Charleston Must Be Proactive and Focused to take Maximum Advantage of the Bipartisan Infrastructure Law
The Bipartisan Infrastructure Law (BIL) will yield great benefits for generations to come for our community. But the clock is ticking.
There are at least 25 competitive infrastructure funding opportunities that exist at the municipal level. Notably we can reconnect communities, provide flood mitigation assistance, and create safe streets and roads. There are also grants available for energy efficiency, conservation, and resilience. If we as a city are not ready to take advantage of these opportunities, we will miss out to more prepared communities across the country.
Charleston must have an action plan that will enable our city to take advantage of such funding. We cannot operate in a vacuum. We must collaborate to improve and enhance what connects us: housing, transportation, and commerce. Effective coordination will provide a positive return on the investment of public dollars and ensure accountability that shows we can get big things done.
Two actions enhance Charleston’s ability to fully take advantage of the BIL:
Focused, consistent attention and “hands on” facilitation by the mayor. Having worked in the federal government in both the executive and legislative branches, I have firsthand experience in facilitating and enhancing action by state and local governments, non-profits, and the private sector. I know how to secure funding for public/private partnerships that make our communities relevant, resilient, safe, and vibrant.
Hire an infrastructure director who is responsible directly to the mayor and has the authority and responsibility to keep the ball moving down the field. This position should not be filled by a consultant or contractor, nor buried in already overworked and understaffed departments. This dedicated professional would facilitate and prioritize projects across infrastructure types, including roads, bridges, water, energy and broadband. The new position would communicate with our state infrastructure coordinator and federal agencies. Charleston needs this.
The federal government may be providing the funding, but we at the local level must execute. The transformative changes that can take place over the next five years will usher us into the second half of this century. At the local level, without the right leadership, vision, and work ethnic, we may find ourselves in one of two undesirable categories: always trying to get ready or settling for less.
We can’t expect different results by doing the same thing. Hope is not a plan, and a blurry vision is dangerous for the general public. November 2023 may be over a year away, but we must start asking more probing questions and demanding more accountability of our elected leaders. We must not get confused or complacent. Charleston cannot be left out of the rebuilding of America as we need to replace aging systems and outdated equipment while building and sustaining an infrastructure that advances our city through the 21st century.
I prefer to be ready and aim higher. I know we can dream bigger. I know we can rise to the occasion. I know we can be new bricks in an old foundation to help lead our city and our region forward.
We must be proactive, focused, and intentional in the serious work that must be done for our children, our grandchildren, our neighborhoods, and our communities.
Our goal is to pass on a stronger city, a united region, and a hardened foundation to a generation yet to be born, led by a generation ready to lead now. And if the citizens of my hometown vote for me as mayor next November, we will move forward with purpose and focus, together.
Join us.