{news} Report of the Transportation Strategy Board
David Bedell
dbedellgreen at hotmail.com
Tue Jan 30 00:54:07 EST 2007
On January 17, I attended a meeting of the CT Rail Commuter Council in
Stamford and joined a few other bicycle advocates in calling for dedicated
bicycle storage space on the new Metro-North RR cars. The draft
recommendations of the state Transportation Strategy Board were distributed
at the meeting, and since then I've obtained this electronic text. The
final, formatted report is now published as a PDF file on the TSB website at
http://www.opm.state.ct.us/igp/TSB/tsbinfo.htm
The report includes some excellent recommendations--see especially the
sections on rail transit and on bike and pedestrian transit. We should
refer to this report when lobbying state and local officials.
CONNECTICUT'S TRANSPORTATION STRATEGY
Report and Recommendations of the Transportation Strategy Board
January, 2007
"Not later than January 1, 2007, and biennially thereafter, the board
shall review and, if necessary, revise the strategy adopted pursuant
to subsection (a) of this section. A report describing any revisions
and the reasons for them shall be submitted to the Governor and,
pursuant to section 11-4a, the General Assembly. Such report shall
include a prioritized list of projects which the board, in
consultation with the commissioner, determines are necessary to
implement the recommended strategy, including the estimated capital
and operating costs and time frame of such projects. Not later than
January 31, 2007, the joint standing committees of the General
Assembly having cognizance of matters relating to transportation,
finance, revenue and bonding and planning and development shall meet
with the Commissioners of Transportation and Economic and Community
Development, the Secretary of the Office of Policy and Management, the
chairperson of the Transportation Strategy Board and such other
persons as they deem appropriate to consider the report required by
this subsection".
Public Act 06-136 and Section 14(j)
Table of Contents
Section
Page
Transmittal Letter
Transportation Strategy Board Recommendations 5
- Implementation of Transportation Initiatives 6
- Responsible Growth 6
- Highways 6
- Public Transportation 7
- Rail Freight 11
- Aviation 11
- Maritime 12
- Electronic Tolls and Congestion Pricing 13
- Transportation Systems and Demand Management 13
- Evaluation 13
Introduction 14
Guiding Principles and Strategies 16
Transportation and Air Quality 18
Responsible Growth 20
- Executive Order on Responsible Growth 21
- Planning Coordination 23
- Pre-approved Development Areas 23
Interstate Cooperation 24
Highways 26
- Overview 26
- Highway Projects and Funding 28
- Major Roadway Projects 29
- Town Aid Roads 31
- Highway Safety 32
- Highway Capacity 33
Public Transportation 34
- Coordinated Service 34
- Employee Transit Incentives 35
- Commuter Rail 36
- Bus Transit 45
- Bicycle and Pedestrian 54
Rail Freight 56
Aviation 57
- Airport Funding 58
- Bradley International Airport 59
- Other Airports 60
Maritime 67
- Connecticut's Ports 67
- Dredging 70
- Movement of People 74
- Other Issues 74
Electronic Tolls and Congestion Pricing 76
Transportation Systems and Demand Management 77
- Transportation System Management 77
- Transportation Demand Management 81
Funding and Finance 84
Evaluation 86
Transmittal Letter
To Come
TRANSPORTATION STRATEGY BOARD RECOMMENDATIONS
IMPLEMENTATION OF TRANSPORTATION INITIATIVES
l Establish detailed project schedules leading to the timely
implementation of 2005 and 2006 transportation initiatives
l Ensure adequate staffing and resources for the Department of
Transportation.
l Monitor and report on project status and implementation
RESPONSIBLE GROWTH
l Support and facilitate implementation of the Governor's
Executive Order on Responsible growth, with special emphasis on
Transit Oriented Development (TOD)
l Ensure that the strategic actions and tactics included in the
Transportation Strategy support the growth management principles of
the Plan of Conservation and Development.
l Ensure the coordination of state and regional transportation
planning with other state planning efforts, including economic
development and housing plans;
l Foster the integration of transportation and land use planning
at all levels of government
l Provide funding to regional planning organizations and councils
of governments to support improved local and regional transportation
planning
l Facilitate Transit Oriented Development by providing
legislative authority for pre-approved development areas, including
processes for:
o establishing site nomination or eligibility processes and
evaluation priorities;
o evaluating such properties in advance of the receipt of
specific development proposals;
o determining the types and size of the activities appropriate
for the site;
o identifying the project specific permits and approvals
required in order to utilize the site; and
o providing grant funding for a significant portion of the cost
of site remediation for brownfield sites located near transit hubs.
HIGHWAYS
l Undertake a comprehensive review and analysis of electronic
tolls and congestion pricing as a means of both raising revenue and
managing transportation demand. The review should include, but not be
limited to: (1) identification of opportunities for tolls and
congestion pricing in
Connecticut; (2) analysis of the steps required to take advantage of
those opportunities; (3) type, location and operation of tolls; (4)
pricing strategies; (5) potential operating costs and revenues; (6)
impact on traffic congestion and patterns of travel; (7) regional
equity; (8) environmental impact; (9) safety; (10) economic impact;
(11) public/private partnerships; (12) impact of federal requirements
on identified options; and (13) implementation strategies, costs and
timelines.
l Expeditiously implement the safety and operational improvements
authorized and funded by Public Act 05-4. Identify and implement
similar improvements on other state highways.
l Finalize and implement a plan to increase available truck rest
stop parking spaces, to increase the safety of Connecticut's highway
system. Include support systems necessary to comply with state
anti-idling laws.
l Develop a master plan for the maintenance, capacity and future
operations of the State's Interstate highway system
l Continue to support and fund the capacity expansion of the I95
between Branford and North Stonington consistent with on-going
environmental study of that project.
l Complete Route 11, and the associated greenway, from Salem to
I95 consistent with on-going environmental study of that project.
l Continue to support and fund the capacity expansion of I84 from
Danbury to Waterbury consistent with on-going environmental study of
that project.
l Increase the town aid road grant and include incentives to
encourage Transit Oriented Development and sound maintenance and
pavement management practices.
l Support and fund the feasibility and environmental studies for
the reconstruction of the Interchange of Routes 8 and I84 in
Waterbury.
l Support the funding and construction of the Route 6 Expressway
from Bolton Notch to Windham and urge DOT, DEP and federal agencies to
resolve outstanding issues.
l Plan and support improved north/south connections between
Interstate Routes 95 and 84.
PUBLIC TRANSPORTATION
l Identify a statewide Strategic Transportation Network linking
rail and transit services and determine the basic level of service
necessary to provide statewide mobility.
l Enhance state employee transit benefits and encourage private
employers to provide transit benefits to their employees.
l Ensure coordination of all state funded transportation services
regardless of the program or agency responsible for administering
and/or funding such services.
l Require that, in locating state facilities, the State give
priority to those locations on or near rail and bus lines. Consider
the availability of rail and bus service and facilities when making
other state investment decisions.
l Support the development and implementation of a "smart card"
based transit pass program that can be utilized across the entire
public transportation network.
Commuter Rail
l Implement commuter rail service between New Haven and Springfield by
2010
l Improve integration of New Haven Line, the branch lines, Shore
Line East and the New Haven to Springfield Line so that seamless
service is provided regardless of the entity responsible for operating
a particular line.
l Develop a statewide rail operations plan
l Purchase 24 M8 electric rail cars for use on Shore Line East by 2013.
l Purchase additional electric rail cars for use on the New Haven
Line to increase reliability and support additional service.
l Specify, fund and purchase new rolling stock for use on the New
Haven-Springfield rail line.
l Support cost effective proposals for Metro North access to Penn
Station and intermediate stops.
l Work with the Department of Environmental Protection, the
United States Coast Guard and other responsible entities to address
bridge issues limiting, or potentially limiting, rail service,
especially on Shore Line East.
Rail Stations
l Support and fund, as provided in Public Act 06-136, the
development of a new Metro North rail station and transit oriented
development in the City of West Haven. Evaluate and plan for a new
Metro North rail station in the Town of Orange. Maximize Transit
Oriented Development (TOD) associated with both projects.
l Develop stations and station improvements on Shore Line East,
as required by Public Act 06-136.
l Encourage Transit Oriented Development (TOD) at and near rail
stations.
Rail Station Parking
l Develop, in consultation with local officials and commuters, a
uniform policy concerning rail station governance and implement as
existing leases come up for renewal. The policy should provide for
centralized oversight of rail stations and parking; uniform policies,
permits and fees and should ensure adequate funding for station and
parking area maintenance.
l Implement rail station parking initiatives in Bridgeport,
Stratford and New Haven.
l Expedite replacement of the Stamford rail station parking garage.
l Maximize the amount of parking associated with new rail stations.
l Urge DOT, Amtrak, and local officials to resolve any
outstanding issues related to parking expansion at SLE sites.
Branch Lines
l Expedite design and construction of a Centralized Train Control
system for the Danbury branch.
l Expedite the completion of the Waterbury, Danbury and New
Canaan Branch line studies, including the evaluation of the branch
line "collector" stations recommended by the Transportation Strategy
Board in 2003. Utilize funding provided in Public Act 06-136 to begin
implementation of the study recommendations.
l Support funding for the Waterbury Intermodal Transportation Center.
Infrastructure
l Support funding and implementation of programmed improvements,
including rehabilitation of the Walk (Norwalk) and Saga (Westport)
bridges; completion of other scheduled bridge replacements and
rehabilitation; replacement of the catenary system on the Metro-North
line by 2014; replacement and improvement of electrical sub stations;
replacement and enhancement of the main line signal system.
l Support DOT's inclusion in its annual capital plan of an
appropriate amount to continue to lengthen the platforms at 14
metro-north stations to the preferred standard platform length of 850
feet to accommodate 10 rather than 8 coaches
l Ensure the availability of sufficient state funds to annually
match all federal funding available to the state.
Metro North Operating Agreement
l Support the efforts of DOT, the Governor and the General Assembly to:
- Obtain voting representation for Connecticut on the
Metropolitan Transportation Authority and the Metro-North Board of
Directors;
- Until voting representation is obtained continue DOT's
participation on a non-voting basis; and
- Take other actions necessary to ensure the long term
financial and operational vitality of the Metro-North line as one of
the most critical components of the State's transportation
infrastructure.
AMTRAK
l Support DOT's continued monitoring of the future of Amtrak and
its effects on operations and operating agreements for SLE and New
Haven-Hartford- Springfield rail service.
l Support the state's acquisition of the New Haven-Springfield
rail line currently owned by AMTRAK.
Other Rail Recommendations
l Continue to evaluate and enhance transit connections between
rail stations and major residential and employment centers.
Bus Transit
l Design and implement, as part of the Strategic Transportation
Network, an integrated multimodal transit network that uses a common
brand identity and that takes into account all forms of bus service
and provides links to the state's rail system.
l Review transit district funding formulas and requirements in
order to ensure adequate funding for bus transit services and parity
with state owned or operated transit services, including Connecticut
Transit.
l Provide additional state matching funds for transit district
capital projects.
l Provide transit districts funding flexibility consistent with
program accountability.
l Continue state funding for the Jobs Access and Reverse Commute
program while making maximum use of federal funds to support needed
services. Identify and implement additional service opportunities as
appropriate.
l Implement bus retrofits and other clean diesel initiatives
l Incorporate the remaining Section 16 bus demonstration programs
in the state's bus operating funding and evaluate on the same basis as
other bus transit services.
l Construct a bus maintenance and storage facility for the
Windham Regional Transit District
l Explore potential connections between northeastern Connecticut
and MBTA rail service in Massachusetts and Rhode Island.
Bus Rapid Transit
l Expeditiously implement the New Britain - Hartford busway as
provided in Public Act 06-136.
l Encourage the continued evaluation of other bus rapid transit
services, whether dedicated or complementary to existing highways, in
light of the anticipated results of the New Britain-Hartford busway,
including its economic development contributions.
Bicycles and Pedestrians
l Provide dedicated bike space on passenger trains at all times of the
day.
l Identify and support bike routes to transportation centers.
l Identify and remedy existing bicycle storage and parking
deficiencies, especially in urban centers and transportation centers.
l Adopt a policy of allowing bicycles to be carried on state
funded bus routes, and as new buses are ordered equip them to permit
the carriage of bicycles.
l Encourage municipal and regional officials to work closely with
DOT to include expanded bicycle and pedestrian facilities as a part of
all roadway projects.
l Support the development and implementation of the Safe Routes
to School program.
RAIL FREIGHT
l Develop a comprehensive analysis of the potential for enhanced
rail freight service to and through Connecticut, including, but not
limited to: (1) the market for enhanced rail freight services; (2) the
impact of enhanced rail freight service on traffic and congestion; (3)
obstacles to enhanced rail freight service and ways to address them;
and (4) the impact of enhanced rail freight service on commuter rail
service, including scheduling and track availability, safety and
physical infrastructure.
AVIATION
Bradley International Airport
l Support the strategies and tactics (including the traffic
improvement recommendations) adopted by the Bradley Board of Directors
to strengthen Bradley as the State's major commercial airport for both
passenger and air freight services for the State and the rest of
Western New England.
l Encourage the Bradley Board of Directors to work with
appropriate State agencies and neighboring municipalities to:
o define economic development goals and priorities for Bradley;
o establish procedures to pre-approve development sites on
Bradley property; and
o Work with adjacent towns and encourage support for
complementary and coordinated multi-town economic development plans.
l Establish the improvement of cargo service as a priority for
the Bradley Board of Directors and the Department of Transportation.
l Recognize the success of Bradley's marketing and route
development efforts and support continuation of those efforts.
l Support and fund implementation of the Capitol Region Council
of Government's Bradley Area Transportation Study, including:
o Relocation of Bradley Park Road
o Development of new northern route to/from Bradley
o Route 75 Gateway
o Improved transit services
l Evaluate, by January 1, 2008, and, if feasible, implement
express bus service between Bradley and downtown Hartford.
l Establish through legislative and/or administrative action the
process and the funding needed for land banking to mitigate the
environmental impact of airport development including safety
improvements.
Tweed New Haven Airport
l Support Tweed's ability to serve the travel needs of business
and institutional travelers in Southern Connecticut to complement
Bradley.
l Continue the state's annual operating assistance grant to the
Tweed-New Haven Airport Authority
l Support the implementation of the Safety Improvements described
in Phases I and II of the Tweed Master Plan within the planned three
to five year period.
l Evaluate Phases III and IV of the Master Plan as Phases I and
II are being implemented, including the fiscal and other impacts to
adjacent municipalities
Other Aviation Recommendations
l Assist airport operators in addressing obstruction issues which
can not be resolved locally.
l Support efforts to retain and preserve private airports open to
the public, including an adequate number of reliever airports.
MARITIME
l Inventory and prioritize statewide dredging needs and develop
an estimate of the non-federal funding required for each such project.
l Expedite the long overdue dredging of Bridgeport harbor.
l Support continued federal funding for development and
completion of a Dredged Material Management Plan for Long Island
Sound.
l Review the feasibility and viability of the proposed Bridgeport
to New York feeder barge service. Entertain, and potentially fund,
proposals for feeder barge services from ports other than Bridgeport.
l Complete the rail link to the Port of New Haven and evaluate
the potential for improved rail connections to the state's other
commercial deep water ports.
ELECTRONIC TOLLS & CONGESTION PRICING
l Undertake a comprehensive review and analysis of electronic
tolls and congestion pricing as a means of both managing
transportation demand and raising revenue. The review should include,
but not be limited to: (1) identification of opportunities for tolls
and congestion pricing in Connecticut; (2) analysis of the steps
required to take advantage of those opportunities; (3) type, location
and operation of tolls; (4) pricing strategies; (5) potential
operating costs and revenues; (6) impact on traffic congestion and
patterns of travel; (7) regional equity; (8) environmental impact; (9)
economic impacts; (10) safety; (11) public/private partnerships; (12)
impact of federal requirements on identified options; and (13)
implementation strategies, costs and timelines.
TRANSPORTATION SYSTEMS & DEMAND MANAGEMENT
Transportation System Management
l Support the expansion and improvement of Automated Traveler
Information Systems, and other technologies that provide more
comprehensive and timely information to travelers.
l Support development and implementation of 511 Plan for CT.
l Continue the development and build out of the Commercial
Vehicle Information Systems and Network.
