PART 5 TRANSPORTATION STRATEGIES

The transportation and strategies that Orange County Transportation Council (OCTC) has included in this plan respond to current needs, support achievement of performance targets for safety, asset management, system performance, and will help advance the county’s longer term goals, consistent with the county’s vision for transportation. This section of the plan summarizes the future investment needs and strategies to address these needs that have been identified by OCTC throughout the county and in all modes of transportation that are used by people and freight.

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FUTURE INVESTMENT IN THIS SECTION NEEDS AND STRATEGIES 112 Future Investment Needs and Strategies Future investment needs and strategies for this plan were drawn from three sources: 142 Environmental Mitigation

ƒ As summarized in Appendix A, OCTC held three public meetings during the course of the LRTP development process, and OCTC objectives, and performance targets outlined in released an online survey about transporta- Parts 2 and 4 of this plan and refined to increase tion needs and strategies that garnered more the likelihood that they would meet OCTC’s goals than 90 responses from the public. and support achievement of established perfor- mance targets. ƒ OCTC members also responded to a “Call for Ideas” via an online survey, providing more specific guidance on the types of strategies Transportation Improvement that would best address the vision, goals, Program and objectives for transportation. The OCTC Transportation Improvement Program ƒ Finally, OCTC conducted technical analysis using the Orange County Travel Demand (TIP) contains all of the specific transportation Model and data from the National Perfor- projects that are incorporated into the fiscal- mance Management Research Data Set ly-constrained element of the OCTC LRTP. OCTC (NPMRDS) as part of the Mid-Hudson Trans- adopted its most recent TIP for Fiscal Years portation Management Association (TMA) 2020-2024in September of 2019. The full TIP is Congestion Management Process (CMP) to available from OCTC at: https://www.orange- project where traffic demand might outstrip countygov.com/TIP capacity and present reliability issues and delay to people and freight. Safety Transportation strategies identified through these Roadway Safety three avenues were compared to the goals, Consistent with OCTC’s goal of providing people with safe access to their daily needs, and in Public Input support of the highway safety performance targets adopted by New York State Department of Transportation (NYSDOT) for all public roads in New York State, OCTC’s members will:

Call for Policies, Technical ƒ Implement the safety improvement strategies Ideas Analysis Strategies, in emphasis areas identified in the New York and Projects State Strategic Highway Safety Plan (SHSP) and the New York State Pedestrian Safety Action Plan (PSAP);

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ƒ Support education and awareness cam- ƒ Increase the extent, connectivity and con- paigns around key messages, conduct tinuity of Americans with Disabilities Act outreach to the community, and sponsor (ADA)-compliant sidewalks, protected bicycle safety-oriented community events like bike facilities, and trails in areas where walking rodeos, where participants can learn about and biking trips could replace driving trips, bike safety, register their bikes, and compete facilitate connections to mass transit services, in obstacle courses; or otherwise enhance access to destinations ƒ Implement the county’s Complete Streets within cities, villages, hamlets, and crossroads policy and provide technical assistance and communities. training to municipalities around Complete Streets principles and design concepts; and

New York State Pedestrian Safety Action Plan The New York State PSAP is a five-year, multi-agency initiative to improve safety for pedestrians through infrastructure improvements, public education efforts and enforcement. The initiative will run through 2021 and is being implemented cooperatively by the NYSDOT focusing on engineering improvements, the State Department of Health conducting public education and awareness cam- paigns, and the Governor’s Traffic Safety Committee coordinating increased law enforcement. Orange County was awarded a $530,000 grant for pedestrian safety improvements. The County currently is prioritizing projects and strategies to most effectively use the funding. Table 16 summarizes candidate project locations.

Table 16. Pedestrian Safety Action Plan Project Candidates in Orange County

Facilities Location CR 9 and Bridge Street Cornwall CR 9 and CR 32 Cornwall CR 9 and Tamara Lane Cornwall CR 9 and Hudson Street Cornwall CR 67 and CR 96 Wallkill CR 83 Goshen CR 1A and West Street Warwick CR 95 Woodbury CR 13 Chester CR 13 Chester CR 67 and CR 108 Wallkill

Source: Orange County Department of Public Works.

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Table 17 shows examples of highway safety strategies and projects commonly implemented in Orange County, based on the currently adopted 2020-2024 TIP. Table 17. Examples of Roadway Safety Strategies and Projects

Category Examples of Roadway Safety Strategies and Projects Pedestrian ƒ Improvements to sidewalks in the vicinity of schools as part of the Safe Routes to School program Safety and installation of new or improved sidewalks to fill gaps in accessible sidewalk networks elsewhere ƒ Channelization of existing intersection lanes, installation of pedestrian curb extensions and instal- lation of pedestrian refuges to shorten pedestrian crossing distance ƒ Installation of ADA compliant curb ramps for people with disabilities and families with strollers ƒ Installation of high visibility crosswalks, pedestrian signals with countdown timers, and accessible pedestrian signals ƒ Installation of high-visibility crosswalks, signs, or rapid flashing beacons to provide higher level warning to drivers to yield to pedestrians Bicycle Safety ƒ Off-road, multi-use trails connecting communities and providing access to intermodal transfer points like commuter bus park & ride lots ƒ Cycle tracks and other protected bike infrastructure on higher-traffic, urban streets ƒ Bike lanes, with signage and pavement markings ƒ Wayfinding signage for cyclists ƒ Bicycle racks and secure lockers for storage at key destinations for cyclists Vehicle Crash ƒ Updating pavement markings, signage, and lighting Reduction ƒ Installation of centerline audible roadway delineators, center medians, guide rails, or concrete median barriers to prevent crossovers that lead to head-on collisions ƒ Rehabilitation of existing guiderail and median barriers ƒ Intersection signalization and addition of turn lanes at higher-volume intersections ƒ Replacement of four-way stops and lower-volume signalized intersections with roundabouts to reduce conflict points for turning vehicles ƒ Tree and brush removal to improve sightlines and remove near-road obstructions Highway- ƒ Install advance warning signs and beacons, flashing light signals, and gates at highway-rail Rail Grade grade crossings Crossings ƒ Grade crossing surface replacements Safety Data ƒ Investigating specific accident locations to identify those needing to be targeted for safety im- Analysis and provements Engineering ƒ Conducting systemic safety analysis to identify the types of locations, times of day, weather con- ditions, and other factors that, together or independently, lead to high crash rates, serious injury rates, and fatality rates. Safety ƒ School safety education programs and events Education ƒ Safety education and awareness initiatives at special events and high-traffic locations ƒ Safety advertisements and public service announcements in print and online media, including social media

Source: New York State Strategic Highway Safety Plan, New York State Pedestrian Safety Action Plan, Orange County Transportation Council 2020-2024Transportation Improvement Program.

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Transit Safety FTA is requiring agencies to shift away from a reactive approach to safety, with an emphasis on Orange County, a direct recipient of transit compliance and publication of safety policies and funding from the Federal Transit Administration plans. Instead, agencies are expected to adopt a (FTA), is implementing changes to policies, Safety Management System approach to proac- procedures, and staffing to comply with federal tively identifying and addressing transit safety laws and regulations governing the Public concerns and risks in order to prevent incidents Transportation Safety Program [49 Code of and injuries. Other elements of Public Transit Federal Regulations (CFR) Part 670], Public Agency Safety Plans include safety performance Transportation Safety Certification Training measures and targets, an Employee Reporting Program [49 CFR Part 672], Public Transportation Program to protect whistleblowers and encour- Agency Safety Plan (PTASP) [49 CFR Part 673], and age proactive identification of safety concerns, State Safety Oversight [49 CFR Part 674]. The and an optional Emergency Preparedness Plan. Metropolitan Transportation Authority (MTA) Metro-North Railroad complies with Federal As part of its Public Transit Agency Safety Plan Railroad Administration (FRA) safety regulations development effort, Orange County is working for most elements of its network. with transit operators to identify priority safety risks and strategies to address those risks, and Orange County is developing a Public Transit support achievement of safety performance Agency Safety Plan, in accordance with federal targets that are being established by NYSDOT. regulations that require agencies to develop these plans by July 20, 2020. As shown in Table 18, the

Table 18. Transit Agency Shift to Proactive Risk Management

Compliance Approach Safety Management System

Required Documentation ƒ Procedures and practices ƒ Strategies to address priority safety risks

Primary Users of Safety Data ƒ Safety regulators ƒ Safety regulators ƒ Agency leadership ƒ Employees ƒ Other stakeholders

Regulatory Emphasis ƒ Compliance with prescriptive ƒ Measurement of effectiveness of risk regulations control strategies and achieving safety outcomes

Mechanism to Address ƒ Reactive, post-facto response ƒ Proactive focus on accident precursors Safety Issues to lagging indicators such as such as close calls to prevent events accidents

Source: Federal Transit Administration.

