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Citizens Bank Business Insiders: Granite State Future
- 1. Business Insiders Breakfast Granite State Future Project December 19, 2013
- 2. Today‘s Panelists Mike Tabacsko Alderman, Board of Directors of Nashua Regional Planning Commission Jennifer Czysz Kerrie Diers Christopher Clement Senior Regional Planner with Nashua Regional Planning Commission, Program Manager of Granite State Future Project Executive Director of the Nashua Regional Planning Commission Commissioner of the New Hampshire Department of Transportation Greater Nashua Chamber of Commerce 2
- 3. Mike Tabacsko REGIONAL PLANNING FROM A LOCAL PERSPECTIVE Greater Nashua Chamber of Commerce 3
- 4. Planning for Quality of Life Nashua’s Ongoing Projects: • Branding Initiative • Commuter Rail • Broad Street Parkway Greater Nashua Chamber of Commerce 4
- 5. Linking Planning Efforts State Development Plan RSA 9-A Regional Planning RSA 36:47 Local Master Plan RSA 674:2 Regional Coordination: • Local Perspective • Quality of Life • A Mutual Relationship Greater Nashua Chamber of Commerce 5
- 6. Our Regional Advantage Relative proximity to: • Jobs • Mountains • Ocean • Amenities Greater Nashua Chamber of Commerce 6
- 7. Jennifer Czysz & Kerrie Diers GRANITE STATE FUTURE PROJECT Greater Nashua Chamber of Commerce 7
- 8. Building a Comprehensive Regional Plan 8
- 9. Who We Are
- 10. What We Do • Regional Plan • Metropolitan Planning Organization o Capitol Corridor Commuter Rail Project o Highway, transit, bicycle/pedestrian projects • Regional Housing Needs Assessment • Assist Municipalities with transportation, land use, mapping and environmental planning projects
- 11. Who We Are: Population
- 12. Who We Are: Population The Nashua Region closely tracks the State‘s median age
- 13. Who We Are: Population For the first time in nearly 100 years, the 2010 Census showed a lower percent growth in the Nashua Region than in Hillsborough County or the State. Regional population over the last decade has become flat at less than 0.5% growth between 2000 and 2010.
- 14. Who We Are: Households Traditional Households (HH’s) are on the decline Persons Living Alone (23% of total HH‘s) Non-Family Households (30% of total HH‘s) Family Households Married Couple Families (56% of total HH‘s) Families with Children Under Age 18 (33% of total HH‘s) Married Couples with Own Children under 18 (25% of total HH‘s)
- 15. Who We Are: Human Capital Our kids are wicked smaht. Second highest average SAT scores after Washington State (Source: The College Board, 2010, 2011)
- 16. Who We Are: Purchase Power We have high incomes. Top 8 percentile (Source: Department of Housing and Urban Development, 2012)
- 17. Who We Are: Transportation We like our cars. 83.3% of Nashua Region residents commute alone by car. (Source: American Community Survey – 5 year estimates).