Incident Management
l Complete the planned expansion of the CHAMP (CT Highway
Assistance Motorist Patrol) program.
l Promote and build acceptance of a Unified Response Manual (URM)
including adoption of URM as a standard by all responding agencies.
Develop and conduct appropriate training.
l Fund development of additional diversion plans for major
accidents that close limited access highways.
EVALUATION
l During 2007, develop and pilot evaluation tools and objective
metrics, including those necessary to analyze alternative strategic
actions and tactics, including cost benefit analysis for projects
which require significant capital investment or ongoing operating
support.
l Provide funding to support the development of evaluation tools
INTRODUCTION
For Connecticut's transportation system this is a time of challenge
and opportunity. Over the last two years, the Governor has
recommended, and the General Assembly has approved, the largest
investments in the state's transportation system in more than two
decades. Those investments have included:
Over 300 new railcars for use on the New Haven Line;
New rail maintenance facilities in New Haven to support the new railcars;
$187 million for operational improvements on Interstate 95;
$150 million for transportation improvements other than those on I-95;
Commuter rail service between New Haven, Hartford, Springfield and
intermediate points;
Completion of the New Britain-Hartford busway;
Improvements on the New Haven Line branch lines; and
Station and parking improvements on the New Haven Line, the branch
lines and Shore Line East.
However, those initiatives are not self implementing. A great deal of
work will be required in order to make each of them a reality. For
that reason, implementing initiatives already approved is the
Transportation Strategy Board's highest priority.
Achieving that goal will require aggressive action by the Department
of Transportation and other state agencies involved in transportation,
economic development and environmental issues. It will also require
the state to ensure those agencies have the capacity to get the job
done.
The Transportation Strategy Board recommends that:
The Department of Transportation establish detailed public project
schedules leading to the timely implementation of the 2005 and 2006
transportation initiatives;
The Governor and the General Assembly insure that the Department of
Transportation has adequate staffing and resources; and
The Office of Policy and Management monitor and report on project
status implementation as required by public act 06- 136.
The last two years have also seen a shift in emphasis away from
highways and toward public transportation as a means of addressing
Connecticut's transportation needs. While the Transportation Strategy
Board recognizes the importance of maintaining, modernizing and in
some cases expanding the state highway system it believes that the new
emphasis on public transportation is necessary, proper and
appropriate.
A significant part of the new funding approved over the last two years
has not yet been committed to specific projects and remains available
to meet the state's highest priority transportation projects. For
that reason, new funding does not appear to be necessary in order to
make capital investments required over the next several years.
However, additional financial resources will be required in order for
the state to make the transportation capital investments required over
the long term. That shortfall will require tough decisions about what
projects to undertake and how to pay for them.
For example, the Transportation Strategy Board's prioritized project
list includes five major highway projects. The cost of one of those
projects is undetermined. The remaining four projects (expansion of
I-95 East of Branford; Route 11; expansion of I-84 West of Waterbury;
and the interchange between I-84 and Route 8) are projected to cost
almost $6 billion. Current financial resources are unlikely to support
one, let alone all, of those projects.
In addition, the State faces the challenge of maintaining an aging
transportation infrastructure, some of which is approaching the end of
its useful life, at a time when federal support for the interstate
highway system is declining.
Additional resources will also be required in order to meet increased
operating costs, including additional Department of Transportation
staffing and bus and rail operating subsidies, as well as addressing
part of the "state of good repair" deficit.
Over the last two years the Governor and the General Assembly have
demonstrated a commitment to meeting Connecticut's transportation
needs. The Transportation Strategy Board recognizes that further
leadership will be required in order to meet the challenges that lie
ahead. This strategy represents the Transportation Strategy Board's
roadmap for moving the state forward.
GUIDING PRINCIPLES AND STRATEGIES
Early in its deliberations, the Transportation Strategy Board adopted
a series of eight guiding principles which are the central themes of
this strategy, report and recommendations. Taken together their goal
is the creation of a balanced, intermodal transportation system which
provides for the efficient, cost effective movement of people and
goods.
These are the guiding principles:
A balanced transportation system is essential to Connecticut's
economic and social health and welfare. That system must provide
mobility for people and goods in a way which meets the needs of users,
business and commerce.
Connecticut's transportation system must be multi-modal and provide
options to the single passenger automobile.
Connecticut's transportation system represents an investment in the
state's future which must be maintained and preserved. It requires
both strategic investments and on-going operating and capital support.
It also requires efficient, cost effective, management and operations
which make the best use of available resources.
Transportation policy does not exist in a vacuum; it must also reflect
the economic, social and environmental needs and policies of the
state. Transportation investments, or the lack of them, can be an
important factor in influencing economic development and job growth.
Likewise, proper planning of transportation infrastructure and
improvements can positively influence housing, land use and
commutation patterns. It must support both economic development and a
sustainable environment.
Connecticut's transportation system must be flexible and responsive
enough to meet the transportation needs of a wide variety of
customers, including those with special needs. It must leverage
innovation and advances in technology in order to improve service and
control costs.
The provision of accurate, timely, information about transportation
systems and services is essential to the success of Connecticut's
transportation system.
Connecticut's transportation and development investments must support
responsible growth, transit oriented development and the State Plan of
Conservation and Development.
Transportation planning, at all levels, must be comprehensive,
inclusive and visionary and must maximize the options available to
decision makers. Cooperation between local, state and federal
organizations and entities must be encouraged. Whenever possible,
transportation investments should be coordinated with similar planning
and investments in neighboring states.
The Transportation Strategy Board also adopted broad strategies
dealing with economic development, movement of people and movement of
goods. All three adopted strategies are substantially similar to
those adopted by the Transportation Strategy Board in 2003.
The strategies are:
Ensure that the State's Transportation Investment Areas remain vibrant
and competitive economic engines for Connecticut and attractive
gateways to the State by leveraging existing transportation and other
infrastructure assets, especially in Connecticut's urban centers, and
by focusing appropriate resources on the mitigation and management of
road congestion throughout the State with a focus in the near term on
the Coastal Corridor.
Facilitate the movement of people within and through the State by:
expanding the quality and quantity of options (e.g. air, bike, bus,
ferry, flex-time, rail, ridesharing, telecommuting) to single
occupancy automobile trips; encouraging employer participation in
demand management programs; enhancing the customer's transit
experience; improving transit travel times through better integration
of all transportation options; increasing capacity of roads through
continued focus on information, safety, and incident management tools;
and expanding targeted portions of certain roads.
Facilitate the movement of goods to and through the State by:
expanding and coordinating the State's air, rail, road and water
infrastructure; improving the flow and safety of commercial truck
traffic; and providing a broader range of competitive options to
commercial trucks.
TRANSPORTATION AND AIR QUALITY
In accordance with the federal Clean Air Act, the U.S. Environmental
Protection Agency (EPA) must establish health-based National Ambient
Air Quality Standards (NAAQS) for certain pollutants. Once EPA sets
the standard, states must submit State Implementation Plans (SIPs) to
attain and maintain air quality within their borders consistent with
the NAAQS requirements. Currently, the entire state has been
designated as non-attainment area for the federal, health-based
standard for ozone. Fairfield and New Haven Counties have also been
designated as non-attainment areas for the fine particulate NAAQS
standard. Non-attainment designation means that the air quality
exceeds the maximum limits for ozone and fine particulate established
by EPA.
Under federal law, Connecticut must identify legally binding
strategies to attain the federal NAAQS. Failure to attain the federal
health-based standards within prescribed time frames, or failure to
maintain that level of air quality once achieved, can result in the
loss of federal highway funds.
Connecticut's non-attainment status for ozone and particulate matter
require strategies designed to reduce emissions of nitrogen oxides
(NOx), volatile organic compounds (VOCs) and fine particulate matter
(fine particulate). The mobile source sector, which includes cars,
trucks, buses, locomotives, and construction equipment, is a
significant source of NOx, VOC, and fine particulate emissions.
Minimizing Vehicle Miles Traveled (VMT) and single-occupancy vehicles
are important strategies to improve Connecticut's air quality.
Mobile sources are also significant carbon emitters. State efforts to
address climate change recognize the substantial contribution of
mobile sources to the state's total annual carbon emissions.
Similarly, the state has recognized that diesel-powered engines
produce toxic emissions of concern as well as carbon and fine
particulate.
State-wide plans have been developed as part of an integrated approach
to addressing air quality impacts from transportation sources. These
plans include The Climate Change Action Plan, The Governor's Energy
Plan and the Connecticut Diesel Plan, as well as the state's on-going
SIP efforts.
Key transportation initiatives identified in these plans include:
Reducing VMTs by 3% below anticipated 2020 levels of approximately 110
million VMT per day by identifying innovative VMT management
opportunities. Strategies include:
Encouraging transit, bicycle and pedestrian components for the
strategic transportation network
Conducting feasibility studies for congestion pricing
Encouraging inclusion of climate modeling data in repair/replacement
of transportation infrastructure
Encouraging acquisition of vehicles meeting stringent standards (Cal
LEV II, low greenhouse gas (GHG) emissions, 2007 Highway Diesel
standards)
Increasing availability of low-GHG travel choices in Connecticut, such
as transit (rail and bus), vanpools, walking and biking
Developing an infrastructure plan for providing alternatives to
freight trucks, including enhanced freight rail infrastructure and
intermodal transfer facilities
Reducing emissions from legacy fleets, in the transit, construction,
school bus and motor transport sectors (some 40,000 vehicles in
Connecticut). Means include:
Aggressive transition to newer, cleaner fleet vehicles[1]
Exploration of creative financing or incentives for retrofits
Enhancing education and enforcement of the state's existing anti-idling
strategy
Studying options for reducing port and rail emissions
Establish an incentive program to encourage clean technologies
Construction of biofuel production facilities
Installation of alternate energy fuel pumps
Advocate fuel cell research
Reducing fossil fuel dependence by using alternate fuels to decrease
consumption by 20%
Connecticut's transportation choices play an important role in
achieving the state's air quality goals. Integration of air quality
considerations into transportation planning is the best way to assure
Connecticut achieves its multi-faceted goals for our State's
transportation sector.
RESPONSIBLE GROWTH
The Guiding Principles adopted by the Transportation Strategy Board
and included in this strategy recognize the link between
transportation and responsible growth:
"Transportation policy does not exist in a vacuum; it must also
reflect the economic, social and environmental needs and policies of
the state. Transportation investments, or the lack of them, can be an
important factor in influencing economic development and job growth.
Likewise, proper planning of transportation infrastructure and
improvements can positively influence housing, land use and
commutation patterns. It must support both economic development and a
sustainable environment".
In the four years since the Transportation Strategy Board's 2003
strategy was adopted, there have been significant developments in the
area of land use and economic development, including preparation and
approval of a new Conservation and Development Policies Plan (Plan of
Conservation and Development), focused, for the first time on growth
management principles; revision of the laws governing that plan; a new
statutory requirement that "state and regional transportation planning
be coordinated with other state planning efforts" and the issuance of
Governor Rell's Executive Order on Responsible Growth.
The most recent version of the Conservation and Development Policies
Plan was adopted in 2005 and covers the period from 2005 to 2010.
Unlike earlier versions of the plan, the 2005-2010 plan is organized
around six Growth Management Principles. They are:
Redevelop and Revitalize Regional Centers and Areas with Existing or
Currently Planned Physical Infrastructure
Expand Housing Opportunities and Design Choices to Accommodate a
Variety of Household Types and Needs
Concentrate Development Around Transportation Nodes and Along Major
Transportation Corridors to Support the Viability of Transportation
Options
Conserve and Restore the Natural Environment, Cultural and Historical
Resources, and Traditional Rural Lands
Protect and Ensure the Integrity of Environmental Assets Critical to
Public Health and Safety
Promote Integrated Planning Across all Levels of Government to Address
Issues on a Statewide, Regional and Local Basis
State agencies are required to consider the Plan when they prepare
agency plans. In addition, certain agency prepared plans are required
to be submitted to the OPM for a review of conformity with the Plan.
In addition, State agency actions are required to be consistent with
the Plan when undertaking the following actions:
* The acquisition of real property when the acquisition costs
are in excess of one hundred thousand dollars;
* The development or improvement of real property when the
development costs are in excess of one hundred thousand dollars;
* The acquisition of public transportation equipment or
facilities when the acquisition costs are in excess of one hundred
thousand dollars; and
* The authorization of any state grant for an amount in excess
of one hundred thousand dollars for the acquisition, development, or
improvement of real property or for the acquisition of public
transportation equipment or facilities.
The Transportation Strategy Board's strategic actions and tactics
included in the Transportation Strategy support the growth management
principles of the Plan of Conservation and Development.
Executive Order on Responsible Growth
Earlier this year, Governor Rell issued Executive Order 15 [2] which:
* Establishes an Office of Responsible Growth within the Office
of Policy and Management, which is responsible for:
o Chairing an Interagency Steering Council, consisting of the
Commissioners of the Department of Economic and Community Development,
Department of Environmental Protection, Department of Agriculture,
Department of Transportation and the Department of Public Health as
well as the Executive Directors of the Connecticut Housing Finance
Authority and the Connecticut Development Authority, to coordinate
policy development and capital planning in an effort to efficiently
utilize state expertise and financial resources.
o Creating Regional Roundtables that will invite the ongoing
participation of city and town officials and foster the development of
planning agendas tailored to the specific needs of different parts of
our state, starting with new transit corridors.
o Developing support and incentives for communities to engage in
regional planning, to update zoning maps and ordinances and to build
the capacity of municipal staff, boards and agencies to make complex
land use decisions. This effort will include the establishment of a
new municipal training program that will be created in conjunction
with regional planning organizations, the Connecticut Land Use Academy
and resources that already exist in our state's colleges and
universities.
o Updating the "Green Plan" for Connecticut by June of 2007 to
better identify sensitive ecological areas and unique features, guide
acquisition and preservation efforts, support local build-out maps and
assessments, and make these and other maps accessible to state
agencies, regional planning agencies, local communities and
nongovernmental organizations through geographic information systems
(GIS).
o Reviewing transportation policies and projects to increase
opportunities to promote mass transit and roadway design that support
state and local economic development while preserving and enhancing
the character, as well as the "walkability," of our communities.
o Expanding housing opportunities to meet the needs of all
Connecticut residents and support an expanding workforce with housing
that provides ready access to passenger rail and bus service.
o Reviewing all state funding that has an impact on the growth
and development of Connecticut and establishing criteria that will
target funds for uses that are consistent with goals that emerge for
responsible growth.
o Targeting economic incentives to support development in
designated Responsible Growth areas.
o Creating a new "Green and Growing" webpage to highlight best
practices and develop a virtual toolbox and roadmap to promote
Responsible Growth region by region and community by community.
* Places the Office of Responsible Growth within OPM's
Intergovernmental Policy Division; provides for staffing; and requires
the Secretary of the Office of Policy and Management to designate a
State Responsible Growth Coordinator.
The Transportation Strategy Board supports the implementation of the
Governor's Executive Order on Responsible Growth, with special
emphasis on Transit Oriented Development.
Planning Coordination
Public Act 06-136 requires that state and regional transportation
planning be coordinated with other state planning efforts including
economic development and housing plans. The Secretary of the Office of
Policy and Management is responsible for ensuring that the required
planning takes place. Planning oversight is among the responsibilities
of OPM's Office of Transportation Policy.
The Board believes that it is also important to improve local and
regional transportation planning and to facilitate the integration of
transportation and land use planning activities at the regional and
local levels. The Transportation Strategy Board recommends the
coordination of state and regional transportation planning with other
state planning efforts, including economic development and housing
plans. Also, that the State foster the integration of transportation
and land use planning at all levels of government. This strategy, and
the Board's prioritized project list, includes additional funding for
regional planning organizations to support improved local and regional
transportation planning.
Preapproved Development Areas
Finally, in order to facilitate transit oriented development, the
Transportation Strategy Board is recommending that the state seek
legislative authority for the establishment of pre-approved
development areas including processes for:
establishing site nomination or eligibility processes and evaluation
priorities;
evaluating such properties in advance of the receipt of specific
development proposals;
determining the types and size of the activities appropriate for the site;
identifying the project specific permits and approvals required in
order to utilize the site; and
Providing grant funding for a significant portion of the cost of site
remediation for brownfield sites located near transit hubs.
