Thank you so much and good afternoon or good morning. Welcome to the Talking Freight Seminar Series. My name is Kari Beasley and I will moderate today's seminar.
Today's topic is Engaging the Private Sector.Before I go any further, I do want to let those of you who are calling into the teleconference for the audio know that you need to mute your computer speakers or else you will be hearing your audio over the computer as well.
Today we will have four presenters.
Today we'll have four presenters – Suzann Rhodes from Wilbur Smith Associates, Nicole Katsikides from the Maryland Department of Transportation, Karen Schmidt from the Freight Mobility Strategic Investment Board, and Liz DeRuchie from the New Jersey Transportation Planning Authority.
Suzann S. Rhodes, AICP is a Principal and senior project manager with Wilbur Smith Associates, a wholly owned subsidiary of CDM. Suzann possesses over 35 years of experience in transportation and project management. Prior to joining WSA/CDM, she served as Ohio DOT's Central Office Planning Administrator, and as the Executive Director of BHJ a multi-state MPO and a LLD for Appalachian Regional Commission. While at ODOT she helped develop and authored a number of planning documents including the first ODOT statewide freight plan Nicole is the director of the office of freight and multimodal he summed -- for the Maryland deity. -- She has freight and logistics management for the U.S.
Air Force, infrastructure development for the state of Georgia and Maryland as well as transportation policy initiative.
Karen Schmidt again the director of the freight mobility strategic investment Board in November again the director of the freight mobility strategic investment Board in November 1999 and was selected as the first director to create
and manage the freight mobility program as an independent state agency. Prior to that she served 19 years as a state representative some early -- from relative focusing on transportation issues
and she was the chairman of the ostracization and policy budget committee for five years.
-- Liz A dependable planner at the New Jersey principal planning authority. She currently works on the air-quality conformity and transportation clean air measures.
The US DOT has recognized this as a national model of success for innovative partnerships that have been implemented. Today's seminar will last 90 minutes with 60 minutes allocated for the speakers in the final 30 minute audience Q&A.
During the presentation you think of the question you may type it into the chat area. Please be sure to see bigger questions to everyone and indicate which presented the question is for.
Presenters will be unable to answer the questions during the presentation but I will start off a Q&A session by entering or looking at the questions at the chat box.
We will attempt to get written responses from the presenters to unanswered questions .
The PowerPoint presentation used during the seminar are available for download in the file download box in the lower right-hand corner of the screen
and the presentations will also be available online within the next few weeks along with the recording and the transcript. I will notify all attendees with these materials are available online. One final minutes,
the talking freight seminars are available for 1.5 certification maintenance credits and in order to obtain credit for today's seminar you must have logged in with your first and last name
or your attending with a group of people you must type your first and last name into the chat is. I've included more detailed instructions in the file share box.
At this point we're still working on getting it up onto the calendar for the credits we will let you know when those are available so you can go online and sign up for the credits themselves.
To also send out e-mails to everyone who is registered as it is available online. You may download the evaluation form from the file share box and submit this form to me after you told about. We'll now go ahead and get started.
Today's topic for those of you just joining us is the freight, not freight mobility, engaging the private sector. As a reminder if you have any questions
or the presentation please remind him into the chat -- please type them into the chat box. Our first visitor is a Suzanne Rhodes. You may begin.
Am I on mute or can you hear me?
Everyone can hear you.
Great, I was asked by FHWA to do this based on some tools that would help prepare for the FHWAs office of the management and under the freight development program. The tools they have created, and what I will be speaking of
or about are a guidebook for engaging the private sector and freight transportation planning. There is a one-day workshop through FHWA
and at the end of my presentation I will have links to the Internet on where you can download this guidebook, and how you can schedule a workshop.
These were built on the NHI course of integrating freight into the transportation process and it's the next step and I believe that course is still available online for a nominal fee
and I have not checked lately but I believe it is about $50. What we will cover today and was covered in a guidebook and more considerable detail and the workshop is why engage the private sector, who and why to engage in who
and what effect? Before I begin I want to set an overarching or make an overarching statement. Engaging the private sector is basically public involvement. I have a little guy in the bottom corner here with his mouth zipped and two years.
Those of you who do public involvement frequently understand it's not just about informing people and it's not just about you talking to stakeholders area certainly that is part of it, but it's also about listening
and he has two big years -- two big ears and it's about hearing what the freeholders have a say in it should be an early and continuing process as we all know who do a lot of work in public involvement.
If you recall a few years back when environmental justice sort of became a big hot topic and people focused on how you engage a handicapped community for example, people have to think a little bit more about how you would do this
and what are the special needs, how would you engage them more actively. The same thing is true of engaging the private sector. The same principles in the same approaches, you just need to think about what would work better.
You all have in your toolbox the tools to do this. Judging from the list of attendees and looking down the names come I know many of you and you understand why you would engage the private sector in your planning process.
You understand there is a link between freight and the economy. A lot of said the freight is economy in motion and if you look at each of the trucks on the right-hand side,
not only is there a person with a job driving Matt but it's full products that will go to the market and people will sell them in a store or use them in a manufacturing process.
There is a definite link between the economy and freight and from what I hear when working with the governments around the country, everyone has got to have jobs and how do you get more jobs?
Improving the quality of life of people is about getting the pocket -- the products to market more efficiently and keeping the cost down so everybody can benefit.
If you go into the grocery store and the milk is there in that loaf of bread is there when you need it.
Certainly trucks have a different role and relationship to capacity and congestion on the road and you need to understand that work with them. And most important among freight is your customer to a much like your bike trail customer.
The freight community is a customer of every state DOT and MPO and local government. What can they offer you? Certainly in understanding of their perspective. What is important to a truck moving down the road may be a little different
and what is important to a soccer mom getting to the child's game.
Reliability and predictability of the traffic as you all know, I'm not saying anything that someone does not know, but for example, if you are a MPO area and you're looking at the downtown area,
there may be some parking issues which you do not understand. You are designing around about, it's important to talk to the motor carrier community if they don't have the same geometric and turning radius is that you do
or that another car might. Also the freight community can provide access to data and plans and a lot of people had trouble using data sources to get they don't get down to the very specific either neighborhood or MPO area
and you may find that information and talking with the freight community.
