***Executive Summary***

#  *Who We Are*

The JWC serves as an internationally recognized multi-disciplinary
expert group on US/Mexico border transportation issues*.*

***What We Do***

The JWC promotes, facilitates, and implements coordinated binational
transportation planning and operations among JWC members, partners and
customers providing tool development, technical assistance and outreach
services to continually improve cross border transportation.

***Where We Are Going***

The JWC seeks the efficient, safe, secure, and sustainable movement of
people and goods across and along the U.S./Mexico border and the
enhancement of our global competitiveness.

**Goals/Objectives/Strategies**

The JWC has identified four main goals that support the mission and
vision of the group and will promote the efficient, safe, secure,
competitive, and sustainable movement of people and goods across and
along the U.S./Mexico border.

-   Relieve Congestion

-   Enhance Safety and Security

-   Improve Global Competitiveness

-   Ensure Sustainability

+--------------+-------------------------------------------------------+
| > **Goal 1** | **Relieve Congestion**                                |
+--------------+-------------------------------------------------------+
| **           | **Reduce wait-times, increase infrastructure          |
| Objectives** | efficiency, and identify new areas for improvement**  |
+--------------+-------------------------------------------------------+
| **           |                                                       |
| Strategies** |                                                       |
+--------------+-------------------------------------------------------+

> 1.1 Assess congestion relief programs for effectiveness, and encourage
> implementation along the border.
>
> 1.2 Evaluate the optimization of existing transportation
> infrastructure and promote best practices.
>
> 1.3 Evaluate future need for infrastructure (envision and resolve
> problems before they begin). Disseminate results and promote planning
> methodology.
>
> 1.4 Partner with other governmental and private sector coalitions to
> address common problems and achieve common goals.
>
> 1.5 Assess methods to leverage current funding sources, identify new
> funding to support congestion initiatives and promote their use.

+--------------+-------------------------------------------------------+
| > **Goal 2** | **Enhance Safety and Security**                       |
+--------------+-------------------------------------------------------+
| **           | **Reduce crashes, increase participation in trusted   |
| Objectives** | traveler programs, and identify and mitigate risk     |
|              | factors**                                             |
+--------------+-------------------------------------------------------+
| **           |                                                       |
| Strategies** |                                                       |
+--------------+-------------------------------------------------------+

> 2.1 Evaluate and promote current technologies and operational
> practices that increase both safety and security (but not one at the
> expense of the other).
>
> 2.2 Promote the incorporation of safety and security into the design
> and planning of infrastructure.

1.  Assess and promote methods that optimize operational safety for the
    users of the transportation system (e.g. segregation of modes).

+--------------+-------------------------------------------------------+
| > **Goal 3** | **Improve Global Competitiveness**                    |
+--------------+-------------------------------------------------------+
| **           | **Optimize economic viability of transportation       |
| Objectives** | system and maximize the benefits of geographic        |
|              | proximity**                                           |
+--------------+-------------------------------------------------------+
| **           |                                                       |
| Strategies** |                                                       |
+--------------+-------------------------------------------------------+

> 3.1 Evaluate and promote ways to expand/improve the binational
> transportation network.
>
> 3.2 Promote the implementation of transportation related provisions in
> NAFTA and other international agreements that have not been
> implemented.
>
> 3.3 Assess and evaluate the transportation and supply chain costs
> along binational corridors in order to identify areas in which costs
> can be reduced. Disseminate results and promote improvements.
>
> 3.4 Assess methods to leverage current funding sources and look for
> new funding sources to support competitiveness initiatives.

+--------------+-------------------------------------------------------+
| > **Goal 4** | **Ensure Sustainability**                             |
+--------------+-------------------------------------------------------+
| > **         | **Make responsible transportation decisions that will |
| Objectives** | result in environmental and socio economic benefits   |
|              | to present and future generations**                   |
+--------------+-------------------------------------------------------+
| > **         |                                                       |
| Strategies** |                                                       |
+--------------+-------------------------------------------------------+

> 4.1 Evaluate existing transportation policies and programs and promote
> those that result in net positive benefits.
>
> 4.2 Evaluate the emissions impacts of transportation projects (e.g.
> congestion relief initiatives, trusted traveler programs) and promote
> implementation of projects that reduce emissions.
>
> 4.3 Promote environmental consciousness in planning, design and
> operation of facilities and transportation system.

