Statement by Evan Matthews, First Executive Director of
Connecticut Port Authority
October 31, 2019

The Connecticut Port Authority (CPA) was created in 2014 by the
legislature to improve the economic impact of the maritime sector.
It received its first appropriation of funds in 2016, and I was hired
as the first executive director in September 2016. Over the last 3
years, I convened a staff of four including office manager,
bookkeeper, business development and special projects
manager, and a program manager through the Department of
Transportation. As a quasi-public agency, the Authority is
governed by 15 board of directors appointed by the Governor’s
office and legislative leadership.
In the first year of my oversight, the CPA Chairman and Board
prioritized the launch of the Small Harbor Improvement Projects
program (SHIPP) with funding from the general assembly, we
funded 18 projects which ranged from boat ramp facilities in
Wethersfield, and Stamford, to marina repair projects in Norwalk,
Milford and Waterford, and harbor management plans in Fairfield
and Essex. The CPA also took over the Federal Navigation
Projects from CT DOT and completed dredging projects in Mianus
River in Greenwich, the Housatonic river in Stratford and Milford,
and the North cove along in the CT River in Old Saybrook. The
CPA in partnership with the New Haven Port Authority funded the
feasibility study for the Army Corp of Engineers to deepen the
New Haven federal channel to 40 feet and began designs for
improvements and upgrades to Pier 7 in New London to allow
military and commercial ships to call on the port. All of these
projects were managed within the board approved $1.6 million

 annual budget following appropriate review, approvals, and
documentation of work performed.
In the second year, the CPA Chairman and board prioritized
issuing an RFP and securing a new terminal operating
concession for the State Pier Facility in New London. The Harbor
Development Agreement public solicitation was issued. The lease
that DOT had negotiated with the terminal operator would expire
in January of 2019. Through this process, CPA executed a new
terminal operating concession with Gateway Terminals, which
began on May 1, 2019 and will generate $1 million in guaranteed
revenue for the CPA allowing the CPA to operate without an
annual appropriation, saving the general assembly and taxpayers
$400,000 per year. As part of their proposal, Gateway brought a
sublease agreement from Bay State Wind. The CPA was actively
negotiating with Bay State Wind as part of scoping the specifics of
the sublease, when I was placed on administrative leave.
I focused the staff and resources on programs and priorities as
directed by the chairman and the board, and as advised by legal
counsel. Following the recommendation of the first audit, I
directed the office manager to coordinate the development and
implementation of financial controls called for by the first audit.
She was terminated for failure to do so.
At no time during my tenure, did I receive any performance
reviews or feedback that I was mismanaging the organization or
failing to follow the direction given to me. I received approval for
all expenditures by either the board chair or finance committee
members. At no time was I told that my actions or purchases were
improper or violated a policy.

 As a professional, I would have taken any corrective actions given
to me. I resigned largely because I was not given any opportunity
to defend myself and my actions, or to change the direction of the
organization. Throughout my tenure, I have acted ethically, legally
and at the scope of my authority as Executive Director as defined
by the operating procedures of the CPA -approved by the
legislative-appointed Board of Directors.