2001_Annual_Transportion

Economic Development Considerations in Transportation Planning (2000)

The program review committee authorized a study in March 2000 of the economic development considerations in transportation planning. The study called for an assessment of how the Connecticut Department of Transportation (ConnDOT) responds to the strategic economic development needs of the state.

The committee found transportation investments can have an influence on the state's economic prosperity but this effect was not factored in ConnDOT's planning process or investment decisions. In addition, the interaction between ConnDOT and the Department of Economic and Community Development did not facilitate a strategic planning orientation to sustain economic growth.

The report offered a series of recommendations aimed at improving transportation planning by promoting strategic thinking and action as well as enhancing organizational response of ConnDOT. A new entity was proposed, the Connecticut Transportation Board, to develop a vision for the transportation system and a new mission for the Department of Transportation; create and update a 10-year strategic plan and financial plan for the operation, maintenance, and improvement of the transportation system that emphasizes a comprehensive and balanced statewide transportation system; oversee any organizational changes; and monitor the implementation of the strategic plan.

The committee's raised bill (sSB 1275) did not pass during the regular legislative session. However, Public Act 01-5 enacted during the June Special Session of the General Assembly incorporated some of the same concepts contained in the committee's recommendations, including the creation of the Connecticut Transportation Strategy Board (TSB). The table below compares the components of the committee's legislation to the public act and provides a status of compliance with the legislation.


Comparison of Key Components of Transportation Strategy Board Legislation and Current Status
*Component*	*Program Review Recommendations (sSB 1275 - did not pass)*	*Public Act 01-5*	*Status/Comment*
Members of Board	9 voting members. The commissioners of Transportation, Economic and Community Development, Public Safety and Environmental Protection, and the Secretary of OPM serve as nonvoting, ex officio members	15 voting members including five members form the private sector who have expertise in transportation, business, finance or law, one member from each Transportation Investment Area; the Commissioners of Transportation, Environmental Protection, Economic and Community Development, and Public Safety; and the Secretary of the Office of Policy and Management	Full / All members have been appointed to the board.
Strategic Plan	Submit to the General Assembly and Governor and update every 2 years a 10-year strategic plan that shall include 8 strategic topics and 4 strategic considerations	Submit to General Assembly an initial strategy no later than January 15, 2002. Update or revise strategy, if necessary, and submit report on implementation to the Governor and General Assembly on Dec. 15, 2002 and every two years thereafter.	Partial / The Transportation Strategy Board (TSB) has submitted an initial strategy as required by statute and is developing a more comprehensive and defined strategy for its December 2002 deadline.
Operating and Capital Budget	Review and approve operating and capital budgets before submittal to the Governor	Review and make recommendations to Commissioner, Governor and General Assembly	Partial / TSB requested $50 million and was initially given an appropriation of $47 million for a 21 projects. During the Special Session this amount was further reduced to $44 million, of which 12 million is to be bonded. The role the TSB will assert with regard to the overall transportation budget will be determined in its comprehensive strategy submitted in December 2002.
Assessment of Department	Prepare an assessment of the organization of the department and make organization changes as necessary to achieve the strategic goals	None specifically identified and no authority to reorganize	Not applicable.
Financial Plan	Develop 10-year financial plan and conduct a financial analysis of funding alternatives and identify preferred funding mechanisms	Develop 10-year financial plan for operating costs and capital investments	None / TSB has not yet identified the comprehensive, definitive strategy and specific projects to implement the strategy. Consequently, 10-year cost projections have not been developed.
Prioritization	Identify and develop objective criteria and procedures to prioritize the state's transportation needs and objectives	Include in strategy criteria by which the board, the commissioner, and the department will prioritize existing and proposed projects	None / TSB has not yet identified the comprehensive, definitive strategy and specific projects to implement the strategy. Consequently, the TSB has not yet created criteria for prioritization.
Performance Measures	Develop performance measures to track progress toward the accomplishment of goals and objectives in strategic plan	Identify tools and measures to assess transportation system performance and analyze value of projects	None / TSB has not yet identified the comprehensive, definitive strategy and specific projects to implement the strategy. Consequently, the TSB has not yet created performance measures.
Appointment of Commissioner	When vacancy occurs in commissioner's office, submits list of not less than 3 qualified candidates to the Governor from which the Governor appoints. Also can recommend removal of the commissioner.	No role in appointment of commissioner	Not required in statute but the Governor has requested the TSB develop a search committee to accomplish this. TSB has created that committee and is currently organizing that effort.
Monitoring	Responsible for monitoring the implementation of strategic and financial plan	Monitor implementation of strategy for purposes of continued recommendation	None / Because a strategy has not been fully developed a monitoring role is not yet appropriate.
Regional Planning	Assess regional planning structure and either reduce the number of regional planning entities or develop alternatives to compel existing regions to respond to strategic objectives and submit recommendations to Governor and General Assembly	Establishes Transportation Investment Areas (TIA) that divides the state into 5 geographical areas. TIA participants are selected by the local planning agencies and are responsible for creating a strategic corridor plan for their area.	Partial / TIAs were in place by mid-October. The TIAs are coordinating their work with five working groups that focus on specific issues in transportation and are scheduled to have their regional plans finalized by October 1, 2002.
Transportation Improvement Plan and Statewide Transportation Improvement Plan	Review and approve before submittal to Governor	No role in legislation	Not applicable.
Sunset Review	Board is subject to sunset review in 5 years	None	Not applicable.
Advisory Board	Creates advisory board consisting of representatives from various planning organizations, transportation users and environmental organizations	None	Not applicable.
Staff	Utilize staff from DOT and may hire staff within available appropriations	Utilize staff of DOT, DECD, and OPM. May request consultants from OPM within available appropriations	Full / DOT has appointed a full-time manager and has hired and outside consultant to assist the board.
Impact Statement	None	DECD, CDA, and CII required to submit impact statement to transportation board on each new project or new construction seeking funding from said agencies indicating whether it conforms to strategy of board	TSB has not yet identified the comprehensive, definitive strategy and specific projects to implement the strategy. Consequently, no impact statements have been reviewed by the TSB.
Compensation for Board Members	$250 per day, up to $12,500 annually	None	Not applicable.