Transportation Resources in Connecticut, PDF Version
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2019 Greater Bridgeport Region Bridgeport Hospital and St. Vincent's Medical Center Collaborative Community Health Needs Asse
2019 Greater Bridgeport Region Bridgeport Hospital and St. Vincent’s Medical Center Collaborative Community Health Needs Assessment and Implementation Plan By the Health Improvement Alliance This document is a special section of the Fairfield County Community Wellbeing Index 2019, a core program of DataHaven (ctdatahaven.org), in partnership with Fairfield County’s Community Foundation and a Community Health Needs Assessment for the towns served by all Fairfield County hospitals including Bridgeport Hospital and St. Vincent’s Medical Center 1 | Page ABOUT THIS REPORT This document is a special section of the Fairfield County Community Wellbeing Index 2019 (Appendix A), a comprehensive report about Fairfield County and the towns within it. The Community Index was produced by DataHaven in partnership with Fairfield County’s Community Foundation and many other regional partners, including the Health Improvement Alliance (HIA), a coalition serving towns in the Greater Bridgeport region. This document serves as the Community Health Needs Assessment for the six towns in the HIA area (Bridgeport, Easton, Fairfield, Monroe, Stratford, and Trumbull). The Community Health Needs Assessment documents the process that the HIA used to conduct the regional health assessment and health improvement activities. You may find the full Community Wellbeing Index attached to this section, or posted on the DataHaven, Fairfield County’s Community Foundation, Bridgeport Hospital, St. Vincent’s Medical Center, or any of the town health department websites. The Community Health Needs Assessment and Community Health Improvement Plan were approved by the Board of Trustees for St. Vincent’s Medical Center in June 13, 2019 and the Board of Trustees for Bridgeport Hospital in July 9, 2019. -
St. Vincent's Medical Center
2019 Greater Bridgeport Region Bridgeport Hospital and St. Vincent’s Medical Center Collaborative Community Health Needs Assessment and Implementation Plan By the Health Improvement Alliance This document is a special section of the Fairfield County Community Wellbeing Index 2019, a core program of DataHaven (ctdatahaven.org), in partnership with Fairfield County’s Community Foundation and a Community Health Needs Assessment for the towns served by all Fairfield County hospitals including Bridgeport Hospital and St. Vincent’s Medical Center 1 | P a g e ABOUT THIS REPORT This document is a special section of the Fairfield County Community Wellbeing Index 2019 (Appendix A), a comprehensive report about Fairfield County and the towns within it. The Community Index was produced by DataHaven in partnership with Fairfield County’s Community Foundation and many other regional partners, including the Health Improvement Alliance (HIA), a coalition serving towns in the Greater Bridgeport region. This document serves as the Community Health Needs Assessment for the six towns in the HIA area (Bridgeport, Easton, Fairfield, Monroe, Stratford, and Trumbull). The Community Health Needs Assessment documents the process that the HIA used to conduct the regional health assessment and health improvement activities. You may find the full Community Wellbeing Index attached to this section, or posted on the DataHaven, Fairfield County’s Community Foundation, Bridgeport Hospital, St. Vincent’s Medical Center, or any of the town health department websites. The Community Health Needs Assessment and Community Health Improvement Plan were approved by the Board of Trustees for St. Vincent’s Medical Center in June 13, 2019 and the Board of Trustees for Bridgeport Hospital in July 9, 2019. -
2019 Community Health Needs Assessment and Implementation Plan
