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CONFERENCE PROCEEDINGS

# EXECUTIVE SUMMARY

On October 1-3, 2001, 63 members of the transportation community,
representing the public (Federal, state and local) and private sectors,
attended the National Freight Planning and Programming Conference in
Memphis, Tennessee. The conference was seventh in a series of freight
outreach events planned by the Federal Highway Administration (FHWA).
These events have been planned to generate recommendations to improve
the consideration of freight in the transportation planning process,
with the goal of influencing legislation in the reauthorization of the
Transportation Efficiency Act for the 21^st^ Century (TEA-21).

The purposes of the Memphis Conference were to:

-   Bring together the public and private sectors to discuss a national
    strategic focus on freight transportation planning and programming

```{=html}
<!-- -->
```
-   Recommend new ways to do business, taking into account the public
    and private disconnect in time horizons

-   Bridge the gap between planning and programming in freight, creating
    public and private partnerships and public and environmental
    streamlining

-   Look toward reauthorization and short term solutions

These purposes have been addressed in each of the outreach events and
arise from the fact that over the past 20 years the transportation
planning process has focused on passenger needs. Several other trends
and issues, which are listed below, also surround the need for
improvements in the freight planning process.

-   Freight volume is projected to nearly double by 2020 while the
    transportation infrastructure is not expected to grow
    proportionately

-   Funding, and access to funding, for freight projects is constrained
    and representation is lacking for certain freight modes

-   There is a lack of freight data with which to make informed policy
    decisions

-   There is limited coordination between the public and private sectors
    as well as among different jurisdictions

-   The public is not well educated about freight transportation and its
    criticality to the nation's economy

Recommendations to improve the consideration of freight in the
transportation planning process and to improve the effectiveness of
planning and programming from a freight perspective were generated at
previous outreach events. The overlying objective of the Memphis
conference was to tie these events together by further developing the
previously proposed recommendations, adding new ideas, and finally
devising implementation strategies for selected recommendations.
Participants were urged to move from discussion to action by assuming
accountability for implementing the recommendations. In order to give
participants a knowledge base from which they could develop their
recommendations and implementation plans, the conference was organized
so that participants could do the following before moving into breakout
sessions:

-   Attend a field trip to three Memphis area fright facilities --
    ComTrak Logistics, United Parcel Service (UPS) and the Union Pacific
    (UP) Intermodal Yard

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```
-   Listen to presentations given by stakeholders in the freight
    planning process

-   Watch a role play, which highlighted cultural differences and
    challenges in the freight planning process

Two breakout sessions were then held in which participants developed and
refined many recommendations for improving the freight planning process
and then created "Change Charters" for two priority recommendations,
outlining steps and responsibilities for implementing the
recommendations.

## Field Trip

The conference began with an optional field trip to ComTrak Logistics,
United Parcel Service (UPS) and the Union Pacific (UP) Intermodal Yard.
The field trip was designed to give participants a clearer picture of
intermodalism and freight movement in general, to use when thinking of
freight planning and programming improvements. Tours were given for each
of the visited facilities, focusing on freight movement to and from the
facility, as well as internal operations. Participants viewed
intermodalism in action, and understood the need for many modes to work
together for effective freight movement. Furthermore, the need for
efficient operations was highlighted, as each facility made use of
highly sophisticated information systems to maximize efficiency and keep
freight moving. As a result of the field trip, participants realized the
need for changes in the transportation planning process to ensure the
maintenance of effective and efficient freight transportation.

## Perspectives Brought to the Conference

The second day of the conference started with a plenary session, in
which participants had the opportunity to listen to several
presentations on freight trends and issues, both nationally and in
Tennessee, further laying the foundation for discussion in the upcoming
breakout sessions. Additional presentations, on topics such as maritime
shipping, transportation security, and the Memphis region, were also
given during the lunch sessions on October 2nd and 3rd. The speakers
represented a wide range of organizations, both public and private, and
were key in giving participants the background knowledge they needed to
make educated recommendations for improvement. The speakers and
presentation topics are listed in Tables 1 and 2.

  ------------- --------------- ------------------------- --------------------------------------------------
  **Section     **Presenter**   **Title, Organization**   **Presentation Topic**
  Reference**                                             

  3.2.1.1       George Schoener Director, Office of       Purpose of the Conference
                                Metropolitan Planning,    
                                FHWA                      

  3.2.1.2       Carter Gray     Memphis MPO Coordinator   The Role of MPOs in Freight Transportation

  3.2.1.3       Bruce Saltsman  Commissioner, Tennessee   Freight Initiatives Taken by the Tennessee DOT
                                Department of             
                                Transportation            

  3.2.1.4       Gary Maring     Director, Office of       [Freight Issues and Policy
                                Freight Management, FHWA  Options](../Appendix%20Materials/Maring.ppt)

  3.2.1.5       Bruce Lambert   Office of Freight         [National Freight Movements (Freight Analysis
                                Management, FHWA          Framework)](../Appendix%20Materials/Lambert.ppt)

  3.2.1.6       Jim Brogan      Freight Analyst,          [Addressing Freight in the Planning and
                                Cambridge Systematics     Programming Process (Discussion of Conference
                                                          White Paper)](../Appendix%20Materials/Brogan.ppt)

  3.2.1.7       Chuck Boyd      Division Administrator,   Memphis' Involvement in Freight Transportation
                                FHWA                      

  3.2.1.8       Kate Quinn      Intermodal Freight        Summary of Detroit Freight Planning Conference
                                Coordinator, Office of    
                                Freight Management, FHWA  
  ------------- --------------- ------------------------- --------------------------------------------------

Table 1 - Plenary Session Presentations

Table 2 - Lunch Presentations

  ------------- --------------- ------------------------- -----------------------------------------------------
  **Section     **Presenter**   **Title, Organization**   **Presentation Topic**
  Reference**                                             

  3.2.2.1       Rick Couch      President, Osprey Lines   Maritime Shipping Methods

  3.2.2.2       Rich Biter      Acting Associate Deputy   The Effects of September 11 on the Department of
                                Secretary and Director,   Transportation
                                Office of Intermodalism,  
                                Department of             
                                Transportation            

  3.2.2.3       Jim McCarville  Executive Director, Port  [The Port of
                                of Pittsburgh             Pittsburgh](../Appendix%20Materials/McCarville.ppt)

  3.2.2.4       Larry Jensen    President, Commercial     [The Memphis
                                Tennessee                 Region](../Appendix%20Materials/Jensen.ppt)
  ------------- --------------- ------------------------- -----------------------------------------------------

## Role Play

The role play was the last activity before participants went to the
breakout sessions. It was designed to illustrate the various stakeholder
perspectives that must be understood for effective freight planning. The
role play highlighted the barriers and opportunities in reaching a
common ground among the various stakeholders involved in a freight
project and illustrated the difficulty in moving forward with freight
projects when so many people are involved, each with different views. It
got participants to think about the need for the public and private
sectors to work together and provided a humorous foundation for the
upcoming breakout sessions on how to improve the transportation planning
process.

## Breakout Sessions

The first breakout session sought to build on or add to ideas generated
from previous conferences in terms of how freight planning can be
improved. The second breakout session built on the first day's session,
as participants voted on the top two recommendations developed in the
first session. "Change Charters" were then developed for the two ideas,
outlining the steps for implementing the recommendation.

The first breakout session asked participants to develop recommendations
in response to the question, "How can the transportation planning
process be improved at each level (local, state and federal) to address
freight needs, both commercial and defense and better incorporate
freight perspectives?" Many ideas were generated, which were later
consolidated into seven key recommendations, as follows:

1.  Improve Freight Education -- develop an education program to improve
    the public outreach component of the planning process

2.  Improve Freight Financing -- expand eligibility for existing funds
    or create new funds, such as a freight trust fund

3.  Eliminate the Modal Administration -- move power to an intermodal
    structure

4.  Develop Regional/Multi-Jurisdictional Coalitions -- along major
    corridors

5.  Create a National Freight Board (regional, state, local) and Freight
    PAC's (federal, regional, state, local)

6.  Improve Freight Data -- data should be consistent, reliable,
    aggregated, timely and proprietary

7.  Allow Public Funding for Private Projects with Quantifiable Public
    Benefit

In the beginning of the second breakout session, participants voted for
two priority recommendations for which "Change Charters" would be
developed. The chosen recommendations were:

1.  Create enabling legislation for regional/multi-jurisdictional
    coalitions along major corridors

2.  Improve financing of freight through the expansion of eligibility of
    existing funds or the creation of new funds, such as a freight trust
    fund

Participants were then asked to address the following components:

-   What are the necessary steps to implement this recommendation?

-   Which implementation steps are within the purview of your
    organization to implement?

-   Are there any constraints to your organization's ability to
    implement those steps that are within your organization's purview?
    If so, what if anything, might be a solution to the constraint?

Two "Change Charters" were developed, each listing the change
recommendation, implementation steps, timeline for each step, who is
responsible for each step, constraints, and solutions to the
constraints. The charters were created to encourage participants to
assume accountability for actually making each step happen. Participants
were expected to come away from this session with the awareness that it
was up to them to take the next step to making the improvements a
reality.

## Key Themes and Achievements

As a result of the Memphis conference, recommendations to improve the
consideration of freight in the transportation planning process were one
step closer to implementation. Although the Change Charters were the
tangible achievements of the conference, several other achievements
occurred as well. Most importantly, participants recognized their role
in implementing all proposed recommendations. They were given contact
names and ideas for the next steps to take to follow up on the work they
did at the conference. The Memphis conference was considered a success,
as it met the goals set out in the agenda and left participants with a
feeling of accountability for making changes to the freight planning
process.

Other themes and achievements for the conference follow in Table 3.

