The South Carolina Ports Authority Board deserves every bit of mockery coming its way. Led by Chairman Bill H. Stern (Columbia) and Vice Chair Pamela P. Lackey (Columbia), two political insiders who have been entrenched on this board for years, the SCPA Board has shown itself to be a textbook example of unaccountable, out-of-touch governance.
Under their direct oversight and approvals, the Board rubber-stamped the Navy Base Intermodal Facility (NBIF) with budgets, contracts, and timelines that were either wildly optimistic or deliberately misleading.
A project sold to legislators at roughly $550 million has already ballooned toward $690 million (and climbing), with the promised July 2025 completion date blown to pieces. Partial opening is now pushed into 2026, full southern rail access is still unresolved, and critical agreements with CSX and Norfolk Southern remain a mess.
Bill Stern personally accepted Barbara Melvinโs resignation on behalf of the Board after her disastrous tenure as CEO. Melvin, who presided over the accelerating cost overruns and schedule slips on NBIF (and the broader expansion push), was then rewarded with a nearly $1 million severance package, including hundreds of thousands in salary continuation and a $350-per-hour consulting rate. Thatโs right, the Board that greenlit the failure paid the person most responsible to quietly exit stage left.
Pamela Lackey, a long-serving board member since the Haley era, has been right there alongside Stern as part of the entrenched Columbia-centric leadership that local Charleston lawmakers have repeatedly criticized for lacking real port-area representation during the critical planning and execution phases of this project.
๐ฉThese board members failed at the most basic duties of oversight,they didnโt force realistic contingency planning.
๐ฉThey didnโt demand transparency with the legislature (Sen. Larry Grooms and others were repeatedly blindsided by rising costs and shifting timelines).
๐ฉThey didnโt resolve the fundamental operational issues (rail access, labor costs tied to ILA requirements) before committing hundreds of millions.
Instead, they enabled scope creep, poor coordination, and a culture where bad news was apparently managed rather than fixed.
Now Micah Mallace, the new CEO brought in to clean up the wreckage, has had to hit pause on over $1 billion in further expansions because the previous leadership left behind unresolved problems and unsustainable cost structures.
This isnโt โgrowing pains.โ This is what happens when a politically appointed board treats a major public infrastructure project like a check-writing exercise instead of a high-stakes execution challenge.
๐ฉTaxpayers in South Carolina are on the hook for the overruns, the delays, and the lost competitiveness while Stern, Lackey, and the rest of the Board continue collecting their appointments.
Accountability starts at the top. The SCPA Board, and specifically its long-time leadership, has earned every ounce of the criticism it is now receiving.
They didnโt just drop the ball on the Navy Base Intermodal Facility "NBIF".
They approved the playbook that turned a needed rail facility into another expensive colossal blunder..