Appendices H to J

Appendix A: Conference Agenda

Appendix B: Survey Questions and Summary Results

Appendix C: Mission/Job Description Breakout Session Results

Appendix D: State-Level Freight Coordinator Roles/Responsibilities, Skill Sets, and Resources – Breakout Session Results

Appendix E: State DOT Solutions to Identified Barriers – Breakout Session Results

Appendix F: FHWA Issues and Solutions – Breakout Session Results

Appendix G: Next Steps – Breakout Session Results

Appendix H: Private Sector Perspectives

Appendix I: Summary of Participant Feedback Forms

Appendix J: Attendance List

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Appendix H: Private Sector Perspectives

Within the conference, participants also had the opportunity to listen to private sector representatives speak about their perspectives on the roles, responsibilities and skill sets of the State-Level Freight Coordinator. What follows are summaries of the private sector representatives' comments.

Mr. John A. Gentle, Global Leader, Carrier Relations, Owens Corning (Chairman of NITL Highway Transportation Committee)

• Everyone needs to recognize that while paths were originally created by people, the goods those people need to survive now come mostly by truck, not rail, and if trucks cannot be accommodated by the roadbed, the community will become a ghost town and will wither and die.  Should we not build roads and systems first to accommodate trucks and in so doing also accommodate the citizens and not vice versa?
• Shippers are the customers of your process, not carriers, not someone else, shippers move the goods to the customer when the customer wants it.
• Shippers look to the DOT to create infra structure that allows us to move goods when the customer wants it…not when someone else wants them to get it.
• Federal and state agency rules must be harmonious and not counter productive
• The nation's economy is international, national and regional…not just statewide…everything must fit into the picture.
• Shippers need to maintain a supply chain that provides continuous productivity improvement, both in terms of time, size and weight.  We need goods to move over the interstate and local roads unimpeded by local restrictions
• The Freight Czar should not be a political appointment. The most desirable characteristic is a seasoned person that has an in-depth and practical understanding of how the supply chains operate.
• Railroads are moving away from manifest trains to large unit trains.  Abandoned rail freight has already begun to move over the highway system and will accelerate the congestion time table.
• Any significant change to the Federal Motor Carrier Safety Administration Driver Hours could impact the distribution points in the US and the time of day patterns.

Mr. Val Noel, President, Pacer Cartage

• Throughout the day two needs were heard over and over – the involvement of the private sector and funding.
• While at CSX, Mr. Noel had the opportunity to build three intermodal facilities. It was an interesting ordeal to work with local, state and federal authorities to try to build an intermodal facility that would have value to the nation as a whole. From this, he learned that the public sector has a set defined line about what they need to accomplish and they don't take into account what the private sector needs to accomplish. This individual in this freight Coordinator position really needs to have a feel for what the private sector requires and be capable of dealing with the private sector.
• Mr. Noel also said he heard a lot about needing to find creative ways to fund projects. In Georgia they created a community improvement district (CID) – a taxing district that taxes additional funds and then you take that money and use it for projects that you want to work on. They elected a board of directors for the CID and identified 12 infrastructure projects that benefited rail, truck, the warehouse community, and the general public in trying to improve traffic flow. This was a creative way to get around funding issues. Once they started raising their own funds it was amazing how fast projects got approved. It is important to work with private sector to try to get creative in coming up with funding.

Mr. Arthur E. Cole, President, Edwards & Drew, Inc.