- 18. Who We Are: Transportation Or do we.... Need for more transportation options consistently noted by residents (Source: Granite State Future Public Outreach results)
- 19. Who We Are: Commuting 1 in 4 Residents of the Nashua region commute into Massachusetts
- 20. Who We Are: Marketers View Most Common Profiles in the Nashua Region Country Squires Big Fish, Small Pond Wealthy, exurban Baby Boomers with children who live on sprawling properties and enjoy club sports. Older, upscale professionals, live in small towns, belong to country clubs, shop at Talbots, and enjoy water sports. • Order from Amazon.com • Watch ‗The Biggest Loser‘ • Vacation at ski resorts. • Kiplinger‘s Personal Finance • No kids • Watch the Kentucky Derby • Toyota drivers (Source: The Neilsen Co.) Greenbelt Sports Upscale, exurban older couples without children who enjoy outdoor lifestyle, shop at eBay.com and vacation in the Tropics. Likely to be college educated and own new homes. • Watch ‗That 70s Show‘ • Heavy readers • Nissan drivers Home Sweet Home Scattered across the nation‘s suburbs, the adults in the segment, mostly under 55, have gone to college and hold professional and white-collar jobs. • Watch the ‗Amazing Race‘ • Download music • Online shoppers Gearing Up Mostly twentysomething singles signing their first telecommunications agreements. • Low incomes • Smartphones are a necessity • Heavy social networkers • Streaming content over cable service
- 21. What We‘ve Heard: Transportation ―walkable developments‖ ―better connected sidewalks‖ ―balance investments‖ ―better east-west travel options‖ ―more bicycle lanes‖ ―commuter rail to Boston‖ ―better regional cooperation‖
- 22. What We‘ve Heard: Housing ―factor transportation into housing costs‖ ―more compact housing units‖ ―better east-west travel options‖ ―ensure zoning and land use codes support affordable housing‖ ―more bicycle lanes‖ ―more housing near downtowns‖ ―commuter rail to Boston‖ ―more housing for those in creative fields‖ ―greener ―better housing regional options:‖ cooperation‖
- 23. What We‘ve Heard: Vitality ―walkable developments‖ ―embrace development along waterways‖ ―a regional start-up incubator‖ ―commuter rail to Boston‖ ―redevelop parking lots into ‗vertical‘ development‖ ―more mixed-use ―more bicycle lanes‖ development‖ ―more pocket parks downtown‖
- 24. What We‘ve Heard: Environment
- 25. What Do You Think? • What do you feel are the most important areas to focus on? • Where should resources such as funding and time be invested? Greater Nashua Chamber of Commerce 25
- 26. Christopher Clement NEW HAMPSHIRE DEPARTMENT OF TRANSPORTATION Greater Nashua Chamber of Commerce 26
- 27. The Roads to New Hampshire‘s Future
- 28. Presentation Overview • New Hampshire DOT – Mission – Department Overview – Modes of Transportation – Turnpike System – Funding Sources • MAP-21 Federal Program – Performance Management – Asset Management • Funding Concerns
- 29. Mission Transportation excellence enhancing the quality of life in New Hampshire
- 30. Key Facts About DOT 1,605 permanent employees (FY14) – 22% steady decrease since 1992 Responsible for: • 2,143 State Bridges • State Red List – 145 (8%) • State Near Red List – 261 • 1,685 Municipal Bridges • Municipal Red List – 353 (21%) • All bridges are inspected at least once every two years • State red list bridges are inspected twice every year • Municipal red list bridges are inspected once every year • 4,559 centerline miles of roadway maintained (additional 290 town maintained) • 8,868 lane-miles of roadway maintained • Annual paving totals 200-300 miles per year (40,000 tons asphalt) • Maintain 100,000 highway signs
- 32. 48 Aeronautics NH Aviation Facts: • 1,280 Registered Aircraft •117 Registered Airports - 24 Public Use Airports (11 receive federal funding) • Airport Improvement Program • $ 9 m (FFY 13) - Block Grant (10 of 12) airports • $ 5m for Manchester and Lebanon (direct to airports) • $1m (CY 2012) - Total revenue (state funds) - Aircraft registrations - 75% to General Fund, 25% to airports