Finally, last but not least, the federal regulations for statewide and MPO planning required that you involve and consider freight in the planning process.
Getting started. As with any kind of outreach efforts that you would have, you need to set some goals and objectives and you need to understand what you want to get out of it, are you working on a project plan,
are you looking at how you would improve an interchange or an interception, -- intersection and that would guide the question that you ask and you don't want to waste people's time and asking a lot of questions
or having focus groups but the information out of it cannot be used. Sort of common sense. The same kind of approach we take to any kind of public involvement process.
You need to identify your stakeholder targets and identified some techniques and we will get into these in the workbook in the workshop and the guidebook going to these and give you a lot of ideas in detail.
You are free to stakeholders?
-- Who are freight stakeholders question the shippers and receivers, service providers, facility operators, air cargo carriers, port operators, just about every business is dependent upon other businesses. Even if you have a shoe store,
you have people shipping in products to you. Just about any type of business you can think of is the potential freight stakeholder.
Went to engage the private sector? This is mainly about the planning process, but, for example, and environmental analysis I would set up a focus group, talk about how freight can impact the environment,
and one of the local planners talked about the need to behave truck parking lots -- to pave truck parking lots because they create a lot of dust. The motor carriers were saying you understand the cost of that
and it makes it repetitive for us to be located in town which would make it close to their market. -- Would make it prohibitive for us to be located in town was make it close to their market.
It's important to understand the impact of your policy decisions a local and state-level, and at a regional level.
How to engage the private sector. We talked about lots of different ways in the guidebook in the workshop. Informal interactions,
which debuted -- which may be an easy way to start for those of you who do not have any kind of formalized facility, or formal structure within your organization. Just attending conferences
and luncheons with the many freight private sector groups out there is a way to start to learn what freight is all about. There are a number of regional, business coalitions. Many chambers have freight specific coalitions
and they have luncheons and they have educational seminars and bridges you can begin to make some contacts with people and begin to build relationships and have discussions that can lead to their becoming more engaged with what you do
and you can explain, just like we in the public sector are trying to understand about freight, they often want to understand how decisions are made and why it takes so long for decisions to be made in the public sector.
This slide provides a list of many groups around the group -- around the country and each estate I know has a trucking Association. Up in the left corner, the national Association of many factors have meetings around the country
and they have local and regional meetings and the Association of railroads are in each state. There are a variety of the associations you can go to to have this interaction. And if you are going to do a survey,
for example you decide to do a survey of local industry, or local motor carriers, it's wise if you want to get a better response, to go to your American trucking Association and the state and tell them you're putting this survey out.
Or event you're conducting interviews and ask that they notify their members and we did this with the US chamber to do a survey form of some major industries and carriers like Wal-Mart and roadway and yellow talking -- Roadway
and Yellow Tracking. -- The US chamber said we support his interview and we support this survey and could you please respond?
This is part of a study we are doing. That link back to those associations in your state is important. Knowing what to ask and not wasting people's time asking a lot of questions that you will not use the answers to is very important.
The other thing I wanted to say here is you are more likely to get clear, straight answers if you do more one-on-one interviews than asking carriers and shippers to come and sit in a great big meeting hall where everybody is together
and nobody wants to give out their competitive advantage. While focus groups are good and important, you may find that you get better responses if you're respectful of people's time and you make a phone call, or ask for an interview
and they may tell you they want to do it over the phone and be prepared for that.
Interview and survey techniques certainly develop a discussion guide and don't just go in there blank. Figure out if you're talking to the right person in the agency so that you get the answers that you need.
Make sure that you let people know that their information will remain anonymous. And that you're not going to share proprietary information that may reduce their competitiveness. We always tell people to avoid Mondays
and Fridays because shipping over the weekend or receiving a weekend, not everybody is in the office, they are cleaning up or getting ready for the weekend.
Another technique, you see this gentleman here in the young lady, interviewing some truckers. We have done intercept surveys and they're highly successful and you need to be recycled peoples time
and you can ask just a couple of questions so knowing exactly what you want is good. We've used these and we did a project recently on I. 70 were weak -- were we stuck close to 1000 trucks
and nobody was stopped more than five minutes but we use it to confirm and validate data in terms of origins and data destinations. We asked them who worked in the motor carrier
and asked them to help us to design that survey said that we were respectful and we knew what questions we could get answers to. We went to the motor carrier, the American trucking Association,
and asked them to let their members know we were after -- we were asking the questions and it was something they can don't. -- It was something they condoned.
There is also GPS tracking and FHWA passes data and sponsored it and sometimes people will actually trail the truck to see where they are going . Other options are focus groups and great forum's and roundtables and advisory committees.
These have been successful in doing your examples of these with other speakers.
They are done in many different ways, whether it's a one-time event, it is important that the private sector find value in them. Not just a value for you. Some states and people do them on an as needed basis for specific projects.
Whenever while government County -- government timetables are like 20 or plans, if you're in the private sector your turnaround time is couple of months and you want to see some action.
It's not that they are not patient with the government, it's just that they are in business to be in business and make money and they do not have 10 years to show a profit.
You are going to hear after me a number of examples of great working groups and roundtables and economic development groups that have worked.
We have listed a few here.
Certainly Minnesota advisory Council has been around probably 20 years, one of the longest as has DVRPC and the guidebook and workshop has lots of examples of things that worked in what has make -- was made in successful
and you hear a lot of sit -- your lot of examples from the following speakers.
The results that you are expecting is that your projects are going to address not only the needs of your passenger cars, but will address the needs of the business sector.
It will improve the economic competitiveness of your business, and many of you have seen an MSNBC poll on which states are the most business friendly and this is part of that business friendliness, having that interaction
and relationship with businesses in your region and state. I believe, although it's not for me to say, from what I have heard, businesses welcome talking with state and MPOs local governments and economic development groups.
They want to be heard but you just need to be respectful of their time.
