Digest
Economic Development Considerations in Transportation Planning
ROLE OF TRANSPORTATION IN ECONOMIC DEVELOPMENT
FINDINGS
Economic growth can be linked to targeted investments in transportation infrastructure.
Productivity is the key to economic growth and targeted capital investments are the key to improved productivity.
Economic growth in Connecticut is threatened by congestion in key transportation corridors and the diminishing or inadequate connections to national and global markets by air, sea, rail, and road.
A number of techniques are available to assist decision makers in determining if investments will make a net contribution to economic growth.
A number of states have targeted specific transportation investments to support economic development efforts.
CONNDOT'S PLANNING AND PRIORITY SETTING PROCESSES
FINDINGS
The organization, processes, and orientation of the state's transportation planning efforts do not adequately respond to the state's overall economic needs.
There is no overarching guiding vision for the transportation system nor is there a strategic plan with goals and strategies to prioritize the state's investments.
Transportation system planning is constrained by limited financial investment goals.
It is the legacy of the Mianus bridge disaster in 1983 and a financial crisis in the early 1990s that directs ConnDOT's investments mainly toward system maintenance, while retaining a narrow view of economic development and assigning the lowest priority to capacity improvements.
Any plans developed by ConnDOT represent a revenue-constrained view of future needs.
An emphasis on fairness in the planning and funding processes coupled with the guaranteed involvement of numerous planning bodies focused on small geographical areas diminishes ConnDOT's ability to address critical statewide needs.
There is no conscious consideration in ConnDOT's planning and priority setting process of the economic effect of transportation improvements on a statewide basis when making investment decisions.
While the state's planning and funding efforts have improved its approach to the basic maintenance needs of the transportation network, it has not properly recognized the importance of identifying and addressing mobility deficiencies and opportunities in the system
A number of trends indicate the state has reduced its commitment, especially in the capital program, to transportation investments.
LINK BETWEEN ECONOMIC PLANNING AND CONNDOT'S PLANNING PROCESSES
FINDINGS
Neither the Department of Economic and Community Development (DECD) nor ConnDOT has systematically considered the strategic economic needs of the state and their relationship to the transportation system.
The relationship and interaction between DECD and ConnDOT suffers from a lack of strategic vision and planning.
There has been no assessment of economic cluster's infrastructure needs.
Interaction between DECD and ConnDOT is limited to either advisory roles or project specific coordination.
RECOMMENDATIONS
(Note: Because the last recommendation identifies the organization to be responsible for implementing the initial recommendations, the text of the initial recommendations does not indicate who should implement the recommendations.)
1. Create a vision statement for the state's transportation system and a mission statement for the Department of Transportation in conjunction with ConnDOT where the vision emphasizes a picture of success for the transportation system and the mission clarifies the department's purpose including elements that address economic development, customer service, and sensitivity to other societal goals.
2. A 10-year strategic plan be developed in conjunction with the Department of Transportation and with consideration of regional long-range plans. The purpose of the strategic plan will be to assist in defining and prioritizing the objectives of the state's transportation system and directing funding toward those objectives. The plan shall address specific areas including, but not limited to, the following:
a. Transportation's role in economic development, specifically
i. promotion of mobility and productivity;
ii. linking of transportation modes (connectivity);
iii. the state's connection to the national and global transportation network; and
iv. support for economic clusters and regional economic priorities.
b. Support for other societal goals, including but not limited to:
i. ensuring safety within the system and maintenance of current transportation assets;
ii. balancing transportation improvements, development, and environmental impacts;
iii. providing mobility to underserved populations; and
iv. encouraging a customer centered orientation.
The strategic plan shall identify objective criteria and procedures for prioritizing Connecticut's transportation needs and expenditures in relationship to the objectives of the strategic plan.
The strategic plan shall also consider and address elements normally outside the department's control, including but not limited to:
- coordination of land use issues with transportation investments;
- coordination with other state departments, including the Departments of Economic and Community Development, Environmental Protection; and Public Safety;
- transportation facilities within the state, such as regionally significant airports and seaports, not under state control; and
- the actions of neighboring states with regard to their transportation networks.
3. An assessment of the organization of the Department of Transportation be conducted to determine if the department is organized appropriately to carry out its new mission and responsibilities under the new strategic plan, and to analyze the adequacy of the department's organization, workforce, structure, managerial style, and competencies and make changes as necessary.