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Preservation and Modernization

Pavement and Bridge Preservation and Modernization

Orange County owns and maintains approximately 302 centerline miles of roadway. With some exceptions, all County roads are two lane roads. Generally, County roads connect to other County roads or state roads. Orange County also owns and maintains 151 bridges.

The Department of Public Works (OC DPW) carries out a Pavement Management Program for all highways under the authority and jurisdiction of Orange County. As part of this Pavement Management System, OC DPW representatives inspect all the roadways on an annual basis, rate the roads, determine paving candi- dates by prioritizing the sections of road, prepare contract documents and technical specifications for the upcoming construction season, manage the paving contracts and contractors, and perform full-time inspec- tions during all paving operations. The roadway rating system is based on field observations as well as computer calculated ratings. Each year, OC DPW assigns values (0-100) to each section of roadway. On alternate years, these values are determined subjectively by the pavement management team based on their experience or calculated using the VHB method. This rating system along with upcoming project schedules of utility companies, private developers, and municipalities allows for the determination of roads to be paved each year. Orange County roadways generally have a high pavement condition rating due to the success of the OC DPW Pavement Management Program.

Table 19 summarizes representative highway preservation and modernization projects in Orange County.

Table 19. Representative Highway Preservation and Modernization Projects

Project Location Description

Old CR 6/Finnigan’s Lane Drainage Improvement project

CR 31 (Maple Ave) Drainage Improvement project

CR 1 and CR 12 intersection Intersection Improvement Project

CR 86 and North Fostertown intersection Intersection Improvement Project

Guiderail Improvements Project Various Locations

Source: Orange County Department of Public Works.

The County is working with NYSDOT to address deficient bridges on the county network. Table 20 shows representative bridge projects.

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Table 20. Representative Bridge Projects

Bridge Name Location

Denton Bridge County Road 12 over Rutgers Creek, Town of Minisink

Grove Drive Bridge Grove Drive over Ramapo River, Town of Tuxedo

Maple Glen Bridge Brola Rd over Little Shawangunk Kill, Town of Wallkill

Dwaar Kill Bridge Flury Rd over Dwaar Kill, Town of Crawford

Otisville Viaduct CR 11 over Wallace St., Village of Otisville

Garnderville Bridge Carter Rd over Rutgers Creek, Town of Minisink

Orange Spring Bridge Carboy Rd over Shawangunk Kill, Town of Mount Hope

Board Bridge Round Hill Rd over Satterly Creek, Town of Blooming Grove

Main Street Bridge #1 CR 9 over Idlewild Creek, Town of Cornwall

Main Street Bridge #2 CR 9 over Idlewild Creek, Town of Cornwall

Bowman Bridge Cherry Hill Rd over Cromline Creek, Blooming Grove

Lake Horton Bridge CR 18 over Shawangunk Kill, Town of Mount Hope

Grahamline Bridge CR 18 over Conrail Rail Road, Town of Mount Hope

Source: Orange County Department of Public Works.

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In addition to maintaining county roads and bridges, OCTC has committed to advance planning and pro- gramming of pavement and bridge projects that help New York State meet its statewide performance targets for condition of pavement and bridges on the National Highway System (NHS). NYSDOT’s recently-adopted Transportation Asset Management Plan lays out a framework and approach for preserving and enhancing the safety and condition of the transportation system. The Transportation Asset Management Plan:

ƒ Defines the NYSDOT’s and the New York State Thruway Authority’s (NYSTA) asset management objectives; ƒ Summarizes the inventory and condition of NHS highways and bridges, and travel trends on the system; ƒ Documents a realistic estimate of funding expected to be available for the system over the next 10 years; ƒ Documents NYSDOT’s asset management business structure, policies and practices; ƒ Illustrates how risk is managed and presents a list of priority risks and mitigation strategies for addressing them; ƒ Describes how NYSDOT and the NYSTA manages their pavement and bridge assets throughout their lifetimes; ƒ Defines investment strategies used to guide the allocation of available funds; ƒ Lays out an agenda for future improvements to asset management and the Transportation Asset Management Plan.

The state’s asset management business structure calls on NYSDOT to:

1 Improve the quality of investment decisions—deliver projects that impact conditions; do not just report on them.

2 Leverage existing data and tools—minimize initial investment and time needed to implement new practices by utilizing current data and technology, more extensively and uniformly across the state.

3 Establish collaborative relationships across the Department—break through organizational cultures and data stovepipes.

4 Employ transportation asset management guidance developed by the American Association of State Highway and Transportation Officials (AASHTO)—start with what is available now and work to improve.

5 Adopt a systems approach —deliver the best possible results to the most system users. The State will continue to improve its investment strategy through improvements in data collection, modeling software, organizational efficiency, management of risks and overall asset management capabilities to ensure that the State is making the best use of its available resources.

Source: New York State Department of Transportation, Final Transportation Asset Management Plan, June 2019.

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Even with a solid strategy in place to guide asset management, the Transportation Asset Management Plan acknowledges the difficulties New York State faces in achieving performance targets:

Though the current investment strategy provides much better end conditions than the tradi- tional decentralized approach, it does not result in a state of good repair for either pavements or bridges. State of good repair is the condition state of the system that can be maintained in per- petuity at the lowest annual cost. NYSDOT’s assets are not currently in a state of good repair, and with current funding, even the most efficient investment plan results in a widening gap between desired and actual conditions. To achieve a state of good repair on the NHS in 10 years, NYSDOT would require approximately $2.5 billion per year for pavements and bridges from all levels of government, as compared to the current annual funding level for these assets of $875 million.

Later, the plan states: The PAVE-NY program, administered by the NYSDOT, assists municipalities with the rehabilita- tion and reconstruction of local highways and The Transportation Asset Management roads by providing $100 million annually through Plan includes 10 year projections of system State Fiscal Year (SFY) 2019-20. PAVE-NY is avail- conditions based on expected funding. Left able to New York City and all cities, counties, unabated, the amount of poor pavement on towns and villages that report local roadway the NHS will more than double in the next mileage to the NYSDOT pursuant to the Local ten years with the backlog of needed work Highway Inventory. Funds are apportioned by the increasing from $3.1 billion to $4.7 billion. NYSDOT based on the ratio of funds each munici- Similarly, bridge conditions will become pality received under the SFY 2016-17 CHIPS. roughly 5 percent worse both in terms of Orange County has $594,913 in funding appor- deficiency and poor bridges. tioned for SFY 2019-20.

Eligible projects under the PAVE-NY program include: Strategies identified in the Transportation Asset ƒ Highway Resurfacing: Placement or replace- Management Plan will be implemented by ment of a pavement course(s) to enable the NYSDOT, OCDPW, and municipal highway and existing pavement to achieve its design life and public works departments. Supplementing to provide additional strength or to improve funding from the State Dedicated Fund and the serviceability while not degrading safety. Consolidated Local Street and Highway Improve- ment Program (CHIPS), the New York State Legisla- ƒ Highway Reconstruction: A major improve- ture periodically authorizes grants and bond ment to the existing roadway structure programs to address the condition and perfor- (including drainage and shoulders). This mance of New York State’s transportation infra- could include realignment, construction on structure. The two most recent were PAVE-NY and new alignment, and major widening such as BRIDGE NY. adding one or more lanes.

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The BRIDGE NY program, also administered by the NYSDOT, provides grant funding assistance (up to 95 percent of total project costs) for local governments to rehabilitate and replace bridges and culverts. The initiative focuses on projects that address deteriorated structural conditions, mitigate weight restrictions or long detours, facilitate economic development or increase competitiveness, and/or reduce the risk of flooding. Eligible projects must begin construction no more than 24 months after the award date and must be com- pleted within 30 months of commencing construction. The BRIDGE NY 2018 program awarded more than $262.2 million in funding toward 165 individual projects in 95 communities across the state. In Mid-Hudson Valley, there were 25 awarded projects, totaling $33.03 million. Two projects received funding in Orange County: $3.58 million for Highland Avenue bridge over Wallace Street in the Village of Otisville, and $613,000 for Lower Road (CR 12) over Tributary to Wallkill River in the Town of Wawayanda. Table 21 shows the types of preservation and modernization projects that have been funded in OCTC’s TIP for 2020-2024.