And what everyone is looking for is a long-term relationship where you have someone that you can pick up the phone to ask a question to any may not have to go as far as a focus group. It is someone who knows you and trust you
and knows that their input to you will be helpful to you and to them.
Here are the links to the guidebook and two training. If you want to schedule a workshop you either need to contact Jocelyn Jones or Carol. You can download these and I will leave them up for a minute or you can contact me.
[ Indiscernible-muffled speaker ] thank you very much.
Our next presentation will be given by the coal -- Nicole Katsikedes when the Maryland DOT. These are all available in the lower left-hand signed of the Dutch side of the Adobe connect window. You may begin.
[ Indiscernible-muffled speaker ] [ Audio echoing ]
Is there an echo?
Yes there is.
Is that better question her
Good afternoon, I am joined today with Debbie Dowd and -- Bowden tell me out with my presentation. [ Indiscernible-muffled speaker ] Imation is to give his presentation because we tried to work very hard to engage the private sector
and our freight effort. It really all began with a freight planning processes so I am going to go through this today and get to my agenda slide. Just talk about our background using the private sector.
The benefits of engaging the private sector.
I see somebody saying it would be better if I do not use the speakerphone.
I'm using a different contraption for my computer. Kerry, it might be better if someone else does and then I call back and on a different line.
-- Someone else goes and then I call back in on a different line.
I'm not hearing much feedback right now. Oh, I just heard this country. You have the speakers on on your computer?
I will continue on and I will monitor the comments. Anyway, I like to go for our background and the benefits of engaging the private sector, the challenges that we have with that,
and future plans that we have are using the private sector and then answering questions you may have later on.
Just to give you some context for Maryland, I would like you to know, obviously you all know where Maryland is. You can see by the map here and I realize this is a little bit blurry but this is from the FHWA website
and you can see where Maryland the in the context of the freight network, the highway corridors, where we are in between other states, and it is very important that Maryland reach out and have a good understanding of what the issues are,
not just in Maryland, but in our surrounding states. Understanding freight on a regional level, understanding constraints and having that input from the private sector. We are part of an extremely busy region of the US
and so it's really important that we don't just think about what is in Maryland, but what is around us as well.
Our next map, I have a few maps to show you to give you some context and while this map is just as Maryland you can see that we have some significant corridors, the I-95 corridor, the IE one -- 270 from DC out West
and then we have quite a lot going on in terms of various highway and rail corridors.
We have the Northeast corridor.
[ Indiscernible-muffled speaker ] there are a number of great entities on the shore as well until we are right in the mix of things so it's really important for us to consider what is going on around us and plan appropriately.
Here is a map of manufacturing clusters which something -- which is something that comes out of our statewide freight plan. By looking at the you can see with a population centers are
and you can see that there are population centers around manufacturing clusters, but there is also some found on the shore as well as in Western Maryland and around us in Pennsylvania
and such that need to be considered as we do our freight landing in freight outreach.
Here, we begin private stakeholder engagement. We've began staging the private sector more formally with the state's first statewide freight plan
and it was the first multimodal plan that incorporated everything that we could think of in order to put together something that captured a snapshot of freight in Maryland and also where we need it to go.
In order to do that we really needed to get private stakeholder engagement and we could not just-- [ Indiscernible-muffled speaker ] Maryland transit administration, motor vehicle, the Maryland Port administration, all of them are needed.
The Maryland transportation. We were all working together it cannot be just as -- they could not be just as. -- It could not be just us. --
We established a freight stakeholder advisory committee made up of members of the private sector from various entities. We had shippers, manufacturers, more port related companies, we even had a few federal representatives from FHWA,
sorry, the Federal Railroad administration, but we also had normal southern -- Norfolk Southern participated on they hope that by this and our freight planning efforts -- they helped advise us in our freight planning efforts.
-- We used to be -- we used to be MPOs to bring a bit more freeholder -- more freight holders together.
[ Indiscernible-muffled speaker ]
We have to include those groups as well and we could not just have the freight and shippers.
That group helped us and the MPO help get our freight plan out and now we have used them for special projects.
The office of freight and multimodal is a been having a freight summit. This is held every other year to focus on current freight topics and share information to the private sector and other state agencies and local governments.
-- We get to talk about hot topics in freight and we have had two of those possessions in the most recent session was in 2009 where we rolled out our freight plan and it's a pretty massive effort.
We have hundreds of people who attend.
We are looking to do that next spring and we're looking at freight and livability and sustainability as topics. But our freight stakeholders help would be agenda
and we are trying to be responsive to the freight stakeholders since they are the users and they need to tell us exactly what we need to do in order to improve what is going on.
We definitely see the link between transportation and economic development we want to have them as our connection to help us understand that much better.
That is why engaging the stakeholders in the planning process has been key for economic dominance as well. -- Economic development is well aware trying to bring together local land-use planners and people at the label
and state level with the private sector throughout our activities in order to have those discussions and to really understand how transportation can improve the freight economic picture overall not only for Maryland but the whole region.
We are now using our freight stakeholders evident by through the planning process in a number of special projects.
Our members help us with key policy issues, for example, Debbie who is also on the line,
she was recently able to work with the milk hauling industry to result in the province where having -- we were having on trucks he did not have permits
and also get a piece of legislation passed that would help extend the permit program that we have as well as advertise it among the freight milk hauling community and we think that was a very successful project that she went through.
We've also been working with stakeholders on trying to develop a project for the IFTWG, freight technology working group so we can look at it through homeland security
and also through real-time tracking education to help with freight movement in the Baltimore region. We have a few jumpers of our freight stakeholders evaluating
and helping us with mandatory studies on how to -- creating legislator for the transportation funding called the Lieu -- Blue Ribbon Commission. They're looking for funding for transportation
and some of the FSAC members sit on this commission as well. [ Indiscernible-muffled speaker ] We also have port stakeholder groups or a lot of the stakeholders come together so it's our job to make sure that we interact with them
and participate with those groups and understand what is going on at the port in what is going on in the region and how we can help. Debbie, would you like to speak to the milk hauling policy issues
and to some of the other things you've been working on with the private sector?