• There are shippers, carriers, and other stakeholders who don't compete with each other but have different interests. Whoever takes on this role needs to understand that there is no one voice, the needs and expectations of the various freight stakeholder groups are completely different. There is probably no one individual who can integrate and synthesize the diverse viewpoints on the system.
• Freight is a derived demand. Nobody ships cargo for fun, we all do it to make money. Whatever goods are here and now are worth more somewhere else at some future time. As John Gentle mentioned, it is a demand driven process. If the demands of the consuming process change, the freight forecasts go out the window, the auto plant shuts down, the steel mill closes. It's not the will of the firm making the goods that is important, it's the will of the buying public.
• The regulatory structure is very important. There are changes in the U.S. DOT that are regulatory changes that will have an extremely significant impact on freight infrastructure. For example, hours of service regulations. At truck stops across the US at 3 am there is hardly a spot to be found. If we require shorter driver operating times and longer driver rest periods, there isn't a place for these trucks to go. There are also security, HAZMAT regulations and others that will affect freight demands to a great extent.
• Mr. Cole said that he liked the unanimity among group about what the role of the Coordinator and champion should be. We need to know what we're up against though and what the people that don't share your views are thinking.

Mr. David Holsclaw, Jacobson Distribution

• Listening to private sector needs is key.
• In Ohio there is a "head educator". It's really a "head logistics person", someone who sets strategies, goals, priorities, and plans for the state that has the ear of the Governor. This person accomplishes these goals through collaboration.
• Good results come from someone who guides and controls the money. There is money that comes into each one of your states. That money can't just be a blank check, there has to be some kind of guidance and control. In our companies, each facility gets a capital budget each year. It has to be clearly delineated what you want, that there's a payback on it, and that there's a value to the customer and the company. The company is the state of Ohio, there has to be value to the state, that is the definition of economic development. It comes down to controlling where that money is spent, how it is spent, and what it is spent on. If you don't have that you don't have anything, it's just a blank check.
• This "head czar" is a strategist, a goal setter, planning for the future, accountable to the people that have the money. Controlling where the money goes is important.

Mr. John Joseph, Senior Transportation Manager, Limited Brands

• The Limited Company has a very fast supply chain so we're very sensitive to the problems of the industry right now. In Mr. Joseph's work on the board of the waterfront coalition (group formed in 2000, group of shippers, most major shippers), the goal is to increase the efficiency and productivity of the port structure in the US. A lot of people in the industry continually talk about the intermodal problems and problems in ports but they don't talk about any solutions. The waterfront coalition has put together a white paper that will be distributed in next 30 days that talks about problems and solutions. What follows are several things suggested in the paper:
  • There is a need to improve productivity and efficiency in ports. Ports need to get up to about 6,500 TEUs per year. Ports haven't seen a productivity increase on the labor side in the past 10 years. The use of alternative ports needs to be expanded. Everything is pretty much at capacity now, and we're set to see a doubling of imports by 2020. The Panama Canal is at 95% capacity right now. We need to reduce critical bottlenecks and focus spending on projects that will bring a return to the system (such as the CREATE project).
  • It is important from a state perspective to stay focused on the flow of freight, not just in your state, but how goods are shipped the entire way. We need to be better at forecasting. Last year the backups in LA were blamed on poor import forecasts. Shippers need to be better prepared, and as a state liaison you can help to get better acquainted with shippers and their forecasts for volume.
  • It is very important to get close to your major and small importers as well as others involved and understand their supply chain. Everyone is different.
  • The U.S. DOT needs to take a lead in measuring, monitoring and assessing options to marine contribution to the supply chain.
  • There is a need to educate the public on the importance of freight. This is a very tough thing to do and sometimes it takes situations like the congestion in LA for people to wake up and see that we have a major problem on our hands.