# The Role of the Joint Working Committee 

The U.S./Mexico Joint Working Committee on Transportation Planning (JWC)
is a robust, thriving collaboration that provides analysis, planning and
coordination solutions to meet the border transportation needs of both
countries. (For a history and background of the JWC, please see Appendix
A). It coordinates the efficient transfer of important, innovative
surface transportation information and best practices across national,
regional and local levels, including the best solutions for efficient,
safe and economical cross-border mobility. It is also a leader in border
transportation product development through the advocacy for and creation
of specific study methodologies and tools that help identify border
needs and solutions.

In an ever-changing environment that includes the complexities of two
countries, as well as their respective federal, state and local
agencies, the JWC provides an important and unique forum where
stakeholders can share information and create mutually beneficial
cross-border transportation solutions. The strength of the JWC program
is collaboration and coordination. Making the most of its relationships
with Mexican and U.S. federal, state and local transportation entities,
it facilitates the sharing of information.

The JWC as an entity does not have direct authority to implement
transportation improvements, such as building new infrastructure. But,
because the JWC is a unique collaborative partnership among agencies, it
is able to develop solutions to be shared with internal and other
stakeholders, so effective solutions can be considered and implemented
on a wider scale.

The JWC works with other recognized binational border groups such as the
U.S.-Mexico Binational Bridges and Border Crossings Group, chaired by
the U.S. Department of State and Mexico's Secretary of Foreign Affairs
(Sectretaría de Relaciones Exteriores -- SRE), and the Border Governors'
Conference -Worktable on Border Crossings, on an as-needed basis to
provide transportation planning expertise, or to conduct research on
specific transportation issues..

**The Need for a JWC Strategic Plan**

The JWC is a complex enterprise considering the number of partners
involved. Through strategic planning, and the development of a strategic
planning document, the JWC can focus its limited resources on specific
strategies that are better aligned with the JWC's goals and objectives.
Capitalizing upon these efficiencies is of added importance to the JWC
in order to sustain and expand the scope and impact of its work. Regular
and continuous review of the group's objectives and performance can help
to both manage current activities and define the future direction of the
JWC. In addition, an increased emphasis on results will document and
validate the success of the JWC, as well as relay the story of that
success to stakeholders and decision makers in both countries.

In determining the need for a unified strategic planning document, the
JWC identified a number of contributing factors:

-   There is a gap between biennial program planning and strategic
    planning.

-   No framework exists to incorporate new activities in the biennial
    work plans.

-   Stakeholder expectations can better align with the identified
    activities in the biennial work plans.

-   Individual plans between the countries and between states,
    municipalities or Metropolitan Planning Organizations (MPOs) can be
    better aligned through a JWC strategic vision and mission.

-   The JWC has an opportunity to reach a broader stakeholder community
    for the implementation of its products and programs in both
    countries.

-   There is no existing document which identifies the current vision,
    mission, goals, objectives, strategies and performance measures of
    JWC.

This Strategic Plan represents the thoughtful consideration of JWC
members to determine goals, objectives, strategies and appropriate
metrics to evaluate the impact of its work and the value it delivers to
stakeholders in both countries. It will help to ensure that present
activities are clearly articulated within the JWC framework while also
helping decision-makers to more accurately plan and coordinate future
activities. It will also serve to orient new participants to the JWC and
its work.

The Strategic Plan also maintains the flexibility to redirect efforts
and engage resources to meet emerging challenges. Each JWC member agency
member is engaged in unique activities and strategies that will help
drive JWC success. Together, the ability to consider the future of
U.S./Mexico cross-border transportation and think creatively about
moving forward as a group can make a lasting difference in the outcomes
of the work of the JWC. To this end, the JWC will work to implement all
aspects of the Strategic Plan through continual cooperation and
communication with each of the binational stakeholders.

**JWC Direction**

Given this understanding, the following statements represent the current
state of the JWC, its perception of its mission, and its vision for
future success:

**JWC Goals, Objectives and Strategies**

The JWC has identified four main goals that support the mission and
vision of the group and will promote the efficient, safe, secure,
competitive, and sustainable movement of people and goods across and
along the U.S./Mexico border.

-   Relieve Congestion

-   Enhance Safety and Security

-   Improve Global Competitiveness

-   Ensure Sustainability

The JWC has also identified a set of Objectives for each goal, which
more specifically defines the goals. For example, they describe what
Relieve Congestion might look like: reduced border wait times, increased
efficiency and identification of areas for improvement. A set of
specific Strategies will be used to accomplish each Objective. All
specific Strategies are categorized under the following three
overarching strategies:

-   The JWC will develop tools using best practices and available
    effective technologies.

