridges will again escalate, impacting safety, resulting in more expensive remedial repairs, and impacting vital transportation links that serve the Commonwealth.

There are 2,900 dams in Massachusetts with more than half of them being large enough to pose risk to human life and property. Many dams in Massachusetts were built during the industrial revolution and are now between 100 and 200 years old. Less than 10% are still serving their original intended purpose and more than 56% of all dams in the Commonwealth are privately owned. Many dam owners (public and private) lack the funds to perform required evaluations, let alone the repairs. Current environmental regulations make it difficult to remove obsolete or unsafe dams. A major disaster was averted at the last minute, thanks to quick action by Engineers and Contractors, in Taunton several years ago at the Whittenton Pond Dam (a 173-year-old wooden dam) where emergency repairs prevented the possible loss of life and significant property damage. In spring 2010, conditions at the Forge Pond Dam in Freetown required downstream residents to be evacuated and the State Office of Dam Safety to perform an emergency breaching. Providing a loan program to remove obsolete, unsafe dams and strengthening dam safety regulations will help eliminate threats to public safety. Addressing the current dam situation in Massachusetts will also improve water quality and fish habitat, which will promote recreational uses that will help the economy.

MassDOT Highway Division is responsible  for the oversight of more than 9,500 lane  miles of roadway, 5,000 bridges, 65 lane  miles of tunnels, and 1,500 traffic signals  throughout the Commonwealth. Much of this  infrastructure is approaching or has surpassed  its useful life. In an effort to address the  growing backlog of maintenance and  reconstruction responsibilities, MassDOT  Highway Division has aggressively pursued  numerous alternative and accelerated project  delivery methods. Overall, MassDOT has  reduced the time between contract advertise – ment and construction start from 422 days in  2007 to 111 days in 2010, a 74 percent  decrease. This reduction is more impressive  when considered within the context of  MassDOT’s annual road and bridge  construc tion program which increased from  $515 million in 2007 to more than $1 billion  in 2010, a 46 percent increase in construction  expenditures. Despite the increased allocation  of roadway funding and MassDOT’s efficient  utilization of these funds to expedite construc – tion, there are many unmet needs. Mass – DOT’s deferred maintenance backlog is  growing rather than shrinking. Continued  support for Chapter 90 is needed to ensure  that local municipalities receive needed  funding for roadway construction and main – tenance. Additionally, funding and support  for a state infrastructure bank will better  position the Commonwealth to receive and  distribute monies needed to ensure that the  roadway system within the Commonwealth  remains in a state of good repair.

The Massachusetts Bay Transportation  Authority (MBTA) is the fifth largest mass  transit system in the nation in terms of  ridership. It has a service population of more  than 4.8 million people and is supplemented  by several regional transit authorities that  provide extensive bus service. The MBTA is  the oldest subway system in the nation and  its infrastructure is difficult and expensive to  maintain. Operational budget deficits, capital  needs, and debt have burdened the MBTA.  Currently, the Authority has a backlog of  approximately $3 billion of projects that need  to be completed to ensure a state of good  repair for the system. Although the fares paid  by its ridership cover a portion of its operating  and maintenance costs, the Commonwealth  provides funding for the MBTA to sustain  its annual operating budget. Proposed fare  increases and service cuts will help close  the MBTA’s budget deficit, but it will not  be sufficient. The state legislature needs to  explore other funding sources such as  increasing and reallocation of taxes. The  MBTA’s transit system is an essential  component of the Greater Boston’s  economic infrastructure that must be  maintained and supported if we are to be  competitive; its importance cannot be  overstated.

In 2011, the Massachusetts Water  Infrastructure Finance Commission (WIFC)  released its report,  Toward Financial  Sustainability, which conservatively estimates  a $10.2 billion funding gap for drinking  water, a $11.2 billion gap for clean water  (i.e. wastewater) projects, and a potential  $18 billion gap to address stormwater  concerns and comply with proposed federal  stormwater regulations for the Common – wealth over the next 20 years. The situation  in Massachusetts varies greatly from  communities that are part of a regional  authority or commission that has control over  rates and resource allocation to communities  with a water/sewer department that relies on  property taxes to subsidize its water and  sewer services. The WIFC has proposed a  road map to Sustainability through the  following strategic measures:  

•  Increase funds available for water-related  infrastructure from federal and state  support and through full cost pricing rates;
•  Find efficiencies through proper planning,  asset management, watershed based  approaches, and Public-Private Partnerships;
•  Address affordability and assist munici – palities with debt;
•  Seek solutions that are environmentally  sustainable and use new technologies to  integrate science-based, sustainable  solutions;
•  Collect better information about the status  of our water infrastructure and invest in  consumer education about the value of our  water infrastructure.