Mr. John Ness, ODW Logistics

• We are currently struggling to meet customer demand.
• The only time that we hear about what the U.S. DOT is doing is when we're fighting over projects to try to alleviate challenges on infrastructure. It is wonderful that you are coming together to try to resolve the issues because they are significant and there are a number of challenges.
• We talk a lot about Wal-Mart effect in the US. It is an interesting phenomenon. Wal-Mart's slogan is "low prices"; these low prices have forced companies to continue to find ways to squeeze shippers out of their supply chain. They are looking overseas and offshore to manufacture products, but now it has created an enormous logistics challenge. It has filled up the ports that are already crowded and caused increased globalization and continued challenges in supply chain.
• Saying that there was traffic on the highway and that's why shipments were late doesn't go over very well. You need to create a single point of accountability and an isolated sense of responsibility, on a state by state basis, but it's important to collaborate on a national level. The State-Level Freight Coordinator needs to wear two hats – a state hat and a national hat.
• The skill sets you've identified are important and the comments are very unified. It sounds like you've done a lot of battles over the past few years within your state DOTs and you are now on the right path. The next big step is to walk the walk. You've got to identify a mechanism that will be effective. You can't just talk about things in a way that makes sense in theory but don't prove themselves in practice.

Mr. Paul Nowicki, Assistant Vice President, Government & Public Policy, BNSF

• Mr. Nowicki said he was extremely impressed by the participants' degree of articulateness, knowledge, and passion for freight.
• It is great that freight is finally being considered in transportation planning and policy making, but what has taken so long? ISTEA required MPOs to consider freight in their transportation improvement plan (TIP), but now we're still talking about it. But the point is we're making progress and headed in the right direction.
• Keep in mind the power of economics and markets as we do freight planning and transportation policy. We need to discern what the market needs and what consumers want. The missing link in the system, the factor that prevents us from having a well functioning market, is user fees. User fees are associated with consumption of the transportation system. Prices have been falling but consumption is soaring.

Questions

A number of questions were asked following the private sector presentations:

• What can you as the private sector do to support this new state Coordinator position?
  • We can be available. In this conference there has been a lot of talk about education and awareness. There is a willingness on our part to help solve the problem. We don't want to say that this is all the government's problem; we can help with education and invite and embrace the Coordinator into some of our dialogs and discussions
  • Take advantage of the various existing industry lobbies in DC and in state capitals. There are lots of trade associations who should be included in this process. They are not going to always agree with each other but each of them can bring a useful, unique viewpoint to help you put together the planning you need to meet their diverse needs.
  • Each state needs to recognize where you are in regard to the big picture. If your state is a pass through state then seeking input from local manufacturers is only a small piece of the puzzle. You need to take a holistic view as to where you are in the grand scheme of things. You need to take a self assessment as to where you are and what role you play.
• Transportation services are demand driven. What leading indicators do you use to determine where that demand is going to increase or decrease?
  • We look at the demographics of where is the marketplace and then look at whether or not it is construction oriented. The real challenge will be that in June the FMCSA will have new hours of service. If they change significantly, the distribution points to reach your place of business might change and so distribution centers in some parts of the US may no longer be effective. Looking at things holistically is important. It is important to have conversations with our peers on the governmental side to make sure if we're going to take actions, we're taking them in concert with the actions of your peers.
  • Companies rationalize their logistics network continually, annually, every 2 years. They're looking at where new factories will be, where they'll close, what products need to go out. Locations of where distribution centers locate change from year to year. Products sell differently. Whatever is designed has to be flexible. There are some companies that have 10 year agreements with warehouses, while some have 1 year or 30 day agreements.
  • The one thing you know for sure is that there is going to be more and more production made overseas. The US may be becoming more of a service continent as opposed to a manufacturing continent. Service means something different as to how you set up your network and the tax dollars flowing into it. All kinds of changes in strategies go along with this change from manufacturing to service.
• How did you build infrastructure for peak only? We have so many off-peak hours for marine terminals. The same is true with truck parking. How do we deal with this?
  • A client said that they had major challenges with infrastructure capacity and hours of service changes. The solution was to look differently at the day, by changing shift times and making the campus more trucker friendly. In trade association communities we are talking about ways to be a more efficient trucker friendly community and distribution center and using the hours of the day is a major opportunity
  • At a national level, you're right. One of the issues nationally is that we don't have any more land to build on so we need to drive projects and change ways of doing business to be more efficient. In LA/Long Beach the PierPass program is starting up in about a month that will open gates 24/7. In other countries they operate 24 hours a day and finally this is getting underway here. There are challenges in finding workers, getting distribution centers to stay open, and communities around ports may not want trucks going through their communities at 3 am.
    • The PierPass program is going to be real interesting. Today the compressed window is 8 am to 5 pm. We're so unproductive in all those off hours. It's going to be interesting to see how the shippers and owner-operators deal with PierPass. For owner-operators, instead of having their trucks sit idle for 14 hours a day they can now have different drivers using one truck so the truck no longer has to sit without being used. There will need to be a tremendous paradigm shift to start accepting cargo 24/7 instead of 8 to 5.
    • The thing that is going to drive everything is the almighty dollar. When shippers realize there is an opportunity to be more flexible, that will drive more volume. It's a challenge, but it's also an opportunity. It's a much more viable economic solution than some other solutions.
    • There is a difference between receiving things at major distribution centers and ports as opposed to final delivery to stores. Some stores want to receive in the evening, but local ordinances won't allow trucks down streets at certain hours.
    • It's a warehouse problem too, you're going to have to spend a lot training because there will be high turnover once people are forced to work night shift.
• In Iowa we're a passenger state. Most freight comes straight through. What advice would you have for metropolitan areas in Iowa when most of the decision makers are from outside of the state?
  • This position that we're talking about today is one that must think beyond state borders, the primary contacts that he/she will need to be in touch with won't be in the state. If you look at it from a national perspective you'll have better opportunity to develop contacts with private sector. Need to look beyond borders.
• You mentioned not giving states a blank check, can you elaborate on how you see this happening?
  • I don't know much about federal inner workings, but I know most state money comes from a gas tax and the federal government gives x amount of money each year to the state. The position must come from the Governor's office, allowing the money to be allocated wisely and controlled. There has to be a prioritizing of projects within the Governor's office that are most important within the state and to the big picture. The bottom line is to make money for the state.

