Appendices A to G

• Ohio Welcome
  • Gordon Proctor, Director, Ohio DOT
  • Dennis Decker, FHWA Division Administrator, Ohio
• Statement of Purpose and Objectives
  • Tony Furst, FHWA
    

• Recap of Survey Results
  • Leo Penne, AASHTO
  • Tony Furst, FHWA
• Facilitated Discussion
  

• Federal Perspective – Norm Stoner, FHWA IL Div. Admin.
• Industry Perspective – Paul Nowicki, BNSF
  

• Arthur E. Cole, President, Edwards & Drew, Inc.
• John A. Gentle, Global Leader, Carrier Relations, Owens Corning (Chairman of NITL Highway Transportation Committee)
• David Holsclaw, Regional Ops Manager, Jacobson-Bekins Logistics
• John Joseph, Sr. Manager, Int'l Transportation, Limited Brands, John Ness, ODW Logistics
• Val Noel, President, Pacer Cartage
• Paul Nowicki, Assistant Vice President, Gov. & Public Policy, BNSF
  

• Norfolk Southern Intermodal Yard & Bulk Transfer Facility
• Victoria's Secret Direct Distribution Center
• Rickenbacker International Airport – Air Cargo Ops & Advanced Logistics Park
• Discussion with logistics providers
  

• Tony Furst, FHWA
• Leo Penne, AASHTO

• Drive coordination across states, provinces, borders, jurisdictions, modes, private sector, and federal agencies. Serve as the liaison between all of these groups to help bring together safety, security and mobility in freight transportation.
  • Lead outreach to private partners, public officials, general public, and elected officials.
  • Focus on all different types of transportation and connectivity.
  • Work across government boundaries.
  • Bring MPOs to the table.
  • Lead and facilitate the participation of a core group of freight professionals from the public, private and government sectors to interpret, represent and communicate legislation and community needs of the freight industry.
  • Break down barriers and go beyond the boundaries of the DOT.
  • Engage the freight community on both the public and private sector side.
  • Develop freight partnerships, which must be active and ongoing.
  • Coordinate freight projects to promote multimodal freight movements.
  • Plan, connect, and promote intermodal communication, with special emphasis on connectivity between the public and private industry.
  • Engage partners to integrate freight into transportation planning process.
  • Promote freight as a source of economic development, with the responsibility of creating partnerships to transfer money between agencies and private industry to bring about economic development.

Mentioned in various forms by 10 groups (out of 12).

• Serve as an advocate for freight issues and educate others about the issues (with other officials in State and local governments).
  • Serve as a freight champion, have a passion for the subject.
  • Raise awareness for freight issues.
  • Understand the private sector industry, and the entire supply chain beyond just freight transportation.
  • Understand dynamics and trends affecting freight movement and decision making.
  • Serve as the primary POC for freight issues within the DOT. Must be a decision-maker, and have the authority to speak for the DOT. This isn't an entry level position.
  • Be knowledgeable internally within the DOT and at all organizational levels, from planning through construction operations and management
  • Educate elected officials, the general public, and the private sector.
  • Be knowledgeable of all project and program delivery within the DOT.
  • Be knowledgeable of all modes and how the modes work together.
  • Serve as advocate for funding decisions.
  • Be able to articulate and present impacts of importance of freight on quality of life to legislatures and public.
  • Understand current, historical and future issues in terms of planning process, and how to meet the needs of private industry.
  • Understand that while you can't build a highway in 5–10 years, there are little things you can do along the way to assist in the efficient flow of freight.
  • Balance the vision of the overall program with freight advocacy – don't want to become a lobbyist for a specific industry, want to be able to be an advocate for the entire modal system.
  • Build knowledge of third party logistics.
  • Understand security needs for the safe and efficient movement of people and goods on the transportation network.

• Mentioned in various forms by 9 groups.
• This item was later separated into two separate items – being a freight advocate and being a freight educator.
• This brought about the discussion of freight champion vs. freight Coordinator. The distinction was discussed several times later in the conference.
• It was commented that states need good knowledgeable freight stakeholders, such as the people who are controlling the logistics movements through and to each State, they may not be located in the State, but they are the people who will help decide the logistics needs of the State.