Table 3 - Key Themes and Achievements of the Conference

+----------------------------------+-----------------------------------+
| Theme                            | Conference Achievement            |
+----------------------------------+-----------------------------------+
| 1.  Moving past the idea         | -   The creation of the Change    |
|     generation phase and on to   |     Charters, which gave          |
|     implementing recommendations |     participants specific roles   |
|                                  |     for making changes            |
|                                  |                                   |
|                                  | -   Discussion of the next steps  |
|                                  |     to take in making the         |
|                                  |     recommendations become        |
|                                  |     reality                       |
+----------------------------------+-----------------------------------+
| 2.  Everyone involved must work  | -   The field trip,               |
|     together in order to make    |     presentations, and role play  |
|     freight improvements happen  |     highlighted the need for      |
|                                  |     changes in freight planning   |
|                                  |     and allowed participants to   |
|                                  |     view firsthand and better     |
|                                  |     understand why these changes  |
|                                  |     must be made.                 |
|                                  |                                   |
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|                                  | ```                               |
|                                  | -   Participants from both        |
|                                  |     sectors worked together in    |
|                                  |     the breakout sessions and     |
|                                  |     gained a better understanding |
|                                  |     of each sector's needs        |
+----------------------------------+-----------------------------------+
| 3.  Institutional changes are    | -   Change Charter developed for  |
|     necessary to making          |     implementing                  |
|     improvements in freight      |     regional/multi-jurisdictional |
|     transportation planning      |     coalitions                    |
|                                  |                                   |
|                                  | -   Participants understood the   |
|                                  |     need for institutional        |
|                                  |     changes and accepted the      |
|                                  |     responsibility for follow up  |
|                                  |     in order to make these        |
|                                  |     changes                       |
+----------------------------------+-----------------------------------+
| 4.  Improvements in freight      | -   Change Charter developed for  |
|     financing are important      |     instituting new or expanding  |
|                                  |     current funding mechanisms    |
|                                  |                                   |
|                                  | -   Participants generated        |
|                                  |     several other recommendations |
|                                  |     for financing improvements    |
|                                  |     and now understand their      |
|                                  |     responsibility for taking     |
|                                  |     further action to begin to    |
|                                  |     implement the changes         |
+----------------------------------+-----------------------------------+
| 5.  Increased public awareness   | -   Increased awareness of the    |
|     and education on freight     |     National Electronic Freight   |
|     projects is necessary        |     Dialog to give participants a |
|                                  |     forum to further discuss this |
|                                  |     need                          |
|                                  |                                   |
|                                  | -   Generation of several         |
|                                  |     recommendations to improve    |
|                                  |     public education              |
+----------------------------------+-----------------------------------+
| 6.  There is a need for more     | -   The discussion of the Freight |
|     detailed freight data to be  |     Analysis Framework            |
|     used for project planning    |     enlightened participants on   |
|                                  |     newly created means to access |
|                                  |     much needed freight data      |
|                                  |                                   |
|                                  | -   Generation of several         |
|                                  |     recommendations related to    |
|                                  |     increased freight data        |
+----------------------------------+-----------------------------------+

TABLE OF CONTENTS

[EXECUTIVE SUMMARY i](#executive-summary)

[Field Trip ii](#field-trip)

[Perspectives Brought to the Conference
ii](#perspectives-brought-to-the-conference)

[Role Play iv](#role-play)

[Breakout Sessions iv](#breakout-sessions)

[Key Themes and Achievements v](#key-themes-and-achievements)

[1. INTRODUCTION 1](#introduction)

[2. PURPOSE OF THE CONFERENCE 2](#purpose-of-the-conference)

[3. FOUNDATIONS FOR DISCUSSION 3](#foundations-for-discussion)

[3.1 Field Trip 3](#field-trip-1)

[3.2 Panelists/Lunch Speakers 5](#panelistslunch-speakers)

[3.2.1. Plenary Session 7](#plenary-session)

[3.2.2 Lunch Speakers 14](#lunch-speakers)

[3.3 Role Play 17](#role-play-1)

[4. BREAKOUT SESSIONS 18](#breakout-sessions-1)

[4.1 Breakout Session 1 19](#breakout-session-1)

[4.2 Breakout Session 2 20](#breakout-session-2)

[5. KEY THEMES AND ACHIEVEMENTS 27](#key-themes-and-achievements-1)

[6. APPENDIX 31](#appendix)

[A. White Paper 31](#a.-white-paper)

[B. Presentations 31](#b.-presentations)

[C. "What and How" Matrix 31](#c.-what-and-how-matrix)

[D. Participants List 31](#d.-participants-list)

# 1. INTRODUCTION

# 

The National Freight Planning and Programming Conference, held in
Memphis, Tennessee, October 1-3, 2001, provided an opportunity for 63
members of the transportation planning community to discuss
recommendations and to create an action plan for improving the freight
transportation planning process. The conference attendees came from 18
states and Washington D.C. and represented various public and private
sector interests, including:

-   Federal Highway Administration (FHWA)

-   Federal Rail Administration (FRA)

-   Federal Aviation Administration (FAA)

-   Maritime Administration

-   U.S. Coast Guard

-   State Departments of Transportation (DOTs)

-   Metropolitan Planning Organizations (MPOs) and Regional Planning
    Organizations (RPOs)

-   Local Port Authorities

The Memphis conference was one of several freight outreach events
planned by FHWA. These outreach events have been planned with the
purpose of developing recommendations to improve the consideration of
freight in the transportation planning process, with respect to
financing and multi-jurisdictional coordination, and to improve the
effectiveness of planning and programming from a freight perspective.

Over the past 20 years the transportation planning process has focused
on passenger needs. This focus must be expanded to include freight
transportation needs, as freight volume is projected to nearly double by
2020 and the current transportation infrastructure is in need of
improvement. Several issues must be addressed in order to make
improvements to freight transportation:

-   Funding, and access to funding, for freight projects is constrained
    and representation is lacking for certain freight modes

-   There is a lack of freight data with which to make informed policy
    decisions

-   There is limited coordination between the public and private
    sectors, as well as among different jurisdictions

-   The public is not well educated about freight transportation and its
    criticality to the nation's economy

Each of these outreach events has addressed these issues and generated
recommendations for solutions, primarily in the financial and
institutional arenas. These recommendations will be reflected in a
series of reports, produced by the USDOT, which will influence upcoming
legislation in the reauthorization of the Transportation Efficiency Act
for the 21^st^ Century (TEA-21, enacted 1998).

The Memphis conference sought to refine and further develop the
recommendations generated at previous conferences and to add new
recommendations. However, the main focus of the Memphis conference was
on moving the ideas and recommendations into actionable steps and
implementation strategies. Considerable thought went into planning and
organizing the conference in order to maximize its value to the
attendees. The Freight Planning Committee, comprised of representatives
from the private sector and Federal, state and local entities, designed
the agenda to first provide a foundation for discussion and then have
one facilitated breakout session to generate effective recommendations
for improvement and one session geared toward planning the
implementation of those recommendations. In order to lay the foundation
for discussion at the conference, the participants:

-   Attended a field trip to three Memphis area freight facilities -
    ComTrak Logistics, United Parcel Service (UPS), and the Union
    Pacific (UP) Intermodal Yard

-   Listened to presentations given by stakeholders in the freight
    planning process

-   Watched a role-play, which highlighted cultural differences and
    challenges in the freight transportation planning process

Within the breakout sessions, participants discussed the recommendations
from previous conferences and added to them, further developed these
recommendations, narrowed them down to two priority changes to be made,
and then developed "Change Charters" outlining steps and
responsibilities for implementing the changes.

The implementation plans were considered the key product of the
conference and were the basis on which participants would take action
once they returned to their offices. The conference closed with an open
mic session, which allowed participants to ask questions, voice
additional concerns, and add comments before they began their important
task of making changes to the freight planning process.

# 2. PURPOSE OF THE CONFERENCE

The conference agenda stated the following four general purposes for the
conference:

-   Bring together the public and private sectors to discuss a national
    strategic focus on freight transportation planning and programming

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```
-   Recommend new ways to do business, taking into account the public
    and private disconnect in time horizons

-   Bridge the gap between planning and programming in freight, creating
    public and private partnerships and public and environmental
    streamlining

-   Look toward reauthorization and short-term solutions

More specifically, participants were expected to develop new
recommendations, as well as build on ideas from previous conferences and
then create a practical plan for the implementation of the
recommendations. A key objective of this conference was to instill in
participants a sense of how they could contribute to the implementation
plan.

The conference also served to enlighten participants on freight trends,
issues and forecasts in order to understand the need and the criticality
of planning improvements. The field trip exposed participants to
real-world perspectives of freight transportation and challenges faced.
A panel of speakers representing various transportation interests was

chosen to educate participants on freight issues in general, regional
and local perspectives, and modal perspectives. The field trip and
stakeholder presentations brought freight issues to the attention of the
participants and heightened their awareness and understanding of these
issues.

Furthermore, the conference activities illustrated the many different
players and perspectives involved in the transportation planning process
and the need for those players to work together to make changes to the
process. Often the public sector fails to

adequately coordinate with the private sector and vice versa, and
multi-jurisdictional organizations find it difficult to work across
political boundaries. Similarly, different modes have different
interests and may feel their needs are not adequately prioritized. The
role-play illustrated this point and brought it to the attention of the
participants. It was hoped that participants would leave the conference
with the realization that it is possible and, in fact, necessary, to
work together in order to make changes to the process. Accountability
was a key theme, as it was important that participants understood that
they each play an important role in achieving the needed changes to the
freight planning process.

# 3. FOUNDATIONS FOR DISCUSSION

As discussed earlier, the field trip, role-play, and panelist/lunch
presentations each provided background on important freight trends and
issues. The knowledge gained from these activities allowed participants
to make better recommendations and create quality implementation plans
that will be highly beneficial in making changes to the freight
transportation planning process. Synopses of these foundations for
discussion follow.

## 3.1 Field Trip

The day long field trip to ComTrak Logistics, UPS, and the UP Intermodal
Yard was designed to expose participants to freight transportation and
to give them a better sense of the challenges faced daily by the freight
transportation industry. The field trip was
![](media/image3.jpeg){width="2.5in"
height="1.4895833333333333in"}planned as the first activity of the
conference so that the knowledge gained could then be used later in the
breakout sessions to develop recommendations that would reduce the
aforementioned challenges.

Although the field trip was optional, more than half of the conference
participants chose to attend.

![](media/image4.png){width="1.9375in" height="0.65625in"}The first stop
was ComTrak Logistics, a multi-modal service provider located in
Memphis. ComTrak is one of the largest intermodal drayage facilities in
the United States. The company also provides many other services,
although the tour of the facility focused on the storage and maintenance
of shipping containers for shippers and carriers. Participants viewed
the storage yard from the bus and saw the numbered parking spaces, used
to store each container, as well as the maintenance bay, where the
containers were repaired and cleaned as needed.

The ComTrak facilities demonstrated to participants the diversity of an
efficient system. It also highlighted the need for an understanding of
the roles played by the many actors in the freight arena. Without
understanding these roles, intermodal facilities, such as ComTrak could
not exist.

The field trip continued with a visit to the UPS processing facility,
also in Memphis. ![](media/image5.png){width="1.03125in"
height="0.7708333333333334in"} The impressive tour of the facility took
participants through the process that a package goes through when it
comes in by truck or by plane. A highly sophisticated computer system
controls the massive conveyer belts that run through the building,
processing thousands of packages an hour. The system is able to detect
incorrectly labeled packages and sorts the packages, according to their
zip code, into separate bins. Very little human interaction is required
to run the system, significantly cutting costs to UPS and to customers.

The UPS tour provided a good example of intermodalism and the advantage
of being located in Memphis. The interaction of UPS's planes and trucks
minimizes the time it takes to get packages to customers. By
strategically locating in Memphis, UPS has access to the country's
largest freight airport and is in overnight distance to 60% of America,
ensuring the timely delivery of each package. Touring UPS also exposed
participants to the necessity for maximum efficiency in freight
transportation.

![](media/image6.wmf)The final stop took participants to Marion,
Arkansas, just over the Tennessee border, to the UP Intermodal facility.
The UP stop involved a tour of the intermodal yard and a visit to the
communications center. The tour of the intermodal yard was potentially
the best possible way to illustrate intermodal freight transportation at
work. Participants were able to view trucks entering and exiting the
yard, the storage of shipping containers to be picked up by the trucks
or by freight trains, the tracks running through the yard where trains
stop daily, and large cranes picking up containers and stacking them for
shipment. The yard operated at incredible efficiency and the magnitude
of the operations indicated to participants why changes to the freight
planning process must be made in order to maintain this efficiency.

