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From page 192... ... 192 192 D.1 Findings 192 D.1.1 State Governments and State DOTs 215 D.1.2 Local Government and City Sustainability Programs 222 D.1.3 Federal Sustainability Programs 227 D.1.4 Sustainability and Sustainable Transportation Programs and Policies in Other Countries 231 D.1.5 Other Tool-Related Findings from the Research 233 D.2 Key Insights 235 References This appendix describes the data collection and analysis approach the research team took to characterize the current literature and stakeholder perceptions on sustainability and transportation agencies. First, the team conducted a detailed literature review and state-of-the-practice scan on how transportation agencies in the United States and other countries deal with sustainability. Read the entire page →
From page 193... ... Research and Data Collection 193 DOT Mission Statement Alabama To provide a safe, efficient, environmentally sound intermodal transportation system for all users, especially the taxpayers of Alabama. To also facilitate economic and social development and prosperity through the efficient movement of people and goods and to facilitate intermodal connections within Alabama. Read the entire page →
From page 194... ... 194 Sustainability as an Organizing Principle for Transportation Agencies To date, very few states have an active sustainability plan or program. As of 2010, five state DOTs had a formal sustainability plan or program, as shown in Table D-2. Read the entire page →
From page 195... ... Research and Data Collection 195 DOT Description District of Columbia The District of Columbia DOT developed a sustainability plan that reflects the TBL. The plan identifies eight priority areas for sustainability and establishes goals, actions, measures, and targets for each. Read the entire page →
From page 196... ... 196 Sustainability as an Organizing Principle for Transportation Agencies In particular, the growing emphasis on climate change has been a leading driver of state involvement in developing sustainability-related programs. For example, almost one-third of the state DOTs has some involvement with a climate change initiative. Read the entire page →
From page 197... ... Research and Data Collection 197 • Solvency -- the ability of the proposed project or investment to contribute to the overall ability of the government to meet long-term financial obligations. • Growth -- the ability of the proposed project or investment to help sustain economic growth. Read the entire page →
From page 198... ... 198 Sustainability as an Organizing Principle for Transportation Agencies provide oversight to the plan and the program. This group approves and monitors sustainability work items and recommends policy and practice changes to the director. Read the entire page →
From page 199... ... Research and Data Collection 199 (SMF) to develop an approach to implement this plan. Read the entire page →
From page 200... ... 200 Sustainability as an Organizing Principle for Transportation Agencies • Encourage local government Smart Mobility implementation assessment and evaluation activities, such as advancing the use of multimodal level of service (LOS) Read the entire page →
From page 201... ... Research and Data Collection 201 Internationally, perhaps Singapore has gone farthest in the area of sustainability-based user fees and funding. Singapore, which has a population of approximately 5 million and a land area of 270 mi2, first implemented an area-based road pricing system in the 1970s. Read the entire page →
From page 202... ... 202 Sustainability as an Organizing Principle for Transportation Agencies to be of limited success given the performance of previous budgetary fads and the general competitive nature of U.S. budgeting processes. Read the entire page →
From page 203... ... Research and Data Collection 203 The techniques identified in Table D-6 can apply to capital programs and system preservation activities and can be arrayed in terms of a number of dimensions -- specifically, the range of impacts included (e.g., project costs only, economic costs, environmental costs) and the degree to which long-term and/or full life-cycle cost is included (Figure D-2) Read the entire page →
From page 204... ... 204 Sustainability as an Organizing Principle for Transportation Agencies and could include multiple agencies, as well as authorized commissions or bodies representing major economic and social sectors. A self-supported transportation system based more heavily on regional user charging may add considerable weight to the need for participation of multiple agencies and outside-of-government entities to budgeting and allocation decisions affecting all three bottom lines. Read the entire page →
From page 205... ... Research and Data Collection 205 • Support efficiency, coordination, and reliability of transportation assets • Promote safety and health and well-being In terms of decisionmaking and resource allocation, the Act identifies seven key decisionmaking principles: • Integrated decisionmaking • Regular TBL assessments • Specific inclusion of equity conditions • Consideration of transportation system user perspectives • Consideration of the precautionary principle • Ongoing stakeholder engagement and community participation • Decisionmaking transparency Transportation agencies and interface agencies can use these principles in the formation of their own objectives when exercising their powers and performing their functions. In addition, the Act establishes requirements for need identification, plan development, and budget management that specifically address each of the six objectives. Read the entire page →
From page 206... ... 206 Sustainability as an Organizing Principle for Transportation Agencies in many ways on the economic literature on intertemporal consumption) Read the entire page →