- 33. 49 Public Transit Scheduled Services 11 public transit systems Intercity/Commuter bus service •Boston Express •Concord Coach •C & J •Greyhound Approx. $13.5m – Total Federal Funds for NH (FY 2013)
- 34. Rail 450 miles of active railroad in NH • 253 miles state-owned 9 Freight Railroads Passenger Rail Service in New Hampshire • Amtrak Downeaster • The Vermonter • Proposed Capitol Corridor Special Railroad Fund (Average $600,000 a year) • Used for purchasing, operating & maintaining railroad properties
- 35. NH Capitol Corridor Study NH Capitol Corridor Study
- 36. Scope Outline • Evaluate Existing Conditions: i. ii. • Develop Alternatives Including Routes, Stations and Schedules: i. ii. iii. iv. • Commuter Rail Options from Lowell to Nashua, Manchester, and Concord Bus Options including bus on shoulder and connections to rail Intercity rail options from Boston to Concord No Build Define and Evaluate Alternatives: i. ii. • Public and stakeholder involvement Purpose & Need Statement Preliminary screening Evaluation of Alternatives Based On: • Ridership • Costs: capital, operating • Environmental impacts (EA) • Transit-supportive land use, economic development • Demographics Project Completion
- 38. Study Schedule Spring/Summer 2013 Fall 2013 Spring/Summer 2014 Late Fall 2014 • Evaluate Existing Conditions • Develop Alternatives • Define and Evaluate Alternatives • Project Completion
- 39. 2015 - 2024 Ten Year Transportation Plan Governors Advisory Commission on Intermodal Transportation (GACIT)
- 42. GACIT Process i. DRAFT Plan, Financially Constrained • Work in progress ii. Public Hearing Input • Regional priorities and needs iii. GACIT Recommendation to Governor – December 2013 iv. Governor Recommendation to Legislature – January 2014 v. Legislative approval – June 2014
- 43. I-93 Funding NH‘s #1 Priority No Current Financing Plan • $250 M Unfunded Remaining Needs Not in Ten Year Plan – Capacity Improvements Exit 3 NB to I-293 split (excl. Exit 5) • Financial plan delivered to FHWA – remaining I-93 project in jeopardy without statement of legislative intent to fully fund project • Environmental Permits lapse in 2020 • Exit 4A – not funded • Continuing Negative Impact on Ten Year Plan – 2030
- 44. Turnpike System Overview • • • • • 3 Turnpike Segments 89 Miles Long 170 Bridges 10 Toll Facilities Enterprise Fund – All Turnpike revenue must be used on the System • Turnpike Revenue pays for: – Operating & Maintenance Costs – Debt Service – R&R Work – Capital Improvements • FY12 $108.7M transactions and $116.6M toll revenue 1
- 45. Proposed Turnpike Expanded Capital Program Unfunded Projects in Current Capital Program form HB 391 – Session 2009 Authorization: • Bedford ORT - $18M (FY15 Adv) • Dover End of N-D Project - $80M (FY14 Adv) Proposed Expanded Capital Program • Bow-Concord: I-93 Widening (I-89 to I-393) - $195M (FY18 Adv) • Nashua-Bedford: FEET Widening (Exit 8 to I-293) - $70M (FY17 Adv) • Manchester: Reconstruction of Exit 6 & FEET Widening - $88M (FY17 Adv) • Manchester: New Interchange at Exit 7 - $54M (FY 18 Adv) • Spaulding Turnpike Toll Facilities (ORT or AET) - $15M (FY16 Adv) • Spaulding Turnpike Maintenance Facilities - $8M (FY14 Adv) • Turnpike Administration Building - $7M (FY15 Adv) • Nashua-Bedford ITS Infrastructure - $4M (FY15 Adv) • Merrimack Exit 12 Toll Plaza Removal - $2M (FY15 Adv) • Sarah Mildred Long Bridge ($2M Annual Capital Contribution) - $18M (FY14 Start) • TYP 2013-2022 includes PE & ROW for BowConcord ($13.0M) and for Manchester Exit 6 & 7 ($14.0M) *Reference: Transportation Infrastructure Report 2011 – Building America’s Future: Falling Apart & Falling Behind Potential to create 14,000 jobs* over a ten year period