![](media/image7.wmf)The daily operations of the facility depend on an
advanced communications center located near the entrance to the yard. In
order for a truck to enter the yard it must go thorough an electronic
ticketing system, which requires the driver to enter all pertinent
information to be checked to determine if the truck is allowed access to
the yard. As the truck goes through the entrance to the yard its
container and chassis is photographed and electronically sent to the
computers in the communications center, where operators can check for
the truck's identification number, damages and other information
necessary to store the container in the yard. The trucks are also
photographed as they leave the yard and the operators check to make sure
the container is sealed and properly attached to the truck. Similar to
the UPS tour, the communication center at the UP Intermodal Yard
demonstrated the role that advanced technology plays in the
effectiveness of freight transportation operations.

## 3.2 Panelists/Lunch Speakers

A number of guest speakers were selected to further lay the foundation
for discussion in the breakout sessions and the development of the
Change Charters. Representatives from FHWA, as well as State, Private,
and Memphis-area organizations were chosen in order to give various
perspectives on freight and the transportation planning process.
Presentations, outlined below in Tables 4 and 5 in the order in which
they were presented, were given during the plenary session on October
1^st^, prior to the breakout sessions and during lunch on October 2^nd^
and 3^rd^.

Table 4 - Plenary Session Presentations

  ------------- --------------- ------------------ --------------------------------------------------
  **Section     **Presenter**   **Title,           **Presentation Topic**
  Reference**                   Organization**     

  3.2.1.1       George Schoener Director, Office   Purpose of the Conference
                                of Metropolitan    
                                Planning, FHWA     

  3.2.1.2       Carter Gray     Memphis MPO        The Role of MPOs in Freight Transportation
                                Coordinator        

  3.2.1.3       Bruce Saltsman  Commissioner,      Freight Initiatives Taken by the Tennessee DOT
                                Tennessee          
                                Department of      
                                Transportation     

  3.2.1.4       Gary Maring     Director, Office   [Freight Issues and Policy
                                of Freight         Options](../Appendix%20Materials/Maring.ppt)
                                Management, FHWA   

  3.2.1.5       Bruce Lambert   Office of Freight  [National Freight Movements (Freight Analysis
                                Management, FHWA   Framework)](../Appendix%20Materials/Lambert.ppt)

  3.2.1.6       Jim Brogan      Freight Analyst,   [Addressing Freight in the Planning and
                                Cambridge          Programming Process (Discussion of Conference
                                Systematics        White Paper)](../Appendix%20Materials/Brogan.ppt)

  3.2.1.7       Chuck Boyd      Division           Memphis' Involvement in Freight Transportation
                                Administrator,     
                                FHWA               

  3.2.1.8       Kate Quinn      Intermodal Freight Summary of Detroit Freight Planning Conference
                                Coordinator,       
                                Office of Freight  
                                Management, FHWA   
  ------------- --------------- ------------------ --------------------------------------------------

Table 5 - Lunch Presentations

  ------------- --------------- ------------------- -----------------------------------------------------
  **Section     **Presenter**   **Title,            **Presentation Topic**
  Reference**                   Organization**      

  3.2.2.1       Rick Couch      President, Osprey   Maritime Shipping Methods
                                Lines               

  3.2.2.2       Rich Biter      Acting Associate    The Effects of September 11 on the Department of
                                Deputy Secretary    Transportation
                                and Director,       
                                Office of           
                                Intermodalism,      
                                Department of       
                                Transportation      

  3.2.2.3       Jim McCarville  Executive Director, [The Port of
                                Port of Pittsburgh  Pittsburgh](../Appendix%20Materials/McCarville.ppt)

  3.2.2.4       Larry Jensen    President,          [The Memphis
                                Commercial          Region](../Appendix%20Materials/Jensen.ppt)
                                Tennessee           
  ------------- --------------- ------------------- -----------------------------------------------------

The speakers were chosen because of their knowledge of freight trends
and issues, the transportation industry in general, and familiarity with
the Memphis region. The plenary session speakers focused mainly on
freight trends and issues, both nationally and in Tennessee, while the
lunch speakers focused on a variety of topics, including maritime
shipping, transportation security, and the Memphis region.

### 

### 3.2.1. Plenary Session

**3.2.1.1 George Schoener, Director of the FHWA Office of Metropolitan
Planning,** began the presentations by discussing the purpose of the
Memphis conference and the goals that were to be achieved. He issued the
charge to the conference participants to focus on the following areas
when making their recommendations for improvements:

-   Fostering a partnership between the public and private sectors to
    create a National Freight Agenda

-   Reauthorization -- look at what is working and why it's working, as
    well as what isn't working and why with current legislation such as
    ISTEA (Intermodal Surface Transportation Efficiency Act,
    enacted 1991) and TEA-21, to determine what changes need to be made

-   The need to bridge planning and programming

-   Multi-state/multi-jurisdictional issues

-   System redundancy -- this infrastructure issue needs serious
    thought, especially after September 11. In most cities there are
    several bridges that are key to transportation flow into and out of
    the city; if these bridges were to be eliminated serious
    repercussions would occur.

-   The HOW's -- how to implement the recommendations.

**3.2.1.2 Carter Gray, Memphis MPO Coordinator** spoke next, with a
brief presentation on the role that the Memphis MPO is playing in
freight transportation planning and the need for all MPOs to follow
suit. The overlying theme to Mr. Gray's presentation was that although
the key issue in transportation today is getting people to and from
work, getting freight moved to where it needs to go efficiently and in a
planned manner is equally important. Freight movement is critical to the
success of the country's economy and therefore, freight and passenger
transportation must co-exist with equal emphasis on improvements in
both. Reiterating Mr. Schoener's point, Mr. Gray stated the need for
elimination of system redundancy, illustrating it with the statement
that there is only one rail bridge that crosses the Mississippi. If that
bridge were to be destroyed it would severely impair the time it takes
to move freight from Memphis to a city as close as St. Louis.

Mr. Gray expressed the Memphis MPO's desire to participate in freight
planning and its willingness to take on necessary deeds to improve
freight infrastructure, as freight movement is critical to the quality
of life for all Memphis citizens. He urged all MPOs to follow Memphis's
example and start paying more attention to freight improvements.

**3.2.1.3 Bruce Saltsman, Commissioner of the Tennessee Department of
Transportation** began by affirming Mr. Gray's comments regarding
Memphis's importance to the national economy. He then elaborated on
freight initiatives taken by the Tennessee Department of Transportation:

-   Contributed financially and with staff to the Latin American Trade
    and Transportation Study (LATTS)

-   Currently halfway through developing a state rail plan -- includes
    an advisory committee with representatives from the freight industry

-   Continuing to work on the I-69 project -- I-69 will run from Mexico
    to Canada, connecting the world's largest free trade zone

-   Participating financially and with staff for the proposed Memphis
    Super Terminal

-   Working closely with the Tennessee MPO on improving the freight
    planning process in urban areas

**3.2.1.4 Gary Maring, Director of the FHWA Office of Freight
Management,**

continued with a presentation entitled "Freight Issues and Policy
Options". He listed the following as the objectives of his presentation:

-   To make the audience aware of freight trends and issues

-   To summarize what has been learned from previous outreach events

-   To inform what needs to be done toward reauthorization

The foundation of the conference derived from Mr. Maring's presentation,
as an understanding of the trends and issues surrounding freight
provided the base on which participants built their ideas during the
breakout sessions. Mr. Maring summarized freight trends and issues in
the areas of Markets/Logistics, Carriers/Transportation Systems and
Public Policy. The discussion of these trends helped participants to
understand why freight transportation improvements are extremely
necessary.

Table 6 - Freight Trends

+------+-----------------------+---------------------+----------------+
|      | Markets/Logistics     | Carr                | Public Policy  |
|      | (Demand)              | iers/Transportation |                |
|      |                       | Systems (Supply)    |                |
+------+-----------------------+---------------------+----------------+
| Tr   | -   Movement from     | -   Increased       | -   From       |
| ends |     national markets  |     Department of   |     economic   |
|      |     to global markets |     Defense (DOD)   |                |
|      |                       |     reliance on     |   deregulation |
|      | -   From a            |     commercial      |     to safety  |
|      |     manufacturing to  |     freight system  |     regulation |
|      |     a service economy |                     |                |
|      |                       | -   From modal      | -   From modal |
|      | -   From customer     |     fragmentation   |     to         |
|      |     dictated to       |     to cross-modal  |                |
|      |     just-in-time      |     coordination    |    multi-modal |
|      |     (JIT) delivery    |                     |     surface    |
|      |                       | -   From system     |                |
|      |                       |     construction to | transportation |
|      |                       |     system          |     policy     |
|      |                       |     optimization    |                |
|      |                       |                     | -   Increased  |
|      |                       |                     |                |
|      |                       |                     |  environmental |
|      |                       |                     |                |
|      |                       |                     | accountability |
+------+-----------------------+---------------------+----------------+

Mr. Maring went on to provide some statistics illustrating the need for
transportation planning improvements:

-   From 1990 to 1998 vehicle travel increased 72% while road miles
    increased by only 1%

-   Freight volumes are projected to double by 2020

-   National Highway System (NHS) connectors are in poor physical
    condition

-   Public and Private sectors have different focuses -- State and MPO
    focus is regional and local, private sector focus is increasingly
    national and global

He then elaborated on the DOT Freight Outreach Events, planned to
address these problems. He briefly described what DOT has learned as a
result of these events. He categorized the framework for policy
improvements, based on the results of the outreach events, as the 4 --
I's:

-   Strengthen **I**nstitutional arrangements to coordinate decision
    making and implementation

-   Expand the use of **I**nformation technology

-   Improve **I**nfrastructure decision making and finance needed
    improvements

-   Ensure that the U.S. trade transport system supports
    **I**nternational trade development

Finally, Mr. Maring identified the three key problem areas in freight
transportation (the presentation is included in the appendix and further
elaborates on these areas):

-   International gateways

```{=html}
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-   Multi-jurisdictional cooperation and finance

-   Statewide and metropolitan freight programs

He identified several institutional and financing options to address
each area and then urged participants to either build on the
recommendations he discussed or generate new solutions to further
address these problem areas.

**3.2.1.5 Bruce Lambert**, **FHWA Office of Freight Management and
Operations,** continued the discussion of freight trends and issues with
his presentation, entitled "National Freight Movements
-Trends/Issues/Forecasts/Policy Implications". Mr. Lambert listed the
objectives of his presentation as to:

-   Discuss emerging trends

```{=html}
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```
-   Present national freight analysis efforts

-   Present preliminary forecasts

-   Identify some of the emerging policy issues toward transportation
    reauthorization in 2002-2003

He reiterated Mr. Maring's points on demand, supply and public policy
and added his own perspective as well. He focused on the issue that
demand for faster moving freight is increasing, while capacity is
decreasing, putting more reliance on current infrastructure and leading
to the chance of something disruptive happening to the transportation
system. Furthermore, with the increasing reliance of the Department of
Defense on the commercial freight system, worsening highway congestion
problems, and insufficient rail and intermodal terminal capacity,
changes to the transportation system are crucial. The reauthorization of
TEA-21 must address these inefficiencies and remedy the inadequacy of
current planning methods to better handle freight's unique concerns.

