DOT director unfairly blamed for bridge closure

I write in defense of Peter Alviti Jr., director, and Robert Rocchio, chief engineer, of the Rhode Island Department of Transportation and their team of true professionals. My letter is prompted by the recent closing of the Washington Bridge and the unearned fallout pointed at Director Alviti and RIDOT.

It is too easy to drive around our state and point out shortcomings in our inter-city roadways — be this deterioration or reconstruction. What we fail to see is that there is a long way between the lip and the cup when it comes to the maintenance and reconstruction of our complex highway systems.

First, Director Alviti took his position in 2015 and instantly inherited decades of highway neglect and a distinct lack of consistent maintenance. Most realize that neglect breeds neglect and compounding it over decades results in the need to a complete replacement of bridges and roadways, as well as redevelopment of roadways and bridges for the increase in traffic demands over original designs — some as old as 60-plus years.

Second, while our state does contribute dollars to our highway system, the vast majority of the work we see is federally funded. One does not simply call an 800 number to the federal government, say "we need $80 million for highway work," and voila, the government Venmos the funds to the state. In fact, engineering, traffic, and environmental analyses must be done. Before engineering can be done, specifications must be drawn, bid packages prepared and solicitation periods honored. Received bids must be carefully scrutinized for completion and then awarded. Timelines for work must be respected, and weather must be considered. All this takes months to years.

Once work gets the approval to go forward, traffic studies must be made, alternative traffic patterns must be studied and implemented, safety zones established, equipment must be located, materials fabricated and so on.

Once started, skilled workers must operate around quickly moving and dangerous traffic, weather conditions, equipment needs, material deliveries and more.

All the while, inspections and confirmations must be performed, recorded, and studied. Only then, and after even more additional steps not delineated here are completed, is the work deemed finished and traffic patterns restored.

When Director Alviti first accepted the position, he was tasked with implementing a strategic plan to improve our highway systems and fashion a maintenance program for the long term. He spoke of an "asset management method" of maintenance going forward. For the uninitiated, an "asset management method" analyzes the lifespan of an item, determines the need, extent and cost of periodic maintenance, and schedules that maintenance and budget requirements accordingly. As a result, if a particular bridge, for example, needs resurfacing in 10 years and the cost is $5 million, asset management plans the budget to have $5 million in 10 years for that work. Multiply all that by the 12,000-plus miles of roads, bridges, tunnels, ramps and more in our state, and you can appreciate the depth and breadth of this work.

There is no instant gratification for taxpayers when it comes to roadway maintenance, updating and replacement. It is complex and technical and can best be achieved by a talented team of true experts who share a long-term vision to reach a manageable goal for the future.

Too many of us get overwhelmed with a simple bathroom renovation, yet cannot see, understand, or appreciate the complexities of our DOT's responsibilities and obligations.

I understand the logistics of large developments and I see the innumerable steps needed for the 20plus major projects under management by Director Alviti, Chief Engineer Rocchio, and their team.

As far as the Washington Bridge is concerned, closing prior to a catastrophe is certainly the better path. Imagine the fallout if the bridge was not closed.

I recognize that it is not an easy task and taxpayers should be thrilled that this much needed work is finally being performed by a talented team with terrific credentials.

Michael A. Voccola lives in Cranston.