Appendix I: Summary of Participant Feedback Forms

Breakdown of Respondents:

26 forms were received.

Figure 5 – Columbus Conference Participants – Breakdown by Organization

The Majority of Participants' Expectations Were Met.

Figure 6 – Answers to Question of "Were your expectations met?"

Stated Expectations among those whose expectations were not 100% met:

• (4 people) Discuss freight issues (Most/some were met)
• (2 people) Discuss all four objectives stated on purpose handout (Some were met)
• (2 people) Didn't realize there may be two coordinators—one for FHWA as well. (Some were met)
• (1 person) Get a multi-modal view/direction for our freight team to go (not met)

Common Feedback Themes:

• Nearly 90% of respondents felt the "job description" developed in the workshop for a State-level Freight Coordinator position would be helpful or somewhat helpful to them in their jobs.
• Broad-based participation, and the opportunity to exchange experiences and views through the structured discussion/breakout group time ranked as the things participants liked most about the conference.
• The broken bus ranked as the thing participants (on that tour) liked least.
• Respondents expressed a clear desire for more diversity at future conferences—more private sector, more representation from other modes
• Some felt the conference should have been a full two days.
• Some participants expressed varying expectations for the conference, varying levels of relevance of the outcomes to their jobs, and some confusion on what was being asked[2]. This may suggest a need for a clearer definition/communication of expected outcomes of future conferences, as well as clear guidance on who should attend.

Conference Logistics Feedback

• Approximately 90% of respondents felt sessions were well-organized and that the sessions were appropriate for conference.
• 96% of respondents felt the conference length was "about right."
• 71% of respondents felt the breakout time was about right. Nearly 20% thought it was too short, and 8% thought it was too long.