Further, it is recommended an assessment be performed for the legislature and governor aimed at reducing the number of regional planning organizations and Metropolitan Planning Organizations by changing planning boundaries to better reflect the needs and interdependencies of these areas by considering the predominate commuting patterns within regions and concentrations of economic activity or develop alternatives to compel existing regions to respond to the strategic objectives identified in the strategic plan within a larger geographical framework.
4. A 10-year financial plan be created in combination with the strategic plan to identify the level of investment necessary to achieve the strategic plan's goals over that time period. The financial analysis of said plan shall include a consideration of the estimated costs of implementing the goals outlined. At minimum the analysis shall include:
a. the effect of reallocating current resources;
b. an exploration of new funding sources;
c. the potential to increase current fees and charges; and
d. the feasibility of using the state's General Fund.
Recommendations of preferred funding mechanisms shall be developed and submitted to the governor and legislature.
5. The Connecticut Transportation Board is established, and it shall have the following characteristics:
a) Purpose:
To develop a vision for the transportation system and 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 system, oversee any organizational changes, and monitor the plan's implementation as previously described. The board shall also consider the actions of and coordinate its planning efforts as necessary with regional planning organizations, other state departments, neighboring states, and any other organization or agency that may have an affect on the operation and success of the transportation system.
b) Governing Body:
The Connecticut Transportation Board shall be attached to the Department of Transportation for administrative purposes only.
The board shall consist of nine voting members appointed by the governor and the legislature. In addition, the commissioners of transportation, economic and community development, public safety, environmental protection, and the secretary of the office of policy and management shall serve as nonvoting, ex officio members of the board.
The governor shall appoint five members, one of whom shall be a member of the Bradley Board of Directors. The speaker of the House of Representatives, the president pro tem of the Senate, and the minority leaders of the House of Representatives and the Senate shall each appoint one member. The members of the board shall be knowledgeable of transportation and economic development issues. Appointing authorities shall consider geographical balance of the board in making appointments. No appointed member shall be an employee of the Department of Transportation.
The governor shall appoint the chairperson of the board. The board may create other officers it deems necessary from among its membership. The powers of the board shall be vested in and exercised by not less than five members serving on the board. This number shall constitute a quorum.
The term of office of the members shall be for four years.
c) Powers and Duties:
The board shall develop a vision, mission, strategic, and financial plan, as described above, within one year of the board's formation or report its progress to the General Assembly and identify why it cannot complete those tasks within that time frame. The strategic and financial plan shall be updated every two years;
As part of the planning process, the board will determine priority programming based on objective criteria with respect to transportation investments as outlined in the strategic plan;
The board shall develop performance measures to track progress toward the accomplishment of goals and objectives outlined in the strategic plan;
The board shall review and approve the proposed operating and capital budget of the commissioner of DOT before submittal to the governor;
The board shall review and approve the Transportation Improvement Program and the Statewide Transportation Improvement Program before submittal to the governor;
The board shall submit to the governor a list of not less than three qualified candidates from which he shall appoint the commissioner of transportation when a vacancy occurs. The commissioner shall continue to serve at the pleasure of the governor. The board may submit to the governor a recommendation for removal of the commissioner upon a finding of failure to carry out the board's policies, incapacity, neglect of duty, or unlawful conduct;
The board shall report annually to the governor and legislative committees having cognizance over transportation and economic development matters on the progress in implementing the strategic plan; and
The board shall establish an advisory committee to advise the board in carrying out its responsibilities. The number of members shall be at the discretion of the board, but at a minimum include representatives from each regional planning organization, rail and bus commuters, truck and rail freight operators, representatives of the port and airline industries, and a representative from a statewide environmental organization having an interest in transportation policy.
d) Compensation:
The voting members of the board shall be compensated for their attendance at public hearings, executive sessions, or other board business that may require their attendance at the rate of $250, provided in no case shall the daily compensation exceed $250. The annual compensation for any member for attending such meetings shall not exceed $12,500.
e) Staffing:
The Department of Transportation shall serve as staff to the board. The board may, however, hire any staff it determines necessary to carry out its functions and purposes within the available appropriations of the Department of Transportation.
f) Sunset Review:
The board shall be scheduled to terminate five years from its effective date, unless reauthorized by the General Assembly. During the year prior to the automatic termination, the Legislative Program Review and Investigations Committee shall conduct a sunset review and report its findings and recommendations regarding the continuation, modification, or termination of the board for consideration by the General Assembly during the next regular legislative session.