- 46. Hooksett Rest Areas Re-Development 35-Yr Ground Lease Contract 16,000 sf Welcome Centers 20,000 sf Liquor Stores Mill Building Architectural Style 1950‘s Style Diner Old-Time Deli Italian Farmhouse Restaurant Coffee & Breakfast Shop Country-style Convenience Store Interactive Visitor Information Center 16 Fuel Stations for Passenger Vehicles Ample Rest Rooms Ample Parking 355 NB Total Parking (240 cars, 11 buses/trucks, 35 local, 69 overflow) 291 SB Total Parking (255 cars, 15 buses/trucks, 21 local)
- 48. 54 Challenges Ahead • Federal Reauthorization MAP-21 expires September 2014 • Shrinking revenue from fuel efficient vehicles and less miles traveled due to recession • One-time solutions–Not Sustainable Funding • Rising Costs - Petroleum based business
- 49. Increased Fuel Efficiency = Less HWY Revenue
- 50. DOT FUNDING SOURCES • Highway Fund (road toll tax a.k.a. gas tax, motor vehicle fees, court fees, misc.) $260 m/ year) • -$48 m deficit FY16, -$105 m FY17 Operating Budget • Federal Aid ($143 m/year) – Capital Budget • General Funds: Aeronautics, Rail, Transit ($900,000/year) • Turnpike Fund: Turnpikes only (subject to to bondholders): $117m/year tolls covenants
- 51. MAP 21: A New Era
- 52. MAP 21: A New Era • MAP-21 initiates a new era for U.S. transportation agencies focusing on: i. Performance management – Balanced Score Card ii. Asset management – 100% FHWA funded gap analysis iii. Risk management • States must develop risk-based, performance-based asset management plans for at least the NHS – focus on maintenance & preservation
- 53. MAP-21 Performance Declaration • Performance management will transform the Federal-aid highway program • Provide a means to the most efficient investment of Federal transportation funds • Focus on national transportation goals • Increase accountability and transparency of the Federal-aid highway program • Improve decision making through performance based planning and programming
- 54. Asset Management Definition • Asset management is a strategic and systematic process of operating, maintaining, and improving physical assets • To identify a structured sequence of maintenance, preservation, repair, rehabilitation, and replacement actions • That will achieve and sustain a desired state of good repair over the lifecycle of the assets at minimum practicable cost
- 55. Economic Impact of Maintenance • 40% expenditures Highway Maintenance are expended solely for Snow & Ice control yearly $32-$42 million/year • Studies have shown that if a state was to ―shut down‖ due to a Snow and & Ice event, economic impacts could be between $64 million (UT) and $700 million (NY) DAILY. Massachusetts had an estimated daily loss of $265 million (2011 American Highway Users Alliance study)
- 56. The Need to Measure Carefully • The old saying is, ‗you cant fix what you cant measure‘ • It all depends on how you chose and use
- 57. Utah DOT Investment Backlog • This ―NH‖ type BSC measure provides the ―future‖ direction of DOT • Tells the public the rural highway (blue) are headed for worse condition • Shows consequence of ―current budget conditions‖ that DOT does NOT have the power to change
- 58. Declining Asset Values • • • Decreased asset value due to lack of investment Will the public allow ―their‖ transportation system to decline $ and change current policy makers decisions ―The data will set you free‖
- 59. Prioritizing Resources NH Road System (4,559 mi) 1. 2. 3. National Highway System (NHS)(790 mi-18%) • Turnpikes • Interstates • Select US Routes • Select State Numbered Routes US Routes and State Numbered Routes (2,799 mi – 61%) Unnumbered State Roads (970 mi-21%)
- 60. New Hampshire Pavement Conditions: 1996-2016 ADDITIONAL $12M PER YEAR NEEDED 1. Influenced by additional ARRA funding 2. 2004 data is not included due to known problems with the data collection vehicle.
- 62. Average Price of Asphalt Cement 1992 to 2012 The cost of asphalt cement increased 460% over this period Diesel, gasoline, road salt increases…..