Summary of Liked Best, Liked Least, and What To Do Differently:

Liked Best:

Conference Element	# Mentions
Broad-based participation—ability to hear from different parts of country, private sector.	14
Structured discussions/breakout sessions/interactive nature.	13
Facilitation.	3
Open-mindedness/eagerness to learn/accomplish something.	1
Defining roles and responsibilities for freight coordinator.	1
The results. Everyone seemed to come together to discuss freight issues.	1

Liked Least:

Conference Element	# Mentions
Bus tour problem.	7
Conference focused too much on roles and responsibilities of a Freight Coordinator.	3
Larger sessions for working groups—room too small.	2
Wished more neighboring states would have attended.	2
Keeping on time.	1
Private sector views session—too general.	1
Lack of representation from other modes.	1
Not enough time to hear what other states are doing.	1
Voting.	1
Barriers Discussion.	1
Goals of conference were not clear.	1

Suggestions for Future Conferences

Conference Element	# Mentions
Invite private sector comments at end of conference, more shippers/carriers.	7
Need a freight transportation policy conference—A Freight Summit (FHWA DAs, State DOT Directors, Local Industry Stakeholders) in teams to begin to "talk freight" at the decision-maker level. State DOT Champions and FHWA Counterparts together for a conference.	3
Schedule follow-up conferences (tele/web/in person) to track progress on moving ideas forward/maintain momentum.	2
Use quality bus operators.	2
More opportunity to mix table groups up for even broader perspective.	1
Get USDOT to hear from states on freight. This is bigger than FHWA.	1
Concentrate more on solving freight issues than freight coordinator.	1
Use facilitators.	1
Keep future conferences focused on topic critical to freight coordinators at the time.	1
Continue to invite Division Offices.	1
Make nametags larger print, put first names in largest print and companies in smaller print.	1

Will you take new actions as a result of this conference?

Figure 7 – Answers to Question of "Will you take new actions as a result of this conference?"

Actions/Changes Participants Plan to Take as a Result of Conference (Note: FHWA HQ Staff did not specify actions)

FHWA Field	State DOT	Private Sector
Elevate freight as a concern at the Division Office Level.	Include freight as an agenda item for all forums. Increased discussion.	We may hold a training session to educate the public.
Support development of "identified" FHWA division freight staff who requested assistance.	Implement some ideas gained to address issues.	Communicate results to trade associations and would appreciate participating in future discussions.
Work with MPOs more closely.	Take back what I've learned to my management.
Get more involved in freight movement and planning.	Will develop staff/manager roles/responsibilities. (2)
Work with DA to raise awareness of need for freight champion/coordinator. Look to move freight responsibilities from collateral duty to part-time duty.
Talk to other modes.
Help state make better use of time/money.
Realized there are resources available.