From page 207... ... Research and Data Collection 207 advanced generations. For example, mountain top removal (MTR) Read the entire page →
From page 208... ... 208 Sustainability as an Organizing Principle for Transportation Agencies of the agency, funding for projects should be flexible enough to be applied to projects and circumstances as they arise. Furthermore, best practices in sustainable resource allocation emphasize that budgeting and resource allocation are most efficient when they are not limited to specific agencies, transportation modes, programs, or geographic regions. Read the entire page →
From page 209... ... Research and Data Collection 209 Key highlights of the Washington transportation system include the following: • Organizational integration of RTPOs and MPOs. RTPOs and MPOs use the same policy board for decisionmaking. Read the entire page →
From page 210... ... Source Overview U.S. Read the entire page →
From page 211... ... Research and Data Collection 211 Source Overview Environmental Performance Indicators (second ed.) , World Bank, Environmental Economics Series, Paper No. Read the entire page →
From page 212... ... 212 Sustainability as an Organizing Principle for Transportation Agencies Closely related to the issue of performance standards is the use of green transportation standards for transportation investments. States have developed rating systems modeled after the U.S. Read the entire page →
From page 213... ... Research and Data Collection 213 In addition, the current fiscal and economic climate means that many agencies lack external support to engage in new initiatives. In general, stakeholders felt that there was a need to demonstrate that sustainability means saving money and resources in the long term, and as a more efficient means of delivering service. Read the entire page →
From page 214... ... 214 Sustainability as an Organizing Principle for Transportation Agencies Demonstrate ROI, show benefits Increase support, build coalions in favor of change New legislaon or execuve orders State leaders and key stakeholders iniave sustainable iniaves • Public • Stakeholders • Major interest groups • Economic interests DOT changes policies, programs, and process DOT changes culture to support sustainability Program Implemented Program produces benefits Increase support and coalions in favor of change Top-Down Execuve-Led Approach to Building Sustainability Bo om-Up Locality-Led Approach to Building Sustainability Local transportaon challenges create catalyst for change City government leaders develop sustainability program in response to local challenges Demonstrate ROI, show benefits Increase support, build coalions in favor of change • Public • Stakeholders • Major interest groups • Economic interests Local DOT changes policies, programs, and process Program Implemented Program produces benefits Other localies adopt innovaons Success builds support State leaders and key stakeholders iniave sustainable iniaves New legislaon or execuve orders Figure D-3. Policy system development -- top-down, bottom-up. Read the entire page →
From page 215... ... Research and Data Collection 215 D.1.2 Local Government and City Sustainability Programs Most of the sustainability literature concludes that cities and local governments are often leaders in government sustainability initiatives. There are many reasons for this: • Cities experience many problems and challenges, often demanding a close integration of economic, environmental, and social policies. Read the entire page →
From page 216... ... 216 Sustainability as an Organizing Principle for Transportation Agencies Location Type of Plan Scope Time Frame Burlington, Vermont 30-year Sustainability Action Plan Economy, neighborhoods, governance, youth, and environment. 30-year plan; progress reports provide annual (short-term) Read the entire page →
From page 217... ... Research and Data Collection 217 According to the Green Boston Climate Action Leadership Committee and Community's April 2010 summary report, Sparking Boston's Climate Revolution, by 2020 Boston should be able to reduce vehicle miles traveled in the city by more than 7 percent through promoting the use of public transit, as well as by fostering TOD and encouraging ridesharing, walking, and biking. Transportation initiatives account for 31 percent of the city's carbon reduction goals for 2020. Read the entire page →
From page 218... ... 218 Sustainability as an Organizing Principle for Transportation Agencies Chicago is a key freight hub. Six of the country's seven largest railroad carriers have terminals in the Chicago metro region, bringing nearly 500 freight trains through the area each day. Read the entire page →
From page 219... ... Research and Data Collection 219 MTA is also expanding uses of renewable energy, partnering with various entities at the city and state levels on TOD, exploring new technologies for trains to recycle energy wasted during braking, and replacing overhead "necklace" lighting on bridges with LED bulbs. Although MTA is responsible for public transit in the region, New York City has been a guiding force in the transportation future of the city with its PlaNYC for a "greener, greater New York." Since 2007, the City has added 200 miles of dedicated bike lanes, and bicycle commuters increased 26 percent from 2008 to 2009. Read the entire page →
From page 220... ... 220 Sustainability as an Organizing Principle for Transportation Agencies currently experiencing dramatic increases in demand, is complemented by the city's Better Streets Plan, a 2006 initiative that aims to make streets pedestrian-friendly and viable public spaces. Using plantings, open spaces, and other design features, city planners hope to improve air quality, decrease surface runoff, and encourage residents to explore the city by foot or bike. Read the entire page →