Yes, thank you. Good afternoon or good morning everyone. The milk hauling policy issue is a great specific example of how outreach really helped us to take care of an issue they're facing in Maryland for several years.
Quick background, no callers -- milk haulers are known to have more weight than is allowed on their vehicles and there have been several efforts to expand or truck permitting programs. [ Audio feedback ]
If you are a presenter and you are not presenting at this time please place your phone on mute.
[ Audio feedback ]
This is Debbie again.
Go ahead and continue Debbie, I'm not exactly sure what happened.
Thank you Kerry.
As I said we have this issue of overweight milk haulers coming into our state and it's an issue with in trying to resolve for some were years. We've dealt with multiple agencies including the Department of Health
and mental hygiene to regulate the milk hauling that is and the tanks. We've dealt with the Maryland State police would also do the private sector.
[ Audio feedback ]
I seem to be taking a lot of time with a lot of these background noises.
So fast forward to how we were able to engage the private sector on this issue. Earlier this year we gathered all the parties that were interested in these overarching milk hauling issues and had a meeting
and decided what were some of the challenges that we were facing with enforcement.
One of the key elements with it several years ago it had been our understanding that we were not allowed to take in force against the milk haulers because they would be penalized for the health
and mental hygiene agency for offloading the milk, the milk that was overweight, they would be penalized.
Basically for the conversation we had ever the workers that we had we learned that was not the issue in the department of mental health -- the Department of Health
and mental hygiene said they encourage safe operation on Maryland highways in the developed protocol that is the milk hauler is indeed overweight,
they can step in to ensure the integrity of the milk is maintained while at the same time the state police or the transportation authority leaves to take enforcement action is necessary.
That was a great success for Maryland because it allows the highways to be safer and it allows the milk haulers to know where they stand on the health regulations and the safety regulations, and as was mentioned earlier come up
and also allowed us to be up to expand a permit a program that we have which will permit the carriers to carry her -- carry more weight giving certain safety configurations of their vehicle.
[ Indiscernible-muffled speaker ] also with system preservation so we would not have been able to get this issue resolved and have the cooperation of the milk haulers in the co-ops had another for our public outreach
and engaging the private sector. Thank you, I think given the time that I was taking with the technology issues I think I will turn it back over to you.
[ Audio feedback ]
Thank you Debbie.
I will continue. Also we participate in a number of private sector groups such as the Council for supply team management.
The Maryland motor truck Association and the port clients and several others so we try to make sure that we are active and involved and engaged with the sectors as much as we can and that is one of the challenges I will address.
There are many benefits for having relationships with the private sector from a state DOT perspective. They can be extremely helpful with providing help on special issues like to be talked about.
We can pick up the phone and ask for their input. They are users of the system and would really need to make sure that we are engaged in understand what they're thinking is.
They operate in a little bit of a different timeframe than we do just from a planning perspective, so you have to understand how they do things and they need to understand how we do things. There is got to be that level of communication.
When they help with a special issues, but also extremely helpful with legislative issues. They can lobby and they can do lots of creative things that we cannot do so it's very important that they are engaged in that they know
and understand what is going on. One of the things also is to make sure that they send out one-page briefs of legislative issues whether it is for state issues
or reauthorization to the stake holders in our office also sent out brief when we feel it is important for us to engage the private sector.
By engaging them they still supported and they feel like they are not being penalized and we are not just trying to enact legislation or do policies that are for us. They feel they are part of the dialogue.
Debbie's example of the milk haulers is a good one and that we were able to bring everybody to the table and have some cohesion and instead of just us against them kind of thing.
It's really something we could make it work everywhere -- work for everybody and there is also an economic development connection.
We can shop transportation improvements for freight can really benefit everyone in terms of economic development and that is very key. A lot of people do not understand why even a free project like a new connection
or increased turning radii or something is helpful or how we can package all of these things and make that helpful for economic development in the region.
There are many challenges to engaging the private sector. One I heard earlier is that it's time-consuming and extremely expensive. The private sector has limited time to spend with us and sometimes when we invite them to meetings,
if the agenda is not something that they are interested in, they do not show up. This is really something we have to work on to make sure that what we do is on their mind so as to keep up with them
and understand with their current challenges are which change much quicker than we may anticipate. It is very time-consuming to engage the private sector. Like I said the time is limited and in -- they may not always come to me
and we may have to track them down and it can get expensive or we don't have the staff time or need to rely on consultants in order to get the answers that we need from the private sector. [ Indiscernible-muffled speaker ]
Also the freight community is extremely diverse. There is a lot of different people. We have a pretty diverse great stakeholder advisory group and we do get some criticism from different companies that said they would like to participate.
We have been struggling with how many people need to be on our FSAC and how may companies need to be represented in what is one company bring that another one does not and how do we reach out to everybody?
Freight is also difficult to forecast and while we use as many tools as we can and we are developing a freight program with some help from FHWA which would not been able to do without their help,
we are still not in a position of great information to help forecast what needs to happen and also to use that information to quantify benefits.
We do not have a lot of funding to do various projects and we are relying ever more on the private sector to help but we cannot quite make things happen the way want to happen, or free plant for example put out in 2009.
We are still trying to address all most every project in there.
Also, the metropolitan areas are a bit fragmented forests -- before us -- for us. Great crosses a number of different borders so we are pretty stretched out and it's a little bit tough to understand all the issues that need to go in.
I like also addressed quickly some legal issues. Just the other day we were trying to do some work on identifying properties around the port of Baltimore
and were able to get as much information as we wanted to about the conditions of the rails to understand how we could help. So we need to ask the owners of the rail served property
and one of the challenges is that any information they give us a subject to the public information act so we have to be very upfront about that and I think an earlier speakers had to develop a script
and we have to do that as well I we run it through legal. We have encountered some legal challenges with trying to get the information we need just to help the freight community.
Our future plans include enhancing and strengthening our FSAC in continuing the freight summits as much as we can. We may have to do smaller venues for specific topics.