Table 21. Examples of Roadway Preservation and Maintenance Strategies

Category Examples of Roadway Preservation and Modernization Strategies and Projects Roadway pavement ƒ Cleaning and sealing pavement cracks to improve and preserve the integrity of the pavement ƒ Mill the top one inch to one and one half inches of existing pavement and replace with new hot mix asphalt ƒ Full depth reconstruction for pavement that has reached the end of its useful life Bridges and culverts ƒ Preventive maintenance of bridge components, including bridge painting, washing, and deck sealing ƒ Preventive maintenance of culverts, including cleaning and concrete repair ƒ Cleaning out drains, cleaning and repair of catch basins, and maintaining pumps and other elements of stormwater management systems ƒ Rehabilitation of bridge deck, joint rehabilitation and replacement, replacement of railings, and concrete repair to extend the useful life of bridge superstructure elements ƒ Rehabilitation of bridge structural components as needed to extend the useful life of the bridge substructure ƒ Bridge replacement for bridges that have reached the end of their useful lives ƒ Elevating bridges and bridge approaches to address recurring overtopping and flood- ing-related disruptions to the transportation system Earth slopes and ƒ Preventive maintenance of slopes and retaining walls retaining structures ƒ Rehabilitation of concrete elements of retaining walls ƒ Replacement of retaining walls that have reached the end of their useful lives Other Roadway ƒ Maintenance of highway lighting Features ƒ Mowing and vegetation management along roadways

Source: Orange County Planning Department.

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Transit Preservation and Modernization

Orange County and the MTA both have completed Transit Asset Management (TAM) Plans in compliance with federal regulations governing TAM. Orange County’s TAM Plan contains the following policy statements:

The TAM Plan will provide Orange County with a roadmap to systematically identify and address assets and asset management practices in need of im- provement. The County will use the plan to establish a benchmark for where their inventory and policies stand; identify gaps in their practice; establish new, measurable key performance indicators, and use a data-driven approach to achieve its goals.

Beyond compliance with legislation, regulations, and statutory requirements, Orange County aims to improve asset management awareness, and ensure employees have the knowledge and skills necessary to successfully carryout their roles.

Orange County will establish and maintain investment strategies in order to ensure its capital assets are kept in a state of good repair. State of good repair is defined as the condition in which a capital asset is able to operate at a full level of performance throughout its useful life.

To do this, Orange County will:

ƒ Maintain an inventory of all capital assets, ƒ Document policies, procedures, investment including vehicles, facilities, equipment, and priorities, and other elements of Orange infrastructure; County’s asset management program in a TAM, which will be updated at least once Consistently monitor the condition and mea- ƒ every four years; and sure the performance of assets over time and report performance of assets each year to ƒ Develop a communication plan for all Orange the National Transit Database; County service providers to understand the TAM program and how it relates to the coun- Project the future performance of assets con- ƒ ty’s mission. sistent with FTA guidelines;

ƒ Establish and adhere to plans for mainte- nance, risk management, disposal, acquisi- tion, and renewal of capital assets;

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Table 22 shows the proposed investments listed in the Orange County TIP for Fiscal Years 2020-2024.

Table 22. Transit State of Good Repair Projects in Fiscal Year 2020-2024 TIP

PIN Sponsor Project Description

882315 Metro-North NEWBURGH-BEACON FERRY SERVICE OPERATIONS INCLUDING PARKING, LEASING OF THE VHB, AND DOCK IMPROVEMENTS

882331 NYSDOT TOWN OF WALLKILL PARK & RIDE: PROJECT WILL MAINTAIN THE 80 SPACE PARKING AND RIDE COMMUTER LOT. PARKING WILL BE PROVIDED AT NO CHARGE AND THE LOT WILL BE IN COMPLIANCE WITH THE AMERICAN WITH DISABILITIES ACT. TOWN OF WALLKILL, ORANGE COUNTY.

8TRO48 OC Transit SECTION 5307 FUNDING FOR ELIGIBLE PREVENTIVE MAINTENANCE/CAPITAL COST OF CON- TRACTING FOR ORANGE COUNTY COMMUTER SERVICES. PROJECT ADMINISTRATION UP TO 10 PERCENT OF TOTAL PROJECT COST.

8TRO77 OC Transit PURCHASE FIVE (5) 12-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR DEMAND RESPONSIVE SERVICE IN ORANGE COUNTY'S URBANIZED AREAS-TOWNS OF HIGHLANDS, MONROE, AND WALLKILL WITH PROJECT COST UP TO 10 PER- CENT OF TOTAL PROJECT COST.

8TRO78 OC Transit PURCHASE TWELVE (12) 20-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT & RELATED EQUIPMENT FOR DEMAND RESPONSIVE SERVICE IN ORANGE COUNTY’S URBANIZED AREAS-TOWNS OF MONROE, NEWBURGH, WALLKILL, PALM TREE & WARWICK WITH PROJECT COST UP TO 10 PERCENT OF TOTAL COST.

8TRO79 OC Transit PURCHASE EIGHT (8) 20-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT & RELATED EQUIPMENT FOR DEMAND RESPONSIVE SERVICE IN ORANGE COUNTY’S NON-UR- BANIZED AREAS-TOWNS OF GOSHEN, MONTGOMERY, WARWICK & CITY OF PORT JERVIS

8TRO81 OC Transit ORANGE COUNTY 5339 BLOCK BUS FACILITIES PROGRAM. THIS CAPITAL PROGRAM PROVIDES FUNDING TO REPLACE, REHABILITATE, AND PURCHASE BUSES AND RELATED EQUIPMENT, AND TO CONSTRUCT BUS-RELATED FACILITIES. WITH PROGRAM ADMINISTRATION UP TO 10 PER- CENT OF TOTAL PROJECT COST.

8TRO84 OC Transit PURCHASE TWO (2) 20-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR DEMAND RESPONSIVE SERVICE IN ORANGE COUNTY’S NON-UR- BANIZED AREAS - TOWNS OF GOSHEN AND MONTGOMERY

8TRO85 OC Transit PURCHASE TEN (10) 35 FOOT TRANSIT BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIP- MENT FOR FIXED ROUTE TRANSIT SERVICE IN AND AROUND THE CITY OF NEWBURGH AND INTRACOUNTY FIXED ROUTE TRANSIT SERVICE WITH PROJECT ADMINISTRATION UP TO 10 PERCENT Of TOTAL PROJECT COST

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PIN Sponsor Project Description

8TRO86 OC Transit PURCHASE SEVEN (7) 20-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR DEMAND RESPONSIVE AND ADA PARATRANSIT SERVICE IN ORANGE COUNTY.

8TRO87 OC Transit SECTION 5307 FUNDING FOR ADA PARATRANSIT TRANSPORTATION SERVICES IN THE ADA PARATRANSIT SERVICE AREAS OF ORANGE COUNTY WITH PROJECT ADMINISTRATION UP TO 10 PERCENT OF TOTAL PROJECT COST.

8TRO88 OC Transit SECTION 5307 FUNDING FOR THE PURCHASE OF COMMUTER BUSES AND RELATED EQUIP- MENT WITH PROGRAM ADMINISTRATION, UP TO 10 PERCENT OF TOTAL PROJECT COST.

8TRO91 OC Transit CAPITAL PURCHASES USING FUNDS FROM THE STATE MODERNIZATION AND ENHANCEMENT PROGRAM. ORANGE COUNTY

8TRO93 OC Transit CONSTRUCTION OF BUS SHELTERS, PURCHASE OF SIGNS & RELATED EQUIPMENT FOR OR- ANGE COUNTY TRANSIT.

8TRO94 OC Transit ADA PARATRANSIT BUS SERVICES: PURCHASE TWO (2) 12-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR ADA PARATRANSIT SERVICE IN OR- ANGE COUNTY WITH PROGRAM ADMINISTRATION UP TO 10 PERCENT OF TOTAL PROJECT COST.

8TRO95 OC Transit PURCHASE SEVEN (7) 12-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR ADA PARATRANSIT SERVICE IN ORANGE COUNTY WITH PROGRAM ADMINISTRATION UP TO 10 PERCENT OF TOTAL PROJECT COST.

8TRO96 OC Transit PURCHASE SEVEN (3) 16-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR DEMAND RESPONSIVE SERVICE IN ORANGE COUNTY'S URBANIZED AREAS - TOWNS OF MONROE, WALLKILL AND WARWICK, WITH PROGRAM ADMINISTRATION UP TO 10 PERCENT OF TOTAL PROJECT COST

8TRO97 OC Transit BUS PURCHASES FOR ORANGE COUNTY NON-URBANIZED AREAS: PURCHASE TWO (2) 20-PASSENGER DESIGN CAPACITY BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR DEMAND RESPONSIVE SERVICES IN ORANGE COUNTY’S NON-URBANIZED AREAS - TOWNS OF GOSHEN AND MONTGOMERY

8TRO98 OC Transit PURCHASE 15 BUSES FOR THE CITY OF NEWBURGH AND INTRACOUNTY FIXED ROUTE BUSES: PURCHASE FIFTEEN (15) 30 AND 35 FOOT TRANSIT BUSES WITH WHEELCHAIR LIFT AND RELATED EQUIPMENT FOR FIXED ROUTE TRANSIT SERVICE IN AND AROUND THE CITY OF NEWBURGH AND INTRA-COUNTY FIXED ROUTE TRANSIT SERVICE WITH PROGRAM ADMINIS- TRATION UP TO 10 PERCENT OF TOTAL PROJECT COST

Source: Orange County Planning Department.