2019 Greater Bridgeport Region Bridgeport Hospital and St. Vincent’s Medical Center Collaborative Community Health Needs Assessment and Implementation Plan By the Health Improvement Alliance This document is a special section of the Fairfield County Community Wellbeing Index 2019, a core program of DataHaven (ctdatahaven.org), in partnership with Fairfield County’s Community Foundation and a Community Health Needs Assessment for the towns served by all Fairfield County hospitals including Bridgeport Hospital and St. Vincent’s Medical Center 1 | Page ABOUT THIS REPORT This document is a special section of the Fairfield County Community Wellbeing Index 2019 (Appendix A), a comprehensive report about Fairfield County and the towns within it. The Community Index was produced by DataHaven in partnership with Fairfield County’s Community Foundation and many other regional partners, including the Health Improvement Alliance (HIA), a coalition serving towns in the Greater Bridgeport region. This document serves as the Community Health Needs Assessment for the six towns in the HIA area (Bridgeport, Easton, Fairfield, Monroe, Stratford, and Trumbull). The Community Health Needs Assessment documents the process that the HIA used to conduct the regional health assessment and health improvement activities. You may find the full Community Wellbeing Index attached to this section, or posted on the DataHaven, Fairfield County’s Community Foundation, Bridgeport Hospital, St. Vincent’s Medical Center, or any of the town health department websites. The Community Health Needs Assessment and Community Health Improvement Plan were approved by the Board of Trustees for St. Vincent’s Medical Center in June 13, 2019 and the Board of Trustees for Bridgeport Hospital in July 9, 2019. -
Public Transportation in Southwestern Connecticut– Everything You Need to Know to Get on Board
MP SouthWestCTTransGuideR1_MP SouthWestCTTransGuideR1 6/29/10 2:48 PM Page 1 Getting The Southwestern Connecticut On Board Accessible Transportation Guide MP SouthWestCTTransGuideR1_MP SouthWestCTTransGuideR1 6/29/10 2:48 PM Page 2 Public Transportation in Southwestern Connecticut– Everything you need to know to get on board “Transportation is a life-line to economic, educational and health care opportunities, as well as serving simple needs.” –Wendy Bloch, Founder of Mobility Services, The Kennedy Center, Inc. Congratulations on your decision to try transit! You join the thousands of people in Connecticut who ride buses or trains, or share commutes by carpooling or vanpooling every day to work, shop, play or wherever life may take you. Southwestern Connecticut has a vibrant public transportation system with local and regional bus services, several paratransit programs and one of the largest passenger rail systems in the country– the Table of Contents New Haven Line, operated by MTA Metro-North CTTRANSIT Stamford Division........................4 Railroad. In addition, Shore Line East commuter Norwalk Transit District......................................9 Greater Bridgeport Transit...............................16 rail service provides fast and easy commuter Valley Transit District..........................................22 transportation between New London, Old Saybrook New Haven Line Rail Services.........................24 and New Haven, with limited weekday express Contact Information:..........................................31 -
2019 Greater Bridgeport Region Bridgeport Hospital and St
2019 Greater Bridgeport Region Bridgeport Hospital and St. Vincent’s Medical Center Collaborative Community Health Needs Assessment and Implementation Plan By the Health Improvement Alliance This document is a special section of the Fairfield County Community Wellbeing Index 2019, a core program of DataHaven (ctdatahaven.org), in partnership with Fairfield County’s Community Foundation and a Community Health Needs Assessment for the towns served by all Fairfield County hospitals including Bridgeport Hospital and St. Vincent’s Medical Center 1 | P a g e ABOUT THIS REPORT This document is a special section of the Fairfield County Community Wellbeing Index 2019 (Appendix A), a comprehensive report about Fairfield County and the towns within it. The Community Index was produced by DataHaven in partnership with Fairfield County’s Community Foundation and many other regional partners, including the Health Improvement Alliance (HIA), a coalition serving towns in the Greater Bridgeport region. This document serves as the Community Health Needs Assessment for the six towns in the HIA area (Bridgeport, Easton, Fairfield, Monroe, Stratford, and Trumbull). The Community Health Needs Assessment documents the process that the HIA used to conduct the regional health assessment and health improvement activities. You may find the full Community Wellbeing Index attached to this section, or posted on the DataHaven, Fairfield County’s Community Foundation, Bridgeport Hospital, St. Vincent’s Medical Center, or any of the town health department websites. The Community Health Needs Assessment and Community Health Improvement Plan were approved by the Board of Trustees for St. Vincent’s Medical Center in June 13, 2019 and the Board of Trustees for Bridgeport Hospital in July 9, 2019. -
Complete Streets Policy & Action Plan
Complete Streets Policy & Action Plan Prepared for the City of Bridgeport by the Greater Bridgeport Regional Council Abstract: In recent years, the City of Bridgeport has focused its attention on how to revitalize the city economically, socially and environmentally. The city is concerned about global warming and the effects climate change will have on its neighborhoods and infrastructure. Its neigh- borhoods suffer the effects of air pollution caused by over reliance on the automobile for travel and from the way energy is produced and consumed. Additionally, it has become more difficult, with the current poor economic health of the nation, for Bridgeport to revital- ize its economy and compete in the global market. In response to these challenges, the city requested assistance from the Greater Bridgeport Regional Council to create a transportation strategy to promote bicycling and walking, the development of re- lated facilities and installation of green infrastructure. The strategy is embodied in the “complete streets” policy and action plan. The intent is to effectuate a fundamental shift in the way the roadway environ- ment is perceived and used. Instead of dedicating the roadway for the almost exclusive domain of motorized vehicles, the roadway is view as a space where the needs of all users are considered, not just drivers. Staff: Mr. Brian Bidolli, Executive Director Ms. Linda Colello, Executive Assistant to the Director Mr. Mark C. Nielsen, Sr. Transportation Planner/ Regional Transportation Engineer Mr. Michael Lawver, GIS Technician -
Ctrides - Working with Connecticut’S Leading Employers & Community Members
CTrides - Working With Connecticut’s Leading Employers & Community Members 1. 3M Purification 38. Connecticare 75. Fusco Corporation 2. 3PL Worldwide 39. Connecticut Children’s Medical 76. Gateway Community College 3. 9 Town Transit Center 7 7. Gaylord Specialty Healthcare 4. Advance Auto Parts 40. Connecticut College 78. Global Steering Systems 5. AECOM 41. Connecticut Dept. of Energy & 79. GoNewHavenGo Environmental Protection (Hartford) 6. Aetna 80. Goodwill of Western & Northern CT 42. Connecticut Dept. of Energy & 7. Albertus Magnus 81. Goodwin College Environmental Protection (New Britain) 8. Alexion Pharmaceuticals 82. Greater Bridgeport Transit 43. Connecticut Dept. of Labor 9. Amazon Sorting Center (Wallingford) 83. Greater New Haven Chamber of 44. Connecticut Dept. of Transportation 10. ARGA Investment Management Commerce 45. Connecticut Innovations 11. ASML, Inc. 84. Greater Norwalk Chamber of 46. Connecticut National Guard Commerce 12. Asnuntuck Community College 4 7. Connecticut Probate Court 85. Greater Waterbury YMCA 13. Avon Health Center 48. Connecticut Spring and Stamping 86. Greenwich Board of Education 14. Bigelow Tea 49. Connecticut State Insurance Dept. 8 7. Greenwich Chamber of Commerce 15. Bikeport Co-Op 50. Connecticut Valley Hospital 88. Hartford Foundation for Public Giving 16. BikeWalkCT 51. Connecticut Water 89. Hartford Hospital 17. BLT Management, LLC 52. Continuum of Care Inc. 90. Hartford Steam Boiler 18. Branford Hall (Branford) 53. CTtransit 91. HARTransit 19. Bridgeport Public Schools 54. CTfastrak 92. Henkel Corporation 20. Building & Land Technology 55. Datto, Inc. 93. Hispanic Advisory Council of Greater 21. Capital Community College 56. Dept. of Administrative Services Stamford 22. Cartus 5 7. Dept. of Economic and Community 94. -
Operations Statistics for the Biennium the for Statistics Operations