• Funding and financing
  • Must have knowledge of funding and financing programs.
  • Eliminate funding silos. (Funding is the problem, there are so many different pots of federal and State moneys that can't be shared across modal boundaries.)
  • Seek and drive private investments.
  • Find ways to fund, operate and maintain private infrastructure.

• Mentioned in various forms by 4 groups.
• It was commented that people tend to listen to you more when you have money to bring to the table, maybe the 2% NHS set aside could be given to the State but it needs to be put toward something with freight.

• Serve as a primary POC for freight data collection and warehousing.
  • Understand data and how it affects policy.

• Provide customer service to private industry across all modes.

• Mentioned in various forms by 2 groups.
• It was commented that a lot of times in private industry they have actual customer service departments, but you don't typically have that for highways, there is no one key person for private sector to go to.

• Communicate vertically and horizontally, to top leadership, and horizontally to other stakeholders.

• Qualify and quantify project benefits.

• Establish policies.

• Develop consolidated goals to move things from point A to point B.

• Facilitate planning, research, design and operations of a comprehensive statewide transportation system.
  • Develop a plan for the future encompassing issues statewide, regional, across boundaries, and across modes. The plan needs to be freight specific but will pull in needs of all modes.

• Project a global perspective.

• Identify specific freight criteria for programs.

• Address environmental concerns, especially air quality, noise and land use.

• Identify and develop significant regional corridors.

• Will understand how freight is moving within the State.
• Will need to develop a vision of the future – what are the goals, emerging trends, global connectivity, how does technology apply?
• Will be responsible for bringing the public and private sectors together.

• Visionary thinking ability
• Deep understanding of freight and freight movement
• Eloquent speaker
• Ability to deal with interpersonal communications
• Ability to build relationships
• Influential
• Technical leader

• Support staff system
• Good data – need to get a handle on data and analyze it
• Partners – can't work in a vacuum
• Crystal Ball! Being able to forecast trends
• Industry/private sector support
• Support from elected officials
• National vision or goal for freight – might be something U.S. DOT could do
• Assimilation of different groups that are out there – trade associations, educational establishments, public and private sectors. There are a lot of trade associations that we can work with rather than having to create things

• Will serve as both a Coordinator and champion.
• Will develop national training courses.
• Will need to train the trainers within each state so they can go to district/regional offices and modes to train there.
• Responsible for identifying stakeholders and their needs and ways that freight can change or meet their needs.
• Will need to educate the public and private sectors about what each other do.
• Will need to educate the general public about value of freight.
• Will need to educate both vertically and horizontally within the organization.
  • Will need to educate bosses, legislatures, DOT secretaries – the people who will make the decisions.
  • Will need to educate colleagues (horizontal education), MPOs.
• Will plan and organize an annual or bi-annual freight conference so that everyone hears the same thing at the same time.
• Will be responsible for facilitating and communicating the freight message.
• Will be a known education POC within the industry.
• Will be responsible for coordinating the planning efforts among stakeholders.
• Will be responsible for marketing and promoting of training opportunities.

The building of these skills should begin at the college/university level, put it into the curriculum

• Thorough knowledge of freight transportation
• Technical expertise; knowledge of freight industry from beginning to end
• Ability to coordinate with other states
• Good public speaking and communication skills
• Facilitation and organization skills
• Negotiation skills
• Analytical skills – collect data and draw conclusions from it
• Good interpersonal skills, can talk to a truck hauler, or someone on a barge to know what concerns are
• Knowledge of educational system and process on how to educate
• Lobby-type nature to educate public officials so they understand freight needs
• Political skills – understand how to address the needs of politicians
• Willingness to change what has always been done

• Money
  • Travel budget
  • Operation budget
  • PR budget
• Dedicated staff person – right now a lot of people can't hire so if it's not a dedicated person it would be someone doing double duty and that's not fair
• Support staff
• Top level buy-in and support
• Data – need to understand the problems and how to deal with them, data always tells a good story about why we need to do this but right now freight data isn't good
• Research
• Plan for operations and implementation
• Authority to make decisions on the fly rather than having to go back up and down the chain
• Web site for educational purposes
• Flyers, handouts, publications
• One phone number to call for information