INTERSTATE COOPERATION
The reach and impact of Connecticut's transportation system is not
limited to within the state itself. It is also part of larger
regional and national transportation systems. For that reason, Section
20 of Public Act 06-136 provides that:
"The state of Connecticut, acting through the Governor or the
Governor's designee, shall initiate ongoing formal discussions with
the commonwealth of Massachusetts and the states of New York and Rhode
Island regarding opportunities to enhance commuter and freight
mobility throughout the region. On or before January 1, 2008, and
biennially thereafter the Governor or the Governor's designee shall
report to the General Assembly on such discussions and any actions
taken or recommended as a result of such discussions".
A number of the Transportation Strategy Board's recommendations
involve, or potentially involve, other states. They include:
l Including business and community leaders from Western
Massachusetts in Bradley Airport planning and service development.
l Implementing commuter rail service between New Haven and
Springfield by 2010
l Supporting the development and implementation of a "smart card"
based transit pass program that can be utilized across the entire
public transportation network.
l Improving integration of the New Haven Line, the branch lines,
Shore Line East and the New Haven to Springfield Line so that seamless
service is provided regardless of the entity responsible for operating
a particular line.
l Purchasing 24 M8 electric rail cars for use on Shore Line East by
2013.
l Purchasing additional electric rail cars for use on the New
Haven Line to increase reliability and support additional service.
l Specifying, funding and purchasing new rolling stock for use on
the New Haven-Springfield rail line.
l Supporting cost effective proposals for Metro North access to
Penn Station and intermediate stops.
l Supporting the efforts of DOT, the Governor and the General Assembly
to:
- Obtain voting representation for Connecticut on the
Metropolitan Transportation Authority and the Metro-North Board of
Directors;
- Until voting representation is obtained continue DOT's
participation on a non-voting basis; and
- Take other actions necessary to ensure the long term
financial and operational vitality of the Metro-North line as one of
the most critical components of the State's transportation
infrastructure.
l Supporting DOT's continued monitoring of the future of Amtrak
and its effects on operations and operating agreements for SLE and New
Haven-Hartford- Springfield rail service.
l Supporting the state's acquisition of the New Haven-Springfield
rail line currently owned by AMTRAK.
l Developing a comprehensive analysis of the potential for
enhanced rail freight service to and through Connecticut, including,
but not limited to: (1) the market for enhanced rail freight services;
(2) the impact of enhanced rail freight service on traffic and
congestion; (3) obstacles to enhanced rail freight service and ways to
address them; and (4) the impact of enhanced rail freight service on
commuter rail service, including scheduling and track availability,
safety and physical infrastructure.
l Supporting continued federal funding for development and
completion of a Dredged Material Management Plan for Long Island
Sound.
l Reviewing the feasibility and viability of the proposed
Bridgeport to New York feeder barge service. Entertain, and
potentially fund, proposals for feeder barge services from ports other
than Bridgeport.
l Finalizing and implementing a plan to increase available truck
rest stop parking spaces, to increase the safety of Connecticut's
highway system. Include support systems necessary to comply with state
anti-idling laws.
l Supporting the expansion and improvement of Automated Traveler
Information Systems, and other technologies that provide more
comprehensive and timely information to travelers.
l Continuing the development and build out of the Commercial
Vehicle Information Systems and Network.
The Transportation Strategy Board believes that effective partnerships
with our neighboring states and their respective transportation
systems are essential to Connecticut's development of a sound and
effective state transportation system. The Transportation Strategy
Board specifically endorses the interstate initiative required by
Public Act 06-136 and recommends that the State explore and, where
appropriate, implement regional planning, cooperation and operating
partnerships wherever they will enhance Connecticut's transportation
system.
HIGHWAYS
Overview
With 3,733 miles (9,775 lane miles) Connecticut's highway and roadway
system provides the backbone to our State's transportation network.
These state owned and maintained roadways include 376 ramp miles and
connectors and 3,701 state maintained bridges. The State's road
network also includes 16,852 miles of roads maintained by local
municipalities.
The Connecticut Department of Transportation is responsible for the
operation and maintenance of the entire State highway system. This
includes the design and construction of roads and bridges; directing,
managing and coordinating all engineering and support; administration,
supervision and coordination of all highway related maintenance
programs and activities; and managing construction activities for the
State highway network.
The Department of Transportation must deal with an aging
infrastructure, the effects of New England weather, increasing auto
use, and, most of all, traffic congestion[3]. Addressing that
congestion through alternatives to single passenger auto trips[4],
operational and safety improvements, and selected additional capacity
has been, and continues to be, a central focus of the State's
transportation strategy.
That kind of highway congestion is hardly limited to Connecticut. The
Texas Transportation Institute's 2005 Urban Mobility Report notes that
congestion continues to grow in America's urban areas.
"Despite a slow growth in jobs and travel in 2003, congestion caused
3.7 billion hours of travel delay and 2.3 billion gallons of wasted
fuel, an increase of 79 million hours and 69 million gallons from 2002
to a total cost of more than $63 billion. The 2005 report shows that
the current pace of transportation improvement is not sufficient to
keep pace with even the slow growth in travel demands in most urban
areas.[5]"
Connecticut's urban areas are not immune to this assessment; as
illustrated in figures 1 and 2[6]. Figure 1 illustrates the 2005 hrs
of congestion on Connecticut's highways. Figure 2 shows the projected
2025 hrs of congestion on the same highways.
Figure 1
Figure 2
Highway Projects and Funding
Federal funding provides the primary funding to implement these
responsibilities. The Safe, Accountable, Flexible, Efficient
Transportation Equity Act: A Legacy for Users (SAFETEA-LU) program,
which authorizes highway funding to the State from 2005 to 2009,
provides annual average highway funding of $495 million, which is
matched by state bond funds. The Federal funding includes $183
million designated for 84 "high priority projects" and $93 million for
the Q-Bridge project.
In addition, the 2005 and 2006 transportation initiatives have
provided funding for several other selected projects. These include:
Operational and safety improvements on Interstate 95 between Greenwich
and North Stonington;
Transportation improvement projects, including highway improvements,
other than those on Interstate 95;
Environmental assessment of the widening of Interstate 95 between
Branford and/or Stonington;
Preliminary design of the widening of Interstate 84 between Waterbury
and the New York State line at Danbury;
Highway improvements in support of economic development in the Hartford
area.
The Transportation Strategy Board recommends the expeditious
implementation of the safety and operational improvements authorized
and funded by Public Act 05-4, including the identification and
implementation of similar improvements on other state highways.
Recognizing the difficult challenges facing Connecticut's interstate
highways, the Transportation Strategy Board recommends that the State
"develop a master plan for the maintenance, capacity and future
operations of the State's interstate highway system".
Major Roadway Projects
The Department of Transportation has identified these as its highest
priority highway projects. Each of which is programmed as part of the
Department's Statewide Transportation Improvement Plan (STIP), which
guides the use of federal transportation funds available to the state:
Pearl Harbor Memorial Bridge;
Moses Wheeler Bridge (Stratford);
I84, Southington-Waterbury;
Route 7/Route 15 Interchange (Norwalk);
West River Bridge (New Haven/West Haven);
Route 7 Bypass (Brookfield);
I84-Farmington;
Route 72 Relocation;
I95 Operational Improvements;
I95 Expansion East of Branford; and
I84 Viaduct Rehabilitation (Hartford).
The New Haven Harbor Crossing Corridor Improvement Program includes
improvement of 7.2 miles of I95, including the replacement of the
Pearl Harbor Memorial (Q) Bridge, and is the largest transportation
investment in Connecticut since the creation of the interstate system.
The plan will be accomplished under five major contracts, three minor
contracts and ten associated projects. The total project cost is $1.5
billion with construction scheduled for completion in 2014.
The replacement of the Moses Wheeler Bridge on I95 between Stratford
and Milford is scheduled for advertising in July 2007. Construction is
expected to take six years to complete. The total cost to replace the
bridge is estimated at $200-300 million.
The reconstruction and widening of I84 between Southington and
Waterbury is the final phase of the highway widening east of
Waterbury, and includes interchange improvements to Exits 23, 24 and
25.
The Route 15/Route 7 Interchange (Norwalk) project involves completion
of connections between the Merritt Parkway (Route 15) and US Route 7.
The project was originally scheduled to be bid early in 2007 and cost
$100 and $150 million. This project is currently the subject of
litigation challenging the design and scale of the interchange.
The West River Bridge project (New Haven/West Haven), will widen and
replace the bridge over the West River, which is nearing the end of
its serviceable life. The project also includes the reconfiguration
of interchanges 44 and 45 on I95. The project is under design with
construction scheduled for 2008; estimated total project cost is $85
million.
The Route 7 Bypass (Brookfield) involves the construction of a bypass
around Brookfield center and a series of seven projects to reconstruct
existing Route 7 north to New Milford. The total estimated project
cost of $87 million, project initiation is scheduled for mid-2007.
Completion of the project is anticipated in late 2009.
The I84-Farmington project, implements improvements recommended in the
Hartford West Major Investment Study (1999), specifically those in the
vicinity of I84 and Route 9, and the Route 4 and US Route 6
interchanges. Estimated project cost of $54 million and project
initiation is scheduled for 2009
The Route 72 relocation involves the relocation of 3.2 miles of Route
72 on a new location as a four-lane arterial highway from the terminus
of the existing Route 72 in Plainville to the Pine Street/Todd Street
intersection in Bristol. The estimated project cost is $50 million and
project initiation is scheduled for 2007, with a construction schedule
of three years.
I95 Operational Improvements projects, implements a series of
operational and safety improvements on Interstate 95. The 2005
transportation initiative provided $187 million for these projects.
The Transportation Strategy Board recommends that the State
"expeditiously implement the safety and operational improvements
authorized and funded by Public Act 05-4. Identify and implement
similar improvements on other state highways".
The expansion of I95 east of Branford, implements recommendations of
the Interstate 95 Branford-Rhode Island Feasibility Study, which was
completed in August 2004. The study presented an assessment of the
existing transportation and environmental conditions, an analysis of
future transportation conditions (projected to 2025), recommended
improvement concepts and an implementation plan of action for the I95
corridor improvements. The estimated project cost is $1.75 billion.
The 2006 transportation initiative provided funding for the
environmental assessment of the first phase of the project. The
Transportation Strategy Board recommends that the State "continue to
support and fund the capacity expansion of the I95 between Branford
and North Stonington consistent with on-going environmental study of
that project."
The I84 Viaduct Rehabilitation project in Hartford Involves the repair
and rehabilitation of an elevated portion of I84 referred to as the
Aetna Viaduct. The project extends the life of the 3200 foot viaduct
for 10-20 years and has an estimated cost of $100 million.
The Transportation Strategy Board has also considered a number of
other strategic highway projects, which will be implemented beyond the
three year life of the state's transportation improvement program.
They include:
Route 6. This project was intended to address safety, access and
mobility issues on the principal state highway connecting Willimantic
to Hartford. However, it has been delayed for a number of years as the
result of disagreements between state and federal transportation and
environmental officials over the layout of the road. During the delay
the Department of Transportation has undertaken safety improvements
along the existing highway. However, highway access to and from
Willimantic remains problematic and presents both an economic
development and a mobility challenge. The Transportation Strategy
Board recommends that the state "support the funding and construction
of the Route 6 Expressway from Bolton Notch to Windham and urge DOT,
DEP and federal agencies to resolve outstanding issues.
Route 11. This project, which is among the region's top
transportation priorities, involves construction of a limited access
highway from the current terminus of Route 11 in Salem to Interstate
95. The Department of Transportation recently completed an updated
environmental assessment of this project, which is currently in the
review process. DOT's most recent estimate of the cost of this
project is $850 million. The Transportation Strategy Board recommends
that the state "complete Route 11, and the associated greenway, from
Salem to I-95 consistent with the on-going environmental study of that
project".
Interstate 84 East of Waterbury. This project involves the addition
of an additional lane in each direction between Waterbury and the New
York State line in Danbury. An environmental assessment of this
project is currently underway. The 2006 transportation initiative
provided funding for the preliminary design of the improvements. The
Department of Transportation's most recent cost estimate is $ 1.0
billion. The Transportation Strategy Board recommends that the state
support and fund the widening of Interstate 84 East of Waterbury.
Interstate 84/Route 8 Interchange. This project involves the
rehabilitation or replacement of the elevated interchange between
Connecticut and Route 8 and Interstate 84 in Waterbury. The
Department of Transportation estimates the construction of the project
will not begin for about a decade. The cost estimate is about $2
billion. The Transportation Strategy Board recommends that the State
"support and fund the feasibility and environmental studies for the
reconstruction of the interchange of Routes 8 and I84 in Waterbury.
Town Aid Roads
The Town Aid Road (TAR) Grant funding is provided to municipalities to
assist in the construction, reconstruction, improvement or
maintainance of their local roads, highways and bridges. This
included snow plowing, the sanding of icy pavements, trimming and
removal of trees, the installation, replacement and maintenance of
traffic signs, signals and markings for traffic control and vehicles
safety programs, and the operation of essential public transportation
services and related facilities. While Town Aid Road funding has been
increased in recent years, the permanent funding is still below
historic levels.
The historical distribution of the TAR grants are outlined below in Figure
3[7].
Figure 3
Fiscal Year
Expenditures
%Expenditures Change
98
19,918,524
0.0
99
29,879,611
50.01
00
34,857,231
16.66
01
34,856,862
0.0
02
34,856,000
0.0
03
15,935,763
(54.28)
04
12,499,800
(21.56)
05
19,919,919
59.36
06
28,000,000[8]
40.56
07 (Revised Appropriation)
28,000,000
0.0
The Transportation Strategy Board recommends that the State "increase
the town aid road grant and include incentives to encourage Transit
Oriented Development and sound maintenance and pavement management
practices".
Highway Safety
In 2003 there were over 80,000 accidents on Connecticut highways. Of
these 273 were fatal, with 30,952 resulting in injuries. The mission
of the Department of Transportation is to "provide a safe, efficient
and cost-effective transportation system that meets the mobility needs
of its users."
The Department of Transportation's Division of Highway Safety prepares
an annual highway safety strategic plan as part of its highway safety
program. The strategic planning document provides historic, trend and
current accident data detailing highway safety in Connecticut.
Problem areas are identified, which dictate highway safety goals,
objectives and planned countermeasures.
The 2007 Highway Safety Plan noted a 1.1% increase from 2003 to 2004
in fatal crashes in Connecticut; with the greatest number of fatal
accidents occurring on state highways. In addition, between 2000 and
2004, the plan cited a slight increase in alcohol-related fatalities;
a 2% decrease in speeding-related fatalities; a continued decline in
work zone-related fatal and severe injury accidents; a 9% increase
(82%) in seat-belt use since 1999; and a 26% decrease in motorcyclist
fatalities.
Several reports, including a 2000 National Transportation Safety Board
(NTSB)Report[9] and the 2001 Connecticut Department of Transportation
Report on Truck Stop and Rest Area Parking have cited the importance
of providing adequate rest stops to improve the overall safety on
highways. Specifically, the NTSB report concluded that "the lack of
available truck parking, or truck drivers not knowing where parking
would be available, can negatively impact safety." According to the
Connecticut Department of Transportation report, "(truck) drivers are
using unauthorized locations on the side of highways and along
entrance and exit ramps as ad hoc rest areas," which demonstrate a
need for additional truck parking areas. The 2003 NTSB report
recommended to "increase available truck rest stop parking spaces to
increase the safety of Connecticut's highway system." The
Transportation Strategy Board continues to support a recommendation to
finalize and implement this plan, including the support systems
necessary to comply with state anti-idling laws.
In the summer of 2005 the Connecticut Department of Transportation, in
cooperation with the Federal Highway Administration (FHWA), initiated
a study of Connecticut's rest areas and service plazas. Alternative
concepts offered by the study advisory committee are currently under
review by the Department of Transportation whose analysis is expected
to be presented in early 2007. The study evaluates the State's
overall needs, requirements, and options for rest areas and service
plazas and will also evaluate the needs of each individual existing
facility. The study will result in a long-term plan to move
Connecticut to the forefront of states providing highway rest
facilities and traveler services and will also recommend specific
facility improvements.