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The following more general types of TAM strate- Active Transportation Demand gies are referenced in the TAM Plan and are included in OCTC’s TIP: Management ƒ Ongoing vehicle maintenance, including NYSDOT’s Active Transportation Demand oil changes and replacement of tires, radio Management (ATDM) framework “describes a equipment, and other components accord- vision for managing a safe, multimodal, and ing to manufacturer specifications; reliable transportation system. Under this vision, transportation is seen as a shared responsibility ƒ Major bus rehabilitation projects at defined between state, local, and regional transportation intervals and bus replacements at the end of agencies. Together these agencies seek to be their useful lives; responsive to traveler demands for better reliabil- ƒ Paving park & ride lots and maintaining side- ity, safety, and choices in their travel experience.” A walks, shelters, heaters, lighting, and other NYSDOT ATDM Implementation Plan, published in amenities; and 2018, lists strategies and recommendations for ƒ Bus shelter maintenance and replacement at advancing the ATDM framework. These strategies the end of their useful lives. include, but are not limited to:

Metro-North Railroad has identified several ƒ Supporting ongoing operation of the preventive maintenance and asset management Hudson Valley Transportation Management projects in Orange County, including but not Center, incorporating new technology as limited to the following: existing systems reach the end of their useful lives, and integrating transportation man- ƒ Rehabilitation of Metro-North Rail locomo- agement centers, operational systems, and tives and passenger coaches at defined control systems; intervals and replacement at the end of their useful lives; ƒ Providing better information on real time transportation system conditions and travel ƒ Cyclical replacement of ties, rail, switches, options through continued support and ballast, insulated joints, and other track and development of 511NY; track bed elements; ƒ Signal and communication system mainte- ƒ Implementing all-electronic tolling and nance, repair, and replacement; removing toll barriers on the New York State Thruway; ƒ Repair or replacement of railtop culverts, retaining walls, rock slopes, and other assets ƒ Upgrading traffic signal systems to enable and asset components within Metro-North’s better vehicle detection and adjustment of right of way; signal timing in real-time to improve traffic flow; and ƒ Rail station maintenance, rehabilitation, and reconstruction as needed to maintain a state ƒ Improving dynamic system management of good repair; capabilities and technologies, for example ƒ Repair or replacement of bridges over Met- to better manage weather events and other ro-North tracks as they reach the end of their emergencies. useful lives;and ƒ Maintenance and renewal of shops and yards to maintain a state of good repair.

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System Reliability, Accessibility, and Connectivity

The movement of people and goods is one of the top priorities for both Orange County and OCTC. It is also one of the greatest concerns. While “cars on the road” is often seen as a positive sign for the local and eco- nomic regional economies, it can also lead to many issues related to busy roadways, such as traffic, environ- mental degradation, and safety concerns. How can Orange County increase its economic capacity by attracting people and businesses to the county over the next 25 years while still maintaining a reliable roadway system? This question has led agencies across different jurisdictions, including the Federal Highway Administration (FHWA), NYSDOT, and other Metropolitan Planning Organizations (MPO), to reconsider how not only to manage congestion, but also how to study it. In previous plans, the MPO focused on identifying congestion in terms of volume and capacity ratios (v/c ratios) and Travel Time Index (TTI) developed using a Travel Time Survey. Today, more and more people come to expect congestion on Orange County roadways and plan accordingly. The reliability of a system not only makes traveling more predictable for everyday commuting, but also for transit users and freight carriers where on-time performance is critical to operations.

Federal Requirements for the management and operations, and improve service Congestion Management Process integration within and across modes.

Federal law requires that a MPO located within a In addition to these basic tenets, a CMP for a TMA Transportation Management Area (TMA) estab- located in an ozone non-attainment area must lish a CMP. The Mid-Hudson Valley TMA is based meet additional requirements. These include the on the Poughkeepsie-Newburgh NY-NJ Urbanized requirement for an appropriate analysis of all Area, which includes portions of Dutchess, reasonable (including multi-modal) travel Orange, and Ulster counties, as well as Passaic demand reduction strategies where an increase in County, New Jersey, covering a population of over SOVs capacity is proposed. If the analysis shows 423,000 people. The CMP institutes a process for that the capacity cannot be met through demand defining, identifying, managing and evaluating strategies, then the CMP must identify strategies congestion throughout the region’s transporta- to effectively manage the expanded facility. tion network. Federal regulations also state that federal funds cannot be programmed for any highway SOV Requirements for a CMP are outlined in Title 23 CFR, project in a non-attainment area unless based on Section 450.322 (Congestion management process an approved CMP. These requirements apply to in transportation management areas). The Dutchess County Transportation Council (DCTC) regulation states that “the development of a and OCTC, since they are part of the Environmen- congestion management process should result in tal Protection Agency (EPA)-designated Pough- multimodal system performance measures and keepsie-Newburgh Moderate Ozone Non-Attain- strategies that can be reflected in the metropolitan ment Area for the 1997 National Ambient Air transportation plan and the TIP.” It notes that the Quality Standards (NAAQS); the UCTC lies outside level of system performance deemed acceptable this area. OCTC and DCTC are in attainment for may vary by the type of facility, geographic ozone based on more recent standards. Addition- location, and time of day. The regulation states ally, OCTC is part of the multi-state maintenance that consideration should be given to strategies area for fine particulate matter based on the 1997 that manage demand, reduce single-occupant PM NAAQs. vehicle (SOV) travel, improve transportation system 2.5

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Updated Mid-Hudson Valley CMP The Mid-Hudson Valley TMA established a four- step process to incorporate the core components In January 2019, the Mid-Hudson Valley TMA of a CMP into the different MPO required products. updated its CMP. The update document was The regulation grants MPOs significant flexibility in adopted by the OCTC in June 2019. The update developing the details of a CMP. This flexibility includes new data, tools, and best practices, acknowledges that each region is unique and that particularly those related to the NPMRDS. As part a locally driven process will create better conges- of establishing the Highway Performance Moni- tion management techniques. The CMP serves as toring System (HPMS), the FHWA contracted with a joint product of the TMA’s three local MPOs. Part private companies to provide archived average of the CMP includes the MPOs producing follow-up travel time data on the NHS, and to make these technical reports detailing various CMP-related data sets available to State Departments of analyses at the macro- and micro-level for both Transportation and MPOs. Travel times on the TMA region and individual MPOs. roadway segments are estimated using informa- tion from global position system (GPS) probes in Evaluation of the CMP includes assessing the commercial vehicles and connected cars, and effectiveness of implemented strategies, re-ana- from location services data collected by smart lyzing worst-performing locations, updating the phone apps. Travel time averages by roadway CMP as needed when new data becomes avail- segment are estimated by the data providers and able or best practices are updated, and integrat- are provided in 5-minute epochs in the NPMRDS ing the CMP into the planning process. OCTC will data set. continue to work with NYSDOT and other facility owners to address congestion by sharing our As part of the 2019 update, the Mid-Hudson Valley evaluation of the data, convening teams to TMA updated the CMP mission statement and develop recommendations, and supporting objectives to include travel time reliability and facility owners in programming projects. The measures for freight and transit, as well as an Mid-Hudson Valley CMP can be found here: evaluation of multi-modal accessibility. https://www.orangecountygov.com/993/Conges- tion-Management-Process.

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Moving Forward: Strategies and Programs

Locating congestion and unreliable roadways is only as helpful as the programs and strategies used to manage and improve roadway conditions. With travel forecasts trending upwards and funding projections stagnating, the CMP has never been more important in prioritizing project selection. There is no one answer to solve congestion issues. Building for greater capacity is expensive, and in many cases does not improve conges- tion in the long-term. Therefore, OCTC has identified strategies and categorized programs and projects within these strategies to improve the mobility and reliability of the roadway network.