We will continue the policy role in engage the private sector will continue to participate in private sector groups in order to get the word out about what our efforts are in trying to understand what our stakeholders are doing.
And if there are any questions on the processes or our free planning efforts or just specific policy areas the Debbie have been working on or other people from our office, we do not hesitate to contact me and I would be happy to help.
Thank you so much. Our next presentation will be given by Karen Schmidt from the freight mobility strategic investment Board.
You may begin.
Thank you. I will offer my apologies for my voice. I have a lot of text and some of my slides and I wasn't even sure is going to have my voice today.
The freight mobility board was created in 1998. Let me get my next page. We'll talk first of all about what the freight mobility strategic Board is and how the process works and give you some examples of projects with working on.
Were created in 1998 and we were specifically created as indicated -- an independent agency to look at the freight movement in our state and to also engage the private sector and planning and also financial participation in the project.
We are a stand-alone agency and we have a 12 member board governing as.
Representation is shown on the screen here so I do not need to read that to you but we rely on the private sector which includes ports because ports in our states are now investing in our projects offer for property and the county
and city folks as well as the DOT will -- DOT people are the ones that come up with a project and make the application that we require them to go back through the private sector
and make sure that these projects are ones that are supported by the freight mobility movers and also by the people who are going to help pay for it.
The board guides agencies strategic plans and they evaluate and score every project application that comes to us. He advocate for funding,
including advocating for funding as part of an overall package when their own funds are going to be tapped as with the truckers and the truckers have been very good partners at Saint. we are willing to be part of the solution ,
but we want to see our funds go to freight so we have the return on what we are paying for.
We operate as an unbiased broker because we don't bomb -- don't own any of the real estate and we aren't part of any movement of any of the freight groups. We are competitively neutral and we develop agreements and funding shares.
It's always interesting to have the truckers and the railroad sitting together and agreeing on what projects should move forward and what the benefits are to those.
We advise the Governor. and the Legislature of the freight train's and concerns. Our jurisdictional partners are the ones who submit projects for evaluation but it goes both ways. Sometimes the local governments
or the OT was at a project, and sometimes the private sector will come to us and say we see a need, can you talk to the local jurisdiction and see if it would be interesting -- interested in partnering on a project?
The purge -- projects must benefit from freight rather than a general mobility and they need to be on a state or regional plan and we prefer them to be on both.
They must have multiple financial partners. We are targeting the strategic freight corridor is in the definition of our strategic freight corridor is on the screen.
We operate with a project list that covers about a six-year timeframe where we are bringing projects through the process and getting them into a construction phase.
We found that less than six years is difficult to get projects into construction with permitting with acquisition, etc. More than six years it is difficult to hold the partnerships together
and certainly when we are dealing with private sector funding that is a window that is way too large, to go beyond six years.
As I said, the state, city, county, and port they submit projects but sometimes those projects are first committed by the private sector.
Again, we are competitively neutral as far as jurisdictions, we are blinded to jurisdictions and freight does not undertake -- does not care if it's on a city street or county road or highway
and it only has to travel a multitude of different highways in various jurisdictions treat we are also blinded to the modes is most freight has to go buy more than one mode and we need to fix all of the modes and not just one over another.
Partnerships are required statutorily.
Here in Washington.
So we take our task very seriously and putting our partnerships together and going out and seeking unique ways of engaging other partners to participate in our projects. Projects are evaluated by both a board
and they all read every single application, and we also have a tech team. Our tech team includes the Washington trucking Association, the Washington public Works Association, PMS they -- PMSA and both of the railroads that serve our state.
We have a 198 point criteria which is a quantitative analysis.
We have found that isn't it enough just to select projects by using an application in scoring grade because there are some excellent grant writers out there with projects that are not particularly strong in the freight area.
We've also found that there are a lot of grant writers that have a great project but do not present it in a way that scores very well. So after we go through the initial project evaluation,
part of this is also where the private sector portion of our board and the tech team will go out specifically to whatever region or whatever area or city the project is in
and they will talk to local carriers in the area to get a hands-on feel for the benefits of the project and whether the proposed solution for whatever we are trying to solve will actually be successful.
The team's converter after scoring -- Denver -- confer after scoring and then we have a one-day face-to-face meeting with your given a series of questions that have come up after we read the applications and discuss them.
If we have additional questions those are sent out directly to the project sponsors they are asked to come to me with the answers to those questions and any others that may come up.
Here is our 198 point scoring grade. It's focused on freight and it took one year to develop this with all the freight players at the table coming up with a bow so that it -- coming up with a balance so that a pro-project
or port project or program project would all score evenly across this grid and it has proved successful in the 13 years we have used it.
The final recommendations are developed and then those recommendations are then sent to the full board where they are adopted in an open meeting.
Project sponsors are advised ahead of time what the recommendation is so if they have anything they wish to add, or any additions they would like to add, any requests for additional funding, they can make it at that time.
At the time the project is adopted there is a dollar value and a percentage assigned.
By statute you cannot increase participation after this point and if the project costs go up the dollar value is used on the project. The project costs goes down the percentages used on the project.
We work with our partners all the way through the process, developing and nurturing partnerships and bringing on additional partners to our process. We assist with permitting
and by having early involvement on the part of not only the public sector but also the private sector, and it does help us with permitting licenses, for instance with the railroad and some of the port issues.
We assist with right-of-way acquisitions and we spend more time than I would like to mention broke or in agreement and keeping agreements held together because when you do have a diverse group of partners,
it is sometimes interesting to try to hold us partnership agreement.
The Legislature is kept current on the status of the project and we do keep their money moving because they don't want to see money sitting around.
Funding approval for construction is granted by the Legislature after we identify the projects we are going to be using. And then they approve of our final budget.
From that point the projects have 12 months to enter into construction and we have quarterly reporting that is required and it is tracked by both the House
and Senate committees as well as by OFM in this project are not moving through the process where they were -- whether it -- where they are not want to make their timelines where they are not going to get their permitting a right-of-way
or partnerships getting put together, then they will be removed for lack of activity and we will move onto another project.
We encourage unique approaches.
