Integrating Freight Considerations into Collaborative Decision Making for Additions to Highway Capacity (2014) / Chapter Skim
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Pages 23-49
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23 a P P E N D I x a Long-Range Planning, Baltimore Metropolitan Council -- Freight Movement Task Force Background The Baltimore Metropolitan Council (BMC) formed the Freight Movement Task Force (FMTF)
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24 Campion of MMTA, the engagement generally works best when private-sector participants are able to respond to products that already have been developed (such as a routing plan or O-D survey results) , rather than work from a "clean slate." The MPO currently is working on developing a regional freight analysis that will help substantiate the freight needs in the MPO area for the near and long term.
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25 projects (generally based on proportion of trucks on a particular highway facility)
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26 specific deliverables, and an opportunity to review a final draft. There is a strong interest from the private-sector participants to structure meetings similar to those held in the private sector with defined agendas, a strict time schedule, and clear action items; information needs to be provided in easy-to-digest pieces (e.g., bullet points or short presentations)
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27 Long-Range Planning, Project Programming, and Corridor Planning, Delaware Valley Regional Planning Commission -- Delaware Valley Goods Movement Task Force Background The Delaware Valley Goods Movement Task Force (GMTF) was created as a result of the 1991 Intermodal Surface Transportation Efficiency Act (ISTEA)
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28 process, about 25 to 30 interviews were conducted with stakeholders to identify facilities and projects, including rail, highway, and distribution facilities in the region. Decision Points There is engagement of the freight stakeholder community by the DVRPC GMTF throughout the planning process; however, the involvement is more focused during the development of the long-range plan.
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29 local government planners working to negotiate the key regional priorities. The project list generally evolves organically from the LRP, without too much need for additional feedback.
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30 recent years, including the Central Ohio Logistics Roadmap and major access studies to Rickenbacker. Previously, common complaints with freight stakeholder involvement during the public planning process included the long duration and sometime lack of focus during meetings and a limited understanding of private-sector interests.
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31 this support, is the borderless nature of trade corridors, the improvements on which are generally very large scale and take many years to fund. Improvements to the I-70/I-71 connectors have been in the TIP for 20 years with little movement toward final resolution.
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32 Feedback from Stakeholders Three instances of successful stakeholder engagement that yielded positive outcomes are described: • SDOT engaged motor carriers very early when it reconstructed the Fremont Bridge over the Seattle Ship Canal, which connects Puget Sound, Lake Washington, and Lake Union. Stakeholders provided truck routing information and operational strategies.
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33 input. Freight stakeholders provide information on corridorlevel and spot improvement needs (e.g., vertical and horizontal obstructions)
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34 outside the traditional public review efforts by soliciting SFAB input, and through targeted meetings with manufacturing and industrial stakeholder groups. Other mechanisms for engagement include a truck stakeholder Listserv (e-mail alert list)
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35 freight mobility across the region. This consolidated approach resulted in a more successful outcome than doing the projects piecemeal.
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36 criteria for projects to be included in the TIP, LRP, etc.
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37 draft plan to highlight any deficiencies and suggest revisions (ENV 1-3)
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38 individual meetings with trucking associations, held meetings with MPOs and conducted survey outreach with key shippers in the region. Other outreach methods included focus groups and radio interviews with truck driver radio shows (estimated 1 million listeners)
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39 of users, efficiency in shipments, reduced congestion, and safety considerations. For a major freight facility such as I-70, there was a strong interest in getting stakeholders involved early to solicit feedback on the concepts being explored.
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40 project selection processes. The governor's role in supporting freight projects has assisted greatly in illuminating the importance of freight issues.
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41 creative outreach approaches when engaging freight stakeholders. A stakeholder advisory group formed for the Connect Central Georgia study (an initiative spanning the middle of Georgia from the Alabama border to the South Carolina border and encompassing the cities of Columbus, Macon, Warner Robins, and Augusta)
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42 analysis during the project development team process. The process also benefited through support from the chamber of commerce, trucking firms, and the railroad.
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43 freight gateways that help manage and expedite projects in the freight portfolio. This portfolio includes highway projects, rail projects, and port access projects.
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44 for the draft environmental impact statement. One locally preferred alternative was selected." The CRC project's technical and public process was validated and permission was granted to move forward with construction planning.
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45 of wind energy components. Freight stakeholders in the wind energy industry provided feedback about the access routes (Mill Plain and 4th Plain)
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46 3. CRC staff could have found more creative ways to keep businesses engaged.
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47 evaluation of ideas. This work was designed to ensure a balanced view of stakeholder needs was received.
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48 the level of involvement required depends on magnitude of potential impact on freight operations. On the I-710 project, it was discovered that the industry was often afraid to take a stand on an issue definition or project concept, since they did not want to be tied to it moving forward or be inundated with comments from customers or other interest groups.
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49 goods movement benefits within the corridor, including a transportation system management and technology alternative. During review of the alternatives, there were focused meetings with the industries proximate to the areas that would be impacted by the various alternatives.
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