-   The JWC will provide technical assistance in transportation
    engineering/planning practice, the use of developed tools, and on
    effective technologies for border transportation related activities.

-   The JWC will conduct outreach to internal and external stakeholders
    promoting best practices, tools, and planning to improve and augment
    coordination.

In order to measure success, and to show how the group is doing in
meeting its goals, performance measures need to be developed. As
mentioned above, the JWC as an entity does not have direct authority to
implement transportation improvements, such as building new
infrastructure. It does however develop solutions to be shared with
internal and other stakeholders, so effective solutions can be
considered and implemented on a wider scale. ***The JWC chose to
document the performance measures as the overarching benefits that
correlate with the JWC objectives. These may be attributable in part to
the JWC efforts.***

Goals, objectives and strategies are discussed in more detail below.
These goals, objectives and strategies are inclusive rather than
exclusive. Individual JWC stakeholders are involved in many efforts to
improve cross-border surface transportation in their respective
countries, states and localities, these efforts can fold directly into
the goals, objectives and strategies discussed below.

-   **Goal 1 - Relieve Congestion:**

Increasing congestion of the border transportation system poses a
substantial threat to the economy and to the quality of life of millions
of people in the border region, and beyond. The growing unreliability of
the border transportation system due to congestion imposes severe costs
to businesses as well as families. As an example, in 2005, congestion at
the San Ysidro, Otay Mesa and Tecate crossings along the
California-Mexico border was estimated by the San Diego Association of
Governments to annually cost the U.S. economy \$3.7 billion and almost
40,000 jobs.

[Objectives and Strategies for relieving congestion:]{.underline}

The JWC strives to reduce wait times, increase infrastructure efficiency
and identify new areas for improvement through the following strategies
and performance measures:

1.  **Assess implemented and on-going congestion relief programs for
    effectiveness, and encourage implementation along the border.
    (Strategies: tool development, outreach**)

> ***Performance Measures***

a)  Increase in the number of trusted traveler programs.

b)  Number of locations where new programs were implemented or
    additional lanes added to existing locations.

c)  Reduction in border wait-times where programs were implemented.

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2.  **Evaluate the optimization of existing transportation
    infrastructure and promote best practices. (Strategies: tool
    development, technical assistance, outreach)**

> ***Performance Measures***

a)  Number of locations where improvements were made based on
    evaluation.

b)  Reduction in border wait-times at locations where improvements were
    made based on evaluation.

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3.  **Evaluate future need for infrastructure (envision and resolve
    problems before they begin). Disseminate results and promote
    planning methodology. (Strategies: tool development, technical
    assistance, outreach)**

> ***Performance Measures***

a.  Number of locations where new infrastructure is planned or
    constructed based on evaluation/long range plan development.

b.  Reduction in border wait-times resulting from the new infrastructure
    based on evaluation.

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4.  **Partner with other governmental and private sector coalitions to
    address common problems and achieve common goals. (Strategies: tool
    development, technical assistance, outreach)**

> ***Performance Measures***

a)  Number of common goals achieved based on evaluation.

b)  Reduction in border wait-times at locations where common goals were
    achieved based on evaluation.

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5.  **Assess methods to leverage current funding sources, identify new
    funding sources to support congestion initiatives and promote their
    use. (Strategies: tool development, technical assistance,
    outreach)**

> ***Performance Measures***

a)  Number of locations for which financing was acquired based on
    evaluation.

b)  Reduction in border wait-times at locations where improvements were
    made based on evaluation.

-   **Goal 2 - Enhance Security/ Safety:**

Safety and security of border transportation is the highest priority.
(NM Safety Corridor Statistics and some other Security statistic)
Ensuring safe and secure travel within the border region is a guiding
principle throughout all of the JWC's programs and activities. The JWC
promotes the flow of legitimate people and goods on a reliable and
trustworthy transportation system.

[Objectives and Strategies to enhance security/safety:]{.underline}

The JWC strives to reduce crashes, increase participation in SENTRI/
FAST lanes, and identify and mitigate risk factors through the following
strategies and performance measures:

1.  **Evaluate and promote current technologies and operational
    practices that increase both safety and security (but not one at the
    expense of the other). (Strategies: tool development, outreach)**

> ***Performance Measures***

a.  Number of locations where technologies/ operational practices were
    implemented improving safety and security.

b.  Reduction in crashes/document backlog at locations where
    technologies/ operational practices were implemented improving
    safety and security.