Mr. Lambert moved on to discuss the Freight Analysis Framework (FAF), a
tool he helped to develop, which is designed to help local organizations
and states highlight the freight issues that they are facing. The FAF
focuses on highway, railroad, water and air transportation. It is mostly
a database of freight flow data, used to produce freight flow maps,
forecasts of U.S. freight flow demand and to perform capacity analyses.
All forecasts and maps are made under the assumption that there are no
bottlenecks in the system. The FAF can be used to identify areas in need
of improved freight transportation and to encourage cooperation between
states and regions in order to resolve this need.

Table 7 - Definition and Uses of the Freight Analysis Framework

+-----------------------+-----------------------+-----------------------+
| What the FAF Is       | What the FAF Is Not   | Uses of the FAF       |
+-----------------------+-----------------------+-----------------------+
| -   An enabling       | -   A directive       | -   Understand the    |
|     device            |     device            |     geography of      |
|                       |                       |     market areas      |
| -   Highlights the    | -   A tool to develop |                       |
|     strategic         |     a National        | -   Understand the    |
|     mismatches in     |     Transportation    |     regional          |
|     national/regional |     System            |     significance of   |
|     freight demand    |                       |     corridors and     |
|     and capacity      | -   For port          |     modes             |
|                       |     rationalization   |                       |
| -   Informs Federal   |                       | -   "How reliant is   |
|     and State         | -   For picking       |     the Nation on     |
|     legislative       |     corridor and      |     me...how reliant  |
|     development       |     gateway winners   |     am I on other     |
|     processes on      |                       |     areas of the      |
|     initiatives to    | -   For directing     |     Nation?"          |
|     address           |     management of the |                       |
|     mismatches        |     intermodal system | -   Display future    |
|                       |                       |     flows, identify   |
| -   Identifies        |                       |     changing traffic  |
|     "levers" of       |                       |     patterns          |
|     change            |                       |     resulting from    |
|                       |                       |     different         |
| -   A tool for        |                       |     regional growth   |
|     corridor,         |                       |                       |
|     regional and      |                       | -   Conduct "what if" |
|     modal interest    |                       |     analyses          |
|     groups            |                       |                       |
+-----------------------+-----------------------+-----------------------+

After Mr. Lambert's presentation, audience members had the opportunity
to ask questions.

Table 8 - Audience Questions and Mr. Lambert\'s Answers

  ----------------------------------- -----------------------------------
  Question                            Answer

  Will estimates of bottlenecks be    Bottlenecks are identified for
  made at the National level?         internal usage only. This type of
                                      analysis has never been done before
                                      at the National level, and as the
                                      data is not perfect, it is not
                                      recommended that it be done. The
                                      data is not to be used as a
                                      National planning tool, but as a
                                      mechanism to create National
                                      policy.

  Can the U.S. port infrastructure    If ships move to other ports, those
  handle large ships coming into the  ports will begin to face the same
  area? If not, will it lead to the   problems as U.S. ports. Many ports
  diversion of freight from U.S.      in Canada do not have the capacity
  ports to International ports, such  to handle larger ships. However, it
  as those in Canada?                 is the ports' responsibility to
                                      make the investment into upgrades,
                                      not the Federal Government.
  ----------------------------------- -----------------------------------

**3.2.1.6 Jim Brogan, Freight Analyst for Cambridge Systematics** next
gave an important presentation on the conference White Paper, entitled,
"Addressing Freight in the Planning and Programming Process". His
presentation was mainly an overview of the White Paper, which was
distributed to participants prior to the conference and can be found in
the appendix of this report. The White Paper was written to address:

-   Freight trends and their implication for States and MPOs

-   Freight improvement projects and common obstacles

-   Potential actions to be taken

Mr. Brogan discussed the impact that ISTEA and TEA-21 have had on
freight planning, as they have pushed the responsibility to the state
and local levels, while freight movement increasingly occurs at the
national and global level. This presents problems to the state and local
agencies, as freight movements differ greatly from passenger movements,
due to the nature of their scope of operations. However, the impacts of
freight are felt locally, as increased trade and stagnating capacity has
contributed to congestion at intermodal transfer points, border
crossings and along major trade corridors. For this reason, the state
and local agencies must begin to take freight into consideration in the
transportation planning process.

An overview of the transportation planning process was given and then
Mr. Brogan described the obstacles that different organizations face as
they go through this process.

Table 9 - Organizational Obstacles to Freight Transportation Planning

+-----------------------------------+-----------------------------------+
| **Organization**                  | Obstacles                         |
+-----------------------------------+-----------------------------------+
| Local Implementing Agencies       | -   Inability of staff to fully   |
|                                   |     appreciate freight issues and |
|                                   |     their local impacts           |
|                                   |                                   |
|                                   | -   Project eligibility           |
|                                   |     requirements discourage       |
|                                   |     private sector participation  |
|                                   |     in the project idea           |
|                                   |     generation process            |
|                                   |                                   |
|                                   | -   Freight improvement projects  |
|                                   |     cannot be properly evaluated  |
|                                   |     due to a lack of appropriate  |
|                                   |     data and tools                |
+-----------------------------------+-----------------------------------+
| State DOT Headquarters, MPOs,     | -   Lack of private sector        |
| Coalitions                        |     participation in the planning |
|                                   |     process                       |
|                                   |                                   |
|                                   | -   Inability to conduct          |
|                                   |     statewide or regional freight |
|                                   |     studies due to a lack of      |
|                                   |     resources                     |
|                                   |                                   |
|                                   | -   Potential economic and other  |
|                                   |     benefits of freight projects  |
|                                   |     are not fully reflected by    |
|                                   |     TIP and STIP criteria         |
|                                   |                                   |
|                                   | -   Regional coalitions lack the  |
|                                   |     mechanisms necessary to       |
|                                   |     implement proposed            |
|                                   |     improvement projects          |
+-----------------------------------+-----------------------------------+
| Private Sector                    | -   Project sponsorship           |
|                                   |     requirements create           |
|                                   |     difficulty in moving out of   |
|                                   |     the "needs identification"    |
|                                   |     stage                         |
|                                   |                                   |
|                                   | -   Loss of interest in the       |
|                                   |     process due to length and     |
|                                   |     time requirements             |
|                                   |                                   |
|                                   | -   Resistance to the use of      |
|                                   |     public funds to benefit       |
|                                   |     private projects              |
+-----------------------------------+-----------------------------------+

The presentation concluded with a description of the potential actions
to eliminate these obstacles to freight planning. The actions fell into
three categories and were used as the basis of discussion in the
breakout session that occurred later that day.

-   Information - gain a better understanding of the freight
    transportation system

-   Coordination -- improve communication within and among the public
    and private sectors

-   Process -- improve the consideration of freight during the
    transportation planning process.

**3.2.1.7 Chuck Boyd, Division Office Administrator for the FHWA
Tennessee Division Office** concluded the main Plenary Session
presentations with his discussion of the role of the Tennessee Division
Office and Memphis's involvement in freight transportation. Mr. Boyd
stated that the Division Office was created to ensure that federal laws,
regulations and policies are in place and are being followed. The office
has a strong desire to find projects with win-win situations where
partnerships can be formed between the public and private sectors, and
therefore is ready and willing to take freight projects into
consideration.

Mr. Boyd then shifted his focus to the Memphis region and shared his
view that Memphis is situated to be the future distribution center of
America, as it is in overnight distance to 60% of the country and is
located at the crossroads for an international network of rail, ship,
air, and ground transportation. He listed other supporting factors,
including:

-   Memphis is home to the world's largest cargo airport

-   The city is situated at the center of I-69

-   NAFTA studies project enormous growth of incoming and outgoing
    freight in Memphis in the coming years

**3.2.1.8** Following Mr. Boyd's presentation, the role play was
performed to provide a different type of presentation on freight related
issues. After the role play, **Kate Quinn, the Intermodal Freight
Coordinator for the FHWA Office of Freight Management** gave a brief,
last presentation, summarizing the Detroit Freight Planning Conference,
before sending participants to the first breakout session. She gave an
overview of some of the recommendations developed at the Detroit
Conference; these recommendations were also posted on the walls of the
breakout session rooms. Ms. Quinn closed the plenary session by
restating that the general purpose of these outreach efforts was to work
toward reauthorization of TEA-21. She then asked the participants to

keep the following in mind when developing the recommendations and
implementation plans:

-   Reauthorization responsibility does not rest solely on FHWA -- many
    other organizations are working toward reauthorization

-   FHWA will listen to all stakeholders, but it is also the
    stakeholders' responsibility to fight for what is important to them

### 3.2.2 Lunch Speakers

**3.2.2.1 Rick Couch, President of Osprey Lines**, spoke about maritime
shipping methods, focusing on the need for more efficiency in the marine
transportation system. As the system currently exists, there are
significant infrastructure problems on waterways that must be improved.
One of the most noteworthy problems is the current lock system. The
s![](media/image8.jpeg){width="2.4270833333333335in"
height="2.9166666666666665in"}ystem is time consuming and should be
restructured to work more like rail switching systems, as barges run on
dedicated time and cannot afford to wait for the opening and closing of
locks.

Improving the infrastructure is important, as maritime shipping presents
a tremendous opportunity for moving freight, especially hazardous
materials. There is much less risk to putting hazardous materials on a
barge, rather than on a truck or train. Mr. Couch suggested looking to
Europe as a model, as they have a less complex river system but more
efficient barge system.

Mr. Couch also spoke of the Jones Act, stating that the most significant
difficulty for the U.S. Marine Industry is that it is protected by the
Federal Government. The Jones Act requires that all vessels used to
transport cargo and passengers between U.S. ports be built in U.S.
shipyards. It would be highly advantageous for shippers to use ships, in
additions to barges, for the movement of freight within the U.S.; but
existing U.S. ships are over 33 years old and are not fuel-efficient.
Restrictions must be lifted so that ships can be purchased from
countries that are more efficient than the U.S. in making ships.

**3.2.2.2 Rich Biter, Acting Associate Deputy Secretary and Director of
the DOT Office of Intermodalism**, somewhat changed the focus of the
conference, by speaking about the changes that the September 11 attacks
have made on the Department of Transportation. The DOT is not yet sure
how the attacks will affect reauthorization. However, President Bush and
Transportation Secretary, Norman Mineta have ensured that the
transportation system will remain safe. Several committees and
commissions have been established, covering all transportation modes, to
develop and quickly implement increased transportation security
measures.

Mr. Biter also addressed the issue of freight transportation security,
stating that work on better end to end container tracking had been going
on, even prior to September 11^th^, as over 13 million freight
containers, transported by a number of modes, pass through the U.S. each
year. These containers originate in all parts of the world, but only a
small portion actually go through U.S. customs, due to the magnitude of
volume. Increased measures are being taken to ensure that all containers
and carriers that pass through the U.S. are secure. Mr. Biter listed
several of these measures:

-   Lists of all HAZMAT drivers are being sent to the FBI -- every
    driver must have a valid commercial driver's license (CDL)

-   Federal Rail Administration (FRA) is working with railroads to
    ensure the security of the rail system

-   Maritime security has been increased at all U.S. Ports -- all
    vessels entering U.S. ports must provide 96 hours advance notice
    before entering the port (previously it was 24 hours) and every crew
    member on the vessel is checked through the FBI

Although these measures are for the safety of the Nation, Mr. Biter
reminded the audience that the issue exits of balancing the need for
security with freedom for efficient trade. This issue must be
continuously thought about as new security measures are put in place.