Highway Capacity
States, including Connecticut, employ a variety of strategies and
methods to deal with the causes and effects of existing and predicted
congestion, including a mix of physical improvements to highways, in
the form of either capacity or operational improvements; transit
services that match demand with markets; and transportation demand
management (TDM) and transportation system management (TSM). Those
strategies are discussed more fully later in this document.
PUBLIC TRANSPORTATION
Nowhere has progress since presentation of the Transportation Strategy
Board's 2003 report and strategy been more evident than in the field
of public transportation. In 2005, the State committed almost $1
billion to new rail cars and maintenance facilities for the New Haven
line. The following year, for the first time in memory, a Governor
proposed a transportation initiative devoted almost entirely to public
transportation. The final legislation approved by the General
Assembly maintained that public transportation focus.
Public transportation, both rail and bus, is a central focus of this
transportation strategy. Among the challenges facing the state's
public transportation system is implementation of the initiatives
already approved; continuing to build on the progress made in 2005 and
2006; better integrating bus and rail services into a true statewide
transportation system; and providing and funding an adequate level of
bus and rail service.
Coordinated Service
Several of the current Transportation Strategy Board recommendations
focus on coordinating and integrating a variety of public
transportation services with the goal of providing a seamless
statewide transportation system. Central to this approach is the
recommendation to:
Identify a statewide Strategic Transportation Network linking rail and
transit services and determine the basic level of service necessary to
provide statewide mobility.
Both the rail and bus transportation systems involve a variety of
services, provided by multiple operators. Recognizing the advantage
of coordinating and integrating those services, the Transportation
Strategy Board recommends that the State:
Improve integration of the New Haven Line, the branch lines, Shore
Line East and the New Haven to Springfield Line so that seamless
service is provided regardless of the entity responsible for operating
a particular line.
Design and implement, as part of the Strategic Transportation Network,
an integrated multimodal transit network that uses common brand
identity and that takes into account all forms of bus service and
provides links to the state's rail system.
Much of this strategy deals with traditional public transportation
systems. But, the Department of Transportation, the transit districts,
and rail services are not the only entities providing publicly funded
transportation services to Connecticut residents. For example, the
Department of Social Services and local aging and social service
agencies provide transportation services to their clients. The
Department of Transportation has recently undertaken an effort to
better coordinate those services. The Transportation Strategy Board
recommends and encourages the Department of Transportation's efforts
to "ensure coordination of all state funded transportation services
regardless of the program or agency responsible for administering
and/or funding such services".
In order to help make the state's public transportation system truly
intermodal, the Transportation Strategy Board recommends that the
State support the development and implementation of a "smart card"
based transit pass program that can be utilized across the entire
public transportation network".
Employee Transit Incentives
As a major employer, especially in the Hartford area, the State of
Connecticut is in a position to encourage its employees to utilize
public transportation while at the same time serving as an example for
other employers. That effort should begin, as several Transportation
Investment Areas have suggested, with the transportation benefits the
State provides to its own employees.
The current state employee transit benefits take the form of a fairly
minimal three dollar per month reduction in the price of bus and rail
passes. To put that figure in perspective, federal employees are
provided with a transit benefit capped at $100 per month. The
Transportation Strategy Board believes that, over time, the existing
employee transit benefit should be increased to a level that provides
a significant incentive to transit use. In addition, the state should
consider other such incentives. The State should also encourage
private employers to provide transit benefits and incentives to their
employees.
Finally the location of state facilities and the availability or
unavailability of transit options can also directly impact employee
use of transit options. The Transportation Strategy Board believes
that the law should "require that in locating state facilities, the
State give priority to those locations on or near rail and bus lines".
Likewise, the State should "consider the availability of rail and bus
service and facilities when making other state investment decisions".
For example, the availability of bus and/or rail service should be
considered when evaluating economic development and housing projects.
COMMUTER RAIL
Connecticut's rail passenger system consists of five elements:
The New Haven Line main line between New Haven and Grand Central
Terminal in New York City
The New Haven Line branch lines which run between Stamford and New
Canaan, South Norwalk and Danbury, and Bridgeport and Waterbury;
Shore Line East, which provides service between New Haven and New London;
The New Haven-Hartford-Springfield commuter rail service which the
Governor recommended and the General Assembly approved in 2006 and
which is targeted to begin service in 2010; and
AMTRAK, whose Northeast Corridor service between Washington and Boston
makes stops in Stamford, Bridgeport, New Haven, Old Saybrook and New
London and which provides feeder service between Springfield and New
Haven.
The New Haven Line service is operated by Metro North, a subsidiary of
New York's Metropolitan Transportation Authority (MTA), under a
contract with the Connecticut Department of Transportation and the
MTA. AMTRAK operates its own service and operates Shore Line East
Service under a contract with the Connecticut Department of
Transportation. The operator for the New Haven-Hartford-Springfield
rail service has not been selected. Public Act 06-136 requires that
the operator of that service be selected through a competitive
process.
New Haven Line
The New Haven Line main line service between New Haven and New York
City is the oldest, the busiest and, by any measure, the most
productive of the Connecticut's commuter rail lines. During the fiscal
year ended June 30, 2006, just under 32 million passengers used the
main line service, which serves 18 Connecticut stations between New
Haven and Greenwich.
The New Haven Line branch line service includes lines running between
Stamford and New Canaan; South Norwalk and Danbury and Bridgeport and
Waterbury. During the fiscal year ended June 30, 2005, the branch
lines carried about 2.2 million passengers.
Branch Lines
The New Canaan branch runs between Stamford and New Canaan, a distance
of about eight miles. It is by far the shortest of the branch lines
and the only one which is electrified. In many ways it functions more
like an extension of the main line than a true branch line.
For example, because the line is electrified, New Canaan line trains
utilize the same electric rail cars which operate on the main line.
Unlike the other branch lines, most New Canaan branch trains continue
beyond Stamford to Grand Central Station without the need for
passengers to change trains. Indeed, the Metro North timetable treats
the New Canaan service as a part of the main line service, rather than
as a branch line.
The New Canaan branch is the most productive of the branch lines,
carrying about 1.4 million passengers in FY 2006. However, it has not
experienced the same growth in ridership which the main line, the
other branches and Shore Line East have experienced over the last few
years.
The Danbury Branch operates between South Norwalk and Danbury, a
distance of about 24 miles. There are seven station stops on the line,
which carried about 700,000 passengers in FY 2006. The line was at one
time electrified, but the electrification was eliminated in the
1950's. The possibility of electrification is being explored as part
of the on-going branch line studies.
The longest (27 miles) and the least utilized of the branch line is
the Waterbury branch, which operates between Bridgeport and Waterbury
with station stops in Derby, Ansonia, Seymour, Naugatuck and
Waterbury.
State Financial Support
The State of Connecticut's involvement with the New Haven Line dates
back to the mid-1960's when Connecticut Governor John N. Dempsey and
New York Governor Nelson Rockefeller agreed to provide public
subsidies in order to ensure the continuation of commuter rail service
between New Haven and New York. Initially the two states'
participation took the form of subsidy payments to the private
carriers operating the commuter service. Under the original agreement
each state paid 50% of the operating deficit for both the main line
and the branch lines.
In 1970, the State of Connecticut began providing capital grants to
support the improvement of the commuter rail service both directly and
utilizing federal funds. At about the same time the state acquired
ownership of the New Haven line trackage within the State of
Connecticut.
In 1983, as the result of federal legislation, the two states were
forced to accept responsibility for the actual operation - as opposed
to the financial subsidization-of the New Haven Line. They agreed that
Metro-North, a newly created subsidiary of the Metropolitan
Transportation Authority, would assume operational responsibility for
the line[10].
While the two states agreed about who would operate the service, they
were unable to agree how much each state would pay and that issue
eventually went to arbitration. That arbitration, and another a few
years later, resulted in a substantial change in the original 50/50
division of expenses.
Under the current formula, the State of Connecticut pays 65% of the
operating deficit and moveable capital expenses of the main line
service and 100% of the operating debt and moveable capital expenses
for the branch line[11]. It also continues to pay 100% of the cost of
fixed capital equipment located in Connecticut[12].
Shore Line East
The creation of Shore Line East was approved by the General Assembly
in the late 1980's and the service began operations in 1990. It offers
weekday service (21 trains / 23 on Friday) between New Haven and Old
Saybrook. The service is supposed to operate from New Haven to New
London. However, restrictions on bridge use force all but two trains a
day to stop in Old Saybrook.
Over the last several years, Shore Line East has seen a dramatic
growth in ridership, which has risen from 299,000 in FY 2000 to about
433,000 in FY 2006.
Ridership
As these charts indicate, the New Haven Line main line, two of the
three branch lines and Shore Line East have all experienced and are
projected to continue to see, significant growth in ridership. The
exception to this trend was the New Canaan branch, which saw a
decrease in ridership in FY 2006, but is projected to bounce back in
FY2007.
The main line, the branch lines and Shore Line East are all projected
to increase ridership in FY 2007, although not at the same rate of
growth as in FY 2006.
Subsidies
In FY 2006, the State paid about $81 million to offset operating
deficits on the New Haven Line, the branch lines and Shore Line East.
Figure 4 shows the distribution of those subsidy dollars between the
various branch lines.
Figure 4
Distribution of State Subsidies
One measure of the operating efficiency of a rail service is the
average subsidy per passenger. For the overall state rail system the
FY 2006 subsidy was $1.83 per passenger, which is among the lowest per
passenger subsidies in the nation.
Typically the lowest subsidies are found on heavily traveled main
lines and short spur lines, such as the New Canaan branch. Subsidies
on longer and less heavily traveled branch lines tend to be higher.
That has been the experience in Connecticut, as Figure 5 demonstrates.
Figure 5
Per Passenger Subsidy
New Haven-Hartford-Springfield Commuter Rail Service
In 2006, the Governor recommended, and the General Assembly
authorized, the initiation of commuter rail service between New Haven,
Hartford and Springfield, which will be supplemented by the existing
AMTRAK rail service[13] on that line.
The new commuter rail service will serve eight existing and thee new
stations between New Haven and Springfield and will be linked to the
New Britain - Hartford busway. The existing stations are in New Haven,
Wallingford, Meriden, Berlin, Hartford, Windsor, Windsor Locks and
Springfield. The new stations will be in North Haven, Newington, and
Enfield. As part of the new service new rail stations will be
constructed in most locations. Transit oriented development will be a
key aspect of the planning for each station.
The New Haven-Hartford-Springfield commuter rail service will operate
16 trains a day (eight in each direction). Ridership is projected at
about 630,000 passengers per year. [14]
Implementation of the New Haven-Hartford-Springfield rail service by
2010 has been, and continues to be, among the Transportation Strategy
Board's highest priorities. Recognizing the long lead time associated
with the purchase of rail rolling stock, the Transportation Strategy
Board is also recommending the purchase of new rolling stock for this
line in about 2012.
Issues
Rolling Stock
When the Transportation Strategy Board's 2003 strategy was submitted
to the General Assembly one of most significant transportation
challenges facing the state was how to fund the replacement of the
aging M2 electric rail cars used on the New Haven Line. Today, that
issue has been addressed.
In 2005, Governor Rell recommended, and the General Assembly approved,
funding for 342 new M8 rail cars for the New Haven Line. Three hundred
of those cars have been ordered[15] and will begin arriving in 2009.
The cars are scheduled to be delivered at the rate of 10 cars per
month, or 120 cars per year, with the last car scheduled for delivery
in 2013.
In 2006, $25 million in bond funding was provided for the
rehabilitation of 40 locomotive rail coaches, which will be used on
the New Haven line, the branch lines and the New Haven to Springfield
commuter rail service.
While the state has made significant progress in revitalizing its rail
rolling stock, it is important to continue to address those needs in a
timely manner. Recognizing the long lead time required for most
rolling stock purchases, the Transportation Strategy Board has made a
number of recommendations for future purchases of additional rail
cars. They include:
* Twenty-four M8 electric rail cars for use on Shore Line East;
* The final 14 M8 electric rail cars available under the
State's current contract, for use on the New Haven line;
* New rolling stock for use on the New
Haven-Hartford-Springfield commuter rail service.
The Transportation Strategy Board also recommends that funding be set
aside early in the next decade for design of the next-generation
electric rail car for use on the New Haven Line.
Service Coordination
As previously noted, the New Haven Line service, is operated by the
Metropolitan Transportation Authority's Metro-North subsidiary, while
AMTRAK operates the Shore Line East service. An operator has not yet
been selected for the New Haven to Springfield rail service, however,
that operator is required to be selected through a competitive
process.
The Transportation Strategy Board believes that it is essential that
service between the lines be integrated regardless of which operator
is responsible for the operation of a particular line. The
Transportation Strategy Board also supports and recommends the
adoption of a state rail operations plan which will address this and
other issues.
Rail Parking
The State of Connecticut owns virtually all rail stations and the
associate parking facilities between New Haven and Greenwich.
However, most station facilities and parking are operated by local
communities under long-term leases with the Department of
Transportation. Under those arrangements each community generally
establishes its own rules and parking rates and is responsible for
collecting the fees and maintaining local parking and Station
facilities. This arrangement has led to a wide variety of local
rules, charges and station and parking conditions.
The Board reviewed the rail governance study commissioned by the
Department of Transportation and heard testimony from a variety of
individuals regarding parking needs, especially along the New Haven
Line. The Transportation Strategy Board recommends that the State
develop, in consultation with local officials and commuters a uniform
policy concerning rail station governance and implement it as existing
leases come up for renewal. The policy should provide for centralized
oversight of rail stations and parking, uniform policies, permits and
fees and should ensure adequate funding for station and parking area
improvements.
In order to further address parking needs on the New Haven Line the
Transportation Strategy Board recommends that the State implement
planned rail station parking initiatives in Bridgeport, Stratford and
New Haven; expedite replacement of the Stamford rail station parking
garage; and maximize the amount of parking associated with new rail
stations.
Shore Line East
Shoreline East service primarily operates westbound (toward New Haven)
in the morning and eastbound (toward New London) in the evening.
There is no weekend service. In 2006, the General Assembly directed
the Department of Transportation to report on obstacles to improve
service on Shoreline East. That report is due to be submitted at the
start of the 2007 legislative session. The Transportation Strategy
Board believes that reliable reverse commute and weekend service is
important to long-term development of Shoreline East and recommends
that such service be instituted.
As previously noted, Shore Line East service theoretically operates
between New Haven and New London. However, because of limitations on
the use of certain rail bridges all but two Shore Line East trains
stop at Old Saybrook. The restriction on bridge use limits of both
the current operations are Shore Line East and the potential for
future operations between Connecticut and Rhode Island. Similar
issues have recently arisen on Metro North. The Department of
Transportation should work with the Department of Environmental
Protection, the United States Coast Guard and other responsible
entities to address bridge issues limiting or potentially limiting
rail service especially on Shore Line East.
Penn Station Service
Currently all Metro North rail service operates into Grand Central
Station with no direct service to Penn Station. However, the MTA is
studying the potential for such service. Metro North service to Penn
Station would potentially benefit Connecticut in two ways. First, it
would provide commuters with direct service to the west side of
Manhattan. Second, it would also create the potential for commuters
from Long Island and Queens to access southwestern Connecticut using
Metro-North rather than passenger automobiles. The Transportation
Strategy Board recommends that the State support and encourage
cost-effective proposals for Metro-North access to Penn Station and
intermediate stations.
Branch Lines
Several years ago the State undertook studies of potential
improvements on the New Canaan, Danbury and Waterbury branches of the
New Haven Line. While the costs and of those studies have escalated
greatly, the Transportation Strategy Board believes that it is
important to complete the studies and to begin to implement their
recommendations. Among the issues being addressed as part of the
studies are the extension of Danbury branch service to New Milford;
electrification of the Danbury branch; and the evaluation of the
Branch Line "collector" stations recommended by the Board in 2003.
Another important branch line issue is the installation of a modern
centralized train control (CTC) on the Danbury branch, which will
improve operations and safety of the line. The development and
installation of this critical system has been delayed several times by
funding and design issues. The Transportation Strategy Board
recommends that it be made a high priority.