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2.  **Promote the incorporation of safety and security into design and
    planning of infrastructure. (Strategies: technical assistance,
    outreach)**

> ***Performance Measures***

a.  Number of locations in which safety/security conscious planning and
    design are incorporated into the project.

b.  Reduction in number of crashes/ document backlog at the locations in
    which safety/security conscious planning and design are incorporated
    into the project.

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3.  **Assess and promote methods that optimize operational safety for
    the users of the transportation system (e.g. segregation of modes).
    (Strategies: tool development, technical assistance, outreach)**

> ***Performance Measures***

a.  Number of locations where optimization actions were implemented.

b.  Reduction of crashes/weaving/document backlog at locations where
    optimization actions were implemented.

    -   **Goal 3 - Improve Global Competitiveness:**

Improving the binational border transportation system while minimizing
the cost to build, maintain, operate, and use it directly supports
local, regional, and national economic growth and increased
competitiveness. In 2005, \$290 billion of trade crossed our border. Put
in other terms, that is \$33 million per hour, or \$½ million per
minute, every minute of every hour of every day of the year.
Facilitating that trade allows the economies of both countries to expand
creating more jobs and improving the quality of life.

[Objectives and Strategies to improve global
competitiveness:]{.underline}

The JWC seeks to optimize the economic viability of binational
transportation systems by promoting efficient trade, tourism and
maximize the benefits of geographic proximity through the following
strategies and performance measures:

1.  **Evaluate and promote ways to expand/improve the binational
    transportation network. (Strategies: tool development, technical
    assistance, outreach)**

> ***Performance Measures***

a)  Number of improvements or expansions implemented/planned at
    locations that were evaluated.

b)  Increase in trade values/volumes at locations where improvements or
    expansions were implemented as a result of evaluation.

c)  Increase in tourism/cross border commerce volumes at locations where
    improvements or expansions were implemented as a result of
    evaluation.

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2.  **Assess and evaluate the transportation and supply chain costs
    along binational corridors in order to identify areas in which costs
    can be reduced. Disseminate results and promote improvements.
    (Strategies: tool development, outreach)**

> ***Performance Measures***

a)  Reduced transportation and supply chain costs along corridors
    assessed.

b)  Increase in trade values/volumes at locations where improvements
    were implemented along supply chain corridors as a result of
    assessment.

    3.  **Assess methods to leverage current funding sources and look
        for new funding sources to support competitiveness initiatives.
        (Strategies: tool development, technical assistance, outreach)**

> ***Performance Measures***

a)  Number of locations for which financing was acquired based on
    evaluation.

b)  Increases in trade/tourism volumes at locations where improvements
    were made based on evaluation.

-   **Goal 4 - Ensure Sustainability:**

Border highways and transportation facilities are major contributors to
the quality of life in communities and can be a major factor affecting
the quality of the natural environment, especially air quality. Nearly
12 million residents of both Mexico and the United States live in the
counties, towns and cities that stretch from the Pacific Ocean to the
Gulf of Mexico, with population expected to increase to 19 million by
2020. Some 260 million people legally cross to and from the United
States and Mexico every year.

[Objectives and Strategies to ensure sustainability:]{.underline}

The JWC encourages responsible transportation decision making that
provides environmental and socio economic benefits to present and future
generations through the following strategies and performance measures:

1.  **Evaluate existing transportation policies and programs and promote
    those that result in net positive benefits. (Strategies: tool
    development, outreach)**

> ***Performance Measures***

a)  Number of projects implemented which reduce emissions.

b)  Reduction in emissions where projects were implemented.

c)  Reduction of incidence of certain types of diseases.

d)  Reduction in border-wait times where programs implemented.

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2.  **Evaluate the emissions impacts of transportation projects (e.g.
    congestion relief initiatives, trusted traveler programs) and
    promote implementation of projects that reduce emissions.
    (Strategies: tool development, outreach)**

> ***Performance Measures***

a.  Number of projects implemented which reduce emissions.

b.  Reduction in emissions where projects were implemented.

c.  Reduction in border-wait times where programs implemented.

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3.  **Promote environmental consciousness in planning, design and
    operation of facilities and the transportation system. (Strategies:
    technical assistance, outreach)**

> ***Performance Measures***

a)  Number of locations in which environmentally conscious planning and
    design are incorporated into the project.

b)  Reduction in emissions at the locations in which environmentally
    conscious planning and design are incorporated into the project.

c)  Reduction of incidence of certain types of diseases.

d)  Reduction in Border-wait times where programs were implemented

# Iterative JWC Strategic Planning Process and Reporting 

The strategic planning process is envisioned as part of a larger
lifecycle that includes and informs other elements of JWC business
planning. The goals, objectives, strategies, performance measures and
outcomes embodied in a strategic plan will be reflected in the biennial
work plans that serve to "operationalize" the strategic plan through
specific, measurable activities. The analysis and review of JWC data
will inform members on how to focus and most appropriately align
resources to accomplish the strategic vision of the group and assess
progress. This assessment process will include the generation of an
annual report based on this information.