- 63. Statewide Pavement Condition (4,559 total centerline miles 299 unrated) 19 % good condition - 828 miles 44 % fair condition - 1,867 miles 37 % poor condition - 1,565 miles $615 million would be needed to bring all poor condition pavements to good condition (not including drainage, guard rail & bridges) $3.7 billion is the estimated total value of the state-owned pavements Pavements are the State‘s most valuable asset other than land and bridges
- 64. 4,559 Miles The DOT Maintained road network would stretch from Concord, NH to Anchorage, AK Anchorage, AK A VERY LONG DRIVE! Concord, NH
- 65. Poor Road Conditions Lake Watson, Yukon Anchorage, AK Concord, NH Fargo, ND Would your car survive? 4
- 66. Pavement Conditions 2000 2010 Red = Poor Condition
- 67. Pavement Preservation Routine surface treatment and wearing surface renewal (perpetual pavement) Most cost effective way to maintain pavements Need to apply treatment before distress starts to show Will free up resources to invest in lower volume roads “Keep Good Roads Good”
- 68. NH Bridge Condition Red List – Bridges where one or more major structural element is rated as poor condition or worse, or require weight limit posting. Near Red List – Bridges where one or more major structural element is rated as fair condition. Good – Bridges where no major structural element is rated as fair or poor.
- 69. New Hampshire Red List Bridges Total Number of State owned bridges in 2011 = 2,143
- 70. State Owned Bridges Added and Removed from the Red List Additional Investment of $15m per year would repair as many as 10 bridges depending on size and conditions
- 71. 2013 Red List Bridges 145 State Owned Bridges 353 Municipal & Other Owned Bridges
- 72. 2012: 11 Municipal Bridges Closed
- 73. Status and Estimated Costs – State Red List • Ten Year Plan rehab/replace 98 of the 140 State Red List bridges. • $680 M (2012 dollars) to rehabilitate or replace the current State Red List bridges. • 100 State bridges were replaced last 10 yrs. • Current 10-Year Plan, 98 State bridges to be replaced =10/yr. • +200 years to replace all 2,143 State bridges. • $7.82 Billion is the estimated total value of the state-owned bridges
- 74. NHDOT Positions VS DVMT & Lane Miles 30000 1950 25000 # of Positions 1900 20000 1850 1800 15000 1750 10000 1700 5000 1650 20 12 20 10 20 08 20 06 20 04 20 02 20 00 19 98 19 96 0 19 94 19 92 1600 Years 57% of Staff eligible for retirement in next 5 years Daily Vehicle Miles Travel (DVMT) & Lane Miles 2000 VMT 29% increase 11% increase lane miles 20% less # positions # of Positions Lane Miles DVMT Linear (DVMT)
- 75. One-time Non-Sustainable Operating Funding • FY 06-07 Surplus from Highway Fund • FY 08-09 Bonding $60m • FY 10-11 Registration Surcharge $90m I-95 Transfer $50m • FY 12-13 I-95 Transfer $52m • FY 14 -15 I-95 Transfer $ 30m • FY 16 -17 Deficit -$48m & - $105m
- 76. In light of the recent Global Competitiveness Report rankings from the World Economic Forum on infrastructure quality which has listed the United States at 25th place—down from 9th place in 2009—such a major disruption to federal transportation investment will produce serious losses that threaten the gradual macroeconomic recovery seen in the last few years.
- 77. The Roads to New Hampshire‘s Future
- 78. Thank you for coming December 19, 2013
- 79. Upcoming Events TONIGHT: iUGO‘s Festivus January 6: Legislative Symposium & Reception January 8: Business After Hours at Massage Envy ~ Nashua HAPPY HOLIDAYS! Register today at www.NashuaChamber.com Greater Nashua Chamber of Commerce
Notas del editor
- Linking Local, Regional, and State PlanningThe Planning Framework is an intentional coordination between state, regional and local master plans in state statute – all three follow common elements for plan componentsRegional Coordination is key to promoting economic development in the greater Nashua areaLocal perspective – need to know what other communities are working on, how the city fits into the larger contextQuality of life – As Tom G. noted, quality of life is key, all interconnected and essential: schools, broad street parkway, downtown, strong local economic development network.It is a mutual relationship – 60% of the people who live in the region, work in the region. Those who live here like the range of amenities available here – both those that come from the City and the rural communities.