Travel Demand Management—Travel Demand ƒ The OCTC will continue to work with Orange Management (TDM) refers to “getting cars off the County, local municipalities, and the OC Plan- road” or reducing the volume of SOV travel by ning Department to promote smart growth supporting alternative transportation modes. principles, such as encouraging Transit TDM strategies include improved walking and Oriented Development, focusing develop- bicycling infrastructure, more robust transit ment to the Priority Growth Areas (adopted service, innovative mobility options, job access in the 2019 Orange County Comprehensive programs, and growth management. Plan update), supporting best practices for municipal land use and zoning, and support- In Orange County, transit includes regional ƒ ing the integration of pedestrian, transit, and transit, such as Metro-North Railroad (Port access management concerns in the General Jervis Line), the Newburgh-Beacon Ferry, and Municipal Law 239 review process. regional bus providers. Local transit includes public and private transit operators, including ƒ OCTC will continue to work with 511NY Ride- three fixed services in the Cities of Middletown share program and promote the 511NY web- and Newburgh and the Town of Monroe, site to reduce singe occupant vehicle travel dial-a-bus services, and paratransit services. and manage congestion. OCTC receives federal funding for the upkeep of the transit system operations and buses. Public Transportation Improvements—Reliability of the transit system is extremely important in ƒ Within the region, Orange County has the promoting the use of the transit system. When highest utilization of park & rides (82.4 per- transit is efficient and reliable, it can provide an cent), with five of the fourteen lots at or over effective alternative to single-occupancy vehicle capacity. OCTC is working with NYSDOT to travel and help reduce traffic congestion. OCTC manage congestion at park & rides and will receives over $15 million in funding to provide continue to support alternative modes of transit services in Orange County, as well as transportation when feasible. regional transit services.

ƒ Currently there three municipalities that have ƒ Adding bus lanes where appropriate in high adopted a Complete Street Policy, as well as transit areas can help reduce the congestion a County Complete Street Policy adopted caused by delays caused from buses stop- in June 2016. OCTC will continue to assist ping, as well as improve the mobility of transit local municipalities with the development of to increase reliability. local Complete Streets policies and plans. ƒ Transit signal priority (TSP) prioritizes transit Complete Street policies support bicycle and by allowing buses to activate signals for pedestrian infrastructure. extended green time and helps improve

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transit on-time performance. Applying queue interrupts free flow speeds. Improving signal jumper signal phases for transit also allows timing, adding turn pockets at intersections, and buses to advance on green ahead of other implementing access management along vehicles without disrupting traffic flow. corridors can drastically improve congestion, especially on arterials and collector streets. OCTC ƒ OCTC will support recommendations from will continue to support traffic operation and the TMA Regional Transit Plan, including intersection improvements through the TIP and improving coordination and connections of UPWP. OCTC receives Congestion Mitigation and existing transit systems, as well as any capital Air Quality (CMAQ) funding and will continue to investments recommended from the transit program projects that reduce congestion and capital plan. improve air quality. ƒ Orange County is working to integrate the OCTC created a new program in the UPWP called transit system by launching an online tran- “Cooperative Community Transportation Plan- sit planning service. The Open Trip Planner ning” to support municipal and intermunicipal (OTP) is an open-source, online platform that transportation planning through a competitive will enable passengers to plan a trip across call for projects. Qualified projects include inter- multiple public transportation services. OCTC section and corridor studies, particularly con- will continue to support the improvement of gested corridors identified in the CMP. the transit system, including adding GPS tech- nology onto buses to report real-time travel OCTC has four projects with over $8 million of information to users. federal and local funding dedicated to improving signal operations on the TIP, including 18 intersec- ƒ OCTC will track transit reliability and conges- tions in the City of Middletown. tion and share results with the appropriate partner agencies. Unreliable and congested The instillation of the $150 million diverging transit routes will be identified in the CMP. diamond at Route 32 and Route 17 will be com- Further evaluation of congested or unreli- pleted in 2019 and will address one of the most able routes can be funded by using “Transit congested areas in Orange County. Systems Management” planning funds Semi-actuated and fully actuated signal control programmed in the Unified Planning Work can reduce the amount of delay by being respon- Program (UPWP). sive to ongoing shifts and patterns in the traffic Traffic Operations and Intersection Improve- system. OCTC will coordinate with local munici- ments — Virtually half of all congestion experi- palities to help determine the appropriate usage enced is considered “recurring congestion” or of actuated signal control when needed. congestion that occurs regularly, usually during Roundabouts are an effective way to improve the weekday AM and PM peaks. Within Orange traffic flow and reduce severe crashes at intersec- County, some of the most unreliable and con- tions. Unlike intersections, roundabouts reduce gested roadways are arterials, which see high conflict points while limiting stoppage time usually daily traffic, but unlike interstates, have a high caused by controlled intersections. OCTC will number of intersections and signals. Having a continue to support roundabouts where appro- high number of intersections and driveways priate when addressing congestion and safety means more chances for conflict points, which issues at an intersection.

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Intelligent Transportation System (ITS) Route 17 at the Woodbury Common Premium Technologies and Infrastructure — Non-recur- Outlets to help manage special event traffic ring congestion is the leading cause of congestion such as Black Friday and holiday shopping. and happens when there are disruptions to the flow of traffic including crashes, disabled vehicles, In support of the vision for the future of Orange large special events, inclement weather, and County contained in the Orange County Compre- construction work zones. Previously, it was difficult hensive Plan, and in order to make progress and expensive to study non-recurring congestion. toward performance targets for system reliability, With improved probe data, like the NPMRDS data freight reliability, and air quality, OCTC’s members used in the CMP, OCTC can track non-recurring have developed strategies to improve system congestion and make strategic investments to performance, enhance access to destinations better manage this type of incident-related that people and businesses need to meet their congestion. NYSDOT has invested continually in daily needs, provide multimodal options to improving the ITS structure in the Mid-Hudson connect communities within Orange County, and Region, which helps to maximize the efficiency of connect Orange County to the surrounding the roadway network within the existing design region. This section of the plan summarizes the capacity. ITS technologies include incident alerts, input received from the public, stakeholder and vehicle tracking, real-time traffic feedback, and OCTC members and the findings of technical travel options information. analysis looking at existing and future conditions on the roadway and transit networks. Potential ƒ NYSDOT has installed variable message strategies have been screened against the goals signs on I-84 westbound in between Exit 28 and objectives for transportation and the perfor- (Route 208) and Exit 19 (Route 17) and Route 9 mance targets adopted by NYSDOT. southbound before I-84, which was identified as one of the most congested roadway seg- Transportation Alternatives: ments in the previous CMP 2011 update (Travel Walking and Biking Time Survey). OCTC will continue to work with NYSDOT by sharing congestion and reliability Walking and biking are important modes of data located through the CMP and monitor transportation within Orange County’s cities, the instillation of ITS signs in Orange County. villages, and other communities. People without access to a personal vehicle depend on walking and ƒ OCTC will continue to promote 511NY, which biking to do their shopping and access daily needs, shares real-time traffic feedback and includes get to transit stops to help connect to regional travel option information. employment opportunities, and get to school. Table 23 ƒ OCTC will work to inform the public of all the summarizes the walking and biking strategies that currently available technologies to reduce support OCTC’s goals and objectives related to congestion in Orange County. providing low-cost transportation options and improving access to opportunity for people with ƒ Incident management helps anticipate high levels of transportation vulnerability. incidents and respond more quickly, includ- ing improved work zone and special event management. Actuated signal controls were installed at the intersection of Route 32 and

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Table 23. Walking and Biking Strategies

Name Description Type New York State PSAP Implement strategies recommended in the New York State PSAP, Nonmotorized recommendations using available discretionary funding Sidewalk connectivity Improvements to sidewalk networks to improve safety for people Nonmotorized and accessibility walking and fill gaps in connectivity to business districts in cities, improvements in villages, hamlet centers, and crossroads communities. Addition high-pedestrian areas of curb cuts and other accessibility improvements to meet ADA requirements Safe Routes to School Improvements to sidewalk networks to improve safety for people Nonmotorized walking and fill gaps in connectivity to public and private schools, community colleges, and universities throughout Orange County Safe Routes to Transit Improvements to sidewalk networks to improve safety for people Nonmotorized walking and fill gaps in connectivity to bus stops, park & ride lots, and train stations Safe Routes for Seniors Improvements to sidewalk networks to improve safety for people Nonmotorized walking and fill gaps in connectivity to grocery stores, drug stores, parks, senior centers, and other destinations in areas with high concentrations of people over 65 Multi-Use Trail Future extension of and connections to Orange County Heritage Nonmotorized Extensions Trail; study extension of Shawangunk, Walden, and Wallkill Rail Trail; study feasibility of new Monroe-Newburgh rail trail along abandoned rail right of way Bike network improve- Implement Newburgh-Lake Street Complete Streets study recom- Nonmotorized ments: City of Newburgh mendations Bike network improve- Implement Port Jervis-Main Street Complete Streets study recom- Nonmotorized ments: City of Port Jervis mendations Bike network improve- Explore feasibility of cycle tracks and other protected bike infra- Nonmotorized ments: Countywide structure countywide, consistent with a countywide bike route network analysis and gap assessment. Walking and biking con- Improvements to state and county roads, such as addition of Nonmotorized nections to recreation sidewalks, multi-use paths, and expanded paved shoulders, to and tourist attractions allow people to walk and bike from transit stations and bus stops to hiking trails, parks, other recreation areas, and other tourist attractions in Orange County Pedestrian and bike Design and installation of wayfinding signage for people walking Nonmotorized wayfinding in historic villages and places with high concentrations of tourists and for people biking on designated bike routes

Source: Orange County Planning Department.

