Port Authority Of New York Research Articles

Value of Travel Time Estimation Using Hierarchical Bayesian Mixed Logit Approach

This paper investigates the value of travel time (VOTT) of commuters traveling on toll facilities of the Port Authority of New York and New Jersey (PANYNJ) and the New Jersey Turnpike (NJTPK) in a time-of-day pricing system. The methodology proposed to estimate VOTT develops hierarchical Bayesian mixed logit models using travel surveys conducted as part of evaluation studies of PANYNJ and NJTPK facilities. The proposed approach is a novel method for examining commuters' behavior on the basis of flexible model specifications. Empirical results show that travel time, toll, income, and departure time are statistically significant parameters affecting VOTT of commuters on PANYNJ toll facilities. Mean VOTT estimates are found to be about $16.5/h for PANYNJ E-ZPass peak users and about $15.15/h for PANYNJ E-ZPass off-peak users, with standard deviation estimates close to $6.45/h during peak periods and $5.72/h during off-peak hours. Similarly, mean VOTT estimates are found to be around $16.3/h for NJTPK E-ZPass peak users and about $14.79/h for NJTPK E-ZPass off-peak users, with standard deviation estimates close to $5.48/h during peak periods and $4.56/h during off-peak hours.

공기업 거버넌스 제도와 대리인 문제: 뉴욕.뉴저지 항만공사를 중심으로

This paper tries to analyze how the governance institutions of the Port Authority of New York and New Jersey overcome agent problems in public agencies based on the Principal-Agent Theory, and find the implications that will be helpful to the governance of port authorities in Korea. The Port Authority`s governance is characterized by decentralization of personnel rights, open meetings policy, freedom of information policy, public hearings, and fiscally self-supporting system. Those characteristics are helpful in overcoming the agent problems of public agency, such as adverse selection, moral hazard, and complicated external structure, through reinforcing of monitoring agent by principal, easing of information asymmetry between principal and agent, and clarification of organizational ownership structure. Those characteristics may give many implications for the design of governance structures of port authorities in Korea.

Planning for Impacts of Climate Change at U.S. Ports

U.S. ports need to better understand climate change and how it may affect them. In the coming decades, ports are likely to experience higher sea levels and storm surges, as well as other direct and indirect impacts, due to climate change. Most ports do not appear to be thinking about, let alone actively preparing to address, the effects of climate change. Ports do not have specific information about either the types of impacts that they can expect on their facilities or the probabilities of different types of impacts occurring. Although climate change science is making considerable advances, projections of impacts at levels smaller than the regional scale are not available. In addition, ports’ typical planning processes are ill equipped to respond to the high levels of uncertainty associated with the impacts of climate change, the timescales of climate change, and the geographical scale of climate change. The data that ports typically use for planning purposes do not incorporate climate change forecasts. Some ports also believe that climate change does not pose an immediate threat to their facilities. However, several ports are beginning to think about how to prepare for climate change. These include the Port of Miami (Miami, Florida), the Port Authority of New York and New Jersey, the Massachusetts Port Authority, the Port of Seattle (Seattle, Washington), the Port of Corpus Christi (Corpus Christi, Texas), and the Georgia Ports Authority. To help these and other ports assess their risk, more and better data are needed, as well as better planning tools and methods.

Lillian Borrone: Weaving a Web to Revitalize Port Commerce in New York and New Jersey

In 1988, when Lillian Borrone became the director of the Port Authority of New York and New Jersey’s Port Commerce Department, she was the first woman in the world to head a major port. During her 12‐year tenure, she revitalized the port’s cargo trade. She spearheaded the recovery of a faltering entity through vision, astute marketing, and an inclusive, participatory management style. Her achievements contain valuable lessons for all managers who want to revitalize agency operations. Her career path also serves as a key information source for how women can advance in the male‐dominated transportation field.