Appendix J: Attendance List

Attendee Number	State	Name	Title	Organization	Phone Number	E-mail Address
1.	Alabama	Craig Thomas	Rail Manager	Alabama DOT
2.	Alaska	Rex Young	Transportation Planner II	Alaska DOT	907-341-3207	Rex_Young@dot.state.ak.us
3.	California	Richard Nordahl	Chief, Office of Goods Movement	California DOT	916-653-0426	Richard.Nordahl@dot.ca.gov
4.	California	Leigh Levine	Transportation Planner	California FHWA	916-498-5034	Leigh.Levine@fhwa.dot.gov
5.	Colorado	Tamela Goorman	Info. Mng. Branch Manager	Colorado DOT	303-757-9811	Tamela.Goorman@dot.state.co.us
6.	Colorado	Craig Larson	Statewide Transportation Planner	Colorado FHWA	720-963-3018	Craig.Larson@fhwa.dot.gov
7.	Colorado	Prabhat A. Diksit	Innovative Finance Specialist	Colorado FHWA	720-963-3202	Prabhat.Diksit@fhwa.dot.gov
8.	Connecticut	Michael Chong	Community Planner	Connecticut FHWA	860-659-6703 ext. 3006	Michael.A.Chong@fhwa.dot.gov
9.	Delaware	Mike Kirkpatrick	Administrator	Delaware DOT	302-760-2153	MKirkpatrick@mail.dot.state.de.us
	District of Columbia
10.	Florida	Meredith Dahlrose	Intermodal Specialist	Florida DOT	850-414-4551	Meredith.Dahlrose@dot.state.fl.us
11.	Florida	Stacie E. Blizzard	Transportation Planning Specialist	Florida FHWA	850-942-9650 ext. 3014	Stacie.Blizzard@fhwa.dot.gov
12.	Georgia	Carlos Gonzalez	Transportation Planner	Georgia FHWA	404-562-3639	Carlos.Gonzalez@fhwa.dot.gov
13.	Idaho	Elisa Carlsen	Transportation Assistant	Idaho FHWA	208-334-9180 ext. 131	Elisa.Carlsen@fhwa.dot.gov
14.	Illinois	Dean Mentjes	Mobility Engineer	Illinois FHWA	217-492-4631	Dean.Mentjes@fhwa.dot.gov
15.	Illinois	Norman Stoner	Division Administrator	Illinois FHWA	217-492-4640	Norman.Stoner@fhwa.dot.gov
16.	Illinois	Jason Tai	See speaker list	Illinois DOT		See speaker list
17.	Indiana	David A. Franklin	Planning & Environmental Specialist	Indiana DOT	317-226-7489	David.Franklin@fhwa.dot.gov
18.	Iowa	Craig O'Riley	Transportation Planner	Iowa DOT	515-239-1520	Craig.Oriley@odot.iowa.gov
19.	Iowa	John Cater	Planning & Development Manager	Iowa FHWA	515-233-7315	John.Cater@fhwa.dot.gov
20.	Kansas	Byron E. Low	Planning Research & Right of Way Team Leader	Kansas FHWA	784-267-7281	Byron.Low@fhwa.dot.gov
21.	Kentucky	Lynn Soporowski	Branch Manager	Kentucky DOT	502-564-7686	Lynn.Soporowksi@ky.gov
22.	Kentucky	Bernadette Dupont	Freight Coordinator	Kentucky FHWA	502-223-6729	Bernadette.Dupont@fhwa.dot.gov
23.	Louisiana	J. Dean Goodell	Intermodal Program Manager	Louisiana DOT	225-274-4144	DeanGoodell@dot.louisiana.gov
24.	Louisiana	Jamie Setze	Planning Program Manager	Louisiana FHWA	225-757-7623	Jamie.Setze@fhwa.dot.gov
25.	Maryland	David Ganovski	Director, Office of Freight Logistics	Maryland DOT	410-865-1225	DGanovski@mdot.state.md.us
26.	Maryland
27.	Massachusetts	Paul F. Maloney, PE	Environmental Engineer	Massachusetts FHWA	617-494-3610	Paul.Maloney@fhwa.dot.gov
28.	Michigan	Larry Karnes	Freight Policy Specialist	Michigan DOT	517-373-9058	KarnesL@michigan.gov