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Heritage Trail

Protected multi-use paths, like the Orange County Ground-breaking for Heritage Trail Hartley Road— Heritage Trail, are economic drivers for local Middletown segment on October 8, 2019. communities. Not only do multi-use trails help boost the local economy through refueling redevelopment through increased real estate value and improving retail visibility and sales volumes, but multi-use trails also have indirect impacts like helping attract companies and talented workers, as well as making workers healthier and more productive. The Heritage Trail is owned by Orange County and maintained by the Orange County Department of Parks and Photo courtesy Orange County Executive's Office. Recreation. The expansion of the Heritage Trail, currently programmed onto the 2020-2024 TIP in two personal identification numbers (PIN): PIN 875598 (Segment 2) and PIN 875705 (Segment 3), will add approximately 7 miles to the existing trail, and will create a continuous 20-mile path from the Village of Monroe to the Town of Wallkill with a connection to the bus hub and Business Improvement District in the City of Middletown.

The Heritage Trail is located within the proximity of multiple major employers, including future employ- ment opportunities such as LEGOLAND and Amy’s Kitchen. The Heritage Trail also provides direct access to the Monroe A & B park & rides, Commuter Bus Stops in Monroe, and will provide access to the City of Middletown’s Bus Hub and park & rides. The County Executive Steven Neuhaus has connectivity of multi-modal transportation options and employment access increases the accessibility already noticed the Orange County for low-income, minority, and Limited English Heritage Trail, in its existing state, Proficiency communities to these employment being used for people to walk and opportunities. The Harriman Metro-North train bike to work. “We’re already looking station is zoned for Transit Oriented Development, at expanding this into areas that and if a connection from the station to the Heritage have abandoned rail beds in Orange Trail can be made, it will promote access for recre- County, including Blooming Grove ational use and commuters. and Washingtonville, up into the The completed Heritage Trail will run through four Minisink/Wawayanda area,” says downtown centers, including the City of Middletown, Neuhaus. “These are definitely the Village of Goshen, the Village of Chester, and the opportunities for us to take advan- Village of Monroe. OCTC and Orange County tage of to grow this in the future." should continue to work together to promote the Heritage Trail for local and regional use.

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Transit Enhancements

Consistent with OCTC’s goal of providing options for people to travel to their destinations and supporting equitable access to destinations for all people, OCTC has identified transit enhancements as part of this plan that will improve transit service coverage, frequency, reliability and on time performance, and provide better information about availability of transit service to existing and potential future customers. Table 24 summa- rizes potential transit enhancement projects.

Mid-Hudson Valley Transportation Management Area Regional Transit Study

The Mid-Hudson Valley Transportation Management Area (MHVTMA) Regional Transit Study is a three-county initiative to examine major transit and intermodal hubs and evalu- ate bus routes and inter-system connectivity, as well as external connectivity to the sur- rounding metropolitan area. The study will assess the potential for integration of connect- ing services, throughout the larger TMA area, as well as evaluate the need for expanded or new connections with emerging urban and employment centers. The scope of the study includes gathering data on services, capital and financial systems, providing public out- reach, and making recommendations for better coordination in the future. To follow the progress of the MHVTMA Regional Transit Study visit the public participation site: https://www.connectmidhudson.com/

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Table 24. Transit Enhancements

Name Description Type

Multimodal Explore feasibility of constructing multimodal transportation centers that Transit transportation would integrate transit stops, park & ride lots, bicycle and pedestrian enhancement centers access improvements, bike parking, and potential for revenue-generating development at existing park & ride lots and transportation centers countywide

High-speed ferry Explore feasibility of expanding ferry terminal in Newburgh and operating Transit from Newburgh high-speed ferry service from Newburgh to New York City enhancement to NYC

City of Newburgh Explore feasibility of a multi-modal transportation hub for buses, with Transit Downtown bicycle and pedestrian connections to surrounding communities in City of enhancement Transportation Hub Newburgh

Town of Palm Purchase buses and operate a Dial-A-Bus service within the Town of Palm Transit Tree "Dial-A-Bus" Tree, similar to service previously provided by Town of Monroe Dial-A-Bus enhancement Program

Village of Kiryas Purchase buses to operate more frequent service and expand existing Transit Joel Public fixed route network in Kiryas Joel enhancement Transportation Expansion

Shuttle bus loops Purchases buses and operate more frequent shuttle bus service between Transit (Newburgh-Beacon Newburgh and Beacon and between Middletown and destinations in enhancement and Middletown- Wallkill Wallkill)

Port Jervis- Purchase buses and operate transit service between Port Jervis and Transit Middletown Transit Middletown via US 209/Route 211 corridor enhancement Connectivity

Town of Deerpark Purchase buses and operate a Dial-A-Bus service within the Town of Transit "Dial-A-Bus" Deerpark, with connections to Port Jervis, Town of Wallkill, and City of enhancement Program Middletown, expanding on existing Senior Bus service

Implement Implement recommendations from Coordinated Public Transit- Transit Coordinated Human Services Transportation Plan, including integrated and shared enhancement Public Transit- dispatching, shared vehicles where feasible, more seamless connections Human Services between services, and better tools for customers to use when booking Transportation Plan paratransit trips and other human services transportation trips

Source: Orange County Planning Department.

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Ongoing Orange County Public Transportation Improvement Projects

Major Employer Transit Service (METS) Plan

As the transportation needs of Orange County’s major employers continue to expand, innovative solutions are required to ensure that accessibility isn’t an issue. Key employers including distribu- tion, medical, tourism, and retail center industries that play a key role in Orange County’s economy all have unique transportation needs that vary beyond the traditional ‘9 to 5’ workday. This plan examines unique models for meeting these transportation needs including through public-private partnerships, while also identifying proposed resources needed to realize a truly dynamic transportation system that fully addresses the needs of all workers and employers.

Open Trip Planner

OTP is an important step in the realization of an inte- grated transportation system. OTP is an open-source platform, accessible online, that will allow passengers to plan and eventually book trips across multiple Transit Orange services. By integrating all of these services (Dial-A-Bus, fixed route, paratransit) into one platform, passengers can better access more of Orange County to meet all of their needs.

Transit Orange System Comprehensive Branding & Design

Branding is key to attracting new riders and further accommodat- ing existing ones. The creation of a centralized branding scheme across all Transit Orange services will create a stronger sense of place and security for users, while also realizing an integrated county-wide system. A sleek new branding scheme will be applied to all vehicles and sources of passenger information, including the Transit Orange website.

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Bus Shelter Replacement

Bus shelters play an important role in Newburgh’s fixed route service by helping to centralize bus stops, provide protection from the elements, and display transit service information. The current stock of bus shelters in Newburgh is in particularly poor condition, given their old age and a lack of maintenance. Beginning in late 2019, these bus shelters will all be replaced with new ones, based on an ongoing comprehensive review of best practices, available designs, and selection of passenger amenities such as service information displays and signage.

System Map Upgrade

The countywide transportation system map is a useful tool for passengers wishing to travel across Orange County. The current map, viewable on the Transit Orange website is dated, and doesn’t reflect the intermodal connectivity of the system. This project involves upgrading the map to clearly show- case Transit Orange services and key roadway links in a user-friendly and accessible format. Advancing Orange County’s Visions & Goals

Source: Transit Orange

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Port Jervis Line (PJL) Capacity Improvements

MTA Metro-North Railroad is evaluating options to increase capacity on the PJL. This would be achieved through constructing a new train yard mid-way along the line to store additional trains and restoring short sections of a second track at select locations to allow trains to pass each other. Capac- ity restrictions on the line, mostly single-track, with one yard located 95 miles away from Hoboken terminal, limit the extent of service improvements that can be provided to Orange County residents. The proposed PJL improvements would allow Metro-North to provide more frequent peak and off- peak services, and to introduce zonal, express and reverse peak services. The project would also allow Orange County residents to attain the full benefits of any potential future trans-Hudson connection.

Metro-North also is funding installation and operation of real-time train information displays at stations along the Port Jervis Line. Recent improvements to the signal system to implement Positive Train Control will help prevent train -to-train collisions, overspeed derailments, incursions into work zone limits, and unsafe movements of trains through switches.

Roadway System Enhancements

Roadway system enhancements support the majority of trips currently made by Orange County residents, visitors and freight shippers. These trips can be within communities, between communities in Orange County, or longer-distance trips into and out of the county. Table 25 summarizes the types of roadway enhancement projects, studies, and strategies that have been identified by OCTC for consideration over the next 25 years.