- Our regional advantage is the relative proximity to jobs, mountains, the ocean, and other amenities.Nashua serves as a cultural and economic hub for the region, but the natural resources, housing options, and recreational opportunities of the surrounding communities are essential to make the Nashua area attractive. The City is near build out and dependent on surrounding communities for providing housing options for employees. Quality of life investments are essential to make the regional a desirable place to live for our workforce and to be able to recruit new businesses to the region.Everyone benefits from regional coordination. How can local economic development efforts be shared at the regional level?
- Enabling Statute: RSA 36:45-58 “Regional Planning Commissions” (1969)Established to foster regional development planning (e.g. land use, transportation, resources conservation, economic development)Planning districts determined by OEPTown legislative body votes to joinMember towns and counties are entitled to between 2-4 representatives (depending on population)Representatives nominated by planning boards and appointedby selectmen/city councils to 4 year termsCommissions are advisory only
- Prepare comprehensive master plan for regionMaintain regional transportation planning process Prepare regional housing needs assessmentReview developments of regional impactConduct special studiesProvide comment on the State Development Plan (OEP)Assist local planning effortsProvide support for local master plans
- All of the region’s net population growth between 2000 and 2010 was in age groups age 45 and older. The share of children and young adults in the region declined. These demographic changes mirrored state trends. Census estimates for 2012 indicate that these trends continue to unfold in both the region and the state.
- According to the U.S. Census, New Hampshire surpassed West Virginia last year as the nation’s 3rd oldest state. Our median age is now 42, almost a full year older than reported in 2010. Only Vermont and Maine are older. No other state aged at a faster rate.Moving forward, this presents some concern for the region, because many of our workers are at or approaching retirement age. In order to continue to grow economically and remain attractive to prospective employers, it’s important that young workers continue to move to the region to fill jobs left open from retirements.
- Chart shows:More people living aloneUnrelated individuals in householdsFewer households with children under 18Even fewer married couple families with their own childrenA non-traditional household type that’s been getting much attention is the so-called multi-generational household type, or household containing three or more generations. In our region, 3% of the overall households meet this definition, although Hudson, Litchfield, Merrimack, and Pelham have proportionately more. This compares similarly to the statewide average of 2.8% but lower than the rate of approximately 5% nationwide. Implications:Will there be an increased demand for accessory dwelling units? Do we have the appropriate mix of housing types to meet demand?61% of our stock is single-family, and there is at least some multi-family development across most of the region. However, in terms of overall numbers, Nashua has 72%, or almost 3/4ths, of the regions multi-family housing units.57% of all duplexes73% of 3-9 unit structures79% of all 10+ unit structuresDo our current and/or ideal zoning practices match our existing and future land use visions? Specifically, is the predominance of single-family housing in most of our Region match with the modest purchasing power of younger generations. Will older persons continue to prefer larger single-family homes?
- Students in both the region and the state outperform their national peers in assessment tests. In both 2010 and 2011, NH ranked second in the nation in SAT scores, which is notable because a higher percentage of students (about 77%) take the SATs in NH than in other states.NRPC also looked at the NH state assessment scores for the 10 public high schools in our region and weighed them by student population. Students in the region were 5.8% more likely than their state peers to score proficient in math and 5.6% more likely to score proficient in reading. The region’s writing scores matched the state average.
- According to the US Department of Housing and Urban Development, the median household income for a family of 4 in the Nashua region is $92,700. Of the more than 300 regions delineated by HUD, the Nashua Region has the 28th highest median income.
- Residents of the Nashua Region are significantly more likely to drive alone to work than their national peers. 83.3 of residents commute by alone by car in the region, compared to the national average of about 76 percent. Is this because residents prefer driving alone or because the region lacks many other viable alternatives?
