Institutional Arrangements for Freight Transportation Systems (2009) / Chapter Skim
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From page 19... ...
Examples of the application of these guidelines are provided based on the experiences of the 16 institutional arrangements selected for case study development. The acronyms used to identify each case study are as follows: ACTA Alameda Corridor Transportation Authority CALMITSAC California Marine and Intermodal Transportation System Advisory Council CREATE Chicago Region Environmental and Transportation Efficiency Program CVISN Commercial Vehicle Information Systems and Networks DVRPC-GMTF Delaware Valley Regional Planning Commission -- Goods Movement Task Force FMSIB Freight Mobility Strategic Investment Board FSTED Florida Seaport Transportation and Economic Development Council FTAC Miami-Dade MPO Freight Transportation Advisory Committee I-95 I-95 Corridor Coalition IRAP Maine DOT Industrial Rail Access Program KCSP Kansas City SmartPort C H A P T E R 4 Suggested Guidelines for Establishing Freight Institutional Arrangements
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For freight transportation advisory committees, strategies may consist of needs identification, consensus building, developing political support, and advising work program development. All these strategies or actions would be designed to promote freight transportation system investments in the region.
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21 Type I 1 Identify need and purpose 2 Form deliberate strategies 3 Seek the support of a champion 4 Identify and recruit stakeholders 5 Build political support 6 Develop information-sharing and outreach venues 7 Partner with academia 8 Engage stakeholders as needed 9 Secure dedicated funding and resources 10 Use consensus-based process 11 Ensure short- and long-term progress 12 Develop and use performance measures 13 Encourage cost sharing Type II 14 Define specific program elements 15 Develop implementation process 16 Establish protocols for implementation 17 Identify evaluation criteria 18 Define funding allocation process 19 Require on-time completion of projects 20 Require project audits 21 Perform site visits 22 Ensure focus stays on purpose/mission Type III 23 Build consensus on specific project parameters 24 Seek out champions and develop a diverse coalition of interest groups 25 Provide a neutral forum 26 Secure private-sector involvement/commitment 27 Develop mitigation strategy for project impacts 28 Establish clear decision-making authority 29 Remain focused on defined mission 30 Adopt a product orientation 31 Identify, monitor, and address obstacles 32 Develop partnership agreements 33 Negotiate third-party agreements early 34 Allocate risk between owner and contractor 35 Establish funding firewalls and sunset clauses 36 Consider design-build procurement 37 Understand how bond rating agencies make decisions 38 Establish cost-sharing structure 39 Maintain adequate contingency and reserves 40 Maximize use of available funding cycles Table 4-1. Summary of guidelines.
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From page 22... ...
Alameda Corridor Transportation Authority The Alameda Corridor Transportation Authority (ACTA) , a joint powers authority of the cities of Los Angeles and Long Beach, is the governing entity responsible for one of the largest and most successful public works projects in Southern California, the Alameda Corridor.
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From page 23... ...
Example 1-3. Southern California National Freight Gateway Collaboration Agreement The Southern California National Freight Gateway Collaboration Agreement was signed by 19 Federal, state, and local government agencies (including 3 Southern California ports)
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Example 2-2. Delaware Valley Regional Planning Commission -- Goods Movement Task Force The Delaware Valley Regional Planning Commission (DVRPC)
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is a public-private partnership created in 2003 that includes the state and city transportation departments, passenger rail services, and six of the largest North American freight railroads. The CREATE Program consists of approximately 78 projects of national and regional significance aimed at addressing existing and future congestion issues on the rail system, which, if not addressed, are expected to bring adverse effects to the national economy and the transportation system.
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From page 26... ...
One of the key success factors for an effective institutional arrangement is identifying and recruiting stakeholders to achieve the defined purpose or mission. Given that freight transportation is, in large part, driven by the private sector, this requires a mix of public and private stakeholders -- public transportation agencies and authorities to drive the funding, permitting, and programming of projects and private transportation companies to drive the needs identification, prioritization, and buy-in for specific projects and programs.
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Although many institutional arrangements are technically driven in nature, the ability to implement specific objectives is directly affected by the support of community and business leaders. Without political support, it may be more difficult to engage stakeholders, solicit dedicated funding, and implement recommendations.