• It is important to determine if we're talking about a champion or a Coordinator. They are two different people. There is a need for both a champion and a Coordinator. The ideal champion is governor or someone high up in DOT. The Coordinator will implement all of the aspects, there will need to be an approach that will allow the roles and responsibilities to be handled throughout the organization, with subsets serving as points of contact, but one person will take ownership locally.
• Will be responsible for coordinating agencies at the Federal level.
• Will be responsible for coordinating existing efforts, such as CVISN, ITS, safety, homeland security.
• Will serve as an active participant in corridor regional coalitions (like I-95 corridor coalition) and will bring the ideas that come out of that national/regional perspective down to the local level.
• Will be responsible for looking into planning and programming projects and discussing funding.
• Will need to communicate regional/national perspectives to state level.
• Will serve in a leadership position, there has to be a change agent, it needs to be someone who can participate, be an advocate, push for a national policy that can be brought down to state and local level.
• Will serve to protect and enhance the movement of and economic development aspects of freight traffic, this goes down to local level and percolates up through state economy.
• Will need an understanding of how the logistics system works, the private sector and public sector roles and processes to meet freight transportation mobility needs.
• Will be responsible for the development of a vision of what needs to occur to close existing gaps in order to support transportation needs and economic develop requirements.
• Will need to develop a plan to close the gaps.
• Will need to work to create win/win solutions for public and private sectors.
• Will need to find funding and break down silos. If they are not bringing funding, then they should be coordinating funding either through innovative financing or through existing programs.
  • There will need to be a federal role to fund separate state pots and an overarching managed funding stream that can go across an entire corridor.

• Understanding of transportation programming, project development, design and funding aspects
• Understanding of transportation system as it exists today
• Facilitation and communication skills
• Team building skills
• Articulate – Ability to deal with all levels to sell a clear case and obtain buy in
• Understanding of the way the private sector works

• Money
• Consultants – need to bring consultants up to speed and be more clear in what we're asking them to do
• Public/private partnerships – need buy-in from private sector that's working on different time scale with different ROI responsibilities

• Will be responsible for knowing what is being shipped from where to where, why was route chosen.
• Will coordinate with local and regional planning agencies.
• Will utilize and understand data sets – with the ability to distinguish between data speak and policy speak and act as the go between.
• Will work to broaden data collection efforts.
• Will serve as an intermediary between people who are doing modeling.

• Analytical/technical
• Travel demand forecasting skills
• Private sector or logistics background
• Dynamic modeling skills
• Communication skills
• Background in data, economics, logistics
• Quick learner
• Flexible
• Innovative
• Leader/team builder – has vision, is positive and proactive
• Ability to look at the bigger picture

• Dedicated staff
• Dedicated dollars
• Hardware/software
• Data – existing and new
• Buy-in
• Traffic counting/classification counts
• Freight flows/origins and destinations
• Baseline data
• Economic development trends
• Private sector input
• Logistics training
• Affiliation with trade and professional associations

• Will coordinate with economic development agencies, they are a very important group to work with because that is one way this can be successful.
• Will build partnerships and facilitate dialogue.

• Persistent
• Communication skills
• Understanding of economic impacts
• Understanding of supply chain
• Understanding planning and funding
• Ability to crosswalk between national and regional groups
• Ability to utilize and establish meetings that include stakeholders – could be TMA, economic development group, rail – capitalize on existing meetings instead of establishing new meetings

• Technical aptitude
• Data sources (commodity flows/truck volumes). Data is currently probably not the best, difficult to get from freight operators
• Management support from the highest level – the governor on down
• Training/outreach resources

• Do we need a champion or Coordinator? We need both. Champion needs to be a visible person at the high level. Needs to be someone with great political skills. It's a public policy position. Also need a Coordinator to act as a manager/technical person to coordinate and manage and translates shipper interests, data, forecasting to political realities that champion needs. The champion will need to be someone who is an effective integrator of the needs of all stakeholders.
• A champion will serve as a campaigner, someone with a staff so they wouldn't be getting down into data and modeling, they would get that information and communicate it to audiences, constituents are private sector.
• Need to be able to give the right message at the right time to the right audience.