Infrastructure
There are a number of infrastructure projects included in the
Department of Transportation's regular rail capital program which the
Transportation Strategy Board believes are essential to the future of
the New Haven Line. These include the rehabilitation of rail bridges
in Norwalk and Westport; completion of other scheduled bridge
replacements and rehabilitations; replacement of the catenary system
on the Metro-North Line; replacement and improvement of the electric
substations; replacement and enhancement of the Main line signal
system; and lengthening the platforms at all stations so they can
accommodate at least 10 coaches. The Transportation Strategy Board
supports funding for those projects.
In addition, there are a number of projects to enhance rail stations
in the 2006 transportation initiative. These include the development
of a new Metro North rail station and transit oriented development in
the City of West Haven, evaluation and planning for a new Metro North
rail station in the Town of Orange, development of stations and
station improvements on the Shore Line East, and the encouraging of
transit oriented development at and near rail stations. The
Transportation Strategy Board supports these projects.
Metro North Operating Agreement
In 2003, the Board recommended, and the legislature endorsed, the
state seeking voting representation for Connecticut on the
Metropolitan Transportation Authority's board of directors and on the
board of directors of Metro-North.
While the State has not obtained voting representation on the MTA
board, the Department of Transportation has been taking a much more
active role on a nonvoting basis. The Transportation Strategy Board
reiterates its earlier recommendation concerning voting
representation. Until such time as voting representation is obtained
the Connecticut Department of Transportation continue to participate
in both boards on a nonvoting basis.
BUS TRANSIT
Overview
Connecticut's bus transit system consists of five types of service
delivered by a variety of providers. They are:
Fixed route service, which provides traditional urban bus service,
operating on a fixed route with regularly scheduled service;
Express service, which makes one or few stops before proceeding
non-stop to an end destination, (in Connecticut this service is almost
exclusive to the Greater Hartford area);
Commuter connection, connecting rail services to residential and
employment centers;
Demand responsive and Dial-a-Ride services, providing as-needed
service within a system's service area;
Flex route, which provides similar service as demand responsive
service, however boardings are at pre-arranged times within a system's
service area.
Connecticut Transit (CTTransit)
CTTransit, consisting of eight divisions, is the largest transit
operation in the State and is owned by the State of Connecticut.
Three divisions, in Stamford, New Haven and Hartford, are operated and
managed by First Transit Inc. under a five year contract with the
State (last awarded in September 2006). The remaining five divisions
of CTTransit are operated under contract with private bus operators in
Waterbury, New Britain, Bristol, Meriden and Wallingford.
CTTransit provides fixed route and express services. ADA paratransit
services are contracted out by CTTransit to various organizations
located within the respective service areas. In 2006 CTTransit
services accounted for 79% (26,321,775) of the total bus transit
ridership in the State.
Transit Districts
Connecticut's urban transit districts provide various types of
services within the State's urban population and employment centers.
In 2006 urban transit districts' ridership represented 20% (6,471,026)
of the State's total bus transit ridership.
The Greater Bridgeport Transit Authority serves Bridgeport, Fairfield,
Stratford and Trumbull as well as providing limited service to Monroe,
Shelton and Derby.
The Housatonic Area Region (HART) serves the eight towns of the
Greater Danbury area and operates the Katonah shuttle, which links
commuters in Ridgefield with the Metro North's Harlem Line service to
New York City.
The Middletown Transit District provides bus transit service
connecting Middletown and Meriden, in addition to servicing the Route
372 corridor in Cromwell.
The Milford Transit District serves the Milford area and provides Jobs
Access service to Norwalk.
The Norwalk Transit District provides fixed route service in Norwalk
and Westport; inter-town service between Norwalk and Milford and
between Norwalk and Danbury; and ADA paratransit service in Westport,
Norwalk, Darien, Stamford and Greenwich.
The Southeast Area Transit District (SEAT) serves nine towns in
Southeastern Connecticut.
The Valley Transit District primarily provides dial-a-ride and ADA
services in the four towns of the Naugatuck River Valley.
Local transit districts also provide service in five rural service areas:
The Northwestern Transit District serves sixteen towns with deviated
fixed (flexible) route and dial-a-ride services.
The Northeastern Transit District operates flex route service in the
seven towns around Putnam.
The Windham Transit District provides rural fixed route, demand
response and ADA service to ten towns in the Willimantic area.
The Connecticut River Estuary area is serviced by the Estuary Transit
District, which provides demand response services as well the
Shoreline Shuttle service, which is a fixed route service operating
between Old Saybrook and Madison.
The Middletown Transit District provides rural fixed route service
linking the rural suburbs with Middletown.
In 2006, rural transit districts' services represented 1% (335,000) of
the total state ridership on bus transit.
Ridership
Bus transit ridership among urban and rural routes has experienced a
increase over the past year; while ridership on the CTTransit services
has leveled. Figure 6 displays ridership among these systems since
1999.
Figure 6[16]
State Financial Assistance
The State of Connecticut provides both operating subsidies and capital
funding to CTTransit and the urban and rural transit districts. The
annual FY 2006 operating budget for bus transit was $100 million,
which represents the State's share of the $140 million annual
operating cost of those services. The remaining operational cost is
paid by fares, as well as local funding in areas served by transit
districts[17]. The fare box recovery rate and degree of state subsidy
varies from service to service and is dependent on a variety of
factors, including population density and the type of service.
The State of Connecticut also provides about $8.5 million in annual
funding for capital needs at CTTransit and the transit districts. A
majority of transit capital projects have a funding ratio of 80%
federal, matched with 20% state or local matching funding. It is
noteworthy that these figures do not include the capital funding
included in the 2005 and 2006 transportation initiatives, which
provided 100% state funding for most capital projects funded as part
of the initiatives.
The Department of Transportation has taken steps to address several
issues related to the long-term capital needs of the bus transit
system. The Department's capital program includes plans to update and
upgrade buses, the fare box and revenue collection systems; radio
system improvements; implementation of intelligent transportation
system technology to provide automated vehicle location, global
positioning systems and geographic information systems; and fleet
replacement.
Testimony provided to the Transportation Strategy Board at public
hearings and as part of a panel of transit providers noted there are a
series of funding policies which the providers believe "no longer meet
the needs of our public transit providers," and are "a result of
chronically insufficient investment in public buses and related
services." Factors such as the 67% rule (which limits the state's
funding contribution to bus systems other than CTTransit); silo
funding and overcrowded routes contribute to these issues.
The transit districts also noted problems they have experienced
accessing available Federal funds due to a lack of matching funding.
An example, brought to the Transportation Strategy Board's attention
by the Greater Bridgeport Transit Authority, was their inability to
access $375,000 in Federal funding for a lack of a $75,000 match.
This issue appears to result from the fact that some smaller projects,
with a useful life of less than twelve years are, properly, matched
using operating, rather than capital (bond) funds. The Transportation
Strategy Board recommends that the State ensure that sufficient
capital and/or operating funds are available to match the available
Federal funds.
Transit districts have also expressed concern about the lack of
flexibility in most efficiently utilizing the available state funds.
The Department of Transportation has thirteen separate program based
funding silos for transit districts. Funds can generally not be moved
from one silo to another. As a result of this policy, a surplus from
program or funding source generally cannot be applied against the
deficit for another program or service. Funding silos are generally
the result of program specific budgets, rules and/or funding sources.
Several transit districts argued that, subject to program
accountability, they should have the ability to move funding to
address needs. The Transportation Strategy Board recommends that the
State provide transit districts funding flexibility consistent with
program accountability.
The Department of Transportation has stated that it is attempting to
address the silo funding issue as former demonstration programs (such
as Jobs Access) are integrated into their regular operating budget.
Financial Performance
One measure of the operating efficiency of bus transit services is the
percentage of operating costs paid for by fares, known as the fare box
ratio. Generally speaking, the fare box ratios for CTTransit and the
local transit providers compare favorably to national peers, as figure
7 indicates.
Figure 7[18]
The performance of Connecticut's bus transit service doesn't go
unnoticed; in fact the State received bonus federal funds ($1.0
million) in SAFETEA-LU because of its "transit intensive urbanized
areas."
Within the state, fare box ratios vary widely depending upon the area
and the type of service, as demonstrated by a comparison of the
State's urban fixed route services in Figure 8.
Figure 8[19]
Figure 9 shows the long and short term trends in CTTransit and transit
district fare box ratios (urban fixed route service).
Figure 9[20]
Bus Rapid Transit (BRT)
The Federal Transit Administration defines bus rapid transit as "a
flexible, high performance rapid transit mode that combines a variety
of physical, operating and system elements into a permanently
integrated system with quality image and unique identity." This
definition highlights the flexibility and variety of applications BRT
systems can accommodate and address.
The Department of Transportation has a number of Bus Rapid Transit
projects in various stages of development, the most advanced of which
is the busway running between New Britain and Hartford.
The New Britain-Hartford Busway is one of ten demonstration projects
in the country approved by the Federal Transit Administration in 1999.
The project consists of a two-way, 9-mile exclusive busway with 12
on-line stations linking downtown New Britain and Hartford's Union
Station. One station will also link the busway to the New
Haven-Hartford-Springfield commuter rail service. The 2006
transportation initiative provides $50 million towards the State's
portion of the capital funding required to complete this busway.
This busway will be built on active and inactive rail rights-of-way
and offer four types of service: express, shuttle, neighborhood
collectors and feeder bus. The primary busway service will operate 18
hours each day using a mix of standard buses and 40-foot articulated
buses. In addition, the project includes a station area planning
component with a goal to encourage transit oriented development in
order to enhance the State's transportation investment with enhanced
community livability.
A draft environmental impact statement was issued in April 2001 on
this busway project. The environmental impact process was completed
with a record of decision in March 2002. Preliminary engineering
began in September 2002, and preliminary design began in 2004. The
Federal Transit Administration recently authorized final design
activities. Construction is estimated to start in 2008, and
operations are expected to begin a couple of years afterwards.
The total project costs for this busway are estimated at $458 million,
which includes the busway design and construction, purchase of ten
40-foot articulated buses and ten 30-foot buses, as well as the
modification of an existing maintenance facility to accommodate
servicing of these buses. The capital cost of the busway has almost
tripled since it was originally proposed. As with a number of other
transportation projects, the escalating capital cost is a serious
concern.
The operating budget for the busway service is estimated at $9.6
million annually, with a 30% fare box return; this results in a needed
annual subsidy of $7.0 million.[21] Ridership is forecasted at 16,400
daily riders upon commencement of the service.
Other BRT proposals include the Hartford East Busway, which provide
service from Hartford to East Hartford, Manchester and Vernon; and the
Griffin Line Busway, from downtown Hartford to Bradley International
Airport.
Other Issues
Coordination of Services
Bus transit services are funded by the State of Connecticut and
delivered by a wide variety of providers, including CTTransit, local
transit districts and private providers. The Transportation Strategy
Board believes it is important to coordinate these largely local
transit services in a way that provides an effective statewide transit
service. The Transportation Strategy Board recommends that the State
"design and implement, as part of the strategic transportation
network, an integrated multimodal transit network that uses a common
brand identity and that takes into account all forms of bus service
and provides links to the states rail system".
Funding
As previously discussed, officials of several local transit districts
expressed concerns about the level of operating capital to support
local bus transit services. In particular, users and providers
expressed concern about the level of local bus service which can be
provided based on current funding levels. The Transportation Strategy
Board recommends that the Governor and the General Assembly review
transit district funding formulas and requirements in order to ensure
adequate funding for bus transit services and parity between transit
districts and state owned or operated transit services, including
CTTransit.
Jobs Access and Reverse Commute
The Jobs Access and Reverse Commute program originally began as a
result of the welfare reform legislation in the mid-1990s and was
later enhanced using state and federal funds. It has been a transit
success story, extending bus service and providing access to jobs in
areas not previously served. The Transportation Strategy Board
recommends that the State "continue funding for the Jobs Access and
Reverse Commute program, while making maximum use of federal funds to
support needed services". The state should also continue to identify
and implement additional service opportunities as appropriate".
When the original Transportation Strategy Board legislation was passed
in 2001 funding was provided for number of rail and bus pilot
services. The bus services included:
o The Jobs Access and Reverse Commute program;
o Funding for expanded bus services connecting with rail
services in the Coastal Corridor. These include the Stratford
Shuttle, enhanced Westport Road Shuttle, Wheeler Shuttle (Milford),
High Ridge Road Commuter Connection (Stamford), Route 7 Link
(Norwalk-Danbury), enhanced Coastal Link, Commuter Connection Central
and East (Stamford);
o Purchase of ten new buses to expand Fairfield County
inter-regional service;
o Development of a new commuter connection for western
Connecticut commuters to Metro-North's Harlem Line, known as the
Ridgefield-Katonah Shuttle;
o Enhancements to Southeast Area Transit; and
o Expanding express bus service in the Hartford area.
Funding for those programs has been continued since the original
appropriation on a year by year basis. The Transportation Strategy
Board has evaluated the services on several occasions and recommends
that the Governor and the General Assembly make those services
permanent and include them in the State's regular bus and rail
operations budgets.
Links to Commuter Rail Service
Among the transportation needs identified by the I-395 Transportation
Investment Area was the need to provide a way for commuters in
northeastern Connecticut to connect with MBTA commuter rail services
to Boston. The Transportation Strategy Board recommends that the State
evaluate the possibility of providing bus links to the MBTA similar to
those provided between the Danbury area and Metro-North's Harlem line
in New York State.
BICYCLE AND PEDESTRIAN
The 2006 transportation strategy includes a significantly increased
emphasis on bicycle and pedestrian travel. Effective bicycle and
pedestrian networks result in a reduction in vehicle trips. The
reduction in vehicle trips then results in a reduction in emissions,
need for roadway infrastructure and parking facilities
There are three major roles the bicycle and pedestrian modes can fill:[22]
As a primary mode, directly accessing a job or other site.
As a feeder mode, accessing transit services that will complete the trip.
For circulation through an activity center.
Important factors that influence the choice of bicycle or pedestrian
commuting include:
Trip Distance
Perceived Traffic Safety
Travel Cost - surveys suggest that financial incentives could make a
difference in the choice of this mode.[23]
Physical environment, including terrain, climate, circulation within
activity centers and availability of alternative modes.
Demographics - bicycle commuting generally declines rapidly in the
segment of the population over age 45.
Bicycle use in Connecticut as a mode for commuting remained fairly
constant between 1990 and 2000, at approximately 0.2 percent of all
commuters. Walking to work declined as an option in the State between
those same years, from 3.6 percent to 2.7 percent. Compared to
national averages, Connecticut has a lower percentage of bike
commuters (0.2% vs. 0.4% nationally), and roughly the same percentage
of pedestrian commuters (2.7% vs. 3% nationally).
In 1999, the Department of Transportation developed a Connecticut
Statewide Bicycle and Pedestrian Transportation Plan, the focus of
which is recreational cycling and walking. The plan discusses current
policies and regulations relating to bicycle and pedestrian
facilities, presents planning and design guidelines, goals, funding
strategies and completed and planned projects. It also includes the
bicycle and pedestrian plans of all the Regional and Metropolitan
Planning Agencies in the State.
Recommendations presented in the plan include:
Review of the Connecticut Bicycle Map and Long Range Bike Map when
evaluating the suitability of providing sidewalks, shoulder widening,
etc., and multi-use trails within projects.
Inclusion of bicycle and pedestrian facility planning in the highway
planning and design process.
Provision for bicycle/pedestrian access in all bridge design and
reconstruction process.
The Department of Transportation has worked to provide bike racks on
buses; specifically the full equipping of CTTransit buses in the
Stamford and New Haven areas has been accomplished. The equipping of
CTTransit buses in the Hartford area is scheduled as part of the
upcoming fleet replacement. In addition efforts to provided bike
racks at train stations are being addressed on a continual basis.
In recognition of the role that bicycle and pedestrian strategies can
play in accomplishing the State's transportation strategy, the
Transportation Strategy Board recommends:
Provide dedicated bike space on passenger trains at all times of the day.
Identify and support bike routes to transportation centers.
Identify and remedy existing bicycle storage and parking deficiencies,
especially in urban centers and transportation centers.
Adopt a policy of allowing bicycles to be carried on state funded bus
routes. As new buses are ordered equip them to permit the carriage of
bicycles.
Encourage municipal and regional officials to work closely with DOT to
include expanded bicycle and pedestrian facilities as a part of all
roadway projects.
