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The United Stateshas fallen behindmuch of the
developed world inimplementing a railsystem that is fast,reliable and safe, whichis why the demand forhigh-speed rail supportin this country is sohigh.
The residents of California are familiar
with freeway congestionin our state’s north-south corridors. We canall agree there would beimmediate benefitsfrom the Californiahigh-speed rail project
with the advancement
of a San Francisco to
Anaheim corridor
through Merced and
Fresno counties.
Thousands of full-
time jobs will be creat-
ed. California will
continue to progress as
a leader in sustainabili-
ty as high-speed rail will
reduce oil consump-tion, greenhouse gas
emissions, road conges-
tion and dependence
on cars. California’s
new rail corridors will
spur economic growthand new businessdevelopment in theregion. Local politiciansand community activ-ists are fighting forhigh-speed rail stops intheir cities and townsbecause they realizethat having access to a21st century transporta-tion option means thatbusinesses will be ableto compete better in theglobal economy.
There has been a lotof concern as to who
will pay for this $43billion project, andrightfully so. Govern-ment officials on boththe local and federallevels are concernedthat taxpayers will bearthe burden of costoverruns. However,there is another optionfor the state to consid-er. It’s called a PublicPrivate Partnership.P3s, as they are knownaround the world,essentially allow theprivate sector to helpfund, build, own and
maintain large-scaleinfrastructure projectssuch as high-speed rail,tunnels or turnpikes.
The concept, similarto how utilities dobusiness in the U.S., has
been popular for at
least 20 years in Europe.
The Swedes have used
P3s to fund wind
projects. In the UK, they
have been employed to
build 800 projects since
1992, including power
plants. In Poland, they
are building a public
hospital. Now, otherparts of the world are
embracing P3 opportu-
nities. In Chile, which
has a strong economy,instead of spending
money on roads, thegovernment is investing in health care, withgreat success, andleaving transportationto the private sector,easing congestion,
improving safety andmodernizing travel.
The U.S. has been lateto embrace public-pri-vate partnershipsbecause we have long been told that it’s thegovernment’s job toprovide basic services,such as laying high-
ways. But the railroads were built by privatecompanies. Our electric-ity, gas, telephone andtelevision are privatizedand regulated.
But what has been a
foreign concept is now taking hold in Florida,
where two highway projects are under way;Texas, with two massiveroadway deals executedthis year; and Virginia,
where private compa-nies are rebuilding theCapitol Beltway, as wellas the Midtown Tunnelbeneath the ElizabethRiver, connecting Portsmouth to Norfolk.
All are P3 projects.Fundamentally, a P3
involves the procure-
ment of a public service(such as a high-speedrail project) by theprivate sector on along-term contractualbasis usually lasting
anywhere from 20 to 50 years. In these types of projects the privatesector executes andmanages the finance,design, construction,tolling, traffic manage-
ment, operations,maintenance, safety,and sustainability efforts that delivercost-efficient assets togovernment withoutraising taxes. At the endof the contract period,the facility and manage-ment of it, is handedback to the publicsector at no cost.
By developing public-private partnerships,government providesincentives for quality
work and demands
accountability foroperations and mainte-nance.
Despite the promiseof economic growth,
jobs and less govern-ment money, there is amisconception thatsomehow governmentsare “giving away” publicassets. That is not thecase. Through a perfor-mance-based contract,P3 projects remainmostly controlled by thegovernment, which can
fine or fire a developerthroughout the contractif it fails to perform.
Private firms haveevery incentive to build
SEEMONEY, PAGE 12
A lot of confusion exists about how a project like California’s
high-speed rail will be funded. The reality is public-private
partnerships are essential to a healthy system.
Benefits aside, high-speed rail is an expensiveendeavor. The California High Speed Rail
Authority puts the cost of its project at $43billion, though others put the number higher.
The question becomes: How does it get built? Someof the money has already been allotted — both onthe state and federal level. Close to $10 billion wasapproved by voters in 2008 via Prop 1A. The rest willcome from public-private partnerships — privatecompanies investing money with the hope of futurepayoffs. Interested companies from China and Japanhave already sent delegates to Fresno.
MYTH: Any funding California receivesfor high-speed rail
should instead bespent on Highway 99improvements.
TRUTH: The Califor-nia High-Speed Rail
Authority has re-ceived billions of dollars in funding from the federalgovernment specifi-cally granted forCalifornia’s high-speed rail project.Because of the way these funds havebeen designatedtoward high-speedrail, the federal, state
and local govern-ments cannot takethis money andspend it on Highway 99.
Likewise, Proposi-tion 1A, the Safe,Reliable High-SpeedPassenger TrainBond Act, approvedby voters in 2008,provides for $9.95billion in bonds to beissued to establishthe high-speed trainservice. In thisinstance, too, it
would be illegal to
spend the money onanything other thanthe high-speed railsystem.
MYTH: Taxpayers will have to complete-
ly subsidize thehigh-speed trainsystem.
TRUTH: CHSRA’seconomic model for
its high-speed trainsystem has, from theonset, always calledfor a public-privatepartnership tofinance systemconstruction andoperations. The goalis to attract local,state, federal andprivate funding, withprivate funderstaking on the lion’sshare of the invest-ment. High-speedtrain systems arebuilt and operated
worldwide under thismodel. These financ-
ing experts andinterests are outthere, including high-speed trainoperators in France,Germany, Spain,China, Japan, Koreaand more. They’vebeen visiting Fresnoover the past severalmonths to see how they can participatefinancially in thishistorical project.
With an 18.4%unemployment ratein Fresno County, thenext six months willdetermine whether
this investmentpartnership willcome together. Whenit does, much needed
jobs will come to ourcounty.
Public-private partnerships essential
P3s, as they are called, offer the potential
to stretch government dollars with private
capital as a way around lack of funding for
large-scale public projects.by Michael Colbelli, Skanska USA
By developing
public-private
partnerships,
government
provides
incentives for
quality work and
demands
accountability for
operations andmaintenance.
— Michael Cobelli
A CUSTOM PUBLICATION OF THE FRESNO BEE SATURDAY, JUNE 18, 2011 11