Table 25. Roadway System Enhancement Projects, Studies, and Strategies

Name Description Type Route 17 Engineering Design study building on the Route 17 Transportation Study to de- Corridor Needs and Concept Develop- termine how to best address interchange spacing concerns on the Assessment and ment Study portion of Route 17 between Exit 125 and Exit 131 and to identify other Concept Develop- needed improvements to enable Route 17 to be converted to I-86 ment Study along its full length through Orange County from Route 17K to I-87 Route 6/17M Corridor Operational and capacity improvements to key commuter and Corridor Needs between Route 17 freight route. Potential Corridor Needs Assessment and Concept Assessment and (Goshen) and Middle- Development Study to flesh out alternatives to improve safety, op- Concept Develop- town erations for people and freight, transit access (local Mid-City Transit ment Study service expansion, intra-county services e.g., Main Line bus service, and Coach USA commuter service plus need for and feasibility of new park & ride lots), and freight needs (e.g., truck parking, intersection improvements). I-84/US 9W Inter- I-84 Interchange reconstruction with Route 9W and a third lane on Interchange Recon- change I-84 from Route 9W to I-87/NYS Thruway interchange, capacity/opera- struction and Ca- tions improvements pacity Expansion

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Name Description Type US 9W / Route 32 US 9W/Route 32 Corridor—safety and operational Improvements Roadway Safety Corridor and Operational Improvements Vails Gate Vails Gates—New Windsor, 5 Corners Area, safety and operations Roadway Safety improvements and Operational Improvements US 9W Corridor, New- Route 9W Corridor, north of City of Newburgh to Ulster County Line, Roadway Safety burgh to Ulster County operations and modernization improvements and Operational Line Improvements Route 300 Corridor, Route 300 Corridor from Route 17K to Route 32 safety and operational Roadway Safety Town of Newburgh improvements and Operational Improvements Village Roadway Im- Study safety and operational improvements to roadway network Needs Assessment provements: Village of within the Village of Kiryas Joel and Concept De- Kiryas Joel velopment Study Village Roadway Im- Study safety, operational and capacity improvements to Brookside Needs Assessment provements: Brookside Avenue (Route 17M) in Village of Chester and Concept De- Avenue, Village of velopment Study Chester Dolson Avenue/ Study Dolson Avenue/Route 17M/County Route 78 "Circle to Signal" im- Needs Assessment Route 17M/County provements between commercial development and County Route 78 and Concept De- Route 78 corridor east of Middletown velopment Study Route 17M north of Study safety, operational and capacity improvements to Route 17M Needs Assessment Middletown north of Middletown and Concept De- velopment Study East Main Street in Study safety, operational and capacity improvements to East Main Needs Assessment Wallkill Street in Wallkill and Concept De- velopment Study Route 17K from Mont- Study safety, operational and capacity improvements to Route 17K Needs Assessment gomery to Newburgh from Montgomery to Newburgh and Concept De- velopment Study Warwick Village Study safety, operational improvements at Route 13/94/17A intersec- Needs Assessment Center tion and center turn lane along Route 94 and Concept De- velopment Study US 6 and US 209, City Study safety, operational and capacity improvements to US 6 and Needs Assessment of Port Jervis US 209 in City of Port Jervis, including low-clearance bridge under and Concept De- Metro-North tracks, Kingston and East Main Street intersection, and velopment Study East/West Main Street and Pike Street intersection Plan for Shared, Au- Develop a Shared, Autonomous and Electric Vehicle Road Map and Research Study tonomous, and Elec- Action Plan to summarize steps Orange County and municipalities tric Vehicles (SAEV) need to take to prepare for SAEVs

Source: Orange County Planning Department.

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Route 17 to I-86 Conversion » Reconstruction of Exit 122 (Crystal Run Road) in the Town of Wallkill. Completed. Route 17 serves as the primary east-west highway » Reconstruction of Exit 131 (Route 32, Route 6, corridor across the southern part of the state, from and I-87). Completed. the New York State Thruway interchange in » Harriman west to Interstate 90 near Erie, Pennsyl- Route 17 Corridor Study to develop a future vania. The section within Orange County and scope for Route 17 improvements which may stretching to Binghamton is known by many as the include transit and other Transportation “Quickway”. It was constructed in sections over the Demand Management improvements, wid- course of many decades beginning in the 1920’s. ening to six lanes, and possible coordinated Through the efforts of former Senator Daniel P. land use changes. All Route 17 projects are Moynihan, federal transportation legislation being designed to not preclude future im- included authority for the re-designation of provements. Completed. Route 17 as Interstate 86 as sections are recon- As part of various transportation improvements structed to meet interstate standards. The most to facilitate access to the LEGOLAND amusement recently built sections in the western parts of the part under construction in the Town of Goshen, a state were initially constructed to meet those new Exit 125 is being constructed, the exit ramps standards, however, the older sections will require at current Exit 125 (South Street) are expected to significant redesign and reconstruction before be closed to traffic, both Route 17M (north of they can be designated as part of the Interstate Route 17) and Harriman Drive (south of Route 17) System by the FHWA. The NYSDOT is in the process will be expanded to accommodate additional of carrying out limited segments of this I-86 anticipated local traffic, and several intersections conversion project. in the vicinity will be modified to better accommo- The first 177 miles of Route 17 between the Pennsyl- date new travel patterns. vania state line and Exit 48 in East Corning were NYSDOT next plans to complete a more detailed designated as Interstate 86 in December 1999. design study building on the Route 17 Transporta- Because of funding concerns and cost the conver- tion Study to determine how to best address sion plan has been adjusted in the short term to interchange spacing concerns on the portion of address the sections of Route 17 with at-grade Route 17 between Exit 125 and Exit 131 and to intersections providing a true limited access route identify other needed improvements to enable prior to a complete conversion to I-86. Route 17 to be converted to I-86 along its full length Route 17 in Orange County is a limited access through Orange County from Route 17K to I-87. facility. The series of projects to convert Route 17 to The OCTC approved a resolution in 2015 to I-86 previously planned was revised to reflect the support the conversion of Route 17 to I-86 on changes to the statewide I-86 program. The the completed section between Route 17K and program for Route 17 included the following: I-84. All future Route 17 beyond-preservation » Reconstruction of Route 17 from the Sullivan improvements will depend upon there being County line (Route 17K) to I-84 to Interstate adequate future funding. standards. Completed.

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Freight Transportation System Enhancements

Consistent with Orange County’s Economic Development Strategy, published in 2015 as an initial product of the Comprehensive Plan update, a number of freight transportations system improvements could be needed over the next 25 years to support existing businesses and encourage growth in key targeted industries. Additional freight transportation issues are identified as needing further study in the recently published State Freight Plan, published by the NYSDOT in September 2019. Table 26 summarizes these improvements.

Table 26. Freight Transportation Strategies

Name Description Type

Port Jervis Freight Rail Study of rail activity, current industries and businesses Freight rail improvement Infrastructure and Access dependent on freight rail, potential to attract new Improvements businesses to sites adjacent to rail, feasibility of bulk and/or intermodal transfer facility to serve businesses in Western Orange

Black Dirt Region Freight Study of freight transportation needs of agriculture Multimodal freight transpor- Transportation Improve- and food processing industry in Black Dirt Region and tation needs assessment ments Study other rural areas of Orange County, including labor force access/transportation issues

Neelytown Road/I-84 Exit 5 Freight transportation needs of warehouse/distribu- Multimodal freight transpor- Freight Needs Assessment tion center cluster on Neelytown Road and around tation needs assessment I-84 Exit 5 (Route 208) (Town of Montgomery)

Stewart Airport North/ Freight transportation needs of warehouse/distribu- Multimodal freight transpor- Route 17K corridor Freight tion center cluster and aviation support cluster on 17K tation needs assessment Needs Assessment north of Stewart Airport (Town of Newburgh)

Chester Freight Needs As- Freight transportation needs of warehouse/distribu- Multimodal freight transpor- sessment: Route 17 Exit 126 tion center cluster west of Route 17 Exit 126 (Town of tation needs assessment Chester)

Truck Route Network Needs Assessment of needs related to elevating and/or Multimodal freight transpor- Assessment widening bridges or replacing bridges with greater tation needs assessment load-bearing capacity to provide for improved vertical and horizontal clearance for trucks and eliminating weight restrictions, and improvements to intersection turning radii to accommodate trucks on major freight routes into, out of, and within Orange County.

Truck Parking study Study of truck parking capacity, demand, and im- Truck parking provement needs in order to support warehousing and distribution center clusters in Orange County and other freight-intensive industries that generate truck trips

Source: Orange County Planning Department.