Support the development and implementation of the Federal Safe Routes
to School program.
RAIL FREIGHT
Over the five years since the establishment of the Transportation
Strategy Board, numerous speakers and advocates have argued for
expanding the use of rail freight as a means of diverting traffic from
the highways and thereby reducing congestion. The Board has
considered those arguments as well as the concerns of the Department
of Transportation and others about the possible impact of increased
rail freight on Connecticut's growing commuter rail system. In
addition, several regional initiatives to enhance the use and
potential of rail freight have been undertaken in recent years. These
include the Cross Harbor Freight Movement Project by the NYC Economic
Development Corporation and the Northeast Rail Operations Study by the
I95 Corridor Coalition.
The Transportation Strategy Board believes that there are a series of
important questions and issues which need to be resolved in order for
the state to properly assess the potential impact of increased rail
freight service and whether to pursue that service. They include:
Whether a commercial market exists and will support enhanced rail
freight service;
How increased rail freight service would impact highway congestion,
particularly on Connecticut's interstate highways;
How enhanced rail freight service would impact Connecticut's existing
and planned commuter rails lines, including scheduling, track
availability, safety and physical infrastructure; and
the obstacles to enhanced rail freight service and how best to address them.
In order to address those issues, and provide a sound basis for
decision making, the Transportation Strategy Board recommends that the
State "develop a comprehensive analysis of the potential for enhanced
rail freight service to and through Connecticut, including, but not
limited to: (1) the market for enhanced rail freight services; (2) the
impact of enhanced rail freight service on traffic and congestion; (3)
obstacles to enhanced rail freight service and ways to address them;
and (4) the impact of enhanced rail freight service on commuter rail
service, including scheduling and track availability, safety and
physical infrastructure".
AVIATION
Connecticut's statewide aviation system consists of over 150
facilities of various types, including:
Six State Airports;
Four Municipal Airports;
13 Private Airports which are open to the public; and
130 Private Airports and Landing Areas.
The State owned airports are:
Bradley International Airport in Windsor Locks, which is the largest
airport in the state and the only state owned airport with scheduled
commercial air service;
Brainard Airport in Hartford, a general aviation airport and a
reliever airport for Bradley;
Groton-New London Airport in Groton, a general aviation airport which
had scheduled commercial air service until 2004;
Oxford, a general aviation airport which serves the corporate aviation
market in Western Connecticut;
Windham Airport, a general aviation airport serving the local aviation
community; and
Danielson Airport, a general aviation airport serving the local
aviation community.
The municipal airports are:
Tweed-New Haven Airport is owned by the City of New Haven and located
in New Haven and East Haven. It is the only Connecticut airport other
than Bradley with scheduled commercial air service;
Sikorsky Memorial Airport is owned by the City of Bridgeport and
located entirely in the Town of Stratford. It is a general aviation
airport which had scheduled commercial air service until 1999;
Danbury Airport, owned by the City of Danbury, is a general aviation
which serves as the base for a substantial amount of pilot training;
and
Meriden Markham is a general aviation airport owned by the City of
Meriden and located in Meriden and Wallingford.
Connecticut residents are also served by a number of commercial
airports outside the state, including Logan Airport in Boston, T.F.
Green Airport in Providence, Kennedy, LaGuardia and Westchester
Airports in New York and Newark Airport in New Jersey.
Airport Funding
Funding for publicly owned airports depends on who owns the airport
and the services which it provides.
Bradley International Airport is primarily funded through airport
fees, including landing and gate fees and rental charges paid by the
airlines, and concession. Those fees and rentals are deposited in an
enterprise fund which supports the airport's operations. The airport's
annual operating and capital budgets are approved by the Bradley Board
of Directors and the Commissioner of Transportation and the Secretary
of the Office of Policy and Management, but are not part of the state
budget process and are not subject to legislative approval.
Figure 10
Bradley Revenue Sources
Because the airlines fund a large part of the airport's operations the
current master agreement between Bradley and the major carriers which
use the airport gives the airlines a role in the approval of the
airport's operating budget. That provision is fairly typical of
agreements between airlines and other airports that were negotiated at
the same time as the Bradley agreement. However, it has proven
problematic at times and has led to disagreements over issues such as
how much, and what type of, marketing is required. Bradley management
has indicated that it will attempt to follow the lead of several other
airports and eliminate that clause when the agreement comes up for
renegotiation in 2011.
Seventy-five per cent of the cost of most Bradley capital projects is
paid for by the federal government with the balance coming from a
combination of revenue bonds and "Passenger Facility Charges", which
are ticket surcharges paid by passengers using the airport.
Other State Airport's operating costs are paid from the Department of
Transportation's budget and, unlike Bradley, are subject to the
state's annual budget process. Ninety per cent of approved capital
project expenses are paid by the federal government, with the balance
coming from Department of Transportation's annual capital program.
Municipal Airport operating costs are, with one exception, paid
entirely by the community owning the airport. The sole exception is
Tweed-New Haven Airport which has, for a number of years, received a
$600,000 operating grant from the State of Connecticut. The
Transportation Strategy Board recommends continuation of that grant.
Ninety per cent of the costs of approved capital projects are paid by
the federal government. The State of Connecticut pays seven and one
half per cent of the costs and the balance are paid by the local
community.
Bradley International Airport
Bradley International Airport is, by far, the largest and busiest
airport in the State of Connecticut. It ranks:
* 49th of 175 Airports nationwide in terms of passenger volume
* 35th of 161 airports nationwide in terms of cargo volume
* 146th of 1,075 airports worldwide in terms of total volume
Figures 11 and 12 show Bradley's passenger and cargo service areas[24].
Figure 11
Figure 12
Cargo Service Area
As these figures demonstrate, a significant part of Bradley's service
area is outside Connecticut. Recognizing the interstate nature of
Bradley's market, the Transportation Strategy Board recommends that
business and community leaders from Western Massachusetts be involved
in airport planning and service development.
Bradley Board of Directors
In 2001 the same legislation which created the Transportation Strategy
Board created a Board of Directors for Bradley International Airport.
The Bradley Board of Directors is composed of:
A Chairperson, appointed by the Governor;
The Commissioner of Transportation;
The Commissioner of Economic and Community Development;
A representative of the Transportation Strategy Board, appointed by
the Speaker of the House;
A member of the Bradley International Airport Community Advisory
Board[25], appointed by the Minority Leader of the House of
Representatives;
One member appointed by the President Pro Tempore of the Senate; and
One member appointed by the Minority Leader of the Senate.
The Bradley Board of Directors shares responsibility for the
management of the airport with the Department of Transportation. The
Board of Director's duties include:
Developing organizational and management structure that will best
accomplish the goals of Bradley International Airport;
Approving the annual capital and operating budgets of Bradley
International Airport;
Establishing a procedure to review significant contracts;
Approving Bradley International Airport's master plan;
Ensuring the establishment of service standards, performance targets
and performance assessment systems;
Establishing and review policies and plans for marketing the airport
and for determining the best use of airport property,
Advocating for Bradley International Airport's interests and ensure
that Bradley International Airport's potential as an economic
development resource for the state and region are fully realized;
Developing an appropriate mission statement and set of strategic goals
for Bradley International Airport and that progress toward those goals
is regularly assessed;
Ensuring appropriate independent expertise is available to advise the
Bradley Board of directors;
Approving community relations policies and ensure that the community
advisory board operates effectively to ensure that community comment
and information is regularly and fully considered in decisions related
to Bradley International Airport;
Creating a code of conduct for the Bradley Board of Directors
consistent with the Code of Ethics;
Acting in cooperation with the Connecticut Transportation Strategy Board ;
and
Reporting to the Governor and the General Assembly on an annual basis.
The Transportation Strategy Board supports the strategies and tactics
(including the traffic improvement recommendations) adopted by the
Bradley Board of Directors to strengthen Bradley as the State's major
commercial airport for both passenger and air freight services for the
State and the rest of Western New England. The Transportation
Strategy Board also encourages the Bradley Board of Directors to work
with the appropriate State agencies and neighboring municipalities to:
Define economic development goals and priorities for Bradley;
Establish procedures to pre-approve development sites on Bradley property;
and
Encourage support for complementary and coordinated multi-town
economic development plans.
Passenger and Cargo Trends
Figure 13 shows Bradley passenger trends since 1997. From 1997 though
2000 passenger use rose steadily to a record of 7,338,744 passengers
in 2000. Through the first eight months of 2001 the airport seemed
certain to set a new passenger record. Then came the events of
September 11, 2001 and their impact on the airline industry. By 2003
annual passengers had fallen to 6,261,807. In 2004, Bradley saw its
first increase in passenger travel since 2001 and the following year
it set a new annual record for passengers.
Figure 13
Passenger Trends 1997-2005
Cargo volumes at the airport dropped from 1999 to 2000 and remained
fairly level for several years before rising in 2004 and again in
2005.
Figure 14
Cargo Trends 1999-2005
The Transportation Strategy Board recommends the establishment of
improved cargo service as a priority for the Bradley Board of
Directors and the Department of Transportation.
Infrastructure and Initiatives
Over the last decade Bradley has undertaken a number of initiatives
aimed at improving the airport's physical infrastructure, including a
new terminal and terminal improvements; a new on-airport parking
garage; an electric cogeneration facility designed to reduce energy
costs; and a new customs and federal inspection station. Planned
improvements include replacement of Murphy Terminal, the oldest part
of the current terminal facilities; expansion of the parking garage; a
high speed taxiway and consolidated cargo and rental car facilities.
All of the planned projects are to be funded from the airport's state
and federal resources.
Bradley International Airport has also undertaken a number of
marketing and route development initiatives designed to increase the
markets, especially in the western United States and Europe, which
have direct service from Bradley. Among the new markets added have
been:
* Amsterdam (2007)
* Denver (2007)
* Salt Lake City (2005)
* Los Angeles (2005)
* Phoenix
* Las Vegas
The Transportation Strategy Board recognizes the success of Bradley's
marketing and route development efforts and supports continuation of
those efforts.
Recognizing the value of Bradley International Airport as a major
economic resource for the Capitol Region and the State of Connecticut,
the Capitol Region Council of Governments (CRCOG) undertook a
comprehensive analysis of current and future traffic conditions and
land use in the airport area. The Bradley Area Transportation (BAT)
Study identifies transportation improvements that are needed to
accommodate growth and to develop a strategic plan for maintaining
safe and efficient access to the airport area.
Improvements identified in the study are categorized as regional or
local (primarily of town concern) based on the nature of their impacts
and/or benefits. The following four improvements were identified as
being of regional significance:
Northern Bradley Connector Roadway - provides a direct connector (4.3
miles) for industrial and commercial parcels on and adjacent to
Bradley Airport by connecting Route 75 near Bradley Airport to Route
190 over the Connecticut River
Route 75-Bradley Airport Gateway - recommended to provide access from
the rear of businesses to Route 75 and Schoephoester Road at existing
signalized intersections, and helps to alleviate traffic and
unsignalized left-turns on Route 75.
Bradley Park Road - improves access and safety to existing cargo and
industrial land uses along Perimeter Road, and unlocks the potential
for new cargo and industrial development on land north of and on
Russell Road.
Improved Transit Service to the Bradley Area - incorporates several
transit enhancements of CRCOG's Regional Transit Strategy, including
the Griffin Busway, New Haven-Hartford-Springfield Commuter Rail[26],
additional Bradley local bus service and bus connections to Hartford
and Springfield.
The Transportation Strategy Board supports the funding and
implementation of the Capitol Region Council of Government's Bradley
Area Transportation Study.
Other Airports
There are three other airports in the state which have had scheduled
passenger air service during the past decade. They are Tweed New
Haven Airport, Sikorsky Airport in Stratford and Groton-New London
Airport. Only Tweed-New Haven currently has scheduled air service.
All three airports are located along the coast and face a similar
issues and challenges.
Tweed-New Haven
Tweed-New Haven Airport is owned by the City of New Haven and located
in New Haven and East Haven. It is currently operated by a regional
Airport Authority composed of representatives appointed by the city,
the town and regional Council of Governments.
Historically, Tweed-New Haven's location has led to a number of
controversies between the City of New Haven and the Town of East
Haven, including a current dispute about the implementation of runway
safety areas.
Tweed-New Haven currently has scheduled passenger air service,
provided by US Air, which operates 12 flights per day between New
Haven and its regional hub in Philadelphia. Until recently Delta
Airlines provided schedule service between New Haven and its
Cincinnati hub.
Groton - New London
Groton - New London Airport, located in Groton, is owned by the State
of Connecticut and operated by the Department of Transportation's
Bureau of Aviation and Ports. It previously had scheduled air service
provided by US Air through its Philadelphia regional hub. The airport
currently has no scheduled commercial air service and operates as a
general aviation facility.
Sikorsky Airport
Sikorsky Airport is owned by the City of Bridgeport and is located
entirely in the Town of Stratford, a fact which has, as in the case of
Tweed New Haven, led to a long running series of disputes between the
city and the town over taxes, zoning, obstructions, runway safety
areas and other issues. The airport, its location and operations
remain highly controversial within the Town of Stratford. The airport
is managed by an Airport Commission composed of Bridgeport city
officials and the mayor of Stratford.
Sikorsky had scheduled commercial air service, provided by a variety
of carriers, until 1999. It currently operates as a general aviation
facility and has more total aircraft based at it than any other
airport in the state.
As previously noted all three airports are located along the
Connecticut coast and two out of three are located, in whole or in
part, in communities other than the one which owns it. This
combination tends to make proposals involving physical alterations of
any kind highly controversial. It has also effectively prevented any
serious consideration of expansion possibilities. Indeed, officials at
both Tweed New Haven and Sikorsky airports have experienced difficulty
implementing proposals for enhanced runway safety at least partially
because of concerns that they will ultimately lead to runway expansion
and/or use by larger aircraft.
The issue of runway safety areas is not limited to coastal airports.
Four of the five state general aviation airports have at least one
runway which is shorter than the Federal Aviation Administration
standards, as do two of the four municipal airports.
The Transportation Strategy Board recommends that the state:
* Support Tweed's ability to serve the travel needs of business
and institutional travelers in Southern Connecticut to complement
Bradley.
* Continue the State's annual operating assistance grant to the
Tweed-New Haven Airport Authority.
* Support the implementation of the Safety Improvements
described in Phases I and II of the Tweed Master Plan within the
planned three to five year period.
* Evaluate Phases III and IV of the Master Plan as Phases I and
II are being implemented, including the fiscal and other impacts to
adjacent municipalities
Other issues facing Connecticut's general aviation airports include
zoning in areas adjoining or nearly airports, which can affect airport
access, and difficulties encountered dealing with both natural and
man-made obstructions which are located off the airport property but
impact airport operations.
The Transportation Strategy Board recommends that the State assist
airport operators in addressing obstruction issues which can not be
resolved locally.
The Board is also concerned about the potential loss of privately
owned airports which are open to public, especially those which serve
as relievers for other public airports. The Transportation Strategy
Board recommends that the State support efforts to retain and preserve
private airports open to the public, including an adequate number or
reliever airports.
MARITIME
The State of Connecticut's maritime programs support the movement of
both people and goods by water. They function as a part of the
State's larger maritime transportation industry.
Connecticut's port system handles just over 19 million tons of cargo
annually, with about 87% handled at the State's three deep water
ports[27]. The Maritime Coalition estimates this represents the
equivalent of 950,000 truck trips annually. Connecticut is also served
by several smaller commercial ports as well as numerous recreational
ports and facilities.
In addition to goods and cargo transportation, Connecticut also has
several passenger ferry services, which together transport over 2
million passengers and close to 82,000 vehicles annually. These
services operate out of Bridgeport and New London as well along the
Connecticut River. The Connecticut River ferries are owned and
operated by the Department of Transportation and operate on a seasonal
schedule; while the Bridgeport and New London based services are
privately owned and operated on a year-round schedule.
Connecticut's Ports
Connecticut's three deep water ports[28] account for the bulk of the
State's maritime commerce. These ports each have several unique
features which include their geographical location, ownership and
operating entities.
Geographically, Connecticut's deep water ports are located at the
mouth of rivers. This feature is most important when considering
dredging issues due to silt and sediment build-up which occurs quicker
than at other areas, including Long Island. Also, a vast majority of
the port facilities in Bridgeport and New Haven are privately owned
and operated, which too is a unique feature in comparison to other
commercial US ports.