![58 truckloads of freight can fit on a single
barge.](media/image9.png){width="5.401968503937008in"
height="2.939763779527559in"}**3.2.2.3 Jim McCarville, Executive
Director of the Port of Pittsburgh**, took the time during lunch to
enlighten participants on the Port of Pittsburgh, the largest inland
port in the U.S. in terms of tonnage. Although the port is so large,
Pittsburgh is not in a feasible location for intermodal transportation.
Most of the containers are delivered to the port by truck, as there is
no point to stopping a train in Pittsburgh due to the city's close
proximity to the railroads of New York and Chicago. However,
transportation planners are currently looking at opening up a gateway
between Pittsburgh and Texas.

Mr. McCarville is working to get waterway transportation recognized in
the reauthorization of TEA-21 and encouraged participants to work for
this cause as well. He believes that marine transportation is one way to
eliminate highway congestion, as shown in Figure 1, illustrating that 58
truckloads of freight can fit on a single barge.

![1 gallon of fuel can move 1 ton of cargo 59 miles by truck, 202 miles
by train or 514 miles by
barge.](media/image10.png){width="4.313779527559055in"
height="3.0937007874015747in"}Addressing the issue of funding for
increased maritime freight transportation, Mr. McCarville asserted that
funding for freight projects should be predicated on the quantifiable
public benefits of the project. He suggested that a dedicated portion of
highway gas tax funds be used for port projects. In order to get those
funds, research will have to prove that maritime transportation will
bring a tremendous reduction to greenhouse gases, highway fatalities and
congestion. The statistics that have been found to date seem to be in
the ports' favor, as shown in Figure 2, illustrating the fuel savings
brought by shipping on barges. (Graphics are copied from [Mr.
McCarville's presentation](../Appendix%20Materials/McCarville.ppt),
which can be found in the appendix.)

**3.2.2.4 Larry Jensen, President of Commercial Tennessee** gave the
final presentation of the conference and spoke about the Memphis
economy. He stressed the need for people to look at Memphis not just as
a political jurisdiction, but also as a global economic competitive
unit. Memphis is not an isolated city; it is part of a large, global
competitive community. Mr. Jensen illustrated this with the fact that
from an economic perspective, there is no state line between Mississippi
and Tennessee or Arkansas and Tennessee. Citizens of the Mississippi and
Arkansas cities that border Memphis look to Memphis for their cultural
identity -- for shopping, air transportation, newspapers, television
channels, and even doctors. Memphis and its surrounding cities and
counties need to work together to operate as one region.

The citizens of these surrounding communities also look to Memphis for
employment. Known as "the city that works 24 hours a day", the Memphis
economy is driven by the logistics industry. Large companies, such as
BMW and International Paper, have chosen to locate their North American
operations in Memphis due to its logistics infrastructure. Mr. Jensen
listed several factors that make Memphis attractive to many businesses:

-   Location -- Memphis is in overnight distance of 60% of America and
    is centrally located on Route 69

-   Large telecommunications infrastructure, driven by Federal Express

-   Memphis International Airport has been the world's top cargo
    airport, in terms of volume, for the past eight years

-   A Super Terminal, connecting highway, rail, and maritime
    transportation, is being built 2.5 miles from the airport; it will
    be one of the anchors of the Memphis logistics corridor

In order to make Memphis even more attractive to businesses, the city is
working toward the creation of a rail bypass to protect the freight that
currently flows through the center of Memphis. Freight trains would be
rerouted around the city, while the existing internal tracks could
possibly be used for a light rail system.

Mr. Jensen closed by reiterating his point that Memphis and its
surrounding cities and counties need to operate as one region, and urged
for other metropolitan areas to follow the same model.

## 

## 3.3 Role Play

Near the end of the plenary session, the agenda shifted away from the
presentations and toward a role play exercise, realistically
illustrating the issues and frustrations that occur with freight
transportation planning. The role play, entitled "All Aboard",
characterized the views of both the public and private sectors in
response to the idea of building an urban railroad corridor in a
fictional city. It highlighted both the barriers and opportunities to
reaching a common ground among the various stakeholders involved in with
the project. Pre-selected conference participants acted out the roles of
these stakeholders, in order to get the audience to think about how the
public and private sectors can move past their differing views and
opinions and work together to plan and implement freight transportation
projects.

The role play introduced 11 key players involved in the city's
transportation planning process. The president of the city's Chamber of
Commerce presented a proposal to build an urban rail corridor, linking
two existing class I railroads, served by a shared intermodal yard with
access to the city's adjoining port facilities. The corridor would
divert rail traffic currently running through the city and improve
freight travel times. The highlight of the project was to be a
rail/highway bridge spanning the river that ran through the area. The
project was proposed with promises of:

-   More competitive rates for intermodal shipments -- attracting
    businesses to the city

-   The creation of many new jobs

-   Safety improvements

-   Reduced congestion delay for passenger and freight traffic

Although the Chamber of Commerce and the Economic Development director,
along with the Transit Authority Director and the representative from
the Port Commission, found the project to be promising, many others
involved opposed the project.

> Environmental, time frame, and financing concerns arose, with each
> player wanting what was best for their industry. In addition, as
> concerns were brought up, the scope of the project seemed to grow, as
> the promoters of the project tried to please all involved.
>
> The role play continued with a second meeting of the stakeholders,
> with more players present than at the previous meeting.
> Representatives from the trucking and transit industries attended the
> meeting and agreed that the project could be beneficial, but only if
> it helped them directly. The project then further expanded in scope,
> as the ideas of adding a truck-only lane to the bridge and including a
> light rail line in the corridor were presented. After some convincing
> and urging to approach the issue with an open mind, all stakeholders
> agreed to move forward in the process and to try to make the project a
> win-win situation for all.
>
> The final act of the role play demonstrated the process involved in
> beginning to plan for the project. Roles, such as that of the Chairman
> of the Corridor Committee, were assigned and contact points from the
> public and private sectors were chosen. The goal was to facilitate
> communication between all groups involved. The issues of funding and
> public education and the need for data to support the project were
> also discussed, as well as issues that were important to each
> individual and industry involved.
>
> The role play brought some of the issues to the forefront that would
> be focused on by audience members in the breakout sessions to follow.
> Although many of the conference participants may have actually been in
> similar situations in their own work within the transportation
> industry, the role play provided a hard hitting final example of the
> need for all players to work together in order to make freight
> improvements happen. The participants were ready to move to the
> breakout sessions, to begin to develop their own recommendations, and
> ultimately implementation plans, for these necessary improvements.

# 4. BREAKOUT SESSIONS

After significant exposure to the issues and trends surrounding the need
for changes in the freight planning process, participants were given the
chance to voice their thoughts and impressions and ultimately create the
plans for improvement. Two breakout sessions were held over the course
of the conference, with the objective being to develop the
recommendations for change and more importantly, the plans to implement
those rec![](media/image11.jpeg){width="3.3854166666666665in"
height="2.4270833333333335in"}ommendations. The sessions were designed
to first give participants the chance to finalize the development of
recommendations and then move away from the idea generation phase and
head toward the next step of implementation. The first breakout session
sought to build on or add to recommendations generated from previous
conferences in terms of how freight planning can be proved. Numerous
ideas were generated during this session and were eventually narrowed
down to seven final recommendations along the lines of institutional,
financial, and jurisdictional changes. Two of these recommendations were
selected for further development in the second breakout session, in
which participants were charged to create "Change Charters", detailing
the implementation plans for the recommendations. These charters were
the stepping-stones to facilitate movement from the idea generation
phase to actual implementation and allowed participants to better
understand the role that they play in making the changes happen.

## 4.1 Breakout Session 1

Two breakout groups were created, equally comprised of people from the
public and private sectors. With lists of key ideas generated from the
previous outreach efforts hanging on the walls to facilitate the
discussion, participants were asked to answer the following question:

How can the transportation planning process be improved at each level
(local, state, federal) to address freight needs, both commercial and
defense, and better incorporate freight perspective?

Thirty-four initial recommendations were generated between the two
groups. After each group refined their ideas, nine recommendations (six
from Group 1, three from Group 2) were developed within a "What and How"
matrix. These recommendations were even further consolidated in the
second breakout session, as the two groups suggested several similar
ideas. The "What and How" matrix served as a mechanism for participants
to further develop the recommendations. The matrix identified:

-   The defined idea for improving the planning process to better
    address commercial and military freight needs

-   Significant challenges to implementing the idea

-   Suggested solutions to overcome challenges

-   Timeframe

The matrices can be found in [**Appendix
C**](../Appendix%20Materials/Matrix.doc). The nine recommendations were
as follows:

Table 10 - Recommendations Generated in First Breakout Session

+-----------------------------------------------------------------------+
| -   Eliminate the current modal administration structure and move     |
|     power toward intermodalism (state, local, federal)                |
+-----------------------------------------------------------------------+
| -   Develop multi-jurisdictional coalitions                           |
+-----------------------------------------------------------------------+
| -   Create a National Freight Board, dominated by large shippers. If  |
|     this works, then similar boards can be created at the state,      |
|     regional and local levels. Create freight PACs, as well, at all   |
|     levels.                                                           |
+-----------------------------------------------------------------------+
| -   Create enabling legislation for regional coalitions along major   |
|     corridors                                                         |
+-----------------------------------------------------------------------+
| -   Establish a dedicated federal funding source for freight projects |
|     -- potentially a freight trust fund                               |
+-----------------------------------------------------------------------+
| -   Develop a mechanism to use public funds for private projects of   |
|     public benefit                                                    |
+-----------------------------------------------------------------------+
| -   Improve freight financing in terms of creating new funds and      |
|     expanding the eligibility of existing funds                       |
+-----------------------------------------------------------------------+
| -   Develop an education program that will improve the public         |
|     outreach component of the planning process to better address      |
|     commercial and military freight needs                             |
+-----------------------------------------------------------------------+
| -   Improve freight data, ensuring it is up to date, reliable and     |
|     consistent across all modes                                       |
+-----------------------------------------------------------------------+

## 4.2 Breakout Session 2

The ideas developed during the first breakout session were further
consolidated into seven recommendations. Participants voted during the
morning of day 2 to determine the top two recommendations for which the
"Change Charters" would be created. Each participant was given three
votes to allocate as they felt necessary. Table 11 shows the allocation
of the votes.