Responder Communication Networks in the World Trade Center Disaster: Implications for Modeling of Communication Within Emergency Settings

Using archival materials obtained from the Port Authority of New York and New Jersey, we analyze networks of communication and interaction among responders to the World Trade Center disaster. Our findings indicate substantial variability in individual radio communication system usage, with both communication volume and number of partners exhibiting distributions with long upper tails. Responder communication patterns are well-described by a fairly simple four-role structure and exhibit substantial similarity across responder groups (both specialist and non-specialist). Occupancy of coordinating roles is influenced by formal institutional status, but the vast majority of hub role occupancy appears to be emergent in character. Examination of both radio transcripts and police reports suggests that much of the communication among WTC responders is centered on problems of spatial reasoning and peer location, possibly providing an explanation for the importance of improvised coordination at the event site. Although these problems appear to have posed substantial challenges for responders at Ground Zero, we find the global communication/interaction network among Port Authority officers to be fairly well-connected, with little evidence of large-scale fragmentation (despite perceptions to the contrary). Implications of these findings for the modeling of communication networks in emergency settings are discussed.

Introducing the Issue

Introducing the Issue Susanna Loeb (bio), Cecilia Rouse (bio), and Anthony Shorris (bio) Susanna Loeb Susanna Loeb is associate professor of education and director of the Institute for Research on Education Policy and Practice at Stanford University. Cecilia Rouse Cecilia Rouse is the Theodore A. Wells ’29 Professor of Economics and Public Affairs, director of the Education Research Section at Princeton University, and a senior editor of The Future of Children. Anthony Shorris Anthony Shorris is Executive Director of the Port Authority of New York and New Jersey and former director of the Policy Research Institute for the Region at Princeton University. Notes 1. Cecilia Elena Rouse, "Inadequate Education: Consequences for the Labor Market," mimeo (Princeton University, September 2005). 2. Lisa Barrow and Cecilia Elena Rouse, "U.S. Elementary and Secondary Schools: Equalizing Opportunity or Replicating the Status Quo?" The Future of Children 16 (2006): 99-117. 3. Eric A. Hanushek, Steven G. Rivkin, and John J. Kain, "Teachers, Schools and Academic Achievement," Econometrica 73, no. 2 (2005): 417-58. Here, a "good teacher" is defined as one with an average value added that is one standard deviation greater than the average. This does not include knowledge depreciation. 4. Hamilton Lankford, Susanna Loeb, and James Wyckoff, "Teacher Sorting and the Plight of Urban Schools: A Descriptive Analysis," Education Evaluation and Policy Analysis 24, no. 1 (2002): 37-62. 5. This estimate comes from multiplying the average teacher salary from 2003-04 ($46,752 at http://www.nea.org/edstats/images/05rankings.pdf) by the number of teachers given above. 6. Thomas D. Snyder, Alexandra G. Tan, and Charlene M. Hoffman, Digest of Education Statistics 2005 (U.S. Department of Education, National Center for Education Statistics, July 2006), table 28, downloaded from http://nces.ed.gov/programs/digest/d05/tables/dt05_028.asp?referer=list (October 26, 2006). 7. Susanna Loeb and Luke Miller, "State Teacher Policies: What Are They, What Are Their Effects, and What Are Their Implications for School Finance," Getting Down to Facts Report, unpublished (Stanford University, December 2006). 8. G. A. Strizek and others, Characteristics of Schools, Districts, Teachers, Principals, and School Libraries in the United States: 2003-04 Schools and Staffing Survey (U.S. Department of Education, National Center for Education Statistics, 2006) http://nces.ed.gov/pubs2006/2006313.pdf 9. Bringing in effective administrators is likely to be even more helpful, but unfortunately this is a substantially more difficult undertaking, since administrator labor markets are no less complicated than teacher labor markets. [End Page 14] Copyright © 2007 The Woodrow Wilson School of Public and International Affairs at Princeton University and The Brookings Institution

The impacts of time of day pricing on the behavior of freight carriers in a congested urban area: Implications to road pricing