• Thorough understanding of freight industry, but don't need to be in the weeds
• Knowledge of logistics and supply chain
• Understanding of modal infrastructure requirements
• Understanding of security requirements
• Persuasive
• Articulate
• Private industry background
• Coordination skills
• Communication skills
• Data oriented
• Modeling background
• Management skills

• Senior managers in private industry who know ins and out of state capitols
• State universities, most have transportation and logistics programs and can serve as advocates for public and private funding of specific programs to develop the resources that the advocate would need
• Linkages with the private sector – this is key
• Linkages with "alphabet soup" – private sector associations
• Access to media
• Access to high level management

1. Integrate freight awareness in all planning. Provide freight understanding into the different planning activities of existing programs/projects. Think of what could be brought to long term planning process, put other alternatives on the table, for 10 year plans make sure you have the information you need to evaluate design. (this will involve the U.S. DOT)

2. Need a national freight transportation plan, policy and funding (this will involve the U.S. DOT)

3. Create 3 types of corridors – national significance, multi-state significance, and regional significance. There needs to be a context for the coordination, a programmatic or some formal way of addressing it. Cooperative and voluntary solutions work to a certain degree but need some structure. It's more than just a corridor issue. Identify common issues at national level, state level. Analyze solutions in one state that are of significance to multiple states and provide a solution that addresses the problem. There are national bottlenecks that one state can't fix. (this will involve the U.S. DOT)

4. Provide a mechanism for overcoming highway specific funding processes – Need a flexible funding source to deal with the private sector to expedite freight projects that don't fit under highway projects (this will involve the U.S. DOT)

5. Address freight issues proactively, show positive outcomes and the negative outcome of doing nothing (economic benefit analysis)

6. Freighteconomicdevelopment – it's all one word! A general recognition that having a freight planner is obvious and that freight transportation is an economic development tool. (partner with the U.S. DOT and Department of Commerce)

7. Communicating to freight community opportunities for influencing the plans (need to realize that the freight community is made up of a lot of disparate interests)

8. Focus less on the mode and more on the outcome goal

9. Developing links among national organizations and attend each others' conferences

10. Educate freight community on alternative financing options (CID, regional authorities, etc.)

11. Funded mandate – Congressional legislation that says states must have a freight planner in order to tap into $ (there are some pitfalls involved with this). Congress says every state will dedicate x% of their money to a freight project and loosely define how they need to do it. Need statutory authority to program funds. Mandates to do freight projects, allow states to determine the best way to accomplish this

12. Need to think outside the box that says "transportation is an isolated world". Need more partnering with economic development state and federal agencies, Department of Commerce, education. Change the focus – you are improving economic development, supply and demand.

13. Minimize earmarks

14. Have dedicated freight funding mechanisms within state government

15. Joint funding – public/private funding for the role

16. Need a consensus that the role is needed

17. Start putting information together that identifies the needs for the position.

18. Seek lessons learned from other states that have done this.

19. Developing information earlier

20. Need partnerships; partnerships bring public and private funds to the table

21. Need to be more aggressive in identifying all stakeholders to bring them to the table. Get major stakeholders visibly involved and committed, then their agreement on an issue becomes a rallying point, if you get big groups involved, then the smaller organizations will join in too – similar to fundraising, publicize what community leader gave, then other people will give as well

22. Prioritize projects with the most public benefit. Build an understanding at the MPO level and the State level that freight projects need to have a higher priority in order to address problems of congestion, safety and emissions.

23. Change the nature of the freight industry

24. Educate DOTs

1. Modal structure of U.S. DOT and FHWA needs to be overcome to promote Freight planning.

• Create a National Transportation Fund.
• FHWA Freight Coordinator should serve as the liaison across the modal administrations and contacts in regions. U.S. DOT senior buy-in may be needed.
• Establish Freight POC at HQ level of each modal agency within U.S. DOT. Each mode should help fund this role.
• Invite other modes to attend Advanced Planning Workshops to discuss their modes.

2. Buy-in that freight is important and a priority is needed from FHWA Division Administrator, Assistant Division Administrator, and Headquarters.