operations statistics for the biennium bureau of public transportation | sfy 2002/2003 Public Transportation in Connecticut A STATISTICAL REPORT Statistics are an important tool in evaluating the efficiency and effectiveness of Connecticut’s transit systems. For each state subsidized service, a chart is provided that shows TOTAL REVENUES (farebox and other), TOTAL EXPENSES, the NET DEFICIT (expenses minus revenues), and the CDOT SHARE of those expenses (the amount the Department contributed to the system cost). Total PASSENGER TRIPS are shown on the basis of linked passenger trips (the number of paid fares). Productivity measures include DEFICIT PER PASSENGER (net deficit/passenger trips), COST PER PASSENGER (total expenses/passenger trips) and OPERATING RATIO (total revenues/total expenses). Please note that the statistics contained in this report are unaudited numbers. They reflect the information that the individual transit organizations have reported to the Department. Additionally, it should be noted that comparisons between systems are difficult due to the variety of services provided, areas served and counting methods used. For transit schedules and local transit information on the web visit www.CTRIDES.com, Connecticut’s transit information portal. TABLE OF CONTENTS operations statistics for the biennium rail services A NEW HAVEN LINE 4 B SHORE LINE EAST 5 CTTRANSIT local bus services C HARTFORD DIVISION 6 D NEW HAVEN DIVISION 7 E STAMFORD DIVISION 8 F MERIDEN/WALLINGFORD DIVISIONS 9 G NEW BRITAIN/BRISTOL DIVISIONS 10 H WATERBURY -
CTICUT UNIFIED SCHOOL DISTRICT #3 0900001 Birth to Three Program 090000101547 Status 4 Not a Title I School CONNECTICUT Connecticut Technical High Sc 0900002 A
State LEA Name LEA NCES ID School Name School NCES ID Reading Reading Math Math Elementary/ Graduation State Defined School Title I School Proficiency Participation Proficiency Participation Middle School Rate Target Improvement Status Target Target Target Target Other Academic Indicator Target CONNECTICUT UNIFIED SCHOOL DISTRICT #3 0900001 Birth to Three Program 090000101547 Status 4 Not a Title I school CONNECTICUT Connecticut Technical High Sc 0900002 A. I. Prince Technical High School 090000201136 Not All All Not All All Status 2 Title I schoolwide school CONNECTICUT Connecticut Technical High Sc 0900002 Bullard-Havens Technical High School 090000201137 All All Not All All Status 4 Title I schoolwide school CONNECTICUT Connecticut Technical High Sc 0900002 E. C. Goodwin Technical High School 090000201138 Not All All Not All All Status 2 Title I schoolwide school CONNECTICUT Connecticut Technical High Sc 0900002 Ella T. Grasso Southeastern Technical High 090000201139 Not All All Not All All Status 4 Title I schoolwide school School CONNECTICUT Connecticut Technical High Sc 0900002 Eli Whitney Technical High School 090000201140 Not All All Not All All Status 2 Title I schoolwide school CONNECTICUT Connecticut Technical High Sc 0900002 Emmett O'Brien Technical High School 090000201141 All All Not All All Status 4 Not a Title I school CONNECTICUT Connecticut Technical High Sc 0900002 H. C. Wilcox Technical High School 090000201142 All All All All Status 4 Not a Title I school CONNECTICUT Connecticut Technical High Sc 0900002 H. H. Ellis -
Demographics.Pdf
GENERAL FUND BUDGET BUDGET SUMMARY BRIDGEPORT IN CONTEXT BRIDGEPORT AT A GLANCE FORM OF GOVERNMENT Bridgeport is governed by its City Charter which was adopted by the state legislature in 1907 and revised in 1912 and 1992. The city operates under a Mayor-City Council form of government. The Mayor serves a four-year term. The Mayor sets policy, makes nominations and appointments to boards and commissions, and presides at City Council meetings. In addition, the Mayor acts as official City representative and liaison with various governmental and private agencies and oversees the financial aspects of the City government. Mayoral authority comes from the City of Bridgeport’s charter, Municipal Code, and the State of Connecticut General Statues. The City Council consists of 20 members elected to two-year terms. Each of the ten council districts is represented by two council members. The City Council holds regular meetings twice per month. Major