This paper describes the key findings from a major research project aimed at assessing the impacts of the Port Authority of New York and New Jersey’s time of day pricing initiative on the behavior of commercial carriers. The paper, believed by the authors to be the first comprehensive study on the subject, highlights key implications for road pricing policy. One of the most interesting findings is that carriers respond to time of day pricing by implementing multi-dimensional responses involving Productivity increases, Cost transfers, and Change in facility usage. This implies a more nuanced response than suggested by micro-economic theory, which would only predict a change in facility usage. In fact, no carrier was found to have responded by implementing only changes in facility usage, which leads to the authors to believe that this is a last resort alternative. In terms of numerical importance, three combinations of strategy groups represent almost 90% of the cases: Productivity increases (42.79%), followed by Changes in facility usage and Cost transfers (27.60%) and Productivity increases and Changes in facility usage and Cost transfers (19.32%). The fact that some of these responses impact only the carrier (i.e., Productivity increases) while others mostly impact the receivers ( Changes in facility usage and Cost transfers) lead the authors to believe that the nature of the response is determined by the balance of power between carriers and receivers. If carriers dominate the relationship, then it is likely that policies that mostly impact receivers are implemented; otherwise, the carriers have no choice but implementing strategies that help them cope with the impacts of pricing without impacting their customers, i.e., productivity increases. In this context, the authors’ conjecture is that carriers consider changes in facility usage to be a very disruptive alternative that forces them—and more importantly their customers—to alter their shipping/delivery patterns. It should be pointed out that, although carriers stand to benefit from working during the off-peak hours, they could only do so if their customers are willing to work during the off-peak hours. The data indicate that 36 carriers (20.2%) changed behavior because of the time of day pricing initiative. This number includes 17 carriers (9.0%) that reacted by increasing shipping charges to receivers, which illustrates the need to find out more about how receivers reacted to the time of day pricing initiative. If the carriers that only increased shipment charges are excluded, 15.3% of carriers changed behavior because of time of day pricing.

Evaluation of Impacts of Time-of-Day Pricing Initiative on Car and Truck Traffic: Port Authority of New York and New Jersey

The traffic impacts of the time-of-day pricing program initiated by the Port Authority of New York and New Jersey (PANYNJ) on March 25, 2001, are analyzed. The analyses are based on the traffic data routinely collected at all toll lanes by PANYNJ. Since terrorist attacks at the World Trade Center disrupted the transportation network and made it impossible to isolate and analyze user reaction to the PANYNJ toll prices, only the period before the events of September 11, 2001, was considered. The research has confirmed a statistically significant shift toward prepeaks, in both mornings (5 to 6 a.m.) and afternoons (3 to 4 p.m.), in car traffic percentage share after the time-of-day pricing. Also, weekday truck traffic percentage share showed a statistically significant shift to morning prepeak (5 to 6 a.m.) and afternoon postpeak hours (7 to 8 p.m.). However, weekend car and truck traffic percentage shares did not have statistically significant changes during peak shoulder hours (11 a.m. to 2 p.m. and 8 to 9...

Evaluation of Impacts of Time-of-Day Pricing Initiative on Car and Truck Traffic

The traffic impacts of the time-of-day pricing program initiated by the Port Authority of New York and New Jersey (PANYNJ) on March 25, 2001, are analyzed. The analyses are based on the traffic data routinely collected at all toll lanes by PANYNJ. Since terrorist attacks at the World Trade Center disrupted the transportation network and made it impossible to isolate and analyze user reaction to the PANYNJ toll prices, only the period before the events of September 11, 2001, was considered. The research has confirmed a statistically significant shift toward prepeaks, in both mornings (5 to 6 a.m.) and afternoons (3 to 4 p.m.), in car traffic percentage share after the time-of-day pricing. Also, weekday truck traffic percentage share showed a statistically significant shift to morning prepeak (5 to 6 a.m.) and afternoon postpeak hours (7 to 8 p.m.). However, weekend car and truck traffic percentage shares did not have statistically significant changes during peak shoulder hours (11 a.m. to 2 p.m. and 8 to 9 p.m.). These findings indicated that PANYNJ time-of-day pricing initiative was successful in spreading weekday peak period traffic to the hours just before or after the peak toll rates are in effect, mainly for passenger cars. As observed from descriptive analysis of commercial surveys, however, even though PANYNJ time-of-day pricing gives truckers an incentive to shift their travel periods, it is not the only factor affecting the truckers’ travel pattern.