• Include a freight element in the FHWA DA performance plan for accountability.
• Establish a national freight summit and require DAs and FHWA and State-Level Freight Coordinators to attend.
• Delivery of output from this Freight Workshop to all FHWA DAs.
• Continue to provide data on scale of national freight growth to help inform how it could be addressed, make available to everyone. Note: The Freight Analysis Framework Database will be releasable to all by 2006.

3. National-level freight goals/ objectives are needed. There is no national vision of what a freight system should look like (i.e., identification of projects of national significance).

• FHWA should convene a session to define the structure/elements of this policy.
• U.S. DOT needs to develop a national-level freight policy with other stakeholders. It should:
  • Recognize that freight projects are cross-modal.
  • Consider other national-level policies as models.
  • Be high-level, not project-level.
  • Have a strategic focus.
  • Look at freight functionally.
  • Have short-medium and long-range goals.
• U.S. DOT should consider creating an Assistant Secretary level position for Freight.
• FHWA could identify possible regions/areas of national significance for inclusion in the policy.

4. FHWA Division level freight Coordinator needs same training/skills that were identified for State-Level Freight Coordinator–and needs to want to do this job.

• FHWA should develop a set of core competencies. (Note: Roles and responsibilities developed in this will form the basis for this).
• The Freight Professional Development Program may help develop these people. FHWA has 2 programs established to help target people in freight.
• This person needs to understand core business of U.S. DOT/FHWA.

5. Develop knowledge/ appreciation among FHWA staff of other modes.

• Consider creating rotational opportunities for FHWA staff and Division Administrators/field representatives to experience/understand other modes (i.e., like Safety).
• Dedicate a webinar presentation to other modes through the Talking Freight Seminar Series.

6. FHWA Division Offices needs to be able to give primary focus to this role—but this role needs to be scaleable.

• Develop a regional approach to fulfilling this need through the use of existing resources such as Resource Centers, etc. that facilitates access to the needed knowledge/tools.

7. State DOT buy-in will be needed as well for the FHWA state-level Freight Coordinator role.

• Consider development of joint FHWA-State DOT Freight team.
• Dedicate money to this.
• Relationship between DA and State DOT counterpart is important to developing this buy-in.

8. Definition of freight products/ deliverables is needed to help demonstrate value of this role/focus.

• Clearly define roles/responsibilities for this position.
• States that have already done this could disseminate their products through Resource Centers, Division Administrators/Assistant Division Administrators, and web sites to the freight council and through SUPs (some standardization in SUPs use may be needed).
• FHWA DA buy-in on deliverables may be needed.

9. Stove-piped funding mechanisms with U.S. DOT make funding intermodal freight projects difficult.

• Educate people on how to frame projects correctly to maximize existing funding opportunities. This Freight Coordinator could help on this.
• TIFIA loan program is one non-stove-piped funding source.
• See #1.

10. Dedicated budget will be needed for this freight role.

• If Divisions shift resources to reflect freight priority, this may not be a problem.
• SAFETEA may help here.

11. A multi-modal approach (MARAD, FRA, etc.) is needed for the development of training and educational materials.

• HOFM has a Freight Finance class in development. HOFM will include the other modes in the development of these materials.
• Identify the training contact in other modes to coordinate their involvement.
• See if there are any materials from the other modes that could be used more broadly.

• Development of a national U.S. DOT freight policy

• Establish a formal way for states to work together on regional and inter-regional projects

• FHWA/U.S. DOT should identify legal flexibility within existing funding mechanisms

• AASHTO should establish a freight committee

• Promote importance of freight within State DOTs and federal leadership

• Encourage Congress to pass SAFETEA (generated round of applause)

• Educate shippers via NITL

• Roll up of this past couple of days and develop a report that Leo can get on agenda at AAHSTO annual meeting and a similar report that can get out to U.S. DOT

• Clearly identify the skill sets and resources that are needed so they can be put into the pipeline for the training process

• Talk to state aviation association, Corps of Engineers, water industry since they're not here

• Create state position description

• When SAFETEA passes, U.S. DOT should develop guidelines/policies for states to take maximum advantage of it