29.	Michigan	Tamiko Brim-Burnell	Transportation Planning Engineer	Michigan FHWA	517-702-1823	Tamiko.Burnell@fhwa.dot.gov
30.	Minnesota	Cecil Selness	Director	Minnesota DOT	651-406-4789	Cecil.Selness@dot.state.mn.us
31.	Minnesota	Susan L. Moe	Planning Research Engineer	Minnesota FHWA	651-291-6109	Susan.Moe@fhwa.dot.gov
32.	Mississippi	Robert A. Burt	Manager, Statewide Planning	Mississippi DOT	601-359-7685	RBurt@mdot.state.ms.us
33.	Mississippi	James E. Moak	Director, Ports and Waterways	Mississippi DOT	601-359-7052	JMoak@mdot.state.ms.us
34.	Missouri	James Radmacher	Transportation Planning Engineer	Missouri FHWA	573-636-7104	Jim.Radmacher@fhwa.dot.gov
35.	Missouri	Brad McMachon	Transportation Specialist, Planning & Row Program Team Leader	Missouri FHWA	573-638-2609	Bradley.McMachon@fhwa.dot.gov
36.	Nebraska	Stephen J. Burnham	Planning & Research Engineer	Nebraska FHWA	402-437-5964	Stephen.Burnham@fhwa.dot.gov
37.	New Jersey	Tamelna A. Macon	Community Planner, PDP	New Jersey FHWA	609-637-4221	Tamelna.Macon@fhwa.dot.org
38.	New York	Stephen Slavick	Transportation Modal Manager 1	New York DOT	518-457-7624	SSlavick@dot.state.ny.us
39.	New York	Robert Griffith, AICP	Chief, Planning & Program Development	New York FHWA	518-431-4125 ext. 221	Robert.Griffith@fhwa.dot.gov
40.	North Carolina	Loretta Barren	Community Planner	North Carolina FHWA	919-856-4330 ext. 113	Loretta.Barren@fhwa.dot.gov
41.	North Dakota	Mark A. Johnson	Transportation Planning & Research Manager	North Dakota FHWA	701-250-4343 ext. 105	MarkA.Johnson@fhwa.dot.gov
42.	Ohio	Howard Wood	Deputy Director, Planning	Ohio DOT	614-466-2255	Howard.Wood@dot.state.oh.us
43.	Ohio	Suzann Rhodes	Administrator, Office of Urban & Corridor Planning	Ohio DOT	614-644-7093	Suzann.Rhodes@dot.state.oh.us
44.	Ohio	Kelly Brooker	Transportation Planner	Ohio DOT	614-387-6225	Kelly.Brooker@dot.state.oh.us
45.	Ohio	Mark Locker	Transportation Planner	Ohio DOT	614-466-2347	Mark.Locker@dot.state.oh.us
45.	Ohio	Jeff Honefanger	Manager	Ohio DOT	614-351-5520	Jeff.Honefanger@dot.state.oh.us
46.	Ohio	Matt Deitrich	Assistant Director, ORDC	Ohio DOT-ORDC	614-644-0295	Matt.Dietrich@dot.state.oh.us
47.	Ohio	Lou Jannazo	Chief, Project Development, ORDC	Ohio DOT-ORDC	614-644-0309	Lou.Jannazo@dot.state.oh.us
48.	Ohio	Lynda Nelson		Ohio DOT-ORDC	614-644-7176	Lynda.Nelson@dot.state.oh.us
49.	Ohio	Roger Ryder	Team Leader-Engineering and Operations	Ohio FHWA	614-280-6849	Roger.Ryder@fhwa.dot.gov
50.	Ohio	Stew Sonnenberg	Planning Engineer	Ohio FHWA	614-280-6837	Stew.Sonnenberg@fhwa.fot.gov
51.	Ohio	Bob McQuistion		Ohio FHWA		Bob.McQuistion@fhwa.dot.gov
52.	Ohio	Herman Rodrigo	Director, Office of Program Development	Ohio FHWA	614-280-6850	Herman.Rodrigo@fhwa.dot.gov
53.	Ohio	Benjamin Ritchey	Vice President, Battelle Memorial Institute	Columbus, OH	614-424-5701	Ritchey@battelle.org
54.	Ohio	Nancy Clay	Ex. Secretary, U&C Plng	Ohio DOT	614-644-7219	Nancy.Clay@dot.state.oh.us
55.	Oklahoma	Richard Jurey	ITS Engineer	Oklahoma FHWA	405-605-6040 ext. 323	Richard.Jurey@fhwa.dot.gov