Through continuous examination of the services it provides and the
specific mission-oriented performance metrics it uses to measure
activity, the JWC can gain a fuller understanding of the impact of its
actions as well as valuable insight towards improving them over time. A
graphic representation of the relationship between the existing MOU and
work plans and the suggested strategic planning process follows below:

**Appendix A**

**JWC History and Background**

The U.S./Mexico Joint Working Committee on Transportation Planning (JWC)
was created as a direct result of the North American Free Trade
Agreement (NAFTA) between Mexico, Canada and the United States. Signed
in 1994, NAFTA inaugurated a new age for commercial trading based upon
global and regional interdependency, with an emphasis on the need for
more focused planning to meet the challenges of an emerging, more
dynamic social and economic environment. Understanding the importance of
the North American surface transportation system for the free trade and
the efficient flow of people and goods, the U.S. Department of
Transportation (USDOT) and the Mexican Secretariat of Communications and
Transportation (SCT) agreed to establish mechanisms to coordinate and
facilitate an effective and efficient cross-border surface
transportation system as a priority under the treaty, within the context
of managing an extensive shared border of nearly 2,000 miles.

In 1994, an initial Memorandum of Understanding (MOU) was signed by the
Secretaries of the USDOT and SCT creating the JWC from all ten U.S. and
Mexican border states, as well as other federal agencies from both
countries. One of its first tasks was the development of a two-phase
study of transportation planning and programming between Mexico and the
U.S. that captured the current state of border infrastructure and
assessed strategies for future coordinated efforts. As a result, a
transition plan was drafted in 1998 creating the organizational
structure of the JWC and its initial program of activities. Since then,
the primary function of the JWC has been the development of a permanent
forum for binational and inter-institutional dialogue and coordination
with a focus on border transportation needs. The JWC serves as a
catalyst for determining and promoting coordinated transportation plans
that generate economic and social benefits across both countries and
North America.

The first six years of NAFTA implementation saw rapid growth of
commercial trade and increasing demand on international transportation
systems. In 2000, SCT and USDOT renewed their intent to cooperate
through a new MOU that focused the biennial work plans of the JWC on the
following priority action items:

-   Trans-border Corridor Planning

-   Coordinated Port of Entry Management System

-   Intelligent Transportation Systems (ITS)

-   Innovative Financing Mechanisms

-   Intermodal Transportation

-   Border Infrastructure Needs Assessment

-   Air Quality

-   Geographic Information Systems (GIS)

-   Border Technology Exchange Program (BTEP)

For the subsequent biennial work plans, cross-border efforts were mainly
directed toward the development of solutions to make transportation more
efficient and modern, and the overarching goal of the JWC became the
development of a "seamless" border where the movement of people and
products would be expedited.

Following the terrorist attacks of September 11, 2001, national security
quickly became the number one priority for the U.S. government, and
borders and ports of entry to the U.S. became critical elements in the
security system. Accordingly, the strategic relevance of the security
component to the transportation sector increased dramatically, and the
criteria for success in transportation planning expanded beyond speed
and efficiency of movement to incorporate security as a fundamental
criterion. The U.S. federal government began to transform its functional
and operational structure, creating the Department of Homeland Security
(DHS); within DHS, Customs and Border Protection was formed, integrating
most of the federal inspection services as well as other agencies'
programs and policies that deal with trans-border operations. The JWC
worked to incorporate these new national security and road safety needs
into its programs and products to improve the safe, secure and efficient
movement of people and goods across the border and beyond.

Competitiveness remains a primary focus of the JWC. For NAFTA
signatories, the proximity of countries continues to be the most
effective comparative economic advantage. Global economies participating
in the North American market are aggressively increasing market share
through reduced unit labor costs, increased productivity and competitive
pricing. Within this context, however, the regional NAFTA economies can
exploit the shorter distances to markets through the reduced cost of the
movement of people and goods created by an efficient transportation
system. To generate economies of scale and increase productivity,
improving the efficiency of binational inter-modal transportation has
thus emerged as a priority for the JWC.