responsibilities of the City Council include enacting ordinances necessary to govern the City and adopting the budget. Together the Mayor and the City Council oversee the five line divisions: City Clerk, Water Pollution Control Authority, Libraries, Department of Education, and the Registrar of Voters. The Chief Administrative Officer (CAO), a mayoral appointee, is responsible for coordinating the management and implementation of operational policies and practices for the Mayor. The CAO is the liaison between the Mayor and the head administrators of the City’s departments which include: The Office of Policy & Management, Civil Service, the Fire Department, the Police Department, Planning & Economic Development, Finance, Public Facilities, Health & Social Services, Labor Relations, the City Attorney, Weights & Measures, and Information Technology. -
Hered in a New Administration, the Economy Began an Almost Unprece- 9O Dented Decline
Pullcom '08 Ann Rep Rev2:Layout 1 4/8/09 2:18 PM Page 2 pulling together. It’s what we do. 2OO8-2OO9 Pullcom '08 Ann Rep Rev2:Layout 1 4/8/09 2:18 PM Page 3 As we reflect on 2008, we will remember it as a year of Celebrating change. While a groundbreaking presidential race ushered in a new administration, the economy began an almost unprece- 9O dented decline. The landscape continues to shift, and all of us in face tremendous uncertainty in today’s market. In the pages ’O9 ahead, we’ll tell you about some of the things we’re doing as a firm to help our clients navigate these new realities. This year marks 90 years since Pullman & We’ve refocused some of our practice areas, and established Comley first opened its doors as part of some new ones, to address both the perils and the opportunities the Connecticut legal community. In 1919, of the current economy. Over the past year, we were able to one world war had just ended, women help clients develop and expand their businesses, were on the verge of the right to vote and Prohibition was beginning – yet our build much-needed health care facilities and founders could not imagine what still lay support emerging growth areas like clean energy. ahead. Over the next 90 years, we would weather the many storms of the 20th But while many things have changed, some century and beyond – times of social important things haven’t. upheaval and unrest, times of renewal and growth. -
Ctrides Quarterly Report
CTrides.com 1-877- CTrides (287-4337) Quarterly Report [email protected] January—March 2018 CTrides: Quarter 1 Marketing Activity Summary January - March 2018 Drive Less Connecticut Competition The main CTrides Marketing focus for Q1 revolved around preparation and planning for our Drive Less Connecticut Competition. This month- long competition during May will encourage employers and individuals to compete for recognition and prizes, respectively, for reducing the most number of single-occupant vehicles used for commuting in order to reduce miles traveled and auto emissions. To prepare for the competition, CTrides created a landing page to promote all aspects of the competition at www.drivelessct.com, which includes information for commuters and employers. Employers are provided tools to help promote the message within their organization, and encourage commuters to take choice commutes and log the trip afterwards. Prizes are available for users who log trips in the CTrides ridematching and rewards platform. BEworks CTrides Worksite Outreach Program During the First Quarter, BEworks completed the Discovery component of the Strategy Development phase of the project in which BEworks reviewed the interviews it conducted with CTrides staff, CTDOT staff with whom CTrides works, the CTDOT Commissioner, and several CTrides employer partners. It observed CTrides activities in the field. It also reviewed all currently used marketing and communications materials, and available data on CTrides activities. This phase was followed by a Behavioral Diagnostics component in which BEworks conducted a search and review of scientific literature, conducted a behavioral audit of each step of CTrides interaction with employers and employees, and developed a detailed Behavioral Journey Map for interactions with employers and employees.