From page 221... ... Research and Data Collection 221 From green construction practices to reducing GHG emissions, congestion, and waste, TriMet has embraced a holistic environmental vision. All TriMet buses run on a biodiesel fuel blend, and the newest buses use a NASCAR-inspired engine cooling system and computer monitoring to boost fuel economy. Read the entire page →
From page 222... ... 222 Sustainability as an Organizing Principle for Transportation Agencies budgeting, and allocation challenges as funding fluidity might involve shifts into and out of transportation-oriented accounts. In a dispersed regional/local demographic, efforts to build a sustainable culture can face special challenges in establishing consensus around program needs and resource investments. Read the entire page →
From page 223... ... Research and Data Collection 223 EO 13514, Section 19, provides the following definitions applicable to this program area: • Agency -- an executive agency as defined in Section 105 of Title 5, United States Code, excluding the Government Accountability Office (EO 13514, Section 19(b) Read the entire page →
From page 224... ... 224 Sustainability as an Organizing Principle for Transportation Agencies Agency Program Description HUD The Sustainable Communities Initiative has four components: Sustainable Communities Planning Grants Sustainable Communities Challenge Grants Creation of a Capacity Building Program and Tools Clearinghouse Joint HUD–DOT–EPA Research Effort on Transportation and Housing Linkages Catalytic Investment Competition Grants. This program is a part of the Community Development Block Grant, but like the Sustainable Communities Initiatives, the funding is competitive and not formula based. Read the entire page →
From page 225... ... Research and Data Collection 225 Additional sustainability initiatives, programs, and tools that have a more limited focus include the following (FedCenter.gov, 2012) : • Building for Environmental and Economic Sustainability (BEES) Read the entire page →
From page 226... ... 226 Sustainability as an Organizing Principle for Transportation Agencies • Earth 911 Reuse and Recycling Services. This program helps users identify available recycling services in their state and city for items such as plastics (e.g., packaging peanuts, bags, containers) Read the entire page →
From page 227... ... Research and Data Collection 227 • Smart Growth Policies Database. The policies in this database represent a variety of approaches ranging from formal legislative or regulatory efforts to informal approaches, plans, and programs. Read the entire page →
From page 228... ... 228 Sustainability as an Organizing Principle for Transportation Agencies Source: Auckland Regional Transport Authority (2006) Read the entire page →
From page 229... ... Research and Data Collection 229 the Auckland Regional Land Transport Strategy sets out seven objectives for transport in Auckland for 2006–2016. The first five objectives incorporate the national transport objectives; the last two objectives focus on Auckland and include an economic efficiency dimension (Auckland Regional Transport Authority, 2006) Read the entire page →
From page 230... ... Source: Adapted from (UK) Department for Transport (2007) Read the entire page →
From page 231... ... Research and Data Collection 231 The Eddington study also concluded that transportation planning focused prematurely on developing and delivering a specific scheme or solution when it should look at a wide range of possible actions, not just at investment in infrastructure. Critically, both the study and government policy require that national, regional, and local programs be aligned within a broader policy context to understand the goal and purpose of transportation investments. Read the entire page →
From page 232... ... 232 Sustainability as an Organizing Principle for Transportation Agencies from city specialists in technical and system aspects of city budgeting. Each assembly then discusses its goals and needs. Read the entire page →
From page 233... ... Research and Data Collection 233 policies, actions, programs, and concepts made sense. As a result, these generalizable optimal actions are preferable over actions of limited value. Read the entire page →
From page 234... ... 234 Sustainability as an Organizing Principle for Transportation Agencies funding and support. This means sufficient and dependably reliable funding is needed to provide for the longer view that TBL requires. Read the entire page →
From page 235... ... Research and Data Collection 235 organized interests in forums where decisions on needs and goals are genuinely up for discussion rather than being pushed through with Q&A and minimal debate. Some transportation policy analysts have suggested that transportation planners should be better trained and effective as facilitators of stakeholder debates and discussions rather than simply as managers and collectors of citizen input (Forester, 1989; Innes, 1995) Read the entire page →
From page 236... ... 236 Sustainability as an Organizing Principle for Transportation Agencies Barnett, H., and Morse, C Read the entire page →
From page 237... ... Research and Data Collection 237 Schiller, P., Bruun, E C., and Kenworthy, J Read the entire page →

From page 192...

... 192 192 D.1 Findings 192 D.1.1 State Governments and State DOTs 215 D.1.2 Local Government and City Sustainability Programs 222 D.1.3 Federal Sustainability Programs 227 D.1.4 Sustainability and Sustainable Transportation Programs and Policies in Other Countries 231 D.1.5 Other Tool-Related Findings from the Research 233 D.2 Key Insights 235 References This appendix describes the data collection and analysis approach the research team took to characterize the current literature and stakeholder perceptions on sustainability and transportation agencies. First, the team conducted a detailed literature review and state-of-the-practice scan on how transportation agencies in the United States and other countries deal with sustainability.