Next Stop: Jamaica

As the Port Authority of New York and New Jersey’s AirTrain JFK enters its second year of service, construction continues on the project’s most demanding component: the Jamaica AirTrain Terminal Complex.

Analysis of Time-of-Day Pricing Impacts at Port Authority of New York and New Jersey Facilities

Time-of-day pricing policies provide lower toll rates during off-peak hours to reduce peak-hour traffic congestion. Time-of-day pricing was introduced at the Port Authority of New York and New Jersey (PANYNJ) bridges and tunnels on March 25, 2001, for E-ZPass users only. According to PANYNJ, 2 months after the implementation of the program, preliminary statistics indicated greater use of E-ZPass and some increase in off-peak travel. PANYNJ operates six toll facilities: George Washington Bridge, Lincoln Tunnel, Holland Tunnel, Bayonne Bridge, Goethals Bridge, and Outerbridge Crossing. In this paper, the relationship between toll price and travel demand at PANYNJ facilities was investigated with traffic data before and after the introduction of the time-of-day pricing program. Two main approaches were used. First, short-term elasticities were calculated with monthly traffic data from April through August for 2000 and 2001. Next, medium-term elasticities were calculated with monthly traffic data from May through August for 2000 and 2002. Seasonal variations in the database were also considered by performing related statistical tests.

Analysis of Time-of-Day Pricing Impacts at Port Authority of New York and New Jersey Facilities

Time-of-day pricing policies provide lower toll rates during off-peak hours to reduce peak-hour traffic congestion. Time-of-day pricing was introduced at the Port Authority of New York and New Jersey (PANYNJ) bridges and tunnels on March 25, 2001, for E-ZPass users only. According to PANYNJ, 2 months after the implementation of the program, preliminary statistics indicated greater use of E-ZPass and some increase in off-peak travel. PANYNJ operates six toll facilities: George Washington Bridge, Lincoln Tunnel, Holland Tunnel, Bayonne Bridge, Goethals Bridge, and Outerbridge Crossing. In this paper, the relationship between toll price and travel demand at PANYNJ facilities was investigated with traffic data before and after the introduction of the time-of-day pricing program. Two main approaches were used. First, short-term elasticities were calculated with monthly traffic data from April through August for 2000 and 2001. Next, medium-term elasticities were calculated with monthly traffic data from May thr...

Assessment and Rehabilitation of Foreign Object Damage Potential on Airfield Shoulder and Blast Pavements

Foreign object damage (FOD) is a term used by the aviation industry to describe damage caused by any object that can be ingested by an aircraft engine or flight control mechanism. FOD is estimated to cost the global aerospace industry up to $4 billion annually. Deteriorated pavements are one source of FOD and fall into two categories: runway, taxiway, and apron pavements that aircraft traverse and shoulders and other infield pavements that are not traversed but are subjected to jet blast. Widely recognized procedures for the assessment of pavements traveled on by aircraft are well documented. However, procedures for the assessment of FOD potential for shoulder and blast pavements at commercial airports are not widely recognized. In an effort to manage shoulder and blast pavements proactively and eliminate pavement-related FOD incidents, the Port Authority of New York and New Jersey undertook to assess the current condition of these pavements, rehabilitate and repair areas with unacceptable FOD potential, and initiate periodic inspections on these pavements to facilitate the implementation of an effective pavement maintenance and rehabilitation program. To achieve this goal, a dual project- and network-level inspection approach was implemented. The project-level objective was to identify immediate repairs needed to address unacceptable FOD potential. The network-level objective was to assess the current condition and initiate a proactive inspection regime to assist in maintaining these pavements. The approaches to assessment and rehabilitation are detailed and steps to implement a pavement management system for these pavements are discussed.