Table 11 - Allocation of Participant Votes for Change Recommendations

+-------------------------------------------------------+--------------+
| **Change Recommendation**                             | **Number of  |
|                                                       | Votes**      |
+=======================================================+==============+
| -   Improve freight education -- develop an education | 19           |
|     program to improve public outreach for the        |              |
|     planning process                                  |              |
+-------------------------------------------------------+--------------+
| -   Eliminate the modal administration -- move power  | 7            |
|     to an "intermodal" structure                      |              |
+-------------------------------------------------------+--------------+
| -   Create enabling legislation for                   | **27**       |
|     regional/multi-jurisdictional coalitions along    |              |
|     major corridors                                   |              |
|                                                       |              |
|     -   Evaluate criteria for coalition scope         |              |
|                                                       |              |
|     -   Receive/disburse funds other than earmarks    |              |
|                                                       |              |
|     -   Allow construction contracts                  |              |
|                                                       |              |
|     -   Simplify accounting procedures                |              |
+-------------------------------------------------------+--------------+
| -   Improve freight data                              | 22           |
|                                                       |              |
| ```{=html}                                            |              |
| <!-- -->                                              |              |
| ```                                                   |              |
| -   Consistency                                       |              |
|                                                       |              |
| -   Reliability                                       |              |
|                                                       |              |
| -   Aggregation                                       |              |
|                                                       |              |
| -   Proprietary use                                   |              |
|                                                       |              |
| -   Age                                               |              |
+-------------------------------------------------------+--------------+
| -   Create a national freight board                   | 5            |
|     (regional/state/local) and freight PACs (federal, |              |
|     regional, state, local)                           |              |
+-------------------------------------------------------+--------------+
| -   Improve the financing of freight projects through | **24**       |
|     the expansion of eligibility of existing funds or |              |
|     creating new funds, such as a freight trust fund  |              |
+-------------------------------------------------------+--------------+
| -   Allow public funding to fund private projects to  | 15           |
|     be used by private entities that can show         |              |
|     quantifiable public benefit                       |              |
+-------------------------------------------------------+--------------+

![](media/image12.wmf){width="6.125196850393701in" height="3.35in"}

As shown in Figure 3, Participants clearly chose to develop
implementation plans for change recommendations involving freight
financing and the creation of regional or multi-jurisdictional
coalitions. This was predictable, as these were the only two
recommendations that overlapped between the two breakout groups during
session 1, indicating that they should be a high priority on the list of
proposed changes.

After assigning a recommendation to each breakout group, participants
were asked to answer the following questions in the second breakout
session:

**What steps are necessary to implement this recommendation? Which
implementation steps are within the purview of your organization to
implement? Are there any constraints to your organization's ability to
implement those steps that are within your organization's purview? If
so, what if anything, might be a solution to the constraint?**

The questions were answered through the development of "Change
Charters", which were created with the following purposes in mind:

-   To define a practical plan for implementing the recommendations

-   To encourage accountability for implementation of these
    recommendations at all levels

-   To enable participants, in their various roles that collectively
    contribute to effective transportation planning, to "see" how the
    various roles and organizations will need to come together to
    collectively make these improvements happen, and to realize everyone
    has a role

Before developing the Charter, each breakout group further developed
their assigned recommendation, to create a final, specific change
recommendation. They then created the Charters, detailing the specifics
for implementing the recommendation. The Charters describe:

-   Recommendation champions (federal, state, local, private)

-   Measures of Success

-   Implementation Steps

-   Timeframe for the Steps

-   Who needs to be involved at each step

-   Constraints to each step

-   Solutions to the constraints

The charters are shown in Tables 12 and 13.

Table 12 - Charter 1

+-------------------+--------+--------------+----------+---+--------------+
| Change            |        |              |          |   |              |
| Recommendation    |        |              |          |   |              |
|                   |        |              |          |   |              |
| Create federal    |        |              |          |   |              |
| legislation       |        |              |          |   |              |
| allowing and      |        |              |          |   |              |
| empowering        |        |              |          |   |              |
| regional/mul      |        |              |          |   |              |
| ti-jurisdictional |        |              |          |   |              |
| coalitions of     |        |              |          |   |              |
| public and        |        |              |          |   |              |
| private partners  |        |              |          |   |              |
| to plan and       |        |              |          |   |              |
| implement freight |        |              |          |   |              |
| transportation    |        |              |          |   |              |
| improvements.     |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| **Recommendation  |        |              |          | * |              |
| Champion(s)**     |        |              |          | * |              |
|                   |        |              |          | R |              |
|                   |        |              |          | o |              |
|                   |        |              |          | l |              |
|                   |        |              |          | e |              |
|                   |        |              |          | A |              |
|                   |        |              |          | c |              |
|                   |        |              |          | c |              |
|                   |        |              |          | e |              |
|                   |        |              |          | p |              |
|                   |        |              |          | t |              |
|                   |        |              |          | e |              |
|                   |        |              |          | d |              |
|                   |        |              |          | ? |              |
|                   |        |              |          | * |              |
|                   |        |              |          | * |              |
+-------------------+--------+--------------+----------+---+--------------+
| ***Federal**: US  |        |              |          |   |              |
| DOT/other Inv.    |        |              |          |   |              |
| Agencies, DOD,    |        |              |          |   |              |
| FEMA,             |        |              |          |   |              |
| International     |        |              |          |   |              |
| partners*         |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| ***State**: DOT,  |        |              |          |   |              |
| Ports, Rail,      |        |              |          |   |              |
| Economic          |        |              |          |   |              |
| Development,      |        |              |          |   |              |
| Governors, State  |        |              |          |   |              |
| legislature,      |        |              |          |   |              |
| other             |        |              |          |   |              |
| "authorities",    |        |              |          |   |              |
| International     |        |              |          |   |              |
| partners*         |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| **Local**: ports, |        |              |          |   |              |
| rail, MPOs, local |        |              |          |   |              |
| governments,      |        |              |          |   |              |
| Chambers of       |        |              |          |   |              |
| Commerce, RPOs,   |        |              |          |   |              |
| International     |        |              |          |   |              |
| partners          |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| ***Private        |        |              |          |   |              |
| Sector**: major   |        |              |          |   |              |
| shippers, major   |        |              |          |   |              |
| imp               |        |              |          |   |              |
| orters/exporters, |        |              |          |   |              |
| rail, ports,      |        |              |          |   |              |
| carriers,         |        |              |          |   |              |
| associations,     |        |              |          |   |              |
| ATA, AAR*         |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| Change            |        |              |          |   |              |
| O                 |        |              |          |   |              |
| bjective/Measures |        |              |          |   |              |
| of Success (How   |        |              |          |   |              |
| will we know when |        |              |          |   |              |
| we've succeeded?) |        |              |          |   |              |
|                   |        |              |          |   |              |
| **1.** There is   |        |              |          |   |              |
| legislation       |        |              |          |   |              |
|                   |        |              |          |   |              |
| **2.** Freight is |        |              |          |   |              |
| moving more       |        |              |          |   |              |
| productively      |        |              |          |   |              |
|                   |        |              |          |   |              |
| **3.** There is   |        |              |          |   |              |
| evidence that the |        |              |          |   |              |
| private sector is |        |              |          |   |              |
| participating     |        |              |          |   |              |
|                   |        |              |          |   |              |
| **4.** Coalitions |        |              |          |   |              |
| are formed        |        |              |          |   |              |
|                   |        |              |          |   |              |
| **5.**            |        |              |          |   |              |
| Re-evaluate       |        |              |          |   |              |
| yearly what has   |        |              |          |   |              |
| been accomplished |        |              |          |   |              |
| to determine the  |        |              |          |   |              |
| level of success  |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| Rationale for     |        |              |          |   |              |
| Recommendation    |        |              |          |   |              |
| (Why is this      |        |              |          |   |              |
| important?)       |        |              |          |   |              |
|                   |        |              |          |   |              |
| Freight is Global |        |              |          |   |              |
|                   |        |              |          |   |              |
| National Security |        |              |          |   |              |
|                   |        |              |          |   |              |
| Freight is        |        |              |          |   |              |
| related to        |        |              |          |   |              |
| economic          |        |              |          |   |              |
| growth/vitality   |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| **Implementation  |        |              |          |   |              |
| Steps:**          |        |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| IMPLEMENTATION    | BY     | WHO          | CON      |   | SOLUTION TO  |
| STEP DESCRIPTION  | WHEN   |              | -STRAINT |   | CONSTRAINT   |
+-------------------+--------+--------------+----------+---+--------------+
| 1\. Review        | Short  | 1\. OST --   | -   Time |   | -   Make it  |
| similar existing  | term   | DOT          |          |   |     a        |
| legislation,      | (3     | Adm          | -        |   |     priority |
| policies and      | months | inistration, |   Making |   |              |
| coalitions and    | -- 1   | other        |     it a |   | -   Obtain   |
| identify all      | year)  | Federal      |          |   |              |
| policy            |        | Legislation  | priority |   |  specialized |
| legislative       |        |              |          |   |     funding  |
| changes needed.   |        | 2\. States   | -        |   |     for this |
|                   |        | --           |  Limited |   |     plan     |
|                   |        | coordinate   |          |   |              |
|                   |        | office of    |  funding |   | -   Increase |
|                   |        | planning,    |          |   |     staffing |
|                   |        | office of    |          |   |              |
|                   |        | legislation, |          |   |              |
|                   |        | other state  |          |   |              |
|                   |        | agencies     |          |   |              |
|                   |        |              |          |   |              |
|                   |        | 3\. MPO --   |          |   |              |
|                   |        | coordinate   |          |   |              |
|                   |        | with states  |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| 2\. Create        | Short  | Every        | -   Time |   | -   Define   |
| educational       | (3     | stakeholder  |          |   |              |
| marketing         | months | -- private,  | -        |   |    audiences |
| campaign          | -- 1   | state, MPO,  | Priority |   |              |
|                   | year)/ | locals,      |          |   | -   Develop  |
|                   | med    | IANA, CLM,   |    Money |   |              |
|                   | (1-2   | ATA, AAR,    |          |   | technologies |
|                   | years) | NITL,        | -        |   |              |
|                   | /long  | AASHTO,      |  Getting |   | -            |
|                   | (3     | AMPO, APA    |     a    |   |    Structure |
|                   | years  |              |     coo  |   |              |
|                   | --     |              | rdinated |   |    marketing |
|                   | li     |              |          |   |     package  |
|                   | fetime |              |   effort |   |              |
|                   | of     |              |          |   | -   Early    |
|                   | pr     |              |    among |   |     c        |
|                   | oject) |              |     the  |   | ommunication |
|                   |        |              |          |   |     between  |
|                   | Concu  |              |    stake |   |     partners |
|                   | r-rent |              | hold-ers |   |              |
|                   | with   |              |          |   |              |
|                   | step 1 |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| 3\. Sell to/get   | Short  | DOT,         | -        |   | -   Id       |
| buy-in from       | term 6 | private,     |    USDOT |   | entify/prove |
| Congress,         | months | state,       |          |   |     benefits |
| politicians,      | -- 1   | MPO/m        |  doesn't |   |              |
| stakeholders,     | year   | unicipality, |          |   | -   Gain     |
| states, federal   |        | Governors    |    lobby |   |     private  |
| agencies and      |        |              |          |   |     sector   |
| private industry. |        |              | (ethics) |   |              |
|                   |        |              |          |   |  involvement |
|                   |        |              | -        |   |              |
|                   |        |              |    Insti |   | -   Identify |
|                   |        |              | tutional |   |              |
|                   |        |              |     o    |   |  appropriate |
|                   |        |              | wnership |   |              |
|                   |        |              |          |   |  champion(s) |
+-------------------+--------+--------------+----------+---+--------------+
| 4\. Write         | 6      | Association  | Tough to |   | -   Build    |
| legislation       | /20/02 | Feds.        | come to  |   |              |
|                   | --     |              | a        |   | partnerships |
|                   | Feds   |              | greement |   |              |
|                   | Associ |              |          |   | -   See #3   |
|                   | a-tion |              |          |   |              |
|                   | Study? |              |          |   | -   Co       |
|                   | C      |              |          |   | mmunications |
|                   | hanges |              |          |   |              |
|                   | Jan.   |              |          |   |              |
|                   | 2004   |              |          |   |              |
+-------------------+--------+--------------+----------+---+--------------+
| 5\. Create        | 3-6    | HOFM --      | -        |   | -   Step 2   |
| s                 | months | champions -- |   Money, |   |              |
| tructure/criteria |        | MPO,         |          |   | -   La       |
| multi-modally --  |        | private,     | -   Re   |   | nguage/Level |
| what is a         |        | state, see   | sistance |   |     of       |
| coalition? Define |        | #2,          |     to   |   |     detail   |
| the activities of |        |              |          |   |              |
| the coalition.    |        | AASHTO,      | required |   | -            |
|                   |        | AMPO, IANA,  |     st   |   |    Establish |
|                   |        | NITL, CLM    | ructure, |   |     process  |
|                   |        |              |          |   |     for      |
|                   |        |              | -        |   |     reaching |
|                   |        |              | Reaching |   |              |
|                   |        |              |     co   |   |    consensus |
|                   |        |              | nsensus, |   |              |
|                   |        |              |          |   | -   Look at  |
|                   |        |              | -   Too  |   |     other    |
|                   |        |              |     much |   |     models   |
|                   |        |              |     bur  |   |     (KISS)   |
|                   |        |              | eaucracy |   |              |
|                   |        |              |          |   | -            |
|                   |        |              | -        |   |    Establish |
|                   |        |              |   Market |   |     ground   |
|                   |        |              |     com  |   |     rules -- |
|                   |        |              | petition |   |     equality |
|                   |        |              |          |   |     strong   |
|                   |        |              |          |   |     champion |
|                   |        |              |          |   |     role of  |
|                   |        |              |          |   |     private  |
|                   |        |              |          |   |     industry |
+-------------------+--------+--------------+----------+---+--------------+
| 6\. Provide an    | []{    | States,      | -   Prio |   | -            |
| informational     | .mark} | MPOs,        | ritizing |   |   Prioritize |
| package on models |        | private      |          |   |              |
| of "how to" at    |        | sector,      | -        |   | -   Set up a |
| all levels        |        | feds,        |   Timing |   |     c        |
|                   |        | associations |          |   | ommunication |
|                   |        |              | -        |   |     network  |
|                   |        |              | Staffing |   |     (web     |
|                   |        |              |          |   |     based)   |
|                   |        |              | -        |   |              |
|                   |        |              |   Commun |   |              |
|                   |        |              | i-cation |   |              |
|                   |        |              |          |   |              |
|                   |        |              |  amongst |   |              |
|                   |        |              |     all  |   |              |
|                   |        |              |          |   |              |
|                   |        |              | partners |   |              |
+-------------------+--------+--------------+----------+---+--------------+

