A chance conversation with someone involved in the Columbia River Crossing process reminded me of something that John Gray had done, and in turn to a possible partial solution to the bottleneck (sorry) that's holding up the Columbia River Crossing project.
Here is the background: the older Interstate Bridge is almost 100 years old. Its twin is 54 years old. They are still serviceable -- three lanes each, reasonable lane widths, sidewalks, and so forth -- but are not built to withstand earthquakes and have lift spans, meaning that every day or two traffic comes to a halt while the bridges are lifted for marine traffic, or just to stay in practice. Replacing the bridges with a fixed span will cost $250 million to $400 million, depending on the bridge design and exact location. However, the City of Portland wants the bridges to include space for light rail, the Oregon Department of Transportation (ODOT) wants to rework, improve, and expand the ramps and lanes for a mile or two on the Oregon side, and the Washington State Department of Transportation (WSDOT). When the extras are added in, the cost of the CRC project jumps from the few hundred million for the bridge itself to a whopping $3.2 to $3.6 billion (WSDOT's estimate). Put another way, the cost of the bridge is only about 10% of the cost of the total project.
Sometime around 1980, Omark Industries, a leading manufacturer of chainsaws, moved its headquarters from Milwaukie to Johns Landing, in Portland. (John Gray, its president and largest individual shareholder, lived in Johns Landing, which he had developed a few years earlier.) Giving a tour of the building, he told a small group that when he decided to move the headquarters, he expected some internal scuffling over whose office would be where, how big the individual offices would be, and so on. Each department wanted more room, collectively more room than the building was going to have, and his management team was looking to him to umpire the turf battle. Rather than pick favorites, he had the ingenious idea of telling each department that it would have X square feet, or Y square feet, or Z square feet, and drew for them the location of their areas. He then told the department heads that it was up to them to allocate their department's space however they wished between private offices and communal work areas. Any manager who wanted a large private office could have one, but he or she would be cramping the underlings closer together. Apparently it worked fairly well.
How can we get the $4 billion cost down to a number that we can afford? Here's Isaac's proposal.
1. We will have an iconic bridge, but it has to be an icon that someone else has already designed and built, not an untested design. My friend says that the marginal cost of being iconic is maybe $50 million -- that's 1.25% of the cost of the total project, at today's budget figures. The total cost of the bridge itself will be maybe $400 million.
2. ODOT can spend $300 million on anything on the Oregon side that it wants to do to the ramps and lanes of Interstate 5.
3. WSDOT can spend $300 million on anything on the Washington side that it wants to do to the ramps and lanes of Interstate 5.
4. The consultants can spend $50 million more doing whatever it is that they do.
5. Light rail will not go on the replacement bridge, but on the eventual replacement of the railroad bridge downstream from the Interstate Bridge. Whoever wants light rail can chip in to help pay for the cost. The railroad bridge is even older than the senior Interstate Bridge, and in greater need of replacement. It should also be converted to a fixed span, and have its main water passage line up with the passage under the Interstate Bridge, so that barges don't have to make an awkward turn when passing through both bridges.
There's no reason for ODOT or WSDOT to spend much more on ramps and lanes and concrete than the cost of the bridge itself - not unless they and everyone else would like to admit that the traffic problem is not the existing bridges, but the maze of on- and off-ramps that ODOT and WSDOT have designed and built and crammed into too short a space.
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