Assessment and Rehabilitation of Foreign Object Damage Potential on Airfield Shoulder and Blast Pavements: Case of John F. Kennedy International Airport, New York

Foreign object damage (FOD) is a term used by the aviation industry to describe damage caused by any object that can be ingested by an aircraft engine or flight control mechanism. FOD is estimated to cost the global aerospace industry up to $4 billion annually. Deteriorated pavements are one source of FOD and fall into two categories: runway, taxiway, and apron pavements that aircraft traverse and shoulders and other infield pavements that are not traversed but are subjected to jet blast. Widely recognized procedures for the assessment of pavements traveled on by aircraft are well documented. However, procedures for the assessment of FOD potential for shoulder and blast pavements at commercial airports are not widely recognized. In an effort to manage shoulder and blast pavements proactively and eliminate pavement-related FOD incidents, the Port Authority of New York and New Jersey undertook to assess the current condition of these pavements, rehabilitate and repair areas with unacceptable FOD potential, and initiate periodic inspections on these pavements to facilitate the implementation of an effective pavement maintenance and rehabilitation program. To achieve this goal, a dual project- and network-level inspection approach was implemented. The project-level objective was to identify immediate repairs needed to address unacceptable FOD potential. The network-level objective was to assess the current condition and initiate a proactive inspection regime to assist in maintaining these pavements. The approaches to assessment and rehabilitation are detailed and steps to implement a pavement management system for these pavements are discussed.

Beneficial use of dredged material for habitat creation, enhancement, and restoration in New York–New Jersey Harbor

A comprehensive Dredged Material Management Plan (DMMP) has been developed by the US Army Corps of Engineers, New York District (USACE–NYD) and the Port Authority of New York and New Jersey (PANY/NJ). The primary objective of the DMMP is to identify cost-effective and environmentally acceptable alternatives for the placement of dredged material derived from ongoing and proposed navigation improvements within the PANY/NJ. A significant portion of this dredged material is classified as unsuitable for open-ocean disposal. One suite of alternatives presented within the DMMP is the beneficial use of dredged material for habitat creation, enhancement, and restoration within the NY/NJ Harbor Estuary. Proposed beneficial use/habitat development projects include the use of dredged material for construction of artificial reefs, oyster reef restoration, intertidal wetland and mudflat creation, bathymetric recontouring, filling dead-end canals/basins, creation of bird/wildlife islands, and landfill/brownfields reclamation. Preliminary screening of the proposed beneficial use alternatives identified advantages, disadvantages, potential volumes, and estimated costs associated with each project type. Continued study of the proposed beneficial use alternatives has identified areas of environmental research or technology development where further investigation is warranted.

Value Pricing Toll Program at Port Authority of New York and New Jersey: Revenue for Transportation Investment and Incentives for Traffic Management

On March 25, 2001, the Value Toll Pricing Program of the Port Authority of New York and New Jersey was introduced at the two tunnels and four bridges that connect New Jersey with New York City. Since that time the program has generated incremental revenue to support an aggressive intermodal capital investment program and has also produced traffic management benefits to address congestion. The program represents one of the most aggressive applications of value pricing on existing toll facilities in the United States. Given the level of congestion experienced in the New York-New Jersey region on a daily basis, the program has generated meaningful steps in addressing traffic congestion through market incentives. The genesis of the program as a revenue enhancement to finance an aggressive new intermodal capital investment program is discussed. The traffic management benefits of the program are then explored, as well as the program's effectiveness in addressing five key policy objectives established for the effort.

Urban infrastructure security

This article addresses the challenges to Port and maritime security in the post September 11th environment and how the Port Authority of New York and New Jersey is addressing them with respect to initiatives that enhance both physical and cargo security. The article suggests that cargo security stands as the most daunting challenge to the marine transportation system. It argues the need for total in transit visibility of cargo throughout the container supply chain and discusses Operation Safe Commerce as one initiative to enhance supply chain security from point of origin to point of delivery. The article concludes that there remains a gap between where we stand now and where we need to be with respect to physical and cargo security and that the solution requires proactive federal involvement combined with international cooperation and coordination.