- One of the singlemost dominant themes that we have received in gathering public input for the regional plan is that Nashua Region residents would like to have more transportation options made available in the region. Residents have consistently called for safer areas to walk and bicycle, a regional public transit system and commuter rail service to Boston.An NRPC GIS analysis indicates that 27 percent of Nashua Region residents live within walking distance (1/2 mile) of a town center or downtown (SEE PAGE 3 of your guide), so the region has a good foundation to work with in providing a more walkable environment and more transportation options.
- The Nashua Region has strong links to the Boston economy. Slightly more than ¼ of our residents commute into Massachusetts for work (SEE Page 5 of your guide for a graph of where residents in the region work and where in the region employment is clustered). Can we make economic links with Boston stronger by improving transportation?
- Residents of the region are consistently viewed as older, wealthier, less likely to have children at home, and more likely to make sophisticated purchasing decisions than their national peers.
- What works:Transit Service in NashuaParking availabilitySnow maintenanceEasy access to job opportunities/BostonClose to amenitiesResponsive town governmentsWhat needs improvement:Too auto dependentLack of passenger railSustainable funding sourceNeed better pedestrian infrastructureUNH Survey:71% of residents think that policy makers should invest more money in maintaining roads, bridges (48% willing to pay more in taxes to do so)62% of residents think that we need to expand bus service between major cities (46% willing to pay more in taxes to do so)52% think we need to improve availablity senior and special needs transprotation (39% would pay more in taxes)Households earning less than $40,000 and non-white residents are more likely to want to investment in improving the availability to public transportaiton
- What works:Good supply of rural, single family housingStrong sense of community characterOptions for senior housingExcellent models in the region – nashua and milfordDesirable neighborhoodsExcellent access to amenities – beach, mountains, airportWhat needs improvement:Need more diversity in housing optionsNeed more rental optionsSome communities shoulder disproportionate share of affordable housingUpdated land use regulationsUNH SurveyFour in five residents (80%) think that their town should encourage single family detached housing, 72% - assisted living facilities 65% housing for adults over 55 clusters of single family homes (62%), townhouses (60%), accessory apartments (58%), attached homes (49%), housing in areas with business/residential mix (45%), apartment buildings (42%), and manufactured housing (36%).Older people (50 to 59 and 70 or older) and those with a high school education or less are more likely to want their town to encourage housing for adults over 55 years old.Households earning less than $40,000, non-white residents and those with a high school education or less are more likely to want their town to encourage apartment buildings.
- What works:Good shopping optionsSafe place to raise a familyLivable downtownsLocation is greatGreat community eventsLots of options for diningNo sales taxWhat needs improvement:More transit optionsMarketing of regionEntry level positionsAffordable educationNight life, bigger venuesUNH SurveyNearly all (94%) residents find it important (85% “very important” and 9% “somewhat important” ) that there are quality schools in their community, followed by small businesses and retail stores (86%), grocery stores (86%), having nearby job opportunities (85%), medical offices (83%), cultural recreation facilities (81%), farms, farm stands and forestry (80%), restaurants (67%) and that many places they want to go are within walking distance (44%).Older people (60 and older), households earning less than $40,000, those with a high school education or less and non-white residents are morelikely to think it is very important to have medical offices.Older people (70 and older), retired people, and households earning less than $40,000 are more likely to think that grocery stores are very important.Young people (18 to 29) and households earning between $20,000 and $39,999 are morelikely to think nearby job opportunities are very important.Those with technical school or some college education, the self-employed and households earning less than $20,000 and between $40,000 and $59,999 are more likely to think that farm, farm stands and forestry businesses are very important.Top priority activity for communities is to protect historic buildings and neighborhoods, expand or promote existing business, and promote safe places to bike or walkQuality schools are the most important thing to have in the community
- What works:Water resources and infrastructure are strongRegulations exist to protect water resourcesSmall town, rural feel to regionLots of local committees looking at energy, conservation opportunities What needs improvement:Confusion about federal stormwater requirementsAging infrastructureRegulations seem to encourage sprawlNeed to prepare for severe weather events on a regional scaleUNH Survey:Residents believe that energy efficiency and energy choices should be the top priority for investing public dollarsEnvironmental protection and natural resource protection as the second most priority and all environmental protection measures should be high priorities for policy makers