The Port of Bridgeport is located at the mouth of the Pequannock River
and operates as a port district organized by the City of Bridgeport,
and managed by the Bridgeport Port Authority. In turn, the Port
Authority leases property to private operators which operate two
commercial terminals receiving approximately 50 containers each week
of product from Central America.
The Port of Bridgeport also receives 250 barges of petroleum products
annually and houses commercial passenger ferry service to Port
Jefferson, NY. There is no rail connection to the Port of Bridgeport.
The Port of New Haven is located on the east side of the Quinnipiac
River. Like Bridgeport its nine terminals are owned and operated by
private entities. The New Haven Port Authority was formed in 2003 and
governs a 366-acre port district on the east side of New Haven Harbor.
An almost invisible part of the port operation are the petroleum
products received in New Haven and moved via pipeline to inland users.
Exports that flow through the Port of New Haven include scrap metal.
In addition, the port houses several large storage facilities.
Currently, the rail connection to the Port of New Haven stops at a
loading dock which the Department of Transportation constructed on
Waterfront Street. The development of potential rail spur links from
the Waterfront Street rail extension into the individual port
operators is in development. Rail extension is identified as a
priority project in the 2006 transportation initiative (Public Act
06-135). This rail line is serviced by Providence & Worchester
Railroad.
The Port of New London is located at the mouth of the Thames River.
Unlike the State's other two deep water ports, the port's primary
facilities and piers are owned by the State of Connecticut, which
lease the facilities to private operators. In addition to housing a
commercial fishing fleet, the State Pier also handles lumber and
copper products from its two piers. The State Pier is very land
constrained, a fact which helps define its market niche. New London
also has three passenger ferry operations, serving Orient Point and
Fisher's Island, NY as well as Block Island. There are also several
other port facilities located on the east side of the Thames River
which are affected by this Port's viability.
According to the 2004 Waterborne Commerce Report of the Army Corps of
Engineers, Connecticut's ports accounted for just over 21 million tons
of freight traffic. As noted, the Port of New Haven handled about 50%
of this commerce. The flow in the freight traffic has increased on a
steady and significant basis, most notably at Bridgeport (Figure 15).
Figure 15
Freight Traffic-CT Ports 2004 v. 2003
PORT
FREIGHT TRAFFIC
(TONS)
(2004/2003)
BRIDGEPORT
6,871,000
(+31%)
NEW HAVEN
10,868,000
(+4%)
NEW LONDON
2,458,000
(+1%)
OTHER COMMERCIAL PORTS
1,295,000
(+6%)
TOTAL (STATEWIDE
21,492,000
(+13%)
Connecticut's 5 other commercial ports house gravel and stone
operations as well as several other activities.
The State's recreational facilities, which are primarily marinas,
house and support the 113,000 registered recreational boats in
Connecticut.
ISSUES
Dredging
The most pressing issue facing Connecticut's ports is a need for
maintenance dredging, which is the process of restoring channels and
pier areas to their previously permitted or authorized depths. While
this need is the most pressing in Bridgeport it exists at other ports
as well.
Maintenance dredging is necessary in order to ensure that ships can
safely enter and leave the port. Failure to maintain proper depths
will (1) limit the types and size of ships able to use the ports,
which affects their competitiveness and/or (2) require multiple
handling of cargo, such as loading the cargo onto smaller barges in
order to get it to port, which adds to the cost and reduces the
competitiveness of the Port as well as presenting potential
environmental risks.
The US Army Corps of Engineers has the primary responsibility for the
scheduling, funding and undertaking of maintenance dredging in
federally authorized channels. The cost of maintenance dredging in
federally authorized channels has historically been borne by the
Federal government, while port operators have paid to dredge their
pier areas. Historically, state transportation officials have played
little or no role in the dredging process.
However, the Federal government has recently changed its system for
prioritizing and funding dredging activities from one based upon
regional cooperation and priorities to one based on national
competition. In effect, this means that Connecticut's ports will be
competing with all ports nationwide for federal funding. In addition,
the Federal government is increasingly looking to state and local
governments to pay a portion of the cost of dredging projects.
Dredging projects are also subject to environmental regulation at the
state and federal level. The processing and permitting of dredging
activities rely heavily on the management of each project in order to
address what the dredge materials are and determine how it needs to be
managed in accordance with Federal and State laws and regulations.
This drives the need to test, treat and dispose of these materials-all
of which affects the cost of dredging. .
The primary federal environment regulation results from the so-called
"Ambro Amendment" to the Marine Protection, Research & Sanctuaries Act
of 1972. This legislation, named after the Long Island congressman who
proposed it, effectively limited the State of Connecticut's ability to
use sites in Long Island sound for the disposal of dredged materials.
The location of those sites are shown in figure 16.
One of the results of the "Ambro Amendment" was the requirement for
the Federal Environmental Protection Administration (EPA) to develop a
dredged materials management plan (DMMP) for these locations in
cooperation with New York and Connecticut by 2013. Funding for this
requirement has been sporadic, which has resulted in further delays in
the development of the DMMP.
The requirements of the Ambro Amendment are just one of several layers
of state and federal regulation on the disposal of dredged materials.
First, the materials must be determined to be suitable for open water
disposal through application of the Federal Clean Water Act and the
Marine Protection, Research and Sanctuaries Act. These Federal
standards address the testing criteria and are generally applicable to
all disposal options and methods.
Disposal of dredged materials which do not meet these standards, or
other State water quality standards, require the treatment,
confinement or a combination of the two options (such as pretreatment,
washing or chemical treatment). There are also several alternative
methods to treat or dispose of dredged materials. The costs of
alternative treatment methods are generally higher than those for open
water disposal and may not be eligible for federal payment.
Figure 16
The State's role in dredging activities is guided by the Connecticut
Coastal Management Program, the Connecticut Coastal Area Management
Act, the Structures, Dredging & Fills Act and the issuance of a Water
Quality Certificate and dredging permit.
The Connecticut Coastal Management Program balances economic growth of
coastal communities with the preservation and protection of coastal
resources. The goal of the Coastal Area Management Act is to identify
key policies and standards to be used at all levels of government in
the evaluation of activities that affect the shoreline and coastal
management. Additionally the adoption of the Harbor Management Act by
the State in 1984, provided for a role of the State's municipalities
for determining how their coastal areas are used and developed.
Finally, the Army Corps of Engineers has encouraged the State to take
a more active role in setting dredging priorities. Historically,
decisions and the setting of priorities for dredging projects were
fulfilled by the Army Corps of Engineers based on regional needs as
well as a variety of other factors. As noted earlier the changes to
the Federal dredging program in 2005 have significantly changed the
funding formula for the districts.
The ability to implement or undertake dredging activities are also
driven by factors such as cost and funding, the length of time needed
to obtain the necessary permits from the federal and state sources,
and testing requirements placed on the disposal or use of dredged
materials which arise under federal and state regulations. Also, the
Federal budget and project appropriations process typically adds an
additional layer of process to negotiate in order to facilitate these
projects.
Lastly, the scheduling of dredging activities in Connecticut is
affected by seasonal considerations; these include weather conditions,
recreational traffic as well as reproductive cycles of marine
wildlife.
Dredging Needs at State Ports
The immediate need to address dredging issues is the greatest at the
Port of Bridgeport. Action is critical so that deepwater vessels can
operate at times other than high tide.
Bridgeport's main channel has not been dredged since at least 1966.
Because of the lack of maintenance dredging is it sometimes necessary
to offload cargo onto barges in order for them to access the port.
This affects the attractiveness of the port in terms of costs and
time.
Dredging of the Port of Bridgeport is made more difficult because of
the level of contamination of some of the materials located within the
channel and which are difficult and expensive to dispose of. The
current main channel has an authorized project depth of 35' according
to the Army Corps of Engineers. However, the actual depth is reported
to be about 29 feet.
Maintenance dredging of the federal main channel at the Port of New
Haven was last completed in January 2004. Dredging of the channel is
scheduled on a 10-year cycle. However, the city of New Haven believes
that the channel needs to be deepened beyond its current depth[29] in
order to remain competitive. Improvement projects, such as deepening
the channel beyond the authorized federal depth require non-Federal
cost-sharing. The presence of underwater electric cable in part of
the channel also complicate this issue.
The Port of New London underwent limited dredging of the main channel
north of I95 in 1996 as part of an operation by the Department of
Defense in order to accommodate their needs at the US Sub Base.
However, significant maintenance dredging of the channel was last done
in 1986. The main channel into New London is maintained to a depth of
40', with the access channel to the east side of the State Pier at
35'. Dredging is constrained at portions of the pier by the presence
of bedrock which will likely preclude the possibility of dredging for
true "deepwater" capability. Maintenance dredging of the piers is
also needed at this port. The channel has a current project depth of
35' according to the Army Corps of Engineers.
Several other commercial ports in Connecticut also have dredging
needs. These include Norwalk which recently completed the maintenance
dredging of upper Norwalk River, north of I95, and which is currently
working to identify funding for the remainder. North Cove in Old
Saybrook has received earmark funding in order to undertake its
dredging needs; however this funding is between $1.5 and $4.0 million
short. This is currently under review by a Congressional Conference
Committee. Also, dredging needs along the Housatonic River at this
stage are under review by the Connecticut Department of Environmental
Protection in cooperation with the Army Corps of Engineers.
Movement of People
In addition to freight service, Connecticut's ports provide important
passenger ferry services.
Passenger ferry services currently operate out of New London and
Bridgeport and carry over 2 million passengers and 82,000 vehicles a
year. The Department of Transportation also operates two passenger
ferries which cross the Connecticut River and operate on a seasonal
schedule.
The New York Metropolitan Transportation Council recently completed a
study of services in Long Island Sound and made a number of
recommendations to grow the industry. In addition to recommending a
new service between New Haven and Long Island; proposals have been
offered for new passenger high speed ferry services linking Stamford
and Bridgeport to New York's financial district, mid-Manhattan and
LaGuardia Airport.
Also, Bridgeport and Stamford have received earmark funding in the
FY2006 Federal Ferryboat Discretionary Program that could be used to
launch a high-speed ferry service.
Issues that remain before implementation of such a service include
terminal location, parking, identification of a source of capital
funds and potential operating subsidy.
Other Issues
Port zoning and land use issues also have an affect on any maritime
strategy. In addition to items already reviewed, the competing
interests for the use and development of the State's coastal areas,
that is the gentrification versus the commercial use of these areas,
are things which need to be considered in the development of a
maritime policy. To some extend the Coastal Management Act as well as
the Harbor Management Act play a role in addressing this, by
discouraging the conversion of existing water-dependent facilities to
other uses, such as condominiums and hotels, which could be located
inland.
Recommendations
The urgent need to address and manage dredging issues will determine
the State's use of this natural resource as a component of our
transportation strategy. Issues which guide the ability to perform
dredging include cost, the disposal of dredged material in compliance
with Federal and State standards and the establishment and use of
disposal sites. The ability and willingness to balance these, at
times competing, factors determines the degree of success in efforts
to enhance the State's maritime transportation system.
The Transportation Strategy Board recommends the adoption of the
following maritime based initiatives and policies as part of the
State's transportation strategy:
Inventory and prioritize statewide dredging needs and develop an
estimate of the non-federal funding required for each such project.
Expedite the long overdue dredging of Bridgeport harbor.
Support continued federal funding for development and completion of a
Dredged Material Management Plan for Long Island Sound.
Review the feasibility and viability of the proposed Bridgeport to New
York feeder barge service. Entertain, and potentially fund, proposals
for feeder barge services from ports other than Bridgeport.
Determine the State's role in the funding and prioritization of
dredging projects.
Complete the rail link to the Port of New Haven and evaluate the
potential for improved rail connections to the state's other
commercial deep water ports.
ELECTRONIC TOLLS AND CONGESTION PRICING
Over the last several years, the Transportation Strategy Board has
devoted considerable time and attention to the potential for
electronic tolls and/or congestion pricing as both a transportation
demand management tool and a source of revenue. This is a
controversial issue with strong advocates on either side, none of whom
have hesitated to make themselves heard. After evaluating the
available evidence and attempting to assess the impact of various
options on Connecticut, the Transportation Strategy Board has
concluded that, as in the case of rail freight, additional information
and analysis are required before making a recommendation on this
important issue.
The Transportation Strategy Board recommends that the State "undertake
a comprehensive review and analysis of electronic tolls and congestion
pricing as a means of both managing transportation demand and raising
revenue. The review should include, but not be limited to: (1)
identification of opportunities for tolls and congestion pricing in
Connecticut; (2) analysis of the steps required to take advantage of
those opportunities; (3) type, location and operation of tolls; (4)
pricing strategies; (5) potential operating costs and revenues; (6)
impact on traffic congestion and patterns of travel; (7) regional
equity; (8) environmental impact; (9) economic impacts; (10) safety;
(11) public/private partnerships; (12) impact of federal requirements
on identified options; and (13) implementation strategies, costs and
timelines.
TRANSPORTATION SYSTEMS AND DEMAND MANAGEMENT
Transportation Systems Management (TSM) and Transportation Demand
Management (TDM) are two strategic approaches to dealing with the
causes and effects of congestion. They include a mix of physical
improvements to highways, in the form of either capacity or
operational improvements; limitations on, or management of, highway
use, transit services that match demand with markets; and similar
strategies and tactics.
Transportation System Management
As the name suggests, Transportation System Management (TSM) is the
name given to a series of strategies and techniques which focus on
managing the transportation system in a way which reduces or mitigates
the causes and/or effects of congestion. They can include
limitations on access to highway facilities (HOV Lanes), congestion or
value pricing, incident management, and traveler information systems.
Transportation system management techniques utilized in Connecticut include:
High Occupancy Vehicle (HOV) lanes;
E-traffic and rail alert system;
Incident Management techniques; and
The Commercial Vehicle Information Systems & Networks (CVISN).
HOV Lanes
Connecticut's highway network includes 38 lane miles of high occupancy
vehicle (HOV) lanes. These are located north and east of Hartford,
along both I91 and I84. The HOV lanes were established along I91 in
1993 and I84/I384 in 1989. These were extended into Hartford in 2000.
The benefits of HOV lanes include promotion of carpooling, travel
time savings, reduced fuel usage and reduced congestion. A 2005
survey by the Department of Transportation of HOV lane use indicated
that the use of the lanes has increased over 2004, with an average
occupancy of 2.11 persons per car.
Value Pricing
The Department of Transportation and the South Western Region Planning
Agency (SWRPA) both filed applications to participate in the Value
Pricing Pilot Program offered by the Federal Highway Administration in
2006. The Department of Transportation's application supports a
statewide review of implementing value pricing techniques, focusing on
tolling and types of technology, and includes the conversion of HOV
lanes to high occupancy toll (HOT) lanes. SWRPA's application
includes a pricing strategy link between roads and transit, as well as
an environmental justice component. Final decisions on this pending
application are expected sometime in early 2007.
In addition, the University of Connecticut's "Connecticut Cooperative
Highway Research Program" has undertaken a project to develop an array
of realistic value pricing scenarios for Connecticut, determine
network response to pricing policy scenarios, and determine the
economic impact of policy simulations to Connecticut. The anticipated
completion date of this project is May 2007.
Incident Management
Studies estimate that more than half of all highway delays in urban
areas are the result of incidents. These incidents can include a flat
tire, vehicle breakdown, traffic accident or truck rollover, as well
as weather. Connecticut's incident management system is primarily
operated by the Department of Transportation. The program is managed
out of two operations centers located in Newington and Bridgeport.
These centers monitor 262 closed circuit cameras and operate commuter
notification through 110 fixed and 8 portable variable message signs.
In addition, the Department of Transportation has access to seven
highway advisory radio transmitters, with three more planned for
deployment as part of projects on Interstates 91 and 95 which can be
used to advise commuters of traffic incidents. The average detection
time of incidents in Connecticut is under two minutes.
In 2005 Governor Rell announced the launch of a statewide electronic
highway traffic and rail incident notification system for Connecticut.