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Intermodal Connections

Connections between modes of transportation are a priority to ensure travel is seamless for people and freight. Aside from connections to and between transit services, which are addressed above, most of the intermodal connections made by Orange County’s resident and businesses are made outside the county, using major commercial services airports, seaports, intermodal truck-rail container transfer points, and rail loading and unloading facilities for bulk cargo. One notable exception is the New York Stewart International Airport (SWF). The intermodal connection strategies related to Stewart Airport are summarized in Table 27.

Table 27. Intermodal Connectivity Strategies

Name Description Type

New York Stewart Study options to connect Stewart Airport to Orange County communi- Intermodal International Airport ties (to facilitate travel to the airport for both travelers and employees) connectivity Access and to the regional transportation network (to encourage the use of the airport as a gateway to New York City)

Source: Orange County Planning Department.

Coordinating Transportation, Land Linkage Planning Program” UPWP task and/or the Use and Economic Development Ulster County Transportation Council’s (UCTC) “Community Transportation Planning Assistance” Orange County’s recently adopted Comprehen- UPWP task. Such a program has been recom- sive Plan proposes Priority Growth Areas in the mended to OCTC by both the Federal Highway county, with specific emphasis on existing devel- Administration and the FTA. In general, such a oped areas, transit hubs, and local priority growth program would involve selecting one or more areas. Orange County Planning Department, in proposed planning efforts from a competitive call cooperation with OCTC members, completed the for projects. The initial effort during this UPWP Southeast Orange County Traffic and Land Use year is to outline the program and its various Study in 2005 and the Newburgh Area Transporta- elements such as: tion and Land Use Study in 2012. The West Central Transportation Land Use Connections study is ƒ Types of studies, plans and other types of currently underway to explore potential transpor- work that will be supported. tation improvements needed to support current ƒ Process for carrying out a call for planning and anticipated future development in the central projects, including criteria for selection. and western portions of Orange County. ƒ Selection criteria would be based in part on OCTC Members and Staff are working to develop the policies and desired outcomes outlined in a new program through which the UPWP can OCTC plans. enable municipal and inter-municipal transporta- ƒ Process for procurement of qualified trans- tion planning. Such a program could be modeled portation planning professionals to assist on elements of the Capital District Transportation municipalities and/or transportation agen- Committee’s “Community and Transportation cies with carrying out the selected planning

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or studies. Such process must meet the var- to provide a destination for trail users, and ious County, state and federal procurement implementation of a bus loop in central policies. In addition, the procurement process Middletown to serve key destinations for resi- must be designed to minimize the impact dents, workers, and tourists. on staff capacity. The procurement model might involve a single procurement process ƒ As part of a comprehensive plan update, the for a firm which could both assist in the call Village of Chester has explored options for for projects and carrying out the planning improving safety and operations of Brookside studies. Avenue (Route 17M) through the village, including the following: Examples of cooperative planning efforts include: » Intersection improvements at Route 17M ƒ Integrated transportation / land use planning and Route 94 to improve traffic flow and for corridors or areas; safety for people walking and biking ƒ Intersection or corridor safety studies; through the intersection; ƒ Pedestrian, bicycle, complete streets, and » Addition of center medians to restrict other non-motorized planning; left turn movements into and out of driveways along Brookside Avenue, and ƒ Planning for regionally-significant develop- installation of roundabouts at main ment proposals; intersections to allow cars and trucks to ƒ Freight movement planning and other such make U-turns to access businesses whose planning related to economic development; driveways are only accessible from one and direction after installation of the median; ƒ Sustainability or resiliency planning. » Connections between adjacent parking lots to allow vehicle movement between Many local municipalities in Orange County have businesses without using Brookside Avenue; completed their own comprehensive and strate- gic planning efforts addressing both development » Improvements to sidewalks and cross- and transportation, in addition to housing, walks along the corridor, including one or schools, parks, water and sewer infrastructure, more mid-block crossings with high-vis- and environmental assets. Examples include the ibility treatments, to encourage more following: people to walk between destinations along Brookside Avenue; ƒ The Mid-Hudson Regional Economic Devel- » Improvement of bike infrastructure opment Council (REDC) funded a Downtown including bike paths or lanes and bike Revitalization Initiative for the City of Mid- parking; and dletown, and a Strategic Investment Plan was published in 2017. The plan included » Landscaping, incorporation of bioswales improvements to the multi-use trail con- and natural features to improve storm- necting two portions of the Heritage Trail water management, addition of lighting, through downtown Middletown, additional and addition of benches, bus shelters, streetscape improvements and wayfinding and other features to improve corridor signage improvements, development of the aesthetics, improve resilience of the trans- Woolworth Building into “Rail Trail Commons” portation system, and add value to the surrounding community.

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Finally, due to changes in the retail industry reflecting changing supply chains, distribution models, and consumer preferences, Orange County may look into coordinating future transportation investments to improve transportation access, connectivity, and sustainability in support of potential future redevelopment activities that could change land use and the form of development on parcels that make up current retail clusters. These areas include the Woodbury Common/Harriman Common area in the Towns of Woodbury and Monroe, the Route 300 and Route 17K intersection in the Town of Newburgh (including Newburgh Mall and the Newburgh Transportation Center), and the Route 211/Orange Plaza/Crystal Run Galleria area in the Town of Wallkill (which includes the Middletown Metro-North Railroad station).

ENVIRONMENTAL MITIGATION One element of OCTC’s vision for future transpor- Federal regulations requires that environmental tation is stated as follows: mitigation activities must be discussed within the long-range plan, including activities that may have the greatest potential to restore and main- Coordinated transportation, land tain the environmental functions affected by the use, economic development, en- plan. Projects with severe environmental impact, ergy, and sustainability policies such as construction of new roadways, are rare within the OCTC planning area. Nevertheless, and decisions will complement natural features such as wetlands and forests, each other to create economic historic and cultural resources, and wildlife value and enhance quality of life habitats may be subject to the adverse impacts of transportation projects. Natural Resources in Orange County’s communities, Inventory (NRI). in support of their visions and To provide a better understanding of the natural plans for the future, and promote resources that exist in Orange County, the County responsible stewardship of the en- completed a NRI covering the entire geography of vironment and natural resources. the County. Initiated and completed in 2018 by County Department of Planning staff, with assistance from members of the Orange County In support of this vision, OCTC and its members Planning Board and from faculty of the State are committed to avoiding and minimizing University of New York at New Paltz, the NRI serves impacts by selecting projects, alternatives, and as foundational research for Orange County specific alignments and locations that have policy documents. The NRI also meets the current minimal, if any, impacts on the environment and requirements for a complete and adopted NRI natural resources. In the best cases, transporta- through the New York State Climate Smart tion investments can restore and enhance Communities certification program. habitats and natural features that previously have County Planning Department staff, in consultant been impacted. That said, some impacts are with faculty at The Benjamin Center at the State unavoidable and must be mitigated. University of New York System (SUNY) New Paltz, collaborated to produce the NRI through a series

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of public meetings with the County Planning strategies including the following: Board, as well as a set of introductory and follow up discussions or meetings with representatives ƒ Stormwater management policies, including from each of the active watershed organizations regular cleaning and maintenance of drain- and alliances within Orange County. The NRI, as age systems to reduce salt, silt, and thermal support for the Climate Adaptation Strategy, was contamination of rivers and streams; also discussed and presented to the Green ƒ Lead paint mitigation around bridge mainte- Committee of the Orange County Legislature. As nance projects to protect streams from lead the primary goal, the NRI serves as guiding policy contamination; for County comprehensive planning, planning for transportation improvements and other capital ƒ Winter storm maintenance practices that projects, and related land use decisions that are minimize the use of salt in winter; made at the municipal level. ƒ Procedures to reduce sedimentation and For more information on the NRI, titled "Effects of herbicidal pollution during maintenance Climate Change in Orange County, NY", including a activities; and list of maps detailing naturally occurring ƒ Maintaining roadside trees, shrubs and resources in Orange County, visit https://www. groundcover to reduce erosion and mini- orangecountygov.com/DocumentCenter/ mizing the use of defoliants and herbicides View/13986/Effects-of-Climate-Change-in-OC-NY. by planning for maintenance free plantings through state or national wildflower programs. Program-Level Environmental Mitigation Strategies

Having taken the first step of identifying environ- mentally sensitive areas, Orange County, NYSDOT, and other OCTC members have begun the process of identifying program-level environmental mitiga- tion guidance and strategies that would help implementing agencies attempt to first avoid environmental impacts by selecting projects for funding that involve modernization and improve- ments to exiting facilities within their rights of way; siting new transportation infrastructure in locations that would not impact environmentally sensitive features, wildlife habitats, and existing developed areas; adjusting designs to minimize impacts where possible; and using mitigation techniques in cases where impacts are unavoidable.

OCTC’s members approach environmental mitigation holistically, considering the interrela- tionships between natural, built, and human resources. Examples of regional mitigation

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