- Community and Economic Vitality:Do you have job opportunities here? Would you like to see more businesses in your community? Can you give examples?Do you feel the current business/service mix matches your current standard of livingIs there a place for you and your neighbors and friends to gather? Are these public or private spaces? Are there activities for youth to participate in? Do available opportunities for additional education match your personal goals?HousingDoes your housing meet you or your family’s needs? Do you plan to stay here in the future? Is there anything preventing you from staying where you live?Health and Wellness:Are there opportunities for outdoor recreation? Do you have a convenient place to buy groceries? Do you have medical services in your community? Can you get to the medical services you need? EnvironmentWhat do you think are the most important environmental needs in the region?How are your energy and heating costs? Do you have options or wish you had other options? If so, what would they be?Of the many challenges and opportunities that have been addressed this evening, what do you feel are the most important areas to focus on / invest resources such as funding/time/attention for the Region?
- This quote is taken directly from MAP-21, the new transportation legislation. As you can see it puts Congress on record as declaring that performance management will be the official policy of the federal highway programs. This will require us all to contribute toward the achievement of transportation goals for both the condition and the performance of the highway system.This approach represents a major shift in U.S. transportation policy. To date, the Federal Highway Administration has not held states or MPOs accountable for achieving particular targets for infrastructure condition, levels of congestion or for safety. That is about to change. Under the new MAP-21 legislation, states will have to develop a set of performance targets for infrastructure condition, safety, congestion, freight mobility and for environmental sustainability.
- There has been a lot of literature about performance measures and performance management in the private sector. Performance management in the corporate world has been common for decades, while it is still relatively new in transportation agencies. You’ve probably heard the term, what gets measured gets managed. This means that organizations and the people within them focus on what they are evaluated upon. They also tend ignore or downplay other areas that are not measured.This means that performance measures for infrastructure can be very good if chosen correctly. Or, they can incentivize unsound asset management and maintenance practices if the measures focus upon the wrong things.Agencies are likely to be evaluated on their measures so they will face pressure to achieve the standards and targets set by their performance measurement systems. It is therefore important to pick measures that reinforce the sound long-term practices found in good preservation, preventive maintenance and asset management programs.
- This is a measure from the Utah DOT. What you see here is the department is measuring the backlog of needed treatments to various parts of its pavement network. In red are the Interstate Highway miles, in yellow are the National Highway System miles and in blue are the low-volume routes, generally rural two-lane routes. What this chart reflects is that the Utah DOT has had to make difficult tradeoffs because of mandated legislative budget decisions. It has enough funds to keep up with its Interstate and its National Highway System routes. However, it has had to reduce the investment in its rural two-lane system. What this performance measure provides is insight into the future direction of the Utah highway system. This performance measure of the backlog of needed treatments tells the Utah public that the rural highway system in the state is headed for worst conditions and a substantial backlog of needed investment. This type of measure is a leading measure. It provides insight into the future direction of the roadway network and does not only provide information about past conditions. This measure also illustrates the consequences of current budgeting decisions that the Utah DOT does not have the power to change. This type of measure illustrates that the important Interstate and National Highway System will remain in sound condition under current budget and condition forecasts. However, rural Utah will face declining pavement conditions. The Utah DOT is a strong asset management agency. The agency officials do not like the trend this chart illustrates but by picking a sound performance measure, the backlog of needed treatments, they are able to illustrate future consequences and to provide a measure that encourages sound asset management practices.
- Add % or actual price increases for salt, etc.