The service is operated by the Department of Transportation and
provides subscribers with alerts via e-mail when there is a traffic or
major rail incident that affects travel in the subscriber's chosen
area. Subscribers may choose preferences including geographical
area(s), time(s) of day, and day(s) of the week. The traffic e-alerts
are generated from the DOT's Highway Operations Centers in Newington
and Bridgeport The rail e-alerts are generated from the DOT's New
Haven Rail Operations Center and indicate route and delay information.
As a result of the 2003 Transportation Strategy Board's report a
statewide incident management task force was established. The task
force included representatives from the State Departments of Public
Safety, Transportation, Motor Vehicles, and Environmental Protection,
as well as representatives from the Connecticut Chiefs of Police
Association, Connecticut Fire Chiefs Association, Towing and Recovery
Professions of Connecticut, emergency management services, and
regional planning organizations with incident management councils. The
task force's recommendations included the development and aggressive
implementation of "an efficient, coordinated incident management
system to secure its economic future by enhancing its ability to
compete in the national and global marketplaces and by strengthening
the use of its overall transportation infrastructure."
The task force recommendations also included the development and
adoption of a unified response manual (URM), the expansion of the
Connecticut Highway Assistance Motorist Patrol program (CHAMP) and the
development and distribution of highway diversion plans for major
incidents.
The Transportation Strategy Board continues to support these
recommendations and specifically recommends the promotion and
acceptance of a Unified Response Manual, including adoption of the URM
as a standard by all responding agencies, as well as the development
and conducting of appropriate training to implement the URM. The
Board also recommends the funding of development of additional
diversion plans for major accidents that close limited access
highways.
In 1996 the Connecticut Highway Assistance Motorist Patrol program
(CHAMP) (CHAMP), began operating along the I95 corridor between the
New York Stateline and Branford. The program was expanded in 1999 to
the Greater Hartford area. CHAMP operates on a weekday schedule from
5:30 a.m. to 7 p.m., as well as during selected holidays and Sundays.
In addition to providing motorist assistance, the program notifies the
highway operations centers of any need for emergency personnel. In
FY2005, CHAMP serviced 663 motorists per month along the I95 corridor
and 669 motorists per month in the Greater Hartford area.
Funding has been provided to support the expansion of the CHAMP
program to the Merritt Parkway, Greater Waterbury and Southeastern
Connecticut. According to the Department of Transportation the
expanded system will be operational during the second half of 2007.
The Transportation Strategy Board recommends the completion of the
planned expansion of the CHAMP program.
Weigh Stations
Connecticut's weigh station program consists of 6 permanent weigh
facilities as well as the use of portable scales.
Connecticut's commercial weigh station facilities are jointly staffed
and operated by the Departments of Motor Vehicles and Public Safety.
The Department of Motor Vehicles' operations implement the federal
Motor Carrier Safety Assistance Program, which also includes
enforcement of carrier compliance and rating programs. The Department
of Motor Vehicles is primarily responsible for the weighing program at
the Union facility. The Department of Public Safety is responsible
for a law enforcement effort aimed at achieving strict compliance with
applicable commercial motor vehicle regulations and laws, specifically
the enforcement of commercial motor vehicle size, weight and safety
requirements. The Department of Public Safety is primarily
responsible for operations at the Greenwich and Danbury facilities.
CVISN
The Commercial Vehicle Information Systems & Networks (CVISN)
organizes commercial vehicle operations, allowing all systems to
operate in an integrated manner. In 1996, Connecticut became one of
ten pilot states that began field operational testing of CVISN
technology. The program emphasizes three main components:
(1) Credentials administration - which is an electronic permitting
system for over-dimension vehicles. This system has been operational
since mid-2004 and is an internet-based, 24-hour service to apply and
pay for permits. An automatic issuance component is scheduled to be
operational by the end of 2006.
(2) Electronic per-clearance - which was installed in 2001 at Union
Station on I84. An implementation plan for pre-clearance at the
Greenwich Station is funded and is currently under development at the
Department of Transportation.
(3) Safety Information Exchange - is the electronic exchange of
current and historical safety data, which allows inspectors to
concentrate their efforts on those motor carriers with poor or unknown
safety records.
The 2006 transportation legislation includes $1 million to support
continued build-out of the CVISN system. In addition a $1.0 million
Federal grant is available to the State as a result of our
participation in the earlier program. This grant can be used to
expand the CVISN program if state matching funding can be identified.
The Transportation Strategy Board recommends the continued development
and build out of the Commercial Vehicle Information Systems and
Network.
511 Traveler Information Systems
In March 1999 the US Department of Transportation petitioned the
Federal Communications Commission to designate a three digit telephone
number to be used for providing traveler information services. In
July 2000, the FCC designated 511 as the national traveler information
number. The goal of the 511 Deployment Program is "the timely
establishment of a national 511 traveler information service that is
sustainable and provides value to users." Connecticut received a
Federal grant to perform a 511 implementation study. Additionally,
the Connecticut Department of Transportation is participating in a
Consortium of New England Colleges that is considering regional
implementation issues.
More than 100 million Americans (35%), now have access to 511
services. Since 2001, systems have been deployed in all or parts of
Alaska, Arizona, California, Colorado, Florida, Iowa, Kansas,
Kentucky, Maine, Minnesota, Montana, Nebraska, New Hampshire, North
Carolina, North Dakota, Ohio, Oregon, South Dakota, Utah, Vermont,
Virginia, and Washington. The most recent launch was the Rhode Island
statewide system. Other States are planning to implement 511 systems.
The Department of Transportation has recently provided a notice to
proceed to a consultant to implement Connecticut's 511 system. The
Implementation Plan has an anticipated completion date in April 2007.
The 511 Project is in the preliminary stage of system alternative
review. After the various 511 systems are narrowed down to the
systems which best suit the needs for Connecticut, preliminary project
implementation costs can be identified. At this time the Department of
Transportation does not have funding in place to start Connecticut's
511 Traveler Information System. The Department does anticipate to
have a 511 Traveler Information System operational by the FHWA 2010
goal for nationwide deployment.
The USDOT is facilitating national implementation of 511 systems to
make real-time traveler information more widely available to
motorists. It is working with a 511 Deployment Coalition that includes
the American Association of State Highway and Transportation
Officials, Intelligent Transportation Society of America, and American
Public Transportation Association.[30]
The Transportation Strategy Board supports the providing of a
coordinated 511, Automated Traveler, construction, incident alert,
transit, parking availability, directions and other information via
email, website, platform kiosk, brochures, schedules, maps and
customer assistance telephone.
Transportation Demand Management
Transportation Demand Management (TDM) is the name given to actions
designed to influence travel behavior in a way that manages congestion
and increases overall mobility. TDM strategies can be site specific
or region-wide. Significantly, TDM strategies differ depending upon
the purpose of the trip. For example, strategies designed to influence
travel behavior for work trips are different than those for tourist
trips. Since work trips have a more concentrated distribution and
occur in compressed timeframes, management of work trips presents a
significant opportunity to improve decrease congestion and mobility.
As the Board pointed out in its 2003 report, TDM techniques "represent
the lowest cost tactics for congestion mitigation."
Connecticut's TDM programs are provided using a regional service
delivery model, under which TDM services are provided through three
primary brokerages based upon geographical destination. In addition
to administrating their regional TDM services, each of the brokerages,
acting as the state contracting company, is responsible for the
marketing, coordination and administration of specific statewide
programs. These include the Telecommute Connecticut, Easy Street and
Nu-Ride programs. Each of these regional, non-profit companies use
employer based commuter programs, which assist in the development,
promotion and marketing of multi-passenger transportation options such
as carpools, vanpools, bus, and train services to employers and
employees.
Demand-side strategies can often be implemented more quickly, and at a
lower cost, than capacity increases and other supply-side
improvements. For that reason, supply-side and demand-side approaches
are complementary, with demand-side efforts taking on an asset
management role by maximizing the performance and extending the life
of existing infrastructure.
However, it is important to recognize the limits of demand side
strategies. They need to be implemented as part of a comprehensive
and integrated strategy which balances supply-side infrastructure
investments and demand side strategies.
Demand side strategies are ultimately about choice and balance.
Expanding the array of mode, route and departure-time choice available
and supported by robust real-time traveler information, incentives and
other resources, allows the traveling public to make informed
decisions and choose an option that works best for them.
The Transportation Strategy Board recommends the development and
implementation of strategies to encourage modes of travel other than
single occupancy vehicles, specifically:
Support of public (commuter connections), public/private (shuttles,
vans, station cars) and private (ridesharing) participation to get
more people onto transit and reduce congestion;
Enhancement of state employee transit benefits and encouraging private
employers to provide transit benefits to their employees, including
the consideration of tax benefits, incentives, matching investments
and recognition programs to encourage participation;
Utilization of the trip reduction tax credit statewide;
Support the development of a customer focused traveler assistance
network; and under the Department of Transportation Commuter
Assistance brand offer train, bus, ferry, shuttle, parking,
pedestrian, ridesharing information and customer assistance;
When a transportation project or initiative requires extensive
redesign or construction, develop and implement a targeted strategy to
minimize the effects of those projects on employers and employees; and
An evaluation of the effectiveness of Connecticut's existing
transportation demand management programs.
FUNDING AND FINANCE
Connecticut's transportation program is primarily funded through the
Special Transportation Fund (STF), which supports transportation
capital bonding, as well as the operations of the Department of
Transportation and the Department of Motor Vehicles. The Special
Transportation Fund is supported by a variety of taxes and fees,
including the motor fuels (gas) tax and the petroleum gross receipts
tax.
Revenue bonds, known as Special Tax Obligation (STO) bonds, backed by
the pledged receipts of the fund are the primary state vehicle for
funding transportation capital projects. Those funds are generally
used to provide the state share of the cost of transportation projects
financed by the state and federal governments.
Because the Special Transportation Fund revenues are pledged to pay
the debt service on STO bonds, the use of money in the special
transportation fund is limited by a series of requirements and
covenants included in the Bond indentures. For example, one covenant
requires that the annual STF revenues be at least twice the annual
debt service. Another requires that STF be balanced on a biennial
basis.
The Special Transportation Fund currently meets the coverage and
balanced budget tests. However, the Office of Policy and Management
(OPM) currently projects a small STF budget surplus in FY 2008 and a
deficit of at least $25 million in FY 2009. In short, before
considering any additional spending recommended by the board, action,
in the form of either increased taxes or reduced spending, or both
will be required in order to balance the fund.
STF expenditures are also impacted by the State's statutory and
constitutional spending caps, which limit the total state
appropriations permitted each year. OPM currently projects that the
cost of current programs and services will, without further action,
exceed the spending cap by $600 million.
In short, the State fiscal climate over the next biennium promises to
be more difficult than in recent years. Fortunately, the immediate
need for new spending is limited as a result of the progress made in
recent years.
Over the last two years $2.3 billion in new bond funding for
transportation projects has been authorized, along with approval for
the issuance of grant anticipation bonds, known as GARVEE bonds, based
on anticipated federal funds. About $600 million of that funding has
not been committed to specific projects or programs. That funding is
available in annual increments running until 2018.
For that reason, the Transportation Strategy Board does not believe
that additional capital funding is required in the near term to
support most of the projects and services included in the strategy.
However, there is not adequate long-term funding to support all such
projects.
For example, this strategy includes five major highway projects. The
cost of one of those projects is undetermined. The remaining four
projects are projected to cost almost $6 billion. Current financial
resources are unlikely to support one, let alone all, of those
projects.
Additional resources will also be required in order to meet increased
operating costs, including additional Department of Transportation
staffing, increased bus and rail operating subsidies and the cost of
addressing part of the "state of good repair" deficit.
While the Transportation Strategy Board recognizes the seriousness of
the State's fiscal challenges, it believes that it is essential to
continue to address the financial and operating needs of the state's
transportation system in a responsible manner. The Transportation
Strategy Board believes that this strategy achieves that goal.
EVALUATION
During the development and passage of the 2006 transportation
initiative, the Governor and legislative leaders from both parties
clearly expressed the need for the Transportation Strategy Board to
develop effective project and systems evaluation criteria, tools and
systems.
Given the short time available to prepare this revision of the
transmission strategy, it was agreed that the Transportation Strategy
Board would not attempt to address evaluation issues in this report,
but would devote a major part of its work in 2007 and 2008 to that
issue.
The Transportation Strategy Board shares the Governor and the General
Assembly's commitment to developing effective evaluation criteria,
systems and methods and recommends that the state:
Develop and pilot evaluation tools and objective metrics, including
those necessary to analyze alternative strategic actions and tactics,
including cost benefit analysis for projects which require significant
capital investment or ongoing operating support.
Provide funding to support the development of evaluation tools
Funding to support the development of evaluation criteria and systems
is included in the Board's prioritize project list.
[1] This strategy includes support for providing funds to retrofit
older diesel transit buses in order to better filter their diesel
emissions.
[2] The full text of the Executive Order is included as an Appendix
"A" and can be found at:
http://www.ct.gov/governorrell/cwp/view.asp?A=1719&Q=320908
[3] It was that congestion, especially in the southwestern part of the
state, which more than any other factor, led to the creation of the
Transportation Strategy Board.
[4] According to US Census Data, the single occupancy vehicle
represents the predominant mode of travel for all trip types. That
fact is a major cause of highway congestion.
[5] 2005 Urban Mobility Report, David Schrank & Tim Lomax, Texas
Transportation Institute, Texas A&M University, May 2005.
[6] Source: Connecticut Department of Transportation
[7] Source: Office of Fiscal Analysis, Connecticut General Assembly.
[8] TAR Grants were increased from $20 million to $28 million for FY06
and FY07 only. The $8 million increase is funded from the FY05
General Fund surplus for FY06 and FY07; the remaining $20 million is
funded from the Transportation Fund.
[9] NTSB report, "Highway Special Investigation Report Truck Parking
Areas" (Report NTSB/SIR-00/01).
[10] That decision proved to be extremely controversial.
So controversial that a General Assembly controlled by the then
Governor's own party passed legislation designed to block the
selection. However, the legislature failed to override the Governor's
veto of the legislation.
[11] The State of Connecticut's payment is reduced by a
factor intended to reflect the fact that Connecticut has been more
willing than New York to hold down deficits (and subsidy payments) by
raising fares.
[12] New York pays 100% of the cost of fixed capital costs
(other than Grand Central Station) which are located in that state.
[13] The AMTRAK service, which is designed as a feeder for
the railroad's Northeast Corridor service, does not operate at times
or frequencies that meet the needs of most commuters.
[14] Ridership and subsidy estimates would put the New
Haven-Springfield line about the middle of the range of the branch
lines and Shore Line East.
[15] The remaining 42 cars are expected to be ordered in
2010, when the Metropolitan Transportation Authority, which pays 35%
of the cost of the cars, receives its next capital allocation.
[16] OPM, source: Connecticut Department of Transportation.
[17] The requirement for local contributions in areas serviced by
transit districts, but not those serviced by the state owned CTTransit
services, has been, and continues to be, a subject of controversy.
[18] OPM, source: Federal Transit Administration & Connecticut
Department of Transportation.
[19] OPM, source: Connecticut Department of Transportation.
[20] OPM, source: Connecticut Department of Transportation; Westport
is shown as a portion of Norwalk Transit District for 1996.
[21] Operating cost estimates are in 2010 dollars
[22] Goldsmith, S. 1993. Case Study No. 1: Reasons Why Bicycling and
Walking Are and Are Not Being Used More Extensively as Travel Modes,
Report FHWA-PD-92-041, Federal Highway Administration, Washington D.C.
[23] Herman, M. 1993. Bicycle Blueprint: A Plan to Bring Bicycling
Into the Mainstream in New York City, New York.
[24] Source: Connecticut Department of Transportation, Bradley Master Plan.
[25] The Bradley International Airport Community Advisory Board is
composed of the chief elected officials of the towns (Windsor, Windsor
Locks, East Granby and Suffield) which adjoin the airport.
[26] The 2006 transportation initiative includes funding for a bus
link between Bradley and the New Haven-Springfield rail service.
[27] The deep water ports are in Bridgeport, New Haven, and New London
[28] "Deep Water Port" is defined by the Army Corps of Engineers as
having an authorized depth in excess of 14'
[29] The current main channel has a project depth of 23'-33'
according to the Army Corps of Engineers.
[30] Federal Highway Administration,
http://www.fhwa.dot.gov/crt/lifecycle/511.cfm.
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