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The FMSIB also advocates for funding at the state and Federal levels, in addition to advising the State legislature on freight trends and concerns. Because FMSIB can count on the political support of the State legislature, the private carriers, and the local communities, it has been able to fund and complete strategic investment projects to improve freight mobility in the State of Washington.
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It was formed in 2001 to promote and enhance the 18-county, bi-state Kansas City region as a leading North American logistics hub. KCSP has encouraged regional economic growth by attracting logistics businesses to locate in the region and has promoted the efficient movement of goods by facilitating freight information to key stakeholders.
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From page 30... ...
is a regional organization created in 2006 to cooperate in the planning, operating, preservation, and improvement of the transportation infrastructure in the 10-state Mississippi Valley region. Its charter specifies three objectives to develop information sharing and outreach venues to support the coalition's mission of maximizing the operational efficiency of the freight transportation system in the region.
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From page 31... ...
University research assistants benefit from being exposed to real transportation projects while working toward a graduate degree and are also less expensive than private consultants; therefore, the MVFC can complete more projects within a limited budget. But above all, partnering with academia has offered MVFC objectivity and a different perspective to maximize the operational efficiency of the freight transportation system in the region through the university environment.
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Delaware Valley Regional Planning Commission -- Goods Movement Task Force The Delaware Valley Regional Planning Commission (DVRPC) is the MPO for the greater Philadelphia area covering eight counties plus the City of Philadelphia and spans both Pennsylvania and New Jersey.
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At this time, the FPC approached the legislature for state money to fund seaport activities. The FPC worked with the 14 seaport directors to collectively come to the Florida Legislature and request a dedicated funding source to fund seaport capital improvement projects.
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The dedicated funding source and local match requirement has provided FMCSA and its state and industry partners with the financial resources to identify expanded CVISN functionality that is being integrated into the CVISN Program so as to achieve nationwide deployment and continue improvements to commercial motor vehicle safety.
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From page 35... ...
Based on this experience, the Southern California county transportation commissioners recognized that a newform of collaboration among them was necessary in order to compete for the TCIF funds. Since Southern California ports handle over 80% of the state's containerized cargo, the transportation commissioners formed the TCIFCG and used a consensus-based approach to compete as a region and make the case that Southern California should receive a similar proportion (80%)
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Alameda Corridor Transportation Authority The Alameda Corridor Transportation Authority (ACTA) is the result of an evolving process to address capacity improvements and environmental concerns along the Alameda Corridor, a 20-mile stretch between the Ports of Los Angeles and Long Beach and the railroad mainlines near downtown Los Angeles.
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Another key factor in the longevity of the Coalition has been the structure of the organization and the non-binding agreement between the transportation authorities, agencies, and related organizations to promote transportation issues in the region through volunteer and participatory activities. The Coalition's structure reflects both a bottom-up and top-down approach that provides a forum for decisionmakers to gather and improve the transportation system collaboratively.
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(KCSP) is a non-profit, investor-based economic development organization formed in 2001 to promote and enhance the 18-county, bi-state Kansas City region as a leading North American logistics hub.
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From page 39... ...
To mitigate these conflicts, many institutional arrangements have been successful in sharing project costs by requiring a match to public funds or, at a minimum, prioritizing those projects that have a private match. This approach has enabled institutional arrangements to better use limited public funds for specific improvement projects, resulting in greater community support.
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Table 4-3 summarizes 40 Guideline F M SI B FS TE D IR A P 14 Define specific program elements 15 Develop implementation process 16 Establish protocols for implementation 17 Identify evaluation criteria 18 Define funding allocation process 19 Require on-time completion of projects 20 Require project audits 21 Perform site visits 22 Ensure focus stays on purpose/mission Table 4-3. Summary of Type II guidelines.
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Define funding allocation process. A key activity of Type II institutional arrangements is the funding of specific improvement projects.
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Freight Mobility Strategic Investment Board The Freight Mobility Strategic Investment Board (FMSIB) is an independent state agency created by the Washington State Legislature with the mandate to implement a strategic investment program exclusively for freight mobility needs by evaluating and scoring project applications every 2 years using rigorous evaluation criteria that are competitively neutral across jurisdictions and modes.
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From page 43... ...
The selection teams discuss whether the project should advance for final consideration and be added to the FMSIB list based on the project's numerical score, fact verification, and determination of benefits. The funding allocation process provides recommendations to the full board about the percentage contribution or level of state participation determined based on the freight share of the project benefits.