When a situation where DOT had a project they were going to build and Southwest Washington, it was an expansion of the offramp where they were going to add another lane and by getting the local truckers involved,
we were able to do some demonstrations on the ramp. It showed that the addition of a ramp lane was not going to be as productive as simply doing a double pulsing of the traffic signal.
It saves money and had a much better outcome in the truckers I think I felt they had made a difference in that position.
We do have groundbreaking and ribbon cuttings, not always continue to keep our legislative and congressional partners involved in their projects,
but also to give recognition to our partners have come together to make sure the projects get built because it's not just one agency spending money to build them.
We offer cash flow flexibility so if it is necessary for us to be the first in her the last and, we can have that flexibility to have projects move forward. We show cash flow accountability.
Obviously our legislature is are interested in that as well as OFM so our quarterly reports that the other cash flow is blowing. We offer a very nimble response because we are a small agency focused on one goal
and that is the movement of freight.
I'm sorry for the size of this one as I said I was afraid I was going to lose my voice. We have Edgar Martinez Way right by our baseball Stadium and Royal Brougham right next to it as well.
We're trying to get from the rail regards down to the port area@90 and -- up to I. 90 and I-5.
-- The original agreement was not honored by the city of Seattle so it'll work together with everyone to come up with a new alignment fix this problem. The secondary alignment that was proposed had a flawed design
and we had to go back with our partners, both our financial partners, as well as our additional allies that came together to work with DOT and the city of Seattle to come up with an alignment that is actually going to work
and not create the choke point farther down the line.
Everyone was in agreement and it was a very successful outcome in a would not have been as successful had when I have a lot of participation from various partners.
In Eastern Washington we have a project in a small community called Prosser Washington. In that community they had a number of problems, then a substandard rail bridge where trucks could not go under the bridge.
They had a bridge that was over the river outside of Prosser and on this one, single route through town and the bridge was functionally obsolete so trucks were not able to go over that.
And then we had to redesign a corner to their manufacturing center, as well as a couple of businesses where the trucks were having difficulty making their turns.
They had a limited number of dollars so we worked with a number of the business is the would-be beneficiaries and those beneficiaries came together with contributions.
As you can see we had a number of private sector donors that helped create a match for this project.
Our third example, they can't Valley -- the Kent Valley is the second largest warehouse area on the coast and we have a number of problems having used West connections out of the valley of the interstate
and over to both of our ports of Seattle and Tacoma. We are building a corridor that involves both a roadway extension of two I-5 and two grade separations. To put the financial partners together, we work with a warehouse owners
and by using an LID, they agreed to pay one third of the cost of this project. By engaging partners earlier, we were able to have a lot of success in moving this project a head.
We found there had been greater willingness to participate and financing some of these projects when they are directly involved in some of the decision-making.
Consensus building decision-making has been successful in keeping both the railroads in the truckers and others at the table, working together to solve problems. We understand that free does not start
and begin on the state system so the entire quarter have to work -- the entire corridor has to work for a happy that the corridor is beneficial for freight.
The funding flexibility has been key to keeping some of these projects moving.
We have experienced private sector support for new revenue if part is directed to freight. The trucking community has been very successful in helping us develop our budget, and also in providing input. We talk about various projects,
we will go to the Washington trucking Association, explain what we need, and they will not end -- they will not only internally work on an answer for us specifically on our project need, they will also go out
and reach out to their own members and come back with an answer. That is a lot of help for us and not having to have a lot more outreach because they're hoping that by that outreach.
We have found that freight mobility improvement is more successful when those projects are identified by the private sector, they know where the choke points are and they know where the problems are,
and we are regular basis to stay in contact with the ports, the truckers, and the railroads and have them help us in identifying or problem areas are.
Then we work with that jurisdiction to see if we can develop a partnership to fix the problem.
And also create easier coordination between private and jurisdictional partners when they are involved right from the beginning. If they feel ownership of the project they are more willing to help with permitting
and also helping with solving problems that come up in the course of putting the project together. Direct private sector involvement is been key to our program and project selection by an unbiased board has been so -- respected
and very successful.
Our ability to be partners in also the ability to say his projects as we have money available to continue move projects to completion event is divided into various phases. We have been successful in leveraging funds.
We currently leveraging out five dollars for every one dollar of program money that we put in. And if you have a question that this is how you would get a hold of me or our FMSIB website and you can also go there
and see our quarterly reports and they are pretty descriptive of where the project stands and how money is being spent.
Our final presentation will be given by Liz, you may begin.
I currently manage the air quality conformity process in our region and in addition to that I managed a new, proactive air quality program.
Transportation clean air measures or TCAM and I am happy to share with you a living example of a successful partnership that we embarked upon.
If someone could refresh my memory on advancing, oh, I got it. First of all I just wanted to tell you little bit about who we are. We are the fourth largest MPO in the nation and we cover northern and central New Jersey we are home to 6.
6 million people, there are 3.2 million jobs in our region, we encompass the 4200 there are 3.2 million jobs in our region, we encompass the 4200 mi.&#²;, and we have 13 counties
and two largest cities in our region as well as a 384 municipalities. So partnerships are very important to us.
We have a large, complex and very big transportation network in our region. There is a map here that just shows you where we are. We're very close to New York City. The state of New York to our North and Pennsylvania to the West
and Southern New Jersey of course to the south of us. We have 23,000 miles of road networks over 250 bus routes, we have a 10 line commuter rail system that stretches 390 miles with 150 stations. We have 14 miles of rapid transit
and 50 miles and growing of light rail lines and 18 very roots -- ferry routes, 600 bridges, airports, and pre-processed to Manhattan, the George Washington Bridge and the Holland and Lincoln tunnels.
[ Indiscernible-muffled speaker ] and for all of you freight people in the lobby at -- in the audience, we had a 400,000,000 tons of freight by truck and 25 million and 25,000,000 tons of freight by rail each year.
This gives you a sense of who we are and we do.
We do many things. We bring together traditional and nontraditional stakeholders with interest and transportation.