Digging Deeper in New York

The Army Corps of Engineers' New York District has undertaken a series of estuary initiatives with the Port Authority of New York and New Jersey, and the states of New York and New Jersey to deepen the channels of the third-largest container port in the nation. Part of this work involves deepening the Kill Van Kull channel, which connects Upper New York Bay with Newark Bay, and serves as the main route for ships docking at the busy New Jersey harbors of Port Newark and Port Elizabeth. In the Kill Van Kull, they're dredging nine diverse types of materials, each of which poses its own engineering challenge. Where the harbor composition makes it possible, the Corps is drilling and dredging. Materials that the Corps is dredging include glacial till, which was left by the glaciers as they receded; red-brown clay, which is hard to dig; and four varieties of rocks. The project is using a liquid explosive for the blasting, and trying to do that during the day, so as not to disturb residents.

Rebuilding the World Trade Center

The Construction Institute's Committee on Social and Environmental Concerns in Construction has examined 24 items of social and environmental concerns in construction that will have to be considered by those who are going to be involved in the reconstruction of the World Trade Center. These topics include the economic aspects of the reconstruction, the planning and design, the environmental issues, the transportation challenges, the contractual problems, the memorial, and the security requirements. During the drafting of this report, the Committee received assistance and guidance from the engineering staff of the Port Authority of New York and New Jersey. Some Committee members visited the World Trade Center site at Ground Zero during the preparation of the report. Also consulted by the Committee were some well-known, highly qualified engineers on various aspects of the report. These contributions from nonmembers of the Committee made the report richer. It is the intent of this report to serve as a starting point for planning and redevelopment.

9/11: redefining the word "normal" in Manhattan.

I was born during World War II. I spent my grammar school years during theKoreanWar participating in air raid drills, hiding under desks. I served in the U.S. Navy Nurse Corps in an air evacuation unit at the Naval Hospital on Guam during the VietnamWar. But I never knew thedevastationofwar until September 11. I work for the Visiting Nurse Service of New York (VNSNY) Home Care, the nation’s largest nonprofit home health agency. On any given day, we provide home care services to approximately 24,000 New Yorkers. My office is in Manhattan and is located at 32nd Street and Broadway, two blocks from Macy’s Department Store. September 11, 2001, began as a clear, bright, beautiful day. By 7:30 a.m., as I usually do, I sat outside my office sipping my morning coffee and chattingwith coworkers whowere also early starters. Everyone commented on the beautiful weather and on howmuch the nurses would enjoymaking their visits in such good weather since winter was approaching. At 8:47 a.m., when American Airlines flight 11 crashed into Tower 1 of the World Trade Center (WTC), I was in my office well into my day’s work. Shortly thereafter, my life-partner Jimie, who also works at VNSNY, called and said he was talking to his mother, who was watching television and told him a plane had flown into theWTC. Suddenly I heard commotion outside my office, and everyone was buzzing with the news and speculating that it must have been a small plane andwas probably an accident.A short time after 9:02 a.m., when United Airlines flight 175 hit Tower 2, we all realized that this was no accident; it was a catastrophe that was deliberate. We turned radios on and discovered that because of a lack of accessibility to a television, we had limited access to comprehensive news coverage. The only words that I can find to describe my feelings at the time was numbness and fear. Iwondered howmanyof our nurseswere in the streets near theWTCbeginning their daily home visits. After hearing about American Airlines flight 77 crashing into the Pentagon in Arlington, Virginia at 9:41 a.m., I felt the worst was yet to come. At 10 a.m., whenUnited Airlines flight 93 crashed in Shanksville, Pennsylvania, I thought there would be no end to the catastrophe that was taking place. By 10 a.m., the sirens from emergency vehicles were continuous throughout the city. We learned that the Federal Aviation Administration had closed airspace over New York City, and the Port Authority of NewYork and New Jersey had ordered all bridges and tunnels leading to Manhattan closed. Shortly thereafter, the Borough of Manhattan was placed in a “lockdown” status, and all transportation came to a halt. The panic and pandemonium that ensued became self-evident when all offices and businesses began to close down. I looked outside my office window and saw thousands of people in the streets, all trying to flee Manhattan and get home. Because transportation had stopped, people began walking miles just to get home and away from Manhattan. As hospitals mobilized to deal with the aftermath, so did VNSNY.We had to ensure that our patients who were still in their homes were safe and secure. We had Features