Anyone want to give an idea here of what is the resistance towards the connector? I can imagine reasons: NIMBY-ism, ideology, or budget constraints. But none of that explains it because the GM doesn't live next to the construction zone, probably doesn't operate on some secret kill transit agenda, and not the one that suppose to be concerned on the budget.
Yet, the strongest publicly-visible foot dragging is from the MBTA. I mean it was the FMCB, the group that is suppose to the force that kills things like Red-Blue (especially in circles who emphasis "Baker-appointed"), is that one called out and kept it in the budget. Meanwhile, it was the MBTA that quietly tried to leave it out.
Not speaking for the T, but having watched enough FMCB meetings, I'll make the argument as I see it. This isn't necessarily an endorsement of the argument, just what I believe it is.
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The T has repeatedly expressed that it believes it is unable to ramp up spending faster than it already is. As they've also expressed, they don't believe they have the ability to spend more money than they already have on the capital side at present. During the capital plan meetings a few months back, they recalibrated the capital plan to slow the pace of the spending ramp up because they didn't think they could meet those projections.
Someone would have to go find the slides, but IIRC they've been able to "grow" their capacity to spend by around $150m/yr in the past few years. It is significant, but it's going to be a long time before you get to an organization that can manage as much spending as we'd all like to see at once.
From a general management perspective it makes some sort of sense there. People who are capable of planning and supervising large complex projects need both a bunch of technical expertise and also need a deep familiarity with the organization itself. Like, I don't think you can realistically go double the number of people who can manage project X next year even if you throw millions of dollars at hiring, they need experience that can only be gained on the job and probably on-the job training from people already doing that job.
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The T is juggling numerous large projects already, and presumably existing staff with the knowledge/expertise to supervise them are largely occupied.
Decisions about whether or not to build South Coast Rail, the Allston project, etc, aren't being made at the T level, so they have to work with the reality of the demands those are going to put on the organization and not if they're the best use of staff time or dollars.