We provide technical resources and information to support transportation planning in our region. Specifically, we create a vision to meet the mobility needs of our region and we develop a long-range plan to develop
and improve the transportation system in our plan goes out to 2035 rain. We prioritize more than $2 billion of federal funds annually to support transportation planning and projects in our region.
I think I'm getting ahead of the slides. Here we go. In our long-range plan, which I mentioned goes up to 2035 right now and we update that every four years. We have identified six regional goals
and this is really the essence of what we do and what we are striving to do here in New Jersey.
Number one, and these are in no particular order, we protect and improve the quality of the natural ecosystem and human environment so that is an environmental goal for us. We provide affordable, accessible,
and dynamic reservation systems response to current and future customers. We retain and increase economic activity and competitiveness.
We strive to enhance system coordination and efficiency in intermodal connectivity. We maintain a safe and are liable transportation system and save in good repair.
And we also select transportation investments that support the coordination of land use with transportation systems. You will see that this particular project I'm going to talk about the tie-in and touches a number of these goals,
not just environmental but economic, etc., etc. economic, etc., etc.
I will give you a little bit of background on the transportation clean air measures project first.
In 2007, the NJTPA embarked upon a project to identify and analyze transportation cleaner measures or TCAM that were not being generated through existing programs and that would benefit air quality and support the environmental
and livability goals of the NJTPA ant TCAMs response to the federal guidance also.
Prior to this our work and air quality have been concerned with conformity determination and meeting the federal regulations of the clean air act only. We wanted to be much more active in improving air quality in our region above
and beyond just meeting the budget for the criteria includes the wages had to work at -- had to look at.
[ Indiscernible-muffled speaker ] the project was specifically designed to augment existing environmental beneficial programs as well as to advance in new and innovative initiatives.
The study was identified in house and it was something that we decided at the MPO that we wanted to do about this would be beneficial.
In 2007, the MPO identified this as a study they wanted to take. The study was identified and a consultant came -- panel was selected and after this a technical of guys regroup was formed. -- A technical advisory group was formed.
-- The department of environmental protection and the department of transportation and transit.
There were regional representatives from the 13 counties in two cities I mentioned earlier and also the transportation management Association's.
Since those early stages the technical advisory committee which does continue to meet has expanded it to include the EPA, the environmental protection agency. The Port Authority of New York and New Jersey and the surrounding MPOs
and would also work with others as well. Originally, there was technical experience provided in we helped a selected in prioritize a final selection of TCAMs. It's ever has in his 12 new
and exciting new working partnerships with agencies would traditionally have not worked with in the past. So we were rolling up our short sleeves -- growing up our shirtsleeves to work together.
There were four types of TCAMs investigative and the first type was clean vehicle technology and this is the TCAM owl be talking about today. The second group of TCAMs was measures to reduce the vehicle miles traveled
and the third was anti-abolition -- and tie idling -- anti-idling measures. -- Particularly the emissions reductions for the criteria and pollutants as well as the greenhouse gases. From this original list,
20 candidate TCAMs were prioritized and investigated further. Fact sheets were developed and 20 TCAMs were considered further in each of these were researched more diligently and screen more rigorously, both qualitatively
and quantitatively, and finally the group came up with nine TCAMs that they felt were priorities. They thought this could be developed into action plans.
We are currently implementing out of the nine action plans with her had success with five to date.
The point I want to make with this particular whether is that the key to success for this project was really to establish and nurture those key partnerships as early as possible.
Involving people who you think may be implementing your efforts later, including them at the very beginning, and you can never involve a potential partner too early.
So now we're talking about forming the technical working group. This is a key step in successfully implementing these are further down the line and we may not been aware of it at the time but that is how it turned out later.
We were instrumental doing the following, helping you select the consultant team, guiding the project, providing the technical expertise as this was a rather technical undertaking,
and helping to select a prioritize the final TCAMs edit the outside -- outset of the project that was what was envisioned for the technical guys recommitting.
As time has passed a more expansive became to realize many of the people on the deal can implement or so the final action plan. Probable implementers, initially we considered and included USEPA, NJDEP, New Jersey transit, and so on.
Now we have included the Department of Education for New Jersey, the New Jersey rail carriers Association, Conrail, and we continue to add new partners as we continue to develop.
This particular, public-private partnership was a program to retrofit or replace diesel locomotive engines for great -- for freight. There was an action plan from our study that recommended promoting and funding to retrofit
or replace diesel locomotives for freight.
The benefits were quantitative and qualitative and they were very tangible and they were easy to identify.
Quantitative benefits for reducing their BOCs -- of the VOCs, NOX and so on. There was also some spinoff of qualitative benefits that we hadn't maybe I missed -- maybe identified but we came to find them out
and were able to implement those as well and I was responding to the community concerns.
Also reducing fuel consumption and extending engine life as well. We looked for existing opportunities. Rather than trying to implement these all by ourselves, we looked around the region to see what else was going on.
At the same time the Port Authority had just told the conference of clean air strategy and its purpose was to reduce emissions in advance of regulations. For the rail,
the Port Authority headed outside were placing five switching locomotives in this tied in perfectly with our initiative.
Initially, we had discussions with the port authority and those agencies agreed this project shared mutual goals and would be beneficial for the region overall. At this point those agencies agreed to commit funds
and staff to implement the project. The port authority then reached out to CSX and others and gain financial assistance and staff from them as well. We talked about leveraging funds but the money that we have that effort was modest.
We certainly benefited from leveraging funds, we used that money not just as a minimal match but we leveraged it as much as we could. In this case you can see the respective contributions on the slide.
The port authority to extend $600,000 in each railroad kicked in 300,000 $300,000 and a week ago 1.8 said that allow replace a -- replacement of two engines.
-- I think I mentioned earlier that the Port Authority had identified five locomotives that needed to be retrofitted. Because our resources were limited, this public and private partnership but in the port authority
and the NJTPA in Aurora's were only able to do to locomotives that the others were done concurrently by the railroad
and the New Jersey Department of Environmental Protection so all five locomotives were able to be replaced using different agreements in different pots of money.