#### 

Table 13 - Charter 2

+--------------------+------+---------+-------------+---+---------------+
| **Change           |      |         |             |   |               |
| Recommendation**   |      |         |             |   |               |
|                    |      |         |             |   |               |
| Improve financing  |      |         |             |   |               |
| of freight through |      |         |             |   |               |
| expanded           |      |         |             |   |               |
| eligibility of     |      |         |             |   |               |
| existing funding   |      |         |             |   |               |
| mechanisms, and    |      |         |             |   |               |
| creation of new    |      |         |             |   |               |
| funds (create a    |      |         |             |   |               |
| "freight"          |      |         |             |   |               |
| mechanism, i.e.,   |      |         |             |   |               |
| "freight trust")   |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| **Recommendation   |      |         |             |   | **Role        |
| Champion(s)**      |      |         |             |   | Accepted?**   |
+--------------------+------+---------+-------------+---+---------------+
| **Federal**:       |      |         |             |   |               |
| USDOT, US Chamber  |      |         |             |   |               |
| of Commerce,       |      |         |             |   |               |
| Congressional      |      |         |             |   |               |
| Committees         |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| **State**:         |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| ***Local**:        |      |         |             |   |               |
| Chambers of        |      |         |             |   |               |
| Commerce*          |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| ***Private         |      |         |             |   |               |
| Sector**: AASHTO,  |      |         |             |   |               |
| other              |      |         |             |   |               |
| associations*      |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| Change             |      |         |             |   |               |
| Objective/Measures |      |         |             |   |               |
| of Success (How    |      |         |             |   |               |
| will we know when  |      |         |             |   |               |
| we've succeeded?)  |      |         |             |   |               |
|                    |      |         |             |   |               |
| 1.  Consistent,    |      |         |             |   |               |
|     general        |      |         |             |   |               |
|     criteria is    |      |         |             |   |               |
|     established    |      |         |             |   |               |
|     for what       |      |         |             |   |               |
|     constitutes a  |      |         |             |   |               |
|     "freight"      |      |         |             |   |               |
|     project or     |      |         |             |   |               |
|     "freight       |      |         |             |   |               |
|     elements" of a |      |         |             |   |               |
|     broader public |      |         |             |   |               |
|     benefit        |      |         |             |   |               |
|     project        |      |         |             |   |               |
|                    |      |         |             |   |               |
| 2.  Flexibility to |      |         |             |   |               |
|     use federal    |      |         |             |   |               |
|     funds for a    |      |         |             |   |               |
|     project of     |      |         |             |   |               |
|     "public        |      |         |             |   |               |
|     benefit" based |      |         |             |   |               |
|     on "return on  |      |         |             |   |               |
|     investment"    |      |         |             |   |               |
|     analysis       |      |         |             |   |               |
|                    |      |         |             |   |               |
| 3.  Increased      |      |         |             |   |               |
|     authority at   |      |         |             |   |               |
|     State          |      |         |             |   |               |
|     level/local    |      |         |             |   |               |
|     level to       |      |         |             |   |               |
|     decide how to  |      |         |             |   |               |
|     use federal    |      |         |             |   |               |
|     funds          |      |         |             |   |               |
|                    |      |         |             |   |               |
| 4.  Removal of     |      |         |             |   |               |
|     ownership      |      |         |             |   |               |
|     barriers for   |      |         |             |   |               |
|     projects of    |      |         |             |   |               |
|     demonstrable   |      |         |             |   |               |
|     public benefit |      |         |             |   |               |
|                    |      |         |             |   |               |
| 5.  Projects are   |      |         |             |   |               |
|     innovatively   |      |         |             |   |               |
|     funded through |      |         |             |   |               |
|     existing       |      |         |             |   |               |
|     funding        |      |         |             |   |               |
|     mechanisms     |      |         |             |   |               |
|                    |      |         |             |   |               |
| 6.  More \$\$ is   |      |         |             |   |               |
|     gained for     |      |         |             |   |               |
|     freight        |      |         |             |   |               |
|     through the    |      |         |             |   |               |
|     creation of    |      |         |             |   |               |
|     new funding    |      |         |             |   |               |
|     sources        |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| Rationale for      |      |         |             |   |               |
| Recommendation     |      |         |             |   |               |
| (Why is this       |      |         |             |   |               |
| important?)        |      |         |             |   |               |
|                    |      |         |             |   |               |
| Currently, funding |      |         |             |   |               |
| for freight        |      |         |             |   |               |
| projects is        |      |         |             |   |               |
| heavily            |      |         |             |   |               |
| constrained.       |      |         |             |   |               |
| Federal and state  |      |         |             |   |               |
| law (may need to   |      |         |             |   |               |
| change state       |      |         |             |   |               |
| constitutions)     |      |         |             |   |               |
| must be changed to |      |         |             |   |               |
| specify            |      |         |             |   |               |
| "transportation"   |      |         |             |   |               |
| projects vs.       |      |         |             |   |               |
| "highway/transit"  |      |         |             |   |               |
| projects" AND to   |      |         |             |   |               |
| permit public      |      |         |             |   |               |
| funds to be used   |      |         |             |   |               |
| for privately      |      |         |             |   |               |
| owned projects.    |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| **Implementation   |      |         |             |   |               |
| Steps:**           |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+
| IMPLEMENTATION     | BY   | WHO     | CONSTRAINT  | S |               |
| STEP DESCRIPTION   | WHEN |         |             | O |               |
|                    |      |         |             | L |               |
|                    |      |         |             | U |               |
|                    |      |         |             | T |               |
|                    |      |         |             | I |               |
|                    |      |         |             | O |               |
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|                    |      |         |             | T |               |
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|                    |      |         |             | T |               |
+--------------------+------+---------+-------------+---+---------------+
| 1\. Develop        | Oct  | Task    | 1\.         | - |               |
| education/advocacy | 2001 | Force   | Timeline    |   |               |
| strategy and plan  | -Jan |         |             |   |               |
|                    | 2002 |         |             |   |               |
|                    |      |         |             | G |               |
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|                    |      |         |             | . |               |
+--------------------+------+---------+-------------+---+---------------+
| 2\. Educate public | Oct  | Ch      | 2\. Message | - |               |
| and decision       | 2001 | ampions | consistency |   |               |
| makers on CMAQ     | -Jan | (AASHTO |             |   |               |
| success stories    | 2002 | and U.S |             |   |               |
|                    |      | Chamber |             | T |               |
|                    |      | of      |             | e |               |
|                    |      | C       |             | l |               |
|                    |      | ommerce |             | l |               |
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|                    |      |         |             | . |               |
+--------------------+------+---------+-------------+---+---------------+
| 3\. Build a        | Oct  | Ch      | 3\.         | - |               |
| constituency for   | 2001 | ampions | Resources   |   |               |
| change             | -Jan | (AASHTO | (time and   |   |               |
|                    | 2002 | and U.S | \$\$)       |   |               |
|                    |      | Chamber |             | O |               |
|                    |      | of      |             | r |               |
|                    |      | C       |             | g |               |
|                    |      | ommerce |             | a |               |
|                    |      | as      |             | n |               |
|                    |      | lead)   |             | i |               |
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+--------------------+------+---------+-------------+---+---------------+
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|                    |      |         |             | . |               |
+--------------------+------+---------+-------------+---+---------------+
| 5\. Identify       | Oct  | Ch      | 5\.         | - |               |
| Congressional      | 2001 | ampions | Co          |   |               |
| committees with    | -Jan | (AASHTO | ngressional |   |               |
| the greatest       | 2002 | and U.S | interests   |   |               |
| impact and match   |      | Chamber | -- possible | C |               |
| the stories so     |      | of      | leadership  | o |               |
| they can be        |      | C       | changes     | n |               |
| enlisted (Senate   |      | ommerce |             | s |               |
| Environment and    |      | as      |             | i |               |
| Public Works       |      | lead)   |             | s |               |
| Committee and      |      |         |             | t |               |
| House              |      |         |             | e |               |
| Transportation and |      |         |             | n |               |
| Infrastructure     |      |         |             | c |               |
| Committee) ask for |      |         |             | y |               |
| hearings on        |      |         |             |   |               |
| freight.           |      |         |             |   |               |
|                    |      |         |             |   |               |
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|                    |      |         |             | . |               |
+--------------------+------+---------+-------------+---+---------------+
| 6\. DOT to push    | Oct  | D       |             |   |               |
| this language, as  | 2001 | OT/FHWA |             |   |               |
| appropriate, in    | -Jan |         |             |   |               |
| reauthorization to | 2002 |         |             |   |               |
| meet with private  |      |         |             |   |               |
| sector             |      |         |             |   |               |
| stakeholders to    |      |         |             |   |               |
| coordinate this    |      |         |             |   |               |
| awareness effort.  |      |         |             |   |               |
| (U.S. Chamber of   |      |         |             |   |               |
| Commerce and       |      |         |             |   |               |
| AASHTO may be the  |      |         |             |   |               |
| best place to      |      |         |             |   |               |
| start, local       |      |         |             |   |               |
| Chambers would     |      |         |             |   |               |
| also be able to    |      |         |             |   |               |
| get to the         |      |         |             |   |               |
| locally-elected    |      |         |             |   |               |
| Congressional      |      |         |             |   |               |
| leaders)           |      |         |             |   |               |
+--------------------+------+---------+-------------+---+---------------+