56.	Oregon	Cary Goodman	Sr. Transportation Rail Planner	Oregon DOT	503-986-3208	Cary.Goodman@odot.state.or.us
57.	Pennsylvania	Sharon Daboin		Penn DOT
58.	Pennsylvania	Edwin R. Marshall, Jr.	Manager, Transportation Planning	Penn DOT	717-787-2627	RMarshall@state.pa.us
59.	Pennsylvania	Spencer Stevens	Planning Team Leader	Pennsylvania FHWA	717-221-3735	Spencer.Stevens@fhwa.dot.gov
60.	Puerto Rico	Aramis Martinez	Professional Engineer	Puerto Rico DOT	787-723-3760	AMartinez@act.dtop.gov.pr
61.	Texas	Mario G. Medina	Director, Multimodal Sec	Texas DOT	512-416-2349	MMedina@dot.state.tx.us
62.	Texas	Michael T. Leary	Director, Planning & Program Development	Texas FHWA	512-536-5940	Michael.Leary@fhwa.dot.gov
63.	Vermont	Melvin Adams		Vermont Agency on Transportation	802-828-3441	Mel.Adams@state.vt.us
64.	Virginia	Ivan Rucker	Planner	Virginia FHWA	804-775-3336	Ivan.Rucker@fhwa.dot.gov
65.	Washington	Barbara Ivanov	Director, Freight Strategy	Washington DOT
66.	Washington	Mike Brower	Transportation Mobility Engineer	Washington FHWA	360-753-9550	Michael.Brower@fhwa.dot.gov
67.	West Virginia	Jeff Blanton	Statewide & Urban Planning Engineer	West Virginia FHWA	304-347-5436	Jeffrey.Blanton@fhwa.dot.gov
68.	Wisconsin	Ron Adams	Director	Wisconsin DOT	608-267-9284	Ron.Adams@dot.state.wi.us
69.	Wisconsin	Stephanie J. Hickman	Community Planning	Wisconsin FHWA	608-829-7503	Stephanie.Hickman@fhwa.dot.gov
70.	Wyoming	Tom Bonds	Planning & Research Manager	Wyoming FHWA	307-772-2204 ext. 142	Tom.Bonds@fhwa.dot.gov
71.	MPOs	Ericka Witzke	Principal Engineer	MORPC, Columbus, OH	614-233-4149	EWitzke@mail2.morpc.org
72.	MPOs	Tiffany Tyler		MORPC, Columbus, OH	614-233-4149	TTyler@mail2.morpc.org
73.	MPOs	Anne McGahan	Chief Planner	Boston, MA	617-973-7090	McGahan@ctps.org
	FHWA – HQ	Tony Furst	Director, Office of Freight Management & Operations	Washington, DC	202-366-9210	Tony.Furst@fhwa.dot.gov
	FHWA – HQ	Carol Keenan	Office of Freight Management & Operations	Washington, DC	202-366-6993	Carol.Keenan@fhwa.dot.gov
	FHWA – HQ	Todd Kohr	Policy Analyst	Washington, DC	202-366-7098	Todd.Kohr@fhwa.dot.gov
	FHWA – HQ	Eulois Cleckley	Transportation Specialist Office of Freight Management	Maryland	504-568-6608	Eulois.Cleckley@fhwa.dot.gov
	FHWA – HQ	Larry D. Anderson	Planning Oversight & Stewardship Team Leader	Washington, DC	202-366-2374	Larry.D.Adnerson@fhwa.dot.gov
	FHWA – RC	Lisa Randall	Planning Team Leader	California	415-744-2649	Lisa.Randall@fhwa.dot.gov
	FHWA – RC	Robert Radics	Intermodal Planning Engineer	Georgia	404-562-3692	Robert.Radics@fhwa.dot.gov
	FHWA – RC	Jocelyn Jones	Freight Planning Specialist	Maryland	410-962-2486	Jocelyn.Jones@fhwa.dot.gov
	FHWA – RC	Fawn Thompson	Freight Planning Specialist	Georgia		Fawn.Thompson@fhwa.dot.gov
	AASHTO	Leo Penne	Director, Intermodal Activities	Washington, DC	202-624-5813	LPenne@aashto.org
	AASHTO	Juan Flores	Freight Coordinator	Washington, DC		JFlores@aashto.org

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