The NJTPA, let me catch up on the slide here . Engaging other agencies can be enhanced. We began discussions with the port authority in 2009.
Involving other agencies as early as possible so the project is known, understood and seen favorably,
in hindsight we may have engaged the Port Authority in 2007 we began the project the crystal ball in we did not know what the result would be so we caught up with them later.
Highlighting the benefits of the project is important when you're engaging other people, other agencies and qualitative and quantitative benefits, and also creating an energy or a buzz about the project is very helpful as well.
People are more apt, it's better to have people involved in a project because they want to be involved, not because they have to be involved. If there is an energy or a buzz and it is something new
and it is exciting it's easier to get support that way so that is kind of a PR piece.
Securing a commitment, a firm commitment from agencies is important. I think the number one factor is securing a financial commitment, regardless of how small the dollar amount is.
Any amount of financial commitment really puts people on the line and they bring money to the table is suddenly there is a line item in their budget they have to be accountable for.
I think if you can get any kind of financial commitment from people or agencies or groups, there really says a lot. Also the commitment of staffing resources as well. It was intensive in terms of forming a working group
and putting the project through the really needed dedicated people and people who would stay with you throughout the project who will not drop the ball and who really believe in the project as well.
So having a firm staffing resource commitment is really weren't as well.
The other thing we could use his resolutions of support from other agencies or he would have have been writing that they are committed to this project in order for our poor to take action
and approved the allocation when the allocation is $1.8 million. In terms of the Project management itself, very, the us -- very commonsense approach.
Identifying the overall project team with a key project manager from each agency is critical. Identifying a project timeline with specific tasks, deadlines and who is responsible. And the importance of meeting regularly in person
or via conference call to discuss the progress and was always use. Things came up, this was something new that we had never done before, things came out of left field where he frequently and it was really important to stay in touch.
Even though we did meet regularly in person, we did have many conference calls in between, e-mails and so on but really kept this project on track. This is my row was not built in a day slide.
-- This is my row -- Rome was not built in a day slide.
In 2007 we undertook the study and in 2009 we met with the Port Authority to discuss possible implementation of the project. In 2009 we gained a solid commitment from the port authority and the railroads on money, staff time and letters.
In 2010 the Board of Trustees recommended funding and the FHWA improved or approved the project and in 2001 we had the two retrofitted -- the 2011 we had the two retrofitted locomotives.
-- If you want to contact me either over the phone or through e-mail please feel free.
Thank you so much. I would like to start the Q&A session with the questions posted online. Not be able to get through all the questions so we'll go through them afterwards and try to get the answers all the questions as well.
The first question I see is for Karen. How are the volume thresholds were strategic freight corridor is developed? [ Indiscernible-low volume ]
When the board was created in the program was created, they recognized that freight moves on all sorts of roads and rail lines and waterways. They wanted to target the most strategic
and so I think as far as roadways they went with the T1 and T2 definition and that is how they came up with the level for roadways.
We have rivers that moved freight by barge in our state and I think that is how they came up with how much volume would be on our barge is going up and down the Columbia River.
In the railroads of course that was more than mainline connection versus some of the spur line that exists. This is the primary threshold and this is the first step to even be considered that there are many other steps beyond that.
The next question is also for you Karen. Do you rate quiet -- projects on the debility were climate change related improvement question were
We have some history does get into Dartmouth issues but it is not our primary concern. By statute we are primarily directed just to look at the movement of freight
and as a matter of fact with our projects we cannot even consider sidewalks, bike paths, landscaping, or anything else. Simply the roadway that is going to move freight.
While we in our applications do have some areas where we consider the environmental impacts or benefits, it is not a primary driver.
Another question for you.
Does the FSIB run interference -- the purchase of assets are because expanding freight world -- but freight traffic there are complaints.
We will work with local jurisdictions. I said earlier that we have projects that are even recommended by various groups. Recently, an hour to come a poor area cosh -- an hour -- in our Tacoma area,
a tribe can test on how they plan to move cargo between the docs in a rail yard and we understood what they were proposing we got all of the jurisdictions in prominent in all the private sector that were involved in that area
and we came up with a study that everyone helped fund to help or look at how we could develop that area so it would have less impact negatively on these various communities and still be much more efficient for the movement of freight.
Yes we do work with the locals when we no ahead of time there is going to be a problem. Some of the citing issues for chat facilities and railroads have been a primary concern for us.
Yet another question for you. You said you cannot increase participation. Were you guys get your money form -- from and whatever size of your budget?
The legislature provide the funding and principally our funding comes from trucking fees that were targeted towards FMSIB and in our current Sixer plan we have $961 million worth of projects
and we are projected to be putting in $189 million.
I have a question for Suzanne. Is there a difference between a forum and a roundtable? She is trying to imagine which might be best.
Technically if you look up the definition there is a difference.
A roundtable came from the King Arthur roundtable where there is no one who is the lead and there is an equal discussion among equals.
A forum tends to be more like a set of people taking positions in speaking and presenting. Like in open forum where people express different opinions. What you would use depends upon what you are trying to accomplish.
If you are looking at a specific project, or looking at a long-range plan, or prioritizing projects, or are you doing something that is ongoing that you will do time and time again, or once a year or just an occasional basis?
The best advice I think I can give is to make sure that the balance of the people in either the roundtable or the forum are not overly public or private sector. Depending upon what you are trying to achieve,
if you try to invite to private sector people and they are the only people they are and it's a room full of public-sector people, the concept of having a roundtable
and equal discussion is a bit muddied because it's not a group of people from the same perspective.
I hope that answers the question.
I think so. At this time it is now 2:30 PM and we have one question left which we will get an answer to off-line.
I will close out today's seminar.
Thank you all for attending. The recorded version will be available in the next few weeks on a talking rate website. If you're a member of light received 1.
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Also download the credit assertions if you're a sure on how to obtain your credit for today's seminar. Note that we will be holding a special seminar or webinar on July. Please visit the talking freight side on the website.
-- Please visit the talking freight website to register for this webinar. I I urge you to join the listserv if you have not already done so. Thank you for your time and enjoy the rest of your day.