[]{.mark}

# 5. KEY THEMES AND ACHIEVEMENTS 

As the conference came to a close, the "Change Charters" were presented
to all participants and an open mic session was held for any further
discussion. It was apparent that several themes emerged from the
conference, and for each theme, achievements occurred that were in line
with the conference planners' overlying goal of improving the freight
planning and programming process. The themes and achievements are
described below and are also summarized in Table 11 at the conclusion of
the document.

[]{.mark}

The overlying theme for the conference was the need to move past the
idea-generating phase and to begin to take steps toward implementing the
recommendations developed throughout each of the freight outreach
efforts. Therefore, the key achievement of the Memphis conference was
the creation of two "Change Charters", outlining the steps to be taken
for implementing two important recommendations. These Charters allowed
participants to recognize their accountability in making freight changes
happen and also allowed them to understand their specific roles so that
all generated recommendations, not just those that the Charters were
developed for, could become reality. Furthermore, the conference ended
with a discussion of the next steps to be taken and what can be done to
follow up on all generated recommendations to ensure that they are
implemented. The next steps identified were:

-   Do not wait for the Federal Government to take action -- ownership
    must lie in all involved: state DOTs, governors, Chambers of
    Commerce, other private stakeholders, etc.

-   Using the conference mailing list, set up a conference call with Leo
    Penney, of AASHTO, to discuss what needs to be done to begin
    implementing the recommendations. A deadline must be set for the
    call to ensure that it takes place.

-   Use the National Electronic Freight Dialog on the HOFM website as a
    forum to discuss the recommendations. The dialog will be used to
    determine what a freight program should actually look like.

The second theme concerned the need for cooperation between the public
and private sectors in order to make improvements to the freight
planning process. This theme was discussed several times, as the limited
coordination between sectors is a major cause for inefficiencies in
freight project planning. Much was done to highlight this obstacle to
planning and implementing freight projects and to encourage participants
to begin to think of ways to remedy the problem. As a result of the
field trip, presentations, and especially the role play, the
participants were able to understand the dire need for improvements in
the freight planning process, and the benefits of working together as a
whole, instead of as individual groups or sectors.

The third theme revolved around the need for institutional changes in
order to improve freight planning and programming. Several
recommendations were made that suggested changes to current
institutional structures and the inclusion of freight coalitions to make
freight improvements. The most common suggestion was the necessity for
the development of regional or multi-jurisdictional coalitions comprised
of public and private partners. Freight movement is not limited to a
single region or jurisdiction, so cooperation among adjacent areas is
necessary in order to properly plan, fund, and gain support for freight
projects. A "Change Charter was" developed for the implementation of
regional/multi-jurisdictional coalitions as participants found it to be
important to improving freight planning because the current
institutional structure inhibits cooperation among regions and
jurisdictions.

Other recommendations in the realm of institutional changes were also
generated, including the need for a National Freight Board and taking a
one DOT approach to transportation planning. Most participants felt that
modifications need to be made to the current modal administration in
order to get transportation planners to stop thinking in terms of
individual modes. Although "Change Charters" were not developed for
these recommendations, participants understood their importance and were
encouraged to take responsibility for further action.

The need for improvements in freight financing was also thoroughly
discussed and found to be a central theme of the Memphis conference, as
well as several of the other outreach efforts. All participants agreed
that expansion of eligibility needs to occur for existing funds and that
new funds need to be created as well. The second "Change Charter"
addressed this recommendation. The need for a mechanism to use public
funds for private projects of public benefits was also found to be
important to the improvement of freight financing and to the expansion
of fund availability. As funding is key to the planning and
implementation of freight projects, participants understood the
importance of these recommendations and the need to take action to
ensure they are addressed in future reauthorization bills.

The theme of freight education and public outreach also surfaced during
the conference, as many participants found public education to be
necessary for making freight transportation improvements. Currently
there is little outreach to make the public aware of the need for
freight improvements. Making the public aware of the role that freight
movement plays in the well being of the economy, both national and
local, will generate more support for freight improvement projects.
Additionally, educating the public about freight will allow MPOs and
other regional planning organizations to make more informed decisions
about freight projects. Often these groups do not understand freight
needs and rely on freight outreach efforts for guidance and advice on
making freight transportation improvements. As a result of the
conference, participants gained a stronger knowledge of freight
transportation and needs, and could use this knowledge to coordinate
outreach efforts in their local region.

The final theme to emerge from the conference was the need for more
detailed freight data to be used for project planning. As a result of
the plenary session presentations, participants were enlightened on the
Freight Analysis Framework (FAF) and began to think about freight data
and how it can help in making well-informed planning and programming
decisions. Several initial recommendations were generated relating to
the need for freight data. These recommendations were combined into one
specific recommendation, which ranked high in importance according to
participants' votes during the second breakout session. Although the
freight data recommendation was not developed in a "Change Charter",
participants realized that, like the other recommendations, they had the
power to make the recommendation a reality.

The outcome of the focus on each of these themes could be seen as a
conference achievement, whether a tangible product, like the "Change
Charter", was developed or not. As a result of the field trip, the
speakers during the plenary session and the lunches, and the role play
participants gained a greater knowledge of freight trends and needs and
could use this knowledge in their work to make freight transportation
improvements. By working together with people from many different
organizations, participants were able expand their way of thinking by
listening to views and opinions that differed from their own.
Furthermore, the breakout sessions generated a number of recommendations
that participants can now focus on in their workplace. Finally, the
"Change Charters" developed in the second breakout session accomplished
the main goal of the conference, to encourage participants to take
accountability for implementation of the recommendations. Although only
two Charters were developed, they enabled the participants to understand
what role they play in improving freight transportation and therefore,
pointed participants in the direction of implementing all
recommendations.

The conference ended with the ball in the participants' court -- the
recommendations had been chosen and the roles for implementation were
defined. It was now up to them to take the next steps toward improving
freight transportation planning and programming.

Table 14 - Summary of Conference Key Themes and Achievements

+--------------------------------+-------------------------------------+
| Theme                          | Conference Achievement              |
+================================+=====================================+
| 1.  Moving past the idea       | -   The creation of the "Change     |
|     generation phase and on to |     Charters", which gave           |
|     implementing               |     participants specific roles for |
|     recommendations            |     making changes                  |
|                                |                                     |
|                                | -   Discussion of the next steps to |
|                                |     take in making the              |
|                                |     recommendations become reality  |
+--------------------------------+-------------------------------------+
| 2.  Everyone involved must     | -   The field trip, presentations,  |
|     work together in order to  |     and role play highlighted the   |
|     make freight improvements  |     need for changes in freight     |
|     happen                     |     planning and allowed            |
|                                |     participants to view firsthand  |
|                                |     and better understand why these |
|                                |     changes must be made.           |
|                                |                                     |
|                                | ```{=html}                          |
|                                | <!-- -->                            |
|                                | ```                                 |
|                                | -   Participants from both sectors  |
|                                |     worked together in the breakout |
|                                |     sessions and gained a better    |
|                                |     understanding of each sector's  |
|                                |     needs                           |
+--------------------------------+-------------------------------------+
| 3.  Institutional changes are  | -   "Change Charter" developed for  |
|     necessary to making        |     implementing                    |
|     improvements in freight    |     regional/multi-jurisdictional   |
|     transportation planning    |     coalitions                      |
|                                |                                     |
|                                | -   Participants understood the     |
|                                |     need for institutional changes  |
|                                |     and accepted the responsibility |
|                                |     for follow up in order to make  |
|                                |     these changes                   |
+--------------------------------+-------------------------------------+
| 4.  Improvements in freight    | -   "Change Charter" developed for  |
|     financing are important    |     instituting new or expanding    |
|                                |     current funding mechanisms      |
|                                |                                     |
|                                | -   Participants generated several  |
|                                |     other recommendations for       |
|                                |     financing improvements and now  |
|                                |     understand their responsibility |
|                                |     for taking further action to    |
|                                |     begin to implement the changes  |
+--------------------------------+-------------------------------------+
| 5.  Increased public awareness | -   Increased awareness of the      |
|     and education on freight   |     National Electronic Freight     |
|     projects is necessary      |     Dialog to give participants a   |
|                                |     forum to further discuss this   |
|                                |     need                            |
|                                |                                     |
|                                | -   Generation of several           |
|                                |     recommendations to improve      |
|                                |     public education                |
+--------------------------------+-------------------------------------+
| 6.  There is a need for more   | -   The discussion of the Freight   |
|     detailed freight data to   |     Analysis Framework enlightened  |
|     be used for project        |     participants on newly created   |
|     planning                   |     means to access much needed     |
|                                |     freight data                    |
|                                |                                     |
|                                | -   Generation of several           |
|                                |     recommendations related to      |
|                                |     increased freight data          |
+--------------------------------+-------------------------------------+

[]{.mark}

# 6. APPENDIX

## A. White Paper

-   [***Addressing Freight in the Transportation Planning
    Process***](../Appendix%20Materials/White%20Paper.doc)

## B. Presentations

-   [**Gary Maring -- "Freight Issues and Policy
    Options"**](../Appendix%20Materials/Maring.ppt)

-   [**Bruce Lambert -- "National Freight Movements" (Freight Analysis
    Framework)**](../Appendix%20Materials/Lambert.ppt)

-   [**Jim Brogan -- "Addressing Freight in the Planning and Programming
    Process"**](../Appendix%20Materials/Brogan.ppt)

-   [**Jim McCarville -- The Port of
    Pittsburgh**](../Appendix%20Materials/McCarville.ppt)

-   [**Larry Jensen -- The Memphis
    Region**](../Appendix%20Materials/Jensen.ppt)

## C. ["What and How" Matrix](../Appendix%20Materials/Matrix.doc)

## D. [Participants List](../Appendix%20Materials/Participants.doc)