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From page 44... ...
the interests, purposes, and requirements of ports located in the state." Program elements were defined in statute to create a program that fosters the economic growth as well as the future potential of the seaports. Specific program elements include the FSTED Council to oversee the program, a project identification process, rigorous evaluation criteria, funding allocation from a dedicated source, and project review.
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From page 45... ...
When intermodal projects became more significant in the late 1990s, the FSTED Council was granted additional bonding authority, for these intermodal projects, which provides $10 million at a 75-25 match. All seaport capital improvement projects completed with funds from the FSTED program are subject to a final audit by FDOT.
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From page 46... ...
An objective evaluation process is used that follows established criteria and ensures that each project selected for funding is in line with the intent of the program, meets the needs of the Maine DOT, is consistent with the State Integrated Freight Plan, and shows public benefit. The OFBS has the authority to grant projects financing pending final approval by Maine DOT.
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From page 47... ...
47 Guideline A CT A CR EA TE CV IS N 23 Build consensus on specific project parameters 24 Seek out champions and develop a diverse coalition of interest groups 25 Provide a neutral forum 26 Secure private-sector involvement/commitment 27 Develop mitigation strategy for project impacts 28 Establish clear decision-making authority 29 Remain focused on defined mission 30 Adopt a product orientation 31 Identify, monitor, and address obstacles 32 Develop partnership agreements 33 Negotiate third-party agreements early 34 Allocate risk between owner and contractor 35 Establish funding firewalls and sunset clauses 36 Consider Design-Build procurement 37 Understand how bond rating agencies make decisions 38 Establish cost-sharing structure 39 Maintain adequate contingency and reserves 40 Maximize use of available funding cycles Table 4-4. Summary of Type III guidelines.
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From page 48... ...
Many arrangements are process driven, designed to bring stakeholders together for a common purpose. However, for Type III arrangements, the focus must be on the defined product.
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Allocate risk between owner and contractor. Before signing a construction contract, it is important to decide how risks will be shared between the contractor and owner for unexpected cost increases due to constructability issues, unknown conditions, hazardous materials encountered, mitigation requirements, and so forth.
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Combining capacity improvements and environmental enhancements, the project dramatically improved railroad access to the largest port complex in the United States. The purpose of the project was to consolidate harbor-related railroad traffic onto a single 20-mile corridor between the ports of Long Beach and Los Angeles and the railroad mainlines near downtown Los Angeles.
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From page 51... ...
It was especially important to decide ahead of time how risks would be shared between the contractor and owner for unexpected cost increases due to constructability issues, unknown conditions, hazardous materials encountered, and other issues that might arise. ACTA negotiated several complex agreements with corridor cities, utilities, railroads, and other stakeholders.
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From page 52... ...
, a public-private partnership created in 2003, includes the state and city transportation departments, the passenger rail services Metra and Amtrak, and six of the largest North American freight railroads (i.e., BNSF, CN, CP, CSX, NS, and UP1)
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From page 53... ...
To add significant local resident appeal for neighborhoods bisected by freight lines and obtain their support, several key grade separation improvements were also included in the overall list of projects. In the end, the political support of a diverse coalition of interest groups like political leaders, private and public partners, businesses, and local communities promoting not only the local and regional benefits but also the national benefits made the case for the significance of investing in CREATE projects and positioning it to better compete for the Projects of National and Regional Significance (PNRS)
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Program consists of a framework for organizing, deploying, and funding the implementation of technology to automate various motor carrier regulatory and safety enforcement functions with the ultimate goal of improving commercial motor vehicle safety. The mission is to support the U.S.
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From page 55... ...
These informal partnerships between states and industry whereby motor carriers and motor coach operators are engaged in the planning and design of CVISN systems to ensure that the systems are built in a manner consistent with the needs of industry exemplify how CVISN has reached out to the private sector to build consensus on specific project parameters. Formal partnerships include cost-sharing agreements among carriers, vendors, state agencies, and other third-parties that are memorialized in writing.
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From page 56... ...
They have identified a series of expanded CVISN functionalities that are being integrated into the CVISN program while remaining focused on its mission to support FMCSA's ultimate goal of improving commercial motor vehicle safety.
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